Application of EMS

Application of EMS (Waste audits – Thematic

approach and Energy audits in industries – A
checklist approach); Risk Assessment Techniques
(General framework on the basis of IEC/ISO
31010:2009, Quantitative & Qualitative
Variables); Life cycle assessment (Principles,
general framework on the basis of ISO
14040:2006)
 Waste Audit
• A waste audit is a study of the quantity,
distribution and composition of the solid
wastes a facility generates.
• It is a study of the quantity, distribution,
and composition of the solid waste a
facility generates.
• It involves determining:
– how much waste is generated
– what kinds of waste are generated
– sources and causes of waste
 Waste Audit
The reasons for conducting a source-based waste
audit are:
• Waste composition estimation
• Gaining an understanding of the systems and
processes within the premises or a type of
business
• Making specific recommendations for improving
waste management at a specific premises or for a
certain type of business.
Waste audits and waste reduction work plans have become
an crucial part of an organization’s environmental
management system, helping it to comply with legislations,
meet environmental directives, realize economic benefits
and improving its operating efficiencies.
 Waste Audit
A waste audit has six basic steps:
1. Review the operations of the facility or
location where the audit will occur
2. Identify the types of wastes which we will
encounter during the audit
3. Plan the audit based upon the information
we gather in steps 1 and 2
4. Conduct the waste audit according to the
plan
5. Analyze the data that we collect
6. Report and implement the findings
Waste Audit Process
 Benefits of Waste Audit
Priority wastes: high-volume, toxic, or
hazardous substances which should be
eliminated
-Opportunities for waste reduction and
pollution prevention
-wastes which can be sold, bartered, or
traded on a materials exchange or
elsewhere
• Helps to comply with new and existing
environmental laws and regulations
• Helps to meet the criteria for international
certification (e.g. ISO 14001)
Examples
 Energy Audit
• The energy audit is the starting point from
which an energy review can be carried out
and thus a rational energy management
programme may be developed. It helps to
quantify the energy usage at a site and
highlights areas for potential savings and
gives the data from which performance
indicators can be derived.
 Energy Audit
An energy audit helps to identify where and
how energy savings can be achieved.
Energy audits can be undertaken for the
whole site, for a particular process or item
of equipment. Whatever the subject of the
audit, the objectives of the survey remain
the same. The objectives of the energy audit
are to:
• Quantify energy consumption for audit scope
(site, area or item of equipment)
• Identify practical energy saving projects.
• Quantify savings in energy and monetary terms.
Energy Audit Framework, ISO 50001:2011
• ISO 50001:2011 is based on the management
system model of continual improvement. The
standard provides a framework of requirements
for organizations to:
• Develop a policy for more efficient use of
energy
• Fix targets and objectives to meet the policy
• Use data to better understand and make
decisions about energy use
• Measure the results
• Review how well the energy policy is working
Energy Audit Framework, ISO 50001:2011
 Principles of Risk Management ISO 31000:2018
The principles of effective risk management in ISO 31000 are
that it should:
• Create and protect value;
• Be an integral part of all organizational processes;
• Be part of decision making;
• Explicitly address uncertainty;
• Be systematic, structured, and timely;
• Be based on the best available information;
• Be tailored;
• Take into account human and cultural factors;
• Be transparent and inclusive;
• Be dynamic, iterative, and responsive to change;
• Facilitate continual improvement of the organization.
Principles of Risk Management ISO 31000:2018
 Principles of Risk Management ISO 3100:2018
a) Cre ate s value Mandate Es tablis hing
b) Inte g ral part o f and C the c o nte xt (5.3)
o rg anizatio nal Co mmitme nt o M
pro c e s s e s (4.2) m o
c ) Part o f de c is io n u Ris k as s e s s me nt n
making n (5.4) i
d) Explic itly addre s s e s i t
De s ig n o f
unc e rtainty c o
frame wo rk Ris k
e ) S ys te matic , a r
s truc ture d and time ly ide ntific atio n
(4.3) t i
f) Bas e d o n the be s t (5.4.2)
i n
available info rmatio n o g
g ) Tailo re d Co ntinual Imple me ntin g n
h) Take s human and impro ve me nt ris k Ris k analys is &
&
c ultural fac to rs into o f the Manag e me nt (5.4.3)
c
ac c o unt Frame wo rk (4.4) r
o
i) Trans pare nt and (4.6) e
n Ris k
inc lus ive v
s e valuatio n
j) Dynamic , ite rative and i
u (5.4.4)
re s po ns ive to c hang e e
Mo nito ring l
k) Fac ilitate s c o ntinual w
and re vie w t (5.6 )
impro ve me nt and o f the a
e nhanc e me nt o f the Frame wo rk t Ris k tre atme nt
o rg anizatio n (4.5) i (5.5)
o
n
5.2

P rin c ip le s Fra m e w o rk P ro c e s s
( Cla u s e 3 ) ( Cla u s e 4 ) ( Cla u s e 5 )
 Risk Assessment Process, ISO
5.3 ES TABLIS HING THE CONTEXT
3100:2018
5.3.2 Exte rnal Co nte xt
5.3.3 Inte rnal Co nte xt
5.3.4 Ris k Manag e me nt Pro c e s s Conte xt
5.2 5.3.5 De ve lo ping Ris k Crite ria

C 5.7
O
M 5.4.2 RIS K IDENTIFICATION M
M What c an happe n, whe n, whe re , ho w & why
U A O
N S N
I 5.4.3 RIS K ANALYS IS
5.4 S I
C De te rmine e xis ting c o ntro ls
A T
R De te rmine De te rmine E
T Like liho o d Co ns e que nc e s O
I I S R
O Es timate Le ve l o f Ris k S
N S
M &
& K
E
C 5.4.4 RIS K EVALUATION R
O N E
Co mpare ag ains t c rite ria.
N
Ide ntify & as s e s s o ptio ns . T V
S
De c ide o n re s po ns e .
U
Es tablis h prio ritie s .
I
L E
T
A W
T
I 5.5 RIS K TREATMENT
O 5.5.2 S e le c tio n o f ris k tre atme nt o ptio ns
N 5.5.3 Pre paring and imple me nting ris k
tre atme nt plans
 Risk Management Variables

Risk identification: sources of risk, areas

of impacts, events (including changes in
circumstances) and their causes and
their potential consequences.
Risk Analysis: causes and sources of
risk, their positive and negative
consequences, and the likelihood &
consequences of occurence, related
factors
 Quantitative & Qualitative Variables

1. Brainstorming
2. Structured or semi-structured interviews
3. Delphi technique
4. Checklist
5. Preliminary hazard analysis (PHA)
6. HAZOP
7. Hazard analysis and critical control points
(HACCP)
8. Toxicity assessment
9. Structured “What-if” Technique (SWIFT):
 Quantitative & Qualitative Variables

10. Scenario analysis

11. Business impact analysis (BIA)
12. Root cause analysis (RCA)
13. Failure modes and effects analysis (FMEA) and
failure modes and effects and criticality analysis
(FMECA)
14. Fault tree analysis (FTA)
15. Event tree analysis (ETA)
16. Cause-consequence analysis
17. Cause-and-effect analysis
 Quantitative & Qualitative Variables
18. Layers of protection analysis (LOPA)
19. Decision tree analysis
20. Human reliability assessment (HRA)
21. Bow tie analysis
22. Reliability centred maintenance
23. Sneak analysis (SA)and sneak circuit analysis (SCI)
24. Markov analysis
25. Monte Carlo simulation
26. Bayesian statistics and Bayes Nets
27. FN curves
28. Risk indices
29. Consequence/probability matrix
30. Cost/benefit analysis (CBA)
31. Multi-criteria decision analysis (MCDA)
 Risk Assessment – A scoring Approach
Severity
1: Insignificant (Might see harmless)
2: Minor (Temporary effects)
3: Severe (Permanent damage)
4: Major (Permanent & major loss)

Probability
1: Improbable (Possible to occur)
2: Remote (Unlikely but possible)
3: Occasional (Might occur)
4: Probable (Reasonably expected)
5: Frequent (Expected in every use)
Risk Assessment – A scoring
Approach
 Unlikely Low Low
Likelihood
Rare Low Low

Likelihood
Almost certain – will occur in most circumstances when the activity is undertaken (greater
than 90% chance of occurring)
Likely - will probably occur in most circumstances when the activity is undertaken (51 to
90% chance of occurring)

Possible – might occur when the activity is undertaken (21 to 50% chance of occurring)

Unlikely – could happen at some time when the activity is undertaken (1 to 20% chance of
occurring)
Rare – may happen only in exceptional circumstances when the activity is undertaken
(less than 1% chance of occurring)

Risk Rating Priori

um Medium High Extreme
w Medium Consequences
High High
w Low Medium High

Consequence

Insignificant –First aid treatment, minor injury, no time off work

Minor – Single occurrence of medical treatment, minor injury, no time off work

Moderate – Multiple medical treatments, non-permanent injury, less than 10 days off
work
Major – Extensive injuries requiring medical treatment (e.g. surgery), serious or
permanent injury/illness, greater than 10 days off work
Severe – Severe injury/illness requiring life support, actual or potential fatality, greater
than 250 days off work
Rare – may happen only in exceptional circumstances when the activity is undertaken Severe – Severe injury/il ness requiring life support, actual or potential fatality, greater
(less than 1% chance of occurring) Risk Rating Priority than 250 days for
off work Action

Risk Rating Priority for Action

Risk acceptance guide Action Recommended action time frame
Cease or isolate source of risk Immediate
Extreme Not acceptable Implement further risk controls Up to 1 month
Monitor, review and document controls Ongoing
Implement risk controls if reasonably practicable 1 to 3 months
High Generally (in most circumstances) not acceptable
Monitor, review and document controls Ongoing
Implement risk controls if reasonably practicable 3 to 6 months
Medium Generally (in most circumstances) acceptable
Monitor, review and document controls Ongoing
Low Acceptable Monitor and review Ongoing
 Principles of LCA, ISO 14040:2006
LCA principles are fundamental and should be
used as guidance for decisions relating to both
the planning and the conducting of an LCA. It
considers the entire life cycle of a product, from
raw material extraction and acquisition, through
energy and material production and
manufacturing, to use and end of life treatment
and final disposal. a systematic overview and
perspective, the shifting of a potential
environmental burden between life cycle stages
or individual processes can be identified and
possibly avoided.
 Principles of LCA, ISO 14040:2006

• Environmental focus
• Relative approach and functional unit
• Iterative approach
• Transparency
• Comprehensiveness
• Priority of scientific approach
 LCA Approach
Life cycle refers to the major activities in the
course of the product’s life-span from its
manufacture, use, and maintenance, to its final
disposal, including the raw material acquisition
required to manufacture the product.
• The LCA is a “cradle-to-grave” approach for
assessing industrial systems.
• It enables the estimation of the cumulative
environmental impacts resulting from all stages
in the product life cycle
• The LCA is a technique to assess the
environmental aspects and potential impacts
associated with a product, process, or service.
 LCA Approach

Figure 4a: Stages of Life Cycle, adapted from EPA, 1993

 LCA Approach
The LCA process is
a systematic,
phased approach
and consists of four
components: goal
definition and
scoping, inventory
analysis, impact
assessment, and
interpretation.

Figure 4.1.1: Phases of LCA, ISO 1997

 LCA Approach
ISO 14040/14044
• Step 1: Goal and scope definition
• Step 2: Inventory analysis and product model
• Step 3: Impact assessment
• Step 4: Interpretation and documentation
• Step 5: Review
One key word is to “minimize waste” of all kinds. Utilising
the methodology of LCA may be of direct benefit to
enterprises of any size by
• improving efficiency and reducing costs;
• improving product design;
• improving product marketing;
• improving supply chain efficiency;
• providing compliance with environmental legislation.
 LCA Approach, ISO 14044
IS /IS O 14044 : 2006
 LCIA Indicators, ISO 14044
IS /ISO 14044 : 2006