Example research essay topic: Environmental Management System Ems In Construction - 2,563 words

NOTE: Free essay sample provided on this page should be used for references or sample purposes only. The sample essay is available to anyone, so any direct quoting without mentioning the source will be considered plagiarism by schools, colleges and universities that use plagiarism detection software. To get a completely brand-new, plagiarism-free essay, please use our essay writing service.
One click instant price quote

Environmental Management System (EMS) in Construction Table of Contents Abstract 3 Introduction 4 Environmental Management Systems 5 Developing an Environmental Management System 7 Commitment and Policy: General 7 Top Management Commitment and Leadership 7 Planning 7 Activity and Environmental Impact Matrix 8 Significance of the Impact 8 Internal Performance Criteria 8 Environmental Objectives and Targets 8 Environmental Management Program 9 Implementation 10 Ensuring Capability 10 EMS Alignment and Integration 10 Accountability and Responsibility 11 Knowledge and Skills Training 11 EMS Documentation 11 Measurement and Evaluation 12 Conclusion 12 Bibliography 13 Abstract The dynamics of managing a construction project can be quite daunting, as the activity involves several participants and processes that are required to effect a complete on-time delivery. Just like other discourses concerning sustainability and environmental issues, the construction industry is also pressured to undertake measures that would promote sustainability and wise use of scarce non-renewable resources. The construction industry in general is aware of the need for more responsibility concerning the environment. To put greater value in the context of sustainable construction project management practices, construction companies should include considerations for the use of limited non-renewable resources as well as innovative building construction and management practices that promote sustainability. Giving emphasis to sustainable building practices would give more value to the project.

The value chain of construction companies should now include environmental management systems (EMS). This would translate to economizing on resource consumption as well as erecting healthier building environments. Keywords: construction industry; environmental management systems (EMS), ISO 14001 Introduction The dynamics of managing a construction project can be quite daunting as the activity involves several participants and processes that are required to effect a complete on-time delivery. Several key players are involved that determine whether a project is successfully implemented or not.

Although the construction industry is subject to constant changes because of the developments beyond its scope, it takes place incrementally, over the long term technological and organizational changes amount to dramatic transformations (Miozzo and Ivory 2000, p. 513). The changes have been observed to occur in materials, industrialization, information technology and supply chain management (p. 513). Just like other discourses concerning sustainability and environmental issues, the construction industry is also pressured to undertake measures that would promote sustainability and wise use of scarce non-renewable resources. The construction industry in general is aware of the need for more responsibility concerning the environment.

However, Yip (2000) pointed out that construction industry professionals look at the environment in the context of how their businesses could benefit from it (p. 90). This was attributed to the nature of the construction industry, which places more emphasis on cost, time and quality (p. 90). In the active promotion and adoption of green building and green development policies, greater value is created. It is imperative for current building practices to consider the value chain of the business or a project. Abonyi (2005) defined value chain as the full range of value-added activities required to bring a product from its conception, through design, sourcing raw materials and intermediate inputs, production, marketing, distribution and support to final consumer. It presents a systemic perspective that incorporates all key activities related to the production, exchange, distribution, and after sales support for a given product or service (p. 5).

To put greater value in the context of sustainable construction project management practices, construction companies should include considerations for the use of limited non-renewable resources as well as innovative building construction and management practices that promote sustainability. Giving emphasis to sustainable building practices would give more value to the project. The value chain of construction companies should now include environmental management systems (EMS). This would translate to economizing on resource consumption as well as erecting healthier building environments. Project complexity can be viewed in several angles. Baccarini (1996) proposed that identifying the degree of complexity of projects can determine the appropriate management strategies.

The more complex the projects, the more sophisticated the management systems should be in place. Most practitioners recognize that the complex projects demand an exceptional level of management and that the application of conventional systems developed for ordinary projects have been found to be inappropriate for complex projects (Baccarini 1996, p. 201). Complexity of projects occurs in the organization and the technology applied in the project. As more people, machine, technology and systems are involved in a project, the more complex a project becomes.

Organizational complexity is found in the differentiation as well as the interdependency of each unit to each other. Differentiation may occur in the organizational units and task structures (p. 202). Technological complexity involves operation, characteristics of materials and knowledge (p. 203). Environmental Management Systems According to Pun, Hui and Lee (2001), environmental management system is an amalgamation of systematic approaches aimed at assisting companies in formulating environment management policies and to utilize company resources to achieve the goals of corporate environmental responsibility. The EMS is also integral to all management systems such as organizational structure, planning, activities, responsibilities, procedures, processes and resources for developing, implementing, achieving, reviewing and maintaining environmental Policy. (p. 113) the systematic approach of the EMS helps companies to organize work methodologies or processes integral to construction activities.

Some of the areas addressed include: Positive prevention, optimum utilization of resources and cost reduction; Compliance with environmental legislation; Promoting awareness of pollution prevention; Formulating contingency plans; Enhancing training and management and improving the corporate image. (p. 113) The environmental standards adopted for EMS in construction include the ISO 14000 series (Zhang et al 2000, p. 139). These are aimed to monitor and evaluate compliance to environmental standards. The ISO 14000 is divided into two groups. The first (ISO 14001 and ISO 14004) provide guidelines and principles in establishing EMS. The second (ISO 14010, ISO 14011 and ISO 14012) provide guidelines for environmental auditing, and analyzing and characterizing the environmental attributes of products. (p. 113) Pun, Hui and Lau (2002) conducted a study on four EMS practitioners and two experts based in Hong Kong.

Their study indicated that for EMS planning process and implementation to be successful, the following must exist: top managements full commitment and concurrence to the companys environment policies; creating a management structure that makes environmental issues integral to business operations; the formulation of an environment management strategy that is integrated into the existing business strategies; Recognizing the need for adjustments within the companys superstructure to accommodate environmental policies (p. 704). Some of the benefits that companies could gain from the implementation of EMS include stimulating staff morale, improved company image, strengthen customer loyalty and improve profitability (p. 700). Developing an Environmental Management System Commitment and Policy: General The company must develop a general commitment and policy that must be adhered to when implementing environmental management system. Top Management Commitment and Leadership Top management must be committed to pursue better construction practices. The company may aim for a future certification in ISO 14001. The management must also commit itself to conduct an environmental assessment on its construction activities and processes.

As part of the review, the research and development people will scan available alternative construction technologies that would improve the environmental sustainability. Top management must also provide funding for the environmental review. Planning Based on the initial environmental review, the company would pursue environmental initiatives to improve its construction processes. Some aspects that are relevant to construction practices include: reduction of energy consumption, review alternative and sustainable construction techniques and health and safety at the work sites. Activity and Environmental Impact Matrix An activity and environmental impact matrix helps the construction company to identify activities with the most impact on the environment. An example of the matrix is shown below: Activity, Product or Service Aspect Impact Activity Handling of Hazardous Materials Chemicals used for the compound are flammable and some are hazardous to health (i.

e. handling insulation materials-adverse effect on respiratory system) Contaminates the air and water quality of the immediate environment; Health and safety of the workers Activity Welding High energy requirement High consumption of non-renewable energy. (i. e. gas, electricity, coal) Product Product Refinement Finding alternative source for materials (i. e.

solvents, resins, fillers) Reduce further the impact of the material on the environment. Activity, Product or Service Aspect Impact Product End-of-Life Concerns Proper disposal or recyclability of the end product. Reduction of non-recyclable waste. Significance of the Impact The company can determine the significance of environmental management system on the technical and business aspects of their operations. The impact assessed initially should consider how EMS could be advantageous to the company as well as its customers. Internal Performance Criteria Internal performance criteria must be set to indicate how successful or unsuccessful the company in implementing the EMS is.

The company may use emission standards, energy consumption, recyclability, health and safety or other accredited standards as guide. Environmental Objectives and Targets The company must set its environmental objectives. A typical example of environmental Objectives are illustrated below: Reduce energy consumption. Source alternative sources of energy other than fossil fuels.

Aim to prepare for ISO 14001 certification. The matrix can be included to summarize the objectives with its integrated targets and Indicators of compliance. The targets are subject to change depending on prevailing conditions or existing statutes on environmental measures for the construction industry. An example of the matrix is shown below: Objective Targets Indicator Reduce energy consumption. Reduce at least 10 per cent energy consumption by mid 2007 Cost of energy consumption per production run. Source alternative sources of energy other than fossil fuels Research activities on alternative resources available locally A list of available alternative resources with cost benefits analysis.

Aim to prepare for ISO 14001 certification. Long-term targets: from three to five years Certification of 14001 Environmental Management Program The environmental management program in principle defines the roles of the management and key personnel in managing and implementing the program. The elements are outlined in a matrix to give a quick preview of the activities. Commitment and Policy Planning Activities 1) Environmental Commitment no. 1 Reduce energy consumption Objective 1: Minimize use of energy whenever applicable. Target 1: Reduce consumption by 10 % by mid 2007 Objective 2: Source alternative energy sources Action 1: Initially reduce consumption by monitoring month-on-month consumption Target 2: Research available resources locally Action 2: Explore the possibility of installing approved alternative energy source. 2) Environmental Commitment no. 2 Redesign products to include end-of-life analysis and options Objective 1: Recyclability of product Target 1: Complete review and analysis of product end-of life cycle within six months. Action 1: Initiate a report on the completed review.

Implementation Ensuring Capability The company must allocate adequate funding for the research and development activities required in the formulation of the companys environmental policies. Key personnel especially in the research and development division will conduct the necessary investigation outlined in the environmental objectives of the company. The company traditionally allocates separate financing for the continuous development of its products. The company will also seek the help of key government and international agencies to ensure that the new initiatives comply with their standards. Other relevant researches especially on alternative compound resins will also be consulted like universities and materials research entities. EMS Alignment and Integration The company aims to integrate current construction practices with the conditions specific to ISO 14001.

The aims of the EMS must also be concurrent with the companys business and environmental strategies. Accountability and Responsibility The table shows an example of how each individual members of the company tasked to formulate and implement the EMS program are responsible for the successful implementation of the Environmental Management Program. The list could be expanded depending on the companys EMS strategies. Environmental Responsibilities Key Personnel 1) Direction CEO, Management group 2) Research and Development Research and Development Manager, Finance Department 3) Monitoring Operations manager, Finance Manager 4) Continuous improvement Research and Development Manager, Operations Manager 5) ISO 14001 Certification CEO, Management group. Knowledge and Skills Training Training and skill enhancement is an important component in the EMS. Initially, the management will provide training for the employees of the company.

The activities outlined below may be augmented depending on the need. Type of Training Audience Purpose Awareness of the program All personnel To inform and gain commitment from the employees to achieve the companys environmental objectives Skills enhancement Technical and construction group To introduce alternative construction methodologies and enhance performance. Compliance Quality control monitoring teams, production personnel To ensure that international standards are met. EMS Documentation The Research and Development division can initially take the responsibility of documenting the conduct of the EMS program. Measurement and Evaluation Using the selected metrics to evaluate the different tasks, the company will undertake a self-monitoring process where new products develop shall conform to the acceptable local and international standards.

For the energy consumption aspect, the management will judiciously monitor consumption patterns per production run until it can achieve the targeted 10 per cent reduction within six months. At the end of the prescribed duration for the proposed EMS program, the management will conduct a review whether all the objectives are met or not. When all the objectives are met, the management will decide to proceed with conducting the same EMS model to the other segments of the company. When some or all of the objectives are not met, the company will re-evaluate its position regarding the proposed objectives. Overall, the initial environmental review will serve as a model applicable to the other production systems of the company. The outcome of the project is to enable the company to optimize its resources and at the same time comply with acceptable environmental standards.

The company, when it completes the environmental review for all segments will aim for the ISO 14001 certification. Conclusion The discourse on environmental responsibility among many industries is only heightened by the urgency of the need to rein in the by-products of unsustainable human activities and consumption patterns. The construction industry is likewise giving its share in assuming more responsibility for the environment by implementing environmental management systems (EMS) and making it integral to the overall operations and business strategies of each company. Bibliography Abonyi, G. 2005. Integrating SMEs into Global and Regional Value Chains: Implications for Subregional Cooperation in the Greater Mekong Subregion. [Online] Available at: web [Accessed 24 September 2008 ] Baccarini, D. 1996. The Concept of Project Complexity - A Review.

International Journal of Project Management, vol. 14, no. 4, pp. 201 - 204. Miozzo, M. and Ivory, C. 2000. Restructuring in the British Construction Industry: Implications of Recent Changes in Project Management and Technology. Technology Analysis and Project Management, vol. 12, no. 4, pp. 513 - 531. Pun, K.

F. , Hui, I. K. and Lee, W. K. 2001.

An EMS Approach to Environmentally Friendly Construction Operations. The TQM Magazine, vol. 13, no. 2, pp. 112 - 119. Pun, K. F. , Hui, I. K. and Lau, H.

C. W. 2002. Development of an EMS Planning Framework for Environmental Management Practices. International Journal of Quality and Reliability Management, vol. 19, no. 2, pp. 688 - 709. Yip, J. S.

L. 2000. New Directions in Environmental Management in Construction: Accepted Levels of Pollution. Structural Survey, vol. 18, no. 2, pp. 89 - 98. Zhang, Z. H. et al. 2000.

A Framework for Implementing ISO 14000 in Construction. Environmental Management and Health, vol. 11, no. 2, pp. 139 - 148.

Research essay sample on Environmental Management System Ems In Construction