Implementation of an effective system of environmental management Essay

The process of defining targets has enabled WELBECK to identify different means for measuring the resources consumed in mining, processing and refining its products, through measuring performance in terms of the quantity of ore milled and in terms of the amount of product produced. That is, the process of defining targets has enabled the organisation to measure its performance in a manner that contributes to the WELBECK’s understanding of both its business outcomes and its environmental impacts. UK COAL developed a management plan for achieving the defined objectives and targets. An essential part of the process of developing objectives and targets is the definition of resources and responsibilities for achieving the objectives and targets. Management plans include the resources, means and timeframe by which the company’s objectives and targets are to be achieved. However, the truth is that many potential improvements fail to be implemented. Frequently, this is not because of a lack of funds for external resources (such as consultants or contractors) but because the personnel of the company simply do not have the time to use these projects and guarantee they are implemented effectively. Therefore, when allocating resources and developing management plans, it is important to ensure that the nominated employees have the time, resources and capability to address these issues efficaciously. Implementation of an effective system of environmental management UK COAL operates an effective environmental policy and a company-wide environmental management system (Figure 3). The specific issues considered are responsibilities and authorities, operational control, documentation, emergency response systems, records management and communications. At the first stage in implementing a system of environmental management UK COAL defined responsibilities, accountabilities and authorities for environmental management across the company. These the company defined for those aspects of the WELBECK’s activities, products or services that affect or potentially affect the environment as well as for the development and implementation of the system. The main starting point for this was that all employees had environmental responsibilities, not just those whose functions are solely environmental in nature (Blair 90). Job descriptions and performance appraisals explicitly addressed environmental responsibilities. Considering a system of environmental management of the company, the specific responsibilities include responsibility for implementation and maintenance of the management system. This includes the management of documentation and records. Managers are reporting on the performance of the system, identify environmental aspects and impacts. Managers also identify, implement and verify corrective actions, implement and monitor management controls such as training, environmental procedures and emergency response procedures. The definition of responsibilities, accountabilities and authorities is considered at three main levels within WELBECK. At first, at senior management and board level, then at middle manager level and at employee level. Besides, the environmental manager (or system manager) have specific responsibilities allocated as part of this process. In UK COAL, senior management (for example, the board, CEO and general managers) is responsible for defining the strategic approach for the company and for ensuring that this approach is implemented. Considering environmental management, this starts with the definition of the environmental policy and the objectives and targets. Senior management is responsible for the supply of suitable resources. It also ensures that the system of environmental management is effectively implemented. This comprises the allocation of resources for system maintenance and improvement as well as for achieving the defined objectives and targets. Besides, senior management needs to review the performance of the company in achieving the environmental policy and environmental objectives and targets. The second issue to be important is the risk when the environmental manager becomes the ‘doer’ as well as the manager. In UK COAL, the environmental manager becomes responsible for issues that really should be the responsibility of line managers or other individuals within the company. This is because meeting environmental requirements is often not considered an integral part of other managers’ responsibilities. That is, environmental management is considered as a low priority, to be addressed once all other issues have been addressed. As a result, line managers do not accept full responsibility for environmental management within their activities. As a result the environmental manager is taking on additional work in order to ensure the system continues to work. Therefore the overall performance of the system is dependent on the performance of a single individual. In this case the system can fail when this responsible individual leaves the position.