Dfe Ems All

Integrated
Environmental Management Systems

Implementation Guide
Design for the Environment Program
Economics, Exposure, and Technology Division
Office of Pollution Prevention and Toxics
U.S. Environmental Protection Agency
For further information about DfEs Integrated Environmental Management Systems
Programs, please contact:
he Design for the Environment Program
Economics, E!posure, and echnology Division
"ffice of Pollution Prevention and o!ics
#$S$ Environmental Protection %gency
&'(( Pennsylvania %venue )$*$ +M, -.(/0
*ashington, D$,$ '(./(
'('1'/(1&/-2
333$epa$gov4dfe
o order additional copies of this 5uide, please contact EP%s Pollution Prevention
Information ,learinghouse +PPI,0 by phone +'('1'/(1&('60 or e1mail +ppic7epa$gov0$
8ou may also do3nload this 5uide from the Design for the Environment 3ebsite
+333$epa$gov4dfe0$
Acknowledgments
his 5uide is part of an effort to sho3 ho3 Design for the Environment +DfE0 technical
3or9 can be used to support development of an Environmental Management System
(EMS)$ his 5uide is based primarily on EMS reference documents ac9no3ledged in
the references section, and on DfE guidance documents such as the ,leaner echnologies
Substitutes %ssessment Methodology$ he 5uide 3as prepared by %bt %ssociates Inc$,
,ambridge, M%, 3ith :ean E$ +;ibby0 Par9er as lead author$ he %bt %ssociates pro<ect
team included ,heryl =eenan, Dennis ,hang, Susan %ltman, and :onathan 5reene$
he EP% Pro<ect Manager 3as =aren ,hu, 3ith the Design for the Environment Program
in the Economics, E!posure and o!ics Division, "ffice of Pollution Prevention and
o!ics$ >ill ?anson is Director of the Design for the Environment Program$ Important
contributions 3ere made by ,arol ?etfield, ?eather ansey, ed ,ochin, and :enny
Fisher, EP%$
he 5uide 3as developed in close collaboration 3ith the Eastern @esearch 5roup, Inc$
+E@50, ;e!ington, M%$ he E@5 pro<ect team included :eff ,antin, Dave 5albraith, and
"3en Davis$ *e 3ould also li9e to ac9no3ledge the important contributions of the
#niversity of ennessees =no!ville ,enter for ,lean Products and ,lean echnologies
and ellus Institute$ he #niversity of ennessee pro<ect team included ;ori =incaid,
Mary S3anson, and =erry =elly$ =aren Shapiro at ellus Institute helped develop the
cost comparison section and provided %ppendi! F$ EP%As Pollution Prevention DivisionAs
Environmental %ccounting Pro<ect provided funding to ellus for this contribution$
Baluable insights also 3ere provided by Marci =inter and Dan Mar! of the
Screenprinting C 5raphic Imaging %ssociation International +S5I%0, Fairfa!, B%, and by
Foster =night and >ob Ferrone of he ;e!ington 5roup, ;e!ington, M%$ #seful
comments 3ere received from *illiam $ Engel, :r$ of the Strategic Environmental
Management Institute at the #niversity of Floridas ,enter for raining, @esearch and
Education for Environmental "ccupations +#F4@EE"0, 5ainesville, F;$
Contents
ore!ord i
DfE Program Principles iii
igure A" DfE Su#stitutes Tree iv
igure $" Pollution Prevention %ierarchy iv
%o! to Use This &uide v
igure '" (E)S Process viii
igure D. *oad )ap #et!een (SO +,--+ and (E)S ix
MODULE ! LA"I#G $%E G&OU#D'O&( page
igure +.a. The 'ontinuous (mprovement 'ycle page /
igure +.#. unctions to (nclude in 0our (E)S Team page 1
igure +.c. Examples of Environmental Aspects and Associated (mpacts page +/
igure +.d. %o! an Activity $ecomes an (mpact page +/
igure +.e. &eneric Process )ap for $usiness Activities page +,
igure +.f. Product 2 3 Extended *esponsi#ility page +4
igure +.g. (nput.Output Diagram for a Step in a )anufacturing Operation page +5
igure +.h. (nput.Output Diagram for a 'opier page +5
igure +.i. (nput.Output Diagram for 'leaning a Printing Press page +1
igure +.6. (nputs and Outputs of a 'ompany7s Products and Services page +8
MODULE )! C&EA$I#G A# E#*I&O#ME#$AL +OLIC" page ),
MODULE ,! DE$E&MI#I#G SIG#I-ICA#$ E#*I&O#ME#$AL AS+EC$S A#D SE$$I#G
O./EC$I*ES page ,0
igure 9.a" *an:ing Sym#ols page 98
igure 9.#" (nformation on an )SDS page ,+
igure 9.c" Screen Printing Exposure Path!ays page ,5
igure 9.d" Dry 'leaning Exposure Path!ays page ,1
MODULE 1! E*ALUA$I#G AL$E&#A$I*ES page 2)
MODULE 0! SE$$I#G $A&GE$S A#D MEASU&I#G SUCCESS page 33
igure 4.a. *oot 'ause Diagram page ;/
MODULE 2! DE*ELO+I#G O+E&A$IO#AL CO#$&OLS page 41
MODULE 5! IM+LEME#$I#G "OU& IEMS page 62
igure 1.a. Sample Environmental )anagement Pro6ect Plan page +-1
igure 1.#. Sample Environmental )anagement Pro6ect Plan page +-8
MODULE 3! .UILDI#G O&GA#I7A$IO#AL SU++O&$ page ,
igure 8.a. Documentation <evels page ++;
igure 8.#. <evels of sta:eholder interest page +/4
MODULE 4! ES$A.LIS%I#G CO#$I#UI#G IM+&O*EME#$ page ,)
A++E#DICES
APPE=D(2 A" &<OSSA*0 +,/
APPE=D(2 $" SA)P<E >UEST(O=S TO AS? 0OU* SUPP<(E* +,5
APPE=D(2 '" E2A)P<E PE*O*)A='E E@A<UAT(O= AO*?S%EETS +,8
APPE=D(2 D" E2A)P<E A<TE*=AT(@ES E@A<UAT(O= AO*?S%EET +49
APPE=D(2 E" A<TE*=AT(@ES E@A<UAT(O= SA)P<E AO*?S%EETS +5-
APPE=D(2 " %OA TO E@A<UATE 'OSTS A=D SA@(=&S O A<TE*=AT(@ES +8/
APPE=D(2 &" *EE*E='ES A=D *ESOU*'ES +;4
APPE=D(2 %" $<A=? AO*?S%EETS /-/
-oreword
EP%s Design for the Environment +DfE0 Program has over eight years of e!perience
building voluntary partnerships 3ith industry, public interest groups, universities,
research institutions, and other government agencies to develop cleaner, safer alternatives
to e!isting products and processes and to manage change in the systems businesses use to
address environmental concerns$ he DfE Program has developed technical
methodologies that provide businesses 3ith environmental, economic, and performance
information on traditional and alternative manufacturing methods and technologies$
hese approaches help businesses integrate environmental concerns into their daily
business activities so they can reduce cross media impacts, use energy and other
resources efficiently, better manage the ris9 associated 3ith using haDardous chemicals,
practice product and process responsibility, and integrate environmental and 3or9er
safety and health reEuirements$ In addition, DfE has gained valuable e!perience in
communicating 3ith a 3ide variety of people 3ith varying degrees of technical
9no3ledge, and in establishing and maintaining diverse sta9eholder groups$ he DfE
Program is offering this e!perience to support the development of Integrated
Environmental Management Systems in companies$
Tip
Words or phrases in bold type are defined in the Glossary (Appendix A).
Tip
The IEMS process described in this Guide will help you deelop a results!oriented EMS" but it #ay
not include all steps or core ele#ents necessary for IS$ certification.
%n Environmental Management System +EMS0 is a set of management tools and
principles designed to guide the allocation of resources, assignment of responsibilities
and ongoing evaluation of practices, procedures, and processes that a company needs to
integrate environmental concerns into its daily business practices$ he EMS developed
and outlined by the International Standards "rganiDation +IS"0 in their standard
IS"&.((& is one such e!ample$ he IS" &.((& EMS provides a 3idely recogniDed set
of principles and standards for integrating environmental management into Euality
control and other business activities$ %lthough the principles discussed in this document
can apply to any EMS based on a plan1do1chec91act approach, this document uses
IS"&.((& as a starting point$ In addition to administrative procedures, steps to
implement an EMS involve some technical 3or9, such as identifying and prioritiDing
environmental concerns, evaluating options for addressing those concerns, and measuring
the success of implementing those options$ he IS"&.((& standard does not specify how
to carry out the technical 3or9$
i
Tip
An Eniron#ental Mana%e#ent Syste# proides a syste#atic way to reiew and i#proe operations
for better environmental performance and i#proed profitability" by settin% up procedures that
ensure the wor& %ets done. An EMS re'uires both ad#inistratie and technical wor&.
he DfE Programs approach to creating an EMS provides the DfE Programs technical
methods to carry out the technical 3or9 of developing the EMS$ he technical methods
to integrate cleaner technology business methods 3ith the management methods reEuired
for an EMS are presented in the DfE Programs Integrated Environmental Management
System +IEMS0$ his approach emphasiDes reducing risk to humans and the
environment, pollution prevention, and 3ise resource management$ he DfE Program
principles follo3 this section$ hose elements of the EMS that reEuire strictly
management or administrative e!pertise 3ill be presented so as to demonstrate ho3 the
management and technical elements fit together$ More detail on the management
elements 3ill be found in other referenced sources$ his 5uide ta9es you and your
company through the IEMS creation process, step by step$
Tip
There are #any types of or%ani(ations that could #a&e use of this Guide.
A co#pany could use it to deelop an IEMS.
A trade association could custo#i(e it and deelop a sector!based approach to proide
trainin% for their #e#bers.
A lar%e co#pany could use it to %reen their supply chain and their custo#er chain.
)ederal facilities can use it to fulfill re'uire#ents in the Executie $rder* Greenin% of the
Goern#ent Throu%h +eadership in Eniron#ental Mana%e#ent.
$ther %oern#ent facilities could use it to co#ply with eniron#ental re%ulations and to be
#ore eniron#entally proactie.
In :anuary &FFF, the DfE Program teamed 3ith the Screenprinting and 5raphic Imaging
%ssociation International +S5I%0 to conduct a pilot pro<ect 3ith seven screenprinting
companies 3ho 3anted to develop IEMSs$ he pilot pro<ect 3as designed to enable both
the DfE Program and S5I% to further develop these training materials$ his 5uide has
undergone ma<or revisions, and the Company Manual Template 3as developed in
response to lessons learned during the pilot pro<ect$
ii
D8E +rogram +rinciples
% goal of the DfE Program is to create healthier environments for 3or9ers, communities,
and the ecosystem$ he DfE Program accomplishes this goal by promoting system
change in the 3ay a company manages environmental concerns$ he DfE Program
principles and approaches are useful in meeting regulatory reEuirements and augmenting
environmental protection beyond compliance$ #sing the DfE Programs approach can
help a company integrate environmental protection by:
managing the ris9 associated 3ith using regulated and unregulated haDardous
chemicals,
considering cross1media impacts of activities and products,
using energy and other resources efficiently,
practicing e!tended product and process responsibility, and
integrating environmental and health C safety reEuirements$
Approac9
he DfE approach to creating an IEMS has si! main steps:
Identify and compare alternatives to evaluate trade1offs and information gaps$
#se the DfE Substitutes ree outline +see Figure %0 to evaluate alternatives$
#se the Pollution Prevention ?ierarchy +Figure >0 to evaluate and ran9
approaches$
Integrate environmental considerations into daily business decision ma9ing that
includes performance and cost to provide environmental solutions that promote
competitiveness$
@ecogniDe need for a commitment to continuous improvement$
*or9 in partnership 3ith stakeholdersG engage participation and support of
employeesG encourage open communication$
iii
Figure A: DfE Substitutes Tree
Figure B: Pollution Prevention Hierarchy
iv
Alternatives to Accomplish Function Options Evaluation
Environ:
mental
Issue
Descri;e
-unction
Alternative 'hemicals
Alternative Processes
Alternative Technologies
Alternative Aor: Practices
Option +
Option /
Option 9
Evaluate
Environmental
Effects,
Performance,
'osts
SOURCE REDUCTION
Substitutes
Process Change
anagement !or" Practices
&ecycle<&euse
Control
$ec9nology
Disposal
%ow to Use $9is Guide
his 5uide has been designed to help companies integrate environmental concerns into
business decision ma9ing using the DfE Programs Integrated Environmental
Management System +IEMS0$ his 5uide follo3s the guidelines of IS"&.((&, an
international standard for EMSs, and it is designed to help businesses set up and
implement a simple, straightfor3ard EMS$ his 5uide does not intend to give guidance
for IS"&.((& certification$
his 5uide is laid out in nine modules designed to be completed through group
discussions 3ith your IEMS team members and other managers and employees as
appropriate$ Most modules can be completed in several hours, but some may ta9e longer$
Sessions may be held once a 3ee9, once every other 3ee9, or once a month until the <ob
is done$ #se 3hatever time these modules reEuire for your company$ It is more
important to complete each module than to finish in any particular time frame$ Most
companies find that it ta9es about a year to 3or9 through the EMS development process$
%nd it generally ta9es up to three years for the EMS to be fully understood and
implemented$ Developing a company IEMS is a commitment to change, and change
ta9es time$
Tip
Eery choice you and your e#ployees #a&e can affect the eniron#ent. Inolin% eeryone helps
produce cost!effectie lon%!ter# results.
>est results 3ill be achieved by involving everyone in the company in some 3ay$ here
are t3o benefits to involving all employees: first, they 3ill be more li9ely to ta9e
o3nership of managing environmental concernsG second, they often have valuable insight
into ho3 improvements can be made$
Tip
,ou should not try to perfect each step on your first atte#pt. Many of the steps will need to be
reisited as you proceed with deelopin% the IEMS.
8ou should consider regular sessions as suits your schedule to complete the 3or9 in each
module$ 8ou 3ill need to appoint a responsible person and a committee to head the
development of your IEMS$ he committee members could also meet regularly 3ith
other employees to provide progress reports and solicit input$ he importance of regular
communication and involvement cannot be overemphasiDed$ 5etting people to thin9
about environmental concerns in their daily 3or9 is as important a process as any step in
setting up your IEMS$
v
Tip
A co#panion docu#ent" A -o#pany Manual Te#plate" contains sa#ple procedures and for#ats to
help you docu#ent i#portant co#ponents of your IEMS. .efer to this Guide fre'uently as you
deelop your IEMS. This docu#ent is aailable on the /fE website (www.epa.%o0dfe). See
Appendix G for details about the Te#plate.
Some of these modules 3ill have to be revisited during the process$ For e!ample, it is
useful to develop a communication plan in the beginning, but you 3ill need to add to it as
environmental concerns are identified and as other parts of the IEMS are developed$
Some modules may not be completed at the outset, but may be revised as needed
throughout the process$
Finally, you dont need to do everything at once$ his 5uide 3ill help you identify
possible pro<ects and then help you prioritiDe these pro<ects, given your resources and
time$ 8ou may, for e!ample, 3ant to start out by developing the IEMS for only one part
of your company or operation$ 8ou can e!pand later as your resources permit$ Its
important to start small 3ith pro<ects that 3ill achieve success, so that you and your
employees gain e!perience 3ith the process and build confidence in your ability to ma9e
changes$
'9at are t9e Steps in Developing an IEMS=
Each module in this 5uide e!plains a step in the IEMS development process$ he
modules contain 3or9sheets to assist you in completing this 3or9$ Figure , is a flo3
chart sho3ing the steps in the process$ Figure D is a HroadmapI sho3ing ho3 the IEMS
modules relate to the components of the IS" &.((& standard$ he %ppendices contain a
5lossary, e!ample Euestions to as9 your suppliers about chemical ris9, an alternatives
evaluation 3or9sheet and performance evaluation 3or9sheet from the DfE Printing
Pro<ect, resources for more information, and blan9 forms that correspond to the
3or9sheets in each module$ In addition to the %ppendices, more tools and guidance can
be found on the DfEAs 3ebsite at 333$epa$gov4dfe$ In particular, there is a more
e!tensive @is9 5uide and ,leaner echnology Substitutes %ssessment 5uide$
Modul e ! Layi ng t9e Groundwork
his module provides a general discussion of 3hat an IEMS contains$ It 3ill help you
build understanding of and support for your IEMS among your companys managers and
employees, about 3hat an IEMS is and 3hy the company is developing one$ his
module also 3ill help you understand ho3 your company currently impacts the
environment by identifying environmental impacts of your companys products,
processes and services$
vi
Modul e )! Creati ng an Envi ronmental +ol i cy
%n early step in the process of developing a IEMS is revie3ing your companys current
methods for managing environmental concerns$ )e!t you 3ill 3rite your companys
environmental policy statement and decide on the scope of your IEMS$ he
environmental policy 3ill be based on 3hat is important to your company$ his module
contains some sample principles and policy statements$
Modul e ,! Determi ning Si gni8i cant Environmental Aspects and Setti ng
O;> ecti ves
8ou 3ill need to determine 3hich environmental aspects are significant, and prioritiDe
them to determine 3hat you 3ant to address first$ his module provides a method to
estimate environmental ris9 to help you prioritiDe environmental aspects$ he module
then helps you to translate those priorities into ob<ectives to reduce environmental
impact$
Tip
Environmental aspects are ele#ents of your business" such as air pollutants or ha(ardous waste"
that can hae ne%atie i#pacts on people and0or the eniron#ent.
vii
Figure C: IEMS Process
viii
Lay t9e Groundwork
Create Environmental
+olicy Statement
Gaps Analysis
Determine Signi8icant Aspects
Consider Environmental &isk
Set O;>ectives?
Determine Actions
&eview
and
Update
I!rove Current Activity Change Current Activity
Operational Controls Evaluate Alternatives
Implement t9e System
Esta;lis9 Continuing Improvement
Continuous
Improvement
Set $argets and +ro>ect Measurement
Criteria
Develop +rocess
Map and
Identi8y Aspects
Esta;lis9
+rogram
Measurement
Criteria
Esta;lis9
Environmental
Management +ro>ects
Figure D: "oa# Ma! Bet$een IS% &'((& an# IEMS A!!roach
ISO166 EMS COM+O#E#$S IEMS GUIDE MODULES
'ommitment and Policy )odule +" <aying the &round!or:
)odule /" 'reating an Environmental Policy
Planning )odule +" <aying the &round!or:
)odule 9" Determining Significant Environmental Aspects and Setting
O#6ectives
(mplementation )odule ," Evaluating Alternatives
)odule 4" Setting Targets and )easuring Success
)odule 5" Developing Operational 'ontrols
)odule 1" (mplementing 0our (E)S
)odule 8" $uilding OrganiBational Support
Evaluation )odule 4" Setting Targets and )easuring Success
)odule 8" $uilding OrganiBational Support
*evie! )odule ;" Esta#lishing 'ontinuing (mprovement
Modul e 1! Evaluati ng Alternati ves
>efore deciding ho3 you 3ill meet your ob<ectives, it is important to consider a 3ide
array of approaches$ his module sho3s ho3 the IEMS methodology considers a
hierarchy of alternatives, 3hich include substitutes, pollution prevention, and 3ise
resource management$
Modul e 0! Setti ng $argets and Measuring Success
For those significant environmental aspects 3here you have set an ob<ective, you 3ill
need to develop specific targets that describe ho3 you 3ill achieve your goal and you
need to develop 3ays of measuring that achievement$
Modul e 2! Developing Operati onal Controls
For some environmental aspects, you 3ill need to 3rite procedures to ensure that
activities are performed in a 3ay that reduces environmental impact$ his module lays
out ho3 to develop operational controls, measure for success of those controls, and
provide corrective action 3hen necessary$
Modul e 5! Implementi ng "our I EMS
Effective implementation is essential to getting your IEMS off to a good start$ his
module helps you plan the IEMS development process and set up environmental
management pro<ects for your ob<ectives$
i!
Modul e 3! .uil di ng Organi@ati onal Support
he long1term success of your IEMS 3ill depend on solid organiDational support$ Such
support includes developing documentation, meeting training needs, and implementing
effective communication and sta9eholder involvement processes$
Modul e 4! Esta;l i s9i ng Continui ng I mprovement
o ensure success and continuing improvement, regular revie3s of your overall IEMS are
needed$ hese revie3s include progress made in communication, documentation and
developing sta9eholders as 3ell as the specific environmental targets$ he revie3s
provide critical information to ensure continuing improvement$
?o3 much 3or9 each of the steps entails depends entirely on the scope of 3or9 that you
decide to underta9e$ It is not necessary for your IEMS to include all your operations,
especially for your first effort$ %s you gain e!perience in managing environmental
concerns along 3ith your daily operations, you 3ill develop your IEMS further$
!
Module ! Laying t9e Groundwork
his module contains an overvie3 of Environmental Management Systems, suggestions
for ho3 to build internal support for your IEMS, ideas for developing your IEMS
management team, and a process for understanding ho3 your company impacts the
environment$
Overview o8 Environmental Management Systems
%n Environmental Management System +EMS0 provides a systematic 3ay to revie3
and improve operations for better environmental performance$ %n EMS can help a
company better meet its compliance reEuirements$ It can also help a company use
materials more efficiently and streamline operations, thereby reducing costs and
becoming more competitive$
Tip
An EMS is a fra#ewor& for #ana%in% those si%nificant environmental aspects you can control or
influence.
% commonly used frame3or9 for an EMS is the one developed by the International
"rganiDation for StandardiDation +IS"0 for the IS" &.((& standard$ Although the EMS
described in this Guide is based on the ISO 141 approach! the process outlined in this
Guide may not pro"ide #or meeting all the re$uirements o# ISO 141 certi#ication% he
purpose of this 5uide is not to give advice to3ards certification$ It is to demonstrate a
technical means of integrating environmental concerns into company management so that
businesses can become more effective in reducing their impact on the environment$
Tip
Words in bold type can be found in the Glossary (Appendix A).
In addition, other guides on the mar9et provide useful approaches$ Developing an IEMS
based on this 5uide does not imply endorsement by the #$S$ EP%$
Tip
)or #ore infor#ation on IS$ 12331 EMS" chec& Appendix G (.eferences and .esources).
he five main stages of an EMS, as defined by the IS" &.((& standard, are as follo3s$
Commitment and policy J top management commits to environmental
improvement and establishes a company environmental policy$
&
&lanning J the company conducts a revie3 of its operations, identifies legal
reEuirements and environmental concerns, establishes ob<ectives, evaluates
alternatives, sets targets, and devises a plan for meeting those targets$
Implementation J the company follo3s through 3ith the plan by establishing
responsibilities, training, communication, documentation, operating control
procedures, and an emergency plan to ensure that environmental targets are met$
E"aluation J the company monitors its operations to evaluate 3hether the targets
are being met, and, if not, ta9es corrective action$
'e"iew J the EMS is modified to optimiDe its effectiveness$ he revie3 stage
creates a loop of continuous improvement for the company +Figure &1a0$
Tip
-ontinuously identifyin% and reducin% ris& leads to i#proed co#petitieness and eniron#ental
perfor#ance.
Figure &)a* The Continuous I!roveent Cycle
'
'ommitment
and Policy
(mplementation
Planning *evie!
'ontinuous
(mprovement
Evaluation
he advantage of adopting the DfE Program approach is that it enables your company to
consider and plan for managing the environmental ris9 of your companys products,
processes and services$ he method outlined in this 5uide 3ill help your company
compare alternatives to identify the least cost, best performing and lo3est environmental
impact option$ his approach 3ill help your company do the follo3ing:
practice pollution prevention,
use resources efficiently,
avoid shifting problems from one 3aste stream to another,
understand the ris9s associated 3ith using both regulated and unregulated
chemicals,
integrate management of 3or9er safety and health reEuirements 3ith management
of environmental concerns,
practice e!tended product and process responsibility, and
manage system change in addressing environmental concerns$
Screen!rinters fro the S+IA,EPA IEMS Pilot Pro-ect have this to say about $hat
they learne#:
That you can have a system to achieve environmental improvement. Never gave it much thought
before.
Changed from being reactive to environmental regulations to being more proactive.
The benefits of having documented operational controls.
General environmental awareness building across the board; and that you can be bottom-line oriented
and environmentally conscious at the same time.
That the ultimate benefit is improving the environment and improving the bottom line at the same time.
hus, by using the approach provided in this 5uide, you can develop a IEMS that helps
you continuously identify and reduce ris9s to people and the environment$ his 5uide
provides methods to help you consider ris9 reduction 3hen ans3ering the follo3ing
Euestions$
?o3 does your company impact the environmentK
*hich of these environmental impacts are significantK
?o3 can your company improve its environmental performanceK
6
.uilding Support 8or "our IEMS
>oth management and employees need to understand not only 3hat a IEMS is, but also
3hy they 3ould 3ant one$ his step is designed to get people to thin9 about and discuss
the 3ays in 3hich a IEMS 3ould benefit your company$ Even though you may already
have management support, it is still important to get employee buy1in to this process$
Through years of woring with companies! the "f# $rogram has learned the importance of building
support from participants through open and fre%uent discussion about mutual concerns.
Set up times to discuss your companys need for a IEMS 3ith 9ey managers and
employees$ @ecording the discussions provides important documentation, 3hich can be
used to communicate the benefits of your IEMS to others$ "ne 3ay to record the
discussion is to assign someone the tas9 of 3riting the groups comments on a flip chart,
so that everyone can see them for discussion$ he follo3ing set of general Euestions 3ill
lead you through the discussion$
Discussi on Auesti ons
&$
*hich environmental and 3or9er safety la3s and regulations is your company
reEuired to follo3K
'$
?o3 does your company define environmental performanceK
6$
Does lac9 of time or resources prevent your organiDation from ta9ing charge of its
environmental obligationsK %re there individuals appointed to be responsible for
this functionK
.$
*hat is your companys environmental policyK
L$
Does your organiDation 9no3 ho3 its environmental ob<ectives relate to its
business ob<ectivesK
&
o build support, consider the benefits a IEMS might provide for your company$ % more
systematic approach to meeting your environmental and business goals might contribute
to the follo3ing in your company:
improved environmental performance
improved 3or9er health and safety
improved competitiveness
improved compliance and reduced liability
&
%dapted from: En"ironmental Management Systems( An Implementation
Guide #or Small and Medium)Si*ed Organi*ations$ %nn %rbor, MI: )SF
International, )ovember &FF/, p$6$
.
fe3er accidents
lo3er insurance premiums
improved public image
enhanced customer trust
better access to capital
improved internal communication
improved company morale
reduced operating costs
Tip
To help %et facility!wide buy!in to the IEMS process" find the wor&ers who are #ost enthusiastic
with the process and recruit the# to spread the word a#on% their peers. -o##it#ent fro# top
#ana%e#ent is essential" but you also need pro#oters at all leels of your co#pany.
It 3ill be helpful at this point to create a 3or9sheet comparing the e!pected costs and
benefits of developing a IEMS$ *or9sheet &1& provides some general categories of costs
and benefits$ *hen ma9ing your comparison, provide specific e!amples from the
discussion$
Assigning &esponsi;le +ersons
Designate, as soon as possible, the Management @epresentative, the IEMS ,oordinator,
and a ,ommittee 3ho 3ill be responsible for promoting and developing your IEMS$ If
you have a very small company, these may all be the same personM ?o3ever, it is still
important to designate 3ho 3ill be responsible for various activities$ *or9sheet &1'
provides a means to document the responsible persons$ his 3or9sheet can be placed in
your ,ompany IEMS Manual +see the Company Manual Template0$
L
'orks9eet :! Costs and .ene8its o8 Developing and Implementing an IEMS
)
Costs .ene8its
StaffCemployee time for"
collecting information
reading and understanding this &uide
preparing !or:sheets
facilitating (E)S sessions
participating in (E)S development
Possi#le consulting assistance
Training of personnel in ne! procedures
Technical resources to analyBe environmental
impacts and improvement options
*esources reDuired to ma:e changes
(mproved environmental performance
Expected increased efficiencyCreduced cost of
materials
=e! customersCmar:ets
Enhanced employee morale
Expected savings in compliance and overall
compliance monitoring and assessment, and
record.:eeping reDuirements due to changes in
materials used
*educed !aste disposalCtreatment costs
e!er regulatory reDuirements
'ontact Person" Date completed"
'orks9eet :)! IEMS &esponsi;ilities
IEMS -unction +erson &egular +osition
)anagement *epresentative
(E)S 'oordinator
(E)S 'ommittee
'ontact Person" Date 'ompleted"
'orresponds to *ESP.-+ in the Company &anual Template.
In addition, Figure &1b sho3s the <ob functions and s9ills that 3ould ma9e a strong
contribution to your IEMS team$ Small companies might not have a person for each
function identified on the table$ he list is provided to identify s9ills that 3ould be
useful, not to suggest that a company 3ould need all of these on a team$
'
Ibid, p$ L$
/
Figure &)b* Functions to Inclu#e in .our IEMS Tea
'ompany unction Expertise $rought to Pro6ect Team
Production )anagement of environmental aspects of production
)aintenance )anagement of environmental aspects of eDuipment
maintenance
acilities
Engineering
)anagement of environmental aspects of ne!
construction and installationC modification of
eDuipment
StorageC(nventory )anagement of environmental aspects of ra!
material and product storage and in.facility
transportation
Shipping,
*eceiving,
Transportation,
<ogistics
)anagement of environmental aspects of shipping,
receiving, and transportation
Product Design System for examining environmental aspects of ne!
designs
>uality >uality management system, including document
control procedures
%uman *esources Training on environmental issues
(nclusion of environmental incentives in performance
measurement system
E%ES System for complying !ith environmental regulations
)anagement of environmental records
Purchasing System for procurement Fincluding screening of
suppliers, material composition of componentsG
SalesC)ar:eting Environment.related commitments to customers
Pu#lic *elations System for communicating !ith pu#lic on
environmental issues
AccountingC
inance
System for trac:ing environmental costs of
operations
+lanning t9e +rocess
o effectively implement your IEMS, you 3ill need to set up a plan for getting the 3or9
done$ his plan 3ill be uniEue to your company$ 8ou 3ill identify the steps to ta9e, in
the appropriate orderG the decisions that 3ill need to be madeG and the resources and
schedules for accomplishing the tas9s$ Start out by considering the follo3ing points as
you plan for your IEMS development:
Determine 3hat level of management involvement is reEuired and 3hat decisions
3ill be needed from both middle and senior management$
Set a deadline for developing your IEMS and establish a schedule$ +See 3or9sheet
at the end of this module$0
Estimate a budget$
Determine ho3 you 3ill document your IEMS$
-
If you have never developed an IEMS before, estimating resources and time can be
difficult$ 8ou 3ill need to create a schedule and estimate resources for completing your
IEMS$ %s you begin to 3or9 on each module, you may 3ant to identify intermediate
steps for 3hich you 3ill set target completion dates$ %t some points, you may need to
alter the overall schedule$ *or9sheet &16 3ill assist you in developing and trac9ing this
plan$ %s you go through each module, revisit this 3or9sheet and list 3ho is participating
in each tas9 and your estimated budget and schedule$ %lso, *or9sheet &1. 3ill help you
identify and document the persons responsible for different parts of the IEMS and the
resources needed to support their effort$ 8ou may not be able to completely fill out these
budget and resource 3or9sheets at the beginning of this process$ In addition, the items in
the 3or9sheet bloc9s may change as you 3or9 your 3ay through the IEMS process$
hese 3or9sheets only present ideas to get you started$
2
'orks9eet :,! IEMS Development Sc9edule and &esources 'orks9eet
Module +articipants .udget $arget Completion
<aying the &round!or:" (dentifying
Environmental Aspects
(ntermediate steps" FAs appropriateG
)a:ing the 'ommitment" 'reating a Policy
Statement and Determining the Scope
Determining Significant Environmental
Aspects and Setting O#6ectives
Setting Targets and )easuring Success
Developing Operational 'ontrols
Evaluating Alternatives
(mplementing 0our (E)S
Setting Up Environmental )anagement
Pro6ects
Esta#lishing 'ontinuing (mprovement
F
'orks9eet :1! +ersons &esponsi;le 8or IEMS Development
&oles IndividualBsC
&esponsi;le
D o8 $ime
Designated
.udget
H)anagement representativeI having
responsi#ility for implementing the (E)S
Fin small #usinesses, this could #e the
o!nerG.
(E)S 'oordinator
(E)S Team Participants
(dentifying and determining significance
of environmental aspects.
(dentifying and determining applica#ility
of legal and other reDuirements.
'ompetency.#ased training.
Operational controls.
Emergency preparedness and
response.
)onitoring and measurement of H:ey
characteristicsI of operations and
activities that can have significant
environmental impacts Fi.e., the
Hsignificant environmental aspects.IG.
Periodic evaluations of environmental
compliance.
%andling and investigating non.
conformance !ith the E)S.
*ecords management.
(nternal E)S audits.
=ote" )ost of these #loc:s !ill #e filled in as development of the (E)S progresses. This !or:sheet !ill
help trac: progress and serve to remind the team and management of necessary assignments.
Gat9ering In8ormation and Identi8ying Environmental Aspects! Understanding
"our CompanyEs +ossi;le Impacts
he 3or9 in this step mostly involves gathering and organiDing information about your
companys activities$ Information gathering involves four activities:
map your companys activities and processes,
identify inputs and outputs for each activity and process step,
&(
identify the environmental aspects associated 3ith each input and output, and
identify regulatory and other reEuirements$
#ach "f# pro'ect begins with a simple mapping e(ercise to identify possible environmental concerns.
)nformed participants then select a priority concern that becomes the focus of the "f# pro'ect.
he process of identifying environmental aspects is best underta9en through group
discussion 3ith all levels of production employees, office staff, and managers$ his helps
to gain insight through different perspectives, and it engages everyone in the process of
understanding the environmental component of your daily activities$
%n environmental aspect is an element of your companys activities, products, or
services that can affect the environment$

Tip
An eniron#ental aspect is any ele#ent of your co#pany4s actiities" products" and serices that
has the potential to affect the eniron#ent.
Environmental impacts are the changes to the environment 3hether adverse or beneficial
that result from your companys activities, products or services$ Most elements of your
business operations 3ill have environmental aspects, intended or unintended$
For e!ample, an unintended aspect of using a cleaning solvent may be that there are
volatile +airborne0 emissions produced during use$ he HimpactI of these emissions may
be haDardous e!posure to 3or9ers or the community or a contribution to smog formation$
%nother e!ample is the business activity of ma9ing paper copies$ he toner cartridges
contain chemicals that could interact 3ith the environment if they are not disposed of
properly$ he used toner cartridges 3ith chemical 3aste 3ould be an environmental
aspect$ he release of these chemicals into a land fill 3ould be an environmental impact$
Figure &1c lists e!amples of environmental aspects and their potential impacts, and Figure
&1d graphically sho3s the relationship bet3een activities, aspects, and impacts$
&&
Figure &)c* E/a!les of Environental As!ects an# Associate# I!acts
Environmental Aspects Potential ()PA'TS of Each Aspect
)etals discharged to
POTA
'ontamination of aDuatic ha#itat and drin:ing
!ater supply
@O' emissions 'ontri#ution to smogJ !or:er or community
exposure to volatile organic compounds F@O'sG
Scrap generation Degradation of land, ha#itat, !ater supply
Solid !aste generation %a#itat destruction, drin:ing !ater
contamination from landfills, !asted land
resources
resh !ater use Depletion of natural resources
Electricity use 'ontri#ution to glo#al !armingJ degradation of
air Duality #y electric generating plants
Exposure to chemicals
during #usiness activities
%arm to health of !or:ers, neigh#ors, !ildlife or
plant life
Figure &)#* Ho$ an Activity Becoes an I!act
Step ! Devel op a +rocess Map o8 "our CompanyEs Acti vi ti es and
+rocesses
he first step in identifying environmental aspects of your business is to develop a map
of your companys processes, products and services$ First, categoriDe your business
activities into areas or steps in the process, so that you can revie3 them one by one$
Some typical areas to consider might include:
@eceiving @a3 Materials
Storing @a3 Materials
Manufacturing Process, Step &
&'
Activity
Environmental
Aspect
Using a paper copier Used toner cartridges
Environmental
Impact
Discarding toner
cartridges in tras9
can release
c9emicals to land8ills
Manufacturing Process, Step '
Manufacturing Process, Step 6
Pac9aging
Process ,lean1up
*aste Disposal
"ffice
>uilding Maintenance
Shipping Product
ransportation +including employee, sales, and management staff, par9ing0
"ptional: map customer and supplier activities and processes that directly relate to
your companys activities, products and processes
Internet Help
5isit the /fE website for #ore tools related to process #appin%.
www.epa.%o0dfe
Tip
These technical sections are best deeloped throu%h %roup discussions. There is no 6ri%ht7 way to
build these lists. The process" howeer" #ust #a&e sense to you and be docu#ented so that you can
reiew it or chan%e it later.
#se this list of areas to develop a process map describing the order in 3hich activities
ta9e place in your company$ Some areas may need their o3n mapG others could be parts
of a larger map$ Figure &1e sho3s a generic process map of a manufacturing company
that might help you to set up your o3n map$ *or9sheets E%1(&a and E%1(&b in the
Company Manual Template also provide a 3ay to document your companys operations$
&6
Figure &)e* +eneric Process Ma! for Business Activities
&eceiving
&aw
Material
Pro#ucing $our Pro#uct
Storing
&aw
Material
Manu8acturing
+rocess?
Step
Manu8acturing
+rocess?
Step )
Manu8acturing
+rocess?
Step ,
+rocess
Clean:Up
+ackaging 'aste
Disposal
S9ipping
%uil#ing aintenance
<ighting
'leaning
%eating and Air 'onditioning
Auxiliary Services Fe.g., #oilers,
compressors, electrical transformersG
+roduct F
+roduct "
+roduct 7
Service A
Service .
Service C
Pro#ucts
O&&ice Operations
Aord Processing
'opying
Drafting
Services
&.
8ou 3ill notice that t3o areas of activities, office operations and building maintenance,
have bo!es that are separate rather than being part of a seEuence$ his is because the
activities identified under these areas are not related seEuentially$ #nder the area
HProducing 8our Product,I the activities are connected in steps reEuired to produce a
product or service$ his order 3ill be important to understand later if you decide to 3or9
on an aspect that is part of a seEuence of steps$
Tip
*ppendi( + contains full-page versions of the blan worsheets.
In addition to the process steps laid out in your map, you should consider the
environmental aspects of your products and services$ For e!ample, does your product or
its pac9aging have potential impacts on the environmentK If so, there may be
opportunities to form partnerships 3ith customers to 3or9 on ma9ing changes that reduce
the impact$ %s sho3n in Figure &1f, many companies are e!tending their responsibility to
consider the upstream impacts of their materials choices and the do3nstream impacts of
consumer use and disposal of products$
Figure &)f* Pro#uct 0 1 E/ten#e# "es!onsibility
Step )! Identi 8y t9e I nputs and Outputs o8 Eac9 Acti vi ty
he ne!t step in identifying environmental aspects is to identify the inputs and outputs of
each bo! in the process map you developed in Step &$ %mong those inputs and outputs
3ill be some that have environmental effects$ Figure &1g sho3s a generic step in a
manufacturing process$ Figure &1h illustrates this concept 3ith an e!ample of a business
activity +paper copying0 that is an office activity rather than part of an operational
seEuence$ he second e!ample, sho3n in Figure &1i, sho3s the process step of press
cleaning in printing operations at %>, company$ Figure &1< sho3s graphically the
general inputs and outputs of a companys products and services$
&L
Figure &)g* In!ut)%ut!ut Diagra for a Ste! in a Manufacturing %!eration
MA(E
+&ODUC$
+roduct
Input
+roduct
Output
Additional inputs BeGgG? energyC
#on:product outputs BeGgG? wastesC
Figure &)h* In!ut)%ut!ut Diagra for a Co!ier
CO+"
DOCUME#$
Original
Document
$oner +aper Energy
Copy o8
Document
Spent
toner
cartridges
'aste
paper
8rom
mis:copies
#oise
&/
Figure &)i* In!ut)%ut!ut Diagra for Cleaning a Printing Press
Soiled
S9op
$owels
C'EAN
PRESS
Inked
+ress
+ress
Cleaner
Clean S9op
$owels
Clean
+ress
'aste
C9emicals
&-
Figure &)-* In!uts an# %ut!uts of a Co!any2s Pro#ucts an# Services
+&ODUC$
C9emicals
Energy Materials
'aste
Use and
disposal
;y
consumer
+ackaging
SE&*ICE
'aste
Energy Materials
Activities
Use ;y
consumer
Step ,! Identi 8y Environmental Aspects o8 Eac9 Acti vi ty
)e!t you 3ill identify environmental aspects associated 3ith each input and output$
#sing your process map developed in Step ', identify the environmental aspect of each
input and output$ =eep the follo3ing 9ey points in mind 3hen identifying the
environmental aspect of a particular activity$
,an it interact +beneficially or harmfully0 3ith anything in the environmentK
,an it be to!ic or haDardous to humans or anything in the environmentK
Does it use natural resourcesK
?o3 is it disposed ofK
If a product, ho3 3ill it be used and disposed of by the consumerK
#se *or9sheet &1L to help you list each process step and its associated environmental
aspect$ %ppendi! ? contains a blan9 copy for your use$
&2
'orks9eet :0!H Identi8ying Environmental Aspects
(nputCOutput Environmental Aspect
F>uantify if availa#leG
Environmental (mpact
Office Activities
Paper F(nG Use of paper Use of natural resources
Energy E fuel F(nG Use of energy Use of natural resourcesJ air Duality
degradation
Toner F(nG %armful chemicals %ealth and environmental effectsKK
Documents F(nG Solid !aste Degradation of land, ha#itat, drin:ing
!ater
Aaste paper FOutG Solid !aste Degradation of land, ha#itat, drin:ing
!ater
Used Toner FOutG Solid and chemical !aste Degradation of land, ha#itat, drin:ing
!ater
Odors FOutG Production of odors (ndoor air Duality
)anufacturing Process
Press cleaner Facetone,
toluene, )E?, isopropyl
alcohol #lendG F(nG
'hemicals that are toxic to humans
or the environment
%ealth and environmental effectsK
Aipers F(nG )aterials that are toxic to humans or
the environment
Energy E fuel F(nG Use of energy Use of natural resourcesJ air Duality
degradation
Soiled !ipers FOutG Production of haBardous !aste, solid
!aste
Degradation of land, ha#itat, drin:ing
!aterK
Aaste chemicals FOutG Production of haBardous !aste, solid
!aste
!aterK
Air releases of press
cleaner FOutG
Production of air pollutants Degradation of air DualityK
Products and Services
Product 2"
'hemicals
or the environment
)aterials )aterials that are toxic to humans or
the environment
Pac:aging Production of haBardous !aste, solid
!aste
!ater
Aaste Production of haBardous !aste, solid
!aste
!ater
Energy use Use of energy Use of natural resourcesJ air Duality
degradation
Service 2"
'hemicals used
or the environment
Aaste products Production of haBardous !aste, solid
!aste
!ater
Energy use Use of energy Use of natural resourcesJ air Duality
degradation
KUse the #lan: form in Appendix % for your data, then use the information to fill in EA.-/ in the Company
&anual Template. KK See )odule 9 for information on chemical effects.
&F
Step 1! Identi 8y your l egal and ot9er reIui rements
he last step in identifying environmental aspects is to identify
environmental legislative and regulatory reEuirements that pertain to your business
activities, products, and services$ @egulated concerns that apply to your business should
be included in your system of environmental programs because your IEMS 3ill integrate
all of your companys efforts to manage environmental concerns$
Tip
It is helpful to be%in identifyin% re%ulatory re'uire#ents by #a&in% a list of those re%ulations that
you &now affect your co#pany. Searchin% for additional infor#ation can ta&e ti#e. Any newfound
re%ulatory re'uire#ents can be added into your IEMS at a later date.
State and local legal reEuirements, in addition to federal, need to be considered$ "ften
states administer federal environmental and occupational safety and health regulatory
programs and may have stricter and4or different reEuirements than federal regulations$
8ou can obtain information on regulatory reEuirements from a variety of sources$ State
or city departments of environmental protection might be able to assist you in finding this
9ind of information$ For e!ample, state technical assistance programs are often e!cellent
resources and often can provide one1on1one consultation$ In addition, public information
offices of both the Environmental Protection %gency +EP%0 and the "ccupational ?ealth
and Safety %dministration +"S?%0 of the Department of ;abor +D";0 can help provide
publications that e!plain regulations pertinent to your companys activities$ Publications
by the DfE Program at EP% and EP%s "ffice of Enforcement and ,ompliance %ssurance
+"E,%0 also identify federal regulations affecting certain industries$ %ppendi! 5 gives
full citations of the DfE publications, addresses for some resources, and describes ho3 to
obtain them$ 8ou can also visit the DfE *eb site at 333$epa$gov4dfe$ @egulatory
information is also available at the 3ebsites of many agencies$
Tip
Een re%ulations that #ay not directly apply to your business #ay contain i#portant infor#ation
about the eniron#ental i#pacts associated with your type of business.
*or9sheet &1/ 3ill help you organiDe your search of regulations that affect your business$
In many cases, very small businesses are e!empt from some regulations$ Still, the
problems addressed by the regulations may affect your business and may be concerns you
3ould 3ant to address in your IEMS$ hus, it is 3orth3hile to familiariDe yourself 3ith
regulations, <ust to identify concerns and determine 3hether any of them apply to your
operations$ #se *or9sheet &1/ to 9eep trac9 of regulations that apply to your business$
'orks9eet :2H! &egulations
'(
&egulatory
Agencies
&egulations
$9at Apply
to My
.usiness
Sector
.usiness
Operations
+otentially
A88ected
Does it Apply to
My .usiness=
K'orresponds to Ta#le <*.-+ in Company &anual Template.
In addition to regulations, industry codes of practice and other non regulatory guidelines
can help point to environmental aspects of your business activities$ 8our trade
association also may be able to help identify useful publications$
he follo3ing case study sho3s ho3 H,ompany %I set up a process for creating an
environmental management system and some of the benefits of doing so$
'&
Case Study: Company A
EMS Development
Company A is a 20-person manufacturer of large custom metal machine
parts for industrial customers. To initiate its EMS, the company
formed a small EMS implementation team that includes the managers of
quality, purchasing, and human resources and is led y the o!ner"s
son. This team de#eloped the en#ironmental policy for re#ie! and
appro#al y the o!ner, and, equally important, set up a structure for
in#ol#ing all employees in the EMS process. Employees recei#e general
en#ironmental a!areness training during some of the company-!ide
$riday meetings, and ha#e een in#ol#ed in identifying en#ironmental
prolems and solutions in their areas of responsiility.
Company A"s comprehensi#e approach to en#ironmental management yielded
immediate results. After identifying oil usage as a significant
en#ironmental aspect, a team of !or%ers and managers identified faulty
gas%ets as the primary cause of oil lea%ing from the machines. &y
replacing these gas%ets, the company cut its oil use y '0(. This
change, as !ell as more general impro#ements in !or% en#ironment and
!or%er safety, caused the local en#ironmental enforcement agency to
reclassify Company A as a non-ha)ardous !aste generator *it had een
classified as a ha)ardous !aste generator+. The company also reports
significant impro#ements in the en#ironmental a!areness of management
and !or%ers, though less tangile, this change in attitude may pro#e
equally significant o#er the long run.
''
Module )! Creating an Environmental +olicy
his module 3ill help you revie3 your companys current methods for managing
environmental concerns, develop an environmental policy for your company, and
determine the scope of your IEMS$ Sample environmental policy statements are
presented at the end of the module$
Tip
,our discussion should be co#prehensie and detailed enou%h to %ie you so#e idea of what will
need to be done to deelop an IEMS for your co#pany.
Understand %ow "our Company Currently Manages Environmental Concerns
his step is designed to help you revie3 ho3 your company currently handles
environmental and human health concerns and compares current practice 3ith 3here you
3ould li9e to be$ In some references, this is called a Hgaps analysisI because it is
designed to uncover 3ays to improve your management of these concerns$ his step is
best developed through discussions 3ith groups of employees representing different
functions in your company, especially line managers and line wor+ers$ 8oull need to
involve people that have the day1to1day 3or9ing 9no3ledge of your companys
operations$ It is important for everyone to understand 3hat the IEMS involves and 3hy it
is being implemented$ In this 3ay, they can then e!plore alternatives to your current
practices, so as to improve both environmental management and cost savings for your
company$ It 3ill be helpful to 9eep a list of ans3ers for future reference$
$rinciples that can be a part of your environmental policy include a commitment to ris reduction!
pollution prevention! and wise resource management. ,ou can best follow these principles by committing to
consider an array of alternatives before determining a course of action.
Tip
The environmental policy is the foundation of the co#pany4s IEMS. Throu%h it" top #ana%e#ent
should co##unicate %oals such as preentin% pollution and #ini#i(in% ris& to wor&ers and the
eniron#ent.
Discussi on Auesti ons
G Does your company have an Environmental, ?ealth C Safety PolicyK
Is this policy 3ritten do3nK
*here is it locatedK
?o3 many employees 9no3 about this policyK
?o3 did they learn of itK Is it included in a training or orientation programK
'6
Do employees have the opportunity to ma9e suggestions regarding environmental
concernsK
*hat points are included in this policyK
Tip
.e#e#ber to consider wor&er health and safety" as well as people outside your plant" when
ealuatin% &nown health concerns.
)G Does your company have specific environmental or health C safety goalsK
%re these documentedK
?o3 are these communicated to employeesK
Is there a 3ay of trac9ing 3hether goals are metK
%re there penalties 3ithin the company for not achieving the ob<ectivesK
Is there a 3ay to change these goals 3hen changes in processes, production, or
activities occurK ?o3 are these changes communicatedK
Tip
The E8A 9ational Enforce#ent Inesti%ations -enter (9EI-) has reco%ni(ed the way in which an
EMS i#proes a co#pany:s co#pliance record by proidin% a %uidance docu#ent for deelopin% a
;co#pliance!focused; EMS. (See Appendix G for #ore infor#ation.)
,G Does your company have a process to identify all environmental, health C safety
regulatory reEuirementsK
?as your company conducted compliance auditsK
?as your company received any fines or penalties reEuiring corrective actionK
?as your company e!perienced difficulties in complying 3ith regulationsK
%re some regulations difficult4costly to meetK
Does your company 9no3 3hom to contact at local, state, and federal regulatory
agencies in the event of environmental accidents or compliance concernsK
Does your company have a mechanism for staying up to date on changing
regulationsK
1G ?o3 does your company evaluate ris9 to human health C safety and the
environment caused by your business operationsK ?o3 is this information
incorporated into planning for business activities4productionK
0G Is there a process 3ithin the company to revie3 any changes in products or
processes 3ith an eye to3ard environmental concernsK
2G %re there policies and procedures regarding procurement and contracting that
consider environmental concernsK
'.
Tip
.eiewin% these 'uestions in six #onths and" a%ain" in one year proides a %ood way to trac&
pro%ress in deelopin% your IEMS.
5G *hat training is offered at your company that 3ould support environmental
ob<ectivesK
Do employees receive environmental, health C safety trainingK *hat percent of
employeesK *hich onesK
?o3 is that training documentedK *here are the records 9eptK
Is there provision for regular training on environmental, health C safety
reEuirementsK
3G Does your company have a procedure for responding to suggestions regarding
environmental concerns that it may receive from customers, neighbors, or
employeesK
Is there a process for soliciting and recording any HsuggestionsIK *here are these
records 9eptK
Is there a process for follo3ing up on any of these suggestions to be sure that
appropriate action 3as ta9enK
Tip
As you discuss these 'uestions" it will be beneficial to write down the answers for reference as you
proceed with the followin% #odules.
4G ?o3 does your company 9eep trac9 of its documentsK
Is there a filing systemK
?o3 many people are familiar 3ith the systemK
?o3 many people have access to itK
?o3 could someone find information relating to environmental, health C safety
concernsK %re there Material Safety Data Sheets +MSDS0 availableK Does your
company have documented standard operating procedures for plant operations,
emergencies, or document controlK
?o3 are decisions made about 3hen to dispose of documentsK
Tip
,ou should reiew this policy state#ent as you co#plete the #odules followin% this one to
deter#ine whether chan%es need to be #ade.
'L
6G ?o3 does your company identify potential accidents or emergency situationsK
%re emergency procedures documentedK
?o3 do employees find out about themK Is there regular trainingK
%re these procedures periodically tested, evaluated, and revised as neededK
?ave there been failures in response to accidents or emergency situationsK
Is there a communications plan in place in the event of emergenciesK
G Does your company have a 3ay of measuring the environmental effects of any of
its operationsK
%re there records 9eptK
?o3 longK
%re these records revie3ed regularly 3ith an eye to 3hether performance has
improved or 3orsenedK
)G ?o3 does your company trac9 its environmental costsK
Does your company trac9 environmental costs such as on1 and off1site 3aste
handling and treatmentK
Does your company trac9 regulatory compliance costs such as labor costs for
labeling, manifesting 3aste and4or permitting, and record 9eepingK
*hen purchasing materials and supplies, does your company consider things li9e
handling costs, "S?% training, and shelf lifeK
%re the above costs allocated to overhead accounts or traced to products or
activitiesK
Internet Help
5isit the /fE website for #ore tools related to %aps analysis*
www0epa.%o0dfe
Environmental +olicy Statements
%n environmental policy is your declaration of commitment to the environment and
3or9er health and safety$ his policy serves as the foundation for your IEMS, and
provides a unifying vision of environmental principles that 3ill guide the actions of
employees and management$ his policy statement serves as the frame3or9 for setting
environmental ob<ectives and targets, and 3ill be brought to life in your plans and
business activities$ ,onsider the scope of your environmental policy statement for that
3ill also determine the scope of your IEMS$
'/
&e8i ne "our List o8 I ssues
@evie3 the environmental aspects identified in Module &$ Ma9e a list of general
environmental concerns that could be addressed in your companys environmental policy
statement$
Set "our .oundari es
hin9 also about the scope of your policy$ Decide 3hether it 3ill include activities
beyond internal operations, such as supplier environmental performance or customer
product use$ @emember to consider the companys property beyond plant 3alls up to the
Hfenceline$I ,onsider ho3 to include contractors 3or9ing at your site, and consider
companies you use for outsourcing$ 8ou 3ill 3ant to drop issues from your list that do
not fall 3ithin the boundaries set for your policy statement$ %s you begin your IEMS,
you may 3ant to define your boundaries 3ithin the company$ %s you gain e!perience,
you may choose to e!pand the scope of your IEMS to include environmental issues
important to your customers and suppliers$
Dra8t "our Envi ronmental +ol i cy Statement I n General $erms
%ddress your list of specific issues in general terms in your policy statement$ For
e!ample, if chemicals in your 3ater or air are a concern because they potentially impact
the community, you could e!press a commitment to revie3 and, 3here feasible, ma9e
changes in the chemicals used by your company, or ma9e sure you are managing them
appropriately$ "r, if solid 3aste in landfills is a concern in your area or to your company,
you could e!press a commitment to reduce the solid 3aste your company produces$
)e!t, thin9 about how to put commitments into action$ For e!ample, your commitment
to reduce solid 3aste may be achieved through a pollution prevention program and4or a
program to design products or services that result in minimal 3aste generated by the
consumer$ %lso, these programs may be implemented one at a time over a several1year
period, as part of your commitment to continuing improvement$
Sample +oli cy Commi tments
It is important to thin9 through 3hich commitments your company 3ill be capable of
addressing$ Do not include commitments in your policy that the company 3ill not be
able to carry out$ he follo3ing is a chec9list of commitments or principles that you may
3ish to consider including in your policy statement:
,omply 3ith applicable environmental or 3or9er safety la3s4regulations$
*or9 to achieve pollution prevention$
Prevent accidents$
'-
Identify opportunities for ris9 reduction associated 3ith the processes and
chemicals used in your plant, the supplies procured, the products produced, and
the disposal of 3aste products$
,onsider the life cycle +from ra3 materials e!traction and processing to use and
eventual disposal0 of products produced, including pac9aging, so as to affect ho3
suppliers and end users impact the environment through your products$
,ontinue improvement in your use of cleaner technologies and processes, and in
the safer use of chemicals$
Practice 3ise resource management, including conservation of limited resources
and reuse and recycling of materials$
,onsider 3hich goals of industry or your trade association could be adopted for
your environmental policy statement$
Resource
.eiew the -o#pany Manual Te#plate for exa#ples of how to docu#ent your policy.
Ma9e sure top management commits to the environmental policy statement$ If possible,
the company president should sign and date it$ he final environmental policy statement
should be posted or distributed to employees and other interested parties$
EJampl es
he follo3ing are sample environmental policy statements that in some 3ay incorporate
most of the principles listed above$
'2
YOUR COMPANY (ABC)
HEA!H" SA#E!Y AND EN$%RONMEN!A PO%CY
This is a sample policy. Adapt for your company.
A&C Company is committed to managing health, safety and en#ironmental
*-S.E+ matters as an integral part of our usiness. /n particular, it
is our policy to assure the -S.E integrity of our processes and
facilities at all times and at all places. 0e !ill do so y adhering
to the follo!ing principles1
C2M34/A5CE
0e !ill comply !ith applicale la!s and regulations and !ill implement
programs and procedures to assure compliance. Compliance !ith -S.E
standards !ill e a %ey ingredient in the training, performance
re#ie!s, and incenti#es of all employees.
6/S7 6E89CT/25, 36E:E5T/25, 6ES296CE MA5A;EME5T
0e !ill see% opportunities, eyond regulatory compliance requirements,
for reducing ris% to human health and the en#ironment, and !e !ill
estalish and meet our o!n -S.E quality standards !here appropriate.
0e !ill employ management systems and procedures specifically designed
to pre#ent acti#ities and < or conditions that pose a threat to human
health, safety, or the en#ironment. 0e !ill loo% for !ays to minimi)e
ris% and protect our employees and the communities in !hich !e operate
y employing clean technology, including safe technologies and
operating procedures, as !ell as eing prepared for emergencies.
0e !ill stri#e to minimi)e releases to the air, land, or !ater through
use of cleaner technologies and the safer use of chemicals. 0e !ill
minimi)e the amount and to=icity of !aste generated and !ill ensure
the safe treatment and disposal of !aste.
0e !ill manage scarce resources, such as !ater, energy, land, forests,
in an en#ironmentally sensiti#e manner.
C2MM95/CAT/25
0e !ill communicate our commitment to -S.E quality and to our
company"s en#ironmental performance to our employees, #endors, and
customers. 0e !ill solicit their input in meeting our -S.E goals and
in turn !ill offer assistance to meet their goals.
C25T/5929S /M362:EME5T
0e !ill measure our progress as est !e can. 0e !ill re#ie! our
progress at least on an annual asis. 0e !ill continuously see%
opportunities to impro#e our adherence to these principles and to
impro#ing our en#ironmental performance, and !e !ill periodically
report progress to our sta%eholders.
>Signature? 3resident 8ate
%dapted from: En"ironmental Management Systems( An Implementation Guide #or Small
and Medium)Si*ed Organi*ations% %nn %rbor, MI: )SF International, )ovember &FF/,
p$6$
'F
SAMPE PO%CY
This is the environmental policy of a small environmental services company
specializing in wastewater treatment and laboratory analysis of efuent. The policy
should be signed by the companys President.
0e supply quality products and ser#ices. This requires the commitment
of e#eryone !or%ing in this institution to pursue our acti#ities
safely, protecting our health and preser#ing the en#ironment.
To reali)e this #ision !e !ill1
@ Estalish and re#ie! periodically our en#ironmental goals !ithin a
program of continual impro#ement.
@ Comply !ith legal requirements pertinent to our industry and !ith
the requirements of other initiati#es !e enter into in accordance
!ith our commitment to offer quality products and ser#ices.
@ Conduct laoratory analyses and supply en#ironmental ser#ices
!ithout ris% to !or%ers" health.
@ 2perate the laoratory !ith a minimum of !aste, in current and
future operations.
@ 3ursue our !or% !ith a minimum of disturance to our neighors and
the community.
@ Maintain our #ehicles in optimal condition to minimi)e their
consumption of fuel and their emissions to the atmosphere.
@ Manage our chemical products safely, principally to pre#ent spills
in their storage and transport.
This policy and any susequent modifications should e familiar to all
employees and a#ailale to the pulic. /mplementation of this policy
is a primary oAecti#e of the 3resident and the responsiility of all
employees.
>Signature? 3resident 8ate
6(
CASE S!UDY: COPY PUS SER$%CES
Sam 0orth, o!ner of a copy center usiness, !as attending a conference
on issues affecting small usinesses. The conference !as the first of
this type that Sam had attended. -is usiness, Copy 3lus Ser#ices,
has fi#e centers located in the !estern suurs of Chicago. Each
center pro#ides a full range of copy ser#ices including fa=, inding,
computer usage, #ideo conferencing, and lueprint ser#ice. The
centers are run 2B hours a day and se#en days a !ee%. Sam gre! the
usiness from a simple copy center located in Elgin, /llinois, fi#e
years ago and is planning to go national !ith the usiness.
8uring one of the small group sessions, Sam and fi#e other attendees
!ere discussing ho! their usinesses affected the en#ironment. 2ne of
the presentations had mentioned a ne! standard C /S2DB00D
En#ironmental Management Systems C !hich applies to ser#ice usinesses
as !ell as manufacturers. 5one of the people in SamEs small group !as
familiar !ith the standard. They decided to share !ith one another
!hat theyEd een doing in their usinesses to protect the en#ironment
and then re#ie! the /S2 DB00D standard.
5aturally SamEs fi#e copy centers recycled !aste paper. -o!e#er,
eyond that Sam had ne#er thought of other en#ironmentally conscious
programs that they could implement. -e !as a it emarrassed that he
had not really gi#en it much thought. -e has had complaints of odors
othering the people in stores adAacent to his centers. /n an attempt
to appear as if he had gi#en it some thought, Sam told the group that
he had a good quality program !hich he thought addressed en#ironmental
issues, and that one of his centers had recei#ed an /S2 F00D quality
a!ard for doing quality !or%.
$or the most part, the other memers of the group had also not gi#en
en#ironmental programs much thought. They didnEt ha#e any specific
issues confronting them and !ere some!hat concerned aout emar%ing on
a program for !hich they could not see any eneficial return and that
might e a ig cost to the usiness. Since they had ne#er dealt !ith
the E3A, they !ere leery of the possiility that E3A might come into
their usiness if they participated in the /S2 DB00D program.
6&
2ne of the group memers said that, from !hat she had read on
en#ironmental programs in Business Week, there !ere enefits to e
deri#ed y underta%ing such a program. Since these programs had to e
integrated into the o#erall usiness plan, it seemed important that
top management pro#ide the leadership in incorporating en#ironmental
ste!ardship. She cited some e=amples of this from case studies she
had read, as !ell as from her personal e=perience. 2ne of the
e=amples !as an ice cream usiness in Chicago, !hich increased its
o#erall producti#ity y focusing on energy efficiency. /n addition,
an international clothing distriutor used the en#ironment as a maAor
selling point for its product.
After Sam returned home from the conference, he sat do!n and thought
aout !hat had een discussed in the small group session. -e !anted
to start an en#ironmental program in his usiness ut !as not quite
sure ho! to proceed. -e decided to draft an en#ironmental policy for
his Copy 3lus Ser#ice efore going to ed, and present it to his staff
at their !ee%ly meeting the follo!ing Tuesday.
At the meeting Tuesday, Sam presented his en#ironmental policy to his
staff. SamEs staff !as composed of the managers of the fi#e centers,
a finance manager, and himself. The reaction from the group !as
split. T!o of the managers felt that, other than recycling the paper,
there !asnEt anything of significance that they could do !ithin their
usiness. The other three seemed to thin% that this !as something
!orth pursuing. The finance manger !as on the fence. 0hile she
ac%no!ledged that there might e some ideas for them to pursue, she
!as concerned that it !ould add cost to the usiness. The copy
usiness !as a lo!-margin usiness and competition !as increasing.
Tip
Sa# #ay hae had a better response if the #ana%ers had all participated in deelopin% the policy
to%ether.
6'
Although Sam %ne! that e#eryone !asnEt equally committed, they all
agreed to pursue the idea further. The finance manager and the t!o
managers !ho !ere enthusiastic !ould re#ie! SamEs en#ironmental policy
to determine !hether it !as appropriate for the usiness. /f so, they
!ould help figure out ho! it could e incorporated into the usiness.
Sam suggested that they might !ant to tal% !ith someone else in the
copy usiness to see !hat they are doing aout en#ironmental programs.
The finance manager said that she %ne! someone from The &ody Shop,
also in the mall, !ho had !or%ed on a committee to de#elop their
en#ironmental program. They all agreed that the friend should e
in#ited to Aoin them for a meeting as an outside oser#er and ad#isor.
0hen the three managers met, 4aura 0itherspoon from The &ody Shop, a
neighoring store in one of the malls, !as ale to attend. She agreed
to pro#ide her perspecti#e and ideas in estalishing an en#ironmental
management system. The first order of usiness !as for them to
e=plain their operation to her.
Tip
So far Sa# has only inoled #ana%ers. <e should now include e#ployees fro# all leels of the
co#pany.
66
Copy Cente& Ope&at'ons
Each copy center produces a million copies per year using premium
grade paper. 2f that output, G0( is single-sided copies. Each copy
center also does a significant amount of lueprint usiness. There are
fifteen employees per center. Each centerEs energy ill is H'0,000
per month. The maAority of the !or% is done during F AM to I 3M
usiness hours. They recycle appro=imately D00,000 pieces of paper
per year in each center. Each center uses B00 toner cartridges and
t!o gallons of ammonia per month. Supplies are stored on shel#es in a
ac% room and chemicals are stored either in metal cainets or ne=t to
the machines *for easy access+. Copy 3lus Center customers come oth
through ne!spaper ad#ertising and pamphlets, and through their 0e
site.
E(u'pment: The copy machines and computers are three to fi#e years
old. They are typically left on 2B hours a day. The managers are
not sure if any of the chemical products used in the copy and
lueprint equipment ha#e an impact on the en#ironment.
o)at'on: The Copy 3lus centers are in shopping malls and
residential areas. &usinesses in the area such as restaurants ha#e
e=pressed concern o#er the odors coming from the centers.
8eli#ery Ser#ice1 Each center has #ans pro#iding customer pic%up and
deli#ery. /n addition, the #ehicles are used to pic% up supplies
for the centers.
Clean'n* Se&v')e: Each center contracts !ith a cleaning ser#ice that
cleans the facilities. A !aste disposal company handles the !aste,
and recycling is sucontracted.
!&a'n'n*: Employee training focuses on running the equipment and
administrati#e procedures, including paper recycling.
Considering this information, 4aura suggested that they approach
en#ironmental management system implementation not Aust from the
standpoint of the copy center operation ut from a total systems
approach. 4aura presented a simple input<output model to egin the
process of understanding the en#ironmental aspects of the usiness.
The three managers immediately recogni)ed the possiility and enefits
of this approach. They as%ed 4aura if she !ould e !illing to prepare
a rough plan that descried this approach in more detail, and outlined
a typical copy center en#ironmental management system. 4aura agreed
ecause she rememered ho! difficult it !as to get the synergy in her
o!n organi)ation. She felt that she could assist them !ith this.
6.
Module ,! Determining Signi8icant Environmental
Aspects and Setting O;>ectives
From your 3or9 in Module &, you have probably identified a number of Nenvironmental
aspectsN associated 3ith your companyAs activities$ his module 3ill help you prioritiDe
those aspects$ It 3ill also help you determine 3hich one+s0 you 3ill 3ant to 3or9 on
first$ Do not e!pect to 3or9 on all the environmental aspects identified$ N,ontinuous
improvementN implies that this is an on1going process 3here you address some concerns
no3 and others in the future$
8our operations may have many environmental aspects, but they may not all be
significant$ First, by ran9ing each aspect against a set of environmental criteria +e$g$,
to!icity, 3asted materials0, you can determine 3hich are most significant$ )e!t, to select
3hich significant environmental aspects +SE%s0 you 3ill 3or9 on, ran9 each aspect
against practical criteria +e$g$, technical and economic feasibility0 and benefits criteria
+e$g$, improved health0$ For those aspects you select, you 3ill set ob<ectives in terms of
the improvements you hope to ma9e$
"f# pro'ects emphasi-e integrating evaluation of both ris and resource conservation into performance
and cost evaluations.
Determining 3hich aspects are significant includes ma9ing sub<ective decisions$ For this
reason, you 3ill improve results by having a team of people 3ho represent different <ob
categories$ hey can provide a cross1section of operational e!perience 3hen you 3or9
on this module$
Create a 'orking List o8 Environmental Aspects
*hen you developed a list of environmental aspects using the process map of your
companyAs activities, you may have identified a large number of environmental aspects$
his is not surprising, since virtually all of your business activities could interact 3ith the
environment in some 3ay$ In order to identify 3hich environmental aspects are
significant, 3e 3ill revie3 environmental ris9 information$ ?o3ever, ran9ing your
environmental aspects using environmental ris9 information can be a labor1intensive
process$ herefore, you may 3ant to create a smaller list of environmental aspects to
ran9 using ris9 information$
6L
In #escribing the a!!roach use# to i#entify an# !rioriti3e SEAs4 one screen!rinter
state# that his co!any:
.rought in a cross- section of staff and conducted facilitated brainstorming. They then captured the
information in a matri( to help prioriti-e aspects.
Another sai# his co!any use# 5coon sense*6 He sai#4
* %uic wal around any print shop will produce at least enough /#*s to get an )#&/ pro'ect under
way.
First, create a list of selection criteria that suit your company$ >elo3 is a list of e!amples
to help you get started:
*hich aspects might affect your companyAs ability to comply 3ith regulations and
other reEuirementsK%re there pollution prevention opportunitiesK
%re there potential cost savings or business opportunities +e$g$, potential customers
3ho reEuire their suppliers to have EMSs0K
%re there concerns that might be shared by customers or suppliersK
Is there Nlo31hanging fruitN that might provide early successes 3hich can serve
both to educate employees and to build confidence in the IEMSK
%re there opportunities to integrate environmental 3ith 3or9er health and safety
reEuirementsK
%re there community concerns regarding your companyAs activitiesK
%re there unregulated haDardous chemicals that could be managed better or
substitutedK
%re some of your NsolutionsN to environmental concerns or regulations shifting
3aste from one media +air, 3ater, land0 to anotherK
,ould resources be used more efficiently, e$g$, energy, 3ater, materialsK
8ou may 3ant to use all or some of these, and you may thin9 of others specifically
related to your companyAs circumstances$ ,reate a list of criteria and use that to select a
group of environmental aspects to ran9$
Tip
.e#e#ber* ;aspect; refers to the potential for eniron#ental i#pact. A si%nificant aspect would
hae the potential for lar%e i#pact" either because i#pact is li&ely to occur under current operatin%
conditions" or because there is potential for serious i#pact. Een aspects that are well!controlled
should be considered for their potential for i#pact should controls fail.
here are several 3ays to ma9e this selection$ "ne 3ay is for the IEMS team to revie3
the list of environmental aspects and vote on their top concerns$ Set a target number to
ran9, say ten, and let the top ten environmental aspects be your 3or9ing list$
6/
*hen you have a reduced list of environmental aspects +e$g$, ten0, you are ready to ran9
them using environmental ris9 information to determine 3hich are significant
environmental aspects$
Using Environmental &isk In8ormation to &ank "our Environmental Aspects
%lthough you 3ill not attempt a formal ris9 assessment for your IEMS, this module 3ill
help you apply your 3or9ing 9no3ledge and <udgment about the chemicals and materials
your company uses, and the 3ay in 3hich they are used, to select environmental goals to
help create healthier 3or9ing conditions, communities, and environments$ his section
presents a brief introduction to the concept of ris9 and to ran9ing symbols$ hen it
presents methods to gather chemical and material effects information and ran9 aspects
according to effectsG a method for ma9ing <udgments about exposure to chemicals and
materials and ran9 aspects according to e!posureG a method for laying out ris9 as 3ell as
other environmental concerns and ran9ing aspects considering these factors$ In addition,
methods for ran9ing environmental aspects as pro<ects in terms of cost and e!pected
improvements are presented as a 3ay to prioritiDe pro<ects that your company 3ill
underta9e to get started on your IEMS$
&isk
@is9 assessment, in brief, is a process that integrates the 3or9 of several sciences to
determine the 9ind and degree of environmental and human health impacts potentially
produced by e!posure to a chemical or material$
@is9 is composed of t3o parts: to!icity +haDard or NeffectsN0 and e!posure$ o!icity is
the ability to cause harm to the health of humans, 3ildlife, or vegetation, as 3ell as the
type and seriousness of that effect$ 8ou 3ill collect the information needed to form a
<udgment about effects in *or9sheet 61&$ 8ou 3ill revie3 the chemical effects
information for each aspect and give a ran9 based on your <udgment of the seriousness of
the effects of this chemical or substance$
Tip
5isit the /fE website for #ore tools related to ris&.
333$epa$gov4dfe
E,posure is the amount of material 3ith 3hich 3or9ers, the community, or the
environment come into contact$ he amount is determined by both se"erity and time of
contact$ Severity refers to the amount of material that one can come into contact 3ith at
any one time$ he time of contact depends on the number of times that contact occurs in
a given period +the #re$uency of contact0 and the duration of the contact$ 8ou 3ill collect
the information needed to form a <udgment about e!posure in *or9sheet 61'$
6-
,ontact 3ith humans and animal or plant life is characteriDed as occurring along
path3ays$ hese path3ays describe the routes along 3hich the substance must travel,
before it enters an animal or plant, and ho3 the substance is ta9en up by the living
organism$ Several path3ays for human e!posure include:
breathing the material +inhalation path3ay0,
touching the material +s9in or dermal path3ay0, and
ingesting +eating or drin9ing0 the material +oral path3ay0$
Using &anki ng Sym;ol s
"ne 3ay to ran9 environmental aspects is to use symbols representing a range of high
+?0 to lo3 +;0$ *hatever ran9ing you use +Figure 61a sho3s an e!ample0, phrase the
meaning consistently across all ran9ing categoriesG this is most straightfor3ard if you
thin9 of NhighN as meaning a pro<ect you 3ould ultimately li9e to underta9e and Nlo3N as
one having lesser priority$ hus, 3hen considering environmental effects, a chemical
receiving a Nlo3N ran9 3ould be one 3ith lo3 impact or good environmental
performance$
Figure 7)a: "an8ing Sybols
Sym#ol Meaning IEMS Meaning
% %igh )ost environmental impact
).% )oderately %igh )ore environmental impact
) )oderate )edium environmental impact
).< )oderately <o! <o!er environmental impact
< <o! <o!est environmental impact
Identi8y and &ank +otential %uman %ealt9 and Environmental E88ects o8
C9emicals and Materials
o ran9 the environmental aspects associated 3ith chemicals and materials used in your
business operations, you 3ill need to find information on the human health and
environmental effects associated 3ith those chemicals$ *ithout this information, you
cannot identify the potential impact of each chemical on the environment$ #nfortunately,
there is no single and comprehensive source of information for most chemicals$
Information that 3ill help you understand the effects associated 3ith the chemicals you
use may be located in several different sources$
62
Tip
See Appendix = for a list of sa#ple 'uestions to as& your suppliers.
>y ta9ing the time and effort to find information about the chemicals you use, you 3ill be
able to understand the potential effects of the chemicals on humans and on the
environment$ 8ou 3ill also 9no3 ho3 to use them in a 3ay to minimiDe or avoid harmful
effects$ 8ou can decide 3hether you 3ant to continue using your current chemicals, or
find alternatives that 3ould mitigate any potential harmful impact$
Sources of information about chemicals include:
ManufacturerAs Safety Data Sheets +MSDSs0$ hese are supplied by the
manufacturer according to "S?% regulation$ 8ou should receive a MSDS 3ith
any chemicals you purchase$ hey should be 9ept in a location that is available for
revie3$
8our suppliers$ %s9 them for haDard and e!posure information on any products
you purchase$ %s9 them to supply the environmental information that is not on the
MSDS$
8our trade association$
EP% or state environmental agency$
"nline sources in various 3ebsites, e$g$ various EP% programs$ +EP%As DfE
Program 3ebsite contains a @is9 5uide 3ith additional information$0
Tip
.e#e#ber" any che#ical stron% enou%h to ta&e the place of hu#an labor or to #a&e hu#an labor
easier is stron% enou%h to hae so#e &ind of eniron#ental ris& associated with it. The challen%e is
how to best #ana%e that ris&.
"rganiDe the information you have into a format that 3ill enable you to ma9e
comparisons bet3een aspects$ 8ou may find that sometimes there e!ists very little
information for a particular chemical$ hat discovery in itself is useful$ >y using this
format and sho3ing 3here information gaps occur, you 3ill 9no3 that 3hatever decision
you ma9e no3 about using a specific chemical may change if information becomes
available at a later date$ %lthough you may 3ant to use the chemical no3, you may need
to ma9e ad<ustments later 3hen more information becomes available$ *or9sheet 61& 3ill
help you organiDe your information on the chemicals you use in your business activities$
he column headings list the categories and specific information needed$ he final
column as9s for your <udgment about the ran9ing of the environmental concerns
associated 3ith the chemical or material under consideration$
6F
Figure 61b lists the 9inds of information "S?% reEuires on an MSDS$ Most of the 9inds
of data listed belo3 can be used to fill in the columns on *or9sheet 61&$ Much of the
environmental information 3ill have to be found else3here$
In addition to carcinogenicity information and Eualitative descriptors of health haDards
+e$g$, sensitiDer, causes diDDiness, etc$0, MSDSs sometimes include $uantitati"e to!icity
values, 3hich are important for assessing chemicals haDards$ hese include lethal dose
+;D0 and lethal concentration +;,0 measures, 3hich are typically from laboratory studies
done on small mammals such as rats, mice, or rabbits$ hese measures are used to give
guidance as to the dose reEuired to 9ill a human$ his is important informationG ho3ever,
interpreting its meaning is difficult$ In general, if you are comparing several chemicals
that have ;D or ;, measures, the lo3er measure is the most potent +it means that it ta9es
less to be lethal0$ herefore, you 3ould have to be more careful using the chemicals 3ith
the lo3er ;D or ;, measures, as compared to those having higher measures$ >e sure to
record any Euantitative to!icity values found on an MSDS, as 3ell as the more Eualitative
information$
.(
Figure 7)b: Inforation on an MSDS
As defined y the 2ccupational Safety . -ealth Administration *2S-A+
*2F C$6 DFD0.D200+, an MS8S is !ritten or printed material concerning
a ha)ardous material !hich contains the follo!ing1
The identity of the ha)ardous material *e=cept as pro#ided for
materials that are trade secrets+.
The physical and chemical characteristics of the ha)ardous
chemical *such as #apor pressure, flash point+.
The physical ha)ards of the ha)ardous chemical, including the
potential for fire, e=plosion, and reacti#ity.
The health ha)ards of the ha)ardous chemical, including signs and
symptoms of e=posure, and any medical conditions !hich are
generally recogni)ed as eing aggra#ated y e=posure to the
chemical.
The primary route*s+ of entry.
The 2S-A 3E4 *3ermissile E=posure 4e#el+, the AC;/- *American
Conference of ;o#ernmental /ndustrial -ygienists+ Threshold 4imit
:alue, and any other e=posure limit used or recommended y the
chemical manufacturer, importer, or employer preparing the MS8S,
!here a#ailale.
0hether the ha)ardous chemical is listed in the 5ational
To=icology 3rogram *5T3+ Annual 6eport on Carcinogens *latest
edition+ or has een identified as a potential carcinogen in the
/nternational Agency for 6esearch on Cancer */A6C+ Monographs
*latest editions+ or y 2S-A.
Any generally applicale precautions for safe handling and use
!hich are %no!n to the chemical manufacturer, importer, or
employer preparing the MS8S, including appropriate hygienic
practices, protecti#e measures during repair and maintenance of
contaminated equipment, and procedures for clean-up of spills and
lea%s.
Any generally applicale control measures !hich are %no!n to the
chemical manufacturer, importer or employer preparing the MS8S,
such as appropriate engineering controls, !or% practices, or
personal protecti#e equipment.
Emergency and first aid procedures.
The date of preparation of the MS8S or the last change to it.
The name, address, and telephone numer of the chemical
manufacturer, importer, employer or other responsile party
preparing or distriuting the MS8S, !ho can pro#ide additional
information on the ha)ardous chemical and appropriate emergency
procedures, if necessary.
.&
'orks9eet ,:!
a
%ealt9? Sa8ety and Environmental +otential E88ects In8ormation
Operation
Environ.
mental
Aspect
(nforma.
tion
Sources
#
*egulatory Data" #
'arcinogenL
OS%A Permissi#le
Exposure <imit FPE<GL
@olatile Organic
'ompound F@O'GL
Toxic *elease
(nventory FT*(GL
%uman %ealth Effects #y
Path!ays
Acute and 'hronic
c

Effects on Aildlife
and Other
Environmental Effects
d
*an:
*egulatory Data"
#
'arcinogenL
OS%A Permissi#le
Exposure <imit FPE<GL
Toxic release (nventory
FT*(GL (nhalation Dermal Oral Air Aater <and
Aor:er
Safety
%uman
Environ.
ment
)anu.
facture
Step +
'hemical + )SDS,
trade
association
yes
+- ppm
no
no
'hronic"
cancer
Acute"
diBBiness
'hronic"
sensitiBer
acute"
<'4- of
+--
ppm
oBone
depletion
Acute"
:ills fish
:ills
!orms
flamma#le
a 'orresponds to Ta#le EA.-9 in 'ompany )anual Template.
# )ost information for this column can #e found on the )SDS.
.'
c Partial information for these columns might come from the )SDS, #ut other resources may #e needed. (n particular, acute effects are usually
reported on )SDS sheets. 'hronic effects are sometimes on )SDS sheets, #ut often !ill have to #e found else!here. <' refers to lethal
concentration. (nhalation <'4- is the concentration of a chemical in air that causes death in 4- percent of the test organisms at the end of the
specified exposure period. <D refers to lethal dose. <D4- is the dose of a chemical ta:en #y mouth, a#sor#ed #y the s:in, or in6ected that is
estimated to cause death in 4- percent of the test animals. <ethal dose data are expressed in terms of amount of chemical divided #y the #ody
!eight, e.g., mgC:g.
d )SDSs usually do not include environmental effects.
=ote" This !or:sheet provides an example of the :inds of information found on an )SDS, #ut it is not a part of the press cleaning example. or
more information on ris:.related data, including methods for interpreting Duantitative toxicity values, refer to the *is: &uide provided on the DfE
Program !e#site.
.6
&ank EJposure to C9emicals and Materials
In determining e!posure, the amount of material as 3ell as the freEuency and duration of
contact must be considered$ %n important element in e!posure is contact$ If there is no
possibility of contact occurring, then there may be no e!posure and therefore no ris9$ In
some cases, as 3hen a to!ic substance such as lead is embedded in a product such that no
contact occurs during use of that product, the to!ic substance may still leach out of that
product if it is disposed of in a landfill$ he possibility of contact throughout the use and
disposal of a product should therefore be considered$ If, ho3ever, a to!ic substance is
contained such that neither humans nor the environment 3ould come into contact 3ith it,
then e!posure 3ould be lo3$ In ran9ing such a chemical use the ran9 given to the
N*or9ers, N N,ommunity,N and NEnvironmentN 3ould be N;o3N +;0$ In ran9ing
e!posure, it is, therefore, necessary to consider ho3 contact might occur and 3hether, in
fact, it does$
Severity BAuantityC
Determining the Euantity of chemical or material that humans or the environment are
e!posed to can be difficult, especially if the substance becomes diluted in air as vapor or
dust or in 3ater$ Potential e!posure is affected by both the amount of a chemical product
used and the concentration of the sub<ect chemical in the product$ First, determine the
Euantity used per time period +shift, 3ee9, month, year0$ If the chemical of interest is
part of a product, then apply the percentage that the chemical constitutes in the product to
the total usage of the product to determine the Euantity used of that chemical$ For
e!ample, a product may be a single, pure chemical +such as a solvent0, or it may be a
dilute 3ater1based mi!ture, 3ith the active ingredients being only a small percentage of
the total amount$ he higher the concentration, the higher the potential e!posure to that
ingredient$ See the E!posure section of the @is9 5uide on the DfE 3ebsite for more
information on evaluating the e!posure amount and ingredient concentrations$
Tip
See the Exposure section of the .is& Guide on the /fE website for #ore infor#ation on ealuatin%
the exposure a#ount and in%redient concentrations.
EJposure $ime
In addition to Euantity, the duration of contact determines the e!posure to a chemical or
material$ ?o3 often is the chemical or material used and for ho3 longK he time period
used should be related to that used for Euantity$ For e!ample, if you measure Euantity per
month, then the time periods should sho3 ho3 many times +freEuency0 and for ho3 long
+duration0 it is used per month$ #se 3hatever time frame 3or9s 3ith your business
operation, but be consistent$
..
+ersonal +rotecti ve EIui pment
he use of personal protective eEuipment +e$g$, gloves, eye protectors, breathing mas9s0
can greatly alter e!posure to a chemical or substance, for the personal protective
eEuipment provides a barrier that prevents or reduces contact$ Even though personal
protective eEuipment is used, some e!posure may occur because people are not perfect in
their adherence to instructions and because eEuipment fails$ ,onsider the possibility of
failure 3hen ma9ing <udgments about e!posure to chemicals and materials$
+at9ways
Substances can come into contact 3ith living organisms through air, 3ater, land, and
other solids$ For e!ample, chemicals and substances can be inhaled from the air in the
form of dust, vapors, and mists$ ?umans can ingest chemicals and substances in liEuids
or food$ Substances can get into liEuids or food by falling into them from the air, or by
food coming into contact 3ith chemicals on surfaces or hands$ Finally, touching the
chemical or substance can occur 3hen dust, mists, or vapors contact bare s9in or 3hen
unprotected hands touch contaminated surfaces$ %nimal and plant life can ta9e up
chemicals and substances from the environment in much the same 3ay$ Figures 61c and
61d sho3 some typical e!posure path3ays for chemicals used in business operations$
*hen ran9ing aspects, determine ho3 contact might occurG then decide ho3 severe that
contact actually is and ho3 much time is involved +the freEuency and duration of
contact0$ +For consistency in comparisons bet3een criteria, apply the same time period to
every aspect in your ran9ing e!ercise$0
*or9sheet 61' 3ill help you thin9 about the e!posure for each chemical you consider$
his chart can be filled in for each chemical or material and represents your best
<udgment about e!posure$ he ran9 for each can then be placed in the last column$ he
ran9 represents your <udgment$
.L
'orks9eet ,:)! EJposure to C9emicals and Materials
Operation Aspect
AuantityH
Used per
time period
EJposure $ime
+ersonal
+rotective
EIuipment
B++EC
+at9way &ank EJposed Groups
DurationHH -reIuency
%uman!
In9alation?
Dermal? Oral
Environme
nt!
air? water?
land 'orkers
Commun:
ity
Environ:
ment
press
cleaning
acetone,
toluene,
)E?,
isopropyl
alcohol
#lend
air
releases
/, oB. per
day
+- min. 4 times per
day
gloves inhalation air,
!ater
% !Co PPE < ).<
K(f ingredient in chemical product, use Duantity of chemical not product, i.e., apply the percentage that the ingredient ma:es up of the product.
KK%o! many minutes or hours per day is the chemical or material usedL
=ote" or more information a#out evaluating exposure, refer to the exposure section of the *is: &uide on the DfE Program !e#site.
./
Figure 7)c: Screen Printing E/!osure Path$ays
.-
Figure 7)#: Dry Cleaning E/!osure Path$ays
.2
&anking "our Signi8icant Environmental Aspects
)o3 you 3ill put the Effects information together 3ith the E!posure information and
consider some additional information$ he follo3ing paragraphs e!plain ho3 to use
*or9sheet 616 to ran9 significant environmental aspects$
&egulatory Concerns
For each aspect, refer to the regulations associated 3ith it that 3ere identified in Module
& and decide ho3 important these are to your company$ For e!ample, an aspect might be
regulated, but your company might be small enough that it 3as e!empt from the
regulation$ he regulatory concern for your company might therefore be considered lo3
+i$e$, not important enough for a pro<ect0$ "n the other hand, your company might have
an environmental aspect to 3hich a regulation applies$ If you can stay in compliance
easily, you might also ran9 the regulatory concern lo3$ "r, if the cost of compliance is
large or you have e!perienced difficulties in meeting compliance, you may ran9 this high
+meaning that it may be a good candidate for a pro<ect0$ 8ou do not need at this point to
define your aspect in terms of an environmental concern$ hat 3ill sho3 up as you ran9
the remaining columns for this aspect$
C9emi cal and Material &isk
Place both the ran9ing for effects and the ran9ing for e!posure from ables 61& and 61' in
the columns$ he effects ran9 for humans 3ould be placed in both the 3or9er and
community columns$
'orker Sa8ety
;oo9 at the information in *or9sheet 61& under 3or9er safety and apply a <udgment of
ran9ing$ Enter this ran9 in the 3or9er safety column$
Ot9er Community I ssues
here are a variety of community concerns that might affect your designation of a
particular activity as a significant aspect$ hese are issues other than pollution$ Some
e!amples are the noise level or odor produced by your plantG increased traffic caused by
your businessG and increased light needed for your operations$ 8ou may come up 3ith
others specific to your operation and your community$ *or9sheet 616 provides a place to
document and ran9 these issues$ Place the ran9 from this 3or9sheet in *or9sheet 61L$
.F
'orks9eet ,:,! Community Issues
Operation
Aspect Community Issues BListC &ank
'ontact Person" Date"
Tip
.e#e#ber* The ran&s hae no intrinsic #eanin%. They are #erely a shorthand for expressin% your
>ud%#ent about priorities.
#atural &esources
his criterion should be used to identify the use of 3ater, energy, and other environmental
resources, such as forests or land$ he ran9 that you give to a particular aspect under this
criterion is highly sub<ect to the specific circumstances and values of your company and
community$ For e!ample, a high rate of 3ater use 3ould be of higher concern in a desert
region than in a region 3here 3ater is more plentiful$ his column allo3s you to
consider 3hat resource issues you might associate 3ith a particular aspect$ he ran9 you
give is based on your <udgment related to your o3n specific circumstances$ "ther natural
resource issues include generation of solid 3aste and its contribution to landfills in your
area$ *or9sheet 61. provides a place to document and ran9 these natural resource
concerns$ Place the ran9 from this 3or9sheet in *or9sheet 61L$
L(
'orks9eet ,:1! #atural &esources Use
Operation
Aspect
#atural &esources
Used &ank
Tip
If you are pursuin% IS$ 12333 certification" you will hae to address each si%nificant aspect. ,ou
#ay want to consider reducin% the nu#ber of si%nificant aspects to two or three in the be%innin%
and add #ore as your co#pany %rows in experience with the IEMS process.
Overall &anking and Signi8icance
@evie3 the columns for each aspect and ma9e a <udgment as to 3hether each aspect
should be determined ?, ?1M, M, M1;, ; in ran9$ %fter all the aspects have been given
an overall ran9, determine 3hich of them you believe are significant for your company$
Place a yes +80 or no +)0 in the final column$
&anki ng Environmental Aspects! EJampl es
he follo3ing e!ample sho3s you ho3 to ran9 the aspects identified in Module & using
the criteria in *or9sheets 61La and 61Lb$ E!amples of both small and large pro<ects are
included$ It is important that you thin9 through even solutions that seem obvious,
because sometimes you might find a better solution$ @efer to Figure &1h and *or9sheet
&1L to refresh your memory on this e!ample$
L&
Example 1: Toner Cartrides
In this e,ample! a copy machine is used to ma+e paper copies as part o# day)to)day
business acti"ities% The inputs are toner! paper! and electricity -energy. to run the copies%
Outputs include spent toner cartridges! waste paper #rom poor $uality copies! noise! and
usable copies% There are no restrictions on use o# the copier% Spent toner cartridges are
simply discarded with the o##ice trash%
;etAs consider the use of toner in copying$ #nused toner is considered as an input, 3hile
used toner is considered as an output$ he same product generates different concerns at
different stages of its use$ ;etAs loo9 at the criteria for each in *or9sheet 61La$ he
3or9sheet sho3s the aspects identified in Figure &1h$ "nly the t3o toner input and
output aspects are scored for this e!ample, for illustration$ ?o3ever, in a real e!ercise,
all the aspects 3ould be scored$
L'
'orks9eet ,:0a!
a
Criteria to Determine Signi8icant Aspects! $oner Cartridge EJample
;
Operation
Aspect
;
&egulatory
Concerns
C9emical and Material &isk
'orker
Sa8ety
Ot9er
Community
Issues!
d
#atural
&esources!
e
Overall
&anking
Signi8icant=
"<#
'orker
E88<EJp
c
Community
E88<EJp
c
Environ:
ment
E88<EJp
c
Copying Paper Use
Toner F(nputG ) <C< <C< <C< < < ).< =
Documents
Aaste Paper
Used toner
FOutG
).% <C< <C< %C% < ).% ).% 0
Odors
a 'orresponds to SEA.-+ in 'ompany )anual Template.
# (nclude each input and output of a process step.
c EffectsCExposure
d =oise, Traffic, <ight, Odor.
e (nclude such items as *esource Use, Solid Aaste, Energy Use

&anking #otes 8or t9is EJample!
*egulatory concerns may #e present due to the chemicals used inside the cartridge or due to solid or haBardous !aste regulations.
Effects of 'hemicals and )aterials inside the toner cartridge are pro#a#ly of concern. 0ou !ould have identified these in )odule +. %o!ever,
since the cartridges are not opened either during input or output use, there !ould #e no exposure. reDuency of impact, therefore, !ould #e lo!.
Aor:ers" Aor:er health and safety !ould #e of lo! or no concern if the toner is used only in the cartridges.
'ommunity" The communityMs health and safety !ould #e of lo! or no concern if the toner is used only in the
Environment might #e high if you do not currently recycle your cartridges. 'hemicals can spill out of the cartridges if they are placed in a landfill.
=atural *esource Use !ould #e lo! for !ater, #ut might #e a concern for land if you do not recycle the used cartridge.
L6
How to Otain Overall !ank: this can be done in t3o 3ays$
&$ ;oo9 across the columns and assign a total that in your <udgement best reflects the
individual ran9s in each column$
'$ %ssign a number from &1L to each ran9 such that ? O L and ; O &$ Sum these
across the columns and then divide by the number of columns used to get an
average ran9 for that ro3$ For toner input the total 3ould be && +counting each
ris9 column as ' because they have t3o scores and disregarding other community
issues because it 3as not applicable0$ Divide by F +the number of columns used0$
he average ran9 3ould be &$', 3hich corresponds 3ith M1;$ Place M1; in the
otal column$
Meaning of Environmental "spects !ank: he total ran9 for toner used as an input is
M1; and for used toner as an output is M1?$ hese ran9s tell you that toner cartridges as
3aste outputs of your copying generate more concern than they do as ne3 inputs$ 8our
main concern 3ould be to reduce any potential impact of the used toner cartridges$ 8ou
could reduce potential impact in at least three 3ays:
ensure that the cartridges are not opened either before or after use, to avoid
e!posure to the chemicalsG
ensure that the cartridges are recycled according to the distributorAs instructions, so
that there is neither concern for ecological e!posure to the chemicals in landfills,
nor a contribution to the solid 3aste going into landfillsG and
reduce the number of 3aste toner cartridges by cutting do3n on unnecessary
copying$
Example !: C"emical #se and $aste
A second e,ample will pro"ide more points to consider in de"eloping ob/ecti"es%
Consider the chemical inputs and the chemical waste outputs o# a 0&ress Cleaning0
e,ample% In this e,ample! a printer uses a chemical press cleaner -sol"ent mi,ture. to
manually clean the press a#ter each print run% An unco"ered buc+et o# cleaner is +ept at
press)side along with a bin o# clean! cloth wipers and an unco"ered container o# soiled
wipers% To clean the press! the printer scrapes e,cess in+ #rom the press #or reuse! dips
one or more wipers in the press cleaner and wipes the press1 wipes the press with one or
more clean! dry wipers1 and places soiled wipers in an open bin% Soiled wipers are
trans#erred to a closed storage container at the end o# the shi#t% Most o# the resulting
in+2sol"ent mi,ture is contained on the wipers! but e,cess is captured in drums and
disposed o# as a ha*ardous waste% Soiled wipers are sent to the laundry wee+ly%
Tip
.efer to )i%ure 1!i and Wor&sheet 1!? to refresh your #e#ory on this exa#ple.
L.
hus, the inputs are the press cleaner and clean 3ipers$ "utputs are reusable in9, soiled
3ipers, and 3aste in94solvent mi!ture$ he environmental aspects include the 3aste
in94solvent mi!ture and air and 3ater emissions of press cleaner$ %ir emissions of press
cleaner occur both in the print shop +from the uncovered buc9et of cleaner, the cleaning
operation itself, and the storage container of soiled 3ipers0, and at the laundry +from the
soiled 3ipers0$ *e 3ill score the t3o aspects of chemicals used in press cleaning and
3aste from those chemicals$
LL
'orks9eet ,:0;!
a
Criteria to Determine Signi8icant Aspects! C9emical Use and 'aste EJample
;
Operation Aspect
;
'orker
Sa8ety
Ot9er
Community
Issues!
d
#atural
&esources
e
Overall
&anking
Signi8icant=
"<#
&egulatory
Concerns
'orker
E88<EJp
c
Community
E88<EJp
c
Environ:
ment
E88<EJp
c
Press
'leaning Step +
FinG
Toxic chemical
constituents ).% )C ).% )C ).< )C ).< ).< nCa ).% )
Aipers
Energy
Aater
FoutG Aaste chemicals ).% )C ).% )C % )C % ).< nCa ).% ).%
Soiled Aipers
Aaste Aater
Air *eleases N+
Product for next
step
a 'orresponds to SEA.-+ in 'ompany )anual Template.
# (nclude each input and output of a process step.
c effectsCexposure
d (nclude noise, traffic, light, odor.
e (nclude such items as resource use, solid !aste, energy use.
&anking #otes"
*egulatory 'oncerns" chec: the lists of regulations and standards to see if they apply to any of the chemicals you have identified as inputs. or
outputs from your manufacturing process, find out !hether the regulations for solid and haBardous !aste ma:e mention of these chemicals.
'onsider !hether ne! chemical products are formed and #ecome !astes during the process of step +. (f so, donMt forget to chec: for these
chemicals as !ell as the input chemicals. 'hemical and )aterial *is:" Assign the ran:s from your Effects and Exposure Aor:sheets. Safety
might include reference to a flamma#le chemical. %ence the ran: of ).<. =atural *esource Use may #e important for #oth input and output
chemicals. Also, consider the Duantity of !ater used as an input or to ta:e care of !aste.
L/
Tip
,ou do not hae to ealuate alternaties for all si%nificant eniron#ental aspects. Therefore" it is
i#portant to consider the ;do!ability; of each pro>ect and to deter#ine what i#proe#ents #i%ht
be achieed by each pro>ect before decidin% which ones to underta&e.
Meani ng o8 &ank
he total for input chemicals is M and M1? for output +3aste0$ If you compare all the
ran9s, it 3ould seem that the 3aste chemicals in this e!ample, using assumed criteria,
constitutes a more significant concern than do the other activities$
Tip
.e#e#ber* If your co#pany is considerin% IS$ certification" you will hae to de#onstrate action on
eery SEA.
Grouping Environmental Aspects
In revie3ing your companyAs list of environmental aspects you may discover that some
aspects occur in more than one process step$ Energy use is a good e!ample$ It might be
effective in some circumstances to combine all the process steps having energy aspects,
and develop a facility13ide strategy and program for achieving improvement$
#nderstand, ho3ever, that the energy aspect should be ran9ed in each process step to
determine its relative importance in that step$ For e!ample, energy use in office 3or9
might be a different priority than energy use in a manufacturing step$ In addition,
standards and procedures developed to reduce energy use 3ould be different for each
process step$ ,onseEuently, although you might achieve certain efficiencies through a
facility13ide effort, your actual environmental improvement 3ill be attained through
ob<ectives set for each process step$

Consider K+racticalK Criteria Also
In order to determine 3hich significant environmental aspects 3ill become pro<ects, it is
important to consider the economic and technical feasibility and the time frame for your
company$ It is also important to consider 3hat improvements could be e!pected from
each pro<ect$ Selecting high1priority pro<ects is desirable from an environmental
perspective, but there is value in underta9ing some short term, Neasier to implementN
pro<ects 3hich may not be ran9ed high in environmental ris9$ he easier pro<ects provide
a useful learning e!perience, boost confidence as people see results, and focus attention
on environmental goals$
In the e!amples above, deciding to reduce the volume of copying and to recycle toner
cartridges used in your office copier is a relatively short1term, lo31cost environmental
pro<ect to set in place as sho3n in *or9sheet 61/$ Determining ho3 to deal 3ith
chemical 3aste products could be a longer process: the obvious solution may not be the
L-
best, and a pro<ect that appears difficult and long1term may turn out to have a simple
solution$ he many alternative approaches to dealing 3ith 3aste products can range from
chemical substitutions to changing the nature of the 3astes, changing 3or9 practices to
reduce the volume of the 3aste, and changing disposal methods$ 8our final
environmental program might include changes in each of these phases$ In the e!ample,
although in9 3astes may have the highest environmental ris9 ran9, addressing those
problems could be longer1term and more costly$ "n the other hand, doing so might yield
greater cost savings than the Euic9er, cheaper toner cartridge e!ample$
8ou need not ran9 your practical criteriaG you can consider them by simply describing
the practical considerations for each potential pro<ect$ *or9sheet 61/ helps you lay out
the considerations for each significant environmental aspect$ %t this point the 3or9sheet
provides you 3ith a Nfirst cutN Eualitative <udgment, to help choose aspects for further
3or9$ %spects not selected at this time may be suitable for future pro<ects$
'orks9eet ,:2! Criteria to Select Environmental +ro>ects
+ro>ect to
Address
Aspect $ime -rame Cost $ec9nical -easi;ility
$otal -easi;ility
Toner F(nG =CA =CA =CA
=CA
Used Toner
FOutG
Short F+ monthG =egligi#leJ time to
!rite procedure
Easy
Excellent
Press cleaner
F(nG
<onger
evaluation
Employee time =eeds help from
suppliers, etc.
)ore difficult
Aaste (n: FOutG
Soiled Aipers
FOutG
<onger
evaluation
Employee time,
process change
=eeds help from
suppliers, etc.
)ore difficult
Tip
-onsiderin% the benefits does not #ean underta&in% an analysis of potential outco#es. It #eans
identifyin% the &inds of i#proe#ents that #i%ht be achieed by i#ple#entin% a particular pro>ect
and then decidin% what alue (priority) that i#proe#ent has for your co#pany.
L2
Finally, compare in general the e!pected improvements to be gained by 3or9ing on each
aspect$ ;i9e any underta9ing in a business operation, you should be able to describe
3hat you e!pect to get before you underta9e the pro<ectM First, develop a list of benefits
criteria$ hese might include such things as:
@educed human health impacts
@educed environmental impacts
,ost savings
Improved community relations
Improved employee morale
,ustomer benefit
%gain, these particular criteria might not fit your company$ Ma9e a list of criteria
identifying 9inds of improvements that could be derived from underta9ing environmental
pro<ects$ hese e!pected improvements need not be ran9edG simply describe the potential
for each criterion to be achieved$ *or9sheet 61- illustrates the t3o e!amples$
LF
'orks9eet ,:5! +otential Improvements
Aspect
%uman %ealt9
Environment Cost Savings

Community
&elations
Morale
EJpected
Improvements
Toner F(nG <ittle effect <ittle <o! =CA =CA
=CA
Used Toner
FOutG
Some effect
through !aste
Some effect in
!aste
Some &oodJ sho!s effort &ood learning
tool
Some
Press 'leaner
F(nG
(mprove !or:er
health
Some improve,
air
Some through
efficiency
&ood &oodJ !or:ers
happy
&ood
Aaste (n:
FOutG
Press 'leaner
F(nG
Soiled Aipers
FOutG
(mprove
communityJ
reduce presence
of haBardous
materials
(mprove effect on
landfill,
ground!ater,
ha#itat
Some through
efficiency and
reduced !aste fees
Excellent P* &oodJ !or:ers
happy
Excellent
'ontact Person"
Date 'ompleted"
+
Aor:ers, 'ommunity, &lo#al
Overall Summary o8 &anking
*or9sheet 612 illustrates ho3 to put together the results from ran9ing the significant
environmental aspects 3ith the results from the economic, technical and improvements
3or9sheets so that you can determine 3hich 3ill ma9e the best pro<ects for your
company at this time$ Pro<ects not chosen no3 can be developed later$ he e!ample
illustrates that 3hile chemical 3aste may present one of the most involved pro<ects in
terms of feasibility, it may also provide the greatest improvements$ he final decision
rests 3ith your company and should reflect both your values and your needs$ 8ou may
3ant to underta9e both a short1term and a long1term pro<ect$
Tip
It is i#portant to reco%ni(e that the tables are #erely a tool to help you su##ari(e your >ud%#ent
and or%ani(e your thou%hts. The ran&s placed in the tables do not hae any intrinsic alue but are
used for purposes of co#parin% the results to each other.
'orks9eet ,:3! Overall &anking Summary
+rocess Step
Aspect Aspect $otal -easi;ility $otal .ene8its $otal
Signi8icant
"<#
Toner F(nG ).< =CA =CA
Used Toner ).% % )
=
'hemicals ) ).< ).%
'hemical Aaste % ).< %
0
Setting O;>ectives
he point of the priority setting e!ercises, of course, is to reduce your companyAs impact
on the environment$ he process outlined in this 5uide describes t3o approaches:
ma9ing your current activities and processes the best they can be and ma9ing significant
changes in the products your company uses or produces, and in the processes or activities
of your company$ If you intend to see9 IS" &.((( certification, you 3ill need to ta9e
action on each SE% identified$ If you are not see9ing certification, you can be more
fle!ible in underta9ing pro<ects$ Module . describes the process of evaluating alternatives
for those SE%s you believe 3ill reEuire changes$ Module / describes the process of
developing operational controls for the SE%s that 3ill not involve significant changes at
this time$ +8ou may decide to evaluate alternatives and ma9e changes in these later$0
%t this point, general ob<ectives can be developed for each SE% identified$ hese
ob<ectives should be consistent 3ith your companyAs environmental policy and also 3ith
/'
your companyAs compliance reEuirements$ #sing the e!amples ran9ed on the 3or9sheets
above, a company could specify its ob<ectives as follo3s:
@educe the 3aste from used toner cartridges$
@educe the environmental impact of press cleaning$
hese ob<ectives state the desired outcome in terms of the desired improvement in
environmental impact, not in terms of the specifics of ho3 it might be accomplished$ For
e!ample, the ob<ective of reducing 3aste from toner cartridges is open as to ho3 that
might be accomplished$ "ne could reduce the use of toner cartridges, ensure that the
recycling program is adhered to, or stop using copiers and printers that have toner
cartridges in favor of another technology$ ;i9e3ise, reducing impact from the press
cleaning process can be accomplished in different 3ays$
In loo9ing at these t3o ob<ectives, one might note that the toner cartridge ob<ective might
be met by 3riting and posting a procedure that ensures recycling of the cartridges and by
ma9ing sure that people 3ho change the toner cartridges have sufficient training in this
procedure$ "n the other hand determining ho3 to reduce the impact of chemical 3astes
may involve some greater changes that 3ould be provided by operational controls and
training alone$ In this case, an alternatives evaluation 3ould be necessary$ %fter an
alternative is identified, of course, operational controls and training 3ould be needed for
the ne3 product, process or activity$
It is important to ta9e on 3hat you can finish$ In the beginning, tac9le the SE%s that you
can handle, 3hat is environmentally important, and 3hatever is urgent$ 8our company
can start on any remaining SE%s 3hen you have completed the first ones$
/6
Module 1! Evaluating Alternatives
In this module 3e e!plore 3ays to evaluate alternatives for environmental aspects that
you 3ant to change$ In Module / 3e 3ill revie3 ho3 to 3rite and implement operational
controls for significant aspects 3here you are not evaluating alternatives$ %s e!amples of
alternatives evaluations, 3e 3ill sho3 one pro<ect having a Euic9, lo31cost solution and
one reEuiring greater analysis and longer1term implementation: the e!amples of toner
cartridges and press cleaning chemicals$ he ob<ectives from the end of Module 6 3ere
as follo3s:
@educe the 3aste from used toner cartridges$
@educe the environmental impact of chemical 3astes from press cleaning$ he
environmental aspect is vapors released to air during the press cleaning process
and at the industrial laundry 3here used press 3ipers are sent$ Identification of
this significant aspect occurred 3hen the laundry called the company and said they
had received complaints from the local regulatory agency regarding solvent traced
to the printers press cleaning 3ipers$ he information for this e!ample comes
from the DfE Program ;ithography ,ase Study &$ +See DfE Program 3ebsite for
,ase Study$0
The "f# $rogram emphasi-es the importance of evaluating an array of alternatives before determining
appropriate action. The best solution may not be the most obvious and ris reduction! lie pollution
prevention! may save you money.
his module 3ill help you determine ho3 to 3or9 to3ard the ob<ectives you selected in
Module 6$ In some cases, this might not be a difficult process$ In others, ho3ever, the
solution might not be obvious$ For e!ample, you may have identified the 3aste from the
use of a chemical as a significant aspect and determined that alternative practices e!ist$
8ou may have then set an ob<ective of reducing the environmental impact from that
chemical as it is used in your business processes$ "ne alternative 3ay to achieve that ob<ective
3ould be to target that chemical for replacement, but that may not be the best solution for your
company$ It is important, therefore, to consider other options for managing the environmental
impact of that chemical as it is used by your company, as 3ell as the option of replacement$ his
module 3ill 3al9 you through a process of evaluating options for substitution$ It 3ill also help
you develop achievable targets having both environmental and economic advantages$
Screen!rinters in the S+IA IEMS Pilot Pro-ect ha# this to say about the DfE
etho#:
The "f# method forces one to evaluate all aspects0health! safety! regulatory! environmental. The
method helps you to mae informed decisions.
The process standardi-es methods used to assess ris and resource efficiency. )t maes it easier to
compare apples to apples. 1hile some matters are still 'udgement calls! having a frame of reference to
wor within ensures that the standards used to mae those calls are constant and logical.
/.
Step ! De8ine t9e .aseline
he baseline is your current chemical, activity or technology that is the source of the
environmental aspect$ he process map you developed in Module & is a convenient tool
for defining boundaries of the baseline$
#sually it is fairly straightfor3ard to determine at 3hat point in the overall process the
baseline begins and ends$ he definition can ma9e a big difference, ho3ever, in the
scope of an alternatives evaluation and in the variety of alternatives e!amined$ In our
press cleaning e!ample above, the baseline could be defined in different 3ays, depending
on e!actly ho3 the environmental aspect is specified$ If one identifies the
environmental aspect as vapors contaminating the 3or9 area, then the baseline 3ould be
use of the product producing the vapors and 3hatever ventilation hoods or personal
protective eEuipment are used$ If, ho3ever, the environmental aspect is identified as the
regulated chemical discharges from the laundry 3hen 3ashing the press 3ipers, then the
baseline becomes the chemical product used to clean presses and the 3or9 practices that
leave large Euantities of the solvent in the press 3ipers 3hen they are sent to the laundry$
In the first case, alternatives might include different chemical cleaning products and also
different 9inds of ventilation eEuipment and personal protective eEuipment$ In the
second case, alternatives 3ould include products, 3or9 practices and methods of
reducing solvent left in used 3ipers$ >e sure to capture all you need 3hen you define
your baseline$
Internet Help
5isit the /fE website for #ore tools related to ealuatin% alternaties.
www.epa.%o0dfe
Step )! Identi8y t9e -unction
)e!t, define the function of the activity 3ith 3hich the significant environmental aspect
is associated$ Defining the function helps to broaden your perspective in developing
alternatives because it allo3s you to step bac9 from that specific part of the process and
thin9 holistically about ho3 things might be done differently$ ;oo9ing at earlier parts of
the process 3ill inform you about potential alternative practices$ Defining the function
often opens up opportunities that may be missed by focusing only on the process step$
?ere are t3o e!amples:
Example 1
"spect identified# *aste from toner cartridges used in copier$
$aseline# Day1to1day copying activities in an office environment 3ith no restrictions on
use of the copier$ Spent toner cartridges are discarded 3ith office trash$
%unction of toner cartridges# to deliver the chemicals to ma9e clear copies$
/L
Example !
"spect identified# air and 3ater emissions from solvent used for press cleaning$
$aseline# Manual cleaning of press using a chemical press cleaner +a blend of acetone,
toluene, methyl ethyl 9etone, and isopropyl alcohol0 and cloth 3ipers to 3ipe do3n the
press, 3ith no restrictions on the amount of cleaner or number of 3ipers used$ ,hemicals
and soiled 3ipers are 9ept in uncovered containers during the 3or9 day and closed
containers after 3or9 hours$ *aste in94solvent mi!ture is collected in drums and
disposed of as haDardous 3aste$ *ipers are collected and sent to laundry$
%unction of press wash# to ensure good Euality printing by thoroughly cleaning the
press during and after the printing process$
Step ,! Develop a List o8 Alternatives
he important Euestion to as9 is ho3 this function could be accomplished in other 3ays
that might prove to be environmentally preferable, 3hile still meeting cost and
performance concerns$ Different levels and 9inds of alternatives should be considered$
For e!ample:
Substitute products
@educe product use, through technology changes and improved 3or9 practices
Improve treatment technologies
Improve disposal technologies
Example 1: %ist t"e alternatives for reducin t"e waste from used toner
cartrides
First, are there substitute products that could be used in place of toner cartridgesK
Probably not, given current technology and the fact that the toner cartridge
specifications are reEuired by the ma9e and model of the printer$
Is there a 3ay to reduce the use of the toner cartridges, thereby reducing the 3aste
productK >y defining copier needs, the Euantity of copying could possibly be
reduced by encouraging the use of electronic transfer of information 3ithin the
company, in place of distributing paper copies$
Improved treatment technologies J does not apply for this e!ample$
Improved disposal technologies$ he disposal alternatives include thro3ing in the
trash or recycling$
//
Example !: %ist t"e alternatives to t"e current press was" process
Substitution: First as9 the Euestion, is there any 3ay to achieve the reEuired
product Euality 3ith the use of less or no press cleaning solutionK 8ou may
consider substitutions in another part of the process, such as the type of in9, so that
less or different press cleaning solution could be used$ "r, you could also consider
substituting the press 3ash solution for a less volatile cleaner$
6
Such substitution
may reEuire other process changes to 3or9$ 8ou could also consider using
disposable cleaning 3ipers, 3hich 3ould eliminate the releases and e!posures at
the laundry$ In doing so, ho3ever, you may create a problem of haDardous 3aste
at the landfill, thereby merely transferring the problem from one location to
another rather than solving it$
@educing use of the product: reduction in use of the press 3ash solution might be
brought about by scheduling <obs to reEuire less cleaning +e$g$, heavy coverage
<obs a#ter light coverageG dar9 colors a#ter light colors0, or by implementing
inventory control procedures that discourage operators from using more 3ash than
necessary +e$g$, by limiting the amount of 3ash 9ept at press1side0$ In addition, a
study could be made to determine 3hat methods are used by press operators 3ho
use the least solvent$ heir methods could be used to train others$
@esponsible recycling4reuse: Possibly the 3aste press 3ash solution could be
reused one or more timesG if not on the press, then in other clean1up applications$
Improved treatment technologies: Soiled 3ipers can be run through a centrifuge to
capture e!cess solvent prior to being sent to the laundry, but fire regulations
should be consulted to ensure this doesnt impose a fire haDard$
Improved disposal technologies: *hat are alternatives for disposalK Sending the
3ipers to the laundryG e!tracting 3aste solvent from the 3ipers and reusing the
solvent for other cleaning <obs, then sending it to be burned as a fuelG using
disposable 3ipers and thro3ing them in the trash$
Tip
Thin& broadly when deelopin% alternaties. So#eti#es an alternatie that is upstrea# or
downstrea# fro# your process will produce better results than will a chan%e of che#icals or
another in!process chan%e.
*or9sheet .1& 3ill help you organiDe the functions and alternatives for your evaluation$
,reate your o3n 3or9sheet from the significant environmental ob<ectives you selected in
Module 6$ Some of these bo!es can be filled out by brainstorming 3ithin the team
3or9ing on the IEMS, but some 3ill reEuire further 3or9 before they can be completed$
Some additional sources of information include chemical product suppliers, machinery
manufacturers and suppliers, 3or9ers on the line, trade associations, technical magaDines
associated 3ith your business, or other businesses li9e yours$ 8ou may be surprised at
ho3 much information you 3ill uncover$ "ne 3ay to proceed might be to assign each
member of the team one area of information to collect, and then have them use it to fill in
6
NBolatileN means that the substance evaporates easily$
/-
the chart at the ne!t team meeting$ Its important to collect as many ideas as possible and
then narro3 do3n your list of alternatives to evaluate$ >y 9eeping your mind open in
your initial brainstorming you may uncover 3orth3hile alternatives that are not obvious$
'orks9eet 1:!H +otential Alternatives
Signi8icant Environmental Aspect! 'aste toner cartridges
.aseline! Spent toner cartridges are discarded in tras9G
-unction! +rovide ink 8or duplicating
Current +ractices +otential Alternatives
Products Toner 'artridges =CA
Technologies Paper )ore electronic media use !ould reduce need for toner
cartridges
Aor: Practices Unlimited copier use )ore careful a#out use of printing could reduce Duantity of
toner needed
*ecyclingC
*euse
Discard in trash ollo! manufacturer7s directions to recycle
Treatment =CA =CA
Disposal See *ecyclingC*euse
A#ove
See *ecyclingC*euse A#ove
K Document these results in Section AE of the Company &anual Template.
/2
Signi8icant Environmental Aspect! +ress was9ing
.aseline! Manual cleaning o8 press using a c9emical press cleaner Ba ;lend o8 acetone? toluene?
met9yl et9yl ketone? and isopropyl alco9olC and clot9 wipers to wipe down t9e press? wit9 no
restrictions on t9e amount o8 cleaner or num;er o8 wipers usedG C9emicals and soiled wipers
are kept in uncovered containers during t9e work day and closed containers during a8ter 9oursG
'aste ink<solvent miJture is collected in drums and disposed o8 as 9a@ardous wasteG 'ipers
are collected and sent to laundryG
-unction! +rovide crisp print Iuality ;y e88ectively cleaning pressG
Current +ractices +otential Alternatives
Products Prod. A FcurrentG Prod. $
Prod. '
FSpecial formulationG
Technologies 'urrent #lan:ets,
'loth !ipers,
'urrent in:
Different #lan:etsJ
Disposa#le !ipersJ
Different in:
Aor: Practices Aor: Practice A Aor: Practice $
Aor: Practice '
*ecyclingC*euse <eave solvent in
!ipers
*euse of solvent for other clean up.
Treatment <eave solvent in
!ipers
Extraction of solvent from !ipers
Disposal <aundry Trash
Drain
%aBardous Aaste
K Document these results in Section AE of the Company &anual Template%
Step 1! Set t9e Scope o8 t9e Evaluation
8ou have no3 reached a critical decision point in your evaluation of alternatives$ 8ou
must decide ho3 detailed an evaluation is feasible$ =eep in mind the cost of performance
testing as you choose alternatives to evaluate$
*hen you have selected alternatives to evaluate, place these alternatives in the
appropriate parts of your process map developed in Module &$ If necessary, create ne3
segments of the process map so that you can sho3 ho3 the alternative fits into your
process$
he follo3ing 3or9sheets sho3 the 9inds of information that should be collected for each
set of alternatives to yield a decision about 3hich option 3ould be the most feasible, both
technically and economically, for your company to reduce its environmental impact$
/F
hese tables 3ill also give you the information needed to frame specific measurable
targets for your environmental programs$
Each alternative reEuires developing several 9inds of information:
health,
safety,
environmental effects,
performance capabilities,
cost,
effects on resource use, and
regulatory concerns$
his information 3ill help you integrate human health and environmental concerns into
your usual decision1ma9ing criteria of performance and cost$ he follo3ing 3or9sheets
are designed to help you organiDe this information in a 3ay that ma9es comparisons
easier$ he follo3ing sections ta9e you step by step through the evaluation process$
Example 1
o develop alternatives on copier toner cartridges, your company 3ould conduct
brainstorming sessions about the options for more use of electronic media 3ithin your
office and other3ise reducing the need to use the copier in your office activities$
Developing 3ays to cut do3n on copying can e!tend the life of toner cartridges and
reduce the volume reEuiring disposal$ Steps that seem appropriate and desirable can be
recorded and incorporated into your targets$ 8ou could establish a dual goal of reducing
the volume of copying and &((P recycling of toner cartridges$ Module / e!plains ho3
to develop operational controls to ensure reduced environmental impact$ Module -
e!plains ho3 you can ma9e your goals into an Henvironmental pro<ect$I
Most of the alternatives for E!ample & do not reEuire substantial changes and 3ould be
implemented by designing guidelines for use and maintenance of the copier, i$e$,
operational controls$ *hile these alternatives could be evaluated using the steps belo3,
3e 3ill not include this e!ample in the sample 3or9sheets$ E!ample ' provides a more
thorough e!ample of the evaluation process, and 3e 3ill focus on that$
-(
Example !
o develop alternatives to reduce air and 3ater emissions caused by press 3ashing, a full
evaluation 3ould reEuire research for each of the alternatives identified$ +8ou may vie3
such an e!tensive analysis on the DfE *ebsite$ See %ppendi! 5$0 8ou may not have the
resources to do a full evaluation at this time, but you can research any of the alternatives
you choose$ he point of identifying a range of alternatives is to let you choose the
options to evaluate 3ith full 9no3ledge of the range available to you, rather than in
response to preconceptions$ For e!ample, you could choose to evaluate one set of
alternatives no3 and another set at a later date as part of a continuing effort$
Step 0! Evaluate +otential %uman %ealt9 and Environmental E88ects o8
Alternatives
1
*or9sheet .1' through .1/ sho3s the 9ind of information needed to evaluate the
environmental effects of alternative products$ @efer to Module 6 for e!planation of the
elements$ *or9sheets .1' through .1/ correspond to 3or9sheets 61& through 61L in
Module 6$
Tip
The wor&sheets presented in this section are desi%ned to be 6one!si(e!fits!all.7 @nfortunately" not
all ealuations will be the 6sa#e si(e.7 Adapt these wor&sheets to suit the needs of your ealuation.
.
%ll information in 3or9sheets is created for purposes of illustration and does not represent real data$
-&
'orks9eet 1:)!
a
Alternatives Evaluation! %ealt9? Sa8ety and Environmental +otential E88ects In8ormation
$aseline" )anual cleaning of press using a chemical press cleaner Fa #lend of acetone, toluene, methyl ethyl :etone, and isopropyl alcoholG and cloth !ipers to
!ipe do!n the press, !ith no restrictions on the amount of cleaner or num#er of !ipers used. 'hemicals and soiled !ipers are :ept in uncovered containers during
the !or: day and closed containers during after hours. Aaste in:Csolvent mixture is collected in drums and disposed of as haBardous !aste. Aipers are collected
and sent to laundry.
Significant Environmental Aspect" Press cleaning
Alternative
I
n
8
o
r
:
m
a
t
i
o
n
S
o
u
r
c
e
s
&egulatory Data!
;
Carcinogen=
OS%A EJposure limit=
*olatile Organic
Compound B*OCC=
$oJics &elease Inventory
B$&IC=
%uman %ealt9 E88ects ;y +at9ways
Acute and C9ronic
c
C
o
m
:
m
e
n
t
s
E88ects on 'ildli8e
and Ot9er
Environmental
E88ects
d
'orker Sa8ety
e
&ank
In9alation Dermal Oral Air 'ater Land %uman
8
Env
Products
$aseline" $lend
A
)SDS &reater than 4-O @O' 3.
all chemicals in #lend
acetone /4O OS%A PE<, 8% TAA" +---
ppm, #urn in chemical
incinerator, EPA (*A
pesticide, 'alif Prop 54
*epro %aB
irritant, liver,
:idney,
irritant, eye
damage
may contri#ute
to smog
L L highly flamma#le,
vapor may flash
#ac:, explosive,
com#ustive, may
produce car#on
monoxide or
car#on dioxide
% L
toluene /4O $urn in incinerator, OS%A
PE< 8% TAA /-- ppm,
SA*A 9+9 reporting, 'alif
Prop 54 developmental
toxicity
toxic, liver, :idney,
destructive to
tissues, lung
irritation, chest
pain, edema,
possi#ly fatal,
a#ortion, changes
in #one marro!
toxic, extremely
irritating
toxic Effects
may #e
increased
#y
alcohol
consumpt
ion
may contri#ute
to smog
L L %ighly flamma#le,
com#ustive,
protect from
moisture
% L
-'
)E? /4O #urn in chemical incinerator,
EPA (*A pesticide, OS%A
PE< 8% TAA /-- ppm,
TS'A 8a rule, SA*A 9+9
reporting
irritant respiratory
system, central
nervous system
depression,
nausea, diBBiness,
headache, gastro.
intestinal, narcotic
effect
irritant eyes, s:in,
dermatitis
may contri#ute
to smog
L L %ighly flamma#le,
com#ustive,
protect from
moisture
).% L
isopropyl
alcohol /4O
may #e disposal regulations irritant nose E
throat, central
nervous system
depression,
vomiting,
headache, coma,
death
irritant eye,
corneal #urns,
dermatitis
large amounts"
headache,
nausea,
vomiting,
unconsciousnes
s, death
may contri#ute
to smog
L L lamma#le,
reactive, may
produce car#on
monoxide and
car#on dioxide
% L
Special #lend
$" vegeta#le
ester
DfE <itho.
graphy
Pro6ect
<ess than 9-O vocs
=o regulations
<o! <o! <o! L no aDuatic
toxicity
L =o concerns < <
Technologies
Aor: Practices
*ecyclingC
*euse
Treatment
'entrifuge used
to extract
solvent from
!ipers,
using $lend A
DfE
<ithograph
y Pro6ect,
'ase
Study +
Possi#le regulation a#out
using centrifuge, all other
regulations applying to
$lend A a#ove
Same as $lend A Same as $lend A Same as $lend
A
Same as
$lend A
Same as $lend
A
Same as
$lend A
Same as
$lend A
Same as $lend A,
also !ill need an
explosion proof
centrifuge
% %
Disposal

a See Section AE of the 'ompany )anual Template.
# )ost (nformation for this column can #e found on the )SDS.
c Partial information for these columns might come from the )SDS, #ut other resources may #e needed. (n particular, acute effects are usually reported on )SDS sheets. 'hronic effects are
sometimes on )SDS sheets, #ut often !ill have to #e found else!here.
e There may #e information on the )SDS that !ould #e useful for preparing your emergency preparedness plan.
f This ran: is #ased on the potential effects of the chemical and not on the dose reDuired to o#tain those effects. or example, a person can drin: a certain amount of Scotch. Drin:ing a large
Duantity of Scotch, ho!ever, can #e lethal. Therefore dose does ma:e a difference ultimately in ma:ing a 6udgment. %o!ever, one can still ma:e a Dualitative ran:ing a#out !hether Scotch,
cola, !ater, mil: or 6uice have #eneficial or negative impacts. or more discussion of the role of HdoseI see the %aBard &uide on the DfE !e# site.
=ote" or more information on ris: related data, including methods for interpreting Duantitative toxicity values, refer to the ris: &uide provided on the DfE Program !e#site. The data on this ta#le
!ere constructed for purposes of illustration and do not represent real data.
-6
'orks9eet 1:,!
a
Alternatives Evaluation! EJposure to C9emicals and Materials
)anual cleaning of press using a chemical press cleaner Fa #lend of acetone, toluene, methyl ethyl :etone, and isopropyl alcoholG and cloth !ipers to !ipe do!n
the press, !ith no restrictions on the amount of cleaner or num#er of !ipers used. 'hemicals and soiled !ipers are :ept in uncovered containers during the !or:
day and closed containers during after hours. Aaste in:Csolvent mixture is collected in drums and disposed of as haBardous !aste. Aipers are collected and sent
to laundry.
Significant Environmental Aspect" Press cleaning
Alternative
+roducts
Auantity Used per
$ime +eriod
EJposure $ime
+ersonal +rotective
EIuipment B++EC +at9way &ank EJposed Groups
%uman! In9alation?
Dermal? Oral
Environment! air?
water? land 'orkers Community Environment
$aseline"
$lend A
/, oB. Per day for
cleaning press
+- min for
cleaningJ
all day for !ipers
in open #ins
4 times per day for
cleaning
% !Co PPE % Flaundry
releasesG
)
Acetone ace shield, chemical
safety goggles, chemical
gloves, mechanical
exhaust, =(OS%.OS%A
respirator
All for !or:ers,
inhalation for
community
Toluene same same same A#ove, plus chemical
fume hood
All for !or:ers,
inhalation for
community
Air, !ater
)E? same same same Same as acetone All for !or:ers,
inhalation for
community
Air, !ater
(sopropyl
alcohol
same same same %alf mas: respirator,
gloves, local exhaust,
safety goggles, ru##er
apron, #oots, impervious
clothing
All for !or:ers,
inhalation for
community
Air, !ater
$lend $"
vegeta#le ester
+/ oB per day for
cleaning press
+- min for
cleaningJ
all day for !ipers
in open #ins
4 times per day for
cleaning
=one all !ater ) !Co PPE
Fless due to
less volume
used and less
volatile mixG
) <
-.
Technologies
Aor: Practices
*ecyclingC
*euse
Treatment
'entrifuge
Fassuming
$lend AG
8 oB recovered per
day . reduce
environmental
releases #y +C9
+- min !hile
putting !ipers in
centrifuge
+ time per day &loves (nhalation, dermal =Ca ) !Co PPE ) Fpossi#ly some
fumes from
venting centrifugeG
<
Disposal
K (f ingredient in chemical product, use Duantity of chemical not product, i.e., apply the percentage that the ingredient ma:es up of the product.
KK %o! many minutes or hours per day is the chemical or material usedL
=ote" All data are for purposes of illustration and do not represent real data.
-L
'orks9eet! 1:1! Alternatives Evaluation! Community Issues
Significant Environmental Aspect" Press 'leaning
Alternative Community Issues BListC &ank
Products no additional issues
Technologies
Aor: Practices
*ecyclingC*euse
Treatment
Disposal
'orks9eet! 1:0! Alternatives Evaluation! #atural &esource Use
Alternative #atural &esources Used BListC &ank
Products no additional issues
Technologies
Aor: Practices
*ecyclingC*euse
Treatment
Disposal
-/
'orks9eet 1:2
!a
Alternatives Evaluation! Criteria to Determine Environmental Impact
$aseline" )anual cleaning of press using a chemical press cleaner Fa #lend of acetone, toluene, methyl ethyl :etone, and isopropyl alcoholG and cloth
!ipers to !ipe do!n the press, !ith no restrictions on the amount of cleaner or num#er of !ipers used. 'hemicals and soiled !ipers are :ept in uncovered
containers during the !or: day and closed containers during after hours. Aaste in:Csolvent mixture is collected in drums and disposed of as haBardous
!aste. Aipers are collected and sent to laundry.
Alternative
&egulatory
Concerns
C9emical and Material &isk 'orker
Sa8ety
Ot9er
Community
Issues!c
#atural
&esourcesd
Overall
&anking
+re8erred
Alternative=
"<#
'orker
E88<EJp;
Community
E88<EJp;
Environment
E88<EJp;
Products"
$lend A F$aselineG
$lend $
%
<
%C%
<C)
%C%
<C)
LC)
<C<
%
<
nCa
nCa
nCa
nCa
%
< yes
Technologies
Aor: Practices
*ecyclingC*euse
Treatment" 'entrifuge ) %C) %C) LC< % nCa nCa ).< yes
Disposal
a
'orresponds to SEA.-+ in Company &anual Template.
#
EffectsCexposure
.
c
=oise, traffic, light, odor.
d
(nclude such items as resource use, solid !aste, energy use.
--
Step 2! Evaluate t9e +er8ormance o8 Alternatives
Evaluating the performance of your alternative chemical products reEuires several steps,
as described belo3$ Performance evaluations can be e!pensive to perform$ ,onsider the
cost of the evaluation 3hen deciding ho3 many and 3hat 9ind of alternatives to test$
Tip
-ost data for your cost ealuation should be collected durin% the perfor#ance ealuation There
#ay be #ore uncertainty in the cost data if you wait to deelop it until after the perfor#ance
ealuation. See Step A for infor#ation on what &ind of data will be needed for your cost ealuation.
&escrie the aseline' he baseline is the standard chemical, activity, or technology that
is currently used$ he baseline also includes the boundaries of the baseline, its process
steps and ho3 they are performed$ his ensures that +&0 a similar process is used to
evaluate the performance of the baseline and alternatives 3here possible, or +'0 3hen a
different process is used due to the nature of the alternative +e$g$ technology0, differences
3ill be noted and understood$ he alternatives 3ill then be compared to this baseline$
E,ample( he baseline for press 3ashing is manual cleaning of press using a chemical
press cleaner +a blend of acetone, toluene, methyl ethyl 9etone, and isopropyl alcohol0
and cloth 3ipers to 3ipe do3n the press, 3ith no restrictions on the amount of cleaner or
number of 3ipers used$ ,hemicals and soiled 3ipers are 9ept in uncovered containers
during the 3or9 day and closed containers during after hours$ *aste in94solvent mi!ture
is collected in drums and disposed of as haDardous 3aste$ *ipers are collected and sent
to laundry$
Tip
See Appendix - for sa#ple perfor#ance ealuation wor&sheets fro# the /fE 8rintin% 8ro>ect.
Identify the most important performance traits for the selected process area$ Some
sample performance traits include the follo3ing: ho3 3ell does it 3or9, ho3 long does it
ta9e, ho3 easy is it to use, and ho3 easy is it to installK
E,ample( he most important performance traits for press 3ash are that it 3or9 Euic9ly
to cut in9, reEuire minimal 3iping to remove any oily residue, dry Euic9ly, and not
adversely affect print Euality$
&etermine how the alternatives will e compared with the aseline' "ne e!ample of
a Euantitative comparison is measuring the time it ta9es to complete a tas9$ "ne e!ample
of a Eualitative comparison is using a scale, such as QQ representing Hmuch more
favorable than the baseline$I
-2
E,ample( *e 3ill use a comparison scale from 1' to Q', 3here 1' represented Hmuch less
favorable than the baseline,I Q' represented Hmuch more favorable,I and a ( represented
Hno difference 3ith the baseline$I
Select the operating conditions for testing the aseline and alternatives and conduct
the evaluation' he operating conditions should be realistic and consistent for the
baseline and alternatives$ If you cannot test an alternative at your facility +e$g$, ne3
eEuipment0, have the supplier provide off1site service or performance test data$
,onditions should be as similar as possible for each test, or the results 3ill not be
comparable$ E!amine 3or9 practices as 3ell to ensure similar application from test to
test$ "ther elements that may affect testing include room temperature and humidity$
Ma9e a list of 3hat things might affect your test results and try to ma9e sure that they are
similar for each test$
E,ample( Evaluate the baseline and alternatives using the same siDe printing run, the
most commonly used in9 formulation, the same application procedures, and the same
printed image$
%n evaluation e!ample is sho3n in *or9sheet .1-$
-F
'orks9eet 1:5!H +er8ormance Comparison o8 Alternatives
Significant Environmental Aspect" press cleaning
$aseline" )anual cleaning of press using a chemical press cleaner Fa #lend of acetone, toluene, methyl
ethyl :etone, and isopropyl alcoholG and cloth !ipers to !ipe do!n the press, !ith no restrictions on the
amount of cleaner or num#er of !ipers used. 'hemicals and soiled !ipers are :ept in uncovered
containers during the !or: day and closed containers during after hours. Aaste in:Csolvent mixture is
collected in drums and disposed of as haBardous !aste. Aipers are collected and sent to laundry.
unction" ensure crisp print Duality #y effectively cleaning press
%o! !ell it !or:s Time Ease of use Overall Performance
Evaluation
$lend A F#aselineG - - - -
Product $ -
FDid not sho! much
difference from
#aselineG
- - -
Technologies
Aor: Practices
*ecycleC *euse
Treatment"
'entrifuge to
recover $lend A
P
Fdemonstrates that
!or:ed !ell, #ut is not
compara#le to products
a#oveG
HPI HPI HPI
!or:s !ell to recover
solvent
Disposal
'ontact person" Date 'ompleted"
KDocument these results in Section AE of the Company &anual Template.
Step 5! Evaluate w9at regulations may ;e triggered ;y using eac9 alternative
For each alternative being considered, ma9e sure you understand the applicable
regulations$ his may influence your choice of alternatives$ Identify 3hat management
controls might be reEuired by these regulations$ %lso consider 3hat additional cost might
be attributed to the regulation$ Some of the costs associated 3ith using a product or
process may be attributable to a regulation triggered by using that product or process$
hese 3ould be the regulatory cost and should be included on *or9sheets .12 and .1F$
2(
'orks9eet 1:3!H &egulatory Comparison o8 Alternatives
Alternative
Applica;le
&egulations &eIuired Controls
&egulatory Cost
Items
Overall
&egulatory
Concerns
Evaluation
Product
$lend A
same as
Aor:sheet ,./
same as
Aor:sheet ,.9
SA*A reporting, PPE,
'hemical fume
hoods, fire controls
%
$lend $ none none none
<
Technologies
Aor: Practices
*ecycleC *euse
Treatment
'entrifuge
possi#le local fire
regulations )ay not #e allo!ed
%
Disposal
KDocument results in Section AE of the Company &anual Template.
+
(nclude" paper!or: triggered, reporting reDuirements, cost of controls, personal protective eDuipment and any
other costs that may #e attri#uted to regulations associated !ith using that product or process. (t is not
necessary to Duantify on this ta#le. See Step 8 and Appendix for more ideas.
Step 3! Evaluate t9e cost o8 t9e ;aseline and alternatives
Determine the cost of each alternative, including: ra3 materials, labor, disposal costs, +all
from Step /0 and regulatory costs +from Step -0$ Include all the cost categories in the
baseline and the alternatives$ ItAs important to document all costs, even those that are the
same for the baseline and for the alternatives$ Documenting all costs gives you a
reference later to ans3er Euestions and to support further evaluations$ Figure .1a sho3s
possible costs associated 3ith regulations that may be hidden in overhead in your
companys accounting system$ >e sure to include these hidden costs 3hen completing
the 3or9sheets$
See %ppendi! F for more discussion of environmental cost accounting$
2&
Figure ')a* E/a!les of Environental Costs Incurre# by Firs9
KTa:en from HAn (ntroduction to Environmental Accounting as a $usiness )anagement Tool" ?ey 'oncepts and
Terms,I EPA 1,/.*.;4.--+.
Evaluating the cost of the baseline and alternatives reEuires several steps, as described
belo3$
Annual operating costs
,ollect annual operating costs for your baseline and alternative$ #se *or9sheet .1Fa to
help you collect cost information$ @evie3 *or9sheets .1' and .12 to assist you in
evaluating environmental costs$ >e as thorough as possible 3hen considering costs, but
dont 3orry about ho3 you classify costs$ For e!ample, you may 3ish to consider
personal protective eEuipment as a regulatory compliance cost, especially if its use is
reEuired by regulations$ %lternatively, you may 3ish to classify all protective eEuipment
as Hmaterials$I #se *or9sheet .1Fa to record operating costs$
2'
'orks9eet 1:4a! Annual Operating Costs
Signi8icant Environmental Aspect! +ress Cleaning
.aseline! Manual cleaning o8 press using a c9emical press cleaner Ba ;lend o8 acetone? toluene? met9yl et9yl ketone? and isopropyl
alco9olC and clot9 wipers to wipe down t9e press? wit9 no restrictions on t9e amount o8 cleaner or num;er o8 wipers usedG C9emicals
and soiled wipers are kept in uncovered containers during t9e work day and closed containers during a8ter 9oursG 'aste ink<solvent
miJture is collected in drums and disposed o8 as 9a@ardous wasteG 'ipers are collected and sent to laundryG
Alternative )aterials
Direct
<a#or Utilities
Aaste
)anagement
*egulatory
'ompliance (nsurance uture <ia#ility
Total
Operating
'osts
Products
$lend A" $aseline Q/,,9/- Q/,-14 nCa Q1,--- Q/,+-- Q-
possi#le medical
suits Q94,,;4
$lend $ Q5,9/- Q/,4-- Q- Q- Q- Q8,8/-
Technologies
Aor: Practices
*ecycleC
*euse
Treatment"
'entrifuge
nCa Q,/- Q/-- Q5,/-- Q/,+-- Q/-- Q- Q;,+/-
Disposal
'ontact person" Date"
+otenti al Annual &evenue E88ects
Environmental pro<ects may save you money not only by reducing your costs, but
also by generating revenues$ For e!ample, an alternative may increase your
product throughput because the activity ta9es less time to complete, or product
Euality may be improved enabling you to sell more of your product$ he
alternative may also let you recover materials previously disposed of, and generate
revenues through sales of the reclaimed material +such as recovering metal scrap
3hich can be sold to scrap dealers0$ hese annual revenue effects should be
considered using *or9sheet .1Fb$ If these potential revenues are difficult to
Euantify, you can consider them Eualitatively in your evaluation by ma9ing a note
in the last column of *or9sheet .1Fd$ In general, a reduction in materials needed
3ould sho3 up on *or9sheet .1Fa: %nnual "perating ,osts$ In this e!ample, the
reduction in press cleaning solvent needed due to s3itching to a less volatile blend
+much less lost through evaporation during use0 does sho3 up in the first column
of *or9sheet F1a$ he revenue effects sho3n in *or9sheet .1Fb are caused by
reusing the solvent recaptured by the centrifuge for other cleaning operations +not
press cleaning0$ In other 3ords, the centrifuge saves on the purchase of other
9inds of cleaning solvents than the ones being considered for press cleaning$
2.
'orks9eet 1:4;! +otential Annual &evenue E88ects
.aseline! Manual cleaning o8 press using a c9emical press cleaner Ba ;lend o8 acetone?
toluene? met9yl et9yl ketone? and isopropyl alco9olC and clot9 wipers to wipe down t9e
press? wit9 no restrictions on t9e amount o8 cleaner or num;er o8 wipers usedG C9emicals
and soiled wipers are kept in uncovered containers during t9e work day and closed
containers during a8ter 9oursG 'aste ink<solvent miJture is collected in drums and
disposed o8 as 9a@ardous wasteG 'ipers are collected and sent to laundryG
Alternative
+roduct
$9roug9put
+roduct
Auality
&euse o8 or
Sales o8
&ecovered
Materials
$otal &evenue
E88ects
Products"
$lend A or $ none none none -
Technologies
Aor: Practices
*ecycleC*euse
Treatment"
'entrifuge - - Q9,,--- Q9,,---
Disposal

I nitial I nvestment Costs
,ollect initial investment costs for each alternative$ If any of your alternatives 3ill
reEuire an investment in ne3 eEuipment, you 3ill need to consider these costs$
hese not only include capital costs, but also other one1time costs accompanying
your investment, such as installation costs or ne3 eEuipment training$ #se
*or9sheet .1Fc to help you collect these costs$
2L
'orks9eet 1:4c! Initial Investment CostsH
.aseline! Manual cleaning o8 press using a c9emical press cleaner Ba ;lend o8 acetone? toluene? met9yl et9yl ketone? and isopropyl
alco9olC and clot9 wipers to wipe down t9e press? wit9 no restrictions on t9e amount o8 cleaner or num;er o8 wipers usedG C9emicals and
soiled wipers are kept in uncovered containers during t9e work day and closed containers during a8ter 9oursG 'aste ink<solvent miJture is
collected in drums and disposed o8 as 9a@ardous wasteG 'ipers are collected and sent to laundryG
Alternative
+urc9ased
EIuipment
Utility Systems<
Connection
+lanning<
Engineering
Site
+reparation
Construction<
Installation
Start:up<
$raining +ermitting Ot9erHH
$otal InvG
Costs
Products
$lend A or $
none none none none none none none none none
Technologies
Aor: Practices
*ecycleC*euse
Treatment"
'entrifuge
Q+4,--- - Q/,--- Q4-- - Q/-- Depends on
local
regulations
- Q+1,1--
Disposal
KTypically there are no investment costs for your H#usiness as usualI #aseline.
KKROtherR costs potentially include land or #uilding purchases, contingency to cover unforeseen expenses, and investment in initial inventory Falso
:no!n as !or:ing capitalG. or further description of these costs, see Appendix
2/
Tip
.e#e#ber that your accountant can assist you in #a&in% these calculations.
If a change in your processes or activities 3ill affect your costs and savings over
many years, the analysis should loo9 at long term costs and savings$ % critical
component of assessing a pro<ect 3here costs and savings may occur over several
years is incorporating the notion that the value of money changes over time R
commonly called the Htime value of money$I Most businesses prefer to have
money sooner rather than later$ If you have money today, you have the opportunity
to use it no3 to gro3 your business$ See %ppendi! F for more information on
ho3 to obtain the net present value of your initial investments, if you 3ish to ma9e
that calculation$
Cost Comparison
#se *or9sheet .1Fd to list and ran9 the results of each cost table$
'orks9eet 1:4d! Cost Comparison o8 Alternatives
$aseline" )anual cleaning of press using a chemical press cleaner Fa #lend of
acetone, toluene, methyl ethyl :etone, and isopropyl alcoholG and cloth !ipers to
!ipe do!n the press, !ith no restrictions on the amount of cleaner or num#er of
!ipers used. 'hemicals and soiled !ipers are :ept in uncovered containers during
the !or: day and closed containers during after hours. Aaste in:Csolvent mixture
is collected in drums and disposed of as haBardous !aste. Aipers are collected
Alternative
$otal
Operating
Costs
$otal
Investment
Costs
Annual
&evenue
E88ects &ank
Products
$lend A
$lend $
Q94,,;4
Q8,8/-

Q- Q- %
<
Technologies
Aor: Practices
*ecycleC*euse
Treatment"
'entrifuge
Q;,+/- Q+1,1-- Q9,,--- <
Disposal
Document results in Section AE of the Company &anual Template.
2-
Step 4! Eval uate &esul ts
#se *or9sheet .1&( to compare performance, regulatory considerations, cost, and
environmental effects for alternatives$
'orks9eet 1:6!H Evaluation o8 Alternatives
$aseline" )anual cleaning of press using a chemical press cleaner Fa #lend of acetone, toluene,
methyl ethyl :etone, and isopropyl alcoholG and cloth !ipers to !ipe do!n the press, !ith no
restrictions on the amount of cleaner or num#er of !ipers used. 'hemicals and soiled !ipers are :ept
in uncovered containers during the !or: day and closed containers during after hours. Aaste
in:Csolvent mixture is collected in drums and disposed of as haBardous !aste. Aipers are collected
Alternative
+er8ormance
&ank

&egulatory
Considerations
&ank
)
Cost &ank
,
Environmental
E88ects
1
Overall
Evaluation
0
'hemical
Product A
Fcurrent
#aselineG
- % % % Poor due to
effects
Product $ - < < < &ood due to
effects E
cost
Technologies
Aor: Practices
*ecycleC*euse
Treatment"
'entrifuge
HPI % < ).< &ood due to
effects E
savings
Disposal
+
Ta:e from Aor:sheet ,.1 Performance 'omparison of Alternatives.
/
Ta:e from Aor:sheet ,.8 *egulatory 'omparison of Alternatives.
9
Ta:e from Aor:sheet ,.;d 'ost 'omparison of Alternatives.
,
Ta:e from Aor:sheet ,.," 'riteria to Determine Environmental (mpact.
4
*an: the desira#ility of each alternative. This is a 6udgment call.
=ote" or more information on the methodology for comparing alternatives, refer to #oth the DfE
Ae#site and the Cleaner Technologies /ubstitutes *ssessment! * &ethodology 2esource Guide,
DfE, U.S. EPA 1,,.* ;4.--/, Dec. +;;5.
Interpretation o8 &esults
+er8ormance
he ran9 of H(N for product % reflects that it is the baseline$ he ran9 of H(N for
product > indicates that its performance is very similar to the baseline$ he Q
sho3n for the centrifuge sho3s that it performs 3ell, but is not directly
comparable to the products above$
22
&egulatory Consi derations
@an9s sho3 that product % has many regulations associated 3ith the chemicals it
contains, but product > chemicals have little or not regulations$ he centrifuge is
rated high because some states have regulations that may prohibit the use of
centrifuges for recovering solvent from 3ipers$ %lso, the e!plosive nature of
Product % ingredients 3ould affect the type of centrifuge used$ If product > 3ere
used 3ith the centrifuge, the regulatory concern might not apply$
Cost
he ran9ings sho3 the high cost associated 3ith using product % compared to the
lo3 cost of using product >$ In addition, the lo3 cost ran9 for the centrifuge
reflects the cost savings affected by re1using reclaimed solvent$
Envi ronmental E88ects
he high ran9 for product % reflects the serious impact of the chemicals contained
in it, 3hile the lo3 score for product > reflects the lo3 impact of that products
chemicals$ he M1; ran9 for the centrifuge reflects the reduction in use of solvent
3ith some continuing e!posure to the solvent for 3or9ers 3ho transfer the 3ipers
from bins to the centrifuge$ here 3ould also be some community e!posure from
venting the centrifuge out doors$ In addition, it reflects the concern 3ith the
possibility of e!plosion of the centrifuge 3hile e!tracting these solvents$
Conclusion
From both a cost and environmental perspective, s3itching to product > and using
the centrifuge 3ould ma9e sense$
@emember, li9e all other aspects of your IEMS, evaluating SE%s and alternatives
is an ongoing process$ *hat you cannot accomplish this year, you can plan on
doing ne!t year$ a9e it step by step to avoid being over3helmed$
2F
Module 0! Setting $argets And Measuring Success
Tip
State your tar%et in ter#s of the eniron#ental i#proe#ent to be achieed" rather than
the #eans of achiein% it. )or exa#ple" 6reduce air releases of B7 rather than 6substitute
B.7 The desired i#proe#ent #ay continue for a lon% ti#e" but the #eans #ay chan%e with
circu#stances.
For each ob<ective you set for your significant environmental aspects in Module 6,
you 3ill set a corresponding target$ % target is a detailed performance
reEuirement$ #sing the Module . press cleaning e!ample, assume that the
alternatives evaluation sho3ed that the ,ompany could reduce air and 3ater
releases both in the plant and at the laundry by substituting Product >, and that this
sho3s an acceptable level of performance and cost$ he environmental target then
could be stated as follo3s:
Reduce air releases of regulated chemicals in press cleaner
by 80 in the plant! and reduce the volume of regulated
chemicals on used wipers by "0 by the end of a #$%month
period through product & substitution and improvements in
wor' practices.
Tip
=e sure to consider what operational controls #ay be needed for any new processes. .efer
to Module C for help.
he evaluation sho3ed you 3hat is possible in terms of reducing air and 3ater
releases, and also sho3ed you the best means to accomplish that ob<ective$ *hen
you frame your target consider ho3 you 3ill measure the results$ 8ou 3ill need to
establish 3ays of measuring your progress in meeting the targets, in order to both
evaluate your process and document success$ ime frame is also important$ ?o3
long 3ill it ta9e you to implement the program, 3hich includes training people,
acEuiring ne3 product, phasing out old product, acEuiring eEuipment, defining
ne3 3or9 procedures for several steps of the production process, and establishing
operational controls for changed processesK
Measuri ng &esul ts
Some say that Han EMS 3ithout an effective monitoring and measurement
program is li9e driving at night 3ithout the headlights on R you 9no3 that you are
moving but you cant tell 3here you are goingMI
L

L
Environmental Management System: An Implementation Guide #or Small and Medium)Si*ed
Organi*ations, )SF International, %nn %rbor, Michigan, )ovember &FF/, p$.F$
F(
For each target, identify a measurement for success, e$g$ volume of 3aste or
energy used or percent of cartridges recycled +see *or9sheet L1&0$ hese
measurements, also called performance indicators, should be:
simple and understandable,
ob<ective,
verifiable,
lin9ed to production, and
relevant to your ob<ectives$
Tip
Measurin% and ealuatin% eniron#ental perfor#ance is an on%oin% process.
>elo3 are some sample performance indicators:
tons of S"
'
released per unit of electricity produced,
pounds of haDardous substance HSI emitted per unit of product, or per
dollars of sales, and
percentage reduction in the discharge of a material in a given year versus
that in a base year$
Measure changes in the aspect +e$g$, reduced 3aste0 3ith respect to production or
sales rather than by itself in order to evaluate environmental improvement$
,hanges in the aspect can be caused by changes in the sales volume 3ith no real
environmental improvement$ Each measure should be an indicator of 3here
problems may be occurring in the process$ *or9sheet L1& is designed to assist you
in trac9ing your measurement indicators$
'orks9eet 0:! Environmental +er8ormance Measurement Indicators
Aspect O;>ective Indicator
Date
C9ecked '9o C9ecked &esult
Corrective
Action
Aaste
Toner
'artridge
*ecycle
cartridges
=um#er #ought
C num#er
recycled
monthly Office
manager
+ missing Discuss
pro#lem !ith
copier
maintenance
person
F&
In the toner cartridge e!ample, the performance indicators might be the number of
toner cartridges used and the number sent for recycling$ In the case of the air
emissions from the press cleaning, measurements could include:
amount of press cleaner used per &,((( images printed,
amount of press cleaner saved over a selected time period,
amount of press cleaner used at each press per &,((( images printed,
amount of fluid collected from 3ipes before sending them to the laundry,
and
levels of solvent in 3ater reported by P"* associated 3ith laundering
this companys press 3ipes$
8ou may be able to thin9 of more$ It is important to recogniDe that each
HindicatorI measures something different$ he first one measures HinputI 3ith
respect to Houtput$I his ratio is important because changes in use of press cleaner
can be caused by fe3er print runs, as 3ell as more efficient use of the cleaner
during the production process$
#(perience has shown the importance of setting up measurement criteria to assess how things
are going.
o be sure that you are measuring success rather than simply reduced production,
be sure to include output in your measurement criteria$ 8ou may also need to
include more than one 9ind of measurement to understand the results and be able
to evaluate the process$
he second measurement allo3s you to compare a current time period 3ith
previous time periods 3ith respect to press cleaner use, 3hich could help to
indicate efficiencies in use, such as better 3or9 practices$ %gain, this comparison
should not be made 3ithout reference to output over the same time period$
)umber three also provides a comparison among different 3or9 practice methods$
)umber four sho3s ho3 much press cleaner is being reused and the reduction in
burden on the laundry, and number five sho3s the success in reducing 3ater
releases at the laundry$ In a sense, number five is the Hacid testI of 3hether your
goal is being met$ *ithout success here, the achievement of the targets 3ithin
your plant 3ould be meaningless because the original problem 3as the 3ater
releases from the laundry caused by the 3ipes$ Each of the other measurements
sho3s success in the achievement of targets that are steps to3ard your final goal$
%lso, some of these measures can be used to determine cost savings related to
particular steps and to the overall goal$ Most important, each measure is an
important indicator of 3here problems may be occurring in the process$
F'
If you use special eEuipment to measure environmental performance, it is
important that you maintain and calibrate the eEuipment on a regular schedule$
%gain, designate a person to be responsible for this tas9, provide appropriate
training on maintaining the eEuipment, and document the calibrations schedule$
*or9sheet L1' provides a sample log for calibration$
'orks9eet 0:)! Cali;ration Log
Indicator
Measurement
Met9od
EIuipment
Used
EIuipment
cali;rated!
date<met9od
Determining Causes o8 +ro;lems
8ou 3ill need to establish a method to determine the causes of failing to meet a
target$ In some cases, the cause might not be difficult to understand$ "ther times,
ho3ever, the cause might not be obvious$
"ne method is called Hroot cause analysis$I his method can be applied here to
identify causes for not meeting targets$ 8ou can also use it to determine the
possible causes of a potential impact$ 8ou should determine the root cause of each
of your significant aspects$
Tip
)or #ore infor#ation on constructin% a 6-ause and Effect /ia%ra#"7 %o to www.syts#a.co#0
tDmtools.cause.html
he root cause diagram, sho3n in Figure L1a, 3ill help you organiDe your thin9ing
3hen you analyDe your companys potential for environmental impact$ his
analysis can be done by one person or by a group, 3ith one person 3riting do3n
the ideas produced$ Each diagonal line represents a main component of the
production process$ 8our company may have different or additional components
+for e!ample, HdisposalI0 beyond those represented here$ Each horiDontal line
stemming from the diagonal represents an important element contributing to each
of the main components$ For e!ample, elements of 3or9 practices might
contribute to the labor component$ his diagram is simply a device to help
organiDe the analysis of the cause of potential environmental impacts$ #se it if it
helps, but dont get hung up on trying to ma9e it 3or9$
F6
Figure :)a* "oot Cause Diagra

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he follo3ing are typical, but not necessarily obvious, causes of problems:
poor communication,
faulty or missing procedures,
eEuipment malfunction +or lac9 of maintenance0,
lac9 of training,
lac9 of understanding +of reEuirements0, or
failure to enforce rules$
>e sure that you have considered these possibilities in your environmental impact
analysis$
F.
$aking corrective action
"nce you document a problem 3ith respect to meeting targets, the company must
be committed to resolving it$ a9e action as Euic9ly as possible$ First, ma9e sure
assigned responsibilities for actions and schedules are clear$
Employees in the shop may recogniDe the need for corrective action and provide
good ideas for solving problems$ Find 3ays to get them involved in the
improvement process$ Its important to determine 3hether a lapse is temporary or
due to some fla3 in the procedures or controls$ For this reason, communicate any
findings to employees, and provide any follo31up training for changes in the
procedures that may result$ he follo3ing is a chec9list to help complete
corrective action$ ?ave you:
Identified the problem+s0K
Identified the cause+s0K
,ome up 3ith a solution for eachK
Implemented the solution+s0K
Documented the solution+s0K
,ommunicated the solution+s0K
Documented the action+s0K
*or9sheet L16 is a sample ,orrective %ction )otice that 3ill assist in
documenting the resolution process$
'orks9eet 0:,!H Corrective Action #otice
Issue Date!
Solution Due
Date!
*eDuested #y"
(ssued to"
Pro#lem Statement"
)ost <i:ely 'auses"
Suggested Solutions"
Action Ta:en"
)easured *esults"
'orrective Action 'losed #y" Date"
'ontact for =otice" Date completed"
K*eport results on T'A.-+ in the Company &anual Template.
FL
Module 2! Developing Operational Controls
%s mentioned at the end of Module 6, for every environmental aspect your
company determines to be significant +SE%0, it is desirable that one of t3o actions
be ta9en$ %ction may include either:
Evaluating alternatives to ma9e changes in processes in order to reduce the
potential for impact, or
*riting operational control procedures for activities or steps in a production
process 3here the potential impact may be 3ell controlled$
Tip
IS$ 12333 re'uires action to be ta&en on each SEA. If you are not pursuin% IS$
certification at this ti#e" you could focus on selected SEAs.
In 3riting operational controls for an SE%, determine the environmental
ob<ectives desired, set targets for performance and 3rite operational controls
+procedures0 to ensure that the ob<ective 3ill be met$ 8our company may already
have procedures in place$ hese should be revie3ed to be sure they are consistent
3ith EMS ob<ectives$ his module describes the process for setting ob<ectives,
developing operational controls, and creating the organiDational support for
ensuring that those ob<ectives are met$
Tip
&b'ective* $erall eniron#ental %oal" based on the eniron#ental policy" which is
'uantified where practicable.
Taret* /etailed perfor#ance re'uire#ent based on an eniron#ental ob>ectie.
If you determine that process changes should ta9e place in order to address an
SE%, the IEMS emphasiDes the need to evaluate alternatives before setting targets$
Module . describes the process for evaluating alternatives$
he follo3ing are some e!amples of the 9ind of activities that might be improved
3ith operational controls:
management4disposal of 3astes,
approvals for using ne3 chemicals,
storage C handling of ra3 materials and chemicals,
3aste3ater treatment,
building and vehicle maintenance,
transport,
F/
operation and maintenance of eEuipment,
management of contractors,
mar9eting and advertising, and
acEuisition or construction of property and facilities$
#(perience has demonstrated the importance of written procedures and thorough employee
preparation and involvement.
he process of setting targets and ensuring their success has several steps 3hich
are discussed in more detail belo3$ hese include:
determining the possible causes of potential impact,
setting measurements for the desired environmental performance,
drafting operational controls,
designating persons responsible for maintaining operational controls and
for revie3ing the success of the controls,
developing training for persons assigned responsibility,
ta9ing corrective action 3hen ob<ectives are not met, and
establishing a DfE environmental revie3 for ne3 processes and products$
G Determine t9e possi;le causes o8 potential impact
For all of your significant environmental aspects, you should determine the cause
of the impact$ In some cases, the cause might seem obvious$ ?o3ever, sometimes
the root cause of the problem is not the most obvious cause$ #se the Hroot causeI
analysis described in Module L to help your EMS team get to the cause of the
impact prior to developing your operational controls$
)G Set targets and measurements 8or environmental per8ormance
%s discussed in Module L, you need to set a target for each ob<ective and establish
measurements for environmental performance indicators$ he targets should
reflect correction of the root cause identified above$ Measurement indicators
should document changes in the causes identified above$ #sing the indicators, you
can determine if your operational controls are helping you meet your ob<ectives$
,G Dra8t operational controls
)e!t, for each significant aspect 3hich you have decided to address 3ith
procedures, draft operational controls$ +For some aspects, you may choose to
ma9e process changes instead, as e!plained in Module .$0 @evie3 each of the
F-
causes identified in your root cause analysis that 3ould contribute to the
environmental impact of a significant aspect$ %ddress the causes by drafting
operational controls$
Tip
/fE 8artner Deff Adrian of the Dohn .oberts -o#pany has proided operational control
exa#ples. See the -ase Study at the end of this #odule.
"perational controls may already e!ist for some of the activities associated 3ith a
significant aspect$ Identify 3hich aspects have 3ritten procedures that describe
operational controls, and 3hich aspects 3ill need to have procedures developed$
In some cases the procedures that you have in place to comply 3ith environmental
and health and safety regulations may be useful to meet your IEMS ob<ectives$
*or9sheet /1& belo3 3ill help you trac9 3hich aspects 3ill reEuire procedures to
be developed$
F2
'orks9eet 2:!H Operational Control +rocedures
Signi8icant
Environ:
mental
Aspect IndicatorBsC
Associated
/o;
-unctions
EJisting Operational
Control +rocedures
Operational Control
+rocedure
Development<
Modi8ication #eeded
&esponsi;le
8or
Developing
&esponsi;le
8or C9ecking
Location
+osted
Aaste Toner
'artridges
=um#er of
Toner
'artridges
recycled
compared to
num#er
purchased
'opy machine
maintenance
none yes C ne! Office manager Office manager Over copy
machine
K'orresponds to O'.-+ in the Company &anual Template.
FF
It is important to involve the people 3ho 3ill implement the procedures in drafting
them$ 8ou can accomplish this in several 3ays:
Meet 3ith 3or9ers and have them describe current procedures$ Discuss the
environmental ob<ective desired, and ho3 to 3rite operational controls
+procedures0 to ensure that the ob<ectives 3ill be met$
"r, have someone +possibly an intern0 intervie3 the 3or9ers to establish
current +undocumented0 proceduresG then draft +or revise0 operational
controls$ ?ave the 3or9ers and a manager revie3 the draft$
=eep the 3ritten operational controls simple and concise$ hey should
include the appropriate actions, precautions, and notifications reEuired$
Focus on activities that may lead to significant impacts and avoid getting
over3helmed by trying to control every activity and process$
1G Designate responsi;ility 8or maintaining and reviewing controls
Designate those people responsible both for maintaining the controls and for
revie3ing them to ensure that procedures are follo3ed and deviations corrected$
5enerally, the 3or9ers responsible for the significant aspect under consideration
3ill be responsible for implementing the operational controls$ he immediate line
manager 3ould most li9ely be responsible for regular revie3 of the controls$ It is
helpful to list those people responsible for each set of procedures$ *or9sheet /1'
3ill help 3ith documenting responsibilities$
'orks9eet 2:)! Operational Control &esponsi;ilities
Signi8icant Aspect +rocedures BlistC
&esponsi;le 8or
maintaining controls
Aaste toner cartridges .save pac:age from
ne! toner cartridge
.place !aste cartridge
in pac:age
.follo! supplier
instructions for return
of used toner
cartridges
'opier maintenance
person
&((
0G Develop training
Tip
The trainin% described here relates to operational controls. More infor#ation on trainin%
for eniron#ental awareness and re%ulatory trainin% can be found in Module A.
%chieving success in meeting environmental ob<ectives for each significant aspect
depends upon ma9ing sure that each person responsible for maintaining or
revie3ing controls has received adeEuate training$ %fter operational controls are
drafted, develop a training program that ensures everyone understands both the
controls and their o3n role in ensuring that they are follo3ed$ raining can
include on1the1<ob training$ *or9sheet /16 identifies some of the decisions to be
made 3hen setting up a training plan$ his 3or9sheet helps you identify, plan for,
and trac9 the training needs of your employees$ Include this training 3ith any
general environmental training to create an integrated training plan for your IEMS$
See the :ohn @oberts case study at the end of this module for an e!ample of
training materials one printing facility prepared to support an operational control$
&(&
'orks9eet 2:,! $raining +lan 8or Operational Controls
Aspect +rocedures
+erson
&esponsi;le
8or Carrying
Out
$raining
#eeds
%ow to
$rain '9en< Lengt9 .udget
Completion
Date
+erson
&esponsi;le
8or training
Aaste Toner
'artridges
or *ecycling 'opier
)aintenance
Person
*ecycle
Procedure
Office
)anager
Explain
Ahen assigned
copier
maintenance
dutiesC /- min
=CA Aithin one
!ee: of ta:ing
6o#
responsi#ility
Office
)anager
&('
2G $ake corrective action w9en o;>ectives are not met
Tip
If the proble# cannot be resoled" reiew Module 2 to deter#ine a need for ealuatin%
alternaties.
a9e action to correct failures in operational controls as Euic9ly as possible to
meet environmental ob<ectives$ #se the process in Module L, to ta9e appropriate
corrective action 3hen your operational controls are not helping you meet your
ob<ectives$
&(6
CASE S!UDY #ROM !HE +OHN ROBER!S COMPANY
E,ample o- an Ope&at'onal Cont&ol #o& Clean'n* P&ess
Blan.ets
Steps
D. 2n the first turn of the cylinder, use a sol#ent saturated
shop to!el pad *as is the current practice+ to loosen and
remo#e most of the in% from the lan%etEs surface.
2. 0ith a second shop to!el pad that has een first dipped into
!ater and then !rung out, remo#e the alance of the in% from
the lan%etEs surface on the second turn of the cylinder.
J. Start the press as efore.
C&'t')al po'nts
&y not using !ater on the first turn of the cylinder, the full
strength of the 3ress 0ash is a#ailale to mo#e the in%. So, do
not lend do!n 3ress 0ash !ith !ater.
/t is not necessary that the lan%et e absolutely dry after the
second turn of the cylinder. 6ather, a slight film of !ater
*thin% of ho! the side!all of your carEs tires loo% after Aust
!ashing the car+ !ill not e prolem on startup of the press.
The first fe! sheets !ill #ery easily carry this moisture off.
&y using a second pass !ith a !ater !ipe, clays, starch and paper
dust are etter remo#ed. A !ater !ipe should e easier to slide
across the lan%et than a dry!ipe.
Care does need to e ta%en in Aust one respect, and that is in
the area of the lan%et cylinderEs grippers. E=cess 3ress 0ash
or moisture there has the potential of eing spun off the
cylinder onto the stoc% if not remo#ed.
!o/el usa*e
0hen the sol#ent shop to!el pad is dirty, discard it in the
safety cans as efore.
The !ater !ipe shop to!el pad no! ecomes the sol#ent shop to!el
pad and a ne! pad *from clean shop to!els+ is made up for the
!ater !ipe step.
&(.
E,ample o- !&a'n'n* -o& Ope&at'onal Cont&ols
As part of training, the 8irector of En#ironment and Safety
distriuted additional materials to all employees in#ol#ed !ith
press lan%et cleaning. &ecause this operational procedure
documents a ne! and standardi)ed method, there !ere many
questions from employees. The director prepared additional
!ritten information, including1 D+ a ac%ground sheet telling
employees !hy this procedure !as important, and 2+ a K.A list
addressing issues that had come up in training.
These materials and the associated training !ere done to ensure
that employees %ne! !hy the procedure !as needed and !hat part
they !ere to play in consistently implementing it.
!&a'n'n* -o& P&ess0Blan.et 1as2'n*
5e! 3rocedures &ac%ground
Ba).*&ound
As some of you may already %no!, the elimination of &lan%et 0ash
22D' is necessitated y the tightening of en#ironmental
regulation.
&lan%et 0ash 22D' is a lend of sol#ents that includes the
chemical D,D,D Trichlorethane *TCA+, a chemical that has een
anned internationally y the Montreal 3rotocol..
The reason for this is that TCA is an upper le#el o)one depleter,
destroying the o)one layer that shields us from the harmful
effects of the sunEs ultra#iolet radiation.
0hile still eing manufactured today, TCA is eing ta=ed at e#er
higher rates until it !ill no longer e manufactured in DFF'.
Additionally, ecause &lan%et 0ash 22D' e#aporates readily to the
atmosphere, the other chemicals in the lend contriute #olatile
organic compounds *:2CEs+, !hich !hen comined !ith nitrogen
o=ides *from the urning of fossil fuels+ and sunlight, leads to
the formation of smog in the lo!er le#els of our atmosphere.
&(L
The replacement for &lan%et 0ash 22D' !ill e the use of the much
less #olatile, and thus less harmful, 3ress 0ash.
&ecause 3ress 0ash sol#ent !or%s at a different rate that the
discontinued &lan%et 0ash 22D', a ne! cleaning procedure !ill
ha#e to e follo!ed.
This ne! procedure, though some!hat different than todayEs
method, !ill !or% nicely to clean press lan%ets.
!&a'n'n* -o& P&ess0Blan.et 1as2'n* 3uest'ons
You May Have
%- /e )an st'll 4uy solvent 4lends t2at )onta'n some 5"5"5
!&')2lo&et2ane (!CA)" /2y do /e need to ma.e t2e )2an*e no/6
0ell, there are se#eral reasons. $irst, there are some health
concerns !ith TCA, so !e !ant to eliminate any e=posure as much
as !e possily can. Second, in an effort to discourage the use
of TCA no!, the go#ernment is increasing ta=es on this chemical
*and other targeted chemicals+, ma%ing the product unduly costly.
Third, this is a reportale usage chemical, !hich requires that
!e complete $orm 6 *a complicated procedure+ that is also pulic
information. /t is etter that !e ha#e no reportale chemical
usage ecause if !e do, then !e are also rought into the
regulatory loop on many other time consuming and costly programs.
$ourth, Lohn 6oerts has made a commitment to reduce its total
emissions as part of the Minnesota To=ic 3ollution 3re#ention
3lan and !e !ill e accountale for reaching these goals. $ifth,
as a responsile memer of the community *in !hich many of us
li#e as !ell as !or%+, it is the right thing to do for the
etterment of our en#ironment.
1'll t2's ne/ p&o)edu&e slo/ do/n my /o&. and &edu)e my
p&odu)t'v'ty6 1'll % 4e penal'7ed 4e)ause o- t2's6
&(/
9nquestionaly, this ne! procedure !ill slo! things do!n
slightly, ut not y much. E#en !ith the older &lan%et 0ash,
pressmen !ould often use t!o turns of the cylinder to complete
the cleanup of the lan%et. 9nderstanding that the lan%et does
not need to e completely dry !ill sa#e other!ise !asted time.
So the only remaining time element is the need to s!itch to a
!ater !ipe shop to!el pad and the time to ta%e care to !ipe the
lan%et ends, especially the cylinder gap. ManagementEs
commitment to en#ironmental responsiility supports your efforts.
12at '- % -'nd % need mo&e s2op to/els6 1on8t t2's ne/ p&o)edu&e
use a lot mo&e s2op to/els6
/f it turns out that you need more shop to!els, they are
a#ailale *!e ordered e=tra last !ee% and ha#e them in stoc%+.
Testing that !e ha#e already done has sho!n that to!el rotation
*!here the !ater !ipe pad ecomes the ne! sol#ent !ipe pad and
clean to!els are then used for the ne! !ater !ipe pad+ !or%s #ery
!ell.
&(-
Can % use a spon*e 'nstead o- a s2op to/el pad -o& t2e se)ond
(/ate&) /'pe6
Mes, it"s possile to use a sponge instead of a padded shop to!el
for the !ater !ipe. &ut if you do choose to use a sponge, you
!ill ha#e to use less !iping pressure or you !ill squee)e the
!ater out of the sponge onto the lan%et lea#ing the lan%et too
!et. Try it and see if you li%e it. Mou may find a shop to!el
!ater !ipe easier to control.
Can % m', /ate& /'t2 t2e P&ess 1as2 and do 't all at one t'me6
12y m'*2t t2's not 4e a *ood p&o)edu&e6
Mes, again itEs possile to do this, ut it"s not recommended.
-ereEs !hy. 0hen you add !ater to 3ress 0ash, you dilute the
3ress !ashEs aility to cut the in% in the first place. This may
mean more !or% and slo!er cleaning. Also, 3ress 0ash contains
surfactants that ma%e it ale to mi= !ith !ater, and it is these
surfactants that tend to remain on the NcleanO lan%et that cause
prolems !ith oth the in% roller train and the !ater fountain
systems. /t"s good to remo#e surfactants as completely as
possile, and this is est done !ith a separate !ater !ipe.
Can % 9ust use a d&y s2op to/el pad to /'pe t2e 4lan.et
)ompletely d&y 'nstead o- a se)ond /ate& /'pe6 1ould % 4e 4ette&
o--6
0ell, for the reasons listed ao#e, itEs not recommended to use a
dry shop to!el second !ipe. Aside from the fact that some feel a
dry shop to!el is harder to mo#e across the lan%et *it tends to
drag+, ho! !ould you clean the lan%et of !ater solules such as
starches, clays and paper dustP The only reason / can thin% of
to completely dry the lan%et !ould e to ease your fear of
Nthro!ingOsol#ent drops on the !or% after startup. This is
addressed y ta%ing a little care on the second *!ater+ !ipe,
especially at the ends of the lan%et in the cylinder gap.
&(2
Module 5! Implementing "our IEMS
8ou 3ill ensure the success of your IEMS by developing the capabilities and
support mechanisms to achieve your environmental policy, ob<ectives, and targets$
his module 3ill cover planning for and setting up environmental management
pro<ects for each ob<ective$ In addition, this module covers tools that 3ill help you
9eep your IEMS on trac9: a ne3 product revie3 process, a regulatory compliance
trac9ing system, a pollution prevention trac9ing log, and an Emergency
Preparedness and response plan development process$
Setting Up Environmental Management +ro>ects
his section 3ill help you set up environmental management pro<ects developed to
achieve each ob<ective and target selected in previous modules$
he three main elements in developing an environmental management pro<ect are:
identifying the person responsible for achieving the environmental
ob<ectives and targets in each relevant function and levelG
establishing the means or action plan for achieving targets and ob<ectivesG
and
implementing timetables$
%n outline for such a program might include:
ob<ective,
target,
person+s0 responsible,
budget,
date of e!pected completion,
date of actual completion, and
performance indicators for measurement$
;ets continue 3or9ing 3ith the t3o e!amples from Module 6:
@ecycle used toner cartridges$
@educe the environmental impact of chemical 3astes from cleaning a
printing press$ @emember, the environmental aspect is the air releases
during the press cleaning process and the 3ater releases at the commercial
laundry 3here the used press 3ipes 3ere sent$
&(F
Figures -1a and -1b sho3 e!ample pro<ects for the above t3o sample ob<ectives
and targets$
Figure ;)a* Sa!le Environental Manageent Pro-ect Plan
Env'&onmental Mana*ement P&o9e)t Plan
SEA: 1aste -&om Copy !one&s
Date::::::::
En#ironmental 2Aecti#e1 6educe the !aste from used copy toner
cartridges
3erformance /ndicator Measurement1 5umer of cartridges purchased
#s numer mailed and numer remaining in stoc% in one-year
period.
Target1 D00( recycling of used toner cartridges in conformance
!ith manufacturer instructions.
Action 3lan1 Train persons in charge of replacing toner
cartridges. Create a chec% list for dates cartridges mailed for
recycling.
6esponsiility1 2ffice Manager
&udget1 2ne hour training
Schedule1 2ne month
6e#ie!1 Monthly y company manager.
'orresponds to OTP.-/ of the Company &anual Template.
&&(
Figure ;b* Sa!le Environental Manageent Pro-ect Plan
&&&
Env'&onmental Mana*ement P&o9e)t Plan
SEA: C2em')al 1astes -&om P&ess Clean'n*
Date::::::::
En#ironmental 2Aecti#e1 6educe the En#ironmental /mpact of
Chemical 0astes from 3ress Cleaning
3erformance /ndicator Measurement1 Amount of fluid reused,
reduction in #apors measured at laundry pro#ided y laundry.
Target D1 6educe air releases of cleaning fluid y Q0( in plant
y end of D2-month period
Action 3lan D1 Sustitute 3roduct & cleaning fluid, train
printers in ne! product use
6esponsiility1 3rinting 3ress Manager
&udget1 Cost of ne! fluid
Schedule1 Si= months
Action 3lan 21 Sustitute est !or% practice, train printers in
est !or% practice
6esponsiility1 3rinting 3ress Manager
&udget1 Time for training and e#aluation of results
Schedule1 2ne year
3erformance Measurement1 Amount of 3roduct & sustituted for
current product in one-year period and reduction in total product
used o#er one-year period.
Target 21 6educe releases to the !ater at laundry y B0( after
D2-month period.
Action 3lan1 6emo#e e=cess fluid from !ipes prior to sending to
laundry, reuse reco#ered fluid
6esponsiility1 Shop manager
&udget1 Cost of centrifuge, time to process !ipes
Schedule1 D2 months
'orresponds to OTP.-/ of the Company &anual Template.
Resource
The results of your eniron#ental pro>ects plan can be docu#ented on $T8!3E in the
-o#pany Manual Te#plate.
%s you can see from Figure -1b, more than one target can be used to accomplish
an ob<ective, and more than one action plan to accomplish a target$ 8ou need to
outline the steps necessary to achieve each target and ma9e sure that the
responsibility for completion is assigned, the time frame specified, and a budget
given to ensure completion$ %ppendi! ? contains a blan9 3or9sheet to assist you
in planning your environmental pro<ects$
&&'
&eview #ew +roducts? +rocesses? and Activities
Tip
-onduct an Eniron#ental .eiew when buyin% a new product" #a&in% a new product"
chan%in% an existin% process" deelopin% a new process" or underta&in% new or chan%ed
actiities.
,hange is an important part of business survival for most companies$ Products,
technologies, 3ays of doing things are updated regularly$ o avoid creating ne3
Hsignificant environmental aspectsI that must be addressed later, it is helpful to
integrate ne3 processes, products, and activities into the environmental
management program that you are developing for the rest of your company$ 8ou
can do so by setting up a procedure for revie3ing ne3 processes, products, or
activities 3hile they are in the planning stage$ "ne 3ay to accomplish this is to
create a sign1off form to be circulated among the people responsible for or affected
by the ne3 process or product, including those responsible for the area of the
company 3here the ne3 process or activity 3ill be implemented$ *or9sheet -1&
is an e!ample of such a sign1off form$ he 3or9sheet is a model that should be
modified to reflect your companys activities and environmental policy$
'orks9eet 5:! Environmental &eview o8 #ew +rocesses? +roducts and
Activities
Area o8 Company
#ew +rocess?
+roduct? or
Activity
Environmental
&eview ;y
Manager<Date
Environmental
E88ects
+ollution
+revention
Opportunities
'ontact for form" Date 'ompleted"
Compliance $racking
If your company does not already have a method in place for trac9ing regulatory
compliance activities, this IEMS Program provides the opportunity for developing
one$ % trac9ing system 3ill help you integrate this aspect of environmental
control into your IEMS Program, future planning, and your annual management
revie3$ *or9sheet -1' provides an illustration$
&&6
Tip
Inesti%ate the le%al re'uire#ents that #ay be associated with docu#entin% your co#pany4s
co#pliance before you desi%n the wor&sheet that you will use. Wor&sheet F!E is an exa#ple
of co#ponents that are useful" but re%ulations differ by locality. $ne source to reiew
would be E8A4s S#all =usiness -o#pliance 8olicy.
Aor:sheet 1./"K 'ompliance Trac:ing <og
+erson
&esponsi;le &egulation
Compliance
C9eck Date
&esults and
&oot Cause
Corrective
Action<Date
Compliance
*eri8ied< Date
KDocument results on 'A.-+ in the Company &anual Template.
@oot cause analysis and the corrective action notices described above are useful in
e!amining failures in compliance and ensuring that corrective action occurs$
+ollution +revention! Ideas and $racking
Pollution prevention is another environmental management tool that is important
to integrate 3ith your companys business activities$ Pollution prevention means
reducing or eliminating 3aste at the source$ he focus is more on 3aste than on
environmental ris9$ here is a hierarchy of solutions for pollution prevention:
&$ absource reduction,
'$ abreuse4recycle, and
6$ abtreatment$
>efore deciding on ma<or changes, an evaluation of alternatives, as described in
Module ., should be completed$ here are, ho3ever, many different 3ays in
3hich your company could successfully implement pollution prevention activities,
especially if employees are encouraged to thin9 about ho3 to implement pollution
prevention in their 3or9 practices$ Some e!amples 3ould include reuse and
recycle of office paper, turning off lights4eEuipment 3hen not in use, and 9eeping
the lid on solvent containers$
&&.
8ou may develop specific programs that incorporate pollution prevention, such as
the toner cartridges e!ample above, and you may also 3ant to encourage pollution
prevention practices across the company$ Measuring pollution prevention
achievements is different from, and often more difficult than, measuring
environmental achievements in general$ Simply measuring the reduction in a
3aste stream might mean only that the 3aste has been transferred to another
medium, not reduced$ It is therefore important to measure the reduction at the
source of 3aste generation$ It may also be important to measure the activities that
your company directs to3ards pollution prevention$ he follo3ing are e!isting
sources of information that your company may have that 3ould help you trac9
pollution prevention:
Permit applications
@I reports
Purchasing records
#tility bills
?aDardous 3aste manifests
Material Safety Data Sheets
In addition, administrative procedures can be set in place that support pollution
prevention activities$ >elo3 is a chec9list to help you consider opportunities for
your company:
Establish procedures in each company area for identifying pollution
prevention opportunities$
?ave a chemical or ra3 material inventory system in place$
%ssess ho3 many ob<ectives have been met through pollution prevention$
*or9sheet -16 provides a trac9ing log for pollution prevention in your company$
Aor:sheet 1.9" Pollution Prevention Trac:ing <og
Area o8
Company
+ollution
+revention
Activity Date Started &esults
Measurement
Met9od
+erson
&esponsi;le
'ontact" Date 'ompleted"
&&L
Emergency +reparedness and &esponse
It is important to include environmental concerns in your emergency preparedness
and response plans and training$ he follo3ing steps 3ill help you integrate plans
for reducing the potential environmental impact of accidents, spills or other
emergency situations$
%ppoint a person responsible for integrating environmental concerns$ his
can be the person already responsible for Emergency Preparedness and
@esponse or someone from the IEMS team 3ho 3ill 3or9 3ith that person$
Identify the potential environmental impacts of potential emergency
scenarios$
Develop response procedures to minimiDe these impacts and integrate them
into the emergency preparedness and response plans$
,onduct training for employees affected by these ne3 procedures$
*or9sheet -1. 3ill help you identify your needs so that you can develop a plan$
Aor:sheet 1.," Environmental Emergency Preparedness and *esponse
+otential Emergency
Scenario
+otential
Environmental Impact
Action
&eIuired
+rocedures
#eeded $raining #eeded
&&/
Module 3! .uilding Organi@ational Support
Effective organiDational support is important to achieving long term success for
your IEMS$ his module 3ill cover training, documentation, sta9eholders and
communication$
$raining to Get t9e /o; Done
Its very important that people receive the training needed to get 3or9 done in a
3ay that is consistent 3ith your ob<ectives$ raining is needed both in technical
3or9 and for general a3areness on the part of all employees$ he follo3ing are
some e!amples of areas 3here training is needed:
legal reEuirements,
ability to recogniDe ne3 problems,
technical 3or9 needed to solve problems,
procedures to implement operational controls,
any ne3 procedures or needs related to significant environmental aspects,
and
a3areness of the companys environmental policy and the IEMS and its
ob<ectives
Tip
/on4t oerloo& the need for on!%oin% trainin% when experiencin% e#ployee turn!oer. =e
sure that new e#ployees are trained soon after they arrie.
In addition to environmental or 3or9er health and safety training that your
company may currently carry out, you 3ill have specific training reEuirements
associated 3ith significant environmental aspect operational controls, as your
IEMS develops$ Module / addressed the training for that phase of your IEMS$
raining plans developed during completion of that module should be integrated
3ith the training identified in this module$
5o through the %ction Steps listed belo3 and use *or9sheet 21& to help you
identify, plan for and trac9 the training needed to assist in developing and putting
your IEMS in place$ 8ou 3ill probably be able to identify some general training
needs no3, but 3ill need to return to this module to add specific technical training
needs that may be identified as you proceed 3ith the IEMS$
&&-
Acti on Steps
G Identify all <ob functions that affect the environment$ Small companies
may 3ish to identify individuals$ Identify 3ho is responsible for employee
health and safety$
)G Identify the training and type of training these people currently receive that
relates to environmental, including health and safety, concerns$
,G Determine if IEMS education could be included in this training or 3hether
there should be special IEMS training, at least in the beginning$
1G Identify training materials or programs available outside your company$
Some places to chec9 include:
rade %ssociations
Small >usiness %ssociation
EP% materials
State Department of Environmental Protection
Suppliers
,ertified ,ontractors
&&2
Aor:sheet 8.+" Training Plan
/o;s A88ecting
Environment $raining #eeds %ow to $rain '9en< Lengt9 .udget
Completion
Date
'9o is
&esponsi;le
Sample" Staff E%ES Person Environmental Policy Staff Training
Session
OnceC T!o hrs. L L L
Production Employees Emergency Preparedness
E *esponse
'ontact Person"
Date 'ompleted"
&&F
Resource
.eiew the -o#pany Manual Te#plate for sa#ple docu#entation to help you deelop your
own IEMS Manual.
Documenting "our 'ork
*hen underta9ing a ne3 activity li9e IEMS development, documenting
discussions, plans, targets, and programs is crucial$ Documentation ensures that
no information is lost, and lets you trac9 your performance$ Much of this
documentation 3ill become the content for your companys IEMS Manual$ he
companion document to this guide, the Company Manual Template, provides a
template for your o3n documentation development$ Documentation is important
to the success of your IEMS for several reasons:
#(perience has proven the value of documenting meetings! decisions! and study results! and of
maing that documentation accessible to those who need it.
*ord1of1mouth information is rarely communicated consistently, 3hereas
3ritten information is more li9ely to be constant from person to person and
over time$
,reating documentation helps you assess the progress of your IEMS$ Some
inconsistencies sho3 up only as you commit your ideas to paper, and
having a record allo3s you to chec9 on progress and evaluate results$
Documentation is vital to maintaining consistency in an IEMS over time
and from department to department$ In most companies, change is a fact of
life: ne3 products are developed, the company gro3s, employees change
positions or leave the company$ %ccurate documentation 3ill ma9e it much
easier to maintain an effective and fle!ible IEMS during these changes$
'9at is Documentati on=
he term HdocumentationI has many different interpretations$ he term can refer
to any or all of the follo3ing:
instructions for doing somethingG
records of 3hat 3as doneG
policies developedG
printed matter that is given or sent to clients, regulatory agencies,
customers, and the publicG and
any electronic copy of the items above$
&'(
Tip
/ocu#entation is usually the sin%le #ost oerloo&ed ad#inistratie procedure in #ost
co#panies" but it can play a ital role in EMS deelop#ent. /eter#inin% what you need
fro# your docu#ents" both for future reference and to teach procedures to others" will
help you understand the oerall needs that you want your IEMS process to #eet.
?o3 a company interprets HdocumentationI 3ill depend on its particular
e!perience$ For e!ample, documentation could include environmental impact
statements, process manuals, or even the local ne3spaper that reports your
companys activities$ "ther e!amples might include environmental training
records and "S?% manuals$ %ll of the 3or9 completed to develop your IEMS
also provides documentation$
%ow to Devel op "our Documentati on
Tip
.e#e#ber that you will not finish #ost of the #odules in this Guide the first ti#e throu%h.
,ou will probably oerloo& ite#s that will be useful for your IEMS docu#entation durin%
your first search. Si#ply add ite#s as you thin& of the# later in the process. Whoeer is
in char%e of docu#entation will therefore need to plan for later additions.
he basic steps in preparing IEMS documentation include:
Ste! &: Deterine ho$ EMS #ocuentation can be integrate# into e/isting #ocuents*
>efore you dive into your documentation, learn ho3 deep the 3ater is$ Find out
3hat documentation already e!ists, 3hat its purpose is, and 3hether it 3or9s$ he
goal of this search is to locate materials you can use to begin your EMS
implementation and documentation$ Many companies use the same format for all
their documents$ %n e!ample of e!isting documentation might be a Euality plan or
trac9ing reports$
Ste! <: Tailor the #ocuentation to your organi3ation=s in#ivi#ual nee#s*
8ou 3ill probably have to compromise in producing documentation that meets
your needs 3hile also meeting your budget$ ?ere are some Euestions to help you
determine 3hat fits your needs:
?o3 can you e!tend those documents that already e!ist rather than creating
ne3 onesK
Does your business operate in a single location or manyK his 3ill affect
3ho creates some of the documents and 3here they are located$ It may also
affect ho3 many versions of a document might be necessary to cover
different circumstances$
&'&
*hat is your current computer capabilityK Many companies use an
electronic system to maintain documents$
*hat security precautions do you needK %s a computer system becomes
larger and can be accessed by more people, electronic information can more
li9ely be edited and destroyed$ Security, or at least restrictions on 3ho can
change data, can be a critical issue for many companies$
Ste! 7: Deterine a forat for all #ocuents*
>efore developing your IEMS documents, plan the format +document and page
appearance0 for the documents to be created$ If a company standard e!ists, use it$
If not, the need for IEMS documentation provides an opportunity to create a
standard company format$ ,onsider 3hether pages are single1 or double1sided and
3hyG choose margins, header, footer, typefaces, te!t, headings, etc$ Include plans
for bulleted and numbered lists, tables, and even paragraph spacing$ "nce you
have a consistent format for documents, anyone 3ho 3rites one 3ill use the
established electronic format and fill in the necessary te!t$ %ll documents 3ill
loo9 li9e part of an organiDed, integrated system$ Most important, documents 3ill
be it easier to read and understandM
Ste! ': Prototy!e each #ocuent*
Prototyping means visualiDing 3hat you 3ill need in the document and creating an
outline for it before you actually have information to fill in$ his practice is useful
not only for document preparation, but for the IEMS process as a 3hole$ %s you
visualiDe 3hat you 3ill need in the document, you 3ill gain understanding about
3hat you 3ill need from the process of developing your IEMS$ Its a 3ay of
HoutliningI your IEMS process as 3ell as designing documents$
*ho should do the prototypingK he best people to do this are the people 3ho
3ill use the document$ Involving them in the process gives document users the
po3er to develop documents they 3ill actually use R effective documents$
he follo3ing Euestions 3ill help your HprototypersI design documents$ ,onsider
these Euestions for each document you identify as necessary for your company$
*hat is the documents purposeK
*ho 3ill use it, and ho3 3ill they use itK
?o3 long should the document beK
*hat must be included in the documentK *hich information is most
criticalK
Is it process1focusedK Process focus rather than regulation1 or program1
focus helps people 3ho use the documents to better understand ho3 their
<obs fit into the rest of the company functions$
&''
?o3 is the information best arrangedK *ill the user read seEuentially or
randomlyK
Example: ( Tiered )ocumentation System
he tiered documentation system consists of four HlevelsI of documents$ he
system can be sho3n as a pyramid 3ith the environmental management system
manual at the top and records at the bottom +see Figure 21a0$
Figure >)a* Docuentation ?evels
-orms and &ecords
Operating and 'ork Instructions
+rocedures
and &e8erences
IEMS
System
Manual
he pyramid shape illustrates a hierarchy in 3hich the amount of detail, degree of
specificity, and number of pages all increase as you progress from the top to the
bottom of the figure$
Creating an Outline 8or t9e +rocess
It 3ill be helpful at this point to develop some idea of 3hat your IEMS
documentation 3ill loo9 li9e, and thereby determine the 3or9 needed to fill it in$
Doing so 3ill help to plan the development of your IEMS$ ,reate an outline for
the process of developing your IEMS and your ,ompany Manual or other form of
documentation that suits your company$ *hat and ho3 much documentation you
include depends upon your companys needs$ he follo3ing outlines a sample
,ompany Manual:
&$ Environmental Policy
'$ Environmental %ction @esponsibilities %ssignments
6$ Environmental Documents and heir ;ocation
.$ Identification of Environmental %spects
L$ Identification of ;egal @eEuirements
&'6
/$ Identification of Significant Environmental %spects
-$ Development of "b<ectives, argets, and %ction Plans
2$ ,onducting an %lternatives Evaluation
F$ Development of "perational ,ontrols
&($ Environmental raining +%3areness and as91Specific0
&&$ Emergency Preparedness
&'$ @evie3 of )e3 Products and Processes
&6$ Documentation and Document ,ontrol
&.$ ,ommunication 3ith E!ternal Sta9eholders
&L$ ,onducting a ,ompliance %ssessment
&/$ ,onducting an Internal %ssessment
&-$ a9ing ,orrective %ction
&2$ Management @evie3
Resource
Ta&e a loo& at the acco#panyin% -o#pany Manual Te#plate for sa#ple procedures and
for#ats to help you docu#ent i#portant co#ponents of your IEMS.
he actual content of your outline 3ill be filled in as you proceed to develop your
IEMS$
Document Control
Documents must be easy to find and 9ept up to date$ ,onsider the follo3ing
points regarding your document control$ 3o 3or9sheets follo3 this section$
*or9sheet 21' 3ill help you develop documents and *or9sheet 216 3ill help you
manage your documents once they have been created$
Sound document management ensures that:
they can be locatedG
they are periodically revie3ed, revised as necessary, and approved for
adeEuacy by authoriDed personnelG
the current versions of relevant documents are available at all locations
3here operations essential to the effective functioning of the system are
performedG
obsolete documents are promptly removed from all points of issue and
points of use, or are other3ise assured against unintended useG and
any obsolete documents retained for legal and4or 9no3ledge preservation
purposes are suitably identified$
&'.
Aor:sheet 8./" Documentation
List EJisting
Documents
Determine
-ormat! '9o<
Date Completed
Develop +rototype
BContentC! '9o<
Date Completed
Assign
'riting!
'9o< Date
&eview 'riting<
Compare to
+rototype
'9o< Date
Added to
Document
List< Date
'9o %as
Access
'9ere
Located
C C C C C
C C C C C
C C C C C
C C C C C
List Documents
to ;e Created
C C C C C
C C C C C
C C C C C
C C C C C
'ontact Person"
Date 'ompleted"
'orresponds to 'ST/ of the Company &anual Template.
Aor:sheet 8.9" Document 'ontrol
Document '9o 'ill Use It +ermanent Location
+eriodic &eview
Sc9edule< '9o
'9en Can .e
Destroyed
C
C
C
C
C
'ontact Person"
Date 'ompleted"
&'/
'orking wit9 Stake9olders
The "f# $rogram has found that including a variety of staeholders in a pro'ect provides proven
benefits. "f# staeholders include4 industry! government! labor! environmental groups! and
others. Their inclusion ensures both a mi( of viewpoints and a wealth of different e(perience and
training that contribute to a pro'ect. This level and breadth of staeholders may not be available
to a small company! but opening your )#&/ planning process to a variety of staeholders will
improve results.
Sta9eholders are anyone 3ho has a sta9e in your companys environmental
performance$ Sta9eholders can play an important role in helping your company
develop an IEMS$ Employees have strong sta9eholder interest in your company
and can provide strong support for IEMS development$ ,ustomers, suppliers, and
neighbors can provide useful input$ In addition, establishing partnerships 3ith
trade associations, suppliers, professional associations, and community colleges
can be very helpful in developing parts of your IEMS$ his section addresses the
9ind of sta9eholders you may 3ish to include in the process and the potential
benefits of including sta9eholders$ *hile involvement of employees is critical to
the success of your IEMS, ho3 far you proceed 3ith including additional
sta9eholders is your decision$
Stake9ol der &oles
,onsider 3hy you 3ould 3ant to include internal and e!ternal sta9eholders and
3hat roles they can play$ >efore engaging sta9eholders, be clear on 3hat you
e!pect their role to be$ *hat do you 3ant from themK *hat do you intend to tell
themK ,onsider the follo3ing:
Internal sta9eholder +e$g$, employee0 participation can facilitate
implementation of environmental pro<ects as employees Hta9e o3nershipI
of the IEMS process and the process changes it may bringG
Different sta9eholders bring useful perspectives to identifying
environmental issues, often identifying issues that might other3ise have
been overloo9edG
Participation by all types of sta9eholders can add credibility, transparency
and value to your IEMSG
Involving e!ternal sta9eholders can help them understand your business
operating constraintsG
Sometimes being an environmental leader can gain customer recognition
and loyalty, and involving customers in your IEMS helps them recogniDe
your leadership$
Forming partnerships 3ith customers and suppliers can help to identify
shared concerns and 3ays to cooperate to resolve them$ here may be
&'-
3ays that your company can help your customers meet their environmental
management needs$ Forming partnerships 3ith suppliers can help your
company obtain important information and may help you meet your IEMS
goals$
Tip
Wor&in% to%ether with your custo#ers to identify co##on needs in #ana%in% eniron#ental
concerns can help to build lon% ter# relationships.
I denti 8yi ng Stake9ol ders
%lmost every organiDation 3ill have a 3ide array of internal and e!ternal groups
that may be interested in and helpful partners to that organiDation$ hese groups
3ill not be homogenous$ Each 3ill have its o3n priorities and perspectives, and
each 3ill have something different to contribute in support of your IEMS$
he follo3ing list provides types of sta9eholders:
Internal Sta8ehol#ers
Employees
Shareholders
,ustomers
Suppliers
Investors C Insurers
rading Partners
E/ternal Sta8ehol#ers
)eighbors
,ommunity
"rganiDations
Environmental 5roups
;arger ,ompanies
he Media
he Public
;ocal 5overnment
Tip
.e#e#ber" your sta&eholders4 concerns #ay be ery different fro# what you expect" and
een less difficult to resole than you #ay thin&. The only way to find out is to tal& with
the#.
&'2
8ou may 3ant to start 3ith those sta9eholders 3ho have e!pressed interest in your
operations$ If you 3ish additional input, you can contact the follo3ing sources in
your effort to locate suitable sta9eholders:
as9 your organiDations o3n employees, including plant4site managers and
public relations personnelG
contact local officials for suggestionsG
contact a local planning agency for suggestionsG
contact local schools, community colleges, or universitiesG or
contact a national advocacy group to elicit suggestions as to 3hich local or
national groups may be interested4suitable$
%ow to 'ork 'it9 "our Stake9ol ders
he ne!t stage of the process is to establish dialogue 3ith sta9eholders$ 8ou may
vie3 this as an opportunity to further refine your understanding of the various
interests of the groups$
Develop sta9eholder participation in stages and learn as you go$ 8ou might thin9
about the different 9inds of sta9eholders as forming ever broader circles around
your business +see Figure 21b0$ >egin 3ith the innermost circle and 3or9
out3ard$
Figure >)b* ?evels of Sta8ehol#er Interest
#eig9;ors
Customers
Sta88
&'F
Communications
*hen 3or9ing 3ith either internal or e!ternal sta9eholders, including your IEMS
team, effective communication 3ill facilitate a smooth implementation of your
IEMS$ 8ou 3ill 3ant to follo3 these effective rules of communication:
Tip
It4s i#portant to reisit the co##unication plan at arious sta%es of your IEMS
deelop#ent to add any additional co##unication needs for each piece of your IEMS.
Begin early in the !rocess*
;et people 9no3 3hat you are doing$ In most cases, you 3ill need the cooperation
of several people 3ithin your company to gather information and develop an
IEMS that 3ill 3or9$ In small and large organiDations ali9e, early communication
3ill pay off in greater acceptance of the resulting system$
Set your counication ob-ectives*
Decide 3hat you 3ant to achieve in your communication$ Setting this goal 3ill
help you get the right message across 3ithout over3helming people 3ith too much
information, spending too much time, or missing the mar9$ It is helpful to create
an IEMS communication policy for your company$ he policy should outline
3hat 9inds of information 3ill be communicated to e!ternal sta9eholders, and ho3
the company 3ill document and respond to communications from e!ternal
sta9eholders$ In addition, the policy should discuss ho3 the company 3ill report
environmental health and safety +E?CS0 incidents, such as spills, accidents and
Hnear missesI$ he policy should include 3ho reports 3hat, to 3hom, and 3hen$
Tip
-reate and #aintain a list of eeryone you can thin& of who would be interested in your
co#pany4s eniron#ental actiities. Include how you could reach the#. ,ou can then #a&e a
decision about where to be%in. ,ou could start with staff and later add other audiences if
that suits your capabilities and needs. It is helpful to #a&e your co##unication list as
co#plete as possible to start with but pare it down to start out. =e%in s#all" and then you
can use the list to expand when ready.
Counicate regularly an# integrate IEMS counication*
o build support for the IEMS, try to communicate on a regular basis$ Some
simple means of regular communication can usually be accomplished 3ithout
straining resources R for e!ample, a bulletin board posting, email messages, or
articles in the organiDation ne3sletter$ Dont forget to consider direct 3ord1of1
mouth communication, particularly in smaller organiDations$ al9ing directly 3ith
9ey individuals at intervals may be the best mechanism for ensuring good
&6(
communication$ #se e!isting channels of communication to get the message out
on your IEMS activities$
,onsider various methods of communication 3hen informing sta9eholders about
your company and 3hat you are doing, or plan to do, to protect the environment$
Methods may include:
discussion in company meetingsG
company 3ebsiteG
scheduling tours of your facilityG
producing a fact sheet about your companys activities, the EMS program,
and 3hy and ho3 your company 3ould li9e to include sta9eholdersG
establishing a phone line to ans3er Euestions, record concerns, etc$G
going to local schools, community colleges, universities, or civic
organiDations, such as the @otary, that may provide a focal point of interest
about your companyG and
holding public meetings 3hen you feel it is appropriate$
Ensure that sta8ehol#er #ialogue is a t$o)$ay !rocess*
he sta9eholders 3ill 3ant to 9no3 that their comments and concerns are being
listened to and ta9en into account$ 8ou need to convey that your organiDation is
genuinely and actively including them$
*or9sheet 21. 3ill help you develop criteria$
&6&
Aor:sheet 8.,"K Aor:ing !ith Sta:eholders
"our Stake9olders
+otential
Environmental
Interest
'9at you want
to tell t9em!
'9at you want
t9em to tell
you!
%ow to
communicate
wit9<tell t9em! '9en
+erson
&esponsi;le
FExampleG Employees Environmental
policy
%o! to get it
done
)emo, #ulletin
#oard, meetings,
suggestion #ox,
intranet
FExampleG =eigh#ors Environmental
policy and (E)S
plans
Their
environmental
concerns
)eetings, open
house, flyers,
suggestion #ox, !e#
site
'ustomers Environmental
policy and (E)S
plans
Their
environmental
concerns
A#ove, plus inserts
in direct mail
advertising, or
#illing, !e# site
'ontact Person"
Date 'ompleted"
K*eport results on 'S.-+ in Company &anual Template.
&6'
Tip
Ma&e use of current technolo%y. A co#pany website can be used to co##unicate your
co#pany4s eniron#ental policy and other i#portant ele#ents of your IEMS. It can also be
used to solicit co##ents and su%%estions fro# sta&eholders.
o complete this 3or9sheet, thin9 about 3ays to use your current means of
communication to begin your dialogue$ ,onsider 3hich methods 3ill 3or9 to
convey your message to each group, and 3hich 3ill 3or9 to obtain the
information you 3ant to get from each group$ he means that you choose may be
different for each sta9eholder group$
In addition to communicating 3ith your sta9eholders, it is important to trac9 their
communication to your company and the response made to that communication$ %
procedure for documenting and responding to sta9eholder communication should
be established and a person appointed to be responsible for carrying it out$
*or9sheet 21L 3ill assist you in setting up and documenting each communication$
he follo3ing ,ase Study sho3s ho3 H,ompany >I set up a process to train and
then use its internal sta9eholders to identify environmental concerns and some of
the benefits achieved$
&66
Aor:sheet 8.4" Sta:eholder 'ommunication *ecord
Date 'ommunication *eceived"
Type of 'ommunication"
*eceived rom"
AddressCTelephone =um#erCE.)ail"
'ontent of 'ommunication
Fattach copy if possi#leG"
Aill A$' 'ompany *espondL 0 =
Date of *esponse"
Person *esponding"
=ature of *esponse
Are (nternal Actions =ecessaryL 0 =
F(f 0es, fill out a 'orrective Action
orm.G
'orresponds to 'S.-/ of the Company &anual Template.
&6.
Case Study: Company B ; 1o&.'n* 1't2 Sta.e2olde&s
Company & is a J0-person company that manufactures sangria and
chile salsa. 0ith strong senior management ac%ing and support
from a local consultant, Company & focused initially on uilding
en#ironmental consciousness among its employees. To all of its
!or%ers and managers the company offered general en#ironmental
a!areness training as !ell as more specific training on ho! to
identify specific en#ironmental issues. Employees then split
into D0 teams, each charged !ith identifying the en#ironmental
issues associated !ith a specific area of operation, from the
acquisition of ra! materials through to product deli#ery. &ased
on the !or% of these teams, Company & de#eloped a list of its
most important en#ironmental issues and concrete oAecti#es and
plans for impro#ement.
The %ey to Company &"s success lay in using participatory teams
to define ne! en#ironmental prolems and de#elop solutions. $or
e=ample, the company identified !aste of ra! materials as an
en#ironmental issue, and teams from se#eral areas found !ays of
reducing !aste. Company & no! requires its suppliers to use
stronger containers to a#oid materials spoilage. More
significantly, the team from the mi=ing area reali)ed that y
using a spray no))le to clean out left-o#er orange Auice
concentrate *a %ey ingredient in sangria+ from large supply
containers, it can reco#er an additional J,000 pounds of
concentrate *I( of its total consumption, #alued at HB,200+ per
year. Company & gained an e#en greater economic enefit y
re#ising its process for cleaning and saniti)ing its stainless
steel tan%s, reducing use of an iodine-ased cleaning fluid y
DD,000 liters per year, or F0(, at an estimated yearly sa#ings of
HG,000.
2ther enefits the company has reali)ed include impro#ed
compliance, a safer !or% en#ironment, and reduced emissions from
its transport #ehicles than%s to impro#ed maintenance. The
en#ironmental a!areness of all employees has increased
significantly, !ith some !or%ers e=tending their ne!-found
en#ironmental consciousness to their homes. The company has also
pulici)ed its participation in the EMS proAect to the local
community in an effort to impro#e its community relations and to
help impro#e the en#ironmental a!areness of the community.
&6L
Module 4! Esta;lis9ing Continuing Improvement
)o3 its time to step bac9 and loo9 at the total picture$ 8our IEMS constitutes an
overarching HEnvironmental Management ProgramI made up all of the elements
3e have covered above and a fe3 additional elements that 3e 3ill cover in this
module$ he frame3or9 of your IEMS Program at this point includes:
,ompany Environmental Policy
Environmental %spects @evie3 Process
"b<ectives, argets and Environmental Management Programs
Measuring Environment Performance and a9ing ,orrective %ction
"perational ,ontrols
Documentation Plan
Sta9eholder Strategy
,ommunication Plan
Resource
.eiew the -o#pany Manual Te#plate for sa#ple procedures and for#ats to help you
docu#ent i#portant co#ponents of your IEMS.
he final steps in developing your EMS include:
determining program measurement criteria,
setting up an internal assessment process, and
establishing a management revie3 process$
$rinciples emphasi-e the importance of continuing improvement. #nvironmental improvement
re%uires wor in steps. )t will not be achieved overnight! but must be viewed as a long-term!
evolving process.
Step ! Determine program measurement criteria
Determining measurement criteria, also called environmental performance
indicators, 3ill help you evaluate the success of your overall IEMS program$ he
purpose of these indicators is different from the specific measurement criteria you
developed for evaluating progress to3ard individual ob<ectives$ hese
performance indicators focus on ho3 3ell the overall system for improving
environmental management is functioning$ Select performance indicators that 3ill
help you and your employees decide 3hether success has been achieved or
3hether improvement in procedures needs to be made$ It is easier for
&6/
management and staff to understand ho3 things are going if they have benchmar9s
as guidelines$
8ou 3ill need performance indicators that describe ho3 3ell your environmental
policy is being implemented$ In addition, you 3ill need performance indicators
for all of the various components of your IEMS$ he measurement criteria
selected for each component of your IEMS 3ill probably be different$ For
e!ample, ho3 3ill you measure the success of communication, documentation,
sta9eholder outreach, or training programsK
"ne approach is to measure the acti"ities, for e!ample, number of meetings held
3ith sta9eholders, number of documents created, number of employees trained, or
number of hours of training$ %ctivity, ho3ever, does not al3ays mean results$
,onsider the ob<ective of each IEMS component and define a 3ay to measure
results so that you 3ould feel satisfied that the ob<ectives are achieved$ o
measure results effectively, your methods should be:
simple
fle!ible
consistent
ongoing
usable +i$e$, results communicated0
accurate +i$e$, reliable data produced0
*or9sheet F1& 3ill help you organiDe your thoughts$
&6-
Aor:sheet ;.+" (E)S Program )easurement 'riteria
Company #ameLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
Measurement
Elements
IEMS Components
O;>ectives o8
Component
Activity
Measures
&esults
Indicators
&eview
+eriod
Environmental Policy
'ommunication Plan
Sta:eholders (nput
Environmental or (E)S Training
*evie! of Aspects
Operational 'ontrols
Environmental *evie! of =e!
Processes and Activities
Setting O#6ectives E Targets
Environmental )anagement
Pro6ect +
Pro6ect /
Documentation
*egulatory 'ompliance
Pollution Prevention
Other
'ontact person for form" Date 'ompleted"
?ere are some e!amples of IEMS results measurements for various program
components that can be trac9ed over time:
number of significant environmental aspects included in environmental
pro<ects plan
number of environmental ob<ectives and targets met
pounds of haDardous 3aste generated per unit of production
employee sic9 leave absences related to 3or9 environment
percentage of employees completing environmental training
average time for resolving corrective action
energy or 3ater use per unit of production
percentage of solid 3aste recycled4reused
number of complaints from communityG number of responses to complaints
&62
number of pollution prevention ideas generated from employees
resources used per unit of product or service
pollution +by type0 generated per unit of product or service
per cent of products for 3hich life cycle assessment has been conducted
number of products 3hich have a recycling program
number of instances of non1compliance
It is the results sho3n by these environmental performance indicators that 3ill
become the basis for your plans for ne!t year and for establishing continuous
improvement$
Step )! Set up an internal assessment process
o ma9e sure that your IEMS is achieving the general goals outlined in your
Environmental Policy, you 3ill need to establish procedures for an assessment
process and assign people to be responsible for accomplishing the assessments on
a regular basis$ In general, assessments are conducted through intervie3s,
e!amination of documents, observation of activities, and revie3 of results of
measurements$ %ssessments should be conducted regularly, for e!ample, on every
Euarter$ he purpose of the assessment is to develop information for management
revie3 and to ta9e corrective action 3here needed$ he assessment procedures
should describe:
the activities and areas to be considered in assessments,
the freEuency of assessment,
the responsibilities associated 3ith managing and conducting assessments,
the communication of assessment findings,
assessor competence, and
ho3 assessments 3ill be conducted$
%ssessments may be performed by personnel from 3ithin the organiDation or by
e!ternal persons selected by the organiDation$ In either case, the persons
conducting the assessment should be in a position to do so impartially and
ob<ectively$ #se *or9sheet F1& along 3ith *or9sheet F1' and F16 to help you set
up your assessment process$ he *or9sheet F1' specifies some of the factors that
3ill be e!amined during the assessment and *or9sheet F16 3ill help you trac9
correction of non1conformities$
hese forms alone 3ill not be enough to conduct assessments$ First, the
categories should match 3hat is appropriate for your company$ Second, each
category 3ill probably reEuire subheadings to fully describe 3hat you need to
&6F
chec9 about each category to be assessed$ hese 3or9sheets are more of a
summary log 3ith suggestions about 3hat you might 3ant to include$ %lthough
every part of your IEMS program should be assessed regularly, all parts need not
be assessed at the same time, nor on the same schedule$ Ma9e this IEMS 3or9 to
help you ensure that your IEMS program is doing 3hat you 3ant it to do$
'orks9eet 4:)! Internal Assessment C9ecklist
(nternal Assessment Team"
Date of (nternal Assessment" Signed"
(E)S Procedures"
'hec: each item assessed, including auditing of records, !here applica#le Fcodes in
parentheses refer to the Aor:sheet num#er FRASRG in this &uide, follo!ed #y the
document num#er in the Company &anual TemplateG"
UU Environmental policy F)odule /G
UU Environmental o#6ectives FprogressJ implementation of action plansG
UU (E)S responsi#ilities FAS 1./, *ESP.-+G
UU (dentification of Environmental Aspects FAS +.4, P.EAG
UU (dentification of <egal *eDuirements FAS +.5, P.<*G
UU (dentification of Significant Environmental Aspects FAS 9.9, AS 9.5, P.
SEAG
UU Development of O#6ectives, Targets, and Action Plans FAS 4.+, P.OTPG
UU 'onducting an Alternatives Evaluation FAS ,.+ to ,.5, P.AEG
UU Development of Operational 'ontrols FAS 5.+ to 5.9, P.O'G
UU Environmental Training FA!areness and Tas:.SpecificG FAS 8.+, P.ETG
UU Emergency Preparedness FAS 1.4, P.EPG
UU *evie! of =e! Products and Processes FAS 1.9, P.=PPG
UU Documentation FAS 8./, AS 8.9, P.DG
UU 'onducting a 'ompliance Assessment FAS 4.,, P.'AG
UU 'onducting an (nternal Assessment FAS ;./, AS ;.9, P.(AG
UU Ta:ing 'orrective Action FAS 4.9, P.T'AG
UU )anagement *evie! FAS ;.,, P.)*G
(E)S Performance
UU Achieved o#6ective N+
UU Achieved o#6ective N/
UU Achieved o#6ective N9
'orresponds to <A.-+ of the Company &anual Template.
&.(
'orks9eet 4:,! Internal Assessment &ecord
Internal Assessment $eam!
Date o8 Internal Assessment! Signed!
)a6or =on.'onformities O#served
+.
/.
)inor =on.'onformities O#served
+.
/.
9.
(s A$' 'ompany ma:ing progress in meeting its (E)S o#6ectivesL
(s A$' 'ompany adhering to the commitments in its environmental policyL
Suggestions for (mproving (E)S"
'orresponds to (A.-/ of the Company &anual Template.
&.&
&evi ew your companyEs envi ronmental aspects and o;> ectives
Tip
.e%ularly reisitin% your eniron#ental aspects and ob>ecties is an essential step in
deelopin% an EMS that achiees the %oal of continuous eniron#ental i#proe#ents.
%s part of your internal assessment, it is critical that you regularly revie3 your
companys environmental aspects and ob<ectives$ "ver time, you 3ill probably
add to the list of environmental aspects and you may need to re1ran9 the aspects as
your activities change and as ne3 information becomes available$ ?ere are some
things to chec9:
)e3 process revie3 ( have any changes introduced ne3 environmental
aspectsK
*or9sheets from the most recent environmental aspect identification and
ran9ing e!ercises J is there ne3 information on chemical effectsK If so,
update your 3or9sheets$
,ommunication received from sta9eholders J do any comments suggest a
need for re1ran9ing your aspectsK
Environmental ob<ectives and targets J 3hat ne3 ones 3ill your company
set for this time periodK
Pollution prevention program J has information become available from
this effort that 3ould add aspects or ob<ectivesK
%ssessment program J have your assessments turned up information on
3here your IEMS and environmental programs could be improvedK *ould
this information be useful in your aspect identification process or in
redesigning your ob<ectivesK
he regular revie3 of aspects can be used to change the priorities you set last time,
or it can be used to e!amine a part of your companys activities that you set aside
last time$ he regular revie3 can be part of a planned Hphasing inI process,
3herein different parts of your companys operations are revie3ed until all your
companys activities are included in your IEMS$ he regular revie3 of aspects is
the foundation for your companys continuing improvement$
Step ,! Esta;lis9 a senior management review process
o maintain continual improvement, suitability, and effectiveness of your
environmental management system, and thereby its performance, your
organiDations senior management should revie3 and evaluate the environmental
management system at defined intervals, such as Euarterly$ he scope of the
revie3 should be comprehensive, though not all elements of an environmental
&.'
management system need to be revie3ed at once, and the revie3 process may ta9e
place over a period of time$ he 3or9sheets in Steps & and ' provide information
for the management revie3$ @evie3 of the policy, ob<ectives, and procedures
should be carried out by the level of management that defined them$ Follo3ing is
a chec9list of some of the things that should be included in the management
revie3:
results from assessment,
the e!tent to 3hich ob<ectives and targets have been met,
the continuing suitability of the environmental management system in
relation to changing conditions and information, and
concerns amongst relevant interested parties$
Tuestions for management to consider include:
Is our environmental policy still relevant to 3hat 3e doK
%re roles and responsibilities clear and do they ma9e senseK
%re 3e applying resources appropriatelyK
%re 3e meeting our regulatory obligationsK
%re the procedures clear and adeEuateK Do 3e need othersK Should 3e
eliminate someK
*hat effects have changes in materials, products, or services had on our
IEMS and its effectivenessK
?o3 effective are our measurement and assessment systemsK
,an 3e set ne3 measurable performance ob<ectivesK
*hat effects have changes in materials, products, or services had on our
IEMS and its effectivenessK
Do changes in la3s or regulations reEuire us to change some of our
approachesK
*hat sta9eholder concerns have been raised since our last revie3K
Is there a better 3ayK *hat else can 3e do to improveK
,reate a continual improvement plan and chec9 progress$ Document observations,
conclusions, and recommendations for necessary action$ %ssign action items for
follo31up, and schedule the ne!t regular revie3$ *or9sheet F1. 3ill provide a
place to record management revie3 information$
&.6
'orks9eet 4:1! Management &eview &ecord
Date of revie! meeting"
Persons present at meeting"
'onclusions"
Actions to #e ta:enCPersonFsG responsi#le"
Signed"UUUUUUUUUUUUUUUUUUUUUUU UUUUUUUUUUUUUUUUUUUUUUUUUU
)anagement *epresentative Plant )anager
Aor:sheet ;., corresponds to )*.-+ in the Company &anual Template.
&..
CongratulationsM
)his completes your IEMS' Hopefully* the management system accompanied
y the annual process of review and renewed o+ectives will ring its own
rewards in greater productivity* reduced costs and healthier environments,
&.L
AppendiJ A! Glossary
alternatives evaluation 1 % systematic evaluation of alternative 3ays to
accomplish a tas9 that revie3s the cost, performance, and environmental impact of
each alternative under consideration$ Ideally, the range of evaluation 3ould
include alternative chemicals, products, processes, technology, 3or9 procedures,
and disposal methods$
ancillary material 1 Material input that is used by the unit process producing the
product, but is not used directly in the formation of the product$
aspect* environmental 1 Element of an organiDations activities, products, and
services that can interact 3ith the environment$
assessment - %n estimate or determination of the significance, importance, or
value of something$
certification 1 Procedure by 3hich a third party gives 3ritten assurance that a
product, process, or service conforms to specified reEuirements$
compliance - %n affirmative indication or <udgment that the supplier of a product
or service has met the reEuirements of the relevant specifications, contract, or
regulationG also the state of meeting the reEuirements$
continual improvement 1 Process of enhancing the environmental management
system to achieve improvements in overall environmental performance , in line
3ith the organiDations environmental policy$ )ote 1 he process need not ta9e
place in all areas of activity simultaneously$
corrective action 1 %n action ta9en to eliminate the causes of an e!isting
nonconformity, defect, or other undesirable situation in order to prevent
recurrence$
effects 1 @efers to changes, actual or potential, caused by a chemical, activity, or
process as it comes into contact 3ith humans or the environment$
environment 1 Surroundings in 3hich an organiDation operates, including air,
3ater, land, natural resources, flora, fauna, humans, and their interrelation$
environmental assessment 1 % systematic, documented, periodic and ob<ective
revie3 by company management of facility operations and practices related to
meeting environmental reEuirements$ he assessment is a systematic, documented
&./
verification process of ob<ectively obtaining and evaluating evidence to determine
3hether specified environmental activities, events, conditions, management
systems, or information about these matters conform 3ith selected criteria, and
communicating the results of this process to management$
environmental management system (EMS) 1 "rganiDational structure,
responsibilities, practices, procedures, processes, and resources for developing,
implementing, achieving, revie3ing, and maintaining the environmental policy$
environmental o+ective 1 "verall environmental goal, arising from the
environmental policy, that an organiDation sets itself to achieve, and that is
Euantified 3here practicable$
environmental performance 1 he measurable results of the environmental
management system, related to an organiDations control of its environmental
aspects, based on its environmental policy, ob<ectives, and targets$
environmental performance evaluation 1 Process to measure, analyDe, assess,
report, and communicate an organiDations environmental performance against
criteria set by management$
environmental performance indicator 1 % specific datum selected, such as
volume of a chemical used, 3hich 3ill provide measurable information regarding
progress to3ard meeting a specific environmental goal$
environmental policy 1 Statement by the organiDation of its intentions and
principles in relation to its overall environmental performance, 3hich provides a
frame3or9 for action and for the setting of its environmental ob<ectives and
targets$
environmental target 1 Detailed performance reEuirement, Euantified 3herever
practicable, applicable to the organiDation or parts thereof, that arises from the
environmental ob<ectives and that needs to be set and met in order to achieve those
ob<ectives$
function 1 Performance characteristic$
ha.ard 1 he ability to cause damage$
impact* environmental 1 %ny change to the environment, 3hether adverse or
beneficial, 3holly or partially resulting from an organiDations activities, products,
or services$
&.-
inputs and outputs 1 Material or energy that crosses a unit process boundary$
E!ample J Materials may include ra3 materials, products, emissions, and 3aste$
interested party 1 Individual or group concerned 3ith or affected by the
environmental performance of an organiDation$
life cycle 1 ,onsecutive and inter1lin9ed stages of a product system, from ra3
material acEuisition or generation of natural resources to the final disposal$
life-cycle assessment (/0") 1 ,ompilation and evaluation, according to a
systematic set of procedures, of the inputs and outputs of materials and energy and
the potential environmental impacts of a product system throughout its life cycle$
life-cycle characteri.ation 1 Element of the life1cycle impact assessment phase in
3hich the potential impacts associated 3ith the inventory data in each of the
selected categories are analyDed$
media 1 he means or substance through 3hich something is transmitted, e$g$, air,
3ater, or soil$
o+ective* environmental 1 "verall environmental goal, arising from the
environmental policy, that an organiDation sets itself to achieve, and that is
Euantified 3here practicable$
pollution prevention 1 Pollution prevention means reducing pollution or 3aste at
the beginning of a process$ he underlying theory to this approach is that if you
donAt generate 3aste in the first place, there is nothing to treat or dispose of$
prevention of pollution 1 #se of processes, practices, materials, or products that
avoid, reduce, or control pollution, 3hich may include recycling, treatment,
process changes, control mechanisms, efficient use of resources, and materials
substitutions$
procedure 1 % specified 3ay to perform an activity$
process 1 % set of interrelated resources and activities that transform inputs into
outputs$
product 1 %ny good or service$
risk 1 his is the probability that something undesirable 3ill happen from
e!posure to a haDard$
&.2
risk assessment 1 @is9 assessment is the process of gathering data and ma9ing
assumptions to estimate short1 and long1term harmful effects on human health or
the environment from e!posure to haDards associated 3ith the use of a particular
product or technology$
root cause 1 % fundamental deficiency that results in a nonconformance and must
be corrected to prevent recurrence of the same or similar nonconformance$
stakeholders 1 hose groups and organiDations having an interest or sta9e in a
companys EMS program +e$g$, regulators, shareholders, customers, suppliers,
special interest groups, residents, competitors, investors, ban9ers, media, la3yers,
insurance companies, trade groups, unions, ecosystems, cultural heritage, and
geology0$
sustitutes 1 % chemical, product, process, or technology, 3hich may be
substituted for another to perform the same function or achieve the same end
result$
target* environmental 1 Detailed performance reEuirement, Euantified 3herever
practicable, applicable to the organiDation or parts thereof, that arises from the
environmental ob<ectives and that needs to be set and met in order to achieve those
ob<ectives$
volatile 1 %bility to evaporate easily$
waste 1 %ny output from the product system that is disposed of$
&.F
AppendiJ .! Sample Auestions $o Ask "our
Supplier
+From Solutions #or 3ithographic &rinters, Tuestion 2$0
his appendi! contains Euestions focused on getting information on chemical
haDards of products used in press 3ash$ Modify the Euestions to suit the chemical
products that your company uses$ he entire document can be found on the DfE
3ebsite under industry pro<ects$
'9at Iuestions s9ould I ask my ;lanket was9 supplier=
8our supplier can be a valuable source of information for evaluating both the 3ash
you use no3 and any substitute 3ash$ %s9 your supplier the Euestions listed
belo3 to gain important health and environmental information about the blan9et
3ash you are currently using or a substitute blan9et 3ash you may consider
testing$
1' 2hat chemicals are in the lanket wash3
Send me a copy of the MSDS$
*hat chemicals are in this 3ash that are not listed on the MSDSK
4' 2hich regulations might e triggered when using this product3
%re there any ?%Ps +?aDardous %ir Pollutants under the ,lean %ir
%ct0 in this 3ashK
?o3 do you suggest I comply 3ith the applicable regulationsK
5' 2hat is the volatile organic compound (6O0) content and vapor
pressure of the wash3
Tip
The lower the 5$- content" the better. The lower the apor pressure" the better.
7' 2hat health risks are associated with the use of the lanket wash3
*hat types of short1term symptoms, such as diDDiness, headache or
nausea, might I e!perience by using these products on a daily basisK
Does this product contain any chemicals 3ith adverse long1term
health effectsK
*hen using this product on a daily basis, 3hat type of ventilation do
I needK
&L(
8' &o I need to e concerned if workers get this wash on their hands or
skin3
9' 2hat are the est ways to use the wash to minimi.e oth the health
risk and waste generated3
:' &o I need to change the way I currently use lanket wash to make this
product work est3
;' 2hat is the proper method for disposing of the used lanket wash and
wipers3
*ill my used 3ipers or used blan9et 3ash be considered haDardous
3aste under @,@%K
"nce the 3ash is mi!ed 3ith other chemicals, such as in9s or
fountain solutions, 3hat is the proper disposal methodK
<' &o I need to take any special precautions when laundering used
wipers3
1=' &o any of the chemicals in this product present a risk to a>uatic
species3
&L&
AppendiJ C! EJample +er8ormance Evaluation
'orks9eets
his appendi! contains t3o 3or9sheets designed for evaluating the
performance of in9 remover and emulsion and haDe remover for
screenprinting$ hese 3or9sheets can be adapted for other performance
evaluations$ hese 3or9sheets also can be found on the DfE 3ebsite, as
%ppendices I and : in the Cleaner Technology Substitutes Assessment for the
DfE Screenprinting Pro<ect$
&L'
I?@ !EMO6E! E6"/A")IO? SHEE) Evaluation BCCCCCCCCC
Facility name and location:
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
Date: UUUUUUUUUUU ime: UUUUUUUUU In9 @emover employeeAs name:
UUUUUUUUUUUUUUUUUUUUUUUU
4ill in the blan+ or circle the appropriate characteristic% Ma+e any
notes or comments in the space to the right%
Screen 0ondition
Screen identification and history 5 Enter the identi#ication mar+ing -trac+ing. code #or the screen(
5 Estimate how much in+ was le#t on the screen6
Screen si.e UUUUUUUUU inches ! UUUUUUUUU inches
Screen condition and threads per
inch
5 7ote screen condition including any rips! holes! corrosion(
5 'ecord the screen mesh si*e( UUUUUUUUUUUUUUUUUU threads4inch
Mesh
-'ecord mesh material type and type
o# mesh treatment! -e%g%! abraded!
calendared! etc%. i# any.
5 Mesh type(
5 Mesh treatment(
?umer of impressions of the
screenDs last run
Ink type 5 Circle one(
Solvent1based, #B, *ater1based
5 Speci#y manu#acturer and series 8(
Ink color 5 Circle one(
>lue, >lac9, "ther +specify0:
&L6
Emulsion type 5 Circle one(
,apillary film, Direct photo, Dual cure, "ther +specify0:
5 Speci#y manu#acturer and series 8(
E Ink 0overage 5 Chec+ one(
( 1 'LP$$$ 'L 1 L(P$$$ L( 1 -LP$$$ -L 1 &((P$$$
&rying )ime ime bet3een end of press run and start of in9 removal 3ith product
UUUUUUUUUUUUU -hours or mins%1 speci#y units.
Ferformance
Ink !emover &ilution UUUUUUUUUUUUUUU -enter ratio. or 0none0
Guantity of Ink !emover Ased UUUUUUUUUUUUUUU oD$
)ime -enter time #rom application o#
in+ remo"er until screen is ready #or
the ne,t step.
)ote: Do not include screen positioning or clean up time$
UUUUUUUUUUUUUUU mins$
Fhysical effort re>uired
-circle rating and comment.
;o3, Moderate, ?igh
How many wipes did you use3
2as a pressure washer used3 -chec+ one. 8es UUUUUUU )oUUUUUUU
Examine screen after ink removal' 9id the in+ remo"er e##ecti"ely and easily remo"e the in+6 -Also note
any side e##ects o# the product on the screen.
0omments or suggestions - @ecord any comments and note anything unusual about the reclamation on a
separate sheet of paper$ +e$g$, did you have to reapply the productK 3hy 3as the screen hard to cleanK0
&L.
I?@ !EMO6E! E6"/A")IO? SHEE) Evaluation
BCCCCCCCCC
Facility name and location:
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
Date: UUUUUUUUU ime: UUUUUUU Screen @eclamation employeeAs name:
UUUUUUUUUUUUUUUUUUUUU
4ill in the blan+ or circle the appropriate characteristic% Ma+e any notes or
comments in the space to the right%
Screen )racking
Screen identification 5 Enter the identi#ication mar+ing -trac+ing. code #or the screen(
Ferformance
&rying )ime
-Speci#y units1 hours or
mins%.
V ime from in9 removal completed to start of emulsion removal:
UUUUUUUUUUUUUUUU
V ime from emulsion removal completed to start of haDe removal:
UUUUUUUUUUUUUUU
&ilution V Emulsion @emover UUUUUUUUUUUUUUUU -ratio. or none
V ?aDe @emover UUUUUUUUUUUUUUUU -ratio. or none
Guantity of Froduct Ased Enter 8 o# ounces used(
V Emulsion @emover UUUUUUUUUUUUUUUUUUUUUUUUUUUUU ounces
Enter 8 o# ounces used(
V ?aDe @emover UUUUUUUUUUUUUUUUUUUUUUUUUUUUUU ounces
Froduct Ase )ime -enter
time #rom application o#
product until screen is ready
#or the ne,t step.
V Emulsion @emover UUUUUUUUUUUUUUUUUU mins$
V ?aDe @emover UUUUUUUUUUUUUUUUUU mins$
&LL
2as a pressure washer
used3
V For emulsion removalK -chec+ one. 8es UUUUUUU )oUUUUUUU
V For haDe removalK -chec+ one. 8es UUUUUUU )oUUUUUUU
Fhysical effort re>uired
-circle one #or each step and
describe the le"el o# e##ort.
H Emulsion !emover#
circle one( ;o3, Med$, ?ighG 9escribe i# the stencil dissol"ed easily or
slowly! and i# a great deal or "ery little scrubbing too+ place(
H Ha.e !emover#
circle one( ;o3, Med$, ?ighG 9escribe the e##ort re$uired #or ha*e
remo"al(
Examine screen after
emulsion removal'
V Is there any in9 haDe or stencil stain on the meshK If so, describe:
V If any emulsion is still present, describe the residue left on the screen in
detail:
Examine screen after
reclamation is complete'
V ,an the screen be reused for all <obsK chec+ one( 8es UUUUUU )oUUUUUU
If N)oN, describe 3hy the screen cannot be reused: -e%g%! Is there is a ghost
image6 Can the screen be used #or re"erse printing6 Can it be used #or close
tolerance wor+6 Can transparent in+s be used with it6.
Examine the sustrate
image after the screen is
reused' 0omment on the
print image >uality'
0omments - @ecord any comments and note anything unusual about the reclamation on a separate sheet$ +e$g$,
did you have to reapply the productK 3hy 3as this screen more difficult to cleanK0
&L/
AppendiJ D! EJample Alternatives Evaluation
'orks9eet
his study presents a 3or9sheet that can be adapted to evaluate sets of
alternatives$
From H% *or9sheet to ?elp 8ou ,hoose a >etter *ash,I ,ase Study W. from the
DfE ;ithographic Printing Pro<ect$
&L-
&L2
&LF
&/(
&/&
&/'
&/6
AppendiJ E! Alternatives Evaluation Sample
'orks9eets
his appendi! presents an alternatives evaluation conducted by a small company$
he Significant Environmental %spect +SE%0 they identified 3as chemical haDard
to 3or9ers from a solvent$
&/.
&/L
&//
&/-
&/2
&/F
DESIGN ART
(ollect
(ustomer )pecs.
*evelop Preliminary
+ayout
(ustomer
,pproval
-inal +ayout
*igital .utput
to -ilm
RECEIVE MATERIALS
/nspect )hipments
)tore
)hipments
/nventory
(ontrol
0aterial
1andling and
Preparation
&-(
PREPARE EMULSION AND SCREEN
)tretch 0esh
and
,ttach to -rame
,pply 2mulsion
or capillary 3lm
to mesh and dry.
24pose 5egative
6ash to reveal
image and dry
&loc' out
and Pinhole
-ilm
5egatives
INK PREPARATION
(olor 0atch
Re7uired8
)tandard /n'8
0i4 /n'8
5.
5.
(ustomer
,pproval
6or' .rder
from
,ccount
0anagement
Ta'e to
Press
92)
92)
&-&
PRINT
/maged
)creen
/n'
Prep.
Press
)et%up
Register Press
for
Production Run
PR/5T
&-'
&-6
&-.
&-L
&-/
&--
&-2
&-F
&2(
&2&
&2'
&26
&2.
&2L
AppendiJ -! %ow $o Evaluate Costs And Savings
O8 Alternatives
his appendi! presents a rudimentary introduction to pro<ect financial analysis R
3hole te!tboo9s have been 3ritten on this sub<ectM *hile you may not Euite need
that level of detail for assessing your baseline and alternatives, a list of other
resources is included in %ppendi! 5 +@eferences and @esources0$ 8our accountant
can assist you in your analysis as 3ell$
here are many factors to consider 3hen evaluating alternatives$ *ill the
alternatives perform as 3ellK *hat are the environmental effects of alternativesK
?o3 much 3ill each alternative costK Module . describes 3ays to evaluate
alternatives for environmental aspects that you 3ant to change$ his %ppendi!
further describes one of those steps R Step 2: Evaluate the cost of the baseline and
alternatives R and provides an e!ample and guidance on 3here in your business to
find cost data necessary for this evaluation step$
Many costs, especially environmental costs +3aste hauling or disposal costs, for
e!ample0 are often NhiddenN in overhead accounts$ hese costs are usually
unintentionally omitted from a financial analysis$ If an alternative 3ill reduce the
amount of 3aste generated, for e!ample, thereby reducing 3aste disposal costs,
this savings may be omitted from a conventional analysis$ "ther costs and savings
may not be included in a financial analysis because they are Nless tangible,N or
difficult to Euantify$ able F$& gives e!amples of some of these costs$ *hen
evaluating alternatives, it is important to fully assess potential costs and benefits of
the alternative, as 3ell as your baseline costs, to provide a complete picture of the
relative costs and savings$
$a;le -G! EJamples o8 +otentially %idden and Less $angi;le Costs
+otentially %idden Costs Less $angi;le Costs
Up.front" site preparation, permitting, installation <ia#ility" Superfund, personal in6ury,
property damage
$ac:.end" site closure, disposal of inventory,
post.closure care
uture regulatory compliance costs
*egulatory" training, monitoring, record:eeping Employee safety and health
compensation
OrganiBational image
Evaluating the cost of the baseline and alternatives reEuires several steps as
described belo3$ % description of these steps is follo3ed by an e!ample$
Step 1# Map aseline and alternatives' Module & describes ho3 to develop a
map of your companyAs processes, products, and services$ his map is important
&2/
to understanding the activities occurring in your facility that cost you money$ o
also understand the potential costs and savings of alternatives, it is important to
develop process maps for alternatives if the alternative will vary your current
processes' For e!ample, Figure F$& sho3s a metal finishers baseline cleaning
process using a solvent, 3hich is collected and shipped off1site for proper disposal$
"ne alternative e!amined by the metal finisher 3as installing a distillation system
that could recover FLP of the spent solvent$ Figure F$' sho3s the process map
3ith the distillation system R spent solvent is collected, recycled on1site, and re1
used in the cleaning process$ he map helps you visualiDe the differences
bet3een the baseline and alternative, and can help guide you in collecting cost
data$
Step 4# 0ollect annual operating costs for
aseline and alternatives' #sing the process
maps from Step & you can no3 begin collecting
annual operating costs for both your baseline
and alternatives$ #se *or9sheet .1La to help you collect cost information$ able
F$' lists e!amples of some of these costs that may be relevant to your baseline and
alternatives$ ,osts that are the same for the baseline and the alternative can be
omitted from the analysis$ In the solvent cleaning e!ample, labor time and energy
reEuired for cleaning remains the same for both the baseline process and the
solvent recycling alternative$ herefore, these costs can be e!cluded from the
analysis$
>e as thorough as possible 3hen considering costs, but dont 3orry about ho3 you
classify costs$ For e!ample, you may 3ish to consider personal protective
eEuipment as a regulatory compliance cost, especially if its use is reEuired by
regulations$ %lternatively, you may 3ish to classify all protective eEuipment as
Hmaterials$I
?ote# @emember to include
potentially hidden and less
tangible costs$
&2-
'leaning
Distillation
+roduct
Input
+roduct
Output
Solvent
Energy
Spent
Solvent
'leaning
+roduct
Input
+roduct
Output
)a:e.up
Solvent
Energy
Spent Solvent
*ecovered Solvent
Figure F*& Current Cleaning Process
Figure F*< Alternative Cleaning Process
&22

Environmental pro<ects may save you money
not only by reducing your costs, but also by
generating revenues$ For e!ample, an alternative
may increase your product throughput because
the activity ta9es less time to complete, or
product Euality may be improved enabling you to sell more of your product$ he
alternative may also let you recover materials previously disposed of, and generate
revenues through sales of the reclaimed material +such as recovering metal scrap
3hich can be sold to scrap dealers0$ hese annual revenue effects should be
considered using *or9sheet .1Lb to assist you$ Tuantify these revenue effects if
possible, and add them to the total operating costs in *or9sheet .1Ld$ If these
potential revenues are difficult to Euantify, you can consider them Eualitatively in
your evaluation by ma9ing a note in the last column of *or9sheet .1Ld$
>y convention, costs +or outflo3s0 are usually denoted by a negative +10 sign 3hile
an inflo3 +or revenue0 is denoted by a plus +Q0 sign$ Ma9e sure to 9eep these
signs correct 3hen adding revenues to costs$ For e!ample, if the annual operating
cost of your alternative is 1X'(,(((, but the alternative 3ill generate an additional
X&(,((( in revenues, your total annual operating cost 3ould be 1X&(,((($
?ote# @emember that
changes in one process may
affect costs in other
processes$ 8ou should
&2F
$a;le -G) Annual Operating Costs
)aterials FPurchase, delivery, storageG *egulatory compliance F<a#or, materialsG
*a! materials <a#eling
Solvents )anifesting
'atalysts *ecord:eeping
Personal protective eDuipment Permitting
)aintenance supplies *eporting
Direct la#or FAages, #enefitsG Protective eDuipment
Operating (nsurance
Supervision 'ommercial general lia#ility
(nspection Aor:ers7 compensation
Utilities %ealth insurance
Electricity Pollution lia#ility
Steam uture lia#ility
Aater inesCpenalties
uel <egal costs
Aaste management F<a#or, materialsG $usiness shutdo!n
On.site handling Personal in6ury
Treatment PropertyCnatural resource damage
Storage *emediation
%auling
Disposal
Step 5# 0ollect initial investment costs for each alternative' If any of your
alternatives 3ill reEuire an investment in ne3 eEuipment, you 3ill need to
consider these costs$ hese not only include capital costs, but also other one1time
costs accompanying your investment, such as installation costs or ne3 eEuipment
training$ #se *or9sheet .1Lc to help you collect these costs$ able F$6 lists
e!amples of these costs that may be relevant to your alternatives$
Step 7# 0alculate net present value for the aseline and alternatives' he ne!t
step enables you to compare the baseline and alternatives to determine 3hich
options appear to be most financially attractive$ >ecause a change in your
processes or activities may affect your costs and savings over many years, the
analysis should loo9 at long term costs and savings$ For e!ample, if you are
considering installing ne3 eEuipment that 3ill last
for &( years, your analysis should include the costs and savings that 3ill accrue to
you over the &( year period$ his is especially important for environmental
pro<ects 3hich often times reap benefits over the long term$
&F(
$a;le -G, Initial Investment Costs
Purchased eDuipment FPurchase, tax, deliveryG 'onstructionCinstallation
Process eDuipment 'onsultantCcontractor fees
Storage and materials handling eDuipment (n.house
SafetyCprotective eDuipment EDuipment rental
)onitoringCcontrol eDuipment @endor fees
<a#oratoryCanalytical eDuipment Start.upCtraining F<a#or, materialsG
Aaste handlingCtreatment eDuipment 'onsultantCcontractor fees
(nitial spare parts (n.house
Utility systemsCconnection SafetyCenvironmental training
Electricity TrialsCmanufacturing variances
Aater @endor fees
Steam Permitting
uel 'onsultantCcontractor fees
%@A' (n.house
Plant air Permit fees
(nert gas @endor fees
Se!erage Other
*efrigeration $uildings
Plum#ing <and
PlanningCengineering F<a#or, materialsG 'ontingency
'onsultantCcontractor fees Aor:ing capital Fcash, inventoryG
(n.house planningCengineering
Procurement
@endor fees
Site preparation F<a#or, materialsG
'onsultantCcontractor fees
(n.house
Demolition E clearing
EDuipment rental
EDuipmentCru##ish disposal
Disposal
&radingClandscaping
@endor fees
&F&
% critical component of assessing a pro<ect 3here costs and savings may occur
over several years is incorporating the notion that the value of money changes
over time R commonly called the Htime value of money$I Most businesses prefer to
have money sooner rather than later$ If you have money today, you have the
opportunity to use it no3 to gro3 your business, for e!ample$ Put another 3ay,
there is a cost if you receive the money tomorro3 instead of today$ For e!ample if
you receive X&,((( today and put it in the ban9 receiving &(P interest, at the end
of the first year you 3ould have X&,&(($ his is clearly preferable to receiving
X&,((( a year from no3$ hus, because X& today is not eEual to X& tomorro3, you
need to ad<ust the value of future dollars to reflect their diminished value to you
today$
he mechanism for ma9ing this ad<ustment is called a discount rate$ % discount
rate is a percentage that is applied to future costs or revenues to determine its
present value$ ypically, for business decisions, the discount rate chosen represents
the businesss cost of capital plus some level of desired return on an investment
plus an additional margin to account for uncertainty$ 8our accountant 3ill be able
to assist you in selecting an appropriate discount rate for your analysis$
o calculate the present value +PB0 of a cost or savings in the future, use the
follo3ing eEuation:
( )
t
t
r
4:
&:
+
=
&
3here FB O the future value of a cash flo3 +i$e$, a cost or cash outflo3, or a
revenue or cash inflo30 received in year t, and
r O the discount rate$
For e!ample, the present value of a X&,((( revenue you e!pect to receive over the
ne!t four years 3ould be:
( ) ( ) ( ) ( )
. 6 ' &
&( $ ( &
&((( X
&( $ ( &
&((( X
&( $ ( &
&((( X
&( $ ( &
&((( X
+
+
+
+
+
+
+
= &:
or:
Iear
%uture
6alue Fresent 6alue
& X&((( X F(F
' X&((( X 2'/
6 X&((( X -L&
. X&((( X /26
)otal J519<
&F'
he net present value +)PB0 can then be calculated as follo3s:
= I &: 7&:
3here PB is the sum of the present values of the cash inflo3 or outflo3s
and
I O the initial investment cost$
In our above e!ample, if the initial investment cost is X&(((, then the )PB eEuals
X'&/F +X6&/F 1 X&(((0$ If your alternative 3onAt reEuire an initial investment R
for e!ample, you are substituting a to!ic chemical 3ith a less haDardous chemical,
but there are no changes in your eEuipment, then )PB is eEual to the sum of the
present values +X6&/F in the above e!ample0$
)PB can be calculated using a financial
calculator, spreadsheet soft3are li9e
E!cel, or using pro<ect profitability
analysis soft3are such as P'4FI)%),E
+see the resources list at the end of this
%ppendi!0$
Step 8# "ssess the costs and savings' he last step is to evaluate your baseline
and alternatives from a cost and savings perspective$ he difference bet3een the
alternative and baseline is entered in *or9sheet .1/$ % positive number indicates
that the alternative saves money, 3hile a negative number indicates that the
alternative is more e!pensive than the baseline$ he alternative 3ith the greatest
)PB is the most profitable one$
Example# $aseline vs' "lternative 0leaning Frocesses
%s described above, as part of its EMS, a metal finisher e!amined methods for
reducing solvent use in cleaning$ @ecovering solvent via a distillation system 3as
one alternative identified$ he cost and savings analysis of the baseline versus
alternative follo3s$
Step 1# Map aseline and alternatives' hese processes are mapped in Figures
F$& and F$'$
?ote# In financial analyses, a cost
+or outflo30 is usually denoted by a
negative +10 sign 3hile an inflo3 +or
revenue0 is denoted by a plus +Q0
sign$
?ote# @emember that your accountant can assist you in these calculations$
&F6
Step 4# 0ollect annual operating costs for aseline and alternatives' he
current annual costs for the baseline are sho3n in able F$.$ hese costs are
readily available from purchase orders$ >ecause labor and electricity costs for the
cleaning operation remains the same for the baseline and alternative, these costs
are omitted from our analysis$
$a;le -G1 Annual Operating Costs :: .aseline
Annual Operating 'osts QCyear
)ATE*(A<S
Solvent ++,59+
AASTE )A=A&E)E=T
Solvent disposal +;,-,+
%nnual operating costs for the alternative are sho3n in able F$L$ Material costs
include ma9e1up solvent +because FLP of the solvent is recovered from
distillation, ma9e1up solvent must be added0 as 3ell as oil and filters for the
distillation system$ Electricity costs are for operating the distillation system only
+electricity use for cleaning is the same for both the baseline and alternative0$
hese costs are available from the eEuipment vendor$
$a;le -G0 Annual Operating Costs N Cleaning wit9 Solvent &ecovery
Annual Operating 'osts QCyear
)ATE*(A<S
'hemicals 55;/
Oil 914
ilters //8,
AASTE )A=A&E)E=T
Disposal ,9;
UT(<(T(ES
Electricity /,+
hese operating costs are entered into *or9sheet .1La$ )ote that there are no
potential annual revenue effects for the alternative pro<ect so *or9sheet .1Lb is
not included$
Step 5# 0ollect initial investment costs for each alternatives' he initial
investment costs for the distillation system, provided by the eEuipment vendor,
appear in able F$/$ hese costs are then entered in *or9sheet .1Lc$
$a;le -G2 Initial Investment Costs 8or t9e Distillation System
(nvestment 'osts 'ost in Q
PU*'%ASED E>U(P)E=T
Distillation system /5,/--
&F.
STA*T.UPCT*A(=(=&
Start.up E Training 14-
&FL
'orks9eet 1:0a N Annual Operating Costs
Alternative Materials
Direct
la;or Utilities
'aste
management
&egulatory
compliance Insurance
-uture
lia;ility
$otal
Operating
Cost
A F$aselineG ++,59+ - +;,-,+ 9-,51/
$ ;,94+ /,+ ,9; +-,-9+
'orks9eet 1:0c N Initial Investment Costs
Alternative
+urc9ased
eIuipment
Utility systems<
connection
+lanning<
engineering
Site
preparation
Construction<
Installation
Start:up<
training +ermitting Ot9er
$otal InvG
Costs
A F$aselineG .. .. .. .. .. .. .. .. ..
$ /5,/-- 14- /5,;4-
'orks9eet 1:0d N Cost Comparison o8 Alternatives
Alternative
$otal Operating Costs
B+resent *alueC
$otal Investment Costs
B+resent *alueC #+*
Annual &evenue
E88ects BIualitative
A F$aselineG ./99,/;9 =CA ./99,/;9
$ .15,/;5 ./5,;4- .,;,9,5
'orks9eet 1:2 N Evaluation o8 Alternatives
Alternative
Environmental
E88ects +er8ormance
&egulatory
Considerations
#+* BAlternative N
.aselineC Overall Evaluation
A F$aselineG ..
$ Q+89,;,1
&F/
Step 7# 0alculate net present value for the aseline and alternatives' )e!t, the net
present value for the baseline and alternative is calculated using the companyAs discount
rate of &(P$ >ecause the lifetime of the distillation system is &L years, operating costs are
assessed over &L years$ hese costs are entered in *or9sheet .1Ld$ @emember that cash
outflo3s +such as investments or operating costs0 are entered using a negative +10 sign
3hile inflo3s +revenues0 are denoted by a plus +Q0 sign$
Step 8# "ssess the costs and savings' *or9sheet .1Ld sho3s that the )PB for the
baseline is 1X'66,'F6 3hile the )PB of the alternative is 1X.F,6./$ he difference
bet3een the alternative and baseline +alternative minus baseline0 is entered in *or9sheet
.1/$ % positive number indicates that the alternative saves money, 3hile a negative
number indicates that the alternative is more e!pensive than the baseline$ *or9sheet .1/
sho3s that the distillation system 3ill save the metal finisher X&26,F.- over &L years$
Ketting Started L 2here to %ind 0ost &ata
8ou no3 have the tools to evaluate the cost and savings of your alternatives$ ?o3ever,
you may not be sure 3here to find the data necessary for conducting this analysis$ o
assist you, able F$- lists costs and sources for these data in your business$ )ote that 3hen
collecting similar cost data for your alternatives, suppliers and vendors are freEuently a
good information source$
Future assessments can benefit from improving your businessA current cost trac9ing
system$ *hile at first glance this may seem intimidating, you can begin to incorporate
these costs into your accounting frame3or9 one step at a time$ >egin by trac9ing a fe3
costs on a routine basis, selecting the most significant costs first$ 8ou may 3ant to begin
by e!amining the costs associated 3ith environmental issues to gain a better a3areness of
ho3 they affect your businessA bottom line$ #se this a3areness to focus your efforts on
specific cost areas that appear to have the most importance to your business$ %s your level
of 9no3ledge increases, you can e!pand your cost trac9ing system to include other cost
data$ Eventually you 3ill have a system that meets your needs and provides you 3ith
e!tensive crucial business information$
&F-
$a;le -G5 '9ere to -ind Costs
'ost 'ategory Data Elements Ahere ound Aho to As:
Process 'hemicals Usage *ates
Unit 'osts
Production *ecords
Purchase Orders
oreman
$illing Dept.
Ancillary 'hemicals Usage *ates
Unit 'osts
Prod. Specifications
Purchase Orders
Product Engineers
$illing Dept.
Storage Space Total SDuare ootage
'ostCSD. t.
Actual )easurement
*ental 'ontract
)aintenance or
Engineering
$illing Dept.
Aaste Treatment lo! *ates
Total 'hemical 'osts
AAT <og Sheets
Purchase Orders
AAT Operator
Purchasing Dept.
Testing =um#er of TestsC0ear
'ost per Test
Environmental iles
(nvoices
Environmental )anager
Accounts Paya#le
Disposal Type and >uantity
Disposed
Unit 'osts of Each
)anifests
(nvoices
Accounts Paya#le
Training =um#er of People
=um#er of Trainings
<ength of Training
%ourly <a#or *ates
Training *ecords
Aage *ate Sheet
or 'ontractor
Personnel Dept.
Personal Protective
EDuipment
Type and >uantity Used
'ost per (tem
Stoc: *oom or
(nventory
Purchasing Dept.
(nsurance Type and 'overage
Premium
'apital $udgets
(nvoices
'O, Accountant
Accounts Paya#le
Production )achine Do!n Time
)achine *ates
<a#or *ates
Prod. *ecords
Operating $udget
Personnel *ecords
Production )anager
inance Dept.
Personnel Dept.
TaxesCees Se!er Use Tax
'hemical Use Tax
Aater Use Tax
@olume of Aeight of
Each Taxed (tem
Aater $ills
Environmental *ecords
Aater $ills
Aater, 'hemical
Usage *ecords
Accounts Paya#le
<ocal POTA
Production )anager,
Purchasing
Environmental
'ompliance
%ours of <a#or for All
'ompliance Tas:s
Estimates, Salaries, or
Environmental
)anagement
*ecords
)aintenance <a#or %ours of <a#or
Tas:s Performed
)aintenance <og )aintenance Dept.
Shop oreman
)aintenance )aterials Amount of )aterials
'osts of )aterials
)aintenance <og
Purchase Orders
)aintenance Dept.
Purchasing Dept.
Aater Usage Annual Usage *ate
'ostC&al. or 'u. t.
lo! )eters or <ogs
To!n Aater $ills
Production )anager
Accounts Paya#le
Electricity Usage Annual Usage *ate
'ostC:Ah
EDuipment Specs.
Utility $ills
Production )anager
Accounts Paya#le
Steam Usage 'ost of Production
raction of Total
Used #y Process
uel $ills, $oiler
)aintenance <ogs,
'ount of Processes
Using Steam
Accounts Paya#le
)aintenance Dept.
Plant Aal:.Through
Source" Appendix ' of Total Cost *ssessment for #nvironmental #ngineers and &anagers FVohn Ailey
E Sons, +;;8G.
&F2
AppendiJ G! &e8erences And &esources
General &esources
The ISO 14 ;andboo+, edited by :oseph ,ascio, ,hairman, #S echnical %dvisory
5roup to IS"4, '(-, ,EEM Information Services, Fairfa!, Birginia, &FF/$
En"ironmental Management Systems( An Implementation Guide #or Small and Medium)
Si*ed Organi*ations, )SF International, %nn %rbor, Michigan, )ovember &FF/$
Developed 3ith funding through a cooperative agreement 3ith the #$ S$ EP%, "ffice of
*aste3ater Management and "ffice of Enforcement and ,ompliance %ssurance$
E&A &osition Statement on En"ironmental Management$ Federal @egister: March &',
&FF2 +Bolume /6, )umber .20, pp$ &'(F.1&'(F-$
9esign #or the En"ironment! <uilding &artnerships #or En"ironmental Impro"ement!
Design for the Environment, #$ S$ EP%, EP%4/((4=1FL4((', September &FFL$
4ederal En"ironmental 'egulations &otentially A##ecting the Commercial &rinting
Industry, Design for the Environment, #$ S$ EP%, EP%-..>1F.1((&, March &FF.$
H,ompliance1Focused Environmental Management System J Enforcement %greement
5uidance,I EP%166(4F1F-1(('@, #$ S$ EP%, "ffice of ,riminal Enforcement, Forensics
and raining, %ugust &FF-, @evised :anuary '((($
HImproving Environmental Performance and ,ompliance: en Elements of Effective
,ompliance Systems$I Enforcement ,ooperative Program of the ,ommission for
Environmental ,ooperation, :une '((($ +333$cec$org0
5overnment Printing "ffice +5P"0
he 5P" 3ebsite provides lin9s to the full te!t of the ,ode of Federal @egulations +,F@0,
Federal @egister notices for the past several years, and other resources$
*ebsite: 333$access$gpo$gov4nara4
he ,lean %ir echnology ,enter +,%,0
% source of general information on air emissions1related technology$
elephone: F&F1L.&1(2((
*ebsite: 333$epa$gov4tnn4catc
&FF
he @,@%, Superfund C EP,@% ?otline offers information and publications that are
relevant to @,@%$
elephone: 2((1.'.1F6./
*ebsite: 333$epa$gov4epaos3er4hotline
he "ffice of *ater
he "ffice of *ater, especially the "ffice of *aste3ater Management, can be contacted
for information on ,lean *ater %ct provisions that relate to the printing industry$
elephone: '('1'/(1L-((
*ebsite: 3334epa4gov4"*
he Safe Drin9ing *ater ?otline can provide information on issues related to the Safe
Drin9ing *ater %ct$
elephone: 2((1.'/1.-F&
*ebsite: 333$epa$gov4"5*D*4
he Superfund *ebsite provides general information on ,E@,;%$
*ebsite: 3334epa$gov4superfund
he ,hemical Emergency Preparedness and Prevention "ffice 3ebsite offers information
on the emergency response aspects of EP,@%, 3hich are administered under the
,hemical Emergency Preparedness and Prevention "ffice$
*ebsite: 3334epa$gov4s3ercepp4
he o!ics @elease Inventory 3ebsite provides information on the o!ics @elease
Inventory reporting reEuirements, 3hich are implemented by the "ffice of Pollution
Prevention and o!ics$
*ebsite: 333$epa$gov4opptintr4tri4inde!$html
he "ccupational Safety and ?ealth %dministration +"S?%0 3ebsite provides
information on the "ccupational Safety and ?ealth %ct, "S?% regulations, standards,
interpretations, and other information$
*ebsite: 333$osha$gov4
$ec9nical &esources
Cleaner Technologies Substitutes Assessment! A Methodology = 'esource Guide, Design
for the Environment, #$ S$ EP%, EP%-..1@ FL1((', December &FF/$
Cleaner Technologies Substitutes Assessment! Industry( Screen &rinting1 >se Cluster(
Screen 'eclamation! Design for the Environment, #$ S$ EP%, EP%-..1@1F.1((L,
September &FF.$
'((
Information on developing a ,ause and Effect +Fishbone0 Diagram is available at:
333$sytsma$com4tEmtools4cause$html
Cost &esources
/ournal Articl es< +u;l ications
%ldrich, :ames$ @$, '((($ HP' and the >ottom ;ine R ,hoosing Bariables: *hat Factors
Should 8ou Include 3hen %nalyDing the Balue of a P' Pro<ectKI &ollution &re"ention
'e"iew$ :ohn *iley C Sons, Inc$ Summer$
%ldrich, :ames$ @$, &FFF$ HP' and the >ottom ;ine R )et Present Balue,I &ollution
&re"ention 'e"iew$ :ohn *iley C Sons, Inc$ Summer$
%ldrich, :ames$ @$, &FFF$ HP' and the >ottom ;ine R Internal @ate of @eturn,I &ollution
&re"ention 'e"iew$ :ohn *iley C Sons, Inc$ Spring$
%ldrich, :ames$ @$, &FF2$ HP' and the >ottom ;ine R Depicting Financial Impacts "ver
ime,I &ollution &re"ention 'e"iew$ :ohn *iley C Sons, Inc$ %utumn$
%ldrich, :ames$ @$, &FF2$ HP' and the >ottom ;ine R he ime Balue of Money,I
&ollution &re"ention 'e"iew$ :ohn *iley C Sons, Inc$ Summer$
=ennedy, Mitchel, &FF2$ N,ritical Issues of otal ,ost %ssessment: 5athering
Environmental ,ost Data for P',N &ollution &re"ention 'e"iew$ :ohn *iley C Sons, Inc$
Spring$
Po<ase9, @obert >$, &FF2$ HPractical Pollution Prevention R %ctivity1>ased ,osting for
E?S Improvement,I &ollution &re"ention 'e"iew$ :ohn *iley C Sons, Inc$ *inter$
Po<ase9, @obert >$, &FF-$ H#nderstanding a Process 3ith Process Mapping,N &ollution
&re"ention 'e"iew$ :ohn *iley C Sons, Inc$ Summer$
#$S$ EP%, &FFL$ An Introduction to En"ironmental Accounting as a <usiness
Management Tool( ?ey Concepts and Terms +EP% -.'1@1FL1((&0$
*hite, %llen ;$, >ec9er, M$, and Savage, D$, &FF6$ NEnvironmentally Smart %ccounting:
#sing otal ,ost %ssessment to %dvance Pollution Prevention,N &ollution &re"ention
'e"iew$ :ohn *iley C Sons, Inc$ Summer$
'(&
So8tware $ool s
P'4FI)%),E +Pollution Prevention4Financial %nalysis ,ost Evaluation System0 his
soft3are provides spreadsheets +Microsoft E!cel0 for evaluating the profitability of
pollution prevention and other types of pro<ects$ It can be do3nloaded free of charge from
EP%As 3eb site: 333$epa$gov4opptintr4acctg
E'4FI)%),E +Energy and Environment 4Financial %nalysis ,ost Evaluation System0
his soft3are is useful for evaluating the profitability of energy efficiency, pollution
prevention and other types of pro<ects$ It can be do3nloaded free of charge from ellus
InstituteAs 3eb site: 333$tellus$org
'e; Si tes
he #S EP% Environmental %ccounting Pro<ect 3eb site +333$epa$gov4opptintr4acctg0
contains case studies and other documents$
Ot9er &esources
9esign #or the En"ironment &rinting &ro/ect! 3ithography Case Study 1! Managing
Sol"ents and @ipes$ #$ S$ EP%, EP% -..1=1F64((&, "ctober &FFL$
9esigning Solutions #or Screen &rinters! An E"aluation o# Screen 'eclamation Systems!
Design for the Environment, #$ S$ EP%, EP%-..1F1F/1(&(, September &FF/$
Solutions #or 3ithographic &rinters! An E"aluation o# Substitute <lan+et @ashes! Design
for the Environment, #$ S$ EP%, EP%-..1F1F/1((F, September &FF-$
EMS Gap Analysis, he ;e!ington 5roup, Environmental Management ,onsultants, Inc$,
Y&FF-$
For a full list of DfE Program publications, contact EP%s Pollution Prevention
Information ,enter, &'(( Pennsylvania %ve$, )$*$ +-.(F0, *ashington, D, '(./($
Phone: '('4'/(1&('6G Fa!: '('4'/(1./LF
E1mail: ppic7epa$gov
http:44333$epa$gov4opptintr4library4ppicdist$htm
DfE 3ebsite: http:44333$epa$gov4dfe
he :ohn @oberts ,ompany
F/2- East @iver @oad
Minneapolis, M) LL.66
+/&'0 -LL1(6F.
'('
Ecol ogical .ene8i ts Assessment Model BE.AMC
*hat does E>%M doK
Estimates the ecological benefits of ris9 management alternatives in economic
terms$
Estimates the dollar value of the ecological benefits of ris9 management
alternatives on recreational fishing$
Estimates the dollar value of environmental damages$
echnical ,ontact:
;ynne >la9e1?edges
.(& M Street, S$*$ +-.(/0
Phone: '('1'/(1-'.&
E1mail: bla9e1hedges$lynne7epa$gov
C9emi cal Screeni ng $ool 8or EJposure and Envi ronmental &el ease
BC9emS$EE&C
*hat does ,hemSEE@ doK
Estimates occupational inhalation and dermal e!posures during chemical
manufacturing, processing, and use activities$
Estimates chemical releases to air, 3ater, and land that are associated 3ith chemical
manufacturing, processing, and use$
For more information about the tool, contact:
Scott Prothero
.(& M Street, S$*$ +-.(/0
Phone: '('1'/(1&L//
E1mail: prothero$scott7epa$gov
'(6
Use Cl uster Scori ng System
*hat does the #,SS doK
he #se ,luster Scoring System +#,SS0 is a computer1based, ris91screening
system 3ith information about nearly 6,'(( chemicals in the 62( clusters J or
families J into 3hich these chemicals are grouped$ For e!ample, instead of
considering a single chemical that happens to be a paint stripper, the cluster of
chemicals that perform as paint strippers is considered$
he #,SS accesses haDard and e!posure data that are e!tracted from the o!ics
@elease Inventory +@I0, the Integrated ris9 Information System +I@IS0, and other
readily accessible ris9 assessment related databases$
he #,SS then uses a simple system to score and ran9 chemicals and their
respective clusters$ he program 3as developed to identify clusters of chemicals of
potential concern to EP%$
For additional information about the #se ,luster Scoring System, contact:
Fran9lyn ?all
"PP, Economics, E!posure C echnology Division
.(& M Street, S$*$ +-.(/0
Phone: '('1'/(1FLF/
E1mail: hall$fran9lyn7epa$gov
Grap9ical EJposure Model ing System BGEMSC
*hat does 5EMS doK
5EMS 3ill connect outdoor air, surface 3ater, soil, ground3ater, and multimedia
models 3ith some of the environmental and population data needed to run the
models$
5EMS 3ill estimate environmental concentrations in a variety of environmental
media$
5EMS 3ill have graphics capabilities for displaying data and environmental
modeling results$
For more information about the model, contact:
;ynn Delphire
.(& M Street, S$*$
Phone: '('1'/(16F'2
E1mail: delphire$lynn7epamail$gov
'(.
EJposure? -ate Assessment Screeni ng $ool BE:-AS$C
*hat does E1F%S doK
Provides screening1level estimates of the concentrations of chemicals released to
air, surface 3ater, landfills, and from consumer products$
Estimates potential inhalation and ingestion dose rates resulting from these
releases$
Modeled results, estimates of concentrations and doses, are designed to be
conservative$
For more information about the model, contact:
om >rennan
.(& M Street, S$*$ +-.(/0
Phone: '('1'/(16F'(
E1mail: brennan$thomas7epamail$gov
'(L
AppendiJ %! .lank 'orks9eets
his appendi! contains blan9 copies of all the 3or9sheets presented in the Implementation
Guide, for your use$ he 3or9sheets are identified by the same numbers used in the
Guide$ For e!ample, *or9sheet /1& 3ould be the first 3or9sheet found in Module /$
'(/
'orks9eet :! Costs and .ene8its o8 Developing and Implementing an IEMS
Costs .ene8its
'ontact Person" Date completed"
'(-
'orks9eet :)! IEMS &esponsi;ilities
IEMS -unction +erson &egular +osition
)anagement *epresentative
(E)S 'oordinator
(E)S 'ommittee
Corresponds to 2#/$-56 of the 'ompany )anual Template.
'(2
'orks9eet :,! IEMS Development Sc9edule and &esources 'orks9eet
Module +articipants .udget $arget Completion
)a:ing the 'ommitment" 'reating a Policy Statement and
Determining the Scope
Planning the Process" Decision Points, <eadership E
Participants, Schedule E Plan
Determining Significant Aspects" PrioritiBing 'oncerns and
Setting O#6ectives
Developing Operational 'ontrols
'(F
)a:ing (mprovements" Evaluating Alternatives and Setting
Targets
(mplementation" $uilding OrganiBational Support for 0our (E)S
Setting Up Environmental )anagement Pro6ectsJ )easuring
and Achieving Success
Esta#lishing 'ontinuing (mprovement
'&(
'orks9eet :1! +ersons &esponsi;le 8or IEMS Development
&oles
IndividualBsC
&esponsi;le
D o8 $ime
Designated .udget
H)anagement representativeI having responsi#ility for implementing the
E)S Fin small #usinesses, this could #e the o!nerG.
(E)S 'oordinator
(E)S Team Participants
(dentifying and determining significance of environmental aspects.
(dentifying and determining applica#ility of legal and other reDuirements.
'ompetency.#ased training.
Operational controls.
Emergency preparedness and response.
)onitoring and measurement of H:ey characteristicsI of operations and
activities that can have significant environmental impacts Fi.e., the
Hsignificant environmental aspects.IG.
Periodic evaluations of environmental compliance.
%andling and investigating non.conformance !ith the E)S.
*ecords management.
(nternal E)S audits.
=ote" )ost of these #loc:s !ill #e filled in as development of the (E)S progresses. This !or:sheet !ill help trac: progress and serve to remind
the team and management of necessary assignments.
'&&
'orks9eet :0!H Identi8ying Environmental Aspects
Input<Output
Environmental Aspect
BIuanti8y i8 availa;leC Environmental Impact
O88ice Activities
Manu8acturing +rocess
.uilding Maintenance
+roducts and Services
Use the information you have included here to fill in EA.-/ in the the Company &anual Template.
'&'
'orks9eet! :2H &egulations
&egulatory Agencies
&egulations $9at
Apply to My .usiness
Sector
.usiness Operations
+otentially A88ected
Does it Apply to My
.usiness=
K'orresponds to Ta#le <*.-+ in the Company &anual Template
'&6
'orks9eet ,:!
a
%ealt9? Sa8ety and Environmental +otential E88ects In8ormation
Operation
Environ:
mental
Aspect
In8orma:
tion
Sources
&egulatory Data!
;
Carcinogen=
OS%A +ermissi;le
EJposure Limit B+ELC=
*olatile Organic
Compound B*OCC=
$oJics &elease
Inventory B$&IC=
%uman %ealt9 E88ects ;y +at9ways
Acute and C9ronic
c

E88ects on wildli8e
and Ot9er
environmental e88ects
d
'orker
Sa8ety
&ank
In9alation Dermal Oral Air 'ater Land %uman EnvG
Contact +erson! Date Completed!
a 'orresponds to Ta#le EA.-9 in Company &anual Template.
# )ost information for this column can #e found on the )SDS.
c Partial information for these columns might come from the )SDS, #ut other resources may #e needed. (n particular, acute effects are usually reported on )SDS sheets.
'hronic effects are sometimes on )SDS sheets, #ut often !ill have to #e found else!here. <' refers to lethal concentration. (nhalation <'4- is the concentration of a
chemical in air that causes death in 4- percent of the test organisms at the end of the specified exposure period. <D refers to lethal dose. <D4- is the dose of a chemical
ta:en #y mouth, a#sor#ed #y the s:in, or in6ected that is estimated to cause death in 4- percent of the test animals. <ethal dose data are expressed in terms of amount of
chemical divided #y the #ody !eight, e.g., mgC:g.
=ote" or more information on ris:.related data, including methods for interpreting Duantitative toxicity values, refer to the *is: &uide provided on the DfE Program !e#site.
'&.
'orks9eet ,:)! EJposure to C9emicals and Materials
Operation Aspect
AuantityH
Used per
time period EJposure $ime
+ersonal
+rotective
EIuipment
B++EC +at9way &ank EJposed Groups
%uman!
In9alation?
Dermal?
Oral
Environment!
air? water?
land 'orkers Community Environment
K(f ingredient in chemical product, use Duantity of chemical not product, i.e., apply the percentage that the ingredient ma:es up of the product.
KK%o! many hours per day is the chemical or material usedL
=ote" or more information a#out evaluating exposure, refer to the exposure section of the *is: &uide on the DfE Program !e#site.
'&L
'orks9eet ,:,! Community Issues
Operation Aspect Community Issues BListC &ank
'&/
'orks9eet ,:1! #atural &esources Use
Operation Aspect #atural &esources Used &ank
'&-
'orks9eet ,:0!a Criteria to Determine Signi8icant Aspects
;
Operation Aspect
;
&egulatory
Concerns C9emical and Material &isk
'orker
Sa8ety
Ot9er
Community
Issues!
d
#atural
&esources!
e
Overall
&anking
Signi8icant=
"<#
'orker
E88<EJp
c
Community
E88<EJp
c
Environment
E88<EJp
c
a
'orresponds to SEA.-+ in the Company &anual Template.
#
(nclude each input and output of a process step.
c
EffectsCExposure
d
=oise, traffic, light, odor.
e
(nclude such items as *esource Use, Solid Aaste, Energy Use
'&2
'orks9eet ,:2! Criteria to Select Environmental +ro>ects
+ro>ect to Address
Aspect $ime -rame Cost
$ec9nical
-easi;ility $otal -easi;ility
'&F
'orks9eet ,:5! +otential Improvements
Aspect
t
%uman %ealt9
Environment Cost Savings

Community
&elations Morale
EJpected
Improvements
+
Aor:ers, 'ommunity, &lo#al
''(
'orks9eet ,:3! Overall &anking Summary
+rocess Step
Aspect Aspect $otal -easi;ility $otal .ene8its $otal
Signi8icant
"<#
''&
Significant Environmental Aspect"
$aseline"
.aseline +otential Alternatives
Products
Technologies
Aor: Practices
*ecyclingC
*euse
Treatment
Disposal
K Document these results in Section AE of the Company &anual Template.
'''
'orks9eet 1:)!
a
Alternatives Evaluation! %ealt9? Sa8ety and Environmental +otential E88ects In8ormation
$aseline"
Alternative
In8ormation
Sources
&egulatory Data!
;
Carcinogen=
OS%A EJposure limit=
*olatile Organic
Compound B*OCC=
$oJics &elease
Inventory B$&IC=
%uman %ealt9 E88ects ;y
+at9ways
Acute and C9ronic
c
Comments
E88ects on 'ildli8e
and Ot9er
Environmental
E88ects
d
'orker
Sa8ety
e
&ank
In9alation Dermal Oral Air 'ater Land %uman
8
Env
''6
a See Section AE of the 'ompany )anual Template.
# )ost (nformation for this column can #e found on the )SDS.
c Partial information for these columns might come from the )SDS, #ut other resources may #e needed. (n particular, acute effects are usually reported
on )SDS sheets. 'hronic effects are sometimes on )SDS sheets, #ut often !ill have to #e found else!here.
e There may #e information on the )SDS that !ould #e useful for preparing your emergency preparedness plan.
f This ran: is #ased on the potential effects of the chemical and not on the dose reDuired to o#tain those effects. or example, a person can drin: a certain
amount of Scotch. Drin:ing a large Duantity of Scotch, ho!ever, can #e lethal. Therefore dose does ma:e a difference ultimately in ma:ing a 6udgment.
%o!ever, one can still ma:e a Dualitative ran:ing a#out !hether Scotch, cola, !ater, mil: or 6uice have #eneficial or negative impacts. or more
discussion of the role of HdoseI see the %aBard &uide on the DfE !e# site.
=ote" or more information on ris: related data, including methods for interpreting Duantitative toxicity values, refer to the ris: &uide provided on the DfE
Program !e#site. The data on this ta#le !ere constructed for purposes of illustration and do not represent real data.
''.
'orks9eet 1:,!
a
Alternatives Evaluation! EJposure to C9emicals and Materials
$aseline"
Alternative
+roducts
Auantity Used
per $ime +eriod EJposure $ime
+ersonal +rotective
EIuipment B++EC
+at9way &ank EJposed Groups
%uman!
In9alation?
Dermal? Oral
Environment!
air? water? land 'orkers Community Environment
K (f ingredient in chemical product, use Duantity of chemical not product, i.e., apply the percentage that the ingredient ma:es up of the product.
KK %o! many minutes or hours per day is the chemical or material usedL
=ote" All data are for purposes of illustration and do not represent real data.
''L
Aor:sheet" ,.," Alternatives Evaluation" 'ommunity (ssues
Alternative Community Issues BListC &ank
''/
Aor:sheet" ,.4" Alternatives Evaluation" =atural *esource Use
Alternative #atural &esources Used BListC &ank
''-
Aor:sheet ,.5"
a
Alternatives Evaluation" 'riteria to Determine Environmental (mpact
$aseline"
Alternative
&egulatory
Concerns
'orker
Sa8ety
Ot9er
Community
Issues!
c
#atural
&esources
d
Overall
&anking
+re8erred
Alternative=
"<#
'orker
E88<EJp
;
Community
E88<EJp
;
Environment
E88<EJp
;
'ontact Person"
Date 'ompleted"
a 'orresponds to SEA.-+ in Company &anual Template.
# EffectsCexposure .
c =oise, traffic, light, odor.
d (nclude such items as resource use, solid !aste, energy use.
''2
Aor:sheet ,.1"K Performance 'omparison of Alternatives
$aseline"
unction"
Alternative %ow well it works $ime Ease o8 use
Overall +er8ormance
Evaluation
'ontact person"
Date 'ompleted"
''F
'orks9eet 1:3!H &egulatory Comparison o8 Alternatives
Alternative Applica;le &egulations &eIuired Controls &egulatory Cost
Overall &egulatory
Concerns Evaluation
'ontact Person"
Date 'ompleted"
KSee Section AE of the Company &anual Template.
=ote" Under H'ost of *egulationsI include" paper!or: triggered, reporting reDuirements, cost of controls, personal protective eDuipment, and any
other costs that may #e attri#uted to regulations associated !ith using that product or process.
'6(
Aor:sheet ,.;a" Annual Operating 'osts
$aseline"
Alternative Materials Direct La;or Utilities
'aste
Management
&egulatory
Compliance Insurance
-uture
Lia;ility
$otal
Operating
Costs
'ontact person" Date"
'6&
Aor:sheet ,.;#" Potential Annual *evenue Effects
$aseline"
Alternative
+roduct
$9roug9put +roduct Auality
&euse o8 or
Sales o8
&ecovered
Materials
$otal &evenue
E88ects
'ontact Person"
Date"
'6'
Aor:sheet ,.;c" (nitial (nvestment 'ostsK
$aseline"
Alternative
+urc9ased
EIuipment
Utility Systems<
Connection
+lanning<
Engineering
Site
+reparation
Construction<
Installation
Start:up<
$raining +ermitting Ot9erHH
$otal InvG
Costs
'66
Aor:sheet ,.;d" 'ost 'omparison of Alternatives
$aseline"
Alternative
$otal Operating
Costs
$otal
Investment
Costs
Annual
&evenue
E88ects &ank
Document results in Section AE of the Company &anual Template.
'6.
Aor:sheet ,.+-"K Evaluation of Alternatives
$aseline"
Alternative
+er8ormance
&ank

&egulatory
&ank
)
Cost &ank
,
Environ:
mental
E88ects
1
Overall
Evaluation
0
+roducts
$ec9nologies
'ork +ractices
&ecycle<&euse
$reatment
Disposal
Contact +erson!
Date Completed!
KSee Section AE of the Company &anual Template.
+
Ta:e from Aor:sheet ,.1, Performance 'omparison.
/
Ta:e from Aor:sheet ,.8, *egulatory 'ost 'omparison.
9
Ta:e from Aor:sheet ,.;d, 'ost 'omparison.
,
Ta:e from Aor:sheet ,.,, 'riteria to Determine Environmental (mpact.
4
*an: on a scale of lo! to high to reflect the desira#ility of each product. This is a 6udgment call.
=ote" or more information on the methodology for comparing alternatives, refer to #oth the DfE !e#site
and the Cleaner Technologies /ubstitutes *ssessment! * &ethodology 2esource Guide, DfE, U.S. EPA
1,,.* ;4.--/, Dec. +;;5.
'6L
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t
'6/
Aor:sheet 4.+" Environmental Performance )easurement (ndicators
Aspect O;>ective Indicator
Date
C9ecked '9o C9ecked &esult Corrective Action
'ontact Person"
Date 'ompleted"
'6-
Aor:sheet 4./" 'ali#ration <og
Indicator Measurement Met9od EIuipment Used
EIuipment cali;rated!
date<met9od
'62
Aor:sheet 4.9"K 'orrective Action =otice
(ssue Date" Solution Due Date"
*eDuested #y"
(ssued to"
Pro#lem Statement"
)ost <i:ely 'auses"
Suggested Solutions"
Action Ta:en"
)easured *esults"
'orrective Action 'losed #y" Date"
'ontact for =otice" Date completed"
K*eport results on T'A.-+ in the Company &anual Template.
'6F
'orks9eet 2:!H Operational Control +rocedures
Signi8icant
Environ:
mental Aspect IndicatorBsC
Associated
/o;
-unctions
EJisting
Operational
Control
+rocedures
Operational Control
+rocedure
Development<
Modi8ication #eeded
&esponsi;le 8or
developing
&esponsi;le
8or c9ecking
Location
+osted
K'orresponds to O'.-+ in the Company &anual Template.
'.(
'orks9eet 2:)! Operational Control &esponsi;ilities
Signi8icant Aspect +rocedures BlistC
&esponsi;le 8or
maintaining
controls
'.&
Aor:sheet 5.9" Training Plan for Operational 'ontrols
Aspect +rocedures
+erson
&esponsi;le
8or Carrying
Out
$raining
#eeds %ow to $rain
'9en<
Lengt9 .udget
Completion
Date
+erson
&esponsi;le
8or training
'.'
Aor:sheet 1.+" Environmental *evie! of =e! Processes, Products and Activities
Area o8 Company
#ew +rocess? +roduct?
or Activity
Environmental
&eview ;y
Manager<Date Environmental E88ects
+ollution +revention
Opportunities
'ontact for form" Date 'ompleted"
'.6
'orks9eet 5:)!H Compliance $racking Log
+erson
&esponsi;le &egulation
Compliance
C9eck Date &esults and &oot Cause
Corrective
Action<
Date
Compliance *eri8ied<
Date
KDocument results on 'A.-+ in the Company &anual Template.
'..
'orks9eet 5:,! +ollution +revention $racking Log
Area o8
Company
+ollution +revention
Activity Date Started &esults
Measurement
Met9od
+erson
&esponsi;le
'ontact" Date 'ompleted"
'.L
'orks9eet 5:1! Environmental Emergency +reparedness and &esponse
+otential Emergency
Scenario
+otential Environmental
Impact Action &eIuired +rocedures #eeded $raining #eeded
'./
'orks9eet 3:! $raining +lan
/o;s A88ecting
Environment $raining #eeds %ow to $rain '9en< Lengt9 .udget
Completion
Date
'9o is
&esponsi;le
'ontact Person"
Date 'ompleted"
'.-
'orks9eet 3:)! Documentation
List EJisting
Documents
Determine -ormat!
'9o<
Date Completed
Develop +rototype
BContentC! '9o<
Date Completed
Assign
'riting!
'9o< Date
&eview 'riting<
Compare to
+rototype
'9o< Date
Added to
Document
List< Date
'9o %as
Access
'9ere
Located
C C C C C
C C C C C
C C C C C
C C C C C
<ist Documents to
#e 'reated
C C C C C
C C C C C
C C C C C
C C C C C
C C C C C
'ontact Person"
Date 'ompleted"
'orresponds to 'ST/ of the Company &anual Template.
'.2
Aor:sheet 8.9" Document 'ontrol
Document '9o 'ill Use It +ermanent Location
+eriodic &eview
Sc9edule< '9o '9en Can .e Destroyed
C
C
C
C
C
C
C
C
C
'ontact Person"
Date 'ompleted"
'.F
Aor:sheet 8.,"K Aor:ing !ith Sta:eholders
"our
Stake9olders
+otential
Environmental
Interest '9at "ou 'ant to $ell $9em
'9at "ou 'ant $9em to $ell
"ou
%ow to
Communicate
'it9< tell $9em '9en
+erson
&esponsi;le
K*eport results on 'S.-+ in the Company &anual Template.
'L(
Aor:sheet 8.4" Sta:eholder 'ommunication *ecord
Date 'ommunication *eceived"
Type of 'ommunication"
*eceived rom"
AddressCTelephone =um#erCE.)ail"
'ontent of 'ommunication
Aill A$' 'ompany *espondL 0 =
Date of *esponse"
Person *esponding"
=ature of *esponse
Are (nternal Actions =ecessaryL 0 =
F(f 0es, fill out a 'orrective Action
orm.G
'orresponds to 'S.-/ of the Company &anual Template.
'L&
Aor:sheet ;.+" (E)S Program )easurement 'riteria
Company #ameLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
Measurement
Elements
IEMS Components
O;>ectives o8
Component
Activity
Measures
&esults
Indicators
&eview
+eriod
Environmental Policy
'ommunication Plan
Sta:eholders (nput
Environmental or (E)S Training
*evie! of Aspects
Operational 'ontrols
Environmental *evie! of =e!
Processes and Activities
Setting O#6ectives E Targets
Pro6ect +
Pro6ect /
Documentation
*egulatory 'ompliance
Pollution Prevention
Other
'ontact person for form" Date 'ompleted"
'L'
'orks9eet 4:)! Internal Assessment C9ecklist
(nternal Assessment Team"
Date of (nternal Assessment" UUUUUUUUUUU Signed"
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
(E)S Procedures"
'hec: each item assessed, including auditing of records, !here applica#le Fcodes in
parentheses refer to the Aor:sheet num#er FRASRG in this &uide, follo!ed #y the
document num#er in the Company &anual TemplateG"
UU Environmental policy F)odule /G
UU Environmental o#6ectives FprogressJ implementation of action plansG
UU (E)S responsi#ilities FAS 1./, *ESP.-+G
UU (dentification of Environmental Aspects FAS +.4, P.EAG
UU (dentification of <egal *eDuirements FAS +.5, P.<*G
UU (dentification of Significant Environmental Aspects FAS 9.9, AS 9.5, P.
SEAG
UU Development of O#6ectives, Targets, and Action Plans FAS 4.+, P.OTPG
UU 'onducting an Alternatives Evaluation FAS ,.+ to ,.5, P.AEG
UU Development of Operational 'ontrols FAS 5.+ to 5.9, P.O'G
UU Environmental Training FA!areness and Tas:.SpecificG FAS 8.+, P.ETG
UU Emergency Preparedness FAS 1.4, P.EPG
UU *evie! of =e! Products and Processes FAS 1.9, P.=PPG
UU Documentation FAS 8./, AS 8.9, P.DG
UU 'onducting a 'ompliance Assessment FAS 4.,, P.'AG
UU 'onducting an (nternal Assessment FAS ;./, AS ;.9, P.(AG
UU Ta:ing 'orrective Action FAS 4.9, P.T'AG
UU )anagement *evie! FAS ;.,, P.)*G
(E)S Performance
UU Achieved o#6ective N+
UU Achieved o#6ective N/
UU Achieved o#6ective N9
'orresponds to <A.-+ of the Company &anual Template.
'L6
'orks9eet 4:,! Internal Assessment &ecord
Internal Assessment $eam!
Date o8 Internal Assessment! LLLLLLLLLLLLL Signed! LLLLLLLLLLLLLLLLLLLLL
)a6or =on.'onformities O#served
+.
/.
)inor =on.'onformities O#served
+.
/.
9.
(s A$' 'ompany ma:ing progress in meeting its (E)S o#6ectivesL
(s A$' 'ompany adhering to the commitments in its environmental policyL
Suggestions for (mproving (E)S"
'orresponds to (A.-/ of the Company &anual Template.
'L.
'orks9eet 4:1! Management &eview &ecord
Date of revie! meeting"
Persons present at meeting"
'onclusions"
Actions to #e ta:enCPersonFsG responsi#le"
Signed"UUUUUUUUUUUUUUUUUUUUUUU UUUUUUUUUUUUUUUUUUUUUUUUUU
)anagement *epresentative Plant )anager
Aor:sheet ;., corresponds to )*.-+ in the Company &anual Template.
'LL

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