Final reportFinal report

NATO-CCMS

Pilot Study onEnvironmental Management Systems

in the Military SectorMarch 2000

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CONTENTSpage

Management Summary 3

Foreword 5

Introduction — The Role of the Environment and EMS inPeacetime Defence Organisations 9

Environmental management as a help, not a hindrance 9Annex A — EMS in the Public and Military Sectors 11Annex B — Goal of an Environmental Management Programme 15

Chapter One — Overview an EMS in the Military Sector 18

Getting started 18Basic approach 18Leadership roles for governments and military organisations 22Annex 1A — NATO Environmental Reports and Other Work 25Annex 1B — Experience with the EMS in the Danish Defence,

1993 – 1999 27

Chapter Two — Policy 29

Reviewing existing policies and practices 29Developing an environmental policy statement 31Communicating the policy to all interested parties 32Annex 2A — Environmental Aspects 33Annex 2B — Methods of Prioritising Environmental Impacts (Text

provided by the Czech Republic) 35Annex 2C — The Environmental Policy Statement of the Danish

Ministry of Defence 37Annex 2D — The Environmental Policy Statement of the United

Kingdom’s Ministry of Defence (1996) 38Annex 2E — The Environmental Policy Statement of the Swedish

Ministry of Defence 39

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Chapter Three — Planning 40

Baselines 40Objectives and targets 40Gap analysis 41Action plans 41Annex 3A — Developing Performance Measures (USA) 43Annex 3B — Developing Performance Measures (Sweden) 47Annex 3C — Developing Performance Measures (NL) 50Annex 3D — Developing Objectives and Targets (Sweden) 60Annex 3E — Summary of Environmental Management in

the Danish Defence 1999 (Denmark) 62Annex 3F — A Scoring System to Prioritise Significant

Environmental Aspects (Denmark) 67

Chapter Four — Implementation 75

Roles, responsibilities and authorities 75Training and awareness 75Communication 77Annex 4A — Training in the Military Sector 82Annex 4B — Determining Training Needs 84Annex 4C — Procedures for Environmental Communication 85

Chapter Five — Monitoring, Evaluating and Reporting 89

Monitoring 89Evaluating 89Reporting 91Annex 5A — Selected Bibliography 93Annex 5B — Types of Audits 94Annex 5C — Management Reviews 95Annex 5D — Reporting 98

Chapter Six — Registration 100

Initial assessment 100Main assessment 100The Environmental Statement 101

Glossary 103

Reference documents 109

World Wide Web Sites 112

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Management Summary

The NATO-Committee on theChallenges of Modern Society starteda Pilot Study on the possibility toimplement environmental managementsystems in the military sector in 1996.A pilot-study group was formed thatconsisted of 29 countries. The pilotstudy group concluded her task inDecember 1999. In her annual meetingthe final report of the pilot study groupwas approved by CCMS at her March2000 meeting in Brussels.

The pilot study group had the followingterms of reference:1) Exchange, review and evaluateexperiences and expectationd amongcountries regarding EnvironmentalManagement Systems.2) Identify, compare and evaluatestandards for EnvironmentalManagement Systems.3) Analyse the resourcerequirements and other implications ofimplementing EnvironmentalManagement Systems in the MilitarySector.4) Formulating methodologies forapplication.5) Publish application guidelines,frameworks and/or models forimplementing EnvironmentalManagement Systems in the militaryssector.

The pilot study group concluded that itis possible and even desirable toimplement environmentalmanagement systems in militaryorganisations. The pilot study grouprecommends to implement a standardfor environmental managementsystems that is recognized all over theworld. The only standard available thatis recognized on both sides of theAtlantic is the ISO-14001 standard.The final product of the study is thefirst clear-cut and complete application

guideline on implementing anenvironmental management system inthe military sector.

Environmental management systemsat the very least provide safeguards fortop-management to ensure thatenvironmental legislation is compliedwith. In addition, the ISO 14001standard demands continualimprovement of the environmentalperformance of the (military)organisation. This is unique toenvironmental management systems ingeneral, but specific to the ISO 14001standard. It ensures that theorganisation is also in future capable ofmeeting the environmental challengesthat lay ahead.

Implementing an environmentalmanagement system requires a clearpolicy from top management to do so.

Middle management has a difficultposition. Shrinking budgets andexpanding tasks are their mainproblem. Therefore the environmentalmanagement system should have achampion that coordinates theimplementation of the system.

At work-floor level, environmentalconsiderations should be incorporatedinto the normal tasks and routines bymeans of procedural instruments andchecks. This will require a that allrelevant procedures must bedocumented..

For each level, specific training isnecessary to get the necessary knowhow when dealing with environmentalissues.

The environmental impacts of themilitary sector will need to be looked atin a systematic way. A majorundertaking indeed. This will generateinformation that forms the basis for

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environmental policies and ultimately,environmental protection measures.

A common misunderstandig is that theenvrironmental measures (likeinstalling filters in chimneys forexample are part of the environmentalmanagement system. Taking(sometimes) expensive measures toprotect the environment is not a part ofthe management system. So,environmental measures are not in thisreport. Taking the environmentalmeasures will be a consequence of theimplementation of environmentalmanagement systems. It should beremembered though, that thesemeasures should have been necessaryanyway. The environmentalmanagement system merely unveils itsnecessity earlier, so that decisions ontaking action can be made by themilitary sector itself instead of yieldingto external coersion at inappropriatemoments. This is the main added valueof environmental managementsystems.

The results of the environmentalmeasures must be known to topmanagement. This requires a planningand control-mechanism forenvironmental issues that works. Thatis the essence of every environmentalmanagement system. The ISO 14001demands that the results will improveevery year.

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Foreword

In recent decades, governments,industries and citizens around theglobe have become increasingly awareof environmental issues and the needto manage these issues in a moresystematic way. From this, theconcept of the environmentalmanagement system (EMS) tookshape.

History of the EMS

In 1972, the report Limits to Growth,released by the Club of Rome, pointedout that the world’s resources could notsustain the way of life of most of thedeveloped world. In the decade thatfollowed, environmental pressuregroups and one-issue political partiessucceeded in putting environmentalissues on the political agendas ofmany governments and internationalgoverning bodies. Since then, policiesfor dealing with large-scaleenvironmental problems have evolvedthrough three phases.In the first phase, it became clear thatindustry had to respond to society’senvironmental pressure. At first,industry’s response was to consideronly individual technical, end-of-pipesolutions, such as limiting pollution byputting filters on chimneys. Over theyears, however, end-of-pipe solutionsproved to be insufficient. They simplyshifted the problem from one naturalresource — soil, air or water — toanother, without really solving it.As governments around the globereviewed the state of the environmentin their own countries, they came upthe same results: the environment isalready polluted, with soil and waterpollution in particular posing potentiallylarge-scale clean-up problems. Thisprompted governments to enactlegislation that led to the second phasein environmental policy — the clean-up

of contaminated land and water. Whileclean-up is still a large component ofmanagement issues, it does notrepresent an integrated managementapproach.These ad-hoc approaches had to bereplaced by a more systematicprocedure that covered the life span ofoperations, from cradle to grave.

The EMS is born

In the 1980s, both industry andgovernment began taking a systematicapproach to environmental problems— quality management systems.Industry analysis showed thatenvironmental problems often resultedfrom non-technical causes and a lackof organisation and proper process,including unchecked human errors,poor communication and inadequateknowledge. As a result, governmentsand industry turned their focus tocradle-to-grave solutions, which takeinto account environmental issuesthroughout entire industrial processes.By adopting the principles of qualitymanagement, environmental thinkingmade the leap to a systemic approach.The cornerstone of this approach is theEMS, which incorporates a plan,implement, check and review process.An EMS allows organisations tomanage their activities to preventpollution and minimise further impactson the environment, without placingunnecessary operational or financialburdens on them.This rationale holds true forgovernment as well as industry.Generally, governments set theirnation’s environmental agenda byputting legislation into place. Theyshould also set an example byintroducing an EMS in all departments.

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Evolution of the EMS

In Western Europe, North Americaand, increasingly, the world, theapproach to controlling or influencingimpacts on the environment haschanged dramatically. Initially,government efforts concentrated onthe development of legislative andregulatory structures, together withenforcement through an environmentalpermit structure. Industry responsewas largely reactive. It invested inend-of-pipe technological solutionsbased on the need to comply with theever-increasing regulations and theenvironmental conditions attached tooperating permits.In 1972, the World Commission onEnvironment and WCED was created,following the United NationsConference on Human Environment.As an independent commission, theWCED took on the task of reassessingthe environment in the context ofdevelopment. In 1987, it published itsreport, Our Common Future, whichpromoted the term “sustainabledevelopment” and urged industry todevelop effective environmentalmanagement systems. More than 50world leaders recognised theimportance of the report and called fora major conference for furtherdiscussion and decisions on actions.The UN then organised the UNConference on Environment andDevelopment (UNCED), also referredto as the Earth Summit, held in Rio deJaneiro in June 1992. The outcomewas Agenda 211, a global consensusand political commitment at the highestlevel.Other important events in the evolutionof environmental managementsystems were the establishment of theWorld Business Council on 1 In the UK, Agenda 21 networks have beenset up to engage the public.

Sustainable Development (WBCSD)and the 1991 launch of a BusinessCharter for Sustainable Developmentby the International Chamber ofCommerce, which contained 16principles of sound environmentalmanagement.

Development of EMS standards

As organisations developed andimplemented an EMS, they sought outmore clarity and details, particularly forstandard methodologies. In March1992, the British Standards Institutecreated BS 7750, a standard forenvironmental management that wassoon followed by the Eco-Managementand Audit Scheme (EMAS) in theEuropean Union and the InternationalOrganisation for Standardisation (ISO).Adoption of the latter is considered tobe essential if an EMS is to be appliedso as to create a level playing field ininternational trade terms, as requiredby international trade agreements bothwithin the European Union andworldwide. National standards werealso produced in France, Ireland,Canada, Spain and South Africa.

British Standard 7750 (BS 7750)

The British Standard Institute, the firstnational standards body in the world,published a draft British Standard(BS 7750) on environmentalmanagement in March 1992, and asecond edition in 1994. BS 7750 wasa specification for an EMS rather thana guidance document. It provideddetails on how organisations couldimplement an EMS and ensurecompliance with their chosenenvironmental policies and objectives.In the United Kingdom, ISO 14001 hassince superseded the British Standard.

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Eco-Management and AuditingScheme (EMAS)

In April 1995, the European Unionpublished the Eco-Management andAuditing Scheme (EMAS). It is avoluntary scheme,operated/administered in each memberstate of the European Union. TheEMAS requires participants (currentlyonly companies performing industrialactivities, except in the UnitedKingdom) to evaluate theirenvironmental performance andcommit themselves to continualimprovement, and to make relevantperformance information available tothe public.

ISO 14001

Established in 1947, the InternationalOrganisation for Standardisation is anon-governmental organisation ofabout 100 national standards bodies.Since 1991, various working groups,followed by sub-committees of theofficial technical committee (TC207),have been developing standards forenvironmental aspects. A draftInternational Standard forEnvironmental Management Systems(ISO 14001) emerged in 1995 and wasfinalised in 1996.

EMS in the military and privatesectors

(See Annex A of the Introduction for moreinformation on the EMS in the military andpublic sectors.)

In 1996, KPMG’s CanadianEnvironmental Risk ManagementPractice surveyed over 400 companieson EMS implementation. Of the 64%of companies that reported having anEMS, only 15% reported that theirsystem conformed to all the EMSelements. This was an improvementover the 2.5% identified as having an

EMS in 1994. Nonetheless, the KPMGstudy did find that crisis managementwas still the most popular approach toaddressing environmental issues.Since 1996, however, the number ofcompanies that either have developedan EMS (ISO 14001 certified) or areconforming to an ISO-like EMS, hasincreased dramatically.KPMG concluded that there areseveral reasons for implementing anEMS. An EMS:• is a critical strategic business issue;• is an enterprise-wide core process;• affects every point in the chain of

operation;• affects business risk;• affects customer and stakeholder

satisfaction;• affects product and process quality;

and• affects the bottom line.

The military sector’s environmentalimpact often outweighs that of mostother government departments. Giventhis, and the number of weapons,motor vehicles, aircraft and ships, aswell as natural resources, under theirstewardship, ministries of defence andarmed forces, in particular, shouldhave an EMS. An EMS is the best wayto both protect the environment andmaintain operational readiness.Most countries have armed forces withroughly the same tasks and kinds ofequipment, so the challengessurrounding environmental aspects arelikely to be similar. It was, therefore, alogical step to initiate a pilot studyunder NATO’s Committee on theChallenges of Modern Society(NATO/CCMS) to share experiencesand knowledge in implementing anEMS — the NATO-CCMS Pilot Studyon Environmental ManagementSystems in the Military Sector, initiatedin 1996.After examining the benefits of havingan integrated approach, the

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NATO/CCMS Pilot Study believed thatadopting an EMS makes sense. ThePilot Study agreed to produce thisguideline document to assist themilitary sector in planning andimplementing an EMS. The Pilot Studyviews these guidelines as a naturalsupplement to the EnvironmentalGuidelines for the Military Sector, ajoint Sweden–U.S. project, as well asother NATO and CCMS products (seeHint Box 1 in Chapter 1).To that end, the NATO-CCMS PilotStudy on Environmental ManagementSystems in the Military Sectorresearched the three dominantinternational standards mentionedabove:• BS 7750• ISO 14000• EMASFor comparative purposes, the PilotStudy Group also considered a fourthenvironmental management system,the CSA Z750, from Canada.

Bridging Document – ISO 14000 andEMAS.

The ISO 14000 is also recognized inEurope under EMAS. To bridge thegap between ISO and EMAS (EMASgoes a little bit further than ISO) abridging document is available.

Conclusion

The Pilot Study Group concluded thatthe differences among these standardsare minimal and that all four could beused by the armed forces withoutdamaging their operationaleffectiveness. However, the grouprecommended the ISO 14000 series asstandards and guidelines that could beused NATO-wide and by NATOPartnership for Peace (PfP) countries.It made this decision because ISO14000:• is the most recent standard;

• is the only standard that isrecognised worldwide (including bythe EU, within the framework of itsEMAS);

• is easily added to the ISO 9000quality management standardalready used by NATO forces;

• has already been adopted byseveral NATO and PfP countries;

• is probably the most attainablestandard (other standards demanda little more organisation andoutput); and

• is user-friendly, when used with theISO-14004 guidance document.

It is appreciated, however, that someNATO countries may be obliged tofollow the more stringent requirementsfor external reporting, as outlined in theEMAS.

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Introduction

The Role of the Environment andEnvironmental ManagementSystems in Peacetime DefenceOrganisations

This guideline document is intended tohelp defence organisations implementan Environmental ManagementSystem (EMS). It describes the stagesin developing and implementing anEMS, as presented in such standardsas ISO 14001. It also illustrates eachstage with military examples. It doesnot, however, simply reproduce theStandard or replace organisationsfeatured in existing case studies withthose of military themes. Instead, ittakes a unique perspective: itillustrates methods of introducingenvironmental considerations intoorganisations that are not primarilyconcerned with environmental matters.

Before defence organisations begindeveloping an EMS, they mustconsider the roles of both defence andthe environment, and how theyinteract. The relationship betweendefence and the environment willstrongly influence the perspective thatorganisations take in developing anEMS, which in turn will affect thesuccessful implementation of the EMS.

First, it must be remembered that therole of defence organisations is militarydefence. The primary consideration ofdefence ministries and militarypersonnel is to maintain the capabilityto protect national and global securityand alliance interests. Otherconsiderations must assume asecondary role.

The role of the environment in defenceis complex. Defence organisations areincreasingly bound by national andinternational legislation and regulations

to protect and conserve the naturalresources of defence lands, and to actin an environmentally responsiblemanner.

Defence organisations should adopt agreener approach for other reasons aswell. First, sustainable environmentalmanagement in training areas willensure that the quality of landresources is maintained for realistictraining in the future. Second,incorporating greener practices intomilitary procedures and operations willenhance public relations and may havefinancial benefits such as reducingenergy costs and clean-up, disposal orlitigation costs.

Environmental management as ahelp, not a hindrance

While the incorporation ofenvironmental management intodefence activities has not beencomprehensively addressed inliterature, it is crucial that defenceorganisations address this issue beforeimplementing an EMS. Organisationsshould investigate methods ofintegrating environmental thought intoall levels of decision-making andduring all operations. They shouldtreat the environment as an integratedsubset of defence, rather than as aseparate issue.

Environmental management does nothave to unduly restrict the military bymaking regulatory compliance anoverriding burden. It is better viewedas an opportunity to save money,freeing it to be reallocated tooperational activities.

In integrating environmentalmanagement thoroughly, defenceorganisations may have to overcomeresistance or reluctance to changefrom within. Defence personnel might

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regard the environment as a “limitationon the aim” or something for which aspecialist organisation is responsible.However, environmental managementshould be depicted in terms of “supportfor the military member” and as anoverall process and strategy ratherthan as a stand-alone item. In order tochange the behaviour that led to manyenvironmental problems, defencepersonnel must see the logic and thebenefits of changing behaviour. Onlythen will good environmental practicesbecome second nature.The reaction and support of SeniorMilitary and Civilian staff and othermembers of senior management willplay a large role in whether or not anorganisation successfully adopts andimplements an EMS. The best way toachieve this support is to “sell”environmental management from adefence or financial standpoint ratherthan a purely environmentalperspective. Defence managers areappointed to manage defence, andmilitary personnel join the armedforces to fulfill defence duties, not tomanage the environment.

Defence organisations must thereforeintroduce environmental managementin such as way that it becomesintegrated as an accepted, every-dayactivity that does not interfere orinconvenience personnel as they carryout their duties.The following chapters outline how toestablish an EMS. Chapter 1 gives anoverview of how to implement an EMSin the military sector. Chapters 2, 3and 4 describe the policy, planning andimplementation stages respectively.Chapter 5 reviews monitoring,evaluating and reporting. Finally,Chapter 6 discusses registering anEMS.

These outlines are supplemented byhint boxes that provide practical advice

on implementation. Annexes providemore detail on implementation, basedon the experience of pilot studyparticipants.

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Annex A — EMS in thepublic and militarysectors

The following examples show how anumber of countries’ public and militarysectors have implementedenvironmental management systems.

Denmark

On 1 January 1993, the DanishMinistry of Defence (DMOD)established a commission for theprotection of the environment andnature. Its task was to support theefforts for the protection of nature andenvironment within the area ofresponsibility of the DMOD, incooperation with various defence andpublic authorities. Its members wereselected from the Defence Command,the Home Guard Command, theDanish Defence Construction Service(DDCS), the Royal DanishAdministration of Navigation andHydrography, and the DMOD HuntingOfficer. The DMOD provides both thechairperson and secretary of thecommission.

The commission is also required toobserve national and internationalefforts in the field of nature andenvironmental protection.

At the commission’s first meeting, theDMOD introduced a draft for anenvironmental policy and strategy thatspecified four main fields forenvironmental efforts:legislation/policy; assessment of theenvironmental condition under theDMOD; education; and information.

The DDCS was allocated the task ofdeveloping and starting an EMS underthe DMOD’s domain. It based its EMSon the British Standard 7750 and, with

a little assistance, the initialassessment was described. Anairbase was chosen as a model site foran EMS pilot project.

An education system was designedand the first class with 86 participantswas formed in 1993. At the start, thetraining was organised into three steps:• A one-day course gave the

establishment’s chiefs an overviewof the administrative and politicalaspects of an EMS and introducedenvironmental management to thewhole class.

• An eight-day course that includedpractical training was given to thestaff selected to be environmentalmanagers. The course wasdesigned to enable them toimplement an EMS within theirestablishment.

• An additional eight-day courseincluded more advanced materialfor instructors and coordinators.

The programme was developed andtested on a group in the autumn of1993. On the basis of this experience,the DDCS developed a Handbook forPreparatory Review.

Later on (from 1994) the DefenceCommand, which is responsible for theeducation of environmental managers,changed the programme to a one-stepcourse, eliminating the original first andthird steps. Essentially, the course hasbeen extended to five weeks, includingone week of practice.

Other elements in support of the EMSincluded:

• guidelines for the Administrationaccording to the MODEnvironmental Strategy and therules in Handbook for PreparatoryReview or Initial Review (December1993, Defence Command).

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• an environmental database. Thisrequirement was recognised andthe DDCS designed a databasesystem (Tilstandsvurderings orInitial Review Database) (TIVU),the first version of which wasavailable in early 1994.

The United Kingdom (UK)

Many of the United Kingdom’smunicipalities have adopted theEco-Management and Audit Scheme(EMAS), which has given the countryconsiderable experience in EMSs. Thelocal government programme is calledthe Local Authority Eco-Managementand Audit Scheme (LA-EMAS). Localgovernments see internalenvironmental management as a keyissue because it enables them toinfluence their community by leadingby example.For many years, local authorities hadbeen improving their environmentalperformance in a professional andprogressive, though usually ad-hoc,manner. The LA-EMAS helps localgovernments manage theirenvironmental responsibilities in acoordinated manner. It also enablesthem to share their best practices withother local authorities to improveoverall performance and to leverageresources. In turn, this allows them toidentify ways of saving money throughgood environmental practices.In its first report on the 1990 WhitePaper, This Common Inheritance, HerMajesty’s Government committed alldepartments to establish strategies forenvironmental good housekeeping bythe end of 1992. In June 1997, thePrime Minister’s address to the SpecialSession of the UN General Assemblyon Sustainable Development statedthat:We must make the process ofGovernment green. Environmentalconsiderations must be integrated into

all our decisions, regardless of thesector. They must be in at the start,not bolted on later.

In May 1997, the Department of theEnvironment (DoE) and theDepartment of Transport (DoT) mergedto form the Department ofEnvironment, Transport and theRegions (DETR). Both DoE and DoTactively developed and implementedinitiatives to green operations, andshared advice and experience withother departments. Ministersresponsible for green issues alsoreported and reviewed their progressat regular cross-government meetings.Both former departments publishedtheir commitment to environmentalconsiderations in green-housekeepingpolicy statements. These statementsreflected the then UK Government’sWhite Paper, This CommonInheritance, the four programmesSustainable Development, ClimateChange, Biodiversity and SustainableForestry, and the European Union’sFifth Environmental Action Program.DETR recently issued a newframework for greening governmentoperations which is now being takenup by all government departments.The framework is devised to helpdepartments develop new aims,objectives and targets for improvingtheir environmental performance, andincludes a model policy statement andimprovement programme.In October 1996, DoE had become thefirst department to gain accreditation toBS 7750 and ISO 14001 for its OfficeServices Division’s EMS. Extension ofthe EMS to DETR’s WorkingEnvironment Division was formallyaccredited in March 1998.The EMS is designed to identify,minimise and manage the significantenvironmental aspects of the divisions’operations; to secure continualimprovement; and to provide a means

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of demonstrating compliance withpolicy commitments and objectives.To help other departments considerintroducing an EMS, DETR establishedand is chairing an interdepartmentalgroup to develop and offer guidance.The document ImplementingEnvironmental Management Systems:Guidance for GovernmentDepartments has become thebackbone of these EnvironmentalManagement System Guidelines forthe Military Sector.

Canada

In 1995, federal governmentdepartments and agencies weredirected to develop and implementformal EMSs to minimise the negativeeffects on the environment caused bytheir activities. This requirement alsoapplies to the Department of NationalDefence and the Canadian Forces(DND/CF). Directions on GreeningGovernment Operations stated that:A properly designed EMS will providethe framework for practices to help adepartment or agency manage itsenvironmental agenda and document,evaluate, and communicate itsenvironmental performance.

In addition, amendments to the AuditorGeneral Act, which came into effect inDecember 1995, require departmentsto prepare sustainable developmentstrategies (SDS) and action plans, andto table them in Parliament at leastevery three years. The amendmentsalso established the position ofCommissioner of the Environment andSustainable Development, which wasfilled in July 1996.On behalf of the Auditor General, theCommissioner monitors departments’progress in meeting their sustainabledevelopment objectives andimplementing their action plans. The

Commissioner reports the resultsannually to Parliament.DND/CF recognise that they have thepotential to affect the Canadianenvironment and are responsible forhelping to protect it. They haveintroduced many programmes to limitthe impact of their activities and tocontribute to the health and well-beingof Canadians. These programmesrange from placing oil-catching drippans under parked vehicles, toproviding emergency aid for floodvictims. DND/CF’s awareness of andcontribution to environmentalprotection is amplified in their firstSDS, Environmentally SustainableDefence Activities. It incorporatesexisting initiatives where appropriate,and outlines new objectives to increaseNational Defence’s contribution tosustainable development.

DND/CF recognise that sustainabledevelopment must be integrated intothe business planning process. In thecoming years, they hope to combinethe SDS and the Business Plan intoone document. (At present, they arecomplementary.)

The United States

In early 1996, the Office of theSecretary of Defence recognised thepotential of environmentalmanagement systems such as ISO14001 to improve the Department ofDefence’s mature environmentalprogramme. After holding asymposium with industry and keyDefence officials from the MilitaryDepartments, the Department ofDefence agreed to implement ISO14001 at approximately 15 installationsto determine the benefits of adoptingthe principles of ISO 14001. The pilotphase began in 1997. After two years,the installations have found thatimplementation better integrates

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environmental programmes and helpsenvironmental managers morecomprehensively identify the military’simpact on the environment. TheDepartment of Defence is nowdetermining whether to encourageinstallations to adopt ISO 14001 as agood business practice.

The Czech Republic

Although the Czech Republic is not amember of the EU, it supportsaccession. As a result, in its policydocument State Environmental Policy(1995), the government decided toimplement the EU’s EMAS to enhancethe quality of the environment. Someof the country’s more developedcompanies have achieved certificationto EMAS and ISO 14001 standards.The Army of the Czech Republic hasalso implemented a unique EMS, usingseveral proactive methods that willsupport conversion to a standard EMS.According to a decree issued by theMinister of Defence in 1997, the uniqueEMS will be replaced by ISO 14001.The Ministry is proceeding with animplementation outline, and it isexpected that ISO 14001 will be fullyintroduced in the military sector by2003. The Chief of Environmentalistsrecognises that any standardisation ofthe EMS in the framework of NATOcountries would improve the integrationof sustainable development intomilitary activities.

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Annex B — Goal of anenvironmentalmanagementprogramme(See Chapter 3 — Planning for afurther discussion of environmentalmanagement programmes.)

Environmental problems are oftendealt with after the damage has beendone by end-of-pipe solutions. Iforganisations introduce environmentalconsiderations as part of their cultureand overall management and processstrategy, they may achieve regulatorycompliance and financial savingswithout the sense that there has beenan extra burden. General Staff andother members of senior managementare often likely to dismissenvironmental management as a drainon scarce resources. If it can bepresented as an opportunity to savemoney, however, it is more likely tocapture their attention.

For example, if organisations adopt astrategy to reduce overall processcosts, some of the savings could comefrom reducing clean-up or wastedisposal costs, or from using cheaperand possibly more environmentallyresponsible materials or processes.This has the dual advantage ofreducing environmental impacts(keeping environmentalists happy) andsaving money that can be re-investedin new equipment (keeping SeniorMilitary and Civilian staff happy).

Role of Logistics and Infrastructure

Logistics is the branch of defenceconcerned with systems andprocesses, and includes acquisition,equipment maintenance, training,disposal, transport and supply. TheInfrastructure is the branch responsible

for the design, implementation andmaintenance of buildings and allassociated infrastructure includingroads, sewer system. A largepercentage of environmental impactsand clean-up costs could be avoided ifenvironmental concerns were takeninto account in the planning and designphases. If a problem is not correctedat the source or at the design phase,however, the resulting pollution usuallywinds up as an infrastructure clean-upproblem.

The 80/20 rule (Pareto’s Law)describes the principle of allocating80% of resources to 20% of theproblem. This principle could beapplied to defence budgeting as awhole. In a number of cases, thelogistics usually receives only a smallfraction of defence budgetingcompared with infrastructure(installations and equipment). If moremoney were invested to improveenvironmental performance duringlogistical processes, overall savingscould be realised. Changing a parts-cleaning process, for example, couldeliminate hazardous waste, which is avery expensive end-of-pipe solution.These savings could then be used toinvest in infrastructure or militaryequipment. In other cases theinfrastructure maintenance budget hasbeen cut which can also lead toenvironmental costs.

Cost of doing business

Senior managers frequently seeenvironmental activities as simplyanother cost of doing business.Environmentally driven baseline costsinclude disposal of hazardousmaterials and clean-up ofcontaminated sites or equipment.They also include the costs associatedwith environmental management plans(both money and person-hours), such

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as implementation, administration, datacollection and processing, andregulation activities to comply withenvironmental legislation.

Because the majority of these costsusually come from the annual budgetof the Logistics branch, any costreductions will save the branch money.Defence organisations shouldtherefore have an environmentalspecialist operating as an integralmember of the overall defenceplanning and budgeting system.

A comparison of the followingapproaches to environmentalmanagement illustrates theadvantages of integratingenvironmental “top-down” thinking intosenior levels of organisations over“bottom-up” approaches.

The first approach defines goals tomonitor and improve specificenvironmental problems. (e.g.,reducing gaseous emissions, such asmethane). This is very much an end-of-pipe approach directed towardspecific users or locations. Thiscreates a myriad of small action plans,each requiring individual performancemeasures and monitoringprogrammes, and costing money forimplementation, administration anddata collection. In addition, seniormanagers are more likely to dismissthis type of bottom-up approach as partof the general environmental burden,because they do not wish to getbogged down in the intricacies ofspecific environmental issues.

The second approach defines broadenvironmental goals at the senior level,which are filtered down through theentire unit. A typical goal of this top-down approach may be to reduceenergy costs per process throughoutan entire branch, such as Logistics.

Cost reductions could includeminimising environmental baselinecosts such as clean-up and wastedisposal, with a target of reducingpaint/depaint costs by 5%. Iforganisations altered their practices togenerate less hazardous waste, forexample, or used alternativenon-hazardous materials, the outcomewould be favourable to bothenvironmentalists and seniormanagers.

If this far-reaching strategy can helpthe Logistics branch cut environmentalbaseline costs, senior management ismore likely to embrace environmentalmanagement. This subtle approach(with the added incentive of freeing upfinances to re-invest in new equipment)may be more effective in gainingmanagement support than a moreblatant green approach involvingseparate plans to deal with individualenvironmental aspects.

Integrating the environment intodefence

The environment cuts across allaspects of defence. All branches —preferably at a high level of defenceplanners — should therefore adoptbroad strategies to accomplishenvironmental goals and cut costs.Managers with the foresight toincorporate environmental concerns ininitial planning processes can realiseconsiderable savings down the line.

The following examples show howenvironmental aims can be or havebeen incorporated into differentdefence sectors.

Logistics: An organisation’s aim toreduce the cost of its paint/depaintprocesses by 5% could beincorporated into its overall strategy forreducing energy cost per process.

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One method could be to reduceexpenditures on hazardous wastedisposal, therefore reducing hazardouswaste production.

Infrastructure: The concept ofsustainable buildings is growing atmilitary installations. Organisationscan sell the idea to seniormanagement more effectively if theyuse a business case, identifying thefinancial incentive of environmentalissues such as long-term energysavings, rather than pushing for aninitial investment in green buildings,which may be viewed as little morethan an environmental fad.

Acquisition: Acquisition is an importantaspect of logistics and infrastructure.The following examples show howenvironmental concerns could beincorporated into the acquisitionprocess.

Each of the U.S. Air Force’s F-16aircraft uses several million rivets thathave to be greased before insertion.The grease comes in tubes and mustbe stored in refrigerators. Bypurchasing pre-greased rivets, the AirForce eliminated the environmentalcosts of disposing of empty tubes andthe costs of cold storage, and saved anestimated $5 million and 24,000person-hours per aircraft.

Summary

The military sector must use cautionwhen adopting approaches forimplementing an EMS.

There is a clear need to integrateenvironmental thought into all aspectsof defence and at all levels.Organisations must look at theenvironment as a horizontal issue — asubset of all defence sectors.

Instead of concentrating on individualenvironmental aspects and reportingdetailed sets of data trends for eachimpact measured, the environmentalmanagement programme must berelevant to the system as a whole. Atop-down approach implementingbroad strategies that reducingenvironmental impacts may be morecost effective and manageable than abottom-up approach involving severalsmall, specific environmental plans.

Defence organisations should integratetheir EMSs as fully as possible intoexisting management systems, ratherthan deal with the environment as aseparate issue. This will reduce theview of environmental management asa burden that must be accommodatedat the expense of operationalrequirements. Organisations shouldalso consult with process owners sothat environmental issues can beincorporated early on, in suchprocesses as logistics or acquisition,for example.

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Chapter One —Overview of an EMS inthe Military Sector

This chapter gives an overview of howmilitary organisations can startimplementing an environmentalmanagement system (EMS). Itemphasises the importance ofensuring government andmanagement commitment andfollowing a standardised EMSstructure.Military organisations need EMSsbecause their activities have an impacton the environment. Someorganisations may already havesystems for dealing with environmentalconcerns, but these systems areprobably not formalised to the degreethat the ISO 14001 or EMAS standardsrequire.(See the Foreword for a brief discussion ofthe history of EMS standards.)

Getting started

Most military organisations have beenaware of how their operations affectthe environment for some time. Inmany instances, they have undertakenactivities that benefit the environment,such as removing evidence ofoccupation from a bivouac area andrefraining from discharging solid wasteat sea during naval exercises.Although military organisations followthese procedures for reasons oftactical concealment, they arenonetheless environmentally soundpractices.Beyond these operational activities,however, the public has insisted that inpeacetime, military organisationsminimise their impact on theenvironment and clean up pollutionresulting from past defence activities.Environmental legislation and

regulations that now apply equally tothe military as well as to industry havehad a direct impact on how the militaryinteracts with the environment. Theconsequences of failing to adhere toregulations (e.g., fines, penalties orbad publicity) are driving militaryorganisations to improve theirenvironmental management. In manycountries, the legislature andenvironmental ministries havepressured governmental organisationsto implement EMSs. Whatever thesituation is, if organisations have plans,procedures or activities that clean uppast contamination or prevent pollutionfrom current activities, they have thebasis of an EMS.

Basic approach

Figure 1 shows the elements of anEMS.

Figure 1: Elements of an EMS (example ofthe British Standard BS 7750)

To develop and implement a formalEMS, organisations should follow aseries of steps as proposed in thestandards:

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1. Obtain a copy of the ISO 14000series or EMAS Standard from yourcountry’s Standards Association.

2. Define the roles of senior andmiddle managers in developing andimplementing the EMS. Appoint an“EMS Champion” who is a memberof senior management. (Chapter 1)

3. Identify your organisation’sactivities that affect theenvironment either negatively orpositively. Use an initialenvironmental review to do this.(Chapter 2)

4. Record and update legal and otherregulatory requirements relevant toyour activities. (Chapter 2)

5. Determine and prioritise the mostsignificant environmental impacts.Determine the major ways in whichyour organisation affects theenvironment. (Chapter 3)

6. Draft an environmental policy fromthe environmental impactsidentified and from relevantlegislation, national environmentalpolicies, etc. The policy must beapproved by the commanders ofeach military service and by therelevant agencies at the Ministry ofDefence level. Where applicable,the policy should also take intoaccount the policies of the Ministryof the Environment, environmentalnon-government organisations(ENGOs), and attitudes of thegeneral public. (Chapter 3)

7. Develop and set objectives andtargets from the environmentalpolicy, including environmentalperformance measures.(Chapter 4)

8. Develop an environmentalmanagement programme toachieve objectives and targets.(Chapter 4)

9. Define the staff responsibilities andresources required to drive theEMS forward. (Chapter 4)

10. Develop awareness and trainingcourses to ensure that all relevantpersonnel: know the appropriateactions related to environmentalconcerns; are clear about theirroles; and understand why the EMSis important. (Chapter 4)

11. Improve communications.(Chapter 4)

12. Develop an environmentalmanagement manual and relateddocuments. (Chapter 4)

13. Establish document control.(Chapter 4)

14. Establish operational control.(Chapter 4)

15. Prepare for emergencies andcontingencies. (Chapter 4)

16. Monitor the operation andeffectiveness of the EMS.(Chapter 5)

17. Establish procedures for correctingnon-control and non-compliancewith policy and regulations/orders.(Chapter 5)

18. Maintain records. (Chapter 5)

19. Establish environmental auditprocedures to identify strengths andweaknesses. (Chapter 5)

20. Review the EMS to determine itssuitability, adequacy and

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effectiveness, and ensurecontinuous improvement.(Chapter 5)

21. Produce an environmentalstatement. (Optional) (Chapter 5)

22. Obtain registration. (Optional)(Chapter 6)

(See also Annex 3E for an overview ofthe 19 steps used by the DanishDefence in its EMS.)

Although military organisationstraditionally have not given theenvironment much attention, mostmilitary personnel will quickly becomefamiliar with these steps. Militaryorganisations approach most issues ina systematic fashion, so managingenvironmental aspects builds on skillsand activities that the military pridesitself on having. Developing an EMS isultimately a practical problem, andfollowing the steps in this manualshould ensure that organisationscontrol the impact of their activities onthe environment.

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Hint Box 1 – NATO working groups

Several NATO working groups haveproduced material that relates to thedevelopment of an EMS. A few arehighlighted here and in Annex 1A. Theyare readily attainable resources.

Environmental Guidelines for themilitary sectorThe Environmental Guidelines for theMilitary Sector is the product of a jointSweden-U.S. project sponsored byNATO/CCMS and published in 1996. Itsets down: an international outline forenvironmental work within the militarysector; the responsibilities of thegovernment and the military sector; andthe principles for developing anenvironmental program.

Environmental Guidelines for the MilitarySector is an overall guide to goodenvironmental management in the militarysector. Organisations should use theseguidelines as they develop an EMS,particularly when identifying environmentalaspects that are unique to the military anddeveloping an environmental managementprogramme for each of them.A formal EMS serves as a systematicchecklist and implementation plan formanaging environmental concerns. It isthe framework in which appropriate,prioritised action will take place.

NATO Environmental Prtection WorkingGroup (EPWG)The EPWG is established by the JointService Board of the Military Agency forStandardisation to develop standardiseddoctrine, procedures and practices to takeinto account military responsibility of theenvironment while providing operationallyeffective NATO forces.

The scope or the EPWG includes, but isnot restricted to:• Environmental standardisation• Environmental protection training• Environmental awareness in personnel

• Environmental protection during theperformance of duty

• Environmental Management Systems

Substantially, the task of the EPWG is topropose and to produce STANAGS that:• Improve iteroperability• Facilitate cross-training of personnel• Improve effectiveness of equipment

and agents• Achieve savings through common

military specifications• Ensure use of common terms.

The provisional EPWG action plan has twoobjectives:• STANAG 7141 EP - The Joint NATO

Policy and Doctrine for EnvironmentalProtection during Allied Operationsand Training aims at providing policyand guidance on fundamentalprinciples of environmental protectionfor defence ministries (Espected to bepublished in 2000)

• A new STANAG on Hazardous WasteRegulations (Expected to be publishedin 2002)

NATO Pilot Study on Environment andSecurity in an International ContextThis study strove to broaden the conceptof security in terms of a non-traditionalthreat, environmental stress. Itrecommended enhanced cooperativeaction at the international level,recognising the potential for securitythreats which may arise fromenvironmental issues such as globalclimate change, with its associatedeconomic and sociaological and nationalsecurity ramifications.

NATO Group on Acquisition Practices(AC/313)The NATO group on Acquisition Practices(AC/313) is one of the main gropsreporting to the Conference of NationalArmaments Directors (CNAD). AC/313advises CNAD on government defenceprocurement practices and proceduresrelating to defence trade, cooperativearms/programme arrangements, andindustrial collaboration within NATO.

Leadership roles for governmentsand military organisations

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Without full support from the politicallevel, the success of an EMSprogramme will suffer. The Minister ofDefence must support the EMS. TheNATO CCMS/Euro-Atlantic PartnershipCouncil (EAPC) Model WorkProgramme states that Ministers ofDefence should commit to:• conducting environmental work

within the military sector;• elaborating a national

environmental policy for the militarysector;

• conducting the environmental workin a structured way, i.e., implementan EMS; and

• working closely with environmentaland public health officials.

Adequate resources will be required todevelop and implement an EMS.Military organisations may wish toprovide funds as part of a “stand-alone” budget for the environmentalprogramme, or it may be appropriate toallocate resources as an integral partof existing budgets.The military will be seen to becommitted to reducing environmentalimpacts, as is the case with civiliandepartments and thecommercial/private sector. All share acommon commitment to reducingenvironmental impacts.

Senior management’s role

Senior management (senior militaryand civilian staff) set broad policiesand fulfil an oversight role. They areresponsible for making decisions thataffect military operations as well asday-to-day tasks.Therefore, senior management mustplay an active role in implementing andupholding an EMS. This is a key role,and it is imperative that theirscrutiny continue. To guarantee this,ISO14000 includes a managementreview and auditing scheme.

Senior management must:• declare that having an operational

EMS within a certain timeframe isan important goal for theorganisation;

• stress that environmental issuesmust always be a factor in allplanning and decision-making;

• ensure that middle management isaware of the EMS and incorporatesthe environment into decision-making;

• put time and interest into themanagement review process;

• underscore the need forenvironmental auditing;

• respond visibly to and take actionon the outcomes of both themanagement review and the audit;and

• appoint an “EMS Champion” who isa member of senior management(possibly the individual to whom theEnvironmental Co-ordinatorreports).

Senior management is alsoresponsible for appointing the EMSManagement Representative. TheManagement Representative shouldstart by determining the scope of theEMS. Most organisations begin bytrying out an EMS in a unit or buildingand then use that experience to extendit to other parts of the organisation.Eventually, the EMS will be extendedto all parts of the organisation,becoming second nature to mostpersonnel as they carry out theirduties.

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Hint Box 2 — Top-level commitment

Extracts from the Opening Speech ofthe NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector on 7 May 1996 byMajor-General E.N. Westerhuis(Coordinator of Physical Planning andEnvironmental Affairs of the DutchMinistry of Defence):Defence is part of society and shouldplay its role with respect to goodenvironmental management. As partof the government itself, Defenceshould set a good example withrespect to environmental matters andshould demonstrate howenvironmental degradation can beprevented. Defence has an obligationto minimise the environmental damagecaused by peacetime military activities.The environment should concerneverybody including managers andindividual soldiers. The responsibilitymust lie where the environmentalimpact is caused, for example, with theindividual soldier or unit commander.

Although the Defence Minister remainspolitically responsible in Parliament,the services and commandersthemselves carry the ultimateresponsibility for implementing an EMS

Middle management’s role

Middle management support is crucialto successful implementation of theEMS. It is at this level that decisionsmost affecting the success of the EMSare made.It is essential for middle managers toaccount for environmental issues whenplanning their own duties and those oftheir subordinates, and when reportingto senior management.Experience shows, however, that whilesenior management is generallycooperative and willing to implement

the EMS, the commitment of middlemanagement is often more difficult toachieve. Middle managers aregenerally tightly budgeted and tightlystaffed, and are under great pressureto ensure maximum military readinesswith progressively less funding.If senior managers order middlemanagers to implement an EMS, theyshould provide them with adequatesupport and motivation. They can dothis by:• demonstrating how implementing

an EMS assists in conductingdefence core business, and thusbecomes part of their primaryduties;

• ensuring that middle managers aremade aware of the positive benefitsof implementing an EMS; and

• making adoption of an EMS atarget to achieve, and something onwhich middle managers will beassessed in performance reports.

Both senior and middle managementare accountable for achievingenvironmental goals.

The role of civilian and militarypersonnel

During daily operational tasks ofmilitary organisations, most of theenvironmental impacts arise fromactions carried out by personnel underthe direction of middle management.Middle managers can help thesepersonnel implement an EMS by:• ensuring that subordinate

personnel understand theenvironmental effects of their dailyactions through the appropriatetraining program (See Chapter 4);and

• recognising that goodenvironmental performance ofsubordinate personnel is anopportunity to reward positiveaction, rather than disciplinary

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measures for inadvertent negativeaction.

Summary

Military organisations, like mostorganisations, must reduce theirenvironmental impact. Implementingan EMS is one of the best ways toachieve this. This chapter has givenan overview of how to beginimplementing an EMS.It has also mentioned the key roles ofmanagement. It is clear that for anEMS to be effective, leadershipcommitment must be in place.Countries that have alreadyimplemented an EMS have discoveredthat leadership commitment wields farmore influence on the eventualoutcome of the EMS than thediscussion of costs and benefits.The first step organisations must taketoward an EMS is to develop a soundenvironmental policy, which isdescribed in Chapter 2 — Policy.

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Annex 1A — NATOEnvironmental Reportsand Other Work

Conferences and seminars are anexcellent way of bringing peopletogether to communicate experiencesand share developments in theory ortechnology. Also, presentations atprofessional and technical gatheringshelp to highlight the work done by themilitary and dispel any misconceptionsof a “licence to pollute” on militarysites. NATO and the Euro-AtlanticPartnership Council (EAPC) have beeninvolved in this kind of activity for manyyears, as the following reports show.

NATO-CCMS “Blue Book” SeriesThe following publications are availablefrom NATO-CCMS free of charge.Please provide the report numberwhen contacting the NATO-CCMSoffice:NATO-CCMSScientific Affairs DivisionB-1110 BrusselsBelgium

NATO-CCMS Aircraft Noise in aModern Society (NATO-CCMS ReportNo. 185, Nov 1989). This reportaddresses three aspects:• source technology (to reduce noise

at source, including airframes andengines)

• receiver technology (to reducenoise at the ground)

• operations and informationNATO-CCMS Pilot Study on DefenceEnvironmental Expectations(NATO-CCMS Report No. 199, Sep1992). This report lists the results froma questionnaire on environmentaltraining and attitudes to military-relatedenvironmental matters in NATOcountries.

NATO-CCMS Helicopter NoisePrediction Modelling (NATO-CCMSReport No. 202, Dec 1994). Thisreport considers noise sources,measurement, sound propagation andnoise exposure models.NATO-CCMS Cross-BorderEnvironmental Problems Emanatingfrom Defence-Related Installations andActivities (NATO-CCMS Reports No.204, 205, 206, April 1995).• Volume 1: Radioactive

contamination. Sources, levels,transfer processes, human impact,risk evaluation, handling (BarentsSea, Baltic, Black Sea).

• Volume 2: Chemicalcontamination. Dumped CWmunitions, PCBs, heavy metals,chemical runoff, risk analysis,pollution disposal, evaluation andmodelling.

• Volume 3: Summary Final Report

NATO-CCMS Use of Simulators as aMeans of Reducing EnvironmentalImpacts Caused by Military Activities(NATO-CCMS Report No. 210,Nov 1995). This report covers theenvironmental impact of militaryactivities and use of simulators andsimulations in military activities.NATO-CCMS Protection of CivilPopulations from Toxic Material SpillsDuring Movements of Military Goods,1992-97. Report in press (Oct 1999).

The following are not part of theNATO-CCMS Report series (stocksmay be limited).NATO-CCMS EnvironmentalGuidelines for the Military Sector(A-96, June 1996)NATO-CCMS Pilot Study onEnvironmental Aspects of ReusingFormer Military Lands (1994-1998)(CCMS A-98, Dec 1996, 3 Volumes).

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CCMS seminars, round tables andinternational conferencesNATO/CCMS has also conductedseminars, round tables andinternational conferences on defenceenvironmental topics. Some havepublished reports, including:• Defence and the Environment: the

Military Role in EnvironmentProtection, Dombas, Norway (1992)

• Pollution Prevention and DefenceActivities, Brussels, Belgium (1993)

• The Role of the Military inProtecting the Ozone Layer,Brussels, Belgium (1994)

• International Symposium on theEnvironment and Defence,Swansea, Wales (1995)

• Environmental Security,Washington DC, USA (1995)

• Simulation: A Challenge or aBenefit? (Seminar based on theresults of the Pilot Study on Use ofSimulators 1997), Oberammergau,Germany (1997)

There are links to the CCMS Web sitefor references to conferenceproceedings.http://www.vm.ee/nato/ccms/chs0.html

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Annex 1B — Experiencewith the EMS in theDanish Defence,1993 – 1999

It is the Danish experience that anEMS must be based on an existingstandard. In Denmark, the DanishMinistry of Defence (DMOD) decidedfrom the very beginning to base itsEMS on the principles of BritishStandard 7750, to ensure that asimple, clear and effective system wasestablished. When the standardchanged from BS 7750 to ISO 14001in 1997, a transformation of the systemwas necessary.

(See the Foreword for a brief discussion ofEMS standards.)

Management Commitment

The DMOD, assisted by the DanishDefence Construction Service (DDCS),prepared a draft environmental policyand introduced it to the Commission forthe Protection of Nature andEnvironment. The Defence Commandfollowed up by making a regulationwith guidelines within the militarysector. Both regulations were in usefor six years before it was deemedconvenient to revise them.

It is the Danish experience that theinvolvement of the top leadership in theorganisation is of the greatestimportance for implementing the EMS.Especially in a command structure likedefence, open commitment by theMinister and the chiefs of defencegives environmental managers a verystrong starting position. On the otherhand, it is important that the ordinarychannels of command are alwaysfollowed when superior authorities areinvolved.

It is also important to point out that theEMS is a management system built onthe existing command structure. TheEMS must set up a series of goals inthe organisation, committingmanagement to give these goals equalpriority to economy, security, etc. Thishas not been fully accepted by all thechiefs of the establishments becausesome of them have not fullyappreciated the significance ofenvironmental management. This maybe because the education and trainingprogramme for senior managers failedto convince them of the merits of ISO14001.

The chiefs of the establishments mighthave had the idea that theirenvironmental mangers’ efforts wereenough to satisfactorily implement theEMS. When the initial review wasmade, however, it was clear that thechiefs of the establishments had stillnot prepared an official environmentalstatement on the basis of an audit ofthe EMS.

The resource requirement for the firststeps of implementing the EMS wascalculated from experience with thepilot project. The time needed to carryout the initial review is estimated asabout six hours per employee/militarymember. Some 10% of the totalnumber of employees/militarymembers are involved with thecollection of data and similar activitiesat the start of the system.

As of October 1999, about 300environmental managers had receivedtraining, but there is still a need formore. The environmental managersare recruited from very different ranksand backgrounds. Unfortunately, themilitary career system demands thatsome of them have to be transferred toother positions even though they are inthe middle of an important step of the

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implementation of the EMS at theirestablishment. The importance ofkeeping the environmental managersin position has not been fullyaddressed, perhaps because of a lowpriority of the environmental managers’role in the organisation.

The Initial Review / EnvironmentalAssessment

The initial review is a very importantstep in the implementation of the EMS.The formulation of the basic element ofobjectives and targets, organisation ofthe data collection and evaluation ofthe effects are important tasks forenvironmental managers.

Registration of current laws andregulations in the field of environmentalmanagement was from the beginningseen as a “short list” because ofexpected problems with “a full list”.Even maintaining a “short” list is acomplicated and unfamiliar job for theenvironmental managers. The DDCStherefore offers the service of anupdated list of environmental laws andregulations, which is distributed on theInternet

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Chapter Two — Policy

The top management of defenceorganisations must develop clear andmeaningful environmental policy goalsto meet their operational needs.Environmental policy should establishan organisation’s overall direction andprinciples for action related to theenvironment.

This chapter will help militaryorganisations develop anenvironmental policy if they do notalready have one, or help them modifyan existing one to include acommitment to continual improvement.It will do this by:• discussing the importance of

reviewing existing environmentalpolices and practices;

• providing guidance on developingspecific goals for defence-relatedenvironmental policy statements,referring to various nationalexperiences; and

• stressing the importance ofcommunicating policy to allinterested parties.

Reviewing existing policies andpractices

The first step organisations should takein developing an environmental policyis to review the existing environmentalpolicies and current practices fordealing with potential incidents andnon-compliance. They should developpolicies and practices in accordancewith the EMS Standard, as well as theguidelines outlined below. Iforganisations do not have a policy inplace, they must conduct an initialenvironmental review.

Initial environmental review

Experience shows that organisationsbenefit from carrying out an initialenvironmental review as a pre-requisite to developing anenvironmental policy. This review willenable them to identify priority areasfor action based on real knowledge ofthe existing situation. It will also helpthem allocate the appropriateresources at a later stage in thedevelopment of an EMS.First, organisations must obtain anoverview of regulatory requirementsand the environmental impacts of theiractivities and services. By providing asnapshot of an organisation’senvironmental impacts, the review willenable it to establish a baseline fromwhich to make improvements.

Method of review

In conducting an initial environmentalreview, organisations should takeseveral approaches:• gather data on the site’s

environmental effects;• identify priorities using the following

criteria: compliance with legislation,threats to health and safety, risks tothe environment, financialconsequences of non-complianceor incidents, remediation costsfollowing failures, and damage toreputation;

• determine the basis for the site’senvironmental policy;

• identify any previous incidents ofnon-compliance or contamination;

• compare (benchmark)organisational performance withrelevant internal criteria (defencedirectives) and external standardsor codes of practice (e.g., NATO,environment ministries, industry,etc.);

• identify opportunities for costsavings;

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• consider the views of personneland other interested parties; and

• identify other organisationalsystems that can affectenvironmental performance.

To implement these approaches,organisations can use the followingmethods for both the initial review andthe more in-depth development ofenvironmental managementprogrammes later.

• Review historical data (archivedmaps, interviews with long-timeresidents/neighbours).

• Use existing documentation tomanage logistics functions.

• Document the use of hazardousmaterials on the site.

• Examine existing wastemanagement documentation.

• Prepare a short questionnaire forpersonnel who operate keyprocesses.

• Set up a dialogue with relevantenvironmental regulators.

• Set up a local public forum todiscuss issues relating to theorganisation’s draft environmentalstatement.

Hint Box 3 — Encouragingparticipation in the environmentalreviewAs the review is conducted, involve keymanagers and other personnel withinthe organisation. Let them know whatthe organisation is planning, andencourage them to think about howthey can contribute. Promoteawareness and participation through:• articles in journals, base

newsletters, Ministry of Defencecirculars and Standing Orders

• briefings, workshops and seminars• papers to management boards• cross-functional teams that deal

with the use of natural resources• guidance for staff and suppliers

• posters and announcements onnotice boards

• initiatives suggested by personnel,through such vehicles as E-mails,Intranets and the Internet.

Scope of review

An initial environmental review shouldcover such issues as:• legal compliance• emergency/contingency plans• management structure• activities of other organisational

systems that could enhance orimpede performance

• training and levels of awareness• procurement, including existing

relations with contractors• opportunities for cost savings• environmental aspects.

Environmental aspects

Section 4.3.1 of the Standard(ISO 14001) defines an environmentalaspect as an element of anorganisation’s activities, products orservices that can interact with theenvironment.

Organisations should identify theirenvironmental aspects by using aninitial environmental audit or a self-assessment. An audit or self-assessment is not the same as areview. (See Annexes 3E, 5B and 5Cand Chapter 5 for further discussions ofenvironmental reviews, audits andevaluations.)Organisations must then determinewhich aspects are significant based ontheir importance and their influence.Finally, they must then prioritise them,determining which ones they want tocontrol or reduce first, and which onesthey can deal with later.Organisations will use the results of theinitial environmental review to

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determine baselines, objectives andtargets during the planning process(described in Chapter 3).The following matrix shows examplesof environmental aspects and impactsthat could be included in an initialenvironmental review.

ASPECT IMPACTEmissions toair

Vehicle/aircraft noiseor artillery firingVehicle fumes orartillery firingRelease ofChlorofluorocarbons(CFCs)Exhaust emissions

Discharge towater

Fuel spillagesSedimentation ofrivers due todisturbance by vehicletrainingSewage, drainageand effluent enteringwatercourses

Contaminationanddegradation ofland

Compacted soil andremoval of vegetationby tracked vehiclesLeaked from wastestored in landfillsLeakage from storesof wasteUse of ammunition

Use ofresources

Use of paper, energyand fuelWater consumptionLand-managementpractices

(See annexes 2A, 2B and 2C for furtherdetails of environmental aspects.)

Developing an environmental policystatement

After reviewing existing policies andpractices, the second steporganisations should take is to actuallydevelop an environmental policystatement.

The environmental policy statement isthe cornerstone of an EMS. It providesa link between policy development,operational needs and thecommunication of policy to allinterested parties. Section 4.2 of theStandard discusses the environmentalpolicy statement.

Defence environmental policystatements should be prepared on twolevels: a top-level policy applying to thewhole organisation; and a series ofrequirements linked to internalorganisational divisions that describethe direction and principles for action ofthe overarching policy. A top-levelpolicy is likely to be from one to threepages in length and should meet therequirements of the EMS Standard.The following guidelines will helporganisations prepare theirenvironmental policy statement.• Make the scope of the statement

clear to the reader (e.g., includewhat parts of the organisation itcovers). Ensure that it can beunderstood by both internal andexternal interested parties.

• State the overall aims andprinciples of action for addressingthe significant impacts of theorganisation’s activities on theenvironment.

• Make it obvious that theorganisation’s intent is to complywith the letter and spirit oflegislation and to prevent pollution.Organisations must comply with alllaws (not just environmental), sothey should come up with a morepositive statement than merecompliance. Organisations couldalso make reference to multilateralagreements such as the MontrealProtocol.

• Make reference to objectives anduse the policy statement as aframework for reviewing

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environmental objectives andtargets. It may be possible to referto objectives, even if they are notquantified. Also, refer toconstraints when appropriate (e.g.,“when economically viable”), but tryto define this in advance as muchas possible.

• Ensure relevance. A policystatement should be tailored to anorganisation’s activities. Forexample, “consideration will bemade of the impact of noise onlocal communities”.

• Include a commitment to continualimprovement (an essential elementof a policy statement). Forexample, “The Defence LogisticsOrganisation is committed tominimising the impacts of itsoperations on the environment bymeans of a programme of continualimprovement”.

• Ensure the policy statement isdated and signed by topmanagement (e.g., the Minister ofDefence and/or the Chief of theArmed Forces). Communicate thepolicy statement to all military andcivilian personnel, and make itavailable to the public.

The policy statement could also:• contain material from third parties,

such as Ministers of theEnvironment, suppliers andcontractors;

• promote sustainability, by workingwith others to develop viablesolutions to economic, social andenvironmental problems; and

• contain a commitment to trainpersonnel and encourage improvedenvironmental performance.

Organisations may wish to circulate adraft copy of their environmental policystatement to interested parties, asdefined in the ISO Standard.

(See annexes 2C and 2D for theenvironmental policy statements of theMinistries of Defence from Denmark andthe United Kingdom.)

Communicating the policy to allinterested parties

Communication is important to thesuccess of any organisation’senvironmental policy. ISO 14001requires organisations to make theirenvironmental policies available to thepublic, and also defines specificcommunication guidelines.Any communications effort shouldaddress all interested parties. An openapproach, using the latestcommunication techniques should helpto build understanding anddemonstrate leadership in policymaking.(See Annex 2F for a description of howSweden communicates its policy tointerested parties.)

Summary

This chapter has underlined howimportant it is for organisations todevelop an environmental policystatement based on an initialenvironmental review. It also provideda guideline for best practices andexamples of policy statements fromdifferent countries. The next step is toplan an effective EMS, which isdescribed in Chapter 3 — Planning.

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Annex 2A —Environmental Aspects

In using environmental aspects todevelop environmental policy,organisations should follow threesteps:• Identify all activities that affect the

environment;• Determine which activities, or

aspects, are significant; and• Prioritise the aspects.

Identify all activities that affect theenvironment

The first step organisations must takeis to identify the ways in which theiractivities affect the environment.Environmental aspects may be viewedin different ways. They may benegative (i.e., damaging theenvironment) or positive (i.e.,benefiting the environment). Some areactual (i.e., they are alreadyhappening), while others are potential(i.e., they could occur if theorganisation took, or failed to take,some action). Finally, environmentalaspects may be either direct orindirect.Direct environmental aspects in themilitary sector arise from militaryoperations and from the logistics andinfrastructure activities supportingthem. For example, military operationsmay result in:• noise from artillery firing and

airfields• soil degradation from running

armoured vehicles on training areas• solid waste to be disposed of in

bivouac areas or at sea.

Logistics and infrastructure supportmay result in:• emissions associated with

industrial-type maintenanceprocesses

• disposal of hazardous waste, suchas solvents

• discharges of fuel during refuellingof military vehicles.

Indirect environmental aspects in themilitary sector arise from otheractivities that support operations,logistics and infrastructure. Forexample, the support organisationsthat develop the specifications forweapons platforms indirectly affect theenvironment through their choices. Inthis sense, procurement officers’indirect impacts on the environmentare much greater than their directimpacts, such as recycling their officewaste. Therefore, militaryorganisations must assess the impactof their design and procurementdecisions on the environment.Organisations can mitigate the indirectenvironmental aspects in differentways. Examples include:• redesigning the maintenance

process to specify a paint withfewer toxic chemicals;

• using life cycle assessment for allpurchases so that the selectionprocess takes into considerationthe environmental impacts of themanufacturing process,maintenance activities and disposalprocedures; and

• designing refuelling connections tominimise fuel spills during refuellingprocedures.

In addition, Environmental Guidelinesforthe Military Sector, the Sweden-U.S.publication referred to in Chapter 1, willassist organisations in identifyingwhich military activities affect theenvironment, as will EnvironmentalConsiderations in the SystemsAcquisition Process.(See Table 1 in Annex 3F for severalexamples of military activities that havehad an adverse effect on human health andthe environment.)

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Determine significant environmentalaspects

After identifying all activities that affectthe environment, military organisationsmust determine which ones aresignificant. In doing so, they shouldconsider two main factors:• Importance — the frequency with

which the environment is affectedby an activity, compared with theseverity of its impact. The higherthe frequency and severity, thehigher the priority.

• Influence — the influenceorganisations could exert to controlan impact compared with thedegree to which they exert thisinfluence. The more influenceorganisations have over a particularsignificant impact, the easier it is toreduce it.

Military organisations should alsoconsider several other factors. Theseinclude potential regulatory exposure,difficulties in changing the impact,financial implications (costs andsavings), concerns of interestedparties, and the effect on the publicimage of the organisation fromcomplaints and bad press.In determining the significance ofaspects, organisations should take intoaccount the activities operating underroutine conditions, non-routineconditions and emergencies.

Prioritise environmental impacts

Experience shows that theenvironmental policy will not beexecuted if organisations do not clearlyprioritise environmental impacts.Prioritising environmental impactsmeans determining which onesorganisations want to control or reducefirst, and which ones they can deal withlater. This should be done at eachmanagerial level, taking into account

priorities of levels higher up.Therefore, top-level management mustprioritise first, with input received fromall management and operational levels,including data on feasibility andresources.ISO 14000 states that prioritisingshould be done:• in writing• in a logical, defendable way• at each managerial level• taking into account priorities set at

higher levels (including governmentpolicy and legislation)

• with the proper authorisation.

Organisations must decide how theywill prioritise environmental impacts.They should take into account suchconsiderations as financial risk, healthand safety risk, legal risks, or the riskof a negative public image. They maychoose from several methods ofprioritising environmental impacts. Inno particular order, these include the:• environmental policy method (both

international and national policies)• environmental method• financial method• operational readiness method• distance-to-target method• multi-criteria assessment (also

known as the weighted targetmethod).

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Annex 2B — Methods ofPrioritisingEnvironmental Aspects(text prepared by theCzech Republic)

If military organisations have a registerof activities and their environmentalaspects and impacts, they mustprioritise them before including them inan effective EMS.When assessing the significance ofaspects and their priorities, militaryorganisations should consider thefollowing criteria:• limits provided by standards and

legislation• aims of national or international

environmental policy• extent of the environmental burden• financial aspects• technological demands• frequency of occurrence• image of the organization• social factors• time of duration, etc.

It is recommended that the topmanagement level set priorities first.From here, it is easier to set furtherpriorities that relate to lowermanagerial levels. In practice, it is alsopossible to adopt a simple approachthat considers only one or two of thecriteria mentioned above. This way,you can set out priorities withoutoutside assistance. However, theoutcome can be partial and not fully incompliance with an optimum solution.The most common methods of thiskind are:• Environmental policy method —

The organisations adopts prioritiesset by national or internationalpolicies.

• Environmental method — Theorganisation sets its priorities

according to the extent of itsimpacts on the environment. It canthen choose those that aretechnologically easy to implement,financially acceptable, and whichpromise the greatest potential ofreducing impacts on theenvironment. Priorities can be setthrough brainstorming.

• Financial method — Theorganisation sets its prioritiesaccording to the lowest cost. Thismethod is suitable formanufacturing organisations andwell-defined environmentalprojects. To use this method,organisations must know theexpenses related to addressingenvironment concerns, such asclean-up.

• Operational readiness method —The organisation sets its prioritiesaccording to those objectives thatwill be not only very easy to meet interms of resources availability anddemands on implementation, butthat will also help preserveenvironment quality.

• Distance-to-target method — Theorganisation sets its priorities basedon knowledge of the timeframework and what reduction of aparticular environmental aspect(e.g., pollutant) is required. Thesedata are usually determined by thestate policy requirements formilitary sector. In case where twopollutants have the same timeframework for their reduction, thehigher priority is given to the one forwhich a higher relative amount ofreduction is required. If the timeframework is different, a higherpriority is assigned to the reductionof that pollutant to which theobjective to be met has a greaterbenefit.

• Multi-criteria assessment —Organisations can get more exactresults of prioritisation by some

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form of multi-criterial assessment;that is, a complex assessment ofthe broadest spectrum of criteria(points a) to i) above). It isrecommended that this beimplemented by a working group ofnot more than 15 external andinternal experts.

This method is based on the workinggroup first setting a register of criteriaand then assigning a vector of weightto each criterion according to itsimportance. The register of criteriaand a vector assignment can then beimplemented in an optimum way withthe help of brainstorming orbrainstorming-pool methods.

A decision-making matrix is then setup. Its lines consist of particularactivities (aspects or impacts) and itscolumns consist of individual criteria.Every activity is quantified for eachcriterion either on the basis of estimateor calculation. Even in this phase it ispossible to use brainstorming. All thecriteria are converted to maximal onesand both ideal and basal variants aredetermined. The final step is tocalculate standardised matrix of theelements that are then multiplied bythe vector weight.

Priority is given to the activity(environmental aspect or impact)whose sum of values in the particularline of matrix is maximal (method ofweighting sum).Military organisations can use not onlyany of the methods mentioned above,but also other methods in the processof prioritisation. Whatever methodused, it should meet the requirementsof the chosen standard.

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Annex 2C — TheEnvironmental PolicyStatement of the DanishMinistry of Defence

PolicyBy means of positive co-operation withthe authorities outside the armedforces, and in accordance with thepurpose and intentions ofenvironmental legislation, theauthorities of the Ministry of Defencewill actively work to preserve, protectand, if possible, restore theenvironment and nature.The effort in the field of environmentaland nature protection is carried outwith due respect for the tasks that havebeen directed to the Ministry ofDefence.The authorities of the Ministry ofDefence have, at all levels, establisheda standard environmental managementsystem in order to record, minimiseand control the impacts on theenvironment constantly. The systemwill be continuously developed andmodified.

GoalsThe authorities of the Ministry ofDefence will:• Improve environmental awareness

and the attitude to environmentalefforts and environmentally-conscious behaviour of allpersonnel, through information andeducation on the intentions of theEnvironmental Protection Act andabout how pollution within differentfields can be limited or completelyavoided.

• Through active environmentalmanagement, aim at continualimprovement in all fields of theenvironment.

• Prevent and fight pollution and alsoencourage the use of technical

procedures that involve the leastpolluting technology, and changeprocedures and working methods tothose that are less polluting.

• Carry out environmental clean-up,including, if necessary, naturerestoration of areas subjected toformer pollution, current pollution,and on closure of facilities.

• Limit the use of raw materials andresources as much as possible andencourage the sorting and recyclingof solid and liquid waste.

• Limit the use of energy andpromote the use of renewableenergy sources.

• Strengthen nature protectionthrough, for instance, the care offlora and fauna.

• Improve the opportunities for publicaccess to military areas, with dueconsideration for the armed forces’needs for training, security issuesand the protection of nature.

• Minimise the impact of noise andvibration on surrounding areascaused by training activities andexercises of the armed forces andthe Home Guard in ranges andtraining areas, and the use of rifleranges by the armed forces.

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Annex 2D — TheEnvironmental PolicyStatement of the UnitedKingdom’s Ministry ofDefence (1996)

1. The Ministry of Defence iscommitted to the protection ofthe natural environment, byavoiding harm or nuisance,whilst maintaining ouroperational effectiveness. Weconduct our activities inaccordance with theGovernment’s overallenvironmental policy set out inthe 1990 White Paper “ThisCommon Inheritance” and itsassociated reports. Thedepartment’s Green Minister isresponsible for developingenvironmental strategiesappropriate to defence activities.

2. The environmental policy set outin this statement is to beobserved throughout theMinistry of Defence and itsAgencies and reflects our fullsupport of the Government’soverall environmental policy.The management of theenvironment is increasinglyregulated and legislationimposes on us an overall duty ofcare that we need to fulfill.

3. The Department:• ensures compliance with the letter

and spirit of the EnvironmentalProtection Act 1990 and with allother existing environmentallegislation;

• invokes Crown or Defenceexemptions from legislation onlywhere essential to maintainoperational effectiveness;

• complies with internationalconventions to which the UK is asignatory;

• respects host nation legislation;• protects and enhances the natural

environment in line with theGovernment’s environmentalstrategy, and the principles ofStewardship and Sustainability,within overriding operational andfinancial constraints; and

• strives to be a good neighbour athome and abroad.

4. To meet the main policy objectives,the Department will:

• assess environmental costs andbenefits to ensure these areconsidered in procurement andother decision-making processes;

• adopt suitable methodologies toestablish the condition of defenceassets as a basis for appropriateaction planning;

• give appropriate funding priority toenvironmental issues, particularlythose activities involvingcompliance with legislation;

• promote environmental awarenessand performance through effectiveeducation and training;

• implement and operate appropriatemanagement systems to ensurecompliance with relevantlegislation, and demonstrate (wherepractical) further improvement inenvironmental performances;

• maintain an environment manual(JSP 418) as the first point ofreference: to ensure activities areconducted in compliance with thelaw and international conventions;and to provide a broad overview ofthe MOD’s policies onenvironmental issues; and

• ensure unit, station and garrisoncommanders, navy personnel afloatand line managers are aware oftheir personal responsibilities andaccountability.

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Annex 2E — TheEnvironmental PolicyStatement of theSwedish Ministry ofDefence

The comprehensive goal for the ArmedForces is to act as a deterrent againstwar, therefore avoiding thecatastrophic devastation of theenvironment that war causes. Inpeacetime, the main task of the ArmedForces shall be carried out inaccordance with environmentalprotection laws and with least possibleimpact to the environment, by:• Considering the environment in all

planning and activities• Minimising the use of substances

unfamiliar to nature• Minimising the use of energy and

finite resources• Economising on raw materials and

minimising waste• Endeavouring to make continuous

improvements within theenvironmental field

• Reducing spread of noise• Promoting biodiversity• Involving all personnel in

environmental work• Assisting civilian society in the

event of environmentalcatastrophes

Communicating the environmentalpolicy statement to interestedparties

In Sweden, the Armed Forcesdistribute its environmental policy to allpersonnel to make certain that all staffhave an opportunity to read it. Thiseffort is supported by an educationprocess to promote awareness and

ensure each individual understandsand follows the policy.The Swedish Armed Forces has noformal legal obligation to communicateits environmental policy to civilians;however, it is an objective withinSweden’s Supreme Commander'sEnvironmental Plan 97.To support this objective, the ArmedForces arrange conferences and takespart in different environmentalexhibitions around the country eachyear. Prior to exhibitions, the Forcespromote its environmental policy byplacing advertisements in publicationssuch as trade journals. It also puts upposters and distributes handouts ateach exhibition.The Swedish Armed Forces has foundthat participating in conferences andexhibits is a very effective method ofcommunicating its environmental policyto the general public. There has beenstrong public interest in and positivefeedback on the organisation’senvironmental work.

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Chapter Three —Planning

This chapter outlines the four steps inplanning an environmentalmanagement system. The planningprocess follows from the policy stagesand uses the results of the initialenvironmental review (see Chapter 2).The four steps are:• Determine baselines (expressed as

performance measures)• Develop objectives and targets to

address goals• Perform gap analysis• Develop action plans

Figure 1 shows the order of key stepsof the planning stage. (See also Annex3D)

Figure 1: Hierarchy of approaches

Objectives

Targets

Projects

Action plan

Baselines

To know where you are going, youmust know where you are startingfrom. Organisations must establishbaseline information for eachsignificant environmental aspect in theorder in which they have prioritisedthem.

Since organisations will be measuringfuture performance for each significantaspect, they should express initial data

in terms of the measures they will beusing to evaluate them. The measuresmust also be in line with the objectivesand targets they develop.

For example, current performanceregarding solid waste could beexpressed in terms of volume, weightor the number of loads taken to thelandfill, whether any reductions areexpressed as a percentage or absolutemeasures. (Note: Baselineinformation must be expressed as100 per cent if percentage changes areto be shown.) Organisations shouldselect the terms of measurement mostappropriate to their situation, andcontinue using those measuresconsistently.(See annexes 3A, 3B and 3C for moredetails on performance measures in themilitary sector.)

Objectives and targets

Organisations must next developobjectives and targets to address theiridentified priorities.

Objectives are an interpretation of thebroad goals outlined in theenvironmental policy statement, writtenso that they apply at the seniormanagement level. An example of anobjective would be “Greenhouse gasemissions are minimised”.Targets are specific commitments toachieve an objective. Several targetscan contribute to a single objective.They should be as quantitative aspossible, stating target dates, andexpressed in terms of the performancemeasures. An example of a targetwould be “energy consumption ininfrastructure is reduced by 15 per centfrom 1989–90 levels by 2001”. (Note:In this example, it is imperative to knowwhat the 1989–90 levels are. Thisunderlines the importance ofestablishing baseline information.)

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Organisations should follow threecriteria when developing objectivesand targets:• base them on the national goals;• coordinate them with the goals of

other sectors of society; and• support national environmental

goals.They should ensure that the objectivesand targets are “SMART”:SpecificMeasurableAgreedRealisticTimely(See Annex 3D for more details ondeveloping objectives and targets in themilitary sector.)

Gap analysis

After identifying targets, organisationsshould analyse the difference betweentheir current status and their target.They can then use this gap as thebasis for the developing action plans.A gap analysis may be performedusing Risk Assessments or aStrengths/Weaknesses/Opportunities/Threats (SWOT)analysis. Another kind of gap analysisis to identify aspects and impacts thathave so far been neglected and notincluded in environmental protectionand stewardship activities.Organisations can also use a gapanalysis to identify areas of the actualEMS that have been overlooked in theplanning phase.

Environmental ManagementProgramme

Section 4.3.4 of the Standard requiresthat organisations establish andmaintain environmental managementprogrammes to achieve their objectivesand targets, and to ensure a continualimprovement of environmental matters.Organisations must also designate:

• responsibility for achievingobjectives and targets at eachrelevant function and level of anorganisation; and

• the means and time frame by whichthe objectives and targets are to beachieved.

The environmental managementprogramme should includespecifications for performance recordsfor each aspect, indicating what theyshould contain, who is responsible formaintaining the records, howfrequently they are to be updated,where results should be stored, andhow progress will be measured.Senior managers are responsible forensuring adequate financial, technicaland human resources to achieve targetcommitments. If they fail to do so, theyshould be held accountable for theorganisation’s inability to meet itstarget commitments.

Action plans

The final step organisations must takein the planning stage is to developenvironmental improvement actionplans to support their programmes forachieving objectives and targets.Each action plan should clearly defineresponsibilities and authority forimplementation, adequate financial andhuman resources, and deadlines.Action plans can vary from relativelystraightforward information gathering,through major feasibility, research anddesign studies, to full-scale trials thatpotentially lead to changes in the wayorganisations conduct their activities.Organisations should incorporate intooverall site plans any environmentalproject identified as having significantfinancial or human resourceimplications. In addition, they shouldinclude annual objectives and targetsin their annual management plan, with

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senior management reviewingprogress at appropriate intervals.

Summary

This chapter has outlined the stepsand parameters involved in theplanning stages of an EMS:determining baselines; settingobjectives and targets; performing gapanalyses; and laying out managementprogrammes and action plans. Thenext step is to put the plannedframework into action, which isdescribed in Chapter 4 —Implementation.

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Annex 3A — DevelopingPerformance Measures(Text prepared by theUnited StatesDepartment of Defense)

The process of developingperformance measures is not easy.Before attempting to identify measuresthat you believe are importantindicators of your organisation’senvironmental health, you must haveidentified your significantenvironmental aspects and set outyour objectives. Performancemeasurements are critical if seniormanagers are to determine if theenvironmental policy’s objectives andtargets are being met. Maintaining aneffective EMS requires that you focuson outcomes (performance measures)rather than processes.

Step 1 — Define performanceframework

Why measure?

Managers should use measurement todetermine the areas of the EMS thatsupport successful environmentalperformance and those areas that arenot meeting the objectives/targets.“You can’t manage what you don’tmeasure”.

What to Measure?

1. Determine the relevantperformance measures that willfacilitate the behaviour desired inthe day-to-day activity of yourorganisation (e.g., measures thatare tied directly to yourobjectives/targets). Remember thatmore is not necessarily better andthat more can be expensive, so

keep the number of measures to aminimum.

2. Define what method might be usedto measure performance.

3. Identify tools available to measurethe behaviour/activity.

4. Identify management opportunities(e.g., cost avoidance) or challenges(e.g., organisational structure).

5. List necessary actions to be taken.

How to measure?

1. Select activities to be measured.2. Select tool(s) to be used.3. Develop a standard operating

procedure (include a mechanism toreport data).

Step 2 — Select appropriatemeasures

1. Prioritise objectives/targets,remembering that yourperformance measures must relatedirectly to the objectives/targets.

2. Pick measures that can be easilyquantified and communicated, bothup and down the chain ofcommand. Remember that themeasures can provide informationabout management or operations,or about the overall condition of theenvironment.

3. Identify the tool(s) that should beused to collect and communicatethe selected performancemeasures.

4. Consider grouping the performancemeasures into a singleEnvironmental PerformanceIndicator (provides a singlesnapshot of an installation,command, etc.).

5. Identify the standard(s) that youexpect to be met.

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Step 3 — Analyse results

1. Compare reported results withperformance standards.

2. Identify when performancestandards are not being met.

3. List suggested actions that shouldlead to conformance to theperformance standard.

Principles

When following these steps to developperformance measures, there areimportant principles to keep in mind:• Acceptance of the process by

senior management is essential tothe success of performancemeasures as a performanceimprovement tool. Like Strategicand Business Planning, the processby which you determine what andhow to measure, and how to usethe measures, is often moreimportant than the actual productitself.

• The audience/user and purposemust be clearly defined. Who arethe customers and end-users forthe measurement system? Whatare their requirements? What dothey feel they need frommeasurement to help them do abetter job in managing,problem-solving and decision-making?

• The greater the participation in themeasurement developmentprocess, the greater the resultingperformance change, and thegreater the ease of implementingfuture changes based uponperformance measurement. Thisincludes all levels of military andcivilian personnel, from seniormanagement to operationalpersonnel.

• A complete and effective system ofperformance measurement will

require years of consistent,incremental work to achieve. Onereason performance measurementis difficult is that these measureshave not been available historically;and the resulting uncertaintydampens enthusiasm substantiallyfor some individuals andorganisations. Further,performance measurement in themilitary sector is complicated by thefact that there is no generallyaccepted “bottom line” ingovernment, there is no scientificor analytical measurement thatindicates the relative benefit tosociety of, for example, morehospital beds, less toxic waste, lessnoise, more reforestation or betterenergy use.

• Measurement of any kind will affectthe behaviour of individuals withinthe organisation. It has nearlyuniversal capacity to focusattention. Management needs torecognise its obligation to monitorand direct the resulting changes infocus. Reporting performancemeasures will also affect thebehaviour of Senior Officials, andmilitary and civilian personnel.

• Performance measurementdevelopment is not an exercise indetermining “the right measures”.Instead, it is a process and culturefor choosing, using and modifyingmeasures to assist employees infocusing on continuousimprovement over the long term.

• Aim to improve the things that willmake a difference (those with largecosts, large military value,substantial consequences,significant opportunities to savemoney, etc.).

• Measure what employees cantranslate into direct correctiveaction. Measuring global hunger isinteresting and is of monumental

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importance, but few can apply anydirect correction.

Good metrics must be:• directional, to confirm that you are

on track to reach the goals;• quantitative, to show what has

been achieved and how much moreis to be done; and

• worthwhile, adding value to themilitary mission without spendingscarce funds needlessly.

• Measure what’s importantstrategically (or what is of value tothe military), not just what is easy tomeasure or already beingmeasured.

• Measure intermediate-termoutcomes as well as longer-termoutcomes. Set dates for revisingintermediate-term outcomes toreinforce the perception of theirtemporary status.

• Do not stop with measurement.Take time to analyse results ofmeasurement, changes inbehaviour, etc. Take time tocommunicate results, proposeimprovements, and persuadeothers of the value of the proposedimprovements. Reward soundemployee initiatives that are notadopted, as well as those that are.Remember, it is the processes, theculture and the structures forfocusing attention on continuousimprovement that contain the long-term, big payoffs (not just theimmediate improved results for aspecific case).

• Take time to analyse the realcauses of the improvements, or thelack of progress. Adjusteffectiveness measuresaccordingly.

• Balance the degree of managementcontrol over the processes beingmeasured with the desirability ofmeasuring outcomes (rather thanoutputs or inputs). Generally, the

measurement of items purely undermanagement control (usually onlyinputs) or pure global outcomes(usually substantially beyondmanagement control) are not nearlyas useful as measures that strike abalance.

• Encourage comment/analysis inmeasurement reporting. Specialcircumstances must be visiblealong with measures ofperformance (especially where themeasures anticipated only theroutine case).

• Control-oriented measurementsystems often hinder continuousimprovement efforts.

• Measurement is often resisted dueto perceptions (real or imagined) ofnegative consequences. Visibilityof good performance leads todiminished resources. Visibility ofbad performance leads, initially, tomore resources, but eventually topunishment. Visibility ofperformance therefore may lead tocrisis catering, more measurement,micro-management (and littlelasting improvement).

In addition to the principles outlinedabove, it is important to understand thelimits that performance measures havein affecting change in a large complexorganisation such as the military.• Remember: Measurement at its

best only tells you something aboutthe history of your performance.

• Remember: No matter how wellan employee’s work is planned,managed and measured, theoutcome will depend much moreon how passionate the employee isconcerning the work.

• Remember: Problems related toan organisation’s ability to performits mission are more often related topoor management or commandthan to poor performance. Anexcellent commander’s superior

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interpersonal and leadership skillshave much greater potential tofoster continuous improvement thandoes performance measurement.

• Remember: It is easy to measurethe trivial; it is much more difficult tomeasure what is truly important,and in an objective way.

Related principles

• The goal is to design, develop andimplement measurement systemsthat share information such thatcontinuous performanceimprovement is supported.

• The measurement system mustclearly fit the chain of commandand be acknowledged as decision-making and problem-solving aimedat performance improvementsupport.

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Annex 3B — DevelopingPerformance Measures(text prepared bySweden)

Work done by the Swedishgovernment and military sector isuseful for all NATO countries indeveloping performance measures toapply to environmental actions. Thefollowing experiences and reports areexamples.

Performance measures

In its 1996 report Environmental workwithin Governmental Authorities,guidance on integrating environmentalaspects, the Environmental AdvisoryCouncil discussed general (i.e., notmilitary-specific) examples of possibleperformance measures (PMs). Theseincluded:

Travelling on duty

• amount of kms/yearly manpower,by air, road, boat and railway

• amount of kms by train/total kmstravelled

• travelling costs/yearly manpower

Purchasing

• total purchasing/year• percentage of purchasing in which

environmental aspects have beenregarded

Energy use and other consumption

• paper consumption in total/year• paper consumption/yearly

manpower• (costs for) energy

consumption/year• percentage of renewable energy

used

• energy consumption/m2 workingarea

• energy consumption/yearlymanpower

Waste

• waste in weight (kgs) or volume(m3s)

• waste in weight or volume/yearlymanpower

Personnel

• percentage of total number ofemployees being environmentallyeducated

• percentage of total number ofemployees being satisfied with theenvironmental work of the authority

Green performance measures

In its 1998 report Green PerformanceMeasures, indicators for anecologically sustainable society, theEnvironmental Advisory Councilproposed green performancemeasures on:• efficiency goals for sustainable

development in Sweden (4 PMs)• environmental goals for sustainable

development (6 PMs)• companies, authorities and others

change to an ecological sustainablesociety (7 PMs)

• future green PMs (6 PMs).

As the PMs are very general and in noway specific to the military sector,examples are not included here.

Armed forces reports

For some years, the Armed Forceshave submitted annual environmentalreports to the supervising authority, theCounty Administration. Each artilleryand shooting range and each air wingbase must submit such reports. These

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reports include information rathersimilar to performance measures.Artillery and shooting ranges havereported on:• use and consumption of chemical

substances and products: name ofsubstance/product, substancecontainment, what to use for,possible releases, environmentalinformation, quantity used;

• waste: type and origin, composition,quantity, treatment, company thatwill take care of disposal;

• hazardous waste: code, type ofwaste and origin, composition,quantity, transporter, company thatwill take care of disposal;

• shooting: type of ammunition,number of shooting days perweekdays and holidays, daytimeand night-time, number of shootsper weekdays and holidays,daytime and night-time, totalquantity of ammunition; and

• releases: substance, recipient(water, air and ground), quantity.

These reports will form the basis forfurther developing more specificperformance measures. During 1998,performance measures wereelaborated in:• training and environmental

education• energy consumption• use of fossil fuels• use of energy for heating• use of hazardous materials.

Follow-up measures — ISO 14031

The Defence Materiel Association(DMA) purchases all kinds of weaponsand other materiel for the ArmedForces. It bases its performancemeasures on the ISO 14031 series,which provides suggestions for follow-up measures. In its first draft onperformance measures (September1998), the DMA noted that

performance measures are very goodtools for following up the environmentalwork and for providing a basis forreports. To some extent, performancemeasures can also be used forcomparing with other organisations.The DMA also noted that performancemeasures should describe the extentof the environmental impact forimportant parameters and make itpossible to determine if work isconducted properly or if additionalmeasures are necessary.The performance measures presentedin the draft are so far only suggestions.They cover internal activities as well asdirect and indirect impacts on theenvironment. The performancemeasures should be developedgradually by incorporating newexperiences. It is often suitable to startwith performance measures where it iseasy to access data.

Energy• energy consumption for the DMA in

kWh (use of electricity, heating ofoffices, travelling, transports, fuel)

• purchased amount of fuel• percentage of fuel that is “green”

(according to Swedish standards)• energy consumption for some key

products purchased by DMA, suchas PCs, vehicles, aircraft and ships

Water consumption• amount of water used by/in DMA

Paper consumption• paper consumption within DMA in

kgs (in total and per employee)• percentage “green” paper

Waste• amount of waste generated by

DMA• amount of hazardous waste• amount of paper for recycling• percentage of recycled materiel in

defence materiel disposal

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Chemicals• number of chemical products• number of chemical products that

should not be used (phased out) insociety or whose use should belimited

• amount of batteries containinghazardous metals (cadmium,mercury, lead)

• number of “technical orders” tocontractors being revised becausethey contain hazardous chemicals

Noise• number of people disturbed by

noise near DMA airfields• number of complaints on DMA

activities• noise level for some key products

purchased by DMA (PCs, aircraft,vehicles, ships)

• number of products where thenoise level has been documented

Emissions• amount of CO2 releases• Travels and transports• travels on duty in kms/employee

(train, automobile, airplane)• transport of goods in tonnes or kms

(train, truck, ship)

Compliance• number of exemptions from the

Law on Chemical Products• number of installations licensed

according to the EnvironmentalProtection Law

Environmental work within DMA• number of employees taking part in

DMA environmental education• number of DMA purchasers taking

part in DMA environmentaleducation

• percentage “tactical technicaleconomical objectives” includingenvironmental aspects

• percentage of purchasing madewith adequate environmentaldemands

• percentage of largercompanies/contractors with whichDMA has discussed environmentalissues

Contractors’ environmental work• percentage of contractors that have

implemented an EMS

To conclude, it is important to developperformance measures. The ArmedForces is now developing them so thatit can implement an EMS in the entireorganisation by 2000. The DefenceMateriel Administration has made agood start in this regard.

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Annex 3C — DevelopingPerformance Measures(text prepared by theNetherlands Ministry ofDefence)

Th e fol lo win g is th e p ol icy o f the Ne th erl an ds’ M ini stry of De fe nce o nen vi ron me nta l data and e nvi ro nme ntalpe rform an ce in dicators (fir st ve r si on ) .

Pre fa c eThe N e th er l an ds’ M in i stry of D e fe nce Envir o nm en tal Po li cy Pl an ha s 2 1g oa ls. Th e se g o al s fol lo w the N ethe r la nd s’ na tio na l e nvi ro nm e ntal p ol icy a nd in m o st ca se s, state a p er ce n ta ge re du cti on ofe nvir o nm en tal ly ha za r do us em issio nso r use o f sub sta nces. Th e re a r e al so afew g o al s o n so i l cl e an -u p a nd na tu r econ se r va ti o n. M ost g oa ls ha ve ar efer e nce yea r.It is evid e nt th at, i n or d er to i nte rp re t the r esul ts ach ie ve d o n e nvir o nm en tal g oa ls co rr e ctly, i t i s essen ti a l to m ea su r e an d r eg i ster th em un ifo rm lyw ithi n the en ti r e de fen ce or ga n isati on .To ach ie ve th is, the en vi r on me n ta lcoo rd i na to r o f the M i ni str y of De fe n ce for me d a w o rkin g p ar ty na m ed “ En vi r on me n ta l Per fo r ma nce Ind ica to rs” . Th e gr o up stri ve s toa ch ie ve:

"... a system of a limited numberof environmentally related indicators,with which the goal-achievement of theDefence environmental policy will bemonitored."

Sta rt ing-points The w o rkin g p ar ty ha s u se d the fol lo w in g sta rti ng p o in ts:• The environmental performance

indicators should be based on the21 goals of the Ministry ofDefence's environmental policy.

• The environmental performanceindicators should be absolute andrelative indicators (e.g.,environmental damage per personor per km).

• The level of detail of the raw datamust be aimed at service-stafflevel. Aggregation to Ministeriallevel must be possible.

Pha singBecau se of th e n ee d for a sp ee d y sta rto f acq ui ri n g an d a gg r eg ati on o fe nvir o nm en tal d a ta , the 2 1 g oa l s we r ecut i n two . Th is w a s do n e on th e b asiso f ava il ab i li ty of r a w da ta.

1. For the first , the raw data are forthe most part already available(1998 will be the first year ofreporting). On these data, reportingalready takes place in the annualenvironmental report of the ArmedForces. The first version of thedocument covers a number of goalsof the environmental policy plan ofthe Netherlands’ Ministry ofDefence, while others have beenaddressed in the second version.

2. The data for the second version arenot yet (fully) available at all theservices. The environmentalperformance indicators for thisversion are still under development.It should be possible to report onthe second tranche for the first timein 1999 or 2000.

Str uc t ur eRaw dataThe raw data are for the most partamounts of used products, goods orsubstances as well as data on theequipment and infrastructure for whichthese products, goods or substancesare being used.

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Calculation factors

The raw data must first be brought intocomparable units so that they can beadded. These calculation factors willbe set by the Ministry of Defence for allthe services, in consultation with theNetherlands’ National Research Centerfor Public Health and Environment.

Subsequently, the outcome of thecalculations will be added up in orderto reach a total for the whole Ministryof Defence.

Ind ica to rs

The w o rkin g p ar ty ha s str i ve d to de sig no nl y o ne i n di ca tor fo r ea che nvir o nm en tal g o al . Thi s i nd ica to rsho ul d g ive the ab so l ute val ue of th ee nvir o nm en tal i m pa ct. In a n um b er o fcases, the r e ar e a lso m or e r el a ti ve i nd ica to rs, g ivi ng a “u se pe r u ni t” .

To m eas ur e or not t o m ea sur e, that is the que st ion !

M ea sur em ents play ing f ield ofD ef enc eIn me a su ri n g th e e nvi ro nm e ntal im pa ctso f De fen ce , i t i s ve r y im p or ta n t to cle ar l y de fin e w ha t i mp acts ca n a nd can no t b e a ssig n ed to the De fe n ce o rg an i sa ti o n.For d e fi ni n g th o se “ b or de r s” o f i mp a ct,the N e th er l an ds’ M in i stry o f D efe ncefol lo w ed th e Na tio na l Envi ro nm e ntal Pol icy Pla n o f the M i ni str y of th eEnvir o nm en t, Ho u si ng an d Spa ti a l Pl a n-n in g. Thi s M in i stry di vi d es u p soci etyi nto ten se pa ra te ta r ge t- g ro up s ( e.g .,i nd ustry, r efin e ri es, e ne r gy co mp an ie sa nd w a ste- m an ag e me nt co mp a ni es) .The e n vi ro n me nta l po l icy i s th e n ma d ei n accor da n ce w i th th ese tar ge t g ro u ps,w hi ch ar e m ad e r espo n si bl e for i mp le m en ti n g th e p ol i cie s. D efe ncecon si d er s i tsel f a s a “ vi r tu al ta rg e t- g ro up ” . Th is i m pl ie s tha t n o d ou bl e -

cou nti ng a n d no om issio ns ofe nvir o nm en tal i m pa cts b etw ee n tar ge tg ro up s a nd De fe n ce sh ou ld occu r .Thi s fur th e r im p li es th at th e M in istry o fD efen ce ho l ds i tse lf re sp o nsib le fo r a ll e nvir o nm en tal i m pa cts cau sed b yd efen ce pe r so nn el ( civil i an a n dm il ita ry). En vi r on me n ta l i mp acts ca u se db y oth er ta rg et gr ou p s ar e n ot in cl u de di n th e e nvi ro nm e ntal im pa cts o f the M in istry o f D efe nce.In ce r ta in ca se s, th e M in i stry ofD efen ce ca n — a n d wi l l — d em an d e nvir o nm en tal sp ecifi ca ti o ns fo rp ro du cts b e in g p ro du ced , m ai nta in ed or tre ate d as wa ste o n i ts b e ha lf.

Produc tion phas e The m i ni ng , e xtr acti o n an d p ro d ucti o no f su b stan ces a n d go o ds fo r th e a rm e dfor ce s ( e.g ., ta nk, sho e p ol ish , fu e ls a n dd ri nki ng w a te r) re qu i re r a w ma ter ia l s,a uxil i ar y m ater i al s a nd e n er gy. In th ep ro ce ss, e m issi o ns o ccu r. The Ar me d For ce s h ave o nl y a ve ry l i mi te d i nflu e nce o n th e w ay in w h ich m in in g ,e xtra cti on an d p ro du cti on is ca rr ie d o ut.In pu r ch asi ng co ntra cts, the M i ni str y ofD efen ce ca n d em a nd e n vi ro n me nta lspe ci ficati on s o n th e com p an y tha t i s acou nte rp ar t. For exam p le , the i t can d em an d tha t the co mp a ny b e cer tifie d to ISO 1 40 0 0. In oth er ca se s, se le cti on can b e b ase d on th e r aw m a te ri a ls a n dthe w a y in wh ich g oo d s ar e b ei n gp ro du ced .For a nu mb e r of pr od u cts, th e M in istryfor mu l ates al l spe ci ficati on s i tsel f. Th isi s th e case i n i nfra str uctur e a nd n a va lshi ps. In th ose case s, e n vi ro n me nta ll yfri en d ly ch oi ce s can be m a de i n the d esig n in g sta ge .

M aint e na nc e pha s eOf al l m ai n te na n ce ca rr ie d o ut by th eM in istry o f D efe nce i tsel f, th e e nvir o nm en tal i m pa cts w il l b em ea su r ed a n d wi l l be th e r espo n si bi l ityo f De fen ce . Thi s i s the ca se i n

52

m ai nta in in g a ir p la ne s, na val sh ip s,l or ri e s, ca rs, tan ks, e tc.Of al l m ai n te na n ce d o ne o u tsid e the d efen ce or g an isa ti on , the e nvir o nm en tal i m pa ct is n o t me a su r ed .The M i ni str y of De fe n ce co nsid e rs th isto be th e r espo n si bi l ity of othe r tar g etg ro up s i n socie ty. Thi s i s th e case , fo r e xa mp l e, i n e xte rn al wa sh i ng o f the car s o f ou r M il i ta ry Po li ce an d the la rg e m ai nte na nce p ro j ects on b u il di n gs a n di nfra str uctur e b y co n tra cto rs.M or e r ecen tly, the N e th er l an ds’ M in i stryo f th e Envi ro nm e nt h a s in d icate d th a t itw il l n ot a cce pt th at th e M in istry o fD efen ce is no t r espo n si bl e for la rg e m ai nte na nce p ro j ects on D e fe nce b ui l -d in gs an d i nfra str uctur e b y co n tr actor s.M or e n eg oti atio n s ar e n ee d ed to a vo i dd ou bl e cou n ti ng be tw e en tw o ta r ge tg ro up s ( i.e ., D e fe nce a nd bu il d in gcon tr a ctor s).The M i ni str y of De fe n ce ca n — a nd w i ll — i n m ai nte na nce con tra cts d em a nd spe ci ficati on s o n th e w ay in w h ich the m ai nte n an ce is ca rr ie d o ut.

Was te phas e Also i n th i s sta ge o f the li fe cycle ofp ro du cts, e ne rg y i s b ei ng used to p ro ce ss th e w aste, a n d em i ssio n so ccur . The Mi ni str y o f De fen ce ho ld si tsel f r esp on si b le fo r mi n im isi ng w a stea nd fo r se p ar ati ng w a ste str ea m s. It isa lso r espo n si bl e to b ri ng th e d iffe r en tkin ds of w a ste i nto the r i gh t cha nn e ls

for p r op er pr oce ssin g . As w aste- p ro ce ssi ng co mp a ni es fo rm a se p ar ate tar ge t g ro u p, th e Mi n istr y d oe s n otcon si d er e n er gy use a nd e m issi o nsfro m d efen ce- re l ated wa ste i tsr espo n si bi l ity. The r efor e , no de fe n ce m ea su r em en ts ar e for e se en on th issub j ect.

Geogr a phic a l lim it at ionThe M i ni str y of De fe n ce i s a cti ve a tm il ita ry a r ea ’s in si d e Th e N eth er la n ds,i n Ge r ma ny an d o n th e D utch An til le sa nd Ar ub a. Fre q ue ntl y, o p er ati on s a lsoo ccur ou tsi de m i li ta r y tr a in in g a re a s an d o utsi d e th e se co un tr i es. In fa ct, p ea ce kee pi n g, a i d re l ie f a nd p e ace e nfor cin gcan o ccu r a nywh e re i n the wo rl d . To r ea ch a lo g ical li mi tatio n o f the m ea su r em en ts pl a yi ng fi el d , th e M in istry d e fi ne d the scal e i n w hi ch th ee nvir o nm en tal i m pa ct occu r s fo r e ach e nvir o nm en tal g o al .Whe n the e n vi ro n me nta l im p act i s lo cal ( wa ste , wa ter u se) , o nl y the e nvir o nm en tal i m pa ct occu r ri ng atm il ita ry a r ea ’s ar e b ei ng me asu re d. Ifthe e n vi ro n me nta l im p act i s gl o ba l ( e.g.,g re en h ou se ga s e mi ssi on s) , the n the i mp act w il l b e m ea su r ed a l l ove r th e w or ld .For th e go a ls d e al t w ith i n th e fir sttra nch e, th e fo l lo wi n g ge o gr ap h ical l im ita ti on s a re se t: ( se e n ext p ag e)

Goa l Sca le Measur em ents also outside militar y area?1 . Wa te r- u se l ocal n o6 . Ozon e d ep le tio n g lo ba l yes7 . C O2 g lo ba l yes8 . Othe r g re en h ou se ga se s g lo ba l yes9 . Acid ifi ca ti o n g lo ba l yes1 1. Wa ste l ocal n o1 2. Wa ste m an ag e me nt l ocal n o1 3. En er gy use g lo ba l yes1 4. En er gy effi cie ncy g lo ba l yes1 5. Su stai n ab le en er g y g lo ba l yes1 6. N o ise l ocal yes, insula tion of h o uses ou tside b a se s (le ga l o bliga tio n)

1 7. So il cl ea n- u p l ocal n o

53

Pr oc edure for deliv ering environme nta l dat aD eliv e ring ac tor s

The C e ntra l Envi ro nm e ntal Co or d in ato r de l iver s u ni for m cal cu l atio n factor s.

The se rvice s ca n u se th e p ro to col s o f th e r aw da ta to stru ctu re th e de l iver y o f r aw d a ta i nsid e the i r ow n ser vice. Ce ntr al En vi ro n me nta l Co o rd in a to rM PC 5 8 BP.O. Box 2 0 70 12 50 0 ES Th e H ag u eThe N e th er l an ds

D ea dline D ea dl i ne fo r de l iver y o f r aw d a ta o n the pr ece di ng ye ar is se t at 1 Ma y o f e ach yea r.For ma tR aw d a ta m u st b e d el i ve re d i n the fo rm at in th e en clo su r e in Exce l o r spr ea d sh ee t.Also o ne h a rd co py o n p ap e r mu st be de li ver ed . Pre fer ab l y al so a ver si o n on fl op p yd isk.The sp re ad she et is a vai la b le a t the Ce ntr al En vi ro n me nta l Co o rd in a to rs offi ce.

Wha t t o me a sure ?See th e po l icy.

M et hods of me as uringFor ce rtai n p ro d ucts th at ar e u se d i n a sho rt li fe cycle (e .g ., fu e l) , m ea su r em en ts ca n b e do n e by ch eckin g p ur ch a si ng - do cu m en ts or b y r ea d in g m ea su r em en ts de vices atthe fu el statio n . Wh e n a m etho d i s cho se n , Th e m eth od sh ou ld re ma i n th e sam e for the n e xt fe w ye a rs. Whe n cha ng i ng th e me tho d d ou bl e -cou n ti ng or o m issi o ns ca no ccur th ro u gh stockp i li ng or stock d ep le tio n.

Valida tion of da ta L i te r a tur e : * Program for monitoring target groups; Ministry of the Environment, DGMd.d. 050495* ISO-norm 3534The r a w da ta mu st be va li d ated pr io r to the d e li ve r y to th e C en tr a l En vir on m en ta l C oo rd i na to r .Val id a ti on is ch ecki n g an d j ud g in g the r a w da ta on th e q ua li ty de m an ds by a n othe r p er so n tha n the on e w ho i s col l ecti n g th e m. Va li da tio n i s do n e wh e n a con se n su s i sr ea ch e d on th e r aw d a ta a n d on th e w ay th ey w e re co ll ected . Thi s u nd er th e con di tio ntha t a cer tai n, kn ow n l eve l of ce rta in ty an d a ccur a cy i s r ea che d.Val id a ti on is a ne ce ssa ry step in th e pr o ce ss of m o ni to r in g. No n val id a te d d ata w il ln ever be a cce pte d by th e C en tr a l En vir on m en ta l C oo r di na tor .Add ed to th e ra w d ata d el i ve re d to the C e ntra l Envi ro nm e ntal Co or d in ato r, a va li d atio n cer ti ficate m ust b e i nclu d ed . It mu st sta te th at va li da tio n w as i n de ed ca rr i ed o u t an d tha t the va li da ted d a ta w e re p r oven va li d .

Wha t s hould be v alida te d ?Val id a ti on ai ms di re ctl y a t th e r aw da ta an d o n th e m eth od o f col l ecti n g th e r aw da ta .The d ata wi ll be ch ecke d o n the fo ll ow i ng a spe cts:

54

• a mo un t o f d etai l • u ni ts• u p to da te • r el ia b il ity ( wa s the p r escr i be d m eth o d o f d ata col l e cti o n fo l l o we d p ro p e r ly? ) • a ccur a cy ( is th e a ccur a cy w i th in th e p r e se t n or m s ?) • cor re ctn ess ( wh a t wa s col l e cte d a nd w h er e ? )

The M etho d o f col le cti on wi ll be ch ecke d o n the fo ll ow i ng a spe cts:• com pl e te ne ss ( is th e p r e se t l eve l of co mp l e ten e ss b e i n g m e t?) • r ep ro d ucib i li ty ( ca n the w a y i n wh i ch i n fo rm a ti on i s p r o d uce d be tr ace d ba ck? )

Who will v a lida t e ?Val id a ti on of d a ta m u st b e car r ie d o ut b y som e on e w ho i s i nd e pe nd e nt fr om th e da tacol le cto r. At l ea st th e val id a ti on offi cer sh ou ld be p a rt fr om a pa rt of th e or g an isa ti on o th er th an th e o ne w h o co l le cts the da ta . Th e val i da ti n g officer sh ou l d ha ve am p le kno wl e dg e to ca r ry o u t va l id ati on .

L ist o f in d icato rs N e th er l an ds’ M in i stry of D e fe nce Goal Indicator Raw data1. Water I.1 Use of water R1 use of drinking water

R2 use of groundwaterI.2 Relative water use R1 use of drinking water

R3 # of employees

6. Ozone layer I.3 Ozone layer depletion R4 use of halonR5 use of CFCsR6 use of HCFCsR7 use of methyl chloroformR8 use of carbon tetrachlorideR9 use of methyl chlorideR10 use of methyl bromideR11 ODP of halonR12 ODP of CFCsR13 ODP of HCFCsR14 ODP of methyl chloroformR15 ODP of carbon tetrachlorideR16 ODP of methyl chlorideR17 ODP of methyl bromide

--------------------------------------------------------------------------R11 ODP of halon 10,0 g CFC per g substanceR12 ODP of CFCs 1,0 g CFC per g substanceR13 ODP of HCFCs 0,1 g CFC per g substanceR14 ODP of methyl chloroform 0,1 g CFC per g substanceR15 ODP of carbon tetrachloride 0,1 g CFC per g substanceR16 ODP of methyl chloride 0,1 g CFC per g substanceR17 ODP of methyl bromide 0,0 g CFC per g substance(Interpretation of EU regulation on ozone depleting substances)--------------------------------------------------------------------------7. Greenhouse gas CO2 I.4 CO2-emission R18 use of petrol

R19 use of dieselR20 use of keroseneR21 use of bunker-oil (ships)R22 use of domestic fuel oil

55

R23 use of natural gasR24 use of propaneR25 conversion petrol-CO2

R26 conversion diesel-CO2

R27 conversion kero-CO2

R28 conversion bunker-oil-CO2

R29 conversion dom. fuel-oil-CO2

R30 conversion natural gas-CO2

R31 conversion propane-CO2

--------------------------------------------------------------------------R25 conversion petrol - CO2 2.40 kg/lR26 conversion diesel - CO2 2.62 kg/lR27 conversion kerosene - CO2 2.50 kg/lR28 conversion bunker-oil - CO2 3.01 kg/lR29 conversion dom. fuel oil - CO2 2.62 kg/lR30 conversion natural gas - CO2 1.77 kg/m3

R31 conversion propane - CO2 1.40 kg/l

(Netherlands' National Research Center for Public Health and Environment)--------------------------------------------------------------------------8. Other Greenhouse Gases I.5 CO-emission R18 use of petrol R19 use of diesel

R20 use of keroseneR21 use of bunker-oil (ships)R22 use of domestic fuel oilR23 use of natural gasR24 use of propaneR32 conversion petrol - COR33 conversion diesel - COR34 conversion kerosene - COR35 conversion bunker-oil - COR36 conversion dom. fuel - oil-COR37 conversion natural gas - COR38 conversion propane - CO

--------------------------------------------------------------------------

56

R32 conversion petrol - CO 0.10 kg/lR33 conversion diesel - CO 0.01 kg/lR34 conversion kerosene - CO 0.01 kg/lR35 conversion bunker-oil – CO 0.01 kg/lR36 conversion dom. fuel oil - CO 0.0004 kg/lR37 conversion natural gas – CO 0.0005 kg/m3

R38 conversion propane – CO 0.0002 kg/l

(Netherlands' National Research Center for Public Health and Environment)--------------------------------------------------------------------------

I.6 N2O-emission R18 use of petrolR19 use of dieselR20 use of keroseneR21 use of bunker-oil (ships)R22 use of domestic fuel oilR23 use of natural gasR24 use of propaneR39 conversion petrol - N2OR40 conversion diesel - N2OR41 conversion kerosene - N2OR42 conversion bunker-oil - N2OR43 conversion dom. fuel-oil-N2OR44 conversion natural gas - N2OR45 conversion propane - N2O

--------------------------------------------------------------------------R39 conversion petrol - N2O 0.0007 kg/lR40 conversion diesel - N2O 0.0004 kg/lR41 conversion kerosene - N2O 0.0002 kg/lR42 conversion bunker-oil - N2O 0.0006 kg/lR43 conversion dom. fuel oil - N2O 0.000022 kg/lR44 conversion natural gas - N2O 0.000003 kg/m3

R45 conversion propane - N2O 0.000013 kg/l

(Netherlands’ National Research Center for Public Health and Environment)--------------------------------------------------------------------------9. Acidification I.7 SO2-emission R18 use of petrol

R19 use of dieselR20 use of keroseneR21 use of bunker-oil (ships)R46 use of light dom. fuel oilR47 use of medium dom. fuel oilR23 use of natural gasR24 use of propaneR48 conversion petrol - SO2

R49 conversion diesel - SO2

R50 conversion kerosene - SO2

R51 conversion bunker-oil - SO2

R52 conv. light dom. fuel oil-SO2

R53 conv. med. dom. fuel oil-SO2

R54 conversion natural gas - SO2

R55 conversion propane - SO2

--------------------------------------------------------------------------R48 conversion petrol - SO2 0.0003 kg/lR49 conversion diesel - SO2 0.0030 kg/l

57

R50 conversion kerosene - SO2 0.0008 kg/lR51 conversion bunker-oil - SO2 0.0029 kg/lR52 conv. light dom.fuel oil-SO2 0.0064 kg/lR53 conv. med. dom. fuel oil - SO2 0.0227 kg/lR54 conversion natural gas - SO2 0.00001R55 conversion propane - SO2 ============

(Netherlands’ National Research Center for Public Health and Environment)(B51: Netherlands’ Center for Saving Energy and Clean Technologies)--------------------------------------------------------------------------

I.8 Emission Nitrogen Oxide R18 use of petrol R19 use of diesel

R20 use of keroseneR21 use of bunker-oil (ships)R22 use of domestic fuel oilR23 use of natural gasR24 use of propaneR56 conversion petrol - NOx

R57 conversion diesel - NOx

R58 conversion kerosene - NOx

R59 conversion bunker-oil - NOx

R60 conversion dom. fuel-oil - NOx

R61 conversion natural gas - NOx

R62 conversion propane - NOx

--------------------------------------------------------------------------Conversion factor NOx = NO + NO2

R56 conversion petrol - NOx 0.007 kg/lR57 conversion diesel - NOx 0.030 kg/lR58 conversion kerosene - NOx 0.01 kg/lR59 conversion bunker-oil - NOx 0.06 kg/lR60 conversion dom. fuel oil - NOx 0.0018 kg/lR61 conversion natural gas-NOx 0.0016kg/m3

R62 conversion propane - NOx 0.0018 kg/l(Netherlands' National Research Center for Public Health and Environment)-------------------------------------------------------------------------

I.9 Emission of Volatile R63 use of solventOrganic Compounds R64 use of rustproof undercoat

R65 use of solvent containing paint R66 use of other solvent cont. products R67 amount of fuel intake at filling station without vapor-return-system

R68 % VOC in solventR69 % VOC in rustproof undercoatR70 % VOC in solvent contain. paintR71 % VOC in other solvent containingproductsR72 calculation factor VOC emission per fuelintake (petrol only)

--------------------------------------------------------------------------R68 % VOC in solvent 100 %R69 % VOC in rustproof undercoat 50 %R70 % VOC in solvent containing paint 20 %R71 % VOC in other solvent containing products 10 %R72 calculation factor VOC-emission per liter fuel intake (petrol only) 7 grammes

58

(Former project office VOC; Ministry of Environment)--------------------------------------------------------------------------11. Waste I.10 Amount of waste R73 Amount of industrial waste

R74 Amount of dangerous waste

12. Separation of waste I.11 Waste collection R75 Collection structure y / n ?

13. Energy use I.12 Total use energy (GJ) I.13 + I.14I.13 Use of energy R18 use of petrolmovable property R19 use of diesel R20 use of kerosene

R21 use of bunker-oil (ships)R76 calculation factor petrol - GJR77 calculation factor diesel - GJR78 calculation factor kerosene - GJB79 calculation factor bunker oil - GJ

--------------------------------------------------------------------------R76 calculation factor petrol - GJ 0.0329 GJ/lB77 calculation factor diesel - GJ 0.0359 GJ/lB78 calculation factor kerosene - GJ 0.0343 GJ/lB79 calculation factor bunker oil - GJ 0.0400 GJ/l

(Netherlands' National Research Center for Public Health and Environment)--------------------------------------------------------------------------

I.14 Energy use of R22 use of domestic oilnon-movable R23 use of natural gasproperty in GJ R80 use of electricity

R24 use of propaneR81 use of urban heatingR82 calculation factor dom fuel oil-GJR83 calculation factor nat. gas - GJR84 calculation factor electricity - GJR85 calculation factor propane - GJ

-------------------------------------------------------------------------

R82 calculation factor domestic fuel oil-GJ 35.9 GJ/m3

R83 calculation factor natural gas - GJ 0.0317 GJ/m3

R84 calculation factor electricity - GJ 0.0036 GJ/kWhR85 calculation factor propane - GJ 0.0214 GJ/kWh

(Netherlands’ National Research Center for Public Health and Environment)--------------------------------------------------------------------------

14. Energy-efficiency I.15 Energy-efficiency R86 fuel use gasoline (l/100km)movable property R87 fuel use diesel vehicles (l/100km) per type

R88 kerosene use by planes (l/flying hour) per typeR89 bunker oil use by ships (l/day at sea) per typeR90 number of vehicles using gasoline per typeR91 number of vehicles using diesel per typeR92 number of planes per typeR93 number of ships per type

(Note: It is impossible to measure improvements in economic driving styles.)

59

I.16 Energy-efficiency R94 total net floor surfacenon-movable R95 climatic conv. factorproperty (heating) R96 tot. energy use for

heating in GJ excl. electricity

(R95 is supplied weekly by the Royal Netherlands' Meteorological Institute.)(In R96, electricity is excluded because a major part of it is being used for otherthings than heating.)

I.17 Installed veryefficient R97 installed very efficient room efficient room heating rheating power of total installedroom heating power R100 installed room heating power

I.18 Installed efficient R98 installed efficient room heating powerroom heating power R100 installed room heating power of total installedroom heating power

I.19 Installed non- R99 installed non-efficient room efficient room heatingefficient room R100 installed room heating powerheating power of total installedroom heating power

I.20 Energy efficiency room heating installed{(I.17 * 85%) + (I.18 * 80%) + (I.19 * 70%)} : R100 * 100% = I.20

15. Sustainable Energy I.21 % renewable R101 windpower in GJ energy of R102 solar power in GJ total use R103 green power in GJ

R104 other renewable sourcesI.12 total energy use in GJ

(Green power is ordinary non-sustainable electricity for a higher price than usual.The surplus money is invested by the electricity company in sustainable energysources. Choosing for green electricity is voluntary.)

16. Noise I.22 Number of people R105 number of dwellings within 40 Ke contour by noise (not insulated)R106 number of noise-sensitive dwellings within 35Ke contour (not insulated)R107 number of dwellings within 55 dB(A) contour (not insulated)R108 average number of people per dwelling

(R108 is provided yearly by the Netherlands’ Central Bureau of Statistics)

17. Soil-contamination I.23 Sites R109 number of sites under investigationR110 number of sites to be investigatedR111 number of current soil clean-up projects (serious)R112 number of current soil clean-up projects (not serious)R113 number of sites already cleaned up (serious)R114 number of sites already cleaned up (not serious)R115 number of investigated sites with no follow-up neededR116 total number of sites

60

Annex 3D — DevelopingObjectives and Targets(Text provided bySweden)

The following Swedish case study mayprovide guidance for militaryorganisations when developingenvironmental objectives and targets.In 1995, a joint Armed Forces – DRESector Report on the Military Defenceand the Environment described theenvironmental impacts of militaryactivities in relation to nationalenvironmental goals and objectives.The was the first report of this kind. Itis based on 13 environmental threatsthat the Swedish EPA identified out ofthe about 170 environmentalobjectives.Based on the Swedish EPA’s 170national environmental goals andobjectives and the 13 environmentalthreats, and on its own impacts on theenvironment, the Armed Forceselaborated a variety of objectives,goals and actions to reduce thoseimpacts.These objectives and actions formedthe basis for the SupremeCommander’s Environmental Plan 97,adopted by the Armed Forces inAugust 1996. Some goals havealready been achieved, while othersare more long-term.Following are examples of objectivesand actions for five areas of concern inthis Environmental Plan.

Releases to ground, water and air1. Minimise the Armed Forces’releases of ozone-depletingsubstances by• carrying out CFC and halon phase-

out plans.2, Reduce emissions ofgreenhouse gases compared with1995 levels by

• gradually changing to moreenvironmentally friendly fuels; and

• considering the environmentalimpact when purchasing newvehicles.

3. Reduce the energy consumptionof the Armed Forces related to 1995figures by• mapping the consumption of oil,

electricity, fuels and district heatingat the local level.

Products and waste1. Minimise the use and dispersionof environmentally harmful materialsand substances by• creating a register of

environmentally harmful materials,etc.; and

• developing procedures for handlingand treating all environmentallyhazardous waste generated by theArmed Forces.

2. Apply the recycling andprecautionary principles and bestavailable techniques when purchasingmateriel to minimise — as much aspossible — the harmful impact to theenvironment by• directing environmental demands to

the manufacturers whenpurchasing;

• introducing lead-free small-calibreammunition when trainingconscripts;

• mapping the extent of ammunitionsremainders/relics in ground andwater at the Armed Forces trainingranges;

• elaborating methods for reducingpotential damage caused by theseammunitions remainders/relics; and

• cleaning up contaminated sites.

Use of ground and waterPromote biodiversity and geneticvariation by• investigating ground wear

according to Model Units anddegree of mechanisation; and

61

• elaborating environmental plans fortraining and shooting ranges inconsultation with the FortificationsAdministration.

NoiseWork toward noise reduction by:• reducing noise extension at rifle

ranges, by building noise reducingshooting halls if needed;

• conducting experiments andevaluating handgun mufflers;

• investigating possibilities to reducenoise from weapons other thanhandguns; and

• measuring aircraft noise to verifytheoretical calculations and mitigateproblem areas; and

• developing an aggressivemonitoring and personnelprotection program

Environmental goals not focused onenvironmental threats

1. Continue efforts to deepenenvironmental awareness in the ArmedForces by• conducting training for all

environmental professionals;• ensuring that all staff undergo

environmental training adapted totheir needs;

• ensuring that students at officerscolleges are trained according toestablished training plans; and

• attending environmentalconferences biannually forenvironmental professionals, semi-professionals and heads of units.Can achieve this by allowingattendance at existingnational/international conferencesversus conducting the conference

2. Implement an environmentalmanagement system in the ArmedForces by• elaborating environmental plans for

the Directorates at HQ;

• elaborating environmental plans atthe local level;

• elaborating an environmentalhandbook; and

• elaborating a system forEnvironmental Audits.

3. Continue marketing ArmedForces’ environmental work in civiliansociety by• conducting annual conferences with

representatives from the EPA,Chemical Inspectorate, and allCounty Administrations; and

• participating in exhibitions andexternal environmental seminars inSweden and abroad.

4. Further development ofinternational co-operation regardingdefence-related environmental work by• co-operating with the United States

according to environmentalagreements; and

• participating in CCMS pilot studies.

In 1998, the Government proposedreducing the national environmentalobjectives from 170 to only 15. (Thisproposal is pending.) The Governmentalso decided that the Armed Forces(and 25 other authorities) should havea special responsibility for ecologicalsustainability. In this respect, theArmed Forces was commissioned toelaborate and propose to theGovernment new goals and objectives— and actions to achieve them — forthe military sector ready for October1999.

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Annex 3E — Summaryof EnvironmentalManagement in theDanish Defence 1999 –procedures andguidance for use

Implementation of the new guidancedocument

Environmental Management in theDanish Defence 1999 was published inautumn 1999 and was accompanied byseminars for environmental managersand chiefs of the establishments.

The main purpose of the new guidancedocument is to give a full overview ofthe uniform EMS in the DanishDefence. The manual gives options tomodify environmental management tosuit the establishments, which allowsthe system to have a local character.This has been achieved by putting theguidelines in the form of “how to write aprocedure” instead of listing specificclaims.Personnel can use the guidelines dailyas a reference book, as a guide inmaking procedures, and as a basis inthe environmental inspections. Theguidelines are also to be used in theeducation of new environmentalmanagers.

Structure of the guidance document

The guidance document has fivechapters, laid out according toFigure 2:1. Environmental policy2. Planning3. Implementation and operation4. Checking and corrective action5. Management reviewFor each section in these five chapters,the environmental manager has to

write a procedure. The structure of theprocedures is uniform and containspurpose, references and line of action.In the local system, these headings willbe the same.

Figure 2: The EMS in the DanishDefence updated to meet ISO 14001

Continualimprovement

Environmental Policy:

PolicyOrganisation

Planning:

Environmental assessmentRegulations

Environmental objective and targetEnvironmental management program

Environmental budget

Implementation and operation:

EducationPurchase and selection of supplier

Document controlEmergency preparedness

Checking and corrective action:

Implemented projectsMeasurement

Operational controlSupervising inspectionsInternal inspections

Management review:

Management reviewEnvironmental statement / green account

Environmental communication

The following text briefly describeseach step, with a focus on defining thewords/notions used within the conceptof EMS and outlining the purpose ofthis section.

1. Environmental policyDefinition: The establishment’sstatement of its intentions andprinciples concerning its environmentaleffort and results. It is the basis forpreparing the environmental objectiveand targets.Purpose: The establishment’senvironmental policy has to support theintentions in the environmental strategyof the Ministry of Defence. It iswritten/endorsed by management, andcan only be revised after themanagement review has taken place.

2. OrganisationPurpose: The procedure concerningorganisation has to ensure that anenvironmental organisation is built andmaintained at the establishment, and

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that environmental managers andother people responsible for the EMSappear in the overall organisation.Figure 3 illustrates a typicalenvironmental organisation.

Fig 3: Organisational diagram forEMS

Steering committee

Working group

Chief of the establishment

Environmental manager

Working group Working group Working group

3. Environmental assessment /initial reviewDefinition: Mapping theestablishment’s environmentalaspects. This is done as an initialreview, assessment and calculation ofthe environmental influence of theestablishment. The initial review isrevised each year.Purpose: The establishment mustbuild up significant knowledge about itsenvironmental aspects before it canmake improvements. An initial reviewis a very important step.

4. RegulationsPurpose: This procedure is meant tocontain methods on how to registerand comply with environmental lawsand regulation. There has to be a listof every relevant environmental law.

5. Objectives and targetsDefinition (objectives): On behalf ofthe environmental policy and the initialreview, objectives that are relevant forthe establishment are determined. Forexample: “reducing the amount of

polluting compounds in the wastewater”.Definition (targets): The establishedand desired effort and results that risefrom the objectives. For example:“reducing the amount of oil in thewastewater by 75% in the year 2001compared with the amount in 1999”.Purpose: The procedure is intended tomaintain the establishment’s routinesin pointing out the most importantenvironmental issues at theestablishment.

6. Action planDefinition: All kinds of projects thatcould improve the establishment’senvironmental impacts. The actionplan describes the resources that theestablishment has to provide, and theprojects that are to be carried out toachieve the objectives and targets.Purpose: The procedure has to ensurethat there is a continual improvementin environmental matters at theestablishment. Only projects that areapproved by management are enteredin the action plan. The action plan alsocontains a time schedule and outlinebudget for the project.Figure 4 shows the main steps of theplanning stage of an EMS. (See alsoChapter 3)

Figure 4: Hierarchy of approaches

Objectives

Targets

Projects

Action plan

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7. Environmental budgetPurpose: The procedure must ensurethat the financial effort concerningenvironmental matters is apparent tomanagement. The budget contains abreakdown for the projects in theaction plan. In addition, it can coverenvironmental taxes, such as for CO2

and wastewater that have to beincluded in the environmental budget.

8. EducationPurpose: The policy on education hasto ensure that the need for training andeducation in environmental issues isestablished. Besides the policy,education must ensure that the senseof responsibility held by managementand staff is increasing.

9. Purchase and selection ofsupplierPurpose: In Denmark, there islegislation to cover environmental andenergy considerations whengovernmental institutions purchaseproducts. The price is not the onlyfactor. The establishment’s purchaseof products, vehicles, equipment, etc.,must include an assessment of theproducts’ environmental impact. Thiscan be done by purchasing productsthat incorporate the appropriate Nordicor the European mark, or to buyproducts/services from a supplier whohas implemented ISO 14001 or EMAS.

10. Document controlPurpose: The procedure must ensurethat updated versions of everyprocedure in the system are available,and that relevant employees/militarymembers are told about changes indocuments.

11. Emergency preparednessDefinition: Emergency preparednessin this context refers to procedures toaddress accidents with environmental

consequences, such as a spill ofchemicals or leakage of toxic vapour.Purpose: The procedure must ensurethat methods to limit pollution in caseof accidents are known by everyone.

12. Implemented projects andnon-conformancePurpose: The procedure must ensurethat results from implemented projectsare assessed relating to the targets.Non-conformance from the systemmust be registered. The procedure isimportant when management reviewsand evaluates the system.

13. MeasurementDefinition: Measurement of potentiallypolluting compounds is demanded bycivil authorities, as covered byenvironmental permits. Danishlegislation requires airbases andshooting ranges to have environmentalpermits.Purpose: The procedure must ensurethat registration and reporting ofmeasurement is carried out. TheDDCS negotiates with civil authoritiesand prepares a programme thatdescribes how and when measurementis performed.

14. Operational ControlPurpose: The procedure provides theframework for instructions that must bemade to ensure that the continualmonitoring of environmental issues ismanaged. Examples of operationalcontrol include control of oil separators,handling of waste and chemicals, andreporting of energy consumption. Ashelp, the Tilstandvurderings (InitialReview) Database (TIVU) programmeis used.

15. Supervising inspectionsPurpose: The procedure must ensurethat approaches from civil authoritiesare handled. The DDCS carries outnegotiations with the civil authorities in

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cooperation with the environmentalmanager at the establishment. Officialapproaches and enquiries from civilauthorities are referred to the DanishDefence Construction Service, andpassed to the superior authority andthe Defence Command.

16. Internal inspectionsDefinition: There are three types ofinspections:• An internal inspection performed by

the establishment’s ownenvironmental organisation.

• An inspection by the DefenceMinistry, which is performed by theDefence Command and includes anassessment of the system,compared to the rules andregulations of the DefenceCommand.

• The DDCS does a third-party auditand focuses on the systemcompared with the internationalstandard ISO 14001.

Purpose: The procedure describesinternal inspections and is intended totest if the system works. Theinspections will give the chief of theestablishment the opportunity toevaluate the system, and makechanges in cooperation with theenvironmental manager and theenvironmental organisation.

17. Management reviewDefinition: Assessment of the system’sappropriateness and effectiveness.Purpose: The chief of theestablishment must review theinformation generated in the systemfrom inspections and the implementedprojects and non-conformance. It isimportant to ensure that the systemprovides continual improvements, andthat it is appropriate for the specificenvironmental matters which apply atthe establishment. Comments fromrelevant authorities are also to beassessed in the management review.

18. Environmental statement andgreen accountDefinition (environmental statement):Results from the projects and data onconsumption of energy, water andother resources is published in theenvironmental statement. Theestablishment can choose whether thestatement is only published internallyat the establishment, or if it should alsobe published externally. The databaseprogramme TIVU is a useful tool whenmaking the statement.Definition (green account): Accordingto legislation, a number of Danishcompanies are obliged to perform agreen account concerning theconsumption of energy, water andother resources, including theproduction of waste. While the DanishDefence organisation is not covered bythis legislation, it voluntarily produces agreen account. The green account iscompiled by the Defence Commandusing data collected in the TIVUprogramme.Purpose: The procedure must ensurethat material is made availableconcerning the environmentalconditions at military establishmentsand that it can be published.

19. Environmentalcommunication

Definition: Approaches to or frominterested parties concerningenvironmental matters.Purpose: The procedure must ensurethat environmental communication istaking place according to specificguidelines.

The guidance document andISO 14001

The guidance document is constructedin accordance with the internationalstandard ISO 14001. The structure of

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the five chapters is identical to that ofthe Standard.The procedures have minor differencescompared with the standard. Forexample, “green accounts” is a Danishphenomenon and therefore notmentioned in ISO 14001. Theenvironmental statement is mentionedin the Standard, but it is not arequirement that it be published. Theguidance document contains all theaspects of environmental managementmentioned in ISO 14001.The guidance document has twoenclosures, which elaborate in detailthe procedures covering environmentalassessment / initial review andenvironmental inspections.

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Annex 3F — A ScoringSystem to PrioritiseSignificantEnvironmental Aspects(Text prepared by theDanish Ministry ofDefence)

Environmental ranking

After determining their environmentalaspects, organisations must rank them.A ranking implies that theenvironmental relations are arrangedaccording to importance, and that themost important problems are to besolved first.Ranking environmental aspects servesthree purposes:• It focuses management and

personnel on a limited number ofproblems that should be addressedfirst.

• It gives interested parties outsidethe organisation brief informationon the problems dealt with in theorganisation.

• It helps organisations make thebest use of limited time andfinancial resources.

This does not mean, however, that theother aspects can be ignored. Afterorganisations significantly reduce theadverse impacts associated with theiraspects which are ranked with thehighest priority, they can focus on theremaining aspects.

Criteria

To be able to prioritise, organisationsmust determine which criteria ofselection to use. Organisations shoulddo this by estimating theconsequences of the environmentalimpacts for health, safety and the

environment, as well as possibleconflicts with existing legislation andregulations.Example of criteria include:• impacts that have the most serious

consequences for the environment,safety and/or health;

• impacts that involve large or smallbreaches of the law or that causeother problems regarding demandsfrom the authorities;

• impacts that are in conflict with theexternal and internal environmentalpolicies of the organisation; and

• impacts that can be solved easily.

Estimation of the consequences forenvironment, health and safety

Organisations’ emissions anddischarges into the air and the waterfrom a site, as well as industrialwastes, can pose a risk of damagingthe ambient environment or the healthand safety of employees.Examples of impacts on the ambientenvironment include:• acidic precipitation• greenhouse effect• depletion of the ozone layer• toxic effects on animals and human

beings.The risk of damage depends on twothings: the hazard, or type, of theimpact (i.e., type of substance, type ofnuisance, type of working stress); andthe exposure of the impact (i.e., howbig the impact is).Risk = Hazard x Exposure

It is not really possible to determine themost hazardous risk objectively. Is anallergy “worse” than dead fish in theriver, or is acidic precipitation moredangerous than heavy metals?Conditions that cause incurable(perhaps fatal) diseases are givenhigher priority more often thandamages which can be remediated.Furthermore, global environmental

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damages, such as the greenhouseeffect and decomposition of the ozonelayer, are more important thandamages to regional and localenvironments.

Scoring systems for the ambientenvironment

Due to the difficulties in comparingvarious types of environmentalimpacts, it can be helpful to use thescoring systems for estimating theimportance of environmental relationswith industry, suppliers and the public.In a scoring system, the ranking issimplified by dividing hazards andexposure in coarse classes (high,medium, low) from criteria determinedin advance. This means that anattitude to which effects are moreserious than others is built into thescoring system.When using a scoring system forestimating the seriousness ofproblems, it is important to considerthe following items:• what decisions are built into the

scoring system;• whether these decisions

correspond to one’s ownunderstanding; and

• whether the results of the scoringsystem look reasonable from asubjective point of view.

Ranking procedure

The procedure consists of four steps:1. The EMS champion or EMS team

decides on the criteria to be used.2. All impacts are ranked using the

scoring system for the environment.3. Information concerning other

criteria is gathered (conflicts withthe legislation, financial positions,easy solutions, etc.).

4. All information is presented in aneasily accessible form.

The priority matrix is an example ofhow to compare “regular” informationof each environmental relation for theuse of a priority discussion.Furthermore, the priority matrix is anorganisation’s documentation of thepriority towards other stakeholders.Table 1 gives an example of a prioritymatrix; Table 2 shows a sample prioritymatrix for the work environment.

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Table 1: Example of priority matrix

Environmental aspect

Environmental score

Operating costs

External/workingenvironment

Complaints fromtheneighbours

Conflictwithlegislation

Highlyprioritised bythe authorities

Easy tosolve

Electricityconsumption

18 180,000 No No No No Yes

Heat 12 70,000 Yes No No No NoNoise 12 0 Yes Yes No Yes NoUrea 12 0 Yes No Yes Yes NoChemicalwaste

6 50,000 No No No No Yes

Table 2: Example of priority matrix for a work environmentInternal Environment Operati

ngcosts

OccupationalSafety and Health(OSH)-score

Conflictwithlegislation

Highlyestimated bytheauthorities

Easysolution

Heavy burdens 0 18 Yes Yes NoMachine cover 0 9 Yes Yes NoNoise - dep. 1 0 18 Yes Yes NoDetergents 20,000 3 No No YesOrganic solvents 50,000 18 Yes Yes No

An example scoring system

The Danish Defence uses a scoringsystem for the ambient environment. Itis typically used on anorganisation-wide level after thecompletion of the first audit visit. Itincludes all environmental aspects ofan organisation. The environmentalaspects are scored so that theenvironmental significance ishighlighted. This is done by estimatingeach environmental relation in termsof:• amount/size — A• dispersion scale (global, regional,

local) — D• effect (reversible, irreversible) — E

Each of the three parameters is give ascore of 1 to 3 depending on the sizeof the problems. Multiplying the scorefor “amount”, “dispersion” and “effect”

produces the total score, whichrepresents the size of the problem.The higher score, the bigger theproblems are. There are 10 possiblelevels: 1, 2, 3, 4, 6, 8, 9, 12, 18 and 27.It must be emphasised that the scoredoes not indicate an objective value,let alone a scientific value. (Such avalue cannot be given.) The scoreonly indicates the size of the problemand how relevant it would be to dosomething about it.

Normally, scores with values of 1 to 2do not warrant any action from anenvironmental consideration alone.From an environmental standpoint,scores of 3 to 8 typically require thataction be taken. Scores 9 to 18indicate that it is essential to takeaction. A score of 27 is alarming andrequires that action be takenimmediately.

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Table 3 shows the scoring system.Tables 4, 5 and 6 give examples ofhow criteria may be structured. Theassignment of points must bedetermined by the EMS Team.

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Table 3: The scoring system from the Danish Defence

ScoreLevel ofproblemA x D x E

Class ofproblem

Need foreffort

A D E3 3 3 27 IV Alarming

3 3 2

3 2 3 18

2 3 3

3 2 2

2 3 2 12 III Critical

2 2 3

3 1 3

3 3 1 9

1 3 3

2 2 2 8

3 2 1

3 1 2

2 1 3

2 3 1 6

1 2 3

1 3 2 II Relevant

2 2 1

2 1 2 4

1 2 2

3 1 1

1 3 1 3

1 1 3

2 1 1

1 2 1 2

1 1 2 1 Little

1 1 1 1

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Table 4: Criteria for the “A” score (Amount size)(A)Environmentalaspects

3 points 2 points 1 point Remarks

Waterconsumptionm3/year

> 300,000 < 300,000 and> 60,000

< 60,000

EnergyconsumptionCO2, SO2 andNOx

tonnes/year

> 10 < 10and> 1

< 1 The amount tobe calculatedafter tables foreach energysource

Wastetonnes/year

> 10 < 10and> 1

< 1 Divided intolandfill wasteand hazardouswaste

Components inwastewatertonnes/year

> 10 < 10and> 1

< 1 Divided intoindividualcomponents

Components inair emissiontonnes/year

> 10 < 10and> 1

< 1 Divided intoindividualcomponents

Odour, noise,vibrations

Constantimpact

Long periodicimpact (morethan 2hours/day)

Short periodicimpact

If any legal limitis exceeded 1point will beadded

Risk > 50% of theamount, whichis noticeable

< 50% and >1% of theamount, whichis noticeable

< 1% of theamount, whichis noticeable

Noticeable inthe sense ofEU's "Sevesodirective"

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Table 5: Criteria for “D” score (Dispersion scale (global, regional, local))(D)Environmentalaspects

3 points 2 points 1 point Remarks

Waterconsumption

Public watersupply

Private watersupply formorecompanies

Own boring forwater

EnergyconsumptionCO2, SO2 andNOx

Always 3points

Due to globaldispersion

Waste Disposal notaccording tothe legislation

Disposalaccording tothe legislation

Divided intolandfill wasteand hazardouswastes. Canbe different forthe differenttypes of waste

Wastewaterpollutants

Discharge tostream, lakeand sea

Percolation,spreading onground

To treatmentplant (withreasonablesize andoperation)

Can bedifferent fordifferent outletsfrom thecompany

Air emission Always 3points

Due to globaldispersion

Odour, noise,vibrations

Noticeablemore than 500m from thecompany

Noticeable inmore than 50residentialhouses withina distance of500 m from thecompany

Noticeable inless than 50houses withina distance of500 m from thecompany

Risk Always 3points

Only to beused togetherwith EU's"Sevesodirective"

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Table 6: Criteria for the “E” score (Effect (reversible, irreversible))(E)Environmentalaspects

3 points 2 points 1 point Remarks

Waterconsumption

Regenerationtakes morethan 20 years

Regenerationtakes from 5 to20 years

Regenerationtakes less than5 years

EnergyconsumptionCO2, SO2 andNOx

SO2 and NOx

always 2 pointsCO2 always 1point

Each type tobe settled

Waste Substancesmarked with N,T or Tx,Poisonous,carcinogenic,etc.

Materialswhich containharmfulsubstances(Xn). Fertilisingsubstances(with N or P) oroxygen-consuming inthe aquaticenvironment

All cleanfractions ofothermaterials: soil,concrete, sand,etc.

Determined forthe differentcomponents inthe waste

Wastewater,pollutants

Substancesmarked with N,T or Tx,poisonous,carcinogenic,persistent etc.

Harmfulsubstances(Xn). Fertilisingsubstances(with N or P) oroxygen-consuming inthe aquaticenvironment

All othersubstances

Determined forthe differentcomponents inthe wastewater

Air emission Substancesmarked with N,T or Tx,poisonous,carcinogenic,ozonedepleting etc.

Inorganic dust,SO2, NOx,fume andgasses fromharmfulinorganic andorganicsubstances

CO2 and othersubstances

A guidelineshould bedevelopedduring audits

Odour, noise,vibrations

Always 2points

Risk More than orequal to theamount whichis noticeable

Less than theamount whichis noticeable

Only to beused togetherwith EU’s“Sevesodirective”

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Chapter Four —Implementation

This chapter is designed to helporganisations implement the actionplans they developed during theplanning phase. It is important to havea solid plan for implementing the EMS,for which there are some basicrequirements.• All levels of management, in

particular the top level, must becommitted to the EMS, and allplayers must have clearly definedroles and responsibilities.

• Training and awarenessprogrammes must be developedand implemented to ensure thatpersonnel at all levels have thecompetence and skills to meet therequirements of the ISO Standard.

• Finally, effective channels ofcommunication must be establishedand a plan for documentation mustbe set down.

Roles, responsibilities andauthoritiesSection 4.4.1 of the Standard

Once top-level management has givencommitment to the EMS process, itmust define roles, responsibilities andauthorities. In doing so, it shouldprovide sufficient guidance in fiveareas:• chains of command and reporting

relationships, including those oflodger or tenant units;

• appropriate instructions for specificmilitary activities that havesignificant environmental impact;

• personnel responsible forcommunicating on environmentalissues, with special emphasis onthose who communicatehorizontally across branches andunits;

• environmental protectionprocedures for day-to-dayoperations (detailed whereneeded); and

• environmental requirements ofimportant suppliers (companies andcontractors).

The ISO Standard also requires thatorganisations establish environmentalemergency procedures. Theseprocedures should describe how andwith whom to communicate, andidentify the respective roles ofauthorities.Organisations may also choose toinclude other procedures, which arevaluable but not obligatory, such asobtaining environmental permits fromdifferent authorities and producing anannual report on the environment (seeChapter 5).

Establishing environmental protectionprocedures for day-to-day operations isa challenging task. It involves taking adetailed look at all military sectoractivities from an environmental pointof view, including the terms ofreference for the officials responsiblefor the activities. If individuals and theway they perform their duties arescrutinised, resistance can beexpected. However, a detailedexamination is key to implementing theEMS, and it is important to get this stepright.

Training and awareness

Once organisations have developed anEMS and determined roles andresponsibilities, the next critical step isto ensure that the appropriatepersonnel are sufficiently trained to beable to implement the EMS.There are two training and awarenesselements related to the EMS: EMSTraining and Competency Training.

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EMS training and awareness

EMS Training ensures that both seniorand middle management understand:• their obligations with respect to the

EMS;• the requirement to commit to

implementing the environmentalpolicy statement;

• the requirement to put the EMS andthe plans contained in theEnvironmental ManagementProgramme into place; and

• the requirement to conduct a reviewto ensure that the EMS is operatingas management expected it would.

Senior managers must be fully awareof the requirements and purpose of theEMS. Their initial training will be anatural consequence of theirinvolvement in developing theorganisation’s environmental policystatement (Chapter 3). The best wayto ensure senior managers are fullyinformed is through briefing modulesand progress reviews that demonstratehow an EMS improves militaryoperations.

Middle managers require more detailedpractical training on how the EMS willimprove the organisation’s operations.Professional training personnel andenvironmental experts should providethis training in the form of a shortseminar or similar method that allowsfor open exchange of informationbetween the middle managers and thetraining team.

Junior managers should receive acombination of EMS training andCompetency training. The EMSimplementation plan should determinewhich junior managers need whattraining. Junior personnel shouldreceive some EMS training as part oftheir job-specific Competency Training.

Environmental professionals are likelyto be asked to take on most of theburden of ensuring that all theelements of the EMS are in place.They will therefore require specialisedtraining on the EMS. In some cases,with the appropriate training, they maybe certified as Lead Auditors, whichqualifies them to audit the EMS, asdefined by ISO and nationalaccreditation bodies.

Competency Training

Competency Training ensures thatboth military and civilian personnel aretrained and/or made aware of theirenvironmental obligations as they carryout their day-to-day activities. Thesepersonnel must receive the appropriatetraining so that they can address theenvironmental issues of theirrespective military or civilian dutiescompetently.For example, when personnel areproperly trained in pollution prevention,remediation costs are reduced,efficiency is improved, and adverseenvironmental impacts are avoided.Commanders can demonstrate theircommitment to environmentalregulators by ensuring that personnelare adequately trained to avoidcausing environmental incidents, andto react quickly and effectively shouldthose incidents occur.

Environmental training is required for:• government/departmental policy• legal compliance• statutory requirements• financial benefits• environmental performance

improvements.(See Annexes 4A and 4B for specificguidelines on developing environmentalCompetency Training.)Hint Box 4 — Raising awareness ofthe EMS

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There are other methods of raisingEMS awareness, including:• vocational training• continuous information updates on

Intranet and Internet Web sites• presentation of a policy statement,

and environmental reports to eachemployee

• participation in environmentalinitiatives

• internal seminars, workshops, talksand lectures

• video presentations• external seminars, workshops and

conferences.

Who needs environmental training?

Both military and civilian personnel inmodern military organisations requireappropriate education and training todischarge their environment-relatedduties and obligations satisfactorily.These personnel include:• senior military and civilian

managers• environmental specialists and

policy staff• staff assigned to specialist

functions• personnel with environmental

responsibilities• logistics and procurement

personnel• training personnel• personnel who control facilities and

resources• incoming personnel and contractors• personnel with financial

responsibility.

Representatives from a number ofmilitary organisations agreed that — asa minimum — the following personnelcategories require some form ofenvironmental training:• 65% of senior staff (primarily EMS

Training)

• 55% of middle managers (bothEMS and Competency Training)

• 55% of junior managers (primarilyCompetency Training, with someEMS Training)

• 30% of junior personnel(Competency Training).

Note that all staff should have somedegree of environmental knowledgeand understanding that they bring to,as second nature, their day-to-dayactivities.

Professional environmental training,like military training, must beappropriate to the recipient’s level,grade or rank, as well as specificneeds.(See Annex 4B for more information ondetermining environmental training needsand on who should receive training.)

Communication

An EMS requires a communicationsstrategy that targeted at all identifiedinterested parties. This requirement isconsistent with the transparent andaccountable approach taking place intoday’s military sector. It also indicatesa positive move away from the cultureof secrecy associated with the military,contributing to a more positive imageof the military. Individuals responsiblefor implementing the EMS in theirexecutive areas will have beenassigned at this stage, including theEMS champions.

The first step organisations must takeis to identify all parties to which itsEMS must be communicated. Theseparties include military and civilianpersonnel within the organisation andoutside groups (environmentalministries, environmental non-government organisations). To do this,the EMS Champion should conduct astakeholder analysis to identify peopleand organisations that have made their

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interests known, either directly orindirectly.

The EMS Champion should thendetermine what communication toolsare most effective for each group.A key to internal policy communicationis documentation (see Section 5.6 ofthe Standard and below). Other usefultools include newsletters, housemagazines and awareness road showsthat bring the environmental messageto individual sites and the public.Frequent meetings with outsideorganisations are the best way tocommunicate how a militaryorganisation is implementing the EMS.Meetings with environmental ministrystaff will help improve the program,limit criticism and lessen oversight.Meetings with ENGOs will engendertrust and avoid adverse public reaction.The key to a successfulcommunication strategy is having amechanism to use informationprovided by others to improve theEMS.

In some cases, military organisationswill be legally required to set up officialconsultation groups with particularbodies, particularly for subjects suchas nature conservation on defence-owned land. Even when no legalrequirement exists, this approach canbe a very effective way of engagingpolicy makers from environmentalorganisations.(See Annex 4C for examples ofprocedures on communication from theDanish Defence.)

Documentation

Once an organisation has developedits EMS, it must describe it, eitherelectronically or on paper. ISO 14001stipulates that EMS documentationmay be integrated with otherorganisational documentation.

Although it does not have to be in theform of a single manual, this tends tobe normal practice.

EMS manual

The EMS manual serves as a goodoverall description of the EMS andindicates where specific guidance canbe found. It must document where therelevant elements can be found,demonstrate compliance with the EMSrequirements, and show that objectivesand targets are being met. It must alsobe readily identifiable and periodicallyreviewed and revised.The manual should be the principalsource of reference for the EMS, and akey document for third-partyassessment. It should be relevant tothe organisation’s activities. It cancover an entire operation, a building, abase, a ship, a military unit, a division,directorate, or the entire military sector.As the ultimate goal of the EMS is tointegrate the management ofenvironmental aspects into the existingmanagement system, however, themanual should not become a hugedocument, merely repeating what canbe found elsewhere. Writing andupdating the manual should not be atime-consuming burden.Military organisations are well suited tofulfilling the documentationrequirements efficiently. They are verygood at providing consistent guidanceand direction throughout, by way ofexisting systems of conveyingdirection, such as:• standing and routine orders• directives• Standard Operating Procedures

(SOPs)• job descriptions• terms of reference• documented tasking.These existing documents need to bemodified in accordance with the

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Environmental ManagementProgramme step of the planning stage.Organisations should encourage theuse of a common structure for the EMSmanual, using a standardisedframework or template, which eachservice or establishment can completeaccording to its environmental impacts.Each military service may choose touse a different style or method tocommunicate its requirements. It isimportant to remember that the mainpurpose of the manual is to conveyinformation and direction to those whoare expected to implement its contents.The documentation specialist mustwrite it so that the reader or user caneasily understand and act upon itsdirection.

Hint Box 5 — EMS Manual checklist

Ensure that the EMS Manual:• is concise and well-structured (with

subdivisions for key areas);• contains a brief introduction to the

organisation and its activities;• outlines the organisation’s

environmental policies;• summarises the organisation’s

significant environmental impacts,objectives and targets, and itsmanagement programme;

• defines key roles andresponsibilities;

• identifies the role of themanagement representative;

• indicates how ISO 14001requirements will be met;

• cross references procedures (e.g.work instructions and other relevantdocumentation);

• highlights any emergency plans(e.g. for spills); and

• has a standardised documentationformat for reporting and evaluation.

Hint Box 6 — Items to be included inthe EMS manual

The EMS manual should include thefollowing items:• Environmental Policy for the

Ministry, the Armed Forces, or forthe particular military service(whichever is applicable for thislevel of the EMS Manual);

• a list of significant environmentalaspects;

• a register of significantenvironmental impacts;

• an environmental management (orimprovement) programme andprocedures (as per environmentalaspect);

• local action plans containingobjectives and targets, reflectingany agreements reached with localcommunities;

• work instructions for managing aparticular activity or issue;

• site emergency plans;• organisation charts; and• health and safety instructions.• In addition, the EMS manual should

include a statement on how thefollowing environmentalrequirements will be identified:

• compliance with legislation andregulations

• compliance with governmentpolicies

• compliance with Ministry ofDefence and Armed Forcesdirectives.

Document controlSection 4.4.5 of the Standard

Document control ensures that theright people have the right informationat the right time in the right place. Asnoted above, military organisationsalready have effective systems ofdocument control in place.Personnel documenting the EMSshould take advantage of thesesystems rather than developing newones. They should also avoid complex

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document control systems by creatingand maintaining only those documentsthat are necessary to implement theEMS and achieve improvements inenvironmental performance.

Using an electronic system, such asposting the manual on an Intranet site,or issuing the manual on CD-ROM,ensures that the direction is centrallyupdated at routine intervals. It alsomakes controlling paper-based copiesunnecessary, since EMSdocumentation would be accessible toall. As each military establishment isencouraged to have its own EMS, itfollows that each establishment wouldpost EMS documentation on its ownserver / Web site, or issue their ownCD-ROM.

Document control in a paper-basedsystem works differently. In theinterest of consistent direction and toensure that all units are working fromthe most recent direction, most militaryorganisations have a system ofcontrolled amendments for certaindesignated key documents.Amendments are forwarded toidentified document holders, withinstructions to replace obsoletesections with newly issued direction.

Hint Box 7 — Maintaining EMSdocuments

Document control ensures that:• documents are assigned to the

appropriate unit or job title and canbe easily found;

• documents are periodicallyreviewed, revised as necessary,and approved as adequate byauthorised personnel;

• current versions are available atlocations where operationsessential to the effective functioningof the EMS are performed;

• obsolete documents are promptlyremoved from all points of use;

• any obsolete documents retainedfor legal or other purposes aresuitably identified; and

• all pages are numbered, dated andfully referenced.

Operational controlSection 4.4.6 of the Standard

Operational control refers to actionsthat the EMS manager shouldundertake to ensure that everything isin good working order. It is themanager’s responsibility to ensure:• the EMS is effective in managing

the organisation’s environmentalaspects;

• the appropriate resources are inplace to implement the EMS;

• these resources are optimised (i.e.that the EMS is running efficiently);

• reasonable steps are taken toensure the quality of the informationon which decisions are based;

• the EMS implementation teamknows about any mid-courseadjustments and is able to followthem; and

• operations are performedaccurately and completely.

Hint Box 8 — Operational controlchecklist

To ensure control of critical activities,the EMS manager should:• check whether requirements are

met and, where necessary, makeany corrections;

• provide key people with workinstructions that are identifiable,current and available on location;

• make contractors and suppliersaware of the organisation’s EMS asit relates to them;

• provide contractors with details ofrelevant operational proceduresand requirements;

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• give details of verification methodsemployed in the manual and workinstructions; and

• identify the person or personsresponsible for ongoing supervisionof the quality and accuracy ofactivities:

• overseeing or directly achieving theobjectives and targets (e.g. theofficers),

• undertaking spot checks,• initiating investigations into cases of

non-compliance, and• taking necessary permanent

corrective actions.

Emergencies and contingenciesSection 4.4.7 of the Standard

ISO 14001 requires organisations tomaintain documented procedures to:• incorporate existing emergency

reporting requirements;• identify potential accidents and

emergencies that may arise fromhazardous processes and thehandling or disposal of dangerousmaterials;

• minimise any environmental, healthand safety impacts resulting fromthese incidents; and

• periodically test such procedures, ifpracticable.

Once again, military organisationsexcel at this activity. StandardOperating Procedures are usuallydesigned to include emergencyprocedures. Since military personnelmust be prepared to respond todamage to the base in the event ofhostilities, they have emergency planson site that are regularly throughOperations Evaluations or anothertesting activity.

Hint Box 9 — Emergencies andcontingencies

Organisations must formally adopt andrecord emergency procedures in EMSdocumentation. They should also trainemployees in these procedures andprovide additional training, as required,in the following areas:• complicated monitoring,

maintenance or inspection routines;• the coordination of several

operations; or mission and/orbusiness continuity plans.

Summary

This chapter has dealt with aspects ofthe implementation process, includingdefining roles and responsibilities,training programmes for personnel,communication and documentationstrategies, operational and documentcontrol, and strategies for emergenciesand contingencies. Once managementprogrammes are up and running,organisations must continually assessand evaluate the effectiveness of theEMS. The next step is to developprocedures for monitoring, evaluatingand reporting, which is described inChapter 5 — Monitoring, Evaluatingand Reporting.

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Annex 4A — Training inthe Military Sector

Approach

In general, military organisations areeffective at ensuring that personnel inmilitary occupations and trades receiveconsistent training through a formaltraining programme. The key toconducting an effective environmentaltraining programme is to integrateenvironmental subject material intoexisting courses.

Such integration need not entail anincrease in training hours. Aspersonnel are taught how to carry outtheir duties, they should be taught howthose duties affect the environmentand the proper procedures to ensurethat minimal environmental damage isincurred. For example, as mechanicslearn how to change the oil in vehicles,they should be taught how to disposeof used oil in an environmentallyresponsible manner.

Ideally, the environmental portions ofmilitary training should be transparentand seamless. Commanders shouldunderstand that the creation of anenvironmental module to addressenvironmental training is notnecessarily the most cost-effectiveapproach to addressing the issue.In addition, military training shouldinclude:• the importance of conforming with

policy, procedures and the EMS;• training those with roles and

responsibilities needed to achieveconformance;

• the potential consequences offailing to follow operatingprocedures; and

• the merits of improvingenvironmental performance.

Training options

Although environmental specialists areideal for supplying subject matterexpertise to training specialists, theyare not experts in training. Trainingspecialists are the ideal candidates fordeveloping and delivering training inthe military.A training strategy should beestablished to:• identify the complete range of

training available;• determine whether there is a gap in

the existing training; and• identify roles, responsibilities,

priorities and a timeline to closegaps.

Organisations have a number ofenvironmental training options. Thefirst is a formal course, which should:• develop environmental awareness

amongst all personnel, since thereis an environmental element inevery military occupation, trade andtask;

• help managers and key peopleunderstand the EMS and what theorganisation is seeking to achieveand why;

• explain work instructions anddevelop technical skills forspecialists, operators and thosewho are responsible for potentialsignificant environmental impacts;and

• provide training on specific andunique environmental elements ofindividual jobs, tasks,secondary/tertiary duties and otherassigned military duties (e.g. dutyofficer).

The second environmental trainingoption is on-the-job training, which willincrease individual compliance,knowledge and competence inenvironmental matters. And the thirdoption is informal training, which

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includes distance learning packages,news sheets, and in-house newslettersetc.

Common training elements

Certain elements should be common toall training to ensure that civilian andmilitary personnel at all levels areaware of:• the importance of conforming with

the environmental policy andprocedures and the requirements ofthe EMS;

• the significant environmentalimpacts of work activities and thebenefits of improved performance;and

• the emergency preparedness andresponse programme, and thepotential consequences of non-compliance.

Evaluation

The training development organisationshould evaluate training regularly toassess its value to the environmentalperformance of the militaryorganisation. In addition, theorganisation should use complianceaudits or audits of the EMS to identifydeficiencies resulting from inadequatetraining or lack of training.

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Annex 4B —Determining TrainingNeeds

Organisations should determine thetarget audience and level of trainingrequired by asking such questions as:• Do personnel fully understand the

content and implications of theorganisation’s environmentalpolicy?

• Do managers fully understand howthe EMS provides control over theorganisation’s significantenvironmental impacts?

• Do operators understand theenvironmental impacts of theiractivities and have access to up-to-date information?

• As applicable, do commandingofficers fully understand thepotential risk they run of havingtheir exercises stopped by theregulating authorities if they arefound to be non-compliant withenvironmental laws andregulations?

• Is there a general awareness ofthe:

• the relationship between energyuse and the environment?

• the need to minimise waste bymaximising reduction, reuse andrecycling?

Figure 1 shows how senior personneltend to be more concerned with policyissues and how junior personnel aremore concerned with implementationactivities. Therefore, different ranks orlevels need different tools to carry outtheir responsibilities.

Figure 1: Policy, Implementationand Personnel

Senior personnel must be made awareof the context in which environmentalconcerns are addressed, or the “why”of an issue. Junior ranks and levelsneed training designed to fill the gapbetween their actual performance andthe required level of performance, orthe “how” of that issue. Middlemanagers (i.e. Major or equivalent) arein the best position to link the seniorand junior levels. They need a blendof awareness exposure and processtraining to implement an EMS acrosstheir area of responsibility.

Personnel will need EMS training atkey junctures, including upon theadoption of the EMS, recruitment,promotion or change of job, a changeof process or equipment, and changeof law or departmental policy, as wellas following the investigation of anaccident or breach of legislation.EMS training should cover the topics:• EMS organisation, arrangements

and procedures• legal and departmental

requirements• environmental impact of military

activity• roles and responsibilities• environmental and technical skills

(e.g. pollution clean-up personnel)• benefits and penalties• remediation and mitigation• specialist training to support EMS

implementation.

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Annex 4C —Procedures forEnvironmentalCommunication(From Environmental ManagementSystems in the Danish Defence)

The procedure is divided into internaland external environmentalcommunication, and has to ensure thatenvironmental communication is takingplace according to specific guidelines.

References

• ISO 14001 point 4.4.3.• The general guidelines in the

defence concerning communicationwith the press.

Internal communicationGuidance

There are already activities within thesystem that ensure upwardcommunication in the organisation(initial review, objectives and targets,environmental statement, etc.). Thisprocedure has the aim of ensuring thatprecise and relevant material aboutenvironmental issues is also beingcommunicated down through theorganisation in an effective manner.The most important information to bespread in the organisation is theenvironmental policy and informationabout environmental mattersthroughout the structure of theorganisation.Everyone at the establishment shouldknow the:• environmental policy• level of environmental organisation• environmental manager.

Table 1 summarises importantinformation to be communicatedinternally.

Small groups

Some environmental issues are onlyrelevant to small sections of theinstallation or personnel. Examplesinclude:1. Initial review — The environmental

manager and the steering groupare responsible for circulatinginformation to the people andworking groups that are involved inthe initial review, and to themanagement. During the work withthe initial review, the environmentalmanager co-operates closely withthe working groups to help with anykinds of problems and to pass onpositive feedback from one workinggroup to another.

2. Objectives and targets — Theparticipants in the working groupsmust have detailed informationabout the environmental issues thathave top priority.

3. Projects — The person whoproposes a project that couldimprove the establishment’senvironmental matters should bedirectly informed if the project isaccepted or rejected.

4. Regulations — The environmentalmanager should inform themanagement and relevant unitsabout new environmental legislationand regulations.

5. Inspection — Sections that areabout to be inspected must beinformed in advance. The audit ofthe system demands participationof key figures, who should also beinformed.

Continual internal information andupdates

In carrying out a plan for regularlytransmitting internal information, theenvironmental manager mustrecognise:• what kind of information is relevant

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• how to get the information• the target group• what kind of medium is used• timing of the information given.Table 2 shows a sample internalinformation plan.

External communicationGuidance

The environmental manager makes alist of external interested parties. Forevery party identified, theenvironmental manager shouldconsider what kind of information theparty can expect to receive, and whatkind of information the establishmentshould send unrequested.

Applications from partners

The environmental manager shouldreply to applications from partnersconcerning environmental issueseffectively and systematically. It isimportant to regulate the character andthe amount of applications in the EMS.The environmental manager should

register every application in a scheme.Table 3 shows a sample structure for ascheme.

Applications to partners

The establishment may occasionallyspontaneously address interestedparties. The Chief of the establishmentand the environmental manager shouldmake a list that considers:• interested parties that the

establishment has an obligation ora wish to inform aboutenvironmental issues;

• the kind of information these partiesneed;

• how often the information should begiven; and

• the person responsible fordelivering the information.

The procedure must be evaluated bythe management review. Theenvironmental manager shouldperiodically check whether the registerof interested parties is relevant.

.

Table 1: Information that everyone employed at the establishment shouldreceive

Subject Type of informationEnvironmentalPolicy

Everyone at the establishment must know the environmentalpolicy.

Environmentalorganisation

Everyone at the establishment should know the environmentalorganisation.

Initial review Everyone should be informed about the time schedule forcarrying out the initial review.

Objectives andtargets

Everyone should be informed about the environmental issuesthat have the first priority. This is done by informing about theobjectives and targets.

Projects andaction plan

Projects that are approved by the management are entered inthe action plan. Everyone should be informed about theseprojects.

Implementedprojects

Everyone should be informed about the implemented projectsand the environmental results.

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Table 2: Example of an internal information plan

Type ofinformation

Target group Informationmedia

When

Date / time schedulefor internalinspection

Sections thatare involved

Notice boards inthe sections

Two weeksbefore theinspection

A list of projects thatis entered in theaction plan

All employees Notice boards As soon as theprojects areapproved by themanagement

New legislation Management The environmentalmanager informsabout the newlegislation

As soon as theenvironmentalmanager knowsthe content

Table 3: Scheme for registering applications from interested parties

Interestedparty

Received by Reason forapplication

Deliveredmaterial

Timeschedule

Bo Jensen,Engineerfrom ViborgCounty

Environmentalmanager

Problems withthe waste waterplant

Report withmeasuredcompounds the19.5.97

Wait forcommentsfrom B.J.

Gerda Toft,Engineerfrom ViborgCounty

Environmentalmanager

Investigation ofsoil andgroundwaterpollution

None Contactthe DanishDefenceConstruction Service

The farmerTage Holm

Environmentalmanager

Complainingconcerningnoise from theshooting range

Copy of theenvironmentalapproval of theshooting range

None

Anne Bro,schoolteacher

Environmentalmanager

Asks formaterial forteaching inenvironmentalissues

Environmentalstatement 1997

None

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Table 4: Information to interested parties

Interestedparties

Information type Time schedule Responsibleperson

DefenceCommand

Management review January Environmentalmanager

The public Environmentalstatement

March Chief of theestablishment

The county Measuring oil inwaste water

1 March1 September

Environmentalmanager

House owners Plan for shootingexercises

14 days before theexercise starts

The responsibleofficer

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Chapter Five —Monitoring, Evaluatingand Reporting

This chapter deals with environmentalmonitoring, evaluating and reportingactivities. Organisations must carryout monitoring to test whether it isachieving the objectives and targets ofthe EMS, and whether the proceduresfor operational control are effective.They must also evaluate theirperformance. That is, they mustassess the performance of the EMS asa whole, through audits and/ormanagement reviews. Finally,organisations must report on theperformance of the EMS, whichrequires formal communication of theresults of the EMS as it isimplemented.

Monitoring

Organisations must monitor theircurrent environmental performanceagainst their stated objectives andtargets. This is critical if they are totake appropriate corrective action,where needed, to ensure continualimprovements in the EMS and inoverall environmental performance.Organisations should monitor theirperformance by using the performancemeasures they established during theplanning stage of the EMS (Chapter 3).

Corrective and preventative action

No system is perfect, and as an EMSis established and implemented,managers will most likely identify areasfor improvement. Measurement andevaluation procedures will help identifyareas of non-conformance with thestandard and other problems so thatcorrective action can be taken. If

evaluation indicates that problems arerecurring, it might mean that elementsof the EMS should be redesigned.

Hint Box 10 — Problems

The following problems demonstrateEMS non-conformance with theStandard:2

• activities or operations that violateenvironmental policies;

• environmental programmemanagement plans with insufficientdetails;

• roles, responsibilities, andauthorities that are not clearlydefined;

• training plans, monitoringschedules, or procedures that arenot followed;

• inadequately documentedmanagement reviews;

• audits that are not scheduled ordefined;

• emergency plans that are nottested or followed; and

• incorrect or obsolete documents.

Evaluating

An EMS can be evaluated in a numberof ways, including throughenvironmental audits, EMS audits andmanagement reviews. Cleardistinctions exist between audits andmanagement reviews. While bothapproaches evaluate how anorganisation manages itsenvironmental performance, they differin focus, scope and who conductsthem.

2 Woodside, Gayle, Patrick Aurrichio and

Jeanne Yturri. ISO 14001 ImplementationManual, p.136.

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Environmental audits

Environmental audits, sometimesreferred to as environmentalcompliance audits, assess anorganisation’s performance regardingits significant environmental aspects.They evaluate whether an organisationis in compliance with legislation andregulations, and whether it is achievingits environmental goals, objectives andtargets. Environmental audits areperformed by an audit team. The teamconsists of a lead auditor and one ormore auditors (the exact size dependson the scope of the audit). Auditorsshould hold qualifications similar tothose described in ISO 14012.

EMS audits

EMS audits evaluate an EMS for theeffectiveness of its elements andwhether it conforms to the EMS auditcriteria set by the organisation (seebelow). EMS audits are performed byan auditor appointed by seniormanagement. Auditors must beindependent from the organisationbeing audited, although they need notbe from outside the organisation. Ifthey are part of the defenceorganisation, to ensure objectivity, theyshould be from an organisation notdirectly related to the management ofthe EMS they are auditing.

Audit focus and structure

Audit area — The audit area gives thebroad perspective of what an audit isgoing to examine. Together with thecriteria, the area defines the auditscope.Audit criteria — Before conductingany audits, organisations must decidewhat criteria will be used to determinewhether their EMS, or theirperformance concerning particular

environmental aspects, is satisfactory.Audit criteria may include, for example:compliance with legislation andregulation;• compliance with the Environmental

Policy Statement;• adherence to all the elements and

procedures of the EnvironmentalManagement Programme; and

• inclusion of environmentalconsiderations in contracts.

Audit phases — As defined underISO 140113, the phases of an auditinclude:• initiation and audit preparation• audit investigation• report preparation• recommendations and follow-up.Audit procedures — Organisationsshould follow the ISO 14011 model,which gives more detailed proceduresfor conducting audits.The EMS audit should be clearlydistinguished from the managementreview. The EMS audit determines ifthe EMS still functions properly, andshould be undertaken by a third party,preferably but not necessarily, fromsomeone outside the military sector.The outcome of the EMS audits can bepart of the management review.(See Annex 5B for more information onaudit procedures and types.)

Management reviews

The third type of evaluation is themanagement review. Managementreviews determine how the EMS isoperating. They examine programmesand look at organisational policies,objectives and goals to determine howan organisation’s EMS isaccomplishing its stated policies.Management reviews are performed by

3 ISO 14011. Guidelines for Environmental

Auditing: Auditing of EnvironmentalManagement Systems.

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senior management, ideally theindividuals who signed theEnvironmental Policy Statement.Management reviews also provide aforum for senior managers to reviewgoals and objectives, examine dataand targets, and set the direction forsystem improvement. Due to changingcircumstances and an uncertain future,the management review should be keypart of a military organisation’s plan toproactively address environmentalissues.(See Annex 5C for issues that should beaddressed during management reviews.)

Records

Successful evaluations depend on awell-structured environmental plan,including a monitoring and record-keeping system. With an effectiveplan, the data needed to chart andreport progress will be readilyavailable.

EMS records are kept to demonstratecompliance with the requirements of anEMS and legislation. Records provideevidence of the ongoing operation ofthe system and can help determine theextent to which targets and objectiveshave been met in relation to anorganisation’s overall environmentalpolicy.

Reporting

Effective environmental reporting canhelp establish and promote publicawareness. Military organisationsshould keep interested parties and thegeneral public informed about theirEMS by producing a report on currentactivities, past achievements, areas ofnon-conformance and correctiveaction, and future plans.

Functions of environmentalreporting

Environmental reporting helps thepublic see that the military is managingenvironmental issues responsibly. Theenvironmental report should provideclear, coherent and comprehensiveinformation on the organisation’senvironmental activities.

Target audiences

Organisations should identify theirtarget audiences before writing thereport. In the field of environmentalissues, there are two main audiences:the public; and varying levels ofgovernment (e.g. Ministries of theEnvironment) and other environmentalinterest groups.

Public Audiences

In their public audience, militaryorganisations should include localresidents, environmental organisationsand other interested parties, includingpersonnel and unions representingemployees.

The report to the public should includeenough information and detail to give agood understanding of theorganisation’s environmental impact. Itshould also cover what environmentalprotection measures the organisationis applying. In some cases, it may beadvisable to have the report validatedby an independent party. As themilitary is usually funded by publicmoney, the public has the right to knowif the military is acting in anenvironmentally responsible manner.

Government and otherenvironmental interest groups

Government and other environmentalinterest groups (including licensing and

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enforcement organisations) monitor themilitary’s compliance withenvironmental legislation, regulationsand permits, and assess itsperformance.

Some government licensing andenforcement organisations are willingto allow the military to use alternativemethods of adhering to regulations. Ifmilitary organisations take a proactiveapproach in environmental affairs,such as setting up an EMS anddelivering environmental reports,government regulating bodies may notinsist on strict compliance withregulations. (Also, an organisationwith a strong environmentalprogramme may be less likely to beinspected.) In this case, the licensingorganisation may issue a frameworklicence, which allows for internal self-regulation.(See Annex 5D for suggestions on thecontents of the report.)

Report formats

While the report is a good way toconvey the required information, thesetwo audiences — public andgovernment/ENGO — are quitedifferent and will need the informationat varying levels of detail andcomplexity. As a result, organisationsmay decide to prepare two reports, onefor public consumption and one forgovernment. The government report ismore likely to contain complextechnical details, while the public reportwill provide a more generalinterpretation. In many countries,access-to-information legislationmeans that members of the public canalso access the government report.Some environmental reports may notbe available for public consumption,however, because government securitypolicy may classify the information asconfidential. This is similar to industry

wishing to maintain confidentiality onintellectual property and patentedprocesses.

It is important to bear in mind that themore restrictions applied on access toinformation, the greater the possibilityfor public mistrust of the militarysector’s commitment to environmentalprotection.

Summary

This chapter has discussed theimportance of monitoring, evaluatingand reporting, and has outlinedprocedures for these steps. The finalstep military organisations should takeregarding an EMS is to register it forcompliance with a chosen standard,which is described in Chapter 6 —Registration.

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Annex 5A — SelectedBibliography

Cascio, Joseph, Gayle Woodside andPhilip Mitchell. ISO 14000 Guide. NewYork: McGraw-Hill, 1996.

ISO 14001. EnvironmentalManagement Systems: Specificationwith Guidance for Use.

ISO 14004. EnvironmentalManagement Systems: GeneralGuidelines on Principles, Systems andSupporting Techniques.

ISO 14011. Guidelines forEnvironmental Auditing: Auditing ofEnvironmental Management Systems.

ISO 14012. Guidelines forEnvironmental Auditing QualificationsCriteria for Environmental Auditors.Martin, Jay and Gerald Edgley.

Environmental Management Systems.Rockville MD: Government Institutes,1998.

Sheldon, Christopher, ed. ISO 14001and Beyond: EnvironmentalManagement Systems in the RealWorld. Sheffield UK: GreenleafPublishing, 1996.

Training Course on EnvironmentalAuditing. Norway: Det Norske Veritas,July 1998.

Tibor, Tom and Ira Feldman, eds.Implementing ISO 14000. Chicago, IL:Irwin Professional Publishing, 1997.

Woodside, Gayle, Patrick Aurrichio andJeanne Yturri. ISO 14001Implementation Manual. New York:McGraw Hill, 1998.

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Annex 5B — Types ofAudits

Internal audit, first party

Performing internal audits is goodmanagement practice. Anindependent and objective personfrom within the organisation shouldconduct the audit. Senior managementshould use the audit as a follow-up tomanagement reviews.

External audit, second party

These audits usually evaluate asupplier or sub-contractor forcompliance. Performed by both partieson an agreed upon (but usuallycontract-stipulated) basis, second-party audits differ from first-party auditsin that the client states the scope andthe criteria to be applied.

External audit, third party

A third-party auditor is defined as anaccredited, independent audit agency.Third-party audits are the mostrigorous in scope and usually take thelongest to complete.

Compliance audits

Compliance audits compare anorganisation’s environmentalperformance with the activitiesprescribed in permits, regulations,laws, internal standards and otherrequirements.4 The compliance auditusually asks these questions:• Which environmental performance

areas are monitored?

4 Tom Tibor and Ira Feldman,Implementing ISO 14000, p. 175.

• Which environmental performanceindicators are established?

• Do the performance indicatorsrelate to the organisation’sobjectives and targets?

• Are the performance indicatorsroutinely measured?

• What quality control measures areused for calibration and samplingsystems?

• Are monitoring results distributed tomanagement in a timely manner?

• How is compliance evaluatedagainst legal and other relevantstandards?

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Annex 5C —Management Reviews

A management review determines ifand how well the EMS is operating. Itchecks the current status of the EMS,what has been accomplished since thelast review, and what improvementsare needed. Because it looks at thebig picture, the management review iscritical to ensuring that environmentalpolicy is still relevant and effective.

Purpose

The management review:• ensures the continuing suitability,

adequacy and effectiveness of theEMS;

• addresses possible changes topolicy targets;

• involves key leaders in the EMS;and

• documents deficiencies, non-compliance and weaknesses in theEMS.

Structure

The members of the managementreview team should include the keypersonnel of the EMS section underreview. For example, the managementreview team for an EMS installationshould include the installationcommander, environmentalcoordinator, unit commanders, and thedepartment heads in charge of theinstallation.

Focus

The benefit of the EMS managementreview is that it focuses on how theEMS is improving the organisation’sefficiency. Focusing on the adequacy,relevancy and effectiveness of theEMS is critical to developing a robust,efficient and economical system.

Frequency

The management review should beconducted according to the needs ofthe organisation. Experience showsthat while semi-annual or annualreviews are sufficient for mature,developed programmes, quarterlyreviews are necessary for a new EMSprogramme. Holding quarterly reviewsallows senior leaders, who are awareof the professional, legal and financialaspects of the organisation’senvironmental compliance, toparticipate regularly and guide thedevelopment of a comprehensiveEMS.

Agenda

The management review shouldinclude the following activities in itsagenda:• identify key leaders involved in the

review;• review past (if any)

recommendations;• review current environmental

policy, objectives and goals;• determine if the objectives and

goals are being met;• check quantitative data (metrics

used in evaluating goals);• review new legislation, regulations

and reforms;• audit results and recommendations;

and• make and examine

recommendations;

Records

The management review shouldinclude good record keeping, essentialfor documenting progress. Recordsallow management to learn from pastperformance and to set policy for newobjectives. Management reviewrecords should include:

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• accomplished objectives andtargets;

• improvements made and howsuitable the system is;

• concerns of interested agenciesand other officials; and

• management’s observations andrecommendations.

Conducting the review

When conducting the review, includethe following questions under keycategories.Identifying key leaders involved inthe review• Are the key leaders of the

organisation present?• Is there anyone else who could

contribute to improving the EMS?

Reviewing past (if any) EMSmanagement reviewrecommendations• What did the last review

recommend?• Were these recommendations

implemented?• Has EMS management changed

since the last review?

Reviewing environmental policy,objectives and goals• Is the current policy valid and

relevant to the organisation?• Are the objectives practical and the

goals achievable?

Evaluating if the goals andobjectives are being met• Did the organisation meet the goals

set?• What criteria did the organisation

use to evaluate goal achievement?• Are other performance indicators

available to evaluate goalachievement?

Checking quantitative data (metrics)needed to evaluate goals

• How, when and where was the dataobtained?

• Is the data relevant to the goal?• What other metrics would be useful

in evaluating the EMS?

Review new legislation, regulationsand reforms• What new rules are coming that will

affect the EMS?• What rules can we implement to

make the EMS better?

Audit results and recommendations• When was the last EMS audit?• What were the results?• What recommendations did the

audit make?• Were they implemented?

Examine recommendations• Does the organisation need to

adjust its goals?• Does the organisation need new

objectives to achieve its goals?

Bottom Line: Is the EMS Effective?

Evaluating the review

The management review should beevaluated. Several criteria can beused to judge the review’seffectiveness, the most critical beingwhether the review improved the EMS.The review should result in continuousimprovement through updatingobjectives and refocusing goals. If noactions were taken and norecommendations made, the reviewprobably failed to improve the EMS.To facilitate open communication withthe public and other stakeholders, thereview team should consider having anexternal, independent body evaluatethe review.

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Reports

The review team should issue a reportand deliver it to upper management.The report should include:• the agenda• the personnel involved• discussion topics (not included in

the agenda)• recommendations.

Follow-up

The final step of the managementreview is to implement therecommendations. This may requireupdating objectives, adjusting orchanging goals, or finding new ways toevaluate the EMS. The managementreview team should be prepared tohold additional meetings.

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Annex 5D — Reporting

Contents of the public reportThe public report should give anoverview of the military organisation’senvironmental impact during thereporting year, as well as whatenvironmental protection measureswere taken and what facilities wereinstalled.

Environmental impact

The report should describe if theorganisation’s activities had anyenvironmental impact. The regulationsset down in environmental legislationcan guide the report’s scope. Inaddition, the report could include otherenvironment-related requirements,such as the clean-up of contaminatedland.

Environmental protection

The report should describe theorganisation’s environmental protectionactivities, including any measures,activities and efforts that raiseawareness and provide informationabout how the organisation ismonitoring, reducing and preventingadverse environmental effects.

Format

The report must be concise and easilyunderstandable to the general public.Tables, graphs or diagrams with clearexplanations increase clarity. Thereport must contain quantitative dataon the organisation’s environmentaleffects, as a minimum in summaryform.

Forecast for the future

The report should give a forecast of thefuture, describing expectations forenvironmental impacts and plans for

future environmental managementefforts. The public needs to knowwhether the environmental impact willincrease or decrease.

Contents of the government report

In many cases, the military is subjectedto mandatory reporting, based on lawsand regulations, licence requirementsand covenants. Usually, this results inmany separate reports to theappropriate government authority.These can be merged into a singlecomprehensive report that includesdata that responds to enforcement ofenvironmental regulations. The datashould be collected and presented in away that helps government authoritiesdetermine compliance and non-compliance. The enforcement datacan be sent in monthly or quarterlyreports. At the end of the year, thedata can be compiled into the yearlyreport.

Possible themes

As mentioned, the final contents of thegovernment report should bedetermined in close consultation withlocal levels of government. Thegovernment report includes the yearjust past as well as forecasting thefuture and setting expectations for thefollowing year.Organisations can use these themesas a basis for the contents of thereport:• climate change• acidification• emissions to the atmosphere• emissions to the surface waters• radioactive emissions• eutrophication• waste disposal• soil protection and clean-up• disturbance: noise• disturbance: odour• disturbance: major hazard

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• Environmental ManagementSystem

• specific environmental research• internal inspections and auditing• complaint management• incident management• policy plans.

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Chapter Six —Registration

ISO 14001 allows organisations tomake a self-declaration of complianceto the requirements of the Standard.This is the recommended practice inthe military sector. The registrationprocess takes this self-declaration astage further and provides amechanism through which theorganisations can formallydemonstrate their commitment toenvironmental protection. The need todemonstrate this commitment willdepend upon the requirements ofinterested parties, such asManagement Boards, EnvironmentalNon-Governmental Organisations(ENGOs), Ministers, or Parliament.Registration for compliance with theStandard in member nations is carriedout by external registrars who areformally accredited under schemes runby the governing standards body ofeach country. Before organisationscan register their EMS, they must, ofcourse, have it in place, and they musthave completed a wholeimplementation cycle.

Self-declaration and registration to ISO14001 is a two-stage processinvolving:1. an initial assessment, and2. the main assessment.

Initial assessment

An organisation should conduct aninitial assessment to gain anunderstanding of:• its EMS in the context of relevant

environmental impacts andregulations; and

• whether it are fully prepared for themain assessment.

The certification body will:

• Check that an organisation’s EMS• has the commitment of senior

management,• meets legislative and regulatory

requirements,• is intended to control and improve

the organisation’s environmentalperformance,

• is based on a proper evaluation ofthe organisation’s environmentalaspects and impacts, and

• is auditable.• assess the reliability of the

organisation’s internal audit;• plan and allocate resources for

further document review (whererequired for the main assessment);and

• provide a document explainingwhat further action the organisationmust take.

Main assessment

The main assessment, involving a visitfrom the auditor, is the final stage inthe certification process. To determinewhether the organisation is ready forthe main assessment, the registrar willreview a copy of its environmentalmanual and procedures.

The primary purpose of the mainassessment is to:• confirm that what is written actually

represents what is occurring;• confirm that the EMS complies with

all elements of ISO 14001;• determine whether the EMS should

achieve and, if so, is achievingimprovements in environmentalperformance and regulatorycompliance; and

• confirm that an organisation iscomplying with its own policies andprocedures.

This means the registrar must focus onan organisation’s:

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• identification and evaluation of itsenvironmental impacts;

• consequent objectives and targets;• performance monitoring, reporting

and review against your objectivesand targets; and

• auditing to ensure that the EMS iseffective.

Generally, organisations will only failthe registration process at this stage ifthe corrective actions demanded bythe registrar were not completed duringthe permitted period. Organisationsseldom pass the first time, but often gothrough the registration process two orthree times at least.

The award of an ISO 14001registration does not complete theprocess, however. The registrar willmaintain a cycle of continuingassessments to ensure that the EMScomplies with the Standard and thatthe organisation demonstratescontinual improvement in itsenvironmental performance.

The registration process should notimpose excessive documentationrequirements on an organisation. Thesystem is supposed to help theorganisation, not to make the role ofthe registrar easier.

Registration is not sufficient todemonstrate performanceimprovements, because of differingperformance objectives. Anorganisation’s environmental reportshould be the medium through whichdetails of environmental performanceare published.

Hint Box 11 — Advantages anddisadvantages of registration

There are a number of advantages anddisadvantages to registration.Advantages include:

• It is a formal demonstration by anexternal verifier that the EMSconforms to the relevant standard.

• Some suppliers or customersrequire registration to a standard,and an organisation’senvironmental risk/liabilityinsurance carrier may also suggestit.

• Registration can improve relationsbetween a defence organisationand its regulators.

• Registration may be an incentivefor continued commitment, and agoal or incentive for staff at alllevels to support the EMS.

Disadvantages include:• Feeling a “need” to register too

soon can lead to rushedimplementation of a plan, which canbe draining on time and resourcesand may not be comprehensiveenough to meet the requirements ofthe Standard.

• Registration can lead to moreintensive scrutiny of anorganisation’s system and activitiesby external bodies and the public,which may be uncomfortable for anorganisation not used to such anopen philosophy.

The Environmental Statement

The environmental statement isanother optional component of ISO14001, and may follow from thecompulsory environmental reportingdealt with in Chapter 5.

The publication of an environmentalstatement provides public evidencethat an organisation is committed tocontinual improvement in itsenvironmental performance. Thecontent of the report is left to thediscretion of an organisation, butshould:

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• be simple, consistent, relevant andbalanced, with extra detail includedin annexes;

• briefly describe the organisation’sactivities;

• contain reliable and accurateinformation;

• summarise objectives, targets,impacts and other relevant issues;

• highlight the progress being made;• cover both good and bad news in a

positive manner; and• give the name of the accredited

registrar.

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GLOSSARY

Note: Words marked by an asterisk*have been defined using ISO 14000.Other definitions were developed byconsensus of the pilot study group.

Auditor — A person who undertakesaudits or reviews of the performance ofan organisation or the efficiency of itsEMS.Usually a member of the organisationbeing audited although will beindependent of the area being audited(as for an environmental audit andEMS audit). However, an externalauditor is required for more advancedprocesses such as Registration, andhe/she must be qualified andaccredited by the governing standardsbody of that country.Certification (or Registration) — Theacknowledgement by an ISOaccreditation agency that theorganisation conforms to ISO 14001.The process of certification is carriedout by external registrars who areaccredited under a scheme run bynational accreditation agencies.Registration can only take place oncean EMS is operational and hascompleted the entire EMSimplementation cycle including amanagement review).Continual improvement* — Theprocess of enhancing the EMS toachieve improvements in anorganisation’s overall environmentalperformance in line with itsenvironmental policy statement andimprovement program.The process need not take place in allareas of activity simultaneously. Forexample it may only be possible toinvest to achieve improvements inactivities on a priority basis over aperiod of time.EAPC — Euro-Atlantic PartnershipCouncil

EMAS — Eco-Management and AuditSchemeEMS — see “EnvironmentalManagement System”EMS “Champion” — A member ofstaff responsible for facilitating theimplementation of the EMS and forreporting progress to top management.In larger businesses this will be adedicated post. Other people, withvarious other jobs, will develop andoversee different elements of thesystem and report and document theiractivities to the coordinator. The EMSChampion will be the point of contactfor the team leader of the EMS auditand management review.Environment* — The surroundings inwhich an organisation operates,including air, water, land, naturalresources, flora, fauna, humans andtheir interrelation.Surroundings in this context extendfrom within an organisation to theglobal system. If something could beimpacted by your organisation it isconsidered part of the environment forEMS purposes.Environmental aspect* — Element ofan organisation’s activities, products orservices that can interact with theenvironment.The organisation is therefore in aposition to exert an influence to reducetheir environmental impacts. ISO14001 defines a significantenvironmental aspect as that which“has or can have a significantenvironmental impact”. Thepreliminary review will identify theenvironmental aspects and theirsource and they are likely to include:emissions to air, discharges to water,solid and other wastes, use of energy,water, wood and other naturalresources.Environmental Assessment (orEnvironmental Impact Assessment(EIA)) — A review of the potentialimpact of a new development,

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particularly for a new building or road,on e.g. wildlife, people and thelandscape.Environmental coordinator —Environmental impact* — Anychange to the environment, whetheradverse or beneficial, wholly orpartially resulting from anorganisation’s activities, products orservices.Products which directly or indirectlyhave an adverse or beneficial impacton the environment include: carbondioxide and hydrofluorocarbons whichcontribute to global warming, CFCsand HCFCs which deplete the ozonelayer, consumption of water which candeplete water tables and result instreams drying up.Environmental impacts evaluation— A documented evaluation of theenvironmental significance of theenvironmental impacts of anorganisation’s activities, products andservices (both existing and planned).Environmental management — Themanagement functions (includingplanning) that develop, implement andmaintain an organisation’senvironmental policies.Environmental managementprogramme — A strategic course ofaction to enable an organisation toachieve set objectives and targets.It would usually consist of a number ofprogrammes that together ensure theorganisations impacts are addressed.Each programme will deal withparticular impacts, e.g. processes,projects, services, sites etc. Astructured approach will take accountof short and long-term impacts and thecontribution to continual improvement.The various departments in theorganisation will have at least oneprogramme to achieve.Environmental Management System(EMS)* — The part of theorganisation’s overall managementsystem that includes organisational

structure, planning activities,responsibilities, practices, procedures,processes and resources fordeveloping, implementing, achieving,reviewing and maintaining theenvironmental policy and enables anorganisation to continuously improveits environmental performance.Environmental Management Systemaudit — A systematic anddocumented verification process ofobjectively obtaining and evaluatingevidence to determine whether anorganisation’s environmentalmanagement system conforms to theaudit criteria set by the organisation,and for communication of the results ofthis process to management.The organisation should monitor itsown activities against its own criteria,including policies, procedures and ISO14001. The audit determines if thecriteria are appropriate and adequateand whether an organisation’s EMS issatisfactory and if the resourcesneeded for its operation are sufficient.The audit team has an obligation tocite any practices that violateenvironmental laws or governmentregulations as non-conformances.Environmental Management Systemmanual — The description of theenvironmental management system.This is optional under ISO 14001,however a manual is most usefulbecause it provides for a singledocument to describe the structure ofthe EMS, explain the goals,demonstrate continual improvementand will serve as a reference documentfor audit purposes. It should not belarge (less than 25 pages) or undulytechnical in content.Environmental objective* — Anoverall environmental goal, arisingfrom the environmental policy andevaluation of environmental impacts,that an organisation sets itself toachieve and which is quantified wherepracticable.

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The objectives are usually translatedinto environmental targets that aremeasurable through environmentalperformance indicators.Environmental performance —Results of an organisation’sachievements in protecting theenvironment by reducing theenvironmental impacts of its activitiesin accordance with its environmentalpolicy, objectives and targets.For example, reducing vehicleemissions by using more efficientvehicles and cleaner fuels. Whenenvironmental performance fails tomeet specified requirements, theoccurrences that caused this arereferred to as non-compliance.Environmental performanceindicators (EPIs) — see “Performanceindicators”. They are used to evaluateenvironmental performance.Environmental policy* — A publiclyavailable statement by the organisationof its intentions and principles inrelation to its overall environmentalperformance which provides aframework for action and for the settingof its environmental objectives andtargets.The document commits theorganisation to an understanding of itsenvironmental impacts and achievingcontinual improvement. It should beclear and concise.Environmental statement — A writtenstatement of an organisation’s clearintention to achieve continuousimprovement in environmentalperformance.When verified by an accredited thirdparty, this acts as a main criterion ofthe EMAS regulation.Environmental target* — A detailedperformance requirement, quantifiedwhere practicable, applicable to theorganisation or parts thereof, thatarises from the environmentalobjectives and that needs to be set and

met in order to achieve thoseobjectives.The target statement should explain indetail what objective is being met, howthe organisation intends to meet it, andquantifies the target in terms ofamount, the measurement units usedand the baseline for measurement.For example: “to conserve energy byreducing, between Jan 1, 2000 andDec 31, 2002 the amount of electricityused by 25%, as measured in terms ofkilowatt hours consumed, comparedwith 1999 levels”.Gap analysis (or baseline audit) — Aprocedure by which an organisationthat wishes to establish a formal EMSidentifies additional or newrequirements over and above theirexisting environmental managementpractices.A structured approach is necessaryand it may be advisable to use theservices of a consultant who is fullyconversant with the EMS standard atthis stage.Goals, objectives and targets —Goals establish an overall sense ofdirection and set the parameters foraction for the department. Objectivesare the overall aims arising under eachsustainable development goal.Targets are the detailed performancerequirements that the department setsout to achieve. It is through thedefinition of targets that departmentswill clearly indicate their priorities onindividual issues. Fulfilment of thesetargets will provide the focal point fordepartmental efforts towardssustainable development.Interested party* (also calledstakeholders) — an individual orgroup concerned with or affected bythe environmental performance of theorganisation.For Government departments thisincludes employees, regulators, thepublic, environmental NGOs, Ministers,the EU and the OECD.

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ISO — International StandardsOrganisationLifecycle assessment — Theconsideration of the environmentalimpacts of every stage of a product’slife and in all stages of theorganisation’s activities.This involves product production anddisposal including recovery andrecycling, and pollution prevention andresource requirements during productuse.Lodger units — see “Tenant units”Management Representative — Theemployee nominated by managementto initiate, monitor, control and takeresponsibility for the initiativesnecessary to improve an organisation’senvironmental performance.The person appointed needs someknowledge of environmental issues tobe able to perform his or her dutieseffectively. See also “environmentalcoordinator”.Management program — Adescription of the means and timescales for achieving environmentalobjectives and targets.Management review — The formalevaluation by management of thestatus and adequacy of theorganisation’s environmental policy,system s and procedures forimplementing its environmentalpolicies, complying with regulationsand adapting to changingcircumstances.The management review covers theresponsibilities of top management toensure that the EMS remains inconformance with ISO 14001 byreviewing audit results, monitoringobjectives and targets, considering theadequacy of the EMS at that point andaddressing the legitimate concerns ofinterested parties.Middle management — Militarypersonnel at the level of CommandingOfficer of a unit, Staff Officer, or

civilians of an equivalent level ofauthority.Military Sector — Includes the armedforces and the defence administrationresponsible for supporting militaryactivities.NATO — North Atlantic TreatyOrganisationNon-compliance — Situations that arenot in accordance with the law orregulations.Non-conformance — Refers todeficiencies in the EMS, which mayvary in severity depending on theirnature. As the system fails, non-conforming performance issues mayalso be evident. Examples mayinclude system compliancedeficiencies, objectives and targetsmissed, incidents and accidents,ineffective procedures, and otherelements of the EMS not performing tospecification.ISO 14001 requires organisations togive responsible parties authority toinvestigate non-conformances and totake action to mitigate any impactscaused. Further action must includemeasures to avoid repetition of thenon-conformance.Objectives — see “Goals, objectivesand targets”Organisation* — A company,corporation, firm, enterprise, authorityor institution, in part or combinationthereof, whether incorporated or not,public or private, that has its ownfunctions and administration.For organisations with more than oneoperating unit, a single operating unitmay be defined as an organisation.For an entity to be an organisationunder ISO 14001, there must be aresponsible party who has authority toapprove, disapprove or mandatechange within the managementsystem.Performance indicators — see“Environmental PerformanceIndicators”. These demonstrate the

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scale of an organisation’senvironmental impacts and, if viewedover time, its progress in reducingthem.Examples include the amount of rawmaterials used, or the output ofpollutants or effluent into awatercourse.Performance measures — These aremore specific than performanceindicators and relate to the exactmeasurements to be taken to assessperformance, for each impact.Examples include the mass inkilograms of raw materials used peryear, and the Biochemical OxygenDemand (BOD) or parts per million ofpollutant in river water.Pre-registration audit — Anenvironmental audit or assessmentcarried out by an EMS registrar as partof the certification process.It reveals the organisation’s state ofreadiness for the actual registrationaudit.Prevention of pollution* — Use ofprocesses, practices, materials orproducts that avoid, reduce or controlpollution, which may include recycling,treatment, process changes, controlmechanisms, efficient use of resourcesand material substitution.The potential benefits of prevention ofpollution include the reduction ofadverse environmental impacts,improved efficiency and reduced costs.For example, most organisations willdevelop targets to conserve energyand water, promote recycling andwaste minimisation.Procedures — A procedure describeshow an activity (or set of actions) isperformed within a department as partof the organisation and who has directresponsibility for the activity.Procedures can be formal andinformal, written and unwritten (i.e. anaccepted working practice) and shouldbe integrated into existing systemswhenever possible. They should be

understandable, actionable, auditableand mandatory and describe:responsibility — who will take action;action — what action will be taken;recording — how and where theaction will be recorded.Register of environmental impacts— A list of significant impacts, relatedto the activities, products and servicesof an organisation.Registration audit — Theinvestigation process through whichaccredited registrars establish that anorganisation is certified as ISO 14001compliant.A team of auditors assesses how theEMS has been integrated throughouteach area that could have significantenvironmental impact.Resources — The allocation ofresources needs to be consideredduring many stages of an EMSprocess. Resources include time,money, personnel and equipment.Responsible individual — Individualsidentified by the ManagementRepresentative as having responsibilityfor a particular environmental impact,objective, target, program, procedureor work instruction.Risk assessment — Many pollutionincidents and disasters could havebeen foreseen or prevented byassessing risk in advance. Questionsto be asked when assessing thelikelihood of an environmental impactof an activity or new developmentinclude, “What are the worst things thatmight happen?” and “How do weprevent them from happening”.Senior Advocate (Champion) — AGeneral Officer or a Senior Manager atthe most senior level of theorganisation, who’s role is to ensurethat environmental objectives andtargets for the military sector aredeveloped, resourced and promulgatedin all management plans and reviewedannually.

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Senior Management — Militarypersonnel at the level of General,Senior Commander, and civilians of anequivalent level of authority.Stakeholders — see “InterestedParties”.STANAG — StandardisationAgreementSustainable development — Growththat can meet the needs of the presentwithout preventing future generationsfrom meeting theirs.Today’s activities should not harm thefuture. Examples of acting sustainablyinclude avoiding the use of scarce ornon-renewable raw materials,preventing pollution and maintainingbiodiversity.Tenant units — An organisation that isphysically located in an entity (e.g., abase), but which reports through adifferent chain-of-command.Targets — see “Goals, objectives andtargets”TIVU — A Danish database whichorganises data collected during theInitial Review Phase –Tilstandsvurderings Database

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REFERENCEDOCUMENTS

------------. 1996. Minutes of the FirstMeeting; NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector, AmsterdamNetherlands

------------. 1996. Minutes of theSecond Meeting; NATO/CCMS PilotStudy on Environmental ManagementSystems in the Military Sector, OttawaCanada

------------. 1997. Minutes of the ThirdMeeting; NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector, BudapestHungary

------------. 1997. Minutes of the FourthMeeting; NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector, BucharestRomania

------------. 1998. Minutes of the FifthMeeting; NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector, La Coruna Spain

------------. 1998. Minutes of the SixthMeeting; NATO/CCMS Pilot Study onEnvironmental Management Systemsin the Military Sector, Oslo Norway

------------. 1998. EnvironmentalPerformance Measurement Workshop,Ottawa Canada

------------. 1998. ImplementingEnvironmental Management Systems;Guidance for GovernmentDepartments, Department ofEnvironment Transport Regions,London UK

------------. 1996. EMS Self-Assessment Guide, Office of theAuditor General, Ottawa Canada

------------. 1996. EMS FactSheet #1Understanding EnvironmentalManagement Systems, EnvironmentCanada, Ottawa Canada

------------. 1996. EMS FactSheet #2Principle 1 – Commitment and Policy,Environment Canada, Ottawa Canada

------------. 1996. EMS FactSheet #3Principle 2 - Planning, EnvironmentCanada, Ottawa Canada

------------. 1996. EMS FactSheet #4Principle 3 - Implementation,Environment Canada, Ottawa Canada

------------. 1996. EMS FactSheet #5Principle 4 – Measurement andEvaluation, Environment Canada,Ottawa Canada

------------. 1996. EMS FactSheet #6Principle 5 – Review and Improvement,Environment Canada, Ottawa Canada

------------. 1996. EC Eco-Management and Audit Scheme for UKLocal Government; An IntroductoryGuide, London UK

------------. 1996. EMAS Help-DeskCase Study 1 –Bassetlaw DistrictCouncil, Department of Environment,London UK

------------. 1996. EMAS Help-DeskCase Study 2 –Fife Regional Council,Department of Environment, LondonUK

------------. 1996. EMAS Help-DeskCase Study 3 – London Borough ofSutton, Department of Environment,London UK

------------. 1996. EMAS Help-DeskCase Study 4 – Warwickshire County

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Council, Department of Environment,London UK

------------. 1996. EMAS Help-DeskCase Study 5 – Leeds City Council,Department of Environment, LondonUK

------------. 1996. EMAS Help-DeskCase Study 6 – Hereford City Council,Department of Environment, LondonUK

------------. 1996. EMAS Help-DeskCase Study 7 – North Wiltshire DistrictCouncil, Department of Environment,London UK

------------. 1996. EMAS Help-DeskCase Study 8 – Taunton DeaneBorough Council, Department ofEnvironment, London UK

Hardi, P. and S. Barg. 1995. LinkingSustainable Development and MilitaryOperations in Peacetime: PerformanceIndicators, International Institute forSustainable Development, WinnipegCanada

-------------. 1995. A Guide to GreenGovernment, Environment Canada,Ottawa Canada

Report of the Auditor General ofCanada. 1995. EnvironmentalManagement Systems: A Principle-Based Approach, Ottawa Canada

Report of the Auditor General ofCanada. 1996. The Implementation ofFederal Environmental Stewardship,Ottawa Canada

-------------. 1996. EnvironmentalManagement System Case Study,Danish Defence, CopenhagenDenmark

Joseph, J. 1996. Royal Air Force –Environmental Management Case

Study, Royal Air Force Brampton,Huntingdon UK

-------------. 1996. DefenceEnvironmental Policy Plan – TheNetherlands, Ministry of Defence, TheHague Netherlands

-------------. 1995. EnvironmentalManagement in the Danish Defence,Copenhagen Denmark

Alemany, R.L. 1996. Case Study; AnEnvironmental Inquiry, Ministry ofDefensa, Madrid Spain

--------------. 1996. EnvironmentalPolicy Evaluation – Royal NetherlandsNavy, The Hague Netherlands

Heijkers, H.H.M. 1996. MilitaryEnvironmental Opportunities for a Win-Win Situation in the Netherlands,Ministry of Defence, GoudaNetherlands

Consulting and Audit. 1995. GreenProcurement in Department of NationalDefense; Exploration of an Approachbased on Product Stewardship, OttawaCanada

Joint Sweden – United States Project.1997. Environmental Guidelines forthe Military Sector, Brussels Belgium

Drawbaugh, R.B. and J. Garland.1998. Use of Environment, Health andSafety Management Systems in theUnited States Air Force, Department ofthe Air Force, Washington DC

Drawbaugh, R.B. and M. Coulson.1996. Environmental ManagementSystem Questionnaire, Department ofthe Air Force, Washington DC

------------. 1997. EnvironmentallySustainable Defence Activities,Department of National Defence,Ottawa Canada

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------------. 1996. Indicators ofSustainable Development for theUnited Kingdom, Department ofEnvironment, London UK

------------. 1997. EMS Definitions andFederal Environmental ProgrammeDescriptions, Federal Committee onEnvironmental Management Systems,Environment Canada, Ottawa Canada

Committee on Challenges of ModernSociety. 1998. Euro-AtlanticWorkshop on Military Activities and theEnvironment – Final Report, NATOBrussels Belgium

-------------. 1998. Royal NavyEnvironmental Management SystemManual, Ministry of Defence, Bath UK

-------------. 1998. Naval Bases &Supply Agency Health & Safety andEnvironmental Protection Policy andManagement Strategy, Ministry ofDefence, Bath UK

-------------. 1998. Royal Air ForceEnvironmental Management and AuditSystem, Ministry of Defence, Bath UK

-------------. 1998. Ministry of Defenceon Environmental Data andEnvironmental Performance Indicators,Ministry of Defence, The HagueNetherlands

OECD Programme on SustainableConsumption and Production. 1998.Report of the Workshop on EMSs forGovernment Agencies, Organizaitonfor Economic Co-operation andDevelopment, Paris France

-------------. 1998. Draft ModelImprovement Programme for GreeningOperations, Ministry of Defence, BathUK

-------------. 1998. National DefenseHeadquarters Directive P5/92

Canadian Forces and NationalDefence Policy o the Environment,Ottawa Canada

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World Wide Web Sites

www.eea.dk/ European Environment Agency: Reports, articles,brochures and papers, news, stories and latestadditions of environmental events calendar for thewhole year

www.iso14000.net Global Environmental Technology Center: ISO14000 training ISO 14000 implementation, generalISO news and tools to implement ISO 14000

www.doe.ca/envhome.html Environment Canada’s “The Green Lane”:Environmental priorities, environmental assessmentguidelines, eco-communities, and news releases

www.deb.uminho.pt/fontes/enviroinfo/ Environmental Information Sources:Sustainable development (virtual library), USDept of Energy Pollution PreventionClearinghouse, Global EnvironmentalManagement Initiative, Centre for AlternativeTechnology, and Centre for SustainableDevelopment

www.ifi.co.uk/main.htm Environmental Business: News, management,compliance guidance, and UK’s leadingenvironmental publishing house

cbae.nmsu.edu/~smills/Claymor/e.htm Environmental Measures: What areenvironmental measures and who usesthem, how companies measureenvironmental performance and how docompanies track environmental measures

www.ofee.gov/ Office of the Federal Environmental Executive:Mission, Environmental Executive Orders, breakingnews from White House, best practices, andimportant meetings

www.quality.co.uk Environmental Management Systems: Backgroundand history on the development of ISO 14000,benefits of EMSs, ingredients of a EMS andsustainable development

www.csubak.edu/iems Institute of Environmental Management Systems:Virtual enviro-library, international meetings on the

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internet, and environmental internet degreeprograms

www.cgli.org/environmental.html Council of Great Lakes Industries: Focuses onindustrial use of Environmental ManagementSystems from TQEM to ISO 14000

www.rec.org Regional Environmental Center: Looks at EMSstrategies for businesses in Central and EasternEurope

www.nato.int/ccms Environmental Management Systems in the MilitarySector: Describes the pilot study, identifies briefingsand reports and Calendar of events

www.wicklow.ie/avoca/ems Environmental Management Systems: What is anEMS? EMS Standards, aspects of an EMS, andimplementation

euler.ntu.ac.uk EMS – Nottingham Trent University: Description ofneed and each aspect of an EMS

www.usserve.us.kpmg.com KPMG: Strategic EMS and how it should bedeveloped

www.nec.co.jp/english/profile NEC Eco Action Plan: NEC (Japan) describes theirenvironmental management activities, focusing onperformance measures

www.eutech.co.uk Safety Health & Environment(SHE): Describes aSHE Management System and theirimplementation

home.mira.net/~mpitcher/ems.html Describes systems standards, generalrequirements of an EMS and provides anexcellent on-line EMS implementationmanual.

virtualoffice.ic.ge.ca Canadian Business Environmental PerformanceOffice: Provides an overview of EMSs andprovides additional links

www.greenware.ca Greenware Environmental Systems Inc: Providesan overview of ISO 14000, importance of an EMSand describes software that could be used tofacilitate implementation

www.iso14000.com This site contains books, journals, newletters,professional articles and links to other sites. Amust look!!!!!

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www.iso14000online.com.br Contains news, professional articles and web-based courses pertaining to ISO 14000

www.trst.com Transformation Strategies: Articles, bookstore,case studies, concepts, gap analysis methods, andan outstanding list of links to other sites. Also, anexcellent web questionaire for assessing how wellprepared you are for implementing an EMS

www.cutter.com Cutter Information Corp: Resources forEnvironment & Business Professionals and theypublish ISO 14000 Update each month

www.exit109.com Frequently asked quesitons about ISO 14000 andlinks to sites which can provide additionalinformation on EMSs

www.web.net/ecoeco/14000.htm Ecological Economics: Articles on EMSs and linksto other ISO 14000 information

www.scc.ca Standards Council of Canada: ISO 14000; Canone size fit all? Pressure to develop sector-specificEMS standards

www.gza.net/iso14000 GZA GeoEnvironmental Inc: Strategicenvironmental management, informationmanagement and technology and ISO 14000

www2.getf.org/saic What is ISO 14000? Discussion on EMSs andpath to implementation

web.ansi.org/public/iso14000 ANSI: Press releases pertaining to ISO 14000 andarticles related to ISO14000

www.epa.gov US Environmental Protection Agency: Containsover 400 documents related to EMSs. Also, anexcellent source for environmental information fromthe U.S.

www.region.peel.on.ca corporate performance measurement

www.ctdol.state.ct.us overview of performance measurement

nnh.com/ev performance measurement data analysis

www.nasbo.org/process/peform performance measurement resource

www.tnworld.com test & measurement world

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www.mcb.co.uk/services/articles performance measurement & organizational design

www.npr.gov/library/papers/benchmrk national performance review

www.tbs-sct.gc.ca performance measurement by line managers

www.indcom.gov.au performance measures for councils

www.itpolicy.gsa.gov/mkm/pathways links to measurement websites

www.bja.evaluationwebsite.org performance measurement (justice, butreferences!)

www.caction.org/glossary performance measurement glossary

brint.com/wwwboard/messages performance measures