Lapsset Corridor Environmental, Social, Governance System-ESG & Environmental Management – EMS

Environmental, social and governance (ESG) are terms that have been gaining more traction in recent years. They refer to a set of principles that focus on how companies interact with their environments, societies, and governments. Essentially, ESG gives companies a chance to align their business practices with the values of the stakeholders they serve. But what is the real impact of ESG? Let’s take a closer look.

The Impact of ESG on Society
Adopting an ESG-focused approach can have massive benefits for society. According to experts, it can bring about greater global inclusion, improved resource stewardship and access to new markets. This is because businesses that practice these principles typically put sustainability at the core of their operations and prioritize ethical behaviour when making decisions. By doing so, they can help build better communities while minimizing negative environmental impacts.

When it comes to global inclusion, businesses that practice ESG are contributing to society by valuing diversity both in their employees and customers alike. For example, they may choose to hire people from various backgrounds or offer products that appeal to individuals regardless of gender or race. Furthermore, they may also support initiatives like mentorship programs designed to help marginalized communities reach success in their fields.

AVEVA Software

Video_AVEVA_DominionCaseStudy_Cutdown_22-02-07

AVEVA AOBS: Intro

Three ways industrial organizations boost returns on industrial data

Your company generates volumes of data during normal operations –
but are you using it effectively? Suboptimal data management practices
can limit your ability to identify operational efficiencies. Used effectively,
operations data can enhance productivity, drive faster decision-making,
and increase organizational success. Make sure you have the right
infrastructure in place to maximize your data’s value.

How industrial organizations boost returns on industrial data
While most companies digitize their data, that alone doesn’t guarantee
efficiency. One company’s daily operations report involved dozens of
stitched-together spreadsheets, hidden worksheets, programming
modules, and over a hundred named ranges. Is it any wonder the
company struggled to take real-time action? Savvy operational leaders
that use their data effectively understand three key principles.

US power leader Dominion Energy gathers and shares data from across its North American grid network using AVEVA Data Hub and AVEVA PI System. This integrated, hybrid cloud digital data highway allows Dominion’s team to turn power grid data into a new source of revenue. Dominion’s customers can view the company’s energy source and performance data to track its sustainability commitments and ensure the company is using energy from low-carbon sources. This visibility enables Dominion’s customers to provide proof of their own net-zero commitments to investors and environmental, social, and governance (ESG) auditors. As a result, Dominion is increasing its profitability and helping to accelerate the low-carbon energy transition in North America. 

“By utilizing AVEVA Data Hub, we enable our data to reach the cloud quickly. From there, we can share it with our utility customers so that they can use it. We’re turning real-time data on energy sources into a selling point for our company, and this enables our customers to select Dominion over another energy provider. The intelligence of the AVEVA PI System tools means that we can achieve speed-to-market and realize benefits more quickly, for ourselves and our customers.” 

TotalEnergies, as a multinational energy company, is diversifying its energy production to include renewables and moving toward net zero emissions. To achieve this goal, it needed to precisely measure its current emissions. Using AVEVA™ PI System™ it collected data globally—across all its operations—and made this new pool of data available to its teams. With this emissions data, TotalEnergies has been able to make the data-driven decisions to gain ~2% in operational efficiency on some assets and has seen even greater efficiency gains on other assets. 

TotalEnergies – measuring emissions

EMS – Environmental Management system within ESG

The Impact of ESG on Businesses
It’s not just society that stands to benefit from ESG—businesses do too! Companies that prioritize environmental protection often find themselves reaping financial rewards due to incentives from governments or organizations such as green bonds. What’s more, by focusing on socially responsible business practices such as reducing emissions and water consumption or increasing access to renewable energy sources, companies can boost employee morale while creating a more positive public image for their brand.

ESG is quickly becoming an integral part of corporate culture today; many companies now see it as an opportunity rather than an obligation when it comes to making long-term investments or decisions about their operations and strategies. By taking this approach, businesses can make sure they are not only benefitting society but also setting themselves up for success in the long run by avoiding potential risks associated with irresponsible behaviour while building up goodwill among customers who value ethical corporate practices. Ultimately, the impact of ESG is huge—for both society and businesses alike! As such, there has never been a better time for CMOs, CFOs and CEOs alike to start implementing these principles into their daily operations and strategies if they want their company to stay ahead of the curve!

ESG Smartboard will be helpful for data analysis, monitoring and reporting Green Lapsset Corridor strategy

Ensure GOK & Environmental Compliance, Energy management, Sustainability, Climate Change Mitigation, monitor data, emission control, Environmental Health and well being of people and wildlife. Numerous ESG/EMS platforms exist, Cority is one also Effivity, we have chosen ESG Smartboard

Kenya – National Environment Management Authority (NEMA) – Home

National Environment Management Authority (NEMA) – Environmental Reporting

Ministry of Environment, Climate Change and Forestry

National Environment Management Authority (NEMA) – EIA/SEA Reports

Why Your Company Needs An ESG-Report?

An ESG report provides investors with valuable information about how your company measures up against certain standards set by organizations such as the UN Global Compact or Global Reporting Initiative (GRI). For example, an ESG report might assess your company’s performance in areas like environmental stewardship or human rights policies. It can also provide data-driven insights into how your company is addressing key social issues such as gender diversity or income inequality within its workforce. By providing this type of information in an accessible format, you can demonstrate transparency and accountability – two key factors that will help you win over potential investors or customers who may be wary of doing business with you due to ethical concerns. Ultimately then, obtaining an ESG-report can only serve to benefit your company both financially and ethically in today’s corporate landscape.

In conclusion, it is clear that there are numerous benefits associated with adopting an ESG approach when running your business – not least because it helps you better understand how your actions affect people around you as well as our planet itself. Although understanding where ESG began may seem daunting at first glance – once you get a handle on its origins and current applications – you will realize why having an accurate view of your company’s performance along these lines is so important for staying competitive now and into the future . That being said – if you want to make sure your business succeeds then getting an accurate assessment via an independent third party review is highly recommended!

Environmental, social, and governance (ESG) reporting is a way for businesses to measure and report on their progress in relation to sustainability goals. It’s becoming increasingly important for businesses to have a robust ESG reporting framework in place, as investors are increasingly interested in putting their money into companies that are making a positive impact on the world. In this blog post, we’ll take a look at what ESG reporting is and why it’s so important.

What is ESG Reporting?

Environmental, social, and governance (ESG) reporting is a way for businesses to measure and report on their progress in relation to sustainability goals. The three pillars of ESG reporting are: environmental performance, social responsibility, and good corporate governance. 

ESG reporting helps businesses to track their progress on meeting sustainability goals and also provides valuable insights into areas where improvement is needed. It’s becoming increasingly important for businesses to have a robust ESG reporting framework in place, as investors are increasingly interested in putting their money into companies that are making a positive impact on the world. 

Why is ESG Reporting Important?

There are a number of reasons why ESG reporting is important. Firstly, it’s a way to track progress towards meeting sustainability goals. This is important not only from an environmental standpoint but also from a financial standpoint, as investors are increasingly interested in sustainable investments. Secondly, ESG reporting provides valuable insights into areas where improvement is needed. This can help businesses to focus their efforts on the most impactful areas and make the biggest difference possible. Finally, ESG reporting can help businesses to build trust with stakeholders by being transparent about their sustainability efforts. 

ESG reporting is a critical part of any business’s sustainability strategy. It helps businesses to track their progress towards meeting sustainability goals, provides valuable insights into areas where improvement is needed, and can build trust with stakeholders. If your business doesn’t have a robust ESG reporting framework in place, now is the time to start working on one.

Using ESG & Ai to meet Net Zero

To meet the goal of net-zero emissions, a country can utilize ESG (Environmental, Social, and Governance) factors and AI (Artificial Intelligence) in the following ways:

ESG:

1. Green Infrastructure: Invest in green infrastructure, such as renewable energy systems, energy-efficient buildings, and green spaces, to reduce carbon emissions.
2. Sustainable Transportation: Promote sustainable transportation modes, such as electric vehicles, public transportation, and non-motorized transportation infrastructure, to reduce fossil fuel consumption.
3. Climate-Resilient Agriculture: Implement climate-resilient agriculture practices, such as precision agriculture, vertical farming, and regenerative agriculture, to reduce emissions from agriculture and enhance food security.
4. ESG-Based Policy Making: Use ESG metrics to inform policy decisions, such as carbon pricing, tax incentives for green technologies, and regulations that promote sustainable practices.
5. ESG Reporting and Disclosure: Encourage companies to report their ESG performance and disclose their environmental impact to investors, consumers, and the public.

AI:

1. Climate Modeling: Utilize AI-powered climate modeling to predict and simulate the impact of climate change on various sectors, such as energy, agriculture, and transportation.
2. Predictive Maintenance: Leverage AI-powered predictive maintenance to optimize energy efficiency in buildings, industries, and transportation systems.
3. Energy Efficiency: Apply AI-powered optimization techniques to optimize energy consumption in buildings, industries, and data centers.
4. Smart Grids: Implement AI-powered smart grids to manage energy distribution and consumption more efficiently, reducing energy waste and emissions.
5. Green Finance: Develop AI-powered green finance platforms that analyze ESG data to provide investment opportunities in sustainable projects and technologies.

Integration of ESG and AI:

1. AI-Powered ESG Reporting: Develop AI-powered ESG reporting tools that analyze company data to provide insights on their environmental impact and sustainability performance.
2. ESG-Integrated Climate Modeling: Integrate ESG metrics into climate modeling to better understand the impact of climate change on various sectors and industries.
3. AI-Driven Sustainable Development: Use AI to analyze ESG data and develop strategies for sustainable development, such as identifying areas with high potential for renewable energy deployment.
4. ESG-Aware Investment Strategies: Develop AI-powered investment strategies that incorporate ESG factors to allocate capital to sustainable projects and technologies.

Challenges and Opportunities:

1. Data Quality: Ensure high-quality ESG data is available to support AI-driven decision-making.
2. Cybersecurity: Address cybersecurity concerns when integrating AI systems with sensitive ESG data.
3. Regulatory Framework: Develop a regulatory framework that encourages the adoption of ESG-AI solutions.
4. Capacity Building: Invest in capacity building programs to develop expertise in ESG-AI applications.
5. Public Awareness: Educate the public about the benefits of ESG-AI solutions in achieving net-zero emissions.

By leveraging ESG-AI solutions, a country can effectively transition towards a low-carbon economy, achieve net-zero emissions targets, and create a sustainable future for its citizens.

To meet net zero what does a Project developer for the Lapsset Corridor project in Kenya have to do to collect data on Energy, emissions, water and waste and what are the steps required to meet a net zero strategy

To meet net zero what does a Project developer for the Lapsset Corridor project in Kenya have to do to collect data on Energy, emissions, water and waste and what are the steps required to meet a net zero strategy

The developer for the Lapsset Corridor project in Kenya would need to take the following steps to collect data on energy, emissions, water, and waste:

1. Energy:
   • Conduct an energy audit of the project’s operations, including buildings, infrastructure, and machinery.
   • Identify the main sources of energy consumption, such as electricity, fuel, and diesel.
   • Collect data on energy consumption patterns, including peak demand, usage patterns, and energy efficiency.
   • Determine the carbon footprint of the project’s energy consumption.
2. Emissions:
   • Estimate greenhouse gas emissions (GHG) from the project’s operations, including:
     • Scope 1: Direct emissions from fossil fuel combustion (e.g., diesel generators, vehicles).
     • Scope 2: Indirect emissions from energy consumption (e.g., electricity purchased).
     • Scope 3: Indirect emissions from supply chain and other activities (e.g., transportation, materials).
   • Use emission factors or calculators to estimate GHG emissions from different sources.
3. Water:
   • Assess the water usage patterns of the project’s operations, including:
     • Water consumption from different sources (e.g., boreholes, municipal supply).
     • Water usage patterns in different sectors (e.g., construction, operations).
4. Waste:
   • Identify the types and quantities of waste generated by the project’s operations, including:
     • Construction waste.
     • Operational waste (e.g., packaging materials, paper products).
     • Hazardous waste (e.g., chemicals, electronics).

To meet a net zero strategy, the following steps can be taken:

1. Reduce energy consumption:
   • Implement energy-efficient technologies and practices.
   • Optimize energy consumption through efficient lighting and HVAC systems.
2. Transition to renewable energy:
   • Invest in renewable energy sources (e.g., solar, wind) to reduce dependence on fossil fuels.
   • Consider installing renewable energy systems on-site or purchasing renewable energy credits.
3. Reduce emissions:
   • Implement emission-reducing technologies and practices.
   • Optimize logistics and transportation systems to reduce emissions.
4. Implement water conservation measures:
   • Install water-saving devices and fixtures.
   • Implement water-efficient practices in operations (e.g., reducing water usage during construction).
5. Implement waste reduction and recycling programs:
   • Reduce waste generation through efficient packaging and material selection.
   • Implement recycling programs for construction waste and operational waste.
6. Offset remaining emissions:
   • Purchase carbon credits or invest in projects that reduce GHG emissions elsewhere.
7. Monitor and report progress:
   • Track progress towards net zero targets through regular monitoring and reporting.
   • Use data to identify areas for improvement and adjust strategies accordingly.

Additionally, the project developer can consider the following:

1. Engage with stakeholders: Involve local communities, NGOs, and other stakeholders in the development of a net zero strategy.
2. Incorporate green infrastructure: Incorporate green infrastructure into the project design, such as green roofs, rain gardens, and green walls.
3. Develop a circular economy approach: Design a circular economy approach that minimizes waste and promotes recycling and reuse.
4. Collaborate with other organizations: Collaborate with other organizations that share similar sustainability goals to share best practices and learn from each other.

By taking these steps, the Lapsset Corridor project can make significant progress towards achieving its net zero target and reducing its environmental footprint.

This will be included in the ESG system:

To meet net zero for the Lapsset Corridor in Kenya, what are the steps required to meet a net zero strategy

To meet net zero for the Lapsset Corridor in Kenya, the following steps can be taken to develop a net zero strategy:

1. Conduct a baseline assessment:
   • Conduct an energy, water, and waste audit to identify the current environmental footprint of the Lapsset Corridor project.
   • Determine the current greenhouse gas emissions (GHG) from the project’s operations, including Scope 1 (direct emissions), Scope 2 (indirect emissions), and Scope 3 (indirect emissions).
2. Set clear targets and goals:
   • Define a net zero target for the Lapsset Corridor project, including specific timelines and milestones.
   • Establish key performance indicators (KPIs) to measure progress towards achieving the net zero target.
3. Develop a decarbonization plan:
   • Identify opportunities to reduce energy consumption and emissions through energy-efficient technologies, renewable energy systems, and behavioral changes.
   • Develop a plan to transition to renewable energy sources, such as solar, wind, or hydroelectric power.
   • Explore opportunities for carbon offsetting or carbon capture and storage.
4. Implement energy-efficient measures:
   • Install energy-efficient lighting, HVAC systems, and other equipment.
   • Implement energy-efficient practices, such as smart building technologies and occupancy-based lighting.
5. Integrate renewable energy sources:
   • Install on-site renewable energy systems, such as solar panels or wind turbines.
   • Consider purchasing renewable energy credits or investing in off-site renewable energy projects.
6. Reduce water consumption:
   • Implement water-efficient technologies and practices, such as low-flow fixtures and greywater reuse systems.
   • Implement water conservation measures, such as leak detection and repair programs.
7. Implement waste reduction and recycling programs:
   • Implement waste reduction strategies, such as minimizing packaging and promoting recycling.
   • Develop a recycling program for construction waste and operational waste.
8. Develop a circular economy approach:
   • Design a circular economy approach that minimizes waste and promotes recycling and reuse.
   • Encourage sustainable supply chain practices and procurement policies.
9. Monitor and report progress:
   • Track progress towards achieving the net zero target through regular monitoring and reporting.
   • Use data to identify areas for improvement and adjust strategies accordingly.
10. Engage with stakeholders:
    • Engage with local communities, NGOs, and other stakeholders to ensure that the net zero strategy is aligned with their needs and concerns.
    • Encourage stakeholder participation in the development and implementation of the net zero strategy.
11. Develop a contingency plan:
    • Develop a contingency plan to address unexpected challenges or setbacks that may arise during the implementation of the net zero strategy.
12. Review and update the strategy:
    • Regularly review and update the net zero strategy to ensure that it remains effective and aligned with changing circumstances.

By following these steps, the Lapsset Corridor project can develop a comprehensive net zero strategy that reduces its environmental footprint, promotes sustainability, and contributes to Kenya’s efforts to achieve its climate goals.

In the Lapsset Corridor project in Kenya what is required for an Energy Audit

An Energy Audit is a systematic and thorough analysis of the energy usage and efficiency of a facility, system, or process. In the context of the Lapsset Corridor project in Kenya, an Energy Audit would involve the following steps:

1. Pre-audit planning:
   • Identify the scope of the audit, including the specific areas or systems to be audited.
   • Gather information on the facility’s energy usage, including energy bills, consumption patterns, and equipment specifications.
   • Schedule meetings with facility staff and management to discuss the audit objectives and scope.
2. Walk-through survey:
   • Conduct a visual inspection of the facility’s energy-using systems, including lighting, HVAC, plumbing, and electrical systems.
   • Identify areas of potential energy inefficiency, such as:
     • Inadequate lighting or HVAC
     • Inefficient pumps or motors
     • Poor insulation or building envelope
     • Unnecessary or redundant systems
3. Energy consumption data collection:
   • Collect detailed energy consumption data for each system or area being audited, including:
     • Hourly or daily energy usage data
     • Energy consumption patterns (e.g., peak demand, usage patterns)
     • Energy consumption rates (e.g., kilowatt-hours per hour)
4. Energy-using equipment assessment:
   • Assess the condition and efficiency of each energy-using piece of equipment, including:
     • Lighting fixtures (e.g., lamps, ballasts, fixtures)
     • HVAC systems (e.g., chillers, boilers, air handlers)
     • Pumps and motors (e.g., efficiency ratings, flow rates)
5. System-level analysis:
   • Analyze the performance of each system or subsystem, including:
     • Energy consumption patterns
     • System losses (e.g., heat losses, electrical losses)
     • System capacities (e.g., cooling capacity, electrical capacity)
6. Energy efficiency opportunities:
   • Identify potential energy efficiency opportunities, including:
     • Lighting retrofits or upgrades
     • HVAC system upgrades or optimization
     • Motor replacement or retrofitting
     • Building envelope improvements (e.g., insulation, windows)
7. Recommendations and implementation plan:
   • Develop a comprehensive report outlining the findings and recommendations for energy efficiency improvements.
   • Prioritize recommendations based on cost-effectiveness, payback period, and environmental impact.
   • Develop an implementation plan for each recommended energy efficiency measure.

For the Lapsset Corridor project in Kenya, an Energy Audit would likely focus on the following areas:

1. Transportation infrastructure (e.g., roads, bridges)
2. Energy-efficient buildings and facilities
3. Industrial processes and equipment (e.g., pumps, motors)
4. Lighting and HVAC systems
5. Energy management and monitoring systems

The audit would aim to identify opportunities to reduce energy consumption, optimize energy use, and promote sustainable development in the region.

Other ESG platforms

ESG Smartboard will also be able to do this.

ESHQ – based on the context of environmental discussions, ESHQ could potentially be an abbreviation related to environmental, social, and corporate governance.

• E – Environment: This represents environmental factors like climate change, pollution, and resource management.
• S – Social: This represents social factors like labour practices, community engagement, and human rights.
• H – Health & Safety: It could represent occupational health, community health impacts, or product safety.
• Q – Quality: This represents the quality of products or services, or the quality of management systems within a company.

Environmental Software helps companies centralize and streamline the tracking and collection of key Horizon Consortium corporate Lapsset Corridor environmental health and safety data and satisfy Environmental Management Systems (EMS) requirements.

ESG Smartboard will also be able to do this transition.

Adding documents

ESG

Environmental Intelligence | Real-Time Data | Envirosuite

Environmental Management System EMS

ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).

Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.

Introduction

0.1   Background

Achieving a balance between the environment, society and the economy is considered essential to meet the needs of the present without compromising the ability of future generations to meet their needs. Sustainable development as a goal is achieved by balancing the three pillars of sustainability.

Societal expectations for sustainable development, transparency and accountability have evolved with increasingly stringent legislation, growing pressures on the environment from pollution, inefficient use of resources, improper waste management, climate change, degradation of ecosystems and loss of biodiversity.

This has led organizations to adopt a systematic approach to environmental management by implementing environmental management systems with the aim of contributing to the environmental pillar of sustainability.

0.2   Aim of an environmental management system

The purpose of this International Standard is to provide organizations with a framework to protect the environment and respond to changing environmental conditions in balance with socio-economic needs. It specifies requirements that enable an organization to achieve the intended outcomes it sets for its environmental management system.

A systematic approach to environmental management can provide top management with information to build success over the long term and create options for contributing to sustainable development by:

• — protecting the environment by preventing or mitigating adverse environmental impacts;
• — mitigating the potential adverse effect of environmental conditions on the organization;
• — assisting the organization in the fulfilment of compliance obligations;
• — enhancing environmental performance;
• — controlling or influencing the way the organization’s products and services are designed, manufactured, distributed, consumed and disposed by using a life cycle perspective that can prevent environmental impacts from being unintentionally shifted elsewhere within the life cycle;
• — achieving financial and operational benefits that can result from implementing environmentally sound alternatives that strengthen the organization’s market position;
• — communicating environmental information to relevant interested parties.

This International Standard, like other International Standards, is not intended to increase or change an organization’s legal requirements.

0.3   Success factors

The success of an environmental management system depends on commitment from all levels and functions of the organization, led by top management. Organizations can leverage opportunities to prevent or mitigate adverse environmental impacts and enhance beneficial environmental impacts, particularly those with strategic and competitive implications. Top management can effectively address its risks and opportunities by integrating environmental management into the organization’s business processes, strategic direction and decision making, aligning them with other business priorities, and incorporating environmental governance into its overall management system. Demonstration of successful implementation of this International Standard can be used to assure interested parties that an effective environmental management system is in place.

Adoption of this International Standard, however, will not in itself guarantee optimal environmental outcomes. Application of this International Standard can differ from one organization to another due to the context of the organization. Two organizations can carry out similar activities but can have different compliance obligations, commitments in their environmental policy, environmental technologies and environmental performance goals, yet both can conform to the requirements of this International Standard.

The level of detail and complexity of the environmental management system will vary depending on the context of the organization, the scope of its environmental management system, its compliance obligations, and the nature of its activities, products and services, including its environmental aspects and associated environmental impacts.

0.4   Plan-Do-Check-Act model

The basis for the approach underlying an environmental management system is founded on the concept of Plan-Do-Check-Act (PDCA). The PDCA model provides an iterative process used by organizations to achieve continual improvement. It can be applied to an environmental management system and to each of its individual elements. It can be briefly described as follows.

• — Plan: establish environmental objectives and processes necessary to deliver results in accordance with the organization’s environmental policy.
• — Do: implement the processes as planned.
• — Check: monitor and measure processes against the environmental policy, including its commitments, environmental objectives and operating criteria, and report the results.
• — Act: take actions to continually improve.

Figure 1 shows how the framework introduced in this International Standard could be integrated into a PDCA model, which can help new and existing users to understand the importance of a systems approach.

Figure 1 — Relationship between PDCA and the framework in this International Standard

0.5   Contents of this International Standard

This International Standard conforms to ISO’s requirements for management system standards. These requirements include a high level structure, identical core text, and common terms with core definitions, designed to benefit users implementing multiple ISO management system standards.

This International Standard does not include requirements specific to other management systems, such as those for quality, occupational health and safety, energy or financial management. However, this International Standard enables an organization to use a common approach and risk-based thinking to integrate its environmental management system with the requirements of other management systems.

This International Standard contains the requirements used to assess conformity. An organization that wishes to demonstrate conformity with this International Standard can do so by:

• — making a self-determination and self-declaration, or
• — seeking confirmation of its conformance by parties having an interest in the organization, such as customers, or
• — seeking confirmation of its self-declaration by a party external to the organization, or
• — seeking certification/registration of its environmental management system by an external organization.

Annex A provides explanatory information to prevent misinterpretation of the requirements of this International Standard. Annex B shows broad technical correspondence between the previous edition of this International Standard and this edition. Implementation guidance on environmental management systems is included in ISO 14004.

In this International Standard, the following verbal forms are used:

• — “shall” indicates a requirement;
• — “should” indicates a recommendation;
• — “may” indicates a permission;
• — “can” indicates a possibility or a capability.

Information marked as “NOTE” is intended to assist the understanding or use of the document. “Notes to entry” used in Clause 3 provide additional information that supplements the terminological data and can contain provisions relating to the use of a term.

The terms and definitions in Clause 3 are arranged in conceptual order, with an alphabetical index provided at the end of the document.

1   Scope

This International Standard specifies the requirements for an environmental management system that an organization can use to enhance its environmental performance. This International Standard is intended for use by an organization seeking to manage its environmental responsibilities in a systematic manner that contributes to the environmental pillar of sustainability.

This International Standard helps an organization achieve the intended outcomes of its environmental management system, which provide value for the environment, the organization itself and interested parties. Consistent with the organization’s environmental policy, the intended outcomes of an environmental management system include:

• — enhancement of environmental performance;
• — fulfilment of compliance obligations;
• — achievement of environmental objectives.

This International Standard is applicable to any organization, regardless of size, type and nature, and applies to the environmental aspects of its activities, products and services that the organization determines it can either control or influence considering a life cycle perspective. This International Standard does not state specific environmental performance criteria.

This International Standard can be used in whole or in part to systematically improve environmental management. Claims of conformity to this International Standard, however, are not acceptable unless all its requirements are incorporated into an organization’s environmental management system and fulfilled without exclusion.

2   Normative references

There are no normative references.

3   Terms and definitions

For the purposes of this document, the following terms and definitions apply.

3.1   Terms related to organization and leadership

3.1.1

management system

set of interrelated or interacting elements of an organization (3.1.4) to establish policies and objectives (3.2.5) and processes (3.3.5) to achieve those objectives

Note 1 to entry: A management system can address a single discipline or several disciplines (e.g. quality, environment, occupational health and safety, energy, financial management).

Note 2 to entry: The system elements include the organization’s structure, roles and responsibilities, planning and operation, performance evaluation and improvement.

Note 3 to entry: The scope of a management system can include the whole of the organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations.

3.1.2

environmental management system

part of the management system (3.1.1) used to manage environmental aspects (3.2.2), fulfil compliance obligations (3.2.9), and address risks and opportunities (3.2.11)

3.1.3

environmental policy

intentions and direction of an organization (3.1.4) related to environmental performance (3.4.11), as formally expressed by its top management (3.1.5)

3.1.4

organization

person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3.2.5)

Note 1 to entry: The concept of organization includes, but is not limited to sole-trader, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private.

3.1.5

top management

person or group of people who directs and controls an organization (3.1.4) at the highest level

Note 1 to entry: Top management has the power to delegate authority and provide resources within the organization.

Note 2 to entry: If the scope of the management system (3.1.1) covers only part of an organization, then top management refers to those who direct and control that part of the organization.

3.1.6

interested party

person or organization (3.1.4) that can affect, be affected by, or perceive itself to be affected by a decision or activity

EXAMPLE:

Customers, communities, suppliers, regulators, non-governmental organizations, investors and employees.

Note 1 to entry: To “perceive itself to be affected” means the perception has been made known to the organization.

3.2   Terms related to planning

3.2.1

environment

surroundings in which an organization (3.1.4) operates, including air, water, land, natural resources, flora, fauna, humans and their interrelationships

Note 1 to entry: Surroundings can extend from within an organization to the local, regional and global system.

Note 2 to entry: Surroundings can be described in terms of biodiversity, ecosystems, climate or other characteristics.

3.2.2

environmental aspect

element of an organization’s (3.1.4) activities or products or services that interacts or can interact with the environment (3.2.1)

Note 1 to entry: An environmental aspect can cause (an) environmental impact(s) (3.2.4). A significant environmental aspect is one that has or can have one or more significant environmental impact(s).

Note 2 to entry: Significant environmental aspects are determined by the organization applying one or more criteria.

3.2.3

environmental condition

state or characteristic of the environment (3.2.1) as determined at a certain point in time

3.2.4

environmental impact

change to the environment (3.2.1), whether adverse or beneficial, wholly or partially resulting from an organization’s (3.1.4)environmental aspects (3.2.2)

3.2.5

objective

result to be achieved

Note 1 to entry: An objective can be strategic, tactical, or operational.

Note 2 to entry: Objectives can relate to different disciplines (such as financial, health and safety, and environmental goals) and can apply at different levels (such as strategic, organization-wide, project, product, service and process (3.3.5)).

Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an operational criterion, as an environmental objective (3.2.6), or by the use of other words with similar meaning (e.g. aim, goal, or target).

3.2.6

environmental objective

objective (3.2.5) set by the organization (3.1.4) consistent with its environmental policy (3.1.3)

3.2.7

prevention of pollution

use of processes (3.3.5), practices, techniques, materials, products, services or energy to avoid, reduce or control (separately or in combination) the creation, emission or discharge of any type of pollutant or waste, in order to reduce adverse environmental impacts (3.2.4)

Note 1 to entry: Prevention of pollution can include source reduction or elimination; process, product or service changes; efficient use of resources; material and energy substitution; reuse; recovery; recycling, reclamation; or treatment.

3.2.8

requirement

need or expectation that is stated, generally implied or obligatory

Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.1.4) and interested parties (3.1.6) that the need or expectation under consideration is implied.

Note 2 to entry: A specified requirement is one that is stated, for example in documented information (3.3.2).

Note 3 to entry: Requirements other than legal requirements become obligatory when the organization decides to comply with them.

3.2.9

compliance obligations (preferred term)

legal requirements and other requirements (admitted term)

legal requirements (3.2.8) that an organization (3.1.4) has to comply with and other requirements that an organization has to or chooses to comply with

Note 1 to entry: Compliance obligations are related to the environmental management system (3.1.2).

Note 2 to entry: Compliance obligations can arise from mandatory requirements, such as applicable laws and regulations, or voluntary commitments, such as organizational and industry standards, contractual relationships, codes of practice and agreements with community groups or non-governmental organizations.

3.2.10

risk

effect of uncertainty

Note 1 to entry: An effect is a deviation from the expected — positive or negative.

Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood.

Note 3 to entry: Risk is often characterized by reference to potential “events” (as defined in ISO Guide 73:2009, 3.5.1.3) and “consequences” (as defined in ISO Guide 73:2009, 3.6.1.3), or a combination of these.

Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated “likelihood” (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.

3.2.11

risks and opportunities

potential adverse effects (threats) and potential beneficial effects (opportunities)

3.3   Terms related to support and operation

3.3.1

competence

ability to apply knowledge and skills to achieve intended results

3.3.2

documented information

information required to be controlled and maintained by an organization (3.1.4) and the medium on which it is contained

Note 1 to entry: Documented information can be in any format and media, and from any source.

Note 2 to entry: Documented information can refer to: —   the environmental management system (3.1.2), including related processes (3.3.5); —   information created in order for the organization to operate (can be referred to as documentation); —   evidence of results achieved (can be referred to as records).

3.3.3

life cycle

consecutive and interlinked stages of a product (or service) system, from raw material acquisition or generation from natural resources to final disposal

Note 1 to entry: The life cycle stages include acquisition of raw materials, design, production, transportation/ delivery, use, end-of-life treatment and final disposal.

[SOURCE:ISO 14044:2006, 3.1, modified ― The words “(or service)” have been added to the definition and Note 1 to entry has been added.]

3.3.4

outsource (verb)

make an arrangement where an external organization (3.1.4) performs part of an organization’s function or process (3.3.5)

Note 1 to entry: An external organization is outside the scope of the management system (3.1.1), although the outsourced function or process is within the scope.

3.3.5

process

set of interrelated or interacting activities which transforms inputs into outputs

Note 1 to entry: A process can be documented or not.

3.4   Terms related to performance evaluation and improvement

3.4.1

audit

systematic, independent and documented process (3.3.5) for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled

Note 1 to entry: An internal audit is conducted by the organization (3.1.4) itself, or by an external party on its behalf.

Note 2 to entry: An audit can be a combined audit (combining two or more disciplines).

Note 3 to entry: Independence can be demonstrated by the freedom from responsibility for the activity being audited or freedom from bias and conflict of interest.

Note 4 to entry: “Audit evidence” consists of records, statements of fact or other information which are relevant to the audit criteria and are verifiable; and “audit criteria” are the set of policies, procedures or requirements (3.2.8) used as a reference against which audit evidence is compared, as defined in ISO 19011:2011, 3.3 and 3.2 respectively.

3.4.2

conformity

fulfilment of a requirement (3.2.8)

3.4.3

nonconformity

non-fulfilment of a requirement (3.2.8)

Note 1 to entry: Nonconformity relates to requirements in this International Standard and additional environmental management system (3.1.2) requirements that an organization (3.1.4) establishes for itself.

3.4.4

corrective action

action to eliminate the cause of a nonconformity (3.4.3) and to prevent recurrence

Note 1 to entry: There can be more than one cause for a nonconformity.

3.4.5

continual improvement

recurring activity to enhance performance (3.4.10)

Note 1 to entry: Enhancing performance relates to the use of the environmental management system (3.1.2) to enhance environmental performance (3.4.11) consistent with the organization’s (3.1.4)environmental policy (3.1.3).

Note 2 to entry: The activity need not take place in all areas simultaneously, or without interruption.

3.4.6

effectiveness

extent to which planned activities are realized and planned results achieved

3.4.7

indicator

measurable representation of the condition or status of operations, management or conditions

[SOURCE:ISO 14031:2013, 3.15]

3.4.8

monitoring

determining the status of a system, a process (3.3.5) or an activity

Note 1 to entry: To determine the status, there might be a need to check, supervise or critically observe.

3.4.9

measurement

process (3.3.5) to determine a value

3.4.10

performance

measurable result

Note 1 to entry: Performance can relate either to quantitative or qualitative findings.

Note 2 to entry: Performance can relate to the management of activities, processes (3.3.5), products (including services), systems or organizations (3.1.4).

3.4.11

environmental performance

performance (3.4.10) related to the management of environmental aspects (3.2.2)

Note 1 to entry: For an environmental management system (3.1.2), results can be measured against the organization’s (3.1.4)environmental policy (3.1.3), environmental objectives (3.2.6) or other criteria, using indicators (3.4.7).