Keeping Employees and Management Focused on an EMS After Implementation

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Keeping Employees and Management Focused on an
EMS After Implementation

• John B. Cook, P.E.
• Rick Bickerstaff

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• Regional water wastewater provider
• 400,000 Served

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The management system implemented under the EMS
has had a significant effect on bond ratings.

• 2001
• Moodys
• A1 to Aa3
• Savings
• 100,000 per yr.

• 2006
• Standard Poors
• Fitch Ratings
• AA- to AA
• Savings
• 170,000 per yr.

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How do you keep your employees plugged into your
EMS?
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There exists an intrinsic employee connection to
the environment.
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Keeping employees involved in environmental
improvements provides a direct connect to the
EMS program.

• Pollution prevention (P2) team
• Sub-committees
• Departmental EMS committees
• Special project teams

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Departments
Sub-committees
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Establishing a culture of environmental
stewardship fosters program commitment.

• Communication
• Awareness training
• Encouragement to contribute
• Involvement by top management

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Keeping continual improvement as a central
business focus keeps employees engaged.

• Objectives targets that s t r e t c h
• Benchmarking
• Correction action plans
• Recognition of continual improvement
• Incentive pay
• On the Spot awards
• Crew of the month

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Frequent monitoring of the EMS keeps employees
management aware of overall progress.

• Levels of monitoring
• Self-monitoring
• Team
• Departmental
• Executive management
• Productivity measurement
• Performance management
• Regulatory compliance

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Periodic reviews promote continual improvement by
employees.

• Standard Operating Procedure reviews
• Emergency drill reviews
• Post incident reviews
• Monthly Operating Reports
• Audits
• Internal
• External

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Communication provides an important link between
the community and employees.

• Surveys
• Web sites
• Bill inserts
• Newsletters
• Speakers bureau
• Plant tours
• Transparency

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Using the EMS as a platform for other management
systems magnifies the significance of the EMS.

• Project management
• Strategic planning
• Asset management
• Risk management

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Since the inception of our EMS, hundreds of
Improvement Programs have been established.

• Preventive Maintenance
• WWCD 52,000 per yr.

PMCM Ratio
Geographical Information System
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Improvement Programs (continued)

• Emergency Preparedness
• Emergency plans
• Periodic drills

• Homeland Security
• Vulnerability assessment
• Improvement programs

Category 4 Hurricane Hugo made landfall in
Charleston on September 21, 1989.
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Improvement Programs (continued)

• Fuel Reduction
• 29 reduction in one department
• 48,000 / yr. savings

• 2005 Fuel Reduction Team
• Water Plant 8,500 / yr.
• WW Plant 19,500 / yr.
• Route-Smart software
• Hauling 19,000 / yr.

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Improvement Programs (continued)

• New Technologies
• Klorigen System
• Process savings 75,000 / yr.

• Data Mining as Aid to Decision-Making

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Improvement Programs (continued)
2000 Strategic Plan
95 of goals achieved!
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In conclusion, implementation of an EMS has
improved our organization in many ways.

• Improved business management
• Preventive vs. reactive
• Focus on continual improvement
• We are now a
• Thinking organization
• Planning organization

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Thank you for your time and attention!

• For more information, please
• contact John Cook at cookjb_at_charlestoncpw.com
• or
• Rick Bickerstaff at
• bickerstaffr_at_charlestoncpw.com