Quantifying Objectives and Targets in the EIP

The objectives chosen by the company and the targets set to achieve these need to be managed and thus, the improvement measured. Thus some quantification is necessary. Vague phrases beneath the target column within the EIP must be avoided. If, for example, Trichloroethylene (Trike) solvent emissions to air are to be reduced, the EIP must state by how much and when- such as: solvent emissions to air resulting from the use of Trike will be reduced by 20% over 1997 levels at the end of 1999. Beneath this may be smaller separate projects that will all combine to achieve this figure, for example, 1. Installation of a new, more efficient vapour degreaser; 2. Persuading customers put less oil on components, thus reducing the need for cleaning; 3. Improving handling and storage methods.

Such quantification is easier to undertake for technical areas and inserted into the progress section of the EIP, such as in the reduction of air emissions- emissions can be monitored; consumption of energy can be monitored and reductions easily identified; chemical oxygen demand (COD) of effluent can also be monitored.

Other actions can also be measured and thus, improvement demonstrated for example: issues such as the bunding of the effluent treatment plant and chemical storage areas can be recorded as completed or not completed beneath the progress column of the EIP.

Checklist for devising an EIP

• Will realistic improvements result from the objectives and targets set?
• Are the time scales and resources appropriate?
• Has the correct quantification been used in setting objectives and targets?
• Has a responsibility been assigned to each objective and target?
• Has the means of measurement been agreed?

What are the resources required for developing an EIP and who should be charged with the responsibility for it?

Choosing environmental objectives to be subsequently implemented within the EIP, could produce an exhaustive list, a sound methodology needs to be devised and documented as an EMS procedure in order to match the resources available to the company. Identifying objectives has already been outlined in Unit 2, although the company may wish to tailor this to its specific requirements. Using such a methodology will enable resources to be assigned, and thus the level of action that the company can take in reaching its goals. It may be useful to incorporate a resources required section within the programme itself.

Responsibilities need to be assigned to relevant personnel within the EIP. This must not rest with the board members and senior personnel alone, as many of the operators, for example, will understand a process better than a manager. The company must ensure that all personnel become involved.