Element 2: Environmental Leadership 2018. This document was downloaded on Monday, 1 May 2023, 12:09 PMElement 2 - Environmental Leadership. Learning Outcomes. Once you have completed this element you will be able to: 1. Explain the reasons for improving environmental and social performance 2. Explain the importance of leadership with regards to an organisation's environmental performance. 3. Outline the importance of personal ethics and professional practice to the environmental practitioner. 4, Outline how the environmental practitioner can manage and maintain their levels of competence. 5. Outline how levels of competence can be managed by an organisation. Recommended study time for this element is no less than 4 hours.Learning Outcome 1. Learning Objectives Explain the reasons for improving en mental and social performance.What will be Covered in Learning Outcome 17 In this learning outcome, the following will be covered: Reasons for improving environmental and social performance. Moral Differing global community attitudes to the value of the environment. The need to prevent/minimise the impact of an organisation's activities on the environment. * The precautionary principle (also see Element 1.3). Sustainability drivers. Legal * Local (country specific) legislation, regional legislation (i.e. directives), international treaties. Economic * Polluter pays principle (also see Element 1.3). * Costs associated with environmental incidents i.e. legal costs, fines/sanctions, clean-up costs, remediation works. * The business case for good environmental management. + Supply chain pressures/stakeholder expectations. * Corporate social responsibility, * Cost savings (energy usage, waste segregation/recycling/reusing/resource efficiency, etc.).1.0 - Reasons for Improving Environmental and Social Performance. Reasons for improving environmental and social performance are often divided into moral, legal and financial aspects, but they do overlap/interlink Indirect Ce1.1 - Moral Reasons for Improving Environmental & Social Performance. Moral The environment is everyone's responsibility. We all have a duty of care and a moral duty to protect it from damage not only for ourselves but for future generations. However, not all global communities’ value the environment in the same way. Some cultures live off the land, using natural resources to survive and take precautions to maintain a balance. Whereas other communities’ value the environment for the resources it provides and exploits this to gain products and wealth. Society's attitude towards environmental issues has changed for the better in recent years, due to better understanding and people becoming more informed and knowledgeable on environmental issues. This attitude is greatly helped by the media. The media run stories and adverts highlighting environmental concems and plights, such as oil spill events and possible animal extinctions. These articles/broadcasts reach a wide audience, creating a demand from the public and pressure groups for organisations and Governments to prevent/minimise environmental impacts. The public and pressure groups are examples of stakeholders influencing organisations in improving their environmental performance and sustainability. Other sustainability drivers would include: + Employees. * Government. * Insurance companies. * Customers/consumers. The Rio Declaration on Environment and Development 1992 pushes the moral duty towards the environment through Principle 15 — the Precautionary Principle, by preventing harm by controlling impacts even though the amount of likely damage is not known; a better safe than sorry approach.1.2 - Legal Reasons for Improving Environmental & Social Performance. Legal. The environment is protected by legislation; a system of treaties, conventions, regulations, protocols, declarations, directives and common/customary laws. Their main purpose is to address the impacts of human activities on the environment, to prevent damage. As the consequences of breaching legislation can be severe, it is important that organisations take responsibility for ensuring that they are aware of all existing (relevant) legislation and the arrival and implications of new laws, internationally, regionally and nationally (locally). Organisations also need to understand how to comply with legislation in their day to day operations as it is through environmental law that fines can be issued, and imprisonment ordered. International Law International environmental law is often the highest level of law that many countries use. It includes treaties, conventions, protocols, declarations, etc. Treaties are a binding formal agreement establishing obligations between parties e.g. The Paris Agreement Conventions are an agreement between parties covering a particular topic. They are less formal than a treaty and an example would include the 1991 Convention on Environmental Impact Assessment in Transboundary Context. Protocols are official procedures or rules on a particular topic. They provide the details to a Conventions’ general requirements. An example would be the Kyoto Protocol Declarations are non-legally bindings agreements/declarations of parties’ topic-based objectives. An example of this would include the Rios Declaration on Environment and Development. Regional Law. After international law, is Regional law which is based around geographic areas such as the European Union (EU). The EU regional laws include Directives and Regulations. Directives are transferred into national laws and are binding on all EU members. Directives require members to achieve the desired result without dictating how to achieve it. Regulations are self-executing legal acts that are immediately enforceable on all member states. They are not required to be transferred into national laws and can be adopted through a variety of legislative procedures. National Law. National laws, often referred to as domestic laws, are laws existing within a country, often based on or influenced by regional and/or international laws.Individual countries have the power to enact other environmental legislation if this does not cause any conflict with higher tier law requirements There may be substantial differences between legal systems, country to country across the globe. Therefore, to effectively manage environmental problems, it is imperative that organisations have suitable knowledge and understanding of local environmental legislation. itis through national laws that countries pass their punishments for environmental breaches and provide a means for compensation to be claimed. Therefore, organisations need to ensure they comply with national laws and guidance, as a minimum, to avoid punishment.1.3 - Financial Reasons for Improving Environmental & Social Performance. There are financial impacts, both direct and indirect, on organisations arising from environmental issues. ‘Some financial impacts result from causing pollution or depleting resources. This is generally covered by Principle 16 of the Rio Declaration on Environment and Development, the Polluter Pays Principle. Here various financial tools are used to encourage organisations to reduce their pollution or resource use by charging them. Examples of such tools include: * Climate change levy. * Landfill tax. + Emissions trading scheme. Environmental costs can be divided into direct and indirect costs. Direct costs are those which arise from the incident and include: * Legal costs Fines/sanctions. Clean up costs. Remedial works. Increases in insurance premiums. Repairs/replacement of damaged tools, equipment, plant, etc. Costs of permits to operate. Indirect costs are those which occur because of an incident but whose costs are not easy to determine as they are not immediate. Examples of indirect costs include: * Loss of company image/reputation * Loss of customersiorders. * Lost time from investigating the incident. * Business interruption.1.4 - The Business Case for Good Standards of Environmental Management. Maintaining high levels of environmental performance can provide organisations with many benefits such as: + Improved image resulting in increased business. * Decreases in insurance premiums or at least a lack of increase. + No clean-up of remediation costs. * A reduction in energy costs. * A decrease in the number of incidents and consequences should an incident occur. A decrease in waste and landfill taxes. * Less chance of a successful prosecution. * Can increase available funding designed for environmentally friendly organisations. * Improved reputation leading to easier recruitment of new staff. * Good relations with regulatory bodies. * Good relations with the local community. * Increased chances of ethical investments. * Increased market competition as they may stand out from other companies.1.5 - Supply Chain Pressure/Stakeholders Expectations. Due to growing global awareness, there is increasing pressure on companies and organisations to have a sustainable supply chain. Itis the stakeholders, both direct and indirect, who are the driving force influencing the management of supply chains; demanding companies are socially responsible, and their products and services are environmentally friendly. These stakeholders include: * Customers. Investors. = Consumers. Local communities. Employees. As the environmental impacts of products and activities can be traced along a supply chai companies are expected to proactively manage all supply chain tiers in a way that contributes to global goals on sustainability. What can organisations do to manage supply chains? Organisations ca * Ensure that sustainability criteria are added to their procurement and sourcing policies and procedures. + Only use companies that conform to an environmental management system standard such as ISO 14001 + Require that supplier put environmental management standards in place. * Audit their suppliers against their own protocols/requirements/standards to ensure they are maintaining sustainable practices. * Require that their suppliers provide sustainability policies when tendering. * Set clear expectations and develop procedures to screen, select and manage suppliers against these expectations. * Provide suppliers with training on the standards and sustainability, ‘+ Require that suppliers cascade their requirements/standards down the supply chain. What are the benefits of improving the sustainability of the supply chain? The benefits of improving sustainability throughout the supply chain include: Improved reputation. Increased ability to meet the customers’ demands/needs. Increased percentage of the market share through increased business. Improved relations with customers, suppliers and the local community.1.6 - Corporate Social Responsibility. Corporate social responsibility (CSR) is a self-regulating business model that is closely aligned with sustainability. It embeds social, environmental and ethical management into business practices and holds organisations accountable to their stakeholders for their impacts. CSR targets all organisations regardless of size, location, and activities. Its aim is to make organisations conscious of the impacts they are having to enhance rather than diminish the environment, society, and the economy as well as human rights. As stakeholder’s demanded businesses become more transparent, ISO has published a voluntary standard ISO 26000, to help organisations implement Corporate Social Responsibility into their businesses. The benefits of CSR include: * Increased competitive advantage. * Improved reputation. * Protection of brand and raised awareness. * Building of trust with customers, employees, Government, etc. through transparency. * Ability to attract and retain socially conscious consumers, employees, users, members, etc. * Increased employee morale, commitment and therefore productivity. * Organisations end up making a difference in the world. + Improved relations with the Government, media, customers, and communities. * Improved chances of investment from donors, sponsor, ete.1.7 - Cost Savings. Organisations can reduce costs by improving their environmental performance. One of the easiest ways for an organisation to save money and reduce its carbon footprint is. through saving energy. Examples include: * Using energy efficient equipment. Tum off equipment when not in use. Sensor lighting so they only come on when people are in the area. Energy efficient light bulbs, Plan travel routes. Use of fuel-efficient vehicles. Waste can be a by-product of an inefficient use of materials. Organisations pay for the materials twice, once when they get them and then to have the waste removed. Therefore, it makes economic sense to use raw materials more efficiently and if waste is produced, reuse, recycle or recover before landfill Resources such as water can be used more efficiently by installing automatic cut off taps which only operate for a short period of time or water saving toilets that use less water per flush. There are many different methods/equipment that can be used/installed that will not only help organisations save money but help the environment as wellSelf-Marked Practice Question. Please find below a self-marked question for you to attempt. ‘The answer will be on the next page for you to see how well you did, so no peeking! Define the following terms: * Treaties * Conventions + Protocols * DeclarationsAnswer to Self-Marked Question. Treaties are a binding formal agreement establishing obligations between parties e.g. The Paris Agreement. Conventions are an agreement between parties covering a particular topic. They are less formal than a treaty and an example would include the 1991 Convention on Environmental Impact. Assessment in Transboundary Context. Protocols are official procedures or rules on a particular topic. They provide the details toa Conventions’ general requirements. An example would be the Kyoto Protocol Declarations are non-legally bindings agreements/declarations of parties topic-based objectives. ‘An example of this would include the Rios Declaration on Environment and Development. How well did you do?Learning Outcome 1 - Summary. SUMMAR In this learning outcome we have covered: + Moral ® Differing global community attitudes to the value of the environment. © The need to prevent/minimise the impact of an organisation's activities on the environment. © Precautionary principle (also see Element 1.3). ° Sustainability drivers. * Legal. © Local (country specific) legislation, regional legislation (i.e. treaties, * Economic, ® Polluter pays principle (also see Element 1.3). © Costs associated with environmental incidents i.e. legal costs, fines/sanctions, clean-up costs, remediation works. © The business case for good environmental management. © Supply chain pressures/stakeholder expectations © Corporate social responsibility, © Cost savings (energy usage, waste segregation/recycling/reusing/resource efficiency, etc.) .ctives), internationalLearning Outcome 2. Learning Objectives Bs Explain the importance of leadership with regards to an organisation's nmental performance.What Will Be Covered in Learning Outcome 2? In this learning outcome, the following will be covered: Environmental leaders! * The significance of commitment and accountability for environmental management and sustainable business practices from all levels and functions within an organisation. * The importance of determining and providing adequate resources for the establishment, implementation, and maintenance of an environmental management system; * The reasons for integrating environmental management into all relevant business processes. + Ownership for the effective control, monitoring, and review of an organisation's environmental aspects/impacts and protective measures. * Communicating to stakeholders th: performance. portance of continued improvement in environmental * The promotion of a strong environmental culture. * Leadership commitments in relation to the implementation and maintenance of an environmental management system certification such as ISO 14001:2016.2.0 - Significance of Commitment & Accountability. Leadership is an important aspect of any management system. Therefore, to see the benefits of improving environmental performance, itis essential to have the commitment from top management. Top management should provide unity of purpose and direction and a sustainable internal corporate culture that ensures everyone can become involved in achieving the company objectives. The commitment of top management is evident through the provision of: * An environmental policy with clear direction through aims and objectives * Adequate resources to ensure the policy can be implemented and maintained effectively. * Adequate communication of the policy to all, especially its importance. * Support for management roles relevant to the system. To achieve high standards of environmental management, top management must not just be committed, they must also be held accountable. This ensures that environmental considerations are more effectively integrated into other business processes and becomes a routine part of strategic planning. Organisations that are certified or wish to be certified with an environmental standard, such as |OS 14001:2015 will find that more responsibilities are assigned to top management, that cannot be delegated; holding them accountable for the effective management of environmental issues within the company.2.1 - Importance of Determining & Providing Adequate Resources. There will be resource requirements needed to both implement and maintain an environmental management system. Therefore, securing the commitment from top management is essential. If they do not see the importance of the system, the resources will not be allocated Resources such as money, time, people and equipment need to be adequately and efficiently allocated to consider not only current needs but future requirements as well Resources need to be tracked and reviewed to determine if they are allocated where they need to. be or whether amendments need to be made.2.2 - Reasons for Integrating Environmental Management. To be effective, environmental management systems must be integrated into business processes, so that all systems, environmental, health and safety and quality, are all aligned with the company's objectives. Integration into business processes can occur through * Assigning roles and responsibilities into job descriptions. Including environmental criteria into procurement and sourcing procedures, Ensuring products are designed to conifer environmental aspects. Including environmental aspects into business key performance indicators (KPI's). By integrating environmental management into business processes, it ensures that it is seen as an important business issue, which is the responsibility of everyone.2.3 - Ownership for Effective Management. Whilst top management have accountability and a responsibility for environmental management, there should be shared ownership by everyone in the organisation, to ensure that the required standards are met. Itis important to involve employees at all stages (development, planning, implementation, and review), to create a sense of ownership of the system; a positive environmental culture. This provides employees with job satisfaction as well as ensuring that they are more likely to adhere to any policies or procedures put in place; reducing environmental issues and potential costs.2.4 - Communicating to Stakeholders. Communication is an essential element of any management system. The environmental policy, procedures, and standards must be communicated to all to ensure that everyone knows what the company expectations and requirements are. As well as communicating the company requirements, many companies communicate on their environmental performance. Information on environmental performance is communicated to stakeholder: To motivate employees into further participation. Through publicity to improve the company image/reputation. To enable consultation on further goals/objectives/improvements. To ensure good relations with external stakeholders such as the public, local communities and the enforcing authorities.2.5 - Promotion of Environmental Culture. Definitions” Environmental culture can be described as the beliefs, values, attitudes and behaviour pattems regarding the environment and related problems, that are shared by all members of an organisation. itis the way that the organisation does things concerning the environment. The way that a company undertakes its activities is strongly influenced by its culture. Organisations with a positive long-term preventative culture are likely to have a good health and safety performance. There are many results and benefits from a positive environmental culture for both the organisation and employees: * The organisation will have a good reputation Reduction in environmental accident costs (both direct and indirect) as well as a reduction in the overall operating costs. Job security, job satisfaction and personal well-being are enhanced Production schedules and delivery times are improved. ‘Worker compensation costs are reduced Profit margins increase when accident costs go down, The potential for legal costs is reduced, Workers support one another. Commitment to the environment is clearly shown. To create/promote a strong environmental culture there needs to be: * Adequate control within the organisations by having environmental management systems in place, based on standards, to help guide all employees. * Cooperation; involving employees in the development and implementation of policies and procedures, so they know what is involved and feel a sense of ownership. * Effective communication of standards and procedures to all, as well as the sharing of environmental information, * Adequate competencies within the organisation. All employees with environmental roles and responsibilities must be trained and all staff should receive basic environmental training2.6 - Leadership Commitment to Environmental Management System Certification. In the organisation, itis top management that has the responsibility to provide leadership and direction for environmental management. 1SO 14001:2015 states that to demonstrate leadership and commitment, there are specific responsibilities for the environmental management systems, that top management must undertake, which include. * Taking accountability for the effective running of the environmental management system; * Establishing and ensuring the compatibility of the environmental policy and objectives in line with the company’s strategic direction; * Ensuring the integration of the environmental management system into the business processes of the organisation; * Ensuring that the required resources are available for the environmental management system; + Communicating the importance of the system and how to conform; * Making sure the intended outcomes of the system are achieved; * Provide direction and support to those contributing to the success of the environmental management system; * Encouraging continual improvement; * Supporting other relevant managers to allow them to demonstrate their leadership in their area of responsibility2.7 - Leadership Infographic.Self-Marked Practice Question. Please find below a self-marked question for you to attempt. The answer will be on the next page for you to see how well you did, so no peeking! Identify the results and benefits of a positive environmental culture?Answer to Self-Marked Question. There are many results and benefits from a positive environmental culture for both the organisation and employees: * The organisation will have a good reputation * Reduction in environmental accident costs (both direct and indirect) as well as a reduction in the overall operating costs. + Job security, job satisfaction and personal well-being are enhanced. * Production schedules and delivery times are improved. + Worker compensation costs are reduced. * Profit margins increase when accident costs go down. * The potential for legal costs is reduced. ‘+ Workers support one another. * Commitment to the environment is clearly shown.Learning Outcome 2 - Summary. SUMMAR In this learning outcome we have covered: * Significance of commitment and accountability for environmental management and sustainable business practices from all levels and functions within an organisation. * Importance of determining and providing adequate resources for the establishment, implementation, and maintenance of an environmental management system. © The reasons for integrating environmental management into all relevant business. processes. * Ownership for the effective control, monitoring, and review of an organisation's environmental aspects/impacts and protective measures. * Communicating to stakeholders the importance of continued improvement in environmental performance, * The promotion of a strong environmental culture. * Leadership commitments in relation to the implementation and maintenance of an environmental management system certification such as ISO 14001:2015.Learning Outcome 3. Learning Objectives Bs Outline the importance of personal ethics and professional practice to the environmentalWhat Will Be Covered in Learning Outcome 3? In this learning outcome, the following will be covered Ethics and professional practice. * Ethics and professional practice and how they should be applied to all activities with reference to relevant professional bodies’ codes of conduct.3.0 - Ethics & Professional Practice. ‘Definitions Ethics is defined as the moral values that direct a person's behaviour or how an aclivity is conducted, Professional ethics incorporates the personal and business standards of conduct expected of professionals. Often the ethical approach is described in terms of components such as: Honesty. Integrity. Accountability Respect, Transparency. Confidentiality To ensure professionals perform their jobs functions in accordance with comprehensive and consistent ethical principles, many professional organisations produce formalised codes of professional ethics for their members. This ensures that the client is not exploited whilst preserving the integrity of the profession and maintaining public confidence in the environmental practitioner role. All members of environmental institutes are bound by their codes of conduct. Examples of institutes with codes of conduct include: * Institute of Occupational Safety and Health (OSH): * Institute of Environmental Management & Assessment (IEMA). * Chartered Institute of Water & Environmental Management (CIWEM). Ethical codes of conduct generally include the following principles/requirements from their members: * Act with integrity Always deliver services to a high standard Act in a manner that encourages trust in the environmental practitioner profession. Treat others with respect. * Take responsibilty. * Ensure confidentiality. if members do not practice accordingly, professional bodies are able to discipline them. This allows professionals acting within the guidelines to continue to practice knowing that they will not be commercially undermined by those operating with fewer moral principles. The public’s trust in the profession is reinforced and the practitioners will continue to be sought out for their services. Over the following pages, you will find the codes of conduct from IOSH, IEMA and CIWEM.3.1 - Institute of Occupational Safety and Health (IOSH) Code of Conduct. Part 1 Code of Conduct Integrity Members are required to: Be honest Abie by the law; Notify the institution in writing promptly if they have been (@) convicted ofa criminal offence by a Court or (©) charged wth a criminal offence contrary to heath and safety legislation or (© agudged bankrupt or have entared into a formal arrangement wth their crecitors; and ‘vais conficts of interest wherever possiole and ane atises promptly take approprate steps to manage it Competence Members are required to: Ensure they are competent to undertake proposed work, Ensure persons werking under their authanty or supenision are competont to camry out the tasks assigned to them: Undertake appropriate continuing professional development and record it in the manner prescrized by the Insttuton; and Ensure that they make cients, employers and others who may be affected by their actities aware of thoi levels of competence. Respect Members ae required to: Cooperate fully with IOSH and abide by its Charter, Byelaws and Regulations; Respect the ights and prvacy of other people and ‘organisations; Cooperate with employers or cents in fulling their legal duties under the terms af their employment or consultancy contracts Have due regard for the effect tharr professional ‘cthatios may have on others; Engura that their professional and business acthities ae| reasonable; and Respond afomatly and appropriately to disputes and complaints Service Members ae required to: Ensure that the terms of appointment and scope cf work are clearly recorded in wating sure thet, where necessary, they have adequate professional indemnity insurance when providing consultancy services; Carry out their professional work in a tmely manner Ensure that protessional advice is accurate, propertionate ang communsated in an appropriate format Have due regard for loves of sonice and customer care reasonably expected of ther and Inform any parson overruing or neglecting thar professional adkice of the potential adverse ‘consequences and keap a written ecard of the date, ‘ume and nature of this action, Figure 1. IOSH Code of Conduct.3.2 - Institute of Environmental Management & Assessment (IEMA) Code of Conduct. IEMA Code of Practice and Code of Ethics In addition to Full Membership Competencies you are expected to demonstrate understanding of the IEMA Code of Practice and Chartered Environmentalist Code of Ethies whieh detail your commitment to IEMA 3 3 Full and Chartered Environmentalist member. {By signing your application form for this membership level you agree to the below code in and will expected uphold them to maintain your IEMA Full and Chartered Environmentalist Membership. ‘As a Full Member | will: Uphold and promate the environment and sustainability profession; Exercisehonesty, impartiality, dligence and objectivity in my professional work, Support and promote sustainable action and challenge environmentally unsustainable action; Workto, and promote, high standards and best practice in the environment and sustainability profession; Ensure that professional judgement is nat influenced by a conflict of interest and shall make all relevant parties aware where there is such a cant ‘Acknowledge my limitations of competence and not undertake work which | know is beyond my professianal capability; Develop and maintain standards of professional competence and knowledge through a combination of training, learning and practical experience and through the support of others In giving advice, make the relevant person(s} aware of the potential consequences of actions; and Endeavour to be an innovative, lateral thinker in the pursuit of environmental improvement and sustainability, ‘As a Chartered Environmentalist | will ‘et in ateordance with the best principles for the mit enhancement af environmental quality; Strive to ensure that the uses of natural resources are fair and sustainable taking account of the needs ofa diverse society; Use my skills and experience to serve the needs of the environment and society; Serve as an example to athers for responsible environmental behaviour; Not engage in conduct involving dishonesty, fraud, deceit or misrepresentatian or discrimination and: ‘Commit to maintaining my personal protessanal competence and strive to maintain the integnty and competence of my profession. Figure 2. IEMA code of Practice and Code of Ethics.3.3 - Chartered Institute of Water and Environmental Management Code of Conduct. CIWEM Code of Ethics 2014 Members of the Institution should acknowledge the environment is rich in a diversity which inchides natural, human, social, physical and biolegical interests and use their best endeavours to achieve and maintain an equitable and sustainable environment. In particular Members are expected to - 1, take account of the interaction b etween the natural, man made and socio-cultural environment and promote enhancernent wher ever practicable 2, understand that ecosystern services provide an essential contribution to human well- boeing and apply this in their work, 3, promote the ue of integrated solutions to the management of the wider ernironment: 4, take allrea sonable steps to avoid causing environmental damage, degradation or hhuisance 5, avoid knowingly or deliberately over-exploiting natural resources 6, take inta consideration the needs of the community Furthermore, when engaged in prafessional activities, Members should — 7, act honestly, objectively and impartially and maintain confidentiality when required to do so 8, accept responsibilty for their personal decisions and actions 9, never ack legally fraudulently, deceitfully or dishonestly 10. avoid conficts of interest and disclose ary which may arise 11, advance their leaming and competence and encourage athers to do the same; recognize the limits of their competence 12, uphold the reputation of CIWEM and avoid darnaging the reputation of any of its members Figure 3. CIWEM Code of Conduct.Self-Marked Practice Question. Please find below a self-marked question for you to attempt. The answer will be on the next page for you to see how well you did, so no peeking! Identify the ethical code of conduct principles and requirements for members of institutions such as IEMA, CIWEM.Answer to Self-Marked Question. Ethical codes of conduct generally include the following principles/requirements from their members: * Act with integrity * Always deliver services to a high standard, * Act in a manner that encourages trust in the environmental practitioner profession. * Treat others with respect. * Take responsibility. * ensure confidentLearning Outcome 3 - Summary. SUMMAR In this learning outcome we have covered: * Ethics and professional practice and how they should be applied to all activities with reference to relevant professional bodies’ codes of conduct.Learning Outcome 4. Learning Objectives Bs Outline how the environmental practitioner can manage and maintain their levels of competence.What Will Be Covered in Learning Outcome 4? In this learning outcome, the following will be covered Maintenance and management of the environmental practitioner's competence. * Recognition and maintenance of personal competence: © Recognising limits of own competence. ® Advising employers or other relevant parties of the level of their own competence. ° Carry out additional learning when required © Keeping up-to-date with environmental change. © Encouragement and mentoring of others. © Use of continuing professional development schemes and reflective learning.4.0 - Maintenance and Management of Environmental Practitioners Competence. As the environmental management field is continually developing, it is necessary for practitioners to ensure they recognise and maintain their level of competence. This includes: Recognising their own competency limitation so they do not take on tasks they are unsuitable or not competent to undertake. Ensuring employers and other parties are aware of their own level of capability so they can determine what they are able to undertake internally and what would require external or additional support Keeping up to date on best practices, legislation, technology, etc. through additional learning/training so that they can provide clients with the best advice and guidance on how to conform to current legislation/standards. Encouraging and mentoring others to develop future practitioners and build on their own abilities. Participating in professional development programs such as the IOSH or IEMA Continual Professional Development Schemes to ensure that they are monitored to guarantee they remain competent as defined by set standards/requirements.Self-Marked Practice Question. Please find below a self-marked question for you to attempt. The answer will be on the next page for you to see how well you did, so no peeking! Identify how can practitioners ensure they recognise and maintain their level of competence.Answer to Self-Marked Question. Itis necessary for practitioners to ensure they recognise and maintain their level of competence. This includes: + Recognising their own competency limitation so they do not take on tasks they are Unsuitable or not competent to undertake. * Ensuring employers and other parties are aware of their own level of capability so they are able to determine what they are able to undertake internally and what would require external or additional support + Keeping up to date on best practices, legislation, technology, etc. through additional learning/training so that they are able to provide clients with the best advice and guidance on how to conform to current legislation/standards. * Encouraging and mentoring others in order to develop future practitioners and build on their own abilities * Participating in professional development programs such as the IOSH or IEMA Continual Professional Development Schemes to ensure that they are monitored to guarantee they remain competent as defined by set standards/requirements.Learning Outcome 4 - Summary. SUMMAR In this learning outcome we have covered: * Recognition and m tenance of personal competence: © Recognising limits of own competence © Advising employers or other relevant parties of the level of their own competence. © Carry out additional learning when required. © Keeping up-to-date with environmental change. © Encouragement and mentoring of others. © Use of continuing professional development schemes and reflective learningLearning Outcome 5. Learning Objectives Bs Outline how levels of competence can be managed by an organisation.What Will Be Covered in Learning Outcome 5? In this learning outcome, the following will be covered: Managing competence in an organisation. Definition of competence “Ability to apply knowledge and skills to achieve intended results” (18014001:2015). The requirement to manage competence as part of recognised standards, ie.18014001:2015. The use of competence within the organisation to support legal compliance. Recognition of competence levels within the organisation (use of skills maps, competency frameworks) Importance of competency checks of workers/contractors working for the organisation where the organisation's environmental performance could be affected. Arrange for training to acquire the necessary competence and evaluate the training undertaken. Promotion of mentoring schemes. Retention of records.5.0 - Definition of Competence. Standards, Regulations and Guidance state that for persons to carry out their roles successfully, they must be competent, but what does this mean? Definitions ISO 14001:2015 defines competence as the: “ability to apply knowledge and skills to achieve intended results”. Therefore, to be deemed competent to undertake activities/tasks a person will require education, training, and/or experience. However, competency assurance must not be undertaken just for employees. Organisations need to ensure that any contractors they use are also competent if their work could have the potential to cause significant environmental impacts or affect the organisations’ environmental performance.5.1 - Managing Competence. The organisations’ overall aim is to have knowledgeable, skilled and aware employees that ensure the organisations’ environmental goals and objectives are met. To achieve this, organisational competency must be managed effectively. ISO 14001:2015 provides a formal framework for competency management that requires organisations to’ * determine the required competency for workers under their control that may affect its performance and/or potential to accomplish compliance requirements; * ensure that these persons are competent through training, experience and education; * establish the training needs of the organisation relating to its environmental aspects and management systems; * take action to gain the competencies required, where they may be lacking, and to ensure these actions are evaluated to certify their effectiveness.5.2 - Competence & Legal Compliance. Achieving the competency responsibilities noted on the previous page will go a long way towards increasing the likelihood that an organisation is compliant with environmental laws. Organisations that comply with ISO 14001:2015 have committed to abiding by relevant compliance duties, including environmental laws, Acts, Regulations, Conventions and Recommendations.5.3 - Recognition of Competency Levels in the Organisation. To ensure transparency of performance expectations and establish performance links between the individual role and the organisation, competency frameworks can be developed. Competency frameworks provide an outline of the knowledge skills, attributes and behaviours required for a specific job role, for effective performance. The framework shows how the role relates to the success of achieving organisational goals. Each job role within the organisation will have its own competency requirements that are essential for the job to be performed effectively. However, to develop such as framework an in-depth knowledge and understanding of the job roles within the organisation is required5.4 - Competency Checks. Competency checks should be made on all employees and contractors, working under the control of the organisation, who could impact their environmental performance. Checks can be undertaken and included in recruitment processes by including environmental specific requirements (such as qualifications or experience) or by confirming the authenticity of the. training and qualifications applicants have gained Checks can also be included in the tendering process when engaging contractors to undertake work at the organisation or on their behalf. These checks could require contractors to submit their environmental documentation (policies, procedures, training records, etc.) as part of the application process. Organisations can then select the best contractors based on those best able to manage their environmental risks. These checks should help ensure that anyone working for the organisation (employee or contractor) has the necessary competency required to not create environmental issues or negatively impact the organisations’ environmental performance. This requirements for checking competencies is further clarified in Annex 1 of IS0140901:2015 (the guidance on use). It reiterates the requirement for competency checks but goes on to provide further guidance on who this would cover; those who work could cause a significant environmental impact and those with significant responsibilities under the environmental management system. This would include those who’ Identify and estimate the environmental impacts or compliance requirements. Participate in the accomplishment of the organisations’ environmental objectives. Respond to emergency events. Complete internal audits. Undertake evaluations of compliance against standards and laws.5.5 - Arrange Training. Under the environmental management system, organisations have a responsibility to develop systems to ensure that employees are competent for the tasks that they are assigned If the level of competency required is not there, then training can be used to achieve the necessary level. The specific training requirements that the organisation needs will be based upon their environmental aspects and impacts, their objectives and targets as well as their environmental management system and legal requirements. Organisations confirming to IS0140021:2015 are committed to implementing any regulatory- required or regulatory-derived training Clause 7 of ISO 14001:2015 requires organisations to: ‘complete a training needs analysis or another process, to identify the knowledge and skills necessary for the company to achieve its environmental objectives and targets; * implement training to provide the appropriate knowledge and skills". In addition to these requirements, organisations should also monitor and review the training received to ensure that it continues to be effective, up to date and in line with the organisations’ objectives,5.6 - Promotion of Mentoring Schemes. A mentoring scheme is a professional relationship, tending to involve an experienced individual (mentor) providing guidance, support and direction to a less experienced individual (mentee). Mentoring can be an effective way of helping individuals develop the specific skills and knowledge required by the organisation, to be deemed competent. Mentoring provides a structure of support for the mentee through the sharing of knowledge and experience. The benefits of such schemes can be experienced by all The organisation gains: * A tool to aid the development of their employees. * Increased retention rates and performance. Better working relationships. Amore competent workforce, Fewer requirements for external training. The mentee gains: * A boost to their self-confidence. © An increase in skills and knowledge. + A supportive environment. * Individual attention from an experienced individual. The mentor gains: * Raised self-esteem. * Satisfaction from helping develop a mentee. * Improved abilities in sharing knowledge and experience5.7 - Retention of Records. Whichever method the organisation uses to develop the competence of their workers and contractors, records must be kept as evidence that the training/mentoring has been undertaken and completed Records should include the individuals participating, the training /mentoring completed and when. A copy of test results/certification should also be retained. These records prove that the organisation has undertaken its responsibilities to manage environmental risks. These records will be checked during an environmental audit; whether this is internally or externally by the enforcing authority or an ISO auditor. itis also useful to keep such records as evidence should an environmental incident occur, and a court case ensues. The records go towards proving that the employees were at the required competency levels to undertake their assigned tasks. It may not lead to the case being thrown out of court, but it could reduce the outcome if it was seen that the organisation had taken the necessary steps to meet its legal requirements.Self-Marked Practice Question. Please find below a self-marked question for you to attempt. The answer will be on the next page for you to see how well you did, so no peeking! Define the term competence.Answer to Self-Marked Question. ISO 14001:2015 defines competence as the: “ability to apply knowledge and skills to achieve intended results”.Learning Outcome 5 - Summary. SUMMAR In this learning outcome we have covered: Definition of competence “Ability to apply knowledge and skills to achieve intended results” (18014001:2015). The requirement to manage competence as part of recognised standards, i.e. 18014001:2015. The use of competence within the organisation to support legal compliance. Recognition of competence levels within the organisation (use of skills maps, competency frameworks) Importance of competence checks of workers/contractors working for the organisation where the organisation's environmental performance could be affected. Arrange for training to acquire necessary competence and evaluate the training undertaken: Promotion of mentoring schemes. Retention of records.Element 2 - Lesson Summary. In this element we have covered: Reasons for improving environmental and social performance * Moral. ® Differing global community attitudes to the value of the environment. © The need to prevent/minimise the impact of an organisation's activities on the environment. © Precautionary principle (also see Element 1.3). © Sustainability drivers. * Legal. © Local (country specific) legislation, regional legistation (i.e. treaties, * Economic. ® Polluter pays principle (also see Element 1.3). © Costs associated with environmental incidents i.e. legal costs, fines/sanctions, clean-up costs, remediation works. © The business case for good environmental management. © Supply chain pressures/stakeholder expectations © Corporate social responsibility. ® Cost savings (energy usage, waste; segregation/recycling/reusing/resource efficiency, etc.) tives), international Environmental leadership * Significance of commitment and accountability for environmental management and sustainable business practices from all levels and functions within an organisation. * Importance of determining and providing adequate resources for the establishment, implementation, and maintenance of an environmental management system. * The reasons for integrating environmental management into all relevant business processes * Ownership for the effective control, monitoring, and review of an organisation's environmental aspects/impacts and protective measures. * Communicating to stakeholders the importance of continued improvement in environmental performance. + The promotion of a strong environmental culture. * Leadership commitments in relation to the implementation and maintenance of anenvironmental management system certification such as ISO 14001:2015. Ethics and professional pra * Ethics and professional practice and how they should be applied to all activities with reference to relevant professional bodies’ codes of conduct. Maintenance and management of the environmental practitioner's competence * Recognition and maintenance of personal competence: © Recognising limits of own competence © Advising employers or other relevant parties of the level of their own competence. © Carry out additional learning when required. © Keeping up-to-date with environmental change. ° Encouragement and mentoring of others. ® Use of continuing professional development schemes and reflective learning Managing competence in an organisation * Definition of competence “Ability to apply knowledge and ski (18014001:2015) * The requirement to manage competence as part of recognised standards, i.e. 18014001:2015 * The use of competence within the organisation to support legal compliance. * Recognition of competence levels within the organisation (use of skills maps, competency frameworks) * Importance of competence checks of workers/contractors working for the organisation where the organisation's environmental performance could be affected. * Arrange for training to acquire necessary competence and evaluate the training undertaken: * Promotion of mentoring schemes. * Retention of records. to achieve intended results”Question to Submit to Tutor. Please find below a question to submit to a tutor for feedback on your answer and understanding of the command word. Click on the submit button to bring up the email address to send your answer to. Identify the benefits to an organisation of adopting high standards of environmental performance/management (40).