Publishing and copyright information

The BSI copyright notice displayed in this document indicates when the document was last issued.

The following BSI references relate to the work on this document:
Committee reference SES/1/1
Draft for comment 16/30339299 DC

Publication history

First published April 2003
Second (present) edition, December 2016

Foreword

Publishing information

This British Standard is published by BSI Standards Limited, under licence from The British Standards Institution, and came into effect on 31 December 2016. It was prepared by Subcommittee SES/1/1, Environmental management systems, under the authority of Technical Committee SES/1, Environmental management. A list of organizations represented on these committees can be obtained on request to their secretary.

Supersession

This British Standard supersedes BS 8555:2003, which is withdrawn.

Information about this document

This is a full revision of the standard, and introduces the following principal changes:

phases and stages updated to reflect changes in BS EN ISO 14001:2015; and
removal of phase 6 and associated guidance.

Relationship with other publications

This British Standard is related to BS EN ISO 14001, but is not equivalent in technical content.

Use of this document

As a guide, this British Standard takes the form of guidance and recommendations. It should not be quoted as if it were a specification or a code of practice and claims of compliance cannot be made to it.

Presentational conventions

The guidance in this standard is presented in roman (i.e. upright) type. Any recommendations are expressed in sentences in which the principal auxiliary verb is “should”.

Commentary, explanation and general informative material is presented in smaller italic type, and does not constitute a normative element.

Contractual and legal considerations

This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application.

Compliance with a British Standard cannot confer immunity from legal obligations.

0 Introduction

0.1 General

This British Standard provides guidance for organizations on the phased development, implementation, maintenance and improvement of an environmental management system (EMS).

0.2 Benefits of an EMS

Many organizations have some form of environmental management as part of their overall business management process. However, many face challenges when implementing a formal EMS. These challenges are often around limited resources (financial and/or human) and difficulty in implementing all the requirements of standards or schemes such as BS EN ISO 14001 or the eco-management and audit scheme (EMAS) ¹⁾.

The benefits of implementing a structured EMS include:

meeting compliance obligations;
improved financial performance;
being able to proactively monitor and measure environmental performance;
improved internal and external communication;
understanding and managing risks and opportunities within supply and value chains;
adapting to and mitigating change (e.g. climate and economic);
meeting the needs and expectations of relevant interested parties;
enhancing co-operation with interested parties;
integration of performance evaluation techniques (e.g. as set out in BS EN ISO 14031); and
co-ordination of environmental management with other management disciplines and systems (e.g. energy, quality, health and safety and/or food assurance).

0.3 Advantages of a phased approach

This British Standard is applicable to any organization, regardless of the business activity undertaken, size, complexity or level of maturity. However, organizations with limited resources and/or organizations new to environmental management might find the approach particularly useful. The flexibility offered by a phased approach can be helpful in driving positive culture change within an organization and in motivating top management to see the business value of improved environmental performance.

The phased approach allows organizations to:

choose the pace of implementation of their EMS;
decide which phase they want to reach and by when;
develop an EMS to match the size, complexity and risks of their business;
identify and maximize the areas of greatest potential return on investment;
ensure progress and self-declare or seek voluntary recognition at specified points during development and implementation of the EMS; and
meet the requirements of BS EN ISO 14001 when all phases have been successfully implemented.

0.4 Structure of this British Standard

There are five phases (see Figure 1) with a number of step-by-step stages within each phase. At the end of each phase and prior to embarking on the next, organizations might consider undertaking an internal audit to satisfy themselves that the stages are complete, and that the associated guidance has been considered and, where appropriate, implemented. Each stage sets out:

an introduction to explain why it is required;
achievement criteria and the evidence needed to ensure the criteria have been met;
how the stage should be carried out and suggested inputs; and
expected example outputs.

An integral part of completing each stage is the generation and, where appropriate, documentation, of evidence needed to ensure meeting achievement criteria and delivering expected outputs. Internal (and external) audit criteria are based on identifying and evaluating this evidence.

1 Scope

This British Standard provides guidance for all organizations, particularly small and medium-sized enterprises (SMEs), on the phased development, implementation, maintenance and improvement of an EMS. It also includes guidance on the:

integration and use of environmental performance evaluation (EPE) techniques during the implementation process; and
co-ordination of such an EMS with other management systems, where appropriate.

The guidance in this British Standard is applicable to any organization, regardless of the nature of the business activity undertaken, location, or level of maturity.

2 Normative references

3 Terms and definitions

4 Overview of the phased approach

5 Phase 1: Leadership, context and commitment

5.1 Phase 1, stage 1: Top management commitment and leadership

5.1.1 Introduction

Top management commitment is essential to the implementation of an EMS; leadership of the EMS should:

establish the importance of the EMS within the organization;
encourage a consistent approach to the EMS throughout the organization;
gain the commitment of key individuals working for, or on behalf of, the organization; and
approve any necessary resources and changes.

5.2 Phase 1, stage 2: Establish the organization’s context

5.2.1 Introduction

Before planning the EMS, the organization should first understand its own context, in terms of the internal and external issues it faces, environmental conditions and the views of interested parties relevant to its EMS.

NOTE Internal issues might include: activities; products and services; strategic direction; organizational culture; and capabilities. External issues might include: cultural; social; political; legal; regulatory; financial; technological; economic; natural; and competitive circumstances. Environmental conditions might include issues related to: climate change; air quality; water quality; land use; land contamination; natural resource availability; and biodiversity.

5.3 Phase 1, stage 3: Undertake a baseline assessment

5.3.1 Introduction

The organization should undertake a baseline assessment to obtain the evidence needed to understand its environmental context and existing level of environmental performance before building its EMS.

NOTE A baseline assessment provides a quick and easy approach to establish relevant information and considers existing management practices, environmental aspects and associated impacts, environmental costs and any key compliance obligations.

5.4 Phase 1, stage 4: Process for developing an environmental policy

5.5 Phase 1, stage 5: Develop awareness and competence

5.5.1 Introduction

An important part of implementing an EMS is developing a culture in which the people working for, or on behalf of, the organization know what to do and why; personnel working for the organization should be aware of the EMS and its aims, as well as possessing the knowledge and competence to enable them to get it right the first time.

NOTE The more informed and competent the organization’s people are on their roles in the EMS, the higher the chances are for the EMS delivering environmental performance improvements and other benefits.

5.6 Phase 1, stage 6: Determine data requirements

5.6.1 Introduction

The organization should determine and review the data that exists on the environmental issues identified in the baseline review and determine the data (sets) needed to track its environmental performance. In doing so, the organization should identify any gaps in data and establish the means to generate/collect additional data sets.

5.7 Phase 1, stage 7: Plan for the establishment and improvement of the EMS

5.7.1 Introduction

COMMENTARY ON 5.7.1

This stage establishes how the organization uses its EMS to improve environmental performance by setting out a plan covering the scope, processes, activities, responsibilities, timescales, resource inputs, costs and benefits of the EMS.

This stage should be revisited throughout the course of the implementation.

6 Phase 2: Ensure compliance

6.1 Phase 2, stage 1: Identify relevant compliance obligations

6.1.1 Introduction

The organization should identify all relevant compliance obligations regarding its interaction with the environment. It should determine all requirements from environmental permits for site and process specific operations and any other obligations covering its interactions with air, land, waste and water.

NOTE Relevant compliance obligations are unique to each organization and site.

6.2 Phase 2, stage 2: Evaluate compliance

6.2.1 Introduction

The organization should establish a process for evaluating its compliance status on an ongoing basis.

6.3 Phase 2, stage 3: Manage compliance

6.3.1 Introduction

To support the commitment made in the environmental policy (see 5.4), the organization should establish the controls and actions required to help ensure ongoing compliance with its obligations.

NOTE Actions might include regular checking of the compliance obligations by reviewing current information available, site inspections and changes to process.

7 Phase 3: Plan and develop the environmental management system

7.1 Phase 3, stage 1: Finalize roles and responsibilities

7.1.1 Introduction

The organization should have clearly defined responsibilities with regards to the EMS and all other environmental initiatives in order to successfully implement them.

7.2 Phase 3, stage 2: Determine significant environmental aspects

7.2.1 Introduction

Organizations should identify their aspects and determine their significance.

NOTE 1 Organizations can have a number of environmental aspects related to their activities, products and services. Some are directly within their control (e.g. direct aspects) and some are of a nature that can only be indirectly influenced (e.g. indirect aspects).

NOTE 2 Environmental aspects can lead to environmental impacts (positive or negative).

NOTE 3 Once environmental aspects have been evaluated for significance it is possible to prioritize action to address them.

7.3 Phase 3, stage 3: Identify risks and opportunities

7.3.1 Introduction

The organization should identify and manage risks and opportunities to ensure that the EMS can achieve its intended outcomes, to prevent or reduce undesired effects, and to achieve continual improvement.

The organization should consider risks and opportunities when determining the controls required for operations, and in the establishment and improvement of other elements of the EMS.

7.4 Phase 3, stage 4: Finalize the environmental policy

7.5 Phase 3, stage 5: Develop environmental objectives

7.5.1 Introduction

Environmental objectives should be developed to support the broad aims stated in the organization’s environmental policy. They form a central part of the EMS and therefore should be related to the organization’s significant aspects, risks and opportunities.

NOTE Objectives can provide a clear focus for EMS activity.

Intermediate milestones against which to track and benchmark performance should be included where possible.

7.6 Phase 3, stage 6: Plan for achievement of environmental objectives

7.7 Phase 3, stage 7: Monitor, measure, analyse and evaluate environmental performance

7.7.1 Introduction

In order to track performance of the organization against both stated environmental objectives and for other key characteristics of its operations that can have a significant impact on the environment, measures of key indicators should first be established.

NOTE Evaluation of these measures and the communication of performance can be greatly assisted through the development of a range of EPIs.

8 Phase 4: Implement the environmental management system

8.1 Phase 4, stage 1: Planning and controlling operational processes

8.1.1 Introduction

Planning and controlling operational processes, including those covering contractors and suppliers, should be established to ensure that significant aspects and associated impacts are being managed to minimize the impact on the environment and any risks to the environment. Control processes should also support the achievement of objectives, which in turn supports the organization’s policy commitments to continual improvement and compliance with relevant compliance obligations.

8.2 Phase 4, stage 2: Value chain controls

8.2.1 Introduction

Operational controls in relation to the organization’s value chain should be established to address significant environmental aspects identified from a life cycle perspective.

NOTE These aspects include those created when its products and services are designed, developed, used or disposed of, and those arising from any outsourced processes or from the procurement of goods and services within its value chain.

8.3 Phase 4, stage 3: Review and test emergency preparedness and response

8.4 Phase 4, stage 4: Competence management

8.4.1 Introduction

In order to implement the EMS effectively, the organization should ensure that operational and supporting processes impacting on the environment are carried out by appropriately competent and trained staff. Management should ensure that staff competence and training requirements for environment are periodically reviewed and updated. Evidence of competence and training should be recorded and made accessible to management and others as needed.

NOTE Environmental competence and training may be combined or integrated with other disciplines if practical and appropriate.

8.5 Phase 4, stage 5: Awareness raising

8.5.1 Introduction

Those working for, or on behalf of, the organization should be aware of the influence of their activities on the organization’s EMS and environmental performance. They should know what to do and how to do it.

NOTE 1 Those working for, or on behalf of, the organization are better motivated to do things if they understand why they are doing it, and they get feedback on what has been achieved.

NOTE 2 Awareness raising activities have been incorporated throughout this British Standard to support those working for, or on behalf of, the organization. In view of this it is important that the means for communicating information exists and that communications are regular.

8.6 Phase 4, stage 6: Establish a communication programme

8.6.1 Introduction

The organization should communicate with stakeholders and interested parties all information on their EMS and environmental performance.

Getting feedback is also very important, so provision should be made for two-way dialogue.

NOTE External communication can provide a good opportunity to promote the organization’s achievements and environmental performance and consult with customers and other external interested parties.

8.7 Phase 4 stage 7: Manage documented information

8.7.1 Introduction

Documented information is used to help the organization understand and implement the EMS by setting out how the EMS should be operated within the business and by providing evidence of the EMS being consistently implemented as intended.

9 Phase 5: Check and update the environmental management system

9.1 Phase 5, stage 1: Establish internal audit programmes

9.2 Phase 5, stage 2: Correct nonconformities

9.2.1 Introduction

Where nonconformities with the requirements of the EMS are identified, corrective action should be taken.

NOTE 1 This is a fundamental element of any successful system and is at the heart of continual improvement.

Where the organization, or a third party, identifies non-compliances, the root cause(s) within the environmental management system should be determined and any system nonconformities corrected.

NOTE 2 The term (non) conformance refers to whether a requirement of the EMS is being met (or not). The process used to determine conformity is termed conformity assessment.

NOTE 3 The term (non) compliance refers to whether a compliance obligation is being met (or not). The process used to determine compliance is termed compliance assessment.

Nonconformities can be identified in a number of ways, and reporting these should not be restricted to the audit process.

9.3 Phase 5, stage 3: Management review

9.4 Phase 5, stage 4: Improve the EMS and environmental performance

9.4.1 Introduction

Improving environmental performance should be an aim of the organization. The EMS should be developed to support that aim.

NOTE The purpose of system improvement is focused on better support and control of the organization’s environmental performance.

Bibliography

BS 8555:2016

Environmental management systems. Phased implementation. Guide

Published:

31 Dec 2016

Withdrawn:

10 Jan 2020