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EPI & MANAGEMENT

EPI & MANAGEMENT. Luigi Pinchetti Laterlite LCA LECA INTERNATIONAL COPENHAGEN 21-22 MAY 2001. Our way.

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EPI & MANAGEMENT

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  1. EPI & MANAGEMENT Luigi Pinchetti Laterlite LCA LECA INTERNATIONAL COPENHAGEN 21-22 MAY 2001

  2. Our way • The use of oil emulsions as combustible for to reduce the production costs, to increase the quantity (2000-2500 cm/day) and to produce the grading required by the market has been a “must” since 1996. • The increased use of the wastes started an hard challenge in the control of the complaining by the people living near the factory,with the involvement of the local autority (1998).

  3. Our way • The italian government,according to the EU, issued a decree for a very severe restriction of the emissions by the smoke stacks (june 2000). • An imposing plant for cleaning the smoke gases (dry treatment with lime,electrofilter,washing with soda,postcombustion chambers) has been installed (2001). • The local autority required the EMAS (to be implemented before the end of 2002)

  4. What the management wants • To use more and different wastes for to pay the plant (amortization and operating costs) changing an obstacle into an opportunity . • To increase (or build) a good image from an environmental point of wiew, to be evaluated as “cleaner” and not as “polluter”. • To satisfy the stakeholders needs. • To build up a new and modern company culture. • To prepare a good future for the products, when the market will be ready for the LCA concepts.

  5. What the management needs • To keep under control and to evaluate the effectiveness of the investments in the environmental field. • To connect them to the budget for production,marketing,sales and administration. • To communicate to the “exterior” the amount of the company engagement. • To give value to the results reached in the reduction of the environmental impact. • To avoid controversy with the stakeholders.

  6. EPIas an opportunity • A new approach to the reality. • A new way for to solve the problems. • A new point of wiew for to manage the company. • A new sintetic way for the global analysis of the business

  7. The EPI model Identify significant, scientific aspects Stakeholder interest assessments Significant aspects Indicators for external communication Indicators for internal management and communication

  8. EPI : a global wiew • Process indicators: to evaluate the efficiency of the company in the use of the environmental resources. • Eco-fin indicators: to connect the expenses for the environment protection with the operating costs and the required investments. • Management indicators: to evaluate the ability of the company to reach the environmental goals. • Agreement indicators: to control the stakeholders satisfaction.

  9. Summarizing

  10. How to manage In our program, we have to be certified according to ISO 14001 and EMAS before the end of 2002. The relationship with the management system and the company management will be therefore regulated by the EMAS procedures. The strategies for the external communications are under way: easier to the local autority than to the people living around the factory.

  11. ANPA • ANPA is a special unit to technically support the italian committee for the EMAS registration. • At the moment they started, in connection with Sweden, according to ISO 14040, a project named EPD, for to certify the products. • We shall be the first italian company for the production of building materials to be officially certified as EPD. • To reach this goal, we use the work made with STO, transfering experience, results and knowledge into the italian reality.

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