Andrew Marlow Barhale Trant Utilities
Our Background Key Facts: Formed from an equal partnership between Barhale Construction & Trant Engineering Turnover of £40 million a year Total Staff of nearly 200
Internal and External Issues Internal Issues External Issues BTU’s impact on climate change & the External impacts of climate change ability to effectively manage the use of affecting the availability and price of non-renewable fuels and resources fossil fuels and transport Internal response to climate change The impact of climate change on the through innovation and new service delivery of BTU’s services with delivery in response to changing changing weather patterns and local weather patterns conditions Impact of climate change on BTU’s ability to source key equipment, such as pumps, to deliver its services
Understanding the needs and expectations of interested parties Interested Parties Status of Need and expectations of the Interested Party Interested Party Contractual environmental performance Southern Water Sole Client Efficiency of operations with reduction of resource usage, waste generation and carbon intensity Meeting compliance obligations Project specific environmental requirements Environmental incident actions and reporting Open communication and dialogue
Understanding the needs and expectations of interested parties Also, looking at: Parent organisations: Barhale and Trant Southern Water Customers Employees and contracted staff Regulators: Environment Agency, Ofwat, Natural England, English Heritage, Local Authorities NGOs, Media etc.
Organizational units, functions and physical boundaries
Typical Projects
Scope The provision of planned and reactive maintenance services within sewerage and clean water processing and distribution work including the delivery of associated capital works projects and reservoir maintenance and associated project management. The delivery of our service is from key locations including co- location offices and site –based delivery at our client’s premises within the Southern Water region. Environmental compliance obligations will be recognised at a corporate level & on a project-basis in relation to our Interested Parties and their requirements BTU will exercise appropriate authority, management control and influence to ensure that its employees and sub-contractors meet the requirements of its Environmental Management System.
Risk and Opportunities Google Search for Risk = 870,000,000 50,000,000 Environmental Risk Google Search for Opportunities = 848,000,000 434,000,000 Environmental Opportunities 31,400,000 Excluding jobs
Use of ISO 31000 Complimentary framework for risk management Helps to understand the Actions and Consequences (similar to Environmental Aspects and Impacts) May not be necessary to implement a full Risk Management System
Risk Management Used PESTLE analysis was used to structure the analysis of the corporate environmental risks: P olitical E conomic S ocial T echnological L egal E nvironment
Political Risks Issues Threat / Opportunity to Actions intended outcomes Potential changes in water, Changes in environmental Maintain “watching brief” energy or infrastructure policy and financial on the development of policy from Government, incentives for the water government policies and OfWat, DECC, Environment utility sector & the impact consider response Agency on our business Government promotion of Increased costs and Promote circular economy “circular economy” vulnerability to shortages concept internally and within our supply chain
Environmental Risks Issues Threat / Opportunity to intended Actions outcomes Climate change and Increased risk of flooding at sites Undertake a climate resource scarcity and vulnerability of supply chain; change and supply chain increasing cost of resources could vulnerability assessment reduce competitiveness or increase it if managed Pollution incidents Negative impact on client Implementation and perception and increased maintenance of clear regulatory oversight / costs procedures and guidance & engagement of all employees / contractors
Risk Register
Learning Points Early engagement across the organisation including management is important Defining our context has been beneficial to re-appraise our business strategy and delivery Identifying internal and external Interested Parties reconfirmed their requirements and our compliance obligations Scope helps to redefined our EMS going forward
Learning Points ISO 31000:2009 can be useful for both, the context and scoping & risk management Integrate risk management at three levels: strategic, project management and daily delivery Provide balance between risk and opportunities Greater work needed to ensure that opportunities are fully identified
Contact Glen Carlin (SHEQ Manager) glen.carlin@btu.me.uk Andrew Marlow andrew.marlow@oneplanetsolutions.co.uk
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