Andrew Marlow Barhale Trant Utilities Our Background Key Facts: - - PowerPoint PPT Presentation

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 ability to effectively manage the use of non-renewable fuels and resources Internal response to climate change through innovation and new service delivery in response to changing weather patterns External impacts of climate change affecting the availability and price of fossil fuels and transport The impact of climate change on the delivery of BTU’s services with changing weather patterns and local 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 Interested Party Need and expectations of the Interested Party Southern Water Sole Client Contractual environmental performance 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:

 Political  Economic  Social  Technological  Legal  Environment

Political Risks

Issues Threat / Opportunity to intended outcomes Actions Potential changes in water, energy or infrastructure policy from Government, OfWat, DECC, Environment Agency Government promotion of “circular economy” Changes in environmental policy and financial incentives for the water utility sector & the impact

• n our business

Increased costs and vulnerability to shortages Maintain “watching brief”

• n the development of

government policies and consider response Promote circular economy concept internally and within our supply chain

Environmental Risks

Issues Threat / Opportunity to intended

• utcomes

Actions Climate change and resource scarcity Pollution incidents Increased risk of flooding at sites and vulnerability of supply chain; increasing cost of resources could reduce competitiveness or increase it if managed Negative impact on client perception and increased regulatory oversight / costs Undertake a climate change and supply chain vulnerability assessment Implementation and maintenance of clear 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

• ur business strategy and delivery

 Identifying internal and external Interested Parties

reconfirmed their requirements and our compliance

• bligations

 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