environmental performance

Department of Innovation, Industry and Regional Development Green Profits Environmental Best Practice in Food Industry Companies Benchmarking Program 1.1 Go to the Questions Home worksheet. Input your company data to match the definitions provided. The Clean and Green program will automatically calculate metric data on your company's work practices and operating systems for benchmarking comparisons. ovation, Industry and Profits Best Practice y Companies Program 1.1 sheet. Input your company data to match the definitions provided. The Clean tically calculate metric data on your company's work practices and operating Benchmarking steps (How to use the spreadsheet you have downloaded.) To use the spreadsheet, follow these steps: Introduction The spreadsheet contains many sheets as follows: (The individual sheets are named at the bottom of the screen on the sheet ‘tabs’.) "Main" This is the entry page when the spreadsheet is opened and contains a simple instruction on how to start th "Questions Home" This sheet provides a single point of entry to the many individual question sheets. "KPI Home" This sheet contains a single point of entry to the many pages of Key Performance Indicators (KPIs) which a _ the data entered into the question sheets. "EMP Home" This sheet provides a single point of entry to the many individual Environmental Performance Indicator shee _ performance is compared with a sample group of companies. "KP1 to KP18" These are the sheets accessed from the ‘KPI Home’ sheet which display the results calculated from the da sheets. "Q1 to Q26" These are the sheets accessed from the ‘Questions Home’ sheet which display the questions to be answer _ ‘cell’ to enter the relevant data. "EMP1 to EMP17" These are the sheets where you determine your company’s level of performance, compared with a sample (Tip: Don’t forget to ‘save’ the spreadsheet each time before you close it.) 1. Collect data on your company’s work practices and operating systems Complete the questionnaire by inputting appropriate company data that answers the given questions. The program will automati company’s work practices and operating systems. The questionnaire sheets provide guidance on responding to each item and directs you where the data is likely to be held in y the data you collect matches the definitions provided. Otherwise the benchmarking comparisons may be invalid. A. Go to the ‘Questions Home’ sheet. B. Progressively ‘click’ on each question line. C. Follow the instructions on the page and enter the required data. D. As each sheet is completed, ‘click’ on the ‘Questions Home’ link at the top of the page to return to the ‘Questions Home’. E. Repeat steps A to D for all of the questions. 2. Convert the questionnaire data into benchmarking Key Performance Indicators (KPIs) Interpreting the data is very straightforward. When ALL questions have been answered the spreadsheet will automatically calculate your company’s KPI data to produce 19 b other sample companies’ performance on each KPI. You view them as follows: A. Go to the ‘KPI Home’ sheet to see a summary of your KPIs. B. The KPI rating is listed against a description of each KPI. C. To see how your company’s performance compares with a sample group of companies previously assessed, for each KPI ‘cli will be taken to a bar chart. Your company’s performance is indicated by the top bar in the chart. Some caution is needed when comparing metric performance across companies as differences in manufacturing processes influ drying and cooking may be energy-intensive, and others like fruit and vegetable processing generate high volumes of by therefore appear to perform poorly on a metric when actually they can be achieving a high level of performance for their oper good performance on the metrics may actually be inefficient. However, while it makes sense to identify patterns within groups of the metrics, so as to eliminate process influences, resul that, overall, manufacturing efficiency issues have a greater influence on each metric than does the type of manufacturing pr However, while it makes sense to identify patterns within groups of the metrics, so as to eliminate process influences, resul that, overall, manufacturing efficiency issues have a greater influence on each metric than does the type of manufacturing pr environmental performance are also the top performers in most metrics. The charts provide a picture of your company’s current performance on 19 key indicators. Conducted on an annual basis, these track the company’s continuous improvement. 3. Assess your company's environmental management practices and systems On the EMP Sheets you assess your company’s level of performance in 17 areas of organisational practices and systems, guide performance for each. You then insert your assessment of your company’s level of performance onto a chart which already show area. A. Go to the ‘EMP Home’ sheet. B. Progressively ‘click’ on each question line. C. Follow the instructions on the page and use the ‘drop down’ arrow at the right of the data box and enter a level which mat Enter your selected level from Level 0 to Level 4 - the default value is set to Level 0). D. As each sheet is completed, ‘click’ on the ‘EMP Home’ link at the top of the page to return to the ‘EMP Home’ sheet. E. Repeat steps A to D for all of the questions. Results of this set of charts are likely to be influenced by company size as smaller companies may not require formal structu Although this organisational practice data is quite independent of the manufacturing operation data gathered in the questionn levels of performance in the questionnaire items usually also achieve high scores within the organisational practice schedule Although companies need not score the highest levels in the organisational practice schedule to be good environmental perform at the lowest two levels of organisational practice certainly struggle to achieve effective environmental management. Completion of these charts presents you with a picture of your company’s current performance on a further 17 key indicators. charts of key performance indicators track the company’s continuous improvement. Do we need to complete all the charts? Investigation of some issues can require you to examine multiple charts. The completed set of charts provides your company w your operation. However, if at first you lack the resources to generate a complete set, the following sub can provide you with a general guide to your company’s most likely improvement opportunities: Energy consumption per tonne of production (Q9 & Q18) Waste water disposal as a proportion of incoming water (Q10 & Q24) Uptime as a proportion of total production (Q16 & Q17) Proportion of employees in formal problem-solving groups (Q2 & Q8) Proportion of staff with responsibility for environmental issues (Q2 & Q3) Environmental policy (EMP1) Environmental planning: Environmental management program (EMP5) Implementation and operation: Structure and responsibility (EMP6, EMP7 & EMP8) Subsequent steps Identify opportunities Analysis of a number of the benchmarking charts will reveal areas where performance can be improved. Company employees a to improve performance I these areas. Prepare a waste management plan The waste management plan is an action plan to take up the opportunities identified in the benchmarking. Guidelines for prep beyond the scope of the booklet but are available from the Department of State and Regional Development. The key steps in pr Assess wastes by measuring eh wastes in areas where opportunities have been identified. Set objectives and specific process improvement targets and action plans. The waste management plan team in consultation wi Plan the implementation program as a schedule of actions to meet the specific targets established, including allocation of re programs and monitoring systems. Document the plan within the following sections: Scope and background Structure and responsibilities Structure and responsibilities Policies Targets and objectives Action Plans Procedures Management system for improvement actions Monitoring program Regular audits Review and update procedures Implement the waste management plan Implement the documented plan. Record performance against expectations. Periodically review and update the plan to achieve IIRD Contacts: Metropolitan based plants: Andrew Tytherleigh (03) 9651 9476 or email: andrew.thytherleigh@iird.vic.gov.au Regional based plants: Paul Vellacott (03) 9655 6374 or email: paul.vellacott@iird.vic.gov.au. have downloaded.) d contains a simple instruction on how to start the process. ndividual question sheets. ges of Key Performance Indicators (KPIs) which are the results calculated from ividual Environmental Performance Indicator sheets where your company’s level of et which display the results calculated from the data entered into the question _ e’ sheet which display the questions to be answered and provide the spreadsheet y’s level of performance, compared with a sample group of companies. s the given questions. The program will automatically calculate metric data on your ects you where the data is likely to be held in your company. Take care to ensure that king comparisons may be invalid. the page to return to the ‘Questions Home’. alculate your company’s KPI data to produce 19 benchmarking charts which also show companies previously assessed, for each KPI ‘click’ on the KPI descriptor and you _ s as differences in manufacturing processes influence scores. Some activities such as e processing generate high volumes of by-product and waste. Some companies can ving a high level of performance for their operation; while companies with apparently so as to eliminate process influences, results from benchmarked companies indicate metric than does the type of manufacturing process. Overall, companies with high so as to eliminate process influences, results from benchmarked companies indicate metric than does the type of manufacturing process. Overall, companies with high indicators. Conducted on an annual basis, these charts of key performance indicators as of organisational practices and systems, guided by a description of four levels of el of performance onto a chart which already shows other companies’ levels for that ht of the data box and enter a level which matches one of the levels described. (NB: page to return to the ‘EMP Home’ sheet. ler companies may not require formal structures to achieve high levels of performance. uring operation data gathered in the questionnaire, companies with the highest overall es within the organisational practice schedule. ctice schedule to be good environmental performers, companies recording performance effective environmental management. nt performance on a further 17 key indicators. Conducted on an annual basis, these ompleted set of charts provides your company with a strong basis for fully understanding ete set, the following sub-set of charts are good overall indicators of performance, and nmental policy (EMP1) mance can be improved. Company employees are often already aware of opportunities tified in the benchmarking. Guidelines for preparing waste management plans are and Regional Development. The key steps in preparing a waste management plan are: waste management plan team in consultation with management will develop these. targets established, including allocation of resources, communication and training Periodically review and update the plan to achieve optimal outcomes. Operational Performance Questions Summary List of Operational Performance Questions How many people (full-time equivalent) were employed in manufacturing and support functions on site? How many people (total number of people) were employed in manufacturing and support functions on site? How many people had environmental functions as part of their duties ? How many people received environmental training? What was the total time (in person days) spent on environmental training? What was the total number of days’ training for all existing employees? How many manufacturing and support employees ceased employment on the site and were replaced? How many employees were involved in formal problem-solving groups? How much energy was consumed on site for manufacturing operations …and at what cost How much water was brought into the site for manufacturing operations ...and at what cost How many of your suppliers have you assessed for environmental performance? How many environmental improvement proposals were received from employees? How many production and support staff took part in environmental programs such as recycling? How many production and support staff took part in environmental programs such as recycling? For how many hours in the last year did the plant manufacture your top five products? What production losses occurred in your top five products? What is the maximum manufacturing rate that was sustained for a period of at least 24 hours at your site? What was your total (net) plant production ? What was the total amount of rework? What was the total amount of scrap product? Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q9 Q10 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 What was the total amount of downgraded product? Specify the quantity and cost of materials (including packaging but excluding water and Q22 energy) required for all manufacturing on-site. What was the total annual cost of manufacturing for the site? Include all materials, energy, Q23 labour, equipment depreciation, etc – the total ex-factory cost of goods. Q24summ What was the total annual cost of your waste treatment and disposal? Q24a Q24b Q24c Q24d Q25 Q26 Cost of waste water Cost of sludge Cost of solid waste Cost of by-products What was the total volume of your greenhouse gas emissions? What was the cost of labour, training and administration for environmental functions? ary 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 MJ $0 0 ML $0 0 0 0.0 0.0 0 hrs 0 hrs 0.0% 0T 0T 0T 0T $0 $0 $0 $0 $0 $0 $0 0 $0 Key Performance Indicators - Summary List of Key Performance Indicators KP1 KP2 KP3 KP4 KP5 KP6 KP7 KP8 KP9 KP10 KP10 KP11 KP12 KP13 KP14 KP15 KP16 KP17 KP18 KP19 Cost of energy as a proportion of total manufacturing cost (%) Cost of waste treatment and disposal as a proportion of total manufacturing cost (%) Energy consumption per tonne of production (MJ/t) Water consumption per tonne of production (kL/t) Waste water disposal per tonne of production (kL/t) Waste water disposal as a proportion of incoming water (%) Greenhouse gas emissions per tonne of production (kgCO2/t) Production line change-over time (mins) Manufacturing output per employee ($) Uptime as a proportion of total production (%) Recalculated Uptime (%) Rework as a proportion of total production (%) Downgraded product as a proportion of total production (%) Scrap product as a proportion of total production (%) Staff turnover rate (%) Number of training days per employee Proportion of employees in formal problem-solving groups (%) Proportion of staff with responsibility for environmental issues (%) Number of environmental improvement suggestions per 1000 employees Proportion of employees participating in environmental programs (%) ry #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! kgCO2/t 0 mins #DIV/0! 0.0% 0.0% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! sugst/emp days/emp MJ/t kL/t kL/t Environmental Management Performance Summary List of Environmental Management Performance Indicators EMP1 EMP2 EMP3 EMP4 EMP5 EMP6 EMP7 EMP8 EMP9 EMP10 EMP11 EMP12 EMP13 EMP14 EMP15 EMP16 EMP17 Environmental Policy Environmental assessment of site operations Legal and regulatory requirements Environmental objectives and targets Environmental management programs Structure and responsibility Training, awareness and competence Communication EMS documentation EMS document control Operational control Emergency preparedness and response Monitoring and measurement Employees are not aware of the need to report environmental incidents and nonconformances. Records EMS audit Continuous Improvement ry Level 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Benchmarking the Company’s Operational Performance Performance Indicator 1 of 19 Cost of energy as a proportion of total manufacturing cost (%) Formula: 100 x sum of energy costs (Q9) / cost of manufacturing (Q23) ##### Ecofoods example: 100 x $565,000 / $5,332,500 = 10.6% Commentary on this performance indicator Efficient use of energy minimises costs and also reduces greenhouse gas emissions. The lower the proportion of energy costs to total manufacturing costs, the better the environmental and production performance of the company. However, the proportion of total manufacturing cost spent on purchasing energy depends on energy type, the nature of the manufacturing process, and manufacturing efficiency. Energy-saving initiatives now implemented by Australian companies that have taken part in the Department of State and Regional Development’s Benchmarking program include installation of: * insulation (nearly all companies) * variable speed drives (nearly all companies) * heat-recovery systems (nearly all companies) * lighting control (most companies) * energy monitoring and analysis systems (most companies) * energy-efficient lighting hardware (most companies) mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 2 of 19 Cost of waste treatment and disposal as a proportion of total manufacturing cost (%) Formula: 100 x sum of all waste treatment and disposal costs (Q24) + cost of labour for environmental functions (Q26) cost of manufacturing for the site (Q23) ##### Ecofoods example: 100 x [($15,000 + $10,000 + $2000 + $5,000) +$92,500] / $5,332,500 = 2.3% Commentary on this performance indicator Waste streams include trade waste to sewer, other prescribed wastes, solid and sludge wastes to landfill, waste streams that are recycled and waste streams that are used by a third party (such as for animal food). The cost of all lost raw materials, manufacturing time, energy and labour – including the cost of manufacturing downgraded or scrapped product – has to be captured in the company’s real cost of waste. However, the calculation for this item does not reflect the real cost of waste to companies whose waste streams are taken on by a third party at zero or negligible cost. Such waste streams often contain a significant proportion of raw materials or partially processed product, the value of which is not captured as a waste disposal cost. Because best-practice organisations recognise that waste disposal is only a small part of the real cost of waste to the company, they install programs to mance KPI Home r for environmental functions (Q26) / ## 32,500 = 2.3% Benchmarking the Company’s Operational Performance Performance Indicator 3 of 19 Energy consumption per tonne of production (MJ/t) Formula: Energy usage in MJ (Q9) / tonnes of production (Q18) ##### Ecofoods example: 153,651,400 MJ / 27,500 tonnes = 5,587 MJ/t Electricity: 1,000,000 kW.h x 3.6 = 3,600,000 MJ Natural gas: 150,000 GJ x 1000 = 150,000,000 MJ LPG: 20 kL x 25,700 = 514,000 MJ Total: 153,651,400 MJ 154,114,000 MJ / 27,500 tonnes = 5,604 MJ/t Note: Conversions to MJ units are peformed in Q9 according to the following formula: For electricity: kW.h x 3.6 For natural gas: GJ x 1,000 For LPG: kL x 25,700 For diesel: kL x 38,600 For petrol: kL x 34,200 For briquettes: tonnes x 22,100 Commentary on this performance indicator The lower a company’s energy usage per tonne of product, the lower its levels of waste and the higher its operational performance. Energy usage rates in the Australian food manufacturing industry are generally lower than those in the United States food manufacturing industry, and so more efficient. This measure is a valuable metric for an individual company to track its efficiency across time. Be wary, however, of comparing energy consumption per tonne mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 4 of 19 Water consumption per tonne of production (kL/t) Formula: 1,000 x sum of water consumption (Q10) / tonnes of production (Q18) ##### Ecofoods example: 1,000 x (100 ML + 3000 ML ) / 27,500 tonnes = 112 kL/t Commentary on this performance indicator Most food manufacturing companies are large consumers of water. Water is used to clean equipment, wash raw materials, generate steam and, in some instances, manufacture product. Total incoming water is reported in kL (kilolitres) per tonne of production. Water that is reused is not ‘counted’ again, so any water extracted from raw materials and then reused on site does not appear in this calculation. Nor does reused waste water. This measure is a valuable metric for an individual company to track its efficiency across time. Be wary, however, of comparing water consumption per tonne of product across sites as some types of manufacturing processes require more water than others. As well as reducing the cost of purchasing water, minimising water consumption reduces operating costs and reduces waste disposal costs. The lower a mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 5 of 19 Waste water disposal per tonne of production (kL/t) Formula: 1000 x volume on-site and off-site waste water disposal (Q24a but excluding first item) / tonnes of production ##### Ecofoods example: 1,000 x 190 ML / 27,500 tonnes = 6.9 kL/t Commentary on this performance indicator Waste water disposal can be costly, particularly if it has high salt or nutrient loadings which usually incur a higher fee for disposal. The lower a company’s proportion of disposed waste water per tonne of production, the higher its operational performance and the higher its environmental management performance. mance KPI Home ing first item) / tonnes of production ## Benchmarking the Company’s Operational Performance Performance Indicator 6 of 19 Waste water disposal as a proportion of incoming water (%) Formula: 100 x on-site and off-site waste water disposal (Q24a but excluding first item) / sum of water brought into site ##### Ecofoods example: 100 x 190ML / 3,000ML = 6% Commentary on this performance indicator Incoming water is used in manufacturing the company’s products, in steam losses, in water lost to storm water drains. Some incoming water is later disposed of as waste. Extraction of water from raw materials is not included within this calculation as incoming water. Extracted water is, however, often disposed of as waste. The score for this performance indicator can therefore be higher than 100% for companies that extract from their raw materials. Increasing the reuse of waste water within the site reduces the level of incoming water required and also the level of water to be disposed. Half of all companies participating in the Department of State and Regional Development’s Benchmarking study reused waste water within their manufacturing facility. The lower a company’s level of waste water disposal as a percentage of its incoming water, the higher its operational performance and the higher its environmental management performance. mance KPI Home em) / sum of water brought into site ## Benchmarking the Company’s Operational Performance Performance Indicator 7 of 19 Greenhouse gas emissions per tonne of production (kgCO2/t) Formula: 1000 x CO2 emissions (Q25) / tonnes of production (Q18) ##### Ecofoods example: 1,000 x 10,208 tonnes / 27,500 tonnes = 371 kg CO2/t Commentary on this performance indicator Energy consumption is a major source of greenhouse gas emissions by the food manufacturing industry. Introduction of measures such as a carbon tax could increase costs to manufacturing industry by increasing the price of energy. This calculation covers only direct on-site emissions of CO2 and CO2 emissions from energy consumed on site. Other than for energy, off-site emissions (e.g. methane from anaerobic lagoons or from a company truck fleet) are not included. Nor are on-site or off-site sinks that companies can use, in programs such as Greenhouse Challenge (www.greenhouse.gov.au) to offset emissions. As the mean level of emissions is skewed by a few high emitters of CO2, a median value has been used instead. The variability in emissions is due in part to variability in manufacturing processes and in weight of product. The lower a company’s greenhouse gas emissions mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 8 of 19 Production line change-over time (mins) Formula: Average of production lines change-over times (Q14c) For your company: minutes Ecofoods example: (95 minutes + 55 minutes) / 2 = 75 minutes Commentary on this performance indicator Although no manufacturing occurs during change-over times, costly energy is still being consumed and nonproduction wastes are still being created within the plant. Best-practice manufacturing companies make considerable effort to improve plant efficiency through minimising the time spent on production-line changeovers. Many food manufacturing companies have to undertake a cleaning cycle at product change-over. Best-practice companies minimise the duration of such cleaning cycles while continuing to ensure hygiene standards. The shorter a company’s change-over time, the better its environmental performance in waste water disposal, greenhouse gas emissions, employee participation and overall operational performance. mance KPI Home 0 Benchmarking the Company’s Operational Performance Performance Indicator 9 of 19 Manufacturing output per employee ($) Formula: Cost of manufacturing for the site (Q23) / number of employees (full-time equivalent) (Q1) ##### Ecofoods example: $5,332,500 / 32 people = $166,641 / person Commentary on this performance indicator Companies with relatively few employees tend to have higher output per employee. Manufacturing output, rather than sales, is used to calculate the value derived from the site, as government taxing and company on-selling the product to other parts of their organisation prevent sales being directly comparable across companies and sites. In general, the higher the manufacturing output per employee, the more labour efficient the manufacturing operation; and the higher the level of manufacturing output per employee, the higher the level of overall operational performance. While no relationship has been identified between higher rates of manufacturing output per employee and higher environmental management performance, lower rates of manufacturing output per employee are associated with lower environmental management performance. mance KPI Home equivalent) (Q1) ## Benchmarking the Company’s Operational Performance Performance Indicator 10 of 19 Uptime as a proportion of total production (%) Formula: Percentage of time manufacturing first quality product at maximum sustainable rate (Q17) Recalculate uptime to omit time lost through no demand / plant shutdown Formula: Percentage of time manufacturing first-quality product at maximum sustainable rate (Q17) / 100 percentage of time lost to no demand/shutdown (Q16: final item) For your company: Uptime from Question 17 = % For your company: Recalculated Uptime = % uptime / (100% - % no demand) = % Ecofoods example: $5,332,500 / 32 people = $166,641/ person Commentary on this performance indicator Companies with relatively few employees tend to have higher output per employee. Manufacturing output, rather than sales, is used to calculate the value derived from the site, as government taxing and company on-selling the product to other parts of their organisation prevent sales being directly comparable across companies and sites. In general, the higher the manufacturing output per employee, the more labour efficient the manufacturing operation; and the higher the level of manufacturing output per employee, the higher the level of overall operational performance. While no relationship has been identified between higher rates of manufacturing output per employee and higher environmental management performance, lower rates of manufacturing output per employee are associated with lower environmental management performance. mance KPI Home nable rate (Q17) nable rate (Q17) / 100 0 0 no demand) = % Benchmarking the Company’s Operational Performance Performance Indicator 11 of 19 Rework as a proportion of total production (%) Formula: 100 x tonnes of rework (Q19) / total plant production (Q18) ##### Ecofoods example: 100 x 600 tonnes / 27,500 tonnes = 2.2% Commentary on this performance indicator Rework is the remanufacture of partially finished, or final, product to meet product specification. Organisations unable to rework their product must scrap or downgrade any product that is outside specifications. While rework generally constitutes wasted manufacturing time, wasted energy and wasted labour, it also covers the reworking of end-of-batch product which could not be packaged and which is reworked in the next production cycle rather than entering a waste stream. The lower a company’s rework rates, the higher its operational performance and the higher its environmental management performance. Bestpractice manufacturing organisations seek to make first-quality product within specification all the time without the need for rework. mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 12 of 19 Downgraded product as a proportion of total production (%) Formula: 100 x downgraded product (Q21) / total plant production (Q18) ##### Ecofoods example: 100 x 100 tonnes / 27,500 tonnes = 0.4% Commentary on this performance indicator Downgraded production represents waste, as the product did not meet specification. Downgraded production represents loss of income and, often, failures within the manufacturing process. A limited relationship has been identified between higher levels of downgraded production and poorer operational performance. The lower a company’s rate of downgraded product, the higher its ranking in a number of areas of environmental management performance. mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 13 of 19 Scrap product as a proportion of total production (%) Formula: 100 x scrapped product (Q20) / total plant production (Q18) ##### Ecofoods example: 100 x 1,100 tonnes / 27,500 tonnes = 4% Commentary on this performance indicator Scrap product is product for which the full cost of manufacturing is incurred but from which no value is derived. Scrap product usually incurs a disposal cost. Clearly manufacturing organisations wish to avoid producing product that is scrapped. The higher a company’s rate of scrap production, the lower its operational performance and the lower its ranking in a number of areas of environmental management performance. mance KPI Home ## Benchmarking the Company’s Operational Performance Performance Indicator 14 of 19 Staff turnover rate (%) Formula: 100 x employees replaced (Q7) / number of people employed (total number of people) (Q2) ##### Ecofoods example: 100 x 3 people replaced / 42 employees = 7% Commentary on this performance indicator The staff turnover rate is the number of new staff that have replaced existing staff, expressed as a percentage of the total number of employees. The lower a company’s staff turnover rate, the higher its operational performance and the higher its environmental management performance. mance KPI Home er of people) (Q2) ## Benchmarking the Company’s Operational Performance Performance Indicator 15 of 19 Number of training days per employee Formula: Total days training (Q6) / number of people employed (total number of people) (Q2) ##### Ecofoods example: 11 days / 42 employees = 0.3 days Commentary on this performance indicator The higher a company’s training rate, the higher its operational performance and the higher its environmental management performance. (However, high levels of training were not associated with higher environmental management performance in the Department of State and Regional Development’s Benchmarking program. mance KPI Home ople) (Q2) ## Benchmarking the Company’s Operational Performance Performance Indicator 16 of 19 Proportion of employees in formal problem-solving groups (%) Formula: 100 x number of employees in formal problem-solving groups (Q8) / number of people employed (full-time equivalent) (Q1) ##### Ecofoods example: 100 x 16 employees / 32 employees = 50% Commentary on this performance indicator Formal problem-solving groups are those that have been organised by the company to address issues. The higher a company’s rate of employee participation in formal problem-solving groups, the higher its operational performance and the higher its environmental management performance. Companies with low rates of employee participation in formal problem-solving groups recorded mixed levels performance in both operations and environmental management. mance KPI Home ber of people employed (full-time ## Benchmarking the Company’s Operational Performance Performance Indicator 17 of 19 Proportion of staff with responsibility for environmental issues (%) Formula: 100 x number of people with environmental functions as part of their duties (Q3) / number of people employed time equivalent) (Q1) ##### Ecofoods example: 100 x 3 employees / 32 employees = 9% Commentary on this performance indicator The higher a company’s proportion of staff responsible for environmental issues the higher its operational performance and the higher its environmental management performance. mance KPI Home s (Q3) / number of people employed (full- ## Benchmarking the Company’s Operational Performance Performance Indicator 18 of 19 Number of environmental improvement suggestions per 1000 employees Formula: 1,000 x number of environmental improvement suggestions (Q12) / number of people employed (full-time equivalent) (Q1) ##### Ecofoods example: 1,000 x 4 suggestions / 32 employees = 125 Commentary on this performance indicator The higher a company’s rate of environmental suggestions from employees, the higher its operational performance and the higher its environmental management performance. mance KPI Home er of people employed (full-time ## Benchmarking the Company’s Operational Performance Performance Indicator 19 of 19 Proportion of employees participating in environmental programs (%) Formula: 100 x number of employees participating in environmental programs (Q13) / number of people employed (fullequivalent) (Q1) ##### Ecofoods example: 100 x 10 participants / 32 employees = 31% Commentary on this performance indicator The definition of an environmental program is broadly interpreted. The higher a company’s rate of employees participating in environmental programs, the higher its operational performance. Links with environmental management performance are, however, unclear. mance KPI Home 3) / number of people employed (full-time ## Collect Data on your Operational Performance Operational Performance Question 1 of 26 How many people (full-time equivalent) were employed in manufacturing and support functions on site? Calculations for your site 0.0 Category No of People Example 25 operators (20 full-time, 10 half-time) 1 manufacturing manager 1 raw materials purchaser 0.5 cleaner (1 half-time) 3 casual people (6 people for half a year) 1 maintenance worker (2 positions, both half-time) 0.5 contract maintenance worker (1 half-time) Total: 32 people (full-time equivalent) Total Full time equivalent 0.0 Operational Performance Questions Home manufacturing and support functions on site? Operational Performance - People with responsibility for manufacturing or personnel functions are likely to have this information. - This calculation should cover an annual period. - Include all people involved in manufacturing and functions that support manufacturing on site (e.g. managers, operators, purchasing, cleaning and maintenance personnel). - Do not include personnel involved in marketing or support functions that could be performed off site. - Include contractors only if they were on site for more than 50% of the time. Include casual, part-time and seasonal workers by converting them to full-time equivalents (e.g. a casual worker employed for 3 months on a 4 hour per day basis is equivalent to 3/12 months x 4/8 hours = 1/8 of a full-time person). Collect Data on your Operational Performance Operational Performance Question 2 of 26 How many people (total number of people) were employed in manufacturing and support functions on site? Calculations for your site 0.0 Category No of People Example 30 operators (20 full-time and 10 half-time) 1 manufacturing manager 1 raw materials purchaser 1 cleaner (half-time) 6 casual positions (all for half a year) 2 maintenance positions (both half-time) 1 contract maintenance (half-time) Total: 42 people Total 0.0 Do not convert to full time equivalent Operational Performance Questions Home d in manufacturing and support functions on site? Operational Performance - People with responsibility for manufacturing or personnel functions are likely to have this information. - This calculation should cover an annual period. - Include all people involved in manufacturing and functions that support manufacturing on site. - Do not include personnel involved in marketing or support functions that could be performed off site. - Include contractors only if they were on site for more than 50% of the time. - Include casual and seasonal workers if they are occupying a position but not if they are relieving an absent person. - Do not convert to full-time equivalents (e.g. 2 half-time people = 2 positions. Collect Data on your Operational Performance Operational Performance Question 3 of 26 How many people had environmental functions as part of their duties ? Calculations for your site 0.0 Category No of People Example 1 site environmental manager (25% of duties) 1 person involved with solid waste disposal (50% of duties) 1 person operating the waste water treatment system (75% of duties) Total: 3 people Total 0.0 Do not convert to full time equivalent Operational Performance Questions Home their duties ? Operational Performance - People responsible for manufacturing and personnel functions are likely to have the information. - These duties may be in job descriptions. - This calculation should cover an annual period. - Include those concerned with waste, energy management and monitoring environmental effects. - Do not convert to full-time equivalents. Collect Data on your Operational Performance Operational Performance Question 4 of 26 How many people received environmental training? Calculations for your site 0.0 Category No of People Example 1 site environmental manager attended environmental workshop 1 person received on-site training for the waste water treatment system Total: 2 people Total 0.0 Do not convert to full time equivalent Operational Performance Questions Home Operational Performance - People with responsibility for environmental or personnel functions are likely to have this information. - This calculation should cover an annual period. - Include training in waste handling, energy efficiency management and monitoring emissions. - Do not convert to full-time equivalents. Collect Data on your Operational Performance Operational Performance Question 5 of 26 What was the total time (in person days) spent on environmental training? Calculations for your site 0.0 Category Person Days Example 1 site environmental manager attended 2-day environmental workshop 1 person received on-site training for the waste water treatment system for 3 days Total: 5 days Total days 0.0 Operational Performance Questions Home mental training? Operational Performance People with responsibility for environmental or personnel functions are likely to have this information. - This calculation should cover an annual period. - Calculate number of days of environmental training x number of people involved in environmental training course #1 x number of days in course #1 + Number of people involved in environmental training course #2 x number of days in course #2 + etc. Collect Data on your Operational Performance Operational Performance Question 6 of 26 What was the total number of days’ training for all existing employees? Calculations for your site 0.0 Categories Days Example 1 site environmental manager attended a 2-day environmental workshop 1 person received 3 days of on-site training for the waste water treatment system 5 people attended a 1-day computer course 1 person (in manufacturing) attended a 1-day tax workshop Total: 11 days Total days 0.0 Operational Performance Questions Home g employees? Operational Performance People with responsibility for personnel functions are likely to have this information. - This calculation should cover an annual period. - Include all formal and informal training programs for all employees and contractors. - Convert each 8 hours of training into 1 day. Collect Data on your Operational Performance Operational Performance Question 7 of 26 How many manufacturing and support employees ceased employment on the site and were replaced? Calculations for your site 0.0 Category No of People Example 2 operators resigned and were replaced 1 secretary to the manufacturing manager was dismissed and was replaced Total: 3 people Total people 0.0 Operational Performance Questions Home employment on the site and were replaced? Operational Performance People with responsibility for personnel functions are likely to have this information. - This calculation should cover an annual period. - Include new employees who replaced others if positions were redefined. - Exclude casual and seasonal employees. - Include new employees who filled a position following resignation. - Include replaced contractors if they were on site for more than half the year. Collect Data on your Operational Performance Operational Performance Question 8 of 26 How many employees were involved in formal problem-solving groups? Calculations for your site 0.0 Category No of People Example 5 people in a group to improve boiler efficiency 3 people in a group to reduce packaging line failure 8 people in a team to improve quality from line 1 Total: 16 people in formal problem-solving groups Total people 0.0 Operational Performance Questions Home olving groups? Operational Performance People with responsibility for manufacturing functions are likely to have this information. - This calculation should cover an annual period. - A formal problem-solving group could be a weekly morning meeting or a team set up specifically to improve performance of a piece of equipment. The purpose of the meeting must be to resolve issues. - Do not include informal gatherings at lunch time during which a range of issues may be discussed. - Include casual and seasonal employees. - Include contractors. - Include all other employees involved with manufacturing. - If employees are in more that one group, count them only once. Collect Data on your Operational Performance Operational Performance Question 9 of 26 How much energy was consumed on the site for manufacturing operations, and at what cost? Calculations for your site $0 0 MJ Quantity Electricity eg 1,000,000kW Natural Gas eg 150,000 GJ LPG eg 20kL Diesel 0 Petrol 0 Fossil Fuels 0 Total Unit Cost kW $60,000 GJ $50,000 kL $5,000 kL $0 $0 kL $0 $0 t $0 $0 $0 Conv to MJ for KP 3 0 3,600,000 MJ 0 150,000,000 MJ 0 51,400 MJ 0 - This information will be recorded on bills from energy suppliers. - The person responsible for purchasing may ha this information. Alternatively, the person responsible for accounts is likely to have this information. - This calculation should cover an annual period - Include supply charges as cost refers to the purchase price of the energy. - Exclude fuel for trucks operating off site. Note on measures 0 kWh kilowatt hours, a measure of electricity consumption. GJ Gigajoules, a measure of energy content. kL kilolitres (1000 litres), a measure of volume. LPG liquid petroleum gas t tonnes 0 0 MJ ional Performance Questions Home operations, and at what cost? Operational Performance This information will be recorded on bills from energy suppliers. The person responsible for purchasing may have this information. Alternatively, the person responsible for accounts is likely to have this information. This calculation should cover an annual period. Include supply charges as cost refers to the purchase price of the energy. Exclude fuel for trucks operating off site. Note on measures kWh kilowatt hours, a measure of electricity consumption. GJ Gigajoules, a measure of energy content. kL kilolitres (1000 litres), a measure of volume. LPG liquid petroleum gas t tonnes Collect Data on your Operational Performance Operational Performance Question 10 of 26 How much water was brought into the site for manufacturing operations, and at what cost? Calculations for your site 0 ML $0 Quantity potable (town) water eg 100ML water from other sources eg 3000ML Cost $50,000 $6,000 3,000 ML raw water is drawn from irrigation channel, measured by flow meter on pipe - This information will be recorded on the bills from the water authority. Do not include costs for disposal of waste water. - The person responsible for purchasing is likely to have this information. - Raw water will have to be pumped onto the site. If there are no records of the amount of water brought in, work out how long the pump was operating and the capacity of the pump. You may need to monitor the pump for a period to determine this number. - This calculation should cover an annual period. - Potable water is water of quality suitable for human consumption. It is delivered by pipe. - Other water, perhaps from a bore or a irrigation channe could require treatment. Do not include your on treatment costs. - ML is 1,000,000 litres or 1,000 kL. Total 0 ML $0 onal Performance Questions Home ations, and at what cost? Operational Performance nformation will be recorded on the bills from the water y. Do not include costs for disposal of waste water. erson responsible for purchasing is likely to have this water will have to be pumped onto the site. If there are rds of the amount of water brought in, work out how e pump was operating and the capacity of the pump. y need to monitor the pump for a period to determine calculation should cover an annual period. le water is water of quality suitable for human mption. It is delivered by pipe. water, perhaps from a bore or a irrigation channel, equire treatment. Do not include your on-site water 1,000,000 litres or 1,000 kL. Collect Data on your Operational Performance Operational Performance Question 11 of 26 How many of your suppliers have you assessed for environmental performance? Calculations for your site 0 Supplier Type Number Example 2 suppliers of vegetables assessed 0 suppliers of additives assessed 0 suppliers of packaging materials assessed 0 suppliers of cleaning chemicals assessed Total: 2 suppliers Total suppliers 0 Operational Performance Questions Home onmental performance? Operational Performance The person responsible for purchasing materials or environmental functions may have this information. - This calculation applies to a 5-year period. - An environmental performance assessment must be formalised to the extent that the results of the assessment are recorded. - Include only assessments conducted within the last 5 years. - Include individual farmers if they directly supply you with materials. Collect Data on your Operational Performance Operational Performance Question 12 of 26 How many environmental improvement proposals were received from employees? Calculations for your site 0 Proposal Type Number Example 1 proposal from engineer to improve boiler efficiency 3 proposals from operators to reduce wastage of vegetables Total: 4 proposals Total proposals 0 Operational Performance Questions Home eceived from employees? Operational Performance The person responsible for manufacturing or environmental functions may have this information. Sometimes these proposals are made at morning work meetings. Often this information is not recorded. - This calculation should cover an annual period. - An environmental improvement proposal is either an oral or written outline of a way to improve the environmental performance of the company. - Environmental improvement can relate to wastes, energy, heat, odour or emissions. Collect Data on your Operational Performance Operational Performance Question 13 of 26 How many production and support staff took part in environmental programs such as recycling? Calculations for your site 0.0 Category No of People Example 5 people in boiler efficiency improvement program 3 operators made proposals to reduce wastage of vegetables 2 people in a composting program Total: 10 people Total people 0.0 Operational Performance Questions Home onmental programs such as recycling? Operational Performance The person responsible for manufacturing or environmental functions may have this information. Often this information is not recorded. - This calculation should cover an annual period. - Production and support staff include all employees and contractors who were on site for more than half the year. - Environmental programs can relate to wastes, energy, heat, odour or emissions. Collect Data on your Operational Performance Operational Performance Question 14 of 26 - PLACEHOLDER How many production and support staff took part in environmental programs such as recycling? Calculations for your site 0.0 Category No of People Example 5 people in boiler efficiency improvement program 3 operators made proposals to reduce wastage of vegetables 2 people in a composting program Total: 10 people Total people 0.0 Operational Performance Questions Home onmental programs such as recycling? Operational Performance The person responsible for manufacturing or environmental functions may have this information. Often this information is not recorded. - This calculation should cover an annual period. - Production and support staff include all employees and contractors who were on site for more than half the year. - Environmental programs can relate to wastes, energy, heat, odour or emissions. Collect Data on your Operational Performance Operational Performance Question 15 of 26 For how many hours in the last year did the plant manufacture your top five products? Calculations for your site 0 Category Hours Example 2,000 hours production 500 hours unscheduled downtime for reactive maintenance 250 hours scheduled downtime for cleaning and scheduled maintenance (Note: 5,986 hours of plant shutdown) Total: 2,750 hours Total hours 0 Operational Performance Questions Home cture your top five products? Operational Performance The person responsible for manufacturing should have this information. If it has not been recorded some measuring may be required. -This calculation should cover an annual period. - Note that there are 8,736 hours (24 hours x 7 days x 52 weeks) in a year. - Include all hours of plant operation for manufacturing, scheduled and unscheduled downtime, cleaning, maintenance and change-overs while manufacturing the 5 major products. - If multiple lines are operating simultaneously, provide an average figure for the multiple lines. Collect Data on your Operational Performance Operational Performance Question 16 of 26 What production losses occurred in your top five products? Calculations for your site 0 Ecofoods Example: Downtime (as % of total time) Enter Downtime your site as % total (hours) time Scheduled downtime (periods of plant downtime scheduled at least one week ahead) Unscheduled downtime (periods of plant downtime not scheduled or scheduled less than one week ahead) Process-related loss (periods during which the manufacturing process operates at a rate less than its sustainable maximum rate of efficiency) Quality loss (periods during which plant product was outside targeted specification, including time spent on product that is marked down to a lower specification or rework) Change-over (transition) loss (periods spent changing from one product line to another, including time spent on cleaning during product change-over) No demand/manufacturing other products/plant shutdown (periods during which equipment is out of use for manufacturing your top five products, whether because of lack of market demand for the products, inability to access materials to manufacture the products, or for manufacturing other products) 7,336 / 8,736 = 84% 0 250 / 8,736 = 3% 0 500 / 8,736 = 6% 0 300 / 8,736 = 3% 0 100 / 8,736 = 1% 0 200 / 8,736 = 2% 0 5,986 / 8,736 = 69% Total annual downtime (hrs) 0 Operational Performance Questions Home Operational Performance The person responsible for manufacturing should have this information. If it has not been recorded some measuring may be required -This calculation should cover an annual period. - Account for every hour in the year to identify all losses in the system. Note that there are 8,736 hours (24 hours x 7 days x 52 weeks) in a year. - Where there are multiple manufacturing lines, select a representative line or the average performance of multiple lines. - Report your result as a percentage of the total time in the year. ods Example: ime (as % of / 8,736 = 84% Collect Data on your Operational Performance Operational Performance Question 17 of 26 What is the maximum manufacturing rate that was sustained for a period of at least 24 hours at your site? Calculations for your site 0.0 Example Your uptime (hours) Uptime (as % of total time) 1,400 / 8,736 = 16% Operational Performance Questions Home ned for a period of at least 24 hours at your site? Operational Performance The person responsible for manufacturing should have this information. If it has not been recorded some measuring may be required. - This calculation should cover an annual period. - Account for every hour in the year. Note that there are 8,736 hours (24 hours x 7 days x 52 weeks) in a year. - Where there are multiple manufacturing lines, select a representative line or the average performance of multiple lines. - Report your result as a percentage of the total time in the year. Collect Data on your Operational Performance Operational Performance Question 18 of 26 What was your total (net) plant production ? Calculations for your site 0 Category Tonnes Production Example 10,000 tonnes vegetable soup 15,000 tonnes tomato sauce 2,500 tonnes BBQ sauce Total production: 27,500 tonnes Total tonnes 0 Operational Performance Questions Home Operational Performance The person responsible for manufacturing should have this information. - This calculation should cover an annual period. - Total plant production is the weight of net production. - Do not include the weight of packing. - Note that this is for all product, not only the top five products. - If your plant produces product that is measured as a volume, convert it to mass. - For liquids comprised largely of water, assume each litre has a mass of 1 kg (each ML will have a mass of 1000 tonnes). Collect Data on your Operational Performance Operational Performance Question 19 of 26 What was the total amount of rework? Calculations for your site 0 Category Tonnes Rework Example 500 tonnes soup rework 100 tonnes sauce rework Total: 600 tonnes rework Total tonnes rework 0 Operational Performance Questions Home Operational Performance The person responsible for manufacturing should have this information. If the volume of rework has not been recorded, take sample measurements. - This calculation should cover an annual period. - Rework is product that has to be remanufactured either during or at the end of the manufacturing process. Report rework for total plant production. Collect Data on your Operational Performance Operational Performance Question 20 of 26 What was the total amount of scrap product? Calculations for your site 0 Category Tonnes Scrap Example 1,000 tonnes of soup scrap 100 tonnes of sauce scrap Total: 1,100 tonnes of scrap Total tonnes scrap 0 Operational Performance Questions Home Operational Performance The person responsible for manufacturing should have this information. If the volume of scrap has not been recorded, take sample measurements. - This calculation should cover an annual period. - Scrap product is the product that has been downgraded to nil or negligible value. - Report scrap for total plant production. Collect Data on your Operational Performance Operational Performance Question 21 of 26 What was the total amount of downgraded product? Calculations for your site 0 Product Amount Example 0 tonnes of downgraded soup product 100 tonnes of downgraded sauce product Total: 100 tonnes of downgraded product Total tonnes downgraded product 0 Operational Performance Questions Home Operational Performance The person responsible for manufacturing should have this information. If the volume of downgraded product has not been recorded, take sample measurements. - This calculation should cover an annual period. - Downgraded product is product that does not meet the required specification. This is sold for lesser value. Downgraded product does not include scrap product. - Report downgraded product for total plant production. Collect Data on your Operational Performance Operational Performance Question 22 of 26 Specify the quantity and cost of materials (including packaging but excluding water and energy) required for all manufa Calculations for your site $0 Material Quantity Cost Example 100,000 tonnes tomatoes $500,000 2,000 tonnes carrots $10,000 2,500 tonnes beans $12,500 500 tonnes spices $25,000 500 tonnes additives and preservatives $50,000 4,100 tonnes cans $150,000 100 tonnes cartons $15,000 Total: 109,700 tonnes $762,500 Total $0 ur Operational Performance Questions Home aging but excluding water and energy) required for all manufacturing on-site. Operational Performance The people responsible for manufacturing, purchasing or accounts should have this information. Records of this expenditure will be shown on invoices. matoes $500,000 nes $762,500 - This calculation should cover an annual period. - Include raw materials, additives, cans, cartons, bottles. - Do not include labour, electricity, gas, water. Collect Data on your Operational Performance Operational Performance Question 23 of 26 What was the total annual cost of manufacturing for the site? Include all materials, energy, labour, equipment depreciation, etc – the total ex-factory cost of goods. Calculations for your site $0 Cost Type Cost Example Materials: $762,500 Electricity: $60,000 Natural gas: $500,000 LPG: $5,000 Potable water: $50,000 Raw water: $5,000 Labour: $3,750,000 Depreciation: $200,000 Training: $5,000 Total: $5,332,500 Total $0 Operational Performance Questions Home site? Include all materials, energy, labour, equipment Operational Performance The people responsible for manufacturing and accounts will have this information. - This calculation should cover an annual period. - The total cost of manufacturing represents the total manufacturing cost to the operation. - Do not include marketing costs or transport costs of finished products to distributors. - Include all training costs related to manufacturing. Collect Data on your Operational Performance Operational Performance Question 24 of 26 (Summary) Comprises 24a, b, c, d What was the total annual cost of your waste treatment and disposal? Calculations for your site $0 Values from 24a-d 24a Cost of waste water 24b Cost of sludge 24c Cost of solid waste 24d Cost of by-products For Ecofoods examples see sub-parts 24a, b, c, d $0 $0 $0 $0 Total $0 Operational Performance Questions Home Operational Performance - This information may be difficult to secure if it has not routinely been collected. - Cost information should be available through invoices and bills records. - In some instances estimates may be required based on measurements over a short time period. - The purpose of this item is to capture data on all the waste streams at the site. - These calculations (a–d) should cover an annual period. - Exclude labour and capital costs from all items. - Include the cost of fees, materials and energy (e.g. Iandfill fees, cost of chemicals for a DAF unit, costs of operating pumps for waste treatment). Collect Data on your Operational Performance Operational Performance Question 24 (Part a) Volume and cost of waste water Calculations for your site (cost) $0 Volume (in ML) but excluding first item (this is required for KP 5) Quantity (ML) Cost Notes Volume and cost of on-site treatment of waste water Ecofoods example: Volume and cost of off-site disposal of waste water, where no licence is required (Include off-site irrigating or watering. Include costs of running equipment like filters, DAF units, lagoons, pH balancing. Do not include disposal costs. eg 190ML $15,000 operating costs (not including labour) Include waste water transported to off-site treatment facility. Include disposal to water course or drain if no licence is required. Do not include treatment costs. Do not include any on-site disposal n/a n/a Do not include treatment costs. Do not include any off-site disposal. n/a n/a Include disposal to water course if licence required. Include all off-site waste disposal where a licence or agreement is required – most waste-to-sewer requires a trade waste agreement. Do not include on-site treatment costs. Volume and cost of on-site disposal of waste water (Include irrigating or watering on site. Volume and cost of off-site disposal of waste water if licence required 190 ML water disposed with a trade waste agreement to sewer $10,000 charge Operational Performance Questions Home Operational Performance 0 Include costs of running equipment like filters, DAF units, lagoons, pH balancing. Do not include disposal costs. ing costs (not including labour) Include waste water transported to off-site treatment facility. Include disposal to water course or drain if no licence is required. Do not include treatment costs. Do not include any on-site disposal Do not include treatment costs. Do not include any off-site disposal. Include disposal to water course if licence required. Include all off-site waste disposal where a licence or agreement is required – most waste-to-sewer requires a trade waste agreement. Do not include on-site treatment costs. Collect Data on your Operational Performance Operational Performance Question 24 (Part b) Quantity and cost of sludge Calculations for your site $0 Quantity Cost Notes Quantity and cost of sludge disposal Ecofoods example: 5 tonnes/year sludge from DAF injected to pasture $2,000 Sludge is a semi-solid that often can be pumped. It does not fit within the above definitions of solid waste or liquid wastes. Operational Performance Questions Home Operational Performance Sludge is a semi-solid that often can be pumped. It does not fit within the above definitions of solid waste or liquid wastes. Collect Data on your Operational Performance Operational Performance Question 24 (Part c) Quantity and cost of solid waste Calculations for your site $0 Quantity Quantity and cost of disposal of unsorted solid waste Cost Notes Exclude prescribed wastes which require a licence or permit. Ecofoods example: Quantity and cost of disposal of solid prescribed waste (Prescribed wastes require a licence or permit.) n/a n/a Include waste water transported to off-site treatment facility. Include disposal to water course or drain if no licence is required. Do not include treatment costs. Do not include any onsite disposal Ecofoods example: Quantity and cost of disposal of paper and cardboard for recycling 20 tonnes/year prescribed solid waste $5,000 In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. 5 tonnes/year paper and cardboard no cost Ecofoods example: Quantity and cost of disposal of metal for recycling In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. n/a In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. Ecofoods example: Quantity and cost of disposal of plastics for recycling n/a Ecofoods example: Quantity and cost of disposal of wood for recycling n/a n/a In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. Ecofoods example: Quantity and cost of disposal of other recyclables n/a n/a In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. Ecofoods example: n/a n/a Operational Performance Questions Home Operational Performance Exclude prescribed wastes which require a licence or permit. Include waste water transported to off-site treatment facility. Include disposal to water course or drain if no licence is required. Do not include treatment costs. Do not include any onsite disposal In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. In many factories this has not been measured. You may need to record the number of truckloads over a period of time and convert that to an annual figure. Collect Data on your Operational Performance Operational Performance Question 24 (Part d) Volume and cost of by-products Calculations for your site $0 Quantity Volume of material sold as a by-product of the manufacturing process Ecofoods example: Volume of disposal of byproducts of the manufacturing process taken away at no cost Ecofoods example: Volume and associated cost of disposal of byproducts of the manufacturing process taken away at a cost Ecofoods example: n/a n/a n/a Cost n/a n/a n/a Operational Performance Questions Home Operational Performance By-products include all materials that are an outcome of manufacturing but not its primary purpose, e.g. stock food. Because by-products have use by another party, they are not ‘waste’ in the categories recorded above. Collect Data on your Operational Performance Operational Performance Question 25 of 26 What was the total volume of your greenhouse gas emissions? Calculations for your site 0 Emission source Question 9 answers x conversion factor Electricity 0 x 0.00134 = 0 tonnes CO2 1,000,000 kW.h x 0.00134 = 1,340 tonnes CO2 Natural Gas 0 x 0.0589 = 0 tonnes CO2 150,000 GJ x 0.0589 = 8,835 tonnes CO2 LPG 0 x 1.66279 = 0 tonnes CO2 20 kL x 1.66279 = 33 tonnes CO2 Diesel 0 x 2.43846 = 0 tonnes CO2 n/a Petrol 0 x 2.43646 = 0 tonnes CO2 n/a Fossil Fuels 0 x 2.2763 = 0 tonnes CO2 n/a ADD the following additional sources: Emissions from CO2 emitted directly on site, such as through fermentation (tonnes/year) Emissions from any methane emitted directly on site, such as through enter anaerobic digestion that is vented tonnes/year directly to the atmosphere methane (tonnes/year methane x 21) Total 0 tonnes CO2 (tonnes/year methane x 21) 0 - You have already provided total energy consumption information for the site in question These figures have been automatically included here, - Most sites do not emit methane. - The Greenhouse Challenge program conducte by the Australian Greenbouse Office (www.greenhouse.gov.au) provides a more detailed methodology for calculating greenhous gas emissions and sinks at manufacturing sites. -The purpose of Item 25 is to capture data on al the greenhouse gas emissions emitted at the sit and from electricity used by the site. - This calculation should cover an annual period - Exclude off of road transport. - Exclude carbon dioxide sinks such as wood lo tonnes CO2 ional Performance Questions Home Operational Performance 0 You have already provided total energy consumption information for the site in question 9. These figures have been automatically included 0 here, Most sites do not emit methane. 0 The Greenhouse Challenge program conducted by the Australian Greenbouse Office 0 (www.greenhouse.gov.au) provides a more detailed methodology for calculating greenhouse gas emissions and sinks at manufacturing sites. 0 The purpose of Item 25 is to capture data on all the greenhouse gas emissions emitted at the site 0 and from electricity used by the site. This calculation should cover an annual period. Exclude off-site emissions such as the operation of road transport. Exclude carbon dioxide sinks such as wood lots. Collect Data on your Operational Performance Operational Performance Question 26 of 26 What was the cost of labour, training and administration for environmental functions? Calculations for your site $0 Category Cost Example Environmental manager: $25,000 Solid waste disposal person: $20,000 Waste water treatment person: $40,000 Training: $2,500 for conference Administration: $5,000 Total: $92,500 Total $0 Operational Performance Questions Home or environmental functions? Operational Performance The people responsible for environmental functions and the accounts section are likely to have this information. nager: $25,000 sal person: $20,000 ment person: $40,000 or conference - This calculation should cover an annual period. - Include functions of waste reduction, waste handling, energy efficiency management and monitoring emissions. - Refers to all people on site. Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 1 of 17 Environmental Policy Assess the level of your performance Level 0 Environmental Policy Level 0 Level 1 Level 2 No corporate environmental policy has been prepared. A corporate environmental policy has been developed and adopted. In line with the corporate environmental policy, an environmental policy has been developed for each business unit/site to suit the nature and scale of its operations. The business unit/site environmental policy sets a framework for setting objectives and targets. The policy commits to legislative compliance and pollution prevention. The business unit/site environmental policy is communicated to all employees and included in inductions, and also to contractors and suppliers to the business unit/site. The policy is directed to continual improvement and to reducing wastes through cleaner production and waste minimisation practices. Policy targets go beyond compliance requirements. The business unit/site’s environmental policy is reviewed by the management team at least every two years. The policy is available to the public. The policy aims to achieve world’s best environmental practice. Level 3 Level 4 agement Performance EMP Home Environmental Policy Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 2 of 17 Environmental assessment of site operations Assess the level of your performance Level 0 Environmental planning Level 0 Level 1 No environmental assessment of the site has been undertaken. The site has had an internal review or a third-party environmental audit of the environmental impact of its activities, products and services. Issues identified in the site assessment/audit as having significant environmental impact have been reviewed by site personnel and recorded in a register. Level 2 Level 3 Procedures (self audits, inspections) are in place for continuing assessment of any significant environmental impact of site operations. Level 4 Procedures are in place for regularly updating environmental impacts of site operations, for inclusion in reviews of site objectives and targets. agement Performance EMP Home Environmental planning Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 3 of 17 Legal and regulatory requirements Assess the level of your performance Level 0 Environmental planning Level 0 Level 1 Relevant environmental legislation has not been fully identified. Relevant environmental legislationto the site has been Environmental legislation relevant is poorly listed. Information on this legislation is made accessible to employees are responsibility for it. Procedureswith in place for identifying and disseminating information on changes to environmental legislation. Requirements of environmental legislative are interpreted in terms of implications for the site. Level 2 Level 3 Compliance with environmental legislation is achieved and demonstrated in all areas. Related industry codes, standards, government policy and guidelines are identified. Level 4 The management team has a clear understanding of environmental legislation and government policy, including the impact on site operations. agement Performance EMP Home Environmental planning Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 4 of 17 Environmental objectives and targets Assess the level of your performance Level 0 Environmental planning Level 0 Level 1 Level 2 No environmental objectives and targets have been set. Environmental objectives and targets, linked to corporate policy, have been prepared at appropriate levels of management. Environmental objectives and targets deal with site Environmental objectives and targets are linked to the corporate budget. Environmental objectives and targets are linked to business unit/site policy Level 3 Environmental objectives and targets are communicated to the appropriate site personnel. Environmental objectives and targets are consolidated into key performance indicators. Targets and objectives are set at higher levels than compliance requires. Level 4 Environmental objectives and targets are reviewed annually. Targets and objectives are based on industry benchmarks and/or world’s best environmental practices. They are used to lift business unit/site performance. Ambitious reductions in waste generation are set. agement Performance EMP Home Environmental planning Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 5 of 17 Environmental management programs Assess the level of your performance Level 0 Environmental planning Level 0 Level 1 Level 2 No environmental management programs have been developed for the site. The site has developed an environmental program in line with its objectives and targets. Responsibilities for actions and completion dates are clearly allocated and accepted. The environmental program has been communicated to employees. Financial and physical resources have been allocated to the program. Level 3 The program is monitored at regular meetings of the management team to ensure its effectiveness. It is updated for new products and services or any other changes. Level 4 The environmental management program is reviewed annually. agement Performance EMP Home Environmental planning Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 6 of 17 Structure and responsibility Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Level 2 No person has been allocated the task of coordinating environmental management. An environmental management officer (or equivalent) has been appointed. The role, responsibility and authority of the environmental management officer has been defined and documented. Roles, responsibilities and authorities for all staff are defined and documented to facilitate effective environmental management. An effective method for delegating responsibility is in operation. Financial and physical resources are allocated. Level 3 Responsibilities for environmental performance are clearly communicated. Level 4 Responsibilities for environmental performance are reviewed annually. agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 7 of 17 Training, awareness and competence Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Level 2 Little or no formal or informal environmental training takes place. Environmental training needs have been identified through a needs analysis and stated in the environmental program. The site environmental management officer (or equivalent) has been adequately trained. Various training programs have been developed for induction and for each level of management, including the shop floor. There is training for general awareness and induction for all contractors. Level 3 Site-specific issues are included in environmental training. Training records are kept. The management team monitors the progress of the environmental training program . All relevant employees receive training in environmental aspects and impacts of their function. The effectiveness of individual training sessions is evaluated. A training needs analysis is conducted annually. The management team reviews the environmental training program at least annually. Level 4 agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 8 of 17 Communication Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Level 2 There is little or no communication among staff on environmental issues. There is some continuous communication among staff on environmental issues. Procedures are in place for reporting environmental concerns and performance to all levels of management. The agenda for regular management team meetings includes environmental issues. Level 3 Management team members are adequately trained in communication of environmental issues. Effective procedures are in place for communication on environmental matters with the compliance authorities. Effective procedures are in place for communication on environmental matters with other interested parties. Level 4 Effective procedures are in place for ensuring adequate and continuous communication with all relevant parties. Environmental performance reports are prepared for public availability. agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 9 of 17 EMS documentation Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Level 2 No EMS has been initiated. The site has compiled a list of core elements of an EMS. The site has developed EMS documentation. Level 3 EMS documentation for the site is related to other supporting documentation. Level 4 EMS documentation is reviewed by the management team at least annually and updated as required. agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 10 of 17 EMS document control Assess the level of your performance Level 0 Implementation and operation Level 0 EMS documentation is reviewed by the management team at least annually and updated as required. There is EMS document control. A formal EMS document control system is effectively utilised. Level 1 Level 2 Level 3 EMS document control is implemented through a management system. Level 4 EMS document control is audited and reviewed annually. agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 11 of 17 Operational control Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Little or no analysis has been undertaken to modify operational procedures to deal with the site’s environmental issues. Analysis shows which areas of the site’s operation require development of procedures for dealing with significant environmental impact. Procedures are in place to deal with any significant environmental impact of the site’s products, services and activities. Operating criteria are specified in the procedures. Work instructions, including those with environmental impact, are given before the commencement of a new task. These procedures and work instructions are communicated to relevant employees. Procedures are routinely implemented. Level 2 Level 3 Level 4 Procedures are reviewed at least annually. agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 12 of 17 Emergency preparedness and response Assess the level of your performance Level 0 Implementation and operation Level 0 Level 1 Level 2 No analysis of potential environmental emergency has been undertaken. Potential environmental emergency situations have been identified from the environmental assessment of the site. Procedures for environmental emergencies are included in the site’s emergency procedures. Environmental emergency procedures describe the roles and responsibilities of particular personnel. Adequate training to perform these roles is provided. Environmental emergency procedures are displayed. Employees and relevant contractors are aware of the environmental emergency procedures. Environmental emergency equipment is available and adequately maintained. Level 3 Local emergency authorities have been notified of the site’s environmental emergency procedures. Environmental emergency procedures have been tested or assessed according to a schedule. Environmental emergency procedures deal with all relevant aspects of identified environmental issues and impacts. The management team reviews environmental emergency procedures at least annually. Level 4 agement Performance EMP Home Implementation and operation Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 13 of 17 Monitoring and measurement Assess the level of your performance Level 0 Checking and corrective action Level 0 Level 1 Environmental monitoring is unsystematic and does not meet compliance requirements. Legal compliance requirements for environmental monitoring and measurement are documented. Environmental monitoring generally meets compliance requirements. Monitoring equipment is calibrated and maintained. A documented procedure for tracking environmental performance against the business unit/site’s objectives and targets is established. Records are kept for calibration. Level 2 Level 3 Results of environment monitoring procedures are reported and discussed at regular management team meetings. Level 4 Environmental monitoring procedures are reviewed for their adequacy annually. agement Performance EMP Home Checking and corrective action Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 14 of 17 Employees are not aware of the need to report environmental incidents and nonconformances. Assess the level of your performance Level 0 Checking and corrective action Level 0 Level 1 Level 2 No corporate environmental policy has been prepared. Employees are aware of the need to report all environmental incidents and nonconformances. All incidents and nonconformances are reported and effectively investigated. Near misses are investigated and documented. Responsibilities for corrective actions and completion dates are indicated on investigation forms. Level 3 The investigation system ensures that corrective actions are implemented within appropriate time frames. Procedures are in place for ensuring that corrective actions are effective. Level 4 The reporting and investigation system reviewed by the management team is reviewed at least annually. agement Performance EMP Home Checking and corrective action Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 15 of 17 Records Assess the level of your performance Level 0 Checking and corrective action Level 0 Level 1 There is no mandatory recording and reporting system on the site. The site has developed a list of mandatory recording and reporting requirements. The site maintains and retains all mandatory records and essential documentation of the environmental program. Level 2 Level 3 Procedures are in place for identification, maintenance and retention of all environmental records and documentation. Level 4 At least annually the management team reviews requirements for keeping administrative records. agement Performance EMP Home Checking and corrective action Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 16 of 17 EMS audit Assess the level of your performance Level 0 Checking and corrective action Level 0 Level 1 Level 2 No EMS audit is conducted. An EMS audit has been conducted. Scheduled EMS audits are regularly conducted. Suitably qualified people conduct EMS audits. Level 3 Audits are conducted by third parties at least once every three years. Level 4 Audits include preventive and corrective actions. The management team uses all audit results as part of its continuous improvement strategies. The management team reviews audits at least annually. agement Performance EMP Home Checking and corrective action Assessing and Benchmarking the Company’s Environmental Management Performance Environmental Management Performance Benchmark 17 of 17 Continuous Improvement Assess the level of your performance Level 0 Continuous improvement Level 0 Level 1 Level 2 There is no review of the EMS. Management informally reviews the EMS. A structured management review of the EMS includes its policy, objectives and targets. Level 3 The management review identifies areas of improvement and the root causes of any nonconformance. It also checks on the effectiveness of corrective actions and compares environmental performance with stated objectives and targets. Level 4 Management reviews are directed at achieving continuous improvement of site performance. Industry or peer-group comparisons are conducted. agement Performance EMP Home Continuous improvement