Do you really know your environmental impact?
Implementing an environmental management system in accordance with ISO 14001 is standard practice for many companies today. However, there is often a considerable gap between the mere existence of such a system and its actual effectiveness. The key to a functioning environmental management system lies in the systematic and complete identification of environmental aspects - a step that is often underestimated or treated superficially.
More than just collecting numbers
ISO 14001 requires much more than a simple list of emissions, waste or energy consumption. It requires companies to take a comprehensive and critical look at all their activities - both direct and indirect environmental impacts. This requirement goes far beyond what is practiced in many companies.
The difference between a truly effective environmental management system and a "paper tiger" lies precisely here: in the depth and systematic nature of the environmental aspect analysis. Only those who know and understand their actual environmental impact can manage, prioritize and achieve sustainable improvements.
The basis for strategic decisions
Companies that record their environmental aspects correctly create a solid basis for all further environmental management activities. You can:
- Setting sound prioritiesWhich environmental impacts are really relevant and should be addressed first?
- Derive realistic goals: Environmental targets based on actual impacts are achievable and measurable
- Recognize risks at an early stageCompliance risks, reputational risks and operational risks become visible before they become problems
- Using resources efficiently: Investments flow to where they bring the greatest environmental benefit
Companies that neglect this step, on the other hand, are often working into the blue. They may invest in measures that have little effect, while the really relevant environmental impacts remain undetected.
The typical pitfalls of environmental aspect identification
In practice, we repeatedly observe the same weaknesses in the identification of environmental aspects:
Tunnel vision for the obvious
Many companies limit themselves to the obvious aspects: Energy consumption, waste generation, perhaps water consumption. These areas are important and easy to measure - but they are often just the tip of the iceberg. If you stop here, you may overlook the really critical environmental impact of your company.
Lack of life cycle assessment
The environmental impact of a company is not limited to its own four walls. Raw material extraction, transportation, the use phase of products, end-of-life treatment - all of these are part of a complete consideration. But it is precisely this broader perspective that is often missing.
Neglect of the supply chain
Indirect environmental impacts caused by suppliers and service providers are often completely ignored. However, these can make up a significant proportion of the overall environmental impact - and they harbor both risks and potential for improvement.
Ignoring exceptional cases
Normal operating states are relatively easy to analyze. But what happens during malfunctions, maintenance work, start-ups or other exceptional situations? These exceptional situations are often overlooked, even though they often have a particularly high environmental impact.
Lack of updating
Environmental aspects are not static. New products, changed processes, different suppliers, new legal requirements - all of these can change the relevance of environmental aspects. However, many companies continue their original analysis for years without adapting it to the changed circumstances.
The systematic way to complete environmental aspects
But how can environmental aspects really be identified systematically and completely? Here are the most important steps:
- Structured process analysis
Start with a systematic consideration of all company processes. Not only the core processes, but also auxiliary processes, administration and external services. Each process should be examined for potential environmental impacts. - Taking a life course perspective
Expand your view beyond the boundaries of your company. Consider the entire life cycle of your products and services - from raw material extraction to disposal. - Consider different operating states
Analyze not only normal operation, but also start-up processes, maintenance times, malfunctions and other exceptional situations. This is often where the greatest environmental impact occurs. - Forming interdisciplinary teams
Bring different specialist areas to the table. Production, purchasing, development, quality - each area brings different perspectives and knowledge. - Using external expertise
Sometimes an outside perspective is helpful in identifying blind spots. External consultants or auditors can provide valuable input. - Establish regular reviews
Establish fixed cycles for reviewing and updating your environmental aspects. At least annually, better if there are significant changes in the company.
Evaluation and prioritization: The next decisive step
Identification alone is not enough. The environmental aspects identified must be evaluated and prioritized. Objective criteria need to be defined here:
- Magnitude of the environmental impact: What is the quantitative extent of the impact?
- Frequency of occurrenceHow often does the effect occur?
- Influenceability: To what extent can the company control the impact?
- Legal relevance: Are there legal requirements or is there a threat of tightening?
- Stakeholder interestsWhat significance do the effects have for customers, neighbors or other stakeholders?
From analysis to action
The systematic identification and evaluation of environmental aspects is not an end in itself. It forms the basis for all further steps in environmental management:
Derivation of environmental targets: Specific, measurable environmental targets can be derived from the key environmental aspects. These are no longer chosen arbitrarily, but follow a clear logic.
Development of programs of measures: The measures to achieve the objectives can be targeted at the areas where they will have the greatest impact.
Development of a monitoring systemThe relevant environmental aspects define what needs to be measured and monitored.
Risk managementIdentified environmental risks can be systematically assessed and minimized through appropriate measures.
Gut feeling or system?
The question that every company should ask itself is: How do we identify our environmental aspects? By gut feeling or by system?
Gut instinct may work for small, manageable companies with simple processes. But even for medium-sized companies, the complexity becomes so high that systematic approaches become indispensable. For large, internationally active companies, there is no alternative to a systematic approach anyway.
A systematic approach means:
- Structured procedure according to defined steps
- Documented methods and criteria
- Inclusion of all relevant areas and persons
- Comprehensible evaluation and prioritization
- Regular review and updating
Conclusion: The difference between appearance and reality
Having an environmental management system is one thing - filling it with life is another. The decisive difference between a functioning environmental management system and a "paper system" lies in the quality of the environmental aspect analysis.
Companies that take this step seriously and approach it systematically create decisive advantages for themselves: they know their real environmental impact, can manage it in a targeted manner, avoid risks and achieve real improvements. Not only are they better equipped for audits and compliance, they are also strategically better positioned for the growing demands of sustainable business.
The question is not whether you can afford the time for a systematic environmental aspect analysis. The question is whether you can afford not to do it.