ࡱ> }|5@pbjbj22 XX0$ ( ...l/</( zh0 1 1 1Z1uB2C\D02z4z4z4z4z4z4z${R9~Xz] S>uBSSXz 1Z1 zcccS  1: Z12zcS2zccdFt  xZ1\0 \_.`xwTx|z0zBxTax( (  x 3D*]Ic MP3D3D3DXzXz( ( d!.c"( ( .Guidelines for Environmental Management Implementation at Croatian Airports Andrina Taka  Croatia Airlines Ru~ica `kurla University of Zagreb Faculty of Transport and Traffic Engineering Vukelieva 4 10000 Zagreb Croatia Mirko Tatalovi Croatia Airlines Guidelines for Environmental Management Implementation at Croatian Airports SA}ETAK Aktivnosti koje zra ni promet generira takvih su razmjera da neizbje~no i zna ajno utje u na ~ivotni okolia. Ovaj je utjecaj posebice vidljiv kod aerodroma, koji su poznati kao ~ariata zrakoplovnih aktivnosti na zemlji. Nadalje, predvieni razvoj zra nog prometa stvorit e poveanu potra~nju za aerodromskim kapacitetima. Vrlo je upitno je li takav razvoj u skladu s koncepcijom odr~ivog razvitka, koju su prihvatile vlade veine zemalja svijeta na Skupu u zemlji u Rio-u 1992. Da bi se ublazili atetni utjecaji zra nog prometa na okolia te postigla odr~ivost sustava zra nog prometa, vrlo je va~no razviti sustav mjera, procedura i postupaka, koji e omoguiti upravljanje resursima i procesima u cilju smanjenju njihovih atetnih utjecaja na okolia. U svijetu postoje meunarodno priznati i prihvaeni elementi u inkovitog sustava upravljanja zaatitom okoliaa. Oni su sadr~ani u sljedeim standardima: britanski standard BS7750, Eco-Management and Audit Scheme (EMAS) Europske zajednice i standard Meunarodne organizacije za standarde ISO 14001. Veina kompanija koje djeluju u zra nom prometu razvijenih zemalja prihvatili su i implementirali sustave upravljanja zastitom okoliaa u manjoj ili veoj mjeri. Ovaj rad daje pregled glavnih elemenata takvog sustava, objaanjava njegovu svrhu i ukazuje na na ine na koje su takvi sustavi primijenjeni na vodeim europskim aerodromima. Takoer je analizirano trenutno stanje u svezi sa zaatitom okoliaa na hrvatskim aerodromima. U radu su dane osnovne smjernice za implementaciju sustava upravljanja zaatitom okoliaa na aerodromima u Hrvatskoj, gdje takvi sustavi , sli no kao i u ostalim manje razvijenim europskim zemljama, joa nisu uvedeni. SUMMARY Air transport activities in modern world are of such a magnitude that they inevitably make significant impact on the environment. This impact is particularly evident at airports, which have been identified as places of great air transport activity, where air transport operations, together with accompanying ground activities and access road traffic, have a significant impact on the environment and surrounding communities. Furthermore, forecasted growth of air transport will create even greater demand for airport capacity. It is very questionable whether this rate of growth and this magnitude of activities is compatible with the concept of sustainable development, widely accepted by governments from across the world at the Rio Earth Summit in 1992. In order to mitigate air transports harmful effects, and to achieve sustainability of the air transport system, it is essential to devise a system of measures, procedures and actions that will manage resources and lead to improvements in environmental performance of all business activities. There are internationally recognised elements to an effective Environmental Management System, as detailed in industry standards, such as the British Standard BS7750, the European Union Eco-Management and Audit Scheme (EMAS), and the International Standards Organisation ISO 14001. The majority of companies involved in air transport business in developed world have applied the Environmental Management System to some degree. This paper attempts to outline major components of an Environmental Management System, explain its purpose, and point out the way it has been implemented at leading Western European airports. In addition, the paper gives a short overview of the current status of Croatian airports in relation to environmental protection, and gives some basic guidelines for the implementation of the Environmental Management System at airports in Croatia, which, along with other less developed European countries, still does not have such system in place. 1. INTRODUCTION Air travel is an integral part of the modern world, with tourism and business travel recognised as making a major contribution to economic development. The top 100 airports in the world handled a total of 2,246 million passengers in 1999. Considering all the factors that influence the development of air transport in the world, i.e. sociopolitical factors, population, demographic and geographical issues, level of economic development and existing and potential competition, it can be estimated that in the next five to ten years the average annual rate of growth of passengers travelling by air will be 56% in terms of PKM, and 6.57.5% in terms of FTKM [1]. At the same time, Strategy of Traffic Development in the Republic of Croatia provides a more optimistic outlook predicting an annual growth rate in the number of passengers of 11.2% until the year 2005, after which this growth slightly slows down until the year 2010 to the level of 8.6%. [2] It is impossible to carry out an activity of this nature without some impact on the environment. Furthermore, forecasted growth of air transport will create increased demand for airport capacity, for surface access to airports, and for Air Traffic Control and Air Traffic Movement systems. Without adequate management this growth will put increased pressure on the environment. 2. AVIATION AND THE ENVIRONMENT The key theme in the modern world since the 1990s has been sustainable development. The term first achieved widespread recognition in 1987 as a result of the World Commission on Environment and Development. It was defined then as development which meets the needs of the present without compromising the ability of future generations to meet their own needs [ REF _Ref486174775 \r \h  \* MERGEFORMAT 3]. The concept was accepted by governments from across the world at the Rio Earth Summit in 1992. There have been many different interpretations of the term Sustainable Development and different groups have different views which can produce conflict between the need for environmental protection and the need for economic development, both of which are inherent in the term. Some authors argue that, should we have an accounting system that would recognise and take into account the full environmental costs of our exploitation of natural capital, the probability is that no Western company has made a sustainable profit for a very long time, if ever [ REF _Ref485375164 \w \h  \* MERGEFORMAT 4]. The important role of transport, including aviation, with regard to sustainability, has been emphasised in reports such as the European Unions 5th Action Programme on the Environment and the 18th Report of the UKs Royal Commission on Environment Pollution. One of the conclusions of the latter is that the present transport system is not sustainable, because it imposes environmental costs which are so great as to compromise the choices, and the freedom, of future generations [ REF _Ref486174775 \w \h  \* MERGEFORMAT 3]. The European Community has initiated the Fifth Environmental Action Programme towards Sustainability, the main objective of which is to transform patterns of growth in the Community in such a way as to promote sustainable development. There is a growing amount of evidence that not much has been achieved in respect of sustainability since the Rio Summit, although measures have been taken, particularly by more developed countries, to reduce pollution. Individual organisations and companies have an important role to play in contributing to sustainable development. This means both participating in the debate over the growing understanding of the term and its implications, and managing the environmental impact of the business. Thus great emphasis should be paid to selection and handling of resources and to improvements in the environmental efficiency of all business activities. The majority of Western European companies do this through the principal of setting targets and objectives, which they indicate in their Annual Environmental Reports. There are three basic ways in which improvements in environmental performance of airports can be initiated: Regulation has been the main way in which the external world has sought to control the environmental performance of airports. Well designed measures have achieved notable success. Some environmental pressure groups have suggested controlling demand through regulations, which is not in line with modern trends in aviation development that incline towards deregulation and free market access. Economic measures, such as noise and emissions charges, are becoming more common with the rise of a general feeling that taxation should be based more on the use of resources rather than on the more traditional charges such as income. There is also a growing movement for businesses to bear the full environmental costs of their activities. Self-interest has been a major driving force for lots of modern corporations to implement environmental measures in their businesses. Nowadays, it is evident that consumers are becoming increasingly aware and concerned about environmental issues. Therefore, organisations have realised that they have to think more carefully about the effects their products and processes may have on the environment. In the modern corporate world of today it is a must to incorporate ecological issues into business practices and processes if the organisations are to survive in the market place in anything than the short term. 3. ENVIRONMENTAL MANAGEMENT SYSTEM An environmental management system (EMS) enables a company to take a systematic, strategic approach to managing environmental issues. The aim of any EMS is to measure performance and take action that will lead to continuous improvement, with benefits to the environment and to the business. There are internationally recognised elements to an effective EMS. These are detailed in industry standards, such as the British Standard BS7750, the European Union Eco-Management and Audit Scheme (EMAS), and the International Organisation for Standardisation, ISO 14001. An environmental management system consist of several major parts, as depicted in Figure 1. The first part and the starting point is environmental policy. The environmental policy is the document statement of commitment from top management. This policy sets the overall EMS intentions of the organisation and contains a commitment to environmental protection and continuous improvement. Environmental Policy is unique to each organisation, is communicated to all employees and is made available to the public. The statement must be publicised in non-technical language so that the majority of readers can understand it. The Policy is the starting point for setting the organisations EMS objectives and targets. BAA Heathrow provides an example of a well-thought environmental policy: BAA Heathrow is committed to minimising the impact of its growing business on the environment and local communities, through the continuous improvement of our environmental performance. BAA Heathrow will strive to act as responsible stewards of the environment at all times. THIS MEANS... applying the principles of sustainable development in the planning, design, operation and decommissioning of our facilities and services developing management systems and empowering our employees to ensure that environmental factors are included in the balance of all our decision making leading the drive with our staff and business partners to achieve environmental improvement through the effective communication for our policy and standards engaging in an open dialogue with local communities and others affected by the environment performance of our business challenging our overall environment performance through benchmarking, targeting, auditing, and public reporting of results ensuring compliance with environmental regulations as a minimum standard for performance. [ REF _Ref485379966 \w \h  \* MERGEFORMAT 5] Figure 1.: Environmental Management System Components  Planning is the second part of an EMS, the stage where the requirements which an organisation must meet are determined, objectives and targets are set and a program to achieve the targets and objectives is developed: Environmental Aspects; An organisation needs to review its operations, activities, processes, products and services in order to identify which might have an interaction with the environment. This should be identified during normal business operations, abnormal conditions, incidents and future activities. When the aspects are identified, the organisation needs to determine which of them have, or can have, a significant impact on the environment. Legal and Other Requirements; The organisation must identify, be updated and have access to legal and other requirements which apply to its environmental aspects. Objectives and Targets; Environmental objectives and targets need to be developed, documented and communicated throughout the organisation. Objectives are long-term goals, whilst targets are short-term goals. The company will declare its primary environmental objectives, those that can have most environmental impact. In order to gain most benefit these will become the primary areas of consideration within the improvement process, and the companys environmental program. Below are some examples of objectives and targets as written in BAA Stansted Environment and Community Report 1997/98. [ REF _Ref485786336 \w \h  \* MERGEFORMAT 6] The Objectives: BAA Stansted is committed to working with the Department of the Environment, Transport and the Regions (DETR), airlines, the National Air Traffic Service (NATS) and the local community to minimise the level of aircraft noise and the disturbance it causes BAA Stansted is committed to minimising the use of non-renewable natural resources and the output of environmentally damaging emission. Progress will be monitored locally, reported to the board of BAA Stansted and new improvements to management processes and technology will be continually sought. BAA Stansted is committed to the development of an environmental management system (EMS), which will aid managers to ensure that environmental issues are totally integrated into the everyday management of the airport. BAA Stansted is committed to integrating the principals of its environmental policy into its procurement practices. This will be achieved by working with our suppliers towards a whole life consideration of the environmental impact of goods and services. BAA Stansted is committed to maintaining the visual integrity of the airport complex in accordance with the landscape plan and ensuring that its ecological objectives remain in sympathy with the environment. Targets: Produce a league table of track departures. Undertake airline training to raise awareness of offtrack issues. Set up a relevant key performance indicator and have it approved by the noise and track keeping working group. Develop an air quality strategy with the local authorities subsequent to a number of air quality studies to be carried out during 1998. To introduce a recycling centre for all airport users. Environmental Management Programmes; One or more programmes are needed by the organisation for achieving objectives and targets. They assign responsibilities throughout the organisation for achieving objectives and targets, and specify means and time frame by which they will be achieved. The program will be the plan to achieve specific goals or targets and describe the means to reach those objectives such that they are real and achievable. Communication is a vital factor, enabling people in the organisation to be aware of their responsibilities, aware of the objectives of the scheme, and able to contribute to its success. Implementation and operational components are the third major part of an environmental management system addresses of an EMS: Structure and Responsibility; Roles, responsibilities and authorities of personnel whose activities have, or may have, an impact on the environment need to be defined, documented and communicated throughout the organisation. One or more individuals need to be appointed by top management and given the responsibility and authority for ensuring that the EMS complies with the required standard and for reporting the performance of the EMS to top management. The organisation must provide adequate resources for the implementation and maintenance of the EMS. Training, Awareness and Competence; Based on the assessment of environmental aspects of the organisation, the personnel whose work may create an impact on the environment, especially in case of significant impact, must receive appropriate education and training. Awareness is needed for all personnel throughout the organisation of the Environmental Policy, the EMS program and procedures, and of the actual or potential impact of their activities upon the environment. Communication; The organisation must ensure communication of relevant information on environmental aspects and the EMS between different functions and levels in the organisation and externally to interested parties. Documentation; Paper-based, electronic or other media information must be developed and maintained to describe basics of the EMS, the interaction of the EMS, and to provide direction to related documentation. Document Control; EMS documentation needs to be controlled to ensure that the current versions of the documents are available where the work activities are performed. The documents must be reviewed on a regular basis, revised as needed and approved before issue or reissue. Obsolete documents must be removed or otherwise safeguarded against inadvertent use. Operational Control; Organisation must ensure that the activities and processes which can have a significant impact on the environment are conducted as intended. This is done by planning to ascertain that they are carried out under controlled conditions. Controlled conditions may include documented procedures containing operating criteria.The organisation must also identify the significant environmental impact of goods and services that it uses and communicate the relevant procedures and requirements to its suppliers and contractors. Emergency Preparedness and Response; The organisation needs to identify its potential for accidents and emergency situations. Procedures for the appropriate response to accidents and emergency situations must be developed and must include the prevention and mitigation measures associated with the environmental impact.These emergency plans and procedures need to be communicated and tested to help the organisation in ensuring that any unexpected incidents are effectively and efficiently responded by internal and external personnel. Checking and audit, control of non-conformances, corrective action and preventive action.are the fourth part of the EMS: Monitoring and Measurement; Characteristics of operations and activities which can have significant impact on the environment need to be monitored and measured regularly. Records of monitoring and measurement information are required to track performance, to prove that operating controls were effective and to demonstrate conformance with objectives and targets. They also need to be compared to the legal and other requirements to determine compliance. Any equipment used for monitoring and measurement must be capable of the accuracy required and calibrated on a regular basis. Non-conformance and Corrective and Preventive Action; Responsibility and authority needs to be defined for dealing with non-conformance found in the EMS including the actions for initiating corrective and preventive action. Records; Records relating to the EMS must be collected, stored and maintained to provide objective evidence of conformance to the required standard, and to legal and other requirements. These records include training records, EMS audit results, management review records and the results of monitoring and measurement. Environmental Management System Audit; Central to any environmental management system is the need to check and review the processes and how the system is performing, so that it can be continuously improved. An environmental audit involves a thorough examination and evaluation of an organisations purpose, goals and targets and the degree of success in achieving those ends. The aims of such an audit are to provide management with the appropriate information to enable it to improve its methods of operation. Under EMAS the minimum frequency for an audit is at least once every three years. The review mechanism for the mnagement system is the last part of the EMS. The organisations management needs to regularly review their Environmental Management System. By means of review senior management checks that the system is operating effectively. It provides the opportunity to address changes that may be required to the EMS, policies, objectives or targets. These changes may be required due to changes in stakeholders expectations, altering business operations, advances in technology, results of audits, or for continual improvement. 4. Environmental Management Organisation Historically, airports addressed environmental issues through individual departments. However, with growing concern about the environment and with environmental awareness becoming an important aspect of all companies activities, they established a central environment branch to focus on this important area. Nowadays, the majority of European Community airports have clear environmental management structure, consistent with best industry practice. 5. ENVIRONMENTAL PERFORMANCE EVALUATION In order to assess whether the environmental objectives and targets have been met, a continuous effort should be directed towards monitoring performance of environmental aspects within the organisation. This is done by means of key performance indicators, which are defined and set for various fields within the organisation. The main purpose of performance indicators is an assessment of the level of achievement of desirable goals and objectives. These indicators enable the organisation to monitor performance over time and to determine the effectiveness of its environmental management and target setting process. Although an organisations purpose and goals are usually interlinked, purpose will tend to remain unchanged, while the goals may change with circumstances. For this reason, they have to be both timely and realistic. Table 1. provides some examples of target setting and performance measurement. Table 1. BAA Group environmental key performance indicators. Key Result Area:Performance Indicators:NoiseTotal number of noise infringements Infringements per 10,000 departures Income generated from noise penalty fines Number of noise complaints Percentage of aircraft stands fitted with fixed electrical ground power Percentage of chapter 2 flights of total aircraft movementsWater qualityAverage BOD in samples Average oil in samplesEnergy and water conservationEnergy consumption in million kilowatt hours Water consumption in thousand cubic metres Carbon dioxide emissions in thousand tonnesWasteTotal waste arisings in tonnes Total waste to landfill in tonnes Total waste recycled/recovered in tonnesMinimising the environmental impacts of surface accessPercentage of modal splits for types of transport used by passengersMinimising the use of non-renewable natural resources and the output of environmentally damaging emissionsEnergy consumption per passenger Water consumption in thousand cubic metres Carbon dioxide emissions per passenger taken from energy and fuel usage Water supplied per passengerTotal integration of environmental issues into the everyday management of the airportMain annual audit and associated recommendations and action points Self assessment programme and resultsIntegration of environmental requirements into the planning and execution of new activitiesPercentage of projects with an environmental assessmentIntegration of environmental policy principles into procurement practicesPercentage of significant purchases with an environmental assessmentMaintaining visual integrity of the airport complexAnnual audit by ecology consultant with associated action points plus a six monthly follow up progress reportEnvironmental Duty of Care relationship with all its tenantsPercentage of tenants completing environmental inspection check list Percentage of check lists auditedSources: Stansted Airport: Environment and Community Report 1997/98. BAA Environment and Community Report 1997/98 The key performance indicators are under continuous review. As an organisations monitoring systems become more sophisticated and comprehensive, it seeks to refine the KPIs to ensure they represent a meaningful measure of impact and performance. The level of achievement in respect of each performance indicator is monitored and measured. They are usually reported in the Annual Environmental Report, together with a comparison of performance results which indicate trends of improvement during the course of several years. Graphs below give a comparison of achievements in environmental performance against some of key performance indicators on a year on year basis, from which trends of improvement can be perceived. Source: Towards Sustainability: BAAs Environmental, Social And Economic Performance Report 1998/99 6. Environmental Statement EMAS generally expects an annual report describing the activities of the organisation over the previous year related to the companys environmental performance. There should be a periodic statement about performance during the previous period, a set of current performance data, and notice of any particular plans for the future that may have an effect upon the environmental performance of the organisation, whether detrimental or beneficial. The peculiarity with EMAS is that the policy statement, the programme, the management system and audit cycles are reviewed and validated by an external accredited EMAS verifier. The verifier not only provides a registration service but is also required to confirm, and perhaps even sign, the companys periodic environmental statements. 7. ENVIRONMENTAL MANAGEMENT PRACTICE AT CROATIAN AIRPORTS Croatia has expressed its strategic intention to join the European Community in the foreseeable future. That course of action will demand certain requirements to be fulfilled in order that Croatia complies with current standards and practices in the EC. The authors of this paper have conducted a short research of environmental practice at Croatian airports in order to ascertain what levels of environmental awareness have been achieved, as well as to make some recommendations as to what directions should Croatian airports adopt in the field of environmental protection. A questionnaire has been conveyed to the following airports: Zagreb, Zadar, Rijeka, Pula, Split and Dubrovnik. Below are our main findings: The majority of airports have no separate environment department, nor a person responsible for environmental matters, the only exception being Split Airport, which has a dedicated department and a person responsible for environmental issues. The introduction of the Environmental Management System is a remote idea. Its implementation is planned at Zagreb Airport by the year 2001, and at Split Airport, which does not have the time frame set for this goal. None of the airports has conducted an environmental audit. A study on the environmental impact at Zagreb Airport has been carried out, and this is a lonely example of a project of this nature. In line with the above practice, the majority of Croatian airports do not publish Annual Environmental Report, and do not practice an environmental assessment of projects, nor act as sponsors to environmental projects or activities. The only exception here is Split Airport who publishes environmental reports and also is a sponsor to environmental projects. There have been some basic steps towards establishing some environmental protection measures, such as the installation of a noise monitoring system at Split Airport, and some basic waste water treatment mechanisms, but these are rare examples. Most of the relevant people who were interviewed are aware of the need for environmental protection and expressed their and their organisations willingness to implement environmental measures in some way. Unfortunately, they, in line with the whole of Croatian economy face liquidity problems and struggle with securing finances even for their basic operational needs. They see commercial reasons or the lack of funds, as the main justification for not implementing environmental issues. It can be concluded that Croatia has a long way to go in order to achieve the European Community standards in the field of environmental protection at airports. However, the country is in a unique position of having its natural resources relatively preserved due to a lesser degree of industrialisation in the past, particularly in the recent couple of years, which were marked by the war crisis on its territory. It is our view that the country should take advantage of this position and design such an industrial and transport system which would at its very onset take into account environment protection measures and the balance of man and its surroundings. This paper gives an overview of the Environmental Management System which provides a basic structure for a systematic, strategic approach to managing environmental issues in a modern business organisation. If it wants to converge with the European standards in the field of environmental protection, Croatian air transport system, of which the airports are an integral part, should strive to achieve such levels of performance. It would be ideal to introduce an Environmental Management System at this point of development at Croatian airports to ensure that the right direction is adopted and that the countrys air transport development is compliant with the idea of sustainability. 8. Conclusion Increasingly, responsible companies are seeking to identify and respond to the environmental impacts of their activities. Voluntary self-regulation is potentially a powerful partner for environmental protection along with an effective legislative framework. The aim of environmental management is to maximise the positive effects of business activities and minimise the negative ones. To do this those effects should be identified along with place and reason for their occurrence. Decisions can then be made and actions taken to improve overall performance. There is great similarity between the environmental management system standards applied on International, European, and national basis. They are defined and outlined in the following standards: ISO14001, EMAS and BS7750. All of these standards have a similar set of ingredients: an objective understanding of environmental aspects and their impacts; the need for an environmental policy, clarifying the environmental principles promoted by the company; objectives and Targets defining the environmental goals and the path towards achieving them; an environmental management programme, defining how the objectives and targets are to be realised; internal audits of the environmental management system to ensure effectiveness and compliance;management review of the system to ensure that it continues to be suitable and effective for the organisation and its aims. Croatia has a long way to go in order to achieve the European Community standards in the field of environmental protection at airports. It would be ideal if Croatia adopted environment measures at this stage of its development, in order to ensure it does not reach the pollution levels present in the developed Western European countries. literature Airport Top 100, Airline Business, June 2000. 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M  43d" :dd3_ M MM  MM< 444% ' M:3OA9&Q LBOD load of applied de-icers BOD load discharged to watercourses in tonnes'4%  M3O&Q'4%  M3O&Q'4% C5M3O &Q'4% M3O&Q'4%  M3O!&Q'4% :M3O!&Q'4% M3O&Q'4% {M3O.&Q'44eee > @ SummaryInformation(& DocumentSummaryInformation8+1TableASummaryInformation(3 two graphsPortoroz paperAndrinakpiAndrinaMicrosoft Excel@xӿ@s7ӿ՜.+,D՜.+,@ X`p|  environnvij Sheet1Chart6  WorksheetsCharts 6> _PID_GUIDAN{45A66560-3FCF-11D4-B601-98C600C10000}Oh+'0 $4 LX t   >Guidelines for Implication of Environmental Management SystemouidSanja Steiner IϹodL;ɻ{w;dF ceغiz\G]uMgw\GOgrٯѪ4]{J+P4MffUĬ&H͆v56!yЕprp9씽X&Zc Za1^,y$ .=i.3b #3q'< {@Y1i -:"CX̴BZjOSzSa*OA̽u7ÔlsIuxz M8;{..38|nVx' FNllwp>-X23y] npX{&=A7<(SQqìnp4]o>~q ip3p8' ljҧ ?㇑ife^YϴAQdJ  g;\̠2F> &kLVUQը|S"_;f7I/ϢF^/yJM#R0(p\vZPzVgfՉNroSہO<֏w'i!̰Dd< $ 0  # A2,Bd|g)EEe$`!Bd|g)EEeYxWMhQ*ŋ.EMF)x ؀E i"i@zK"H "C/"x[P׀`Kyv'ɦk`μ7o{}V@ Tt0ȟXiF-,]BB!z0M%(jw998r?c7a(Y,ZBu o>ܭkl.)bZi=pr_ 8yӀj|C<2߼;$ʮT8+B5cr.<|"8y? l& +O!LUn/70_}=z KvJK޴Q1T8/c#mAG]Y^*k5Vmcx?ҡ` aeui+{H}Җ;$dgTQ+8=,*#ObR̋.j}BR|PCyw9&~LA7AR#QW[WWWƭزMŖIṂ9zރp6MM9>/gl nV;ϣQo05p[b&kdf 0cc6g<@3N-:]EϞL:Ie2/vV/N(<ݷ{x Z[rr`VX\l`g/B`lJֈu)g[&ʟ @mz8#&:l(kɽTl){޶ū<+[Y:06fqo!.0)8 .AQF̭p rdRJrI=ߓo|xx櫯GwyؗgԯsQB#o anjanjNormaltSanja Steiner I2njMicrosoft Word 10.0@V@6 {j@._@._nn՜.+,D՜.+,h$ hp|   /BA >Guidelines for Implication of Environmental ManagemeDocumentSummaryInformation8;0CompObjLjnt System Title 8@ _PID_HLINKSAC*http://www.quality.co.uk/eco/benefits.htmPS"http://www.quality.co.uk/emas.htm U&http://www.quality.co.uk/iso14000.htm:7$http://www.quality.co.uk/bs7750.htmYP&http://www.quality.co.uk/ecoadvic.htm  FMicrosoft Word Document MSWordDocWord.Document.89q      !"#$%&'()*+,-./0123456789:;<=>?@A"D@D NormalxOJQJ_HmH sH tH H@H Heading 1$<@& 5CJKHF@F Heading 2$<@& 56CJD@D Heading 3$<@&5CJD@D Heading 4$x<@&5CJ8@8 Heading 5$@&5P@P Heading 6 & F <@&CJmHsHuL@L Heading 7 & F <@& mHsHuN@N Heading 8 & F <@&6mHsHuV @V Heading 9 & F <@&56CJmHsHuDA@D Default Paragraph FontVi@V  Table Normal :V 44 la (k@(No List :O: Bullets & F<@T@@ Block Text]^>'> Comment ReferenceCJ4@"4  Comment Text0U@10 Hyperlink>*B*@YB@  Document Map-D OJQJlC@Rl Body Text Indent$d`a$CJOJQJmH sH u6b6  Footnote Text@&q@ Footnote ReferenceH*@ @@ Footer  9r  mHsHu<B@< Body Text$<<a$@P@@ Body Text 2 $xa$CJ>Q@> Body Text 3 <CJ4+@4  Endnote Text>*@> Endnote ReferenceH*4@4 Header  !ZR@Z Body Text Indent 2$S`Sa$OJQJZS@Z Body Text Indent 3 $`a$OJQJ@V@@ FollowedHyperlink>*B* c*Zp?c){ ,>Sv*@\xp   ){ ,>Sv*@\x QI//3YDaddp&e5^LM[m{OPQY)*JK{> !#%%%&'s(**++ ,,---A..H/I/J/K/L/M/N/O/P///0N22t556789W:`:>;;;=s>>ABCDF H8JJLMOfQSSSTwUxUUU3Y4Y5YrYYYYYYYZ0ZxZZZZZZZ[>[i[[[[[[\\>\\\\];]]]]]:^`^a^^^^@____(`)`h````aCaDaEa,r#?, s#@,Ls#A,s#B, 'C,L 'D, 'E, 'F, !'G,L!'H,!'I,!'J, "'K,L"'[[{{ vv%9&'(*/8>R@@ABgCIDeDDJMNQR```gghhajajpjpjxjxj~j~jjj?k?kEk l ll5l5l;llll?n?nEn9o9o?oqqb|b|||~~~~~BB__q      !"#$%&')(*+,-./012345678:9;=<>@?ACBDFEGIHJKLMNOPQRSTUVWXYZ[\]bb xx%<&'(*/8>U@@ABjCLDhDDJMNQR```gghhgjgjvjvj|j|jjjjjDkLkLklll:lBlBllllDnLnLn>oFoFoqqi|i|}}~~ ~~~HHeeq  !"#$%&')(*+,-./012345678:9;=<>@?ACBDFEGIHJKLMNOPQRSTUVWXYZ[\]8X*urn:schemas-microsoft-com:office:smarttagsCity=Z*urn:schemas-microsoft-com:office:smarttags PlaceName=[*urn:schemas-microsoft-com:office:smarttags PlaceType8 *urn:schemas-microsoft-com:office:smarttagsdateB]*urn:schemas-microsoft-com:office:smarttagscountry-region9^*urn:schemas-microsoft-com:office:smarttagsplace 12161999DayMonthYear^]^[Z^X^]^]^^X^[Z^]^^^^^^^^^^^^^^^^^^^^^^Z[^]^]^X^X^X^X^X^Z[^Z[^Z[^Z[^Z[^Z[^]^]^]^X ^X^X^X^X^^MTUZmstzYcdhiopvw  )*,-35<>HIOPWX_`ghjkst}~ #)8:AIJPQYZabijlmstvw#$,-45=>@AGKRSZ[fgopqr|}#+,567ALMYZ\]frxy   !()01:;ABIKUV]^cdefmnpqwxz{#$&'+,34=>@AOPWXcdlmtuwxr/G/P/V/W/X/55D5s5t5w5x555566L7T7778899PG\GXIdIJJQQ[[``aa;d@dijnjpjvj{{}}T\/038=FKQSTUqrقڂ46PRlnq*,hjjlIqnpci` b '(..W/Z/>>ReRXXXX5Y=Y>YqYWdZdoo~~0QSTUqrڂq33333333333333333333333333+ ,//C55W:`:rYYZ0ZZ[[[\]]]jj}}}-~0QTڂ0SUƒ+-NPhjĄƄq0STڂqAndrinaAndrinaRuzicaRuzicaRuzicaRuzicaRuzica Ruzica Skurla Ruzica Skurla Sanja Steiner'   xE &O8 3p}! .# f[ $UA) }E, 6,j+B0B\2`)9(4 t5 049 :`)%F@; t9UA &E`)EG b4P KLS`)iHUFЦl-wW tAW`)@] ^`)ca -[c`)-f`)}h:;unm _{p s !sFЦ+-,zJjZ[z80]~:"  hh^h`.hh^h`.hh^h`. ^`OJQJo( hh^h`.hh^h`.s^`s56()hh^h`.hh^h`.hh^h`.^`o(-^`CJOJQJo(s^`s56()hh^h`.hh^h`.^`CJOJQJo(s^`s56()hh^h`.^`CJOJQJo(hh^h`.S^S`o(-^`CJOJQJo(hh^h`.s^`s56()^`CJOJQJo(hh^h`.^`CJOJQJo(hh^h`.^`CJOJQJo(^`CJOJQJo( hh^h`OJQJo( hh^h`.hh^h`.hh^h`.hh^h`.s^`s@CJEHOJQJo(@@^@`.0^`0..``^``... ^` .... ^` ..... ^` ...... `^``....... 00^0`........s^`s56()^`o()hh^h`.'}hs5ca@]A)unm3p}!xEEG&O-f-[c AWf[ $}E, _{p9UA+-,z049.#6,!s^KLS\2&E:~jZ[ziHU9(4l-wW%F@;+B0b4P''dS%xU4Y5YrYYYYYZZZZZ[[[[\\>\\\\]]]`^a^^^^@____(`)`h```v́0STqE^KE^K@D^KX~p`` `0@`@``@`@UnknownGz Times New Roman5Symbol3& z Arial5& zaTahoma"1h[{F[{FjnnBnnB!4d3H?%=Guidelines for Implication of Environmental Management System Sanja Steiner Sanja Steiner#O From: "Ruzica Skurla" To: "Steiner Sanja" Subject: Porto2001 takac tatalovic,Skurla Date: Thu, 24 Jul 2003 14:17:47 +0200 MIME-Version: 1.0 Content-Type: text/plain; charset="iso-8859-2" Content-Transfer-Encoding: 7bit X-Priority: 3 X-MSMail-Priority: Normal X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2600.0000 '                           ! 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