1.1.0.2.

Effectively deploying the POEMS assessment will support and prompt better environmental management. This should enable a range of benefits including cost and compliance.

1.1.0.4.

The Environmental Management Plan should detail the Sustainable Procurement requirements and planned activities relevant to the project, which will be most relevant during the Concept, Assessment and Demonstration phases, but can also be usefully employed through life at strategic points such as a refit. The Sustainable Procurement Guide and the Commercial Helpdesk provide guidance and support tools.

1.2.0.1.

The maturity of the project will dictate the level of information available during the production of the EMP. However, as the programme matures and progresses through the CADMID/T lifecycle, the EMP should be updated to accurately reflect the project and environmental activities to be undertaken (EMP09 Continuous Review).  The EMP must document how, who, what and when activities will be undertaken in order to meet the requirements of ASEMS.  

1.2.0.3.

The EMP is a ‘live’ document that shall be maintained, reviewed and updated in accordance with the Continual Review Procedure detailed in Environmental Management Procedure EMP 09 Continuous Review (this will help to identify when, and if, the Plan needs to be reviewed).  As a minimum, this should be at:

1. Planned intervals;
2. Key project milestones;
3. ‘Trigger’ events, such as:
   1. Changes in International or Defence Standards;
   2. Any change in the Concept of Use;
   3. Any change in the Concept of Operations;
   4. Relevant change/s to the materiel state;
   5.  Following an environmental incident. 

The EMP shall be revisited, updated and used throughout the POEMS process to better enable all POEMS outputs. In particular, development of an appropriately constructed EMP will better enable the EISS study and reports, the EIM study and report and the Environmental Case.  

1.2.0.5.

A combined approach to safety and environmental planning offers process efficiency.  The output of this commonly employed approach is called a Safety and Environmental Management Plan (SEMP). However, it may be appropriate for some projects to maintain a separate Safety Management Plan (SMP) and Environmental Management Plan (EMP). Further guidance regarding review timings can be found within S&EP Leaflet 15/2019.

1.2.1.1.

The Delivery Team shall consider the context of the organisation and project when producing the EMP.  The Delivery Team should understand the needs and expectations of interested parties relevant to the project and which of these needs and expectations becomes its compliance obligations. 

1.2.1.3.

Each of the content headings above should be applied to each CADMID lifecycle stage where relevant.  Refer to Process Maps for further clarity.

1.2.2.1.

The Delivery Team shall determine the boundaries and applicability of ASEMS to their project in order to establish the scope.  The Delivery Team shall refer to ASEMS Proportionality Guidance to assist in determining the scope of the EMP and the Delivery Team should also consider the requirements of EMP02 to EMP09.

1.2.3.1.

The EMP shall outline the approach to significant environmental aspects and highlight how any deltas in compliance (including any exemptions or derogations) will be addressed through life and how environmental management will interface with other business systems/process (e.g. Investment Appraisal, Sustainable Procurement, Supply Chain Resilience, POSMS, Business and Capability Risk).  The Delivery Team shall consider how resulting actions from applying ASEMS may impact or interface with the environmental management objectives, technological options, financial, operational and business requirements and how these may be evaluated for effectiveness.

1.2.4.1.

The EMP is required to consider appropriate competence and Suitably Qualified and Experienced Persons (SQEP) when considering what resources will be required to conduct environmental management activities.  GMP00, GMP03, EMP03 and EMP08 provide further guidance relating to competence and SQEP.

1.2.8.2.

 The EMP shall outline how:

1. Objectives will be achieved;
2. What will be done and what resources are required;
3.  Who will be responsible and accountable;
4. Time frames for key milestones and completion;
5. How progress will be monitored.

Acquisitions that pose no significant environmental impacts, standards or substantial further environmental risks and opportunities shall be recorded and limited to an Environmental Impact Screening and Scoping (EISS) study. The EISS will inform concise report outputs and be subject to continual review in line with EMP09. The more in depth Environmental Impact Management (EIM) approach will not be appropriate and the Environmental Case shall reflect this.

1.2.9.1.

The EMP shall establish any stakeholder reporting requirements to Defence Regulators and other Business Units.

1.2.10.1.

The EMP shall establish how the Delivery Team environmental information will interface and meet the requirements of GMP00 to 04 and ASEMS Part 3.  Specifically the EMP shall establish:

Assurance Regimes:

1. Use and number of Independent Environmental Advisor(s)/Auditor(s) (IEA);
2. Constitution and number of Committee Meetings and/or Working Group/s;
3. Internal and External Audits;

Suitably Qualified and Experienced Persons for the purposes of conducting/verifying identification and assessment activity;

Reporting:

1. Business performance reporting requirements (eg. ASSERT submissions);
2. Style and format of reporting outputs from the application of ASEMS (e.g. Environmental Management Plan or Environmental Case Report);
3. Risk Referral;

Training and Awareness:

1. Training required to meet Terms of Reference;
2. Awareness training as a means of communicating pertinent elements of the EMP and fostering a sound environmental culture;

Documentation:

1. Where documentation is located;
2. Version Control.

Note:    The use of an Independent Environmental Auditor (IEA) is a matter of choice for its Environmental Committee unless mandated by Regulation. Electing to use an IEA is often driven by a high environmental risk profile and the associated need to manage environmental liabilities, often including the probability of significant reputational damage.  

1.2.11.1.

As a key part of the EMP the Delivery Team shall establish a Project Plan which articulates key environmental management milestones and how these interface with key project milestones to meet the requirements of ASEMS. 

1.3.0.2.

The SER individual, the Delivery Team Leader (or equivalent), is also responsible for facilitating appropriate arrangements to discharge responsibilities relating to this procedure in an efficient and effective manner. Responsibility for ensuring those arrangements are implemented, and achieve outputs which fully satisfy legislative and departmental requirements for environmental management (including compliance with this procedure), may be formally delegated in writing to a named, competent individual(s), identified as ER, within the team.

1.4.1.2.

For legacy projects this should be undertaken at the outset to ensure that all relevant stakeholders and Subject Matter Experts are fully engaged and that the latest legislation and policies are being implemented.

1.4.2.1.

The outputs of this procedure will require periodic review and likely revision throughout the lifetime of the project.  The appropriate timings for such reviews will be determined via Procedure EMP09 – Continuous Review.

1.5.0.1.

For established projects with existing environmental information inputs may include:

1. Environmental Impact Statement;
2. Environmental Impact Screening and Scoping Study;
3. Environmental Impact Management Report (formerly Environmental Impact Assessment);
4. Environmental Case Report;
5. Environmental risk, impact, evaluation or prioritisation register/s;
6. Standards Register;
7. Compliance Information;
8. Domain Specific Guidance/Requirements (eg., Defence Regulations).

1.6.0.1.

Conformance should be demonstrated by completing one of the following outputs:

1. A standalone EMP;
2. A combined Safety and Environmental Management Plan;
3. Incorporation of EMP01 requirements into a strategic project plan.

1.6.1.1.

A copy of the EMP produced shall be documented, controlled and retained as part of the project’s Environmental Case.

1.6.2.1.

The Environmental Case is a structured argument and body of evidence that supports the claim that the product, system or service delivers sound environmental performance.

To enable Delivery Teams to demonstrate that ‘the product, system or service delivers Sound Environmental Performance’; the followings four environmental outcomes should be used as measures of success (or sub-claims):

1. The product, system or service fulfils its environmental compliance obligations;
2. The product, system or service prevents or mitigates the potential for unintended events which could result in adverse environmental impact(s);
3. Opportunities are used to enhance environmental performance of the product, system or service and support sustainable procurement;
4. The product, system or service is resilient to changing environmental conditions and can therefore maintain operational capability.

1.8.0.2.

The setting of appropriate environmental objectives and targets should be carried out irrespective of the acquisition strategy. However, under some strategies it may be necessary, or appropriate, to negotiate objectives and targets rather than impose them, especially where the acquisition is one of international collaboration.