Site and product oriented Environmental Managemen

ACADEMY

SITE AND PRODUCT ORIENTEDENVIRONMENTAL MANAGEMENT SYSTEM

SPOEMSGeneral presentation

AIRBUS CORPORATE ANSWER TO DISSEMINATE ENVIRONMENTAL MANAGEMENT SYSTEM

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Table of ContentsI. Why should an environmental management 3

approach be extended to the product life cycle?

II. How to create an environmental management 4approach extended to the life cycle?

III. Setting up an Environmental Management System 5

IV. Establishing a link between manufactured 6products and environmental aspects associatedwith manufacturing

V. Integrating the site management system in a 7"Corporate" approach

VI. Extending the environmental management 8approach to product life-cycle management

VII. Extending the management system 10to the other life cycle phases

VIII.Dissemination to sectors and to SME/SMIs 11

IX. Benefits of the ACADEMY project 12

X. Follow-through of environmental policy 13in the European Union

XI. Useful sources 13

XII. Description of ACADEMY partners 14

SPOEMS General presentation

You can also find the ACADEMY Guidelines on www.airbus.com

Over the last few years, there has been a considerable increase in the development of environmental managementsystems. A large number of companies are now committed to ISO 14001 certification or EMAS registration.

The implementation of such approaches can lead to improvements and to local environmental performances, butis proved inadequate for sustainable control of the environmental impacts associated with the products throughouttheir life-cycle, or even the impacts associated with complex multinational organizations.

Since environmental management systems generally focus mainly on controlling the impacts of industrial sites, theydisregard other phases of the product's life cycle such as design or procurement and the use, maintenance or end-of-life phases, which after calculation often prove to be responsible for most of the environmental impacts.

"Integrating the bigger picture when managing the environmental performance of a company isessential. This document produced in patnership with SBAC, GIFAS, EADS, ATECMA and CRCIMidi-Pyrénées aims to provide stakeholders with a methodology, how to develop such a globalapproach. The implementation of a site and product oriented life cycle Environmental Managementremains a key enabler towards ecoefficiency and sustainbility as a whole".

The LIFE04 ENV/FR/000353 Airbus Corporate Answer to Disseminate Environmental Management sYstem has led toan original approach to environmental management systems, by means of a life cycle process that integrates both"Site" and "Product" related aspects.

I.Why should an environmentalmanagement approach be extendedto the product life cycle?

SPOEMS General presentation3ISSUE N°1 ACADEMY

Investing in research to

designcleaner aircraft

Managing the

supply chainfor a shared vision ofenvironmental responsibility

Mitigating the impact of

manufacturingon the environment thanks tocleaner technologies and process

Inventing new best practicesto disassemble and recycle

end-of-life

Optimising

aircraft operationstransport and maintenance for enhancedenvironmental performance

Bruno COSTESAirbus Sustainable Developmentand Eco-efficiency, DirectorOperations and Compliance

Site and Product OrientedE.M.S

SPOEMS

SPOEMS General presentation4 ACADEMY ISSUE N°1

II. How to create an environmentalmanagement approach extendedto the life cycle?

• Energy• Water• Raw materials

• Air pollutants• Waste• Impact on biotas• Resource consumption• Water discharge• Nuisance (Noise, odours,

etc.)

Site X

LOCAL STAKEHOLDERS

OUTPUTSINPUTS

An Environmental Managementapproach developed along the lines of the ISO 14001 or EMAS directives is mainly used to control the environmentalimpacts associated with anindustrial site or organization

S

Implementing an environmentalmanagement approach to impacts associated with aproduct requires identificationof the various aspectsassociated with the products.A link must be establishedbetween the environmental aspects relating only to those sites involved in manufacturingthe product and the quantitiesof product manufactured.

Site 2

Site X

R

Identify sites that are involved in manufacturing

The need for this link justifies the ''Site'' and ''Product'' (life cycle) approach

Site

Site 1

Delivered Product

Site 3


The implementation of an environmental management system is crucial for a company if it wants to havesustainable control of environmental impacts and risks, if it wants to guarantee the conformity of the site ororganization with the applicable regulatory provisions or other requirements to which the company or site iscommitted and if wants to ensure the continuous improvement of environmental performance in a logic of pollutionprevention. Both ISO 14001 (version 2004) and EMAS provide a methodological framework for setting up suchsystems based on what is referred to as a "DEMING Cycle" approach (Plan, Do, Check, Act).

For the ACADEMY project, all the Airbus manufacturing sites in Europe were ISO 14001 (2004 version) certifiedover 2 years, as part of a progressive approach.

During the first phase, conducted on 6 sites, the tools and databases necessary for the system were set up. Theseelements were then disseminated to all the other Airbus sites in Europe (17 sites), including the Head Office inBlagnac (Toulouse).

The tools developed include the following:- All necessary documentation- Training and communication kits- Procedures for conducting audits

Special care was taken to make sure that the differentapproaches developed on each site were coherent,notably as regards to integration of the entire system inthe company's quality organization.

III. Setting up an EnvironmentalManagement System

Managementreview

Scheduling

Control Setting

DO:Awareness / TrainingCommunicationOperational controlRegulatory compliance

PLAN:Environmental Management System PlanEnvironmental AnalysisEnvironmental objectives and commitmentsResources

ACT:Management Review

Corrective andPreventive actions

CHECK:Monitoring & Measurement

Review performancesInternal & external audits

2004 2005 April 2006

6

14

17

Puerto Real

Saint-NazaireNantes

BuxtehudeBremen

TOULOUSE BLAGNAC

HAMBOURG

IV. Establishing a link betweenmanufactured products and environmentalaspects associated with manufacturing


For the ACADEMY project, the industrial processes and aircraft parts manufactured were analysed. A link wasestablished between the aspects/impacts of the industrial processes, and more generally the sites involved, for eachquantity of product or aircraft part manufactured.

Wings on Production Aircraft on Assembly Line

Rejects

Quantity of Product Xmanufactured

Site 1 Site 2 Site X

Quantity of V.O.C rejected per kg of product X manufactured

Exemple:

INPUTS OUTPUTS

Produit X


This is an essential phase to ensure the coherence between the system and the effective internal control of theenvironmental aspects/impacts associated with the products and their life cycle.

For the ACADEMY project, this phase was conducted after each site had obtained its individual certification. It isnevertheless possible to implement a "Corporate" approach directly.

The objective is to make sure that all the systems set up on each site are globally coherent and capable of providingsustainable support to the company's policy and reaching the set objectives.

To achieve this goal, it is fundamental to set up a system for fixing "Corporate" objectives and regularly monitoringprogress.

The ACADEMY project developed the following methodologies and processes:

• Fixing coherent objectives for the company• Organising their monitoring by a series of appropriate and suitable chosen indicators.

Without this "Corporate" and coherent approach to company management system, it is impossible to achievesustainable control of the environmental aspects/impacts of a product throughout its entire life cycle.

V. Integrating the site managementsystem in a "Corporate" approach

Site 1

Site 3

Site 2

Site X

Site 4

Site 1Site 3

Site 2Site X

Site 4

A

"Corporate" approach toenvironmental management

I

Alignment of local objectivesto company's objectives

Individual approach to environmentalmanagement systems on each site


VI. Extending the environmentalmanagement approach to productlife-cycle management

Simplified analysis of the life cycle

Once a coherent environmental management system has been set up on each site that manufactures the products,a complementary phase can then be carried out to extend the system to the whole life cycle of the products. Fromthis outlook, an analysis of the life cycle can determine the significant environmental aspects and impacts duringthe different phases.

This analysis, although conducted along ISO 14040 guidelines, cannot be performed in an academic manner forcomplex products.

We therefore performed a simplified analysis of the life cycle (qualitative/semi-quantitative) on the basis of definedhypothesis.

The ACADEMY project was used to set up, test and validate a simplified method of analysing the life cycle ofan aircraft.

The different impacts were studied for two major programmes in accordance with SETAC nomenclature:abiotic resources (water, energy, metals), biotic resources, land use, climatic changes, stratospheric ozonedepletion, chemical hazards, fog formation, photo-oxidizing, acidification, noise, etc.

Once the significant aspects/impacts had been identified, they were studied to see how they could be controlledand reduced in the most appropriate and efficient way during the various life cycle phases.

A simplified analysis of the life cycle can thus determine the "environmental footprint" of a product. It also identifiesthe life cycle phases making the greatest contribution to the overall impact, in order to implement the mostappropriate procedures for controlling and reducing such impacts.


Examples of predominantsignificant Aspects /Impacts associated with ageneric aircraft in current manufacturing andconfiguration.

Semi-quantitative approach

Impact:

I1

I2

I3

I4

Consumption of abioticresources

Climatic change

Hazardous substances(including atmosphericpollution)

Noise, etc.

Qualitative approach

Phase:1• Transport2• Process3• Operation4• Maintenance5• End of life

Life cycle

(e.g. CO2, VOC, ...)


VII. Extending the management systemto the other life cycle phases

The coherent extension of the implemented environmental management system to all the life cycle phases is mainlybased on:

• All the defined objectives for improving company and product performances, resulting from the simplified analysisof the life cycle.

Duplication of the system implemented for other life cycle phases:- Design- Provisioning- Procurement- Transport- Operation- Maintenance- End of life- etc...

For each sector/domain or process of the company that is associated with a life cycle phase, we must:1. Define an appropriate organization that comes under the company's "ISO 14001 / EMAS" organization2. Carry out an initial diagnosis3. Analyse the applicable regulatory requirements and the other commitments that the company made4. Integrate the defined improvement objectives in the objectives of the sector. publish of the relevant sector's

commitments in the form of an Environmental declaration may act as an incentive5. Implement an environmental management programme, including all actions to be performed to reach the

defined objectives / targets6. Programme audits and a management review7. Implement follow-through action in the form of communication and appropriate training.

Design Procurement

Streamlined Life Cycle Assessment (SLCA)

Operation Maintenanceand Transport End of Lifeand TransportManufacturing


VIII. Dissemination to sectors and toSME/SMIs

On the basis of the experience thus gained, Airbus and its ACADEMY project partners (GIFAS, CRCI, ATECMA, SBAC,EADS) have drawn up 9 guides for disseminating the original approach to Site and Product Oriented EnvironmentalManagement System thus developed.

A number of conferences have already been conducted, more are planned to disseminate the results of this project.

Streamlined Life Cycle Assessment

Environmental Tracking Regulation

Environmental Analyis

Environmental Reporting

Training, Awareness and Communication

Design for Environment

Environmental Requirements for Suppliers andManagement of the Supply Chain

Minimizing Environmental Impact in AircraftMaintenance Operations

Process of advanced Management of End-of-Lifeof Aircraft (PAMELA)

All of these 9 guides are now available on the Airbus website (www.airbus.com).


IX. Benefits of the ACADEMY project

1. Improved environmental performance of the aeronautical sector and its to products.

Ambitious objectives for reducing impacts have been determined, with respect both products (in line with the ACARErecommendations):

- 50% reduction in perceived noise (2020 compared to 2000)- 80% NOX

- 50% CO2

and to the aspects indicated (based on 2006):- 50% CO2

- 80% water discharge- 50% water consumption- 50% production of waste- 50% VOC release

2. Improvement in the number of companies covered by an environmental management system,notably including:

- An obligation for subcontractors, suppliers and Airbuspartners to adopt an environmental management system inline or certified against ISO 14001 or EMAS

- Dissemination of the ACADEMY project results

Louis GALLOIS, Airbus President and CEOand Günter VERHEUGEN, Vice President of theEuropean Commission in charge of enterpriseand industry


This project is fully in line with the Commission policy in terms of environment. It gives a practical frame to thedefinition of actions required to implement a lifecycle approach for complex products and associated managementsystems. It supports the efforts of the Commission to establish a new integrated product policy approach, towardsmore environmental-friendly and sustainable design, manufacturing and consumption processes.

X. Follow-through of environmentalpolicy in the European Union

XI. Useful sources

http://ec-europa.eu/environment/ipp

http://ec-europa.eu/environment/life

www.airbus.com

www.eads.net

www.gifas.asso.fr

www.sbac.co.uk

www.atecma.org

www.midi-pyrenees.cci.fr


Web Site

www.eads.net

www.gifas.asso.fr

www.sbac.co.uk

www.atecma.org

www.midi-pyrenees.cci.fr

Contact

LEHNERT Thomas+49 89 607 20 629

CORNESSE Maurice+ 33 1 44 43 17 15

WATSON Mark+44 20 72 27 10 82

RAMOS César+34 91 782 15 90

NEGRE Pierre+33 5 62 74 20 10

Description

EADS is the largest aerospace company in Europe and the second largest worldwide. It is active in thefields of civil and military aircraft, space, defence systems and services. The company employs over100,000 people at more than 70 production sites. The EADS Group includes the commercial aircraftmanufacturer Airbus, the helicopter supplier Eurocopter and the space company Astrium. EADS holds a37.5 percent interest in MBDA, the worldwide number two guided missiles manufacturer. In addition, EADSis the major partner in the Eurofighter consortium and also develops the A400M military transport aircraft.Within EADS N.V. - EADS Deutschland GmbH is a German legal entity. EADS also represents BDLI unableto participate due to its too small structure.

GIFAS is a non-profit industrial association to promote the French Aeronautical Industry. The three maingroups of the industry are represented: Airframes, Engines, and Equipment. One of the GIFAS duties is toprovide the required information in term of economic, social, financial and technical nature to improvetechnological and entrepreneurial competencies. One initiative at the GIFAS Equipment Group is tostimulate enterprises into sharing European R&D, to assist enterprises starting projects, and moreparticularly to encourage SMEs for collaboration and technology transfer. In line with this effort, a GIFASEquipment Group initiative has been taken at the level of Europe through the Aero-SME committee tosupport SMEs to access to the global marketplace.

The SBAC is the UK’s national aerospace trade association. SBAC communicates through its committeestructure, E-Business newsletters, seminars and workshops, to its members and to the UK AeronauticalIndustry providing mechanisms to interact with the aerospace industry. The SBAC is a partner withGovernment on the Greener By Design. From the operators, regulators and manufacturers it seeks todevelop a sustainable aviation strategy. The Aerospace Innovation Growth Team (AeIGT) is looking atsustaining a competitive aerospace Industry by identifying the areas where research should beconcentrated to generate added value to aerospace products.

ATECMA is the Spanish national aerospace trade association and promotes the development of thenational industry and represents it before all competent bodies.At present, ATECMA has 50 associated companies and 3 affiliated Regional Associations, representingvirtually all tumovers in the aeronautics materiel-manufacturing sector in Spain and is therefore thesectorial representative to National and International Authorities.In Spain, ATECMA promotes the participation of its Companies in technological development, quality andenvironmental plans. Through the gathering and analysis of the statical data of the sector, ATECMAconstitues a vital source of information on the sector in Spain and provides an essential consultationservice for strategic and business planning.In Europe, through ASD, it participates en all Committees of interest to the aeronautics industry which seekto promote joint industrial ventures in the continent (Environment Committee between them). Throughthese Committees, ATECMA has in the past year participed on the managment and drafting of proposalsfor the consolidation of «Aeronautical Europe» has befits the global nature of our industrial strategy.

Chambre Régionale de Commerce et d’Industrie de Midi-Pyrénées (France) is a regional publicinstitution, which plays a strong part in promoting and supporting the regional industry of Midi-Pyrenees.Managed by a board of administrators representing the ten local chambers of commerce, CRCI deals withan industrial networks of 32 000 industries, 550 of them employing more than 48 000 employees withinthe aerospace sector. The CRCI provides a wide range of services, using efficient communication tools suchas website, awareness conferences, training sessions, to follow and support the economical developmentof the local industrial sector. CRCI has gained a great experience and expertise in the field of environmentin promoting for the whole industrial network the implementation of Environment Management System.

Partners

XII. Description of ACADEMY partners

This document aims to provide guidance to help

implementing Environmental Management System.

All data contained herein have been created by the

ACADEMY Partners and are given for information only.

It is the sole property of AIRBUS and partners. It should

not be used as a substitute for the applicable rules

regulations as well as standards.

No intellectual property rights are granted by the

delivery of this document or the disclosure of its

content. This document shall not be reproduced or

disclosed to a third party without the express written

consent of AIRBUS and partners. This document and its

content shall not be used for any purpose other than

that for which it is supplied.

AIRBUS and its partners cannot be held responsible for

any mistakes appearing in the document and the

consequences of any extensive or inappropriate use of

the content of this document.

The statements made herein do not constitute an offer.

They are based on the mentioned assumptions and are

expressed in good faith. Where the supporting grounds

for these statements are not shown, we will be pleased

to explain the basis thereof.

Reference: UG0800136Version: V1GWLNSD 20080375

Documents

Site and product oriented Environmental Managemen