Contributor: Michael H. Gordon, CHMM

Business Title: Senior Consultant

Contact Information:
American Management Systems, Inc.
999 Waterside Drive
Suite 700
Norfolk, Virginia 23510
Phone: 757 396 7231 ext. 176
Fax: 757 640 5776
E-mail: michael_gordon@ams.com

Biography:
Mr. Gordon received a B.S. in Biology in 1980 from Old Dominion University and pursued postgraduate study in Industrial Hygiene and Toxicology. He is a Certified Hazardous Materials Manager (CHMM) and has maintained that certification for 15 years. Mr. Gordon has seventeen years of direct, on-scene field experience in oil and chemical waste site cleanup, disposal activities, utilization of field construction skills and supervision of on-site activities in support of shipyard and large-scale industrial
facility activities. Fourteen years of his on-site experience consist of managing and supervising multi-disciplined oil and chemical cleanup personnel to include engineers, chemists, health and safety professionals, equipment operators, environmental specialists and project administrators in evaluating selecting and implementing environmental remediation processes.

He currently provides occupational safety and health and environmental (OSHE) consulting services to large, complex industrial facilities for federal government (DOD) and private sector clients. The consulting includes industrial process evaluation and re-engineering to bring operations into compliance with all federal, state and local OSHE regulations. It also includes consulting on Strategic Environmental Management, Environmental Management Systems (EMS) such as ISO 140001, performance metrics, document management systems and development of corporate OSHE Training Programs utilizing an Internet platform.
Title of Presentation: Single Infrastructure Integrated Management Systems, The Future of EMS

Author: Michael H. Gordon

Key Words: Integration, Infrastructure

Abstract:
Objective and Scope - Review an Environmental Health and Safety Management System's role in organizational performance and define ways to integrate it into other organizational management systems to enhance its value.

Issues - As the economy slows this year, and businesses face tough choices in reducing costs, will the growth of Environmental Management Systems (EMS) implementation suffer? The cost to develop, implement, operate and maintain multiple management systems could prove to be prohibitive. Competitive pressures in the market place will continue to drive cost control efforts. In addition, more organizations are positioning to leverage the technological advantages of the "new commerce" driven by the Internet. The new business model of Next Generation Enterprises (NGE) will require interconnectivity of management systems across many organizations. All of these issues present significant challenges to Certified Hazardous Materials Managers. To meet these challenges in the new century, there is a need to integrate all management systems within an organization into a single infrastructure. The end result of this activity will make environmental aspects an integral part of an organization's business plan and an asset rather than a liability while reducing overall operating costs.

Conclusion - The purpose of this paper is to define the various management systems currently implemented by organizations such as quality, human relations, financial and marketing along with environmental, health and safety. Areas of opportunity for integration such as overlaps, redundancies and conflict resolution will be identified. Current business trends such as Next Generation Enterprises and Enterprise Resource Planning (ERP) will be examined for the impact on management system implementation, operation and maintenance. A model integrated management system to incorporate key aspects of business management requirements will be developed and evaluated for the benefits provided to the overall organization and in particular to its environmental aspects.
Title of Presentation: CHMM: The M is for Manager

Author: Michael H. Gordon

Key Words: Business processes, Business infrastructure

Abstract:

Objective and Scope - Identify and provide a brief overview of key business management skills for CHMMs.

Issues - In today's business environment, Certified Hazardous Material Managers must become an integral part of their organization's management team if they are to be successful. Most of us are scientists by academic training and experience. Too often, environmental management is considered and indirect operational expense (a.k.a. overhead). When business cycles hit down turns, managers look to control costs by cutting overhead. This represents a threat to us as employees and as professionals. As managers we must learn to create value with the work we do, assess the value to the organization and communicate that value to the management team. Our understanding of business processes and the skills necessary to be effective managers need to be developed not only to secure our future in our own organizations but also to improve the performance and competitive position of our employers.

Conclusion - The purpose of this paper is to assist the CHMM in assessing their current skills inventory and seeing how they relate to the business process. Next we will review necessary business skills that each of us need to develop, refine and understand how they add value to our organization. Key areas for discussion include business cycles and economic impacts, financial performance, human resources, corporate communications and business infrastructure models such as Next Generation Enterprises. This will give a CHMM the basic skills necessary to understand and communicate with the management team. Becoming a skillful manager ensures the long-term success of the CHMM, his program and his employer