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Environmental Statement 2018

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Environmental Statement 2018

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Environmental Statement 2018

  1. 1. ENVIRONMENTAL STATEMENT 2018 (JAN – DEC) Regulation (EC) No 1221/2009. Regulation (EU) 2017/1505
  2. 2. 2 INDEX 1. INTRODUCTION.....................................................................................................................................3 2. ACTIVITY................................................................................................................................................4 3. POLICY...................................................................................................................................................6 4. ENVIRONMENTAL ASPECTS................................................................................................................7 5. OBJECTIVES AND GOALS ....................................................................................................................9 6. ENVIRONMENTAL BEHAVIOUR ......................................................................................................... 10 6.1. ELECTRICITY CONSUMPTION ................................................................................................ 10 6.2. FUEL CONSUMPTION .............................................................................................................. 11 6.3. WATER CONSUMPTION .......................................................................................................... 11 6.4. PAPER CONSUMPTION ........................................................................................................... 12 6.5. TONER CONSUMPTION / WASTE.............................................................................................. 13 6.6. BIODIVERSITY.......................................................................................................................... 14 6.7. EMISSIONS ............................................................................................................................... 14 6.8. WASTE ...................................................................................................................................... 16 6.9. PAPER AND CARDBOARD WASTE ......................................................................................... 16 6.10. PLASTIC WASTE....................................................................................................................... 17 6.11. LABORATORY – WORKSHOP WASTE .................................................................................... 18 6.12. PROJECT WASTE MATERIALS................................................................................................ 20 7. LEGAL COMPLIANCE .......................................................................................................................... 20 8. STAKEHOLDERS ................................................................................................................................. 21 9. TRAINING AND COMMUNICATION..................................................................................................... 22 10. VALIDATION......................................................................................................................................... 23 Tables Table 1. Environmental Aspects Evaluation – Bacelona Branch 2017 (corresponds to the beginning of 2018).8 Table 2. Environmental Aspects Evaluation – Madrid Branch 2017 (corresponds to the beginning of 2018).....8 Table 3. Environmental aspects evaluation-Projects 2017 (corresponds to the beginning of the 2018).............9 Table 4. Waste identification............................................................................................................................. 16 Table 5. Laboratory and Workshop waste. ....................................................................................................... 19 Table 6. Main worksite project waste materials. ............................................................................................... 20 Graphs Graph 1. Electrical consumption per employee. ............................................................................................... 10 Graph 2. Fuel consumption per employee and per vehicle. ............................................................................. 11 Graph 3. Water consumption per employee. .................................................................................................... 12 Graph 4. Paper consumption per employee. .................................................................................................... 12 Graph 5. Toner consumption/waste per employee........................................................................................... 13 Graph 6. Emissions by origin............................................................................................................................ 15 Graph 7. Kilometres travelled ........................................................................................................................... 15 Graph 8. Paper and cardboard waste per employee........................................................................................ 17 Graph 9. Plastic waste per employee............................................................................................................... 18 Graph 10. Total Hazardous waste.................................................................................................................... 19
  3. 3. 3 1. INTRODUCTION The Environmental Statement is made in accordance with Annex IV of Regulation (EC) No. 1221/2009 of the European Parliament and the Council of the 25th of November 2009, which allows organizations to voluntarily adhere to a community management and environmental auditing system (EMAS). This information is updated and validated annually by an accredited inspector. The Environmental Statement is updated and validated annually by an accredited inspector. The objective of the Environmental Statement (ES) is the public announcement to interested parties of the continuous improvement of the impact and the environmental behaviour of the organization. The ES informs the relevant parties (public, local communities, users, etc.) about the activities that the organization considers relevant (selection and evaluation of environmental aspects). All the data is taken from the year 2018 and the evolution from the years 2017 and 2016 has been noted. The environmental system EMAS implemented in ADASA has other information from other sources apart from the ES, as it is required in the Regulation (CE) Nº 1221/2009. In 2017 it was adapted to the new considerations of the New Regulation (UE) 2017/1505 even though many of them had already been adopted with the standard UNE-EN ISO 14001:2015. ADASA’s Management is grateful to all the staff for their collaboration and participation in the achievement of the environmental objectives planned and in the improvement of the Organization’s environmental behaviour. Adasa is a member of the EMAS Club, a non-profit organization that safeguards and promotes the interests of the EMAS registered organizations and EMAS’s visibility in society. The creation of the EMAS Club in 2006 was a pioneer initiative in the European Union.
  4. 4. 4 2. ACTIVITY Adasa is a recognized engineering company that provides technological solutions for the integral management water cycle and the environment. Set up in 1988, it is currently a member of Comsa Corporación Technology Area. Adasa supports an integrated, multidisciplinary approach to water resources management and leads its activities to achieve environment protection. Adasa pursues technological excellence to assist public and private organizations in the development of their activities and the improvement of their service efficiency, ensuring resources optimization and reducing operational costs. As experienced services integrators, Adasa covers a wide spectrum of related services, including consultancy, development, maintenance, and operations. Adasa joins water and environment expertise and highly specific technology capabilities to meet the sector’s needs. Its portfolio includes water resources management (water quality monitoring and hydrology), smart operations of water utilities and operators, and irrigation and rural water. Adasa also fosters environment monitoring solutions in meteorology and air quality. More than 25 years betting on R+D, 12 patents and more than 50 international projects vouch for Adasa commitment with equipment innovation of water quality monitoring as well as the development of ICT solutions for the water sector. On the road to excellence, ADASA has implemented an integrated management system based on the following standards: ISO 9001:15, ISO 14001:15 and EMAS Regulation. The reach of the system is as follows: - Activities: Design, manufacturing, installation and maintenance of instrumentation and automatic stations to control hydrological and atmospheric quality parameters and hydrological and meteorological variables of water and atmospheric quality parameters and hydric and meteorology variables. Consultancy services, development, implantation and maintenance of information systems, telemetry, remote control and automation applicable to water cycle, environment, hydrology, meteorology, mobility and urban services, natural resources management, utilities and information systems. Engineering and consultancy services of water cycle, environment, air quality, meteorology, soil pollution and construction of hydraulic infrastructures. Water cycle and Environmental Technological Solutions
  5. 5. 5 - Work centres: BARCELONA C/ Ignasi Iglesias 217-219, 08820El Prat de Llobregat, Barcelona, Spain MADRID C/ Julián Camarillo, 6 28037 Madrid, Spain Day to day, Adasa remains committed to the values of the UN Global Compact, by making a strong effort to create economic, environmental and social value in the short and medium term, and to contribute to the progress of society’s welfare. Adasa is part of the United Nations Global Compact, an initiative that marks an ethical commitment by organizations who, as an integral part of their strategies and operations, have agreed to follow ten principles of conduct and action regarding human rights, employment, the environment and the fight against corruption. www.unglobalcompact.org ADASA is part of the COMSA Corporación business group and has a presence in different areas in Spain and abroad1 . Headquarters Office is in El Prat de Llobregat (Barcelona) and the main branch (included in EMAS register) is located in Madrid. 1 Offices located in Australia are not included in EMAS register. ADASA has other branches in Spain, not included in EMAS register because of the main environmental impact belongs to Barcelona and Madrid offices.
  6. 6. 6 3. POLICY Adasa is a specialized engineering company delivering technological solutions for water, environment and meteorology. Adasa carries out its activity in a changing and globalized surrounding where the excellence of the production, the service and the management are necessary requirements for the competitiveness, the development, and the progress. Adasa’s knowledge and experience assures the development of the solutions that satisfy the needs and expectations of the clients. The General Management leads the organization towards a model of TOTAL QUALITY EXCELLENCE, taking as strategic planning lines: the direction by processes, the knowledge management, the team work and the innovative capacity of the organization. Adasa has implemented an integrated management system (quality & environment and health & safety) certified based on ISO 9001, ISO 14001 and EMAS standards. Adasa defines its act strategy in the following principles: To establish the requirements related to products and services according to international standards and specific requirements, in order to reach the clients’ satisfaction and guarantee the continuous improvement. To train all the team working on the importance of the integrated management, in order to guarantee the participation of all employees in every activity developed by Adasa. To promote team building and continuous training policy, generating a highly professional motivated team fully involved in the company, able to develop all projects and challenges demanded by the market. To encourage internal and external communication in order to transmit to stakeholders our social worries and respect for people and environment. To reach high levels of prestige and recognition developing our business in a sustainable way; committing ourselves to the improvement of environmental behavior, creating economic, social, and environmental value, in the short and medium term, and contributing to the progress and welfare of society To satisfy the exigencies of the legislation and regulation in effect and, whenever it is considered necessary, determine the own requirements. To define periodically aims and goals, which are integrated, documented and quantifiable. To give a management processes approach, identifying and considering work risks and environmental impacts. Try to eliminate and minimize those aspects that cannot be avoided, as well as prevent them in order to achieve continuous improvement and contamination prevention. To establish the requirements related to products and services according to international standards and specific requirements, in order to reach the clients’ satisfaction and guarantee the continuous improvement. To train all the team working on the importance of the integrated management, in order to guarantee the participation of all employees in every activity developed by Adasa. To give organization a management by processes approach, identifying and considering work risks and environmental impacts. Try to eliminate and minimize those aspects that cannot be avoided, as well as prevent them in order to achieve health improvement and environment protection, including the prevention of contamination.
  7. 7. 7 4. ENVIRONMENTAL ASPECTS Adasa has a methodology1 to identify environmental aspects associated with its activity, from a life cycle point of view, in those aspects that it can control or influence. This method also quantifies which of those aspects can have a greater environmental impact and can track the objectives and goals. With this system there are two main activity lines: 1. PROJECT/SERVICES MANAGEMENT 2. EQUIPMENT PRODUCTION Both have a similar life cycle, with the following phases: As a result of the identification and evaluation of the environmental aspects we reach this data, shown by branch: ENVIRONMENTAL ASPECTS EVALUATION Office –Laboratory RDi – Workshop (Barcelona Branch) ASPECTS OPERATING CONDITIONS SIGNIFICANT Direct (D) Indirect (I) Normal Abnormal Emergency WASTE Paper and Cardboard X D Batteries X D Cell Batteries X X D Fluorescent lamps X D Toner X X D Plastic containers X D Urban waste X X D Glass containers X D Contaminated absorbent paper X X D Chemical reagents X D WEEE Waste electrical and electronical equipment X X D
  8. 8. 8 ENVIRONMENTAL ASPECTS EVALUATION Office –Laboratory RDi – Workshop (Barcelona Branch) ASPECTS OPERATING CONDITIONS SIGNIFICANT Direct (D) Indirect (I) CONSUMPTIONS Water X D Electricity X D Fuel X X D Paper X X D Toner Consumption=waste X X D EMISSIONS and SPILLS Emissions Greenhouse Gases X X X D/I Sewerage X D/I Calibration Gases Meteorological Stations X D/I Table 1. Environmental Aspects Evaluation – Bacelona Branch 2017 (corresponds to the beginning of 2018) ENVIRONMENTAL ASPECTS EVALUATION Office (Madrid Branch) ASPECTS OPERATING CONDITIONS SIGNIFICANT Direct (D) Indirect (I) Normal Abnormal Emergency WASTE Paper and Cardboard X X D Toner X X D Urban waste X SD D CONSUMPTIONS Water X SD D Electricity X X D Fuel X X D Paper X X D Toner Consumption=waste X X D EMISSIONS and SPILLS Emissions Greenhouse Gases X X X D/I Sewerage X SD D/I Table 2. Environmental Aspects Evaluation – Madrid Branch 2017 (corresponds to the beginning of 2018) 1 To consult the methodology used for environmental aspects evaluation, contact the ES supervisor via the contact information listed on the last page. The evaluation is carried out separately by branch, and the overall result is shown in the ES, specifying the branch associated with the aspect if is significant.
  9. 9. 9 The evaluation of environmental aspects registered many of them as significant aspects, but no actions were considered since this significance occurs in most cases as a result of the decrease of the workforce of 2017, since many of the indicators associated with this evaluation depend on the number of workers. Consequently, an objective was established to reduce fuel associated with the consumption of the organization's vehicles for the following period (2017). See chapter 5. In the case of batteries and WEEE, they depend more on renewal of equipment of the organization and other equipment owned by the client (outside the control of the organization). The rest of the aspects are shown in Table 3, with the actions planned for 2018. SIGNIFICANT ASPECTS ACTIVITY ACTIONS Atmospheric emissions Equipment and Machinery Control of the regulated revisions of the machinery and adequate maintenance Hazardous Waste generation Water Quality Stations Maintenance Control of the concentration of solutions poured (very diluted by the analysing equipment operation) Energy Supply Adequate management of the batteries through an authorized manager. Sale of the waste to valorise it Resources consumption (fuel) Travelling on business Communication of good practices (course in efficient driving) Table 3. Environmental aspects evaluation-Projects 2017 (corresponds to the beginning of the 2018) 5. OBJECTIVES AND GOALS The objectives were set in accordance with the Environmental Policy, the applicable legal requirements and the environmental aspects evaluated at the beginning of 2017. DECREASE FUEL CONSUMPTION BY 10% The indicator for fuel consumption shows a minor significant decrease of the total consumption of 2% and an increase of 6% in the relative consumption per employee. The objective could not be achieved because the changes in the vehicle fleet that had been planned, depended on the Business Group to which Adasa belongs; it is not a decision that can be taken from the organization.
  10. 10. 10 6. ENVIRONMENTAL BEHAVIOUR In July 2016, the Headquarters were moved from Hospitalet (Barcelona) to El Prat (Barcelona), also between the end of 2016 and 2017; the organization underwent a restructuring that, among other changes, also produced a significant decrease in the workforce. The data is shown for both places and should be considered while comparing with previous years. The 2018 environmental behavior will be compared with that of the years 2017 and 2016. Data of environmental behavior is analyzed by branch and globally. The origin of this data are the invoices from the manager. In the case of Madrid’s branch which is inside a Corporative building, the global data will be analyzed and then counted by person. 6.1. ELECTRICITY CONSUMPTION During 2018 the total consumption of the organization was 149 MWh. The consumption for worker was 2,34 MWh. The global consumption has decreased in 4%, but there has been an increase in the consumption per worker of 4%. The global consumption of electricity (in MWh) and the one of the Delegation of Madrid have decreased but that consumption of the Headquarters of Barcelona has increased a little. In the case of Barcelona, the greater variability of the ratio is due to changes in the number of employees in the workforce. In the delegation of Madrid there is more variability, because the data come from the apportionment of the entire plant according to the number of total workers and those of Adasa. Graph 1. Electrical consumption per employee. Indicator – Electricity consumption per employee BRANCH 2016 2017 2018 GLOBAL 2,13 MWh/employee 2,24 MWh/ employee A= 149 MWh; B= 66 employees A/B= 2,34 MWh/employee Barcelona (El Prat) 2,36 MWh/employee 2,38 MWh/employee A= 145 MWh; B= 60 employees A/B= 2,53 MWh/employee Madrid 0,38 MWh/employee 1,26 MWh/employee o A= 15 MWh; B= 6 employees A/B= 0,45 MWh/employee Increase of 4% of consumption per worker with respect to 2017 It is also important to note that since October 2017 the organization has changed the electric source in Barcelona Headquarters and now buys green energy for the consumption of that buiding.
  11. 11. 11 6.2. FUEL CONSUMPTION The global consumption of petrol (cars) during 2018 was 36.249 l. This consumption is shown as 1.510 l/vehicle and 566 l/employee. During this year consumption has increased slightly due to the fact that the activity related to the execution of maintenance projects that require travelling has been maintained, but the number of vehicles and the employees has decreased with respect to 2017. * In the case of fuel consumption, the associated indicator is not segregated by branch because data is not available to perform this type of analysis. Graph 2. Fuel consumption per employee and per vehicle. Indicator – Fuel consumption per vehicle and per employee 2016 2017 2018 1.826 l/vehicle 362 l/employee 1.365 l/vehicle 534 l/employee A=36.249 l; B1= 24 vehicles A/B1= 1.510 l/vehicles A= 36.249 l; B2= 66 employees A/B2= 9566 l/employee 11% increase in consumption per vehicle and increase of 6% per worker with respect to 2017 Indicator – Energy Efficiency per employee 2016 2017 2018 4,7 MWh/employee2 7,6 MWh/employee A1: Electrical consumption = 149 MWh A2: Fuel consumption = 356 MWh A1+A2=505 MWh; B= 66 employees A/B= 7,7 MWh/employee 1kg Gasoil =11,8 kWh (Source: IDAE). 6.3. WATER CONSUMPTION The water consumption responds to the use of the worker for personal hygiene and drinking, and also for cleaning purposes. The consumption in the Barcelona branch (El Prat) during 2018 was 350 m3 and the consumption per worker was 5,8 m3 .
  12. 12. 12 Graph 3. Water consumption per employee. Indicator – Water consumption per employee 2016 2017 2018 7,5 m3 /employee 8,3 m3 /employee A= 350 m3 ; B= 60 employees A/B= 5,8 m3/employee Decrease of 36% of water consumption per worker with respect to 2017 In the water consumption’s case the data is only for Barcelona’s branch because Madrid’s branch is renting the space and the data is not accessible for only their part of the building. 6.4. PAPER CONSUMPTION Paper consumption is related to office work. During 2018 the global consumption was 0,75 t of paper. The global consumption per worker was 11,37 Kg, 16% less than 2017. Graph 4. Paper consumption per employee.
  13. 13. 13 Indicator – Paper consumption per employee BRANCH 2016 2017 2018 GLOBAL 7,08 kg/employee 13,55 kg/employee A= 750 kg; B= 66 employees A/B= 11,4 kg/employee (0,0114 t/employee) Barcelona (El Prat) 7,08 kg/employee 14,14 kg/employee A= 575 kg; B= 60 employees A/B= 9,6 kg/employee Madrid SD 9,06 kg/employee A= 72,5 kg; B= 8 employees A/B= 29,2 MWh/employee Decrease of 16% in global consumption per worker with respect to 2017 Paper consumption is related to the needs of project that are being executed and the preparation of offers for clients, these are very variable. On the other hand, as it happens in other cases, the data associated with the Madrid office are not taken into account as significant, since it is a shared office with other companies and the data does not come close to reality. The paper used has an ecological certification (Der BlaueEngel) and is 100% recycled. Adasa has a technical instruction, Green Practices at the Office in order to guarantee sustainability criteria in purchase process. 6.5. TONER CONSUMPTION / WASTE The waste and consumption number in toner are considered equal. The greater consumption is given in the Barcelona branch due to the higher number of copy machines and printers. Graph 5. Toner consumption/waste per employee. In 2018 there was a decrease of 43%, this increase has the same causes as the increase in paper consumption. The organization works in sensitization campaigns to reduce the number of printed documents, the use of draft styles in internal documents and the use of any mean that reduces ink consumption (ecofont).
  14. 14. 14 Indicator – Toner consumption per employee SEDE 2016 2017 2018 GLOBAL 0,17 kg/employee 0,43 kg/employee A= 19,9 kg; B= 66 employees A/B= 0,30 kg/employee (0,0003 t/employees) Barcelona (El Prat) 0,12 kg/employee 0,32 kg/employee A= 114,9 kg; B= 60 employees A/B= 0,25 kg/employee Madrid 0,58 kg/employee 1,27 kg/employee A= 5 kg; B= 6 employees A/B= 0.,83 kg/employee Decrease of 43% in the global consumption of toner with respect to 2017 The toner consumption has increased in both branches due to the reasons previously explained. The data from Madrid’s branch is not a direct number but a number given by apportioning Adasa’s workers inside the building. 6.6. BIODIVERSITY The biodiversity indicator is calculated by the occupation of the soil of the Adasa’s offices. Indicator – Biodiversity (Use of land) BRANCH 2016 2017 2018 GLOBAL 10,6 m2 /employee 19,5 m2 /employee A=1295m2 ; B= 66 employees A/B=19,6 m2/employee Barcelona (El Prat) 10,9 m2 /employee 19,5 m2 /employee A= 1195 m2 ; B= 60 employees A/B= 20,4 m2 /employee Madrid 8,3 m2 /employee 12,5 m2 /employee A= 100 m2 ; B= 6 employees A/B= 16,7 m2 /employee Decrease of 4% of the total occupancy per employee with respect to 2017 There is a little decrease due to the occupation of a part of the El Prat building by another company, although the ratio shown is also affected by the variation of the workforce. 6.7. EMISSIONS NOISE The source of the noise pollution generated by ADASA is its motor vehicles and some specific work carried out at the workshop located at the Hospitalet (Barcelona) Office. At some sites (when the use of machinery by subcontracted companies is required) some noise pollution peaks may occur. Even so, no corrective action was required to be taken in 2018 relative to the noise levels that were produced directly and indirectly. DUST ADASA generates dust emissions in projects requiring civil work outsourcing. In order to minimize the environmental impact, it’s necessary to carry out the following measures: ✓ Irrigate the soil especially during the summer months and sections close to areas with vegetation or inhabited areas.
  15. 15. 15 ✓ Place a tarp on top of the vehicle that transport dust-generating material. ✓ Restrict traffic and limit the speed of machinery and vehicles. ✓ Carry out the dustier activities, whenever possible, to the schedules when it affects less people. ✓ Cover easily dispersible materials in windy conditions. FUGITIVE EMISSIONS (Air Conditioning) During 2017, there have been no required maintenance actions in refrigeration system. In 2013, Adasa identified an approved substitute (R434A) for R-22. R434A is not harmful (Ozone Depletion Potential, ODP = 0) but with a higher Global Warming Potential (GWP = 2661) tan R-22. By keeping maintenance records, it is possible to control gas emitted to atmosphere. Finally, the associated impact (GWP -Global Warming Potential) is calculated. The fugitive emissions by air conditioning are included in total carbon calculation (CO2eq). GREENHOUSE GASES The activities that ADASA carries out that directly emit greenhouse gases are travelling by car, train and aircraft. Indirectly, CO2 is also emitted through the consumption of electrical power, which is in part obtained by burning fossil fuels. During 2018 there has been no required maintenance actions in refrigeration system. The Indicator recorded (2,6 t CO2 per employee) increased by 13% with respect to 2017. This increase, as discussed with the others the indicators, is affected by the significant reduction in the number of employees and the increase in fuel consumption associated to the increase in activity. Guide for calculating Greenhouse gases from the OCCC 2018 – Catalan Office for Climate Change and the ICAO-International Civil Aviation Organisation (www.icao.int). Graph 6. Emissions by origin Graph 7. Kilometres travelled Indicator – CO2 emissions Journeys (car, train, aircraft), electrical consumption, fugitive emissions, waste1 2016 2017 2018 2,2 t CO2/employee 2,3 t CO2/employee A= 115 t; B= 66 employees A/B= 2,6 t CO2/employee Increase by 13% per employee respect to 2017.
  16. 16. 16 6.8. WASTE Office-Workshop-Laboratory Barcelona Maintenance Toner NH Cables NH Paper and cardboard Packaging (Plastic and cardboard) Plastic Scrap metal Non-segregated waste collection Wood Non-Hazardous Electrical and Electronic Equipment (WEEE) Batteries and Cell-batteries H Fluorescent lamps Contaminated containers Contaminated absorbent paper Chemical reagents H Maintenance solutions Office Madrid Toner NHPaper and cardboard Plastic Table 4. Waste identification. NH: Non-Hazardous, H: Hazardous. In order to properly separate the waste, specific containers are available at the different office sites and waste areas are designated for storing each type of waste so that it can be subsequently collected by the authorized waste manager, which guarantees the assessment and specific treatment. TOTAL WASTE There has been an increase in total waste per employee (116%) recorded, due to the variability of the waste generated depending on the projects developed. Indicator – Total Waste1 2016 2017 2018 35,1 kg/employee 55,4 kg/employee A= 7889 kg; B= 66 employees A/B= 119,5 kg/employee (0,1195 t/employee) Decrease by 116% respect to 2017 1 It doesn’t take into account non-segregated waste (urban waste). The waste that is not selectively collected is generated by Hospitalet (Barcelona) and is managed by an authorized waste manager. Due to the small amount of waste generated at Madrid, waste is managed using urban containers. 6.9. PAPER AND CARDBOARD WASTE In 2018, the paper and cardboard waste had registered a value of 14,4 kg per employee, with a variation of 7% over the previous period. Awareness campaigns regarding the use of digital formats have been carried out in 2018 for stakeholders such as employees, suppliers and subcontracted personnel.
  17. 17. 17 Graph 8. Paper and cardboard waste per employee. There are specific waste containers located in the offices, managed periodically by the authorised waste manager, in order to give value to paper and cardboard. Packaging materials in good conditions like cardboard boxes are always reused and it helps the company in reducing costs and also reduces environmental impact. Indicator – Paper and Cardboard waste per employee BRANCH 2016 2017 2018 GLOBAL 16,6 kg/employee 13,5 kg/employee A= 953 kg; B= 66 employees A/B= 14,4 kg/employee (0,0144 t/employee) Barcelona (El Prat) 16,71 kg/employee 10,2 kg/employee A= 778,2 kg; B= 60 employees A/B= 13,0 kg/employee Madrid 15,53 kg/employee 42,4 kg/employee A= 174,8 kg; B= 6 employees A/B= 29,1 kg/employee Increase of 7% consumptions per employee respect to 2017 For the headquarters of Barcelona, there is an increase of 30% that is due to the increase in activity. The consumption of the branch of Madrid increases significantly, but it is not a reliable data since it comes from the apportionment of the consumption of the entire plant according to the number of total workers and those of Adasa. 6.10. PLASTIC WASTE In 2018, a residual plastic value of 2,97 kg per employee has been registered, with a variation of 332% over the previous period. Plastic waste mainly originates from packaging and non-recycled containers. Plastic materials that are in good condition are reused like cardboard boxes.
  18. 18. 18 Graph 9. Plastic waste per employee. Indicator – Plastic waste per employee BRANCH 2016 2017 2018 GLOBAL 2,3 kg/employee 0,74 kg/employee A= 195,8 kg; B= 66 employees A/B=2,97 kg/employee (0,00297 t/employee) Barcelona (El Prat) 2,45 kg/employee 0,65 kg/employee A= 186,8 kg; B= 60 employees A/B= 3,11 kg/employee Madrid 15,53 kg/employee 1,48 kg/employee A= 9,04 kg; B= 6 employees A/B= 1,51 kg/employee Increase of 299% plastic waste per employee respect to 2017. Both globally and for the headquarters of Barcelona, there is a significant increase in plastic waste since this year the storage has been cleaned and plastic material has been thrown away that corresponded to obsolete equipment cases, hence the increase in plastic waste. The consumption of the headquarters of Madrid is maintained, although as in the cases of the consumption of electricity, toner and waste paper and cardboard the data come from the apportionment of the consumption of the entire plant according to the number of total workers and those of Adasa. 6.11. LABORATORY – WORKSHOP WASTE Laboratory waste is generated through the preparation and replacement of reagents for water quality analysing equipment and waste reagents from R+D+i tests generated at Headquarters laboratory. Hazardous Waste has to be managed by law (legal requirements) and by the procedures included in Adasa’s Integrated Management System (certified by third party audit companies).
  19. 19. 19 Waste (kg) 2015 2016 2017 Microbiological material autoclaved 69 0 0 Microbiological waste not autoclaved 125 225 0 Acid Solutions 74 33 45 Alkaline Solutions 97 204 292 Non halogenated solutions 0 4 0 Glass contaminated containers 53 9 104 Plastic and Metal containers 36 0 30 Contaminated absorbent paper 7 20 0 Others (anti-freeze solutions, aerosols,…) 219 104 0 Non halogenated organic 155 7 1 Solutions containing heavy metals 15 0 0 Laboratory reagents 130 19 34 Hazardous Waste (kg) 980 606 506 Nº Employees 106 69 66 Hazardous waste per employee (kg/employee) 9,2 8,6 7,7 Hours worked (Laboratory/Maintenance) 3413 1225 1313 Indicator Hazardous Waste (kg/Hours ) 0,29 0,49 0,39 Table 5. Laboratory and Workshop waste. Laboratory waste generation depends on R+D+i projects needs therefore the indicator has been calculated taking into account the working hours. A decrease of 11% of total hazardous waste is registered, due to the cessation of activity in the laboratory during 2017 and although waste has been generated, the activity of the laboratory is not the original one, the residues come from tests carried out in some of the equipment. In the calculation of the indicator are included laboratory waste caused by its dismantling and the collection of waste and reagents discarded derived from it are included. Graph 10. Total Hazardous waste.
  20. 20. 20 6.12. PROJECT WASTE MATERIALS A Quality, Environmental and Health & Safety Action Plan is drafted for each project to identify and assess the specific environmental hazards and all the procedures and elements that must be taken into account to ensure correct environmental management; waste management preventive and corrective actions, good environmental practice data sheets, etc. The Action Plan is communicated to ADASA stakeholders involved on the project in order to guarantee its accomplishment. Due to ADASA’s activity, the generation of waste is variable and depends on project’s needs. 1 Waste Project site materials (batteries, cables,…) are not represented as a ratio of total value per employee (A/B) because this indicator has variable generation and low representativeness and is not significant according to the environmental analysis – Chapter 2.3.2.2 Commission Decision of 4 March (2013/131/UE). Waste1 (kg) 2016 2017 2018 Batteries 99 19 5193 Wood 410 0 105 WEEE NH (Waste Electrical and Electronic Equipment - Non-Hazardous) 80 161,5 865 Table 6. Main worksite project waste materials. 7. LEGAL COMPLIANCE Adasa identifies records and reviews the applicable legal environmental requirements and the requirements of voluntary commitments it has acquired. Adasa currently has no open disciplinary proceedings or proceedings in environmental matters and compliance with all legal requirements applicable. - All offices included in the EMAS register have an environmental licence (El Prat (Barcelona), Madrid). - In 2016 ADASA has communicated to ECOTIC (Extended Producer Responsibility System) the number of equipment manufactured in order to meet legal requirements according to waste electric and electronical equipment generation (WEEE) regulation. - Annually ADASA presents the waste Declaration (el Prat, Barcelona), exempt for the other offices because of the nature and the quantity of waste materials generated. - Building inspections are conducted (BT, lifting equipment, fire extinguishing systems, etc.).
  21. 21. 21 8. STAKEHOLDERS Adasa ratified its commitment to social and economic and especially environmental sustainability, which is in fact the core business of the Company. The drafting of a Dialogue Map for stakeholders has enabled the most suitable action to be applied with collaborators, clients, suppliers, employees and other companies which are working in the same sector.
  22. 22. 22 9. TRAINING AND COMMUNICATION ADASA keeps employees involved in activities or practical trining in order to reach the set goals and objectives. In the Employee Portal the staff can contribute and exchange information with other employees. This information is analysed by the Environmental, Quality and Health&Safety Committee.
  23. 23. 23 10. VALIDATION ADASA SISTEMAS, SAU CIF A58596206 C/ Ignasi Iglesias 217-219 08820 El Prat de Llobregat - Barcelona Tel. +34 932 640 602 - Fax +34 932 640 656 www.adasasistemas.com Environmental Statement Contact Person Nuria Madrid – Economic, Financial and Services Director Area nmadrid@adasasistemas.com www.adasasistemas.com adasa@adasasistemas.com This Environmental Declaration has been verified by SGS International Certification Services Ibérica, S.A.U. “SGS Internacional Certification Services Ibérica, S. A , accredited by ENAC number ES-V-0009 and authorised by Direcció General de Qualitat Ambiental de la Generalitat de Catalunya number 034-V-EMAS-R Declaración validada el 12/04/2019 Digitally signed by Jesus Moya Lledo

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