Eskom Holdings SOC Limited (referred to as Eskom), a public state owned company, is required to continually demonstrate environmental duty of care and report on its environmental performance. In furthering its commitment to sustainable development and in line with environmental compliance of its activities, Eskom is planning to have the Distribution Division certified against the International Organisation for Standardization (ISO) 14001:2004 environmental management system (EMS) standard by 2014. In general, management review may quickly turn into a dry review of the items on the agenda, done only to show an auditor the review was held. As such, the aim of this study was to assess the effectiveness of management reviews as one of the key continual improvement elements of the ISO 14001:2004 environmental management system within Eskom Distribution: Western Region. This research has been designed to take place in three stages. These stages are planning, execution and publication, and preparing the dissertation for marking. The research methodology included a literature study on various national and international articles and journals on EMSs that relate to environmental performance. The databases of Eskom Distribution: Western Region ‒ i.e. the management review presentation results for the 2008/09, 2009/10 and 2010/11 financial years, key significant environmental aspects for the Technical Service Centres (TSCs) and Minor/Major Engineering Works (MEW), key performance indicators (KPIs), Risk Audit System (RAS) results, and results of the external EMS audit conducted from 23–25 April 2007 were used for this research. Questionnaires were sent to the TSCs’ senior supervisors and Safety, Health, Environment and Quality (SHEQ) management. An analysis of the questionnaires completed by the TSC senior supervisors showed that all the participants have seen an improvement in environmental performance due to annual management reviews, except TSC11, who have not seen management review results. It can be concluded from the results of the SHEQ management questionnaires that an improvement (continual improvement as per the ISO 14001 requirement) was observed. The improvements were identified through improved processes, improved gap analysis, increased environmental awareness, and addressing risks. Most of the ISO 14001:2004 requirements for the management review for all financial years covered in this study were met. In terms of the objectives, targets and KPIs, Eskom Distribution: Western Region performed effectively and most of the outcomes were implemented according to the recommendations. Further, based on the external audit conducted from 23 to 25 April 2007, it is clear that Eskom Distribution: Western Region conformed to the minimum requirements of the ISO 14001:2004 EMS. Their management reviews also met all requirements of the ISO 14001:2004 relating to management review. This was proven by minutes of previous meetings that covered all the necessary issues that were audited. Thus, the existence of management reviews contributed towards ensuring that the ISO system was scrutinised and improved where it worked, and that aspects that did not work well were removed. / M. Environmental Management, North-West University, Potchefstroom Campus, 2014

Eskom Holdings SOC Limited (referred to as Eskom), a public state owned company, is required to continually demonstrate environmental duty of care and report on its environmental performance. In furthering its commitment to sustainable development and in line with environmental compliance of its activities, Eskom is planning to have the Distribution Division certified against the International Organisation for Standardization (ISO) 14001:2004 environmental management system (EMS) standard by 2014. In general, management review may quickly turn into a dry review of the items on the agenda, done only to show an auditor the review was held. As such, the aim of this study was to assess the effectiveness of management reviews as one of the key continual improvement elements of the ISO 14001:2004 environmental management system within Eskom Distribution: Western Region. This research has been designed to take place in three stages. These stages are planning, execution and publication, and preparing the dissertation for marking. The research methodology included a literature study on various national and international articles and journals on EMSs that relate to environmental performance. The databases of Eskom Distribution: Western Region ‒ i.e. the management review presentation results for the 2008/09, 2009/10 and 2010/11 financial years, key significant environmental aspects for the Technical Service Centres (TSCs) and Minor/Major Engineering Works (MEW), key performance indicators (KPIs), Risk Audit System (RAS) results, and results of the external EMS audit conducted from 23–25 April 2007 were used for this research. Questionnaires were sent to the TSCs’ senior supervisors and Safety, Health, Environment and Quality (SHEQ) management. An analysis of the questionnaires completed by the TSC senior supervisors showed that all the participants have seen an improvement in environmental performance due to annual management reviews, except TSC11, who have not seen management review results. It can be concluded from the results of the SHEQ management questionnaires that an improvement (continual improvement as per the ISO 14001 requirement) was observed. The improvements were identified through improved processes, improved gap analysis, increased environmental awareness, and addressing risks. Most of the ISO 14001:2004 requirements for the management review for all financial years covered in this study were met. In terms of the objectives, targets and KPIs, Eskom Distribution: Western Region performed effectively and most of the outcomes were implemented according to the recommendations. Further, based on the external audit conducted from 23 to 25 April 2007, it is clear that Eskom Distribution: Western Region conformed to the minimum requirements of the ISO 14001:2004 EMS. Their management reviews also met all requirements of the ISO 14001:2004 relating to management review. This was proven by minutes of previous meetings that covered all the necessary issues that were audited. Thus, the existence of management reviews contributed towards ensuring that the ISO system was scrutinised and improved where it worked, and that aspects that did not work well were removed. / M. Environmental Management, North-West University, Potchefstroom Campus, 2014

Abstract Cold is a very common physical risk factor in workplaces in circumpolar regions. Cold has many detrimental effects on human health and performance, and on the safety, quality and productivity of work. In this study a systematic general Cold Risk Management Model was developed, applied and evaluated. The model can be integrated in a company’s or an organization’s occupational safety, health, environment and quality (SHEQ) management systems and practices in workplaces. The Cold Risk Management Model and methods were later included in ISO 15743 Ergonomics of the thermal environment – Cold workplaces – Risk assessment and management. The Cold Risk Management Model and methods were applied in two case company’s SHEQ systems and practices in the fields of construction and maritime administration and services. Based on the case studies, the concrete cold risk management activities and the personnel training campaign resulted in immediate positive results and improved attitudes towards further development. At the national level, working in the cold was estimated to increase personnel costs in the construction industry annually by €50M, which is 3% of the industry’s annual personnel costs. This study also showed that the Cold Risk Management Model and methods are profitable. In the case construction company, the savings achieved by cold risk management activities at a construction site were 2.5 time the costs of those activities. A follow-up study in the case company in the field of maritime administration and services showed that implementation and dissemination of the Cold Risk Management Model and methods require systematic work also after the initial development process. The implementation process could and should be enhanced by early establishment of organization-wide guidelines, visible concrete actions, a training campaign and use of necessary external experts. This study also presents a Safety Management Matrix Model for analyzing development and implementation activities during the process time span. / Tiivistelmä Kylmä on yksi yleisimmistä työympäristön riskitekijöistä pohjoisissa oloissamme. Kylmästä aiheutuu haittaa ihmisen toimintakyvylle ja terveydelle sekä työn turvallisuudelle, laadulle ja tuottavuudelle. Tässä väitöstutkimuksessa kehitettiin systemaattinen kylmäriskien hallintamalli osaksi yrityksen työterveys- ja työturvallisuus-, ympäristö- ja laatujohtamisjärjestelmiä (SHEQ). Kehitetty kylmäriskien hallintamalli menetelmineen on nykyisin osa standardia ”SFS-EN ISO 15743 Lämpöolojen ergonomia. Kylmät työpaikat. riskin arviointi ja hallinta”. Kylmäriskien hallintamallia ja sen menetelmiä sovellettiin ja edelleen kehitettiin kahdessa tapausyrityksessä rakennusalalla sekä merenkulun tukipalveluissa. Konkreettisista kehittämistoimenpiteistä ja henkilöstön koulutuksesta koettiin tapausyrityksissä saadun välitöntä hyötyä, ja ne johtivat positiivisiin asenteisiin jatkokehittämistyötä kohtaan. Tutkimuksessa arvioitiin kylmätyön myös lisäävän rakennusalan henkilöstökustannuksia vuosittain 50 miljoonalla eurolla, mikä oli 3 % alan vuotuisista palkkakustannuksista. Tapaustutkimuksen avulla osoitettiin, että kylmänhaittojen hallinta on kannattavaa. 20 henkilön rakennustyömaalla kylmänhaittojen hallinnalla saavutettavat säästöt olivat 2,5-kertaiset toimenpiteistä aiheutuneisiin kuluihin verrattuina. Merenkulun tukipalvelujen alalla toimivassa tapausyrityksessä tehdyn seurantatutkimuksen mukaan kylmäriskien hallintamallin käyttöönotto ja levittäminen yrityksessä vaatii kuitenkin aikaa ja systemaattista työtä. Mallin käyttöönottoa ja levittämistä voidaan tutkimuksen perusteella nopeuttaa kehittämistyön näkyvyydellä ja konkreettisuudella, koulutuksella, organisaatiotasoisten ohjeiden laatimisella aikaisessa vaiheessa sekä erityisesti asiantuntijatuen saatavuudella koko implementointivaiheen ajan. Tutkimuksessa syntyi myös turvallisuusjohtamismatriisi työkaluksi kehittämistyön suunnitteluun ja arviointiin.