sprc-sg-qam004 pers report - sprc

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SPRC-SG-QAM004 PERS Report - SPRCDIRECCIÓN DE PROCESOS / PUERTO DE CARTAGENA

Tabla de Contenido

1. Introduction2. Context

2.1. Group Puerto de Cartagena2.2. PERS for the company

3. Environmental Policy3.1. Integrated Management System Policy3.2. Policy3.3. Objectives of the Enviromental Management System3.4. Scope

4. Register of environmental aspects, legal requirements and Performance Indicators4.1. Understanding the needs of interested parties4.2. Environmental aspects4.3. Local regulation4.4. Performance Indicators

4.4.1. Environmental objectives and plans to reach them4.4.2. Environmental indicators

5. Documented responsibilities and resources related to environmental aspects5.1 Internal environmental roles and responsibilities

6. Conformity review of environmental policy and legal requirements6.1. Review of environmental policy6.2. Inputs for Revision by the Senior Management

6.2.1. Pending actions of previous Revision6.2.2. Internal or External changes that may impact the Environmental Management Program6.2.3. Information on the performance and effectiveness of the Environmental Management System

6.2.3.1. PR-FMT200 Water use index SPRC6.2.3.2. Accidents and operational incidents that affect the Environment6.2.3.3. PR-FMT200 Ordinary waste generation index SPRC6.2.3.4. PR-FMT200 Index of recovered waste SPRC6.2.3.5. PR-FMT200 Index of hazardous waste generated SPRC6.2.3.6. Develop Social Programs to improve the quality of life of suppliers, workers and portcommunity6.2.3.7. Inform interested parties about the sustainable activities carried out by the SPRC

6.3. Risk and oportunities management6.3.1. Operational and Technological Risk6.3.2. Improvement opportunities

6.4. Compliance of legal obligations6.5. Outputs of the Senior Management Revision

7. Environmental Report8. Examples of best practice

8.1. RTG electrification8.2. Clock control for turning on and off the air conditioned system and yard illumination system

9. Change ControlAnnex 1 - Environmental Aspect Register

1. IntroductionGroup Puerto de Cartagena, is recognized as a top leading port not only in Colombia but in the Caribbean. The commitment of being asustainable port it is in our mission, therefore we embrace new standards every year to challenge ourselves to apply the best practices inthe industry. It is the case of PERS (flagship product of EcoPorts, and ESPO European Sea Ports Organization) that encourages all of itsmembers to implement best practices to significantly contribute towards the sustainable management and development of portoperations.

Group Puerto de Cartagena, is willing to obtain such certification as a commitment with the environment and society.

2. Context

2.1. Group Puerto de CartagenaGroup Puerto de Cartagena facilitates colombian trade and global connectivity, thus promoting socio-economic development, not only inthe region but also in the country. It is a leading platform in the Caribbean, offering port and logistics services to cargo and passenger ofcruise ships, with productivity indicators recognized among the highest in the world. Innovation is its spearhead, in a constantcommitment to add value to the cargo and increase the competitiveness of the customers.

The Sociedad Portuaria Regional de Cartagena S.A. - SPRC - is a company who belongs to Group Puerto de Cartagena.


SPRC is located at Latitude 10° 24'N and Longitude 75° 32'W on the Colombian Caribbean Coast. Since its foundation in 1533 by DonPedro de Heredia, this port has been considered one of the most dynamic in the Caribbean.

The port infrastructure was administered and operated by Colombian government for 34 years, between 1959 and 1993. Then, in 1991when the economic model of Colombia changed, it was issued the Law # 1 of 1991, where the government hand out in concession toSPRC all the docks and yards with the commitment to make significant investments and execute a Master Development Plan.

SPRC has been cataloged eight times as the Best Caribbean Port by the Caribbean Shipping Association, thanks to its high levels ofproductivity and efficiency. It has also been awarded as the most reliable port by the same association.

During the more than 25 years of operation, the terminal has increased its operational productivity, expanded its storage capacity,boosted the processes speed and established a rigorous security scheme. During the 90´s SPRC has played a central role in theopening of the Colombian economy. Nowdays is an essential link for trade and transshipment in the region.

This extensive development, added to its strategic location, allows offering its clients an excellent, service. SPRC has become one of themain connection centers worldwide for the most important international shipping lines. Nowadays SPRC has a throughput of all most 1million TEUS per year.


2.2. PERS for the companyThe commitment with the environment has been stated in SPRC vision in 2007, as follows:

VISION and MEGA FOR THE NEXT 10 YEARS (2017)

In 2017, The Group Puerto de Cartagena will have achieved consolidated sales of $ 600 million USD annually, creating value forstakeholders.

It will have the capacity to mobilize 5 Million TEUS per year in the logistics network.It will have consolidated valuable strategic alliances in its businesses.The organization will occupy a prominent position as: a great place to work, for its environmental management and for its socialresponsibility.It will guarantee the quality and fulfillment of the services provided.

Currently, the group is planning its strategic vision for the next 10 years.

3. Environmental Policy

3.1. Integrated Management System PolicyThe environmental policy statement is a declaration of the port public intentions and principles in relation to its overall environmentalperformance, which gives a framework for action and for the setting of its environmental objectives.

The Integrated Management System established by the group includes the requirements ISO 9001, OHSAS 18001, BASC, ISPS Code,ISO 14001, Sustainable Tourism and Prevention of money laundering and terrorist financing.

The definition of the Policy is carried out through the following steps:

Analysis of the organizational strategy, added value proposal to the client and target customers.Review of strategic business goals.Development plan and strategic objectives.Trends in ports industry.Analysis of the current legislation.Analysis of the needs and expectations of the clients and other interested parties.Risk assessment.Environmental impacts assessment.

Each of the stages is developed by Senior Management through a process led by strategy consultants.

The Policy then is communicated to all personnel by all available means ensure its understanding.

The Policy is publicized in:

Billboards throughout the company offices.WIKIPORT, the internal web site for knowledge management.

The policy is reviewed periodically by the Senior Management.


3.2. Policy"The Group is committed to generating value to its customers, through agile and simple processes, under certified international operatingstandards, identifying, evaluating and controlling occupational and environmental risks, seeking innovation and continuous improvement,through a competent human talent and the effective application of technology.

As a socially responsible company, it is our commitment to work with quality and integral security, prioritizing the health and well-being ofpeople, environmental protection, social management and compliance with the legislation applicable to our activities.

Promoting a healthy and safe work environment is an inherent responsibility at all levels of the Organization, with all stakeholders linkedto the Integrated Management System and allocating the necessary human, technological, physical and financial resources. For thisreason, employees and contractors are responsible for complying with the rules and procedures of integral safety, in order to perform asafe and productive work."

Version 0.8 2016-01-18

Signed by General Manager

3.3. Objectives of the Enviromental Management SystemThe objectives of the Environmental Management System that allow to demonstrate compliance of the Policy are:

RELATIONSHIP BETWEEN ENVIRONMENTAL OBJECTIVES AND INDICATORS OF THE ENVIRONMENTAL MANAGEMENTSYSTEM

OBJECTIVE INDICATOR

I. Optimize the energy and water resources. PR-FMT200 Water use index SPRC Energy efficiency indicators

II. Prevent the occurrence of accidents and operational incidentsthat affect the environment.

Accidents and operational incidents indicators

III. Develop the Zero Waste Program and the Best 4R RecyclingManagement Program in each terminal.

PR-FMT200 Ordinary waste generation index SPRCPR-FMT200 Index of recovered waste SPRC

IV. Monitor the quality of the water and air components todevelop a sustainable management in the operations of eachterminal.

Compliance in the execution of environmental monitoring

V. Develop social management programs to improve the qualityof life the port community.

Attention to petitions, complaints and social andenvironmental claims

VI. Socialize stakeholders about the sustainable managementactivities carried out by each terminal.

Compliance with the environmental training program

Targets of each indicator are specified in the numeral 6.2.3. of the present document.

3.4. ScopeThe Integrated Management System applies to all "Operating, Technical and Administrative Processes to provide Port and LogisticsServices to international trade participants".

All interested third parties working within the Port Facility must align their Safety, Environmental Management, and Security programs, inaccordance with the guidelines established by the Integrated Management System.

4. Register of environmental aspects, legal requirements andPerformance Indicators

4.1. Understanding the needs of interested partiesContecar defined its interest parties with the following general needs:

Interest parties Needs

https://wikiport.sprc.com.co:8444/display/PRC/PR-FMT200+Indice+del+uso+de+agua+SPRC


https://wikiport.sprc.com.co:8444/pages/viewpage.action?pageId=67829973

https://wikiport.sprc.com.co:8444/display/PRC/PR-FMT200+Indice+de+residuos+recuperados+SPRC


Port Operators Fair rates and economic balance.

On time payments.

Long term relationship development.

Contractors and Tenants Fair rates and economic balance.

On time payments.

Long term relationship development.

Clients Competitive rates and economic balance.

Safety and process agility.

Community Low environmental impact.

Social and economic benefits

Shareholders Economic Profitabilty.

Risk reduction.

Legal compliance.

Associations (Guilds, NGOs, among others) Transparency.

Support for the development of the industry.

Authority Transparency.

Economic compensation for granted concessions.

Legal compliance.

Employees Professional development.

Wages and benefits.

Safe and healthy work environment.

4.2. Environmental aspectsThe company has the procedure GA-QAP001 , to identificate andIdentification of aspects and evaluation of environmental impactsevaluate environmental impacts of each process. The outcomes of this procedure are the plans and programs to protect and conservethe environment.

The programs established in SPRC Environmental Management are:

Efficient Resource usage.Vessel Waste Management.Terminal Waste Management.Environmental Management for civil works carried out within the terminal premises.Emergency Response Program.Training program in Environmental Management.Monitoring and Follow-up.Auditing for all environmental programs.

The SPRC carries out its activities in accordance its licene issed by the Ministry of the Environment (Colombian Enviromental Authority):Act/Resolution 1380 of November 21, 1995.

The aspects are detailed in the Environmental Aspect Register - Annex 1.

4.3. Local regulationAs part of the entries of the Environmental Management program, every month, new laws, decrees and resolutions that may modify therequirements of environmental regulations are checked. As a result, our documentation is updated, and SPRC keeps track of theobligations to be fulfilled with their respective evidence of compliance.

The company has the procedure SG-QAP015 for Identifications ofIdentification and Evaluation of Legal Requirements and othersregulations to be fulfilled.

The SPRC carries out its activities in accordance its license issued by the Ministry of the Environment: Act/Resolution 1380 of November21, 1995.


4.4. Performance IndicatorsThe company has established Global Performance indicators for each process. The indicators are aligned with the Vision and MEGA, inorder to manage the fulfillment of objectives, goals and action plans, defined by Senior Management.

There is a strategic map of objectives which identifies 4 business perspectives. Financial, Clients, Processes, strategic resources.

Each perspective has performance indicators to follow up the results and its alignment with the company objectives, this builds up theBalanced Scorecard in the company.

In each process, additional indicators are established and aligned with the strategic objectives, to evaluate their contribution to theachievement of the MEGA.

4.4.1. Environmental objectives and plans to reach them

Based on the environmental impacts of SPRC, the specific objectives are:

Optimize energy and water usage.Prevent the occurrence of accidents and operational incidents that affect the Environment.Develop a zero residue program and the optimal 4R recycling program.Monitor the quality of the water and air components to develop a sustainable environment in the operations of each terminal.Develop Social Programs to improve the life quality of stevedores and the port community.Inform interested parties about the sustainable activities carried out by the SPRC.

4.4.2. Environmental indicators

For the Environmental Management, the following indicators have been established:

Ordinary waste generation index.Index of recovered waste.Index of hazardous waste treated.Water use index.

5. Documented responsibilities and resources related toenvironmental aspectsSPRC relies on a competent team committed to customer satisfaction, the application of appropriate technologies and the continuousimprovement of the quality and security of its services.

Organizational chart of SPRC as follows:


The levels of authority of the personnel are shown in the Organization Chart.

Through the Selection and Hiring process, the role and responsibilities are defined to each position within the company.

In the format GH-FMT100 Appreciation Guide of the Role, the responsibilities of a position are detailed, including those related toEnvironmental obligations.

Likewise, both in the characterization of the processes, as well as in the procedures, the responsibilities of the participants are indicated,making sure the fulfillment of the environmental requirements.

The communication of the responsibility for compliance with the requirements is carried out during the process of induction to newpersonnel and through training aimed at each position.

5.1 Internal environmental roles and responsibilitiesThe following table indicates who is responsible for particular environmental tasks within SPRC:

Environmental Responsibilities of Key Personnel*

For those areas for which SPRC has responsibility, what personnel are responsible for the following functions

Job Title or Name** Department

Port Operations (Dredging) Not applicable -

Port Operations (Navigation) Not applicable -

Port Operations (Shipping) Not applicable -

Port Operations (Terminals) Operations Superintendent Operations

Cargo Handling Operations Equipment Operator Superintendent Operations

Jetty/Wharf Management Operations Superintendent Operations

Site Management Operations Superintendent -

Strategic Planning General Manager -

Supplies acquisition Procurement Manager Finance


Licensing/Permits Legal Affairs Coordinator

Process Manager

Corporate Affairs

Processes

Quality Management Process Manager Processes

On site Contractor Management Superintendent of Engineering andProjects

Engineering and Projects

Emergency Planning Safety Superintendent Operations

Waste Management Environmental Manager Engineering and Projects

Marina / Slipway management Not applicable -

Environmental Document Management Environmental Manager Engineering and Projects

Environmental Data Management Environmental Manager Engineering and Projects

Soil pollution assessment Environmental Manager Engineering and Projects

Air Quality monitoring Environmental Manager Engineering and Projects

Energy and Carbon Footprint monitoring Process Manager Processes

Water Quality monitoring Environmental Manager Engineering and Projects

Noise management Environmental Manager Engineering and Projects

Vehicular Management of Terminal traffic Operations Superintendent Operations

Other (please specify) - -

6. Conformity review of environmental policy and legalrequirementsThe convenience, adequacy and effectiveness of the Integrated Management System is reviewed at all levels of the company using theprocedure SG-QAP006 Revision by the Senior Management.

6.1. Review of environmental policyTaking into account the results of the procedure SG-QAP006 Revision by the Senior Management carried out for the period betweenJanuary and December 2018, Senior Management confirms the Effectiveness of the Integrated Management System.

The review established by the company includes the requirements ISO 9001, OHSAS 18001, BASC, ISPS Code, ISO 14001,Sustainable Tourism, Prevention of money laundering and terrorist financing.

6.2. Inputs for Revision by the Senior ManagementThe Management Review is planned and carried out including the following considerations:

The status of pending actions of previous Revision.External or internal changes that may impact the objectives of the company.Performance of each process in the company.Resources allocation.Risks and opportunities management.Opportunities for improvement.Compliance of legal obligations.

The analysis is compiled in a formal report called “Revision of the senior management of the integrated management system”.

6.2.1. Pending actions of previous Revision

From the 2017 Revision of the integrated management system, the following actions are pending:

SAL-7496: Revision of the senior management:

SAL-7513: Phone service improvementsSAL-7514: Satisfaction surveysSAL-7515: Satisfaction surveys for tourist and cargo ownersSAL-7517: Improvements to Warehouses and General CargoSAL-7518: Design of new flows for the cruise ship terminal

https://jira.sprc.com.co:8443/browse/SAL-7496







6.2.2. Internal or External changes that may impact the Environmental ManagementProgram

During 2018, the following internal and external changes related to the Environmental Management System occurred:

On February 26, 2018, electronic billing enforced by law was implemented in CONTECAR, leaving the 2 terminals unified in thisprocess.It was implemented for some clients, sending the graphic representation of the invoices and their XML file, via email.The Colombian Authority of Environmental Licenses ANLA included two new fishing communities within the area of directinfluence, for this reason the files corresponding to the social component of the CONTECAR terminal were modified.By adjusting operation hours of equipment and maintenance plans has allowed the purchase spare parts using forecasts.

6.2.3. Information on the performance and effectiveness of the EnvironmentalManagement System

During 2018 in SPRC the objectives established in the Environmental Management System were maintained, in order. The performanceof the environmental indicators was as follows:

PR-FMT200 Water use index SPRC6.2.3.1.

Formula: in m3 / TEUSWater consumption in operational areas

Mainly the consumption of fresh water increases due to the amount of pessenger onboard of the cruise ships docked at the terminal. Thecruise activity during the year 2018 maintained its growth trend. The number of passengers increased 10%, for a total of 447,942.

6.2.3.2. Accidents and operational incidents that affect the Environment

During 2017 there were no incidents or operational accidents that generated significant environmental impacts. However, in order to beprepared for any event, drills are carried out in the terminal according to the threats identified in the Emergency Plan.

In 2018, the drill was performed at Pier 3 of COMPAS (a neighbor terminal), where a spill in the bay was simulated and the action takenby the Mutual Aid Plan was evaluated. SPRC and CONTECAR were participating as a spill control brigade.

6.2.3.3. PR-FMT200 Ordinary waste generation index SPRC

The objective of this indicator is to measure the volume of ordinary waste generated by the activities of the terminal, in order toimplement actions to reduce it. The results for 2018 were as follows:

Formula: Amount of ordinary waste generated in m3

Due to civil works for port infrastructure, the wastes has increased, however in general terms it has remained at normal operatingconditions.

PR-FMT200 Index of recovered waste SPRC6.2.3.4.

The objective is to measure the amount of waste recovered as a positive indicator of the correct handling of waste, in order to promoterecycling.

Formula: in m3Amount of waste recovered



https://wikiport.sprc.com.co:8444/display/PRC/PR-FMT200+Indice+de+residuos+recuperados+SPRC


The indicator shows 81% fulfillment of the goal. The values vary within the normal range of operation and it is expected to improve thesegregation of waste to obtain better results in recycling.

PR-FMT200 Index of hazardous waste generated SPRC6.2.3.5.

The objective of the indicator is to measure the volume of hazardous waste generated by the terminal and compared with previous year.The results of the year 2018 were the following:

Formula: Amount of hazardous waste treated in m3

The indicator fits the goals established for 2018. This demonstrates the commitment of the terminal in treating the wastes properly.

. 6.2.3.6 Develop Social Programs to improve the quality of life of suppliers, workers and portcommunity

SPRC holds regular meetings with the community, socializing issues related to the environmental management plan.

To every new contractors or suppliers, SPRC provides training in site that includes full detail of the Environmental Management Plan thatis carried out weekly.

In addition, suppliers and contractors have been requested to comply with the minimum environmental requirements for entry the port,and based on this, audits have been made to verify fulfillment the Environmental Management plan.

People represent the greatest asset of this company, and for this reason it is necessary to strengthen their level of engagement with allenvironmental initiatives with a formal training. This program include online training with our SMART Port Platform which provides onlineassessments as well to insure personal has learned the topics.

. Inform interested parties about the sustainable activities carried out by the SPRC6.2.3.7

SPRC holds periodic meetings with the community and local authorities, socializing the projects to be implemented in the terminal, aswell as the of the results obtained troughout the enviromental program.

6.3. Risk and oportunities managementGroup Puerto de Cartagena determines risks and opportunities, in order to establish controls and actions to ensure the IntegratedManagement System, to accomplish its objectives, increasing desirable effects, reducing the undesirable effects and achieve thecontinuous improvement of their processes.



The risk management system is based on the ISO 31000: 2018 standard and can be verified in the procedure GR-SOP206 RiskManagement. Opportunities are identified by each process and recorded in the Senior Management Revision.

The terminal is exposed to deferent types of risk, such as financial risks, market risk, exchange rate fluctuation, interest rates variations,credit risk liquidity risk, natures risk and operational risk.

6.3.1. Operational and Technological Risk

The organization has a risk management system based on ISO 31000 that identifies, analyzes and establish reasonable treatmentmeasures for each risk in order to avoid its materialization or reduce its impact.

It is a systematic process that identifies the threats to the organization, establishes controls and designs the protections to such threats.Process by process, risks are identified and evaluated depending on their frequency and the economic impact, the impact to theenvironment, the safety for the personnel, the damage to property and possible deterioration of SPRC good will.

Additionally, an assessment of the impact of each risk on the continuity of port operations is made to determine business continuitystrategies.

The process is supported in software, which allows the follow-up the findings and corrective plans.

To communicate the results of risk management to all members of the organization, an indicator has been set up that is part of the wagecompensation, which provides benefits according to satisfactory performance on defined goals.

To establish hedges in insurance, SPRC analyze all probable maximum losses and estimations of loss values including those incurreddue to interruption of operations.

MAIN OPERATIONAL RISKS WITH ENVIRONMENTAL IMPACT

RISK MEASURES

Saturation or blockage of the current channel to the bay ofCartagena

Ongoing project of the second access channel to the bay ofCartagena

Collision of a vessel with the dock or gantry cranes Local Maritime Authority issues the licenses of Pilots accordingto the exams and knowledge tests provided in the law.

The terminals have sufficient navigation aids, information onbuoys, bathymetries and maneuvering areas for consultation ofthe port community and the changes are permanently reported,through means available by law.

The terminal has a official procedure for operations issued by thelocal authorities that describes in detail the mooring and sailingmaneuvers of the vessels, also establishes the securityrequirements for pilots and tugboats.

GPC Tugs, is a company of the Group Puerto de Cartagena thathave 3 tugs with the highest capacity available in the bay toassist in berthing and sailing maneuvers.The GPC Tugs crew is highly trained for the safe operation of thetugboats.


Fire in a gantry crane or wharehouse Automatic detection and fire extinguishing systems.

Predictive maintenance policy that feeds from periodic expertinspections (including thermography)

Maintenance controlled automatically by information systems.

Emergency Brigade highly trained and equipped with its own firetruck.

Windstorms and strong winds Early warnings of strong winds.

Gantry cranes lock automatically when the wind speed increasesto maximum levels.

Automatic monitoring of stacks of containers that may beaffected by the wind.

Construction of warehouses and buildings with high safetystandards.

Accidents during the shipping of containers to Contecar terminalusing the barge service

Barge and tugboats certified by a classification society.

Stability of the barge is controlled by the ship's planners from theterminals.

Navigation assisted by tugboats GPC Tugs

The GPC Tugs crew is highly trained for the safe operation of thetugboats.

Leakage of hazardous gases from isotanks Container stacking system determines the safest position fordangerous cargo. The stacking of tanks complies with thesegregations recommended by the IMO.

Leakage and hazmat containment equipment in both terminals.

Highly trained personnel to respond to emergencies.

Spills to the bay

Spill containment barriers.

Zodiac boats for rapid deployment of barriers.

Every bunkering operation has a spill containment barrier and apresent surveyor from the local maritime authority to evaluatesafety conditions.

6.3.2. Improvement opportunities

The following opportunities for improvement were identified regarding the environmental program.

Contecar

In the short term, the installation of the solar panels in the new 22.000 m2 warehouse. This will mitigate CO2 emissions.In the medium term, connect the terminal sewerage piping to the city piping. Currently the sewerage waters are evacuated usingsuction trucksUse of rainwater for irrigation activities.

SPRC

Optimization of the recycling process with the implementation of a tool that allows the separation of the different parts, usable ornot, of the oil filters coming from the maintenance of the machinery and equipment.Maintenance and improvement of ecological points, to improve the segregation and reclassification in the source.Increase environmental care culture of the port community through the different means of communication.Implementation of posters in strategic places such as stops of the internal route of passengers, in order to communicateenvironmental objectives.

6.4. Compliance of legal obligationsThe company has the procedure SG-QAP015 to evaluate the complianceIdentification and Evaluation of Legal Requirements and othersof legal obligations. Every year SPRC program a review of compliance with environmental legislation and it includes a documentedsummary of priorities for improvement plans. In 2018 the review was done by KPMG.

6.5. Outputs of the Senior Management RevisionThe Senior Management Revision generates the plan with the actions tending to achieve the goals in the processes and services thatare provided, so that these are in accordance with the requirements of the client expectations.


If required, the plan may include changes to the top Management, Policy and / or Objectives. It also includes the allocation of resourcesnecessary for its development.

The Improvement Plan is formally registered in the annual report of the Revision of Senior Management.

7. Environmental ReportIn the Annex 1 you find the 2017 Environmental Report. Is also published in the website https://www.puertocartagena.com/es/gestion-am

.biental

8. Examples of best practice

8.1. RTG electrification

SPRC

Contact person: Andrés Vargas

Position: Risk and Process Manager

Email: [email protected]

Environmental issue: Climate change (Energy efficiency, GHG emissions reduction & Adaptation) and Energy consumption, Noise,

Title of the best practice example/solution: RTG electrification

Description: Give a brief description of the motivation for action and the chosen solution (e.g. relevance to the 5Es, technicalinformation, process or organizational conditions, timeframe, cost and benefits)

The company decided to electrify 15 RTG to replace the diesel consumption for electricity of the local utility.

For the electrification of the RTG, the company evaluate the electrification systems Bus Bar y Cable Reel isand the system selectedCABLE REEL. .15 RTGs are electrified with an investment of USD 270,000 per RTG

The objectives were:

Decrease operating costs associated with the operation of RTG at USD 80,000 per year by RTG.Protect the environment by reducing the emission of 160 tons of CO2 per year, by RTG.Minimize the noise generated to the SPRC community.

Links: Not available.

Illustrations:

https://www.puertocartagena.com/es/gestion-ambiental

https://www.puertocartagena.com/es/gestion-ambiental


8.2. Clock control for turning on and off the air conditioned system andyard illumination system

SPRC

Contact person: Andrés Vargas

Risk and Process ManagerPosition:

Email: [email protected]

Environmental issue: Climate change (Energy efficiency, GHG emissions reduction & Adaptation), Energy Consumption

Clock control for turning on and off the air conditioned system and yard lighting systemTitle of the best practice example/solution:

Description: Give a brief description of the motivation for action and the chosen solution (e.g. relevance to the 5Es, technicalinformation, process or organisational conditions, timeframe, cost and benefits)

Yard illumination system: Turning yard lights off according operational needs.

Air conditioned for offices: Turning air conditioning off according real occupation of the offices.

Not available.Links:

Illustrations:

9. Change Control

Version Change Description Review Date

00 Edition. Andrés Vargas 2019-04-24


01 Add of the numeral 3.3Objectives of theEnvironmental ManagementSystem, and theEnvironmental AspectsRegister.

Andrés Vargas 2019-06-18

02 Add of the numeral 4.1.Understanding the needs ofinterested parties, and 6.4.Compliance of legalobligations.

Andrés Vargas 2019-08-09

Environmental Aspect RegisterAnnex 1 -

sprc-sg-qam004 pers report - sprc

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