AbstractThis dissertation assesses Environmental Management Systems (EMSs) as tools capable of improving shipyards' environmental and operational performances. It seeks to establish the appropriate EMS level and factors necessary for its success at the Fleet Maintenance Facility and Harbour of the Royal Navy of Oman at Said Bin Sultan Naval Base. To ascertain the nature and magnitude of the problem, the research commences by identifying the main organisational and environmental shortfalls. Inadequate environmental management and performance, low operational performances and the absence of a systematic approach to various organisational aspects are common shortfalls which require a strategic intervention to effect changes to improve the situation operationally and environmentally. Can an EMS be that tool?
A statistical analysis of EMS variables within a developed maritime industry (52 UK ports and harbours) supported the positive characteristics of EMS when comprehensively implemented.
Targeting unknown EMS success variables, in-depth studies were performed on British and Singaporean shipyards, perceived to have successful EMSs. Besides highlighting common implementation factors, the study revealed specific factors which helped these organisations adapt to the changes caused by the new system.
This was followed by an investigation of the key impediments facing Oman's governmental efforts to counter industrial pollution. The local maritime industry was then investigated through a study of three major ports and revealed significant findings regarding EMS levels, motivations, benefits, challenges and success factors.
Previous results were used to finalise a conceptual adoption model. A plethora of implementation recommendations was furnished against each EMS component to optimize the current yard establishment and enable a practical and logical adoption to avoid previous change management failures.
Finally, this dissertation indicates that EMS can be utilized as a strategic tool to optimise shipyards' environmental and operational performances taking into consideration the proposed model and guidance notes to embrace the new change.
|Date of Award||Feb 2014|
|Supervisor||Timothy Goodhead (Supervisor) & Ann Coats (Supervisor)|