The go-live date of new regulations is, of course, at the heart of any regulatory project, but compliance from day one is only half the battle. Post-implementation monitoring, as well as the development and implementation of related training and reporting for employees, is just as important as the project itself. Too often, a follow-up remediation project is required to fill gaps in the original project workbook that were overlooked or ignored in haste to comply with the go-live date. The workbook for these remediation projects often also includes work to complete the development and implementation of the compliance assurance framework. Successful execution of legal and regulatory projects requires project managers who understand the underlying legal and compliance risks that underpin the project and can manage the many stakeholders affected by project changes. At Arenburg Legal, we have been successfully improving legal and regulatory risk management for more than 20 years. We have extensive experience in designing and implementing legal and regulatory solutions for large organizations and multinationals. The implementation of industrial construction projects today imposes different requirements on the project manager than a few years ago. It is imperative that the project manager is aware of the potential problems they face when taking over a program. In general, he is well aware of management, technical, personnel and other traditional problems; However, licensing and other regulatory requirements may be unknown. The rules govern the projects required for an EIA and the information that must be included. The minimum amount of information required is:1.
A description of the project with information about the site, planning and size of the project2. A description of the measures envisaged to prevent, reduce and, if possible, remedy significant adverse reactions3. The data needed to identify and assess the main impacts that development is likely to have on the environment4. A description of the main alternatives considered by the applicant and an indication of the main reasons for this choice, taking into account the environmental impact5. A non-technical summary of the information provided While owners of affected businesses and systems are generally responsible for this work, they rely heavily on their colleagues in legal and compliance to advise them on the scope and requirements of the new regulations. This will be almost impossible unless legal and compliance staff have already developed a first-hand understanding of the regulations in question. Having a project manager with a similar career path makes this training process much easier. The project manager should learn as much as possible about the legislation, regulations, policies and precedents that apply to the project, as opposition groups are generally well informed on these issues. If the project leader is not willing to answer questions that opposition groups will ask, his credibility is seriously threatened.
Opposition groups often use regulators as an umbrella to stop or delay programs. In other words, they can use certain procedures and approval requirements to thwart the program. Based on project data, our Environmental Management Plans (EMPs) go beyond legal reporting requirements to help you fully understand and manage the environmental factors associated with your project. By Romano, Luca | Grimaldi, Roberta | Colasuonno, Francesco Saverio Demand management is the process that an organization introduces to gather new ideas, projects, and needs internally when creating a portfolio. The management of the request is successful if the last. Once a permit has been granted, a thorough review will generally determine that the applicant meets certain specific conditions. It is imperative that the project team comply with these specific conditions during the execution of the construction program, otherwise the regulator may determine that the applicant has committed a violation and issue a costly order to stop the work. Depending on the requirements of the project, it may be considered desirable to initiate an environmental monitoring programme to manage compliance with commitments and coordinate special inspections such as those carried out by the relevant regulatory authorities. Planning the regulatory process should begin with identifying the appropriate agencies that manage licensing requirements. Which federal, state, and local regulators are competent and in which specific areas? What permits are required and are there interrelationships between the different permits? In addition to state jurisdictions, some interest groups and news media may be interested in the project.
These elements should be clarified to the extent possible. Be aware that special stakeholders remain unidentified for a long period of time and only become visible when the project is deeply engaged. They can be local or supported by national organizations. In any case, as soon as they are known, a specific strategy must be developed to deal with the problem they will raise. After identifying the competent authorities and the required permits, the owner, consultant and architect/engineer should jointly define the role each will play in obtaining the permits. For effective implementation, a clear division of responsibilities should be established. All workers also have a duty to take care of their own health and safety and that of others who may be affected by their actions at work. All workers must work with employers and employees to help everyone meet their legal requirements.
We help you manage environmental assessments, permits, and compliance processes for large and small developments and infrastructure projects throughout their lifecycle. We work as trusted advisors to obtain green permits that are timely and practical to implement. We offer innovative solutions to reduce project risk and optimize healthy community and environmental outcomes. Based on project data, our Environmental Management Plans (EMPs) go beyond legal reporting requirements to help you fully understand and manage the environmental factors associated with your project. Over-regulation or complex compliance requirements can be a reason for businesses to relocate or start a new business to mitigate regulatory risks. The introduction of organizational compliance measures and the full interaction of the different functions within the company require sound management and legal knowledge; This could be a real challenge for start-ups or for companies looking to expand into other regions. Business licensing is a significant barrier to doing business in many countries. Relatively few regulatory reform programs have focused specifically on business licensing, so empirical evidence of the benefits of licensing reform remains scarce. Project managers who do not understand regulatory risk factors will invariably focus solely on delivering a project within the usual project performance metrics, i.e. time and budget.
With any reasonably competent project manager, this will result in a project that meets these parameters well, but provides no assurance that the organization complies with the spirit and letter of the new regulation. Project managers who have direct experience in managing legal and compliance risks and who see their primary role as managing these risks are in the best position to ensure that regulatory proposals focus on managing these risks throughout the life of the project.