Sound environmental practice need not cost the earth, according to Nick Wilson who challenges local businesses to clean up their act, from offices on Greenwich waterfront. Claire Brown took in the view

We have to be more inventive... we need to impact on the culture of organisations," says Nick Wilson, standing in full view of the Millennium Dome and a stone's throw from his new waterfront offices. The managing director of Greenwich Environmental Management Services knows all about being inventive. Since leaving the Chartered Institute of Environmental Health to set up Gems in 1995, he has worked his way under the skin of the Greenwich business community with a mixture of charm, ideas and a portfolio of practical suggestions.

His outlay may have been modest - Wilson borrowed a computer to set up Gems in the top floor office of the Greenwich Enterprise Board - but his vision for the independent company was far-reaching. Steeped in policy at the CIEH, he was impatient to work with businesses, convincing them that environmental management was a living possibility.

Interest has mushroomed alongside Gems' own growth, he says. "Businesses are now more open to environmental topics. Talking about 'environment' can involve talking about one of many diverse issues." Approaching local companies, Wilson soon realised that many of them perceived environment as "environmental health" - and was happy to step in with whatever solution might be needed.

Wilson's enthusiasm for the company is infectious and it is not surprising that he has won a listening ear from the business community. He puts his success down to offering a service that is responsive to companies' needs - sourcing whatever agency will provide an environment-saving, and usually cost-cutting, solution. "They may want help with cash flow, services or clients. We talk to businesses in their language."
A lot of effort has gone into "effortlessly" talking the language that local businesses understand. Wilson has researched his clients' profile carefully. Most are "microbusinesses" employing less than nine people, and who talk "real talk" instead of numbers. Most, he says, would be unlikely to dwell on the finer points of ISO 14000 - but are more than ready to listen to suggestions for promoting more sustainable business practice through everyday networks, such as schools or the local paper.

Wilson's enthusiasm owes much to his vision for Gems - an outlook that he is confident he shares with other entrepreneurs. He has faith that "not all businesses are in it for money... many are based on vision." But his optimism is reserved for the smaller players - particularly as their horizons have been opened up by the Internet, e-mail and the communications revolution.

He ventures to suggest that larger players must wise up to a new culture or become dinosaurs: "Big organisations are not needed. They have to be more inventive."
As one who has worked in local government, a professional body and a private company, how does he view the future of the environmental health profession? He does not hesitate: "Environmental health shouldn't define itself by EHOs. Narrow professional organisations will have to embrace people who work in their field. With the diversification of education there are many highly professional people. Old shipwrights cannot be maintained."

Such a dismissive attitude towards the establishment in favour of a partnership approach might easily be perceived as rather arrogant rhetoric - until you see that Gems thrives on successful partnerships. The company enjoys a proactive relationship with the local council, and works closely with the Greenwich Enterprise Board and the Greenwich Waterfront Development Partnership. Joint effort has resulted in Gems being able to offer services such as the Environmental Business Check, a mini environmental audit, to companies at no or very little cost.

Furthermore, Wilson is not content with letting stalwarts of the profession sit back and let change roll over them. "Environmental health should embrace and run with the changes, and not define itself by EHOs. From stopping traders from poisoning people to trying to help people who are suffering social exclusion, it's the most people-orientated subject."

Keeping one step ahead has driven Gems from a spark of an idea to a growing concern with ambitions to add to its 11 UK and four international partners. Little wonder then, that Wilson advocates thinking ahead to 50 years' time when "things will change even more. I'd like to see many and varied environmental health professionals, working in all fields and aspects". If Wilson's example were anything to go by, the change would be an invigorating one.

All exchange...
Companies that might benefit from swapping pallets for tyres, or concrete for textiles, might find what they are looking for through the Waste Exchange Network - an initiative that matches waste users with waste producers. Gems provides listings of "wanted" and "available" materials offered by companies in and around London, with the aim of promoting re-use and recycling.

Practising what they preach
Even the Gems newsletter has undergone the company's treatment. The design has been revamped to an envelope-less folded format, halving mailing costs and saving £250 per mailing and £1,000 a year.

A leaf out of Gems' casebook...

Sowing seeds of change
Problem: A fruit and veg wholesaler increased production of melon portions - and experienced the accompanying
problem of a waste stream of melon seeds. The seeds were degenerating into a sweet, sticky material, which cost £14,820 a year to remove to landfill three times a week.
Solution: Seeds were blended into other animal feed materials, with the aid of new equipment.
Benefits: Taking into account the cost of new equipment and operating costs, annual savings would be £9,820. Reduced effluent discharge; nutritious addition to animal feed; saved contractor transport emissions.

Tracking pallets
Problem: A manufacturer was concerned at the extensive use of wooden pallets, many of which were stockpiled on site. Many appeared to be "lost" during off site operations. Replacement costs were amounting to £75,000 a year.
Solution: A monitoring team was assembled to assess levels of usage, destination and disposal routes of all
pallets. A new system of pallet chasing, reduction of
stockpiling and recycling scrap pallets resulted in much tighter control of pallet use and disposal.
Benefits: Reduction of 400 pallets a month with an annual saving of £50,000. Purchasing costs down by 40 per cent; waste pallets give a financial return; and a reduction in unit cost per pallet.

Stemming the waste stream
Problem: To reduce the amount of waste going to landfill, at a manufacturers, and substitute environmentally beneficial procedures.
Solution: Certain materials were segregated from the
general waste stream for separate collection. Waste paper, timber, polystyrene drinking cups, polypropylene packaging, moulded plastics and polystyrene chippings were either
collected by recycling companies or reused.
Benefits: £12,000 savings in the first year. The new waste management procedures prevented 70 tonnes of paper, plastic and wood waste going to landfill each year.

For more information on Gems' work or a copy of the new booklet "Green light to better business", contact Gems on 020 8305 9898 or e-mail info@gemsnet.org