Kodak's safety performance indexing—a tool for environmental improvement

Safety performance has a direct effect on employees' productivity and quality of work life, and on company profits and image in the community. Enormous human and financial losses can result from poor safety performance, and all such losses are preventable. To prevent these potential losses, safety performance must be continually improved across all levels of the organization. Effective safety programs are the key to improved safety performance. But how do we know when a safety program is effective? How can we measure safety performance and set goals for improvements? How can we track progress toward these goals? This article demonstrates how a powerful performance management tool —performance indexing— can be used to help improve safety performance throughout your company. This tool can also be used to measure, track, and improve environmental and occupational health performance.     

Proactive environmental programs: Defining customers and measuring their expectations at apple computer

Resources to develop proactive environmental programs compete directly with resources dedicated to the fundamental business of the company. Therefore, environmental managers need to prioritize environmental programs using the same criteria as the company as a whole; for many companies, this means measuring how well such programs meet and exceed customer expectations. We must define our customers, measure their expectations, analyze the results, develop programs in response, and finally measure the results of the program implementation. Although Apple has not completed this cycle, our customer definition and measurement systems are taking shape. This article explains how we define our customers, and how we measure their expectations through direct and indirect data collection mechanisms. It also outlines measurement results and our evolving program focus in response to those results.     

Implementing industrial ecology and design for environment practices: Lawrence livermore national laboratory

Lawrence Livermore National Laboratory (LLNL), one of the nation's three national security laboratories, is initiating a major research effort in industrial ecology with the goal of increasing the economic and environmental efficiency of the U.S. and global economies. Closer to home, ongoing efforts to reduce LLNL's environmental impact on the surrounding community provide an example of how the environmental efficiency of a major research facility can be systematically improved. In the late 1980s, LLNL initiated its waste minimization and pollution prevention program, changing its focus from end-of-pipe waste management to a proactive and preventive strategy—total quality environmental management (TQEM). LLNL's success in integrating pollution prevention with R&D and operational activities is well illustrated by the waste reduction and energy and water conservation accomplishments described in this article. LLNL represents a model of how industrial ecology, design for environment, and pollution prevention can be incorporated into a comprehensive R&D and operational program. This article describes LLNL's developing industrial ecology program, gives some specific technical accomplishments that have application to many industrial facilities, and presents a case study of TQEM at LLNL's remote experimental test facility, Site 300. The integration of TQEM philosophy with LLNL's scientific capabilities holds much promise for new ideas and creative solutions to national and international industrial ecology concerns.     

Strategic environmental product planning within Philips sound & vision

Until now no structured methodology existed for attuning environmental considerations to the business strategy of companies. The Environmental Competence Centre of Philips Sound & Vision in The Netherlands has developed and tested a methodology for this purpose. This methodology, called Selection of STRrategic Environmen Tal CHallenges (STRETCH), has proven to lead to promising results and should therefore be actively promoted. In this article, the authors show how the application of STRETCH provides the possibility of meeting three main objectives: First, focusing on the incorporation of environmental aspects into the company's business strategy can elicit innovations that may enhance the competitive position of the company by cost reduction and/or higher market shares. Second, the environmental opportunities and threats to be expected in the future can be anticipated in an earlier phase. Through this proactive approach a company can avoid external criticism and take the lead in environmental priority setting. Third, by applying the STRETCH methodology even higher eco-efficiencies are expected to be reached than through incremental, step-by-step environmental improvements.     

The environmental quality business plan: A step-by-step guide

Companies that have the most effective environmental programs are those that have integrated environmental management into the business process. In order to take an environmental program to a higher level, we must determine a way to get business leaders to acknowledge the business benefit of environmental programs. Business integration becomes more likely when you speak the language of management and present tools that they regularly use. Most companies use business plans, therefore the use of an environmental quality business plan is a segue into the business. To catch management's attention, we must present cost improvement projects that will be part of the environmental quality business plan that affect the bottom line. Examples of the types of projects that could potentially save the company millions of dollars are reducing the cost of remediation, or pollution-prevention projects such as minimizing packaging and the elimination of chemical use and waste. Once we catch management's attention, we can get them involved in developing an environmental quality business plan and thus get more business integration and support.     

Why—and how to—benchmark for environmental excellence

Benchmarking your company'S environmental program against that of another company or organization is one of the more effective means of assuring it is on track toward environmental excellence. If used properly and objectively, it provides a means of gauging the progress of your environmental program while allowing both companies to benefit from new and innovative ideas for improvement. Benchmarking is capable of measuring program efficiency, program design, and program outputs. Benchmarking also provides environmental managers the unique opportunity of sharing successes and failures with respect to program integration into operations. This article describes the steps involved in designing and implementing benchmarking to assess the design of an overall environmental management program.     

Managerial conceptions of environmental responsibility

Summary In order for business and industry to exercise environmental responsibility in their daily operations and practices, it is necessary for company personnel at all levels to be aware of and committed to the implementation of environmental policies. This study used a phenomenographic approach to explore different ways in which company executives understand and apply environmental responsibility in their managerial roles. Ten senior managers located in three large industrial companies were interviewed and encouraged to express their own interpretation of the phenomenon of environmental responsibility. Four distinct conceptions emerged from the data which differ according to the preferred methods of expressing environmental responsibility within a business setting and the perceived motivations underlying corporate environmental action.Environmental responsibility may be conceived as: (1) an internal proactive undertaking by the company; (2) a reactive response to external community pressures; (3) a negotiated responsibility based on balance and compromise between competing demands; or (4) a collective responsibility involving cooperation amongst companies, government and the wider community. These findings provide a realistic perspective on the phenomenon of management behaviour towards the environment. They form the basis for development of education programmes which will assist managers to adopt and implement environmentally responsible practices within their companies. Further research to extend this knowledge base is recommended.     

Continuous improvement at EG&G: The waste reduction pays (WARP) initiative

EG&G is a Fortune 200 company with annual sales of $2.7 billion. It designs and manufactures laboratory and field-test instruments and electronic and mechanical components for commercial customers. EG&G provides systems engineering, precision component manufacturing, and test-site operating and management services to many government agencies and laboratories. It employs 34,000 people worldwide. Recognizing the need to improve its business practices as they related to environmental excellence, EG&G initiated policies, procedures, and programs to establish itself as an environmentally responsible company. Waste reduction was designated priority number one in EGG's environmental program. Our major customers are also making waste reduction a high visibility program. For example, on August 3, 1993, the president signed Executive Order 12856 making pollution prevention at federal facilities a goal of this administration. This article describes the EG&G Waste Reduction Pays (WARP) program, developed for use by all its operating entities, and why it is a model program to implement Executive Order 12856. It also depicts how the implementation of the program at federal facilities differs, in some respects, from that at other EG&G operating units.     

Finding green in clean: Progressive pollution prevention at hyde tools

Hyde Tools, Inc., of Southbridge, Massachusetts, is a medium-sized firm employing about three hundred persons. In 1988, it learned of a company that eliminated its wastewater discharge after being threatened with massive Clean Water Act fines resulting from a suit brought by a Massachusetts environmental group. Hyde decided to devise a similar program to attain zero water discharge and do it within five years. More than 75 percent toward its goal, Hyde'S environmental success, detailed in this article, still relies heavily on the company'S Total Quality Management system and the efforts of a dedicated environmental staff. Hyde'S success typifies TQEM in action—showing how small continuous improvements can lead to significant financial paybacks.     

Environmental management in an international consumer goods company

Many management processes and tools can provide companies with information to support their environmental decision making. Risk assessment, environmental auditing, life cycle assessment and environmental reporting are but a few examples. Each of these has typically evolved independently as the need for it has arisen. Today, however, this abundance of tools can lead to confusion: What is the exact objective of each tool? How do they differ? Are some ‘better’ than others? Should they be used in parallel, sequentially or in place of each other? More importantly, how do they fit together into a coherent environmental management framework that will ensure sound environmental and economic decision making in a company? This paper seeks to answer these questions. It describes the overall environmental framework that has been developed internally within Procter & Gamble and which allows the company to make coherent economically and environmentally sound decisions, in both the short- and long-term.     

Analysis of Cleaner Production Practices in a Printing Company in Brazil

This article presents an analysis of the application of a cleaner production program within a Brazilian printing company and describes its specific characteristics to propose a benchmark for similar efforts at other companies. As a result, a very number of improvement opportunities (136) were identified, indicating that the printing industry needs to make reasonable, collective efforts to ensure that companies' environmental systems reach international marks.     

Benchmarking compliance performance: A new petroleum industry report

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this new article, EIS reports on the compliance performance of the largest companies in the petroleum industry focusing on five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund. It is important to note that the following article does not contain normalized data and graphs which would adjust findings to various size features (e.g., worldwide revenues per company). This as well as detailed environmental policy and program data on each company can be obtained from EIS. EIS reports help companies of all sizes benchmark their environmental performance and quality improvement efforts.     

ISO 14000 and information systems—where's the link?

Two of the most frequently heard questions from environmental managers are “What should my company do about ISO 14000?” and “How can I use computer systems to reduce my staff's paperwork burden?” There are experts available to answer each of these questions, but thus far there has been little attention paid to how the two intersect and reinforce each other. This article explores this intersection and helps environmental managers implement information systems that have lasting value and, at the same time, support the ISO 14000 effort.     

Implementing design for environment at AT&T

The quality revolution is sweeping its way through most companies globally. It has focused on improving the quality of products and services delivered to the customers and on companies' internal processes. The success of these programs has led to the realization that the same principles need to be applied to the area of environmental management. AT&T has fully embraced TQM as witnessed by the many products and services that have received the International Organization for Standardization (ISO) 9000 certification and awards such as the Malcolm Baldrige Award and the Deming Prize for Quality. We have been utilizing the TQM methodologies for the past few years to turn our environmental focus from end-of-pipe waste management to proactive and preventive TQEM and have made significant progress in reducing our wastes, emissions, and impact on the environment. This article shows how TQEM is now driving Design For Environment (DFE) programs and procedures, recognizing that addressing environmental issues in the initial design process is the most cost-effective means for minimizing environmental impact.     

媒体报道、政府监管与企业环境信息披露

在中国经济和媒体环境发生巨大变革的情况下,外部压力对上市公司环境信息披露的影响研究面临新的社会背景。基于传播学议程设置理论、关注理论与信号传递理论,本文以2016年沪深A股八大重污染行业的315家上市公司为研究对象,研究了媒体报道与政府监管对上市公司环境信息披露水平的影响。其中,媒体类型既考虑了传统纸媒,也考虑了以新浪微博为代表的网络新媒体,政府监管方面采用2014年调整后的PITI指数对监管力度进行评价。研究发现,媒体报道数量越大,上市公司环境信息披露的内容越丰富,但并不能提高其信息披露质量;上市公司环境信息披露质量主要受媒体报道倾向性的影响,而媒体报道的数量对其影响较弱;地方政府对企业环境信息公开的监管力度对企业环境信息披露的影响并不显著。此外,随着地方政府监管力度的加大,媒体对企业的关注度下降,导致政府监管在媒体监督企业环境信息过程中具有一定的削弱作用。研究表明,随着近年来生态环境保护法制化进程的大力推进,环境制度约束相对舆论监督,在企业信息披露过程中发挥着越来越重要的作用。     

Government and voluntary policymaking for sustainability in mining towns: A longitudinal analysis of Itabira,Brazil

The socio‐economic fabric of single‐company mining towns needs to be carefully considered by both Government and companies in sustainability policymaking. Policy design and effectiveness in such towns are significantly impacted by the city's economic dependence on a single company. This paper explores the perceived effectiveness of government and voluntary private sector mining policies for pursuing sustainability in the historic mining town of Itabira, Brazil over a period of 20 years. Itabira serves as a worthwhile case study because it allows for an in‐depth and longitudinal analysis that can reveal valuable lessons to policymakers of different sectors and jurisdictions located elsewhere. Based on extensive face‐to‐face interviews and literature reviews, study results indicate that changes to the state environmental licensing policies in the 1990s led to significant socio‐environmental improvements in the area. The globalization of the mining company also contributed to an increase in the quantity and quality of voluntary industry policies. Recent technological improvements in the beneficiation processes of the mining company promises to extend the life of the mine to 2050. Although there are significant incremental socio‐environmental policies and programmes, sustainability remains an elusive vision in Itabira, with no clear objectives or monitoring and accountability mechanisms. The paper concludes by recommending a more formal integrated policymaking framework.     

Patagonia struggles to reduce its impact on the environment

Patagonia designs and distributes clothing for active use in the outdoors, and many of the people who work for Patagonia are avid climbers, skiers, surfers, and hikers. If the environment is destroyed, there will be no place for Patagonia's customers and employees to use its products. The types of products Patagonia makes and the personal commitment to the environment of its founder and employees make it unique. In the past few years, Patagonia has been systematically reviewing how the company's products and operations affect the environment. This article shows that even with Patagonia's unusual connection to the environment, the company is still finding that total quality environmental management is not easy. It takes analysis, planning, follow-through, and measurement; and even then, not all environmental efforts are successful.     

Environmental performance benchmarking for electric utilities

Electric utility companies in the United States and Canada are participating in a unique environmental benchmarking program (EBP) designed to comparatively assess environmental performance. Each company annually provides data on emissionslwastes, compliance, and other environmental aspects to an independent consultant, Research Triangle Institute (RTI), whose staff compiles the data and computes approximately 80 discrete environmental performance metrics for each company. RTI provides a confidential report for each participant presenting the results of the assessment. In addition, RTI conducts a follow-up assessment to determine “best-practices” of each of the top performers for each metric. The EBP provides each participant with useful information on its strengths and weaknesses relative to the other companies in the program as well as ideas on how to improve its environmental performance. Annual participation in the program allows a company to measure improvement in performance on an annual basis. This article summarizes the evolution of the EBP and describes the study methods and reporting approach. Our goal in sharing this information is to demonstrate the usefulness of the program and encourage further participation by all major North American electric utilities.     

Relation between management's behavioural intentions toward the environment and environmental actions

Drawing on Ajzen's Theory of Planned Behaviour, this paper analyses whether there is a relation between management's behavioural intentions toward an environmental problem and the company's specific actions in this area, and also considers the impact of the company size on these actions. For the data, a questionnaire was sent to 184 managers employed in industrial companies located in Spain which belonged to the automobile industry. The empirical analysis produces positive and significant regression coefficients and provides support for the hypotheses proposed. Specifically, the results show that the environmental actions carried out in the company respond at least in part to management's behavioural intentions toward these issues and the size of the firm.