Justifying the cost of EMIS: Piloting lessons from Rhone-Poulenc

Two worlds are colliding as many companies are integrating environmental management with business management. Nowhere is this more evident than in the hundreds of companies that are now working to upgrade their environmental management information systems (EMIS), which are a critical component of business integration. Building a business case for EMIS requires crossing many disciplinary boundaries—knowing the language of information systems, accounting, business management, and environmental management. Hence, it is a very valuable skill for environmental managers to develop in order to build their function and their own careers. Some environmental and information systems professionals are attempting to develop a general set of guidelines for justifying the cost of EMIS—in particular, the useful emerging work of the Environmental Health and Safety Software Development Group. This article relates the experience of an EMIS development effort at Rhone-Poulenc, Inc.     

Strengthening business with a new vision at avery dennison

This article presents a case study regarding initiatives, apparent failures, and successes that the Avery Dennison Materials Group organization encountered over the last five years in creating and sustaining environmental awareness throughout its organization. This awareness encompasses considerations thought to position the organization to compete against the core elements proposed within the ISO 14001 environmental management system protocol. While Avery Dennison's Materials Group has undertaken many initiatives which strive to achieve business integration, this article focuses primarily on three environmental management systems believed to be the foundation for a manufacturing or service organization—a foundation built on sustainable compliance, incorporation of quality management concepts, and the fulfillment of environmental performance expectations driven by the community at large. Those three programs are (1) an Environmental Stewardship Policy with specific environmental operating principles, (2) Environmental Control Instructions (ECIs), which establish accountability for proper operation, and (3) an Environmental Management System Assessment similar to the Global Environmental Management Initiatives (GEMI) environmental self-assessment tool. These cornerstones provide a basis for the construction of a management program pyramid, the top of which results in a quality process for making effective business decisions by integrating core environmental operating principles.     

Environmental cost accounting: The bottom line for environmental quality management

Recent years have seen the environment emerge as one of the most pressing issues facing American business. Eventually, environmental costs will affect the bottom line of every American company. A recent study in the National Law Journal estimates that cleanup of the nation's known hazardous wastes sites will cost $752 billion over thirty years under current environmental policies. Environmental legislation and regulations impose annual compliance costs estimated by the Environmental Protection Agency at more than $30 billion. In the near future, environmental expenses for cleanup, regulatory compliance, and management are anticipated to grow to between 2.5 and 3 percent of GNP. Corporations that wish to be competitive must successfully manage these costs while maintaining or improving their role as responsible corporate citizens. Implementing a comprehensive system for identifying and managing environmental costs requires a multidisciplinary team effort. Environmental costs impact product selection, design and pricing, capital budgeting, and future strategic direction. In order to make informed and meaningful managerial decisions on environmental programs, real cost data are vital. An environmental management systems (EMS) requires information to set goals and then monitor progress towards those goals over time. This article will discuss the current cost accounting systems (CASs) available to support the myriad goals of environmental management systems. In addition, the article will outline a framework for plotting the location of your current EMS on a matrix of regulatory and information requirements and evaluating whether your corporation's CAS is adequate to support the goals and objectives set by your environmental management program. By anticipating future regulatory and information requirements, flexible systems can be developed to adapt to new and more stringent regulations and more complex information requirements.     

Enterprise-Level Motivations,Regulatory Pressures,and Corporate Environmental Management in Guangzhou,China

This study examines the effects of internal motivations and external pressures on the integration of environmental management (EM) practices within manufacturing operations in China. The moderating role of perceptions toward the regulatory process is also considered along with comparisons between wholly Chinese-owned and foreign-owned enterprises. From a sample of 131 manufacturing companies in the Guangzhou area, it was found that the salience of fees and fines has a strong positive influence on perceptions toward the regulator (the local Environmental Protection Bureau, EPB). This also has a positive effect on perceptions toward regulations themselves for foreign-owned enterprises. Business-case motivations for EM positively shape enterprise perceptions toward regulations, whereas risk-reduction motivations have a negative effect on perceptions toward regulations in foreign-owned enterprises. Enterprise perceptions toward the regulatory process have direct effects on the integration of EM practices in wholly Chinese-owned enterprises, but in opposite directions. While positive perceptions toward regulations have positive influence, positive perceptions toward regulators (i.e., the EPB) negatively affect it. Overall, these results indicated that promoting the adoption of EM practices depends on convincing business leaders that EM practices contribute to profit making. The regulatory process can potentially promote these practices, but measures need to be taken to ensure that the regulator is not co-opted by the regulated, especially in wholly Chinese-owned enterprises.     

Sustainable environmental careers and industries in the reengineering/EMS era

Environmental business and environmental professionals within industry will face unprecedented challenges in the late 1990s. The strategies of Business Process Reengineering (BPR) and Environmental Management Systems (EMSs) will require integrating environmental processes into mainstream business systems and reducing the role for “pure” environmental processes. This article describes some of the new skills that employees and consultants will need to learn in order to provide value to the customer's core business.     

Demystifying the EMIS purchasing process and decisions: Look (and plan) before you leap

The proliferation of environmental, health, and safety regulations in recent years has increased the complexity and cost of regulatory compliance for companies. In response to the growing complexities of environmental management, many firms are turning to information systems for tracking, managing, and automating their environmental activities and information. An environmental management information system (EMIS), however, is not an end in itself. A successful EMIS supports and facilitates the integration of environmental management into business functions. Effective planning is essential for placing short-term information system development in the context of a long-range comprehensive environmental management strategy. This article presents specific pitfalls to avoid when purchasing environmental management software. Numerous companies have discovered that the true costs of EMIS implementation stem from the political and organizational costs of getting employees to use systems, particularly when they require alterations in existing work processes. The up-front purchase price often represents less than 50 percent of the total system implementation cost. Failure to adequately research and plan frequently results in costly training, high modification or user fees, incompatibilities with other applications, or vendor dependence. The article then discusses the range of options in the EMIS marketplace and offers many practical suggestions to approach and plan effective implementation of an EMIS.     

企业环境管理制度优化及其信息系统框架设计研究

污染源大数据是环保大数据的重要组成部分,然而在以环境管理制度为基础的污染源数据管理过程中,一直存在制度衔接不流畅、数据不共享等诸多问题。本文调研考察了现有各项环境管理制度的衔接情况,提出以排污许可制度为核心,通过与其他环境管理制度有效衔接,实现环境管理的各个环节的有效覆盖。通过SWOT分析法对基于"一证式"改革的环境管理制度优化方案的可行性和必要性进行了深入分析,并以排污许可证为核心,设计企业环境管理信息系统框架。试生产与竣工环保验收实效不足,可转为企业自行备案;将环评审批结论纳入排污许可证,可大幅度减轻企业相关环境管理业务人员的负担。环境管理制度的优化必须建立在部门职能转变与整合之上;同时,还必须获得国家层面的立法与行政的支持;社会舆论的关注与支持也将推动环境管理制度优化的进程。以排污许可证管理为核心的信息系统框架可以有效实现污染源排放信息整合共享。     

3M international environmental management system

To meet the changing needs of 3M's expanding worldwide operations, its International Environmental Operations group is striving to enhance and integrate a global environmental management system. When well-designed, such systems not only can function to guarantee compliance with environmental regulations but also serve to help the company reap the benefits of going “beyond compliance.” They can also prepare facilities to meet the requirements of international standards, such as ISO 14000 or EMAS. An Environmental Management System (EMS) is a necessary step toward achieving sustainable development and gaining competitive advantage in the global marketplace. The challenge of constructing such a system can seem daunting to a multinational company confronted with the spectrum of regional environmental regulations/directives and its own diversity of business and social cultures. This article describes the development and implementation of the 3M International Environmental Operations global EMS initiative.     

Environmental audit: III. Improving the management of environmental information for toxic substances

Environmental programs have been commonly driven by a preoccupation with the collection of data in the mistaken belief thatdata is synonymous withinformation. The distinction between data (that is, the quantified and qualitative attributes of a particular environment) and information (specifically, data processed so as to focus upon a particular environmental problem) will become far more important to environmental managers. They will increasingly manage their information through use of what has become known as information resource management (IRM) and the attendant use of critical success factors methodology. Environmental managers will thereby move away from concerns about data and specific EDP hardware and applications toward managing information as a valuable agency resource. In applying IRM, they will find it helpful to include a number of planning elements and to resolve early a number of issues critical to its successful use.     

Registrars,Accreditation, and ISO 14001

The International Standardization Organization (ISO) will be publishing the first international environmental management system standard: ISO 14001. The ultimate impact of this standard is subject to heated debate throughout the industrial and environmental communities. This article focuses on one aspect of the standard: the process of certification/registration. ISO 14001 is a voluntary initiative. Companies will need to decide for themselves whether or not to pursue certification. As indicated in Section 1 of ISO 14001, ?This International Standard is applicable to any organization that wishes to

• a) implement, maintain and improve an environmental management system;
• b) assure itself of its conformance with its stated environmental policy;
• c) demonstrate such conformance to others;
• d) seek certification/registration of its environmental management system by an external organization;
• e) make a self determination and declaration of conformance with the standard.”?

As the introduction to ISO 14001 makes clear, ?the specification contains only those requirements that may be objectively audited for certification/registration and/or self declaration purposes.”? Any additional ?guidance…will be contained in other international standards.”? To avoid confusion, these other international standards tend to be called ?guidelines”?. Of particular interest to those associated with the certification and registration of systems to ISO 14001 are the three guidelines for environmental auditing. Officially these are referred to as:

• ISO 14010 - Guidelines for Environmental Auditing - General Principles,
• ISO 14011 - Guidelines for Environmental Auditing - Audit Procedures - Auditing of Environmental Management Systems, and
• ISO 14012 - Guidelines for Environmental Auditing - Qualification Criteria for Environmental Auditors.

     

Environmental management: What ISO 14000 brings to the table

The field of environmental management has evolved from its beginnings as a regulation-based, compliance-driven, “command and control” regime into a continuous improvement, voluntary, environmental stewardship process aspiring to protection levels beyond those required by regulations. This change in environmental management philosophies prevalent at many regulated corporations, both in the United States and abroad, has provided a fertile ground for the International Organization for Standardization (ISO) in developing environmental management standards that address these corporate aspirations. This task has moved closer to fruition within the ISO through its Technical Committee (TC) 207 on Environmental Management. This article provides background on the environmental management system standards, ISO/TC 207's committees' organization, and influencing factors helping to shape these standards. Equally important, this article focuses on what the standards will mean to the regulated industries in the way business is conducted.     

The business implications of implementing ISO 14000

The ISO 14000 standards for environmental management systems (EMS) are voluntary standards intended to aid companies that wish to improve their environmental performance. The standards owe their existence, at least in part, to three widely shared views: (1) that existing environmental management systems are either inadequate or ineffective; (2) that companies will want to improve environmental performance for economic or social reasons; and (3) that governments and stakeholders will require companies to exercise greater control of the impacts to the environment through new regulations. ISO 14000 offers a solution—an ?integrated”? EMS, with components designed to effect sound management in any size organization and in any country. The standards are an embodiment of both the policy and practice of environmental management. This article is a consideration of the business implications of the ISO 14000 series of standards. How will a movement toward an integrated EMS be realized? Who will be in the best position to respond? ISO 14000 is a management system, and it carries with it business consequences.     

Pursuing environmental excellence for competitive advantage: Whirlpool's super-efficient refrigerator

Environmental advocates, as well as the environmental professionals in industry, are exploring a new opportunity to motivate improvements to environmental management systems. This new opportunity arises from the possible link between environmental excellence and competitive advantage. When this link exists in a given industry or market, the business person's enthusiasm for environmental initiatives is much greater. However, this link is not present unless a company's key customers consider environmental performance and product environmental characteristics when making purchasing decisions. There are a number of reasons to pursue environmental excellence, but it is not correct to assume that competitive advantage will automatically occur. This article discusses the conditions that are necessary to achieve the link between environmental excellence and competitive advantage. Whirlpool's success in winning the $30 million Super Efficient Refrigeration Program (SERP) competition will also be discussed as a test case for determining whether environmental excellence can lead to competitive advantage in the appliance industry.     

How to integrate information strategy planning with environmental management information systems—part I

Rational, cost-effective provision of mission-critical environmental management information remains elusive for almost all large enterprises. Even among the best performing companies—best performing from the perspectives of profitability, quality and/or environmental stewardship—environmental management information systems (EMIS) are usually comprised of dozens to hundreds of individual, isolated applications that require costly data capture, training, and maintenance. This article, the first of two, will discuss ways to coordinate information infrastructures with strategic goals and business processes.     

The contribution of environmental assessment by government,industry and others to the UK conservation strategy

Summary The author argues that sound, profitable and sustainable development should be pursued by all sections of the community: that there exist economic benefits to Governments in promoting sound ecological principles in development policies. He suggests that the environmental movement should be talking about development and environmental concerns as complementary issues, and believes that business enterprises should regard the limitation of environmental damage as simply one more facet of good business practice for good business reasons.Sir Arthur G. Norman, KBE, DFC, is the Chairman of The UK Centre for Economic and Environmental Development (CEED) and an interview with him was recently presented inThe Environmentalist 5 (3) 163–6. This paper was given as a closing address to a Conference entitledThe EEC Environmental Assessment Directive: Towards Implementation held at the Royal Society of Arts, London on 30th–31st January 1986. The Conference was organized by the Centre for Environmental Management and Planning, University of Aberdeen, assisted by the Department of the Environment (UK), the Confederation of British Industry, the Royal Town Planning Institute, the Landscape Institute and with the participation of the Commission of the European Communities.     

中国石油HSE信息系统现场实施方案

对于中国石油这样的大型企业,信息系统建设的成功与否,除取决于系统的软件和硬件之外,一整套行之有效的现场实施方案也尤为重要。文章从中国石油HSE信息系统现场实施策略、实施流程、实施效果等方面进行阐述,总结出了一套适合中国石油业务管理信息系统的现场实施方案。     

我国环保产业现状及环保企业商业模式

我国环保产业处于发展的黄金时期,环保企业的商业模式决定其能否建立强大的产业基础甚至成为产业主导。文章从环保产业发展的外部政策环境、环保产业发展历程和细分产业相关企业商业模式等角度探讨了我国环保产业的现状,并分析了环保企业商业模式的发展方向。新的商业模式将培育出综合环境服务商和环境解决方案提供商。     

Customer-driven environmental information management systems

The most successful corporate environmental programs regard environmental compliance as an opportunity to improve productivity and profits and seek to integrate environmental information management systems (EIMS) into line information functions. Integrated EIMS should provide timely, accurate data to support all three types of environmental management responsibilities: results and comparison reports for source management; material and waste transaction and emission reports for materials management; and compliance, summary, exception, and trend data for risk managers at every level.     

Environmental investment recovery practices and opportunities: Lessons from project RENEWAL

In the Autumn 1994 issue of Total Quality Environmental Management you learned about Project RENEWAL, a cooperative business project to investigate and promote the linkages between ecology, technology, and business economics. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. This collaborative effort focused on equipment and inventory assets, exploring how better capital asset management can benefit profitability and improve environmental protection. Participants in the project included representatives from industry, consulting, local and state government, environmental agencies, trade groups, and academia. This article describes three specific activities conducted by the RENEWAL participants and suggests ways to improve the success of future projects looking to improve the investment recovery of “impaired” capital assets.