An Eco-balance of a Recycling Plant for Spent Lead–Acid Batteries

This study applies Life Cycle Assessment (LCA) methodology to present an eco-balance of a recycling plant that treats spent lead–acid batteries. The recycling plant uses pyrometallurgical treatment to obtain lead from spent batteries. The application of LCA methodology (ISO 14040 series) enabled us to assess the potential environmental impacts arising from the recycling plants operations. Thus, net emissions of greenhouse gases as well as other major environmental consequences were examined and hot spots inside the recycling plant were identified. A sensitivity analysis was also performed on certain variables to evaluate their effect on the LCA study. The LCA of a recycling plant for spent lead–acid batteries presented shows that this methodology allows all of the major environmental consequences associated with lead recycling using the pyrometallurgical process to be examined. The study highlights areas in which environmental improvements are easily achievable by a business, providing a basis for suggestions to minimize the environmental impact of its production phases, improving process and company performance in environmental terms.     

Stakeholder trust: How do I get it?

A damaged corporate environmental reputation can cost your company business—and may take years to overcome. Building stakeholder trust should be central to every firm's corporate strategy in today's environmentally conscious world. © 2000 John Wiley & Sons, Inc.     

Implementing an environmental business strategy: A step-by-step guide

With more and more organizations seeking opportunities to generate benefits beyond compliance from environmental management activities, the challenges for environmental directors today is to develop and implement an environmental strategy that links environmental performance with the overarching strategic business goals of the organization. Organizations today are looking for opportunities to develop environmental management solutions that not only address the concerns of regulatory stakeholders, but also provide opportunities to improve operating efficiency and financial performance, enhance customer satisfaction, sustain market growth, and enhance goodwill, to satisfy the demands of a broader set of stakeholder groups including customers, investors, and employees. To achieve broader benefits from environmental management investments, this article shows how organizations must first develop a methodology for aligning their environmental management activities with the organization's strategic business goals and create a plan for systematically managing continuous improvement to achieve these goals. The second challenge is to implement this strategy at the business unit and facility level in a manner which integrates environmental management activities with an organization's core business processes to achieve improved product and service performance.     

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.     

Expanding the benefits of environmental management systems through DFE

Industry's role in environmental protection is changing and growing. Increasing evidence shows that a corporation's understanding and response to environmental issues and concerns can have strategically important consequences for some kinds of businesses.¹ Focusing on concepts of prevention, industry has developed and struggled with a number of environmental approaches, all of which attempt to link the environment with common business practice. Industry has followed and in some cases embraced concepts and approaches like sustainable development, eco-efficiency, green manufacturing, pollution prevention, and extended product responsibility. A particularly timely and promising strategy to reduce the environmental impact of both manufacturing and product use while enhancing business success is the integration of environmental management systems (EMS) with design for the environment (DFE) efforts. A desirable relationship can and should exist between DFE and EMS. This relationship has not been well understood, but is crucial to fulfill the promise of each. In application, the institutionalization of DFE in an organization is difficult and tenuous at best. Some authors suggest that management issues block the implementation of DFE.² Others say that DFE has not been institutionalized to the extent that pollution prevention has.³ This article suggests that through an explicit connection between an EMS and DFE, DFE can extend the promise of EMS to reduce industry's environmental impact and produce business success, and it can do so in an ongoing way. The authors will show the importance of an EMS/DFE linkage, suggest company types that might benefit from investigating these approaches, and then review a series of DFE tool types.     

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.     

Environmental performance indicators for enhancing environmental management

Traditionally, environmental issues and concerns have been viewed as a constraint to businesses. This has resulted in environmental managers relying heavily on a reactive, compliance-based approach to justify change. Businesses are now recognizing that efficient management in the environmental arena can benefit the entire company and open new opportunities for increased profits. Managers have acknowledged that environmental issues can be integrated into daily business trends and activities. Not only does sound environmental management decrease liability, but also in current markets a “green” image can attract investors and customers. This article shows how one tool that progressive companies are focusing attention on—environmental performance indicators—is being used to convey the current status of environmental issues and improve the management of these issues for the benefit of the company as well as the environment.     

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.     

Integrating science and business models of sustainability for environmentally-challenging industries such as secondary lead smelters: A systematic review and analysis of findings

Secondary lead smelters (SLS) represent an environmentally-challenging industry as they deal with toxic substances posing potential threats to both human and environmental health, consequently, they operate under strict government regulations. Such challenges have resulted in the significant reduction of SLS plants in the last three decades. In addition, the domestic recycling of lead has been on a steep decline in the past 10 years as the amount of lead recovered has remained virtually unchanged while consumption has increased. Therefore, one may wonder whether sustainable development can be achieved among SLS. The primary objective of this study was to determine whether a roadmap for sustainable development can be established for SLS. The following aims were established in support of the study objective: (1) to conduct a systematic review and an analysis of models of sustainable systems with a particular emphasis on SLS; (2) to document the challenges for the U.S. secondary lead smelting industry; and (3) to explore practices and concepts which act as vehicles for SLS on the road to sustainable development.An evidence-based methodology was adopted to achieve the study objective. A comprehensive electronic search was conducted to implement the aforementioned specific aims. Inclusion criteria were established to filter out irrelevant scientific papers and reports. The relevant articles were closely scrutinized and appraised to extract the required information and data for the possible development of a sustainable roadmap. The search process yielded a number of research articles which were utilized in the systematic review. Two types of models emerged: management/business and science/mathematical models. Although the management/business models explored actions to achieve sustainable growth in the industrial enterprise, science/mathematical models attempted to explain the sustainable behaviors and properties aiming at predominantly ecosystem management. As such, there are major disconnects between the science/mathematical and management/business models in terms of aims and goals. Therefore, there is an urgent need to integrate science and business models of sustainability for the industrial enterprises at large and environmentally-challenging industrial sectors in particular. In this paper, we offered examples of practices and concepts which can be used in charting a path towards sustainable development for secondary lead smelters particularly that the waste generated is much greater outside the industrial enterprise than inside.An environmentally-challenging industry such as secondary lead smelters requires a fresh look to chart a path towards sustainable development (i.e., survivability and purposive needs) for all stakeholders (i.e., industrial enterprise, individual stakeholders, and social/ecological systems). Such a path should deal with issues beyond pollution prevention, product stewardship and clean technologies.     

Applying the baldrige quality criteria to environmental performance: Lessons from leading organizations

Over the last thirty years, we have seen a dramatic shift in values that people and corporations place on environmental responsibility. People have become more aware of how the earth's limited resources are being rapidly depleted. High levels of consumption have resulted in increasing manufacturing and transportation needs which in turn lead to greater energy use, higher usage of hazardous and toxic substances, and decreased air and water quality. Leadership for environmental protection has shifted from vocal environmental advocacy groups to corporate executives. Driven by shifting customer requirements, competitive pressures, and resource conservation technologies, environmental issues are becoming embedded in the fundamental business strategies. In this article we will describe the application of the Malcolm Baldrige quality award criteria to environmental management and show how the focus on quality principles and tools can improve profitability. Examples from the Xerox Corporation and other companies will be provided to illustrate the breadth of environmental improvement initiatives that are being implemented.     

When business and government clash: Environmental crisis management in the carpet industry

In an era of increasing stakeholder scrutiny, virtually any company or industry is vulnerable to exaggerated claims of environmental harm against its products. When these claims are picked up by the media, the company can suddenly have a full‐fledged crisis on its hands. That's exactly the position the carpet industry found itself in a few years ago. But, as this article explains, carpet makers were able to fight back effectively using sound science and diplomacy. The carpet industry's experience offers valuable lessons for the entire business community. © 2000 John Wiley & Sons, Inc.     

Environmental auditing and continuous improvement at lockheed

Continuous Improvement can be applied to every business function, including environmental auditing. The benefits of customer focus and performance measurement are realized in a more efficient business system and a higher level of environmental compliance. Lockheed has successfully used Continuous Improvement principles in the development and implementation of its environmental auditing program, which are described in this article.     

The benefits of proactive environmental quality: Tips from a successful small business

Who says environmental quality has to cost a bundle? Or that it's out of reach of the typical smaller company? In fact, says this article, a proactive environmental quality program offers significant cost-avoidance opportunities and can allow a company to reap positive public relations rewards. The combination of a total quality production program and a proactive environmental quality program is a formidable force for success. And you don't have to be a big company to be an environmental leader.© 1999 John Wiley & Sons, Inc.     

EcoMetrics: Integrating direct and indirect environmental costs and benefits into management information systems

This article suggests a set of metrics that may impact both profitability and environmental quality, capture and quantify eco-efficiency costs and benefits, and help managers understand and focus on tangible, yet difficult-to-quantify benefits (such as improved morale, innovation, etc.). In order to do this, it will frame the issues pertinent to developing eco-efficiency metrics; identify criteria for effective metrics to enable companies/consultants/etc. to discuss, evaluate, and select program metrics; outline the universe of possible metrics; suggest key metrics for a typical company; identify data quality, availability and other constraints; and suggest a methodology for incorporating environmental metrics into operating metrics. [Note: This article is not intended to provide a definitive overview of environmental metrics; rather, it proposes an operational framework for considering, selecting, and implementing metrics that are meaningful in both environmental and business terms. For an overview, see for example, Environmental Policy Performance Indicators;¹ Company Environmental Reporting;² The Greening of Industrial Ecosystems;³ Measuring Corporate Environmental Performance⁴]. The flow and embodiment of materials and energy in production and consumption activities of the economy underlie both economic growth and environmental perturbations… [Yet] existing accounting systems can prevent modern firms from internalizing environmental costs and considerations, and can compound difficulties encountered in effecting environmentally preferable changes⁵.     

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.     

Using triple bottom line metrics and multi-criteria methodology in corporate settings

With the growing importance of environmental sustainability in the corporate sector, businesses are compelled to progress from assessing and benchmarking their environmental impact to making decisions on how to prioritize impact reduction alternatives. Most often, business decisions are driven by financial metrics, but with sustainability improvements becoming a business goal, it is also important to assess metrics from environmental and social spheres; nevertheless, practically and systematically performing such an assessment is challenging. We present an application of a multi-criteria decision analysis (MCDA) method that addresses the aforementioned challenges in a corporate setting. Our case study company – one of the largest inland marine freight carriers in the United States – promotes a business culture focused on financially viable, yet socially and environmentally responsible solutions. Thus, we combine life cycle analysis (LCA), financial calculation methods, and corporate surveys to quantify environmental, economic, and social performance measures, respectively. Multiattribute utility theory is integrated with analytic hierarchy processes (AHPs) and fuzzy analysis to create a carefully designed framework for corporations with diverse groups of stakeholders. With company leadership, implementation is feasible and successful at prioritizing alternatives among diverse stakeholders. The process provides a platform for negotiation and promotes discussions on decision drivers. The use of MCDA methodologies promoted the inclusion of a suite of metrics that aligned with the company's sense of social and environmental responsibility, generating an in-depth analysis of the alternatives that factored in other things besides economics. Return-on-investments (ROI) calculations, the typical approach used in the corporate setting, would have required significantly less time and effort from the company, but the results of our MCDA application indicated that inclusion of triple bottom line metrics delve deeper into stakeholder preferences. Thus, our case study company gained a holistic view of the candidate alternatives, in addition to creating a platform for structured discussions about company goals and priorities.     

Environmental portfolio analysis: An integrated strategic approach to environmental management

As businesses strive to reduce costs and become more competitive, environmental costs and potential future liability issues continue to raise overhead expenses. The decision process is further challenged by the various interpretations of existing laws and the uncertainty of future applicable regulations and their interpretation. To make more informed business decisions and bridge the gap between the environmental and business perspective, organizations need to be able to see the overall environmental picture and how it affects the current and future business operation. This article presents a systematic approach to developing an organization's integrated baseline “environmental portfolio” with various business risk levels and expected costs. Utilizing computer simulation, sensitivity iterations are performed to show the results of different scenarios. These scenarios can include various probabilities of cost levels, permitting strategies, and litigation, as well as the success of new technologies. Management can then focus attention on the main driving factors and avoid spending too much attention on lesser items. An additional benefit to this process is that communication between the various segments of an organization are enhanced since their perspectives are clearly articulated as part of the analysis. Sensitivity analysis also provides the framework for a sanity check of the process and results. Are projected levels of success reasonable? What levels would be required to change the decision, and how likely are they to occur? What level of overall business risk associated with environmental issues is prudent? In addition this article shows how computer modeling and simulation can bring a valuable perspective to the decision-making process.     

Instruments and strategies to improve the eco-efficiency of products

This article examines what tools can be used to analyze and improve the environmental performance of a product. It discusses how companies can upgrade the environmental performance of products in a cost-effective way and enhance their competitive position in the market through product innovation. Based on current examples, it is concluded that a complete toolbox is available to assist companies in developing more eco-efficient products. Which combination of practices can best be applied depends on various factors, particularly the type of external demand(s) the company is facing, its available resources, its time horizon, and its environmental strategy. Experience shows that it is better for companies to be ahead of external criticism and act more proactively. This article shows how companies can follow four main strategies in which eco-efficient product development goes hand in hand with a better competitive position in the market: (1) an efficiency improvement strategy; (2) a market share improvement strategy; (3) a market development strategy; and (4) a product diversification strategy. Finally, the importance of product innovation is stressed in order to implement the eco-efficiency strategies mentioned above.     

The experience of waste minimization at a nitrocellulose manufacturing plant

This article describes how Taiwan nitrocellulose industrial company (TNC) applies the structured methodology developed by the U.S. environmental protection agency (USEPA) to reduce, recycle and recover the wastes generated at its Taoyuan plant. The company has generated significantly less amounts of wastes, improved the competitiveness in the international market and met more stringent environmental regulations since conducting the minimization program in the late 1980s. The experience gained at the Taoyuan plant is being applied to other plants in China and Philippines.