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.     

Quality metrics in design for environment

There is a growing commitment by manufacturers, both in the United States and abroad, to assure environmental responsibility for all of their operations. This trend is driven partly by market demands for “green” products and partly by changes in international standards and regulations. In response, leading companies are demonstrating that environmental improvement can actually increase profitability, and design for environment (DFE) is emerging as an important business practice. The ability to evaluate environmental quality in objective, measurable terms is a key component of an effective DFE capability. In particular, environmental quality metrics are essential to support goal setting, monitoring, and continuous improvement in the design of products and processes. This article describes environmental quality measurement tools and procedures, particularly as they relate to DFE. One of the challenges of performance measurement is to incorporate a life-cycle view of environmental performance into measurement tools that can be easily computed and tracked.     

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.     

Questions and answers. TQEM performance indicators—how do you measure up?

I have seen a number of corporations accept the philosophy of TQEM and start the process of total quality environmental management with great enthusiasm. I believe that many organizations are attracted because TQM principles demand measurements of success and results that are definable for the environment. It reduces the emotionalism that frequently tends to surround environmental issues. Emotionalism has perhaps been the bane and boon of efforts by corporations and advocacy groups to incorporate environmental issues into the day-to-day functions of organizations. Abt Associates, a well-known research-based consulting firm, recently completed a study of U.S. Fortune 250 firms' environmental management programs. Abt found evidence that environmental performance is a competitive issue. Benchmarking is hotly pursued to develop firm-wide indices of performance. One third of the benchmarking is against competition, another third is against worldwide firms. There is a race to develop “Best in Class” standards now. E2M and Abt Associates have combined resources to study corporate Canada's environmental management programs and compare these with those of the United States. This research will help companies benchmark activities and will build a strong North American data base. Unfortunately it will not be ready in time to answer TQEM's question for this issue. (The study results will be released to participating companies in Fall 1992.)     

Case studies of ISO 14001: A new business guide for global environmental protection

The intention of this article is to clarify the current status of ISO 14001, the internationally accepted voluntary environmental management system (EMS) standard, which is an effective means to generate continuous environmental performance improvement in an organization as well as significant financial benefits such as operational efficiency improvements (e.g., energy and water savings), reduction in environmental risks and liability expenses, protection of corporate asset value, and public image improvements. The number of “ISO 14001” companies in Europe and the Pacific Rim is steadily increasing with customer and governmental pressure as the driving forces. In the United States, ISO 14001 implementation has lagged behind due to the fact that, so far, the EPA has not supported ISO 14001 as being sufficient for guaranteeing a reliable environmental performance record. Most ISO 14001 certified companies in the United States have been driven by overseas demand, particularly in the microelectronics industry because customers in this industry, especially those in Europe, will simply not do business in the future with companies that are not registered to ISO 14001. It is expected that European demand will continue to push ISO 14001 certification in the United States. Six ISO 14001 case studies in the U.S. chemical, electronics, and plastics industries, along with EPA's attitude toward ISO 14001 are described in this article. The case studies contain the reasons, steps taken, costs, benefits, problems, and future trends of ISO 14001 implementation and certification.     

Corporate environmental performance expectations in the 1990s: More than just compliance

What do General Motors and Ben and Jerry's Homemade Ice Cream have in common? Both companies have endorsed the CERES principles, a model corporate code of environmental conduct developed by the Coalition for Environmentally Responsible Economies (CERES). This model code generally goes well beyond what is now typically required of industry to maintain compliance with already stringent requirements established by regulatory agencies. And the CERES principles are not the only game in town. Many other environmental initiatives have surfaced both in the United States and abroad over the past few years. This article discusses six sets of current initiatives and provides managers with a vital tool for discussing these initiatives with top management and others throughout their organizations.     

Corporate Ethics in the Era of Globalization: The Promise and Peril of International Environmental Standards

The growing assumption thattransnational corporations (TNCs) will apply``best practice' and ``international standards'in their operations in developing countries hasseldom been checked against close observationof corporate behavior. In this article, Ipresent a case study, based on field research,of one voluntary initiative to useinternational standards and best practice forenvironmental protection in the AmazonRainforest, by a US-based oil company,Occidental Petroleum (Oxy) in Ecuador. The moststriking finding is that the company refuses todisclose the precise standards that apply toits operations. This, and the refusal todisclose other important environmentalinformation, make it impossible to verifyindependently Oxy's claims of environmentalexcellence, or assess the effectiveness of theinitiative. At the same time, Oxy uses theinvocation of international standards to wrapitself in a veneer of corporate responsibility;reassure government officials and localresidents; cultivate confusion about standardsand practices that apply to the operations;deflect meaningful oversight and transparency;and arbitrarily legitimize norms that have beendefined by special interests. In short,international standards offer great promise forneeded environmental improvements; but can alsobe used to impede, rather than advance,corporate responsibility and the development ofeffective environmental law at the nationallevel. These findings suggest that for theapplication of international standards to bemeaningful, the international community needsto move beyond statements of principle anddevelop mechanisms that can be used toevaluate, verify, and monitor independentlyenvironmental claims by TNCs.     

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.     

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.     

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.     

Reinventing Environmental Regulation from the Grassroots Up: Explaining and Expanding the Success of the Toxics Release Inventory

/ The success of the Toxics Release Inventory (TRI) stands in stark contrast to most other environmental regulations in the United States. Between its inception in 1988 and 1995, releases of chemicals listed on the TRI have declined by 45%. We argue the TRI has achieved this regulatory success by creating a mechanism of "populist maxi-min regulation." This style of regulation differs from traditional command-and-control in several ways. First, the majorrole of public agencies is not to set and enforce standards, but to establish an information-rich context for private citizens, interest groups, and firms to solve environmental problems. Second, environmental "standards" are not determined by expert analysis of acceptable risk, but are effectively set at the levels informed citizens will accept. Third, firms adopt pollution prevention and abatement measures in response to a dynamic range of public pressures rather than to formalized agency standards or governmental sanction. Finally, public pressure ruthlessly focuses on the worst polluters-maximum attention to minimum performers-to induce them to adopt more effective environmental practices. TRI has inadvertently set in motion this alternative style of regulation that has, in turn, dramatically reduced toxics emissions in the United States. By properly understanding the mechanisms that drive TRI's accomplishments, more intentional public policy designs can expand the system of populist maxi-min regulation and achieve even more rapid toxics reduction.     

Industry's role in air quality improvement: Environmental management opportunities for the 21st century

More than 200 years ago, Adam Smith, the founder of modern economics, wrote in the Wealth of Nations that “…consumption is the sole end and purpose of all production; and the interest of the producer ought to be attention to…that of the consumer.” In recent years, the rapid growth of the world economy has given Adam Smith's maxim new meaning. The age-old desire for consumption grows unabated and increasing numbers of consumers around the world are attaching new value to the environmental quality of goods and services and expressing concern over the environmental impacts of industrialization. That concern is growing because more than 70 percent of the world's urban population live in areas where the air is seriously polluted and as many as 750,000 people—the majority in developing countries—die each year of ailments caused by air pollution.¹ Over the past 25 years, corporations throughout the world have made dramatic changes in the way they do business as more people come to understand how the ecological system works and how polluted air and water endanger human health. The key to increasing industry's participation in the drive for higher standards of air quality is the growing realization that effective environmental management, technological development, and technology dissemination are cost-effective and profitable business strategies. Global competition is making firms around the world more customer-conscious and, to the extent that consumers demand products that minimize environmental degradation and enhance the quality of their lives, businesses in every industry must respond in order to survive.² This article examines how changes in business practices, driven by a better understanding of how natural environments function, are converging to provide new opportunities for environmental management that go beyond regulatory compliance to reduce air pollution. Although sound and well-enforced environmental regulations are an essential foundation for improving air quality, command-and-control systems alone are unlikely to achieve the lower levels of pollution that will be necessary to achieve sustainable development in the 21st century. In cooperation with government, businesses in every industry can play crucial roles in achieving higher standards of air quality while at the same time maintaining acceptable levels of economic growth. We explore three ways in which corporations can contribute to environmentally sustainable development: (1) by adopting proactive environmental management systems that focus on air pollution prevention; (2) by developing new technologies for air pollution control and reduction; and (3) by transferring air pollution control and prevention technologies through international trade and investment.     

Environmental risk and liability management and its influence on profitability

Managing environmental risk and liability for corporations and consultants requires a prudent combination of insurance techniques, company risk control plans, pollution prevention, and the proper allocation of retention funds. This article presents a review of current risk management techniques used to shield profits from limited and catastrophic loss scenarios. We recommend that corporations and consulting firms integrate insurance and risk management planning to mitigate environmental liabilities, navigate business risks, and safeguard corporate performance..© 1999 John Wiley & Sons, Inc.     

美国环境应急管理制度简析

美国作为工业发达国家,经过百余年的发展,建立了世界领先的环境应急管理制度。自2005年松花江水污染事件爆发至今,我国的环境应急管理需求迫切,管理水平也在飞速提升。对美国的环境应急管理制度的分析能为我国环境应急管理工作提供借鉴。首先,美国设立了以宪法为根基,以应急管理法律法规为主要枝干,以针对突发性环境事件的专门性立法为具体内容的管理体系。其次,美国建立了包括总统、联邦应急管理署、美国国家环境保护局,以及州、县和地方政府中的管理机构在内的多层级应急管理系统。再次,美国基于国家应急系统(NRS)及其核心国家应急计划(NCP),为环境应急响应工作制定了清晰的工作流程。此外,美国还设立了超级基金,有助于有效解决应对环境突发事件的资金来源问题。2014年1月,美国西弗吉尼亚州发生埃尔克河化学品泄漏污染水源事件,通过将该污染事故作为案例进行分析,本文详细梳理了美国各层级政府对该污染事故的应急响应处理流程,体现出其具有的流程规范、分工清晰、属地处理、联邦支持等特点。     

Compliance,commitment, and competition: Improving environmental performance

A series of terms has been used to describe corporate environmental activities: waste management/waste minimization, pollution prevention, environmental excellence. Each has a different definition and comprises different activities, yet they represent a continuum of environmental response and improvement. This article considers the characteristics of each activity and the necessary balance among internal and external concerns that corporations seek as they progress toward environmental excellence in a competitive business climate.     

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.     

Voluntary environmental management system standards: Case studies in implementation

Many anticipate that over the next decade, voluntary environmental management system (EMS) standards will take on the same importance in the marketplace as the ISO 9000 quality standards; the draft international EMS standard (ISO 14001) is on pace to be completed by mid-1996. In the United States, despite rapidly growing interest in EMS standards, most companies and regulatory agencies are uncertain about their potential benefits and about the process of developing an EMS. Case studies of EMS implementation, particularly in small and medium-sized companies, are needed to demonstrate the process and identify areas in which further EMS guidance is needed for environmental managers. This article presents seven case studies of EMS implementation in small, medium-sized, and large companies. Each company is participating in an EPA-sponsored Demonstration Project in which a variety of organizations are piloting the implementation of EMS standards (the project is being coordinated by NSF International, a not-for-profit company specializing in environmental and public health standards and certification). The case studies, written by the companies themselves, share experiences of EMS assessment, planning, and implementation, and discuss challenges that are special to particular industries.     

The role of corporations in ensuring biodiversity

Corporations own approximately 25% of all private land in the United States and, therefore, play an essential role in protecting biodiversity and maintaining natural habitats. The Wildlife Habitat Council (WHC) is a unique joint venture between conservation organizations and corporations to utilize corporate lands for ensuring biodiversity. The following case studies demonstrate how corporations have helped ensure healthy ecosystems and provided critical leadership in regional efforts. Amoco Chemical Company's Cooper River Plant has been instrumental in developing a cooperative project that involves numerous corporations, plantation owners, private citizens, nonprofit organizations, government agencies, and community groups to develop a comprehensive, ecosystem-based management plan for part of the Cooper River in Charleston, South Carolina, USA. The second case focuses on the Morie Company, a national sand quarry operator headquartered in southern New Jersey, USA. Morie Company is working with WHC, community groups, the Pinelands Commission, and other state regulatory agencies to explore sustainable development opportunities for companies within the Pinelands regulations. The third case takes us to DuPont Company's Asturias, Spain, site. A win—win success story of improved habitat and cost savings is the result of DuPont's concern for the environment, ability to work with a variety of groups, and willingness to consider innovative restoration techniques. The fourth case discusses Consumers Power Company's Campbell Plant in West Olive, Michigan, USA. In addition to implementing projects that contribute to biodiversity, Consumers Power has developed an environmental education field station to teach others about the importance of natural habitats. The final case highlights Baltimore Gas & Electric Company's efforts to maintain habitat for endangered species at their Calvert Cliffs site in Maryland.     

Achieving Conservation Goals in Managed Forests of the Southeastern Coastal Plain

Managed forests are a primary land use within the Coastal Plain of the southern United States. These forests are generally managed under standards, guidelines, or regulations to conserve ecosystem functions and services. Economic value of commercial forests provides incentives for landowners to maintain forests rather than convert them to other uses that have substantially reduced environmental benefits. In this review, we describe the historical context of commercial forest management in the southern United States Coastal Plain, describe how working forests are managed today, and examine relationships between commercial forest management and maintenance of functional aquatic and wetland systems and conservation of biological diversity. Significant challenges for the region include increasing human population and urbanization and concomitant changes in forest area and structure, invasive species, and increased interest in forest biomass as an energy feedstock. Research needs include better information about management of rare species and communities and quantification of relationships between ecosystem attributes and forest management, including biomass production and harvest. Incentives and better information may help commercial forest managers in the Coastal Plain more efficiently contribute to landscape-scale conservation goals.     

Policies for the Planning and Reclamation of Coal-mined Landscapes: An International Comparison

Governments differ significantly in their attempts to mitigate the effects of mining disturbance. The approaches of Australia, Canada and the United States are reviewed here, relative to coal-mining reclamation. State and provincial examples (Queensland, Alberta and Montana) are used to illustrate legislation and planning below the national level. This paper explores three main issues that contribute to coal-mining reclamation: governmental level of legislation and planning; legislative scope; and inter-governmental co-ordination. The legislative histories vary, but are young and evolving. All require the submission of a reclamation plan before granting mining permits, enforce reclamation standards by security deposits and contain provisions for non-compliance. Australia and Canada are only beginning to address reclamation planning at the national level, whereas the United States has done so since 1977. The relationship to the environmental impact assessment process is uneven across the three nations. The United States and Canada have a larger percentage of their mined landscapes in a reclamation process, due partly to more stringent regulation. Reclamation effectiveness seems to centre less on centralization versus decentralization, and more on comprehensive scope, preventive approaches and multi-level governmental co-ordination.