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.     

Environmental management information systems: New tools for measuring performance

Successful implementation of environmental management information systems (EMIS) has become essential to the success of total quality environmental management (TQEM) programs. Effective TQEM programs will be early indicators of which companies survive and thrive in today's competitive business environment. Highly competitive industries such as chemicals, electronics, and oil and gas are becoming very effective in cooperating to develop metrics, models, and tools that are based on business processes rather than regulatory edicts. Now electric power companies, newly exposed to market competition, are starting to develop and implement these metrics, standards, and tools. That industry provides a model for joining TQEM and EMIS.     

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.     

Systems vs. metasystems: EMIS at the crossroads

As environmental management responsibilities expand beyond regulations to address business issues such as design for the environment, total cost accounting, and strategic planning, it is tempting to plan for expanded information systems (EMIS) to handle new responsibilities. The author argues that we should pursue exactly the opposite course: shrink the EMIS to the minimum size possible. It would be impossible to feed the self-standing EMIS with all the data it needs—replicas of almost any data tracked by the organization. The EMS and EMIS should be “meta-systems” that store the organization's knowledge about how EH&S relates to various business processes, and what should be measured and reported to assure that EH&S objectives are met. The author provides examples of how companies are creating these EMS “metasystems” by leveraging enterprise systems implemented for accounting, business planning, groupware, maintenance, and process control.     

Forging new links between environmental management,information systems,and business processes

This article is excerpted from Chapter 1 of Environmental Management Information Systems, which will be published by McGraw-Hill in 1994. A central theme of the book is that all successful implementations of environmental management information systems (EMIS) are based on the appropriate alignment of goals and procedures from three enterprise domains: business processes, environmental management, and information systems. Environmental managers (EM) and information systems (IS) professionals have each been guilty of seeing their functions as primary, domains of specialized scientific expertise inaccessible to outsiders. In fact, however, the enterprise is the customer for both domains; without successful business strategies and systems the enterprise does not require either EM or IS wizards. This article shows why and how essential it is that each of the three domains understands enough of the other two domains to structure good decisions.     

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.     

GIS技术在环境管理信息系统中的应用研究

资源与环境保护是人类可持续发展的重要组成部分,环境问题的日益复杂对环境管理水平提出了更高的要求,环境管理信息系统(EMIS)在此基础上应运而生。GIS技术和环境信息在概念和研究对象上具有相似性、互补性,因此基于GIS技术的EMIS的研究将把我国的环境信息管理工作推上一个崭新的、科学的、高效的平台。环境模型与空间信息的耦合是二者结合的发展趋势。     

Metrics,decisions, and strategies: Environmental performance measurement in the electric utility industry

The twin challenges of increased competition and environmental consciousness are causing companies in the utility industry to re-examine their methods for measuring environmental performance. A new paradigm is emerging which has already appeared in other industries—treating environmental quality as a potential source of profitability and competitive advantage. This article discusses how utilities and industrial companies can develop an environmental performance measurement framework, integrate it into their strategic and operating business practices, and use it for evaluation of alternative environmental strategies.     

Case study: Sonoco's materials reclamation improves environmental performance through quality-based management

Multinational corporations are facing increasing pressures and finding stronger incentives to integrate environmental management into their overall business strategies. National and local environmental regulations are becoming more stringent in Europe, Japan, East and Southeast Asia, Latin America, and many developing countries, and international voluntary standards of environmental management are being endorsed by a growing number of governments. Multinational firms are embracing these standards not only to assure the public of their concern for environmental protection, but also to enhance their competitiveness in international markets. The British Standard 7750, the European Eco-Management and Audit Scheme (EMAS), and the ISO 14000 series are setting new guidelines for effective corporate environmental management. Beyond complying with local and national laws, corporations now have wider latitude in how they adapt their business practices to these emerging environmental management standards. In order to capitalize on that creative latitude, companies must have corporate cultures and internal management systems that allow them to respond quickly and effectively to changing environmental requirements. Exemplary corporate environmental performance is usually related to strong and progressive leadership, a culture that recognizes the importance of environmental protection, and the willingness to operate by quality-based management principles. This article describes how one international corporation, Sonoco, in responding successfully to changing environmental pressures to reclaim and recycle its products in the wake of the solid waste crisis in the United States and more stringent environmental regulations in Europe, used its management competencies and corporate culture to turn what could have been serious barriers to expansion of its core businesses into new opportunities. By adopting a bold materials reclamation program, Sonoco was able to overcome potential limitations on its operations in the United States and abroad and to develop new business segments that benefited the company and the environment.     

Business environmental initiatives: Beyond waste reduction and recycling

Xerox was one of the first U.S. companies to discover that environmentally sound practices not only result in good community relations, but also often more than pay for themselves. This article presents ideas and guidelines companies can use in their waste reduction and recycling programs. Implementing a waste reduction and recycling program is an important step toward improved environmental performance. Given the numerous ways businesses affect the environment—through purchasing, manufacturing, and resource consumption—waste reduction and recycling are just two of many potential environmental measures. This article will highlight further initiatives your business can take toward sustainable development, defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs.     

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.     

Achieving eco-efficiency through design for environment

“Eco-efficiency” is a term that does not yet appear in dictionaries but has already gained considerable force in shaping the environmental policies and practices of leading corporations. The Business Council on Sustainable Development (BCSD) sounded a trumpet call with their 1992 manifesto, “Changing Course.” Due to the credibility of the companies that constitute BCSD's membership—including Dow Chemical, 3M, Northern Telecom, Ciba-Geigy, Volkswagen, Nissan, Mitsubishi, and many others—their message has had a substantial influence on the strategic thinking of company executives around the world, BCSD's concept of eco-efficiency suggests an important link between resource efficiency (which leads to productivity and profitability) and environmental responsibility. Eco-efficiency makes business sense. By eliminating waste and using resources wisely, eco-efficient companies reduce costs and become more competitive. As environmental performance standards become commonplace, eco-efficient companies will be at an advantage for penetrating new markets and increasing their share of existing markets. This article describes the business practices companies are adopting to increase their eco-efficiency and improve their competitive advantage. “Corporations that achieve ever more efficiency while preventing pollution through good housekeeping, materials substitution, cleaner technologies, and cleaner products and that strive for more efficient use and recovery of resources can be called eco-efficient.” Declaration of the Business Council on Sustainable Development, 1992.     

The organization of integrated environmental research in The Netherlands

This article presents new concepts for the organization of increasingly complex environmental research activities on the institutional, the national, or the international level. An environmental research cycle with four phases, similar to the industrial product cycle, is described, and its implications in managing the interface between research, policy making, and enforcement are depicted. Furthermore, five main themes of future environmental research are proposed, including advanced analytical methods, environmental monitoring, an environmental management information system (EMIS), and the development of ecological targets at a national and a global level. The specific tasks of universities, private organizations, and governmental institutions in the total environmental research area are defined and a structure is proposed to develop collaborative networks.     

Corporate environmental excellence and stewardship: Five critical tasks of top management

One of the most important challenges facing business is shaping the role of senior management in corporate environmental performance. In some leading companies, the CEO or chairman takes the initiative to carefully define his or her role because of a strong personal commitment, a keen grasp of the business incentives, in response to past problems, or because of a combination of these. In other companies, even where corporate policies genuinely support and promote corporate environmental, health, and safety programs, there may still be inaction or reluctance on the part of top management to participate or get involved. This management posture may work for a few more years, but no longer than that—and could quickly become a major detriment to any company's ongoing market success or viability. This article will focus on a strategy for getting top management involved in your company's programs and, where they are already involved, for sharing some insights we have gained from our work with a number of companies where top management has taken a strong role in environmental issues and has established precedence for what can work well.     

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.     

The team solution for effective project management

In their new book The TeamNet Factor: Bringing the Power of Boundary Crossing into the Heart of Your Business, authors Jessica Lipnack and Jeffrey Stamps claim that businesses that form teamnets—networks of teams that cross conventional boundaries—will be winners in the twenty-first century global economy. From the smallest to the largest companies, businesses are climbing over their own walls. Customers, competitors, and even people in different industries traverse their traditional limits to work together. When business teams cross boundaries, benefits accrue. Whether three-person shops or multinationals, these companies can achieve something that by themselves would be impossible. By definition, teamnets are on a mission for mutual benefit. Large firms in many industries are using internal teamnets to bridge barriers inside their companies and external teamnets to bridge boundaries with suppliers, customers, and competitors. The following excerpt presents insightful ideas and techniques for quality professionals on how to implement more effective project management through teams.     

A fuzzy multi criteria approach for evaluating green supplier's performance in green supply chain with linguistic preferences

Today's international business environment has forced many firms to focus on supply chain management to gain a competitive advantage. During recent years, supplier selection process in the supply chain has become a key strategic consideration. With the growing worldwide awareness of environmental protection and the corresponding increase in legislation and regulations, green purchasing has become an important issue for companies to gain environmental sustainability. Traditionally, companies consider criteria such as price, quality and lead time, when evaluating supplier performance and do not give enough attention to environmental criteria as a means to evaluate suppliers. Now, many companies have begun to implement green supply chain management (GSCM) and to consider environmental issues and the measurement of their suppliers’ environmental performance. This paper examines GSCM to propose a fuzzy multi criteria approach for green suppliers’ evaluation. We apply fuzzy set theory to translate the subjective human perceptions into a solid crisp value. These linguistic preferences are combined through fuzzy TOPSIS to generate an overall performance score for each supplier. A numerical example is presented to demonstrate the effectiveness of the proposed approach.     

Environmental Impact and Sustainable Development: An Analysis in the Context of Standards ISO 9001, ISO 14001, and OHSAS 18001

In this study, we seek to verify the contributions made by three international standards to efforts by eight companies to reduce their environmental impacts and move toward sustainable development. The standards considered in this article are the International Organization for Standardization's (ISO) 9001 (quality), ISO 14001 (environmental management systems), and the Occupational Health and Safety Assessment Series (OHSAS) 18001. The eight companies analyzed for this study are located in the state of Rio Grande do Sul in Brazil. As part of this work, the authors generated a proposed sustainable positioning matrix and placed each company within one of four quadrants—economic approach, environmental approach, social approach, and sustainability approach—derived from the context of the Triple Bottom Line (Elkington, 2004 ).     

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.