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.     

Monitoring and measurement systems for implementing ISO 14001

There is a lot of work involved in establishing an effective and useful monitoring and measurement system, but it can be a critical tool for business success. With reliable data based on important performance metrics, you can quantify environmental and business improvement; communicate success; provide valuable input to environmental objectives, targets, and programs; and make sound business decisions based on facts. This article details how companies can set up procedures, processes, and schedules using ISO 14001 to monitor regulatory compliance and help establish an integrated management system.     

Is there a role for not‐for‐profit or for‐purpose organizations in supporting governance professionals to engage with climate‐related opportunities and risks?

Climate change in Australia has become a political risk (for political parties) and a physical, transitional, and regulatory risk for businesses. Not‐for‐profits (NFPs) and for‐purpose (FPs) organisations, for example, Climate Alliance Limited, have acted in the absence of national climate risk policy, to support businesses to become better informed to manage their exposure to this risk, and helping them to set their own commitments and pathways to low and net zero carbon businesses. The objective of this article is to demonstrate, through the case study method, how one Australian NFP/FP has influenced the business sector and regulation. Climate Alliance Limited has done this through its interventions of (1) sharing case studies (best practices) on successful transitions to a low carbon business model and linking climate risk to business risk; (2) bringing thought leaders (advocacy) from the Bank of England and UK Prudential Regulator into the Australian finance and business sector; and (3) by offering a program (reward and recognition), showcasing how business leaders have and are adapting to climate risks and capturing business value.     

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.     

Beyond pollution prevention: A vision for an integrated environmental business management strategy

In this article the authors assert that successful long-term pollution prevention will require changes in the culture and business practices of an organization such that the term “pollution prevention” eventually becomes obsolete. They envision firms evolving to a point where actions that today are referred to as pollution prevention will simply be part of standard business practices and thoroughly embedded in the firms' culture. Although pollution prevention projects and programs need to be highly visible at the outset to communicate throughout the organization and to demonstrate the benefits that can be gained, companies should adopt a long-term strategy aimed at making fundamental changes in the way they do business, rather than relying solely on piecemeal projects and special plans or programs. Such evolution of the firm will maximize the chances of meeting the dual challenges of business competitiveness and environmental stewardship. This article presents a vision for integrating environmental performance with business objectives and suggests practical steps to begin moving toward that vision.     

Corporate Responsibility: The Stakeholder Paradox Reconsidered

Is it legitimate for a business to concentrate on profits under respect for the law and ethical custom? On the one hand, there seems to be good reasons for claiming that a corporation has a duty to act for the benefit of all its stakeholders. On the other hand, this seems to dissolve the notion of a private business; but then again, a private business would appear to be exempted from ethical responsibility. This is what Kenneth Goodpaster has called the stakeholder paradox: either we have ethics without business or we have business without ethics. Through a different route, I reach the same solution to this paradox as Goodpaster, namely that a corporation is the instrument of the shareholders only, but that shareholders still have an obligation to act ethically responsibly. To this, I add discussion of Friedman’s claim that this responsibility consists in increasing profits. I show that most of his arguments fail. Only pragmatic considerations allow to a certain extent that some of the ethical responsibility is left over to democratic regulation.     

Project XL: cheaper,cleaner, and smarter ways to protect the environment

Are you interested in making the job of complying with federal environmental requirements cheaper and smarter for your business? The U.S. Environmental Protection Agency is committed to helping business and other sectors make more sense of environmental requirements through a number of innovative programs, one of the most far‐reaching being Project XL. © 2000 John Wiley & Sons, Inc.     

Maintaining your EMS: The stages of EMS development

Registering to ISO 14001 doesn't mean you're forever green. If you want an environmental management system (EMS) to keep moving your organization forward to improved environmental and business performance, you need to maintain and refine it. The first step toward doing so is understanding the stages that each EMS goes through on its way to full business integration. © 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.     

New field report shows ISO 14001 gaining momentum: Acceptance of environmental management system standard parallels ISO 9000

Many believe that someday ISO 14001 will be as common as ISO 9001. Whatever the case, companies are finding that ISO 14001 offers a very beneficial way to run an environmentally friendly, profitable business. In this new field report, the author shows how companies are focusing on opportunities to improve their EMSs and achieving financial and business goals with ISO 14001. © 1998 John Wiley & Sons, Inc.     

商务英语教学中商务文化意识的培养

商务英语作为专门用途英语，蕴含着丰富的商务文化，包括不同国家的商务传统习俗，商务礼仪习惯等。商务英语教学的最终目标是培养学生在商务环境下的跨文化能力。本文强调了商务文化意识培养的重要性，通过分析商务活动中常见的商务文化冲突和母语文化负迁移导致的语用失误，探讨了教学中商务文化意识培养的策略。     

Changing corporate environmental philosophy: Project renewal gets companies started

Project RENEWAL is an innovative new environmental business project taking place in New Jersey. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. The purpose of this project is to investigate and promote the linkages between ecology, technology, and business economics for the benefit of the economy and the environment. This is a collaborative effort, initially focused on equipment and inventory assets, between the business and environmental communities in order to explore new ways to increase business efficiency and profitability and also benefit the environment. Participants in the project include representatives from industry, consulting, local and state government, environmental agencies, trade groups and academia. This article will outline the background and initial framework of Project RENEWAL's initiatives. (The authors are open to comments, suggestions, criticism, and most importantly input from others who share their vision and are willing to cooperatively accelerate the change process).     

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.     

Parkmanagement as a tool for careful industrial land‐use planning

During the second half of the 1990s the combination of ecological and economic targets in industrial land‐use planning became an official part of spatial‐economic policy in the Netherlands. A growing number of business locations are now being developed or re‐developed as ‘sustainable business sites’. At the same time, ‘parkmanagement’ came into existence as a new tool for development and control of business sites for industry and services. Parkmanagement is now regarded as one of the obvious instruments to realize sustainable (or ‘careful’) land use on business parks. However, there is now a question about whether it is wrong for local governments (which in the Dutch case are responsible for most land development schemes) to have so much participation in parkmanagement initiatives. There is a threat that local governments are welcoming parkmanagement as a fashionable way to impose new regulations on business establishments, and ignore the evidence from practice. Such evidence shows that parkmanagement is most successful when organized with the involvement of private enterprises. This would also be more in line with the modern interaction‐oriented planning theory (consensus planning). The paper describes the principal dilemmas facing local governments in business site development, the theoretical options for influencing the development process of the sites, and the set of actions that could be part of a parkmanagement strategy. These can be arranged on a ‘ladder’ or range of activities, from rather simple facilities serving individual companies' needs, such as maintenance and security, to more complex co‐operation projects in combined transport or energy supply, and ultimately lead to schemes for connecting material flows of production processes. The successive stages of the ladder of business site facilities can be combined with different forms and stages of process organization.     

Multinational oil companies in Nigeria and corporate social responsibility in the HIV/AIDS response in host communities

ABSTRACT

We assess the impact of corporate social responsibility (CSR) of multinational oil companies (MOCs) on HIV/AIDS prevalence in Nigeria’s oil-producing communities. One thousand, two hundred households were sampled across the rural communities of Niger Delta. Using logit model, the main result indicates that General Memorandum of Understandings (GMoUs) have not significantly impacted on factors behind the spread of HIV/AIDs in rural communities. This implies that the impact of the disease on MOCs business, employees and their families, contractors, business partners and the oil communities have not inclined downward. The findings suggest that CSR offers an opportunity for MOCs to help address HIV/AID prevalence through a business case for stakeholders’ health in the region. It calls for MOCs to improve GMoUs health intervention on sensitisation campaigns, funding testing and counselling centres, subsidising anti-retroviral drugs, prevention of mother-to-child transmission, rehabilitation of orphaned and vulnerable children and other cares for people living with AIDS.     

Moral Entrepreneurship: Resource Based Ethics

This article studies the role of entrepreneurship in business ethics and promotes a resource-based ethics. The need for and usefulness of this form of ethics emerge from an analysis of contemporary business ethics that appears to be inefficacious and from a moral business practice formed out of the relationship between the veal calf industry of the VanDrie Group and the Dutch Society for the Protection of Animals (DSPA) in their development and implementation of a Welfare Hallmark for calves. Both organizations created jointly a new meat segment in the market by trust-building and partnership. The relationship shows a remodeling of capabilities of both organizations in the light of co-creation of values. The VanDrie Group established an effectuation of moral goals by being socially sensitive and resource-minded. The DSPA created openings for dialogue by being pragmatic in its ideals. Philosophically, this article sketches a resource-based ethics with Deweyan concepts as end-in-view and transactionality of means and ends. Both organizations show in their entrepreneurship the ability to create, what is called “Room for Maneuver” by exploring, socializing, individualizing, and growing. By maneuvering they set off a form of co-evolution between business and ethics. This article demonstrates what actual moral entrepreneurship can do in bringing about moral change by combining effectively social, policy, norm, and economic related values.     

Corporate social responsibility, partnerships, and institutional change: The case of mining companies in South Africa

Internationally and in South Africa, mining companies are increasingly referring to corporate social responsibility (CSR) and partnerships in terms of the business case, or the expectation that being responsible and collaborating with stakeholders is good for profits. Based on a case study of platinum and chrome mining in South Africa, this article argues that the business case is circumscribed by companies’ institutional context. In the past, mining companies’ dominant interpretation of CSR has been in terms of charitable donations and support to good causes. These efforts have not alleviated the contribution of mining companies to growing social problems around the mines, primarily because they have not impacted on core business practices and have not contributed to necessary cross‐sectoral collaboration. Recently, however, there has been an important transition involving the broadening of the interpretation of CSR and increasing commitment to these issues amongst corporate leadership. Though market‐based incentives have contributed to this, the key driver has been the State's legislated transformation programme premised on State sovereignty over mineral resources. Hence, while the interrelationship between companies and their institutional context has, in the past, brought about a vicious cycle of irresponsibility and minimal collaboration, this cycle may be reversed into a virtuous one, driven in particular by the State. The broader implication is that references to a business case for CSR and partnerships cannot be relied upon independently of continued efforts at shaping the public sector context of companies.     

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.     

数据资源规划在宏观环境督察业务领域应用研究

信息流的畅通和数据资源的有效利用是信息化可持续发展的基础。本文介绍了基于顶层设计的数据资源规划方法,提出数据资源规划的工作步骤。结合宏观环境督察业务现状和业务发展需要,归纳、分析、聚类、抽象出宏观环境督察业务职能域和全域数据元素集,形成了宏观环境督察数据资源的整体规划,为建立宏观督察业务的业务模型和数据模型提供了基础。     

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。