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.     

Environmental accounting—making it work for your company

There is no simple recipe for success in implementing environmental accounting. Day-to-day needs and strategic objectives will determine how an organization can benefit from environmental accounting. Our previous article listed many potential applications of environmental accounting and discussed common environmental accounting objectives.¹ This article is geared toward organizations that want to start implementing environmental accounting and create a foundation of success on which to build. In this context, the questions are (1) What are some logical starting points? and (2) Where do companies go from there? This article first describes some paradigms that may guide companies as they think about how to implement environmental accounting, then it presents a series of critical activities that are needed to make environmental accounting an integral part of ongoing business management functions.     

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.     

企业环境管理制度优化及其信息系统框架设计研究

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

环境监测市场化的思考

改革环境监测机制,将其推向社会,实行市场化运作.主要措施是:通过立法建立环境监测机构认证制度,打破行业部门的垄断;取消财政包养环境监测所需经费,实行政府、单位或个人有偿购买具有资质的监测机构提供的数据;制定政策,实行监测有偿服务、环境监测机构企业化经营;对"三同时"环评项目、污染治理验收项目、事故或纠纷监测等,实行委托方市场招标方式,建立有资质监测机构的市场平等竞争.     

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.     

中国生态环境监测40年改革发展与成效

改革开放40年来,我国生态环境监测事业从无到有、从小到大、从弱到强,生态环境监测管理体系、网络体系、业务体系和技术体系逐步建立与健全,陆海统筹、天地一体、上下联动、信息共享的生态环境监测体系初步形成,为生态文明建设和环境管理提供了有力的支撑。本文对生态环境监测发展的主要进展、成效与经验进行了梳理和总结,并根据当前面临的机遇与挑战,提出了未来生态环境监测的发展方向。     

Where the rubber meets the road: Measuring the success of environmental programs

In order to integrate environmental, health, and safety (EHS) programs into mainstream business management, EHS managers must measure the success of their strategies. This article presents techniques and samples for both quantitative measurement (EHS results) and qualitative measurement (progress toward implementation). It also provides a case study of measurement at the Perkin-Elmer Corporation, which has achieved notable successes with straightforward measurement approaches. Performance measurement systems can make the difference between an EHS program that rewards stakeholders for hard work, and one that fades and frustrates.     

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.     

Promoting Good Environmental Management: Lessons from BS 5750

This paper evaluates the adoption of standards as proof of and an incentive for sound environmental practice in business and industry. The paper outlines the origins of environmental management and the development of the first environmental management standard BS 7750. The background to quality management is outlined to provide a context for these developments. The paper then goes on to examine the likely success of BS 7750 in actually improving the environmental performance of organizations in the light of experience in the field of quality. Finally, alternative approaches are looked at as ways of achieving environmental improvement.     

Environmental investment recovery practices and opportunities: Lessons from project RENEWAL

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

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.     

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

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

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.     

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.     

Implementing ISO 14000: Overcoming barriers to registration

The new environmental standard, ISO 14000, is due for issue in January 1996. The standard is designed to address environmental management systems, life-cycle assessments, and international labeling and auditing standards. A major issue facing ISO 14000 advocates is “How can proponents of ISO 14000 get their enterprise to implement it?” And once implementation is started, “What can be done to enhance its chances of success?” The answers to both of these questions may be discovered by examining the self-interest of the parties within the enterprise. These parties will rightly ask, “Why should I support ISO 14000 registration? What's in it for me?”. Today's business climate is more competitive than ever. This is particularly true in the international arena. As a result, the competition within an enterprise for funds (the budget process) is becoming tougher than ever. Management is not going to register under ISO 14000 because they are altruistic. Companies will decide to register only if it is in their own best interest. That means, only if the decision maker can defend the decision to critics. This article presents approaches to gain support within an organization for implementation of ISO 14000 and to improve the chances of success once implementation has begun.     

基于大数据的水环境风险业务化评估与预警研究

随着生态环境大数据的不断建设,国家级、流域级和行政区级别的大数据中心相继产生。快速、高效地分析和利用实时产生、类型多样的环境大数据,提取环境大数据在风险评估与预警的价值,具有重要的意义,也充满挑战。本文基于环境大数据的数据特点和不同层次的组织管理特征以及环境风险评估预警的业务化需求,构建基于大数据的流域环境风险评估与预警技术及其业务化系统的体系、分析环境风险智能识别模式、研究环境风险高效模拟预测和评估的方法,并提出一套满足各级管理部门需求,高效利用环境大数据的多中心业务化系统。     

Environmental community relations: A vital component in TQEM

In the current regulatory climate, environmental professionals are becoming increasingly involved with a side of the business that has often been given low priority in the past: communicating with the public about environmental and health risk issues. This article describes effective approaches to such communication, and demonstrates their implementation success.