PROMOTING GROUND WATER POLLUTION PREVENTION IN SMALL BUSINESSES1

ABSTRACT: Although they have not been the focus of major regulations, small businesses can contribute pollutants to ground water through routine practices. Because strict regulation of millions of micro firms is not likely, water resource professionals face a challenge of how to reach small business operators with effective pollution prevention messages. The purpose of this study was to examine the factors that influence a small business operator to adopt measures that reduce potential ground water pollution. We looked at how information delivery, internal business characteristics, and external relationships are associated with voluntary preventive measures. Mail surveys from small businesses in New Jersey municipalities and interviews with business owners provided data about business characteristics and current pollution prevention activities. Findings suggested that businesses doing the most to prevent ground water pollution were generally more connected to external organizations and had more financial and technical resources. The study also discovered that small business owners fear government involvement in their affairs. The study concludes with recommendations to encourage more voluntary adoption of prevention measures by businesses. These center on separating assistance programs from enforcement and involving industry peer groups in an effort to make information available in a non-threatening manner.     

Applying tqem practices to pollution prevention at AT&T's columbus works plant

In recent years AT&T changed its focus on environmental policies from compliance to pollution prevention. Pollution prevention is an integrated program that includes design for the environment, “green” manufacturing, and a comprehensive program to reduce existing waste in production. The principles of Total Quality Management can be applied to pollution prevention as well as the more traditional manufacturing concepts. The project described in this article is one of several concurrent programs being conducted at AT&T'S Columbus Works to reduce overall waste produced by the facility by applying TQM practices.     

Inducing pollution prevention adoption: effectiveness of the 33/50 voluntary environmental program

The Environmental Protection Agency has encouraged voluntary efforts at pollution prevention by facilities through participation in voluntary environmental programs (VEPs) such as the 33/50 program to reduce toxic releases. This paper examines the effectiveness of the 33/50 program in the adoption of pollution prevention practices and disentangles the effect of adoption from that of program participation on releases of 33/50 chemicals. Using facility-specific panel data and controlling for the endogeneity of program participation and pollution prevention adoption, we find that program participants were 38% more likely to adopt pollution prevention practices than non-participants. Program participants who adopted pollution prevention practices reduced their 33/50 releases by 52% compared to facilities that neither participated nor adopted pollution prevention. This indicates that VEPs that emphasize pollution prevention can play a complementary role in reducing toxic releases.     

AGRICULTURAL POLLUTION CONTROL: IMPLICATIONS FROM THE RURAL CLEAN WATER PROGRAM1

ABSTRACT: The Rural Clean Water Program has provided a unique opportunity to study the economics of agricultural nonpoint source pollution control. Several implications for improving the economic efficiency of future agricultural nonpoint source pollution control programs can be drawn from the results. First, individual projects should be targeted towards water bodies that have water quality problems causing economic damages. Considerable variation can exist among areas in the magnitude of economic damages, which may not be proportional to physical impacts. Second, the relative costs and effectiveness of the practices selected to reduce the delivery of pollutants can vary dramatically from one location to another. Early identification and emphasis on cost-effective BMPs can substantially reduce project costs and may make a project economically justifiable that would not otherwise be so. Finally, some projects that do not hive potential economic benefits from water quality improvements exceeding government cost may have on-farm benefits from reduced costs and increased long-term yields that are sufficient to make total benefits (water quality and on-farm) exceed costs.     

Business-oriented environmental performance metrics: Building consensus for environmental management systems

Today, environmental managers are learning new ways of adding value to their organizations. Before, the environmental department was an overhead expense—an indirect support group required for complying with burdensome regulations. Now, such departments add insights and value during strategic planning sessions, identify efficiency improvement opportunities, provide a superior return on investment, and—bottom line—improve profits. The primary approach to meeting the challenge is a new environmental management system (EMS) that identifies, measures, and manages a diverse set of internal and external customer needs. These needs include environmental cleanups, regulatory compliance, pollution prevention, and design for the environment—and each represents a potential improvement opportunity. Unfortunately, most organizations have so many such needs that all cannot be addressed at once, given the resource constraints of a competitive business climate. Thus, priority is a key concept of an effective EMS. This article describes an innovative application of consensus-building tools that quickly identify and set priorities for diverse environmental programs. The article also shows how appropriate performance measures will align these programs with corporate goals and objectives.     

Making pollution prevention part of the coors culture

This article is about Total Quality Management and its relationship to corporate environmental affairs. As the TQM movement expands, the commitment to continuous quality improvement, customer satisfaction, and collaborative, team-oriented workplaces is finding new applications. Just as the success of Federal Express, AT&T, and other winners of the Malcolm Baldrige National Quality Award shows that Total Quality Management can transform a business, we also are learning of successes companies are having applying TQM principles to environmental management. Our experience with TQM and environmental management at Coors Brewing Company is in the area of pollution prevention. In addition to our brewing operations, we also operate the country's largest aluminum can manufacturing plant, where we produce 4 billion cans a year, a separate facility that makes the can tops, a glass bottle manufacturing plant, and various support facilities. In all, we have some 7,000 employees, and building a commitment to pollution prevention in an operation of that size requires much more than just adopting quality principles. In this article we show how it also means understanding how those principles will mesh with the corporate culture. What we found is that before TQM can begin its magic, a company must review its own culture to see how problems have traditionally been solved and how challenges have been met.     

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.     

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.     

Volunteer Environmental Monitoring and the Role of the Universities: The Case of Citizens' Environment Watch

Universities can provide a stable home for launching collaborative community research projects. Citizens' Environment Watch (CEW), an environmental monitoring initiative based at the University of Toronto, has made significant contributions to environmental education and stewardship in Ontario, Canada. Following dramatic cuts in provincial monitoring programs, citizens and youth have used chemical parameters and biological indicators to gauge water and air quality, and to identify areas requiring remediation and pollution prevention efforts. The relationship of Citizens' Environment Watch to government agencies, funders and other grassroots environmental groups has evolved over the past 5 years as CEW attempts to remain effective without taking on the investigative and enforcement roles to support the regulatory enforcement that has been largely abandoned by government. We explore the challenges inherent in developing and maintaining a volunteer organization that carries out rigorous and useful scientific work and we outline the ability of a university to help overcome these critical challenges. Finally, we present lessons learned for the benefit of other citizen and youth monitoring projects.     

Continuous improvement at EG&G: The waste reduction pays (WARP) initiative

EG&G is a Fortune 200 company with annual sales of $2.7 billion. It designs and manufactures laboratory and field-test instruments and electronic and mechanical components for commercial customers. EG&G provides systems engineering, precision component manufacturing, and test-site operating and management services to many government agencies and laboratories. It employs 34,000 people worldwide. Recognizing the need to improve its business practices as they related to environmental excellence, EG&G initiated policies, procedures, and programs to establish itself as an environmentally responsible company. Waste reduction was designated priority number one in EGG's environmental program. Our major customers are also making waste reduction a high visibility program. For example, on August 3, 1993, the president signed Executive Order 12856 making pollution prevention at federal facilities a goal of this administration. This article describes the EG&G Waste Reduction Pays (WARP) program, developed for use by all its operating entities, and why it is a model program to implement Executive Order 12856. It also depicts how the implementation of the program at federal facilities differs, in some respects, from that at other EG&G operating units.     

Strategic evaluation of environmental projects in SMEs

This article examines how small and medium enterprises (SMEs) can improve their capital investment decisionmaking process for both environmental and general capital projects. It proposes a framework that helps integrate environmental impacts into capital investment decisions, while recognizing SMEs' specific management practices, unique culture, and constraints. The framework presented here is also applicable to independent strategic business units of larger organizations where the capital investment decision process is decentralized. ©2000 John Wiley & Sons, Inc.     

Corporate waste accounting at PSE&G: Bringing a companywide system on-line

Waste accounting has become a necessary practice for companies endeavoring to track their wastes toward realizing discrete waste minimization and pollution prevention objectives. Measurement systems and program initiatives certainly must be tested to find out what will repeatedly work for and best serve a company. Public Service Electric and Gas Company (PSE&G) has committed to revolutionizing the processes of managing materials, wastes, and their associated information. In laying out their strategic plan, company representatives specified the need for a companywide waste accounting system to enable them to monitor progress toward achieving two important short-term waste management targets by the close of 1995. Together with the Electric Power Research Institute, PSE&G is implementing a four-year program to install such a system. The results of the first year-and-a-half's work are reported in this article. The purpose of this article is to discuss the results of implementing a waste accounting system on a utility companywide basis. We will address the experience of bringing such a system on-line at PSE&G. The Electric Power Research Institute (EPRI) previously developed a framework and approach for measuring the performance of utility pollution prevention programs called waste accounting, including the development of a software program called Accounting Software Application for Pollution Prevention or ASAPP.¹ These programs were devised to assimilate detailed information from the facility up through the corporate levels.     

Pollution prevention benchmarking: AT&T and intel work together with the best

AT&T and Intel teamed together in 1991 to benchmark best-in-class corporate pollution prevention programs. In simple terms, benchmarking is a process whereby you identify an area in which you want to improve or maintain superiority, find others in industry who do it best, compare yourself to their processes and achievements, and take steps to reduce the gap between yourself and the best-in-class. This article is not a tutorial on benchmarking, but a case study of the pollution prevention benchmarking embarked on by two companies. It will describe the team dynamics, the benchmarking process followed, and the conditions that were key to the team'S success in each phase. In addition, it will try to capture the enthusiasm and excitement experienced by the members of the benchmarking team.     

Costs and benefits of urban erosion and sediment control: The North Carolina experience

The EPA’s new nonpoint source pollution control requirements will soon institutionalize urban erosion and sediment pollution control practices nationwide. The public and private sector costs and social benefits associated with North Carolina’s program (one of the strongest programs in the country in terms of implementation authority, staffing levels, and comprehensiveness of coverage) are examined to provide general policy guidance on questions relating to the likely burden the new best management practices will have on the development industry, the likely costs and benefits of such a program, and the feasibility of running a program on a cost recovery basis. We found that urban erosion and sediment control requirements were not particularly burdensome to the development industry (adding about 4% on average to development costs). Public-sector program costs ranged between $2.4 and $4.8 million in fiscal year 1989. Our contingent valuation survey suggests that urban households in North Carolina are willing to pay somewhere between $7.1 and $14.2 million a year to maintain current levels of sediment pollution control. Our benefit-cost analysis suggests that the overall ratio is likely to be positive, although a definitive figure is elusive. Lastly, we found that several North Carolina localities have cost recovery fee systems that are at least partially self-financing. This article is based on research by the authors for the North Carolina Department of Environment, Health and Natural Resources (DEHNR). The views are those of the research team and do not necessarily reflect the position of DEHNR.     

Corporate strategy and viable future land use: planning for closure from the outset of mining

This paper provides an overview of the environmental impact of mining on viable future land use and underlines the imperative of improved environmental management and closure planning. It argues that pollution prevention, through planning for closure, can lead to cost-effective strategies for sustainable minerals development and viable future land use. This seems to be most true for greenfield sites since, generally, the earlier closure planning and pollution prevention is built into a project, the more cost-effective and environmentally benign closure will be. Further, for greenfield sites, pollution prevention techniques can be employed from the outset, at the stages of exploration and mine development, and then monitored and improved through the operation stage to closure, and can be kept in place to manage future land use.
The paper discusses how global changes in the industry, following the liberalisation of investment regimes, and mergers and strategic alliances between key firms, has, by virtue of the diffusion of new technology, led to further opportunities to prevent pollution and optimise future land use through planning for closure from the outset. The objectives and components of closure plans are also reviewed as the paper draws on case studies to highlight some of the possible constraints and challenges to pollution prevention that may be faced at the level of both public policy and corporate strategy. The article concludes by suggesting a forward-looking approach to integrated environmental management and viable future land-use planning based on a dynamic model for environmental management.     

POLICY OBJECTWES AND ECONOMIC INCENTWES FOR CONTROLLING AGRICULTURAL SOURCES OF NONPOINT POLLUTION1

In this paper, we review the physical characteristics of agricultural non point pollution and discuss the implications for setting appropriate pollution control objectives and designing incentive-based pollution control policies. First, we discuss that policy objectives must be designed carefully to ensure positive economic net benefits can be expected from pollution control. Next, we review several classes of incentives and recommend the use of design-based incentives (i.e., incentives based on variable input use, management practices, and land use) for controlling non point pollution. Cost-effectiveness requires that incentives elicit three types of responses from farmers: (1) use variable inputs at appropriate levels, (2) adopt appropriate management practices, and (3) make appropriate land use decisions at the extensive margin of production. If a set of incentives fails to induce the correct responses, the resulting runoff levels and hence ambient pollution levels and damages will be too large relative to policy goals. A review of existing programs suggests that greater program coordination and improved targeting of incentives are needed for further water quality improvements. Alternatively, properly designed market-based systems may be effective alternatives. These systems would reduce overall pollution control costs by allowing markets to allocate point source and non point source control costs more efficiently.     

Reducing anthropogenic environmental stresses: A review on cleaner production and industrial ecology

Cleaner production (CP) provides source control measures of minimizing the waste and emissions occurred by the production and processes. CP, which is also known by the term pollution prevention (P2), has been practiced for several years among various countries across the world. Practicing of CP in industries supports in optimization of materials utilization, lowering the energy consumption, and the reduction of emissions to air, water, and soil. CP provides a continuous and preventive environmental improvement for the organizations by focusing on the prevention rather than providing solutions, once the pollution has been occurred. Implementing CP in a business requires support from the employees from top to bottom levels in the hierarchy, to obtain a successful and long‐term outcome. Thus, CP is no longer considered as a standalone process and should be integrated in the entire business development activities, in order to improve the quality of life. CP can also be identified as a subset of industrial ecology, which focuses on designing the industrial processes, products, and services, in order to minimize the environmental concerns of the industrial activities. This article will provide an overview of the background of CP, the CP assessment methodology, and the concepts of industrial ecology.     

Improving Voluntary Environmental Management Programs: Facilitating Learning and Adaptation

Environmental planners and managers face unique challenges understanding and documenting the effectiveness of programs that rely on voluntary actions by private landowners. Programs, such as those aimed at reducing nonpoint source pollution or improving habitat, intend to reach those goals by persuading landowners to adopt behaviors and management practices consistent with environmental restoration and protection. Our purpose with this paper is to identify barriers for improving voluntary environmental management programs and ways to overcome them. We first draw upon insights regarding data, learning, and adaptation from the adaptive management and performance management literatures, describing three key issues: overcoming information constraints, structural limitations, and organizational culture. Although these lessons are applicable to a variety of voluntary environmental management programs, we then present the issues in the context of on-going research for nonpoint source water quality pollution. We end the discussion by highlighting important elements for advancing voluntary program efforts.     

The Pollution Prevention Act of 1990: A Policy Whose Time Has Come or Symbolic Legislation?

/ In 1990, the United States officially entered the era of pollution prevention with passage of the Pollution Prevention Act. This paper analyzes EPA's implementation of the Pollution Prevention Act from its passage in 1990 to the present. It examines the barriers EPA must overcome if it is to effectively integrate pollution prevention into its existing regulatory structure, including impediments created by statutory and organizational structure, the existing relationship between EPA and the groups it regulates, the fragmented implementation scheme of national environmental regulation, the balancing of conflicting demands advanced by powerful interests, industry's economic and technical concerns, and institutional inertia. It also examines issues such as industry commitment, the limits of prevention, and measurement concerns. The findings suggest that EPA's efforts at shifting to a pollution prevention regulatory ethic that holds primacy over pollution control are mixed. Its organizational structure, statutory authority, and incentives system still reflect a single-medium pollution control focus, appropriations for pollution prevention programs and activities are paltry compared to traditional pollution control programs, and participation in the program is voluntary. Yet, the findings also point to some promising programs that are working to institutionalize a pollution prevention regulatory ethic, and many states appear very committed to the concept.KEY WORDS: Pollution prevention; Source reduction; Pollution control; Alternative regulatory design; Barriers to implementation