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.     

Product life cycle: The key to integrating ehs into corporate decision making and operations

A consensus is emerging that traditional environmental health and safety (EHS) programs—characterized by EHS professionals serving a support function to a company's main operations—represent only part of effective EHS management. In order to be truly successful, EHS management must go beyond this format and integrate EHS considerations into the corporation itself, from its strategic corporate decision making to its everyday operations on the manufacturing floor. Only when EHS becomes part of the fabric of a business's activity will EHS risks and costs be truly minimized—and the many potential benefits fully realized. This article discusses how to make this goal a reality by use of the manufacturing and product life cycle (PLC) perspective. It will first stress the importance of integrating EHS considerations into corporate decision making and operations. It will then trace the critical steps for achieving such integration through the use of the PLC, concentrating particularly on a General Electric Company (GE) chemical management process that weaves EHS concerns into every stage of day-to-day operations.     

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.     

Public concerns and the public role in siting nuclear and chemical waste facilities

Nuclear and chemical waste facilities can be successfully sited, despitenimby responses, if siting programs account for the sources of public concern. Irrational fear is not the main source; instead, waste managers must deal with perceived inequities in the distribution of benefits and costs, and concern about facility safety. Benefit-cost inequities may be dealt with in part by keeping wastes where they are generated, through political restrictions, or by providing economic compensation and political incentives (for example, a local veto). Assuring people of facility safety includes allowing local control (monitoring, health assessment, regulation), and enhancing trust of facility managers through such means as rectifying past mistakes, individual-oriented education campaigns, and negotiation of compensation packages with local residents. These means should reduce —without eliminating—public opposition to local siting of nuclear and chemical waste facilities.     

Environmental Responsiveness,Individuals and Organizational Learning: SME Experience

This paper explores the links between management and non-management attitudes to the environment and organizational responses within SMEs. It identifies the scope for, and means by which, personal attitudes can be harnessed to motivate, activate and help operationalize business responses.The paper identifies strong personal attitudes about the environment. In some more proactive companies it identifies some of the elements of organizational learning which may assist in translating attitudes into effective behaviour-including supportive management structures, training and two-way communication. However, it also identifies organizational limits in this regard. It draws parallels with management systems in relation to health and safety.     

Food Law,Ethics, and Food Safety Regulation: Roles,Justifications, and Expected Limits

Recent food emergencies throughout the world have raised some serious ethical and legal concerns for nations and health organizations. While the legal regulations addressing food risks and foodborne illnesses are considerably varied and variously effective, less is known about the ethical treatment of the subject. The purpose of this article is to discuss the roles, justifications, and limits of ethics of food safety as part of public health ethics and to argue for the development of this timely and emergent field of ethics. The article is divided into three parts. After a short introduction on public health ethics, all levels of food safety processes are described and the role that ethics play in each of these levels is then analyzed. In the second part, different models describing the function of food law are examined. The relationship between these models and the role of ethics of food safety is assessed and discussed in the final part, leading to some relevant comments on the limits of the role and effect of ethics of food safety.     

Environmental,health, and safety department reorganization and prioritization: Using analytical hierarchy process to mitigate scope creep

Our objectives in this article are twofold: first, to use the analytical hierarchy process (AHP) to establish core priorities and, second, to discuss how to reorganize an environmental, health, and safety (EHS) department in a manner that will avoid “scope creep,” as well as inconsistencies in the delivery of client services as a result of personnel loss or change. The approach we describe is novel because it allows users to prioritize their actions daily and annually to recalibrate priorities.     

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.     

Evolution of environmental impact assessment as applied to watershed modification projects in Canada

This article reviews the application of environmental impact assessment (EIA) procedures and practices to three watershed modification projects situaled in western Canada. These ventures were justified for accelerating regional economic development, and cover the period during which public concerns for protecting the environment rapidly made their way into the national political agenda. An historical account and analysis of the situation, therefore, seems desirable in order to understand the development of EIA processes, practices, and methodologies since the start of construction of the first project in 1961. This study concludes that there has been good progress in predicting and evaluating environmental and related social impacts of watershed modification proposals. However, a number of obstacles need to be overcome before EIA can firmly establish itself as an effective planning tool. These difficulties include jurisdictional confusions and conflicts, division of authority and responsibility in designing and implementing appropriate mitigative and monitoring measures, lack of tested EIA methodologies, and limited availability of qualified human resources. A number of conclusions and suggestions are offered so that future watershed modification proposals may be planned and implemented in a more environmentally sustainable fashion. These include: (1) EIA processes must be completed before irrevocable decisions are made. (2) Any major intrusion into a watershed is likely to impact on some major components of the ecosystem(s). (3) Mitigation costs must form part of the benefit-cost analysis of any project proposal. (4) Interjurisdictional cooperation is imperative where watersheds cross political boundaries. (5) The EIA process is a public process, hence public concerns must be dealt with fairly. (6) The role of science in the EIA process must be at arms length from project proponents and regulators, and allowed to function in the interest of the protection of the environment and public health and safety. The views expressed here are the authors’ own and do not necessarily reflect those of FEARO and/or other government agencies and officials involved in the review of these projects.     

浅议企业管理体系一体化模式

介绍了目前在企业内部推行的质量管理体系、职业健康安全管理体系、环境管理体系以及内部控制、企业文化、质量管理奖标准等的特点,分析了不同管理体系在企业管理中的不同优势和作用,提出了推行一体化管理的工作重点。文章指出,企业中有必要推行一体化管理体系模式,这种模式能提高企业的管理水平。     

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.     

The macroeconomic determinants of volatility in precious metals markets

This paper models the monthly price volatilities of four precious metals (gold, silver, platinum and palladium prices) and investigates the macroeconomic determinants (business cycle, monetary environment and financial market sentiment) of these volatilities. Gold volatility is shown to be explained by monetary variables, but this is not true for silver. Overall, there is limited evidence that the same macroeconomic factors jointly influence the volatility processes of the four precious metal price series, although there is evidence of volatility feedback between the precious metals. These results are consistent with the view that precious metals are too distinct to be considered a single asset class, or represented by a single index. This finding is of importance for portfolio managers and investors.     

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.     

Developing a collaborative model for environmental planning and management

Methods for involving the public in natural resource management are changing as agencies adjust to an increasingly turbulent social and political environment. There is growing interest among managers and scholars in collaborative approaches to public involvement. Collaboration is conceptually defined and elaborated using examples from the natural resource management field. This paper then examines how collaboration theory from the organizational behavior field can help environmental managers to better understand those factors that facilitate and inhibit collaborative solutions to resource problems. A process-oriented model is presented that proposes that collaboration emerges out of an environmental context and then proceeds sequentially through a problem-setting, direction-setting, and structuring phase. Factors constraining collaboration are also specified, including organizational culture and power differentials. Designs for managing collaboration are identified, which include appreciative planning, joint agreements, dialogues, and negotiated settlements. Environmental managers need new skills to manage collaboration within a dynamic social and political environment. Further research is needed to test the propositions outlined here.     

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.     

Framing Shale Gas for Policy-Making in Poland

Despite enthusiasm about new gas reserves, shale gas has not come to Poland without controversies. This study examines how shale gas has been framed as a public issue by political and business elites, experts, local communities and civil society organizations. Through a frame analysis, we found three main frames about shale gas: shale gas as a novel economic resource, as a strategic resource for energy security and as a threat. However, only the first two frames, proposed by political and business elites, have shaped the policy process. The third frame, constructed by local actors and civil society groups, has had minimal impact. We explain this exclusion drawing on the deficit model of risk communication. This approach reveals that Polish experts, and business and political actors, during their interactions with local groups, have framed proponents of the threat frame as ‘incompetent actors’ effectively excluding the threat frame from policy processes.     

电器实验室安全和环境监控措施探讨

电器实验室在对电器产品实施安全性能检测的过程中,实验室本身存在着安全和环境污染问题。如何对实验室的日电器实验室在对电器产品实施安全性能检测的过程中,实验室本身存在着安全和环境污染问题。如何对实验室的日常运作进行安全和环境的有效监控,对于保护实验室仪器设备和生命财产安全,以及试验人员的健康,具有重要的意义。 电器实验室安全和环境问题涉及但不限于防火、防烫伤、防暴、防触电、防机械伤害、防淋水、防盗、限制区域的禁入、仪器设备的保护、试验负荷控制、环境温度、湿度、电网电压、谐波畸变、噪音、有毒有害气体、电磁渡污染等诸多方面。本文针对电器实验室存在的一些主要安全和环境问题,从经济和技术可行性方面研究有效解决方法,并提出一种利用现代科技实现远程综合监控的方案。     

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.     

Environmental training fosters bottom-line education and regional economic development

The significant problems we face cannot be solved at the same level of thinking we were at when we created them. If Einstein was correct, the question that you should be posing to yourself right now is “how can I make the change to a different level of thinking?” This challenge was given to a group of managers from a broad range of businesses in a training program delivered at the Centre for Environmental Training (CET) in St. Catharines, Ontario, Canada. It will be examined in this article as part of a case study about the success of a TQEM approach to improving the bottom line of business. At the heart of this story is the germination of a business vision to make improved environmental performance a key factor in regional economic renewal. In keeping with the TQEM theme, this is a never ending story; this article is just the prologue.     

Problems in local emergency management

Local governments (county and city) take the most active role in responding to natural and manmade disasters, yet very little is understood about the role of the emergency manager-the administrator who organizes and coordinates the emergency response of a community. This article describes the more common organizational niches that emergency managers are placed into, and it examines some of the political, institutional, and budgetary constraints that hinder the emergency manager's operations. Finally, it suggests strategies for solving these problems and identifies areas for further research.