How Niagara Mohawk incorporates environmental factors into policies,plans, and procedures

Niagara Mohawk Power Corporation (NMPC), an investor-owned electric and gas utility operating in upstate New York, has incorporated environmental factors into several facets of its operations, including generation and transmission system planning and operations, system electric operations, and system gas operations. This article describes how NMPC has incorporated environmental considerations in its valuation of new and existing generation resources. What makes this effort unique is that not only are existing environmental regulatory requirements reflected in the planning process, but also prospective environmental requirements are incorporated. This article provides an overview of NMPC's generation valuation process and discusses how both existing and future environmental requirements are addressed.     

Case study: Improving environmental management at Rhodia's Paulínia,Brazil chemical facility

At the end of 1995, Lisě Monteiro, the engineer responsible for Industrial Security and the Environment at Rhodia, was seeking possible improvements that could be introduced into the company's environmental practices. He had noticed that one of the company's industrial units, the Adipic Acid Department at the Paulínia Chemical Plant complex, was getting good results in its efforts to control environmental pollution. An outside consultant was brought in to examine the department in greater depth to see what lessons might be learned from their experience that would help Rhodia improve its managerial procedures. This article details how this plant improved its environmental performance with many quality initiatives.     

Environmental performance benchmarking for electric utilities

Electric utility companies in the United States and Canada are participating in a unique environmental benchmarking program (EBP) designed to comparatively assess environmental performance. Each company annually provides data on emissionslwastes, compliance, and other environmental aspects to an independent consultant, Research Triangle Institute (RTI), whose staff compiles the data and computes approximately 80 discrete environmental performance metrics for each company. RTI provides a confidential report for each participant presenting the results of the assessment. In addition, RTI conducts a follow-up assessment to determine “best-practices” of each of the top performers for each metric. The EBP provides each participant with useful information on its strengths and weaknesses relative to the other companies in the program as well as ideas on how to improve its environmental performance. Annual participation in the program allows a company to measure improvement in performance on an annual basis. This article summarizes the evolution of the EBP and describes the study methods and reporting approach. Our goal in sharing this information is to demonstrate the usefulness of the program and encourage further participation by all major North American electric utilities.     

Supporting tqem with boeing's environmental assessment monitoring program

This article describes how Boeing'S program to conduct environmental assessments has developed since its inception five years ago, and has contributed to the company'S overall Quality Improvement process.     

Kodak's safety performance indexing—a tool for environmental improvement

Safety performance has a direct effect on employees' productivity and quality of work life, and on company profits and image in the community. Enormous human and financial losses can result from poor safety performance, and all such losses are preventable. To prevent these potential losses, safety performance must be continually improved across all levels of the organization. Effective safety programs are the key to improved safety performance. But how do we know when a safety program is effective? How can we measure safety performance and set goals for improvements? How can we track progress toward these goals? This article demonstrates how a powerful performance management tool —performance indexing— can be used to help improve safety performance throughout your company. This tool can also be used to measure, track, and improve environmental and occupational health performance.     

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.     

Using Gemi's environmental self-assessment procedure (Esap) to evaluate environmental performance

With increasing expenditures on improving environmental management, there comes a need to determine a return on this investment by measuring performance. One such means of measurement, GEMI's environmental self-assessment procedure (ESAP), is based on a goal of meeting leadership standards and is the focus of this case study. Designed to be a self-assessment tool, the ESAP reflects a company's perceived rating of environmental performance. This perception can be different from actual performance, depending on the objectivity exercised and the level of compliance assurance information available.     

Using a Balanced Scorecard to Implement Sustainability

Developing social and environmental balanced scorecard measures helps EH&S managers identify the key performance factors that link their department's work to the company's strategic objectives. © 2001 John Wiley & Sons, Inc.     

Why—and how to—benchmark for environmental excellence

Benchmarking your company'S environmental program against that of another company or organization is one of the more effective means of assuring it is on track toward environmental excellence. If used properly and objectively, it provides a means of gauging the progress of your environmental program while allowing both companies to benefit from new and innovative ideas for improvement. Benchmarking is capable of measuring program efficiency, program design, and program outputs. Benchmarking also provides environmental managers the unique opportunity of sharing successes and failures with respect to program integration into operations. This article describes the steps involved in designing and implementing benchmarking to assess the design of an overall environmental management program.     

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.     

Finding green in clean: Progressive pollution prevention at hyde tools

Hyde Tools, Inc., of Southbridge, Massachusetts, is a medium-sized firm employing about three hundred persons. In 1988, it learned of a company that eliminated its wastewater discharge after being threatened with massive Clean Water Act fines resulting from a suit brought by a Massachusetts environmental group. Hyde decided to devise a similar program to attain zero water discharge and do it within five years. More than 75 percent toward its goal, Hyde'S environmental success, detailed in this article, still relies heavily on the company'S Total Quality Management system and the efforts of a dedicated environmental staff. Hyde'S success typifies TQEM in action—showing how small continuous improvements can lead to significant financial paybacks.     

Total quality product design—how to integrate environmental criteria into the product realization process

Recent case studies on the financial benefits of pollution prevention programs well attest to the notion that a commitment to the environment can help profitability not only by avoiding costs and potential liabilities, but also by generating environmentally-based opportunities for competitive advantage. Achieving these benefits, however, represents a complex management challenge that requires embedding environmental concerns in the day-to-day decisions and actions of a company'S employees. This article shows how the marriage of corporate environmental stewardship and TQM, better known as TQEM, is particularly well suited to the area of product design and why environmental health and safety experts can improve a product'S environmental performance.     

环境管理的信息化视角——美国环境信息生命周期模型研究

有效、可靠的数据和信息是环境管理的基础和主线,是政府部门确定环境管理目标、衡量进展以及同所有利益相关方共享信息的基础。美国环保局(EPA)从整体视角和跨学科观点提出环境信息生命周期模型,能够更好地理解环境信息的生产者、管理者、提供者和使用者等不同角色的作用。本文介绍了环境信息生命周期模型的各环节和要素,包括政策、规划和项目,数据采集和管理,信息交换和共享,信息管理,发现、获取信息,理解、使用信息,用户/公众反馈等,用于评估环境管理业务的数据和信息需求,帮助提高数据质量,增强公众获取环境信息的能力。环保部门需要关注数据质量的不确定性以及不同部门之间缺乏信息共享的问题,将环境信息生命周期的方法融入中国的环境管理和信息化建设,将提高环境数据的质量和政府透明度。本文针对中国的环保信息化建设提出了若干政策建议。     

THE STRUCTURE AND PRACTICE OF WATER QUALITY TRADING MARKETS1

ABSTRACT: The use of transferable discharge permits in water pollution, what we will call water quality trading (WQT), is rapidly growing in the U.S. This paper reviews the current status of WQT nationally and discusses the structures of the markets that have been formed. Four main structures are observed in such markets: exchanges, bilateral negotiations, clearinghouses, and sole source offsets. The goals of a WQT program are environmental quality and cost effectiveness. In designing a WQT market, policy makers are constrained by legal restrictions and the physical characteristics of the pollution problem. The choices that must be made include how trading will be authorized, monitored and enforced. How these questions are answered will help determine both the extent to which these goals are achieved, and the market structures that can arise. After discussing the characteristics of different market structures, we evaluate how this framework applies in the case of California's Grassland Drainage Area Tradable Loads Program.     

Compromising sustainable mobility? The case of the Gothenburg congestion tax

Congestion charging is widely considered an effective policy measure to regulate and reduce car traffic demand and associated environmental and health problems in cities. However, introducing restrictive measures to constrain individual choice and behaviour for the common good has often proven difficult. Using a specific case, the Gothenburg congestion tax introduced in 2013, we study the policy process behind the introduction of the tax and assess to what extent green values were compromised along the way. The tax was made possible by co-financing infrastructure investments, including roads, which seemingly contradicts stated goals of reducing car traffic and emissions. We show how the tax was ‘muddled through’ in a top-down political compromise by a grand coalition where different interests could legitimate their support in relation to the achievement of partially conflicting objectives and projects. However, to declare the regulatory goals fully neutralised would be to underestimate the scheme's direct environmental effects and restrictive potential. Finding a compromise with powerful political and economic interests was necessary to get it off the ground. Once launched, however, it can over time regain its restrictive properties and lead to more profound long-term effects.     

基于重点排污单位的上市公司环境信息披露现状分析

本文选取264家母公司属环保部门公布的重点排污单位的上市公司作为研究对象,将样本企业在2016年年报、2017年半年报及2016年度社会责任报告等定期报告中披露的环境信息,对照上市公司年报与半年报中环境信息披露的要求与规范,对上市公司环境信息披露合规性进行评估。评估认为:上市公司通过定期报告披露环境信息在形式上和内容上均有所进步,但距离基本的形式上合规披露仍有显著差距,信息披露的全面性、有效性与针对性更远远不能满足强化环保监管与优化资本市场的目标本意与政策需求。基于上述评估结果与发现的问题,本文提出了制定管理办法与技术导则、提升政策层级与规范披露标准,强化部门协作等政策建议。     

INTEGRATING SCIENCE AND TECHNOLOGY TO SUPPORT STREAM NATURALIZATION NEAR CHICAGO,ILLINOIS1

ABSTRACT: Many urban and suburban communities in the Midwest are seeking to establish sustainable, morphologically and hydraulically varied, yet dynamically stable fluvial systems that are capable of supporting healthy, biologically diverse aquatic ecosystems — a process known as stream naturalization. This paper describes an integrated research program that seeks to develop a scientific and technological framework to support two stream naturalization projects near Chicago, Illinois. The research program integrates theory and methods in fluvial geomorphology, aquatic ecology, hydraulic engineering and social theory. Both the conceptual and the practical challenges of that integration are discussed. Scientific and technical support emphasize the development of predictive tools to evaluate the performance of possible naturalization designs at scales most appropriate to community based projects. Social analysis focuses on place based evaluations of how communities formulate an environmental vision and then, through decision making, translate this vision into specific stream naturalization strategies. Integration of scientific and technical with social components occurs in the context of community based decision making as the predictive tools are employed by project scientists to help local communities translate their environmental visions into concrete environmental designs. Social analysis of this decision making process reveals how the interplay between the community's vision of what they want the watershed to become, and the scientific perspective on what the watershed can become to achieve the community's environmental goals, leads to the implementation of specific stream naturalization practices.     

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.