An Integrated Benchmarking and Energy Savings Tool for the Iron and Steel Industry

Benchmarking can be a useful tool for understanding energy consumption patterns in an industrial facility and for designing policies to improve energy efficiency. Energy benchmarking for industry is a process in which the energy performance of an individual plant is compared against a common metric that represents ‘standard’ or ‘optimal’ performance. While benchmarking provides insights into the relative energy performance of the plant, it is also a good starting point for analysis of further improvement opportunities. In this paper, the development of an integrated benchmarking and energy efficiency evaluation tool, named BEST (Benchmarking and Energy Savings Tool), is described. The tool is based on a process-step benchmarking approach that allows for a wide variety of differences in feedstocks and products to be included in a fair comparison. BEST has been developed to support two Chinese integrated iron and steel plants in designing a strategic energy management program. BEST has been successfully applied to develop strategic energy-efficiency improvement targets. We describe the tool and report on its use.     

Training for benchmarking: The alliedsignal experience

Integration of TQM principles and tools into environmental management decisions is essential to the ultimate success of businesses. Benchmarking is one of the most powerful TQM tools for quickly and effectively improving processes. To realize the maximum benefit from benchmarking, it—like any other TQM tool—must be used appropriately and properly. In this article training techniques are presented that will help companies realize the full potential of their benchmarking efforts.     

Getting organizational buy-in for benchmarking: Environmental management at weyerhaeuser

Benchmarking is a process companies use to identify and evaluate the best practices, both inside and outside their industry, in their field of interest. The goal is to identify gaps between their performance and the benchmarks so that they can find ways to improve their performance. This article describes an early benchmarking effort in the environmental management area of the Weyerhaeuser Company.     

Questions and answers. TQEM performance indicators—how do you measure up?

I have seen a number of corporations accept the philosophy of TQEM and start the process of total quality environmental management with great enthusiasm. I believe that many organizations are attracted because TQM principles demand measurements of success and results that are definable for the environment. It reduces the emotionalism that frequently tends to surround environmental issues. Emotionalism has perhaps been the bane and boon of efforts by corporations and advocacy groups to incorporate environmental issues into the day-to-day functions of organizations. Abt Associates, a well-known research-based consulting firm, recently completed a study of U.S. Fortune 250 firms' environmental management programs. Abt found evidence that environmental performance is a competitive issue. Benchmarking is hotly pursued to develop firm-wide indices of performance. One third of the benchmarking is against competition, another third is against worldwide firms. There is a race to develop “Best in Class” standards now. E2M and Abt Associates have combined resources to study corporate Canada's environmental management programs and compare these with those of the United States. This research will help companies benchmark activities and will build a strong North American data base. Unfortunately it will not be ready in time to answer TQEM's question for this issue. (The study results will be released to participating companies in Fall 1992.)     

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.     

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.     

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.     

"What Works Well; What Needs Improvement": Lessons in public consultation from British Columbia's resource planning processes

Resource planning and management in British Columbia, Canada, has been steadily moving towards more active public participation. While government agencies have long been required to consult the general public during the course of land or resource use planning, the 1990s brought in a period of more intense public involvement. In terms of resource planning, this led to the creation of several new planning processes. Given that there is now considerable experience with the Commission on Resources and Environment (CORE) and the Land and Resource Management Plan (LRMP) processes, it is time for an appraisal. In particular, the paper examines the public's perceptions of these processes with respect to 'what works well' and 'what needs improvement'. The results highlight a number of areas to which process designers and managers should direct attention. There are three key items of note. First, there are generally low levels of awareness by respondents of public consultation processes in their community. Second, there is a need for access to timely, relevant and readable information throughout the course of the process in order to keep participants and the public as up-to-date as possible. Finally, there must be greater clarity about the process itself, including mandates, participants and decision-making powers.     

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.     

Failing to Site Hazardous Waste Facilities Voluntarily: Implications for the Production of Sustainable Goods

A current approach to the process of siting hazardous waste facilities is to seek 'willing host' communities that will not oppose but rather voluntarily accept risky facilities. Voluntary siting strategies have been put forward as the solution to hazardous waste location problems, and there have indeed been a small number of siting successes achieved voluntarily. This paper argues that, despite claims about voluntary processes, there are indications that few 'willing host' sites will be found in response to the many that are proposed. Instead, it suggests that the limited success of siting attempts, voluntary or otherwise, signals a new phase in hazardous waste management, a shift in focus from where to site a facility to whether a good is worth producing at all if its wastes are not siteable. A characteristic of this phase is the growing influence that the disposal potential of the generated waste can have on future management decisions to produce a good. In practice, siting failure may be one of the critical turning points on the road to sustainable production. It can accomplish what technology and environmental assessments have generally been unable to do: foresee the sustainability of a good. In this way, siteability can be seen as one indicator of sustainable production. A good can be considered sustainable if the wastes associated with its production are siteable.     

Measuring an Organization's Performance: The Road to Defining Sustainability Indicators

This article proposes an integrated procedure to assess sustainability indicators that organizations can use to satisfy international requirements for sustainability. The indicators are related to key aspects of organizations, and their development includes comparing them to the results and policies of various other organizations that are seeking to achieve sustainability. The methodology we used is based on a bibliographic review, and it is intended to:

• Diagnose the state of the art of organizational sustainability,
• Provide organizations with tools to perform benchmarking based on the results, and
• Provide processes to identify best sustainability practices.

After benchmarking, organization managers will be able to adjust the methodology to quantify the sustainability indicators that are most suited to their organization's profile in regard to the activities, products, and services that it offers. Critical factors for organizational sustainability are identified and integrated into the systematic approach proposed in this article to assess indicators, communicate results, and make recommendations for corrective action and continual improvement considering the organization's baseline condition (the starting condition of the organization).     

Measuring environmental performance at niagara mohawk power

A system for measuring environmental performance is important to the success of a company's environmental excellence program. In 1991, Niagara Mohawk Power Corporation (NMPC) unveiled a new corporate policy on protection of the environment. To measure and communicate progress in achieving the goals and objectives embodied in the new policy, an environmental performance index (EPI) was developed. In this article the author shows how the EPI utilizes a weight and rating scheme to reflect environmental performance in three categories: emissions/wastes, regulatory compliance, and environmental enhancements. Performance goals have been established for the period 1992–1995, and actual performance data has been compiled for 1992 and 1993. While the EPI is designed to measure changes in NMPC's environmental performance over time, it does not provide information on how the company's performance compares to that of other electric utilities. Accordingly, NMPC is developing an environmental benchmarking program with a group of Northeast electric utilities that will allow comparisons of environmental performance between utilities.     

'Capacity for Change': Testing a Model for the Inclusion of Social Indicators in Australia's National Land and Water Resources Audit

The complexity of relationships between social change and natural resource management has generated interest in the identification of indicators that might provide more streamlined means for monitoring and planning. In the case of Australia's National Land and Water Resources Audit, interest has focused on the capacity of resource managers to implement more sustainable resource-use practices. This paper reports on an attempt to develop indicators of 'capacity for change' that are statistically reliable and both meaningful and useful to resource managers at a variety of scales. It will be argued, however, that social, spatial and temporal variability in change processes means that no discrete list of social indicators can achieve this task. At the same time that rigorous testing is needed to challenge common-sense assumptions about who is capable of change and where to target capacity-building programmes, data collection and interpretation must be embedded in processes of ongoing negotiation and adaptation among all those involved in, or affected by, resource management.     

Practicalities of participation in urban IWRM: Perspectives of wastewater management in two cities in Sri Lanka and Bangladesh

As the demand for water in cities increases, the quantity of wastewater being produced is growing at a phenomenal rate. If resources are to be managed effectively, a new paradigm is required for urban wastewater management. This paper reviews the initial findings of a participatory action planning process for managing wastewater for agricultural use. It finds that such processes need considerable facilitation, capacity building and knowledge sharing, but that if a plan can be devised that meets the needs of the stakeholders, even if some compromise is required, then certain stakeholders are likely to take responsibility for specific aspects. This may not meet the entire integrated water resources management (IWRM) vision of the plan but provided the plan is developed in such a way that incremental implementation will be beneficial then this will produce some success and may stimulate further cooperation.     

Does collaboration affect the duration of environmental permitting processes?

While collaborative governance has many benefits for environmental planning and management, those benefits are not politically feasible if they impact on process efficiency. This study assesses collaboration's effect on the duration of water permitting processes, specifically the United States’ Federal Energy Regulatory Commission's hydropower relicensing process. Collaboration was measured using a survey of participants in 24 recent hydropower relicensing processes. A Cox proportional hazards model with mixed effects assessed the relationship between collaboration, regulatory framework, hydropower facility characteristics, and relicensing process duration. Collaboration was not associated with time to license. Instead, process duration depended on the regulatory framework (especially the switch to the Integrated Licensing Process and presence of endangered species) and facility characteristics (generating capacity and facility type). The results suggest that agencies should consider engaging collaboratively during planning and permitting, given that collaboration's benefits to decision quality do not incur a cost on overall process time.     

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.     

Post-Project Appraisals in Adaptive Management of River Channel Restoration

Post-project appraisals (PPAs) can evaluate river restoration schemes in relation to their compliance with design, their short-term performance attainment, and their longer-term geomorphological compatibility with the catchment hydrology and sediment transport processes. PPAs provide the basis for communicating the results of one restoration scheme to another, thereby improving future restoration designs. They also supply essential performance feedback needed for adaptive management, in which management actions are treated as experiments. PPAs allow river restoration success to be defined both in terms of the scheme attaining its performance objectives and in providing a significant learning experience. Different levels of investment in PPA, in terms of pre-project data and follow-up information, bring with them different degrees of understanding and thus different abilities to gauge both types of success. We present four case studies to illustrate how the commitment to PPA has determined the understanding achieved in each case. In Moore's Gulch (California, USA), understanding was severely constrained by the lack of pre-project data and post-implementation monitoring. Pre-project data existed for the Kitswell Brook (Hertfordshire, UK), but the monitoring consisted only of one site visit and thus the understanding achieved is related primarily to design compliance issues. The monitoring undertaken for Deep Run (Maryland, USA) and the River Idle (Nottinghamshire, UK) enabled some understanding of the short-term performance of each scheme. The transferable understanding gained from each case study is used to develop an illustrative five-fold classification of geomorphological PPAs (full, medium-term, short-term, one-shot, and remains) according to their potential as learning experiences. The learning experience is central to adaptive management but rarely articulated in the literature. Here, we gauge the potential via superimposition onto a previous schematic representation of the adaptive management process by Haney and Power (1996). Using PPAs wisely can lead to cutting-edge, complex solutions to river restoration challenges.     

国家生态环境保护规划发展历程及展望

伴随着生态环境保护和生态文明建设工作不断发展,中国的生态环境规划经过近45年的探索发展,规划理念与时俱进,规划层级不断提升,规划体系不断优化,规划技术方法不断探索实践,生态环境规划的发展对促进生态文明建设工作、系统谋划环境污染治理,改善生态环境质量发挥了重要作用,但还存在着五年综合规划统领作用未有效发挥、规划实施管理较为薄弱、规划技术支撑不足等问题。在生态文明建设进入到以降碳为重点战略方向、推动减污降碳协同增效、促进经济社会发展全面绿色转型、实现生态环境质量改善由量变到质变、美丽中国建设起步开局的关键时期,生态环境规划要健全规划体系、强化规划空间属性、建立全过程实施管理体系,提升规划编制实施管理水平,进一步发挥规划的基础性、统领性、战略性和创新性作用,促进美丽中国建设目标早日实现。     

最小生态安全距离在“多规合一”中的地位与作用

"多规合一"是未来规划编制与管理城市的必然发展趋势。最小生态安全距离不仅是探索"多规合一"的重要技术工具,也是"多规合一"中空间管控的重要内容。最小生态安全距离以资源环境承载力为基础核心,是城市开发不能逾越的距离。划定最小生态安全距离是为了满足城市生态系统良性循环、生态系统服务功能正常运转以及环境容量不超载,城市间或城市功能单元间经济社会活动空间间隔的最小距离。利用最小生态安全距离划定出的基本规避空间,可以让环规、城规和土规实现统一的空间管控的最终目标。依靠最小生态安全距离,能够科学地划定城市布局,提升城镇化发展质量和空间管控质量,更好地实现城市规划的编制与管理。     

Participation, Process Quality, and Performance of Marine Protected Areas in the Wider Caribbean

Throughout the wider Caribbean, marine protected areas (MPAs) are rapidly gaining momentum as a conservation tool, but management performance of existing MPAs is considered low. To enhance MPA management performance, stakeholders are increasingly being invited to discuss, debate, and develop rules about how people should interact with marine ecosystems. Using social and ecological data from a rapid assessment of 31 MPAs and their associated communities in the wider Caribbean, this study investigates stakeholder participation in MPA planning and management, and how participants' views of process quality relate to MPA performance. Findings indicate that (1) participants tended to be male, resource users, participate in community organizations, and have lived fewer years in the community associated with an MPA than non-participants; (2) simply participating was not associated with perceptions of the social and ecological performance of MPAs, however, perceptions of process quality were positively related to views of performance; and (3) resource users' perceptions of an MPA's ecological performance were likely shaped by a variety of factors. Conservation practitioners should be aware that participatory MPA processes are complex and require careful planning if they are to contribute positively to marine conservation efforts.