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.     

Achieving environmental excellence through TQEM strategic alliances

Generally speaking, today's TQEM initiatives do not improve a firm's activities beyond the shipping dock and onto consumer and postconsumer use and reuse. Although internal TQEM efforts do improve environmental impacts of a firm's operations, most firms remain focused on the traditional bottom-line objective of increasing throughput. For these reasons, most firms implementing TQEM miss the many opportunities to improve environmental performance (including cost and quality) through asset recovery, resource sharing, and reuse. However, by taking the advantages of teamwork beyond corporate boundaries, firms can close the loop on environmental improvements. Inter-firm teaming for environmental advantage, which we define as TQEM alliancing, initiates a cyclical approach to environmental performance improvement. It does so by forging strategic relationships among firms that can leverage each other's environmental weaknesses. TQEM allying is a round-robin game plan. In this article, the authors show how it allows firms to take their environmental improvement initiatives beyond regulatory compliance (and into proactivity), beyond pollution control (to total pollution avoidance), and beyond profitability (for a quantitative as well as qualitative bottom line), because firms will be integrating external as well as internal functions across different business domains.     

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.     

SMEs and voluntary environmental initiatives: a study of stakeholders' perspectives in Hong Kong

The environmental performance of Hong Kong's businesses is currently perceived as rather poor. Small and medium-sized enterprises (SMEs) in particular are mostly unaware of the environmental impact of their business. Government and professional bodies have recently started to develop various initiatives to improve the SME sector's awareness of environmental and social issues, and external factors such as supply chain requirements, consumer preferences and energy prices are also exerting a growing influence. Based on extensive interviews with representatives of seven key stakeholder groups, this paper explores the effectiveness of such drivers to engage SMEs with environmental change and corporate social responsibility (CSR). It finds that most existing efforts, such as environmental support programmes and award schemes, do not have a great impact on the environmental and social performance of Hong Kong's SMEs.     

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.     

Metabolisms of injustice: municipal solid-waste management and environmental equity in Barcelona's Metropolitan Region

Environmental justice studies that focus on the management of municipal solid waste (MSW) typically examine the unequal distribution of associated health and environmental risks in minority social groups and the political processes that generate these inequalities. With the aim to complement current views on the field, in this work, we explore whether there is an issue of environmental justice in municipal systems' grade of self-sufficiency in treating the MSW that they generate and in their effort to close their material cycles. The methodology used is based on the concept of urban metabolism and is applied to 12 coastal municipalities of Barcelona's Metropolitan Region in Spain. The metabolism of the MSW flows of each system is analysed to examine (i) the system's efficiency to close its MSW cycles, corresponding to an indicator of environmental sustainability, and (ii) the MSW export and import flows, as an indicator of social sustainability. The results demonstrate a positive correlation between socioeconomic status and the externalisation of MSW treatment-related hazards. The proposed indicator proves to be an excellent tool for the evaluation of both the environmental and social performance of a system considering MSW management.     

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.     

Mapping divergent concepts of sustainability: lay knowledge,local practices and environmental governance

This paper examines local sustainability concepts in Connemara, a predominantly rural region in the West of Ireland (in this paper, the term “Ireland” refers to the Republic of Ireland), to show how they are (re-)constituted through people's interactions with social and biophysical environments. We argue that these interactions produce diverse forms of lay environmental knowledge and expertise that encompass cognitive and emotional aspects, a fact that is frequently ignored in environmental policy-making which prioritises rational arguments over reactions rooted in people's sense of place and community. Local people's responses to this dominance of “official” rational-technical sustainability concepts are central to recent cases of environmental controversy and lack of compliance to environmental policies that have characterised the study area but that show many parallels to conflicts and disputes elsewhere. Drawing on rich qualitative evidence from interviews and ethnographic fieldwork, this paper demonstrates how communities' responses to environmental policies depend on how well (or poorly) sustainability concepts underpinning these policies match local people's social-ecological practices and related place-specific views of what should be sustained.     

Improving corporate environmental performance through economic value added

These days, corporate annual reports are full of references to shareholder wealth creation. In today's highly competitive capital markets, most chief executives understand that unless they are seen as value creators, investors will place their scarce capital somewhere else. Clear evidence of the growing importance, even dominance, of shareholder wealth creation is the growing use of a performance measure known as economic value added (EVA®).¹ Within ten years, it is almost certain that most large, publicly traded companies in the United States will be using EVA or something like it as a primary performance evaluation tool. Recently, many non-American companies have also adopted it to better align the incentives of managers with shareholders and to signal their commitment to value creation. EVA is not widely known or understood among environmental specialists, and those who have heard about it often fear it. We find this attitude unfortunate. In this article, we discuss EVA and how its use can aid corporate environmental managers in promoting more proactive environmental investments, and in funding capital investments on environmental improvement, waste reduction, and pollution control in their companies. The use of EVA and other shareholder value measures can also improve general capital investment decisions by integrating environmental factors that affect the long-term interests of the corporation into the managerial decision-making process.     

Relation between management's behavioural intentions toward the environment and environmental actions

Drawing on Ajzen's Theory of Planned Behaviour, this paper analyses whether there is a relation between management's behavioural intentions toward an environmental problem and the company's specific actions in this area, and also considers the impact of the company size on these actions. For the data, a questionnaire was sent to 184 managers employed in industrial companies located in Spain which belonged to the automobile industry. The empirical analysis produces positive and significant regression coefficients and provides support for the hypotheses proposed. Specifically, the results show that the environmental actions carried out in the company respond at least in part to management's behavioural intentions toward these issues and the size of the firm.     

The chemical industry's commitment to continuous improvement in environmental performance

One of the greatest challenges facing the chemical industry today is regaining the lost confidence of the public. This concern led to the Chemical Manufacturers Association's (CMA's) adoption of the Responsible Care® initiative—not a slick new promotional campaign but a commitment to continuous improvement in environmental performance. The author highlights components of the program, which is seen as an outgrowth of Total Quality Management.     

Strengthening business with a new vision at avery dennison

This article presents a case study regarding initiatives, apparent failures, and successes that the Avery Dennison Materials Group organization encountered over the last five years in creating and sustaining environmental awareness throughout its organization. This awareness encompasses considerations thought to position the organization to compete against the core elements proposed within the ISO 14001 environmental management system protocol. While Avery Dennison's Materials Group has undertaken many initiatives which strive to achieve business integration, this article focuses primarily on three environmental management systems believed to be the foundation for a manufacturing or service organization—a foundation built on sustainable compliance, incorporation of quality management concepts, and the fulfillment of environmental performance expectations driven by the community at large. Those three programs are (1) an Environmental Stewardship Policy with specific environmental operating principles, (2) Environmental Control Instructions (ECIs), which establish accountability for proper operation, and (3) an Environmental Management System Assessment similar to the Global Environmental Management Initiatives (GEMI) environmental self-assessment tool. These cornerstones provide a basis for the construction of a management program pyramid, the top of which results in a quality process for making effective business decisions by integrating core environmental operating principles.     

Developing new environmental excellence programs: Lessons from epa's environmental leadership program

Interest in the concept—and implementation—of environmental excellence is at an all-time high. A wealth of examples from individual companies, trade associations, states, industry coalitions, and the federal government illustrate the growing acceptance by a wide range of stakeholders of a management systems approach to environmental issues. Perhaps nowhere is this more clear than in the collection of public comments submitted to EPA in response to its January 15, 1993, Federal Register notice, which proposed the creation of an Environmental Leadership Program (ELP). The authors, both of whom worked on the ELP, review these public comments and offer a set of “do's and don'ts” for organizations interested in establishing an environmental excellence program. In addition, the authors outline the Green Track proposal, a plan to structure an alternate regulatory pathway based on environmental excellence.     

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.     

Corporate environmental management study shows shift from compliance to strategy

The Abt study of forty-one mostly Fortune 200 nonservice firms forms a new picture of environmental management. We present data indicating that environmental management is becoming central to corporate strategy and is being managed as an arena of competition rather than as a compliance-driven function. We look at environmental management's new role through four lenses: its relationship to strategic planning; its evolving management structures that show environment increasingly integrated into the main functions of the business; innovation in corporate environmental investments reflecting new drivers beyond compliance; and new management systems and measures of firm-wide performance that demonstrate that environment is being seen increasingly as an arena of competitive concern. We argue that much of the change is driven by three realities. First, as customers integrate environmental values into their conceptions of product quality, they are buying more products with identifiably environmental attributes. This change translates environmental management, historically a cost center, into a potential source of sales revenue, a change which cannot be underestimated. Second, recent life-threatening damage to the global ecosystem and atmosphere reframes environmental management. This moves firms toward a systemic and global approach matched to the globalization of competitive and market concerns, and it places environmental management in the strategic sphere. And third, pollution prevention in its cross-fertilization with total quality management is driving firms to focus on managing environment as an integral part of product management, and is helping them to reassess environmental performance as a contributor to productivity and innovation.     

The benefits of proactive environmental quality: Tips from a successful small business

Who says environmental quality has to cost a bundle? Or that it's out of reach of the typical smaller company? In fact, says this article, a proactive environmental quality program offers significant cost-avoidance opportunities and can allow a company to reap positive public relations rewards. The combination of a total quality production program and a proactive environmental quality program is a formidable force for success. And you don't have to be a big company to be an environmental leader.© 1999 John Wiley & Sons, Inc.     

Making sense of environmental accounting

Much as Total Quality Management (TQM) has helped companies decrease waste and enhance value, environmental accounting offers an approach and a suite of tools that can help organizations improve both environmental quality and bottom-line business performance. Its focus is to bridge the world of finance and economics with the world of environmental management. Companies in all sectors have discovered that they can increase profits by meeting and even surpassing environmental regulations. Through environmental accounting, companies can discover more of these opportunities and, ideally, bring environmental concerns earlier into planning, decision making, and operations. This article introduces environmental accounting and some basic principles that should guide organizations' thinking on environmental accounting and environmental accounting systems. It also describes several different objectives for environmental accounting that imply different requirements and orientations. Although the focus of this article is on environmental accounting as an aspect of forward-looking management and decision making in companies, much of the discussion applies to nonprofits and government units as well.     

Contours of an environmental design and planning ethic

If the search for values lies at the kernel of the philosophical ethical inquiry, then Lynch's monumental work, A Theory of Good City Form must be regarded as shaping the contours of an environmental design and planning ethic. The explicit connection between human values and settlement form in Lynch's theory reaches far in the realm of environmental design and planning, with ethical, legal, and procedural implications. Furthermore, the universal (performance) dimensions of the theory offer an accountability of the contingency of the particular (historical) conditions specific to place and society. A close scrutiny of the key theoretical dimensions suggests the possibility of bridging the procedure vs. substance, object vs. subject and means vs. ends chasms. Thus, certain ethical, legal, and procedural dilemmas encountered in competing theoretical perspectives are reconciled.     

企业环境管理中政府和企业作用分析

我国的经济发展伴随着日益严重的环境问题。在引起环境问题的诸多因素中,来自企业方面的因素对环境的影响最为深远,因此改善环境首先就需要加强企业的环境管理。在推动企业进行环境管理的各种因素中,既有如政府的管制等外部因素,也有如减少成本、产品差异化等企业自身内部因素。外部因素和内部因素对推动企业环境管理都具有重要作用,但也有其局限性。本文通过政府管制及企业自身因素对驱动企业进行环境管理的作用机制的研究,分析各个驱动因素优缺点,寻求各驱动因素的最佳的组合,促使企业更好地加强环境管理。     

Ten years later: The state of environmental performance reports today

In response to new reporting regulations and mounting inquiries from various stakeholder groups, the private sector gave birth to a new communications vehicle approximately one decade ago: Corporate Environmental Performance Reports. In just a few short years, these reports took their place among the most important sources of information regarding a corporation's environmental performance. Over the past decade, the content, production values and strategic approach of these reports have evolved on a parallel with environmental management systems and practices. This article offers an overview of how the reports have evolved, what some of the state-of-the-art practices are, and where the discipline may be heading. © 1998 John Wiley & Sons, Inc.