Critical factors for implementing ISO 14001 standard in United States industrial companies

The purpose of this paper is to present the results of an empirical study carried out on a sample of certified industrial companies that operate in the United States, with the aim of identifying some of the critical factors for successful implementation of the ISO 14001 registration process. The paper reveals that it takes most of the companies between 8 to 19 months to obtain ISO 14001 certification. In addition, the ISO 14001 elements requiring the greatest effort are: identifying environmental aspects, environmental management system (EMS) documentation, training, EMS audits, operational control, environmental management program, objectives and targets, and document control. The survey also reveals that high certification cost and lack of other available resources are the greatest obstacles for implementing the ISO 14001 standard.     

Environmental management accounting in Lithuania: exploratory study of current practices,opportunities and strategic intents

There is a growing consensus among the Lithuanian policy makers, practitioners and industrialists that environmental policy must move from a reactive stance to a more proactive, sustainable development approach. As a result, many companies are increasingly interested in the application of economic incentives at least as supplements or reinforcements of environmental standards.The Institute of Environmental Engineering (EU Centre of Excellence in Sustainable Industrial Development (APINI – SID)) in 1992–2003 has been involved in introduction and implementation of preventive environmental strategy in industry in Lithuania and in other countries. In Lithuania, these efforts resulted in the implementation of more than 200 cleaner production innovations in more than 150 Lithuanian companies. It should be stressed that effective plant maintenance is becoming a higher priority to plant managers. It is important to ensure cost-savings, at all levels, that include maximizing productivity and implementing energy-saving approaches. Effective and efficient maintenance are not just desirable, but fundamental to profitable business operations. Therefore, central to the environmental view of sustainable development is the concept that economic and social systems are sub-systems of the global environment.APINI's experience shows that decision-makers at the company level often fail to recognize the economic values of natural resources as assets as well as the business and financial value of good environmental performance. Therefore, there is a need to upgrade the business decision-making process by including information on material flows and related costs to account for efforts of sustainable development [Staniskis JK, Stasiskiene Z. Promotion of cleaner production investments: international experience. Journal of Cleaner Production 2002;11(6):619–28. ISSN: 0959-6526, Elsevier Science]. Decisions are increasingly affected by environmental costs. Application of environmental management accounting (EMA), which integrates two of the main principles of sustainable development – environment and economics, can help to significantly improve corporate decision-making.EMA is becoming increasingly important not only for environmental management decisions and development of environmental management systems (EMS), but also for all types of routine management activities, such as product and process design, cost allocation and control, capital budgeting, purchasing, product pricing and performance evaluation.Companies, which use EMA as a part of integrated management system, are provided with accurate and comprehensive information for the measurement and reporting of environmental performance.This paper investigates the current state of EMA practices in Lithuanian SMEs that have already been or are being implementing EMS and which have implemented CP innovations. In this case, EMA is analysed as an innovative assessment and evaluation method of EMS and CP innovation's environmental impacts and economic benefits. It should be stressed, that there are obvious differences in case studies from different industries. However, review of the results shows that there are many similarities in what improvements can be suggested for environmentally concerned companies both in terms of environmentally sound operation and for reporting of environmental management accounting information.     

Aftermarket remanufacturing strategic planning decision-making framework: theory & practice

The authors of this paper offer an aftermarket, remanufacturing (or reman) decision-making framework (RDMF), developed, based on a comprehensive set of strategic factors (Subramoniam et al., 2009a) derived from an in-depth literature review and case studies. RDMF is also grounded on results from an industry survey and related theory. The survey targeted Original Equipment (OE) suppliers that are involved in automotive OE production and also provide remanufactured (or reman) parts for the aftermarket, which includes the Original Equipment Service (OES) and/or the Independent Aftermarket (IAM) business. A response rate of 42% was obtained for the survey; the respondents were business unit managers or chief engineers from 18 companies in the United States and Europe who are actively involved in the reman businesses. The survey results helped the authors of this paper to prioritize and confirm the strategic decision-making factors from previous research. The key factors considered to be important by more than 50% of the survey respondents, constituting roughly 79% of the strategic factors were then incorporated into RDMF. The RDMF will be useful for aftermarket supplier companies in general and in particular, will be useful for automotive suppliers, involved with OE and aftermarket production.     

Environmental management systems' awareness: an investigation of top 50 contractors in Egypt

The construction industry, as an economically strategic sector and a large contributor to pollution generation, is expected to face enormous obstacles if it doesn't respond to the new business and regulatory environmental requirements in an increasingly competitive market after international trade liberization. A practical tool to achieve sustainable construction is through adopting Environmental Management Systems (EMS). Movement towards environmental management systems is getting momentum in the construction industry of most developed countries. However this field is still a relatively new and the concept is still marginalized in most of the developing world. It is suggested that lack of awareness is a major contributor to this lag.This paper reports on the results of a research on the environmental awareness of the top 50 contractors in Egypt. It investigates their ISO 14001/EMS awareness, opinions about contractor's responsibility towards the environment, necessity of ISO 14001, and obstacles and potentials for ISO 14001 adoption. These results will pave the way for effective implementation of EMS by contractors in Egypt. The paper also discusses integrating sustainable construction principals with EMS. This integration should result in environmental, social, as well as economical benefits.     

Training and communication in the implementation of environmental management systems (ISO 14001): a case study at the University of Gävle,Sweden

Training and communication are essential elements in the implementation of environmental management systems (EMS). This study is based on two main questions: (i) What methods for training and communication will support the implementation of EMS at a university? and, (ii) How did faculty and staff perceive the training and communication activities? The study includes a literature review, a case study of methods for training and communication, and results of a semi quantitative survey of the perception of training and communication. All activities took place at the University of Gävle (Sweden). The University of Gävle was certified according to ISO 14001 in 2004. Practical experiences from the implementation of EMS in industry were used as reference.The literature review indicates that training is a key factor during implementation of EMS, and that training may change attitude and behaviour among managers and employees. Similar conclusions can be drawn from this study. The case study, and practical experiences from industry, indicate that similar methods of EMS training and communication can be shared by industry and universities. However, “academic freedom” and “critical thinking” may result in the need for more interactive training methods at a university than in industry. The results of the survey indicate that the training and communication have increased awareness of environmental issues. A deeper understanding of the personal role in the EMS was also observed. It can be concluded that the EMS training and communication team has a demanding task to introduce the concept of indirect environmental aspects at a university. Lecturers and researchers should be convinced that the greening of a college involves more than, for example, reducing the consumption of paper. The main role of EMS at a university should be to focus on indirect environmental aspects, for example, to introduce environmental and sustainability issues in courses and research.     

Environmental impact evaluation using a cooperative model for implementing EMS (ISO 14001) in small and medium-sized enterprises

Certification of an ISO 14001 Environmental Management System (EMS) is currently an important requirement for those enterprises wishing to sell their products in the context of a global market. The system's structure is based on environmental impact evaluation (EIE). However, if an erroneous or inadequate methodology is applied, the entire process may be jeopardized. Many methodologies have been developed for making of EIEs, some of them are fairly complex and unsuitable for EMS implementation in an organizational context, principally when small and medium size enterprises (SMEs) are involved.The proposed methodology for EIE is part of a model for implementing EMS. The methodological approach used was a qualitative exploratory research method based upon sources of evidence such as document analyses, semi-structured interviews and participant observations.By adopting a cooperative implementation model based on the theory of system engineering, difficulties relating to implementation of the sub-system were overcome thus encouraging SMEs to implement EMS.     

Evaluation of critical success factors of implementation of ISO 14001 using analytic hierarchy process (AHP): a case study from Malaysia

The factors and sub-factors critical to the successful implementation of ISO 14001-based environmental management system (EMS) and benefits that can be reaped from the implementation were explored in this study. An empirical study using the analytic hierarchy process (AHP) was carried out to find the relative weights and priorities of these critical success factors and benefits. The study was carried out in Malaysia among companies in the electrical and electronics sector. The results of the study indicate that the critical success factors in the order of importance are as follows: management approach, organizational change, technical aspects, and external and social aspects. The results of the study also indicate the benefits that can be obtained by the implementation of ISO 14001: improvement in the company's image and reputation, improvement in company's processes and profits, improvement in customer loyalty and trust, and improvement in staff morale and employer–employee relations.     

Certification and integration of management systems: the experience of Portuguese small and medium enterprises

The purpose of this study was to characterize the situation of Portuguese Small and Medium Enterprises (SMEs) concerning the certification of their Quality Management Systems (QMS), Environmental Management Systems (EMS) and Occupational Health and Safety Management Systems (OHSMS), in their individually form, to identify benefits, drawbacks and difficulties associated with the certification process and to characterize the level of integration that has been achieved. This research was based on a survey carried out by the research team; it was administered to 46 Portuguese SMEs. Our sample comprised 20 firms (43%) from the Trade/Services activity sector, 17 (37%) from the Industrial sector, 5 (11%) from the Electricity/Telecommunications sector and 4 (9%) from the Construction area. All SMEs surveyed were certified according to the ISO 9001 (100%), a quarter of firms were certified according to the ISO 14001 (26.1%) and a few certified by OHSAS 18001 (15.2%). We undertook a multivariate cluster analysis, which enabled grouping variables into homogeneous groups or one or more common characteristics of the SMEs participating in the study. Results show that the main benefits that Portuguese SMEs have gained from the referred certifications have been, among others, an improvement of both their internal organization and external image. We also present the main difficulties in achieving certification. Overall, 7 of the Portuguese SMEs examined indicated that the main benefits of the IMS implementation management included costs reduction, increased employee training and easier compliance of legislation. The respective drawbacks and difficulties are also presented. Finally, we presented the main integrated items in the certified Portuguese SMEs we examined.     

The Toronto Region Sustainability Program: insights on the adoption of pollution prevention practices by small to medium-sized manufacturers in the Greater Toronto Area (GTA)

The Toronto Region Sustainability Program (TRSP) is a multi-year action-and-results oriented program which provides small to medium-sized manufacturing enterprises (SME) (defined as <500 employees at facility level) in the GTA with pollution prevention (P2) technical assistance, coupled with a financial incentive to address the root causes of their pollutants and waste streams and improve their environmental performance. The program has been successful in establishing partnerships with three orders (levels) of government and a third party delivery agent—the Ontario Centre for Environmental Technology Advancement (OCETA)—to achieve significant reductions in pollutants/waste generation and to promote the implementation of pollution prevention practices within SME manufacturing facilities. This paper shares insights on how the program works and uses case studies as illustrative examples to highlight the P2 methods adopted, the resulting environmental burden reductions, as well as the value-added benefits to the TRSP clients' business bottom line. Furthermore, this paper outlines the findings of a survey conducted by OCETA to identify TRSP clients' key drivers for program participation, their implementation status, and the challenges encountered in implementing P2 projects. It is hoped that the insights from this paper will expand the boundaries of P2 knowledge within the P2 community, and motivate SMEs in various sectors to incorporate P2 as a sustainable business strategy.     

ISO 14001 certification in Brazil: motivations and benefits

Why do firms seek the ISO 14001 certification? This study presents a survey with 63 Brazilian companies from the chemical, mechanical and electronic industries. A Structural Equations Model (SEM) analyzed the relations between motivations and benefits related to the certification. An exploratory factor analysis identified four sources of motivation: reaction to pressures from the external stakeholders; proaction in expectation of future business concerns; legal concerns; and internal influences. Four dimensions characterized the benefits of an ISO 14001 certification: operational changes; financial impacts; relationship with business stakeholders (customers, competitors, suppliers); and relationship with societal stakeholders (government, society and NGOs). The motivations appear in two levels. Internal and legal motivations are the first level (antecedents), while reactive and proactive motivations are second level (consequents). Internal motivations explain reactive and proactive motivations and production benefits. Legal motivations explain proactive motivations, financial benefits, and benefits in relationships with societal stakeholders.     

Is an environmental management system able to influence environmental and competitive performance? The case of the eco-management and audit scheme (EMAS) in the European union

The EMAS Regulation (Reg 761/01 EC) is EU scheme implemented by the European Commission since 1993 and it is for the implementation of an Environmental Management System (EMS) by any organization. The EMS was originally proposed by the European Commission and by the ISO as the frontrunner of a series of policy tools that enable companies to simultaneously pursue environmental objectives and competitive targets in a synergetic way.Based on the unique dataset of the EVER project, this paper investigates whether or not an EMS implemented within the EMAS Regulation has any effect on firm performance both from an environmental and a competitive point of view. Our econometric analysis shows the positive impact of a well-designed environmental management system on environmental performance and, as a consequence, on technical and organizational innovations. Effects on other competitive variables such as market performance, resource productivity and intangible assets are not strongly supported.     

Alternative models for environmental management in SMEs: the case of Ekoscan vs. ISO 14001

In the case of SMEs, ISO 14001 and EMAS have been the most used models of reference for implementing Environmental Management Systems (EMSs). Their success has eclipsed that of other alternative SME models deployed in the European Union and Japan. In this paper the authors analyze the content and objectives of one of these models, the Ekoscan model, and compare it to the ISO 14001. Furthermore, a survey composed of 262 participating companies is presented, where motivations, obstacles and benefits of adopting both models in SMEs are compared. The article concludes that only the drivers differ in a significant way, since the perceived obstacles and benefits of adopting the respective models by the SMEs are similar (although their respective signaling and market value are different).     

Implementing environmental with other standardized management systems: Scope,sequence, time and integration

The aim of this article is to analyze how the implementation of the environmental management system (EMS) in accordance with the ISO 14001: 2004 standard has been carried out in organizations having more than one standardized Management System (MSs). In particular, four implementation aspects will be discussed, namely the different management system standards (MSSs) used for registration, for example ISO 14001, ISO 9001, OHSAS 18001, ISO 27001 and SA 8000, the order in which they were implemented, the time required for each implementation, as well as the scope of integration of these MSSs into a single Integrated Management System (IMS).In order to do so, some of the results of a survey carried out in 176 organizations registered to, at a minimum, both ISO 14001: 2004 and ISO 9001: 2000 standards for environmental and quality management, respectively, are presented. As one of the few existing empirical studies regarding the integration of multiple MSs, this research reveals the importance of the different possibilities which organizations can opt for when considering EMS implementation. For example, while most respondents implemented ISO 9001 before ISO 14001, others did so simultaneously or even applied ISO 14001 first. Furthermore, although a large majority of organizations integrated their EMS with additional standardized MSs, a small percentage did not. Apart from illustrating the survey outcomes, the article contains a detailed case analysis of four specific organizations with high environmental awareness that have implemented quality and other standardized MSs.     

Indirect benefits of P2 technical assistance estimated using fuzzy set theory

Twenty small-to-medium sized business clients who had been previously provided pollution prevention (P2) technical assistance were studied to account for four difficult to quantify indirect benefits. The difficult to quantify benefits studied were reduced operational costs, regulatory burden, future liabilities and time saved from the research or technical assistance provided. Many (70%) clients who implemented new technologies realized operating cost reductions. Frequently (70%) clients who implemented P2 suggestions that reduce the disposal of hazardous waste realized reductions in regulatory burden and future liabilities. Most (90%) clients perceived that the research assistance saved their staff time. On average, clients in this study realized indirect savings of similar magnitude to their direct savings regardless of the scale or type of assistance. This study illustrates the value realized by a business of indirect benefits from pollution prevention implementation, which is particularly important now that publicly traded U.S. companies must disclosure financially significant environmental liabilities.     

Utilization of publicly owned treatment works to promote pollution prevention

Industrial production processes contribute the most diverse group of emissions to air, water, and land pollution. These forms of pollution were the initial focus of environmental regulations requiring control efforts. Under optimum conditions, industrial waste streams pass through some type of treatment to minimize toxicity prior to being released into the environment. Business, government, and interest groups have previously assumed that industrial productivity and environmental quality were diametrically opposed. In other words, enhanced industrial productivity resulted in environmental damage and, conversely, environmental protection resulted in costs to business. However, companies that have implemented pollution prevention (P2) strategies to address their environmental problems have usually found that their facility's productivity can improve, while at the same time waste and pollution can be reduced. Where previous environmental strategies focused on end-of-pipe control efforts, P2 strategies are implemented at the design or process phase. While there are many examples of individual companies successfully implementing P2, consensus shows P2 adoption by the business community advancing at a rate far slower than expected. Most government agencies that currently promote P2 are not typically viewed as credible sources of innovation by industry. Publicly Owned Treatment Works (POTWs), however, may be able to capitalize on their dual status as respected members of the local community as well as experts in waste management thus serving as credible proponents of P2. The paper discusses how POTWs are working with industrial users to promote P2, as well as their interest in doing so and their requirements for technical assistance. Survey results are provided that describe how POTW personnel in the State of Illinois believe they could best promote P2.     

Improving environmental awareness training in business

The need for and the benefits of a more sustainable approach to business management have been widely discussed in the literature. Many organizations have engaged in environmental management initiatives to improve their environmental performance and have found other benefits to the process, such as financial savings and reduced risk of liability. However, many constraints can inhibit the transformation to an environmentally conscious and responsible organization. These constraints include issues related to organizational culture and change management. To overcome these constraints and succeed in implementing a successful environmental management initiative, the literature suggests the importance for members of the organization of understanding the environmental impacts and policies of the organization through participation in environmental awareness training efforts that produces enduring knowledge and commitment. Armed with this knowledge, employees can then understand how the environment can affect and be affected by their duties and decisions. Various companies have used different approaches to environmental management training. It is important that organizations evaluate the efficiency of their training investment to ensure that the benefits will be generated. A case study of two electricity companies is used to illustrate the importance of evaluating environmental awareness efforts. The results of the study suggest that the training performed did not sufficiently increase employee environmental awareness of the company's environmental impacts despite a considerable time and financial investment in a one-time environmental awareness training program. Results are briefly discussed and recommendations are made to improve the results of the training investment.     

Eco-design in innovation driven companies: perception, predictions and the main drivers of integration. The Spanish example

This study attempts to contribute to the scarce knowledge on how eco-design, and to broad extent sustainability, is connected to innovation driven companies. In particular, this cross sectional research verifies i) perception and knowledge of eco-design of the professionals from innovation driven companies in Spain, ii) specific eco-design strategies towards sustainability that innovation driven companies are integrating in their strategic plans and their application in the supply chain and iii) the companies’ future predictions on innovation and eco-design linkage. The methodology of this paper is based on a survey, developed defining measurable proxies for both eco-design and innovation approaches and conducted on 10,000 multidisciplinary professionals from Spanish innovation driven companies. The study shows that sustainability is a cardinal driver for innovation and that responses have specificities regarding company size, activity or respondent position. Innovation and eco-design strategies for the future aim to use materials with a lower environmental impact and to develop new concepts.     

Eco-efficiency in the SMEs of Venezuela. Current status and future perspectives

This paper presents a comparison analysis of eco-efficiency in the small and medium sized enterprises (SMEs) of Venezuela. The research can be divided into three parts: the first part reviews similar studies in the literature on the level of eco-efficiency exhibited by the companies of Venezuela and other countries. In the second place, the findings of a survey conducted on Venezuelan SMEs allowed the definition of 54 eco-efficiency profiles. Thirdly, six national experts in cleaner production and eco-efficiency were interviewed. The interview was based on a questionnaire similar to that used in the survey of the Venezuelan SMEs. At a second meeting, the experts were asked to discuss on the similarities and differences between their answers and those of the company's managers.The findings of the survey allow us to conclude that Venezuelan SMEs understand the legal environmental regulations that affect them but they do not perceive the influence of external driving forces like customers demand for green products or institutional incentives. The adoption of eco-efficiency practices is not perceived as an incentive to improve competitiveness so that the environmental strategies adopted generally aim at reducing costs or avoiding non-compliance sanctions and negative effects on the company image. Materials recycling and reuse, especially packaging materials, are common practices; however, other environmental tools or practices have not been implemented yet, e.g. environmental management systems (EMS), process, product and services design tools based on the product life cycle, renewable energy resources or green marketing. There are also differences among the eight industrial sectors analyzed, food and chemical industries having the higher index of eco-efficiency practices, and plastic and wood industries the lower.     

The LIFE certification methodology as a diagnostic tool of the environmental management system of the automotive industry

We conducted a diagnosis of the environmental management system of the Brazilian auto parts industry, using the LIFE certification methodology (lasting initiative for earth) as a diagnostic tool. This certification recognizes enterprises that develop conservation actions for biodiversity for the purpose of minimizing and/or mitigating their own negative impact on the environment. Through this method, it was possible to quantify and qualify the environmental impact and investigate the existence of conservation actions, as well as evaluate them quantitatively and qualitatively. Therefore, we used this methodology to demonstrate its potential as an economic instrument of environmental management through its application within an EMS certified to the ISO 14001 series. It was shown that there are many benefits of using sustainable environmental resources (possibility to return to ISE-Corporate Sustainability Index-Bovespa) and for the final disposal of waste from production. The main results indicated that the LIFE methodology allows companies to incorporate actions to biodiversity conservation transversally into their EMSs, which can increase the efficiency of enterprise management. We believe that the use of this management model by other companies will enable the intensification of conservation actions in protected areas in their regions.