Benchmarking compliance performance: Ford motor company profile

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this article, EIS reports on the compliance performance of the Ford Motor Company, focusing on the five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund.     

Benchmarking compliance performance: A new chemical industry report

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this new article, EIS reports on the compliance performance of the largest companies in the chemical industry focusing on five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund. It is important to note that the following article does not contain normalized data and graphs which would adjust findings to various size features (e.g., domestic revenues per company). This as well as detailed environmental policy and programs data on each company can be obtained from EIS. In future issues of EQM, EIS compliance reports will be presented for other major industries to help companies of all sizes benchmark their environmental performance and improvement efforts.     

Benchmarking compliance performance: A new petroleum industry report

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this new article, EIS reports on the compliance performance of the largest companies in the petroleum industry focusing on five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund. It is important to note that the following article does not contain normalized data and graphs which would adjust findings to various size features (e.g., worldwide revenues per company). This as well as detailed environmental policy and program data on each company can be obtained from EIS. EIS reports help companies of all sizes benchmark their environmental performance and quality improvement efforts.     

Benchmarking for continuous performance improvement: Tactics for success

Benchmarking is a powerful management technique that can help improve an organization's environmental performance on a number of dimensions. Benchmarking is not a cookbook solution but a systematic process of searching for the organization that is the best at a given process (“best-in-class”) and continually adopting or adapting new processes to accelerate improvement. As a continual process including planning, analysis, integration, action, and maturity phases, benchmarking should be integrated into the planning stage of the management system. Once processes are strategically identified, they can be improved within the company's Total Quality Management program. Many benefits, such as teamwork and job satisfaction, accompany benchmarking, but the greatest companywide advantage is becoming more competitive. Finding a suitable partner is crucial to the success of the benchmarking process. This article shows the traditional one-on-one approach is the most effective because it saves time and money that allows organizations to learn from each other. In addition, examples of where benchmarking partners may be found, as well as several success indicators in the benchmarking process, are presented. Since the ultimate intent of benchmarking is positive change, the difference between reengineering and continuous performance improvement and the role benchmarking plays in each is also discussed.     

Benchmarking and environmental trend indicators

Companies are increasingly incorporating quantitative environmental data in their benchmarking activities as the search for ways to improve corporate environmental performance continues to expand. The Investor Responsibility Research Center supplies time series data to support several benchmarking activities. This article introduces two new trend indicators that may be used for certain environmental benchmarking applications.     

Benchmarking environmental audit programs: Best practices and biggest challenges

As Total Quality Management (TQM) has become an important concept in learning how to manage environmental, health, and safety audit programs more effectively, an especially useful. TQM tool has been competitive benchmarking. Companies are using benchmarking studies to identify “best practices” that could be incorporated into their programs. In conducting benchmarking studies, evaluators often also identify the biggest common challenges facing audit program managers. This article discusses these best practices and biggest challenges associated with environmental audit programs. The conclusions are based on a number of benchmarking studies and third-party evaluations of corporate audit programs. As the sources are necessarily limited to the author's own experiences, there are no doubt many other specific best practices that are not discussed in this article. These will surface over time.     

Benchmarking: Survey profiles the who and what of environmental auditing practice

In late 1990, the Environmental Auditing Roundtable's Auditor Training and Qualification Work Group determined that it needed reliable information about those in industry currently doing health, safety, and environmental audits. The work group would use this information to develop appropriate standards for auditors. It was also felt that such information would be helpful to others establishing internal audit programs. The work group, under the leadership of Donald P. Duffy, developed and refined a survey questionnaire during 1991. This article details the results of this survey and provides companies with timely information to benchmark their TQEM auditing efforts.     

Sustainability-focused Organizational Learning: Recent Experiences and New Challenges

To an increasing extent, corporations and smaller businesses are making explicit commitments to improved environmental and social performance. Some have embraced the goal of sustainability, and some prefer to use the term 'triple bottom line'--a balance of financial, social and ecological performance--in their operations. Some companies are experimenting with organizational learning as a means to accelerate the transition to sustainability or the triple bottom line. This fledgling combination--sustainability and organizational learning--is the focus of this paper. The term 'sustain ability-focused organizational learning' (SFOL) is proposed to describe the early experience of companies that are attempting to pursue sustainability or the triple bottom line while making substantial changes to their organizational cultures. In many instances, these changes involve the use of experimental or unconventional learning techniques. Some companies are combining their SFOL efforts with The Natural Step, a sustainability framework. The experience of five companies pursuing SFOL is summarized and analysed in a non-identifying way, and key preliminary lessons are discussed.     

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.     

Watershed Management and Organizational Dynamics: Nationwide Findings and Regional Variation

Recent attention has focused on resource management initiatives at the watershed scale with emphasis on collaborative, locally driven, and decentralized institutional arrangements. Existing literature on limited selections of well-established watershed-based organizations has provided valuable insights. The current research extends this focus by including a broad survey of watershed organizations from across the United States as a means to estimate a national portrait. Organizational characteristics include year of formation, membership size and composition, budget, guiding principles, and mechanisms of decision-making. These characteristics and the issue concerns of organizations are expected to vary with respect to location. Because this research focuses on organizations that are place based and stakeholder driven, the forces driving them are expected to differ across regions of the country. On this basis of location, we suggest basic elements for a regional assessment of watershed organizations to channel future research and to better approximate the organizational dynamics, issue concerns, and information needs unique to organizations across the country. At the broadest level, the identification of regional patterns or organizational similarities may facilitate the linkage among organizations to coordinate their actions at the much broader river basin or ecosystem scale.     

Organizational change and marine environmental protection: The dredge spoil siting record

Dredge spoil siting activities are reviewed over a decade to determine whether organizational changes within the Corps of Engineers produced changes in the environmental performance of the agency. Over the period neither the total amount of marine and estuarine dredging nor the incidence of siting spoil inside the baseline declined. Therefore, internal organizational changes do not appear to have affected the above measures of agency performance concerning protection of the marine environment. Furthermore, at least 3% of the spoil is estimated to be highly contaminated. In recent years this magnitude of contaminated spoils has been equivalent to ocean-dumped sewage sludge.     

Organizational commitment to integrated and collaborative management: matching strategies to constraints

Integrated and collaborative approaches to environmental management are being advocated as a more appropriate and effective approach to decision-making. It is based on collaboration among a range of individuals and organizations that have a stake, role, or responsibility in management outcomes. However, researchers have found that implementation of this approach has encountered difficulties. This paper focuses on the role of organizations and their commitment to implementation. Based on case study and survey research in the United States and Australia, the author examines organizational constraints and the range of strategies used to secure commitment. It is argued that participants must more explicitly address the commitment issue and design implementation strategies that respond to organizational constraints.     

Environmental Policy in Russia: Economic,Legal, and Organizational Issues

/ Despite the suspension and closing down of many pollutingindustrial facilities and corresponding expectations of positive change inthat field, it is argued that the environmental situation in Russia in thefirst half of the 1990s has not improved. To corroborate this point, thelatest available data are presented and the deep roots and complexities ofthe current socioeconomic and political situation in the country areanalyzed. Using analogies and "component accounting" approaches,the original economic assessments of environmental damage in the recent pastand current period in Russia are offered for comparison with similar datafrom a selection of developed countries. A model of a new environmentalstrategy and policy is developed and its economic, legal, and organizationaldimensions are examined.KEY WORDS: Damage; Environmental costs; Policy; Pollution; Publicparticipation; Risk; Strategy     

油气管道企业HSE管理对标实践与成果应用

HSE管理对标是提升HSE管理水平的必要举措和有效手段。中亚天然气管道公司通过开展HSE管理对标,研究行业内HSE管理方面的优秀实践,与国际一流管道公司进行HSE绩效对标,进行差异分析,评估公司HSE管理改进空间,明确未来HSE管理的工作重点、目标、重要举措及实施路线图。以中亚天然气管道公司开展的HSE管理对标项目为分析对象,介绍了开展HSE管理对标的背景、思路与方法,分析对标对象和对标指标的确定,对主要对标成果进行简介,指出对标成果的意义、应用情况及对其他跨国油气管道企业开展管理对标的启示。     

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.