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.     

Achieving competitive advantage through product stewardship and LCA

Companies have achieved competitive advantage by expanding the boundaries of their concern beyond the product life-cycle stage that they directly control. By using product stewardship and life-cycle information, coupled with business analysis, companies can successfully outperform their competitors by improving their product or product system by reducing costs, increasing revenue, reducing liabilities, and enhancing their image. Life-cycle information and its use within a product stewardship management framework goes beyond traditional life-cycle applications. Used wisely, it can help companies establish a sustainable framework for long-term success.     

Business environmental initiatives: Beyond waste reduction and recycling

Xerox was one of the first U.S. companies to discover that environmentally sound practices not only result in good community relations, but also often more than pay for themselves. This article presents ideas and guidelines companies can use in their waste reduction and recycling programs. Implementing a waste reduction and recycling program is an important step toward improved environmental performance. Given the numerous ways businesses affect the environment—through purchasing, manufacturing, and resource consumption—waste reduction and recycling are just two of many potential environmental measures. This article will highlight further initiatives your business can take toward sustainable development, defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs.     

Metrics,decisions, and strategies: Environmental performance measurement in the electric utility industry

The twin challenges of increased competition and environmental consciousness are causing companies in the utility industry to re-examine their methods for measuring environmental performance. A new paradigm is emerging which has already appeared in other industries—treating environmental quality as a potential source of profitability and competitive advantage. This article discusses how utilities and industrial companies can develop an environmental performance measurement framework, integrate it into their strategic and operating business practices, and use it for evaluation of alternative environmental strategies.     

Justifying the cost of EMIS: Piloting lessons from Rhone-Poulenc

Two worlds are colliding as many companies are integrating environmental management with business management. Nowhere is this more evident than in the hundreds of companies that are now working to upgrade their environmental management information systems (EMIS), which are a critical component of business integration. Building a business case for EMIS requires crossing many disciplinary boundaries—knowing the language of information systems, accounting, business management, and environmental management. Hence, it is a very valuable skill for environmental managers to develop in order to build their function and their own careers. Some environmental and information systems professionals are attempting to develop a general set of guidelines for justifying the cost of EMIS—in particular, the useful emerging work of the Environmental Health and Safety Software Development Group. This article relates the experience of an EMIS development effort at Rhone-Poulenc, Inc.     

Environmental performance indicators for enhancing environmental management

Traditionally, environmental issues and concerns have been viewed as a constraint to businesses. This has resulted in environmental managers relying heavily on a reactive, compliance-based approach to justify change. Businesses are now recognizing that efficient management in the environmental arena can benefit the entire company and open new opportunities for increased profits. Managers have acknowledged that environmental issues can be integrated into daily business trends and activities. Not only does sound environmental management decrease liability, but also in current markets a “green” image can attract investors and customers. This article shows how one tool that progressive companies are focusing attention on—environmental performance indicators—is being used to convey the current status of environmental issues and improve the management of these issues for the benefit of the company as well as the environment.     

Tennessee Valley Authority's Clean Water Initiative: Building Partnerships for Watershed Improvement

River Action Teams at the Tennessee Valley Authority are working with other government agencies, universities, landowners, and businesses and industries - by watersheds and often across state boundaries - to clean up the Tennessee River system. Teams collect data about water resource conditions and develop co-operative projects to protect unique resources and solve high priority pollution problems.     

Integrating product quality and environmental performance through innovation—the l'oréal case

Meeting the demands of today's marketplace has become an increasingly complex challenge for corporations in all industries. The consumer is demanding high-quality products, low cost, and more recently, a new variable: environmental performance. Customers will not accept sacrifices in quality or cost to help businesses meet regulatory requirements or develop environmentally sound products. They want it all. Consequently, companies are faced with the complex task of balancing cost, quality, and environmental performance.     

Demotivating factors affecting the implementation of ISO 14001:2015 in Malaysia

Industrialization has brought with it environmental problems and the consequences of pollution, which has been affecting the world for decades. Immediate action is required to raise industry's awareness of its social responsibilities toward the environment. However, experience shows that companies that have obtained International Organization of Standardization (ISO) 14001:2015 certifications in Malaysia occupy but a small niche among the country's businesses. The purpose of this study is to assess the list of barriers and challenges to implementing and obtaining certifications under the ISO 14001:2015 Environmental Management System (EMS) by Malaysian firms. In addition, this study will rank these factors relative to their importance. This study is aimed at EMS experts at the Scientific and Industrial Research Institute of Malaysia (SIRIM QAS International Sdn. Bhd.). The study uses mathematical pairwise comparisons to generate the list of critical challenges and barriers. Therefore, the study is expected to raise environmental awareness among Malaysia's industries regarding the adoption of ISO 14001:2015 standards. Furthermore, the study provides a guideline for Malaysia's industries and policy‐makers to provide them with a better understanding of the barriers and challenges that companies face in implementing ISO 14001:2015 EMS, and at the same time, help them understand the need to eliminate the difficulties of standard implementation.     

A hybrid design methodology for structuring an Integrated Environmental Management System (IEMS) for shipping business

The International Safety Management (ISM) Code defines a broad framework for the safe management and operation of merchant ships, maintaining high standards of safety and environmental protection. On the other hand, ISO 14001:2004 provides a generic, worldwide environmental management standard that has been utilized by several industries. Both the ISM Code and ISO 14001:2004 have the practical goal of establishing a sustainable Integrated Environmental Management System (IEMS) for shipping businesses. This paper presents a hybrid design methodology that shows how requirements from both standards can be combined into a single execution scheme. Specifically, the Analytic Hierarchy Process (AHP) and Fuzzy Axiomatic Design (FAD) are used to structure an IEMS for ship management companies. This research provides decision aid to maritime executives in order to enhance the environmental performance in the shipping industry.     

Green economy: Private sectors’ response to climate change

The focus of this paper is to present a discussion of the role of the private sector in response to the need for climate change adaptations. The study, which was conducted through a literature review, investigates the concept of the green economy and climate change, as well as businesses’ commitment to advance climate actions in ways that build resilience in vulnerable communities in developing countries. The paper calls on companies with national, regional, and/or global reach to adopt or develop strategies that improve resource efficiency, reduce greenhouse gas emissions, and reduce the loss of biodiversity. Businesses can accelerate this transition by aligning their investments with climate change adaptation opportunities, and thus, “green” the economy. In addition, green growth could be achieved through tactical public and private investments in mitigating climate change. The paper concludes that the private sector is a key sector in addressing the challenges of vulnerable communities, and it has much to contribute to the planning, development, and implementation of climate adaptation strategies, including sector‐specific expertise, technology, efficiency, financing, and entrepreneurship. Finally, some social conditions and environmental boundaries have been highlighted in this paper to attract the attention of business leaders who are trying to build initiatives and advance climate actions that will reduce socio‐community risks from climate change. Also, comprehensive initiatives and strategies have been recommended to private companies seeking to address climate vulnerabilities.     

Environmental business management practices for a new age

At the end of the 20th century, business finds itself in a period of transformation and a new emphasis on environmentally responsible practices. Leading-edge companies are now integrating environmental concerns into everyday business activities. Competitive issues, which led to the formation of just-in-time production processes, are now forcing companies to better understand their effects on the environment. Business leaders must now look at environmental issues as opportunities, not burdens. With innovative use of “industrial ecology,” companies can set the stage for long-term growth into the next century. “Business men go down with their businesses because they like the old way so well they cannot bring themselves to change.” Henry Ford.     

Achieving eco-efficiency through design for environment

“Eco-efficiency” is a term that does not yet appear in dictionaries but has already gained considerable force in shaping the environmental policies and practices of leading corporations. The Business Council on Sustainable Development (BCSD) sounded a trumpet call with their 1992 manifesto, “Changing Course.” Due to the credibility of the companies that constitute BCSD's membership—including Dow Chemical, 3M, Northern Telecom, Ciba-Geigy, Volkswagen, Nissan, Mitsubishi, and many others—their message has had a substantial influence on the strategic thinking of company executives around the world, BCSD's concept of eco-efficiency suggests an important link between resource efficiency (which leads to productivity and profitability) and environmental responsibility. Eco-efficiency makes business sense. By eliminating waste and using resources wisely, eco-efficient companies reduce costs and become more competitive. As environmental performance standards become commonplace, eco-efficient companies will be at an advantage for penetrating new markets and increasing their share of existing markets. This article describes the business practices companies are adopting to increase their eco-efficiency and improve their competitive advantage. “Corporations that achieve ever more efficiency while preventing pollution through good housekeeping, materials substitution, cleaner technologies, and cleaner products and that strive for more efficient use and recovery of resources can be called eco-efficient.” Declaration of the Business Council on Sustainable Development, 1992.     

Making the Business Case for Sustainability: How to Account for Intangible Benefits—A Case Study Approach

Sustainability is continuing to change the way businesses operate. Stakeholders are insisting that corporations implement more responsible business practices, and they are holding them increasingly accountable for their associated environmental and social impacts. Research has provided significant contributions toward sustainability‐related tools and best practices, allowing sustainability to be integrated even farther across business operations. However, challenges still exist, preventing many companies from fully integrating sustainability. Although intangible benefits are not commonly included in business case assessments, such benefits can be derived through sustainability initiatives and may offer additional value in evaluating the business case for sustainability. In this article, we review current literature on accounting methods for the business case for sustainability as well as currently available methods or tools that are capable of estimating intangible benefits. In addition, we use case studies to illustrate if, and how, companies are accounting for intangible benefits, and we identify best methods for accounting for intangible benefits.     

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.     

Tuning to station wiify on ISO 14000: What's in it for you?

“The impact of ISO 14000 will be swift and significant. For businesses exporting to global markets, and their suppliers, preparing for ISO 14000 today is not an option—it's a matter of survival…”.     

Creating successful partnerships with hazardous waste providers

Baxter Healthcare's Cardio Vascular Group (CVG) has formed a partnership with Advanced Environmental Technical Services (AETS, formerly called AETC), an 18-year-old environmental services company based in Flanders, New Jersey. With annual revenues of nearly $100 million, AETS is the largest privately owned environmental service company of its kind. Creating a partnership with providers of hazardous waste services has become necessary for many companies that find themselves downsizing and focusing their limited resources on their core businesses. More than merely waste haulers, hazardous waste management companies are being called on to train employees, develop environmental budgets, and even serve as on-site waste managers. AETS and Baxter Healthcare's CVG have created such a partnership and have successfully reduced Baxter's hazardous waste production by 56 percent since 1992. The lessons learned from this partnership are reported in this article.     

Voluntary environmental management system standards: Case studies in implementation

Many anticipate that over the next decade, voluntary environmental management system (EMS) standards will take on the same importance in the marketplace as the ISO 9000 quality standards; the draft international EMS standard (ISO 14001) is on pace to be completed by mid-1996. In the United States, despite rapidly growing interest in EMS standards, most companies and regulatory agencies are uncertain about their potential benefits and about the process of developing an EMS. Case studies of EMS implementation, particularly in small and medium-sized companies, are needed to demonstrate the process and identify areas in which further EMS guidance is needed for environmental managers. This article presents seven case studies of EMS implementation in small, medium-sized, and large companies. Each company is participating in an EPA-sponsored Demonstration Project in which a variety of organizations are piloting the implementation of EMS standards (the project is being coordinated by NSF International, a not-for-profit company specializing in environmental and public health standards and certification). The case studies, written by the companies themselves, share experiences of EMS assessment, planning, and implementation, and discuss challenges that are special to particular industries.     

Environmental performance indicators: Balancing compliance with business economics

Many companies are examining ways to integrate environmental performance into the management and operation of their core businesses. Basic principles from the application of TQM in manufacturing will help bring environmental management into the mainstream of business operations. Likely results include improved and sustained compliance and improved long-term financial performance. The author addresses a critical first step, which is developing a common language and system for measuring environmental performance and setting goals for continuous improvement.     

The business implications of implementing ISO 14000

The ISO 14000 standards for environmental management systems (EMS) are voluntary standards intended to aid companies that wish to improve their environmental performance. The standards owe their existence, at least in part, to three widely shared views: (1) that existing environmental management systems are either inadequate or ineffective; (2) that companies will want to improve environmental performance for economic or social reasons; and (3) that governments and stakeholders will require companies to exercise greater control of the impacts to the environment through new regulations. ISO 14000 offers a solution—an ?integrated”? EMS, with components designed to effect sound management in any size organization and in any country. The standards are an embodiment of both the policy and practice of environmental management. This article is a consideration of the business implications of the ISO 14000 series of standards. How will a movement toward an integrated EMS be realized? Who will be in the best position to respond? ISO 14000 is a management system, and it carries with it business consequences.