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.     

Case study: Sonoco's materials reclamation improves environmental performance through quality-based management

Multinational corporations are facing increasing pressures and finding stronger incentives to integrate environmental management into their overall business strategies. National and local environmental regulations are becoming more stringent in Europe, Japan, East and Southeast Asia, Latin America, and many developing countries, and international voluntary standards of environmental management are being endorsed by a growing number of governments. Multinational firms are embracing these standards not only to assure the public of their concern for environmental protection, but also to enhance their competitiveness in international markets. The British Standard 7750, the European Eco-Management and Audit Scheme (EMAS), and the ISO 14000 series are setting new guidelines for effective corporate environmental management. Beyond complying with local and national laws, corporations now have wider latitude in how they adapt their business practices to these emerging environmental management standards. In order to capitalize on that creative latitude, companies must have corporate cultures and internal management systems that allow them to respond quickly and effectively to changing environmental requirements. Exemplary corporate environmental performance is usually related to strong and progressive leadership, a culture that recognizes the importance of environmental protection, and the willingness to operate by quality-based management principles. This article describes how one international corporation, Sonoco, in responding successfully to changing environmental pressures to reclaim and recycle its products in the wake of the solid waste crisis in the United States and more stringent environmental regulations in Europe, used its management competencies and corporate culture to turn what could have been serious barriers to expansion of its core businesses into new opportunities. By adopting a bold materials reclamation program, Sonoco was able to overcome potential limitations on its operations in the United States and abroad and to develop new business segments that benefited the company and the environment.     

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.     

An introduction to reverse logistics for environmental management: A new system to support sustainability and profitability

The private-sector marketplace has identified the reengineering of the structure and management of the supply chain as a great untapped business opportunity. In traditional supply chains poorly structured operational and financial decision making institutionalized the poor management of material resources. This nonoptimized management process results in the generation of impaired material resources, which leads to solid and hazardous waste, as well as additional operating costs throughout the supply chain. The way in which the marketplace is addressing the issue of impaired material resources is by transferring the ownership and liability of impaired resources from the customer back to the supplier. The marketplace is also implicitly saying that the supplier must redesign its products to eliminate/minimize waste, or if the supplier fails to accomplish this goal, the supplier will be forced to absorb the costs associated with managing impaired material resources. The ramifications of this change are truly of historical proportions. The utility of a material resource to create wealth has throughout the centuries almost always required its ownership. Ownership has also denoted that the owner accept any liabilities created by the material resource. This is now all about to change. To support this change, a vastly expanded infrastructure and new management systems will have to be developed. This article shows how to manage the supply chain and impaired material resources. The new system that will operationally and financially manage these changes as well as create new organizational decision-making drivers is Reverse Logistics Management (RLM).     

Understanding the Local Socio-political Processes Affecting Conservation Management Outcomes in Corbett Tiger Reserve,India

Several measures have been recommended to guarantee a sustainable population of tigers: sufficient inviolate spaces for a viable population, sufficient prey populations, trained and skilled manpower to guard against poaching and intrusion, banning trade in tiger products to reduce poaching, and importantly, the political will to precipitate these recommendations into implementation. Of these, the creation of sufficient inviolate spaces (generally in the form of protected areas) has created the most issues with local resource-dependent communities, often resulting in significant challenges for tiger conservation policy and management. Very little empirical research has, however, been done to understand and contextualize the local-level socio-political interactions that may influence the efficacy of tiger conservation in India. In this paper, we present the results of exploratory research into the ways in which local-stakeholder groups affect the management of Corbett Tiger Reserve (CTR). Using a combined grounded theory–case study research design, and the Institutional Analysis and Development framework for analysis, we identify the socio-political processes through which local-stakeholder groups are able to articulate their issues and elicit desirable actions from the management of CTR. Increasing our awareness of these processes can help inform the design and implementation of more effective tiger conservation management and policy strategies that have the potential to create more supportive coalitions of tiger conservation stakeholders at the local level.     

Issues for small businesses with waste management

Participation by small and medium enterprise (SME) in corporate social responsibility issues has been found to be lacking. This is a critical issue, as individually SMEs may have little impact on the environment but their collective footprint is significant. The management style and ethical stance of the owner-manager affects business decision making and therefore has a direct impact on the environmental actions of the business. Although adoption of environmental practices to create competitive advantage has been advocated, many businesses see implementation as a cost which cannot be transferred to their customers. After a brief review of pertinent literature this paper reports on an exploratory investigation into the issue. Results show that whereas owner-managers of small enterprises express concern regarding the environment, this does not then translate into better waste management practices.     

How to integrate information strategy planning with environmental management information systems—part I

Rational, cost-effective provision of mission-critical environmental management information remains elusive for almost all large enterprises. Even among the best performing companies—best performing from the perspectives of profitability, quality and/or environmental stewardship—environmental management information systems (EMIS) are usually comprised of dozens to hundreds of individual, isolated applications that require costly data capture, training, and maintenance. This article, the first of two, will discuss ways to coordinate information infrastructures with strategic goals and business processes.     

基于物联网的杭州市危险废物智能监管平台设计与应用

为满足危险废物监管各种业务管理工作的需求,开展物联网技术在危险废物产生、转移、处置等过程中应用的研究,设计基于物联网技术的危险废物智能监管平台,建成由管理部门门户、产废单位门户、运输单位门户、处置单位门户等四大门户统领,危废监督管理系统、电子联单系统、GIS监控管理系统、污泥刷卡转运管理系统、危废视频监控系统、固废超市管理系统等六大系统组建的统一管理平台,在传统管理模式的基础上,以业务需求结合先进的物联网、移动互联、二维码、NFC、GPS等技术,创新性地形成"移动端电子联单模式、GPRS监管预警模式、IC卡刷卡转运模式、固废超市微循环管理模式"四大管理模式,实现涉危单位内部微循环管理,转运过程多手段监控,让危险废物从最初产生到最终处置的全过程业务流程呈现精细化、实时化的全闭环管理,实现对危险废物从"摇篮"到"坟墓"的全过程跟踪,并以此为基础建立一支业务处理迅速、信息统计分析及时、办事高效、危废监管全面的信息化管理队伍,为环保部门真实、细致、及时、动态地掌握危险废物的转移情况提供技术手段,为领导决策提供辅助支持。     

Local opposition against high-voltage grids: public responses to agency-caused science–policy trolls

High-voltage (hV) transmission grids are projects of societal importance that potentially have controversial social and environmental impacts. Former research shows that public opposition is sparked by the perception of negative local impacts and unjust concessionary processes. In this paper, we complement these perspectives by assessing the institutional practices of the regulatory agencies in dealing with scientific uncertainties. The regulatory agencies’ ‘ways of doing things’ are often designed to serve policy and management needs. A critical point is that the demarcation between scientifically based facts, values and assessments is often blurred in the decision-making process. This paper draws on two Norwegian case studies to investigate how the regulatory agencies dealt with (1) electromagnetic fields and health risks and (2) overhead lines versus sea cables. We argue that ambiguities and uncertainties that arise in the hV transmission line processes create ‘trolls’, and we explore how the local inhabitants and affected stakeholders in the two cases responded to these and how it triggered further opposition. By investigating how and why trolls appear and are handled, we conclude by discussing how public opposition related to hV transmission grids may be reduced – and how some ‘trolls’ may crack.     

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.     

Weyerhaeuser implements new chemical management program

Weyerhaeuser is one of the largest forest products companies in the world, with extensive business holdings in timberland, pulp, paper, packaging, recycling, wood products, and real estate. Process chemical management issues of its major manufacturing pollutants have been continually addressed at its 200 locations throughout North America. Still, the company needed to expand its management focus to the cleaners, paints, and other chemical-based supplies that it used. This article describes how Weyerhaeuser initiated a corporate-wide chemical management program, secured senior management backing and funding, and is now in the midst of achieving broad-based employee buy-in for full implementation.     

Environmental accounting—making it work for your company

There is no simple recipe for success in implementing environmental accounting. Day-to-day needs and strategic objectives will determine how an organization can benefit from environmental accounting. Our previous article listed many potential applications of environmental accounting and discussed common environmental accounting objectives.¹ This article is geared toward organizations that want to start implementing environmental accounting and create a foundation of success on which to build. In this context, the questions are (1) What are some logical starting points? and (2) Where do companies go from there? This article first describes some paradigms that may guide companies as they think about how to implement environmental accounting, then it presents a series of critical activities that are needed to make environmental accounting an integral part of ongoing business management functions.     

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.     

Commerce and cruises: a comparative study of Jamaican waterfront transformations

Caribbean urban waterfronts have been extensively modified in recent decades to encourage business (especially through the development of new commercial districts) and tourism (particularly in the form of cruise shipping). This paper draws on three case studies from Jamaica to explore the processes through which waterfronts have been redeveloped and the ways in which these spaces are used. The transformation and ongoing management of these waterfronts involve the negotiation of a complex set of power relationships between stakeholders operating at a variety of scales, including national governments, the private sector, Jamaican citizens and tourists. The position of waterfronts at the junction of the “urban” and the “natural” environments provides a fruitful nexus for examining the intricacies of society–nature relationships, and illustrates the ways in which ideas of modernity, development, identity and exclusion are incorporated into the local environment.     

Effectiveness of a publicly-funded demonstration program to promote management of dryland salinity

Community and catchment-based approaches to salinity management continue to attract interest in Australia. In one such approach, Catchment Demonstration Initiative (CDI) projects were established by the Western Australian (WA) Government in 2000 for targeted investment in large-scale catchment-based demonstrations of integrated salinity management practices. The aim was to promote a process for technically-informed salinity management by landholders. This paper offers an evaluation of the effectiveness of one CDI project in the central wheatbelt of WA, covering issues including: its role in fostering adoption of salinity management options, the role of research and the technical requirements for design and implementation of on-ground works, the role of monitoring and evaluation, the identification and measurement of public and private benefits, comparison and identification of the place and value of plant-based and engineering-based options, reliance on social processes and impacts of constraints on capacity, management of governance and administration requirements and an appreciation of the value of group-based approaches.A number of factors may reduce the effectiveness of CDI-type approaches in facilitating landholder action to address salinity, many of these are socially-based. Such approaches can create considerable demands on landholders, can be expensive (because of the planning and accountability required) on the basis of dollars per hectare impacted, and can be difficult to garner ownership from all involved. An additional problem could be that few community groups would have the capacity to run such programs and disseminate the new knowledge so that the CDI-type projects can impact outside the focus catchment. In common with many publicly-funded approaches to salinity, we found that direct benefits on public assets are smaller than planned and that results from science-based requirements of monitoring and evaluation have long lead times, causing farmers to either wait for the information or act sooner and take risks based on initial results. We also found that often it is a clear outline of the process that is of most importance in decision making as opposed to the actual results. We identified limitations in regulatory processes and the capacity for local government to engage in the CDI.The opportunities that CDI-type approaches provide centre around the value of its group-based approach. We conclude that they can overcome knowledge constraints in managing salinity by fostering group-based learning, offer a structured process of trialling options so that the costs and benefits can be clearly and transparently quantified, and avoid the costly mistakes and “learning failures” of the past.     

Better environmental future in Europe through environmental auditing?

environmental auditing must be rejected if the aim is to make companies introduce a specific management concept. Rather, it is preferable to leave the search for effective environmental protection strategies to the competitive system, especially since the criteria for environment-oriented management in the European Community audit proposal are without substance. Environmental auditing can, however, assume a complementary function in the framework of an overall environmental policy if it is designed as an information tool with which companies provide information on the development of environmental problems deriving from their manufacturing processes and products. However, the model required to establish a framework of quantity and evaluation criteria is not available. Further, auditing does not cover products. Similarly, there are no proposals defining the evaluation procedure for ecological resource scarcity. Thus, the attempt of the Commission of the European Communities to create the elementary prerequisites for consistent and verifiable environmental auditing in the corporate sector has failed.     

Threats to beach resources and park boundaries caused by shoreline migration in an urban estuarine park

An evaluation of coastal processes, shoreline erosion, and shore management options for Conference House Park, New York, USA, reveals the problems associated with lack of congruence between jurisdictional boundaries and boundaries required for maintenance of beaches and shorefront park land. Rates of shoreline change are high despite low wave energies because bay beaches contain small amounts of sand. The park is so narrow in places that the shoreline will soon move out of park boundaries. This condition will eliminate natural beach resources, restrict access, and create political and administrative problems. Management strategies include revetment construction, beach nourishment, and acquisition of additional land. Obtaining the maximum length of shorefront to create a park may be less cost effective in maintaining natural beach resources than obtaining a shorter frontage and more compact shape that allows for shoreline movement. The problems of managing eroding shorelines in urban estuaries are acute because space is lacking, the cost of land is high, and the critical nature of shoreline erosion is disguised by low wave energies and lack of daily beach change.     

A “patchwork” for peace: institutions and activities in Kenya’s northern drylands

Despite the plethora of peacebuilding and conflict management institutions operating in Kenya, peace is often elusive in the northern drylands. With a lack of strong conflict management and peacebuilding processes in place from government, despite an active framework for such processes, non-state actors have filled this conflict management space. In this article, we draw on the institutional bricolage and sustainable peace literatures to understand peacebuilding through the frame of legitimacy. Using Laikipia County, Kenya as a case study, we draw on empirical findings which show that different institutions are attributed legitimacy differently. We find that while the Laikipia Professional Peace Caravan was seen as legitimate to pastoralists in conflict areas, its legitimacy was challenged by other practitioners. Similarly, while pastoralists viewed homeguards as legitimate, practitioners did not. The analysis links to discussions of the “business of peace” within the literature to consider why long-term peace has been elusive in Kenya’s northern drylands.