Forging new links between environmental management,information systems,and business processes

This article is excerpted from Chapter 1 of Environmental Management Information Systems, which will be published by McGraw-Hill in 1994. A central theme of the book is that all successful implementations of environmental management information systems (EMIS) are based on the appropriate alignment of goals and procedures from three enterprise domains: business processes, environmental management, and information systems. Environmental managers (EM) and information systems (IS) professionals have each been guilty of seeing their functions as primary, domains of specialized scientific expertise inaccessible to outsiders. In fact, however, the enterprise is the customer for both domains; without successful business strategies and systems the enterprise does not require either EM or IS wizards. This article shows why and how essential it is that each of the three domains understands enough of the other two domains to structure good decisions.     

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.     

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.     

Environmental cost accounting: The bottom line for environmental quality management

Recent years have seen the environment emerge as one of the most pressing issues facing American business. Eventually, environmental costs will affect the bottom line of every American company. A recent study in the National Law Journal estimates that cleanup of the nation's known hazardous wastes sites will cost $752 billion over thirty years under current environmental policies. Environmental legislation and regulations impose annual compliance costs estimated by the Environmental Protection Agency at more than $30 billion. In the near future, environmental expenses for cleanup, regulatory compliance, and management are anticipated to grow to between 2.5 and 3 percent of GNP. Corporations that wish to be competitive must successfully manage these costs while maintaining or improving their role as responsible corporate citizens. Implementing a comprehensive system for identifying and managing environmental costs requires a multidisciplinary team effort. Environmental costs impact product selection, design and pricing, capital budgeting, and future strategic direction. In order to make informed and meaningful managerial decisions on environmental programs, real cost data are vital. An environmental management systems (EMS) requires information to set goals and then monitor progress towards those goals over time. This article will discuss the current cost accounting systems (CASs) available to support the myriad goals of environmental management systems. In addition, the article will outline a framework for plotting the location of your current EMS on a matrix of regulatory and information requirements and evaluating whether your corporation's CAS is adequate to support the goals and objectives set by your environmental management program. By anticipating future regulatory and information requirements, flexible systems can be developed to adapt to new and more stringent regulations and more complex information requirements.     

我国环保产业现状及环保企业商业模式

我国环保产业处于发展的黄金时期,环保企业的商业模式决定其能否建立强大的产业基础甚至成为产业主导。文章从环保产业发展的外部政策环境、环保产业发展历程和细分产业相关企业商业模式等角度探讨了我国环保产业的现状,并分析了环保企业商业模式的发展方向。新的商业模式将培育出综合环境服务商和环境解决方案提供商。     

Environmental management: What ISO 14000 brings to the table

The field of environmental management has evolved from its beginnings as a regulation-based, compliance-driven, “command and control” regime into a continuous improvement, voluntary, environmental stewardship process aspiring to protection levels beyond those required by regulations. This change in environmental management philosophies prevalent at many regulated corporations, both in the United States and abroad, has provided a fertile ground for the International Organization for Standardization (ISO) in developing environmental management standards that address these corporate aspirations. This task has moved closer to fruition within the ISO through its Technical Committee (TC) 207 on Environmental Management. This article provides background on the environmental management system standards, ISO/TC 207's committees' organization, and influencing factors helping to shape these standards. Equally important, this article focuses on what the standards will mean to the regulated industries in the way business is conducted.     

Environmental management information systems: New tools for measuring performance

Successful implementation of environmental management information systems (EMIS) has become essential to the success of total quality environmental management (TQEM) programs. Effective TQEM programs will be early indicators of which companies survive and thrive in today's competitive business environment. Highly competitive industries such as chemicals, electronics, and oil and gas are becoming very effective in cooperating to develop metrics, models, and tools that are based on business processes rather than regulatory edicts. Now electric power companies, newly exposed to market competition, are starting to develop and implement these metrics, standards, and tools. That industry provides a model for joining TQEM and EMIS.     

3M international environmental management system

To meet the changing needs of 3M's expanding worldwide operations, its International Environmental Operations group is striving to enhance and integrate a global environmental management system. When well-designed, such systems not only can function to guarantee compliance with environmental regulations but also serve to help the company reap the benefits of going “beyond compliance.” They can also prepare facilities to meet the requirements of international standards, such as ISO 14000 or EMAS. An Environmental Management System (EMS) is a necessary step toward achieving sustainable development and gaining competitive advantage in the global marketplace. The challenge of constructing such a system can seem daunting to a multinational company confronted with the spectrum of regional environmental regulations/directives and its own diversity of business and social cultures. This article describes the development and implementation of the 3M International Environmental Operations global EMS initiative.     

大数据条件下环境规制的变革——环境信息规制功能的视角

环境规制往往面临规制失灵的困境，而信息不对称是规制失灵的重要原因。环境信息是一种重要的环境规制工具，可以改变环境规制能力不足与规制意愿不足的问题。在大数据条件下，环境信息可以降低政府环境规制成本，实现环境规制的互动。随着技术的发展，环境大数据对环境规制会发挥更加积极的作用，并促进环境规制向精准规制、反身性规制、整体性规制的方向发展，有效地提高环境规制的绩效。     

The contribution of environmental assessment by government,industry and others to the UK conservation strategy

Summary The author argues that sound, profitable and sustainable development should be pursued by all sections of the community: that there exist economic benefits to Governments in promoting sound ecological principles in development policies. He suggests that the environmental movement should be talking about development and environmental concerns as complementary issues, and believes that business enterprises should regard the limitation of environmental damage as simply one more facet of good business practice for good business reasons.Sir Arthur G. Norman, KBE, DFC, is the Chairman of The UK Centre for Economic and Environmental Development (CEED) and an interview with him was recently presented inThe Environmentalist 5 (3) 163–6. This paper was given as a closing address to a Conference entitledThe EEC Environmental Assessment Directive: Towards Implementation held at the Royal Society of Arts, London on 30th–31st January 1986. The Conference was organized by the Centre for Environmental Management and Planning, University of Aberdeen, assisted by the Department of the Environment (UK), the Confederation of British Industry, the Royal Town Planning Institute, the Landscape Institute and with the participation of the Commission of the European Communities.     

Managerial conceptions of environmental responsibility

Summary In order for business and industry to exercise environmental responsibility in their daily operations and practices, it is necessary for company personnel at all levels to be aware of and committed to the implementation of environmental policies. This study used a phenomenographic approach to explore different ways in which company executives understand and apply environmental responsibility in their managerial roles. Ten senior managers located in three large industrial companies were interviewed and encouraged to express their own interpretation of the phenomenon of environmental responsibility. Four distinct conceptions emerged from the data which differ according to the preferred methods of expressing environmental responsibility within a business setting and the perceived motivations underlying corporate environmental action.Environmental responsibility may be conceived as: (1) an internal proactive undertaking by the company; (2) a reactive response to external community pressures; (3) a negotiated responsibility based on balance and compromise between competing demands; or (4) a collective responsibility involving cooperation amongst companies, government and the wider community. These findings provide a realistic perspective on the phenomenon of management behaviour towards the environment. They form the basis for development of education programmes which will assist managers to adopt and implement environmentally responsible practices within their companies. Further research to extend this knowledge base is recommended.     

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.     

The environmental quality business plan: A step-by-step guide

Companies that have the most effective environmental programs are those that have integrated environmental management into the business process. In order to take an environmental program to a higher level, we must determine a way to get business leaders to acknowledge the business benefit of environmental programs. Business integration becomes more likely when you speak the language of management and present tools that they regularly use. Most companies use business plans, therefore the use of an environmental quality business plan is a segue into the business. To catch management's attention, we must present cost improvement projects that will be part of the environmental quality business plan that affect the bottom line. Examples of the types of projects that could potentially save the company millions of dollars are reducing the cost of remediation, or pollution-prevention projects such as minimizing packaging and the elimination of chemical use and waste. Once we catch management's attention, we can get them involved in developing an environmental quality business plan and thus get more business integration and support.     

Strategic environmental product planning within Philips sound & vision

Until now no structured methodology existed for attuning environmental considerations to the business strategy of companies. The Environmental Competence Centre of Philips Sound & Vision in The Netherlands has developed and tested a methodology for this purpose. This methodology, called Selection of STRrategic Environmen Tal CHallenges (STRETCH), has proven to lead to promising results and should therefore be actively promoted. In this article, the authors show how the application of STRETCH provides the possibility of meeting three main objectives: First, focusing on the incorporation of environmental aspects into the company's business strategy can elicit innovations that may enhance the competitive position of the company by cost reduction and/or higher market shares. Second, the environmental opportunities and threats to be expected in the future can be anticipated in an earlier phase. Through this proactive approach a company can avoid external criticism and take the lead in environmental priority setting. Third, by applying the STRETCH methodology even higher eco-efficiencies are expected to be reached than through incremental, step-by-step environmental improvements.     

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.     

Project XL: cheaper,cleaner, and smarter ways to protect the environment

Are you interested in making the job of complying with federal environmental requirements cheaper and smarter for your business? The U.S. Environmental Protection Agency is committed to helping business and other sectors make more sense of environmental requirements through a number of innovative programs, one of the most far‐reaching being Project XL. © 2000 John Wiley & Sons, Inc.     

EcoMetrics: Integrating direct and indirect environmental costs and benefits into management information systems

This article suggests a set of metrics that may impact both profitability and environmental quality, capture and quantify eco-efficiency costs and benefits, and help managers understand and focus on tangible, yet difficult-to-quantify benefits (such as improved morale, innovation, etc.). In order to do this, it will frame the issues pertinent to developing eco-efficiency metrics; identify criteria for effective metrics to enable companies/consultants/etc. to discuss, evaluate, and select program metrics; outline the universe of possible metrics; suggest key metrics for a typical company; identify data quality, availability and other constraints; and suggest a methodology for incorporating environmental metrics into operating metrics. [Note: This article is not intended to provide a definitive overview of environmental metrics; rather, it proposes an operational framework for considering, selecting, and implementing metrics that are meaningful in both environmental and business terms. For an overview, see for example, Environmental Policy Performance Indicators;¹ Company Environmental Reporting;² The Greening of Industrial Ecosystems;³ Measuring Corporate Environmental Performance⁴]. The flow and embodiment of materials and energy in production and consumption activities of the economy underlie both economic growth and environmental perturbations… [Yet] existing accounting systems can prevent modern firms from internalizing environmental costs and considerations, and can compound difficulties encountered in effecting environmentally preferable changes⁵.     

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.     

探析我国环境税收制度的构建

环境税收制度是未来中国环境政策改革的突破口，相对于其它的环境政策如排污收费与排污权交易等，环境税收其经济效益与环境效益明显，开征环境税收有重要的意义，但在短期内，我国实施环境税收制度的条件尚不成熟，环境政策体系应该采取税费并存并逐步过渡到以环境税为主的方式。