土壤环境质量管理体系构建的战略思考

经过数十年的努力,国家土壤环境质量管理体系正在从无到有,从弱到强,从偏到正,在国家环境质量管理体系中的地位越来越显著。在土壤环境质量管理体系中,土壤环境质量是体系的决策核心和实现目标,是衡量实施力度和保障措施的直接标尺;政府主导、企业担责、公众参与、市场调节是土壤环境质量管理体系的组织执行主体,共同开启了"四元共治"的局面;法律完善、风险管控、高效实施、强力监管、科技应用是实现土壤环境质量改善、土壤环境质量体系完善的保障手段。本文旨在根据土壤环境质量保护历程和基础理论,从决策核心、执行主体、保障手段三个层面提出了土壤环境质量管理体系的建设构想,在新的形势下,土壤环境质量管理体系的构建更需要统筹规划和创新设计。     

Sustainable environmental careers and industries in the reengineering/EMS era

Environmental business and environmental professionals within industry will face unprecedented challenges in the late 1990s. The strategies of Business Process Reengineering (BPR) and Environmental Management Systems (EMSs) will require integrating environmental processes into mainstream business systems and reducing the role for “pure” environmental processes. This article describes some of the new skills that employees and consultants will need to learn in order to provide value to the customer's core business.     

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.     

Evaluation of environmental management resources (ISO 14001) at civil engineering construction worksites: a case study of the community of Madrid

In recent years, significant advances have been made in business organization and management. The growing demands of clients as well as the globalization of world markets are among the many factors that have led to the establishment of systems of quality control and environmental management as a competitive strategy for businesses. When compared to other professional sectors, the construction sector has been slower to respond to environmental problems and to adopt Environmental Management Systems (EMS). In the world today the ISO 14001 standard is currently the main frame of reference used by construction companies to implement this type of management system. This article presents the results of a general study regarding the evaluation of the application of the ISO 14001 standard at civil engineering construction worksites in the Community of Madrid (Spain), specifically pertaining to requirement 4.4.1, Resources, roles, responsibilities, and authority. According to requirement 4.4.1, company executives should appoint people responsible for implementing the EMS and also specify their responsibilities and functions. The personnel designated for supervising environmental work should also have sufficient authority to establish and maintain the EMS. The results obtained were the following: - EMS supervisors did not generally possess adequate training and solid experience in construction work and in the environment. Furthermore, supervisors were usually forced to combine their environmental work with other tasks, which made their job even more difficult. - Generally speaking, supervisors were not given sufficient authority and autonomy because productivity at the construction site had priority over environmental management. This was due to the fact that the company management did not have a respectful attitude toward the environment, nor was the management actively involved in the establishment of the EMS. - Insufficient resources were allocated to the Environmental Management Unit. As a result, the application of EMSs in construction projects often appeared to be more of a formality, which was merely a way of maintaining the certification of the Environmental Management System. It was more a means of meeting the requirements for submitting a tender to contracting organisms rather than an indicator of any real commitment to improving the environmental performance of construction companies.     

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.     

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.     

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.     

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.     

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.     

Factors Influencing ISO 14000 Implementation in Printed Circuit Board Manufacturing Industry in Hong Kong

The worldwide trend of environmentalconcern has been driving manufacturers to strive to implement competitive strategies in environmental management.A study has been carried out to evaluate the initiatives and benefits/costs of implementing ISO 14000 Environmental Management System (EMS) standard (1996) in the Hong Kong PCB (printed circuit board) industry. The study found that manufacturers intended to implement the ISO 14000 based EMS to improve their environmental performance, and sustain their competitive position in the global market place.     

浅谈大学生社会实践活动的项目化管理

结合中国环境管理干部学院"千名学生绿色行"活动的项目化管理的具体组织和实践情况,在实际工作中探索大学生社会实践活动项目化管理的科学性和有效性,将项目化管理模式应用于大学生实践活动的管理中,最大限度地利用现有的学生活动资源、规范管理行为、降低管理成本、提高工作效率,实现培养大学生综合素质和创新能力的目的。     

Environmental investment recovery practices and opportunities: Lessons from project RENEWAL

In the Autumn 1994 issue of Total Quality Environmental Management you learned about Project RENEWAL, a cooperative business project to investigate and promote the linkages between ecology, technology, and business economics. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. This collaborative effort focused on equipment and inventory assets, exploring how better capital asset management can benefit profitability and improve environmental protection. Participants in the project included representatives from industry, consulting, local and state government, environmental agencies, trade groups, and academia. This article describes three specific activities conducted by the RENEWAL participants and suggests ways to improve the success of future projects looking to improve the investment recovery of “impaired” capital assets.     

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.     

Environmental culture change in local government: a practised perspective from the international council for local environmental initiatives—Australia/New Zealand>

Environmental culture change, a seemingly intangible concept, is fast becoming an important indicator of success for organisations delivering sustainable development around the globe. This article provides an analysis of local government's ability to affect culture change within its organisations and communities, and the role the International Council for Local Environmental Initiatives—Australia/New Zealand (ICLEI-A/NZ) has in assisting local government with this process. While the impact ICLEI-A/NZ has had on the culture change movement is difficult to define, the methodologies adopted by the organisation have been designed to institutionalise the integration of environmental decision-making concepts and practices in local government. This article discusses the degree to which ICLEI-A/NZ's capacity-building campaigns and other performance-focused initiatives have instilled core environmental values in local government.     

Environmental culture change in local government: a practised perspective from the international council for local environmental initiatives—Australia/New Zealand>

Environmental culture change, a seemingly intangible concept, is fast becoming an important indicator of success for organisations delivering sustainable development around the globe. This article provides an analysis of local government's ability to affect culture change within its organisations and communities, and the role the International Council for Local Environmental Initiatives—Australia/New Zealand (ICLEI-A/NZ) has in assisting local government with this process. While the impact ICLEI-A/NZ has had on the culture change movement is difficult to define, the methodologies adopted by the organisation have been designed to institutionalise the integration of environmental decision-making concepts and practices in local government. This article discusses the degree to which ICLEI-A/NZ's capacity-building campaigns and other performance-focused initiatives have instilled core environmental values in local government.     

Registrars,Accreditation, and ISO 14001

The International Standardization Organization (ISO) will be publishing the first international environmental management system standard: ISO 14001. The ultimate impact of this standard is subject to heated debate throughout the industrial and environmental communities. This article focuses on one aspect of the standard: the process of certification/registration. ISO 14001 is a voluntary initiative. Companies will need to decide for themselves whether or not to pursue certification. As indicated in Section 1 of ISO 14001, ?This International Standard is applicable to any organization that wishes to

• a) implement, maintain and improve an environmental management system;
• b) assure itself of its conformance with its stated environmental policy;
• c) demonstrate such conformance to others;
• d) seek certification/registration of its environmental management system by an external organization;
• e) make a self determination and declaration of conformance with the standard.”?

As the introduction to ISO 14001 makes clear, ?the specification contains only those requirements that may be objectively audited for certification/registration and/or self declaration purposes.”? Any additional ?guidance…will be contained in other international standards.”? To avoid confusion, these other international standards tend to be called ?guidelines”?. Of particular interest to those associated with the certification and registration of systems to ISO 14001 are the three guidelines for environmental auditing. Officially these are referred to as:

• ISO 14010 - Guidelines for Environmental Auditing - General Principles,
• ISO 14011 - Guidelines for Environmental Auditing - Audit Procedures - Auditing of Environmental Management Systems, and
• ISO 14012 - Guidelines for Environmental Auditing - Qualification Criteria for Environmental Auditors.

     

决策支持系统应用于城市环境管理

南宁市环境决策支持系统集环境管理办公自动化、环境管理系统(MIS)、环境地理信息系统(GIS)、多媒体环境管理信息应用和环境管理信息辅助决策等多功能一体集成的综合性环境信息系统，为南宁市环境管理、经济发展决策提供环境信息支撑与服务。     

Making sense of environmental accounting

Much as Total Quality Management (TQM) has helped companies decrease waste and enhance value, environmental accounting offers an approach and a suite of tools that can help organizations improve both environmental quality and bottom-line business performance. Its focus is to bridge the world of finance and economics with the world of environmental management. Companies in all sectors have discovered that they can increase profits by meeting and even surpassing environmental regulations. Through environmental accounting, companies can discover more of these opportunities and, ideally, bring environmental concerns earlier into planning, decision making, and operations. This article introduces environmental accounting and some basic principles that should guide organizations' thinking on environmental accounting and environmental accounting systems. It also describes several different objectives for environmental accounting that imply different requirements and orientations. Although the focus of this article is on environmental accounting as an aspect of forward-looking management and decision making in companies, much of the discussion applies to nonprofits and government units as well.     

Toward Environmental Management Systems in Australian Agriculture to Achieve Better Environmental Outcomes at the Catchment Scale

Environmental Management Systems (EMS) are being trialed for Australian agricultural industries as society becomes more concerned about agricultures environmental performance. EMS is a structured approach used by farm businesses to assess, monitor, and improve environmental performance. Use of EMS in conjunction with other policy tools (such as financial incentives and regulation) in agriculture could enhance management of both on-farm and off-farm environmental issues. Based on the international standard ISO14001, EMS was designed to be applied at the individual business level. However, governments in Australia are exploring its potential to be applied at a catchment scale, among other things, for the purpose of linking farm-level actions to catchment targets. In Australia, governments and catchment management bodies are using Integrated Catchment Management (ICM) as the framework to try to achieve environmental targets set out in catchment plans. In this article, we compare aspects of the EMS and ICM frameworks and comment on the potential of using EMS to achieve catchment-scale environmental outcomes. We conclude that EMS could be a useful policy tool to improve farm management and to contribute, in part, to better off-site outcomes at the catchment/landscape scale. Recommendations on the use of EMS at the catchment scale are discussed. These include using an educational approach for EMS delivery, linking the EMS process to catchment targets, and ensuring catchment targets are realistic and achievable.     

Applying the baldrige quality criteria to environmental performance: Lessons from leading organizations

Over the last thirty years, we have seen a dramatic shift in values that people and corporations place on environmental responsibility. People have become more aware of how the earth's limited resources are being rapidly depleted. High levels of consumption have resulted in increasing manufacturing and transportation needs which in turn lead to greater energy use, higher usage of hazardous and toxic substances, and decreased air and water quality. Leadership for environmental protection has shifted from vocal environmental advocacy groups to corporate executives. Driven by shifting customer requirements, competitive pressures, and resource conservation technologies, environmental issues are becoming embedded in the fundamental business strategies. In this article we will describe the application of the Malcolm Baldrige quality award criteria to environmental management and show how the focus on quality principles and tools can improve profitability. Examples from the Xerox Corporation and other companies will be provided to illustrate the breadth of environmental improvement initiatives that are being implemented.