Challenges of meeting ISO 14000 auditing guidelines: Audit program gaps

At long last, the ISO 14000 environmental auditing guidelines have been issued in final form and have been accepted in the United States and elsewhere as official national standards. The auditing guidelines consist of: Guidelines for environmental auditing—General principles (ISO 14010: 1996(E)) Guidelines for environmental auditing—Audit procedures—Auditing of environmental management systems (ISO 14011: 1996(E)) Guidelines for environmental auditing—Qualification criteria for environmental auditors (ISO 14012: 1996(E)) Unlike the environmental management system (EMS) standard (ISO 14001), the auditing guidelines are just that, guidelines. The ISO 14000 auditing guidelines are not long documents: ISO 14010 is three pages, ISO 14011 is five pages and ISO 14012 is three pages.     

Environmental marketing's new relationship with corporate environmental management

Issues of environmental marketing track back to issues of environmental management—i.e., to issues of overall corporate environmental commitment and responsibility. It is absolutely essential that a commitment to corporate environmental improvement be in place before an environmental marketing program is launched. Additionally, marketers can and should play a central role in the greening of the corporation. The marketer brings at least two important skills or strengths to the environmental improvement process—strengths of perspective and strengths of skill set.     

Does adding more lettuce make a hamburger truly green? A metaphor behind the green movement paradigm in designing cities

In designing cities, the label of the green movement these days is being applied to almost everything—starting from works of environmental non-governmental organizations and international as well as local conservation organizations to grass-roots resistance activism including radical environmentalism. This paper seeks to understand the motivation—the paradigm—behind the green movement initiatives and how the paradigm appears to shift from the ground reality. Conclusions suggest that, on one hand, environmental problems are far from being a matter of common sense and, on the other, the matter of intellectual and technological developments—the outcomes of rigorous academic research reflected in endless literature predominantly comprising the fields of environmental sociology, environmental anthropology, and conservation psychology—are in reality often found to be dealt with by shallow planning and policy practices without even realizing the big-picture that the paradigm is merely being used as an advertizing tool for making business profit. It is expected that, unless a shift from such negative practices towards a conscious and genuine commitment to proactive environmental stewardship is made, the situation will continue to be exacerbated.     

Business-oriented environmental performance metrics: Building consensus for environmental management systems

Today, environmental managers are learning new ways of adding value to their organizations. Before, the environmental department was an overhead expense—an indirect support group required for complying with burdensome regulations. Now, such departments add insights and value during strategic planning sessions, identify efficiency improvement opportunities, provide a superior return on investment, and—bottom line—improve profits. The primary approach to meeting the challenge is a new environmental management system (EMS) that identifies, measures, and manages a diverse set of internal and external customer needs. These needs include environmental cleanups, regulatory compliance, pollution prevention, and design for the environment—and each represents a potential improvement opportunity. Unfortunately, most organizations have so many such needs that all cannot be addressed at once, given the resource constraints of a competitive business climate. Thus, priority is a key concept of an effective EMS. This article describes an innovative application of consensus-building tools that quickly identify and set priorities for diverse environmental programs. The article also shows how appropriate performance measures will align these programs with corporate goals and objectives.     

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.     

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.     

The phenomenological contribution to environmental psychology

This essay considers the value of phenomenology for environmental psychology, first, by examining differences between a conventional scientific approach and phenomenology; second, by presenting substantive phenomenological research meaningful for environmental psychology. Three substantive themes are discussed: (1) a phenomenology of human experience; (2) a phenomenology of physical environment; (3) a phenomenology of the person—world relationship. The essay concludes that conventional research in environmental psychology has sometimes uncritically accepted theories and concepts which are out of touch with the actual fabric of environmental behavior and experience. A phenomenological perspective looks at the person—environment relationship afresh and thus helps to revitalize the ontological, epistemological and methodological foundations of environmental psychology.     

Reducing life-cycle environmental impacts: An industry survey of emerging tools and programs

Corporate environmental practices have been evolving quite rapidly in recent years, as consumers express their preferences for environmentally friendly products and practices, as manufacturers look “upstream” and inquire into their suppliers' environmental practices due to liability and marketing concerns, and as company operating costs increase as a result of new environmental regulations. New corporate efforts are made to anticipate (rather than respond to) outside environmental pressures, to internalize costs, and to find strategic opportunities or competitive advantages based on company or product environmental performance. This article describes a survey and research project designed to explore one aspect of these evolving corporate practices—the use of analytical tools and associated programs, such as life-cycle assessment and design-for-environment—by companies to account for impacts throughout a product'S life-cycle.     

Highlights from a new electrical equipment industry report

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. This article highlights several key sections from EIS's new 1998 Electrical Equipment Industry Report. It details the environmental performance, policies, and expenditures of the largest companies in the electrical equipment industry. EIS industry reports contain data on five key performance criteria—toxic waste management, hazardous waste generation, penalties and enforcement actions, and spills. Here we examine one of those—penalties and enforcement actions—and the policies of the largest companies.     

新导则下天然气输气管道项目大气环境影响评价

文章按照HJ 2.2—2018《环境影响评价技术导则大气环境》要求,以某天然气输气管道项目为实例,对大气环境影响评价工作进行了梳理。首先利用AERSCREEN模型估算出各主要污染物的最大浓度占标率P_max,并以此判定评价等级和评价范围;其次进行环境质量现状调查、污染源调查及污染物排放量核算;最后提出环境监测计划。     

A quality approach to environmental communication

Too often in the past, public relations professionals were consulted only when there was a problem—or a crisis—that needed explaining. The author provides a model for a process-oriented approach to environmental communication that focuses on building and sustaining positive public relationships over time. The key is dialogue with critical publics as well as links with other important actors in the environmental drama that can help position you as part of the solution, not the problem.     

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.     

Highlights from a new aerospace industry report

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. This article highlights several key sections from EIS's new 1998 Aerospace Industry Report. It details the environmental performance, policies, and expenditures of the largest companies in the aerospace industry. EIS industry reports contain data on five key performance criteria—toxic waste management, hazardous waste generation, penalties and enforcement actions, spills, and Superfund sites. Here we examine one of those—penalties and enforcement actions—and the policies of the three largest companies. © 1998 John Wiley & Sons, Inc.     

Environmentalism and Public Virtue

Much of the literature addressing environmental virtue tends to focus on what might be called “personal virtue”—individual actions, characteristics, or dispositions that benefit the individual actor. There has, in contrast, been relatively little interest in either “virtue politics”—collective actions, characteristics, or dispositions—or in what might be called “public virtues,” actions, characteristics, or dispositions that benefit the community rather than the individual. This focus, however, is problematic, especially in a society that valorizes individuality. This paper examines public virtue and its role in environmental virtue ethics. First, I outline different types of virtue in order to frame the discussion of public virtues and, in particular, a subclass of virtues I will refer to as political virtue. Second, I focus on practical problems and address the inadequacy of personal virtue for effecting social change and, therefore, for addressing most environmental crises. Finally, I argue that public and political virtues are necessary, if under emphasized, conditions for the flourishing of the individual, and that they are important complements to more traditional environmental virtues.     

Design for environment: A new framework for strategic decisions

For most of its history of environmental protection, U.S. policy has concentrated on a pollution control strategy based on single medium emissions: air, water, or land. Efforts to mitigate environmental impacts to one medium often resulted in greater impacts to others. While much environmental improvement has occurred via this system over the last quarter-century, it is generally recognized that alternative strategies which address environmental impacts across all media in an integrated manner will be necessary for continued improvement. Increasingly, regulatory strategies that result in only passive compliance will be insufficient to meet these demands. This article demonstrates why new strategies which encourage proactive behavior are necessary. A new framework for making strategic decisions—design for environment—concerning the relation between our actions and environment is necessary to ensure a sustainable future.     

Highlights from a new chemical industry report benchmarking performance,policies, and expenditures

Environmental Information Services Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. This article highlights several key sections from EIS's new 1997 Chemical Industry Report. It details the environmental performance, policies, and expenditures of the largest companies in the chemical industry. EIS industry reports contain data on five key performance criteria—toxic waste management, hazardous waste generation, penalties, spills, and Superfund sites. Here we examine one of those—penalties—and the policies of three of the largest companies in the chemical industry. In the full report, which can be obtained from EIS, 15 corporations are analyzed based on all the performance criteria.     

Highlights from a new petroleum industry report benchmarking performance,policies, and expenditures

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. This article highlights several key sections from EIS's new 1998 Petroleum Industry Report. It details the environmental performance, policies, and expenditures of the largest companies in the petroleum industry. EIS industry reports contain data on five key performance criteria—toxic waste management, hazardous waste generation, penalties, spills, and Superfund sites. Here we examine one of those—penalties—and the policies of the three largest companies. In the full report, which can be obtained from EIS, 15 corporations are analyzed based on all the performance criteria.     

Developing new environmental excellence programs: Lessons from epa's environmental leadership program

Interest in the concept—and implementation—of environmental excellence is at an all-time high. A wealth of examples from individual companies, trade associations, states, industry coalitions, and the federal government illustrate the growing acceptance by a wide range of stakeholders of a management systems approach to environmental issues. Perhaps nowhere is this more clear than in the collection of public comments submitted to EPA in response to its January 15, 1993, Federal Register notice, which proposed the creation of an Environmental Leadership Program (ELP). The authors, both of whom worked on the ELP, review these public comments and offer a set of “do's and don'ts” for organizations interested in establishing an environmental excellence program. In addition, the authors outline the Green Track proposal, a plan to structure an alternate regulatory pathway based on environmental excellence.     

Selling green: What managers and marketers need to know about consumer environmental attitudes

Research clearly shows that the environment is not going to go away as an issue of public concern. In fact, for many people, the environment is no longer simply an issue—it is a way of life. This is not likely to change. What has changed, however, is today's consumer. Today we are faced with a different type of consumer: one who is more knowledgeable on environmental issues—and more demanding. Environmental messages can be effective in reaching these potential buyers—but only if corporate managers and marketers understand public concerns and learn how to craft their environmental marketing strategies. © 1999 Integrated Marketing Services (IMS) and Environmental Research Associates, a division of IMS, Princeton, New Jersey. Reprinted with permission.