Eleven major companies take quality environmental management initiatives within president's commission

The President'S Commission on Environmental Quality (PCEQ) is translating TQEM theory into action at industrial facilities around the United States. Eleven major corporations are undertaking voluntary demonstration projects at twelve facilities throughout the country to actively test TQEM. Corporate participants will share their conclusions about incentives, barriers, management processes, and metrics to produce a “blueprint” for successful TQEM programs elsewhere.     

Strategic environmental management in Pennsylvania—new tools for moving beyond compliance

Editor's Note: The following position paper recently released by Pennsylvania's Department of Environmental Protection inaugurates a new column in EQM that will be devoted to exploring the issues, positions, and controversies involving state enforcement policies and actions. We welcome your responses to these columns that will examine how the states are approaching and managing their environmental responsibilities and how various stakeholder groups will be affected.     

Strategic evaluation of environmental projects in SMEs

This article examines how small and medium enterprises (SMEs) can improve their capital investment decisionmaking process for both environmental and general capital projects. It proposes a framework that helps integrate environmental impacts into capital investment decisions, while recognizing SMEs' specific management practices, unique culture, and constraints. The framework presented here is also applicable to independent strategic business units of larger organizations where the capital investment decision process is decentralized. ©2000 John Wiley & Sons, Inc.     

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.     

Integrated environmental management: strengthening the conceptualization

Although espoused by many, integrated environmental management (IEM) has been difficult to accomplish in practice. There are many reasons for this shortfall, but certainly a key factor is the lack of agreement among scholars and practitioners regarding the concept and its defining elements. Our purpose here is to sharpen the conceptual basis for IEM by elaborating and pragmatically characterizing a framework for the practice of more integrated environmental management. We outline four fundamental dimensions of IEM: (1) comprehensive, (2) interconnective, (3) strategic, and (4) interactive/coordinative. IEM efforts in the Black Earth Creek watershed in Wisconsin illustrate specific attributes and examples pertaining to our conceptualization of IEM. Acceptance of the conceptual framework elaborated here should alleviate some of the confusion associated with IEM and help move this widely heralded approach from theory into practice.     

Towards a Sustainable Urban Environmental Management Approach (SUEMA): Incorporating environmental management with Strategic Environmental Assessment (SEA)

An Environmental Management System (EMS) has been widely in use by many companies to manage the environmental effects of their operations. The process has recently gained ground in being adopted at city and municipal levels as well as in institutions such as universities. However, an EMS that is conducted at corporate level has some deficiencies when it is applied at city level. These deficiencies are in evaluating environmental goals and policies carried out to mainly ensure that the policies meet ISO 14001 standard and corporate requirements and neglect of public participation. Urban areas differ from companies due to their size, complexity and environmental challenges, high rate of growth and the dynamic nature of urban systems. Therefore, they need an urban environmental management approach that will assess the formulated urban environment policies and goals in a strategic method before implementation, including social dimensions such as public participation. Therefore, this paper proposes a modified approach to incorporate an EMS, called the Sustainable Urban Environmental Management Approach (SUEMA). The approach recognizes the above-mentioned deficiencies and benefits from the advantages of sustainability and Strategic Environmental Assessment (SEA) in the formulation and evaluation of policies, plans and programs. SUEMA is developed to ensure more sustainable urban environmental planning and development.     

Strategic environmental assessment in China: motivations, politics, and effectiveness

This paper examines how strategic environmental assessment has been practiced at the national level in China through 2005 and why it has been practiced in the manner observed. Based on literature reviews and interviews carried out in 2005 and 2006, we find that bureaucratic politics between environmental and nonenvironmental ministries has limited the legislation and implementation of strategic environmental assessment to environmental assessment (EA) for a set of government plans defined in the 2003 Environmental Impact Assessment Law. Interviewees from environmental and nonenvironmental ministries and key research institutes have reported that few planning EAs have been performed at the sectoral level. Nonenvironmental ministries have either evaded the 2003 Environmental Impact Assessment Law and have not undertaken required planning EA or have organized planning EA on their own without participation by the State Environmental Protection Administration. The rising tension between the environmental and nonenvironmental ministries has limited the role of planning EA as a participatory decision-making tool. In addition to bureaucratic politics, we find that weak public participation and underemphasis on social analysis in planning EA may have further compromised the utility of planning EA.     

Technological thinking: Its impact on environmental management

A style of thinking that is variously called technological, technocentric, and technocratic dominates environmental management. However, there is growing criticism of this style of thought, leading some to conclude that, if environmental management is to progress, technological thinking needs to be supplemented by radically different ways of thinking. The intent of this article is to examine the role of technological thinking in environmental management, seeking to establish some of its limitations. It is concluded that, while technological thinking is a satisfactorytactical strategy, it has serious deficiencies when problems requirestrategic thinking.     

Decision making: With applications for environmental management

The two major processes of decision making, behavioral interactions and decision analysis, are discussed. Comparisons are made between the Delphi and NGT methods of behavioral interaction. Three different types of decision analysis are compared, including the Goals Achievement Matrix, Concordance Analysis, and the Simple Multi-Attribute Rating Technique. Decision making problems characteristic of environmental studies are reviewed. A method of decision making that combines the best qualities of other methods is suggested. The overall purpose of this paper is to make the technical knowledge of decision making useful to environmentalists, businessmen, citizens, and politicians, and to improve the process of policy making in environmental studies.     

Strategic environmental assessment as a tool of environmental governance: Scotland's extension of the European Union SEA Directive

The coverage of strategic environmental assessment (SEA) has been extended to all public sector policies, plans and programmes subject to Scottish jurisdiction. Evaluation of the arguments advanced by the Scottish Executive for using environmental assessment as a tool for environmental governance requires an exploration of some of the contested interpretations of the function of environmental assessment at a strategic level. The paper examines the implications of this extension of the European Union SEA Directive in the context of current arrangements to fit environmental assessment into the UK tradition of integrated policy appraisal. It considers the methodological implications of using SEA explicitly for improving public sector decision making at all levels and across all activities. This enables environmental effects to be taken into account at an early stage in the formulation of government policy, through a transparent system of assessment which encourages public participation.     

Improving environmental management with full environmental cost accounting

Based on the most comprehensive field research ever conducted in corporate environmental management, this article reports on the integration of environmental impacts into product costing and cost management practices in organizations. It examines approaches for identifying and tracking current environmental costs related to both current and past production. It also develops the need and prospects for a complete analysis of future environmental impacts, including both costs and benefits, and the integration of these elements into a life-cycle costing or full environmental cost accounting model. The prospects for full environmental cost accounting and the related accounting issues are analyzed. Finally, the importance of full environmental cost accounting for improving corporate environmental performance, reducing corporate environmental impacts, and increasing long-term corporate profitability is discussed.     

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.     

Self-organizing systems and environmental management

The characteristics of self-organizing systems are described and their implications for environmental management are discussed. It is concluded that the aim of management should be to enhance the capacity of the system for self-management, with active intervention being used only to steer it away from large discontinuities. Environmental managers must view ecosystems and themselves as parts of a larger sociobiophysical system, cultivate the capacity of environmental systems for self-management, and learn to live with change and uncertainty. Practical consequences of this approach for plans, policies, programs, and institutions are discussed.     

Customer-driven environmental information management systems

The most successful corporate environmental programs regard environmental compliance as an opportunity to improve productivity and profits and seek to integrate environmental information management systems (EIMS) into line information functions. Integrated EIMS should provide timely, accurate data to support all three types of environmental management responsibilities: results and comparison reports for source management; material and waste transaction and emission reports for materials management; and compliance, summary, exception, and trend data for risk managers at every level.     

Tunnel vision in environmental management

Summary This is a paper about problem-solving styles in Environmental Management and the specific deficiencies in these styles that might be groupd under the label ‘tunnel vision’. The latter, a form of selective attention, contributes to inadequate problem-formulation, partial solutions to complex problems and to the generation of even more intractable, additional problems. Examples of tunnel vision in military and environmental decision-making are discussed, together with the situational, personal and educational factors that exacerbate its influence. The paper concludes with some recommendations for changes in professional education that might help to recduce the occurrence of tunnel vision. Dr Alan Miller who is now associate professor at the University of New Brunswick received his training in biology (in England) and ecology (in Canada). He then spent several years pursuing research at the Northwest Institute for Medical Research in Chicago, USA. A growing interest in the human aspects of environmental and medical problems led to a further graduate study in psychology, followed by teaching positions in Ireland and Canada. His current interests include: the education of environmental professional; the psychosocial problems involved in environmental management, and, the problems inherent in interdisciplinary project groups.