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.     

Beyond pollution prevention: A vision for an integrated environmental business management strategy

In this article the authors assert that successful long-term pollution prevention will require changes in the culture and business practices of an organization such that the term “pollution prevention” eventually becomes obsolete. They envision firms evolving to a point where actions that today are referred to as pollution prevention will simply be part of standard business practices and thoroughly embedded in the firms' culture. Although pollution prevention projects and programs need to be highly visible at the outset to communicate throughout the organization and to demonstrate the benefits that can be gained, companies should adopt a long-term strategy aimed at making fundamental changes in the way they do business, rather than relying solely on piecemeal projects and special plans or programs. Such evolution of the firm will maximize the chances of meeting the dual challenges of business competitiveness and environmental stewardship. This article presents a vision for integrating environmental performance with business objectives and suggests practical steps to begin moving toward that vision.     

Case studies of ISO 14001: A new business guide for global environmental protection

The intention of this article is to clarify the current status of ISO 14001, the internationally accepted voluntary environmental management system (EMS) standard, which is an effective means to generate continuous environmental performance improvement in an organization as well as significant financial benefits such as operational efficiency improvements (e.g., energy and water savings), reduction in environmental risks and liability expenses, protection of corporate asset value, and public image improvements. The number of “ISO 14001” companies in Europe and the Pacific Rim is steadily increasing with customer and governmental pressure as the driving forces. In the United States, ISO 14001 implementation has lagged behind due to the fact that, so far, the EPA has not supported ISO 14001 as being sufficient for guaranteeing a reliable environmental performance record. Most ISO 14001 certified companies in the United States have been driven by overseas demand, particularly in the microelectronics industry because customers in this industry, especially those in Europe, will simply not do business in the future with companies that are not registered to ISO 14001. It is expected that European demand will continue to push ISO 14001 certification in the United States. Six ISO 14001 case studies in the U.S. chemical, electronics, and plastics industries, along with EPA's attitude toward ISO 14001 are described in this article. The case studies contain the reasons, steps taken, costs, benefits, problems, and future trends of ISO 14001 implementation and certification.     

Making business integration work: A survival strategy for EHS managers

Realizing the benefits of environment, health, and safety (EHS) management systems requires more than just rewriting policies and procedures, EHS tasks and activities must be pushed out into all aspects of the organization. The success of this process necessitates an evolving role for EHS managers. For EHS managers, business integration involves the challenge of integrating environment, health, and safety awareness, responsibility, and action into multiple jobs and business processes, leveraging scarce resources to maximize value and minimize costs. Drawing on recent work in the fields of sociology and political science, this article presents conceptual tools for assisting EHS managers to plan and strategize the changing role of the EHS function. By assessing political opportunities, mobilizing structures, and framing processes, EHS managers can maximize the success of EHS programs, while adding value to companies' core operations.     

Demystifying public environmental concerns: Implementing community assessments

Failure to resolve environmental concerns raised by the public can be costly for both public and private sector organizations. Designing effective community relations programs to address such issues requires an intimate understanding of the community and the stakeholders within it. The community assessment process provides insights into the reasons behind stakeholders' environmental concerns and how best to address them. Moreover, the assessment process can provide predictive information, so that managers can anticipate both the emergence of environmental concerns and the likely response patterns of stakeholders. The assessment process, which makes use of both qualitative information and quantitative data, tracks closely with the methodology used in industry analyses conducted by corporate strategic planners. Regrettably, many of the companies that have excellent skills in industry analysis fail to use their expertise to address environmental concerns involving their own plants. This article seeks to aid the reader in understanding how basic analytical skills can be used to understand and effectively address environmental concerns at the community level.     

Growing an environmental leadership strategy at duke power company

This article presents information on Duke Power Company's environmental leadership strategic measures, targets, and results. Information is presented on how each measure is defined, how progress is measured and reported, what behavior changes have been observed, the results achieved, and what challenges are foreseen in the future.     

A whole-farm strategy to reduce environmental impacts of nitrogen

Dutch regulations for ammonia emission require farmers to inject slurry into the soil (shallow) or to apply it in narrow bands at the surface. For one commercial dairy farm in the Netherlands it was hypothesized that its alternative farming strategy, including low-protein feeding and surface spreading, could be an equally effective tool for ammonia emission abatement. The overall objective of the research was to investigate how management at this farm is related to nitrogen (N) losses to the environment, including groundwater and surface water. Gaseous emission of ammonia and greenhouse gasses from the naturally ventilated stables were 8.1 and 3.1 kg yr(-1) AU(-1) on average using the internal tracer (SF(6))-ratio method. Measurements on volatilization of ammonia from slurry application to the field using an integrated horizontal flux method and the micrometeorological mass balance method yielded relatively low values of ammonia emissions per ha (3.5-10.9 kg NH(3)-N ha(-1)). The mean nitrate concentration in the upper ground water was 6.7 mg L(-1) for 2004 and 3.0 mg L(-1) for 2005, and the half-year summer means of N in surface water were 2.3 mg N L(-1) and 3.4 mg N L(-1) for 2004 and 2005, respectively. Using a nutrient budget model for this farm, partly based on these findings, it was found that the calculated ammonia loss per ton milk (range 5.3-7.5 kg N Mg(-1)) is comparable with the estimated ammonia loss of a conventional farm that applies animal slurry using prescribed technologies.     

Towards a systematic approach of effect prediction: A handbook as guide and aid for environmental prediction. A review

Environmental impact assessment (EIA) is based on the results of effect prediction. In general, there is much diversity in the expertise in the field of environmental prediction between the different categories of actors involved in EIA. In practice it became obvious in The Netherlands that the accessibility and comprehensibility of existing relevant information was insufficient. For improvement, a series of systematic handbooks on effect prediction, useful for all categories of actors, has been developed in The Netherlands. In this way, the selection of effect prediction methods to be used in concrete circumstances is improved and speeded up for all parties involved in environmental prediction. After a discussion of the purpose of the handbook, the realization and structure of the series are presented. Finally, the use and (potential) benefits of the handbooks for environmental management are indicated.     

Environmental management in the pharmaceutical industry: integrating corporate responsibility and business strategy

International pharmaceutical companies are becoming increasingly proactive in their approach to environmental management, and the results so far are impressive. The forces that affect the global pharmaceutical industry will most likely push these companies toward even greater commitments to environmental improvement and, ultimately, sustainability. © 2000 John Wiley & Sons, Inc.     

MEB's university-community partnerships foster new environmental leaders for business

As our society's environmental concerns have grown over the past 20 years, U.S. firms have struggled to find effective and inexpensive ways to meet their mushrooming environmental obligations. Many firms, recognizing the competitive advantages to be won through adroit environmental management, have begun to seek managers trained to deal with these issues. The corporate response has been hobbled by business schools'general failure to train managers to deal with crossfunctional issues, and by a specific failure to address environmental management in their curricula. In this article, the Management Institute for Environment and Business, a program of the World Resources Institute (WRI), describes its innovative University-Community Partnerships (UCP) project to address these shortcomings. Bringing new approaches and new thinking to management curricula, MEB and several like-minded organizations are breathing new life into the old MBA programs.     

The benefits of proactive environmental quality: Tips from a successful small business

Who says environmental quality has to cost a bundle? Or that it's out of reach of the typical smaller company? In fact, says this article, a proactive environmental quality program offers significant cost-avoidance opportunities and can allow a company to reap positive public relations rewards. The combination of a total quality production program and a proactive environmental quality program is a formidable force for success. And you don't have to be a big company to be an environmental leader.© 1999 John Wiley & Sons, Inc.     

Sustainability,eco-efficiency,life-cycle management,and business strategy

This article outlines some of the rationale for integrating environment and sustainablility issues into core business practises and provides some guidance on how companies can begin to take a strategic view when selecting environmental management tools. Two of these tools, life cycle management and eco-efficiency, are outlined in brief.© 1999 Five Wind International. Reprinted with permission by John Wiley & Sons, Inc.     

Running in nonconcentric circles: Why environmental management isn't being integrated into business management

To manage effectively, you have to communicate. But before you can communicate, you have to speak a common language. In the past, business managers and environmental professionals spoke in different jargons—and went their separate ways. Fortunately, that situation is now beginning to change. © 2000 John Wiley & Sons, Inc.     

Implementing Agri-environment Policy: A Landscape Ecology Perspective

An integrated, landscape-scale approach to countryside management argues for whole farm or business targeting, and for inter-farm co-operation to enhance current Agri-environmental Policy (AEP) and to meet Agri-environmental Policy objectives. This paper describes the preliminary results of a study in the Lake District Environmentally Sensitive Area (ESA), using the ArcView GIS. Spatial data describing the characteristics of farms, farm businesses and farmers are analysed. It is suggested that there is scope for spatially adjacent farms to co-operate through multi-farm management agreements, to achieve and advance the stated aims of the Lakes ESA. The discussion focuses on the potential of AEP schemes to be reoriented away from their present focus on individual farms and holdings, towards a broader geographical coverage and an integrated approach to the management of land across ownership boundaries.     

New view of environmental health: Toward an environmental research policy for international strategies

We are witnessing a growing concern with the global dimension of many environmental issues, reflected in the increase in the number and significance of international environmental organizations. Yet there is no internationally applicable strategy for environmental research which is management oriented. A new type of research policy, which integrates ideas derived from environmental and human ecology, is required in order to deal with cultural and ecological diversity and their interactions as reflected in the ecology of landscapes. The newly defined concept of environmental health is proposed to fill this gap. This concept integrates the latest developments in landscape evolutionary ecology and environmental health, bringing out a conflict between making the environment conducive to human health and increasing the available options for supporting the essential biological and ecological processes of the environment. Lessons derived from the evolution of human environments are used in order to illustrate how health may become un umbrella for developing an environmental research policy, which could also serve as a catalyst for international environmental projects.     

Corporate environmental management study shows shift from compliance to strategy

The Abt study of forty-one mostly Fortune 200 nonservice firms forms a new picture of environmental management. We present data indicating that environmental management is becoming central to corporate strategy and is being managed as an arena of competition rather than as a compliance-driven function. We look at environmental management's new role through four lenses: its relationship to strategic planning; its evolving management structures that show environment increasingly integrated into the main functions of the business; innovation in corporate environmental investments reflecting new drivers beyond compliance; and new management systems and measures of firm-wide performance that demonstrate that environment is being seen increasingly as an arena of competitive concern. We argue that much of the change is driven by three realities. First, as customers integrate environmental values into their conceptions of product quality, they are buying more products with identifiably environmental attributes. This change translates environmental management, historically a cost center, into a potential source of sales revenue, a change which cannot be underestimated. Second, recent life-threatening damage to the global ecosystem and atmosphere reframes environmental management. This moves firms toward a systemic and global approach matched to the globalization of competitive and market concerns, and it places environmental management in the strategic sphere. And third, pollution prevention in its cross-fertilization with total quality management is driving firms to focus on managing environment as an integral part of product management, and is helping them to reassess environmental performance as a contributor to productivity and innovation.     

Supporting environmental quality: Developing an infrastructure for design

Ten years ago, environmental problems were easy to define: The Hudson and Potomac were polluted; Los Angeles had lousy air; some waste dumps were highly toxic. Solutions were also relatively straightforward: the Clean Air Act for dirty airsheds; the Clean Water Act for dirty rivers; the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA, better known as Superfund) for hazardous waste sites. Unfortunately, reality is not quite so neat. We now know that we were seeing—and treating—symptoms, not the disease itself.