Monitoring and measurement systems for implementing ISO 14001

There is a lot of work involved in establishing an effective and useful monitoring and measurement system, but it can be a critical tool for business success. With reliable data based on important performance metrics, you can quantify environmental and business improvement; communicate success; provide valuable input to environmental objectives, targets, and programs; and make sound business decisions based on facts. This article details how companies can set up procedures, processes, and schedules using ISO 14001 to monitor regulatory compliance and help establish an integrated management system.     

Maintaining your EMS: The stages of EMS development

Registering to ISO 14001 doesn't mean you're forever green. If you want an environmental management system (EMS) to keep moving your organization forward to improved environmental and business performance, you need to maintain and refine it. The first step toward doing so is understanding the stages that each EMS goes through on its way to full business integration. © 2000 John Wiley & Sons, Inc.     

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.     

Is corporate social responsibility possible in the mining sector? Evidence from Catalan companies

This paper examines the role and diffusion of corporate social responsibility (CSR) management, especially in relation with the adoption of other management systems, in small and medium sized companies in the surface mining industry in Catalonia (Spain). Specifically, it identifies the most salient CSR practices, procedures and metrics and the profiles of companies more prone to adopt them. To fulfill this aim, a survey has been conducted. Results show that mining companies are familiar with CSR practices, but there is not much formalization of procedures and measurement systems of CSR yet. Results show that the majority of socially responsible practices are related to environmental issues and therefore there is a relation between CSR and the application of environmental management systems. The analysis reveals that the management of CSR activities improves with the diffusion of knowledge on CSR practices. A second survey collected the opinion of professional associations in the sector. Respondents indicate that an improvement in CSR management will lead to a better global competitive position.     

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.     

Improving corporate environmental performance through economic value added

These days, corporate annual reports are full of references to shareholder wealth creation. In today's highly competitive capital markets, most chief executives understand that unless they are seen as value creators, investors will place their scarce capital somewhere else. Clear evidence of the growing importance, even dominance, of shareholder wealth creation is the growing use of a performance measure known as economic value added (EVA®).¹ Within ten years, it is almost certain that most large, publicly traded companies in the United States will be using EVA or something like it as a primary performance evaluation tool. Recently, many non-American companies have also adopted it to better align the incentives of managers with shareholders and to signal their commitment to value creation. EVA is not widely known or understood among environmental specialists, and those who have heard about it often fear it. We find this attitude unfortunate. In this article, we discuss EVA and how its use can aid corporate environmental managers in promoting more proactive environmental investments, and in funding capital investments on environmental improvement, waste reduction, and pollution control in their companies. The use of EVA and other shareholder value measures can also improve general capital investment decisions by integrating environmental factors that affect the long-term interests of the corporation into the managerial decision-making process.     

Questions and answers. TQEM performance indicators—how do you measure up?

I have seen a number of corporations accept the philosophy of TQEM and start the process of total quality environmental management with great enthusiasm. I believe that many organizations are attracted because TQM principles demand measurements of success and results that are definable for the environment. It reduces the emotionalism that frequently tends to surround environmental issues. Emotionalism has perhaps been the bane and boon of efforts by corporations and advocacy groups to incorporate environmental issues into the day-to-day functions of organizations. Abt Associates, a well-known research-based consulting firm, recently completed a study of U.S. Fortune 250 firms' environmental management programs. Abt found evidence that environmental performance is a competitive issue. Benchmarking is hotly pursued to develop firm-wide indices of performance. One third of the benchmarking is against competition, another third is against worldwide firms. There is a race to develop “Best in Class” standards now. E2M and Abt Associates have combined resources to study corporate Canada's environmental management programs and compare these with those of the United States. This research will help companies benchmark activities and will build a strong North American data base. Unfortunately it will not be ready in time to answer TQEM's question for this issue. (The study results will be released to participating companies in Fall 1992.)     

Global Reporting Initiative Guidelines: An Evaluation of Sustainable Development Metrics for Industry

How can we monitor companies' progress towards the goal of sustainability? No one set of metrics is recognized universally, although several approaches have been proposed. This article uses the environmental reports of ten leading companies to evaluate the GRI Sustainability Reporting Guidelines. © 2001 John Wiley & Sons, Inc.     

A fuzzy multi criteria approach for evaluating green supplier's performance in green supply chain with linguistic preferences

Today's international business environment has forced many firms to focus on supply chain management to gain a competitive advantage. During recent years, supplier selection process in the supply chain has become a key strategic consideration. With the growing worldwide awareness of environmental protection and the corresponding increase in legislation and regulations, green purchasing has become an important issue for companies to gain environmental sustainability. Traditionally, companies consider criteria such as price, quality and lead time, when evaluating supplier performance and do not give enough attention to environmental criteria as a means to evaluate suppliers. Now, many companies have begun to implement green supply chain management (GSCM) and to consider environmental issues and the measurement of their suppliers’ environmental performance. This paper examines GSCM to propose a fuzzy multi criteria approach for green suppliers’ evaluation. We apply fuzzy set theory to translate the subjective human perceptions into a solid crisp value. These linguistic preferences are combined through fuzzy TOPSIS to generate an overall performance score for each supplier. A numerical example is presented to demonstrate the effectiveness of the proposed approach.     

Creating successful partnerships with hazardous waste providers

Baxter Healthcare's Cardio Vascular Group (CVG) has formed a partnership with Advanced Environmental Technical Services (AETS, formerly called AETC), an 18-year-old environmental services company based in Flanders, New Jersey. With annual revenues of nearly $100 million, AETS is the largest privately owned environmental service company of its kind. Creating a partnership with providers of hazardous waste services has become necessary for many companies that find themselves downsizing and focusing their limited resources on their core businesses. More than merely waste haulers, hazardous waste management companies are being called on to train employees, develop environmental budgets, and even serve as on-site waste managers. AETS and Baxter Healthcare's CVG have created such a partnership and have successfully reduced Baxter's hazardous waste production by 56 percent since 1992. The lessons learned from this partnership are reported in this article.     

The business implications of implementing ISO 14000

The ISO 14000 standards for environmental management systems (EMS) are voluntary standards intended to aid companies that wish to improve their environmental performance. The standards owe their existence, at least in part, to three widely shared views: (1) that existing environmental management systems are either inadequate or ineffective; (2) that companies will want to improve environmental performance for economic or social reasons; and (3) that governments and stakeholders will require companies to exercise greater control of the impacts to the environment through new regulations. ISO 14000 offers a solution—an ?integrated”? EMS, with components designed to effect sound management in any size organization and in any country. The standards are an embodiment of both the policy and practice of environmental management. This article is a consideration of the business implications of the ISO 14000 series of standards. How will a movement toward an integrated EMS be realized? Who will be in the best position to respond? ISO 14000 is a management system, and it carries with it business consequences.     

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.     

Certification of environmental management systems—for iso 9000 and competitive advantage

ISO 9000 has become the buzzword of many industries worldwide as they strive to gain competitive advantage by registering their quality systems. At the same time, environmental performance and improvement is becoming increasingly important in the global marketplace. Work has begun to integrate these two important concepts into a new one: certification of environmental management systems. This article explains the new standard and why companies need to recognize and react to their international environmental impact.     

Sustainability-focused Organizational Learning: Recent Experiences and New Challenges

To an increasing extent, corporations and smaller businesses are making explicit commitments to improved environmental and social performance. Some have embraced the goal of sustainability, and some prefer to use the term 'triple bottom line'--a balance of financial, social and ecological performance--in their operations. Some companies are experimenting with organizational learning as a means to accelerate the transition to sustainability or the triple bottom line. This fledgling combination--sustainability and organizational learning--is the focus of this paper. The term 'sustain ability-focused organizational learning' (SFOL) is proposed to describe the early experience of companies that are attempting to pursue sustainability or the triple bottom line while making substantial changes to their organizational cultures. In many instances, these changes involve the use of experimental or unconventional learning techniques. Some companies are combining their SFOL efforts with The Natural Step, a sustainability framework. The experience of five companies pursuing SFOL is summarized and analysed in a non-identifying way, and key preliminary lessons are discussed.     

Hot air,fast bucks,or true commitment: Strategies for transforming environmental commitment into a competitive advantage

Just saying that you are doing something is not good enough, especially when it comes to the environment. You need to document your changes and progress. In this article, (reprinted, with permission, from The Environmental Marketing Imperative) we'll show you how you can establish a true and meaningful environmental commitment for your company. We'll also show you how to effectively use this commitment as the basis for strategic marketing and communications plans.     

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.     

中国大型发电上市公司ESG评价体系开发与分值研究

如今,世界各地上市公司正将利润最大化这一短期目标转向环境、社会及管治(ESG)可持续发展这一长期目标,更加清楚地认识到ESG已经构成了企业风险的重要来源之一,并可能影响公司的财务绩效。本文基于状态、压力、响应与层次分析(PSR-AHP)指标分类与权重配比方法构建中国大型发电上市公司ESG评级体系,并应用该评价体系对中国大型发电上市公司ESG绩效进行研究。结果发现,其ESG综合得分波动性大,在研究期最后两年走势不甚理想,其中社会绩效得分及其趋势表现优于环境及管治绩效;在环境及社会绩效方面,响应性指标表现优于压力性指标,而状态性指标走势较为稳定。最后,本文从披露深度及质量、第三方介入、奖惩及强制性披露措施等方面给出政策建议。     

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.     

Integrating product quality and environmental performance through innovation—the l'oréal case

Meeting the demands of today's marketplace has become an increasingly complex challenge for corporations in all industries. The consumer is demanding high-quality products, low cost, and more recently, a new variable: environmental performance. Customers will not accept sacrifices in quality or cost to help businesses meet regulatory requirements or develop environmentally sound products. They want it all. Consequently, companies are faced with the complex task of balancing cost, quality, and environmental performance.