bluuebunny/crossref_metadata_2025 huggingface dataset:
Environmental legislation and regulation in 1995—what to expect
Authors: Bromberg Lisa M.
Published: February 2007

The environment will continue to be a “hot” issue in 1995. Having accomplished its early goals of attracting attention, cleaning up existing environmental problems, and preventing the development of new ones, the environmental movement in the last decade of the twentieth century will be a more measured, moderate response to environmental issues, driven in part by economic realism, economic opportunity, and the forces of political conservatism.
Achieving environmental excellence through TQEM strategic alliances
Authors: O'Dea Katherine , Pratt Katherine
Published: February 2007

Generally speaking, today's TQEM initiatives do not improve a firm's activities beyond the shipping dock and onto consumer and postconsumer use and reuse. Although internal TQEM efforts do improve environmental impacts of a firm's operations, most firms remain focused on the traditional bottom‐line objective of increasing throughput. For these reasons, most firms implementing TQEM miss the many opportunities to improve environmental performance (including cost and quality) through asset recovery, resource sharing, and reuse. However, by taking the advantages of teamwork beyond corporate boundaries, firms can close the loop on environmental improvements.

Inter‐firm teaming for environmental advantage, which we define as TQEM alliancing, initiates a cyclical approach to environmental performance improvement. It does so by forging strategic relationships among firms that can leverage each other's environmental weaknesses. TQEM allying is a round‐robin game plan. In this article, the authors show how it allows firms to take their environmental improvement initiatives beyond regulatory compliance (and into proactivity), beyond pollution control (to total pollution avoidance), and beyond profitability (for a quantitative as well as qualitative bottom line), because firms will be integrating external as well as internal functions across different business domains.
Environmental management: What ISO 14000 brings to the table
Authors: Crognale Gabriel G.
Published: February 2007

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.
Design for environment: A new framework for strategic decisions
Authors: Ehrenfeld John R.
Published: February 2007

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.
How Niagara Mohawk incorporates environmental factors into policies, plans, and procedures
Authors: Miakisz Joseph A.
Published: February 2007

Niagara Mohawk Power Corporation (NMPC), an investor‐owned electric and gas utility operating in upstate New York, has incorporated environmental factors into several facets of its operations, including generation and transmission system planning and operations, system electric operations, and system gas operations. This article describes how NMPC has incorporated environmental considerations in its valuation of new and existing generation resources. What makes this effort unique is that not only are existing environmental regulatory requirements reflected in the planning process, but also prospective environmental requirements are incorporated. This article provides an overview of NMPC's generation valuation process and discusses how both existing and future environmental requirements are addressed.
Environmental logistics engineering: A new approach to industrial ecology
Authors: Freeman Gregg
Published: February 2007

Industrial Ecology is, thus far, the most plausible model for realizing the ideal of sustainability. It dispels the notion that the flow of resources can continue along a one‐way street from nature to mankind. Today, it is fairly well‐understood that economies and ecosystems are structured and operate in strikingly similar ways. Healthy economies and healthy ecosystems depend on elemental diversity and unencumbered interchanges. Yet, maintaining and sustaining both healthy economies and healthy ecosystems continue to be viewed as disparate goals. How can this unfortunate mind‐set be changed? The authors show how logistics engineering could be the best approach to implementing a two‐part solution to this environmental business conundrum.
Developing new environmental excellence programs: Lessons from epa's environmental leadership program
Authors: Feldman Ira R. , Schiavo Michael C.
Published: February 2007

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.
Kodak's safety performance indexing—a tool for environmental improvement
Authors: Kiser David M. , Esler J. Grant
Published: February 2007

Safety performance has a direct effect on employees' productivity and quality of work life, and on company profits and image in the community. Enormous human and financial losses can result from poor safety performance, and all such losses are preventable. To prevent these potential losses, safety performance must be continually improved across all levels of the organization. Effective safety programs are the key to improved safety performance. But how do we know when a safety program is effective? How can we measure safety performance and set goals for improvements? How can we track progress toward these goals? This article demonstrates how a powerful performance management tool —performance indexing— can be used to help improve safety performance throughout your company. This tool can also be used to measure, track, and improve environmental and occupational health performance.
Voluntary environmental management system standards: Case studies in implementation
Authors: Diamond Craig P.
Published: February 2007

Many anticipate that over the next decade, voluntary environmental management system (EMS) standards will take on the same importance in the marketplace as the ISO 9000 quality standards; the draft international EMS standard (ISO 14001) is on pace to be completed by mid‐1996. In the United States, despite rapidly growing interest in EMS standards, most companies and regulatory agencies are uncertain about their potential benefits and about the process of developing an EMS. Case studies of EMS implementation, particularly in small and medium‐sized companies, are needed to demonstrate the process and identify areas in which further EMS guidance is needed for environmental managers.

This article presents seven case studies of EMS implementation in small, medium‐sized, and large companies. Each company is participating in an EPA‐sponsored Demonstration Project in which a variety of organizations are piloting the implementation of EMS standards (the project is being coordinated by NSF International, a not‐for‐profit company specializing in environmental and public health standards and certification). The case studies, written by the companies themselves, share experiences of EMS assessment, planning, and implementation, and discuss challenges that are special to particular industries.
Strengthening business with a new vision at avery dennison
Authors: Fear James E.
Published: February 2007

This article presents a case study regarding initiatives, apparent failures, and successes that the Avery Dennison Materials Group organization encountered over the last five years in creating and sustaining environmental awareness throughout its organization. This awareness encompasses considerations thought to position the organization to compete against the core elements proposed within the ISO 14001 environmental management system protocol.

While Avery Dennison's Materials Group has undertaken many initiatives which strive to achieve business integration, this article focuses primarily on three environmental management systems believed to be the foundation for a manufacturing or service organization—a foundation built on sustainable compliance, incorporation of quality management concepts, and the fulfillment of environmental performance expectations driven by the community at large. Those three programs are (1) an Environmental Stewardship Policy with specific environmental operating principles, (2) Environmental Control Instructions (ECIs), which establish accountability for proper operation, and (3) an Environmental Management System Assessment similar to the Global Environmental Management Initiatives (GEMI) environmental self‐assessment tool. These cornerstones provide a basis for the construction of a management program pyramid, the top of which results in a quality process for making effective business decisions by integrating core environmental operating principles.
Environmental investment recovery practices and opportunities: Lessons from project RENEWAL
Authors: Russell William G.
Published: February 2007

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.
ISO 14000 and information systems—where's the link?
Authors: Dray Jim , Foster Scott
Published: February 2007

Two of the most frequently heard questions from environmental managers are “What should my company do about ISO 14000?” and “How can I use computer systems to reduce my staff's paperwork burden?” There are experts available to answer each of these questions, but thus far there has been little attention paid to how the two intersect and reinforce each other. This article explores this intersection and helps environmental managers implement information systems that have lasting value and, at the same time, support the ISO 14000 effort.
A new health and environmental regulatory and risk scoring index
Authors: Reinert Kevin H. , Weiler Ernest D. , Fava James A.
Published: February 2007

Products or product lines (portfolio items) are often ranked and classified according to their market growth and profitability potentials. Such ranking does not typically address the potential for posing health and environmental risks, nor does it formally consider the current or future regulatory climate or the customer/consumer perception of the product. This article describes a product screening procedure—Health and Environmental Regulatory (HER) Index—that addresses all of the above issues in a qualitative to semiquantitative manner. For each of the eight products addressed during the development of this procedure, we reviewed three subsystems along the product life cycle—manufacturing, distribution, and the customer/consumer. We posed a series of questions and qualitatively scored each one based on relationships among portfolio items and overall corporate, industry, and regulatory benchmarks. Using these results, we developed a product score or index. The multidisciplinary project team provided expert input and a reality check on the results. We have found the HER Index to be a potentially important tool for product risk ranking and priority setting for environmental, health, and safety resource allocation and of significant use in Responsible Care product stewardship.
Achieving quality environmental audits: Twenty tips for success
Authors: Cahill Lawrence B. , Michelin Lori Benson
Published: February 2007

In 1995 the authors spent a considerable amount of time conducting audits and audit training classes all over the world. In rolling out Colgate‐Palmolive's reengineered environmental audit program, they coupled a two‐day training program with a three‐day audit. Whether in Asia‐Pacific, South America, Europe, or the United States, auditors, especially those newly trained, always seemed to fall into the same traps time and again. In order to facilitate the learning process, the authors prepared a list of 20 tips to use at the beginning and end of all training programs and audits. In this article, the authors share the 20 “golden rules” to help all auditors improve the quality of their audits.
Where the rubber meets the road: Measuring the success of environmental programs
Authors: Brown Howard , Dray Jim
Published: February 2007

In order to integrate environmental, health, and safety (EHS) programs into mainstream business management, EHS managers must measure the success of their strategies. This article presents techniques and samples for both quantitative measurement (EHS results) and qualitative measurement (progress toward implementation). It also provides a case study of measurement at the Perkin‐Elmer Corporation, which has achieved notable successes with straightforward measurement approaches. Performance measurement systems can make the difference between an EHS program that rewards stakeholders for hard work, and one that fades and frustrates.
Environmental life‐cycle management emerges
Authors: Ferrone Bob
Published: February 2007

Ecological economic thinking leads us to conclude that instead of being mesmerized into inaction by scientific uncertainty over our future, we should acknowledge uncertainty as a fundamental part of the system. We must develop better methods to model and value ecological goals and services and devise policies to translate those values into appropriate incentives. If we continue to segregate ecology and economics, we are courting disaster.
Pragmatic ethics and the new consultant
Authors: Brown Howard
Published: February 2007

Ethical, social, and environmental concerns are beginning to take hold in many businesses, often as an extension of total quality management. Many professional firms have eluded the global trend, but social and ecological realities are catching up. What will the new professional firm look like? This article looks at how firms are finding competitive advantage in old‐fashioned integrity, combined with management techniques and a new scientific understanding of what it takes to successfully adapt in a world of limited resources.

“Ethics is awareness of interdependence…” Aldo Leopold.
Environmental accounting—making it work for your company
Authors: Bailey Paul E. , Soyka Peter A.
Published: February 2007

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.
Design for environment: An implementation framework
Authors: Veroutis Agis , Aelion Vital
Published: February 2007

This article considers issues currently facing companies with respect to translating environmental policy into an effective Design for Environment (DFE) program that can help a company move closer to a sustainable development operating framework. Many DFE single issues have been discussed, and conceptual frameworks have been published. This article provides an implementation framework, providing development ideas and an understanding of the sequence of events that can help in developing an effective DFE program. It is not intended to be prescriptive or absolute.

An understanding of the organizational interface of a DFE program will help in transitioning from non‐DFE design practices into an effective DFE framework. An understanding of the drivers for improving environmental performance and how they relate to specific changes to operations/services/products to improve competitive position is important in developing a DFE program that produces real and demonstrable environmental performance gains. Finally, an understanding of the underlying core environmental considerations that a DFE program should address along with an understanding of the environmental improvement needs of the specific product line that is targeted ensures a selection of the appropriate environmental performance metrics and a consistency and relevance of design improvements developed within the DFE program. These elements help in achieving a company's environmental performance goals on the basis of its environmental positioning.

Combining the product environmental performance metrics into a meaningful evaluation system requires that they be weighted according to the improvement priorities of the organization, as there is currently no universally accepted weighting scheme. Of the many available valuation methodologies, the Analytic Hierarchy Process is offered as an example.
Environmental performance measurement: A case study
Authors: Metcalf Kim R. , Woodall W. Robert , Hobson Chris M. , Williams Phillip L.
Published: February 2007

Based on information derived in a benchmark study of corporate environmental programs and their performance measurement systems and stakeholder concerns, an environmental performance measurement system was developed to be used by the utility industry. Pilot studies were conducted to evaluate the usefulness of the proposed system, as well as to solicit feedback from individuals in the field. The pilot studies were necessary to tailor the system to the utility industry.
ISO 14000: The worldwide reaction of industry and governments
Authors: Bridgen Pamela J.
Published: February 2007

Awareness of the ISO 14000 standards is increasing around the world. There is a general acceptance of the need for such standards to promote environmental protection and international trade, but concerns exist regarding potential trade barriers. This article provides some insights into the varying attitudes toward ISO 14000 in countries from all parts of the globe.
The business implications of implementing ISO 14000
Authors: Watson Stephen A.
Published: February 2007

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.
Registrars, Accreditation, and ISO 14001
Authors: Foster Scott
Published: February 2007

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

implement, maintain and improve an environmental management system;

assure itself of its conformance with its stated environmental policy;

demonstrate such conformance to others;

seek certification/registration of its environmental management system by an external organization;

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.
LCA in Japan: A survey of current practices and legislative trends and comparison to the United States
Authors: Hunkeler David J. , Huang Ellen A.
Published: February 2007

Interviews were carried out with Japanese firms and environmental agencies regarding their current practices regarding life‐cycle assessment (LCA). The results of this informal survey are compared with an executive survey of U.S. Fortune 500 companies. The findings show that Japanese LCA activity has increased rapidly over the past four years with several government agencies involved in LCA. Private industry has also founded LCA forums and recycling centers. The primary Japanese LCA interests include use in ecodesign and ecolabeling with the main environmental efforts focused on design for environment. Solid waste was identified as the most significant current environmental problem in Japan, in contrast to the United States where atmospheric and liquid discharges are ranked equally important. Neither the Japanese nor EPA plan to use LCA as a regulatory tool. This article summarizes several LCA case studies performed in Japan and lists the agencies involved in LCA development, ISO 14000, and ecoauditing/ecolabeling. Some recent Japanese legislation affecting LCA is also reviewed.
ISO 14001 EMS implementation planning
Authors: Tansey Deborah A. , Wendell Marc H.
Published: February 2007

In 1996, the International Standards Organization (ISO) completed work on an environmental management system (EMS) standard: ISO 14001. The standard involves only five required elements, spans less than five pages, and upon initial review, appears relatively uncomplicated. As well, many of the ISO 14001 requirements may already be present in an organization's existing EMS. Nevertheless, the new standard presents a number of challenges to industry implementation. Whether an organization aims to start from scratch in developing an EMS under ISO 14001 or modify its existing EMS to meet the ISO challenge, implementation requires careful planning and analysis.

This article provides a summary of the planning required to implement ISO 14001 at the facility level, including the initial planning effort and the identification of significant environmental impacts, objectives, and targets. The aim will be to eliminate some of the “hype” associated with ISO and provide some practical “how to” guidance for implementing the standard. The discussion begins with an overview of the initial planning effort and then turns to key planning requirements.
Using EH&S management systems to improve corporate profits
Authors: Marcus Philip A.
Published: February 2007

An environmental management system (EMS) approach can improve overall corporate performance and demonstrate this improvement to top management in “dollars and cents” language. This article illustrates the importance of a financial management approach to justify investments in environmental, health, and safety (EH&S) excellence. It also describes in detail the elements of the EH&S management assessment and improvement process.
The value of EHS auditing in the United States: Solutions for audit protection
Authors: Balikov Henry R. , Jain Abhi‐Shék
Published: February 2007

Conventional wisdom has advocated environmental auditing as a prudent part of an internal control program and one of the key tools in driving proactive efforts. As a part of risk management activities, it is often employed to protect an organization and its employees and officers from liability. Conscientious use of such audits has undoubtedly protected human health and the environment. Ironically, those who make the most consistent efforts to audit compliance and management systems, according to advocates of audit protection, may be the most vulnerable to enforcement actions and lawsuits. In this, the second part of a two‐part article, we turn our attention to the likely solutions for audit protection in the current context.
Instruments and strategies to improve the eco‐efficiency of products
Authors: Cramer Jacqueline
Published: February 2007

This article examines what tools can be used to analyze and improve the environmental performance of a product. It discusses how companies can upgrade the environmental performance of products in a cost‐effective way and enhance their competitive position in the market through product innovation. Based on current examples, it is concluded that a complete toolbox is available to assist companies in developing more eco‐efficient products. Which combination of practices can best be applied depends on various factors, particularly the type of external demand(s) the company is facing, its available resources, its time horizon, and its environmental strategy. Experience shows that it is better for companies to be ahead of external criticism and act more proactively. This article shows how companies can follow four main strategies in which eco‐efficient product development goes hand in hand with a better competitive position in the market: (1) an efficiency improvement strategy; (2) a market share improvement strategy; (3) a market development strategy; and (4) a product diversification strategy. Finally, the importance of product innovation is stressed in order to implement the eco‐efficiency strategies mentioned above.
Benchmarking compliance performance: A new chemical industry report
Authors: Levinson Jonathan
Published: February 2007

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this new article, EIS reports on the compliance performance of the largest companies in the chemical industry focusing on five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund. It is important to note that the following article does not contain normalized data and graphs which would adjust findings to various size features (e.g., domestic revenues per company). This as well as detailed environmental policy and programs data on each company can be obtained from EIS. In future issues of EQM, EIS compliance reports will be presented for other major industries to help companies of all sizes benchmark their environmental performance and improvement efforts.
Case study: Management system verification using responsible care® at Rohm & Haas: Lessons learned
Authors: Weiler Ernest D. , Cherry Jack , Lewis Philip G.
Published: February 2007

In this article, Rohm & Haas' Responsible Care® implementation strategy and management system verification (MSV) experiences are detailed. Recommendations on how to strengthen the verification process are provided.
Implementing an environmental business strategy: A step‐by‐step guide
Authors: Stock Glenn G. , Hanna James L. , Edwards Melinda Hulsey
Published: February 2007

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.
Benchmarking compliance performance: Ford motor company profile
Authors: Levinson Jonathan
Published: February 2007

Environmental Information Services, Inc. (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. In this article, EIS reports on the compliance performance of the Ford Motor Company, focusing on the five key environmental concerns: toxic waste management, air pollution, water pollution, spills, and Superfund.
Do environmental management programs improve environmental performance trends? a study of standard & poors 500 companies
Authors: Naimon Jonathan , Shastri Karen , Sten Mark
Published: February 2007

In this article, environmental management programs of Standard & Poors (S&P) 500 companies were evaluated using a series of industry and size‐adjusted environmental trend indicators. The statistical analysis shows that a handful of corporate policy, governance, human resources, auditing, and financial parameters are highly relevant to improving corporate environmental performance. The results have implications for corporate environmental efforts as well as future government policies to foster environmental improvement.
Environmental management auditing: When credentials count!
Authors: Cichowicz Judith A.
Published: February 2007

We all know that the process of driving a car is not as simple as turning a key in the ignition and moving. When you want to drive a car, you take a written test to show your knowledge of the rules of the road. You learn to operate a vehicle (remember the operating difference between a standard shift and an automatic?) and then how to operate that vehicle in moving traffic.

After you have gained competence in vehicle operation, you take a “hands‐on” driving test to prove to an independent third party (the State) that you know what you are doing. Then, if you do know, you are issued a license, subject to renewal and perhaps retesting at some later point in time. Your license has become your credential to operate. It implies a certain minimum level of knowledge and experience.

Should environmental auditing be any different? This article considers the application of a uniform standard for environmental auditor qualification. With an emphasis on ISO 140011 and auditing of environmental management systems, it discusses:

the evolution of environmental auditing;

established environmental auditor qualification processes;

limitations of compliance auditing; and

characteristics of a good auditor.
ISO 14000: A return to command and control?
Authors: Colby Peter W.
Published: February 2007

Over the last few years, commentators on all sides of the environmental debate have (with a few exceptions) joined hands to pillory the traditional model of environmental regulation in this country. The catch phrase “command and control” has become emblematic of everything that was seen as being wrong with the old system. The current push for “reinvention” of environmental regulation reinforces the concept that although traditional methods have produced progress, they have outlived their usefulness. At the same time, ISO 14000 has emerged as one of the hottest topics in the environmental field—a form of reinvention of environmental management that has been embraced by many as the solution to an array of problems. While it is still early in the game, initial results indicate that when used effectively, ISO 14000 can be a powerful tool for the environmental manager. However, misuse of ISO 14000 could represent a throwback to command and control rather than a management tool for the new millennium. This article examines how this new tool fits into the evolving picture of environmental regulation and management.
Making business integration work: A survival strategy for EHS managers
Authors: Brown Howard , Larson Timothy
Published: February 2007

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.
Improving corporate environmental performance through economic value added
Authors: Epstein Marc J. , Young S. David
Published: February 2007

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.
Achieving and maximizing ISM code compliance with ISO 14001
Authors: Thomas William L.
Published: February 2007

This summer, July 1, 1997, to be exact, marks the deadline for compliance with the International Code for the Safe Management of Ships and Pollution Prevention (ISM Code or simply the Code) as set forth in Chapter IX of the Safety of Life at Sea Convention (SOLAS). As widely reported, enforcement officials in the United States, Australia, and other major flag and port states are promising stepped‐up criminal enforcement of marine pollution laws and “zero tolerance” for non‐compliance with the ISM Code. The Department of Justice has highlighted this area in enforcement policy announcements, including a statement by the Assistant Attorney General last autumn.1 Especially given Justice's recent indictments of vessel owners for modest pollution events and these new admonitions, prudent vessel owners will be striving to meet the SOLAS timetable. For shipping firms discerning enough to have successfully navigated a course to certification, the issue instead will be how to sustain safety and environmental management improvement and build on this excellence to advance a broader range of objectives. This article will show how firms in either position may find inspiration in ISO 14001—the environmental management system (EMS) specification developed by the International Organization for Standardization.
Highlights from a new chemical industry report benchmarking performance, policies, and expenditures
Authors: Levinson Jonathan
Published: February 2007

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.
Case study: Voluntary agreements in environmental management at formosa plastics
Authors: Blackburn Jim , Wu Mae
Published: February 2007

Three agreements addressing environmental and safety performance, zero discharge of wastewater and sustainable development have been signed between Formosa Plastics Corporation, Texas (Formosa Plastics), and its former adversaries. The key element of the agreements is the improvement of the affected community. These agreements go beyond public information and beyond procedures for public participation. They have led to meaningful public participation and partnership and are unique in this respect.

The following article explores the setup and results of each agreement. The initial agreement, the Blackburn‐Formosa Agreement, signed in 1992, set the stage for subsequent partnerships. The Wilson‐Formosa Zero Discharge Agreement followed in 1994. Finally, the Sustainable Development Agreement was signed by Jim Blackburn, Diane Wilson, and Formosa Plastics in late 1997.

These agreements have proven very successful in avoiding disputes and helping improve company performance in environmental and safety issues. In many respects, these agreements offer a model for others in working with an affected community.
Ten years later: The state of environmental performance reports today
Authors: Axelrod Robert A.
Published: February 2007

In response to new reporting regulations and mounting inquiries from various stakeholder groups, the private sector gave birth to a new communications vehicle approximately one decade ago: Corporate Environmental Performance Reports. In just a few short years, these reports took their place among the most important sources of information regarding a corporation's environmental performance. Over the past decade, the content, production values and strategic approach of these reports have evolved on a parallel with environmental management systems and practices. This article offers an overview of how the reports have evolved, what some of the state‐of‐the‐art practices are, and where the discipline may be heading. © 1998 John Wiley & Sons, Inc.
Case study: Business tailored management system verification (BTMSV©) for responsible care®
Authors: Weiler Ernest D. , Maher Kathleen V. , Cherry Jack
Published: February 2007

This article describes the development, use, and learning from a Business Tailored Management System Verification (BTMSV) process. This process is designed to focus on selected Responsible Care activities or programs, and provides broad options to include specific elements to meet more targeted business unit objectives. © 1998 John Wiley & Sons, Inc.
Environmental sustainability: Balancing pollution control with economic growth
Authors: Kolar James L.
Published: February 2007

This article will discuss in some detail how prescribed command‐and‐control pollution abatement and economic growth must work together rather than in opposition. How a balanced environment can and must tolerate acceptable levels of pollution and how economic growth from added value pollution prevention in unity with pollution control technology can and does work.© 1999 John Wiley & Sons, Inc.
Highlights from a new electrical equipment industry report
Authors: Levinson Jonathan
Published: February 2007

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.
Applying the triple bottom line: Telework and the environment
Authors: Allenby Brad , Richards Deanna J.
Published: February 2007

The “triple bottom line” approach emphasizes not only economic goals, but social and environmental objectives as well. The “telework” option—in which employees work from home or a satellite office rather than from a central location—would appear to advance all three of these aims. But a close look at the specifics of teleworking makes clear that more data are needed to determine its ultimate impact. Moreover, despite its apparent advantages, teleworking is gaining acceptance less quickly than might be expected. For these reasons, telework offers a fascinating case study in the difficulties of applying the triple bottom line concept.© 1999 John Wiley & Sons, Inc.
Green design tools for environmental management
Authors: Conway‐Schempf Noellette , Lave Lester B.
Published: February 2007

Carnegie Mellon University's Green Design Initiative develops tools that environmental managers and decision makers can use to address real‐world environmental issues. The initiative focuses on creating tools that are easy to use and that help companies prevent waste and pollution before they start.© 1999 John Wiley & Sons, Inc.
The benefits of proactive environmental quality: Tips from a successful small business
Authors: Johnson Denton R.
Published: February 2007

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.
Highlights from a new utility industry environmental research report
Authors: Levinson Jonathan
Published: February 2007

Environmental Information Services (EIS) publishes detailed reports and offers custom research related to the full spectrum of environmental issues facing corporations. This article highlights key sections from EIS's new Utility Industry 1999 Environmental Research Report.© 1999 John Wiley & Sons, Inc.