bluuebunny/crossref_metadata_2025_split huggingface dataset:
Strengthening business with a new vision at avery dennison
Authors: Fear James E. 
Published: February 2007

AbstractThis 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

AbstractIn 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

AbstractTwo 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

AbstractProducts 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

AbstractIn 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

AbstractIn 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

AbstractEcological 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

AbstractEthical, 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

AbstractThere 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

AbstractThis 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

AbstractBased 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

AbstractAwareness 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

AbstractThe 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

AbstractThe 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

AbstractInterviews 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

AbstractIn 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

AbstractAn 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

AbstractConventional 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

AbstractThis 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

AbstractEnvironmental 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.
Implementing an environmental business strategy: A step‐by‐step guide
Authors: Stock Glenn G. , Hanna James L. , Edwards Melinda Hulsey 
Published: February 2007

AbstractWith 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

AbstractEnvironmental 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

AbstractIn 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.