bluuebunny/crossref_metadata_2025_split huggingface dataset:
Making sense of environmental accounting
Authors: Bailey Paul E. , Soyka Peter A. 
Published: February 2007

AbstractMuch 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.
An introduction to reverse logistics for environmental management: A new system to support sustainability and profitability
Authors: Giuntini Ron 
Published: February 2007

AbstractThe private‐sector marketplace has identified the reengineering of the structure and management of the supply chain as a great untapped business opportunity. In traditional supply chains poorly structured operational and financial decision making institutionalized the poor management of material resources. This nonoptimized management process results in the generation of impaired material resources, which leads to solid and hazardous waste, as well as additional operating costs throughout the supply chain.The way in which the marketplace is addressing the issue of impaired material resources is by transferring the ownership and liability of impaired resources from the customer back to the supplier. The marketplace is also implicitly saying that the supplier must redesign its products to eliminate/minimize waste, or if the supplier fails to accomplish this goal, the supplier will be forced to absorb the costs associated with managing impaired material resources. The ramifications of this change are truly of historical proportions. The utility of a material resource to create wealth has throughout the centuries almost always required its ownership. Ownership has also denoted that the owner accept any liabilities created by the material resource. This is now all about to change.To support this change, a vastly expanded infrastructure and new management systems will have to be developed. This article shows how to manage the supply chain and impaired material resources. The new system that will operationally and financially manage these changes as well as create new organizational decision‐making drivers is Reverse Logistics Management (RLM).
Weyerhaeuser implements new chemical management program
Authors: Loren James 
Published: February 2007

AbstractWeyerhaeuser is one of the largest forest products companies in the world, with extensive business holdings in timberland, pulp, paper, packaging, recycling, wood products, and real estate. Process chemical management issues of its major manufacturing pollutants have been continually addressed at its 200 locations throughout North America. Still, the company needed to expand its management focus to the cleaners, paints, and other chemical‐based supplies that it used. This article describes how Weyerhaeuser initiated a corporate‐wide chemical management program, secured senior management backing and funding, and is now in the midst of achieving broad‐based employee buy‐in for full implementation.
Environmental performance indicators for enhancing environmental management
Authors: Metcalf Kim R. , Williams Phillip L. , Minter J. Robert , Hobson Chris M. 
Published: February 2007

AbstractTraditionally, environmental issues and concerns have been viewed as a constraint to businesses. This has resulted in environmental managers relying heavily on a reactive, compliance‐based approach to justify change. Businesses are now recognizing that efficient management in the environmental arena can benefit the entire company and open new opportunities for increased profits. Managers have acknowledged that environmental issues can be integrated into daily business trends and activities. Not only does sound environmental management decrease liability, but also in current markets a “green” image can attract investors and customers. This article shows how one tool that progressive companies are focusing attention on—environmental performance indicators—is being used to convey the current status of environmental issues and improve the management of these issues for the benefit of the company as well as the environment.
Environmental business management practices for a new age
Authors: Ferrone Bob 
Published: February 2007

AbstractAt the end of the 20th century, business finds itself in a period of transformation and a new emphasis on environmentally responsible practices. Leading‐edge companies are now integrating environmental concerns into everyday business activities. Competitive issues, which led to the formation of just‐in‐time production processes, are now forcing companies to better understand their effects on the environment. Business leaders must now look at environmental issues as opportunities, not burdens. With innovative use of “industrial ecology,” companies can set the stage for long‐term growth into the next century.“Business men go down with their businesses because they like the old way so well they cannot bring themselves to change.” Henry Ford.
Achieving eco‐efficiency through design for environment
Authors: Fiksel Joseph 
Published: February 2007

Abstract“Eco‐efficiency” is a term that does not yet appear in dictionaries but has already gained considerable force in shaping the environmental policies and practices of leading corporations. The Business Council on Sustainable Development (BCSD) sounded a trumpet call with their 1992 manifesto, “Changing Course.” Due to the credibility of the companies that constitute BCSD's membership—including Dow Chemical, 3M, Northern Telecom, Ciba‐Geigy, Volkswagen, Nissan, Mitsubishi, and many others—their message has had a substantial influence on the strategic thinking of company executives around the world, BCSD's concept of eco‐efficiency suggests an important link between resource efficiency (which leads to productivity and profitability) and environmental responsibility.Eco‐efficiency makes business sense. By eliminating waste and using resources wisely, eco‐efficient companies reduce costs and become more competitive. As environmental performance standards become commonplace, eco‐efficient companies will be at an advantage for penetrating new markets and increasing their share of existing markets. This article describes the business practices companies are adopting to increase their eco‐efficiency and improve their competitive advantage.“Corporations that achieve ever more efficiency while preventing pollution through good housekeeping, materials substitution, cleaner technologies, and cleaner products and that strive for more efficient use and recovery of resources can be called eco‐efficient.” Declaration of the Business Council on Sustainable Development, 1992.
Using new LCA performance metrics: Getting the most out of your EMS
Authors: Brown Linda G. , Ward Rebecca , Titus Eric 
Published: February 2007

AbstractThe environmental effects of industrial operations, primarily a matter of regulatory compliance in the past, are now a matter for marketplace scrutiny. Competitiveness in the global marketplace increasingly depends on demonstrating effective environmental management and product design to purchasers of products and services, whether those buyers are secondary manufacturers, retailers, government agencies, or consumers. One key to future marketplace success, therefore, lies in developing mechanisms to evaluate environmental impacts, implement improvement strategies, and communicate environmental performance and improvements to stakeholder audiences. Companies stand to gain from these actions in real financial terms—through improved production and operating efficiencies, reduced liability exposure, enhanced customer relations, and increased business opportunities. This article provides a description of quantitative technical tools that can be used to manage company environmental performance and achieve both internal improvement objectives and external marketplace goals.
Improving environmental management with full environmental cost accounting
Authors: Epstein Marc J. 
Published: February 2007

AbstractBased on the most comprehensive field research ever conducted in corporate environmental management, this article reports on the integration of environmental impacts into product costing and cost management practices in organizations. It examines approaches for identifying and tracking current environmental costs related to both current and past production. It also develops the need and prospects for a complete analysis of future environmental impacts, including both costs and benefits, and the integration of these elements into a life‐cycle costing or full environmental cost accounting model. The prospects for full environmental cost accounting and the related accounting issues are analyzed. Finally, the importance of full environmental cost accounting for improving corporate environmental performance, reducing corporate environmental impacts, and increasing long‐term corporate profitability is discussed.
The value of “EHS auditing” in the United States: Making sense out of the current chaos
Authors: Balikov Henry R. 
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, 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. This article places the escalating calls for audit protection in a proper context.
Should ISO 14000 be linked with ISO 9000?
Authors: Cichowicz Judith A. 
Published: February 2007

AbstractThe ISO 9000 standards address the structure of quality management systems, which provide a specified level of quality performance to consumers. Organizations that link ISO 9000 and 14000 can develop a consistent, cost‐effective management system. This article discusses the cost factors that affect a decision to implement management systems, the linkages between the two ISO standards, and some real‐life examples of how these linkages are achieved.
ISO 14001: A systems approach to managing environmental risk
Authors: Camarota Anton G. , Dymond Mary S. 
Published: February 2007

AbstractThe field of environmental risk management is relatively new and has developed rapidly over the past several years. There has been, however, a significant lack of integration of seemingly dissimilar disciplines into a meaningful context for top management risk decisions—until now. A new holistic approach, centered on the ISO 14001 standard for environmental management systems, addresses many of the issues that have kept environmental risk management focused on technical rather than strategic issues.This article describes the risk management process, illustrates how the ISO 14001 standard can be used by organizations to integrate and assess technical environmental information, and shows how to place this information in a strategic risk management context. It also explains how key ISO 14001 concepts such as policy implementation, operational control, and continuous improvement form the basis of a systems approach, and why the systems approach is the preferred, cost‐effective structure for controlling environmental risk.
Comparing EQM practices of small and large companies
Authors: Kiel David H. 
Published: February 2007

AbstractThere is some concern in the environmental quality management (EQM) community that small and mid‐sized companies do not have the technical, economic, and personnel resources or expertise to carry out significant programs of pollution prevention or waste reduction in the way that large corporations do. Thus, a very significant proportion of the economy may not be contributing to or benefiting from EQM approaches. This article begins to clarify what small and mid‐sized companies that are committed to EQM can actually do and how this compares with the efforts of larger plants or plants operated as part of large multiplant corporations.
Myths and realities of the “new” green economy
Authors: Hartman Harvey 
Published: February 2007

AbstractThis article details new research showing that the majority of U.S. consumers have strong inclinations to buy earth‐sustainable food products. Contrary to prevailing beliefs in the industry, the market potential for these products is enormous—52 percent of consumers are willing to buy “green,” and nearly one‐third (30 percent) can actually be considered as the core market for earth‐sustainable food products. Yet these products currently represent only 2 percent of all food sales. This immense gap can be eliminated by turning our focus from supply (an endless stream of new product introductions) to demand (the needs of the consumer). Doing so requires a clear understanding of the consumer and the dispelling of several myths that pervade the marketplace today.Information in this article was taken from Phase 1 of The Hartman Report—Food and the Environment: A Consumer's Perspective, which examines the consumer segments in much more detail with regard to attitudinal, demographic, and psychographic profiles. The report was commissioned, in part, by The Kellogg Foundation, The Food Alliance, and Cascadian Farm. Phase II of the research more closely examines those segments that represent the key target markets for these products, including information on the effects of advertising, public relations, and labels in communicating environmentally sustainable product messages. Phase III will develop specific retail tactics that can be effective in delivering products and services to the most important segments. For information on obtaining a copy of the report, contact The Hartman Group at 206–451–9094.
Achieving competitive advantage through product stewardship and LCA
Authors: Veroutis Agis D. , Ullman Andrew L. , Fava James A. , Steinmetz Daniel C. , Kerfoot Edward J. 
Published: February 2007

AbstractCompanies have achieved competitive advantage by expanding the boundaries of their concern beyond the product life‐cycle stage that they directly control. By using product stewardship and life‐cycle information, coupled with business analysis, companies can successfully outperform their competitors by improving their product or product system by reducing costs, increasing revenue, reducing liabilities, and enhancing their image. Life‐cycle information and its use within a product stewardship management framework goes beyond traditional life‐cycle applications. Used wisely, it can help companies establish a sustainable framework for long‐term success.
Justifying the cost of EMIS: Piloting lessons from Rhone‐Poulenc
Authors: Dray Jim , Heptinstall James W. 
Published: February 2007

AbstractTwo 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.
Demystifying the EMIS purchasing process and decisions: Look (and plan) before you leap
Authors: Brown Howard J. , Larson Timothy J. 
Published: February 2007

AbstractThe proliferation of environmental, health, and safety regulations in recent years has increased the complexity and cost of regulatory compliance for companies. In response to the growing complexities of environmental management, many firms are turning to information systems for tracking, managing, and automating their environmental activities and information. An environmental management information system (EMIS), however, is not an end in itself. A successful EMIS supports and facilitates the integration of environmental management into business functions. Effective planning is essential for placing short‐term information system development in the context of a long‐range comprehensive environmental management strategy.This article presents specific pitfalls to avoid when purchasing environmental management software. Numerous companies have discovered that the true costs of EMIS implementation stem from the political and organizational costs of getting employees to use systems, particularly when they require alterations in existing work processes. The up‐front purchase price often represents less than 50 percent of the total system implementation cost. Failure to adequately research and plan frequently results in costly training, high modification or user fees, incompatibilities with other applications, or vendor dependence. The article then discusses the range of options in the EMIS marketplace and offers many practical suggestions to approach and plan effective implementation of an EMIS.
The computers and electronics industry alternative system of environmental protection: A new pilot program
Authors: Karlenzig Warren 
Published: February 2007

AbstractNew systems approaches by the U.S. Environmental Protection Agency (EPA) have attempted to prevent and limit environmental damages through multimedia management of resources, energy, and environmental impacts, while engaging communities, environmental groups, facilities, industries, states, and local agencies. Collectively these diverse interests have begun to partner with corporate management to work toward a shared vision of how multimedia management and multistakeholder participation can best evolve in concert with environmental management system approaches.This article analyzes one industry‐specific program under the Common Sense Initiative, called an Alternative System of Environmental Protection (ASEP) for the Computers and Electronics Subcommittee. The significance of this working group's attempt to increase regulatory flexibility lies in its collective establishment of an alternative regulatory framework for an entire industry. Contrary to many other EPA single‐facility pilot programs, this method cuts across the entire computer and electronics industry. The group hopes to achieve sector‐wide regulatory improvements through a process providing funding for shared research, dynamic feedback, and technical assistance, while engaging in multistakeholder relationships with communities, workers, local governmental agencies, and other stakeholders.
Building and managing new compliance delivery systems
Authors: Smith Scott A. 
Published: February 2007

AbstractCompanies today are continuously improving their efforts to incorporate an environmental management system (EMS) in their everyday operations and work practices, with an emphasis on identifying and reducing risks. Risks may include the cost of enforcement penalties, potential workplace dangers to employees, or cleanup liabilities due to past or present practices. Environmental auditing is an effective tool commonly used to enhance an EMS. Typically, there are two levels of auditing: (1) a review of management systems and (2) a review of compliance with regulatory requirements. There is yet another intermediate level of auditing that is more focused than management systems or compliance audits—compliance delivery systems (CDS) audits. This article examines the elements making up these systems for improving compliance performance and provides a „ready to use”︁ checklist of items for managers to begin implementation.
Case study: Improving environmental management at Rhodia's Paulínia, Brazil chemical facility
Authors: Kruglianskas Isak 
Published: February 2007

AbstractAt the end of 1995, Lisě Monteiro, the engineer responsible for Industrial Security and the Environment at Rhodia, was seeking possible improvements that could be introduced into the company's environmental practices. He had noticed that one of the company's industrial units, the Adipic Acid Department at the Paulínia Chemical Plant complex, was getting good results in its efforts to control environmental pollution. An outside consultant was brought in to examine the department in greater depth to see what lessons might be learned from their experience that would help Rhodia improve its managerial procedures. This article details how this plant improved its environmental performance with many quality initiatives.
Designing metrics that fit: Rethinking corporate environmental performance measurement systems
Authors: Larson Timothy J. , Brown Howard J. 
Published: February 2007

AbstractIf you don't measure it, you can't manage it. Over the past decade, many companies have recognized this need to track environmental performance. Failure to plan metrics systems to fit organizational needs, work flows, and culture has left many companies with costly and ineffective environmental performance measurement systems. This article presents numerous practical steps for designing effective metrics systems which avoid common pitfalls.
Strategic environmental management in Pennsylvania—new tools for moving beyond compliance
Authors:   Pennsylvania Department of Environmental Protection
Published: February 2007

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