摘要:

AbstractMultinational corporations are facing increasing pressures and finding stronger incentives to integrate environmental management into their overall business strategies. National and local environmental regulations are becoming more stringent in Europe, Japan, East and Southeast Asia, Latin America, and many developing countries, and international voluntary standards of environmental management are being endorsed by a growing number of governments. Multinational firms are embracing these standards not only to assure the public of their concern for environmental protection, but also to enhance their competitiveness in international markets. The British Standard 7750, the European Eco‐Management and Audit Scheme (EMAS), and the ISO 14000 series are setting new guidelines for effective corporate environmental management. Beyond complying with local and national laws, corporations now have wider latitude in how they adapt their business practices to these emerging environmental management standards.In order to capitalize on that creative latitude, companies must have corporate cultures and internal management systems that allow them to respond quickly and effectively to changing environmental requirements. Exemplary corporate environmental performance is usually related to strong and progressive leadership, a culture that recognizes the importance of environmental protection, and the willingness to operate by quality‐based management principles.This article describes how one international corporation, Sonoco, in responding successfully to changing environmental pressures to reclaim and recycle its products in the wake of the solid waste crisis in the United States and more stringent environmental regulations in Europe, used its management competencies and corporate culture to turn what could have been serious barriers to expansion of its core businesses into new opportunities. By adopting a bold materials reclamation program, Sonoco was able to overcome potential limitations on its operations in the United States and abroad and to develop new business segments that benefited the company and the environm

ISSN:1088-1913    

DOI:10.1002/tqem.3310060402

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractToday, environmental managers are learning new ways of adding value to their organizations. Before, the environmental department was an overhead expense—an indirect support group required for complying with burdensome regulations. Now, such departments add insights and value during strategic planning sessions, identify efficiency improvement opportunities, provide a superior return on investment, and—bottom line—improve profits. The primary approach to meeting the challenge is a new environmental management system (EMS) that identifies, measures, and manages a diverse set of internal and external customer needs. These needs include environmental cleanups, regulatory compliance, pollution prevention, and design for the environment—and each represents a potential improvement opportunity. Unfortunately, most organizations have so many such needs that all cannot be addressed at once, given the resource constraints of a competitive business climate. Thus, priority is a key concept of an effective EMS. This article describes an innovative application of consensus‐building tools that quickly identify and set priorities for diverse environmental programs. The article also shows how appropriate performance measures will align these programs with corporate goals and o

ISSN:1088-1913    

DOI:10.1002/tqem.3310060403

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractNSF International has recently developed and published Environmental Management Systems: An Implementation Guide for Small and Medium‐Sized Organizations, which was created to help smaller organizations develop and implement environmental management systems (EMSs). The development of the guide was funded through a grant from the U.S. EPA. Using the international EMS series standards—14001—as a model, this manual provides over 150 pages of descriptive explanations, illustrations, examples of EMS elements (e.g., policies), and sample worksheets, forms, and procedures to assist organizations with implementation. The following is an introductory excerpt this valuable guide intended for MES implementors of small and medium‐sized companies leading their EMS development

ISSN:1088-1913    

DOI:10.1002/tqem.3310060404

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

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.

ISSN:1088-1913    

DOI:10.1002/tqem.3310060405

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

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

ISSN:1088-1913    

DOI:10.1002/tqem.3310060406

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

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 petroleum 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., worldwide revenues per company). This as well as detailed environmental policy and program data on each company can be obtained from EIS. EIS reports help companies of all sizes benchmark their environmental performance and quality improvement efforts.

ISSN:1088-1913    

DOI:10.1002/tqem.3310060407

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractAt long last, the ISO 14000 environmental auditing guidelines have been issued in final form and have been accepted in the United States and elsewhere as official national standards. The auditing guidelines consist of:Guidelines for environmental auditing—General principles (ISO 14010: 1996(E))Guidelines for environmental auditing—Audit procedures—Auditing of environmental management systems (ISO 14011: 1996(E))Guidelines for environmental auditing—Qualification criteria for environmental auditors (ISO 14012: 1996(E))Unlike the environmental management system (EMS) standard (ISO 14001), the auditing guidelines are just that, guidelines. The ISO 14000 auditing guidelines are not long documents: ISO 14010 is three pages, ISO 14011 is five pages and ISO 14012 is thre

ISSN:1088-1913    

DOI:10.1002/tqem.3310060408

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

摘要:

AbstractEnvironmental program and audit procedures primarily focus on solving perceived immediate problems and do not provide a context within which to evaluate the work and its importance for the decision maker. Outcome evaluation offers a theory‐based model for designing long‐term solutions based on stakeholder expectation and, ultimately, ownership of the performance changes. Problem identification as well as the development of actions and their measurement are done with the full participation of those responsible for the implementation of the changes. Ownership of the results is reinforced and, significantly, the decision maker and other interested parties can measure the value or the importance of the work. This article describes how outcome evaluation can be an important tool for federal environmental managers who must respond to the Government Performance and Results Act (1993) and privatesector companies. Used in combination with traditional environmental practices, outcome evaluation can contribute to both the design and the implementation of a successful environmental management prog

ISSN:1088-1913    

DOI:10.1002/tqem.3310060409

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310060410

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310060411

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1997

数据来源: WILEY