摘要:

AbstractThis article draws upon the draft report (prepared with the contractor assistance of DPRA Inc., Arlington, VA) dated December 1993 summarizing public comment on the Environmental Leadership Program proposal; the final report is available from EPA's Pollution Prevention Information Clearinghouse, 202–260–1023. All written public comments and the transcript of the May 6, 1993 public meeting are on file with the Environmental Leadership Prog

ISSN:1088-1913    

DOI:10.1002/tqem.3310030402

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

年代:1994

数据来源: WILEY

摘要:

AbstractWhat do General Motors and Ben and Jerry's Homemade Ice Cream have in common? Both companies have endorsed the CERES principles, a model corporate code of environmental conduct developed by the Coalition for Environmentally Responsible Economies (CERES). This model code generally goes well beyond what is now typically required of industry to maintain compliance with already stringent requirements established by regulatory agencies.And the CERES principles are not the only game in town. Many other environmental initiatives have surfaced both in the United States and abroad over the past few years. This article discusses six sets of current initiatives and provides managers with a vital tool for discussing these initiatives with top management and others throughout their organizations.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030403

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

年代:1994

数据来源: WILEY

摘要:

AbstractEG&G is a Fortune 200 company with annual sales of $2.7 billion. It designs and manufactures laboratory and field‐test instruments and electronic and mechanical components for commercial customers. EG&G provides systems engineering, precision component manufacturing, and test‐site operating and management services to many government agencies and laboratories. It employs 34,000 people worldwide.Recognizing the need to improve its business practices as they related to environmental excellence, EG&G initiated policies, procedures, and programs to establish itself as an environmentally responsible company. Waste reduction was designated priority number one in EGG's environmental program. Our major customers are also making waste reduction a high visibility program. For example, on August 3, 1993, the president signed Executive Order 12856 making pollution prevention at federal facilities a goal of this administration. This article describes the EG&G Waste Reduction Pays (WARP) program, developed for use by all its operating entities, and why it is a model program to implement Executive Order 12856. It also depicts how the implementation of the program at federal facilities differs, in some respects, from that at other EG&G operating un

ISSN:1088-1913    

DOI:10.1002/tqem.3310030404

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

年代:1994

数据来源: WILEY

摘要:

AbstractEnvironmental advocates, as well as the environmental professionals in industry, are exploring a new opportunity to motivate improvements to environmental management systems. This new opportunity arises from the possible link between environmental excellence and competitive advantage. When this link exists in a given industry or market, the business person's enthusiasm for environmental initiatives is much greater. However, this link is not present unless a company's key customers consider environmental performance and product environmental characteristics when making purchasing decisions. There are a number of reasons to pursue environmental excellence, but it is not correct to assume that competitive advantage will automatically occur.This article discusses the conditions that are necessary to achieve the link between environmental excellence and competitive advantage. Whirlpool's success in winning the $30 million Super Efficient Refrigeration Program (SERP) competition will also be discussed as a test case for determining whether environmental excellence can lead to competitive advantage in the appliance industry.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030405

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

年代:1994

数据来源: WILEY

摘要:

AbstractThis article presents information on Duke Power Company's environmental leadership strategic measures, targets, and results. Information is presented on how each measure is defined, how progress is measured and reported, what behavior changes have been observed, the results achieved, and what challenges are foreseen in the future.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030406

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

年代:1994

数据来源: WILEY

摘要:

AbstractAs Total Quality Management (TQM) has become an important concept in learning how to manage environmental, health, and safety audit programs more effectively, an especially useful. TQM tool has been competitive benchmarking. Companies are using benchmarking studies to identify “best practices” that could be incorporated into their programs. In conducting benchmarking studies, evaluators often also identify the biggest common challenges facing audit program managers.This article discusses these best practices and biggest challenges associated with environmental audit programs. The conclusions are based on a number of benchmarking studies and third‐party evaluations of corporate audit programs. As the sources are necessarily limited to the author's own experiences, there are no doubt many other specific best practices that are not discussed in this article. These will surface over

ISSN:1088-1913    

DOI:10.1002/tqem.3310030407

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

年代:1994

数据来源: WILEY

摘要:

AbstractWhile some companies have established scoring systems within their audit programs, few utilize the full potential for measurement of the information gathered and subsequently produced from audits. In this article, the use of a computerized tracking system developed and used by Browning‐Ferris Industries is discussed, along with a data report that details the completion of audit items and helps assure that action plans resulting from environmental audits are completed. This and other summary reports from the computer tracking system have provided meaningful measures of individual facilities' and overall company performanc

ISSN:1088-1913    

DOI:10.1002/tqem.3310030408

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

年代:1994

数据来源: WILEY

摘要:

AbstractOne of the most important challenges facing business is shaping the role of senior management in corporate environmental performance. In some leading companies, the CEO or chairman takes the initiative to carefully define his or her role because of a strong personal commitment, a keen grasp of the business incentives, in response to past problems, or because of a combination of these. In other companies, even where corporate policies genuinely support and promote corporate environmental, health, and safety programs, there may still be inaction or reluctance on the part of top management to participate or get involved. This management posture may work for a few more years, but no longer than that—and could quickly become a major detriment to any company's ongoing market success or viability.This article will focus on a strategy for getting top management involved in your company's programs and, where they are already involved, for sharing some insights we have gained from our work with a number of companies where top management has taken a strong role in environmental issues and has established precedence for what can work wel

ISSN:1088-1913    

DOI:10.1002/tqem.3310030409

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

年代:1994

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310030410

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

年代:1994

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310030411

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

年代:1994

数据来源: WILEY