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Environmental Management Systems (environmental + management_system)
Selected AbstractsENVIRONMENTAL MANAGEMENT AND OPERATIONS: INTRODUCTION TO PART 2 (INTEGRATING OPERATIONS AND ENVIRONMENTAL MANAGEMENT SYSTEMS)PRODUCTION AND OPERATIONS MANAGEMENT, Issue 3 2001CHARLES J. CORBETT No abstract is available for this article. [source] Environmental management codes and continuous environmental improvements: insights from the chemical industryBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2001Barry D. Solomon The chemical industry has the highest quantity of toxic releases and hazardous waste generation in the US. We present survey results that examined compliance with seven major environmental statutes at small and medium-sized chemical facilities. This survey was designed to complement the findings of the US Environmental Protection Agency/Chemical Manufacturers Association ,Root Cause' survey, which attempted to determine reasons for environmental noncompliance at large chemical facilities. Results of our study indicated that 30% of the respondents did not have an Environmental Management System in place, including Responsible Care, even though Responsible Care is required for active membership in their trade association. Also, survey respondents looked beyond their own facility for meeting their compliance assistance needs. Statistical analysis of the results showed that for six of seven environmental laws examined, company size had a statistically significant correlation with awareness of compliance requirements. Only in the case of one major environmental statute was the hypothesized relationship not statistically significant. The results point to the need for trade associations, state and federal government and management to devote additional resources to improving environmental compliance for smaller chemical companies. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment [source] The role of accounting and the accountant in the environmental management systemBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2001Trevor D. Wilmshurst This paper explores the role of accounting and the accountant in the Environmental Management System (EMS). This study was founded on a postal survey of chief executive officers (CEOs) and chief financial officers (CFOs) from the top 500 listed Australian companies. From responses to the surveys, this paper firstly documents the adoption of environmental accounting processes by respondent companies and secondly management attitudes as to the role of environmental accounting in these companies. The senior executives responding to the survey suggest that they believe the environment is an important issue, and recognize the need for a business response. However, there appeared to be limited participation of the accountant in the EMS, which suggests there is a gap between the aggregate observations of this sample and literature support with respect to the role of environmental accounting. It is suggested that this might reflect a lack of understanding of the potential role accounting and the accountant could (and arguably should) play as a member of the EMS team. It is the intention of this paper to provide some input to enhance an understanding of the potential and important role accounting and the accountant could play in the EMS. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment [source] Networks as a means of supporting the adoption of organizational innovations in SMEs: the case of Environmental Management Systems (EMSs) based on ISO 14001CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2007Fawzi Halila Abstract In spite of their large numbers, most SMEs have little knowledge of or interest in environmental questions and generally have difficulties when it comes to integrating environmental aspects into their activities. One way for SMEs to shift from a reactive to a proactive environmental behavior is to adopt environmental innovations. Environmental innovations consist of new or modified processes, techniques, practices, systems and products to avoid or reduce environmental harms. In this study, I focus on a particular type of innovation: organizational environmental innovations, such as an EMS in accordance with ISO 14001. ,,One objective of this study was to understand and describe how SMEs can use a network as a basis for initiating environmental work. Another objective was to develop a model that can be used as a guideline for the adoption of an ISO 14001 EMS by SMEs collaborating in a network. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Environmental Management Systems A Partner for Industrial Ecology?JOURNAL OF INDUSTRIAL ECOLOGY, Issue 1 2001John R. Ehrenfeld [source] Contrasting Institutional and Performance Accounts of Environmental Management Systems: Three Case Studies in the UK Water & Sewerage Industry*JOURNAL OF MANAGEMENT STUDIES, Issue 4 2007Anja Schaefer abstract This paper presents results from a longitudinal, qualitative study into the adoption of environmental management systems (EMS) in three companies in the UK water & sewerage industry. Based on institutional theory and the literature on EMS, four factors related to the adoption of EMS are identified: external and internal institutional forces, environmental performance issues, and economic performance issues. While previous literature has often assumed a balance of performance and institutional factors or a preponderance of performance factors, the results of this study indicate that institutional forces are the predominant drivers. The results further indicate that environmental performance issues become less important over time, whereas institutional drivers and economic performance rationales increase in importance over time. While conforming to institutional pressures can result in improved economic performance of a company, adoption of environmental management systems mostly on the basis of institutional and economic factors has wider repercussions for the state of corporate environmental management and progress towards greater ecological sustainability of business. [source] Environmental management systems: How successful are they?ENVIRONMENTAL QUALITY MANAGEMENT, Issue 3 2005Kathleen Gibson First page of article [source] Environmental management systems and green supply chain management: complements for sustainability?BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 1 2008Nicole Darnall Abstract Some researchers question the legitimacy of EMSs since organizations can claim to have one when in fact they make no attempt to reduce their environmental harm. In instances where EMSs enhance an organization's environmental performance, critics argue that improvements are likely to occur within the organization's operational boundaries rather than being extended throughout the supply chain. However, previous research suggests that the organizational capabilities required to adopt an EMS may facilitate GSCM implementation and the institutional pressures to adopt both management practices are similar. Consequently, EMS adopters may have a greater propensity to expand their focus beyond their organizational boundaries and utilize GSCM practices to minimize system-wide environmental impacts. This research illuminates the debate by empirically evaluating the relationship between EMS and GSCM practices. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] New instruments , old practices?BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2006The implications of environmental management systems, extended producer responsibility for design for the environment Abstract As the focus of environmental policy and management is shifting from cleaner production at the process level towards greener products, there is a need for new kinds of policy instruments and initiatives. Environmental management systems (EMSs) and extended producer responsibility (EPR) systems are efforts to overcome the limitations of the traditional regulatory approach. In this paper, I illustrate how EMSs and EPR systems have influenced the emergence of greener products in three case companies. These case studies are complemented by results from a survey on design for the environment in the electrical and electronics industry. Both the case studies and the survey indicate that the linkage between EMSs and product development is weak or completely missing. Therefore, the mere existence of an EMS can hardly be used as a convincing indicator of the implementation of an environmentally friendly design process. The results regarding the EPR systems are more positive. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Environmental management systems, communicative action and organizational learningBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2002Fredrik Burström von Malmborg In recent years, an increasing number of private as well as public organizations have been engaged with implementation and use of environmental management systems (EMSs). This raises questions as to the reasons for implementing an EMS and, not least, about the roles and contributions of an EMS in an organization. Based in particular on research on contemporary municipal environmental management in Sweden, and also drawing on EMS research and experiences in other countries, this paper argues that an EMS may be understood not only as a technical tool for analytical management, as is traditionally done, but also as a tool for communicative action and organizational learning. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment. [source] The impact of operational characteristics on firms' EMS decisions: strategic adoption of ISO 14001 certificationsCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2010Takuya Takahashi Abstract Firms choose to seek environmental management system (EMS) certifications such as ISO 14001 for a variety of reasons. In this paper we put forward a hypothesis that firms seek ISO 14001 certifications for their establishments when their operations involve low degrees of complexity. Another hypothesis we consider is that firms facing more uncertainty in their operations (and hence more risk) seek ISO 14001 certifications. These hypotheses have not been yet addressed in the literature and are of particular interest to business managers and policymakers. We empirically test these hypotheses using probit and duration models using matched establishment,firm,industry data for large Japanese manufacturers. Our findings support the first as well as the second hypotheses. This suggests that firms tend to certify more routine and less complex operations first, and that firms use ISO 14001 certifications as an insurance scheme. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] The ,pros' and ,cons' of joint EMS and group certification: a Swedish case studyCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2007Thomas Zobel Abstract Small and medium-sized enterprises (SMEs) are collectively responsible for a significant portion of the total environmental burden worldwide. A common tool used by SMEs to improve their environmental performance is the environmental management system (EMS), which has the disadvantage that it has been developed with larger organizations in mind. A common approach used by Swedish SMEs to facilitate the implementation of an EMS is joint EMS and group certification. This paper evaluates this approach by means of a case study. It is found that the approach is effective for small and micro-sized companies in achieving ISO 14001 certification as fast and cost effectively as possible. A few short cuts including joint environmental policy and objectives and insufficient environmental organization are however threatening to undermine the trustworthiness of the approach. Notwithstanding these flaws, however, it must be concluded that the joint EMS approach is a good alternative for small and micro-sized companies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Effective Communication in Environmental ManagementENVIRONMENTAL QUALITY MANAGEMENT, Issue 1 2001Kevin J. Sobnosky Communication is the glue that holds together the elements of an environmental management system. This article offers some practical tips on how to ensure that your environmental communication system is doing the job you want it to. © 2001 John Wiley & Sons, Inc. [source] Operational cost savings in dairy plant water usage,INTERNATIONAL JOURNAL OF DAIRY TECHNOLOGY, Issue 2 2006P J WILLIAMS Public awareness and concern over food safety, together with intensified regulatory control over the impact of food processing operations on the environment, present new challenges to the industry. This paper outlines a systematic approach to water management that addresses both cost-reduction strategies and environmental performance improvement, which can enhance industry image while maintaining product and brand integrity. Many companies already operate a well-defined environmental management system (EMS), and some have already sought accreditation to ISO 14001. However, the implementation of, among others, the Integrated Pollution Prevention and Control (IPPC) Directive, the Water Directive and the Climate Change Levy (CCL) are raising new and important questions. [source] ISO 14001 EMS standard registration decisions among Canadian organizationsAGRIBUSINESS : AN INTERNATIONAL JOURNAL, Issue 4 2003Emmanuel K. Yiridoe This study characterized the costs and benefits associated with adopting ISO 14001 environmental management system (EMS) standard, based on a survey of ISO 14001-registered organizations in Canada. Decision makers are contemplating whether it is necessary to register to one or more of the ISO and other international standards and, if so, which ones. Furthermore, an organization that has registered separate departments to different standards and contemplates integrating such standards across the different units may be interested in attributes of particular units that will facilitate integration. Discriminant analysis was conducted to characterize the factors that distinguish between organizations that adopted ISO 14001 alone (single standard), versus those that registered to ISO 14001 along with other quality, health, and safety standards (i.e., multiple standards). The most important factor that motivated adoption to ISO 14001 was to establish a positive environmental profile, thereby promoting goodwill and integrity. Internal factors tended to dominate the motivations for adopting ISO 14001, supporting the hypothesis that external benefits may not be fully realized due to market and policy failure. Internal costs associated with registration depended on the size of the organization and ranged, on average, from CND$17,000 (for organizations with less than 100 employees), to CND$42,000 (for organizations with more than 500 employees). External costs depended more on the type (i.e., sector of the Canadian economy) than on size of the organization. The most important variable that distinguished between Canadian organizations that adopted ISO 14001 alone versus those that adopted ISO 14001 and other standards was whether the organization had an international orientation, that is, those with more than 50% of services or exports to other countries. [EconLit citations: L150, L200, Q290]. © 2003 Wiley Periodicals, Inc. Agribusiness 19: 439,457, 2003. [source] Do stakeholder groups influence environmental management system development in the Dutch agri-food sector?BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2007Harry Bremmers Abstract This paper presents the results of a survey that included 492 companies in the Dutch agri-food sector with respect to the influence of stakeholder groups on the companies' level of environmental management system (EMS) implementation. It is concluded that primary stakeholders (government, clients) are more relevant for EMS development than secondary stakeholders (such as environmental organizations). The results suggest that small and medium-sized companies are able to accommodate to demands with respect to the implementation of internally oriented care systems (I-EMSs). I-EMSs focus at the single firm or location. In general, they are predominantly influenced by governmental and other ,non-commercial' stakeholder groups. For the implementation of externally oriented EMSs (E-EMSs), which focus on the supply chain and network, qualitative rather than quantitative relationship characteristics between companies and the government are important. Moreover, commercial stakeholder groups (such as suppliers, clients and competitors) influence E-EMS levels significantly. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Tracing business and environmental effects of environmental management systems,a study of networking small and medium-sized enterprises using a joint environmental management systemBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2003Jonas Ammenberg In Hackefors Industrial District in Sweden, 26 small and medium-sized enterprises (SMEs) have formed an environmental network and implemented a joint environmental management system (EMS) according to ISO 14001. Based on interviews with the environmental co-ordinators at these enterprises, the effects on business and environmental efforts and impacts are analysed. It can be concluded that the joint EMS has resulted in better relations with important stakeholders, such as existing and potential customers. For example, three-fifths said that their EMS had made it easier to receive a contract for the sale of products and services. Several environmental improvements have been observed and are presented in the paper, many of which are considered as consequences of the EMSs. Moreover, based on observations during the study, this paper discusses how boundaries and screening affect the connection between EMSs and environmental performance. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment [source] The role of accounting and the accountant in the environmental management systemBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2001Trevor D. Wilmshurst This paper explores the role of accounting and the accountant in the Environmental Management System (EMS). This study was founded on a postal survey of chief executive officers (CEOs) and chief financial officers (CFOs) from the top 500 listed Australian companies. From responses to the surveys, this paper firstly documents the adoption of environmental accounting processes by respondent companies and secondly management attitudes as to the role of environmental accounting in these companies. The senior executives responding to the survey suggest that they believe the environment is an important issue, and recognize the need for a business response. However, there appeared to be limited participation of the accountant in the EMS, which suggests there is a gap between the aggregate observations of this sample and literature support with respect to the role of environmental accounting. It is suggested that this might reflect a lack of understanding of the potential role accounting and the accountant could (and arguably should) play as a member of the EMS team. It is the intention of this paper to provide some input to enhance an understanding of the potential and important role accounting and the accountant could play in the EMS. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment [source] Strategic corporate environmental management within the South African automotive industry: motivations, benefits, hurdlesCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 6 2009Anderson Gwanyebit Kehbila Abstract This paper conveys the experiences of the South African automotive industry as it attempted to implement the ISO 14001 standard. Through a questionnaire-based survey, small and medium-sized enterprises (SMEs) as well as larger companies were asked about the key motivations for engaging in environmental change, the benefits accrued and the barriers that prevented them from doing so. This paper analyzes the variation in adoption rates in order to establish different relationships between them. The results reveal substantial differences and some similarities with regard to the hurdles, benefits and motivations behind the implementation of environmental management systems (EMSs) that are hidden behind corporate rhetoric and commitment to sustainability. This paper concludes by prescribing robust recommendations that would set off the pace for government officials to incorporate effective and realistic incentives into future policy to better encourage environmental compliance and improved performance while minimizing costs both to businesses and to the Government. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] Environmental supply chain management, ISO 14001 and RoHS.CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 6 2008How are small companies in the electronics sector managing? Abstract This study explores the use of environmental management systems for initiating and controlling environmental improvements in the context of supply chain cooperation. It examines how environmental requirements are reaching smaller companies in the electronics supply chain, especially in the light of recent legal changes such as enforcement of the RoHS Directive. It is based on qualitative interviews with environmental and purchasing managers of 21 small and medium-sized companies. The results point out a lack of significant drivers for these companies to implement proactive measures when dealing with environmental issues, owing to limited customer pressure. RoHS and legal compliance are the only environmental customer criteria to be met, while ISO 14001 works as an optional supplier selection criterion. In consequence, companies are not focusing on environmental work within their supply chains, and the potential of influencing the environmental profile of suppliers by shaping their ISO 14001 is not used. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source] Inter-organizational use of EMSs in supply chain management: some experiences from Poland and SwedenCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2008Dagmara Nawrocka Abstract The paper investigates the possibility of using environmental management systems (EMSs) as a tool for the environmental management of supply chains. Based on interviews with environmental managers of selected companies, the paper highlights the importance of taking a long-term perspective in terms of both the cooperation with suppliers and developing the supply chain perspective for EMSs. The role of cultural influence from foreign partner companies in building the proactive environmental focus and stimulating the spread of EMSs is underlined here. In addition, the paper looks at the development, use and control of supply chain environmental requirements and their possible integration into the buyer's and supplier's EMSs. Finally, important shortcomings of EMSs, such as the lack of enforcement forbearance and the credibility of ISO 14001 certification, are discussed. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] Connecting EIA to environmental management systems: lessons from industrial estate developments in EnglandCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 2 2007Paul Slinn Abstract This paper concerns the relationship between environmental assessment and environmental management systems in the context of recent industrial estate developments. Drawing on environmental statements and interviews with developers, an examination was carried out of the level of good practice in estate design and operation, and the way in which this was influenced by environmental impact assessment and environmental management systems. The study concludes that the environmental impact assessment system worked well within the context of land use planning, but that it failed to facilitate the planning of effective environmental management in practice, with the consequence that the projects examined failed to meet many of the good practice criteria against which they were tested. Finally, several recommendations are made to strengthen continuity between the two. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Adoption of voluntary environmental tools for sustainable tourism: analysing the experience of Spanish hotelsCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2006Silvia Ayuso Abstract Since the early 1990s, tourism companies, mostly hotel facilities, have undertaken different voluntary initiatives to show their commitment to sustainable tourism. Among the voluntary tools applied by the hotel industry, the most common are codes of conduct, best environmental practices, eco-labels, environmental management systems (EMSs) and environmental performance indicators. This article presents the findings of empirical research conducted with Spanish hotels that have adopted one or more of the existing environmental tools. Based on a qualitative exploration of perceptions and experiences of hotel managers applying these instruments, the general understanding of the concept of sustainable tourism is examined, and the practical application of different voluntary environmental instruments is analysed. In an attempt to interpret the facilitators and barriers reported by hotel companies, three interpretative approaches are combined to explain the selective adoption of environmental tools: the perspective of competitive advantages, the perspective of stakeholders' influence and the perspective of the human cognitive process. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Bureaucratization of environmental management and corporate greening: an empirical analysis of large manufacturing firms in JapanCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2005Takuya Takahashi Abstract We have used qualitative comparative analysis (QCA) to empirically investigate relationships between the organizational structure of environmental management within large Japanese manufacturing firms and their corporate greening processes. Three dimensions of bureaucratization (i.e., formalization, centralization and professionalization) were chosen as the independent variables. Measures of corporate greening, such as integration of environmental responses into general management, introduction of green technologies and transformation of corporate culture, were chosen as the dependent variables. Our sample consists of 193 firms obtained in a survey conducted in 1997. We find that bureaucratization of environmental management generally has a positive relationship with corporate greening and that the presence of one or two of the three dimensions of bureaucratization may be sufficient for corporate greening to implement certain greening measures. The relationship between bureaucratization and ISO 14001 environmental management systems (ISO 14001 EMSs) and limitations of EMSs are also discussed. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source] Development of the use of standardized environmental management systems (EMSs) in local authoritiesCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2005Sara Emilsson Abstract Local authorities have used EMSs to structure their environmental efforts for some time now, and this paper studies the development over time of the use of EMSs in some Swedish local authorities. The analyses depart from three development indicators: dissemination of the EMS work, the progress in the EMS cycle and the use of EMS standards. The results show that EMSs are more widely used within the local authorities today compared with a few years ago. Before, it was mainly the technical sector that was subject to EMS implementation, but today there is a stronger emphasis on the successfulness of EMS implementation in departments within the soft sector. The study also shows that local authorities have shifted from using ISO 14001 and/or EMAS to using less formal, often locally adapted and designed standards. The paper concludes by discussing the usefulness of standards for EMS implementation in local authorities. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source] Using environmental management systems to increase firms' competitivenessCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 2 2003Dr Gerusa Giménez Leal The traditional view that has predominated in the industrial world has been that of a total clash between economic activity and the protection of the environment. This perception has evolved somewhat and currently environmental considerations have become a fundamental part of business practices. The first step that may help organizations to face these new challenges lies in recognizing the competitive advantages that environmental management systems, EMSs, can bring. This article presents the findings of a recent survey of Spanish firms. The results suggest that a positive relationship exists between the effects of EMSs and improving firms' competitiveness. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment [source] On the concept of a universal audit of quality and environmental management systemsCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2002Stanislav Karapetrovic There is a definite trend in industry today toward the integration of internal management systems (MSs), including those for managing quality, environment, health and safety, and social accountability. The standards describing the minimum requirements for such systems have been made largely compatible, but are not yet fully aligned or integrated. Apart from several national standards for integrated quality, environment and safety MSs, the world has yet to see a corresponding and internationally accepted guideline. In contrast, integrative standardization activities in the realm of MS auditing are proceeding in full force, with the introduction of the pioneering ISO 19011 guideline for quality and environmental auditing expected soon. This paper focuses on the concepts, principles and practices of a truly generic audit, applicable for the evaluation of diverse aspects of organizational performance against the criteria stated in MS standards. A universal audit model based on the systems approach and several important questions regarding the compatibility and integration of the current auditing schemes are discussed. These issues include the ability of integrated audits to foster unification of supported MSs, as well as different strategies for the development of a universal audit guideline (UAG) and integration of function-specific audits. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment. [source] Emergency preparation and green engineering: Augmenting the environmental knowledge and assessment toolENVIRONMENTAL PROGRESS & SUSTAINABLE ENERGY, Issue 4 2009Clinton E. Whiteley Abstract As our society continues to better prepare itself to address biological, radiological, chemical, and environmental emergencies, there is a need for better and more readily available emergency planning information for program managers and military or business personnel. Incorporating an online hazardous materials (HAZMATs) and emergency planning tool into the Environmental Knowledge and Assessment Tool (EKAT: www.ekat-tool.com) would adequately fill that need. Although not yet fully functional, the project report that this manuscript is based on is available for viewing on the EKAT web site. The proposed online emergency preparation and green engineering (EPGE) tool would provide the user with information regarding links to local emergency response teams and resources, guides for developing emergency plans and reports, HAZMATs training information, case studies to illustrate HAZMAT situations, and the ability to judge the environmental greenness of chemicals. In this way, it will serve as a means of facilitating and educating individuals for best responses in an organized fashion. To address their environmental responsibilities, public and private organizations are adopting environmental management systems (EMS). The EPGE tool is used in conjunction with EMS to address sustainability. Currently, the creation of a comprehensive tool that identifies environmental, health, and safety concerns along with supplying relevant emergency data is applicable to any business or organization. It is designed to be used as a guide to characterize and solve the environmental issues that could affect any business. © 2009 American Institute of Chemical Engineers Environ Prog, 2009 [source] High-performance environmental management systems: Lessons learned from 250 visits at leadership facilitiesENVIRONMENTAL QUALITY MANAGEMENT, Issue 1 2010David W. Guest First page of article [source] Integrating managers into environmental management systemsENVIRONMENTAL QUALITY MANAGEMENT, Issue 4 2005Franklin Giles First page of article [source] | |||||||||||||||||||