The last decade has seen increasing awareness of the importance of understanding corporate environmental management systems (EMSs) and their relationships with sustainability, competitiveness and institutional practice. It is now assumed that most large companies have some version of an EMS in place with systems ranging from informal policies and practices to formalised third-party certified systems that are widely publicized by companies and are now integral to their strategic direction. No matter what level and type of system a firm chooses, both practitioners and researchers wish to examine and better understand the extent to which these systems are cross-functional, how they impact on performance evaluation, their capability to monitor supply chains and the life-cycles of products and services and, most importantly, whether these systems actually make a contribution to better environmental performance. This book provides intriguing insights into strategic and sustainable EMSs. It provides clear evidence of benefits that should exceed the costs (tangible and otherwise), and help practitioners understand the attributes of well-developed and strategically focused EMSs. It also demonstrates the link to performance measures such as reputation, improved position in the marketplace, cost, quality, waste reduction and numerous sustainable development-based metrics and issues. The comprehensive scope of topics spans several industries and provides environmental systems insight involving sustainable management systems, strategic and operational impacts of environmental systems, cross-country comparisons of EMS design processes and results, product-based environmental systems, EMS impacts at innovative organisations and environmental systems integration within specific industries. The book is split into three sections. First, the book covers the broad issues of planning and designing an EMS and includes topics such as performance evaluation, comparisons between multinational environmental systems, sustainable development and links between already established quality systems and an EMS. The second section focuses on EMS implementation and operation and incorporates some corporate or industry-specific case studies. The third and final category of the book highlights the use of an EMS to evaluate business processes. Strategic Sustainability will be essential reading for both managers faced with decisions regarding their own EMSs and to researchers seeking additional insights from state-of-the-art examples for further theoretical development and testing.
…The book presents many intriguing findings and ideas … For instance, professors from the Politecnico di Milano describe the application of an environmental performance evaluation tool at Coca-Cola and Nestlé in Italy … It is a tribute to the expertise of the authors that the book confirms precisely what the drafters of the international standard [ISO 14001] intended when they wrote it. - www.crosslandsbulletin.com, August 2007
Introduction Robert Sroufe, Duquesne University, USA, and Joseph Sarkis, Clark University, USA Part I: EMS planning and design1. EPI Design: Integrating corporate strategies into the development process of an environmental performance evaluation system Enrico Cagno, Lorenzo Tardini and Paolo Trucco, Politecnico di Milano, Italy 2. A comparison of environmental management system components and practices Gwen Christini, Montgomery Watson Harza, USA, and Deanna H. Matthews and Chris Hendrickson, Carnegie Mellon University, USA 3. EMS and sustainable development: A model and comparative studies of integration Ulku Oktem, The Wharton School, University of Pennsylvania, USA, Phil Lewis, Rohm and Haas Corporation, USA, Deborah Donovan, Sunoco, USA, James R. Hagan, GlaxoSmithKline, UK, and Thomas Pace, Burlington Northern and Santa Fe Railway Co., USA 4. Designing a sustainability management system at BMW Group: The Designworks/USA case study Kellie A. McElhaney and Michael W. Toffel, Haas School of Business, University of California, Berkeley, USA, and Natalie Hill, Human Rights Center, University of California, Berkeley, USA 5. Core values and environmental management: A strong inference approach John D. Hanson, Steven A. Melnyk and Roger J. Calantone, The Eli Broad Graduate School of Management, Michigan State University, USA Part II: Implementation and operation6. A product-based environmental management system Kathleen Donnelly, Arjen Salemink, Frederick Blechinger, Albrecht Schuh and Theresa Boehm, Lucent Technologies, Inc. 7. Environmental reporting on the internet: From a technical tool to a strategic necessity Ralf Isenmann, University of Bremen, Germany, and Christoph Bey, ESCEM School of Business and Management Tours-Poitiers, France 8. Web-based environmental management systems for SMEs Adeline Maijala, Lassi Linnanen and Tuula Pohjola, Helsinki University of Technology, Finland 9. Integrating sustainability practices into power generation operations Teresa DeBono, Pacific Gas and Electric Company, USA 10. The environmental management system of the Environmental Services Department of Athens International AirportEleftherios Venizelos, Calliopi Raftopoulou, Charalampos N. Kavouras and Panagiotis Karamanos, Environmental Services Department, Athens International Airport, Greece Part III: Environmental management system evaluation11. Factors influencing the implementation of environmental management systems, practices and performance Olaf Weber, Department of Environmental Sciences and GOE, Zurich, Switzerland 12. Environmental management systems in the US and Thailand: A case comparison Deborah Rigling Gallagher, Duke University, USA, Richard N.L. Andrews, University of North Carolina at Chapel Hill, USA, Achara Chandrachai, Chulalongkorn University, Thailand, and Kaewta Rohitratana, Thammasat University, Thailand 13. Change management: Sustainable development via an augmented EMS Martin Callinan, University of Melbourne, Australia 14. Environmental management systems and environmental performance Jonas Ammenberg, Link