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Those readers who have spent more It's not your grandfather's than a few years in the environmental insurance-policies have field-and those who count their experi­ changed ence in decadesare aware of how technology, regula­ tions, policies, and practices have evolved to pre­ vent and reduce pollution and clean up both his­ torical and recent contamination. Over the years, regulations and other initiatives have curtailed many of the activities that led to the release of contaminants. Solutions, both government­ driven and founded within the private sector, have arisen to address impacts to human health and the environment. Businesses have adopted many new practices that minimize impact on both the environment and their own bottom lines. In addition to rigor­ ous pollution prevention programs, buying green, product stewardship, ISO 14000 registration, and other initiatives that companies have embraced to address environmental impacts, many businesses have turned to the insurance market. resources damage, business interrup­ tion, and emotional pain and suffering experienced by resi­ dential neighbors who have to evacu­ ate during a chemi­ cal release. What does environmental liability insurance do'? In many cases, it greases the wheels to ensure that businesses can continue to operate and pro­ tect the environment. An environmental liability insurance policy can have a major impact when a merger and acquisition is being planned, a brownfield site is being redeveloped, or a real es­ tate developer wants to purchase property with­ out worrying about shouldering the expense of proving an "innocent landowner" defense if the Phase I environmental site assessment misses a recognized environmental condition. Environmental liability insurance is one more tool that, when joined with other advances in en­ vironmental technology and management, makes it possible for businesses and-particularly

This article analyzes what motivates companies to obtain ISO 14001 certification and what factors within companies determine the success or failure of the environmental management standard. The most important motivators appear to be the worldwide recognition accorded the ISO 14000 norm, and its applicability to all sectors. The factors that most contribute to success are the company's experience in management systems and involvement by management. Failure most often results from lack of employee training and organizational rigidity. © 2001 John Wiley & Sons, Inc.

The National Environmental Policy Act (NEPA) of 1969 provides the basic national charter for protection of the environment in the United States. Today NEPA provides an environmental policy model, emulated by nations around the world. Recently, questions have been raised regarding the appropriateness and under what conditions it makes sense to combine the preparation of a NEPA analysis with the International Organization for Standardization (ISO) ISO 14000 standards for Life-Cycle Assessment (LCA). This article advances a decision-making tool consisting of six discrete factors for use in determining when it is appropriate to perform an integrated NEPA/LCA analysis. Properly applied, this tool should reduce the risk that an LCA may be inappropriately prepared and integrated with a NEPA analysis.© 1999 John Wiley & Sons, Inc.

It is vital that federal managers consider new approaches for enhancing environmental protection while reducing redundancies and cost. Faced with increasing environmental issues, compliance requirements, competing resources, and tightened budget constraints, agencies must seek innovative approaches for doing more with less. The diverse array of confusing and sometimes inappropriate or conflicting regulatory requirements compounds compliance complexities and increases the need to seek resourceful solutions. At a time when NEPA is coming under closer congressional scrutiny, an integrated NEPA/EMS paradigm provides a key for increasing the effectiveness and uniformity of implementing NEPA at the early planning stage, while reducing cost, delays, and redundancies. Effectively integrated, NEPA satisfies one of the five, and perhaps most important, principles of an EMS-environmental planning. NEPA's regulatory requirements not only are consistent with the objective of an EMS, but actually enhance the effectiveness of an EMS. An integrated approach provides the added benefit of increased environmental coordination and heightened communications that translates into further cost reduction and fewer delays. The strategy described in this article is designed to balance the rigors of an international standard with the need to efficiently implement an integrated NEPA/EMS system, given a diverse set of challenging circumstances and constraints.

Today's environmental manager cannot afford to operate in a vaccum, but continually adjusts to the latest management initiatives, whether it is Activity Based Costing, ISO 14000, or Total Quality Management. These paradigms offer an excellent structure to view process improvements and implement changes, however, they all tend to miss the mark in one critical area—quantifying and tracking the true cost of environmental management. The recent upsurge of interest in Total Cost Assessment (TCA) is proof positive that, although many excellent management programs exist, something is still missing. In this article, the author shows how using TCA in conjunction with these practices enhances their effectiveness and shows the total picture of environmental management costs.

This article will focus on how a systems approach can be used as a strategic tool for environmental improvement that makes sense from a perspective of bottom-line financial performance. The author will discuss some real-world experience concerning how electric utilities are attempting to align environmental management more closely with business management theory and practice. The ISO 14000 standards have been proposed and, in many instances, finalized as global voluntary standards. How important will they be to the U.S. electric utility sector? ISO 14001, the EMS standard, has been promoted as a necessary “certificate” for those who sell products and/or services overseas. In fact, to be of value to most organizations, the standard must show that it can make a positive financial contribution, whether the service or product is marketed globally, nationally, or locally. © 1998 John Wiley & Sons, Inc.

This article covers the strategic, organizational, and operational decisions involved in one automobile manufacturer's efforts to balance its goals of productivity and high quality with the more elusive goal of environmental responsibility. The case material is based on the real-life experiences of Honda of America's two manufacturing plants in East Liberty and Marysville, Ohio. The case unfolds as the environmental manager in charge of the two plants faces the pending visit of her corporate boss from Tokyo, who has made it clear that environmental issues are of growing importance in Honda's overall direction. ISO 14000, the new environmental quality standards being adopted by some other manufacturers, serves as a focusing issue for the environmental manager's thinking, but this issue is really representative of a wider challenge facing the Ohio plants: balancing Honda's core mission of producing the best cars at the lowest cost possible, and being a responsible actor in the environmental arena. Complicating this challenge, the environmental manager has to negotiate another tension common in global manufacturing firms today: balancing the influence of Honda's corporate headquarters in Japan with the local and regional context at its American plant sites.

Conceptually, the five key elements in ISO 14001—policy, planning, implementation and operation, checking and corrective action, and management review—were designed to be simple enough for any business owner or manager to understand. Environmental Management Systems, aligned to ISO 14000, were originally set up toprovide a harmonized approach for organizations regardless of size, sector, or geographical situation. This article details the many challenges SMEs must confront in implementing the new standards.

At 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 three pages.

Multinational 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 environment.

Since the adoption of ISO 14001, companies have examined the standard and considered certification. Although the framework is useful and enhancing environmental management systems is beneficial, the adoption of ISO 14001 alone will not provide maximum company benefits. Companies must strive for an improvement in environmental performance and financial performance that can be accomplished only through significant changes in corporate culture, structure, and systems. By developing core capabilities such as skills and knowledge, physical technical systems, managerial systems, and values and norms, companies can develop organizational learning to increase sustainable competitive advantage. This article examines how the ISO 14000 series of standards can be used to improve organizational learning and environmental management.

Over the last few years, commentators on all sides of the environmental debate have (with a few exceptions) joined hands to pillory the traditional model of environmental regulation in this country. The catch phrase “command and control” has become emblematic of everything that was seen as being wrong with the old system. The current push for “reinvention” of environmental regulation reinforces the concept that although traditional methods have produced progress, they have outlived their usefulness. At the same time, ISO 14000 has emerged as one of the hottest topics in the environmental field—a form of reinvention of environmental management that has been embraced by many as the solution to an array of problems. While it is still early in the game, initial results indicate that when used effectively, ISO 14000 can be a powerful tool for the environmental manager. However, misuse of ISO 14000 could represent a throwback to command and control rather than a management tool for the new millennium. This article examines how this new tool fits into the evolving picture of environmental regulation and management.

The 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.

The following is an excerpt form Grace Wever's new book Strategic Environment Management: Using TQEM and ISO 14000 for Competitive Advantage (John Wiley & Sons Inc., 1996). In this chapter entitled “Engaging Your Networks,” she shows how companies can “design-in” satisfaction through supply chain partnerships and join hands productively with customers and stakeholders to address EHS issues of mutual concern. Guidelines for value-added partnering are included as well as many illustrative company samples.

Awareness of the ISO 14000 standards is increasing around the world. There is a general acceptance of the need for such standards to promote environmental protection and international trade, but concerns exist regarding potential trade barriers. This article provides some insights into the varying attitudes toward ISO 14000 in countries from all parts of the globe.

The ISO 14000 standards for environmental management systems (EMS) are voluntary standards intended to aid companies that wish to improve their environmental performance. The standards owe their existence, at least in part, to three widely shared views: (1) that existing environmental management systems are either inadequate or ineffective; (2) that companies will want to improve environmental performance for economic or social reasons; and (3) that governments and stakeholders will require companies to exercise greater control of the impacts to the environment through new regulations. ISO 14000 offers a solution—an „integrated” EMS, with components designed to effect sound management in any size organization and in any country. The standards are an embodiment of both the policy and practice of environmental management. This article is a consideration of the business implications of the ISO 14000 series of standards. How will a movement toward an integrated EMS be realized? Who will be in the best position to respond? ISO 14000 is a management system, and it carries with it business consequences.

Interviews were carried out with Japanese firms and environmental agencies regarding their current practices regarding life-cycle assessment (LCA). The results of this informal survey are compared with an executive survey of U.S. Fortune 500 companies. The findings show that Japanese LCA activity has increased rapidly over the past four years with several government agencies involved in LCA. Private industry has also founded LCA forums and recycling centers. The primary Japanese LCA interests include use in ecodesign and ecolabeling with the main environmental efforts focused on design for environment. Solid waste was identified as the most significant current environmental problem in Japan, in contrast to the United States where atmospheric and liquid discharges are ranked equally important. Neither the Japanese nor EPA plan to use LCA as a regulatory tool. This article summarizes several LCA case studies performed in Japan and lists the agencies involved in LCA development, ISO 14000, and ecoauditing/ecolabeling. Some recent Japanese legislation affecting LCA is also reviewed.

Two of the most frequently heard questions from environmental managers are “What should my company do about ISO 14000?” and “How can I use computer systems to reduce my staff's paperwork burden?” There are experts available to answer each of these questions, but thus far there has been little attention paid to how the two intersect and reinforce each other. This article explores this intersection and helps environmental managers implement information systems that have lasting value and, at the same time, support the ISO 14000 effort.

The Environmental Auditing Roundtable (EAR) is the single largest professional organization in the world, representing over 900 members. Built on a tradition of promoting environmental auditing through openly sharing experiences in the field of safety, health, and environmental auditing, the organization in recent years has significantly expanded its influence on auditing practices both nationally and internationally by monitoring audit activities and participating in the development of audit policy, regulation, standardization, and the certification of environmental auditors. This article describes the origin and evolution of the organization from meeting the needs of the membership to addressing the needs of external national and international stakeholders.

Life-Cycle Assessment (LCA) is an analytical tool that evaluates the environmental consequences of a product, process, or activity across its entire life cycle. LCA is used internationally by government and industry to obtain a comprehensive perspective of the interactions between an activity and the environment and provides a method to systematically identify opportunities for improvement. The framework is integrated into environmental management programs motivated by market awareness, public perception, and cost savings. The use of LCA is driven by external forces such as eco-labels and the recent development of the ISO 14000 standards. However, LCA has many shortcomings that need to be addressed. The concerns of poor data quality, data availability, high implementation costs, subjectivity, and lack of standardization have sent LCA into a state of flux. In light of the recent surge of interest in LCA, the authors of this article have conducted a corporate survey that targets the implementation of LCA. Their goal is to determine the level of activity of LCA among known practitioners and to elucidate common themes. This article presents their findings from responses by 34 companies that were known to be actively involved in LCA or contemplating its future use.

The field of environmental management has evolved from its beginnings as a regulation-based, compliance-driven, “command and control” regime into a continuous improvement, voluntary, environmental stewardship process aspiring to protection levels beyond those required by regulations. This change in environmental management philosophies prevalent at many regulated corporations, both in the United States and abroad, has provided a fertile ground for the International Organization for Standardization (ISO) in developing environmental management standards that address these corporate aspirations. This task has moved closer to fruition within the ISO through its Technical Committee (TC) 207 on Environmental Management. This article provides background on the environmental management system standards, ISO/TC 207's committees' organization, and influencing factors helping to shape these standards. Equally important, this article focuses on what the standards will mean to the regulated industries in the way business is conducted.

The new environmental standard, ISO 14000, is due for issue in January 1996. The standard is designed to address environmental management systems, life-cycle assessments, and international labeling and auditing standards. A major issue facing ISO 14000 advocates is “How can proponents of ISO 14000 get their enterprise to implement it?” And once implementation is started, “What can be done to enhance its chances of success?” The answers to both of these questions may be discovered by examining the self-interest of the parties within the enterprise. These parties will rightly ask, “Why should I support ISO 14000 registration? What's in it for me?”. Today's business climate is more competitive than ever. This is particularly true in the international arena. As a result, the competition within an enterprise for funds (the budget process) is becoming tougher than ever. Management is not going to register under ISO 14000 because they are altruistic. Companies will decide to register only if it is in their own best interest. That means, only if the decision maker can defend the decision to critics. This article presents approaches to gain support within an organization for implementation of ISO 14000 and to improve the chances of success once implementation has begun.

To meet the changing needs of 3M's expanding worldwide operations, its International Environmental Operations group is striving to enhance and integrate a global environmental management system. When well-designed, such systems not only can function to guarantee compliance with environmental regulations but also serve to help the company reap the benefits of going “beyond compliance.” They can also prepare facilities to meet the requirements of international standards, such as ISO 14000 or EMAS. An Environmental Management System (EMS) is a necessary step toward achieving sustainable development and gaining competitive advantage in the global marketplace. The challenge of constructing such a system can seem daunting to a multinational company confronted with the spectrum of regional environmental regulations/directives and its own diversity of business and social cultures. This article describes the development and implementation of the 3M International Environmental Operations global EMS initiative.

Training has been an important component of the environmental audit profession since its outset some 15–20 years ago. Training and education have taken on a variety of forms—from audit texts and articles, to formal courses, to videotapes, to on-the-job training programs. These efforts have helped to advance the sophistication of environmental auditing over the past few years. Now, with the advent of the international ISO 14012 Environmental Auditor Qualification Guidelines,1 the auditing profession in the United States and around the world likely will be transformed in the near future. In fact, many organizations are now reengineering their programs in anticipation of the emerging Guidelines. The expected transformation holds for training and education programs as well. This article suggests some of the ways in which environmental audit training is likely to be reshaped as a result of ISO 14012. Offerors of training courses and seminars would be wise to anticipate the changes and modify their programs accordingly. A quick response could provide a competitive advantage. Moreover, corporate audit program managers should conduct critical evaluations of commercial offerings to assure that the programs' contents are consistent with ISO 14012 “auditor certification” expectations.

With ISO 14000 expected to roll out in 1996, have you begun to evaluate how well your current environmental management policy, programs, procedures, and objectives conform to published national and evolving global Environmental Management System (EMS) standards?. The ISO expects to adopt a final standard by mid-1996 which specifies requirements for an EMS (e.g., ISO 14001). In addition, national EMS standards have already been developed and published by organizations such as The British Standards Institute and, in the United States, NSF International, for example, BS 7750 and NSF 110–1995, respectively. This article shows how managers can begin assessing their operations to prepare for these new standards and improve overall environmental performance.