Environmental Management and Industry

Environmental Management and Industry

1. Pollution prevention

   • Waste & Emission Prevention (WEP)
     • " the avoidance or minimization of the creation of waste exports and emissions by reduction at source, by on site recycling and / or by reducing the total level of its harmfulness to the environment "
   • P2
     • "the minimization of waste exports and emissions to air, water and soil in a preventive way, that is, by tackling the causes of the impacts, not by displacing or mitigating the effects".
     • Carrying out a P2-project
       • 1. Planning and organization
         • 2. Assessment
           • 3. Feasibility analysis
             • 4. Implementation
               • Decision making
               • Planning and execution
               • Follow-up: what's next?
             • Technical, Economical, Evironmental feasability
             • Final report
           • Collecting Data
           • Selecting flows
           • Generating prevention options
         • Getting involvement
         • Establish goals
   • Hierarchy
   • Cooperation between companies to optimize off-site recycling
     • Eco-industrial parks
       • Estate of manufcaturing and service business located together. Member businesses seek enhanced economic, environmental and social performance. Working together leads to a collective benefit: 1 + 1 = 3

2. Environmental Management Systems

   • “That part of the overall management system which includes organisational structure, planning activities, responsibilities, practices, procedures, processes, and resources for developing, implementing, achieving, reviewing and maintaining the environmental policy”
     • Direct activities in a:
       • Consistent way: efficiency
         • Complete way
           • continuous way: policy aiming a way of continuous improvement
   • Motives
     • Internal:Identify, control and reduce. Compliance, cost-saving, avoid environmental harm
     • External: demonstrate awareness, increase competitiveness
     • For governments: stimulate companies to be responsible. Reduce permitting,
   • ISO 14001
     • Contains: standard requirements that may be objectively audited for purposes of certification
     • Environmental Policy:
       • provides initial foundation and direction for the EMS. The policy needs to clarify compliance with environental legislation
     • Planning
       • Process to identify significant environmental aspects
       • Legislative and other requirements
       • Environmental objectives and targets
       • Environmental program
         • time schedules, budgets, personnel, and control procedures
     • Implementation & Operation
       • Organzation and personnel: commitment is needed and
         • Training, awareness and competence
       • Training, awareness and competence
       • Communication
       • EMS manual: maintain information about their EMS
       • Documentation
       • Operational control
       • Preparation and reaction to calamities
     • Checking and corrective action
       • Monitor and Measure (does the company comply with work, targets, etc)
       • Corrective action in case of non-compliance
       • EMS audits (=controle)
     • Management review
       • Top management should review the EMS, to ensure continual stability, adequacy and effectiveness
     • Elements
     • EU's own standard: EMAS
       • EcoManagement and Audit Scheme
       • More explicit on regulatory compliance: EMAS requires compliance where ISO14001 requires "commitment to compliance"
       • Shorter range of environmental effects have to be addressed while ISO states all significant effects have to be addressed
       • Biggest difference: EMAS requires to publish a public report with motive and efforts etc)
     • Deming Cycle
       • Do
       • Plan
         • establish goals and measures to achieve them
       • Check
       • Act
   • ISO 14006
     • general guidance and practical help for all organizations that are interested in implementing environmental management systems
   • The three levels of direction
     • Strategic
       • Tactical
         • Operational
   • Generic scheme for EMS development
     • 1. Planning and Organization
     • 2. Initial Review
       • Systematic anaylsis of environmental issues. of impacts and their main causes
     • 3. Formulating an environmental policy statement and developing an action plan
       • Action plan describes action and targets for putting the policy statement in effect
         • Priority, objective, action, target, timeframe, tasks
     • 4. Execution of the plan
       • Can be: environmental analyses, developing EMS elements, WEP,P2-projects
     • 5. Evaluation and reporting
   • Key questions
     • Develop EMS Bottom-up or Top-down
       • Top-Down: top management determines EMS and directs implementation. Communication with employees will be one-way. The advantage is that development is initiated fast. Disadvantage is that usefull workfloor information is neglected and commitment/motivation from workers will drop
       • Bottom-up: implies a high participation of workers and are early stage included and informed. Advantage is increased motivation and big contributions. The disadvantage is that the EMS will proceed at a slow pace
     • Develop a specific EMS-system or integrate it with other management systems
       • Companies ofte nalready use Deming cycle, so the EMS can be easily integrated. But it will be difficult to integrate overlapping items
   • Indicators
     • Environmental Condition Indicators
       • Provide information about the condition of the environment: State in DPSIR
     • Environmental performance indicators
       • Management performance indicaters
         • Response in DPSIR
       • Operational performance indicators
         • • the design, operation, and maintenance of the organization’s physical facilities and equipment; • the materials, energy, products, services, wastes, and emissions related to the organization’s physical facilities and equipment; and • the supply of materials, energy and services to, and the delivery of products, services and wastes from the organization’s physical facilities and equipment. Pressure in DPSIR
       • How are WE doing?
       • EPI-development
         • 1. Establish the objectives of the indicators: what are the aims that we want to develop indicators for?
         • 2. Define the metrics of the inidcators
         • 3. Formulate the assessment of the indicators: by which procedures can we establish the values of the indicators?

3. Organizations and organizational change

   • Main goals: continuity and growth
   • Five company strategies by Mintzberg: the 5 P's
     • Plan: intended course of action
       • Ploy: a really specific manoeuvre to ouwit competitor
         • Pattern: strategy shouldn't be plan. What was successful in the past can be succesful in the future
           • Position: how the organiation relates to its competitive environment and what it can do to make its product unique in the marketplace
             • Perspective: influence of organizational culture and collective thinking on the strategic decision making within the company
   • The Four-stage model
     • Usefulness
       • May help as a guideline for mapping the state of environmental management in a company
       • Whether the company characteristics levels are in balance. In this way the model can be helpful in choosing the right environmental strategy
       • It helps the upgrade of a company to a higher strategy by identifying bottle necks (=knelpunten)
   • Mintzberg's models
     • Technostructure (analysts) which co-ordinate tasks in the organization by standardization of work or output
     • Support staff (support outside the realm of core activities
     • Middle line (middle managers)
     • Operating Core (the work floor)
     • Strategic Apex (top management)
     • Co-ordination mechanisms
     • Organization types
       • Entrepeneurial
         • Direct supervision from CEO
           • Key part: strategic apex
             • Usually small; small organization; personal
               • Apex commitment is decisive: personal contact is important
       • Machine
         • coordination mechanism: standardization of work process
           • Key: technostructure
             • Large established organizations: standard products with standard routine administrative of technological production process
               • Company structure suitable for ISO-14001 EMSs
       • Professional
         • Prime coordiation mechanism: standardization of skills
           • Operating core is the key part
             • Medium to large organizations; providing complex services in a stable environment
               • Difficult for implementing EMS; commitment from operating core is important
   • Organizational Learning
     • Models of (individual) learning
       • Kolb Cycle
         • 1. Concrete experience
           • 2. Reflective observation
             • 3. Abstract observation
               • 4. Active Experimentation
               • Giving rise to a new idea
       • Romme & Dillen: Single/Double loop learning
         • Single loop: errors are corrected based on existing rules and norms
         • Double loop: changes in rules and norms based on cognitive processes
     • Learning processes in generating organizational learning
       • Individual learning
         • Process or system learning: information processing and problem solving capabilities are enhanced
           • Culture
             • Knowledge management: through individuals and in organization (documents, records, etc)

4. Life Cycle Management

   • 1. Analysising the total environmental impact of the product life cycle (LCA or ecobalance. 2. Organizing the product chain to co-operate in making environmental improvements
   • Life Cycle Assessment (LCA)
     • 1. Goal and scope defenition
       • Determining the goal: product design, finding env. bottle necks
       • Determining the functional unit of assessment (miles of transport, one-year use of diapers)
     • 2. Inventory analysis
       • Making a process flow chart
       • Collecting environmental data
       • Fixating system boundaries
       • Processing data into the inventory table
     • 3. Impact assessment
       • Classification of environmental impacts into categories of environmental problems
       • Characterization: calculating for each category the total of impacts
       • Normalization: calculating the magnitude of the category indicators relative to a common reference
       • Weighting and aggregation: calculating the total scores by simple summation of the category scores
     • 4. Interpretation
       • Interpretation is important to all stages. It is dependent on the goal of the study. The major goals are product comparison and bottleneck identification
     • Critiques
       • Uncertainties due to: setting boundaries, attribution of impact, classification factors, variability in time/chains
       • Normative choice concerning of categories and methods of normnalisation and weighting
       • High costs
       • Easily Biasable
       • Legitamacy
   • Organizing a LCM
     • 1. Identifying main fields of application
       • What will be the focus?
         • Waste prevention
         • Product design
           • Eco-design (DfE): directed to reducing the environmental impacts of the whole product life cycle requiring co-operation of different actors
             • Can lead to government stimulated eco-labeling
     • 2. Identifying actors that are able to direct the chain
       • When predominant actors are present: interested and powerful (economy-wise) ones will be chain director
       • When predominant actors are lacking: product associations take the role of chain director
       • Independent societies directed by a board/governmental organ/environmental organization. Eco-label organizations are rather weak.
     • Extending existing structures of chain management to environemtal issues
       • Co-makership: company and supplier co-operatively design the products to be supplied - with env. aspects taken into account
       • Product stewardship: company takes responsibility for the use of the product after sale. Pesticide manufacturers can provide proper product information and support resposible application
       • Just-in-time production: minimize storage costs and stock depriciation
       • Product quality certification: include next to for example food safety certifications for further environmental requirements
   • Eco-design
     • Directed to designing more environmentally friendly products
       • Reduce or minimize the use of non-renwables
       • Reduce toxic and harmful emissions to the environment
       • Manage renewable resources
     • Tools
       • LCA:
       • Material Flow Analysis and Substance flow Analysis
       • Green indices & eco-point systems:
         • Ranking systems attempting to summarize various env. impacts into a simple scale
       • Material selection
       • Label advisors such as IBM and Chrysler
       • Eco-label requirements and guidelines that are provided
       • Design for disassembly and recycling aids
   • State of LCM in companies and governmental policy
     • No LCM
       • Only internal
       • Limited waste prevention activities
         • Defense of products (LCA used to defend products
           • Environmental product development (using the LCA)
             • Environmental integrated chain management (LCA, product design, etc.)
     • Policy steps towards LCM
       • Stimulation development of methods and projects
       • Changing conditions by regulations and economic measures
       • Enhancing the role of the consumer (product information)
       • Product-oriented environmental management codes

5. From environmental management to industrial ecosystems

   • From a single company to a complete industry
   • Industrial ecology
     • The envisage of industrial production as an ecosystem of organisms,
       • Exchange in energy, information and resources
     • Similar concept: industrial metabolism: more fixated on material and substance flows.
     • Eco-industrial symbiosis (or Eco-industrial parks)
       • Traditionally separate industries engage in a collective approach to competitive advantage involving pysical exchange of materials, water, energy and byproducts
         • Waste exhange
         • Within a company between organizational parts
         • Among co-located companies in an industrial zone
         • Among nearby companies within e.g. 3 km distance
     • Dematerialization: de-linking economic growth combined with increased environmental impact
   • Circular Economy
     • Design out waste: material cycles closed with composting/re-upcycling so waste is mininal
     • Build resilience through diversity: more connections over multiple scales are more resilient to external shocks
     • Rely on energy from renewable sources
     • Think in systems: helps to understand how parts influence on another and to consider the relationship with infrastructure, env. and society
     • Waste is food: biological reuse of composed materials and up-cycyling to sustain items in the closed loop

6. Ecological modernization theory

   • Core features
     • Science and technology as central institutions of environmental reform (from end-of-pipe
     • Stress on role of market dynamics and economic agents (rejecting the opposition of economy and ecology)
     • Shifting from role of the state (from CnC to participatory)
       • 1. Establishing together with science, the effective environmental policy and an framework to implement this.
       • Giving room to industry, to elaborate and fill in this long-term policy in its own way.
   • Modernizing the organization of production and consumption by removing the 'design fault', while taking ecological considerations into account.
   • Role of the public
     • Increase of awareness
     • Pressure from groups/the neighborhood about environmental impact on health
     • by pressure from env. organizations
     • By pressure from financiers and customers, taking sustainability into account when investing
     • By internal pressure from employees
   • Triad-network model: considering the social-economic structure of a company
     • Policy
       • Q's: which authorities are responsible for setting env. standards, issuing regulations, granting permits and CnC? How can relations be improved to stimulated environmental management
     • Industrial
       • Q's: what are the env. interests of the main customers of a product(ion process), who are the suppliers, where is the co-operation?
     • Societal
       • Q's: who are pressure groups, what are their env. demands, are agreements with e.g. NGOs possible?

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