ABSTRACT

The environment has arrived! It is no longer just the air we breath, or the world we live
in, it has become a requirement for businesses to address the environment in order to maintain
customers, and exist [thrive] in an ever more critical global economy.
There is an everu!ward s!iral of new environmentally related legislation. "ll of which aids
global environment for our fellow citi#ens. $nvironmental management systems can assist an
organisation to meet its increasingly heavy burden of res!onsibility for the future condition of
our world environment. In many cases, the introduction of an environmental management system
can also aid cost savings, and reduction of environmental liability.
There are a number of standards available, around which we can model our $nvironmental
%anagement &ystem, or $%&. 'n the international scene we will shortly have I&'()**(. This
standard is ex!ected to be issued during (++,, and forms !art of the I&'()*** series of
standards !roviding not only a s!ecification but guidance and advice on a wide range of
environmental issues including auditing, labeling, lifecycle assessment etc.
"t the $uro!ean level we have $%"&, or the $co%anagement and "udit &cheme. This was
introduced by a $uro!ean -nion council regulation ./o.(01,2+13, requiring im!lementation in
all $uro!ean -nion %ember &tates. $%"& was formally introduced in the -nited 4ingdom in
"!ril (++5. "lthough the scheme itself is mandatory in all $- 6ountries it is, at !resent, a
voluntary scheme for individual com!anies who must be within the industrial sector. It is
intended to !rovide recognition for those com!anies who have established a !rogramme of
environmental action designed to !rotect, and to continuously im!rove, their environmental
!erformance.
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1. INTRODUCTION
"n environmental management system .$%&3 is similar to other management systems, such as
those that manage quality or safety. It assesses your strengths and wea7nesses, hel!s you identify
and manage significant im!acts, can secure cost savings and internal efficiencies, !rovides
benchmar7s for im!rovements and intended benefits and hel!s you 7ee! trac7 of your !rogress.
It can be easily and !ractically integrated with other daytoday !rocesses such as health and
safety management and quality assurance.
8owever, there are s!ecific benefits to an $%&, including better resource management,
im!roved credibility and reliability of environmental information and reduction of any
environmental and legal ris7s.
The Environmental Management System .$%&3 is !art of a management system of an
organi#ation .enter!rise, authority, etc.3, in which s!ecific com!etencies, behaviours, !rocedures
and demands for the im!lementation of an o!erational environmental !olicy of the organi#ation
are defined.
"n $nvironmental %anagement &ystem .$%&3 is a continual business cycle of !lanning,
im!lementing, reviewing and im!roving the !rocesses and actions that your com!any underta7es
to meet its environmental obligations and continually im!rove its environmental !erformance.
"n effective $%& is develo!ed on 9Plan, Do, Check, Act: .;<6"3 model which embodies the
conce!t of continual im!rovement.
Figure 1. 9;lan, <o, 6hec7, "ct: model.
2
Plan
Do
Check
Act
Continual
Improvement
1.1 INTERNATIONAL EMS STANDARDS
ISO 141 Environmental Management Systems ! Re"#irements $it% g#i&an'e (or
#se
is an international standard which s!ecifies the requirements of an environmental
management system.
!rovides a framewor7 a!!licable to all ty!es and si#es of organisations using the
a!!roach shown in =igure >.
the success of the system de!ends on commitment from all levels and functions,
es!ecially from to! management.
enables an organisation to establish and assess the effectiveness of !rocedures, to
develo! an environmental !olicy and objectives, achieve conformity with them, and
demonstrate such conformity to others.
Figure 2. I&' ()**( 'verview
1.) T*E E+OLUTION O, ISO 141
I&' ()**( $%& standard was first !ublished in (++, and has been technically revised in
>**), the second edition I&' ()**(?>**), issued on (5 /ovember >**), cancels and
re!laces the first edition I&' ()**(?(++,. This $%& standard is ado!ted worldwide by
organisations for certifying I&' ()**( $%&. The standard was !re!ared by Technical
6ommittee I&'2T6 >*@, Environmental management, subcommittee &6 (,
Environmental management systems. The Aeneric I&' ()**( $%& Tem!lates !rovided
in this !ac7age are develo!ed based on ISO 14001:2004.
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Environmental
Policy
Planning
Implementatio
n and
Operation
Managemen
t Review
Checking
Continual
Improvement
This international standard is based on the ;lan<o6hec7"ct .;<6"3 model. The
lin7age of the clauses of elements in I&' ()**( &tandard with ;<6" is illustrated in the
following table.
Table 1. 6om!aring the ;<6" cycle to the I&' ()**(?>**) &tandard
-DCA Cy'le ISO 141.)4 Stan&ar&
Environmental Policy
Plan
Planning
$nvironmental "s!ects
Begal and 'ther Cequirements
'bjectives, Targets and ;rogramme.s3
Do
Implementation and Operation
Cesources, Coles, Ces!onsibility and "uthority
6om!etence, Training and "wareness
6ommunication
<ocumentation
6ontrol of <ocuments
'!erational 6ontrol
$mergency ;re!aredness and Ces!onse
Check
Checking
%onitoring and %easurement
$valuation of 6om!liance
/onconformity, 6orrective "ction and ;reventive "ction
6ontrol of Cecords
Internal "udit
Act
Management Review
1./ A--ROAC* TO EMS DE+ELO-MENT AND IM-LEMENTATION
This su!!ort !ac7age recommends the fourste! 9;<6": a!!roach to im!lementing an $%&,
since this is the a!!roach ta7en by most I&' ()**( certified com!anies. Dhen an $%& is to be
initially setu!, two !re!aratory ste!s .initial !lanning and management commitment3 are also
recommended as shown in =igure 1.
"lthough these ste!s are not mandatory requirements under I&' ()**(, these ste!s are useful to
facilitate the develo!ment and im!lementation of the $%& in accordance with the I&' ()**(.
Figure 3. "!!roach to $%& <evelo!ment and Im!lementation
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Preparation
Initial EMS Planning
*
Preparation
Management
Commitment
The different tas7s for each !hase and the relevant Aeneric I&' ()**( $%& Tem!lates that you
can use are shown in Table 1. In addition, Table 1 illustrates the estimated time that each !hase of
$%& develo!ment and im!lementation usually ta7es for a ty!ical com!any. The detailed
im!lementation of each !hase is described throughout the rest of this -ser %anual.
1.4 BENE,ITS
There are a range of benefits associated with o!erating an effective $nvironmental %anagement
&ystems .$%&3?
1.4.1 ,INANCIAL
6ost savings through the reduction of waste and more efficient use of natural resources
.electricity, water, gas and fuels.3
"voiding fines and !enalties from not meeting environmental legislation by identifying
environmental ris7s and addressing wea7nesses.
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Phase I
Plan
Phase II
Do
Phase III
Check
Phase IV
Act
E Initial $%& ;lanning is not an I&' ()**( &tandard requirementF however, it is useful !re!aration
wor7 to facilitate the set u! and develo!ment of the $%& in accordance with the I&' ()**(
&tandard.
Ceduction in insurance costs by demonstrating better ris7 management...
1.4.) O-ERATIONAL AND INTERNAL
Im!roved overall !erformance and efficiency.
"ble to monitor and reflect .audit3 your businesss and see which areas need intervention
1.4./ E0TERNAL
Getter !ublic !erce!tion of the organi#ation, leading to im!roved sales
Ceduction of the im!act .e.g. noises, smells, dust3 of your activities on the local residents,
leading to more community su!!ort
&etting u! and running an environmental management system .$%&3 can !rovide significant
benefits across a number of areas of your business. 4ey benefits Cunning an effective $%& will
hel! you with?
better regulatory com!liance running an $%& will hel! ensure your legal
res!onsibilities are met and more easily managed on a daytoday basis
more effective use of resources you will have !olicies and !rocedures in
!lace that hel! you manage waste and resources more effectively and reduce
costs, and any environmental liabilities, such as waste emissions, will be
easier to control and manage routinely
mar7eting running an $%& will hel! you !rove your businessHs credentials as
an environmentally aware o!eration which has made a commitment to continual
environmental im!rovement
finance you may find it easier to raise investment from ban7s and other
financial institutions, which are increasingly 7een to see businesses
controlling their environmental im!act
increased sales o!!ortunities large businesses and government de!artments
may only deal with businesses that have an $%&
lighter regulation in many cases, an $%& may not be a regulatory
requirement, but if you show your commitment to environmental management,
regulators may view your business more favourably and you may benefit from
reduced fees and charges levied by environmental regulators
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). E,,ECTI+ENESS O, EN+IRONMENTAL MANA1EMENT S2STEM
Cecent studies indicate that not all environmental management systems lead to im!roved
environmental or business !erformance. 8owever, several !rojects and numerous case studies of
successful $%& !ractices in small and mediumsi#e enter!rises su!!ort the !ro!osition that an
effectively designed $%& can, under the right circumstances, significantly hel! a com!any
im!rove its environmental !erformance and bottom line. Gecause not all $%&s !roduce !ositive
benefits, it is im!ortant to understand the !otential benefits of an $%&, the common
characteristics of successful $%&s, the drivers and barriers to $%& im!lementation, and the
!rograms available to hel! &%$s im!rove their !erformance. These subjects are covered in the
cha!ters that follow.
).1 EM-IRICAL STUDIES O, EMSs
$m!irical studies of the !erformance of $%&s have only recently begun to emerge. 'ne of the
only studies in /orth "merica was conducted in the -nited &tates by the -niversity of /orth
6arolina and the $nvironmental Baw Institute between (++@ and >**>. The /ational <atabase
on $nvironmental %anagement &ystems ./<$%&3 study examined environmental !erformance
data at 01 facilities over a fiveyear !eriod. -ltimately, 1* facilities com!leted all five years of
the study. The !artici!ating facilities ranged from large, !ublicly traded major manufacturers and
electric utilities to small businesses such as auto !arts su!!liers and electro!laters and
government organi#ations, including military bases and munici!al water treatment !lants.
"!!roximately @* !ercent of the organi#ations !artici!ating in the /<$%& study were !art of a
larger business or government organi#ation. The final re!ort of the study concluded that evidence
from the !ilot facilities Isuggests that the introduction of an $%& can be ex!ected to be at least
somewhat beneficial to the environmental !erformance of most facilities, as well as to their
o!erating and management efficiencies, and in some cases to their regulatory com!liance
!atterns. These results are more li7ely for facilities that are subsidiaries of !ublicly traded
cor!orations, owing to their greater access to management ca!abilities, resources, and assistance
from their !arent organi#ations, but they occur in !rivately held and government facilities as
well.I The /<$%& study is inconclusive on the financial benefits of an $%&, but notes that
benefits were Imoderately im!ressiveI for the facilities that reali#ed them. Thirtytwo facilities
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re!orted quantified monetary benefits from $%& ado!tionF the average net benefit for those
re!orting a benefit through the first three years was J+*,1>*. ./<$%& >**13
'ne study com!leted by the -niversity of &ussex in Kuly >*** com!ared $%& use in $%"&
and I&' systems in >0* $uro!ean com!anies at )1* !roduction sites and found no statistically
significant relationshi! between the ado!tion of a formal $%& and im!roved environmental
!erformance.
The com!anies included + com!uter com!anies, 50 electric !ower generators, >, fertili#er
manufacturers, +* !ul! and !a!er !roducers, ), !rinters and )5 textile finishers.
"nother study of electronic firms observed that firms that ado!ted I&' ()**( were able to catch
u! to industry best !ractices, es!ecially if they !roduced significant toxic emissions.Cusso
>***3. " study conducted in the automotive su!!ly sector before =ord and Aeneral %otors
required their su!!liers to be I&'certified found minimal reductions after I&' ()**( ado!tion.
In terms of toxic releases and com!liance with regulatory requirements, environmental
!erformance was about the same in facilities that had ado!ted $%&s under I&' ()**( and those
that had not .%atthews >**(3.
).) -RO3ECTS AND CASE STUDIES
"lthough little em!irical wor7 exists on the im!acts of $%& ado!tion, the literature and case
studies contain valuable information on how com!anies have used $%&s to im!rove
environmental and business !erformance. The -& $nvironmental ;rotection "gencyLs web site
includes a case study index with lin7s to $%& success stories, several of them on &%$s.5 The
$;" case studies generally include an introduction to the facility, an overview of the !lanning
and im!lementation of the $%&, a list of the benefits achieved, and a descri!tion of the lessons
learned. 'ne case study, for exam!le, ex!lains how the %ottLs "s!ers !lant, an a!!le juice and
a!!le sauce !lant with 1@0 fulltime em!loyees in ;ennsylvania, im!lemented a $%& that
resulted in the !roduction of less solid waste, reduced water usage, increased recycling, savings
on energy usage and wastewater treatment costs.
The Manual or Implementing EM! in ! M E, issued by the International =inance 6or!oration
.I=63, also includes (5 case studies from facilities throughout the world, including the -nited
&tates, on the actual benefits reali#ed by small and mediumsi#e businesses that have
im!lemented $%&s .I=6 >**)3. &ome summaries of selected case studies from the I=6 manual
a!!ear in Table 1.(.
8
&elected $%& in &%$ 6ase &tudies, Dorldwide
In %exico, several !rojects have been underta7en to !rovide &%$s with technical assistance in
im!lementing environmental management systems. The Auadalajara $nvironmental
%anagement ;ilot .A$%;3, financed by the Dorld Gan7, studied the effects of $%& use in small
and mediumsi#e enter!rises in %exico.
In this !roject, (( large com!anies in Auadalajara, %exico, signed a voluntary agreement with
%exicoLs %inistry of $nvironment, /atural Cesources and =isheries .!ecretar"a de Medio
#mbiente, Recursos $aturales y PescaM & e m a rna!3, now 7nown as the %inistry of
$nvironment and /atural Cesources .!ecretar"a de Medio #mbiente y Recursos $aturalesM & e
m a rnat3, to mentor small su!!liers in im!lementing $%&s. Dithin three months of com!leting
the formal $%& training, over 0* !ercent of the >* !artici!ating com!anies in the A$%; study
had reduced their environmental releases, nearly @* !ercent had im!roved their wor7
environment, and over 5* !ercent had im!roved their economic !erformance.
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&lightly less than 5* !ercent re!orted im!rovements in waste handling, materials and energy
efficiency, and com!liance. The study c o n c l u d e s that Igains from good house7ee!ing
are !otentially very large in the case of &%$s, and N an $%& !rovides a means to ca!ture
these gains very quic7ly.I The !rojectLs !reliminary findings indicate the following?
T%e ISO 141 EMS mo&el can be a!!lied by &%$s without any modifications, with the
exce!tion of documentation.
Alt%o#g% t%e ISO 141 EMS mo&el is a!!ro!riate for &%$s, most &%$s require substantial
im!lementation su!!ort, !articularly in the areas of sim!lified formats, discrete milestones,
management systems thin7ing and staff assistance.
T%e 4#siness '#lt#re o( a (irm is !robably a more im!ortant factor than si#e in determining
whether it can im!lement an $%& .Dorld Gan7 (++03.
Gecause the A$%; study was underta7en in the early stages of $%& im!lementation, the
longerterm economic and environmental affects of $%& im!lementation have not been analy#ed.
In another !roject, ;royecto "dministaci. "mbiental %onterrey .;""%3, underta7en in
%onterrey, /uevo Beon, large com!anies and the %ultilateral Investment =und of the Inter
"merican <evelo!ment Gan7 .I"<G3 su!!orted an effort by the Instituto ;rotection "mbiental
.I;"3, a nongovernmental association of businesses in %onterrey, to train (+ &%$s in the use
and a!!lication of a modified environmental management system based on the I&' ()**(
model. 'ne of the !roject objectives was to determine whether $%&s were a useful tool in
im!roving &%$ environmental !erformance. =our com!anies could to !oint to s!ecific
environmental and economic benefits of !artici!ating in the !roject. The !rojectLs re!ort noted
that the vast majority of the Iroot causesI of significant environmental !roblems identified by the
firms could to be addressed through changes in management !ractices such as im!roved
maintenance, im!roved !rocedures and better training. Celatively few of the solutions, according
to the re!ort, required significant ca!ital ex!enditures .Bexington Arou! >**>3.
These studies and !rojects !oint the way to understanding the !otential benefits of an $%&,
while serving as a reminder that many obstacles and barriers to effective $%& im!lementation
exist.
1
/. T*E BENE,ITS AND COMMON C*ARACTERISTICS O,
SUCCESS,UL EN+IRONMENTAL MANA1EMENT S 2 S T E M S
<esigning and im!lementing an $%& can have tangible benefits for business enter!rises.
" system can hel! a com!any to enhance efficiency and minimi#e resource use and waste,
thereby reducing costs, hel! to ensure com!liance with regulatory requirements, encourage
em!loyee involvement and im!rove relations with customers. <es!ite variation in the
so!histication, sco!e and achievements of environmental management systems, successful $%&s
share common characteristics that are directly related to the benefits of an $%&. The benefits and
the characteristics of successful $%&s are described in this cha!ter.
/.1 T*E BENE,ITS O, EN+IRONMENTAL MANA1EMENT S2STEMS
Oarious boo7s, articles and studies have identified the benefits an environmental management
system can have for a com!any. In this section, these benefits are categori#ed into five main
areas that are most relevant to &%$s.
/.1.1 En%an'e& E((i'ien'y an& Lo$er Costs
$%& manuals and case studies !oint most frequently to the financial benefits of im!lementing an
environmental management system. 6ost savings are often lin7ed with consuming fewer
resources and !roducing less waste, but savings can also accrue from o!erational efficiencies, a
higher level of management efficiency, reduced liabilities and shorter !ermitting times because
of better relations with regulators and communities.
'!erational efficiency usually involves re!lacing or renovating equi!ment and facilities, as well
as im!roving the !roduction !rocess design and !aying closer attention to all in!uts and out!uts.
&uch changes can reduce in!uts .energy, water, etc.3 or ma7e o!erations more efficient, so that
!roduction is higher, faster or chea!er than before. 6osts are com!ared !reand !ost$%&
im!lementation.
$ven small changes in o!erational efficiency can !roduce significant results. <uring its $%&
identification !rocess, one com!any highlighted in the I=6 case studies .=igure 1.(3 noticed that
one of its large machines had a serious oil lea7.
The lea7 was quic7ly re!aired with a J5 gas7et. This easy, inex!ensive action cut the amount of
oil consumed by the com!any by half, resulting in significant cost savings. In addition, the local
11
munici!al authority reclassified the !lant as no longer generating ha#ardous waste .I=6 >**)3.
In another exam!le, during the develo!ment of its $%& a com!any in %exico, %u"micos y
Papeles del $orte, identified the use of excessive rinse water as a significant environmental
as!ect of its o!erations? the short !roduction runs of incom!atible !roducts required the
equi!ment to be rinsed between !roducts. The com!any im!lemented a more systematic
!roduction !rogramming to eliminate !roduct changeovers and increased !roduct storage
ca!acity. The results were more efficient utili#ation of !roduct and storage s!ace, water savings,
reduced !roduct waste and im!roved labor utili#ation .Bexington Arou! >**>3.
Ceduced liability is another financial criterion that can be used to measure the success of an
$%&. " court or the government may view a com!any with an $%& in !lace more favorably
when determining sanctions. =or exam!le, in /ova &cotia a judge dismissed a case against a
!ul! and !a!er mill for a small oil s!ill because the com!any had an $%& in !lace that addressed
s!ill issues. The judge cited the com!anyLs due diligence, stating Ithe su!ervisor who found the
lea7 . . . 7new the equi!ment, what to do to sto! the lea7 and did so immediately. . . . 8e had
been instructed on what to do in the event of any oil s!ill and he did that.I C. v. &tora =orest
Industries Btd., [(++1] /.&.K. /o. 11* ./.&. ;rov. 6t. Kun >1, (++13 6ha!ter @ describes how g o
vernment !olicies encouraging $%& usage may also affect !enalty calculations.
/.1.) Re&#'tions in Reso#r'e Use5 6aste an& Emissions
%any &%$s rate the success of their $%&s by monitoring the resources used and the waste
minimi#ed, both of which are closely related to cost savings. Im!lementing an $%& allows a
com!any to identify o!!ortunities for im!rovement and to !lan ex!enses. 4ey !erformance
indicators include? the volume of raw materials, water and energy consum!tion, recycling rate,
ha#ardous and nonha#ardous waste generation and the number and volume of releases.
'rgani#ations use selfgenerated records, bills or data from various utilities to measure
consum!tion and waste !re and !ost$%& im!lementation. Goth large cor!orations and small
and mediumsi#e enter!rises use $%&s to reduce resource and energy consum!tion, as well as
the volume and toxicity of waste generation. =ourteen of (5 International =inance 6or!oration
case studies claim reduced waste, consum!tion or toxicity as com!aniesH main goals in $%&
design and im!lementation, as well as the !rimary criteria for evaluating $%& usefulness.
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$lsewhere, in a survey of 50* manufacturing !lants with more than 5* em!loyees, =lorida and
<avison .>**(3 found that facilities with $%&s resoundingly !ointed to recycling and reductions
in air emissions and solid waste and electricity use as evidence of facilitylevel im!rovement .
/.1./ Reg#latory Com7lian'e
"nother frequent indicator of a successful $%& is achieving the goal of regulatory com!liance.
The criteria an organi#ation selects to measure im!rovement can vary widely and de!ends on the
com!anyLs com!liance history and regulatory burden. %anagement can use an $%& to monitor
the legal requirements and thereby !lan ex!enses associated with !ermitting, re!orting and
monitoring to ensure com!liance with the law. Ideally reducing the frequency and severity of
violations and the associated costs.
"n $%& can also hel! a com!any to !re!are for a more stringent a!!lication of environmental
regulations by the government. =or exam!le, the I=6 case studies include the exam!le of a
manufacturer of office furniture that eliminated methyl chloroform from its cleaning and
fastening !rocesses and reduced the volume of emissions of volatile organic com!ounds .O'6s3
by converting to a !owderbased coating system. These !ollution !revention alternatives saved
the com!any more than J(.( million a year and gave the com!any a return on its J( million
investment in less than one year. This effort hel!ed the com!any to com!ly more easily with
increasingly stringent environmental regulations and eliminated incineration fees for solid and
liquid ha#ardous wastes .I=6 >**)3.
/.1.4 Em7loyee Involvement
%any com!anies recogni#e that the success of an $%& de!ends on the !artici!ation of the full
s!ectrum of em!loyees. Indeed, em!loyee engagement is at the heart of the Total Puality
%anagement .TP%3 !rocess on which $%& !rinci!les de!end. <ifferent ty!es of em!loyees
have different insights into environmental !erformance and suggestions for im!rovements.
;ro!er im!lementation of an $%& requires em!loyee involvement and, if successful, creates as a
benefit a sense of res!onsibility and accom!lishment among the em!loyees.
" +*!erson metal finishing com!any in the -nited &tates, which was cited in the /ational
<atabase on $nvironmental %anagement &ystems study, designed its $%& without em!loyee
involvement, but then engaged em!loyees in a series of classes and meetings to introduce and
13
reinforce $%& conce!ts. It also trained a do#en em!loyees from the com!any to act as internal
auditors. Gy contrast, another com!any cited in the /<$%& study, a 15*!erson manufacturing
!lant, selected a wide range of em!loyees, from managers to engineers to line o!erators, to ma7e
u! the team res!onsible for creating the $%&. The com!any considered em!loyee engagement in
the design !rocess as im!ortant as engagement in im!lementation.
Im!roved Celations with 6usto m e r s "n $%& can im!rove relations with customers. =or an
&%$, im!roved relations usually means larger !urchasers in a dominant mar7et !osition, such as
=ord and A%, which require their su!!liers to be I&' ()**(certified. &maller com!anies,
however, may also find that an $%& means wider a!!eal in a more local mar7et. =or exam!le,
&ramboisire de l'Estrie, a berry farm in Puebec, was one of the first two farms with I&'()**(
certification in /orth "merica .see sidebar3.
It mar7ets its environmental im!rovements and the !ositive economic benefits it has rea!ed
from I&' certification.
/.) T*E BENE,ITS AND COMMON C*ARACTERISTICS O, SUCCESS,UL
EN+IRONMENTAL MANA1EMENT
The success of an organi#ationLs $%& can be evaluated by monitoring the organi#ationLs
!rogress toward meeting its environmentrelated objectives and targets. -nderstanding the
common characteristics of a successful $%& will hel! to ensure that the conditions needed to
su!!ort successful $%& design and im!lementation are !resent.
Designed with a Strong Bsiness Case in !ind. " successful $%& is develo!ed with a strong
business case in mind. Its !ur!ose is to im!rove the value of the com!any through ris7 reduction,
revenue enhancement and cost reduction.
S""orted #$ !anage%ent and Co%%it%ent o& 'esorces .-nless the owner and u!!er
management are committed to and su!!ortive of the $%&, it is extremely difficult to obtain the
resources and coo!eration needed to successfully develo! and im!lement an effective system.
The environmental !olicy, as endorsed and su!!orted by management, defines the strategy of the
organi#ation and s!ecifies the sco!e and commitments of the $%& to em!loye e s , customers
and those outside the com!any, such as local agencies, investors and community grou!s.
(ngaged (%"lo$ees. Dhen em!loyees at all levels of an organi#ation are engaged in an $%&, it
is more li7ely to succeed. -nder a welldesigned $%& su!!orted by management, individual
em!loyees understand their roles and res!onsibilities, receive adequate training and information,
14
and are aware of the !otential environmental im!acts of their jobs. Ty!ically, when em!loyees
are engaged in such a !rogram they enjoy a sense of ownershi! and !ossess the motivation to
ma7e a !ositive contribution to the success of the !rogram.
Integrated into Bsiness. The most successful $%&s are not standalone !rojects or initiativesF
they are !art of the standard decisionma7ing !rocess of a business. They also are integrated
into all as!ects of a com!anyLs activities, !roducts and services. In the /<$%& study, all c o
m!anies that had ado!ted $%&s asserted that they saw a business value in im!roving their
environmental !erformance.
Clearl$ De&ined O#)ecti*es and +argets. S#''ess(#l $%&s tend to set both abstract2overarching
and s!ecific2measurable goals. "n abstract2 overarching goal may be Itrans!arency,I whereas a
s!ecific2measurable goal may be I8ave %ichael document the $%& design and im!lementation
!rocessI or ICeduce air emissions by 15 !ercent by >**,.I "bstract2overarching goals allow for
creativity and !roblem solving, because managers and em!loyees are not bound to follow certain
codes. &!ecific and measurable goals ensure that the abstract is translated into the feasible and
achievable. This duality also !laces smaller objectives in the context of larger goals.
Continal !onitoring and !easre%ent. % o n itoring and measurement are always cited in
$%& success stories, but com!anies go to widely different lengths to monitor and measure
their !rogress.
"fter setting objectives and targets, a com!any should devise a means of monitoring and
measurement, !referably in quantifiable terms. "re changes being im!lementedQ "re the correct
!olicies being !ursuedQ Is the amount of waste being reduced, and, if so, by how muchQ
8ow much money is being saved through waste reductionQ "re targets being metQ "re more
effective means of reducing waste availableQ
&hould objectives and targets be revisedQ Puestions li7e these should be as7ed daily by any
com!any and not limited to the startu! !eriod of the $%&. " 7ey element of any management
system is the o!!ortunity it !rovides for learning from ex!erience. Aiven the si#e, resources, and
variety of structures, as well as the obstacles faced by small and mediumsi#e enter!rises in
im!lementing environmental management systems, it is im!ortant that those systems be flexible.
Dhenever !ossible, the goals and com!lexity of an $%& should be set by the com!any itself.
Those goals will necessarily be limited by financial and economic considerations, including the
!rofitability requirements of the organi#ation .
15
4. E0AM-LES
Ro'8$ell A#tomationF Twinsburg, 'hio.
The Twinsburg !lant became one of the first registrants in the -.&. to I&' ()**(. "ccording the
Coger 8artel, Icertification sends a message to the com!anyHs stoc7holders, customers, and
em!loyees. Geing an exem!lary environmental citi#en is absolutely of critical im!ortance to all
these !o!ulations and to international business as well.I I&' ()*** and $%& have contributed to
a continuing reduction of energy consum!tion and waste !roduction. Cecycling reduces material
sent to landfills by about (5*,*** !ounds a year.
-lasti'olorF "shtabula, 'hio.
Cegistered to I&' ()**( in 'ctober, (++,. "ccording to <on 8erndon, they believe that a well
documented , efficient $%& !rovides a !roactive a!!roach for managing environmental
activities. They are not just reacting to environmental !roblems, but IfixI them before they occur.
This greater effectiveness hel!s reduce costs.
0ero9 Cor7oration
&ite recycling !rograms, including the conversion of solid waste to useable energy through
incineration, saved Rerox over J(> million in (++5.
Rerox im!lemented a !lastic recycling !rogram. 8igh grade !lastic !anels from returned Rerox
!roducts are collected, sorted, disassembled and ground for re!rocessing. The !lastic is then used
to manufacture Rerox !roducts or is sold on the o!en mar7et. The !rogram has already diverted
>5* tons of !lastic from landfill in %onroe 6ounty and (++, estimates !roject 5** tons diverted
with J(**,*** in savings to Rerox.
/M
In (++*, 1% began a major waste reduction effort. Gy 1% definition, waste is what remains after
raw materials are converted to !roducts and by!roducts. <uring (++1, resource recovery
16
activities in the -.&. recovered and sold almost (++ million !ounds of !a!er, !lastics, solvents,
metals, and other by!roducts.
&ince (+0+, 1% reali#ed more than J(5, million by reclaiming and finding buyers for
manufacturing waste. =or exam!le, em!loyees at a 1% !lant in Gra#il develo!ed a waste
reduction !rogram and sold J(5*,*** in waste materials and reduced waste dis!osal costs by
J+*,***.
1%Hs technical em!loyees have conceived and im!lemented ),5+* !ollution solutions under the
1; !rogram. =or exam!le, a resin s!ray booth had been annually !roducing about 5**,***
!ounds of overs!ray that required s!ecial incineration dis!osal. /ew equi!ment was installed to
eliminate excessive overs!ray. The new design reduced the amount of resin used, saving more
that J(>5,*** a year, on a J)5,*** investment in equi!ment.
IBM
(++5 energy conservation activities saved J(5.( million, reducing electricity use by >>, million
7ilowatt hours. These were achieved through such efforts as energy conservation in
manufacturing !rocesses .Oimercate, Italy3, installation of a condenser tube cleaning system for
refrigeration machines .%ain#, Aermany3, and u!grading 8O"6, lighting, and chilled water
system controls along with systematic testing and re!airs of an extensive steam tra! system
.$ndicott, -&"3. The IG% site in "ustin, Texas, !roduced financial and social benefits by
im!lementing a !roject that reuses highquality rinse water in existing cooling systems. (++5
savings for the city were J(*1,*** with a rebate of J1*,*** to IG%. (++, savings to the city are
estimated at J(@+,***. Cecycling for sites in /ew Sor7, /ew Kersey, and 6onnecticut !roduced
social benefits by recycling (,,,+ tons of commodities in (++5. This equates to the conservation
of >0,1@1 trees, ),(@> barrels of oil, ,.0 million 7ilowatts of electricity, ((., million gallons of
water, or ,,,@, cubic yards of landfill s!ace. "nother social benefit in (++5 was the avoidance of
(@,*** tons of ha#ardous waste from !roduction !rocesses. " new !rocess for manufacturing
ceramic substrates re!laced methanol with deioni#ed water. The estimated im!act is a savings of
J@1+,*** for every (**,*** !ounds of glass frit, a raw material, used in !roduction, a reduction
in methanol emissions of ,,*** !ounds, and im!roved cycle time of 1*T.
17
:. CASE STUDIES
CASE ! I STUD2 ON T*E DE+ELO-MENT O, EN+IRONMENT
MANA1EMENT S2STEM IN AN INDIAN -*ARMACEUTICAL
INDUSTR2 T*ROU1* IM-LEMENTATION O, ISO 141.)4
1UIDELINES
%any !harmaceutical industries in India are concern of environment management through waste
treatment only, some are concern of environment management through waste treatment and
minimi#ation only, very few are concern of environment management through im!lementation of
international standard I&'()**(?>**)(. This !a!er !resents an analysis on im!lementation of
environment management system following the requirements of I&'()**(?>**) international
standard and its im!acts on a !harmaceutical industry of 4ol7ata, India. The main focus of this
!a!er is the evaluation of achievement in waste management through im!lementation of
I&'()**(?>**), $nvironment management system .$%&3 in a !harmaceutical formulation
industry.
Intro&#'tion
I&' ()**(? >**), international standard is $nvironmental management systems U Cequirements
with guidance for use. "s !er I&' ()**(?>**), international standard, $nvironment means?
&urroundings in which an organi#ation o!erates, including air, water, land, natural resources,
flora, fauna, humans and their interrelation. &urroundings in this context extend from within an
organi#ation to the global system(. This standard has six main clauses as 6lause ).( to ).>.
6lause ).> is V$nvironmental !olicyW to! management has to ensure to continual im!rovement
and commitment for !revention of !ollution.
6lause ).1.(? $nvironmental as!ects? 'rgani#ation has to identify $nvironmental as!ects of its
activities, !roducts and services and to determine those significant as!ects that have significant
im!acts on the environment.
6lause ).1.>? legal and other requirements? 'rgani#ation has to identify a!!licable legal
requirements and other requirements to which the 'rgani#ation subscribes.
6lause ).1.1? 'bjective, targets and !rogrammes? 'rgani#ation has to establish, im!lement and
maintain documented environmental objective and targets and has to establish, im!lement and
maintain !rogrammes for achieving its objective and targets with designated res!onsibility and
time frame.
18
6lause ).).1? 6ommunucation? 'rgani#ation has to establish, im!lement and maintain
environmental as!ects internal 6ommunication with all levels of the organi#ation including
external interested !arties of the factory.
6lause ).).,? '!erational control? 'rgani#ation shall identify and !lan for those o!erations
associated with identified significant environmental as!ects consistent with its environmental
!olicy, objectives and targets. $stablishing, im!lementing and maintaining !rocedures related to
identified significant environmental as!ects of goods and services used by the factory and
communicating a!!licable !rocedures and requirements to the su!!liers, including contractors.
6lause ).).@? $mergency !re!aredness and res!onse? 'rgani#ation has to establish, im!lement
and maintain !rocedures to identify and res!ond to emergency situations and mitigate adverse
significant im!acts on the environment.
6lause ).5.(? %onitoring and measurement? 'rgani#ation has to establish, im!lement and
maintain !rocedures to monitor and measure, on a regular basis, the 7ey characteristics of its
o!erations that can have a significant environment im!act. %easurement of effluent !arameters
li7e !8, 'il and Arease, T&&, G'<, 6'< are measured and monitored here.
6lause ).5.>? $valuation of com!liance? 6onsistent with its commitment, the 'rgani#ation has to
establish, im!lement and maintain !rocedures for !eriodically evaluating com!liance with legal
requirements and other requirements to which it subscribes.
6lause ).5.(? %onitoring and measurement? 'rgani#ation has to establish, im!lement and
maintain !rocedures to monitor and measure, on a regular basis, the 7ey characteristics of its
o!erations that can have a significant environment im!act.
6lause ).5.1? /onconformity, corrective action and !reventive action? 'rgani#ation has to
establish, im!lement and maintain !rocedures for dealing with actual and !otential non
conformity and ta7ing corrective and !reventive action.
6lause ).5.5 VInternal auditW states that organi#ation shall ensure that internal audits to
environmental %anagement system are conducted at !lanned intervals to determine that
environmental %anagement system conforms to the requirements to the international standard
and !ro!erly im!lemented. &election of auditors and conduct of audits shall ensure objectively
and the im!artiality of the audit !rocess.
6lause )., V%anagement reviewW states that to! management shall review organi#ations
$nvironmental %anagement system, at !lanned intervals, to ensure its continuing suitability,
19
adequacy, effectiveness, o!!ortunities for im!rovement, environmental !olicy, objectives and
targets, environmental internal audit, evaluation of com!liance with legal requirements,
communications from external interested !arties including com!laints. 'ther agenda must be
discussed in %anagement review meeting.%C%3 are $nvironmental !erformance of the
organi#ation, the extent to which objectives and targets have been met, changing circumstances,
including develo!ments in legal and other requirements related to environmental as!ects,
recommendations for im!rovement.
&mall and medium si#ed .&%$3 enter!rises !lay a vital role in our socioeconomic systems.
6ollectively they are res!onsible for considerable environmental im!acts. Im!lementing
I&'?()**(has hel!ed Coc7wellWs automation !lant reduce its ha#ardous waste by (0T, =ordWs
Bima engine !lant reduced in water usage by >.) million gallons annually, Boc7heed %artinWs
&yracuse !lant was able to reduce its wastewater by 0,T, solid wate by @0T and !rocess waste
by 1)T, recycling at the !lant im!roved by >>T1,). The focus of the standard is to bring
environmental issues into the mainstream of the cor!orate decision ma7ing !rocess, and
therefore the I&'?()**( standard may well be an indicator of a com!anyWs commitment to
environmental res!onsibility5,,. In India, around (5** organi#ation have been I&'?()**(
certified, which is around (.@T of world share quite negligible com!ared to Ka!an, 6hina and
&!ain@. $nca! <rug <elivery is a !harmaceutical com!any in Bivingstone, filling two !iece hard
ca!sules with liquid medications, em!loys @* !eo!le with , million dollar turn over.
"fter im!lementing I&'?()**(, $%&, the com!any reduced the waste sent for landfill for
dis!osal by >5T, by ado!ting recycling !rocess by segregating glass, !a!er, cardboard, !lastics
and metal0. 'ne com!any re!orted that it was able not only to recycle +)T of its waste, but also
to create a !rofit centre+. In Bebanon 6osmaline !roduces cosmetics and ;harmaline !roduces
!harmaceuticals and !ara!harmaceuticals after im!lementing $%& I&'()**( demonstrate
sound environment !erformance in waste management by recycling waste into !rimary
materials, li7e carton, nylon, oil waste are sold or given free to waste contractor for recycling. "t
6osmalineWs !olyethylene waste is recycled u!to three times for !roduction of bottles, ca!s jars,
when these !olyethylene waste can no longer recycle internally then sold to contractor for
manufacture of cistern, floate etc.. The !resent study is aimed to mitigate environment
as!ectim!act in a drug formulation unit !roducing tablets, oral liquids, ca!sules by ado!ting and
im!lementing $nvironment %anagement &ystem .$%&3, following I&'?()**(?>**)
international standard.
2
Material an& Met%o&s
The !resent study was conducted in a !harmaceutical formulation industry having !roducing
drugs formulations of tablets, ca!sules and oral liquids. The wor7 done in this drug !lant in three
subsequent years .>*(*, >*(( and >*(>3. In the first visit, extensive studies of the in!lant
!rocesses were made. &am!les were collected from the final effluent stream and analy#ed for the
!arameters !8, T&&, T<&, 6'< and G'<. Those are failing with higher values and does not
com!lying environment norms. Then an environment audit are conducted to found out the root
causes, and a very in systematic environment management a!!roach are found. Then !resent
investigator suggested to the management for im!lementing I&'?()**( environmental
management systems .$%&3 to resolve the !roblem. The suggestions were acce!ted by the
management.
&even ste! action !lan has been !re!ared. &election of an $%& manager, formation of an $%&
team from multivarious activity staff, as shown in table(, =ormation of environment !olicy, a
commitment to develo! $%&, signing by the to! management, dis!laying to all strategic !laces
of the factory for communicating to all concerned and outside the gate for !ublic also, awareness
and internal auditor training are given by the investigator to all $%& team members, to ma7e
them qualified Inter auditor of $%&, as shown in table>, Identification of environmental as!ects
and significant environmental as!ects as shown in (st column of Table1, environmental as!ects
.clause ).1.(.a3, Identification of environmental im!acts and significant environmental im!acts
as shown in >nd column of table1, environmental im!acts .clause ).1.(.b3, $stablish
'!erational control to tac7le identified environmental as!ects and significant environmental
as!ects and identified environmental im!acts and significant environmental im!acts, as shown in
column 1rd of table1, o!erational control .clause ).).,3, formulation of objective, targets and
!rogrammes to mitigate identified environmental as!ects and im!acts, as shown in column )th of
table1., 6losing of /onconformity ./63 for significant environmental as!ects and im!acts and
/6 raised during internal audit and corres!onding corrective action !reventive action ta7en to
close them as shown in 5th column of table1.
Res#lts an& Dis'#ssion
Gefore starting of I&'?()**(?>**) im!lementation effluent !arameters are high, after
im!lementation of environmental %anagement system following I&'?()**(?>**).
21
Con'l#sion
"do!tion of I&'?()**(?>**) environment management system standards, with regular self
assessment and internal audit can develo! waste management and cleaner !roduction in
!harmaceutical industry, as basic drug !lants are red category industry as !er 6;6G norms.
I&'?()**(?>**) is a scientific tool by which small and medium si#e .&%$3 !harmaceutical
industry, will be benefitted. De have to develo! a $%& team as shown in table(, then we have
to train them as shown in table >, then we have to minimi#e and treat the waste Im!lementation
of I&'?()**(?>**) environment management system is necessary rather than certification of
I&'?()**(?>**) for the organi#ation.
22
CASE ! II TE0TILE INDUSTR2 . BENE,ICIAR2 O, EN+IRONMENTAL
MANA1EMENT S2STEM
In re'ent times5 Environmental Management System %as 4e'ome t%e 'ynos#re o( all eyes. It
is glo4ally relevant in all ty7es o( in&#stries. T%is 7a7er &eals $it% t%e 7ro'e&#re5 tests an&
met%o&s o( 8ee7ing an& managing t%e te9tile in&#stry in an 7oll#tion (ree environment.
I. EN+IRONMENTAL MANA1EMENT S2STEM
In the last two decades, organi#ations of all 7inds are becoming increasingly concerned to
achieve and demonstrate sound environmental !erformance by controlling the effect of their
activities, !roducts and services on environment ta7ing into consideration their environmental
!olicies and objectives. %any organi#ations have underta7en environmental reviews or audits to
access their environmental !erformance. The emerging consensus is that when environmental
management system become a !art of management of any organi#ation, only then an
organi#ation can survive in the long terms.
The $nvironmental %anagement &ystem of an organi#ation is one that should be designed to
meet the following needs?
X %eet the regulatory and legislative requirementsF im!rove the control of the environmental
im!act. X ;rovide confidence to customers that the !roducts from the organi#ation are
manufactured with the aim of reducing the negative im!act on the environment.
X &uitably accommodate changing mar7et trends and thereby gain com!etitive edge.
X Ceduce cost associated with environmental liabilities and insurance.
International &tandards have been develo!ed in the last decade to hel! and equi! organi#ations
with an effective environmental management system, which can be integrated with other
management requirements. &uch a system is ex!ected to assist organi#ation to achieve
environmental and economic goals. The International 'rgani#ation for &tandardi#ation .I&'3 has
come out with a series of standards to enable organi#ations to establish environmental
management system.
II. ESTABLIS*IN1 AN EN+IRONMENTAL MANA1EMENT S2STEM ,OR TE0TILE
INDUSTRIES
" gradual move towards sustainable develo!ment is li7ely to !ush environmental management to
the forefront of com!any activities. This has already ta7en !lace to a large extent in most
23
develo!ed nations. /ewly industriali#ed countries are showing signs of jum!ing on the
bandwagon by increasingly incor!orating environmental safeguards into economic activities.
The wide acce!tance of I&' ()*** at the international level has also raised considerable alarm
for develo!ing countries as many international buyers of textile !roducts have now included
environmental com!onents in the code of conduct to ma7e their su!!liers more accountable from
an environmental !ers!ective. The concern of textile !roducers is that these demands might turn
out to be another trade barrier, which would restrict access to international mar7ets. 4ee!ing in
mind the changing global !aradigm, and understanding that such changes affect the individual
settings at national levels, &<;I .&ustainable <evelo!ment ;olicy Institute3 has launched a
!roject that aims to develo! a wor7ing manual to assist textile industries in develo!ing an
$nvironmental %anagement &ystem .$%&3 as !er I&' ()**( requirements. The wor7ing
manual will be designed in accordance with the existing !roduction set u! of these industries. It
will facilitate the im!lementation of $%& without incurring substantial changes in the given set
u! of these com!anies. Gecause each organi#ation is different, the guidelines will be s!ecific
enough to set u! and im!lement an $%& but general enough to allow the flexibility for
addressing unique characteristics of textile com!anies. The various sections of the manual will
describe each element of the I&' ()**( standard and !rovide ste!byste! !rocedures for ty!ical
textile !rocessing industry. The manual will !romote and assist ca!acity building efforts to
ensure enforcement2com!liance with environmental management systems and better define the
resulting costs and benefits. It will also demonstrate environmental management systems
im!lementation in local industrial units. The manual will also serve as a learning aid in
visuali#ing I&' ()**( required documents and a tool to jum! start develo!ment and
im!lementation activities.
A. S+A,DA'D +(S+S, !(+-ODS, A,D D(.I,I+IO,S
'ne of the greatest needs in im!roving !ollution !revention industry wide is the ability to
transfer the successes of one !lant to another and from other industries to the textile industry.
Transfers of !ollution !revention ideas and cleaner technologies !roduce successful results and
require minimal cost and effort. &tandardi#ation of tests, terminology, and re!orting formats is a
useful tool for achieving successful transfer of information. &tandardi#ation also reduces
!otential disinformation and misunderstandings about !rocesses and !roducts. &ome areas that
should be standardi#ed within a !ollution !revention !rogram, and if !ossible between !ollution
!revention !rograms. Dhich are?
24
X "udit !rotocols and re!orting.
X 6ase history !rotocols and re!orting.
X "quatic toxicity testing and re!orting.
X Puantifying treatability, offensiveness, and dis!ersability.
B. +('!I,O/O01 '(/A+(D +O BIOD(0'ADABI/I+1 A,D O+-(' +('!S
6hemical and !rocess alternative evaluation !rotocols. P6 of incoming materials. Cesearch
re!orts that many international textile manufacturers are using the "ustrian Textile Cesearch
Institute2 %ohensteiner Institute !rotocol for substances called 'T/ (** .>)3. The tests are
carried out by gas chromatogra!hy2mass s!ectrometry .A62%&3, and the !roducts are certified as
!assing the 'T/ (** test. 'ne downfall of standardi#ation is the negative im!act it may have on
creative thin7ing and innovation. If a !ollution !revention audit or evaluation is reduced to an
exercise in following a chec7list or filling out a form, then the !rogram runs the ris7 of becoming
only a su!erficial activity with little im!ortance to those involved. This is a serious matter and is
the main reason why !ollution !revention should be a grassroots, sites!ecific !rogram, not a
mandated, standardi#ed !a!erwor7 exercise.
C. CO,S2!(', I,S+A//(', A,D (,D32S(' I,.O'!A+IO,
6onsumer demand for s!ecific !roducts .e.g., insectresistant wool !roducts3 is the ultimate
driving force behind textile manufacturing. -nfortunately, many, if not most, consumers are
unaware of the !ollution the textile !lant generates in an effort to satisfy consumer demand. In
addition, consumers are often confused by 9green: claims that are made in the absence of
standard regulations and definitions .see 9&tandard Tests, %ethods, and <efinitions:3. "s a
result, consumers may ex!ress !references for !roducts with certain attributes or qualities with
little or no 7nowledge of the !ollution generated to !roduce those !roducts. 6onsumers need to
be educated about textile manufacturing !rocesses and the !ollution resulting from these
!rocesses in order to ma7e betterinformed choices in the mar7et!lace. Getterinformed
consumers can result in?
X Ceduced demand for high!ollution !roducts
X Im!roved life ex!ectancy .durability3 of textile !roducts
X Bess !ollution from use, cleaning, and maintenance
X Getter installation and use
X $nhanced !ost consumer recycling of textile !roducts
25
6onsumers, however, should not bear all res!onsibility for a mar7et that demands high!ollution
!roducts. "lthough many textile manufacturers have initiated effective !ollution !revention
within individual !rocess lines, few, if any, have a!!lied a global a!!roach that broadly
integrates !ollution !revention from fabric designer to consumer. Integration and coordination
are the 7eys to maintaining !ollution !revention all the way along the !rocessing chain from raw
material to yarn to fabric to textile !roduct. %any of the difficulties of achieving global !ollution
!revention efforts have already been discussed.
The basic dilemma is that !ollution !revention efforts underta7en at one stage of !rocessing may
only benefit downstream o!erations. -nless they are all !art of an integrated o!eration, no
mechanism exists for u!stream o!erations to recou! the costs or rea! the benefits of any
!ollution !revention initiatives they may underta7e. =urther difficulties arise when textile
materials are combined with other raw materials to !roduce final consumer !roducts .e.g.,
furniture3. 'ften, textile manufacturers do not 7now which materials will be combined or in what
manner they will be combined after they leave the mill.
=or exam!le, in furniture u!holstering, u!holstery fabric can be combined with batting, fiberfill,
o!en or closed cell foams, and stiffening inner liners. ;roblems arise when consumer !roduct
manufacturers lac7 good information about incom!atible material combinations, es!ecially those
that could !roduce !ollution such as indoor air emissions, sor!tion, and reemissions. This ma7es
!roduct design difficult for all involved. "ccurate, clear consumer information on !roduct use
with res!ect to aftermar7et treatments, cleaning solvents, use conditions, installation and
maintenance, and recycling is also needed. 8igh and low !olluting !roducts .in terms of
manufacturing3 need to be accurately identified to the customer. In addition, better information
on material combinations is needed. In short, a clear need exists to !rovide better information on
!roduct use, installation, and material combinations to all involved, including textile !roducers,
consumer !roducts manufacturers, and customers. %ar7eting is a crucial lin7 in this chain. &ome
industries .e.g., !harmaceuticals3 do an excellent job of informing consumers, and the textile
industry can learn from these industries. In addition, the textile industry needs to emulate other
successful techniques such as better technical !roduct bulletins and !roduct s!ecifications.
;roviding this information would also hel! avoid certain common quality !roblems such as color
bleeding of 7nit shirts with contrasting collars.
D. S(0'(0A+IO, A,D DI'(C+ '(2S(
26
'ne cornerstone of good waste management is that individual waste streams must be se!arately
ca!tured, segregated, and stored to maximi#e the !otential for recovery, recycle, and reuse. =or
exam!le, in !rinting o!erations, %alone suggests that, when !roducing many s!ecial customer
colors, excess material and over!roduced material should be held in inventory until a suitable use
is found. The stored excess can be used as a com!onent in a new color mixture. /ew machinery
is available with builtin features that facilitate recovering and reusing waste streams. 'ne
exam!le that can be widely a!!lied in textile !rocessing is the &choll GB$"68&T"C. This
machine has builtin facilities for waste stream segregation and ca!ture. In addition, some
facilities use multi!le waste handling systems to segregate wastewater for more efficient reuse or
treatment into?
X /on contact cooling water.
X &torm water from !ar7ing lot and roof drains.
X 6leanu! water from machines, facility, and filter bac7wash.
X ;rocess wastewater from !re!aration, dyeing, and finishing.
In the future, facilities and equi!ment will require even further segregation of wastewater. =or
exam!le, highly colored or high salt content wastes can be better handled if se!arated from other
waste streams. Ceuse and treatment of these !ollutants are ex!ensive. 4ee!ing these wastes
se!arate from other wastes is essential to 7ee!ing the treated volume low.
(. I!P'O4(D P'OC(SS CO,+'O/
In the !ast, control systems in textile o!erations involved the automation of existing manual
methods. In many cases, these methods have been enhanced with attractive gra!hic dis!lays and
other aesthetic im!rovements, but the underlying control !rotocol remains the same as with the
manual methods. " new generation of innovative control systems is being develo!ed that
actually uses more ca!abilities of micro!rocessors. &ome are hard automated systems, and others
em!loy so!histicated fu##y logic or neural networ7 control strategies.
&ome exam!les are?
X "-T'%"T$< %IR$< 4IT68$/
X 6hemical dosing systems
X <irect dye bath monitoring and control systems
X Cealtime sensors and advanced control strategies
X Cealtime multi channel ada!tive control systems
X &cheduling and management systems
27
.. CO,+'O/5 AUTOMATION5 SC*EDULIN15 AND MANA1EMENT S2STEMS
%odern control systems ty!ically control !arameters such as?
X "ir exhaust and moisture control from dryers
X 6hemical feed or addition
X 6ooling and heating
X <raining and filling
X Incident .tangle3 alarm
X ;ressure control, s!eed, flow, and tem!erature
These control systems follow a !redetermined !rocess routine and can be !rogrammed with
extreme accuracy.
;ollution decreases with these systems because the im!roved control increases the li7elihood of
rightfirst time !rocessing. This saves time, energy, and chemicals, and facilitates chemical
handling within the o!eration.
0. REAL;TIME SENSORS AND AD+ANCED CONTROL S+'A+(0I(S
'ne innovation that has occurred at the front end of many control systems is the ado!tion of
ra!id, accurate, real time sensors. These enable the o!erator to monitor and evaluate im!ortant
!rocess !arameters. In many systems, !redictive models are embodied in the controls, which can
ma7e quic7 changes, adjusting o!erating variables to achieve the desired result. &ome
a!!lications of these systems are?
X <ryer efficiency and air !ollution im!rovement
X <irect dye bath monitoring and realtime control
In these a!!lications, traditional control strategies are re!laced with innovative strategies that
ada!tively adjust in real time to com!ensate for uncontrollable !arameters. This allows a better
chance of rightfirsttime results des!ite raw material and other variations.
-. PO//2+IO, -RE+ENTION T*ROU1* NE6 E<UI-MENT
$qui!ment design, maintenance, and o!eration are essential elements of an effective !ollution
!revention !rogram. <uring the last few years, certain new equi!ment conce!ts, as well as
modifications to existing equi!ment, have a!!eared that directly contribute to the reduction of
!ollution from textile !rocessing o!erations. &ome of this equi!ments are mature and
commercially !roven, and are being readily ado!ted by textile mills as they re!lace older
equi!ment. 'ther ideas are still un!roven but show !romise and deserve attention as attem!ts to
bring them to a state of commercial usefulness !rogress.
28
III. CONCLUSION
8istorical efforts have focused on Hend of !i!eH technology to address textile environmental
!roblems, the textile industry is recogni#ing the need to identify and im!lement waste
minimi#ation and resource recovery2reuse measures. Textile ex!erts are wor7ing to identify
manufacturing !rocess concerns and ex!lore o!erational alternatives. These alternatives include
!rocess modifications such as counter flow rinsing, cooling water recovery2reuse, chemical
substitutions, dye substitutions, im!roved !rocess control, wastewater heat recovery, and
wastewater treatment2reuse.
These a!!roaches have been successful in reducing the discharge of !ollutants such as metals,
salts, and waste heat. "dvanced water treatment technologies including o#onation, membrane
filtration, ion exchange, chemical coagulation, and distillation have been evaluated in laboratory
and !ilot scale trials to determine their suitability for dye bath reuse, water reuse, and caustic
recovery. $nvironmental, 8ealth, and &afety issues confront the Textile Industry. The services
required for the su!!ort of inhouse o!erations and !olicies are necessary for the develo!ment of
com!rehensive environmental management !rograms and systems.
CASE ! III EN+IRONMENTAL MANA1EMENT O, MULTINATIONAL
COR-ORATIONS IN INDIA. T*E CASE O, -E-SICO.
Gefore the (+0*s, environmental regulation in India was almost nonexistent. In !ursuit of
economic develo!ment, the Aovernment of India .AoI3 7e!t environmental regulation of
multinational cor!orations to a minimum in order to attract foreign direct investment.
%ultinational cor!orations have often been blamed for ta7ing advantage of wea7 enforcements
in IndiaF however, in recent years, many of them have started to selfregulate and often set their
environmental standards above the minimum com!liances enforced by the AoI. %y research will
investigate the change in environmental management of ;e!si6o, IndiaYan "merican large food
and beverage multinational cor!oration.
Intro&#'tion
&ince (++(, India has witnessed a dramatic increase of multinational cor!oration activity, giving
rise to tremendous economic develo!ment of the country .$mde, (+++3. =rom !rovision of
services to manufacturing, multinational cor!orations .%/6s3 !lay a big role in almost all the
economic sectors in India. 6onsequently, their business o!erations im!act the !hysical
environment of the country on a large scale. &tudy of the drivers that lead to a change in the
29
environmental management of %/6s is crucial because it identifies the !ositive influences
leading to higher environmental standards, along with the barriers or negative influences that
!revent %/6s from attaining the .higher3 standards they otherwise would have followed. This
information can have im!lications on future environmental !olicies and economic reforms in the
country.
In the !ostindustriali#ed era, %/6s in the develo!ing world are changing their environmental
management in the context of various internal and external drivers. These changes often lead to
an introduction of new strategies, systems, and !ractices across the environmental management
of %/6s .%oser, >**(3. -sing a case study of ;e!si6oYone of the largest food and beverage
"merican multinationals in IndiaYthis !a!er see7s to answer the following questions?
(. Dhat are the drivers for changing environmental management of %/6s in IndiaQ
>. Dhat new strategies, systems, or !ractices are im!lemented in %/6s to change their
environmental managementQ
Ba'8gro#n&
Gefore the (+0*s, environmental regulation in India was almost nonexistent. In !ursuit of
economic develo!ment, the Aovernment of India 7e!t enforcement of environmental
com!liances for %ultinational 6or!orations .%/6s3 to a minimum. <es!ite significant
environmental !olicies introduced in India, such as the Dater "ct .(+@)3, "ir "ct .(+0(3, and
$nvironmental ;rotection "ct .(+0,3, its environmental quality has continued to deteriorate
.Ceich Z Gowonder, (++>3. IndiaWs Industrial ;olicy of Kuly (++( radically !ushed for an o!en
economy by globali#ation, liberali#ation, and !rivati#ation. The !olicy o!ened u! IndiaWs
economy to foreign direct investment by !roviding facilities to foreign com!anies to invest in
different fields of economic activity .Aoyal, >**,3. The economic !olicy reforms of India
removed constraints for entry of %/6s into India, allowed Indian com!anies to form joint
ventures with the foreign com!anies, and encouraged a free intercountry transfer of technology
and labor .Aoyal, >**,3. "n o!en economy, large man!ower, and a wea7 environmental
regulatory framewor7 reduced the cost of doing business in India as com!ared to other
develo!ing countries such as Gra#il, %exico, 6hina, and Indonesia .Kain et.al, >**,3. Therefore,
these factors made India a !referred destination of %/6 activity from develo!ed countries.
3
To !ursue my research questions, this !a!er introduces a conce!tual framewor7 for examining
the environmental management of %/6s in India. Through this lens, the !a!er is able to identify
the external as well as internal drivers that have changed2are changing in the environmental
management of ;e!si6o, as well as the new strategies im!lemented in the com!any to
incor!orate these changes.
,rame$or8 (or e9amining t%e environmental management o( MNCs
The !a!er draws from the framewor7 within organi#ation theory and s!ecifically on "ndrew
;ettigrewWs famous wor7 on the management of strategic change .;ettigrew, (+0@3. 8is
framewor7 has been widely ada!ted to study how changes in the management of environmental
and social issues by %/6s o!erating in less develo!ed countries can lead to sustainable
develo!ment .%oser, >**(3.
;ettigrew offers a framewor7 Uconsisting of three dimensions? context, content and !rocess. 8e
suggests that organi#ational change !rocess and decisionma7ing can be understood in terms of
these three interlin7ed dimensions. The context of change is concerned with how an %/6Ws
internal context and as!ects of external environment !romote or inhibit the change !rocess.
Internal context refers to characteristics of the %/6Ws internal organi#ation? its structure, culture,
and !olitics, and how these have sha!ed2continue to sha!e its environmental management
.%oser, >**(3. The external context can be subdivided into 9formal: and 9informal:
com!onents. The 9formal: or institutional com!onent of context consists of factors such as
headquarter !olicies, host countryWs .India in this case3 regulatory framewor7, investor !ressure,
standard industry codes of conduct, international regulations, international nongovernmental
organi#ations ./A's3, and media comment. The 9informal: or socio!olitical com!onent
consists of factors such as brand image, ris7 management, com!etition, ecoefficiency .cost
effectiveness with reduced environmental im!act3, and !ressure from local or domestic /A's,
!ublic, and local communities.
The content dimension of the framewor7 refers to the economic, social and environmental
im!acts .both !ositive and negative3 of current %/6 !ractices and o!erations. The !rocess
dimension refers to how change within an %/6 is effected over time. The ado!tion of
environmental management changes can also be understood in terms of the interrelated
dimensions of context, content, and !rocess.
31
This !a!er focuses on the content and context dimensions as they a!!ly to the case study. In the
context dimension, only the external as!ects containing formal and informal institutions are
studied. These external as!ects !lay the role of drivers that change the environmental
management of %/6s. The content dimension is studied to direct the second research question
about the im!lementation of new environmental strategies, systems, and !ractices to incor!orate
the changes driven or im!eded by the contextual factors listed above. The !arts of the framewor7
that are discussed in the coming sections are diagrammed in =igure (.
,I1.1 T*E EN+IRONMENTAL MANA1EMENT NE0US O, MULTINATIONAL
COR-ORATIONS =ADA-TED ,ROM. -ETTI1RE6 1>?@A MOSER )1B
T%e -e7siCo Case St#&y
Company Proile(
;e!si6o, Inc. is an "merican =ortune 5** com!any headquartered in ;urchase, /ew Sor7.
=ounded in 6hicago in (+,5, the com!any s!ans >** countries. It offers over 0* !roducts
worldwide, including local variations in the different countries of o!eration. ;e!si6o owns five
32
different food and beverage brands? =ritoBay, Pua7er, ;e!si6ola, Tro!icana and Aatorade. "
com!lete !rofile of ;e!si6oWs !roducts is !resented in =igure>.Aiven the wide range of !roducts
under ;e!si6oWs food and beverage brands, this !a!er narrows its evaluation to environmental
management of ;e!si6oWs beverage !roducts in India.
,I1.) -E-SICOCS -O-ULAR ,OOD AND BE+ERA1ES BRANDS =SOURCE.
-E-SICO COR-ORATE SUSTAINABILIT2 RE-ORT )@;)?B
;e!si6o entered India in (+0+ by a joint venture .KO3 with the ;unjabgovernmentowned
;unjab "gro Industrial 6or!oration .;"I63 and Ooltas India Bimited. In (++), ;e!si ultimately
bought out its !artners, becoming a fully owned subsidiary and ending the joint venture .4aye,
>**)3. The com!anyWs beverage !ortfolio in India consists of carbonated and noncarbonated
drin7s and !ac7aged mineral water. The iconic beverages such as ;e!si, %ountain <ew, @ -!,
and %irinda fall under the soft drin7s .carbonated3 segment. ;e!si6oWs noncarbonated segment
broadly consists of s!orts drin7s .Aatorade3, fruit juices .Tro!icana3, and hydrating beverages
such as "quafina drin7ing water. The grou! has built on its ex!ansive beverage business to
su!!ort the o!erations at its )1 bottling !lants in India .;e!si =oods, >*(*3. "s seen in figure 1,
during >**@*0, the sales from nonalcoholic beverage sector made u! @>T of its total sales
worldwide.
33
,I1./ *I1*ER -ERCENTA1E SALE O, 6ATER AND BE+ERA1E -RODUCTS AS
COM-ARED TO ,OOD AND SNACDS AT -E-SICO OUT O, E@: BILLION ,OR )@;
?
;e!si6o enjoys a (1T mar7et share of the Indian beverage industry, and over the years its
!resence has got biggerYes!ecially in the carbonated drin7s .soft drin7s3 sector. In >**1, India
was one of the to! five mar7ets for growth in the soft drin7s sector. ;e!si6o has invested more
than J( billion -& in its Indian subsidiary .;e!si =oods, >*(*3.
Environmental Issues at Pepsi Co and the Indian Regulatory Environment(
The two most contested environmental issues of ;e!si6o India are the quality and quantity of
water extracted for its beverages, and the resulting water !ollution due to the com!anyWs
industrial residue. "nother challenge faced by the com!any is the amount of !lastic use and
waste generated in bottling and !ac7aging of its !roducts.
1. In&#strial $ater #se
"ccording to Indra /ooyi, 6$' of ;e!si6o Inc., softdrin7s and bottle water account for only
*.*)T of the total industrial water usage in India .Grady, >**@3. 8owever, given the scarcity of
drin7ing water in India, this use still has a large im!act on the !o!ulation that does not have
34
access to clean drin7ing water. =or each liter of softdrin7 !roduced, ;e!si6o uses (* liters of
water. In total, the com!any uses 1* million liters of ground water !er year .&hiva, >**)3. The
com!any has been alleged to !ractice 9water !iracy: for ex!loitation of ground water resources,
resulting in scarcity of drin7ing water for the residents of the ;ala77ad district in 4erala, India. "
study done by the 4erala groundwater de!artment re!orted that the factory extracted 1,,,***
liters more than the !ermissible limits .<own to $arth, >**@3. The com!anyWs factory has also
been 7nown to cause water !ollution by adding toxic sludge containing heavy metals such as
lead and cadmium into the nearby streams .&hiva, >**,3. -nder the 6lean Dater "ct of (+@),
the AoI has not set any formal standards for the industrial use of 9clean: and 9!ortable: water in
their food and beverages, and neither does it have any formal regulation for non!oint source of
industrial !ollution .4aye, >**)3. In addition, neither the ;revention of =ood "dulteration .;="3
"ct of (+5) nor the =ruit ;roducts 'rder of (+55Ythe mandatory acts for regulating the quality
of beverage contents in IndiaYregulate !esticide content in soft drin7s .6&$, >**13.
In >**1, a study led by the 6enter for &cience and the $nvironment .6&$3, an environmental
/A' in /ew <elhi, nationally released re!orts confirming that soft drin7s of ;e!si and 6oca
6ola contained !esticides. The sam!les were found to be >) times above the general standards
finali#ed .but not notified3 by the Gureau of Indian &tandards .Info6hange, >**,3. 'bserving an
outright disregard of GI& standards, in >**5, the <rin7s and 6arbonated Geverages &ectional
6ommittee of the GI& introduced higher standards. 8owever, it is alleged that the -nion
%inistry of 6onsumer "ffairs may have as7ed the GI& to defer setting standards, since there was
no significant im!rovement in the level of !esticides in the following batches .Info6hange,
>**,3. &nowballing into a national !ublic health scare, in >**,, seven out of >) states in India,
including governmentrun schools and colleges, banned both ;e!si as well as 6oca 6ola .4aye,
>**)3.
). In&#strial 7lasti' $aste management
;e!si6o India has been critici#ed both by consumers and environmental /A's for the
environmental waste created by bottling their drin7s. In (++), the beverage giant ex!erienced
national antagonism over its alleged contamination of the countryWs environment through the
dum!ing of !lastic waste. Indian environmentalists, along with Areen!eaceWs Toxic Trade
;roject, investigated ;e!si6oWs involvement in both !roduction and dis!osal of !lastic waste in
35
India. The study found that in (++>, out of the (*,*** metric tons of !lastic waste generated as
well as im!orted by ;e!si and other com!anies, only ,* to @* !ercent could be !rocessed. The
remaining 1,*** to ),*** metric tons of !lastic garbage was not recyclable .Beonard, (++)3.
India still lac7s a system of closed loo! recyclingF1G, and therefore the same !roblems !ersist
today.
"t the national !olicy level, the %inistry of $nvironment and =orests of India established new
%unici!al &olid Daste %anagement Cules in >***. These rules have failed to manage waste as a
cyclic !rocess, instead treating waste as a linear system of collection and dis!osal and thereby
creating health and environmental ha#ards .Au!ta, >**)3. The current rules and regulations are
inadequate to assess the environmental im!act of waste generated at the industrial level. "t its
headquarters in /ew Sor7, ;e!si6o has been critici#ed for environmental waste created by
bottling a drin7 .water3 that !eo!le can get from the ta!F es!ecially because only >).,T of ;$T
.!olyethylene tere!hthalate3 !lastic bottles used for soda, water, and other !roducts are recycled
in the -&. "s a result, ;e!si6o has launched its new $co=ina bottle that uses 5*T less !lastic
than its traditional "quafina bottle. $ven 6oca6olaWs <asani brand and /estleWs ;oland &!rings
is 7nown to have been steadily shrin7ing the weight of their ;$T !lastic bottles .Gauerlein,
>**+3.
A77lying t%e (rame$or8. C%anges in t%e Environmental Management o( -e7siCo5 In&ia
This section uses the framewor7 described at the beginning of this !a!er to illuminate the
changes made in the environmental management of ;e!si6o India that were !rom!ted by the
environmental issues described above. 'nly the content dimension and the external !art of the
contextual dimension of the framewor7 are a!!lied to this case study.
The content dimension highlights the nature of change in the environmental management of
;e!si6o. It refers to the new environmental strategies, !olicies, or systems that ;e!si6o has
ado!ted. This dimension also reveals the underlying environmental strategy followed by the
com!any? its central objectives, source of strategy, and the extent to which the strategy is
im!lemented .;ettigrew, (+0@3.
=ollowing the various environmental issues faced by ;e!si6o, the com!any has made !eriodic
changes in its environmental management. &ince >**,, ;e!si6o has ado!ted the mantra of
36
9;erformance with ;ur!ose.: It initiated two main !rograms to attain environmental
sustainability? Ce!lenishing Dater and Daste to Dealth.
The Ce!lenishing Dater !rogram addresses the !roblem of water quality and ground water
de!letion by introducing the conce!t of a !ositive water balance. The !rograms ado!ted under
this umbrella at the community level are? In;lant Dater Cecharge and 8arvesting and [ero
Dater <ischarge. "s a !art of the overall !rogram, ;e!si6o has !artnered with T$CIUa
scientific research organi#ation in /ew <elhiUto enhance and rejuvenate local water bodies in
the states of 4arnata7a and -ttaranchal. The Ce!lenishing Dater !rogram has achieved a current
recharge rate of 1** million liters of water every year. To !rovide safe water and sanitation for
communities in develo!ing countries, the ;e!si6o has !artnered with Dater ;artnersF)G and the
&afe Dater /etwor7F/G to im!rove rural water in India. =igures ) and 5 show the im!rovement
of water efficiency and reduction of water consum!tion for manufacturing at ;e!si6o worldwide
in >**@*0 and in India from >**, to the year >**+, res!ectively.
,I1.4 O+ERALL 6ATER E,,ICIENC2 IM-RO+EMENT AT -E-SICO =SOURCE.
-E-SICO COR-ORATE CITIHENS*I- RE-ORT )?B
37
,I1. : REDUCTION O, 6ATER USED ,OR MANU,ACTURIN1 AT -E-SICO INDIA5
IN )> SINCE T*REE 2EARS =SOURCE. *TT-.II666.-E-SICO.COMB
;art of the Daste to Dealth !rogram is directed towards reducing material waste through
sustainable !ac7aging and recycling of waste generated at its bottling !lants. ;e!si6o now uses
9light weighting: in its !ac7aging which is costeffective, generates less waste, and reduces the
amount of energy and raw materials, such as !lastic, that are used. In the -nited &tates, ;e!si6o
has launched halfliter bottles of Bi!ton iced tea, Tro!icana juice drin7s, and "quafina "live that
contain >*T less !lastic than their original !ac7aging. This reduction has saved ;e!si6o more
than 5* million !ounds of !lastic annually. The ;e!si6ola bottles are made u! of (*T recycled
!lastic, and ran7 among the most recycled !ac7ages made since (++*. %any innovations in terms
of !ac7aging reduction and resource conservation have been im!lemented at ;e!si6o
universally. In the India beverages, the carbonated soft drin7 crown lining has been converted to
;O6 .!olyvinyl chloride3free com!ound, removing resin and reducing cost .;e!si6o Inc.,
>**+3.
The context dimension for ;e!si6o refers to the drivers that led to an actionUoriented change in
the environmental management of the com!any. The external context in India motivated changes
in ;e!si6oWs environmental !erformance at a macro and national scale. These drivers hel!ed
managers of the com!any to mobili#e the contexts around them, and in doing so !rovide the
rationale for change .;ettigrew, (+0@3.
38
The drivers for change at ;e!si6o can be categori#ed as formal institutional drivers and informal
socio!olitical drivers. Dith the ground water de!letion issue, ;e!si6o changed its
environmental management !rimarily due to two informal socio!olitical drivers? the affected
local communities residing in the ;ala77ad district in 4erala, India and 6&$Ythe domestic
/A' from /ew <elhi.
In dealing with the issue of water !ollution with toxic waste and !esticides, ;e!si6o changed its
environmental management based on a host of drivers. The formal institutional drivers are
media comment, investor !ressure due to fall in sales, and the AoI regulation that established
new standards for industrial water use and dis!osal. The informal drivers attributed to the change
are !rotection of brand image, consumer !ressure, and the !ressure of domestic /A's and
environmental agencies. =or changes made in ;e!si6oWs !ac7aging, headquarter environmental
!olicies and re!orts revealed by Areen!eace can be identified as the two main institutional
drivers. The informal drivers for this move are? !rotection of brand image, rise in environmental
concerns of its consumers, com!etition, ris7 management as a result of its falling shares, and
attainment of ecoefficiency.
Con'l#sion
-sing the conce!tual framewor7 ex!lained above, this !a!er identifies the main drivers leading
to change in environmental management in ;e!si6o, India. These 7ey drivers have s!urred
reduction in the com!anyWs water use, enhancement of water quality, and reduction of !ac7aging
waste.
The majority of the drivers fall under informal socio!olitical institutions rather than formal
institutions such as host country regulations and !olicies followed at the headquarters. This
shows that one of the wea7est drivers causing a change in the environmental management of an
%/6 such as ;e!si6o is the domestic regulatory standards in India. It highlights the minimum
role !layed by the AoI in assuring a !ositive change in the environmental standards followed by
an %/6 in India. These findings show the need for greater enforcement of environmental
com!liances by the regulatory bodies of India. They also em!hasi#e the !otential role of %/6s
to act as change agents and collaborate with environmental /A's and the AoI to formulate a
stronger regulatory environment for India.
39
CONCLUSION
"n environmental management system addresses the environmental im!act of an organi#ationHs
activities and establishes goals and !rocedures that will im!rove the im!act it has on the
environment and human health.
$stablishing an environmental management system ensures that organi#ations maintain
com!liance with federal environmental regulations. These may include the 6lean Dater "ct, the
6lean "ir "ct and the Toxic &ubstances 6ontrol "ct.
"n environmental management system !rotects !ublic health and safety by establishing
!rocedures to limit or eliminate harmful substances from entering the environment, including
!ublic water systems. $very organi#ation in some way affects the environment, which directly
affects !ublic health. "n environmental management system is an evolving !olicy that see7s to
continually lessen negative im!acts on the environment.
The last two decades have seen a remar7able increase in both interest and reactions to the
conce!t of !reserving the environment. This can be attributed to the increasing statutory and
regulatory requirements of government and the !ressure from consumers and the lifethreatening
of global ecosystem deterioration. Therefore, organi#ations are constantly under !ressure to
develo! and im!lement $nvironmental %anagement &ystem .$%&3. Dhile some sincere efforts
have been made by the Indian organi#ations to im!lement $%& and their !erformance have been
very good, still countrywide efforts are not adequate.
%ost of the Indian organi#ations feel that $%& has a !ositive effect in their !erformance. It is
observed that Indian organi#ations are more inclined towards getting I&' ()**( certification
rather than ta7ing full advantage of $%& 8owever, it is evident from the statistical analysis that
overall ado!tion of cleaner !roduction activities are at the low level. The majority of the
organi#ations seem to be im!lementing $%& out of !ressure from com!etition, customer,
government, domestic and ex!ort mar7et.
4
RE,ERENCES
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INTERNET RESOURCES
(. htt!?22www.businesslin7.gov.u72bdotg2action2detailQ
r.l(\(*@+*,01,1Zr.l1\(*@+)>>,01Zr.lc\enZr.t\C$&'-C6$&Zty!e\6"&$
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>. htt!?22www.iso.org2iso2iso]catalogue2management]standards2understand]the]basics.htm
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