THE ISO 14001 ENVIRONMENTAL MANAGEMENT SYSTEMS AS A MOTIVATION TOWARDS SUSTAINABLE DEVELOPMENT

A PROPOSAL TO ENHANCE THE CREDIBILITY OF SUPREME MONITORING AUTHORITIES OF ORGANIZATIONS ENVIRONMENTAL PERFORMANCE

Environmental management has an important role in PT. Elang Perdana Tyres Industry (PT. EPTI). The company has been implementing a standard of ISO 14001:2015 to implement its environmental management. Environmental Management System (EMS) ISO 14001:2015 implemented consistently and effectively, provides several benefits that can enhance environmental performance in the company. The objectives of this research are 1) to identify the benefits of the implementation of EMS ISO 14001:2015, and 2) to analyze the relationship between the benefits of the implementation of EMS ISO 14001:2015 and the environmental performance of EMS. Primary data was collected from field observations, interviews with respondents, and questionnaire surveys. Secondary data was obtained from company profile, and organizational structure, as well as documents of ISO 14001:2015. This research explained that the benefits of the implementation of the Environmental Management System (EMS) ISO 14001:2015 are enhancing company reputation, enhancing customer satisfaction, enhancing employee motivation, and reducing production costs. The main benefit for the company, based on the questionnaire result of 100 respondents determined from the Slovin formula, is enhancing the company's reputation (93 respondents). Besides, this research also explains that the implementation of EMS ISO 14001:2015 has a strong relationship with the environmental performance of EMS ISO 14001:2015 (coefficient of regression 0,717). Therefore, the benefits of the implementation of the Environmental Management System (EMS) ISO 14001:2015 are enhancing company reputation, enhancing customer satisfaction, enhancing employee motivation, and decreasing production costs have a strong relationship with environmental performance EMS ISO 14001:2015 in PT. EPTI. Benefit analysis of the implementation of EMS ISO 14001:2015 is needed to inform the company about the importance of benefits that can be obtained for improving the implementation of EMS ISO 14001:2015. The benefits obtained by the company will attract and motivate the company to improve the performance of EMS ISO 14001:2015. Even these benefits will further motivate continuous improvement that has an impact on effective environmental management in reducing negative environmental impacts and supporting sustainable development as a whole.

Introduction Robert Sroufe, Duquesne University, USA, and Joseph Sarkis, Clark University, USA Part I: EMS planning and design 1. EPI Design: Integrating corporate strategies into the development process of an environmental performance evaluation system Enrico Cagno, Lorenzo Tardini and Paolo Trucco, Politecnico di Milano, Italy 2. A comparison of environmental management system components and practices Gwen Christini, Montgomery Watson Harza, USA, and Deanna H. Matthews and Chris Hendrickson, Carnegie Mellon University, USA 3. EMS and sustainable development: A model and comparative studies of integration Ulku Oktem, The Wharton School, University of Pennsylvania, USA, Phil Lewis, Rohm and Haas Corporation, USA, Deborah Donovan, Sunoco, USA, James R. Hagan, GlaxoSmithKline, UK, and Thomas Pace, Burlington Northern and Santa Fe Railway Co., USA 4. Designing a sustainability management system at BMW Group: The Designworks/USA case study Kellie A. McElhaney and Michael W. Toffel, Haas School of Business, University of California, Berkeley, USA, and Natalie Hill, Human Rights Center, University of California, Berkeley, USA 5. Core values and environmental management: A strong inference approach John D. Hanson, Steven A. Melnyk and Roger J. Calantone, The Eli Broad Graduate School of Management, Michigan State University, USA Part II: Implementation and operation 6. A product-based environmental management system Kathleen Donnelly, Arjen Salemink, Frederick Blechinger, Albrecht Schuh and Theresa Boehm, Lucent Technologies, Inc. 7. Environmental reporting on the internet: From a technical tool to a strategic necessity Ralf Isenmann, University of Bremen, Germany, and Christoph Bey, ESCEM School of Business and Management Tours-Poitiers, France 8. Web-based environmental management systems for SMEs Adeline Maijala, Lassi Linnanen and Tuula Pohjola, Helsinki University of Technology, Finland 9. Integrating sustainability practices into power generation operations Teresa DeBono, Pacific Gas and Electric Company, USA 10. The environmental management system of the Environmental Services Department of Athens International Airport Eleftherios Venizelos, Calliopi Raftopoulou, Charalampos N. Kavouras and Panagiotis Karamanos, Environmental Services Department, Athens International Airport, Greece Part III: Environmental management system evaluation 11. Factors influencing the implementation of environmental management systems, practices and performance Olaf Weber, Department of Environmental Sciences and GOE, Zurich, Switzerland 12. Environmental management systems in the US and Thailand: A case comparison Deborah Rigling Gallagher, Duke University, USA, Richard N.L. Andrews, University of North Carolina at Chapel Hill, USA, Achara Chandrachai, Chulalongkorn University, Thailand, and Kaewta Rohitratana, Thammasat University, Thailand 13. Change management: Sustainable development via an augmented EMS Martin Callinan, University of Melbourne, Australia 14. Environmental management systems and environmental performance Jonas Ammenberg, Link

Tidelands Oil Production Company (Tidelands) is one of the first domestic independent oil and gas companies to obtain certification of an Environmental Management System (EMS) conforming to an International Standard known as ISO 14001:1996. The purpose for the development of the ISO 14000 program is to promote "effective environmental management systems" throughout the company. ISO 14000 requires that environmental management meet the specific requirements as defined in the standard. This requires that environmental be given the same level of consideration and integrated with the more traditional management factors such as finance, human resource, engineering and operations, when making business decisions. ISO 14000 outlines specific requirements for an EMS to formulate policy and set objectives and targets, considering the significant aspects of the operations and legal requirements. Conformance with objectives is achieved through the implementation of operational controls, training and verification of the implementation of the EMS. The EMS results in improved environmental and economic performance through written operating procedures and training for those aspects of operations that can have a significant impact on the environment. This heightens employees' awareness of potential problems that could result from routine activities. Since the EMS is integrated throughout the organization, more time is spent reviewing potential environmental consequences and ways to minimizing impacts. Additionally, the corrective action system requires taking a root cause approach to system and operating nonconformances or problems. Third Party certification shows the community that the operator has in place a system to provide a high level of environmental performance. Introduction Businesses around the world are coming under increasing pressure to reduce or eliminate the environmental impacts of their operations because of public concern about the environmental sustainability of human activities. Companies must implement effective EMS allowing them to better control the environmental aspects relating to their operations. In the fall of 1996, the International Organization for Standardization (ISO) published the ISO 14001 standard setting out the requirements for an EMS. This voluntary standard gives businesses an internationally-recognized and accepted framework for implementing and maintaining a system for environmental management. However, the standard contains no environmental performance requirements. These will be determined by the company depending on the location of its operation and specific requirements and objectives for that location. Since being issued the ISO 14001 Standard for Environmental Management Systems has been well received, especially in the international community. Like ISO 9000, the International Quality Standard, it is becoming a requirement for domestic and international companies. Acceptance of this EMS has been furthered by the international community's fondness for the philosophy of "sustainable development." This is the concept wherein companies should leave behind sufficient resources for future generations to continue appropriate levels of industrial and societal output and growth. Companies have broad considerations when assessing the implications of pollution, ranging from regulatory to public image concerns. Increasingly, it is important for companies to position themselves as good corporate citizens who are responsive to the long term good of the community. This not only affects their image, but can even affect their ability to conduct business.

Management for continual environmental performance in a developing country can be a challenging affair. Multiple statutory regulations, standards and guidelines frequently are conflicting at the various tiers of government. Prevalent and increasing community sensitivities and awareness, and proximity with other industries that may not be at the same level of environmental practices, all combine to make the achievement of a good environmental performance a formidable task. Statutory enforcement agencies usually focus their efforts on the multinational companies, and this may account for a significant amount of lost time. Consequently, the adaptation of an Environmental Management System (EMS) that is simple, flexible, continuous, and auditable offers a suitable solution to the inherent environmental problems in a developing country. This environmental management system requires the development of a site-specific system (based on corporate policy, structure, personnel training, measurement, recording, monitoring, management review and audit systems) with clearly defined work scope to ensure cost effectiveness even during the downturns common in the oil industry. An oil-field service company in Nigeria has operated an environmental system that combines existing statutory laws and community sensitivities to achieve proactive and sustainable approaches to environmental problems. This paper discusses the environmental status of this service company's operations in Nigeria, environmental laws, community acuteness and practices around its operational bases, environmental management systems in place and compliance levels achieved, and the road map to sustained compliance. It also gives examples of data that are measured and maintained in a database. This service company has demonstrated that improved environmental performance can be achieved through an environmental management system that adopts an awareness of the community lifestyles, employee awareness training, and the measuring, recording and monitoring of environmental parameters and processes. Such a management system is profitable in time and money and protects multinational service companies against future exposures.

Environmental Management System (EMS) ISO 14001:2015 helps industrial management in recognizing and measuring environmental performance related to the environmental aspects of the product and service activities produced. PT XYZ is a formal industry engaged in the herbal medicine and herbal medicine business. This company is one of the companies that manages and utilizes natural resources, especially plants and vegetation as raw materials for production in making herbal medicine. The company wants to implement the Environmental Management System (EMS) ISO 14001:2015 which can help the company achieve better environmental performance. This study will analysis the performance of the implementation of the ISO 14001:2015 EMS at PT XYZ using the Importance Performance Analysis (IPA) method. The research began with a preliminary survey, identifying problems, conducting literature studies, determining methods for collecting data, determining the number of samples and populations, compiling questionnaires, conducting validity and reliability tests, conducting IPA data analysis tests, determining Strength, Weakness, Opportunities, and Threats (SWOT) analysis, and drawing conclusions and suggestions to produce a complete assessment of the performance of the implementation of EMS ISO 14001:2015. Based on the results of the calculation, the average value of the level of conformity was obtained at 91.98%, which means that the performance provided has not satisfied employees. The IPA quadrant analysis shows that the indicators that need improvement are indicators in quadrants I and III. While the SWOT analysis of the performance of the implementation of EMS ISO 14001:2015 shows that the company can immediately carry out strategies/actions used in conducting evaluations in the implementation of EMS ISO 14001:2015.

Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management establishes the policy that Federal agencies conduct their environmental, transportation, and energy-related activities in a manner that is environmentally, economically and fiscally sound, integrated, continually improving, efficient, and sustainable. The Department of Energy (DOE) has approved DOE Order 450.1A, Environmental Protection Program and DOE Order 430.2B, Departmental Energy, Renewable Energy and Transportation Management as the means of achieving the provisions of this Executive Order. DOE Order 450.1A mandates the development of Environmental Management Systems (EMS) to implement sustainable environmental stewardship practices that: (1) Protect the air, water, land, and other natural and cultural resources potentially impacted by facility operations; (2) Meet or exceed applicable environmental, public health, and resource protection laws and regulations; and (3) Implement cost-effective business practices. In addition, the DOE Order 450.1A mandates that the EMS must be integrated with a facility's Integrated Safety Management System (ISMS) established pursuant to DOE P 450.4, 'Safety Management System Policy'. DOE Order 430.2B mandates an energy management program that considers energy use and renewable energy, water, new and renovated buildings, and vehicle fleet activities. The Order incorporates the provisions of the Energy Policy Act of 2005 and Energy Independence and Security Act of 2007. The Order also includes the DOE's Transformational Energy Action Management initiative, which assures compliance is achieved through an Executable Plan that is prepared and updated annually by Lawrence Berkeley National Laboratory (LBNL, Berkeley Lab, or the Laboratory) and then approved by the DOE Berkeley Site Office. At the time of this revision to the EMS plan, the 'FY2009 LBNL Sustainability Executable Plan' represented the most current Executable Plan. These DOE Orders and associated policies establish goals and sustainable stewardship practices that are protective of environmental, natural, and cultural resources, and take a life cycle approach that considers aspects such as: (1) Acquisition and use of environmentally preferable products; (2) Electronics stewardship; (3) Energy conservation, energy efficiency, and renewable energy; (4) Pollution prevention, with emphasis on toxic and hazardous chemical and material reduction; (5) Procurement of efficient energy and water consuming materials and equipment; (6) Recycling and reuse; (7) Sustainable and high-performance building design; (8) Transportation and fleet management; and (9) Water conservation. LBNL's approach to sustainable environmental stewardship required under Order 450.1A poses the challenge of implementing its EMS in a compliance-based, performance-based, and cost-effective manner. In other words, the EMS must deliver real and tangible business value at a minimal cost. The purpose of this plan is to describe Berkeley Lab's approach for achieving such an EMS, including an overview of the roles and responsibilities of key Laboratory parties. This approach begins with a broad-based environmental policy consistent with that stated in Chapter 11 of the LBNL Health and Safety Manual (PUB-3000). This policy states that Berkeley Lab is committed to the following: (1) Complying with applicable environmental, public health, and resource conservation laws and regulations. (2) Preventing pollution, minimizing waste, and conserving natural resources. (3) Correcting environmental hazards and cleaning up existing environmental problems, and (4) Continually improving the Laboratory's environmental performance while maintaining operational capability and sustaining the overall mission of the Laboratory. A continual cycle of planning, implementing, evaluating, and improving processes will be performed to achieve goals, objectives, and targets that will help LBNL carry out this policy. Each year, environmental aspects will be identified and their impacts to the environment will be evaluated. Objectives and targets will be developed (or updated) for each aspect that is determined to have a significant impact. Environmental Management Programs (EMPs) will be prepared (or updated) to document actions necessary for reducing certain environmental impacts. Each EMP will identify responsible parties and associated target deadlines for each action. Quarterly, environmental programs will be reviewed for compliance issues and effectiveness. Annually, an internal assessment will be performed to evaluate the progress of the EMS, and LBNL senior management will review the results. In addition, at least once every 3 years a third-party audit will be performed to validate that the EMS is being implemented according to plan.

PT X is one of the textile industries engaged in dyeing, printing and finishing and located in Karanganyar Regency, Central Java Province, production activities using various chemicals in PT X tend to reduce and even pollute the quality of the environment around the industrial area with the presence of B3 (Toxic and Hazardous Materials) waste generated. PT X has implemented ISO 9001: 2015 in relation to the quality management system, but in its application has not been efficient in understanding or managing the environmental problems caused so it is necessary to prepare SML (Environmental Management System) implementation of ISO 14001: 2015 in its production activities. The purpose of this study is to analyze the preparation of PT X and the perceptions of stakeholders in the implementation of ISO 14001: 2015 and strategies in its implementation. The research method was conducted with a documentation study, filling out the SML ISO 14001: 2015 checklist, an interview process with 5 stakeholders followed by recommendations for the implementation of environmental sustainability and data analysis using AHP through Expert Choice 11 application to determine the environmental sustainability strategy of SML ISO 14001: 2015. The GAP analysis checklist in PT X shows the SML ISO 14001: 2015 achievement value of 870 points of the total value 990 points so a percentage of 88.62% is obtained with the values of each clause reaching the highest Improvement 95.56%, followed by the Performance Evaluation clause 94.29% and the Operation clause 93.85%, Support 93.68% along with the Organizational Context clause 86.67%, Planning 83.33%, and the lowest is the value of the Leadership clause 72.49%. The results of the synthesis of ISO 14001: 2015 implementation strategies with the AHP method show the highest strategic value in the form of implementation of an Environmental Management System (EMS) with a ratio value of 0.458, followed by Human Resources planning of 0.291 and regulatory improvements of 0.131, while the lowest strategic value of 0.12 is the acquisition of new tools or technology (modernization).Keywords: Environmental Management System (EMS), ISO 14001:2015, GEMI checklist, AHP

Environmental performance evaluation of implementing EMS (ISO 14001) in the coating industry: case study of a Shanghai coating firm

An Environmental Management System (EMS) is applicable to all kinds of petroleum operations, regardless of their size. It prescribes methods for developing procedures for protecting the environment that addresses not only the field activities but is inclusive of every conceivable activity, product or service that the petroleum industry encounters. It is a comprehensive environmental management system that can be integrated with other management activities of the industry. Its implementation may, however, be done in phases that suit the requirements and resource limitations of an organization. Introduction EMS has been formalized as an international standard that is uniform across nations. As environment knows no boundaries, it is only appropriate that such a standard be reflective of that. This international standard has been developed jointly by participating countries of the world, including the USA, under the banner of International Organization for Standardization (ISO). ISO formed technical committees (TC 207) to develop international standards, the ISO 14000 series, in the field of environmental management tools and systems. Today most of the countries of the world are members of this technical committee and have formulated the ISO 14000 standard that has become truly an international environmental standard. (Please note that environmental management system and ISO 14000 will be used synonymously from here on in this paper). ISO 14000 provides a tool for environmental management that is understood and accepted across borders and, therefore, has great applicability to organizations that perform national and international operations, such as those in the petroleum industry. The system formalizes and standardizes common sense techniques of management that can be gauged and understood by others. It is similar to ISO 9000 (Quality Management System) and organizations that have implemented ISO 9000 can, relatively with ease, develop an ISO 14000 system. Implementation of the environmental management system in accordance with the ISO 14000 standards will help the petroleum industry in:developing good environmental management practices that are protective of humans, ecology, and property,receiving international recognition for maintaining effective environmental practices that should ease conducting petroleum activities in various parts of the world, anddeveloping environmental management programs that are common sense and business driven. The ISO 14000 system requires continuous improvement and goes beyond regulatory requirement within the constraints of resource availability. The system is a dynamic system that promotes a constant improvement cycle as shown in the Figure 1. Constant Improvement Cycle for Environmental Management(Available in full paper) Application of Environmental Management System For the Petroleum Industry Environmental management has become one of the most important issues in any business trade. Especially, in the case of the petroleum industry, which many consider a major polluter of the environment, it is imperative that it uses a good environmental management system to ensure sustainable growth.

Background Society's expectations of big corporations are changing. These expectations include The need for safe places to live and work, a healthy environment environmental protection, conservation of biodiversity, clean air and water, and a reasonable rate of return on investment. Public confidence in large corporations is at a low ebb. Companies must do more than tell people what they are doing to meet these expectations. They must show them. In the past decade, then.. have been many issues that the oil and gas industry has needed to address such as flaring, c1imale change, land use and the creation of access, and water usage and availability. Stakeholders of all types are demanding increased engagement and participation in the decision-making process at the exploration. Development, and operation stage. The implications for the oil and gas industry are critical. Continuing to have access to explore and develop hydrocarbon resources is becoming a major issue for the industry. Shell Canada is striving to meet these changing expectations. In 1990. Shell adopted a formal policy and management system on sustainable development. Since then it has been working to integrate the economic, environmental, and social considerations of sustainable development into the Company's day-To-day business activities. In recent years, the most powerful addition to Shell's understanding of sustainable development has been the identifications of the need for transparency in the Company's policies, plans., and performance. To address these changing expectations in 2000 Shell began revising its system for environmental management in order to register to the international standard ISO 14001. As an initial step towards registration, ISO 14001 requires companies to identify the environmental interactions of their operations called environmental aspects. The ISO 14001 Standard requires that an organization must know and uderstand its interactions with the environment and must have a system in place to effectively control and manage this interaction. The management of Shell's environmental aspects is controlled Through its Environmental Management System (EMS). This EMS provides a structured framework to effectively manage environmental risks and issues and provide a process to initiate improvement. Shell's EMS is embedded in its broader Health, Safety and Environment Management System (HSE MS). In 2000 and 2001, Shell successfully registered the EMS of its operating activities and major business functions to the ISO 14001 standard. What is ISO 14001 and Why Register? ISO 14001 registration is one way to demonstrate transparency and accountability to stakeholders. ISO 14001 is an internationally recognized environmental management standard that is used by organizations across the world. Registering to ISO 14001 required that an outside independent body (Registrar) audit Shell's environmental management system initially, and then continuously. The external audit by an outside body is an important element to demonstrate transparency and accountability. The ISO 14001 Standard defines a minimum set of requirements for environmental management that an organization must have effectively implemented to achieve registration. The systematic approach structure and discipline that an ISO 14001 management system creates helps companies focus on continually improving their environmental performance.

Assessing the environmental performance of construction materials testing using EMS: An Australian study

Since the end of the 1990s, businesses have started to systematically consider environmental problems in terms of different positions and levels within a firm, such as design, purchase, sale, and disposal (Welford, 2000). The United Kingdom published BS 7750, a standardized specification for an environmental management system in 1994 and the International Organization for Standardization (ISO) published ISO 14001 an environmental management standard in 1996. The main goal of these standards is to help all kinds of organizations to establish and implement environmental management systems by systematically setting up environmental policies, practices, objectives, and targets. The number of organizations with ISO 14001 certification around the world rapidly increased to 13,368 in December of 1999 to 129,031 in December of 2006 (Corporate Risk Management Company, 2000:2007). Welford (2000) insisted that Environmental Management Systems (EMSs), such as ISO 14001, are no longer options. However, there are some problems with EMSs. The ISO 14001 standard does not promote the flexibility needed to handle continuously changing environmental issues (Moxen & Strachan, 1998). The ISO 14001 mostly depends on action control and results based on environmental impacts, rather than social and ethical control. Thompson (2002) pointed out three areas of ISO 14001 that should be described: (i) social aspects and impacts and how to control them; (ii) guidelines for a set of widely recognized and accepted environmental performance principles; and (iii) a method to communicate environmental performance information to external stakeholders and decision makers. To address these areas, businesses should go even further than environmental management systems and completely integrate all the components of sustainable development into a new way of doing business (Welford, 2000). In addition, a variety of interested parties, such as governments, “green” consumers, and “green” investors, are also encouraging firms to incorporate their environmental management systems and sustainable development into their decision-making process for sustainable business practices and/or strategies. Companies could implement sustainable business practice to meet these demands for interested parties on sustainable business. To effectively implement sustainable business practices, firms need to know the kinds of indicators that meet the characteristics or concepts of sustainable business practices. Based on these needs, we aims to identify whether or not firms have applied sustainable business practices based on the Triple Bottom Line (Environmental, economic, and social

PT Caltex Pacific Indonesia (CPI), a production sharing contractor for Pertamina, has a long time experience in utilizing safety, health and environmental performance measures. These traditionally included Loss Time Injury (LTI), Motor Vehicle Accident (MVA) and number & volume of oil spills as End-of Process measures. In 1996, CPI conducted a Safety, Health & Environmental (SH&E) Management Systems Assessment (MSA) using a weighted protocol. CPI extracted specific environmental protocol elements from the MSA protocol and developed an environmental performance metric. This metric, a process measure, was established as a CPI Corporate Performance Measure for 1997. This paper describes how the environmental performance metric was developed, its description and deployment in CPI and its integration with the established Safety and Health metrics. Safety, Health and Environment is a key enabling strategy of CPI's strategic plan. Metrics to measure safety and health performance have been in place for a long time., However, there was no measure for our environmental efforts. With the recent emergence of the ISO 14001 environmental management system and CPI's adoption of a rigorous safety, health and environmental management systems process, it was decided that the best measure of our environmental performance was the rate of development and integration of environmental management practices into our normal business practices. This measure was called the Environmental Performance Index (EPI). This paper describes how the EPI program elements were extracted from the 1996 SH&E MSA audit process, how the 1996 baseline was determined, and how the 1997 EPI target was established. This paper elaborates how the action plans were developed to achieve the 1997 EPI and deployed through all operating teams throughout CPI organizations. Results of the 1997 achievement and challenges are also discussed in this paper. The paper concludes that environmental performance improvement can be measured. It can only succeed through top management commitment and continuous communication and participation by all operating teams. It is a viable process to ensure conformance with ISO 14001 and continuous improvement in environmental performance.

Corporate sustainability reporting and the relations with evaluation and management frameworks: the Portuguese case