Salinan Terjemahan Acounting PDF
Salinan Terjemahan Acounting PDF
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Akhirnya, akuntansi konvensional dalam satuan fisik, seperti disebutkan di atas, ada indepen-
dently dari, dan sebelum, pengembangan sistem akuntansi lingkungan (Horngren dan Foster
1987). Manajer selalu peduli untuk meningkatkan bahan dan efisiensi energi dalam rangka
meningkatkan hasil ekonomi dari perusahaan mereka. Sebagai contoh, pengukuran produktivitas
efisiensi, dinyatakan dalam satuan fisik, telah lama diturunkan dalam kebanyakan sistem
akuntansi manajemen konvensional (misalnya masukan bahan per unit produk). Derivasi dari
material dan energi fisik arus informasi yang diperlukan sebelum ekspresi kemudian mereka
dalam satuan moneter. Akibatnya, informasi fisik banyak yang berasal dalam sistem akuntansi
manajemen konvensional adalah penggunaan besar dalam akuntansi pengelolaan lingkungan.
Mengambil semua faktor-faktor ini, adalah mungkin untuk memberikan wawasan yang lebih
besar pengembangan kerangka umum untuk EMA. Ini adalah untuk tujuan utama ini dari kertas
yang perhatian kini diarahkan.
2 Umum Kerangka Akuntansi Manajemen Lingkungan.
2.1 Moneter Pengelolaan Lingkungan Akuntansi dan Ilmu
Manajemen Lingkungan
Akuntansibifurkasi sederhana antara jenis informasi moneter dan fisik tidak orangtua ap- dalam
akuntansi manajemen konvensional di mana kedua hidup berdampingan. Standard costing
menyediakan kasus di titik, di mana analisis varians termasuk harga dan kuantitas varians untuk
diperiksa bersama-sama, bukan hanya harga (moneter) varians untuk tujuan pengendalian
manajemen. Perencanaan pajak internal yang menyediakan kasus lain di mana emisi fisik polusi
dihitung pertama dengan manajemen dan kemudian memperkirakan dari biaya pajak lingkungan
fic speci- dibuat (misalnya pajak atas emisi karbon).
Oleh karena itu, diusulkan bahwa EMA didefinisikan sebagai istilah generik yang meliputi
Mone- tary Akuntansi Manajemen Lingkungan (MEMA) dan Fisik Akuntansi Manajemen
Lingkungan (PEMA). Situasi ini diilustrasikan pada Gambar 3. Ruang lingkup EMA bergambar
juga melengkapi pandangan penulis yang telah diteliti gagasan bahwa perusahaan harus
memberikan penekanan lebih besar pada pengelolaan dan pengukuran aspek non-moneter kinerja
perusahaan (Johnson dan Kaplan 1987; Kaplan dan Norton 1996) untuk mendorong satu set
pikiran yang mengambil jangka panjang ke rekening. _____________________ Insert Gambar 3
tentang di sini _____________________
Moneter Lingkungan Akuntansi Manajemen (MEMA) berkaitan dengan aspek lingkungan dari
kegiatan perusahaan dinyatakan dalam satuan moneter dan menghasilkan informasi untuk
digunakan manajemen internal. Dalam hal metode-metode MEMA didasarkan pada akuntansi
manajemen konvensional yang diperpanjang dan disesuaikan untuk aspek lingkungan dari
kegiatan perusahaan. Ini berkaitan dengan dampak lingkungan terkait dari sebuah perusahaan
dinyatakan dalam istilah moneter (misalnya biaya denda karena melanggar undang-undang
lingkungan hidup; vestasi in- dalam proyek-proyek modal yang memperbaiki lingkungan). Hal
ini pusat, alat meresap menyediakan, seperti halnya, dasar untuk keputusan manajemen yang
paling internal serta menangani masalah bagaimana untuk melacak, jejak, dan memperlakukan
biaya dan pendapatan yang incur- merah karena dampak perusahaan pada lingkungan
(Schaltegger & Burritt 2000,
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59). MEMA adalah sistem akuntansi dengan fokus pada dampak ekonomi dari en- kegiatan
perusahaan terkait vironmentally. Ini memberikan kontribusi untuk perencanaan strategis dan
operasional, memberikan dasar utama untuk keputusan tentang bagaimana untuk mencapai
tujuan atau target yang diinginkan, dan bertindak sebagai kontrol dan akuntabilitas perangkat
(Schaltegger & Burritt 2000, bagian 6.1). Fisik Lingkungan Manajemen Akuntansi (PEMA) juga
berfungsi sebagai alat tion INFORMATION untuk keputusan manajemen internal. Namun,
berbeda dengan MEMA itu FO cuses pada dampak perusahaan pada lingkungan alam,
dinyatakan dalam unit kal physi- seperti kilogram. Alat PEMA dirancang untuk mengumpulkan
informasi dampak lingkungan dalam satuan fisik untuk penggunaan internal oleh manajemen
(Schaltegger & Burritt 2000, 61-63). Menurut Schaltegger & Burritt (2000, 261) PEMA sebagai
pendekatan akuntansi lingkungan internal yang berfungsi sebagai:
alat analisis yang dirancang untuk mendeteksi kekuatan dan kelemahan ekologi; teknik
pendukung keputusan yang bersangkutan dengan menyoroti relatif kualitas mental yang
environ-; alat pengukuran yang merupakan bagian integral dari langkah-langkah lingkungan
lainnya seperti eco-efisiensi; alat untuk kontrol langsung dan tidak langsung dari konsekuensi
lingkungan; alat akuntabilitas menyediakan dasar netral dan transparan untuk komunikasi
internal dan, secara tidak langsung, eksternal; dan alat dengan cocok dekat dan saling
melengkapi dengan set alat yang dikembangkan untuk membantu mempromosikan
pembangunan berkelanjutan secara ekologis.
2.2 Waktu: Frame, Panjang dan kerutinan
Membangun argumen ini, yang mendukung gagasan MEMA dan PEMA sebagai konstruksi inti
dalam EMA, dimensi tambahan juga dapat dilihat sebagai suatu yang diperlukan, im- portant
bagian dari akuntansi manajemen lingkungan. Secara khusus, tiga dimensi alat akuntansi
manajemen lingkungan ditekankan di bawah ini:
waktu bingkai - bingkai waktu yang sedang ditangani oleh alat yang berbeda (misalnya masa lalu
vs saat ini vs kerangka waktu masa depan); panjang kerangka waktu - berapa lama jangka waktu
sedang ditangani oleh alat (misalnya alat menyikapi jangka pendek vs mereka dengan fokus pada
jangka panjang); dan kerutinan informasi - bagaimana secara rutin adalah informasi yang
dikumpulkan (misalnya ad hoc vs pengumpulan rutin informasi).
Gambar 3 mencakup semua dari lima dimensi - intern vs eksternal; fisik vs klasifikasi moneta-
ry, masa lalu dan kerangka waktu masa depan, pendek dan panjang istilah, dan ad hoc vs
pengumpulan informasi rutin - dalam rangka diusulkan untuk EMA. Alat akuntansi EMA
tertentu dapat diberikan atas dasar skema klasifikasi yang disusun oleh lima dimensi (lihat detail
pada Gambar 3 dan Schaltegger dan Burritt 2000, Bab 6 untuk penjelasan rinci tentang alat EMA
yang berbeda).
Jangka waktu.
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sistem Akuntansi dan alat terkait analisis, digunakan untuk melekatkan makna pada sinyal yang
dihasilkan oleh alat akuntansi, dapat diklasifikasikan ke dalam orang-orang dengan fokus pada
masa lalu, dan mereka yang mencari untuk masa depan. Baris dikepalai 'masa lalu berorientasi'
dan 'berorientasi masa depan', dalam Gambar 3, membedakan antara MEMA dan PEMA alat-alat
yang tersedia untuk manajemen untuk mengatasi masalah lingkungan dengan fokus baik pada
tolok ukur yang transaksi terakhir, transformasi atau peristiwa atau prediksi dampak yang
mungkin di masa depan transaksi, transformasi atau peristiwa. Sebagai contoh, akuntansi biaya
lingkungan (di kotak atas di kolom ketiga) menyediakan dihasilkan secara rutin informasi jangka
pendek tentang dampak moneter lingkungan masa lalu kegiatan, saluran pro, divisi, departemen
dan entitas ekonomi total, sedangkan operasi lingkungan moneter penganggaran (kotak ketiga
turun di kolom ketiga) memproyeksikan informasi ini ke masa depan jangka pendek untuk tujuan
perencanaan dan pengendalian.
Panjang frame waktu. Isu-isu lingkungan umumnya dianggap jangka panjang; sementara
manajemen sering dikritik karena mengadopsi perspektif jangka pendek, untuk menenangkan
pasar keuangan dan satu kelompok pemangku kepentingan khususnya - pemegang saham.
Kolom menuju 'jangka pendek fokus' dan 'fokus jangka panjang', dalam Gambar 3, membedakan
antara MEMA dan PEMA alat-alat yang tersedia untuk manajemen untuk mengatasi masalah
lingkungan dengan baik fokus jangka pendek atau panjang. Panjang frame waktu yang terkait
dengan kebijaksanaan yang tersedia untuk berbagai tingkat manajemen telah disorot oleh
kebutuhan untuk menekankan panjang periode perencanaan, misalnya jangka pendek
penganggaran operasional mantan ditekan dalam hal moneter (kotak ketiga turun di kolom
ketiga) vs perencanaan keuangan jangka panjang (kotak ketiga turun di kolom keempat), dan
rentang kendali atas tindakan fisik, misalnya jangka pendek atas keputusan-keputusan
operasional taktis dalam penganggaran lingkungan fisik (kotak ketiga turun di kolom kelima) vs
rentang panjang di atas situasi strategis yang melibatkan perencanaan lingkungan fisik jangka
panjang (kotak ketiga turun di kolom keenam).
Kerutinan pengumpulan informasi. Dari sudut pandang pengambilan keputusan manajemen
internal dan bility accounta- internal, baik, masa lalu dan masa depan berorientasi pendekatan
dapat lebih dibedakan menjadi informasi yang dihasilkan secara rutin - sistem akuntansi umum
yang secara rutin menghasilkan informasi untuk manajemen - dan informasi ad hoc - alat
akuntansi tertentu yang menghasilkan informasi tentang “kebutuhan” dasar untuk keputusan
tertentu. Baris menuju 'informasi ad hoc' dan 'informasi yang dihasilkan secara rutin', dalam
Gambar 3, membedakan antara MEMA dan PEMA alat-alat yang tersedia untuk manajemen
untuk mengatasi masalah mental environ- secara teratur atau tidak teratur. Misalnya, alat PEMA
'dampak akuntansi modal lingkungan' (kotak pertama turun di kolom akhir) menyediakan
informasi rutin tentang dampak perusahaan modal alam (misalnya apakah modal lingkungan
kritis dan non-kritis telah dipertahankan, ditingkatkan, atau habis), sedangkan PEMA informasi
tentang 'persediaan siklus hidup' (kotak kedua turun di kolom akhir) hanya diperlukan secara ad
hoc untuk tujuan melakukan penilaian siklus hidup produk baru.
Dengan menggabungkan semua faktor analisis makalah ini menunjukkan kerangka ceptual con-
komprehensif untuk EMA di mana alat-alat yang berbeda dari akuntansi tal internal yang
environmen-, MEMA serta alat PEMA, dapat ditempatkan dan ditugaskan sesuai dengan
keputusan atau pengaturan akuntabilitas internal . Gambar 3 menunjukkan bahwa EMA
encompas-
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ses berbagai macam pendekatan akuntansi yang berbeda yang melayani kebutuhan yang berbeda
yang tergantung pada konteks keputusan, tujuan dan manajemen tingkat. Sementara rinci mation
informal tentang alat EMA disebutkan dalam sel pada Gambar 3 dibahas lebih lanjut dalam
literatur akuntansi lingkungan standar (lihat Schaltegger dan Burritt 2000), pertanyaan pilihan
alat EMA yang paling penting tidak perlu sideration lanjut con dan diperiksa pada bagian
berikutnya.
3 Pilihan alat EMA paling penting.
Untuk menggambarkan manfaat yang berasal dari kerangka umum untuk EMA diuraikan di atas
sangat berguna untuk menguraikan pengambilan keputusan tertentu dan konteks akuntabilitas
beberapa alat diilustrasikan dalam Gambar 3 sebagai tujuan umum utama EMA adalah untuk
menginformasikan dan pengambilan keputusan dukungan, dan akuntabilitas, para manajer yang
mempengaruhi, atau yang dipengaruhi oleh faktor lingkungan.
2
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produsen Halons untuk menghentikan produksi dan memperkenalkan pengganti karena efek
merusak dari Halons pada lapisan ozon). _____________________ Insert Gambar 5 tentang di
sini _____________________
Sebaliknya, manajemen divisi telah ditambahkan sebagai kolom tambahan karena mereka
bertanggung jawab kepada manajemen puncak untuk kinerja keuangan mereka dan kinerja divisi
mereka dan ini berarti umpan balik dari biaya dan MEMA pendapatan hasil tentang divisi utama
ukuran performa. The emphasis is likely to be on the type of short term routine EMA
information represented in box one column three of Figure 3, even though long term information
is ideally considered by divisional managers.
Production managers need production specific accounting information. Such information, related
to production activities in the value chain (Porter 1980) has a tendency to be expressed in
physical terms because production managers plan and control physical rather than monetary
processes. Production management will tend to- wards the use of PEMA tools, especially short
term PEMA tools because of their con- cern to keep production flowing, and to improve the
technical efficiency with which production is carried out. Hence, use of material and energy flow
accounting information will be a routine requirement, relating to the past for control purposes
(box one in column five) and projected through physical environmental budgeting (box three in
column five) for production scheduling plans.
To give another example, product management is mostly concerned with product specific
information. Such information has to be expressed both in monetary and in physical units
because decisions related to both pricing and environmental quality have to be made. Thus the ad
hoc MEMA tool environmental life cycle (and target) costing represented in the second box
down in column four of Figure 3 is of particular interest to product managers. However, they
may also be interested in routinely generated environmental cost information, especially about
material and energy flows. The most important PEMA tool for product managers is the past
orientated ad hoc life cycle inventory information which covers all the physical environmental
impacts of a product over all the stages of product life (see second box down in column six of
Figure 3). In addition, product management might seek physical information on material and
energy flows.
Relevant EMA tools for other groups of management identified in Figure 5 are illustrated in
Figure 6 but are not examined in detail in this short paper. In summary, Figure 6 illustrates the
main relationships between management groups and EMA tools, based on information contained
in Figures 3 and 5. The different information needs of the various management groups reflects
both the underlying diversity and commonalities and the reason why separate accounting for
physical and monetary EMA systems within an integrated whole is necessary.
_____________________ Insert Figure 6 about here _____________________
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Further exploration of the full range of tools used for management decision making and
accountability by different groups of management, and in different organizations (eg
manufacturing, service, knowledge, non-profit and government, small companies and companies
in developing countries), can be used to demonstrate the applicability of the general EMA
framework that has been developed above.
4 Outlook
At present there is still no precision in the terminology associated with EMA. Drawing upon the
existing literature it has been argued above that there is scope for deriving an agreed, pragmatic
general framework for EMA. Such an opportunity depends on the recognition of:
monetary and physical accounting systems that, both separately and in combi- nation, are of use
to different types of managers in seeking to reduce environ- mental impacts from the activities of
their organizations; a mapping of the tools available for EMA related to the time frame of
impacts (impacts in the past, contemporary impacts, impacts in the future); a mapping of the
tools available for EMA with the length of time frames used by different managers for analysis
(the length of the time frame – short or long term; and a mapping of EMA information needs
with the routineness of decisions and accountability processes faced by different managers.
Among the main advantages of the proposed new framework for EMA are:
the movement towards agreement about what EMA is, or what it might be, is necessary for
effective communication and research between academics as well as for the promotion and
establishment of modern EMA approaches in practice; the recognition that EMA needs to
include monetary and physical measures, albeit in systems that can be considered independently
of each other, or in combination; the mapping of tools with EMA sub-systems that facilitate
particular types of decisions and internal accountability processes; and the incorporation of time
as a key element in the classification, in order to bring stronger focus on the links between short
term and long term monetary considerations and short and long term ecological considerations in
manage- ment decision making.
Furthermore, increased emphasis upon EMA systems that are largely required by ma- nagement
in need of information to help them achieve the goals of their various orga- nizational segments
(eg divisions or departments), may help reduce the emphasis on manipulation of public
environmental disclosures for political purposes evident in en- vironmental financial accounting
(see eg Gray et al. 1993) while, at the same time, stressing the need for improved environmental
performance expressed in both physi- cal and, where appropriate, monetary terms. Finally, this
development of a general framework of EMA is offered as a way forward for management
seeking to adopt environmental management accounting systems. A major benefit corporate
managers will experience from the proposed general frame-
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work is that the framework considerably clarifies the concept and applicability of EMA and
related tools. Once managers have a clear picture of the classification of MEMA and PEMA
tools promotion and adoption will be easier for them and there- fore it will be more likely that
they will adopt the appropriate tools in a particular de- cision making or internal accountability
setting in which environmental aspects play a part, such as:
the extent of subsidies from government that are environmentally damaging and which may be
removed in the future; potential corporate impacts of environmental taxes and tightening
regulations designed to bring corporations closer to tracking the full cost of their activities;
divisional impacts on environmental capital such as biodiversity, land, water and air quality;
corporate impacts on the goal of sustainable society; and product and production managers
taking green opportunities when these are available.
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P. (Eds.) The Green Bottom Line. Environmental Accounting for Management. Current Practice
and Future Trends. Sheffield: Greenleaf Publishing, 30 – 60.
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Sustainable Measures. Evaluation and Reporting of Environmental and Social Performance.
Sheffield, Greenleaf, pp.29-74.
Bartolomeo, M.; Bennett, M.; Bouma, JJ; Heydkamp, P.; James, P. and Wolters, T.
(2000): “Environmental management in Europe: current practice and further potential.” The
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ECOMAC (1996): EIM Small Business Research and Consultancy, “Synreport: Eco-
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http://www.eim.nl/uk/nl/ecomac.html
EPA (US Environmental Protection Agency) (1995): Introduction to Environmental
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Gray, RH, Bebbington, J., and Walters, D. (1993): Accounting for the Environment.
London, UK: Chapman Publishing.
Gray, R., Owen, D. and Adams, C. (1996): Accounting and Accountability: Changes
and Challenges in Corporate Social and Environmental Reporting. London: Prentice Hall
Europe.
Horngren, C. and Foster, G. (1987): Cost Accounting: A Managerial Emphasis. 6
th ed., Englwood
Cliffs, NJ: Prentice-Hall.
IFAC (1998): Environmental Management in Organizations. The Role of
Management Accounting, Financial and Management Accounting Committee, International
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Management Accounting. Cambridge, MA: Harvard Business School Press.
Kaplan RS. (1984): The Evolution of Management Accounting, The Accounting
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Kaplan, R. and Norton, D. (1996): The Balanced Scorecard. Cambridge, MA: Harvard
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Parker, L. (1999): Environmental Costing. An Exploratory Examination. Melbourne,
Australia: Australian Society of Certified Practising Accountants. February.
Porter, ME (1980): Competitive Advantage. Boston, MA: Harvard University Press.
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Schaltegger, S. and Burritt, RL (2000): Contemporary Environmental Accounting –
Issues, Concepts and Practice. Sheffield: Greenleaf Publishing
Schaltegger, S. and Stinson, C. (1994): “Issues and Research Opportunities in
Environmental Accounting” (discussion paper 9124; Basel: Wirtschaftswissenschaftliches
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Schaltegger, S.; Hahn, T. and Burritt, RL (2000): Environmental Management
Accounting – Overview and Main Approaches. Lueneburg: Center for Sustainability
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Schaltegger, S.; Hahn, T. and Burritt, RL (2001a forthcoming): Environmental
Management Accounting – Overview and Main Approaches in Bennett, M. & Bouma, JJ (Eds.).
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Schaltegger, S.; Hahn, T. and Burritt, RL (2001b): EMA-Links – The Promotion of
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Stakeholders. Lueneburg: Center for Sustainability Management at the University of Lueneburg.
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Figure 1. Scope and delineation of environmental accounting.
accounting
non- environmental aspects
environmental aspects
monetary measures
internal
external
internal
external
internal
external
internal
external
environmental accounting
physical measures
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Figure 2. Environmental accounting systems (modified from Bartolomeo et al.
2000, 33)
internal
Monetary environmental management accounting (MEMA)
external
Physical environmental management accounting (PEMA)
Environmental management accounting (EMA)
monetary units
physical units External monetary environmental accoun- ting and reporting (EMEA) Monetary environmen- tal regulatory
accoun- ting and reporting
External physical environmental accoun- ting and reporting (EPEA) Physical environmental regulatory accounting and reporting
Environmental accounting
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Figure 3. Proposed Framework of Environmental Management Accounting
(EMA) (according to Schaltegger, Hahn and Burritt 2000)
19
Figure 4. Value chain and internal corporate EMA users (based on Porter 1985,
p. 37)
aggregate
Top Management Finan ce and Accounting
noita
Environmental, Health and Safety Management Quality and Human Resource Management
mrofn I foepy
Legal Affairs Research & Development and Product Design Corporate Marketing and PR
specific
Operational Activities
M argin
T
Purchase Production Logistics
Marketing and Sales
Recycling Disposal and
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Figure 5. Generic aims and objectives of different types of managers
(Schaltegger, S.; Hahn, T. and Burritt, RL, 2001b)
Corporate EMA System Relevant EMA users
Basic Goals Type of Information desired
Top
- Long term profitability and survival of company Management
- Securing legal compliance with minimal cost to the cor-
poration - Realization of all economically beneficial environ-
mental protection measures - Securing the provision of resources from the critical
stakeholders (Schaltegger 1999) - ...
Highly aggregated financial and strategic (qualitative and quanti- tative) information on the business environment
and the company's performance.
Accounting and Finance Department
- Identifying and realizing cost saving potential - Transparency about cost-relevant (environment-related)
corporate activities - Transparency about the impact of (environment-
related) activities on the income statement and/or balance sheet - Reduction of environmentally-induced risks
(Bennett
& James 1998, 34ff.) - Compliance with accounting regulations - Maximization of shareholder value - ...
Financial measures about corporate activities, eg cost-, income- and balance sheet related issues, risk assessments,
investment decisions, mergers and acquisitions etc. Financial information on the value and economic performance of
the enterprise.
Environmental
- Identifying environmental improvement opportunities Department
- Prioritizing environmental actions and measures - Environmental differentiation in product pricing, mix
and development decisions - Transparency about environmentally relevant corporate
activities - Meeting the claims and information demands of critical
environmental stakeholders, to ensure resource pro- vision and access - Justifying environmental management
division and
environmental protection measures - ...
(Bennett & James 1998, 34f.; UNDSD 2000, 46)
Physical measures on material and energy flows and stocks and rela- ted processes and products, and their impacts
upon the environ- ment.
Health and Safety Department
- Safeguarding the safety, health and welfare of em- ployees at work from environmental accidents and disasters
Physical measures of health and safety.
Quality
- Meeting the (environmental) product requirements of Department
customers at the minimum cost for a given level of product quality
Information on cost of quality. Physical measures of technical product requirements. Human Resources Department
- Job related (including environmental) concerns of
employees - Remuneration, including rewards for good environ-
mental performance - Physical jobs allocated and job conditions monitored
Information on financial rewards. Physical information on turnover, satisfaction, morale.
Legal
- Ensuring (environmental) legal compliance by the Department
company's operations
Physical measures. Qualitative compliance information.
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- R&D and
Development and design of marketable products and
Strategic information about market
Design
services
demands. Department
- Reducing (environmental) risks of investments
Financial information about costs - Development of
improved production processes
of new products and services. Information on technical feasibility and environmental impacts of newly designed
products and services. Corporate Marketing and PR Department
Information about stakeholder claims. Physical and financial information on the company's environmental impacts
and efforts for pollution reduction and prevention.
Production Management
- Meeting external information demands of critical
stakeholders - Meeting claims and information demands of share-
holders, other economic stakeholders (including those interested in environmental reports) - Developing a green
image of the company and its
products - ...
Information on material and energy flows and process records.
Purchasing Department
- Task control over operations - Optimizing energy and material consumption - Reduction of
environmentally-induced risks - ... - Efficient procurement of the inputs for corporate opera-
Information on quality and envi- tions
ronmental properties of the goods - Establishing and
securing favorable relationships with
purchased. suppliers
Financial information on prices. - ... Logistics - Efficient
organization of, collection, storage, and physi-
cal distribution of goods and products - ...
Physical measures eg on distribu- tion means and storage facilities and related environmental impacts. Marketing
and Sales Department
Information on operational market conditions (eg pricing, competitor activities, etc.) Information on customer
demands.
Disposal and Recycling
- Increasing sales and attracting and satisfying buyers. - Provision of means by which buyers can purchase the
product - Inducing customers to buy the enterprise's products through the tools of the marketing-mix (especially
pricing, distribution, and communication) - ... - Efficient disposal and recycling of wasted or used
Physical measures of the properties material
of disposable and recyclable - Minimization of wastes to
be treated, especially hazar-
goods. dous wastes
Technical information on treatment - ...
and recycling options.
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Figure 6 Management groups and relevant EMA tools compared.
Corporate EMA System Relevant EMA users
Relevant EMA Tools Conventional rationale for link with tools
Top
- MEMA (regular and ad hoc, long Management
term, past and future) - see boxes 2, 4, 6, and 8 in Figure
3. - ...
Main concern is with aggregate financial and strategic information about the company's overall investment and
financial performance.
Divisional
- MEMA & PEMA (regular and ad Management
hoc, long and short term, past and future) - see boxes 1, 3, 5 and 7 in Figure 3. - ...
Emphasis is on divisional financial and strategic information with a focus on short term profitability measures such
as return on capital employed, economic value added, and residual income.
Accounting and Finance Department
- MEMA (regular and ad hoc, long
and short term, past and future) - see boxes 1, 2, 3, 4, 5, 6, 7, and 8
in Figure 3. - ...
Focus is on short and long term investment and financial performance measures of activities at the corporate,
segmental and product levels, eg cost-, income- and balance sheet related issues, risk assess- ments, investment
decisions, mergers and acquisitions etc. Includes measures and estimates of costs of quality, health and safety and
human resources management. Environmental
- PEMA (regular and ad hoc, long Department
and short term, future and past) - see boxes 9, 10, 11, 12, 13, 14, 15,
and 16 in Figure 3. - ...
Emphasis on physical measures of material and energy flows and stocks and related processes and products, and
their impacts upon the environment.
Health and Safety Department
- PEMA (regular and ad hoc, long
and short term) - see boxes 9, 10, 11, 12, 13, 14,
15, 16 in Figure 3 (re environmental health and safety issues for employees) - ...
Physical information about health and safety (and concern about the impact of the environment on the health and
safety of employees).
Quality
- PEMA (regular and ad hoc, long Department
and short term, past and future orientated) - see boxes 9, 10, 11, 12, 13, 14, 15,
and 16 in Figure 3 (re environmental quality management) - ...
Main focus is on physical information about technical product attributes, and aspects of personnel and technology
that provide the customer service or product.
Human Resources Department
- MEMA & PEMA (regular and ad
hoc, short term, past and future orientated) - see boxes 1, 3, 5, 7, 9, 11, 13 and
15 in Figure 3. - ...
Main emphasis is on short term physical information about employee numbers and types, allocation to segments of
the business, turnover, satisfaction, morale and financial information about employee rewards.
Legal
- PEMA (regular and ad hoc, short Department
term, past and future) - see boxes 9, 11, 13, and 15 in
Figure 3 (and some concern for 1, 3, 5 and 7). - ...
Main concern is with physical information about compliance with legislation and regulation and financial penalties
for non-compliance.
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- R&D and
PEMA (ad hoc, long term, future)
Focus on information about the technical feasibility
Design
- see box 16 in Figure 3.
and environmental impacts of newly designed pro-
Department
- ...
ducts, services and operations. Corporate Marketing and
PR Department
Information about stakeholder claims. Physical and financial information on the company's environmental impacts
and efforts for pollution reduction and prevention.
Production Management
- MEMA & PEMA (regular and ad
hoc, long term, past and future) - see boxes 2, 4, 6, 8, 10, 12, 14, 16
in Figure 3. - ...
Main concern is with short term information about material and energy flows and production scheduling.
Purchasing Department
- PEMA (regular, short term, past
and future) - see boxes 9, 11, 13 and 15 in
Figure 3. - ...
Requires information about quality and envi- ronmental properties of the goods and services purchased, and
information about prices.
Logistics Department
- MEMA & PEMA (regular and ad
hoc, short term, past and future) - see boxes 1, 3, 5, 7, 9, 11, 13, 15
in Figure 3. - ...
Based on physical measures eg on distribution means and storage facilities and related environmental impacts.
Marketing and Sales Department (and product managers)
- PEMA (regular and ad hoc, long
and short term, past and future) - see boxes 9, 10, 11, 12, 13, 14, 15,
16 in Figure 3. - ...
Information on operational market conditions (eg pricing, competitor activities, etc.) and customer demands.
Disposal and Recycling Department
- MEMA & PEMA (regular and ad
hoc, short term, past and future) - see boxes 1, 3, 5, 7, 9, 11, 13, 15
in Figure 3. - ... - PEMA (regular and ad hoc, short
Emphasis on physical measures of the properties of term, past and future)
disposable and recyclable goods, and technical - see boxes 7, 9,11,13 in
Figure 3.
information about treatment and recycling options. - ...
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