The Office of the Deputy Secretary of Defense for Environmental Security sponsored this research. Jeffrey Drezner was an equal partner with the authors in designing the study that formed the basis of this report. Located in a rural valley along the Susquehanna River in Mehoopany, Pennsylvania, P&G Paper Products Company is the largest P&G plant in the world, with approximately 2,700 employees on 1,200 acres.6 The P&G Mehoopany site produces napkins, towels and diapers.
The Group has won numerous public environmental awards and Mehoopany has been recognized as a best-in-class P2 facility.8 The facility's environmental program is built on a strong corporate EMS philosophy and ethics with a total quality environmental management (TQEM) approach. This chapter describes three of the most important trends within this new environmental policy context: the growing role of the state and local authorities, proactive environmental performance based on col-. State and local entities seek to work with businesses and other members of society to improve environmental performance at lower costs.
MANAGEMENT APPROACHES
Many of the more forward-looking environmental companies are trying to implement a variety of these activities and approaches within their organizations. For example, some companies and some state and local governments consider recycling part of P2, even though recycling is not technically part of the official definition. Regardless of the specific definition, the industry has discovered the benefits of implementing P2 and the waste management hierarchy.
23BRT (1998) and BRT (1993) provide excellent descriptions of the lessons learned in effective planning and implementation of facility P2. The New Jersey Facility-Wide Permitting Program was one of the most aggressive multimedia programs. For example, in the 1998 election, 72 percent of the over 240 state and local elections that aimed to control sprawl passed (National Association of Local Government Environmental Professionals [NALGEP], 1999, p. 10).
Florida is developing one of the most comprehensive ecosystem management plans and comprehensive approaches to ecosystem management. Additionally, WDWR has begun ecosystem management of the property it has set aside to be natural areas (these areas comprise approximately one-third of the property).
ENVIRONMENTAL ACTIVITIES WITH THEM
This effort will only succeed if the responsibility for and authority to change is effectively decentralized and can function effectively in the context of each local part of the organization to be changed. Over time, the champion monitors these decentralized initiatives, tracks their progress against plans, and reports the status of implementation to senior management and the coalition for change. The business units actually carry out the day-to-day environmental business on site; so, in essence, MEG employees are Mehoopany's environmental cheerleaders, working to build environmental ownership within each module.
There are approximately 20 different properties in WDWR, including Epcot, Magic Kingdom, Disney MGM Studio and Animal Kingdom (these four are theme parks) and each of the resort hotels (eg Contemporary Hotel).2 Each of these organizations has its own property manager. Companies that are forward-thinking about environmental issues and management value sustainable development and care for the environment as part of the organization's operations. P&G's overall environmental quality policy has been designed to facilitate the improvement of the environmental quality of its products, packaging and operations worldwide.
All of these measures bring environmental care closer to the company's core interests and thus raise their credibility in the eyes of all employees. Members of senior management and the coalition leaders they work with cannot spend all their time on any one issue. For example, the Contemporary Hotel staff generates ideas and prioritizes them, and the operations manager gives the staff the resources to implement the ideas.
WDWR's ECE at the Contemporary Hotel had the business experience, leadership, and guidance of the operations manager. Bug rounds up kids in the back of the hotel to release ladybugs and control aphids. RCES, WDWR's service organization for energy and for water and waste resources, had a full-time recycling manager who worked with the Contemporary Hotel (and other WDWR properties) to emphasize recycling because of the cost savings for the hotel.
With the support of senior leadership and an effective coalition, a champion can work with cross-functional teams to drive change designed to improve the environmental performance of specific parts of the organization.
PRIORITY SETTING
Some facilities are at a disadvantage in this calculation due to the complexity of the environmental problems they face. The award is based on percentage improvement in energy savings for each of the 13 resorts. Whenever possible, information systems and analytical tools that identify the full, facility-wide impacts of environmental-related activities are used to help integrate environmental concerns into the facility's core interests.
Some of these tools, such as chemical tracking and process analysis tools, focus on only part of the facility's environmental impact. Environmental audits have been one of the most powerful tools to make facility approaches more comprehensive. P&G Mehoopany is considered a very complex place within P&G, especially due to the environmental impact of its pulp mill and high visibility in the community.
Each month, the team reports its findings for each variable and the share summary result to the Process Services Module Operations Manager and teams across the module. Environmental accounting tools are used whenever possible, but given the difficulties in quantifying some environmental costs, innovative rationales are also used. An important part of the Mehoopany facility's environmental program is finding ways to contribute to traditional business goals.
P&G recognizes managers who can reduce complexity because environmental results are part of the performance system. EAD successfully justified its requests for investments in hazardous waste due to the need to comply with regulations. The long-term complexity of issues at the facility and the operational value of the effort are also factors.
Operational agility, regulatory concerns, public image and traditional cost savings were all part of the justification process.
RELEVANT STAKEHOLDERS
Development Permit. In such regulatory flexibility project efforts, creative thinking and negotiating are often important
From the very beginning, a WDWR employee has met with several regulators and shown them the benefits of the plan, both for the regulator and for the environment. P&G Mehoopany even provided input to Pennsylvania DEP on the state's environmental leadership piece in the evolving SEM approach. Walker Ranch and the WDWR grounds are located at the headwaters of the Everglades system.
Part of Mehoopany's stakeholder philosophy is to "think like your community" and "be a member of the community." The facility's environmental manager states that its public vision is that the community does not "hear, smell or see the facility in a negative way." They explain the facility's policies and procedures, but also explain the importance of broader environmental issues in general and how they relate to the facility's bottom line. This implementation is particularly difficult for environmental issues because they are often not the primary focus of the organization.
All these elements reflect the integration of environmental concerns into the core business operations of the facility. However, they are often not enough or may not be feasible for all parts of the organization. Making it an integral part of the facility's own business will encourage employees to take environmental concerns just as seriously and to see them as important to the mission of both the facility and the company's mission.
EI's property presentation on Environmental Cost Savings is titled "The Compelling Business Case for the Environment". The presentation includes 20 money-saving examples to demonstrate the properties: using recycled laser printer cartridges, using hardwood veneer (better for the environment and cheaper than cypress), making two-sided copies, collecting waste food (instead of landfill. ), using energy saving lights, etc. Both P&G Mehoopany and WDWR expected failures as part of the experimentation process required to test innovative approaches. Several organizations are helping to develop such policies; for example, the States Environmental Council.
Many of the industry's examples of proactive facility environmental management approaches benefited from the collaboration. This will be particularly difficult for DoD because of the short tenure of its leadership at all levels. To influence actual behavior in the workplace, these metrics and assessment tools must be compatible and easily aligned with the goals that DoD teams pursue as part of their normal, day-to-day planning and operations.
ENVIRONMENTAL MANAGEMENT CASE STUDY
Given its diverse activities, which have a high potential impact on the environment, and its high visibility in the community, the facility is highly complex compared to other P&G facilities. P&G Mehoopany has a strong, well-managed and efficient environmental program that has implemented innovative, facility-wide approaches. The managers base their environmental decisions on strategic thinking about long-term effects and economics.
They have been effective in reducing the plant's environmental impact and in finding cost savings from environmental initiatives, particularly in the solid waste area. The plant's very good relationships with the regulators and community lead to increasing internal management support for additional proactive, innovative environmental approaches. 1 One of the changes since the original interview is that P&G Mehoopany no longer produces its own pulp.
P&G's paper products plants are located throughout North America, including facilities in Mehoopany, Pennsylvania; Albany, Georgia; Green Bay, Wisconsin; Modesto, California; Cape Girardeau, Missouri;. P&G's company culture and philosophy are highly focused on leadership, integrity, customers and the company's reputation. Workers living in the region at the time were employed in declining industries, particularly coal mining.
We are all leaders in our area of responsibility, with a deep commitment to delivering leadership results. We respect our P&G colleagues, customers and consumers and treat them as we would like to be treated. In 1976, Charmin Paper Products Company's name was changed to The Procter & Gamble Paper Products Company.3.
The P&G Mehoopany location has two plants that produce two basic product lines: a tissue/wipe plant and a diaper plant.
