Strategic environmental performance obtaining and sustaining compliance

Protecting our environment has never been more important than it is today in the wake of climate change and the ever-increasing demand on natural resources due to the expanding world population. Environmental protection has been increasingly discussed by concerned citizen groups and politicians in t...

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Detalles Bibliográficos
Otros Autores: Alston, Frances (Industrial engineer), author (author), Perkins, Brian K., author
Formato: Libro electrónico
Idioma:Inglés
Publicado: Boca Raton : CRC Press 2020.
Edición:1st
Colección:Sustainable improvements in environment safety and health.
Materias:
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009635723306719
Tabla de Contenidos:
  • Cover
  • Half Title
  • Series Page
  • Title Page
  • Copyright Page
  • Table of Contents
  • Authors
  • Chapter 1 Environmental Compliance and the Corporate Structure
  • 1.1 Defining the Compliance Profile
  • 1.2 Alignment with the Mission of the Company
  • 1.3 Organizational Structures That Enable Compliance
  • 1.3.1 Functional Organization Structure
  • 1.3.2 Divisional Organization Structure
  • 1.3.3 Matrixed Organization Structure
  • 1.3.4 Flat Organization Structure
  • 1.4 Applied Learning
  • 1.4.1 Case Study
  • References
  • Chapter 2 Corporate Culture
  • 2.1 Introduction
  • 2.2 Top-Down Leadership: Demonstrated Commitment
  • 2.2.1 Leadership Commitment
  • 2.3 Employee Buy-In and Engagement
  • 2.4 Cultural Impacts on Compliance
  • 2.4.1 The Belief Attribute
  • 2.4.2 The Behavior Attribute
  • 2.4.3 The Practices Attribute
  • 2.4.4 The Values Attribute
  • 2.5 Evaluating Culture for Effectiveness
  • 2.6 Applied Learning
  • 2.6.1 Scenario 1
  • 2.6.2 Scenario 2
  • References
  • Chapter 3 Identifying Applicable Requirements
  • 3.1 Environmental Regulations Overview
  • 3.2 Regulatory Requirements
  • 3.3 Federal Laws
  • 3.3.1 The Clean Water Act
  • 3.3.2 The Clean Water Act Today
  • 3.3.2.1 Wastewater Management
  • 3.3.2.2 Pretreatment Program
  • 3.3.2.3 Storm Water Pollution
  • 3.3.2.4 Construction Storm Water
  • 3.3.2.5 Industrial Storm Water
  • 3.3.2.6 Municipal Storm Water
  • 3.3.2.7 Concentrated Animal Feeding Operations
  • 3.3.2.8 Spills of Oils and Hazardous Substances (SPCC)
  • 3.3.2.9 Tier I Facility
  • 3.3.2.10 Tier II Facility
  • 3.3.2.11 Facility Response Plan
  • 3.3.2.12 Wetlands Protection
  • 3.3.3 The Clean Air Act
  • 3.3.4 The Clean Air Act Today
  • 3.3.4.1 Title I
  • 3.3.4.2 Title II
  • 3.3.4.3 Title III
  • 3.3.4.4 Title IV
  • 3.3.4.5 Title V
  • 3.3.4.6 Title VI
  • 3.3.5 Resource Conservation and Recovery Act
  • 3.3.5.1 RCRA Today.
  • 3.3.5.2 Waste Generators
  • 3.3.5.3 Hazardous Waste Transporters
  • 3.3.5.4 Treatment, Storage and Disposal Facilities (TSDFs)
  • 3.3.5.5 Land Disposal Restrictions (LDRs)
  • 3.3.5.6 Universal Waste
  • 3.3.5.7 Underground Storage Tanks
  • 3.3.5.8 Used Oil
  • 3.3.6 Emergency Planning and Community Right to Know Act (EPCRA)
  • 3.3.7 Toxic Substances Control Act
  • 3.3.8 Safe Drinking Water Act (SDWA)
  • 3.3.9 National Environmental Policy Act
  • 3.3.10 Endangered Species Act
  • 3.3.11 Federal Insecticide, Fungicide and Rodenticide Act
  • 3.3.12 Comprehensive Environmental Response Compensation and Liability Act (CERCLA)
  • 3.4 State Laws
  • 3.5 County Laws
  • 3.6 Local Laws
  • 3.7 Regulatory Relationship Development and Sustainment
  • 3.8 Other Directives and Corporate Policy
  • 3.9 Establishing and Documenting Applicability
  • 3.10 Applied Learning
  • 3.10.1 Case Study
  • References
  • Chapter 4 Implementation Roles, Responsibilities and Accountability
  • 4.1 Leadership Charting the Way
  • 4.1.1 Leadership Style and Impact
  • 4.1.2 Communicating the Importance of Environmental Compliance
  • 4.2 Employee Participation
  • 4.2.1 Where Implementation Really Takes Place
  • 4.2.2 Motivated versus Reluctant Implementation
  • 4.3 Environmental Subject Matter Experts and Professionals
  • 4.3.1 What Defines an Environmental Subject Matter Expert?
  • 4.3.2 Training, Experience and Keeping Skills Relevant
  • 4.3.3 Compliance Decision-Making
  • 4.4 Removing Ambiguity from Compliance Decisions
  • 4.5 Applied Learning
  • 4.5.1 Case Study
  • References
  • Chapter 5 Flow Down of Requirements
  • 5.1 Communicating Requirements within the Organization
  • 5.2 Developing Processes for Requirements Flow Down
  • 5.2.1 Corporate-Level Processes
  • 5.2.2 Organization-Level Processes
  • 5.2.3 Work Unit-Level Processes
  • 5.3 Applied Learning
  • 5.3.1 Case Study
  • References.
  • Chapter 6 Requirements and Implementation Documents
  • 6.1 Corporate-Level Procedures and Implementing Documents
  • 6.2 Organization-Level Procedures and Implementing Documents
  • 6.3 Procedural Governance
  • 6.3.1 Development and Approval
  • 6.3.2 Stakeholder Considerations
  • 6.3.3 Controlling Changes
  • 6.3.4 Configuration Management
  • 6.3.5 Periodic Reviews and Updates
  • 6.4 Accessibility of Procedures
  • 6.5 Applied Learning
  • Chapter 7 Critical Implementation Elements and Attributes
  • 7.1 Environmental Justice
  • 7.2 Training and Knowledge Retention
  • 7.2.1 Appropriate Knowledge for Implementation
  • 7.2.2 Training: A Necessary Investment for Success
  • 7.3 Applied Learning
  • References
  • Chapter 8 Requirements Tracking
  • 8.1 Keeping Up with New Regulations
  • 8.2 Tracking and Implementing Changes to Existing Regulations
  • 8.3 Professional Working Groups Impacts and Participation
  • 8.4 Conveying Legislative Changes
  • 8.5 Applied Learning
  • 8.5.1 Case Study
  • References
  • Chapter 9 Assessing and Measuring Program Performance
  • 9.1 Defining Successful Performance for a Compliance Program
  • 9.2 Effective Methods Used to Measure Performance
  • 9.3 Identifying What Is Important: Corporate and Stakeholder Priorities
  • 9.4 Evaluating Environmental Compliance Programs and Processes
  • 9.5 Evaluating Implementation of Environmental Requirements
  • 9.6 Applied Learning
  • Chapter 10 Tracking and Trending Performance
  • 10.1 Identifying and Use of Meaningful Metrics
  • 10.1.1 How Well Are Regulatory Requirements Identified and Flowed Down
  • 10.1.2 Meeting Regulatory Reporting Requirements
  • 10.1.3 How Well Does the Program Promote Compliance and the Corporate Mission
  • 10.2 Performance Indicators
  • 10.2.1 Leading and Lagging Indicators
  • 10.2.2 Purpose and Usefulness in Compliance Determination
  • 10.2.3 How to Use Leading Indicators.
  • 10.2.3.1 Interrupting Leading Indicators
  • 10.2.4 How to Use Lagging Indicators
  • 10.2.4.1 Interrupting Lagging Indicators
  • 10.3 Continuous Improvement
  • 10.3.1 Using Knowledge and Experience to Drive Improvements
  • 10.3.2 The Propensity for Change to Facilitate Improvements
  • 10.4 Applied Learning
  • 10.4.1 Case Study
  • References
  • Chapter 11 Lessons Learned
  • 11.1 Learning from the Past to Prevent Future Occurrences
  • 11.2 Capturing and Documenting Lessons Learned
  • 11.3 Communicating Lessons Learned
  • 11.4 Integrating Lessons Learned to Produce Change
  • 11.5 Applied Learning
  • 11.5.1 Case Study
  • References
  • Chapter 12 Compliance and Implementation Toolkit
  • Appendix A: Toolkit for Evaluating Resource Conservation and Recovery Act (RCRA)
  • Appendix B: Toolkit for Evaluating NPDES
  • Appendix C: Evaluating Air Emissions
  • Appendix D: Toolkit for Evaluating EPCRA
  • Appendix E: Toolkit for Evaluating SDWA
  • Appendix F: Toolkit for Evaluating SPCC
  • Appendix G: Toolkit for Evaluating FIFRA
  • Appendix H: Toolkit for Evaluating TSCA
  • Appendix I: Toolkit for Evaluating NEPA
  • Appendix J: Toolkit for CERCLA
  • Index.