The Types And Intensities Of Environmental Pressures Accounting
- Driving Forces
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- Environmental impact on Management Accounting Control System ( MACS )
- 2.1 Environmental Cost Matrix — Nitto Denko Corporation
- 2.2 Materials Flow Cost Accounting ( MFCA ) — — Canon
- 2.3 Environmental Management Accounting ( EMA ) — – Kesko Food Ltd.
- 2.4 Procter & A ; Gamble Corporation ( P & A ; G )
- Sustainability accounting and coverage
- hypertext transfer protocol: //books.google.com.my/books? id=UENo_JRfSRQC & A ; pg=PA371 & A ; lpg=PA371 & A ; dq=environmental+cost+matrix+Toyo+Seikan & A ; source=bl & A ; ots=A4Y8iIa8oo & A ; sig=-4j_igGdJcL9ksb1WdZrKbF4z8c & A ; hl=en & A ; ei=_49FTJjiFo-GvgPL053BAw & A ; sa=X & A ; oi=book_result & A ; ct=result & A ; resnum=4 & A ; ved=0CCEQ6AEwAw # v=onepage & A ; q & A ; f=false
- published by Springer
- Nederlands, 2006
- ENVIRONMENTAL MANAGEMENT ACCOUNTING NETWORK
- 9TH ANNUAL CONFERENCE
- MANAGEMENT Accounting
- AND CLEANER PRODUCTION
- A B S T R A C T S
- Graz, Austria, 2006
In the early of 1990s, environmental accounting has been quickly introduced and used as an effectual tool for environmental direction. Leading planetary companies, particularly in Europe, North America and Japan, have applied environmental accounting in order to heighten their eco-efficiency and resources productiveness. Recently, the addition external force per unit area from internal and external stakeholders such as employees, fiscal establishments, socially responsible investors, authorities, and local communities have made companies take involvement in environmental accounting.
The types and strengths of environmental force per unit areas can change widely from state to state and among different concern sectors. However, that it is coercing many organisations to look for new, originative and cost-effective ways to pull off and minimise environmental impacts. The construct of “ force per unit areas on the environment ” is taken from the Driving force-Pressure-State-Impact-Response theoretical account ( DPSIR ) :
Basic sectorial tendencies, e.g. in energy coevals, conveyance, industry, agricultue, touristry
Discernible alterations of the environment,
e.g. lifting planetary temperatures
Effectss of a changed environment, e.g. lessening in agricultural production, hurricanes, inundations
Response of society to work out the job,
e.g. research on solar energy, energy revenue enhancements
Human activities straight impacting the environment. e.g. carbone dioxide or methane emanations
DPSIR theoretical account has been adopted as the most appropriate manner to construction environmental information by most Member States of the
European Union and by international organisations covering with environmental information
Within the DPSIR theoretical account, Eurostat focuses on Response, Driving forces and Pressure. Indexs of State and Impact are the sphere of the European Environment Agency ( EEA ) . In world, boundary lines are less clearly defined and follow practical considerations, and the EEA has provided many of the information for the current publication.
Therefore Eurostat was charged with the development of a consistent and comprehensive system of environmental force per unit area indexs, to demo the of import tendencies for 10 policy Fieldss: Air Pollution, Climate Change, Loss of Biodiversity, Marine Environment & A ; Coastal Zones, Ozone Layer Depletion, Resource Depletion, Dispersion of Toxic Substances, Urban Environmental Problems, Waste, Water Pollution & A ; Water Resources.
Some illustrations of environmental force per unit area relevant at the international degree include:
Supply concatenation force per unit areas, such as big companies necessitating their providers to follow with the Environmental Management System ( EMS ) criterion of the International Standardization Organization ; For case, Nokia developed a comprehensive set of planetary Nokia Supplier Requirements2 ( NSR ) which stated the outlook from its providers. ( Nokia, neodymium )
Disclosure force per unit areas from assorted stakeholders for companies to publically describe their environmental public presentation in one-year fiscal histories and studies or in voluntary corporate environmental public presentation studies, for illustration, via the guidelines of the Global Reporting Initiative ; In 2005, Toyota makes a strong public committedness to measuring their environmental impact and has a comprehensive environmental direction system, nevertheless, the papers that guides this system was non made publically available, so it was non possible to place whether it met any good pattern rules. Stakeholders were non satisfied for the non-disclosure and necessitate Toyota to make so. ( 2006 Global Accountability )
funding force per unit areas via the world-wide growing of socially responsible investing ( SRI ) financess, investing evaluation systems such as the Dow Jones Sustainability Index and investing policy revelation demands ;
regulative control force per unit areas, for illustration, the RoHS Directive, a European Union ( EU ) ordinance that restricts the usage of certain risky substances in electrical and electronic equipment sold in the EU ;
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2. Nokia Supplier Requirements: That includes specified environmental and societal demands. These demands are based on international criterions ISO 14001, SA 8000, OHSAS18001, PCMM and ILO, and UN conventions.
environmental revenue enhancement force per unit areas, for illustration, assorted government-imposed environmentrelated revenue enhancements such as C revenue enhancements, energy usage revenue enhancements, landfill fees and other emanations fees ;
cap and trade force per unit areas, such as the emanations cap and trading facets of the Kyoto Protocol.
Environment-related costs3 are increasing in many states in response to turning force per unit areas of assorted sorts. Organizations have developed strategic4 to improved and achieve environmental friendly, therefore most of the organisations have recognized the betterment in environmental public presentation and wagess are grant. Furthermore, companies realized that heightening the usage of resources brings non merely environmental betterments, but besides potentially important pecuniary nest eggs as the costs of stuffs purchase and waste intervention lessening consequently.
For an organisation to efficaciously pull off the environmental force per unit areas, costs and benefits mentioned above, it needs assorted types of expertness, including environmental, proficient, accounting and finance, selling and public dealingss, and general direction. Accountants have a particular function to play because of their entree to an organisation ‘s pecuniary information, their ability to better or verify the quality of such information and their accomplishments in utilizing that information to assist do sound concern determinations in countries such as investing assessment, budgeting and strategic planning.
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3. Environment-related costs: For illustration, in states with strong environmental regulative governments, new ordinances have led to the internalisation of a broad assortment of extra environment-related costs. Organizations have seen costs of environmental conformity rise, including costs for required pollution and control equipment, pollution monitoring and emanation fees and regulative paperwork and coverage. Pollution clean-up ordinances have resulted in increasing liability costs for site redress and liability-related insurance costs. Pressure from stakeholders, such as local communities, environmental militant groups and concern spouses ( clients, investors and finance suppliers ) , has besides added to environment-related costs, as organisations need to originate voluntary plans to react to the involvements of these groups.
4. Strategic that implement such as, design environmentally sensitive merchandises and services to fulfill progressively “ green ” concern and consumer markets, the ability to react more rapidly and cost-effectively to an ever-changing environmental regulative model, and better relationships with cardinal stakeholders such as finance suppliers and local communities.
In this state of affairs, companies should implement environmental accounting. Environmental accounting can be classified loosely into external environmental accounting, in which information is disclosed outside of a company, and internal environmental accounting, which contributes to concern direction within a company. In recent old ages, internal environmental accounting has besides come to be referred to as Environmental Management Accounting ( EMA ) .
Environmental impact on Management Accounting Control System ( MACS )
Corporate environmental results should be portion of the characteristic direction accounting undertaken by a house, the environmental purposes and corporate purposes are able to be integrated via the market mechanism as houses recognize the strategic competitory advantage and improved underside line results available from better direction accounting for the environment. Furthermore, corporate strategic purposes and aims should ensue in the internalisation of environmental costs such that improved environmental results and market economic system results are complementary.
It is necessary to acknowledge environmental costs in to the direction accounting ; this is due to pollution peers inefficiency, non merely in footings of the resources wasted ( e.g. scrapped merchandise, energy emanations ) but besides in footings of the non-value-added activities necessary to dispose of such waste and discharges ( Porter and van der Linde, 1995 ) . The focal point in Environmental Management Accounting ( EMA ) is on merely widening the application of direction accounting and its wide scope of tools and techniques to acknowledge and promote the more effectual usage of the organisation ‘s resources to minimise the environmental impacts borne by the house. In making so, EMA delivers improved environmental results indirectly by showing that improved concern results are possible when houses better history for the environment in their determination devising.
2.1 Environmental Cost Matrix — Nitto Denko Corporation
There is one type of environmental direction accounting that is called Environmental Cost Matrix which Nitto Denko Corporation has implemented. Nitto Denko is a Nipponese industrial merchandises fabricating company which is switching its environment direction from end-of-pipe steps to up-stream steps. In line with the environmental policy, in each twelvemonth since financial twelvemonth 2000 it has developed an environmental budget whose features are as follows ( Nitto Denko Corporation 2003 ) :
An environmental budget is complied by each division and by the company Group in order to place single environmental subjects and duties.
In add-on to the ‘environmental preservation costs ‘ that are indicated in Ministry of the Environment ( MoE ) guidelines, the buying and processing costs of stuffs that do non go merchandises ( industrial waste ) , and the buying cost of energy, dissolvers and H2O consumed in in-house fabrication, are besides defined and recognized as ‘environmental impact costs ‘ .
By efficaciously sharing the ‘environmental preservation costs ‘ , cut downing the ‘environmental impact costs ‘ green goodss good environmental public presentation. The end is to cut down entire costs by bettering the productiveness with which natural resources are used.
Since Nitto Denko has already introduced the Prevention-Appraisal-Failure ( PAF ) categorization, which can mensurate and analyse quality costs, as a support tool for quality betterment, it seemed that the company has the background to use Green Budget Matrix Model ( GBMM ) . That is for a company such as Nitto Denko which pursues the decrease of its industrial wastes, quality cost direction and environmental cost direction have similar features that ‘aim at maximal end product with minimal input, in other words, header with both environment and economic system ‘ .
For illustration, the environmental facet “ industrial waste decrease activities ” could be connected with the quality aspect ‘failure merchandises obliteration activities ‘ . Hence, inside informations of environmental costs that were accrued in line with stuffs flows have, to some extent, common features with points of assessment costs and internal failure costs. The Environmental Cost Matrix could therefore aid directors who plan to blend environmental costs and quality costs in the hereafter.
2.2 Materials Flow Cost Accounting ( MFCA ) — — Canon
Besides that, Canon, one of the universe leaders in fabrication of cameras, has besides introduced stuffs flow cost accounting ( MFCA ) into its operations, under an MFCA enterprise sponsored by the Japan Ministry of Economy, Trade and Industry ( METI ) . In contrast to MFCA in Germany, which focuses on facility-wide Enterprise Resource Planning ( ERP ) systems, the Nipponese version of MFCA typically focuses on a individual merchandise or production procedure, therefore leting a elaborate analysis of procedure betterments and other issues.
Canon implemented MFCA for one production line for one type of camera lens at its chief works for lens production at first. Although the targeted production procedure had been regarded as bring forthing about no seeable waste prior to MFCA, the MFCA analysis triggered great decreases in both environmental impact and costs by re-classifying glass waste as a stuffs loss.
Based on the MFCA analysis, Canon introduced a new, thinner glass stuff in coaction with its glass fabrication provider, therefore work out the glass waste had been regarded as an inevitable consequence of production that could non be prevented antecedently. After this initial success, Canon is now spread outing its MFCA attempts throughout the company.
2.3 Environmental Management Accounting ( EMA ) — – Kesko Food Ltd.
Kesko Food Ltd. is a innovator in environmental direction issues in the trading sector, in Finland and beyond. It was found to be the lone instance company which truly has invested in Environmental Management Accounting ( EMA ) in the Finnish Environmental Management Accounting between 1996 and 2005.
Essential for Kesko Food ‘s success in EMA has been the direction support and the big figure of resources allocated to its EMA activities. Consequently, Kesko Food became a top-class company in environmental duty and besides in marketing this image. The environmental aims and programs of the corporation have been transparently reported to its stakeholders, and so any retreat from the planned actions has been made hard or at least abashing. Kesko Food has besides been expecting the hereafter needs of EMA, every bit good as benchmarking suited guidelines and experiences of other administrations.
Presently the whole Kesko Group is endeavoring to unite value-chain thought into its corporate duty direction. Even though the company has already been awarded for its environmental duty it is continuously puting more resources in environmental direction and EMA.
2.4 Procter & A ; Gamble Corporation ( P & A ; G )
On the other manus, Procter & A ; Gamble Corporation ( P & A ; G ) is the largest US maker of family merchandises concentrating on five chief classs: Laundry and cleansing, paper goods, beauty attention, nutrient and drinks, and wellness attention. P & A ; G owns more than 250 trade names such as Pampers, Lenor, Vicks ant etc.
Strong trade names and advanced research are cardinal success factors in the family merchandises industry. Therefore, companies have to turn to of import issues such as merchandise constituents, wellness facets of the merchandises, carnal testing and appropriate usage and disposal of merchandises. External stakeholders such as consumer besides expect companies to better their communicating of merchandise features through transparent labeling. Furthermore, statute law progressively requires companies to utilize environmentally friendly, where appropriate renewable and biodegradable, substances and stuffs and cut down merchandise packaging. Production based on familial technology methods is likely to be capable to consumer examination.
Furthermore, P & A ; G is committed to continually better the environmental quality of its merchandises. The corporate Environmental Science Department focuses on the rating of the environmental safety of consumer merchandises, taking into account their full life rhythm. To complement this committedness, consumers and other relevant stakeholders are provided with relevant information about the environmental quality of the company ‘s merchandises. This is portion of P & A ; G ‘s stakeholder direction procedure taking at guaranting effectual client focal point and cut downing the exposure of its trade names to public examination.
The environmental issue in P & A ; G is committed to continually better the environmental quality of its merchandises. I suggest P & A ; G implement the EMA in their internal procedure. As, P & A ; G is the company that will follow with the committedness in long tally, with an EMA, the end of EMA is to cut down entire costs by bettering the productiveness with which natural resources are used, it can assist P & A ; G to cut down the waste in the production line, and it helps to bring forth good environmental public presentation. With an EMA, P & A ; G would be able to include the environmental cost, therefore it provide the director better and accurate information for doing determination.
In decision, there are some advantages for implementing the EMA in organisation have mentioned above.
However, several taking planetary companies have focused entirely on the external coverage facet of environmental accounting and have calculated merely the environmental costs of conforming to the MoE guidelines, and do non see any future action program and budget refering their environmental direction in the following financial twelvemonth.
Although environmental accounting intends to demo the consequences of the company ‘s environmental direction system ( EMS ) , an EMS can non be expected to be successful without holding an action-plan which provides a map for driving activities and a budget which guarantees to set the program into consequence. The deficiency of these budgets is grounds that the EMS of Nipponese companies do non work good. In some research, it shown that Green-Budget Matrix Model ( GBMM ) was found to be most utile instrument for back uping directors in this context.
GBMM is a tool designed to assist directors place the soft of activities that drive first-class environmental public presentation through the effectual allotment of economic resources. It besides provides utile information for analysing the position quo, anticipating the hereafter of the EMS, and advancing a common shared acknowledgment between members of the organisation of their mission through the matrix readying procedure.
GBMM can besides lend to other aims. Budgeting is chiefly a short-run future-orientated activity whereas environmental planning requires more long-run oriented determinations. By using GBMM to capital budgeting, it can be used as a strong support tool for decision-making for long-run environmental capital investing. In fact, Toyo Seikan has adopted the matrix and uses it for capital budgeting.
GBMM has besides driving force towards the Sustainability Balanced Scorecard ( SBSC ) . The designation of concern relevancy of different environmental issues is a nucleus end of the SBSC. GBMM evaluate the relevancy on its ain logic, and helps to place the enterprises or actions for recognizing the ends, particularly in the instance of integrating with capital budgeting.
Nokia Supplier Requirements hypertext transfer protocol: //www.nokia.com/corporate-responsibility/supply-chain/nokia-supplier-requirements
2006 Global Accountability
Sustainability accounting and coverage
By Stefan Schaltegger, Martin Bennett, Roger Burritt
hypertext transfer protocol: //books.google.com.my/books? id=UENo_JRfSRQC & A ; pg=PA371 & A ; lpg=PA371 & A ; dq=environmental+cost+matrix+Toyo+Seikan & A ; source=bl & A ; ots=A4Y8iIa8oo & A ; sig=-4j_igGdJcL9ksb1WdZrKbF4z8c & A ; hl=en & A ; ei=_49FTJjiFo-GvgPL053BAw & A ; sa=X & A ; oi=book_result & A ; ct=result & A ; resnum=4 & A ; ved=0CCEQ6AEwAw # v=onepage & A ; q & A ; f=false
published by Springer
ENVIRONMENTAL MANAGEMENT ACCOUNTING NETWORK
9TH ANNUAL CONFERENCE
AND CLEANER PRODUCTION
A B S T R A C T S
Graz, Austria, 2006
Success factors in design and execution of EMA
– Kesko Food Ltd. instance survey
Anna Kumpulainen and Tuula Pohjola
Helsinki University of Technology, Department of Industrial Engineering and Management,
Environmental and Quality Management Unit, P.O.Box 5500, 02015 TKK, Finland
Electronic mail: anna.kumpulainen @ tkk.fi hypertext transfer protocol: //www.energytech.at/nw_pdf/060427_emanc_proceedings.pdf