REFERENCES Balzarova, M.A., Castka, P., 2008. Underlying mechanisms in the maintenance of ISO14001 environmental management system . Journal Of Cleaner Production 16,1949-1957. Boira, lO., Henri, J., 2012. Modelling the impact of ISO14001 on environmental performance: A comparative approach . Journal of Environmental Management 99, 84-97. Campos, L.M.S., 2012. Environmental management systems (EMS) for small companies: a study in Southern Brazil . Journal of Cleaner Production 32, 141-148. Castillo-Rojas, S.M., Casadesus, M., Karapetrovic, S., et al., 2012
6. References 1. Da Fonseca, L. M. C. M., ISO14001: 2015: An improved tool for sustainability. Journal of Industrial Engineering and Management, 8(1), 37-50. (2015) 2. László Berényi (2015), On the Way of Sustainability: Frameworks for Organisational Development, The international Journal of Business & Management, Vol 3, Issue 2, February, (2015). 3. Luis Miguel Ciravegna Martins da Fonseca, „ISO14001:2015: An Improved Tool for Sustainability”, Journal of Industrial Engineering and Management JIEM, 8(1): 37-50 – Online ISSN: 2013-0953 – Print ISSN: 2013
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The aim of this article to provide a theoretical framework on the concepts of Sustainable Development and the process that companies need to follow in order to ensure the future sustainability of business operations. Various secondary sources and previous literature was reviewed to clearly identify why companies are finding it difficult to conduct their business operations in a sustainable manner. Stricter legislation and regulations, increased competition, depletion of natural resources and market pressures have placed organisations under increased pressure to improve environmental performance and achieve eco-efficiency. This paper provides comprehensive overview of how companies can achieve the ‘Triple bottom line’ by committing to continuous improvement and adhering to the regulations stipulated according to the International Standards of Organisations (ISO14001).
Giving-up Management System Certification: a Potential Early Warning Signal?
The paper presents the dynamics in number of top management system certificates (ISO 9001, ISO 14001) focusing on the situation in Slovenia in the last two years when a significant increase of cancelled certificates was noticeable. We studied this phenomenon in order to find out its reasons and effects on the performance of the organizations. Some recognized relations between quality management systems and company performance from literature review were used for setting hypotheses which were analytically proved. We assumed that quitting management system certificates was related to decrease in business performance. Empirical part of our research was based on the data of Slovenian certification bodies and on published annual financial reports of Slovenian organizations. In the survey some characteristics and performance of the organizations which gave up certification were analysed. We came to interesting findings that cancelling certificates was related to decrease in business performance and often even to closing of organizations. The downsizing of the business was increasing through the time. So, 2 years after cancelling certificates only 8% of the organizations still present growth in their income and revenue, besides almost 40% of them quit or would have to quit their business. It was also found out that the business performance after cancellation of the certificates was related to the business performance before it and to the reason for cancellation as well. Two years after cancellation there was a 3-times higher proportion of failed organizations (= 45% of previously non-profitable organizations) among the organizations that had operated at a loss before the cancellation of their certificates, compared to those previously having a profit. Among the claimed reasons for certificate cancellation organizational changes (in 35% of all the organizations losing certificates) and cancellation of certificates by certification bodies (in 41% of these organizations) were the most common ones related to the failure of these organizations.
The current environmental challenges caused by the dependence on nonrenewable energy, increased waste disposal, the toxic emissions created by operational activities, and also the scarce supply of water are so complex and important that it requires immediate attention. Strict environmental legislation, market pressures, and urgent need for sustainability have given businesses no option but to ensure that they do all that is possible to ensure that their business operations are sustainable. This paper addresses the underlying factors that determine the extent to which organizations adopt sustainable business practices and cleaner production techniques and technologies. It had been concluded that ethics is linked to sustainable business practices, because the objectives of both these concepts are to think about doing what’s right for others and the world, including the environment. According to the organizational corporate compliance regulations, a company’s commitment to ethical business and sustainable business practices should be detailed in their policy handbook and communicated to all employees within the company (Sustainability Report 2013/2014).
on Industrial Engineering and Industrial Management, Cartagena, Spain, 164-174.
ISO Survey, 2017. www.iso.org/iso/iso-survey . ISO 9001, 2015. Quality management systems – Requirements. ISO, Genève, Switzerland. ISO14001, 2015. Environmental management systems – Requirements with guidance for use. ISO, Genève, Switzerland.
Structured Approach to Combine Models of the Technosphere, Ecosphere and Valuesphere. Kluwers Academic Publishers HOLMAN, W. R., NEW, J. R., & SINGER, D. (1985): The impact of corporate social responsiveness on shareholder wealth. In L. Preston (Ed.), Research in corporate social performance and policy, vol. 7: 137-152. Greenwich, CT: JAI Press. ISO14001: Environmental management systems. Specification with guidance for use (ISO14001:2004), Hungarian Standards Institution, Budapest, 2005 ISO 14031: Environmental management. Environmental performance evaluation