Abstract

Maastricht school of Management is performing yearly a twelve-week executive course ‘Management of the Environment’. This programme concentrates on environmental impact from a managerial point of view. Participants come from developing countries and have relevant working experience between 5 to 20 years with a bachelor level. Lecturers have a background as consultant and trainer. Many stakeholders are involved in environmental impact like companies, authorities, NGOs, and citizens. Still environmental science specialists and environmental policy makers play an important role in the debate: environmental impact assessment is a tool for specialists while participation of other stakeholders was meant to be the case.

Environmental problems can only be addressed and managed by and through people. Management of the environment is management of stakeholders through a process of environmental impact, acceptance of stakeholders, and given context conditions. Information, communication, participation, change, negotiation are important management aspects to deal with this process. Learning to address the environmental impact in a negotiable way with proper propitiation is an essential step to find accepted solutions with stakeholders involved. Complexity needs to be brought back to essentials to find proper solutions on policy and executive level. This executive course has the focus on a better environment through people.

Abstract

Can a business case for sustainable development be made? A more common approach is to rely on business ethics to make the case for sustainable development and not to rely on basic business principles — will the business make a profit and sustain itself financially? In order to move towards corporate sustainable development, it is necessary to make a business case for sustainable development. This can be done through the use of two conceptual tools: triple-bottom-line thinking and understanding the economic dimensions of eco-system services. This paper looks at the various business responses to environmental problems; analyzes the global drivers for corporate sustainable development; fits sustainable development into business strategy; and structures specific approaches that result in both corporate sustainable development and business competitive advantage.

Abstract

Small-scale industries (SSI) are the proven building blocks in national development and consume a major share of the total energy resources of India. Today, India is ranked sixth in energy consumption globally. These SSI units, which generally exist in clusters all over the country, usually suffer from sub-optimal use of this scarce energy resource. This paper while indicating the present energy status in India, discusses the need of energy management for the entrepreneurs operating in the much vibrant SSI sector and goes on to suggest a cluster specific approach towards its implementation. Entrepreneurs can derive twin advantages due to their focus on efficient energy utilisation. They can increase their competitiveness by cost reduction and at the same time it will help in generating a consensus towards optimum use of the energy resources amongst the cluster members due to the active cluster dynamics. Thus paying more attention towards a problem of great national as well as global importance. The paper concludes, after proper justification with the help of a case study, that cluster- based approach is most suited for energy management in SSI units.

Abstract

Green Marketing is the marketing of products that are considered to be environmentally safe and secure. It includes a broad range of activities, namely product modification, changes to the production process, packaging changes, as well as modifying advertising and promotion aspect. Commonly it is also used as Environmental Marketing and Ecological Marketing. In recent years one of the major concerns for marketing firm is its impact on the environment and increasing ecological imbalance. Those critical of marketing’s effect on the environment point to such issues as the use of excessive, non-biodegradable packaging (e.g., use of plastics, placing small products in large packages, etc.), the continual development of resource consuming products (e.g., construction of new buildings, golf courses, shopping malls, sky scrapers etc.), the excessive use of unsightly and wasteful methods of promotions (e.g., outdoor billboards, direct mail, etc.). Marketers have begun to respond to these concerns by introducing “green marketing” campaigns that are not only intended to appease critics but also take advantage of potential business opportunities. This research paper is an attempt to find out the various Green (environmental) issues an organisation must consider while undergoing any activity and its adherence in day to day business operations for being economic feasible as well as socially responsible entity.

Abstract

Banking and trading modes are two common mechanisms for managing recyclable waste materials (RWM). They contribute substantially towards minimizing the volume of waste to be disposed at landfill sites. They also create income earning opportunities for the poor. People commonly trade RWM to junk dealers in order to receive direct financial gains. Waste banks are established as social enterprises targeting co-benefits such as awareness building, environmental quality improvement, and resource recovery and recycling, in addition to financial gains. People can deposit RWM in a waste bank and gain financial benefits as they deposit cash in a commercial bank and receive interest. In the process, waste banks generate co-benefits to the community where the bank is located. However, it has been observed that most stand alone waste banks fail as social enterprises against the stiff competition from junk dealers. People prefer the immediate and direct financial gains that the trading mode offers compared to the collective benefits that the banking mode offers to their community as a whole. A study revealed that a network of waste banks can generate profits and co-benefits while stand alone waste banks often fail. This paper presents the experience of establishing a community based waste bank as a demonstration project in an urban municipality in Thailand. The experience reveals that stand alone waste banks can be made viable if value added services and products are made an integral part of the banking mode of operation.