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Corporate environmental performance expectations in the 1990s: More than just compliance
Author(s) -
Cahill Lawrence B.,
Kane Raymond W.
Publication year - 1994
Publication title -
environmental quality management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.249
H-Index - 27
eISSN - 1520-6483
pISSN - 1088-1913
DOI - 10.1002/tqem.3310030403
Subject(s) - compliance (psychology) , code of conduct , business , environmental compliance , code (set theory) , public relations , political science , computer science , law , psychology , social psychology , set (abstract data type) , programming language
Abstract What do General Motors and Ben and Jerry's Homemade Ice Cream have in common? Both companies have endorsed the CERES principles, a model corporate code of environmental conduct developed by the Coalition for Environmentally Responsible Economies (CERES). This model code generally goes well beyond what is now typically required of industry to maintain compliance with already stringent requirements established by regulatory agencies. And the CERES principles are not the only game in town. Many other environmental initiatives have surfaced both in the United States and abroad over the past few years. This article discusses six sets of current initiatives and provides managers with a vital tool for discussing these initiatives with top management and others throughout their organizations.