Considerations
The company is one of the most important means in the development of a community, not only in the economic but also in the educational field. Thus, its human capital is a highly relevant factor; not only because their practices depend on their practices, but because by creating an awareness of environmental protection in them, they behave as a multiplying factor transmitting their environmental values to their respective homes and social environment, thus helping citizenship education.
In this sense, every organization needs to keep up with technological advances, seeing them as investment, that is, as a cost of the Quality of its processes. In this sense, new technologies, management systems and other tools allow you, apart from improving the quality of your products, to assist in the reduction or elimination of waste and / or environmental liabilities and even generating added value by reusing the themselves.
On the other hand, service companies are not outside this situation; as more and more consumers are inclined to choose those they consider "environmentally friendly", so good performance is not enough for them. Likewise, consumers want to participate actively and find a way to do it, well when they request the product / service and even when they promote it.
Therefore, business and the environment are definitely complementary elements of a system. These can act in mutual benefit for the development of any community and with it the development of a country. An organization oriented to achieve its objectives without running over its surrounding environment, not only earns the recognition of its customers, it also translates its efforts into high quality standards in its products and services. Furthermore, a company that actively encourages and participates in protecting its environment and reversing existing problems quickly wins the respect and trust of its community, which makes it stand out among other offers on the market.
Environmental leadership
This type of strategy is based on the fact that environmental management is a common day-to-day practice. These measures seek to minimize harmful impacts to the environment, rather than having to correct them; that is, preference is given to investing in clean technologies and / or processes, rather than seeking to correct defects and / or treat waste. In addition, companies with leadership strategies strive to identify their human capital with this trend.
Furthermore, these types of companies do not implement improvement strategies because “someone else” is doing it, they apply leadership strategies because they know and feel that it is the right thing to do and prefer to take advantage of the opportunity, it is simply part of their organizational policies.
This strategy consists of clearly defining the environmental objectives for a period of time - generally one year - based on the legal requirements in force, as well as on its internal policies, and from there, planning its management so as to achieve not only the objectives and goals. traced, but go even further.
Environmental audits
Fundamental element of Management
The audits are part of the stages of Continuous Improvement Management; They are evaluation and control systems that are carried out to study the behavior of environmental management and make the necessary improvements, corrections and develop prevention habits.
Consequently, audits make it possible to determine if the management system is adequate for the organization, if it was implemented correctly and if it is effectively maintained, that is, if they have achieved the objectives within the agreed deadlines. On the other hand, it is a tool to measure the degree of commitment as well as the skills acquired by human talent for the benefit of environmental protection in each of the activities it carries out.
However, both Management and auditing groups must foster a climate of harmony and feedback with staff in relation to the activities, controls, plans and other elements associated with the system; in view of the fact that it is very common to see inquisitive evaluators or too rigid when developing their functions, which turns out to be counterproductive.
Additionally, in today's times, it is necessary to carry out an analysis prior to the socio-political and economic environment where the production process takes place, as well as inquire about the organizational climate of the person who is going to be audited, in order to understand much better their strategies and results.
Competitive advantages of environmental management
The environment is a source of competitive advantage for a company for two great reasons:
Firstly, due to the improvements in the quality and productivity of the organization, parameters associated with its offer. When you invest in adapting the product and all those factors that support it (processes, marketing, among others.) In the medium to long term for the environment; the investment is amortized through the saving of waste costs, legal costs for non-compliance or damages, loss of image costs, demotivation of personnel, among others.
Second but not least, investing for the environment gives it the value of product / service differentiation, based on its demand. When creating a “green product / service” image, the needs of an exponentially growing segment in the green consumer market are met; as well as the appreciation and / or preference of the so-called stakeholders, who are all those who are benefited or harmed by the product: suppliers, employees, investors, financial entities, among others.
In a way, it is important to highlight that these advantages are tangible only if the company adopts a proactive attitude, of policies and medium-long-term strategies for environmental management, with a solid commitment from top management to base personnel. For its part, the business strategy will depend both on how the environment affects the specific environment of the company and on its own resources and capabilities; however, it must be oriented to implement environmental leadership strategies.
Business sustainability
When a company makes the decision to become a "sustainable company", it not only manages to position itself and distinguish itself from others with a "green label", but it also becomes part of a domino effect that has a direct impact on the sustainable development of its country and becomes a participant in a global movement that will benefit all living beings and future generations.
The contribution of a person is extremely valuable and the direct contribution of an organization to the conservation and improvement of the environment is essential for the expansion of awareness about the great grievances that affect us today.
Companies can be the means on which all those who wish to collaborate with environmental improvements lean, and hence the importance of Corporate Social Responsibility (CSR) Programs, which offer opportunities to improve the quality of life of communities that make up the environment of each company. Consequently, sustainable companies have the opportunity to inform, sensitize and educate their environment so that they, in turn, are multiplying entities and can collaborate in their daily activities in favor of the environment.
The role of management
Once again, there is a challenge for Management to have to develop the technical and attitudinal competencies required to guide the organization in the environmental leadership strategy. For this, the following is recommended, among other things:
• Be up-to-date in relation to global trends and the feasibility of applying and adapting some of these methodologies to your organization.
• Optimize communication channels. A committed management ensures that its collaborators understand the objectives set and above all how they will carry out their activities within the Management System.
• Detect training needs in their collaborators and in themselves for the common objective; Based on this, develop training programs.
• Dedicate effective time to participate in activities associated with work plans, trying to go beyond the designation of responsibilities.
• Promote functional organizational climates that allow more efficient work teams.
• Establish recognition strategies based on performance and others that motivate those involved.
Bibliographic references
• United Nations Association in Venezuela - ANUV (2009). Diploma in Business Environmental Management.
• International Standard ISO 14.001 (2004). Environmental management systems. Requirements with guidance for use. Certified translation.
• Rivas (2012). Environment Management and Corporate Social Responsibility. Online document. Online document. Available at:
• Rivas (2008). Relationship between recognition and organizational performance. Online document.
