Suchergebnisse

As partners in the European capacity‐building project NanoCap, trade unions and environmental nongovernmental organizations (NGOs) have established positions on the development of nanotechnologies. Key in their positioning is their view that the use of nanomaterials with currently unknown occupational and environmental hazards must have consequences for the risk management and use of nanoproducts. They have made proposals for responsible manufacturing and for applying the precautionary principle to the use of nanoproducts and they urgently call for the acceptance and the operationalization of a precautionary approach by the industry and governments. The trade unions and NGOs are calling for transparency and openness regarding processes and products that contain nanomaterials and have proposed specific tools for nanomaterial use that put the precautionary principle into practice, including the principles no data → no exposure and no data → no emission. The proposed tools also include compulsory reporting of the type and content of nanoparticles applied in products, a register of workers possibly exposed to nanoparticles, and the use of nano reference values as guides to assess workplace exposure to nanoparticles.

AbstractPerformance evaluation linked to different environmental strategic objectives of organizations is discussed. The strategic objectives that are dealt with are compliance/pollution control, pollution prevention, eco‐efficiency, eco‐innovation, eco‐ethics and sustainability. The most common environmental strategic objective of organizations is compliance with the law. Other companies go beyond compliance and may take on board one or more of the other strategic objectives. This may lead to an evolutionary improvement of environmental performance status and to integration of the economic and social aims in the way organizations operate. Hence, the choice of strategic objective(s) may have consequences for the performance evaluation‐linked activities in the different organizational domains. The status of performance is derived from comparing actual performance with predetermined performance goals. Performance goals are proposed for each strategic objective. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment