l ^ ... . . .... - •- . = . . — • .... . -•-•*•-- . .... ^«^
American
Institute of
Certified
Public
Accountants
• M^fl "''iHSi1,;;'!"1™^ •'""* l!lli"1jf""l»!l|!.i1,iH' "'..«'; if .t. 'W '•& , r .'"•' Hiii'WJITJr :'4"m:' ' a-111-""* 'H,,,.'",
'"rmeBusiness,RoundtaWe,.
-------
-------
Basic Assumption:
"Environmental Protection and
Economic Well-Being Are
Inter-Dependent."
-------
DISCLAIMER
The contents of this document do not necessarily represent the positions of the sponsoring
organizations or the Focus Group that planned the Workshop. While there was great deal of
agreement about issues and actions, neither the Proceedings nor the Stakeholders' Action Agenda
represents a consensus of the Workshop attendees or the working groups that developed the
individual Action Agendas.
The Workshop was designed to elicit a diverse set of views from participants. The issues,
actions and Agenda produced at the Workshop are the product of this diversity. The ideas and
recommendations contained herein are not meant to be exhaustive. Rather they should be
viewed as a representative list of important needs and recommended actions that readers can
adopt, adapt, and implement as they see fit.
This Workshop began a dialogue, it was not the end of one.
-------
III
STAKEHOLDERS' ACTION AGENDA - TABLE OF CONTENTS
Page
DISCLAIMER • • • • "
ACKNOWLEDGEMENTS . iv
PREFACE '..-... ••••• ••• v
EXECUTIVE SUMMARY vii
HOW TO USE THIS DOCUMENT '.... . - 1
STAKEHOLDERS' ACTION AGENDA '. 3
1. Background 3
2. Development of Agendas 8
3. Summary of The Issues and Related Actions .. 9
4. Summary of Action Agendas 15
5. Additional Items Raised in Follow-Up Plenary Session .. 19
6. Next Steps .. - 21
ATTACHMENT A: STAKEHOLDERS' ACTION AGENDA
HOW TO USE ATTACHMENT A - A-l
Business Action Agendas (1-4) A-2
1. Business Financial Staff A-2
2. Business Accounting Staff A-3
3. Business Environmental Safety and Health Staff A-4
4. Business Operations Staff A-6
5. Accounting Association Action Agenda A-7
6. Small Business Action Agenda A-12
7. Non-Accounting Professional Associations Action Agenda A-14
8. Management Consultants Action Agenda A-20
9. Academia Action Agenda A-22
10. Government Action Agenda A-26
ATTACHMENT B; TABLE OF ACRONYMS B-l
ATTACHMENT C: ACTION AGENDA WORKSHOP ATTENDEES C-l
-------
IV
ACKNOWLEDGEMENTS
The co-sponsors of the Workshop would like to extend their appreciation to the
Focus Group that planned this Workshop. Their diligence, expertise, and willingness
to work through difficult issues made the Workshop a success. Additional thanks go to
all the attendees who can take pride in their participation. You have contributed to a
brighter environmental and economic future for all of us.
This document was prepared by ICF Incorporated under EPA contract number 68-
W2-0008. ICF's Project Manager Paul Bailey appreciates the comments submitted by
the many people who reviewed earlier drafts of this material. Other members of
the ICF project team include Keith Bowers, Margo Brown, Michelle Hocketstaller,
Rob Lederer, and Ted Wilson.
EPA's Project Manager was:
Martin A. Spitzer, J.D., Ph.D.
Pollution Prevention Division (7409)
Office of Pollution Prevention and Toxics
U.S. Environmental Protection Agency
401 M Street, S.W.
Washington, D.C. 20460
-------
PREFACE
This document constitutes the results of an intensive two-day Workshop on management
accounting and capital budgeting for environmental costs. The Workshop brought together
experts from across the country to share their opinions and perspectives. The material presented
here was distributed to all Workshop participants for their review and was revised to reflect their
comments. This document has also been reprinted with minor modifications as a chapter of the
overall proceedings of the Workshop in Workshop Proceedings: Accounting and Capital
Budgeting for Environmental Costs Workshop. December 5-7. 1993 (May 1994) EPA
#742-R-94-002.
As a facilitator, EPA is committed to helping stakeholders implement this Action Agenda
and share information. If you and your organization would like to participate in implementing
one or more recommendations in the Agenda, undertake any other activities to promote improved
accounting and capital budgeting, or inform colleagues about available resources and publications,
EPA will be pleased to communicate this information. The Agency is also interested in exploring
cooperative efforts to implement the Agenda. Whether you represent a company, academia,
government, an advocacy group, a professional or trade organization, or any other organization,
all of the Workshop co-sponsors and attendees encourage you to get involved.
If you are currently implementing or plan to implement any facet of the Action Agenda,
please complete EPA's revised Accounting Network membership form. Additional Network
forms may be obtained from EPA's Pollution Prevention Information Clearinghouse (PPIC).
Contact the PPIC at (202) 260-1023 or write:
PPIC
U.S. EPA Headquarters Library
401 M Street, S.W. (3404)
Washington, D.C. 20460
FAX (202) 260-0178
EPA will be using the Network forms for tracking commitments to implement the Action Agenda
and collecting resource information.
If you are interested in discussing cooperative efforts to implement the Agenda, please
contact Dr. Martin A. Spitzer or Holly Elwood in EPA's Office of Pollution Prevention and
Toxics at:
U.S. Environmental Protection Agency
Pollution Prevention Division (7409)
401 M Street, S.W.
Washington, D.C. 20460
(202) 260-4164
For information about EPA's Design for the Environment, Management Accounting and
Capital Budgeting for Environmental Costs Program, to join EPA's environmental accounting
Network, or to learn about available resources on management accounting and capital budgeting
for environmental costs, please contact PPIC at the above address.
-------
VI
-------
Vll
EXECUTIVE SUMMARY
This document summarizes and presents the Stakeholders' Action Agenda that resulted
from an intensive two-day Workshop on management accounting and capital budgeting for
environmental costs. The Workshop brought together experts from across the country to share
their opinions and perspectives on key issues and recommended actions.
Background
The U.S. Environmental Protection Agency has initiated a Design for the Environment
(DfE) program that works closely with private sector partners to promote the incorporation of
environmental considerations, including pollution prevention, at the front end of product, process,
and decision systems design. The DfE program includes cooperative efforts with stakeholders on
several "infrastructure" projects aimed at changing general business practices. The goal of these
efforts is to effect voluntary changes in management systems and organizational decision making
that will facilitate investment in and expanded use of waste minimization and pollution prevention
practices and technologies.
As part of this DfE program, EPA is working on the Management Accounting and Capital
Budgeting for Environmental Costs project. The project is aimed at encouraging business to
modify management accounting systems to fully and explicitly account for environmental costs and
to incorporate that information into a variety of business decisions, including capital budgeting
practices. Doing so, many experts agree, will highlight the advantages of investments in cleaner,
pollution prevention practices over end-of-pipe technologies. In the long run, improvements in
management systems will promote more accurate costing and pricing of products and processes
with emphasis on environmental cost/benefits, will create performance and compensation
incentives that reflect environmental goals, and will result in less waste, increased profitability,
enhanced competitiveness for U.S. businesses, and, ultimately, improved protection of public
health and the environment.
EPA's role as a facilitator and supporter for outside experts who are willing and capable
of addressing these important issues. The focus of the Agency's cooperative effort is to mobilize
the expertise of the accounting, business, academic, research, environmental communities, and
government to integrate more explicitly environmental costs into managerial accounting and
capital budgeting practices.
History of Workshop
To help build momentum, in early 1993 EPA convened a Focus Group of sixteen experts
from diverse fields which established the vision and objective of the project, as follows:
Project Vision:
"To encourage and motivate businesses to understand the full
spectrum of environmental costs and integrate these costs in
decision making"
Project Objective: "To facilitate understanding and integration of environmental
costs through the development and use of improved cost
accounting and capital budgeting."
-------
via
Based on its project vision and objective, and the need for promoting an interdisciplinary
dialogue on the issues, the Focus Group planned a National Workshop of experts in management
accounting and capital budgeting. The Workshop had six co-sponsors:
• U.S. Chamber of Commerce
• The Business Roundtable
• American Institute of Certified Public Accountants
• Institute of Management Accountants
• AACE International (Association for Total Cost Management)
• U.S. Environmental Protection Agency.
The Focus Group developed the following objectives for the Workshop:
• Stimulate ongoing dialogue
• Identify and discuss key issues and needs
• Develop "Stakeholders' Action Agenda" for improving accounting and capital
budgeting
The Workshop was held in Dallas, Texas in December, 1993. The Workshop focused on
managerial accounting not on financial accounting and public reporting issues. Attendees were all
actively engaged in managerial accounting and capital budgeting. To meet its objectives, the
Workshop used a combination of plenary sessions and intensive small working group sessions,
each with up to 10 participants from across a wide spectrum of disciplines, including the business
community (accounting, finance, environment, operations), the accounting community, consultants.
professional trade organizations, universities and government.
Stakeholder Action Agendas
After general discussion of issues and needs on the first full day of the Workshop,
participants reconvened in 10 working groups on the second day of the Workshop to develop
action agendas for ten major stakeholder groups:
(1) Business Financial Staff
(2) Business Accounting Staffs
(3) Business Environmental Health and Safety Staffs
(4) Business Operations Staffs
(5) Accounting Associations
(6) Small Businesses
(7) Non-Accounting Professional Associations
(8) Management Consultants
(9) Education and Research Community
(10) Government Agencies
-------
IX
This numbering scheme is used to identify stakeholder agendas in Attachment A.
The issues discussed in the Workshop and addressed in the action agendas can be grouped
into four major themes:
(1) Terms, concepts, and roles
(2) Management incentives
(3) Education, guidance and outreach
(4) Analytic tools, methods, and systems
Each of these issue areas is discussed in turn.
(1)
Definition of terms, concepts, and roles.
Terms and Concepts. Because the concept of environmental accounting is new and
unfamiliar to many, an important issue in the near term is to clarify what the concept means and
what are the goals for its implementation. Participants recommended a number of the actions to
clarify the concept of incorporating environmental costs into managerial accounting and capital
budgeting. In addition to differences of opinion about what costs ought to be considered by firms,
there is also confusion about what people mean when they use terms such as life cycle costing,
life cycle assessment, total cost accounting, full cost accounting, total cost assessment, and so on.
Workshop participants expressed in several ways the perceived need for clarification of
terms and concepts. Among the recommended actions are:
• identifying a common body of knowledge,
• sharing knowledge and experience,
• using cross-functional teams, including rotation of personnel, to develop common
terms and concepts,
• holding workshops and conferences,
• increasing communications, and
• promoting, sponsoring, and conducting research.
Roles. Because incorporating environmental costs into management accounting and
capital budgeting is a relatively new approach and because many parties must be part of the
solution, many participants saw a need to clarify the roles of key players. Definition of roles
appears to be as important an issue as clarification of terms and concepts. The accounting
associations action agenda highlights the issue of defining their roles, including such recommended
actions as reviewing accounting codes of ethics to incorporate environmental concerns. The
government role was an important topic of discussion, with many participants endorsing the
catalytic and facilitation roles that federal and state government agencies can play, while
expressing reservations about government regulation and standard-setting.
-------
(2)
Management incentives.
A second major theme of the recommended actions relates to internal and external
incentives for action. This ranges from the need for greater attention to the topic, to identifying
and creating reasons for undertaking it (both internal and external to businesses), to the necessary
conditions for progress.
Internal Incentives. Recommended internal incentives for business include tying the
consideration of environmental costs to existing decisions on product mix, outsourcing, capital
investments, performance evaluation, promotion/compensation, product costing, and quality
assurance. Doing so could involve incorporating environmental goals into business unit objectives.
creating specific rewards for achieving such goals, and incorporating environmental concerns into
everyone's job description, from top management to line workers.
Participants recognized that simply recommending such actions will not necessarily make
them happen. Organizational and management commitment are keys to success. For example,
participants made frequent calls for increased management commitment, cross-functional teams,
and champions to "overcome inertia."
Demonstrating the added-value of knowing environmental costs is noted in several action
agendas as a key activity for securing management commitment and aligning incentives. Showing
successes — defined largely as cost savings - appears in most of the action agendas as a
recommended activity.
External Incentives. Workshop participants identified a variety of potential external
incentives, many of which can promote pollution prevention as well as environmental accounting.
These include:
• Market-based environmental solutions such as pollution credits and
emissions trading that require sound environmental cost information,
• Standardized environmental reporting of, for example, environmental cost
information,
• "Safe Harbors" for disclosure of environmental liability estimates,
• Loans, investment tax credits, depreciation policies that could enhance the
returns from environmental projects,
• Awards/recognition,
• Pollution prevention planning regulations with environmental accounting
components, and
• Voluntary programs (e.g., Green Lights, 33/50, WasteWi$e, Design for the
Environment).
-------
XI
The external incentives were viewed as important motivators for action. Business
stakeholders tended to distinguish between positive external incentives and negative external
incentives.
(3)
Education, outreach, and guidance.
A third major theme in the agendas for action is the development and dissemination of
information through a variety of communications, outreach, and technical assistance channels.
While incentives provide the motivation, information provides the know how. Case studies,
success stories, clearinghouses, conferences, newsletters, bulletin boards, guidebooks, and training
materials appear repeatedly in the action agendas. Workshop participants also viewed
information dissemination as key to establishing incentives, such as top management commitment.
Specific actions recommended in the action agendas include the following:
• Develop and deliver university and continuing professional education
curricula,
• Disseminate success stories,
• Sponsor workshops to develop common environmental accounting
language,
• Distribute training/technical assistance materials for small business,
• Develop topical conferences on accounting methodologies,
• Use association newsletters and magazines as media,
• Publicize electronic bulletin boards,
• Include management assistance in state pollution prevention Technical
Assistance Programs,
• Conduct case studies and benchmarking to identify "Best Practices," and
• Publicize primers on pollution prevention.
(4) Analytic tools, methods, and systems.
This fourth theme of the action agendas focuses on developing and disseminating needed
tools, methods, and systems. Examples include developing analytic tools and methods (e.g.,
models) to estimate societal costs (externalities) and methodologies for estimating long-term
environmental liabilities (non-externalities), creating flow charts of materials and activities that
help identify waste reduction opportunities and serve as foundations for costing information,
researching the relationship between pollution prevention and employee morale/productivity, and
integrating environmental elements into existing management and accounting systems and capital
budgeting processes.
-------
Xll
Final Plenary Session
The presentation of the action agendas by the individual working groups stimulated much
discussion in the final plenary session of the Workshop. The specific points raised in the plenary
session often underscored issues and actions included in the agendas. For example, participants
reiterated the needs for:
• Corporate managers to change their philosophy to bring "green accounting"
to mainstream corporate America,
• The private sector to take the initiative to make it happen, and
• Stakeholders to use a larger vision to motivate action.
It is important to emphasize that the action agendas represent the opinions of individual
Workshop participants and not necessarily a consensus of opinion of each working group, the
entire Workshop, or the co-sponsors.
-------
-1-
HOW TO USE THIS DOCUMENT
This document describes the results of the intensive two-day Workshop on management
accounting and capital budgeting for environmental costs. The Workshop brought together
experts from across the country to share their opinions and perspectives. The document has also
been reprinted with minor modifications as a chapter in the EPA document Workshop
Proceedings: Accounting and Capital Budgeting for Environmental Costs Workshop (May 1994)
EPA #742-R-94-002.
This document is organized to help readers easily find topics of greatest interest. For
example:
• Readers interested in a summary of the issues and actions in the agendas
should turn to Section 3.
• Readers interested in specific recommendations for stakeholders should see
the summary of the Action Agendas in Section 4 and the Agendas for each
stakeholder group in Attachment A.
By organizing the document in this way, individuals and organizations interested in taking
an active role can turn to their stakeholder agendas for direction and inspiration; they will also
find there the issues and actions that other stakeholders see as relevant for them. All issues and
actions are numbered according to which stakeholder group raised them, as explained in
Attachment A. For readers desiring a more concise distillation of the results of the Workshop
organized by issue areas, Section 3 presents such a summary.
Overall, this document is organized as follows:
• Background information including the history of the
Workshop, the guiding vision and objectives,
Workshop composition, and how the meeting was
organized.
• Description of the process used to develop
stakeholder action agendas.
• Summary of the issues and related actions raised in
the Workshop, presented in terms of four major
themes.
• Summary of the stakeholder action agendas
themselves, together with related commentary
provided by the working groups responsible for
each area.
• Items raised in the concluding plenary session of
the Workshop.
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
-------
Overview of next steps.
Stakeholders' action agenda.
Table of acronyms.
Workshop attendees.
Section 6.
Attachment A
Attachment B
Attachment C
It is important to emphasize that the action agendas represent the opinions of Workshop
participants and not necessarily consensus of opinion. In addition, the agendas do not necessarily
represent either the positions of the six co-sponsors or the consensus of the Focus Group that
guided this endeavor. Based on the comments received from participants, all of whom were
provided a draft of this document to review, their opinions from the Workshop have been
accurately and fairly presented. In addition, because commenters were split concerning the .
options for presenting the Action Agendas, this document presents them both by issue and by
stakeholder group.
-------
-3-
STAKEHOLDERS' ACTION AGENDA
1. Background
The challenge ahead for securing sustainable development and long-term environmental
protection is to develop the link between economic development (including improved
competitiveness of U.S. industry) and protection of the environment. One of the ways to
accomplish this is to integrate environmental considerations into traditional business functions,
including financial functions such as accounting, capital budgeting, risk management, lending, and
finance.
The U.S. Environmental Protection Agency has initiated a Design for the Environment
(DfE) program that works closely with private sector partners to promote the incorporation of
environmental considerations, including pollution prevention, at the front end of product, process,
and decision systems design. The DfE program includes cooperative efforts with stakeholders on
several "infrastructure" projects aimed at changing general business practices. The goal of these
efforts is to effect voluntary changes in management systems and organizational decision making
that will facilitate investment in and expanded use of waste minimization and pollution prevention
practices and technologies. By helping to translate waste minimization and pollution prevention
into meaningful terms for professional groups, the DfE program contributes to building the
institutional structure to support both waste minimization and pollution prevention.
As part of this DfE program, EPA is working on the Management Accounting and Capital
Budgeting for Environmental Costs project. The basic assumption of the Management
Accounting and Capital Budgeting for Environmental Costs Project is that environmental
protection and economic well-being are inter-dependent. Management accounting is the
collecting of information primarily for internal decision-making; this information directs
management attention, supports decisions, and motivates staff and management behavior. The
project is aimed at encouraging business to modify management accounting systems to fully and
explicitly account for environmental costs and to incorporate that information into a variety of
business decisions, including capital budgeting practices. Doing so, many experts agree, will
highlight the advantages of investments in cleaner, pollution prevention practices over end-of-pipe
technologies. In the long run, improvements in management systems will promote more accurate
costing and pricing of products and processes with emphasis on environmental cost/benefits, will
create performance and compensation incentives that reflect environmental goals, and will result
in less waste, increased profitability, enhanced competitiveness for U.S. businesses, and, ultimately,
improved protection of public health and the environment.
Since EPA neither regulates accounting and capital budgeting practices, nor has the
expertise to address them directly, the Agency is acting as a facilitator and supporter for outside
experts who are willing and capable of addressing these important issues. This cooperative effort
mobilizes the expertise of the accounting, business, academic, research, environmental
communities, and government to integrate more explicitly environmental costs into managerial
accounting and capital budgeting practices.
-------
-4-
1.1 History of Workshop
To help build momentum, in early 1993 EPA convened a Focus Group of experts in a
diverse group of fields to establish the vision and objective of the Management Accounting and
Capital Budgeting for Environmental Costs project, through a series of meetings and
teleconferences. In addition, the Focus Group worked to reach a consensus on the opportunities
presented to businesses by rapidly growing environmental costs and increasing public demand for
cleaner products. Specifically, the group determined that the environmental problems we face
present many opportunities for businesses to improve their decisions by better identifying and
understanding the environmental costs of their operations. The group agreed on the following
assumptions:
Cost accounting and capital budgeting processes can be
improved to more fully incorporate environmental costs.
- Better information can help managers evaluate the full
spectrum of choices and the costs and benefits of business
actions that prevent pollution.
- Because much work is currently underway to improve
accounting and capital budgeting, there is an unprecedented
opportunity to gather this expertise to stimulate an
interdisciplinary dialogue.
Source: Accounting and Capital Budgeting for Environmental Costs Focus Group,
October, 1993.
The Focus Group was comprised of the following individuals and the organizations they
represented:
Philip Ameen
Mary Bernhard
Daryl Ditz
William S. Garcia
Terri L. Goldberg
John Hudson
Robert Hummer
Gary Hunt
Dorothy Kellogg
Institute of Management Accountants and General Electric
Corporation
U.S. Chamber of Commerce
World Resources Institute
American Institute of Certified Public Accountants and Union
Carbide
Northeast Waste Management Officials Association
American Institute of Certified Public Accountants
American Institute of Plant Engineers and Building Technologies,
Inc.
National Roundtable of State Pollution Prevention Programs and
N.C. Pollution Prevention Program
Chemical Manufacturers Association
-------
Dick MacLean
John Morrow
Randy Price
Frank Pucciano
Richard Selg
Christopher Stinson
Rebecca Todd
-5-
Arizona Public Service
American Institute of Certified Public Accountants
The Business Roundtable and DuPont
Institute of Industrial Engineers and Georgia Power
AACE International and Westinghouse Savannah River
University of Texas at Austin
New York University
1.2 Project Vision and Objectives
In the course of its deliberations, the Focus Group developed a common vision for the
project and defined an objective, as follows:
Project Vision:
Project Objective:
"To encourage and motivate businesses to understand the full
spectrum of environmental costs and integrate these costs in
decision making."
"To facilitate understanding and integration of environmental
costs through the development and use of improved cost
accounting and capital budgeting."
Based on its project vision and objective, and the need for promoting an interdisciplinary
dialogue on the issues, the Focus Group planned a National Workshop of experts in
environmental management accounting and capital budgeting. The Workshop had six co-
sponsors:
* U.S. Chamber of Commerce
• The Business Roundtable
• American Institute of Certified Public Accountants
• Institute of Management Accountants
« AACE International (formerly Association for Total Cost Management)
• U.S. Environmental Protection Agency.
The Workshop was held in Dallas, Texas in December, 1993. The Focus Group
developed the following objectives for the Workshop:
• Stimulate ongoing dialogue,
• Identify and discuss key issues and needs, and
Develop a "Stakeholders' Action Agenda" for improving accounting
and capital budgeting.
-------
-6-
The primary audience of the Workshop were members of the accounting and business
communities who are actively engaged in managerial accounting and capital budgeting for
environmental costs. A secondary audience was government agencies, universities, and
management consultants. Management accounting' is the collecting of information primarily for
internal decision-making; these systems direct management attention, support decisions, and
motivate staff and management behavior. The conference did not focus on financial accounting
and public reporting issues.
Although the focus of the Workshop was on managerial cost accounting and capital
budgeting, participants fully recognized that these functions are interdependent components of
the overall business decisionmaking system of a firm. For example, internal managerial
accounting affects and is affected by other environmental issues that must be addressed in the
areas of financial accounting, internal and external reporting, disclosure, accountability to
stakeholders, and the progressive internalization of external environmental impact costs.
Moreover, management accounting and capital budgeting must interact with efforts to promote
total cost assessment, life cycle analysis, design for environment, total quality management,
resource recovery, and so on. These approaches, appropriately applied, are increasingly important
in environmental management for clean-up, control, remediation, pollution prevention, waste
minimization and resource conservation.
1.3 Participants/Workshop Composition
Workshop participants were recruited from the major stakeholder groups including
industry, the accounting community, government, professional associations, management
consultants, and universities.
Ryers about the Workshop were distributed to more than 400 financial and environmental
professionals interested and active in accounting and capital budgeting issues; news of the
Workshop was distributed by other channels as well. The Focus Group decided to keep
attendance at the Workshop below 100 participants to ensure that the group could achieve its
objective of having meaningful dialogue and developing an Action Agenda. Most participants
were drawn from the accounting and business communities but there was ample representation of
other stakeholders also. Within the business community, for example, participants covered the
cross section of accounting, financial, environmental, and operations staffs. Appendix I lists the
workshop attendees.
1.4 Organization of the Workshop
The Workshop was an intensive 2 days designed to allow participants to:
• Get to know one another and share experiences and expertise,
• Identify and explore key issues and needs,
• Select priorities and talk about ways to address them, and
• Develop a "Stakeholders' Action Agenda."
The Workshop used a combination of plenary sessions and intensive small working group
sessions, each with up to 10 participants from across a wide spectrum of disciplines, including the
-------
-7-
business community (accounting, finance, environment, operations), the accounting community,
consultants, professional trade organizations, universities and government.
The approach of the Workshop was based on the idea that a diversity of views would
produce the strongest recommendations. Using that premise, the Workshop was designed to
create an environment where "stakeholders" and their "customers and suppliers" could join
together to develop a "mini action agenda" for an assigned stakeholder group. The Workshop
also fostered contact and interaction among the working groups to link priorities and
recommendations, discuss overlapping issues, and identify committees or groups who could
sponsor and carry out future activities to implement the Stakeholders' Action Agenda.
The Workshop commenced with registration on Sunday, December 5, 1993 and an
informal evening opportunity for participants to meet one another. Monday morning, December
6, included a variety of presentations about the Workshop's history and objectives, basic concepts
of managerial accounting, capital budgeting, and pollution prevention; and success stories
presented by business representatives. Following the luncheon keynote speaker Richard Earth,
the President, Chairman, and CEO of Ciba-Gigy, the ten working groups were assembled to
discuss and prioritize key issues, steps needed to address them, and best practices. The results of
the afternoon sessions were presented to the full Workshop in the evening.
The working groups reconvened on Tuesday morning; each was asked to develop an
"action agenda" for a key stakeholder group, identifying important issues for the stakeholder
group, steps to address the issues, and who else should be involved in implementing each action
item. Groups were allowed and encouraged to interact to link priorities and recommendations.
In the afternoon, the results of the morning sessions were presented by each group to the entire
Workshop. In addition to discussion, workshop participants were invited to raise missing issues,
voice concerns, and suggest next steps.
The following sections present
• The process followed in developing the action agendas (Section 2),
• A summary of the issues raised in the Workshop, grouped into four major
themes (Section 3),
• A summary of the stakeholder action agendas themselves (Section 4),
• Additional items raised in the follow-up plenary session discussion of the
action agendas (Section 5), and
• Next steps including an invitation to attendees and all other interested
parties to make commitments and offers to help implement the Action-
Agenda and related activities (Section 6).
The material presented below was distributed to workshop participants for their review
and comment and was revised to reflect their comments.
-------
-8-
2. Development of Agendas
After general discussion of issues and needs on the first full day of the Workshop,
Workshop participants reconvened in 10 working groups on the second day of the Workshop to
develop action agendas for ten major stakeholder groups:
(1) Business Financial Staff
(2) Business Accounting Staffs
(3) Business Environmental Health and Safety Staffs
(4) Business Operations Staffs
(5) Accounting Associations
(6) Small Businesses
(7) Non-Accounting Professional Associations
(8) Management Consultants
(9) Education and Research Community
(10) Government Agencies
This numbering scheme is used to identify stakeholder Agendas in Attachment A.
Each working group had several members from the stakeholder group that was the focus
of its agenda. For example, the working group that developed the industry accountants action
agenda included industry accountants, and the group developing the government action agenda
included government officials. To ensure breadth of vision, however, each working group also
included participants drawn from other stakeholder groups. The groups were encouraged to
consider the "customers" and "suppliers" of the stakeholder group that was its focus. The working
groups were not limited to developing action agendas only for their assigned stakeholder groups
but were free to address priority issues and necessary actions for all stakeholders.
Note, any recommendation by a working group member was included in the agenda.
Therefore, the resulting action agendas do not necessarily represent the consensus of each
working group, the entire Workshop, or the co-sponsors.
Working group members presented the agendas to the Workshop as a whole during the
follow-up plenary session. After each proposed agenda was presented to the Workshop as a
whole, discussion ensued. The follow-up plenary session allowed participants to point out "gaps"
or issues missing from the proposed stakeholder agendas and to express any concerns. Because
the agendas included many consistent and mutually-supportive recommendations, workshop
participants as a whole appeared comfortable with the general tenor of the agendas. However,
some of the recommendations elicited expressions of concern. For example, 2 out of the 9
government stakeholder agenda action items, those that recommended national pollution
prevention planning requirements and green taxes, stimulated significant unease and expressions
of concern by many participants. On the whole, there was far more agreement than
disagreement.
-------
-9-
The following section summarizes the issues and actions in terms of cross-cutting themes
addressed in the action agendas. Section 4 summarizes each stakeholder agenda in the order
listed above and adds relevant commentary prepared by each working group.
3. Summary of The Issues and Related Actions
The first day of the Workshop, participants formed 10 working groups to explore key
issues and needs related to accounting and capital budgeting for environmental costs. These
issues and needs were revisited in Day 2's development of action agendas and were discussed in
plenary sessions on both days. Commenters on the draft Action Agenda suggested that a
summary of the issues and needs would be useful. This summary is intended to respond to those
suggestions.
The issues discussed in the Workshop and addressed in the action agendas can be grouped
into four major themes:
(1) Terms, concepts, and roles
(2) Management incentives
(3) Education, guidance and outreach
(4) Analytic tools, methods, and systems
Each of these issue areas is discussed in turn; for a summary organized by stakeholder group, see
Section 4.
(1) Definition of terms, concepts, and roles.
Terms and Concepts
Because the concept of environmental accounting is new and unfamiliar to many, an
important issue in the near term is to clarify what the concept means and what are the goals for
its implementation. Participants recommended a number of the actions to clarify the concept of
incorporating environmental costs into managerial accounting and capital budgeting. To foster
greater consideration of environmental costs in business decisions, participants recommended that
answers be developed to such questions as: "What exactly does environmental accounting mean?
What is its scope? What is the problem? Is there a clearly defined public policy? What is the
linkage to pollution prevention and waste minimization? Are we asking the right questions?"
* For example, a recurring issue was how to define environmental costs: Is it
an "environmental cost" when a company spends money to improve a
process if there are any resulting environmental benefits, no matter how
incidental? Costs and cost-savings related to end-of-pipe environmental
controls are much easier to classify and determine than costs or cost
savings of many pollution prevention actions, which may be integral parts
of the production process itself. Similarly, relevant "indirect" and hidden
"environmental" costs may be difficult to identify and estimate.
• Another example relates to both terms and concepts. Pollution can create
costs for which the company is responsible - these are termed private
-------
-10-
costs. Pollution can also create costs for which the company is not
responsible - these are often termed social costs or externalities. Do
stakeholders understand this distinction? How should the two types of
costs be handled?
In addition to differences of opinion about what costs ought to be considered by firms,
there is also confusion about what people mean when they use terms such as life cycle costing,
life cycle assessment, total cost accounting, full cost accounting, total cost assessment, and so on.
Some participants define life cycle assessment (LCA) as focusing only on those impacts caused by
activities within business borders, from acquisition of raw materials to disposal of a product or
decommissioning of a system. Other participants see LCA as a broader tool concerned with
environmental impacts further upstream and downstream from the business itself, including
environmental damages caused by raw material extraction, transportation, processing, and so on.
Workshop participants expressed in several ways the perceived need for clarification of
terms and concepts. Among the recommended actions are:
• identifying a common body of knowledge,
• sharing knowledge and experience,
• using cross-functional teams, including rotation of personnel, to develop common
terms and concepts,
• holding workshops and conferences,
• increasing communications, and
• promoting, sponsoring, and conducting research.
Even where terms and concepts are assumed to be clearly defined, the Workshop
discussions themselves offered constant evidence of the cross-disciplinary nature of the issue and
the need to promote understanding of key terms and concepts across disciplines.
• For example, many of the engineers in the non-accounting professional
associations working group emphasized the need for this group to develop
a better understanding of accounting concepts, methods, and metrics. The
management consultants' action agenda includes several recommendations
to address the need for a common body of knowledge including common
environmental accounting language.
Roles
Because incorporating environmental costs into management accounting and capital
budgeting is a relatively new approach, and because many participants must be part of the
solution, many participants saw a need to clarify the roles of key players. Who should take the
lead in companies? What should associations do? How can management consultants help? What
is government's role? Definition of roles appears to be as important an issue as clarification of
terms and concepts.
With respect to roles, participants from the business sector focused on the importance of
cross-functional teamwork and communication. The environmental accounting issue was
-------
-11-
recognized as transcending individual professional or functional expertise. The accounting
associations action agenda highlights the issue of defining their roles, including such recommended
actions as reviewing accounting codes of ethics to incorporate environmental concerns. Further,
the action agenda for accounting associations recommended that they identify opportunities for
improvement in tax and environmental policy to encourage pollution prevention. Similarly, the
action agenda for non-accounting professional associations and societies included in its four major
issues the need to define environmental accounting objectives and roles for professional
associations. Recommended actions include the development of agendas for environmental
accounting activities at state and local levels as well as inventorying association activities relating
to environmental issues in accounting.
The academic community, on the other hand, saw two major roles for itself: research and
curriculum development. They saw no need to clarify their roles further.
The government role was also an important topic of discussion, with many participants
endorsing the catalytic and facilitation roles that federal and state government agencies can play,
while expressing reservations about government regulation and standard-setting. The government
stakeholder action agenda highlights another role government can play: it can serve as a model
for how to apply environmental accounting principles to its own operations. The government
working group recommended, for example, creating a standard for environmental cost accounting
for large government contractors.
(2)
Management incentives.
A second major theme of the recommended actions relates to internal and external
incentives for action. This ranges from the need for greater attention to the topic, to identifying
and creating reasons for undertaking it (both internal and external to businesses), to the necessary
conditions for progress.
Internal Incentives
Recommended internal incentives for business include tying the consideration of
environmental costs to decisions on product mix, outsourcing, capital investments, performance
evaluation, promotion/compensation, product costing, and quality assurance. Doing so could
involve incorporating environmental goals into business unit objectives, creating specific rewards
for achieving such goals, and incorporating environmental concerns into everyone's job
description, from top management to line workers.
Participants recognized that simply recommending such actions will not necessarily make
them happen. Organizational and management commitment are keys to success. For example,
participants made frequent calls for increased management commitment, cross-functional teams,
and champions to "overcome inertia."
The business stakeholders' groups, comprised largely of company accounting, financial, •
environmental health and safety, and operations personnel, emphasized the importance of internal
organizational incentives. They recommended actions to create incentives for middle and upper
management as well as incentives applicable to all employees. Cross functional communication
and teamwork were viewed as both issues and actions for implementing organizational incentives.
-------
-12-
Other stakeholder groups recognized this issue as well. Representatives of accounting
associations envisioned a role for their organizations in transforming prevailing mindsets from cost
avoidance to revenue enhancement. Participants drawn from non-accounting professional
associations and societies recommended a variety of actions that could promote organizational
commitment to accounting and capital budgeting for environmental costs. For example, they
recommended conducting benchmark studies of "best in class" companies that include
environmental costs in their accounting and budgeting activities.
Demonstrating the added-value of knowing environmental costs is noted in several action
agendas as a key activity for securing management commitment and aligning incentives. Showing
successes -- defined largely as cost savings - appears in most of the action agendas as a
recommended activity. The non-accounting professional associations action agenda, for example,
recommends development of a "world class" briefing on the issues and benefits of accounting for
environmental costs and suggests that the EPA Administrator communicate with industry
associations to promote organizational commitment.
External Incentives
Workshop participants identified a variety of potential external incentives, many of which
can promote pollution prevention as well as environmental accounting. These include:
• Market-based environmental solutions such as pollution credits and
emissions trading that require sound environmental cost information,
• Standardized environmental reporting of, for example, environmental cost
information,
• "Safe Harbors" for disclosure of environmental liability estimates,
• Loans, investment tax credits, depreciation policies that could enhance the
returns from environmental projects,
• Awards/recognition,
• Pollution prevention planning regulations with environmental accounting
components, and
• Voluntary programs (e.g., Green Lights, 33/50, WasteWi$e, Design for the
Environment).
The external incentives were viewed as important motivators for action. Business
stakeholders tended to distinguish between positive external incentives and negative external
incentives. Positive external incentives include market-based systems of pollution control and
establishing level playing fields (e.g., reporting standards, Safe Harbors). The small business
action agenda identifies several positive external incentives needed to encourage companies to
remain in compliance or go beyond compliance. These include:
• loans,
• investment tax credits,
-------
-13-
• depreciation policies, „
• lender liability limits,
• consumer and community" involvement, and
• recognition and publicity.
To address lack of incentives, the government action agenda recommends both positive incentives,
such as partnerships and technical assistance programs, and negative incentives, such as taxes and
regulations. Workshop participants reached no consensus about the latter suggestions.
(3)
Education, outreach, and guidance.
A third major theme in the agendas for action is the development and dissemination of
information through a variety of communications, outreach, and technical assistance channels.
While incentives provide the motivation, information provides the know how. Case studies,
success stories, clearinghouses, conferences, newsletters, bulletin boards, guidebooks, and training
materials appear repeatedly in the action agendas. Workshop participants also viewed
information dissemination as key to establishing incentives, such as top management commitment.
Stakeholder groups such as academia as well as trade and professional associations
recommended that they can serve as major conduits for sharing information and as centers for
developing case studies, guidance, and tools. Management consultants likewise saw themselves
playing a significant role in education and technology transfer. The government's role in
developing and continuing to support state technical and management assistance programs was
seen as important in improving outreach.
Specific actions recommended in the action agendas include the following:
• Develop and deliver university and continuing professional education
curricula,
• Disseminate success stories,
• Sponsor workshops to develop common environmental accounting
language,
• Distribute training/technical assistance materials for small business,
• Develop topical conferences on accounting methodologies,
• Use association newsletters and magazines as media,
• Publicize electronic bulletin boards,
• Include management assistance in state pollution prevention Technical
Assistance Programs,
-------
-14-
• Conduct case studies and benchmarking to identify "Best Practices", and
• Publicize primers on pollution prevention.
Information dissemination needs can be grouped by intended audience. For example, to
secure top management commitment in the business sector, participants recommended
demonstrating the added-value of knowing environmental costs, showing successes, and developing
a "world-class" briefing on the issues and benefits of accounting for environmental costs. The
small business sector was identified as having a special need for guidance and technical assistance,
including easy-to-read compendia of environmental regulations and user-friendly summaries of
forthcoming regulations.
(4)
Analytic tools, methods, and systems.
Participants saw the lack of necessary tools, methods, and systems as a fundamental issue.
As noted above, there is a pressing need to disseminate information that can help motivate and
provide know-how to account for environmental costs. However, there is an equally important
need to develop (or modify existing) and disseminate analytic tools, methods, and systems. This
fourth theme of the action agendas focuses on developing needed tools, methods, and systems.
Examples include developing analytic tools and methods (e.g., models) for any of the following:
• estimating societal costs (externalities),
• estimating long-term environmental liabilities (non-externalities),
• creating flow charts of materials and activities that help identify waste
reduction opportunities and serve as foundations for costing information,
• researching the relationship between pollution prevention and employee
morale/productivity, and
• integrating environmental elements into existing management and
accounting systems and capital budgeting processes.
Although this theme produced fewer action items compared to the three areas already
discussed, recommended actions fall into the following four categories:
Systems
Participants saw a need for both information systems and what-might-be-termed
implementation systems to incorporate environmental cost information into business decisions. A
first suggested step was to determine information goals (e.g., toxics use reduction goals,
profitability goals); then information system capabilities can be designed to support decisions and
related to performance incentives. At the same time, participants identified a need to develop
cross-disciplinary systems for performing organized reviews of materials flows and wastes,
identifying cost drivers, exploring alternatives, setting targets, and tracking results. This can
require the development of methods and metrics for measuring pollution prevention
accomplishments and linking those results to information about costs and cost savings.
-------
-15-
require the development of methods and metrics for measuring pollution prevention
accomplishments and Unking those results to information about costs and cost savings.
Liabilities
How to incorporate and recognize environmental liabilities in current operations and
future decisions (apart from public reporting of liabilities) was an issue identified in different
action agendas and plenary discussion. The business financial action, agenda describes the need as
how to incorporate long-term liability into profitability analysis of product lines and acquisitions.
The business accounting group viewed liabilities as one of a group of "nonquantifiables" that they
recommend for attention. Difficulties in distinguishing between liabilities due to past problems
and liabilities arising in the future, and how to relate each to current decisions, pose issues
recommended for further exploration.
Life Cycle Assessment and Costing
A number of Workshop participants expressed interest in modifying existing life cycle
assessment (LCA) methodologies to address environmental costs (life cycle costing, or LCC).
Because as noted earlier, the term LCA sometimes refers to private costs and sometimes
encompasses externalities (social costs), this recommendation seems to cover both approaches.
Note, however, that the Workshop was intended to focus on private environmental costs of
products and processes, not the full upstream and downstream externalities associated with
business activity.
Externalities (Social Costs^
Although the Workshop was not intended to deal with externalities, the issue came up
repeatedly, both in the action agendas and discussions. A number of participants viewed
incorporating externalities as an important issue and recommended such actions as developing
models to estimate societal costs and their probabilities. Other participants did not see this issue
as germane or felt that such models were not feasible.
4. Summary of Action Agendas
Attachment A presents the action agendas developed by the 10 stakeholder groups in the
order noted earlier. The agendas cover a broad range of issues from many perspectives and
recommend a variety of next steps. The agendas include all of the issues and actions identified by
the stakeholder working groups. This does not mean that every individual within each group
necessarily agreed with every item; nor does it mean that the groups exhausted all possible issues
and actions. Rather, the intent was to generate representative lists of important needs and
recommended actions that stakeholders could adopt, adapt, and implement as they see fit.
The exhibits in Attachment A include:
(1) the issues and actions identified by the working group responsible for the
particular stakeholder action agenda, as well as
(2) issues and actions deemed relevant to that stakeholder group by other
working groups.
-------
-16-
This section presents a summary of each of the individual stakeholder action agendas. For
a discussion of the cross-cutting issues addressed in the agendas, see Section 3.
Groups #1-4. Business Action Agendas
The business staff action agenda in Attachment A consolidates agendas developed by
business financial, accounting, environmental health and safety, and operations stakeholders.
Because the four business working groups identified needs common to the groups as well as
unique needs, the four agendas have been consolidated under one heading, but retain the original
integrity of the outputs from the four working groups.
As would be expected from different stakeholders within a business, certain issues, needs,
and actions appear in more than one of the individual business stakeholder agendas:
• Incentives, for both management and employees
• Cross-functional communications and teamwork
• Tools for handling long-term liabilities and "externalities"
• Sharing knowledge and experience
• DeGning information system needs
• Determining best practices
• Clarifying terms and concepts
Other items were identified in a single agenda; due to time limitations, none of the
agendas should be viewed as exhaustive.
Group #1. Business Financial Staff. The first part of the Business Action Agenda
presents the action agenda for financial staffs in the business community. The working group's
premise was that financial information doesn't drive decisions but is one part of the decision-
making process. The business financial staffs action agenda includes several research needs
relating to analytic tools and models, as well as curricula development. Internal and external
incentives are also prominently featured.
Group #2. Business Accounting Staff. The second part of the Business Action Agenda
shows the action agenda for accounting staffs in the business community. The business
accounting staff working group emphasized the importance of overcoming inertia through
management commitment, incentives, and information dissemination. The group identified a need
to better define terminology (e.g., what are environmental costs) and identify a common body of
knowledge.
Group #3. Business Environmental Health and Safety Staff. The third part of the
Business Action Agenda displays the action agenda for environmental health and safety staffs in
the business community. The environmental health and safety working group noted th'at,
historically, environmental staffs were developed in response to compliance and/or Superfund
issues, resulting in a narrow orientation. They recommended a broader or different perspective to
focus on pollution prevention and the need to secure top management commitment for pollution
prevention.
-------
-17-
Group #4. Business Operations Staff. The last part of the Business Action Agenda
comprises the action agenda for business operations staffs. The agenda focuses on internal
incentives for both management and employees as well as research and evaluation of models and
tools for providing environmental cost information to operations management. This group also
highlighted the need for an organized system to accomplish waste reduction.
Group #5. Accounting Associations
Attachment A includes the action agenda for accounting associations, such as the
following:
• Institute of Management Accountants (IMA),
• American Institute of Certified Public Accountants (AICPA),
• Financial Executives Institute (FEI),
• American Association of Accountants (AAA), and
• foreign counterpart organizations such as:
~ Canadian Institute of Chartered Accountants (CICA),
~ Chartered Association of Certified Accountants (CACA) (United
Kingdom),
— Chartered Institute of Management Accountants (CIMA) (United
Kingdom),
~ Institute of Chartered Accountants of England and Wales (ICAEW), and
~ Society of Management Accountants of Canada (SMAC)
In addition to improving incentives and fostering more education and information sharing
through conferences and continuing professional education, this group focused on specific actions
for the accounting community such as incorporating environmental concerns into accounting
codes of ethics and participating in standard-setting.
Group #6. Small Businesses
Attachment A shows the action agenda for the small business community. The working
group looked at small businesses as units that need assistance due to lack of resources. The
working group also took a larger perspective on environmental activities, beyond changes in
accounting systems; it focused on "doing the right thing" for the environment in general The
recommended actions emphasize education, user-friendly guidance, and incentives. The group
suggested that accounting and financial information should be part of a package of materials or
assistance given to small business. Chambers of Commerce, Small Business Administration (SBA)
Small Business Development Centers, government, and associations were all identified as
potential sources of assistance.
-------
-18-
Group #1. Non-Accounting Professional Associations and Societies
Attachment A presents the action agenda for non-accounting professional associations
and societies. This stakeholder group can include such associations as the following:
AACE International (the Association for Total Cost Management)
Air & Waste Management Association (AWMA)
American Academy of Environmental Engineers (AAEE)
American Association of Engineering Societies (AAES)
American Institute of Chemical Engineers (AIChE)
American Institute of Plant Engineers (AIPE)
American Production Inventory Control Society (APICS)
American Society of Heating, Refrigeration, & Air Conditioning Engineers (ASHRAE)
American Society of Mechanical Engineers (ASME)
Institute of Electrical and Electronics Engineers (IEEE)
Institute of Industrial Engineers (HE)
Project Management Association (PMA)
Society of Logistics Engineers (SOLE)
This working group emphasized better understanding of terms and concepts, education
and information dissemination activities, and focused research into models and systems; it
explicitly identified a need to define objectives and roles for professional associations.
Group #8. Management Consultants
Attachment A contains the action agenda for management consultants, whose roles
include the following:
• providing outside expertise to help customers solve problems,
• providing training and education,
• facilitating the free flow of information, and
• pollinating new ideas.
The action agenda stressed the need to clearly define public policy goals (e.g., through a
written mission statement), to develop a common body of knowledge and language, and to foster
education and outreach.
Group #9. Education and Research Community
Attachment A lists the action agenda for the education/research community (termed
"academia"). The working group reported two main goals of education/research:
-------
-19-
(1) Finding the truth, training better business managers, asking for better
information, and publishing research results; and
(2) Broader "systems" thinking, and preparing and empowering students to
influence the pace and degree of corporate change.
This group viewed business, government agencies, and trade associations as sources of
both funding and data; academic research and curriculum development would be conducted by
universities and research institutes.
Group #10. Government Agencies
Attachment A displays the action agenda of government stakeholders such as the EPA,
Department of Commerce, Departments of Energy & Defense, Office of Management & Budget,
the Congress, and state and regional counterpart organizations, notably State and regional
pollution prevention technical assistance programs. The working group defined the challenge as
getting government stakeholders to promote environmental cost accounting and was based on the
assumption that government can have a positive impact on companies' behavior. The action
agenda emphasized incentives, resources, and outreach. The group also viewed environmental
cost data as a potentially useful input for evaluating the effectiveness of regulations. Many
participants in the Workshop endorsed the catalytic and facilitation roles that federal and state
government agencies can play.
5. Additional Items Raised in Follow-Up Plenary Session
The presentation of the action agendas (see Attachment A) by the individual working
groups stimulated much discussion in the plenary session. The specific points raised in the
plenary session often underscored issues and actions included in the agendas. For example,
participants reiterated the needs for:
• Corporate managers to change their philosophy to bring "green accounting"
to mainstream corporate America,
• The private sector to take the initiative to make it happen, and
• Stakeholders to use a larger vision to motivate action.
Participants also discussed several related issues and actions, without reaching overall consensus.
Many of these are described below.
Costs. The plenary session comments addressed the costs of undertaking new accounting
initiatives and the difficulty of optimizing the tradeoff between costs and benefits. Participants
suggested that the newness of this topic makes it difficult to determine if environmental cost
accounting is itself worth its cost. Participants discussed retrospective analysis of implemented
projects as an approach to this issue, including the benefits and difficulties of such post-facto
evaluations. Participants also discussed providing internships to work on these issues.
Data. Not much data for environmental cost benchmarking appears to currently be
available. A number of companies are still endeavoring to identify environmental costs.
-------
-20-
Future Liabilities. Workshop participants suggested that future liabilities be estimated and
allocated to current operations, but also remarked that to improve decision-making in companies
requires good management accounting systems, not solely environmental cost accounting systems.
Further, there was some discussion of how to allocate to current operations the costs of future
liabilities.
Life Cycle Costing. Participants recommended that existing life cycle cost models
currently in wide use in the defense sector be evaluated for modification to highlight
environmental costs. Several Workshop participants are actively engaged in life cycle costing and
described relevant projects. In general, these life cycle costing projects focus from materials
acquisition through disposal or decommissioning. They do not usually integrate a broader life
cycle perspective where environmental costs of activities upstream from acquisition are also
included.
Internalizing Externalities and Social Values. An issue raised during the Workshop was
the desirability of expanding the basic internal business scorecard that drives all business decisions
to incorporate environmental effects. Net profit to stockholders may not sufficiently recognize
effects on workers, customers, neighbors, communities, and society.
External Reporting. Participants pointed to public reporting and the Public
Environmental Reporting Initiative (PERI) guidelines as worthy of attention, while acknowledging
that the Workshop was not intended to address financial/environmental reporting issues. External
reporting was described as a powerful tool for highlighting environmental impacts. On the one
hand, it can assure managers that the consequences of their decisions to allow or prevent
pollution will be publicly disclosed and that, in many cases, they will be held responsible by senior
management and colleagues, in the company, stockholders, and the public. On the other hand,
public reporting can empower citizen, community, public interest, and environmental groups with
information needed to effectively engage business in addressing pollution.
Other Stakeholders. Workshop participants also suggested some additional stakeholder
organizations to involve:
Small Business Development Centers (SBDC), funded by the U.S. Small
Business Administration, were described as an excellent vehicle to
accomplish actions recommended for the small business community. The
Association of SBDCs (ASBDC) has a national network that could be a
useful way of educating and motivating SBDCs.
• The defense community has developed and used forward-looking cost
models to assess such factors as reliability, support equipment,
maintenance, and so on. Such models could be modified to demonstrate
the life cycle cost of environmental decisions.
Concerns. Finally, several concerns were voiced. Many participants were leery of more
government regulation, believing that to be an impediment to progress. The Financial Accounting
Standards Board (FASB) model, where industry self-regulates, was viewed as preferable to the
government's involvement in standard-setting for accounting. Other concerns included the view
that accounting systems are not the problem because such systems can be flexible; rather, the
focus should be on management. Concerns were raised about too narrow a definition of
-------
-21-
environmental costs, to the exclusion of environmental externalities, and, conversely, whether too
broad a definition is desirable.
Workshop participants were told that they would have an opportunity to review and
comment on the report of the Workshop prior to the publication of proceedings. All participants
were sent a draft version of this document, and were contacted about comments. Comments
received were compiled and incorporated in this document.
6. Next Steps
For more than a year, major stakeholder organizations have been working to develop an
Action Agenda that would lead to improved management accounting and capital budgeting for
environmental costs. This Stakeholders' Action Agenda, a compilation of ideas and
recommendations, is the culmination of that effort. It is now time to begin implementing the
many good ideas captured in the Agenda.
Everyone should see in the Agenda specific actions that they can pursue in the near,
medium and long-term time frames. EPA is currently reviewing its options for implementing the
Government Action Agenda and will make its efforts public.
Implementing the Action Agendas
As a facilitator, EPA is committed to helping stakeholders implement this Action Agenda
and share information. If you and your organization would like to participate in implementing
one or more recommendations in the Agenda, undertake any other activities to promote improved
accounting and capital budgeting, or inform colleagues about available resources and publications,
EPA will be pleased to communicate this information. The Agency is also interested in exploring
cooperative efforts to implement the Agenda. Whether you represent a company, academia,
government, an advocacy group, a professional or trade organization, or any other organization,
all of the Workshop co-sponsors and attendees encourage you to get involved.
If you are currently implementing or plan to implement any facet of the Action Agenda,
please complete EPA's revised Accounting Network membership form. Additional Network
forms may be obtained from EPA's Pollution Prevention Information Clearinghouse (PPIC).
Contact the PPIC at (202) 260-1023 or write:
PPIC
U.S. EPA Headquarters Library
401 M Street, S.W. (3404)
Washington, B.C. 20460
FAX (202) 260-0178
EPA will be using the Network forms for tracking commitments to implement the Action Agenda
and collecting resource information.
If you are interested in discussing cooperative efforts to implement the Agenda, please
contact Dr. Martin A. Spitzer or Holly Elwood in EPA's Office of Pollution Prevention and
Toxics at:
-------
-22-
U.S. Environmental Protection Agency
Pollution Prevention Division (7409)
401 M Street, S.W.
Washington, D.C. 20460
(202) 260-4164
For information about EPA's Design for the Environment, Management Accounting and
Capital Budgeting for Environmental Costs Program, to join EPA's environmental accounting
Network, or to learn about available resources on management accounting and capital budgeting
for environmental costs, please contact PPIC at the above address.
-------
ATTACHMENT A
STAKEHOLDERS' ACTION AGENDA
-------
A-l
HOW TO USE ATTACHMENT A
The overall Stakeholders' Action Agenda is comprised of ten mini stakeholder action
agendas. The agendas were developed by ten separate working groups. Attachment A presents
these action agendas. Note that the four business stakeholders agendas have been grouped
together under the heading of Business Action Agendas. The individual agendas appear in the
following order:
1-4. Business Action Agendas
1. Business Financial
2. Business Accounting
3. Business Environmental Safety and Health
4. Business Operations
5. Accounting Associations Action Agenda
6. Small Business Action Agenda
7. Non-Accounting Professional Associations Action Agenda
8. Management Consultants Action Agenda
9. Education and Research Community Action Agenda
10. Government Agencies Action Agenda
The Action Agendas include:
(1) the issues and actions identified by the working group responsible for the
particular stakeholder action agenda, as well as
(2) issues and actions deemed relevant to that stakeholder group by other
working groups.
Each recommendation in the action agendas is numbered according to the stakeholder
group that developed it, in the order it was presented to the plenary session. Where an item has
been appended to a stakeholder agenda by another group, it retains the identifying number of the
originating group. For example, all recommendations developed by the Accounting Associations
work group (Group 5) start with the number "5;" because their recommendation 5.3.A
(Continuing professional education) applied also to academia (Group 9), it is also appended to
Group 9's action agenda but retains the "5.3.A" identifier. Recommendations by one group for
actions by another highlight that success depends on collaboration and teamwork.
This does not mean that every individual within each group necessarily agreed with every
item; nor does it mean that the groups exhausted all possible issues and actions. Rather, the
intent was to generate representative lists of important needs and recommended actions that
stakeholders could adopt, adapt, and implement. Occasional blank spaces in the agendas,
particularly in recommended time frames, indicate that a working group ran short of time.
-------
0)
(0
0)
F
0)
"o
09
_M
UJ
O
I
01
O
CO
111
CO
00
(0
o
Jj
E
^
0)
E
2
i
1
.
§
•4= ^
ssional associa
ition programs,
Academia, profe
continuing edu«
consultants
Develop appropriate models
<
r-
1
O)
_o
s
k.
1
Academia
Include in business management
curricula
OQ
-
E
^_
s
z
^~
10 « >- & c
+3 .M '5
-------
I
TJ
CD
C
(f)
<
a
15
C/)
w
UJ
z
C/I
03
03
E
re
Lk
0)
__
§
O
_c
o
•*••
CD
(0
LU
J
Actions
i!
a
^
-
1
11
i|i
EC
• §
^
£
u.
-
4-*
§
'o
(U
2
ra
2
O
O 0
f—
CM
O
"*"*
a
s
•o E
»!
0) g
'o -2
o>^
c aj
O E
1 8"
U
g.«e
Company management, c
engineering, R&D, EH&S,
legal, and accounting
Foster regular cross-functional
communication
Develop strategy groups
Use education and training to
"knock down walls"
< OQ q
CM CM CM
CM CM CM
•o
n
1
cl
| E
o a)
0 H
CM
CM
•o
c
(0
"in
5-
o
If
03 O)
* c
Z o
<-
i
4
^i
Professional associations
AAA, AlChE)
Define environmental costs
<
CO
CM
•o
c
to
"•
CM
O
E
« ?
i 'o
S °>
4) c
Z O
in ra -2
0 '§ I
+3 e -a
CO CO CO
CO j— ^3 pg
Company management, <
engineering, R&D, EH&S,
legal, accounting, trade a
professional associations
in
Use cross-functional teams to
examine technologies, processe
and regulations
03
co
CM
2
o>
•c
i
u
I
2
co
CM
•a
c
03
"v>
5-
CM
O
E
£ c
>!- 'o
4J c
Z o
{A
2
*9
CO
E 01
v— y
•
til
OT m *
•" TO t«
C fit)
.2 = =
o t> !
•g = E
£ E -j=
^.
CM
-------
I
•a
cu
O
(O
<
Q
Z
ill
g
o
co
en
LLI
2
co
oo
0)
E
(Q
II
U«
0)
E
J=
CU
"5
c
a
cu
to
UJ
o
1
Actions
§1
to\
a
••
; ,
^
1
S
a
J;
c i
— , c
C CU CO
Identify key learni
body of knowledg
Share knowledge
^ CQ
LO U)
CN CN
CO
s
s
1
JJ
1
CQ
10
CN
s
s
E
^ CO 3
H- 8 2
§11. 1
a "i ? I | 5
to co 2 w -2 _
h1 I 1 (T Q
< CQ O
CN CN CN
CO CO CO
to
O
•8
2
•a
CO
|-
CO
2
CN
co
>.
t
CN
£
s
1
••i
CO
CO
E'~
T3
S
CO
co"
c
"3
U
i
CO
cu
O)
CO
c
CO
s
•8
o
1
-------
I
03
n
0)
<5
i
I
•a
1
v>
o
CO
111
a
<
z
a
<
tr.
LL
5
E
03
I
C
03
C/3
ID
o
en
o
1
CO
E
•§
S
CO
+J
CO
E
E
CO
o
a
IJti:iYiiTTTitliTiinTiAiJjTiMli|J!UllUW!i(qTijnNO.roiiaii|
Determine decision support
information needs for making
trade-off choices
i «t
1 co
en
e
1
t/)
•o
c
i r> r>
CO CO CO
1
c
C j*
'35 ••=
* -8
0) ~
ii
SL 8
J75
'•V
CO
c" %
o •-—
•§ '§
2C O
(0 ffl
O) (0
II
O 0>
O **"
*l
•o
%
a
O)
c
1"S
w
W -rj
11
ll
<
06
CO
CO
•s
i
_co
_e
CO
•5
$
03
cq
CO
Collect and disseminate
information
o
• •
" 1
co 1
1
(A
0
O
1-
S
-------
to
I
0)
p
•a
(D
3
'+3
§
,0
CO
u.
g
§
co
CO
111
Z
CO
QQ
I
ff)
CD
il
2 X
•+3 O) O3
C co
5
i
§>! I
at
co
1
co
-------
hs
t
^
I
UJ
O
a.
O
O
V.
-z.
o
O
o
(O
C/3
C
o
o
in
0)
E
2
«
.E
h-
0)
>
o
>
c
mm
2
0}
(/!
LL
C
1
Actions
V.
•m
E
CD
g
< o
o .
1^ """•
O ?r
- s
^ ••;?
< < -S
< 1 g
LU ,
3 CQ
O C/5
< "
+j ^a
CO ^
0 0
i-s
. s
'5 5 75
•E o ^ « ° fe
g£0g ts """ § CDCO
HI lit }l
Hcou £ o xi Qcn
< CQ q
e>i «N oi
u5 in in
4->
i
CO
O. CO
•- E
S P
£ 0
O o
CN
in
n
o
Continuing education
- developing courses
- case studies
- research
- longitudinal studies
- writing
- speaking
<
CO
in
|
S
i
E
o
CJ
a
-------
I
T3
CD
O
O
Q
LL
Q.
O
I
03
^
QC
O
CO
Z
O
<
u
o
to
p
z
D
O
o
o
in
03
n
uZ
CD
E
P
>
C
O
*•>
CD
CO
Hi
0
1
Actions
I
E
™
v
o
&
1
"Z.
Information sharing
- newsletters
- journals
- examples of successes
«
«
in
09
CO
+>
E
~
E
,!_
CO
0)
2
78
2E
'§
0}
— (o
1 S
<-!
-1
§g
< s
< 0
1 «
< CO
fl)
Interface with Academic
Community
- formal journals more recept
to environmental articles
- exchange of information wi
accounting associations to
translated into the practice
community
q
co
in
0)
3
•H
CO
c
o
1
I
O
co
in
i
E '
=5
E -
o
*-»
o
V)
co
Q
1 „-
.— CO
§ S.-
<8 §"
.S o
co '^
£ S
O 3
t. T3
* W
.2 ge
ill
"g ••» "
CO r" c
« 0 0
< 0 0
Develop appropriate models
<
r^
*~
Ic
0) O
ill!
c > *- ^
r- tt) CO '^
£ ® .b & C
4-> 4^ *53 co o
Ifi!!
S .2 •§ £ 2
W (D !£ .£
« 0> Q. 0) CO
J5 3 C CO 3
^ O" .s ' O *^
,_
«"
1
I co
-
CN
O'
^ .
E
If
>- o
S g
Z o
^
O)
-Si
ssociations
to
Professional
AAA, AlChE)
Define environmental costs
<
co
CN
S2
o>
•c
•a
^1
2
co
CN'
1 ll
a> 1 ™
§ 1 Ji
o
I
3
'a
(D
5
co"
c
o
4=
.2
*o
o
CO
CO
CO
75 £
c §
0 c
II
S c
Trade and pn
company mai
«
Identify key learnings (common
body of knowledge)
Share knowledge and experiem
< CQ
in in
CN CN
CO
S
c
m
1
i
CQ
in
oi
o
4-<
E
'•5
o-S
111
CO
CN
-------
cr>
I
•p
I
"C
o
o
I
UJ
Z
O
I
(f.
^
DC
O
a
z
g
i-
<
o
o
w
w
o
c
in
-------
03
I
c
c
LL
0.
O
I
(O
^
DC
O
CO
z
g
<
o
o
03
CO
<
O
O
O
o
0)
E
03
«•
U.
(1)
E
H
(U
5*
S
m
0
1
Actions
«l
•^l
"O
EPA, DOE, DoD, OMB, IRS,
professional associations, trz
associations
Facilitate interaction among
government agencies,
professional associations,
industry/trade associations
Create a consensus on publi
policy and goals
Write a mission statement
< m q
«-; r— i—
oo oo oo
1
.« w
•o .£
0 § „, ?
3 1 | | |
•a § £ "p- >••£>
•§ o> In °fi "° •- ""
" c 3 5 ** w "5
•= H li "5
(0
'g
a)
•a
to
Professional associations, ac
EPA
§*"
o
Hold workshop to develop
common environmental
accounting language
Develop, consolidate, and
publicize electronic bulletin 1
< CQ
oi oi
CO 00
O)
e
'o
f
•Q
c
CO
E
1
,
Tg
ll 8
O 77 *5>
EU ;J*
.£ w S
||Ill
2l , . ,
cd
E
1
U.
0)
.
c
o
tt &
o
w "<5
f- C
<5 o
"s; +-*'«?
Universities, other education:
institutions, associations,
government agencies, consul
industry associations, profes:
associations, academia
U)
^ t~
Establish networks and
clearinghouses of educators/
users of TCA
Write and contribute problen
case studies, and chapters
illustrating TCA
< m
IN 0-j
CTJ O5
(0
3 "55
0 -S
O5
-------
Qi
I
CD
c
1
Q
111
g
o
<
Q.
O
CO
^
cc
O
V.
•z.
c
u,
CO
O
O
O
ui
o
-------
I
<
o
CD
<
"Z.
0.
o
DC
O
CO
LJJ
2
DQ
i
CO
0)
E
(0
£
CD
H™"
4)
§
?
e
Who Else to li
Actions
1
E
|j
(0
CO
z
EPA/States
Readable compliance guide
5
CO
.£
C 5
>.
L§,
1
So)
o
..§ .1
° Q.Q.
E E
0 0
u u
-M
|
=5
0)
2
EPA/States
rt
Future Regulations guideboi
q
***
CO
(0
Q.
0
CO
° E
"o 2
W 2
co
>-"S
T 8
A to
at
"5 8
cb § '35
Business associations (<
Massachusetts Associa
Businesses) and Small E
5l
Educate small business abo
benefits of waste minimizat
and pollution prevention
q
T—
cd
O"^"
Q
a
f\
/j
•— •
2
!
e
u
i
1
1
Create references such as
bulletin boards
Expand awareness of techn
options/solutions
til u.
t— r-
CO CO
I
CM
-*~
e
o>
V
CO
Z
<
V)
H
CO
z
Chamber of Commerce,
SBDC
™S
Develop curriculum includini
"Train the Trainer" package
o
t~
CO
1
o
•a
(0
CO
1_
CO
^
±
8
2
E
E
O 75
EPA, SBA, Chamber of
business and profession
associations, SBDC
Develop trust
- Outreach
- Trust building
- Sales programs
i
*—
CO
1
I
1
1
1
{2
^_
~
£
2
£
A)
O~ V
Q 5
§• ~
SBA, banks, IRS, states
SCORE, economic devel
organizations, news met
chambers of commerce
^ «8 >.
§ i i e
fi ! a I
i l i §
E 'o
-------
I
o
S
u.
TJ
(D
C
I
o
I
LU
CD
CD
o
s
g
d
CL
O
I
i
QC
O
CO
CO
uu
z
t/:
2
CO
CO
8
CO
o
•-J3
O
I %
.M w
S EJ
O5 O
8 S
.E CC
ii tj
e>3 c>i
co cd
=>
Q.
-------
I
g
i-
<
o
o
C/3
03
<
U
Q
U
CO
O
CE
a.
I
CO
^
DC
O
O
O
o
09
i
09
E
P
09
"5
o
<4->
3
w
o
J=
Actions
09
3
(0
_«
>
O
§
f
<0
8>
Z
<
^L
UJ
».
EPA Administrator to
communicate to management <
industry associations
<
*"!!
o
E
1
1
<
^^
LU
g
Develop a world class briefing i
the issues and benefits of
accounting for environmental
costs
OQ
*~.
^
\
•
1
CM
O
E
!
0)
Z
1
CM
0
E
S
V
1
j.
Conduct benchmark studies of
"best in class" companies whjc
include environmental costs in
their accounting and budgeting
activities
q
T
^
•o
c
O *• To
(0 (Q ni O
.H 0 c o
§ ** ~
f If 1
fill
0 = D- >
i 3 3 £
£
§
c
1
o
a
CO
en
Develop and disseminate succe:
stories
<
CM
^
"Q
0!
O
Develop topical conferences for
associations
CQ
CM
^
E
CM
O
g
1
w
to
Z
U)
c
_o
*o
o
CO
<
r- _
Survey association membership
about needs and successes witl
including environmental costs ir
decisions
q
CM
ps-
O)
c
'5
O)
§
•a
-a
"35 '•§ ~
S S "2
Q = S
CM
-------
I
CO
g
H
o
o
CO
CO
LU
•o
Prepare training/technical
assistance modules for small
businesses (building on exist
information)
1 U-
N
g <_,
>•
CM
o
°~"
g
h»
(5
o>
z
T5 «
Share widely information on
systematic approaches (e.g.,
ABC accounting, life cycle
costing) for identification am
compilation of environmenta
costs
a
2
a\
Develop partnerships with
Manufacturing Technology
Centers (MTC) and Small
Business Development Cent
(SBDC)
i
P!
c
"I
•g
o
<
Develop primers on pollution
prevention
_>
P!
>•
ts
0
p
2
I
CO
Qj
^
in
O
Survey literature and public
information about current
methods and metrics
Promote understanding of c
discipline terms
< 03
CO CO
.2
TJ
(0
i
-^>
s
LU
O
<
15
0) «
e C
Develop a clear understandil
environmental costs (includi
hidden costs)
q
CO
.2
•S -S
Q .£
-------
w
o
o
c
oi
UJ
c
a
Q
T3
(U
CD
(/}
O
DC
CD
CC
O
o
o
o
o
z
o>
to
u.
CD
E
H
>
|
C
i
CD
co
LLJ
0
£
5
Actions
co
I
1 (I
tN
6
•-•»
§
1
CO Q
co QL
'I .2
fl
Q. <])
.CO
.2 g>S
E'l fl
^ .S "3
ra 1 ^
J § §
< o o
Develop appropriate models
«^
t—
^
8 I «
§ §
E o
|.f
S, «
o* O) 'CO
ill
2
Are we asking the right
questions about environ
impacts and their effect
cashflow estimates and
business decisions?
T
\ \
1
b^
'•5
CD
E
o
£
CO
• 75 £
I «i
§O 0
,. 5 CO
VJ ^ ffl
Demonstrate value-added of
knowing environmental costs
(e.g., show environmental cost
savings = profits)
Show successes (cost savings)
^ 00
,J ^
CN t>i
4-
CD .
E |
Overcome Inertia (Mana
Commitment and Incenti
3
-------
I
U
o
03
T3
O)
UJ
CC
Q
o
o
z:
g
a
a
u.
O
UJ
O
O
I
en
c
c
05
E
2
u*
fli
i
p
1
o
1
S
cu
(A
Hi
o
•n
c
re
1
1*5"
0
— •
I,
£o
re CD
28
.
4
3.
Professional associations
AAA, AlCHe)
1
Actions
Define environmental costs
<
II m
05
in
U)
11 CN
TJ
C
re
1
CN
0
S C
i- °5
re o)
0) c
Z 0
re
CO , •=
o o
^
a «o
S o
Academia, management (
trade and professional as;
a
i
Determine appropriate next
(if any)
<
to
1 1 8 £
S2
cu
•5
I.,
1
*
111
• £jl
1 « <8
8
o
1
I 1 1
co 1 m
(N 1 CN
3. '3
2 |
re ^
1 8
^
Accounting associations,
professional associations
OJ CD
3 €
Identify tools that are being
or that could be used
Express tools in language o1
user
Collect and disseminate
information
< 03 U
co 06 06
CO CO CO
CO
0
•§
CD
§
•o
c
re
1
h-
re
S
.
m
tr\
Chamber of Commerce, !
trade associations
S
Create awareness of technii
assistance for compliance
00
*~
CO
re
o.
_o
>
o fc-
OT 2
>= a.
S -g
"" re
c
*^ re
- «
CD o
Business associations (e.
Massachusetts Associati
Businesses)
Explain why to do waste
minimization and pollution
prevention
q
^~
co
.c
ffl £3 T3
0 «? §
^ 2 >
CO *J "5-'°.
liill isiii
Ico I co 1 «-;
oi 1 co | «°
-------
I
a
O
c
"o
c
3
.
.8
Expand awareness of techn
options/solutions
LL.
CO
.**.
2
2
— *•
E
1
8
V
oa
to
H
00
I
E
o
*S
1
1
o
— .
Develop curriculum includini
"Train the Trainer" package
2
cd
o>
c
5
o>
T3
C
0)
2
m
CM
<1
8
I
i
0 "5
"S .2
n .0) pf
E S CQ
JS aw
" "2 w
•* m C
iif
L? * §
LU J3 <8
Develop trust
- Outreach
- Trust building
- Sales programs
3j
co
U Jj™
2 o I
nj $
i
! --Q
a> S tt E <2 >.
•c"^ "° ^ 1 § ®
« 3 .£ Q. ^S 0 £
0 .£ i i i
1 ^
E
1
CD
!*&**
Illll
<°-2 g § B
3 |J« s
V c
Z 5 \ \ i
oo
-------
I
CO
<
o
o
CO
LU
Q
Z
g
to
CO
111
u.
o
cc
Q
Ul
CD
I-
o
0-
O
I
V.
CC
o
O
O
Q)
2
u.
§.
J3 «=* w*
§"2 03
-§ '»
EC en 5
§= — « -S 15
fli O3 *- T3
• fill
II "O 5 W in E
'o «
° CO CO o .
,? . +j U) CO
S to & to c
.3j C 4) I" .0
> •£ S § S
c 1 § -g 8
D .S O) £ co
-~.
IS S c i
§ •§ 2 " to
| o B iS E §
•08 S fit 33 -o
c 3 eo w 3 «
« •» S -g 2 3 o
I'S lc^."l ^
O rn ^f (0
Iii ijf S|i !i
Sl§ Isi HE li
< CQ q q
CN CN OI CN
oi oi oi
3 'g
o -S
CN
CT5
p
a>
|
'a
CO
3)
EPA, DOC, and industry (e.
Chamber of Commerce)
1
"c
Set up partnership to admi
an awards program (e.g.,
Baldrige Awards)
co
d
r—
CO
>
1
8
i
•g
3
CO
d
""
-------
I
C
u
<
"2.
g
i-
0.
O
I
U
cc.
o
in
f
V.
o
o
t-
LU
i
00
E
a
£
a>
E
F
0)
>
1
^M
O
0)
(0
UJ
Q
1
Actions
o>
'6
o>
§
•a
(D
E
1
1
•S
. 2
cc OT-
nrv O
ll
0 -5
.. o
O ™
. ^5 c
81 1.
HI!
Facilitate interaction among
government agencies,
professional associations,
industry/trade associations
Create a consensus on publ
policy and goals
Write a mission statement
E
S
1
03
1
•3
8
'i
n
^
1
I
1
Hold workshop to develop
common environmental
accounting language
Develop, consolidate, and
publicize electronic bulletin 1
< cq q l< m
«-; «-j ,-j 1
^ 1
Clearly defined public po
including
- industry goals
- pollution prevention/m
based compliance
- consistency among
regulatory bodies
r-
00
oo co
ongoing
•a
ra
E
1
1
15
c
o
-
1 2
W Q)
O
~ c
1!
OL 0)
1 | 1
< § §
Develop appropriate models
<
•
^
5
S §
Are we asking the right
questions about environm
impacts and their effects
cashflow estimates and
business decisions?
-
"
-------
I
T3
0)
C
Q
LJJ
CD
g
t
a.
O
x
co
v
cc
c
a
to
z
c
H
(U
re
LL
0}
E
P
g
61
§
0
•#-*
i
i
i .
i S
us§
11
2
t
£i
E
!
TJ
(U
5
.2
1
8
m
E
1
b.
to
0]
z
c
o
'•P -g w
N Qi C
E
S
1
3
, •—
4) C §
'o .° °o
? S ™ 8
C *** «•— _
oo
-------
CM
I
<
a
<
z
g
b
a.
O
I
C/3
^x
QC
O
HI
O
O
a>
o>
E
1
•o
§*"*
11
II
=3 0
Use TCA data to explore
relationships between pollution
prevention and business
indicators, including morale and
productivity
CQ
cn
•a W
C y
(0 Q)
«2 S"
•2 2
"^ o>
1 8
Universities,
consumers),
Research on green marketing,
such as
- willingness-to-pay
- sales of waste product
q
O3
E
$
0)
en
mt agencie:
V
1
w*
Universities,
Study how much pollution
prevention will be implemented
using TCA
q
o>
E
£
|
1
8
research
lent agenci
^ §
+3 0)
3 §
T3 O)
"" tJ*
Universities,
organization:
Improve TCA methodologies for
estimating future costs/benefits
UJ
en
£
o
8
1
^
oi
1
1
•
E
k.
O)
. .2
in .2 8
o o> u
-------
CO
I
-a
CD
D
C
V"
§
Q
LU
CD
<
O
Q.
O
oc
o
Q
<
O
-------
I
c
C
a
Q.
O
CO
^
DC
O
LLJ
Q
5
O)
CD
E
SS
£
CD
E
F
OJ
"o
_c
o
0)
CO
Ul
0
.c
Actions
09
co
JO
£
S
E
"•5
^S
S
co
E
CO
8
co
+±
cu
£
i
o
Determine decision support
information needs for making
trade-off choices
<
**
co
as
1
1
•o
c
8
O
£
I
CO
V
y
Q-
LO
CO
eg
V
"""*
E
B
•o
E
o
C ___
ju J2
w >.
.2
C
•o
s
CO
c
co
Si
'c
a
£
o
Identify strengths and
weaknesses of existing models
CD
«N
"*
0,1
III
-•si
O — O)
*- *- CO
(n W C
o 8 2
o _ fc
TJ •S OT
s il
E 13
§2 1
s! °
CN
"*
E
1
CO
cu
"",
.2
1
CO
^
5
<
y
<
Continuing education
- developing courses
- case studies
- research
- longitudinal studies
- writing
- speaking
<
co
in
to
c
1
c
3
E
o
CO
in
.2
cu
TO
8
CO
s
LL1
y
<
.2
i
8
Develop a clear understanding of
environmental costs (including
hidden costs)
Research capital budget payback
models for inclusion of
environmental costs/benefits
q Q
co co
^ "^
If
w 8
•S » •§
^ c I
S-S-g
^1 5
^ CL Q
^ ^3 t!\ '
4) ?• ^
CO
^
-------
I
TJ
Q)
1
CD
<
z
o
Q.
o
I
U)
y:
cc
O
Q
C
O)
09
E
ra
£
0}
P
0)
"5
1
5
0)
M
Q]
Q
1
Actions
031
331
C/3J
-'
E
f
re
Z
re
1
•§
S
(0
I
1
1
03
"m
1
(0
1
Q.
_O
Hold workshop to devi
common environmenta
accounting language
<
oj
00
u
1
0)
0)
Develop and publicize
bulletin board
CQ
e>i
06
g
f
as
•z.
"m
a
*S-
§.ra
si
o -S
•R re
re o
•5 re
0 .
in in
re o
"> §
1 «
i re
0
f"
S-2
"I
Standards-setting aget
should involve cross-s
stakeholders
o
oi
06
E
1
1
13
5
_g
3 ^
Igj
•S 8
to m
c .
~ c
'si
E ^
< £
> '5>
Host workshops to de
accounting methodolo
q
c>i
oo
"S
JO)
c
=5 w
C 3 0)
E° u '5
• w °
i §,»!•§
0 -o § -S 3
re c •£
lU€l
z5 , .
CO
-------
(O
I
Q
UJ
CD
<
O
O
<
Q.
O
I
W
^
tr
o
LU
QC
LU
O
CD
0)
E
(0
k.
"•
0)
E
P
$
o
>
S
UJ
o
1
Actions
0)
(0
J2
§
(0
2
^
^
o
a
CQ"
o
ca"
O
j-
Ul
Create a standard for
environmental cost accounting
for larger government
contractors, including
- identification
- measurement
- allocation
<
r—
d
13
0
E
"5
•o
3
«-
d
E
V
|
'o
«
5
^
Si
Provide support to state TAPs to
expand services to include
management assistance
- funding
- clearinghouse (PPIC)
- evaluation of existing
programs
<
og
6
n
1
Q.
X
4)
•s
•^
3
eg
6
£
2
1
sg
a)
5
d>
-2£
f_
o3
= 1
si
= 0
10 H-
0 °
0 fe
Q .a
< 1
uj o
Set up partnership to administer
an awards program (e.g.,
Baldridge Awards)
<
co
d
E
•l^1
O)
J
o
1
'a
«
1
vt
Q.
i
^
O)
~B
-------
rs
M
I
•a
I
I
o
O
UJ
a.
O
CC
O
UJ
CC
111
o
a
03
E
2
u.
(D
E
H
fl>
•1
^
CB
••H
2
0)
(0
UJ
0
J=
Actions
E
<5
E
=3
o>
5
§
Evaluate effectiveness of
environmental regulation based
on costs to businesses and
benefits to society; use
environmental cost accounting
systems at companies to develop
data
5
d
c
u.
Lfl
d
1
S
111
Continue EPA's facilitation role
JJ ft (fl
_ 4^ o
W 4^
111
cc * *£
OT .S
m O "co
Publish high level report on
environmental cost accounting
- establish state-of-the-art
- vision for future
^
d
.*j
Lack of visibility/credibi
r>.
d
1
|
'•5
5
0)
i
w
0>
1
o>
CO
1
c "
§ i
h. T;
£ «"
Propose "green taxes" as both a
funding mechanism and a
behavioral change incentive
- Identify benefits, what to tax,
and how
CO
d
0)
3
00
d
D)
O
O)
C
O
— co
C "m
| £
S §
> CC
0 _
O) <0
(P rt
s"z-
j2 ^
£ «
C N
CO •£
UJ O
, Develop/continue state technical
and management assistance
programs
<
• "^
tt '0
li
JE co
Look at best practices through
case studies and benchmarking
q
-
CO O
E £J
Are we asking the right
questions about enviror
impacts and their effec
cashflow estimates anc
business decisions?
-
-------
00
I
c
<
z
(J
CL
O
I
cc
o
OC
LU
O
CD
-------
0)
I
-------
I
•o
CD
C
o
o
I
LU
CD
Z
g
o
<
a.
O
I
en
^
cc
O
cc.
UJ
O
ID
CO
E
2
u.
0)
p
"o
2
8
UJ
o
i
Actions
CD
(/;
£
1
|
=5
CD
American Institute of Pollution
Prevention, academia, EPA
Q.
Host workshops to develo
accounting methodologies
Q
eg
00
H.
"t »
o £
- "5 w
C J3 c 5
•o 5 c
-------
CD
I
03
CO
£
03
S
P
(0
ED
o
1
(0
-
3
<
iu .
s «
§•§1
111
5.S E
q
I
w\
-------
ATTACHMENT B
TABLE OF ACRONYMS
AAA
AACE International
AAES
AAEE
AIChE
AICPA
AIPE
AIPP
APICS
ASBDC
ASHRAE
ASME
AWMA
CACA
CASB
CICA
CIMA
DOC
DoD
DOE
EPA
American Association of Accountants
The Association for Total Cost Management
American Association of Engineering Societies
American Academy of Environmental Engineers
American Institute of Chemical Engineers
American Institute of Certified Public Accountants
American Institute of Plant Engineers
American Institute of Pollution Prevention
American Production Inventory Control Society
Association of Small Business Development Centers
American Society of Heating, Refrigeration, & Air Conditioning
Engineers
American Society of Mechanical Engineers
Air & Waste Management Association
Chartered Association of Certified Accountants
Cost Accounting Standards Board
Canadian Institute of Chartered Accountants
Chartered Institute of Management Accountants
Department of Commerce
Department of Defense
Department of Energy
Environmental Protection Agency
-------
B-2
FEI
ICAEW
IEEE
HE
IMA
IRS
LCA
LCC
MTC
NIST
OMB
PMA
PPIC
SBA
SBDC
SCORE
SEC
SMAC
SOLE
TAP
TCA
ATTACHMENT B (continued)
TABLE OF ACRONYMS
Financial Executives Institute
Institute of Chartered Accountants of England and Wales
Institute of Electrical and Electronics Engineers
Institute of Industrial Engineers
Institute of Management Accountants
Internal Revenue Service
Life Cycle Analysis
Life Cycle Costing
Manufacturing Technology Center
National Institute of Standards and Technology
Office of Management and Budget
Project Management Association
Pollution Prevention Information Clearinghouse
Small Business Administration
Small Business Development Center
Service Corps of Retired Executives
Securities and Exchange Commission
Society of Management Accountants of Canada
Society of Logistics Engineers
Technical Assistance Program (state-run)
Total Cost Assessment or Total Cost Accounting
-------
ATTACHMENT C
ACTION AGENDA WORKSHOP ATTENDEES
Mr. Paul Amidei
Managing Editor, Newsletters
Harcourt Brace Professional Pub.
525 B Street, Suite 1900
San Diego, CA 92101-4495
(619) 699-6570(0)
(619) 699-6542 (F)
Mr. Michael D. Anderson
Sr. Consultant
Deloitte & Touche
333 Clay Street, Suite 2300
Houston, TX 77002-4196
(713) 756-2374(0)
(713) 756-2006 (F)
Mr. Kenneth L. Aulen
Admin V.P. & Controller
Ashland Oil Company
P.O. Box 391
Ashland, KY 41114
(606) 329-5454 (O)
(606) 329-4950 (F)
Mr. Paul Bailey
Sr. Vice President
ICF incorporated
9300 Lee Highway
Fairfax, VA 22031
(703) 934-3225 (O)
(703) 934-9740 (F)
Mr. Ken Baker
Professor
Tuck School
Dartmouth College
Hanover, NH 03755
(603) 646-2064 (O)
(603) 646-1308 (F)
Mr. Nandkumar Bakshani, Research
UCLA - Dept. of Chem. Engr.
5531 Boelter Hall
405 Hilgard
Los Angeles, CA 90024
(310)825-6303(0)
(310) 206-4107 (F)
Mr. Phil Barnes
Technical Consultant
University of South Carolina
College of Business
Columbia, SC 29208
(803) 777-5118(0)
(803) 777-4403 (F)
Mr. Richard Barth
Chairman, President & CEO
Ciba-Geigy Corporation
444 Saw Mill River Road
Ardsley, NY 10502
(914)479-2113(0)
Ms. Beth Beloff
Director
University of Houston
4800 Calhoun
College of Business
Houston, TX 77204-6283
(713) 743-4804 (0)
(713) 743-4807 (F)
Mr. Thomas R. Blanckaert
Manager, Fin. & Inf. Sys.
General Electric
3135 Easton Turnpike-W1A1
Fairfield, CT 06431
(203)373-2313(0)
(203) 373-3342 (F)
Mr. Steven M. Boden
Partner
Deloitte & Touche
1633 Broadway
New York, NY 10019
(212)492-2732(0)
(212) 489-6944 (F)
Mr. Germain Boer, Prof, of Mgmt.
Owen Graduate School of Mgmt.
Vanderbilt University
401 21st Avenue South
Nashville, TN 37203
'(615) 322-2059 (O)
(615) 343-7177 (F)
Ms. Corinne Boone
Economist, Energy Serv. &
Envir. Grp.
Ontario Hydro
700 University Avenue, C6-C8
Toronto, Ontario, CANADA
M5G 1X6
(416)506-3823(0)
(416) 506-3409 (F)
Mr. Keith E. Bowers
Project Manager
ICF Incorporated
1850 K Street, N.W.
Suite 1000
Washington, D.C. 20006
(202)862-1132(0)
(202) 862-1144 (F)
Ms. Mary Brockmiller
Senior Environmental
Coordinator
Amoco Oil Company
200 E. Randolph Drive
(MC-1103)
Chicago, IL 60601
(312)856-5879(0)
(312) 616-0529 (F)
Mr. Chris Brown
Business Analyst
Duke Power Company
422 South Church Street
Charlotte, NC 28242-0001
(704) 382-8624 (O)
(704) 382-3300 (F)
Mr. Donald J, Cass
Senior Principal
Cass & Associates
P.O. Box 741069
Los Angeles, CA 90004
(213) 388-1496(0)
(213) 388-1496 (F)
-------
C-2
Mr. James Craig
Branch Chief, Policy Analysis Br.
U.S. Environmental Protection Agency
401 M Street, S.W. - (MC-7409)
Washington, D.C. 20460
(202)260-4168(0)
(202) 260-0178 (F)
Mr. Daryl Ditz
Associate
World Resources Institute
1709 New York Avenue, N.W.
Washington, D.C. 20006
(202) 662-3498 (O)
(202) 638-0036 (F)
Ms. Nicole Darnall, Research Assistant Ms. Melinda Dower
University of Texas at Arlington
Department of Economics
P.O. Box 19479
Arlington, TX 76019
(817)273-3221 (O)
(817) 273-3145 (F)
Mr. David Davenport
ILS Manager
Texas Instruments, MS 8030
2501 West University
McKinney, TX 75070
(214)952-5216(0)
(214) 952-5222 (F)
Mr. Ron DeMarchis
Manager
Ciba-Geigy Corporation
444 Saw Mill River Road
Ardsley, NY 10502
(914)479-4123(0)
(914) 479-2636 (F)
Mr. Douglas DeVries
Environmental Manager
Hyde Tools
54 Eastford Road
Southbridge, MA 01550
(508) 764-4344 ext. 228 (O)
(508) 765-5250 (F)
Ms. Kathleen D. Dines
Staff Accountant
ALCOA Aluminum Co. of America
1501 Alcoa Building
Pittsburgh, PA 15219
(412) 553-4277(0)
(412) 553-3906 (F)
Senior Policy Analyst
NJ Dept. of Env. Prot. & Energy
401 E. State Street, CN-423
Trenton, NJ 08625
(609)777-0518(0)
(609) 777-1330 (F)
Mr. James D. Englehardt, Asst. Prof.
University of Miami
Dept. of Civil and Arch. Engrg.
P.O. Box 248294
Coral Gables, FL 33124
(305) 284-5557 (0)
(305) 284-3492 (F)
Mr. Ralph Estes
Professor of Accounting
The American University
1735 "S" Street, N.W.
Washington, D.C. 20009
(202) 265-6449 (O)
(202) 797-0606 (F)
Mr. Frank J. Farfone
Director of Corp. Relations
President's Council on Sus. Dev.
The Dow Chemical Company
2030 Dow Center
Midland, Ml 48674
(517) 636-8201 (O)
(517) 636-0389 (F)
Mr. Nate Fisher
President
Foresight, Inc.
8550 Avenida De Las Ondas
La Jolla, CA 92037
(619)491-2774(0)
(619) 491-2774 (F)
Mr. Robert A. Fisher
Director, Waste Minimization
ARCO, AP-4135 ARCO
515 South Flower Street
Los Angeles, CA 90071
(213)486-3104(0)
(213)486-2021 (F)
Mr. Julian Freedman
Director of Research
Institute of Mgmt. Accts.
10 Paragon Drive
Montvale, NJ 07645-1760
(201) 573-6212(0)
(201) 573-0639 (F)
Mr. William S. Garcia
Mgr., Acctg. Res. & Practice
Union Carbide Corporation
39 Old Ridgebury Road
Danbury, CT 06817
(203) 794-3411 (0)
(203) 794-4351 (F)
Ms. Terri Goldberg
Pollution Prevention Program
Manager
NEWMOA
129 Portland Street
Boston, MA 02114-2014
(617) 367-8558 (O)
(617) 367-0449 (F)
Mr. Mark Greenwood
Director
Ofc. of Poll. Prev. & Tox.
U.S. EPA
401 M Street, S.W., MC-7401
Washington, D.C. 20460
(202) 260-3810(0)
(202) 260-1764 (F)
Mr. Locke Hassrick
Consultant
Logistics Management Institute
6400 Goldsboro Road
Bethesda, MD 20817
(301)320-7425(0)
(301) 229-2373 (F)
-------
C-3
Mr. Carl Henn
Member
NJ State Commission on Env. Ed.
1050 George Street, Apt. 8M.
New Brunswick, NJ 08901
(908) 766-1020(0)
(908) 766-7523 (F)
Mr. Eric A. Hillenbrand, Principal
A.T. Kearney, Inc.
1200 Bank One Center
600 Superior Avenue E.
Cleveland, OH 4411.4
(216)479-6939(0)
(216) 781-4078 (F)
Mr. William J. Ihlanfeldt
Assistant Controller
Shell Oil Company
P.O. Box 2463
Houston, TX 77252
(713)241-3219(0)
(713) 241-7261 (F)
Mr. Al Innes
Associate Director
WRITAR
1313 5th Street S.E., Suite 327
Minneapolis, MN 55414
(612) 379-5995 or (612) 698-5267 (O)
(612) 379-5996 (F)
Mr. Richard A. Jacobs
Mgr., Environmental Operations
PPG Industries, Inc.
One PPG Place
Pittsburgh,. PA 15272
(412) 434-2363 (O)
(412) 434-2137 (F)
Mr. Mark N. Joyce
Dir., Env. Inf., EC. & Tech. Staff
U.S. Environmental Protection Agency
401 M Street, S.W. (1601 F)
Washington, D.C. 20460
(202) 260-6889 (O)
(202) 260-6882 (F)
Mr. Mike Kabjian
Environmental Perf. Improvement
Roy F. Weston, Inc.
1 Weston Way, Building 91N
West Chester, PA 19380-1499
(215)430-3170(0)
(215) 430-7455 (F)
Ms. Dorothy A. Kellogg
Director, Policy Analysis
Chemical Manufacturing Association
2501 M Street, N.W.
Washington, D.C. 20037
(202) 887-1178 (O)
(202) 887-1237 (F)
Mr. Thomas Klammer
Regents Professor
University of North Texas
2213Stonegate
Denton, TX 76205
(817)565-3099(0)
(817) 565-3803 (F)
Mr. William N. Lanen
Associate Professor
Sch. of Bus. Adm.
University of Michigan
Ann Arbor, Ml 48109-1234
(313)763-0487(0)
(313) 763-5688 (F)
Ms. Carol Lawrence
Assistant Professor
University of Missouri
312 Middlebush Hall
Columbia, MO 65211
(314) 882-2474(0)
(314) 882-0365 (FJ
Mr. Dan Lee
Finance Mgr., Int. Sol. Waste Mgmt.
Weyerhaeuser Company
501 S 336th Street, CC1I-102
Federal Way, WA 98003
(206)924-3616(0)
(206) 924-7395 (F)
Mr. Thomas F. Leonard, Jr.
Manager, Accounting Projects
General Electric Company
3135 Easton Turnpike (W31)
Fairfield, CT 06431
(203)373-3179(0)
(203) 373-3162 (F)
Mr. Gregory A. Lorton
Manager
Chem. and Environ. Engrg.
Ogden Env. and Energy Serv.
Co., Inc.
5510 Morehouse Drive
San Diego, CA 92121
(619)458-9044(0)
(619) 458-0943 (F)
Mr. Richard W. Maclean
Vice President, EHS
Arizona Public Service Co.
P.O. Box 53999, MS 9085
Phoenix, AZ 85072-3999
(602) 250-2916(0)
(602) 250-3002 (F)
Ms. Cindy Mallonee
Supervisor
Arizona Public Service Co.
P.O. Box 53999
Phoenix, AZ 85072-3999
(602) 250-3568 (O)
(602) 250-2023 (F)
Mr. David C. Mitamura
Project Manager
Global Env. Mgmt. Init. (GEMI)
2000 L Street, N.W., Suite 710
Washington, D.C. 20036
(202) 296-7444 (O)
(202) 296-7442 (F)
Mr. Doug Moody, Editor
Nat'l. Pollution Prevention Ctr.
430 E. University Avenue, Dana
Building
University of Michigan
Ann Arbor, Ml 48109-1115
(313)764-1412(0)
(313) 936-2195 (F)
-------
C-4
Mr. John F. Morrow
Director, Mgmt. Accounting
American Institute of CPAs
Harborside Financial Center
201 Plaza Three
Jersey City, NJ 07083
(201) 938-3011 (O)
(201) 938-3329 (F)
Mr. George Muhlebach
Director, Environmental Affairs
Ciba-Geigy Corporation
444 Saw Mill River Road
Ardsley, NY 10502
(914)479-4163(0)
(914) 479-2332 (F)
Mr. George Nagle
Director, Env. Health & Safety Serv.
Bristol-Myers Squibb
315 Thompson Road (P.O. Box 182)
E.Syracuse, NY 13057
(315)432-9682(0)
(315)432-4761 (F)
Ms. Judith A. Nelson
Special Assistant
U.S. Environmental Protection Agency
Prev., Pest., & Toxic Sub. (TS-788)
401 M Street, S.W.
Washington, D.C. 20460
(202) 260-4177(0)
(202) 260-1847 (F)
Mr. Fred J. Newton
Deputy Director
Defense Contract Audit Agency
Cameron Station
Alexandria, VA 22304-6178
(703) 274-7281 (0)
(703) 617-7450 (F)
Mr. Dennis Peek
Staff Consultant
Ogden Env. & Energy Serv. Co., Inc.
7301-A Indian School Road, N.E.
Albuquerque, NM 87110
(505)881-9228(0)
(505) 881-9357 (F)
Mr. Matthew Polsky, Research Scientist Mr. William G. Russell
N.J. Dept. of Env. Prot. & Energy
Risk Reduction Unit, Div. of Science
CN 402
Trenton,, NJ 08625-0402
(609) 777-0319(0)
Mr. R.S. Price
Manager, Env. Stewardship
DuPont Company
Maple Run 2024
P.O. Box 80, 721
Wilmington, DE 19898
(302)999-4128(0)
(302) 999-3099 (F)
Mr. Frank Pucciano, Sr. Power Engr.
Georgia Power Company
One Decatur Town Center
150 East Ponce de Leon Ave.
Decatur, GA 30030
(404)371-5711 (O)
(404) 371-5777 (F)
Dr. Ed Quick
Manager, Environmental Health &
Safety
Hoechst Celanese Corp.
P.O. Box 428
Bishop, TX 78343
(512) 584-6461 (0)
(512) 584-6168 (F)
Mr. Mark Ralston
Analyst
U.S. Environmental Protection Agency
401 M Street, S.W. (MC-5302W)
Washington, D.C. 20460
(703) 308-8595 (O)
(703) 308-8433 (F)
Mr. Henry F. Rej
Consultant
Arthur D. Little, Inc.
Acorn Park
Cambridge, MA 02140
(617)498-6187 (O)
(617) 498-7019 (F)
Director, Environmental Serv.
Coopers & Lybrand
1301 Avenue of the Americas
New York, NY 10019
(212) 259-1688(0)
(212) 259-1301 (F)
Mr. Richard A. Selg, CCE
National Technical Director
AACE International
190 Kestwick Drive West
Martinez, GA 30907
(803) 644-6711 (O)
(803) 644-6923 (F)
Mr. David Shields
Associate Professor
University of Houston
4800 Calhoun
Houston, TX 77204-6283
(713) 743-4831 (O)
(713) 743-4807 (F)
Ms. Linda B. Specht
Assistant Professor
Trinity University
715 Stadium Drive
San Antonio, TX 78212-7200
(210) 736-7348 (O)
(210) 736-8134 (F)
Mr. Martin A. Spitzer
Director
EPA's Acctg. & Cap. Bud. Proj.
U.S. Environmental Protection
Agency
401 M Street, S.W. (MC-7409)
Washington, D.C. 20460
(202) 260-4342 (0)
(202) 260-0178 (F)
Mr. Richard Stevens
President
Intelog Incorporated
7501 U.S. Highway 287 S,
Suite C-3
Arlington, TX 76017
(817) 572-6966(0)
(817) 561-0716 (F)
-------
C-5
Mr. Chris Stinson
Assistant Professor
University of Texas
Dept. of Acctg., CBA 4M.202
Austin, TX 78712
(512)471-5318(0)
Mr. Michael J. Thibauit
Asst. Director, Policy & Plans
Defense Contract Audit Agency
Cameron Station
Alexandria, VA 22304-6178
(703) 274-7323 (0)
(703) 617-7452 (F)
Ms. Rebecca Todd, Professor
New York University
433 Tisch Hall
40 West 4th Street
New York, NY 10012
(212) 998-0028(0)
(212) 995-4004 (F)
Mr. Dick Torborg
Financial Advisor
Executive Offices of Environmental
Affairs
100 Cambridge Street, 21st Floor
Office of Technical Assistance
Boston, MA 02202
(617) 727-3260 ext. 641 (O)
(617) 727-3287 (F)
Mr. John L. Warren
Program Director
Env. .Mgmt. Sys. Ctr. for Econ. Res.
Research Triangle Institute
Research Triangle Park, NC 27709-
2194 , ,
(919)541-7308(0)
(919) 541-5945 or 6683 (F)
Mr. Michael Whinihan
Senior Economist
General Motors Corporation
3044 West Grand Boulevard
Room 15-255
Detroit, Ml 48202
(313)556-3878(0)
(313) 974-7165 (F)
Mr. Allen L. White
Director, Risk Anal. Grp.
Tellus Institute
11 Arlington Street
Boston, MA 02116
(617) 266-5400(0)
(617) 266-8303 (F)
Mr. Ed Williams
Manager, Ind. Poll. Prev.
Texas Nat. Res. Conserv. Comm.
P.O. Box 13087 - OPPR
Austin, TX 78711-3087
(512)463-7778(0)
(512) 475-4599 (F)
Mr. Alan Willis, C.A.
Alan Willis & Associates
1889 Truscott Drive
Mississauga, Ont., CANADA
LSJ2A1
(905) 855-8529 (0)
(905) 855-8529 (F)
Mr. John Wysseier
Audit Supervisor
PPG Industries, Inc.
One PPG Place
Pittsburgh, PA 15272
(412) 434-3084 (0)
(412) 434-4578 (F)
Mr. John Yates
Logistics Project Mgmt.
Loral Vought Systems
3420 Socrates Drive
Grand Prairie, TX 75052-8039
(214) 603-7802 (O)
(214) 603-9013 (F)
-------
------- |