CORPORATE ENVIRONMENTAL MANAGEMENT TRAINING
TWO WORKSHOPS CO-HOSTED BY
US ENVIRONMENTAL PROTECTION AGENCY
REGULATORY INNOVATIONS STAFF
AND
OCCIDENTAL PETROLEUM CORPORATION
A Report Prepared For
James E. Hayes
Regulatory Innovations Staff
Prepared by:
Gerald J. Filbin
Technical Resources, Inc.
3202 Tower Oaks Blvd.
Rockville, MD 20852
and
John S. Palmisano
AER*X-RMT, Inc.
162S I St. NW. Suite 719
Washington, DC 20006
May 8, 1989
-------
FOREWORD
This report was prepared as a summary of two workshops on environmental management
training for industry, academia, and government representatives. Because a report of this type
is a compilation of views and experiences it does not necessarily reflect an official position of the
Environmental Protection Agency. Several participants and independent reviewers provided
comments on a draft of this report. While the participants are identified in Appendix A of this
report, we wish to acknowledge the assistance and thoughtful critique provided by the following
reviewers: Dr. Joseph M. Petulla, Director, Graduate Program in Environmental Management,
University of San Francisco; Mr. J. Wilfred Cwikiel, University of Michigan; Mr. Russell E.
Erbes, Geoscience Consultants, Ltd.; Dr. Kurt Fischer, Center for Environmental Management,
Tufts University; Arthur Kaplan, General Electric Corporation; and C. Richard Bozek, Edison
Electric Institute. This project was co-funded by the Regulatory Innovations Staff and the Office
for Cooperative Environmental Management.
-------
SUMMARY
Two workshops on Environmental Management Training, hosted by the US EPA Regulatory
Innovations Staff and Occidental Petroleum, were held in November and December, 1988. The
workshops, held in Los Angeles, CA, and Washington, DC, brought together senior corporate level
environmental managers, academic representatives from university programs in environmental
management training, consultants, State regulatory agency representatives, and interested parties
from the EPA Office for Policy Planning and Evaluation to discuss their collective experience
and identify the industry needs, resource requirements, and management systems requirements for
effective training of corporate environmental managers.
The discussion agenda focused on six major areas: identifying the commonalities of effective
environmental management practices; identifying the role of the industry environmental manager
within the organization; identifying current and future demand for industry environmental
managers; identifying the career paths of these professionals; assessing the sources of supply for
training of environmental managers in industry and academia; and examining the present and
potential roles of industry, academia, and government in reconciling supply and demand. The
discussion examined the range of possible actions to address each of these issues. Several
subsequent actions were suggested as a result of these discussions, including development of
communications networks between industry and academia targeted at training resources and
cooperative programs; short-term personnel exchanges; improvement of networking among
industry, academia, and government to facilitate information transfer; and development of
environmental manager training programs.
-------
1.0 INTRODUCTION
In recent years the Environmental Protection Agency and U.S. industry have begun to place
greater emphasis on cooperative approaches to environmental protection as alternatives to "command-
and-cohtrol" efforts. As one step in this process, EPA and Occidental Petroleum Corporation hosted
two meetings of leaders from industry, academia. State government, and consulting to discuss the
"state-of-the-art" of corporate environmental management. The meetings were held on November
29, 1988 at Occidental Headquarters in Los Angeles, California, and on December 5, 1988 at the
Environmental Law Institute in Washington, D.C. The workshops were held to identify current and
future environmental management needs for industry and other environmentally regulated entities.
An endpoint of the discussion was the identification of a range of ideas on what can be done to
improve training for future environmental managers, and to reconcile the supply of available training
and demand for such opportunities.
The following specific goals for the meetings were identified: to define successful
environmental management and how it works in the private sector; to identify possible actions that
could enhance the quality of environmental management; and to identify future directions for
promoting successful environmental management.
The participants were invited based upon their understanding of environmental management
practice in industry or upon their experience in applied training programs within the academic
community. The attendees included attorneys, corporate environmental managers, consulting
engineers, regulators, and representatives from institutions that provide environmental education,
training, and human resource planning. Both east and west coast locations were selected to allow
better regional representation and industry specific representation. A list of workshop participants
appears in Appendix A of this report. The discussion agenda appears in Appendix B.
This report is intended for broad distribution in the industrial and regulatory communities.
It is hoped that this report will increase discussion on professionalization of environmental
management in industry, and will broaden participation in development of programs that increase
the quantity and quality of corporate environmental managers.
-------
2.0 DISCUSSION
2.1 What Is Environmental Management?
The workshop participants identified several goals of successful environmental management.
These goals were expressed in many ways but coalesced around three key elements: compliance
with regulations, cost savings, and environmental stewardship. Specifically, environmental
management should focus on four areas to assure compliance with legal requirements and adherence
to corporate philosophy: (1) the reduction of losses by assisting with process evaluation and
optimization, and waste minimization; (2) the reduction of potential liabilities, which in part may
be achieved by increased compliance with control regulation; (3) the reduction of exposure to
conditions that create risk; and 4) the management of natural resources for multiple use both to
maintain future reserves and to conserve and protect the environment and public health. Major
activities for corporate environmental managers focus on development of compliance policies and
plans, evaluation and associated activities, resource allocation to support these activities, information
management, training, and communications. In most larger operations, management takes place at
three, levels: corporate, division, and plant. It was widely agreed that this was also true of
environmental management. The functions of these three levels often differ distinctly. The
participants focused their discussion on the area of corporate-level environmental management.
The group decided that, although there are many skills common to both environmental
management and more traditional management areas, definite quantitative skills, experience, and
training are required for the environmental manager. Traditionally, environmental managers have
degrees in engineering, law, or science since there is not an academic course of study geared toward
this profession. Additionally, training in programs such as MBA curricula may be helpful, but more
appropriate training usually occurs by exposure to "on-line" situations or by frequent contact with
more experienced plant, divisional, and corporate environmental managers. A key observation of
the group was that most environmental managers have developed their knowledge base through on-
the-job training. Many participants agreed that environmental management seemed to require
boundary spanning" skills thai are not found in any single discipline. These skill areas must include
operational knowledge of engineering operations and development, management information systems,
finance, and an understanding of both environmental processes and effects. Other skills required
of corporate environmental managers include substantive environmental regulatory knowledge,
-------
planning skills, and negotiation, communication, motivational, and advocacy skills. Knowledge of
information management systems also has growing importance.
2.2 Functions of the Corporate Environmental Manager
The application of these skills occurs in the following ways:
The environmental manager assists with development of policies and procedures, as well
as guidelines for operations staff in meeting legal requirements and corporate goals.
The person in this role must be able to translate policies and procedures into specific
requirements for day-to-day operations, since this is most often the point of compliance.
The environmental manager should be able to evaluate actual environmental risks and
likely impacts, and be able to communicate them within the organization.
The environmental manager must be able to develop and oversee monitoring procedures
to enable objective measurement of performance and expeditious reporting of significant
events.
The environmental manager must be able to identify and analyze operating trends, and
issues on regulatory development and convey their significance to operating staff and
management.
The environmental manager should be able to identify and review cost effective solutions
to both current and anticipated environmental problems.
The environmental manager should be able to participate actively in engineering design
of new or modified manufacturing facilities, equipment, and processes.
The environmental manager will be responsible for interacting with other corporate
managers, government and industry officials, and the public. The ability to communicate
clearly with hearing boards, professional groups, and sometimes hostile audiences is
indispensable for the environmental manager.
The environmental manager should be capable of identifying and managing technical staff
and consultants required for program implementation.
Good environmental management relies upon open pathways of communication between staffs.
From a functional viewpoint, since the shortest lines of communication are the most effective, it is
important for the environmental manager to have ready access to and be accessible by senior
management, divisional operations, and plant staffs. Upward, downward, and lateral communication
within the organization is a vital component of success. The environmental manager needs the trust
-------
and understanding of all units within the operation that require oversight. At the plant level, the
environmental manager and staff need the input of operators at the line level to develop plans for
compliance, waste minimization, and health and safety monitoring. Similarly, plant-level employees
will be reluctant to accept new plans, training, or operating procedures if they feel that the
environmental manager does not understand the manufacturing processes or line operations.
With the active support of the corporate hierarchy, the environmental manager must work
with managers of other functions within the company and reinforce the idea that it is in their best
interest to be willing participants in the environmental management process. In many instances.
while the environmental manager may have the responsibility for environmentally sound operation
in compliance with regulations, the authority to effect change must come through the operations
managers. Thus the operations managers must be cognizant, participatory partners in environmental
management.
Upward communication may be most critical to the success of corporate environmental
management programs. The environmental manager is a conduit for information for corporate
managers. Data are collected, organized, and analyzed on compliance successes, failures and
remedies, future compliance issues, planning, and implementation. The environmental manager
should move proactively to properly assist corporate planners and managers. The environmental
manager should be more than just a bearer of bad news; he or she must be involved in the decision-
making processes in order to best advise the corporation about planning future compliance and
efficiency. It is critical for the environmental manager to understand the technical goals of the
company, and just as critical to understand and promote the view that environmental concerns are
part of the corporate goals. To foster all of these communication networks, the environmental
manager will require outstanding skills as a constituency builder within all levels of the corporate
structure.
2.3 Who Is Currently In Demand and Will This Change In the Future?
As ihe number of regulated entities and the complexity of regulations increase, the requirement
for more and better environmental managers and more and better qualified environmental staff will
continue to increase. Currently, the demand is for people with practical knowledge of environmental
management at the divisional and plant level, or as one participant identified it, the need is for
people who "know the territory" and who have had experience dealing with problems at an
-------
operational level. The demand continues to expand for people who are knowledgeable about
operations and dynamics within the organization. It appears that regulated entities seek out those
with the most experience in confronting and resolving problems in environmental compliance ("scar
tissue"), not those with the most or best academic credentials. Since managers who have dealt with
similar circumstances and problems have the best perspective for solving and avoiding problems, they
make the best candidates.
Of the academic disciplines, engineering, toxicology, statistics, chemistry, physics, and
associated technical skills appear to most'valued. Many participants felt that current degree programs
in arts and sciences do not provide individuals with rigorous analytical skills or sufficient breadth
of knowledge. It appears that potential candidates who come from degree programs in business and
management lack fundamental knowledge in areas such as natural resources management or resource
ecology as well as the basic sciences. Additionally, since knowledge of the law and regulatory
processes is necessary, as well, engineering and science students could benefit from some training
in environmental ethics and environmental law. Recognizing that credibility with internal
constituencies is critical to the success of environmental management programs, the environmental
manager must be prepared to be evaluated by a variety of people and criteria. Many participants
believed it is critical not to separate line and staff functions; environmental management needs to
be integrated with operations at the lowest possible levels to alleviate the necessity for direct
corporate-level micromanagement. Several participants believed that a pragmatic approach and a
flair for salesmanship are important assets for selling an environmental program both up and down
through the organization. In the future, environmental managers must be capable of developing
programs to enhance compliance, thus reducing penalties and fees.
2.4 What Are the Career Pathi For Environmental Managers?
Very little emphasis was placed on candidates entering directly from degree programs because
of a general perception that successful environmental managers need applied skills that current
degree programs alone do not provide. Generally, individuals may move into environmental
management positions from within the corporate structure. Their career path may be from other
levels of environmental management within the corporation or laterally from other corporate level
offices, such as an engineering or operations management position or occasionally from the corporate
counsel's office. Several participants suggested that experienced divisional environmental managers
could move to a corporate level role, as could plant environmental managers move to a divisional
-------
role. One participant described a more common situation in his corporation, where environmental
staff at the corporate level moved downward on the organizational scale to divisional and plant
offices but at levels of greater responsibility. In this way, environmental staff receive training and
experience under a careful corporate eye before moving outward to management-level positions at
lower hierarchical levels. -No set rules for career pathing can be identified in most cases. It appears
that it is often dependent upon areas of primary interests for potential managers as well as on
primary needs of the corporation. Some participants commented that the most likely path for
environmental managers entering industry seemed to be either from the Federal or State regulatory
agencies or consulting. People moving from these sectors are most likely to have a comprehensive
understanding of the regulations and laws, auditing, negotiation, and enforcement processes. These
individuals are often the best prepared to foresee potential problems relevant to compliance and most
likely to understand the steps required to avoid, or effectively remedy, noncompliance. In general,
career paths are not well defined and the profession would benefit from identification of an internal
career ladder showing possibility of promotion and assumption of other corporate responsibilities.
2.5 What Factors Shape the Supply of Environmental Managers?
Career path development in a corporation may be dependent upon the availability of resources
for continuing education and training. Lack of training opportunities within a firm may result in
experienced and motivated personnel moving to other firms to further a career. This inability to
advance or develop as a professional within a firm may create situations where rapid turnover of
professional staff may place environmental management programs at risk. The ability of firms to
develop and retain high-quality environmental professionals also may be jeopardized by growing
competition from law firms and consulting firms. Participants agreed that there is currently a
shortage of environmental professionals at all levels in industry although primarily at plant and
divisional levels, and that this problem will be exacerbated by the increasing complexitity of
environmental management and the lack of mechanisms to define future needs and address the needs
with expanded or specific training or education. Given the current need and future demand for
corporate environmental managers with practical skills and a diverse but integrated knowledge base,
industry itself may continue to serve as the primary source of environmental professionals. For
industry, providing a breadth of experiences and the requisite training becomes increasingly difficult
in a time of increased specialization, although industry currently provides a great deal of ad hoc
training for its environmental professionals both directly and through private training centers and
academic institutions. The cost of training also is increasing, while regulation continues to expand
-------
with consequent increases in duties for environmental professionals. Thus, the identification of
training and other concomitant academic requirements may be of critical interest to business.
Similarly, it will be necessary to examine and address the need for continuing education for the
changing technical and legal requirements of the field. Continuing education should be designed to
facilitate development and advancement/professionalization of environmental management personnel.
It also may be appropriate to consider whether or not conventional graduate programs successfully
prepare environmental managers or if changes are required to better address industry needs.
2.6 What Steps Can Be Taken to Reconcile Supply and Demand?
The key to reconciling the demand for capable environmental managers with the supply lies
in developing training programs that address the integrated needs of education, practical experience,
and continuing training to address changing needs. Presently, the opportunities to increase the
supply and enhance the quality of environmental professionals are limited, although adequate human
resources are available. The conversion of human resources to human capital (trained and
experienced professional environmental managers) is critically dependent upon expanding existing
training mechanisms that includes practical experience in a supervised environment. Similarly,
continuing training and education are critical parts of maintaining the quality of environmental
management, and they must be viewed as major components of professionalization and career
advancement for environmental managers. The participants recommended the following steps for
enhancing existing programs and stimulating the development of new programs to address regional
or industry-specific concerns:
Applied undergraduate and graduate programs designed to train environmental professionals
could be improved by development of more cooperative internship programs involving
industry and academia.
Improved communication with academia is needed to create a meaningful exchange on
applied professional management curricula. For example, academic committees interested
in the development of curricula that produce environmental professionals would benefit
by inviting adjunct faculty from the business community.
There is a need for improved technology transfer delivery mechanisms that facilitate getting
education and training programs into the hands of potential users. Perhaps oae delivery
mechanism would be the creation of a national clearinghouse for environmental management
degree programs, courses, institutions, and training opportunities.
-------
Several participants felt that efforts should be made to enhance professionalization of
environmental managers and other professionals. These efforts could include
credentialization by professional organizations.
Efforts to build communications and exchange networks would also be useful. The
participation of the Education Subcommittee of the National Advisory Council for
Environmental Technology Transfer (NACETT) could improve network capability.
NACETT may provide a standing organization to facilitate the development of regional
or industry-specific consortia for environmental manager training.
Cooperative development and distribution of inexpensive training materials would enhance
the value of site-oriented training.
Industry (multi-industry), academia, and government agencies should work more closely
on the development of executive courses focusing on classroom education, field training,
simulated compliance and permitting exercises, and public relations experience. These
short executive courses should be developed as modules that could be used for training of
both industry and regulatory agency personnel.
The expansion or refocusing of certain undergraduate courses could enhance training in
communication skills and environmental law.
The participation of business and academic institutions is needed to improve human
resource planning directed at focusing resources and attracting students to multidisciplinary
programs in environmental management.
Government and academia should explore the development of training and technical
assistance programs based upon the Agricultural Extension Service model. The Extension
Service provides occasional technical advice and assistance to the agricultural community
through local land grant colleges and universities. These programs are co-funded and co-
staffed with government personnel. This may be particularly useful to smaller businesses.
In considering future activities in'these areas, there was a consensus that a broader geographic
and industry-wide constituency needs to be developed for these efforts. In the future, participation
of environmental managers from lower industry levels will also be required. Of particular concern
are small- and medium-sized businesses that often do not have in-house environmental expertise.
This broader constituency also is needed to develop specific plans of action and to facilitate a better
network for technology transfer.
These workshops and this report should act be considered as end points, but rather as the
launching of a new initiative in defining ways to facilitate meeting environmental goals and focusing
EPA resources on issues associated with improving environmental manager training, and reconciling
supply and demand.
-------
3.0, RECOMMENDATIONS
As a result of the Regulatory Innovations Staff (RIS) workshops on training of environmental
managers, several participants and reviewers recommended that efforts be directed at fostering the
professionalization of environmental managers. One of the major recommendations was in the area
of jointly sponsored training and education programs for environmental managers. Workshop
participants and external reviewers suggested that the participation of regulatory agencies with
industry and academia was critical to successful training program development, since these programs
will ultimately produce managers responsible for addressing regulatory concerns. Enhanced
compliance would reduce the costs associated with enforcement and litigation for both industry and
regulatory agencies; therefore, both industry and the EPA should take an active interest in the
development of training programs for environmental managers.
Participants suggested that EPA could play a critical role in the development of these programs
by facilitating a pilot training program, in collaboration with industry and academia. Because of its
traditional outreach role to industry, the Regulatory Innovations Staff would be best able to facilitate
a consortium for the creation of a pilot center-of-excellence to offer environmental management
training for experienced people from government and industry. The pilot program would require
the joint participation of industry and an academic institution.
The goals of a pilot center-of-excellence for environmental management training would include:
Development and presentation of a few model training course offerings which address
industry needs.
Development of transferable course offerings for other institutions.
Preparation of course and instructor guidebooks.
Design of training materials, such as overhead transparencies, resource handouts, slides,
etc.
Provision of opportunities for technical assistance to other centers-of-excellence from the
pilot center and RIS.
10
-------
Some of the major concerns of the participants and reviewers of the Environmental
Management Training Workshops centered on steps that could be taken to enhance the professional
development of environmental managers. This could be addressed by developing a workgroup on
environmental professionalization. The workgroup should include representatives from professional
associations (i.e.. Air and Waste Management Association, AWWA, WPCF, insurance guilds,
environmental law associations, etc.) to discuss the opportunities, barriers, and implications for
professionalization of corporate environmental management. A consortium of offices with
traditionally supportive roles such as RIS and the Health Resources and Services Administration
should be brought together with traditional institutional ombudsmen such as the Conservation
Foundation to host the workgroup. Issues that could be discussed include training and education,
liabilities and protection, forms of professionalization, and credentialization by professional
associations. The workgroup should be convened in a series of meetings to reach out to a broad
geographic constituency with many-faceted concerns.
The goals of this workgroup would be to examine the feasibility of any of several steps for
professionalization of industry environmental managers, and to implement desirable programs in:
Establishing standards in training and education.
Standardizing the knowledge base.
Identifying roles of professional societies and states in encouraging professionalization.
Evaluating and facilitating processes for forms of professionalization including models that
have worked for other professions (engineering, medicine, and law).
Identifying roles and facilitating participation of professional societies and states in
encouraging professionalization.
Defining the role of the EPA and other Federal agencies in encouraging professionalization.
11
-------
APPENDIX A
WORKSHOP PARTICIPANTS
Clark Allen, President
Clark Allen, Inc.
P.O. Box S80222
Houston, TX 772S8
Karen Blumenfeld
Director, Environmental Policy
and Management Studies
Alliance Technologies Corp.
213 Burlington Road
Bedford, MA 01730
Vinay Dighe
Manager of Environmental Affairs
Occidental Petroleum Corporation
10889 Wilshire Blvd.. Suite 1160
Los Angeles, CA 90024
Patrick Eagan
Program Director
Engineering Professional Development
University of Wisconsin
432 North Lake Street
Madison, WI S3706
Ed Faeder, Director
Environmental Protection and Safety
Lockheed Aeronotical Systems Corporation
Building 63, Plant AL
Burbank, CA 91520-3801
Jerry Filbin
Technical Resources, Inc.
3202 Monroe Street Suite 200
Rockville, MD 208S2
James Fisher
Corporate Environmental Audit Director
Energy, Environmental and Regulatory
Affairs Group
Weyerhaeuser Corporation
Tacoma. WA 98477
Frank Friedman
Vice President
Occidental Petroleum Corporation
10889 Wilshire Blvd.
Los Angeles, CA 90024
William Futrell, President
Environmental Law Institute
1616 P Street N.W.
Washington, DC 20036
Jim Green
Facility Environmental Manager
Mobil Exploration and Production, US, Inc.
P.O. Box 9989
Bakersfield, CA 93389-9989
James Hayes
Regulatory Innovations Staff (PM 223)
US Environmental Protection Agency
401 M Street SW
Washington, DC 20460
Nichols Hazelwood, Director
Environmental Programs
IT Corporation
17461 Derian Avenue
Irvine, CA 92714
Thomas Hellman, Manager
Health, Safety and Environmental Protection
Corporate Environmental Programs
General Electric Company
3135 Easton Turnpike
Fairfield, CT 06431
Paul Kaplow
Aristech, Inc.
600 Grant Street, Room 2156
Pittsburgh, PA 15230
-------
Barry Kerb
Regulatory Innovations Staff (PM-223)
U.S. Environmental Protection Agency
401 M Street S.W.
Washington, DC 20460
Tapio Kuusinen
Regulatory Innovations Staff (PM-223)
U.S. Environmental Protection Agency
401 M Street S.W.
Washington, DC 20460
Richard Liroff
Senior Associate
The Conservation Foundation
12SO 24th Street N.W., Suite SOO
Washington, DC 20037
R. Dean Miracle
Director of Environmental Affairs
Georgia Power Company
333 Piedmont Avenue
Altanta, GA 30308
James Morgester, Director
Enforcement Division
California Air Resources Board
P.O. Box 2815
Sacramento, CA 95814
Frank N. Moseley
Director of Environmental Licensing
Central and Southwest Services, Inc.
2121 San Jacinto
Suite 2SOO
Dallas. TX 75266
John Nemeth
Georgia Institute of Technology
GTRI/EDL
O'Keefe Building, Room 042
Sixth & Fowler Street
Atlanta, GA 30332
Kirk Oliver
Senior Attorney
California Secretary of
Environmental Affairs
1102 Q Street
Sacramento, CA 95814
John Palmisano, President
RMT AER'X
1625 I Street NW, Suite 710
Washington, DC 20006
Francis J. Priznar
Senior Associate
Booz, Allen, and Hamilton, Inc.
4430 East West Highway
Bethesda, MD 20814
Ralph Rhodes
Director, Surveillance
Allied Signal, Inc.
P.O. Box 1013-R
Morristown, NJ 07960
C.B. Scott, Director
Environmental Science
Unocal Corporation
1201 West 5th Street
Los Angeles, CA 90051
Randall Scott, Director
Office of Environmental Auditing
Room 3E094
Forrestal Building
U.S. Department of Energy (EH-24)
1000 Independence Avenue, S.W.
Washington, DC 20585
Cornelius C. Smith, Jr.
Vice President
Community and Employee Health, Safety
and Environmental Protection
Union Carbide Corporation
39 Old Ridgebury Road
Danbury, CT 06817-0001
Martin Smith
Acting Manager
Environmental Permitting and Programs
Florida Power and Light Company
P.O. Box 14000
Juno Beach, FL 34408-0420
Sherman Smith, General Manager
ENSR/ ERT
19782 McArthur Blvd., Suite 365
Irvine, CA 92715
-------
Barry Stern
U.S. Department of Health and
Human Services
Room 8C-09
5600 Fishers Lane
Rockville, MD 20857
Thomas Sullivan
President
Government Institutes
966 Hungerford Drive, Suite 24
Rockville. MD 208SO
Russell Susag, Director
Environmental Regulatory Affairs
3M Corporation
P.O. Box 33331
St. Paul. MN SSI33
Victor Sussman
Director of Environmental Control
Ford Motor Company
1S201 Century Drive, Suite 608
Commerce Park North
Dearborn, MI 48120 '
-------
APPENDIX B
WORKSHOP AGENDA
The Regulatory Innovations Staff-US EPA and Occidental Petroleum
FOSTERING EFFECTIVE ENVIRONMENTAL MANAGEMENT
Facilitators and recorders:
Jerry Filbin
TRI
and
John Palmisano
RMT-AER*X
1. INTRODUCTION
8:30 A.M.
5 Min.
Jim Hayes- EPA
Vinay
10 Min.
Dighe- Occidental
2. WHAT ARE THE ELEMENTS OF ENVIRONMENTAL MANAGEMENT
Frank Friedman - Occidental 20 Min.
Each of the following discussions will last approximately SO minutes.
3.Discussion Topic 1:
9:10 A.M.
4. Discussion Topic 2:
10:00 A.M.
10:50-11:05
5. Discussion Topic 3:
11:10
12:00-1:00
6. Discussion Topic 4.
1:00
7. Discussion Topic 5.
1:50
8. Discussion Topic 6.
2:40
9. Wrap-up: 3:30-4:00
What is environmental management? Is it just another
application of management principles? How does
environmental management differ from managing
financial resources?
Who are environmental managers? Titles? Position in
corporate management structure? Responsibilities?
Career path in companies? Where do they come frora-
where do they go?
BREAK*
The demand side: What do you look for in a corporate
environmental manager? Skills? Training? Education?
Experiences? Environmental Ethic?
LUNCH"
How is a the field changing? What are the future
attributes, knowledge base, and career pathing? Duties?
Responsibilities?
The supply side: What courses and skills are people
demanding? What existing institutions provide training?
What new institutions (if any) are required? How do
we recognize the acquisition of these skills?
Bringing it together. How do supply and demand
compare? Does EPA have a role to play? If so, what is
it? Identify the various perspectives on the issue. What
actions are required by industry, academia, and by
government agencies to develop and implement
appropriate training programs?
------- |