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Turning the Tide: Behaviour Change & EMS in the Food & Drink Industry

Turning the Tide: Behaviour Change & EMS in the Food & Drink Industry. Rory Padfield Visiting Lecturer in the Razak School of Engineering and Advanced Technology, UTM Wednesday 18 th August 2010. Academic background and work experience. BSc (Hons) Geography (Newcastle University, UK)

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Turning the Tide: Behaviour Change & EMS in the Food & Drink Industry

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  1. Turning the Tide: Behaviour Change & EMS in the Food & Drink Industry Rory Padfield Visiting Lecturer in the Razak School of Engineering and Advanced Technology, UTM Wednesday 18th August 2010

  2. Academic background and work experience • BSc (Hons) Geography (Newcastle University, UK) • MSc Environmental Engineering • PhD Geography • Environmental Consultant (2007 – 2010) • Sustainability Strategies • Environmental Assessments • Policy Analysis • Waste Management • Stakeholder Engagement

  3. Introduction • Behaviour change central to improving environmental performance of industry • Environmental Management Systems (EMS) • Leads to improvement in environmental behavior • Driver for Research: how to increase the adoption of EMS in industry • Malaysia Food &Drink industry (tables) • One of largest industries in Malaysia • Significant polluter & energy users • Rising GHGs – Malaysia’s CC commitments

  4. Rising food production and consumption trend

  5. Background to EMS • Tool allowing continual improvement of the environmental behavior and performance • ISO 14001 is a process standard • Establish an environmental policy • Set objectives and targets • Implement a program to achieve those objectives • Monitor and measure the program’s effectiveness • Correct problems • Conduct reviews aimed at improving the EMS. • Since ISO 14000 introduction in 1996 certification has increased worldwide • Adoption has been slow in developing countries

  6. UK Experience • EMS important factor in environmental improvement in industry • Technology a secondary issue • ‘Quick-wins’ possible • Meeting regulation • Compliance review • Increasing CSR • Government driven initiatives • Envirowise • Carbon Trust • Manufacturing Advisory Service (MAS) offering free environmental audits

  7. Research to date Barriers • Food quality and safety main priorities • Limited financial and regulatory drivers in developing countries • Lack of awareness of environmental and cost benefits • No demand, cost of certification • Shift in mind set required Incentives/Drivers • Collaboration between public and private • Increase training and regulation • Financial incentives

  8. Proposed Research • How widespread is EMS adoption in Malaysian F&D sector? • What are the drivers and barriers to EMS adoption? • How can environmental performance be improved in the F&D sector? • What incentives or practical recommendations could improve environmental performance? • Implementation strategies? i.e. Framework for EMS implementation • Links established with Malaysian Retail Chain Association (MRCA), American University of Beirut, Lebanon

  9. References • Massoud et al. (2010) Drivers, barriers and incentives to implementing environmental management systems in the food industry: A case of Lebanon Journal of Cleaner Production 18:200 -209 • Babakri K et al. (2003) Critical factors for implementing ISO 14001 standard in United States industrial companies. Journal of Cleaner Production 11:749–52. • Economic and Social Commission for Western Asia, (2001). Impact of the application of ISO 9000 and ISO 14000 on selected industrial sectors: case studies. New York: United Nations. • Matouq M. (2000) The ISO 14001 EMS implementation process and its implications: a case study of central Japan. Environmental Management 25(2):177–88. • Morrow D, Rondinelli D (2002) Adopting corporate environmental management systems: motivations and results of ISO 14001 and EMAS Certification. European Management Journal 20(2):159–71.

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