"Pollution prevention plans can get people to think about the alternatives, but action requires leadership and incentive."
Tom Zosel, 3M
Top management support is critical to get a pollution prevention program started, to incorporate it into already existing activities, and to sustain it. Specific types of support needed from management include: assigning responsibility for progress evaluation, allocating time and budget, and recognizing achievements. Continuity of the pollution prevention program is important. It should be set up in such a way that one step can flow naturally into the following step in a continuous cycle.
Suggestions on how to garner the support of all levels of management include providing them with information on some of the benefits of implementing a pollution prevention program. Include the following topics:
To get all management levels interested in developing a pollution prevention program and to increase their knowledge about the subject, bring to their attention case studies from other successful companies. Bring in outside speakers to talk about benefits of developing pollution prevention programs. If the company or facility already has some exceptional pollution prevention activities underway, consider applying for the State of Ohio Governor's Awards for Outstanding Achievement in Pollution Prevention. Just the act of applying for this or other awards can result in more commitment from all levels of management.
To begin a successful pollution prevention program, draft a brief written policy statement in support of a pollution prevention program. Obtain endorsement of the policy by all management levels and then distribute to all employees. In some cases, developing a corporate-wide policy statement can be a lengthy process. Rather than allow this procedure to delay proceeding with the program, an interim policy or area-specific policy can be developed. This can get the program started; the corporate policy can follow later.
As with other policy statements your company develops, your pollution prevention policy statement should state why a program is being established, what is to be accomplished in qualitative terms, and who will do it. Two example policy statements are given in Figure 2. They differ in level of detail, but both answer these key questions:
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A pollution prevention program needs to be viewed by all personnel in the facility as a way of doing business. It can be incorporated within a total quality management (TQM) program because it focuses on increasing efficiencies and more effectively utilizing raw materials. It also builds nicely on a health or environmental safety program because it can do the following: reduce the amount/toxicity of chemicals in the workplace; reduce short and long-term exposure of employees, visitors, and contractors; reduce or eliminate monitoring requirements; reduce air handling equipment requirements; and, reduce or eliminate the need for personal protective equipment.
The commitment from all employees to implement a pollution prevention program starts before any assessment or evaluations have been performed. It is measured as the time and effort needed to raise employee awareness, establish a cohesive pollution prevention team, and begin to incorporate pollution prevention ideas into the day-to-day operations of the company. Pollution prevention is a team effort. The people who enter the facility every day are the most valuable assets to ensure a pollution prevention program works well.