Circular-oriented Environmental Management Systems: A Case Study on how to Support the Potential for Integrating Circular Economy in an EMS According to ISO 14001
Author
Olesen, Sofie Nygaard Rønnov
Term
4. Term
Publication year
2022
Submitted on
2022-06-03
Pages
94
Abstract
Environmental management systems (EMS) have guided corporate environmental efforts since the 1990s, but have often focused on incremental improvements. In 2015, ISO 14001 was revised to a High-Level Structure (HLS), strengthening the strategic potential of EMS and providing a better basis for advanced initiatives such as the circular economy (CE). Against this backdrop, the thesis asks: How can the potential for integrating CE into an ISO 14001-based EMS be supported in large Danish manufacturing companies? The study applies a qualitative, multiple-embedded case study of five large Danish manufacturers and develops a conceptual framework that distinguishes three EMS types: Traditional EMS, Product-Oriented EMS (POEMS), and Circular-Oriented EMS (COEMS). COEMS is defined as the strategic integration of CE into EMS, where CE strategies are embedded in the core business and aim to incorporate the “slowing” strategy. Findings indicate that all case companies operate traditional EMS, with two beginning to extend EMS into product development in line with POEMS. While companies pursue CE strategically, activities are placed in other departments, managed as projects, and only weakly linked to EMS, which remains operationally anchored with limited strategic impact. Most see potential to integrate CE within EMS but highlight challenges including siloed thinking and application of EMS and CE, organizational structures and practices, operational anchoring of EMS, lack of top management commitment, lack of a clear CE strategy, and the inherent complexity of CE. The thesis concludes that supporting this potential requires breaking down silos by rethinking the use of the integrated management system, establishing a clear CE strategy and objectives, securing strong top management support, and using EMS in strategic decision-making to align CE activities. Involving employees and external stakeholders is also essential to anchor daily practice and enable more advanced CE strategies.
Miljøledelsessystemer (EMS) har siden 1990’erne været centrale for virksomheders miljøarbejde, men har ofte haft fokus på gradvise forbedringer. ISO 14001 blev i 2015 revideret til en High-Level-Structure (HLS), som styrker EMS’ strategiske anvendelse og skaber bedre rammer for mere avancerede indsatser som cirkulær økonomi (CØ). Med udgangspunkt i denne udvikling undersøger specialet: Hvordan kan potentialet for at integrere CØ i et EMS, i henhold til ISO 14001, understøttes i store danske produktionsvirksomheder? Studiet bygger på et kvalitativt, multiple-embedded casestudie af fem store danske produktionsvirksomheder og udvikler en konceptuel ramme, der karakteriserer tre EMS-tilgange: traditionelle EMS, produktorienterede EMS (POEMS) og cirkulært orienterede EMS (COEMS). COEMS defineres som strategisk integration af CØ i EMS, hvor CØ-indsatser er velintegreret i kerneforretningen og sigter mod at indarbejde “slowing”-strategien. Resultaterne viser, at alle casevirksomheder arbejder med traditionelle EMS, og at to er begyndt at udvide EMS til produktudviklingen i retning af POEMS. Virksomhederne arbejder strategisk med CØ, men aktiviteterne er placeret i andre afdelinger, organiseres som projekter og er kun svagt forbundet til EMS, som primært er forankret på driftsniveau uden stærk strategisk kobling. De fleste ser et potentiale i at integrere CØ i EMS, men peger på udfordringer som silotænkning, organisatoriske strukturer og praksisser, driftsmæssig forankring af EMS, manglende topledelsesopbakning, uklar CØ-strategi og den grundlæggende kompleksitet i at arbejde med CØ. Specialet konkluderer, at potentialet kan understøttes ved at nedbryde siloer og gentænke brugen af det integrerede ledelsessystem, etablere en klar CØ-strategi og mål, sikre tydelig topledelsesforankring og anvende EMS aktivt i strategiske beslutninger for at koordinere CØ-indsatser. Desuden bør både medarbejdere og eksterne interessenter inddrages for at skabe ejerskab i driften og muliggøre mere avancerede CØ-strategier.
[This apstract has been generated with the help of AI directly from the project full text]