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The survival of an organisation today depends directly on its capacity to be efficient and competitive. Growing transformations in the world economy impose new variables on the productive process. Environmental management is one of these variants, which brings in itself a series of opportunities and risks. An environmental management system (EMS) allows an organisation to permanently control the effects of the productive process on the environment. In Brazil, the adoption of this new approach still finds certain resistance by companies, which have seen it more as an additional cost than an improvement opportunity. This study aims to identify the environmental actions of some Brazilian companies, seeking to obtain important information about the process and the operations accomplished in the adoption of EMS by companies which seek to improve the quality of life for the population.

This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to find the indirect effects of how GHRM promotes EGB through sequentially mediating employee environmental knowledge management (EEKM) (environmental knowledge and knowledge sharing) and green self-efficacy (GSE).

For the empirical study, the researcher uses partial least squares structural equation modeling to test the proposed conceptual model built on existing literature for greening workplaces in the university in Bangladesh. The study has collected data from 288 Bangladeshi university employees using convenient sampling.

The findings that GHRM practices positively and significantly promote EGB, which captures the employee's tendencies to exercise green behavior in daily routine activities such as turning off lights, air conditioning, computers and equipment after working hours, printing on both sides, recycling (reducing, repair, reuse), disseminating good green ideas, concepts, digital skills and knowledge to peers and champion green initiatives at work. Moreover, the findings also revealed the sequential mediation of EEKM (environmental knowledge and knowledge sharing) and GSE of employees between the link GHRM and EGB. At last, the findings suggested that HR managers can implement the GHRM practices to promote green behaviors among the academic and non-academic staff of the university.

This study contributes to the field by extending knowledge of Social Cognition Theory and Social Learning Theory for greening workplaces in Bangladesh, particularly universities. Specifically, this empirical study is unique to the best of our knowledge and highlights the role of EEKM and GSE as mediation between GHRM and EGB association.

In 1994, the Executive Management Committee (EMC) of Technikon Pretoria took a strategic decision to develop educational programmes in environmental management and sustainable development. The EMC also decided to integrate these programmes with the development and implementation of an environmental management policy for Technikon Pretoria. This paper describes, in the form of a case study, the project embarked upon, which brings together the development and implementation of the curriculum, research and development, management processes for sustainability, community service and national and international cooperation. The paper discusses successes and failures, and the significant lessons that could be learnt from the experience.

This paper aims to evaluate current environmental management systems as indicators of the environmental performance of an organisation.

It considers, in particular, the development of current environmental management systems BS EN ISO 14001:1996 and the eco‐management and audit scheme (EMAS) 761/2001 EEC.

Currently, organisations implementing either BS EN ISO 14000:1996 or EMAS do not need to comment on overall environmental performance. Environmental management is viewed as the control of all human activities that have significant impact on the environment. Neither standard comments on the degree of control exercised, the approach taken, or the effectiveness of that control.

Environmental performance evaluation guidelines are appraised, and quality awards as a conceptual framework for classification of environmental performance are introduced.

The purpose of this paper is to examine the extent to which environmental management (EM) has been used as a facilities management (FM) tool amongst hotels in Macao, China. It also seeks to assess the relative priorities of hotel facilities managers in relation to the environment.

The empirical data was collected via structured questionnaires distributed to facilities/general managers of hotels in Macao.

The research findings reveal that although low customer demand, poor environmental knowledge and the lack of governmental regulations enforcing environmental practices are the reasons hindering hoteliers in Macao from practicing green, the major barrier is that hotel managers do not recognize the importance of environmental management to hotel effectiveness and competitiveness. Consequently, hotels are only interested in improving areas where there are direct financial gains and where there is a fiscal/legislative requirement. A fragmented approach to managing their environmental performance is also resulted.

This paper provides a comprehensive discussion of the roles played by environmental management in improving a hotel's productivity and competitiveness and recommends ways to increase hoteliers' understanding of those roles.

There is a scarcity of literature linking hotel FM and environmental management within the Asian context, especially within Macao. This study sheds light on the extent to which environmental management has been used as a FM tool amongst hotels in Macao. It also contributes to our understanding of the importance of improving a hotel's environmental performance for organizational effectiveness and competitiveness. This paper provides a good background and framework for future studies.

This study explores the extent of environmental management and reporting regulations in Nigeria, highlighting areas of inadequacies in regulatory enforcement and companies’ compliance. We approach the review within the context of the UN 2030 Sustainable Development Agenda (SDA).

This chapter is based on a systematic review of extant environmental regulations and academic literature.

The results show several inadequacies with respect to Nigeria’s environmental management and reporting regulations. We specifically note the changing environmental management and reporting landscape in Nigeria birthing several emerging mandatory reporting codes. We find that fragmented reporting regulations and inappropriate sanctions are responsible for the unsatisfactory compliance and disclosure level noted among firms in the country. Additionally, weak enforcement, funding limitations, unrealistic financial penalties, and general implementation deficits remain factors impeding effective environmental management practice in Nigeria.

This research provides insight into environmental management and reporting inadequacies in Nigeria, and the actions regulators and firm managers need to take on board to help the country actualize the UN 2030 SDA.

Emphasising the significance of managing environmental and social issues for businesses, the chapter aims at highlighting the need of developing a non-financial risk management system for elevating corporate social responsibility (CSR) performance in China. Particularly, through discussing its importance, opportunities, and challenges.

Analysis and discussion of the chapter are based on multiple sources of information. Review of literature includes authoritative academic articles, reports from renowned global organisations, media coverage of corporations, and examples of business cases in China.

Several key findings are covered in the chapter. First of all, environmental and social concerns are usually being deemed as intangible issues that need to be properly articulated and managed by an effective non-financial risk management system for enhancing corporate sustainability in China. Secondly, through different interpretations of sustainability, links could be drawn for non-financial risk management and sustainability. Thirdly, by explaining the impacts from non-financial risk management to sustainable development and profits, the chapter has argued CSR as a clear business case for any company in China. Fourthly, challenges are also portrayed for the effective management of non-financial risk management by corporations. Finally, the need of a well-defined non-financial risk management system for helping businesses to be more competitive, thus, moving closer to sustainability in China and elsewhere is provided.

Integrating environmental and social risks is critical to the effective management of any corporation’s real risks and to improve resource allocation in a sustainable fashion. This demands a systematic and strategic identification of issues through non-financial risk management. Most significantly, this chapter has shown the way this can be achieved by any corporation in China, and the concepts can be applied into other societies.

The contribution of the chapter is thought to be significant. Although there exists a wide body of research on sustainable development, risk management and CSR in China, there is limited insight into how corporations can effectively conceptualise such intangible or non-financial risks in relation to sustainability.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Though environmental management accounting (EMA) is a globally recognized accounting practice, its application and development within several developing economies remain stunted. The aim of this chapter is to provide an overview of the extent to which EMA practices have been implemented by local manufacturing companies in Nairobi, Kenya.

We measure the degree to which EMA methods have been adopted by manufacturing entities and hypothesize that firm size, financial performance, and regulation are positively associated to the extent to which EMA techniques are applied by Kenyan corporations. The chapter employs a mixed methods research approach and combines the use of surveys with semi-structured interviews to gain insights into drivers of EMA and the extent to which these methods are applied locally.

We find environmental regulation and financial performance are positively associated with the level of EMA practices applied by manufacturing entities.

The findings illustrate the complexities of applying EMA practices within an emerging context and provide evidence that EMA practices are still predominantly used by entities to meet local regulatory requirements. The qualitative findings indicate there could be some companies who engage with EMA at a more sophisticated level.

This study examines the impact of environmental activity management (EAM) on triple bottom line (TBL) performance and the role that sustainability strategies play in mediating these relationships. Data were collected using a survey of Australian managers and analysed using structural equation modelling (SEM). The findings indicate that each of the three levels of EAM – Environmental Activity Analysis, Environmental Activity Cost Analysis, and Environmental Activity Based Costing – influence-specific aspects of performance, either directly and/or indirectly through environmental and social sustainability strategies. The findings suggest that managers could enhance their use of EAM practices through the use of sustainability strategies in order to enhance performance. This study provides empirical insight into the impact that EAM practices and environmental and social sustainability strategies have on all three aspects of TBL performance.