Eastman Kodak Case Study
World Resources Institute ble Enterprise Program
Sustaina A program of the World Resources Institute
.
Eastman Kodak Case
Implementation of TQEM at Kodak Parks Utilities Division
Our vision is to be a world class company and the leading imaging company in protecting the quality of the environment and the health and safety of our employees, customers, and communities in which we operate.
For more than a decade, WRI’s Sustainable Enterprise Program (SEP) has harnessed the power of business to create profitable solutions to environment and development challenges. BELL, a project of SEP, is focused on working with managers and academics to make companies more competitive by approaching social and environmental challenges as unmet market needs that provide business growth opportunities through entrepreneurship, innovation, and organizational change.
Permission to reprint this case is available at the BELL case store. Additional information on the Case Series, BELL, and WRI is available at: www.BELLinnovation.org. R. Hays Bell, Vice President and Director
Eastman Kodak Corporate Health, Safety and Environment
HS&E Annual Report, 1994.
In mid-1993, the Utilities Division at Kodak Park in Rochester, New York, volunteered to implement a long-term prevention-based environmental management strategy (EMS). The division provides steam, electricity, refrigeration, compressed air, incineration, supply water, and wastewater treatment and disposal services for Eastman Kodak Companies largest U.S. manufacturing site. If the Utilities Division had to cease operations because of compliance or regulatory problems, operations throughout the industrial facility would stop, according to Jeffrey Matthews, Environmental Program Manager at Kodak Park Site Services.
After reviewing a number of environmental management systems, the Total Quality Environmental Management (TQEM) matrix system of the Council of Great Lakes Industries was selected. The TQEM matrix appeared
Sustaina A program of the World Resources Institute
.
Eastman Kodak Case
Implementation of TQEM at Kodak Parks Utilities Division
Our vision is to be a world class company and the leading imaging company in protecting the quality of the environment and the health and safety of our employees, customers, and communities in which we operate.
For more than a decade, WRI’s Sustainable Enterprise Program (SEP) has harnessed the power of business to create profitable solutions to environment and development challenges. BELL, a project of SEP, is focused on working with managers and academics to make companies more competitive by approaching social and environmental challenges as unmet market needs that provide business growth opportunities through entrepreneurship, innovation, and organizational change.
Permission to reprint this case is available at the BELL case store. Additional information on the Case Series, BELL, and WRI is available at: www.BELLinnovation.org. R. Hays Bell, Vice President and Director
Eastman Kodak Corporate Health, Safety and Environment
HS&E Annual Report, 1994.
In mid-1993, the Utilities Division at Kodak Park in Rochester, New York, volunteered to implement a long-term prevention-based environmental management strategy (EMS). The division provides steam, electricity, refrigeration, compressed air, incineration, supply water, and wastewater treatment and disposal services for Eastman Kodak Companies largest U.S. manufacturing site. If the Utilities Division had to cease operations because of compliance or regulatory problems, operations throughout the industrial facility would stop, according to Jeffrey Matthews, Environmental Program Manager at Kodak Park Site Services.
After reviewing a number of environmental management systems, the Total Quality Environmental Management (TQEM) matrix system of the Council of Great Lakes Industries was selected. The TQEM matrix appeared