In this paper, we take a look at the evolution of IEMA (Institute of Environmental Management and Assessment) as it changes its name to ISEP (Institute of Sustainability and Environmental Professionals), through the lens of environmental management, and its cousins, sustainability and Environment, Social and Governance (ESG), and their complex yet simple relationship.
IEMA was formed by the merging of three organisations in 1999 – the Institute of Environmental Assessment (formed mainly of corporate members), the Environmental Auditors Registration Association (EARA, formed of individual professionals working in Environmental Assessment), and the Institute of Environmental Management. In 2014, IEMA merged with the Global Association of Corporate Sustainability Officers, incorporating corporate sustainability into the environmental agenda.
As a natural evolution, IEMA is now embarking on the next leg of its journey by rebranding as The Institute of Sustainability and Environmental Professionals (ISEP).
Now is an ideal time to reflect on the relationship between environmental management and sustainability, and how these approaches work hand-in-hand to deliver a safer environment for current and future generations.
What do we mean by environmental management? Across different organisations, countries, and regions, ‘environmental management’ takes on differing emphasis. For some, environmental management has a strong focus on complying with environmental laws, regulations and obligations (examples can include such things as waste and hazardous substance management, water quality protection, noise, dust, emissions and vibration monitoring, pollution prevention plans and soil management plans.) For others, environmental management is sounding much more like ‘sustainability’, incorporating economic and social considerations, as we’ll see below.
Already in 1992, there was an environmental management system standard, BS 7750, which went on to become the internationally renowned ISO 14001 in 1996. Of course, there are other routes to environmental management from the European Eco Management and Audit Scheme (EMAS) to individually-run organisational and country schemes.
In 1987, the United Nations defined sustainability as ‘meeting the needs of the present without compromising the ability of future generations to meet their own needs.’ The same report was the basis of the three pillars of sustainability as we know them now – social, economic, and environmental. Again, as we’ll see below, the last of these seems to be doing most of the heavy lifting.
In 2004, ESG – Environment, Social and Governance (ESG) – was coined by UN Global Compact and was adopted by the world of Finance, introducing ‘governance’ into the common parlance of sustainability.
Terms such as ‘sustainability’ and ‘ESG’ have become very fashionable (this isn’t a bad thing!) and environmental management has somewhat taken more of a back seat. And yet, behind the scenes of sustainability and ESG you’ll most likely find an environmental management system of some kind acting as an engine of measurement, monitoring and management.
Equally, look carefully under the bonnet of what claim to be environmental management activities or schemes, and you’ll see actions on the economic, governance and social aspects of sustainability.
Environmental management provides the framework and tools necessary to implement sustainable practices. For example, environmental management systems help organisations systematically monitor and minimise their environmental impact and identify risks and opportunities. These frameworks help to ensure that sustainable practices are consistently applied and monitored so the long-term vision can be realised
Environmental management ensures that organisations comply with environmental regulations and standards, and enable them to go beyond regulations to achieve, for example, long-term ecological balance and social responsibility.
Financially, environmental management’s focus on direct and indirect impacts, compliance, and operational efficiency, leads to cost savings, risk mitigation and avoidance of prosecutions and fines. It allows an organisation to take a broader, long-term view, integrating sustainable practices into the core business strategy. An environmental management system can highlight responsible growth and help to deliver profits from fair and ethical practices, which in turn leads to long-term financial gains, market opportunities, and proactive risk management.
Environmental management focuses on continuous improvement through regular audits, assessments, and updates to environmental policies and practices. This takes climate change and resource scarcity challenges into consideration, and helps to improve a business’s long-term viability by designing out waste and creating a brand that attracts and retains environmentally-conscious customers.
Environmental management identifies opportunities for resource efficiency, such as reducing energy and water consumption, which are critical for environmental and organisational sustainability. It aims to optimise resource use to ensure that future generations have access to necessary resources.
Environmental management involves engaging stakeholders to understand and address environmental impacts and expands this engagement to include broader social and economic considerations.
By considering the entire lifecycle of products and services, environmental management encompasses social, economic, and environmental dimensions, promoting practices that ensure long-term ecological health and resource availability. Practical examples can include such things as ethical procurement, sustainable supply chains, renewable energy, water conservation, sustainable agriculture, forestry and fishing practices, organic farming, circular economy, waste elimination and recycling, and habitat preservation, creation and restoration.
Environmental management already has many of the aspects of sustainability embedded within it. That we find ourselves with too many phrases for environmental managemental actions can only be a good thing. A good environmental management system can help an organisation to demonstrate their environmental AND sustainability AND ESG credentials, including (perhaps especially) through third party verification and auditing, a strong part of environmental management.
As IEMA (soon to be ISEP) moves into an exciting new era (which in reality they’ve been doing for some time), their Environmental Management Network look forward to supporting all members working in environmental management, sustainability and ESG as they strive to deliver a better environment for current and future generations.
This piece was written by IEMA’s Environmental Management Network Steering Group with special thanks to Kieran Doona, Lesley Wilson, Nicola Steele, Lloyd Clark, and Martin Baxter.
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