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1996 Electronics Industry Environmental Roadmap - Civil and ...

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Strategic Business Opportunities<br />

product-oriented (e.g., recyclability) <strong>and</strong> process-oriented (e.g., chemical<br />

reduction) issues.<br />

In addition to educating Motorola employees, Motorola has begun to share these<br />

training programs with their suppliers <strong>and</strong> customers. It is obviously critical to<br />

have suppliers working from a similar perspective if a corporation is going to implement<br />

a “Design for Environment” program. Customers have been enthusiastic<br />

about Motorola’s initiative in these areas as well. The manager of Motorola’s<br />

Environment <strong>and</strong> Safety Education group says that, for Motorola, “Compliance<br />

with regulations is obviously relevant in offering these program, but the<br />

fundamental course message is that DFE is good business.”<br />

Most recently, Motorola has partnered with a non-profit training organization, the<br />

Management Institute for Environment <strong>and</strong> Business, to develop a program for senior-level<br />

decision makers. Motorola’s business leaders <strong>and</strong> environmental managers<br />

attend this two-day class on integrating environmental issues into business<br />

decisions. The class teaches environmental managers the skills <strong>and</strong> vocabulary<br />

they need to interact successfully with corporate decision makers. The seniorlevel<br />

business managers learn that the environmental managers can provide<br />

important information if the EHS people are sought out early in the strategic<br />

decision-making process.<br />

Technology Transfer: Companies, acting individually or in consortia, can develop<br />

models of best practices to be shared with other companies facing similar problems but<br />

without resources to develop solutions on their own. This approach is especially valuable<br />

for large corporations working with their second <strong>and</strong> third tier suppliers. Once<br />

developed, such guidelines can serve as a basis for industry consensus on operating<br />

philosophies <strong>and</strong> principles. The chemical industry, for example, has established a<br />

“Stewardship Initiative” which members of the Chemical Manufacturers Association<br />

must adopt in order to maintain their Association membership.<br />

27

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