Publication: Environmental and Social Management System Implementation Handbook: General
Loading...
Published
2015-03
ISSN
Date
2015-10-19
Author(s)
Editor(s)
Abstract
Environmental and social responsibility is becoming more and more important in today’s global economy. There are thousands of environmental and social codes and standards in the world today. The codes and standards define the rules and the objectives. But the challenge is in the implementation. An environmental and social management system (ESMS) helps companies to integrate the rules and objectives into core business operations, through a set of clearly defined, repeatable processes. This Handbook is intended to be a practical guide to help companies develop and implement an environmental and social management system, which should help to improve overall operations. In the current economic climate, companies are under pressure to perform or even just survive. New initiatives are often met with resistance as people struggle to keep up with their day-to-day responsibilities. Some people think that an environmental and social management system must be big, complicated and expensive. But that is not really true. To be effective, a management system needs to be scaled to the nature and size of the company.
Link to Data Set
Citation
“International Finance Corporation. 2015. Environmental and Social Management System Implementation Handbook: General. © International Finance Corporation. http://hdl.handle.net/10986/22784 License: CC BY-NC-ND 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication Environmental and Social Management System Implementation Handbook(Washington, DC, 2015)Environmental and social responsibility is becoming more and more important in today’s global economy. There are thousands of environmental and social codes and standards in the world today. The codes and standards define the rules and the objectives. But the challenge is in the implementation. An environmental and social management system (ESMS) helps companies to integrate the rules and objectives into core business operations, through a set of clearly defined, repeatable processes. This handbook is intended to be a practical guide to help companies develop and implement an (ESMS), which should help to improve overall operations. If a company has existing management systems for quality or health and safety, this handbook will help to expand them to include environmental and social performance.Publication Environmental and Social Management System Implementation Handbook : Crop Production(Washington, DC, 2014-06-10)This Handbook is intended to be a practical guide to help companies in the crop production industry develop and implement an environmental and social management system, which should help to improve overall operations. If a company has existing management systems for quality or health and safety, this Handbook will help to expand them to include environmental and social performance. Sections I and II provide background on environmental and social management systems (ESMS) in the crop production industry. Section III provides step-by-step instructions on how to develop and implement an ESMS. The ESMS Toolkit and Case Studies give tools to help develop and implement the systems described in the Handbook, and presents two case studies on companies in the crop production industry that implemented ESMS. For more publications on IFC Sustainability please visit www.ifc.org/sustainabilitypublications.Publication Environmental and Social Management System Implementation Handbook(World Bank, Washington, DC, 2015-03)Today, health care facilities are confronted with a number of significant envi-ronmental and social challenges. None of the challenges is insurmountable, but if not effectively assessed and managed, they will hurt the quality of your patient care, profitability, reputation, and prospects for future sustainability. Among these challenges are the increasing cost of energy and water, the grow¬ing power and influence of regulatory agencies, and rapidly evolving commu¬nity awareness and concerns about environmental and social issues. These risks are in addition to the primary risk of failing to provide high-quality health care or build patient confidence. All of these risks ultimately have financial consequences and are driving forces that should motivate you to implement a management system for your health care facility. A management system will enable you to consistently foresee and address issues confronting your facility so you can prevent potential risks from becoming actual problems. Implementing an environmental and social management system (ESMS) can have direct financial benefits. Conserving and using energy and water more efficiently helps to reduce operational costs.Publication Environmental and Social Management System Implementation Handbook : Textiles and Apparel(Washington, DC, 2014-06)Today, textiles and apparel companies are confronted with a number of significant environmental and social challenges. None of the challenges are insurmountable, but if not effectively addressed and managed, they can hurt core business operations and profitability. Among these challenges are increasing energy and raw materials costs, the growing power and influence of environmental and labor regulatory agencies, and rapidly evolving consumer awareness and concerns about environmental and social issues. These risks are in addition to the primary risk of failing to build brand and consumer confidence. This Handbook is intended to be a practical guide to help companies in the textiles and apparel industry develop and implement an environmental and social management system, which should help to improve overall operations. If a company has existing management systems for quality or health and safety, this Handbook will help to expand them to include environmental and social performance. Sections I and II of this handbook provide background on environmental and social management systems (ESMS) in the textiles and apparel industry. Section III provides step-by-step instructions on how to develop and implement an ESMS. The ESMS Toolkit and Case Studies section gives tools for implement the systems described, as well as two case studies of companies in the food and beverage industry that implemented an ESMS. Finally, the ESMS Self-Assessment and Improvement Guide is a companion publication contains a questionnaire, maturity matrix, and improvement tips to help companies measure the maturity of their ESMS. For more publications on IFC Sustainability please visit www.ifc.org/sustainabilitypublications.Publication Environmental and Social Management System Implementation Handbook : Animal Production(Washington, DC, 2014-06)Environmental and social responsibility is becoming more and more important in todayapos;s global economy. There are thousands of environmental and social codes and standards in the world today. The codes and standards define the rules and the objectives. But the challenge is in the implementation. An environmental and social management system (ESMS) helps companies to integrate the rules and objectives into core business operations, through a set of clearly defined, repeatable processes. This Handbook is intended to be a practical guide to help companies in the animal production industry develop and implement an environmental and social management system, which should help to improve overall operations. Some people think that an environmental and social management system must be big, complicated and expensive. But that is not really true. To be effective, a management system needs to be scaled to the nature and size of the company. If a company has existing management systems for quality or health and safety, this Handbook will help to expand them to include environmental and social performance. Sections I and II provide background on environmental and social management systems (ESMS) in the animal production industry. Section III provides step-by-step instructions on how to develop and implement an ESMS. The ESMS Toolkit and Case Studies section offers tools to help you develop and implement the systems described in this Handbook, as well as two case studies in the animal production industry that implemented an ESMS. The Self-Assessment and Improvement Guide offers tools to measure the maturity of an ESMS and to develop a plan for improvement. For more publications on IFC Sustainability please visit www.ifc.org/sustainabilitypublications.
Users also downloaded
Showing related downloaded files
Publication World Development Report 2024(Washington, DC: World Bank, 2024-08-01)Middle-income countries are in a race against time. Many of them have done well since the 1990s to escape low-income levels and eradicate extreme poverty, leading to the perception that the last three decades have been great for development. But the ambition of the more than 100 economies with incomes per capita between US$1,100 and US$14,000 is to reach high-income status within the next generation. When assessed against this goal, their record is discouraging. Since the 1970s, income per capita in the median middle-income country has stagnated at less than a tenth of the US level. With aging populations, growing protectionism, and escalating pressures to speed up the energy transition, today’s middle-income economies face ever more daunting odds. To become advanced economies despite the growing headwinds, they will have to make miracles. Drawing on the development experience and advances in economic analysis since the 1950s, World Development Report 2024 identifies pathways for developing economies to avoid the “middle-income trap.” It points to the need for not one but two transitions for those at the middle-income level: the first from investment to infusion and the second from infusion to innovation. Governments in lower-middle-income countries must drop the habit of repeating the same investment-driven strategies and work instead to infuse modern technologies and successful business processes from around the world into their economies. This requires reshaping large swaths of those economies into globally competitive suppliers of goods and services. Upper-middle-income countries that have mastered infusion can accelerate the shift to innovation—not just borrowing ideas from the global frontiers of technology but also beginning to push the frontiers outward. This requires restructuring enterprise, work, and energy use once again, with an even greater emphasis on economic freedom, social mobility, and political contestability. Neither transition is automatic. The handful of economies that made speedy transitions from middle- to high-income status have encouraged enterprise by disciplining powerful incumbents, developed talent by rewarding merit, and capitalized on crises to alter policies and institutions that no longer suit the purposes they were once designed to serve. Today’s middle-income countries will have to do the same.Publication Global Economic Prospects, June 2025(Washington, DC: World Bank, 2025-06-10)The global economy is facing another substantial headwind, emanating largely from an increase in trade tensions and heightened global policy uncertainty. For emerging market and developing economies (EMDEs), the ability to boost job creation and reduce extreme poverty has declined. Key downside risks include a further escalation of trade barriers and continued policy uncertainty. These challenges are exacerbated by subdued foreign direct investment into EMDEs. Global cooperation is needed to restore a more stable international trade environment and scale up support for vulnerable countries grappling with conflict, debt burdens, and climate change. Domestic policy action is also critical to contain inflation risks and strengthen fiscal resilience. To accelerate job creation and long-term growth, structural reforms must focus on raising institutional quality, attracting private investment, and strengthening human capital and labor markets. Countries in fragile and conflict situations face daunting development challenges that will require tailored domestic policy reforms and well-coordinated multilateral support.Publication Women, Business and the Law 2024(Washington, DC: World Bank, 2024-03-04)Women, Business and the Law 2024 is the 10th in a series of annual studies measuring the enabling conditions that affect women’s economic opportunity in 190 economies. To present a more complete picture of the global environment that enables women’s socioeconomic participation, this year Women, Business and the Law introduces two new indicators—Safety and Childcare—and presents findings on the implementation gap between laws (de jure) and how they function in practice (de facto). This study presents three indexes: (1) legal frameworks, (2) supportive frameworks (policies, institutions, services, data, budget, and access to justice), and (3) expert opinions on women’s rights in practice in the areas measured. The study’s 10 indicators—Safety, Mobility, Workplace, Pay, Marriage, Parenthood, Childcare, Entrepreneurship, Assets, and Pension—are structured around the different stages of a woman’s working life. Findings from this new research can inform policy discussions to ensure women’s full and equal participation in the economy. The indicators build evidence of the critical relationship between legal gender equality and women’s employment and entrepreneurship. Data in Women, Business and the Law 2024 are current as of October 1, 2023.Publication Argentina Country Climate and Development Report(World Bank, Washington, DC, 2022-11)The Argentina Country Climate and Development Report (CCDR) explores opportunities and identifies trade-offs for aligning Argentina’s growth and poverty reduction policies with its commitments on, and its ability to withstand, climate change. It assesses how the country can: reduce its vulnerability to climate shocks through targeted public and private investments and adequation of social protection. The report also shows how Argentina can seize the benefits of a global decarbonization path to sustain a more robust economic growth through further development of Argentina’s potential for renewable energy, energy efficiency actions, the lithium value chain, as well as climate-smart agriculture (and land use) options. Given Argentina’s context, this CCDR focuses on win-win policies and investments, which have large co-benefits or can contribute to raising the country’s growth while helping to adapt the economy, also considering how human capital actions can accompany a just transition.Publication Business Ready 2024(Washington, DC: World Bank, 2024-10-03)Business Ready (B-READY) is a new World Bank Group corporate flagship report that evaluates the business and investment climate worldwide. It replaces and improves upon the Doing Business project. B-READY provides a comprehensive data set and description of the factors that strengthen the private sector, not only by advancing the interests of individual firms but also by elevating the interests of workers, consumers, potential new enterprises, and the natural environment. This 2024 report introduces a new analytical framework that benchmarks economies based on three pillars: Regulatory Framework, Public Services, and Operational Efficiency. The analysis centers on 10 topics essential for private sector development that correspond to various stages of the life cycle of a firm. The report also offers insights into three cross-cutting themes that are relevant for modern economies: digital adoption, environmental sustainability, and gender. B-READY draws on a robust data collection process that includes specially tailored expert questionnaires and firm-level surveys. The 2024 report, which covers 50 economies, serves as the first in a series that will expand in geographical coverage and refine its methodology over time, supporting reform advocacy, policy guidance, and further analysis and research.