A SWOT analysis of environmental management practices in Greek Mining and Mineral Industry
ABSTRACT Over the last two decades, mining and mineral exploration companies have adopted various environmental management practices in response to society’s pressure for better environmental protection. The literature highlights a number of benefits and challenges for companies adopting environmental management practices with the Greek Mining and Mineral Industry (GMMI) facing similar issues. In order to analyze the challenges faced by the GMMI, a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis was conducted, which examined the strengths, weaknesses, opportunities and threats faced by the industry when adopting environmental management practices. The analysis prescribes policy recommendations both for the government and industry which, if adopted, could facilitate improved environmental performance.
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ABSTRACT: a b s t r a c t A country's mining industry, despite its significant contributions to the country's economic growth, generally has a very poor public image because it is considered as a major environmental polluter. To acquire an improved social image, as well as to comply with government regulations, mining industries are increasingly implementing environmental management systems (EMS), cleaner production (CP), and adopting green supply chain management (GSCM) practices. GSCM focuses on a reduction of the adverse impacts of supply chain activities as well as a minimization of energy and material usage. This study focuses on the mining industry as a case study by which we will identify factors and sub-factors hindering GSCM implementation. A graph theoretic and matrix approach (GTMA) has been used to quantify the adverse impact of these barriers on GSCM implementation. An assessment of the inhibiting strength of the barriers will help decision makers rank them and decide a course of action that will make an optimum utilization of available resources during times of resource scarcity. Ó 2012 Published by Elsevier Ltd.
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ABSTRACT: Iran has very high potential for production and export of dimension stone (rock quarried to size and shape specifications); Nevertheless, in spite of growing mine production during the past decade, in many instances this potential has been overlooked. Iran’s share in global market’s stones is small. Construction, decorative, and facing stones of Iran are among the highest-quality products in the world. In terms of variety of colors, texture, quality, and economic value, some of these reserves are unique and can be extracted and exported, creating jobs and income for the country. Lack of scientific planning, poor management and lack of clear strategies are the most important problems in these mines. Therefore it is necessary to investigate strategic factors of these mines. In this paper to analyze strategic factors in dimensional stone mines of Iran, first internal and external factors have been identified. Then the strategic planning of these mines has been developed. For this purpose, by using SWOT matrix and IE matrix (internal–external matrix) appropriate strategies have been selected.ARABIAN JOURNAL FOR SCIENCE AND ENGINEERING 38(1). · 0.39 Impact Factor
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ABSTRACT: This article explores the reasons that affect the decisions of managers of firms to adopt management practices in order to green their supply chain management. Under the context of environmental policy, the relationship between policy instruments (‘command and control’, market-based, and self-regulated) and the decisions of managers to adopt green supply chain management (G-SCM) practices is examined. The results show that in some cases the environmental legislation, market-based instruments and self-regulated incentives could play a critical role in the decisions of managers to adopt some specific G-SCM practices, while in other cases environmental policy instruments have not seemed to affect the decisions of managers regarding some other G-SCM practices.Clean Technologies and Environmental Policy 01/2012; 14(5):953-964. · 1.83 Impact Factor