Integrated Facility Environmental Management Approaches: Lessons from Industry for Department of Defense Facilities

By Beth E. Lachman; Frank Camm et al. | Go to book overview

Appendix A
PROCTOR & GAMBLE MEHOOPANY
ENVIRONMENTAL MANAGEMENT CASE STUDY

This case study is based primarily on interviews of Procter & Gamble (P&G) Mehoopany staff members that took place in October 1997. P&G company brochures and written information were also used when applicable. Please note that case studies are snapshots of a particular organization at a particular time and that Mehoopany's program has continued to evolve since the interviews. Subsequent communications with P&G Mehoopany have indicated that, while some of the details may have changed, the message is largely the same.

This appendix describes P&G Mehoopany's environmental program, emphasizing its successful implementation. Brief overviews of the facility, its general organizational structures, and some of the environmental accomplishments are followed by discussion of the policy, goals, visions, and structural elements of the environmental management system (EMS). Next, the appendix describes the facility's processes for environmental assessment and priority-setting, its effectiveness at stakeholder relationships, and how it trains and motivates its employees. A brief conclusion follows.


CASE STUDY OVERVIEW

The largest P&G plant in the world, with about 2,700 employees drawn from six counties, is set in a rural valley along the Susquehanna River in Mehoopany, Pennsylvania. P&G Mehoopany has two basic product lines: tissues and towels, and diapers. The facility houses a diverse set of functional activities, including pulp

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