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Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703

www.elsevier.com/locate/rcim

Developing a framework for sustainabilitymanagement in engineering SMEs

S. Burke�, W.F. Gaughran

Department of Manufacturing and Operations Engineering, University of Limerick, Castletroy, Limerick, Ireland

Abstract

Sustainability issues in manufacturing and production are growing exponentially. Initially referring to environmental considerations,

sustainability now also encompasses social, ethical and economical responsibilities. This paper focuses on engineering and manufacturing

SMEs and outlines a regional study undertaken on a small number of these companies which have succeeded in developing appropriate

tools and strategies to satisfy the current ISO 14001 standard. Their experiences, strategies and solutions are used to devise and develop a

framework for sustainability management, taking an incremental approach in moving from environmental management, using ISO

14001 as a foundation, to sustainability management which will contribute to an annual sustainability report which is currently only

undertaken by large corporations. The framework consists of two levels, with the first focusing on ISO 14001 and the second aimed

towards managing all social, environmental and economical aspects within an engineering SME. Key results from the regional study of

ISO 14001 certified engineering SMEs highlight the importance of environmental and sustainability awareness programs for top

management, eliciting and obtaining their full support and commitment.

r 2007 Elsevier Ltd. All rights reserved.

Keywords: Sustainability; SMEs; Framework; ISO 14001; Management; Environmental; Strategies

1. Introduction

Sustainable development (SD) is a global objective, andalthough SMEs may see themselves as insignificant, theircollective impact on the economy, environment and societyhas been outlined as one of the main barriers towardsachieving this goal [1]. As the term ‘‘sustainability’’ has noagreed international definition, it is defined by the authorsas being a composite of social, environmental andeconomical practices within a company. Whether SMEsare aware or not, sustainability concerns and issues areincreasing rapidly, reflected by the changes in internationalformal and voluntary standards, European documentationand directives, and local legislation. Large companies havemoved with the changing times, implementing appropriatemanagement systems and approaches [2]. Similar to thediffusion of quality and environmental requests down

e front matter r 2007 Elsevier Ltd. All rights reserved.

im.2007.02.001

ing author. Tel.: +353 61 202910; fax: +353 61 202913.

ess: stephen.burke@ul.ie (S. Burke).

through the supply chain, it will be a matter of timebefore social and ethical demands are made on SMEsuppliers [3,4].SMEs are currently not aware of impinging legislation or

their environmental impact. Although not conclusivelycalculated, SMEs are quoted as contributing 70% of globalenvironmental pollution [5] with the majority coming frommanufacturing sectors. The identification and cataloguingof all associated legislation [6] should be normal practicewithin SMEs, however the majority must hire a consultantwho reviews all appropriate legislation. For SMEs withoutconsultants, this is a daunting and drawn out task ofcompiling all appropriate legislation. As a result ofincreasing sustainability concerns, issues and associatedlegislation, SMEs require a framework allowing them toeasily identify and manage all environmental, economicaland social aspects of their businesses which may be under-performing. A proposed framework is outlined in Section3, where ISO 14001, which deals with environmentalmanagement, is used as a base from which to take account

ARTICLE IN PRESSS. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703 697

of sustainability aspects. Level 1 of this framework isdevoted to obtaining ISO 14001 certification and level 2focuses on implementing sustainability management.

Due to the broad nature of SMEs and their previousdeleterious treatment by research as a single homogenousgroup [5], a detailed review and breakdown was required.The engineering sub-sector of manufacturing was chosenwith which to develop and pilot the proposed framework.Before the framework and its content were developed, adetailed regional study of ISO 14001 certified engineeringSMEs was carried out identifying successful approachesand strategies required for level 1 of the framework.

2. Regional study of ISO 14001 certified Irish engineering

SMEs

This study involved the detailed investigation andanalysis of six ISO 14001 certified engineering SMEswithin Ireland over a 3-month period. Qualitative informa-tion was obtained using themed interviews, site visits,company websites and local newspaper articles. Companieshaving ISO 14001 certification were a key requirement forparticipating in this study. Companies with less than 250employees were then selected based on their main activityinvolving the engineering of primarily metal-based pro-ducts. Each company was allowed to choose the inter-viewee based on their knowledge and experience with ISO14001. Due to time and employee constraints within SMEs,it would not have proved viable to interview more than oneemployee regarding the Environmental Management Sys-tem (EMS). In the majority of companies, only theenvironmental manager had sufficient knowledge of thesetting up and running of the EMS. Listings of ISO 14001certified companies were obtained from two of the maincertification bodies in Ireland. There were 15 engineering-based companies having a formally certified EMS inIreland, with eight having less than 250 employees. Outof the eight certified engineering SMEs, six were willing toparticipate in the study.

The nationwide study consisted of a qualitative investiga-tive tool and took the form of a semi-structured themedinterview, designed to collect a genuine, unbiased andrealistic description of a company’s experiences with ISO14001. A specially designed interview protocol was designedwhich outlined the main themes and broad areas to becovered. These served as signposts for the direction ofconversation. Open-ended questions were contained withineach of the themes allowing the interviewee to ‘raiseimportant issues not contained within the schedule’ [7].Probes were also built into each of the broad areas helping toflesh out the topic and avoid overlooking any aspects [8]. Thefollowing themes were arranged in chronological order:

Main themes

Secondary themes and

probes

�

Initiation and settingup ISO 14001

�

Reliance onconsultants

�

Design and running ofISO 14001

�

Use of innovativestrategies and tools forISO 14001

�

Afterthoughts on ISO14001 certification

�

Existence ofsustainability aspectswithin the company

To increase the reliability of the interview, the designedprotocol was given to an independent scholar and pre-tested in one of the participating SMEs [9]. To furtherincrease the reliability of information obtained, a write upof each interview and all data collected was sent to therespective company where they had the opportunity tomake alterations or include additional comments regardingtheir experiences with ISO 14001. This ensured that resultswere not erroneous or reflective of researcher bias. Initially,it was envisaged to tape record interviews allowing fordetailed analysis. After consultation with the scholarhowever, it was decided to omit this aspect for fear ofcreating tension and anxiety leading to poor or restrictedresponses from the interviewee. Instead, a detailed takingof notes was preferred. To increase the ease of note taking,a special data collection sheet was designed whichembedded the interview protocol containing the broadthemes, areas to be focused on and the respective probes.Although all possible steps were taken to increase the

authenticity and reliability of information obtained, it mustbe noted that research concerning environmental issues isfraught with social desirable response issues [10]. As theinterviewee in the majority of the six companies wasresponsible for establishing the EMS, there may have beena bias present, due to their proud accomplishment. Despiteneutral prompting of areas, and showing neither a surprisenor disapproval at responses obtained by the interviewee,the ‘Hawthorne effect’ as described by Silverman [7] mayhave been present. This effect, whereby the interest of theinterviewer visiting the company is transferred to theinterviewee, may have contributed to further bias regardingsocial desirable response issues. The information obtainedfrom the interview was combined and triangulated [7] asmuch as possible with observations during the site visit andall available reports whereby the true and unbiasedattitudes and activities could be obtained.

2.1. Execution of the study

Prior to each company visit, research was carried out ontheir history and background, using all publicly availablematerial, e.g. newspaper articles, company brochures,reports, company websites, customer websites. Eachcompany was visited, where the previously outlined inter-view was carried out. During the interview, notes weretaken using the specially designed data collection sheetusing shorthand and abbreviation. Directly after the sitevisit, these notes etc. were transcribed into legible text,adding in extra comments and notes from the interview

ARTICLE IN PRESSS. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703698

including observations of company’s site and surroundings.In the following days, a draft report was prepared whichgathered information from all sources. As mentionedpreviously, in order to ensure a genuine, realistic andunbiased view of the researcher, the draft report was sentto the company for alterations and/ or further additionalcomments. Any alterations and/ or comments made wereupdated in the final report.

2.2. Results of regional study

Each of the six companies has been given a spuriousname, which will be used in order to refer to them for thepurposes of this research. The names are Mercury Ltd.,Jupiter Ltd., Saturn Ltd., Neptune Ltd., Pluto Ltd.and Earth Ltd. Each company is outlined with emphasison the following areas: Existing Management Systems,External Assistance Used, Tools and Approaches toISO 14001, and Attitudes to Social Aspects and Sustain-ability. This section aims to create a picture of eachcompany showing their approaches, experiences and dailyoperation.

Each of the six companies took an individual, yetcommon approach towards ISO 14001 certification.Table 1 outlines a synthesised approach towards imple-menting ISO 14001 based on the results (see Fig. 1) foreach of the engineering SMEs. Table 2 amalgamates thesuccessful solutions implemented within the companiesstudied. It is proposed that the majority of these solutionsand tools can be applied within a framework to help similarengineering SMEs obtain EMS certification.

2.3. Discussion of regional study

Several factors, including the existence of an IPC licence,informal EMS, and quantity of external assistanceemployed, affected the implementation of formal EMSsand the development of appropriate tools within thecompanies studied. SMEs relying heavily on consultantsobtained formal certification in a shorter space of time.Neptune Ltd. had both an existing IPC licence and aninformal EMS prior to employing a full time environ-mental consultant, and achieved formal certification in thespace of 5 months. Saturn Ltd., who relied heavily onexternal assistance obtained formal certification within 8months. Pluto Ltd. having an IPC licence and informal

Table 1

Synthesised approach towards ISO 14001 implementation

1. Environmental policy

2. Initial environmental review (IER)

3. Gap analysis

4. Objectives and target setting

5. Systematic review and ranking of processes (process maps, flowcharts,

significant aspect calculations)

6. Environmental management programmes

EMS obtained certification within 13 months without anyexternal ISO 14001 consultant.It was also identified that time taken/ allocated to

implement an EMS is another major factor affecting theoutcomes and benefits. SMEs implementing EMSs quicklyresulted in short-term solutions, e.g. repairing machineryand adopted generic EMS tools such as significant aspectcalculations. This was also identified by Ilomaki andMelanen [11] that rapid EMS implementation produceslittle real change. No product- or packaging-relatedchanges were identified among the companies studiedwhere certification took less than 12 months. In contrastto this was, where light weighting, closed loop systems,redesign of packaging, changing processes and the return-able packaging strategies were undertaken by companiesimplementing an EMS, over a period exceeding 12 months.It can be seen, therefore, that slow EMS implementationencourages lifecycle thinking and material efficiency con-siderations leading to greater benefits in the long term [11].Current attitudes and practices towards social responsi-

bility and sustainability were positive among all theengineering SMEs studied. As well as having health andsafety systems in place, positive community relations wereevident among all companies studied. One of the compa-nies studied organised an open day, so that the public andother local companies could learn more about their EMS.A second company mentored a fellow company inimplementing a formal EMS. A third participated in thecommunity, sponsoring local events and initiatives.

2.4. Summary of regional study

This regional study of ISO 14001 certified engineeringSMEs was a success achieving all the initial goals andthemes. Qualitative information from the themed interviewwas successfully accompanied with observations from sitevisits, company websites and reports, in providing anauthentic and realistic account of the experiences andapproaches taken by Irish engineering SMEs in achievingISO 14001 certification. A documented report on all theinformation gathered was sent to each participatingcompany, allowing them the opportunity to modify orupdate the document. All companies replied with positiveremarks and without any significant changes/modificationsneeding to be carried out. This ‘respondent validation’helped to ensure an authentic source of information andalso validated the information obtained via companywebsite and reports.The strategies and approaches identified previously were

then used to develop a framework to assist Irish engineer-ing SMEs achieve ISO 14001 certification. Once formalEMS certification is obtained, the next key step is towardssustainability management. The next section outlines aproposed framework for sustainability management usingthe information and results obtained from these studies,taking an incremental approach in moving from ISO 14001to sustainability management.

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Processes/ Activities

Systems in Place

Decision toImplement

External Help Internal Help Initiation of EMS

ISO 14001ISO 9002TS 16949

Turning ISO 14001Milling BS 7750Tapping EMASWelding ISO 9001Pickling ISO 9002LappingPolishing

An IER carried out.

PressingGrinding

Satu

rn L

td.

Heat treatmentAll common engineeringprocesses

The board ofdirectors made the final decision. The main reason beenthat theymanufacture parts for the automotiveindustry.

Consultants were employed to 'sell'the concept to topmanagement, setupthe EMS, organise reviewers and update legislation.External training for managers.

The majority of workwas carried out usingexternal assistance. Reviewers wereselected from internal employees, focusingon various aspectswithin their job scope.

The operations director wrote the Environmental Policy. This set the scene for everything to be done. Performance targets put inplace. A checklist was developed in order toidentify all potential risks to the environment.Process maps & flowcharts were introduced.

Near External Certification to OHSAS 18001The health &safety systemrequires the most time andeffort.

The general manager was the person mainlyresponsible forchoosing and pioneering the EMS.

An external consultant was usedto interpret ISO 14001.

The NSAI providedassistance anddirection.12 employees weretrained externally.

Jupi

ter

Ltd

.

Heat treatment

An inhousehealth & safetysystem.

Systems keptseparately.

All documentation was prepared internally.All employeesprovided informationand suggestions.Internal training was carried out.

A paper-based, flip-chartapproach was initiallyused.A shot-gun approach wastaken to tackle the majorityof problems.

All employees broughttogether eliminating any'little kingdoms'.

The general managerwas the main source ofinternal help.

Practical Implementation Social Aspects Barriers Benefits Time Scale

Waste segregation. Reduced Costs 9 months.Elimination of CadmiumMaintaining 'clean scrap'.

Inspection & service of machinery.Environmental clinic setupAwareness TrainingSpill Kits and records systemRecycling of Fluorescent tubes.Separate bins in canteen.Zero Waste through 'return packaging'

Costs 24 months.

Streamlining of ESB usage. Reduced wasteMoved from TIG to Laser welding.Elimination of polystyrene.Modularisation of cardboard boxes.

Moved from dry to wet based grinding.Transferring of fluids using a vacuum.

Satu

rn L

td.

Jupi

ter

Ltd

.

Staff and Timeconstraints.

Improved employee moral and satisfaction.An increase inknowledge by all employees.

FMEA & significant aspect calculations were carried out.

Maintain a clean 'no complaints' record.SustainableDevelopment is mentioned in their Environmental Policy.

Takes into accountemployee welfareand local community.

It’s a Market Requirement.Provide a StructuredApproach.

This timedepended on the commitment ofmanagement. AnEMS can be implemented in 6 months with 2three month audits.

Changing thevalues andattitudes ofemployees.

Organised open daysfor the public and other companies.

Increased CompetitivenessObtained morebusiness.

Streamlining ofprocesses led to cost efficiency.Customerrequirement.ISO14001 reduced 'formfilling'.

Assisted othercompanies inimplementing ISO14001.

Insufficientknowledge.

Little real external support obtained - only a try and see approachsuggested.

Used Ionised water instead of Freon for cleaning of parts. Developed a central oil management centre to maximise efficiencyof cutting oils.

Special swarf bins with sloped baseallowing collection of cutting oils.

Fig. 1. Results of two engineering SMEs from the regional study.

S. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703 699

3. A proposed framework for sustainability management

This section applies the findings and results from theprevious regional study in proposing a strategic frameworktowards sustainability management for use in Irishengineering SMEs. The characteristics and qualities ofengineering SMEs will be taken into account, adaptingtools, strategies and approaches from ISO 14001 certifiedengineering SMEs, and large corporations who have

already implemented sustainability practices. Before devel-oping this framework, there are key decisive factors/presumptions to be taken into account:

1.

Sustainability is a composite of social, economical andenvironmental issues. This comes from Agenda 21,which outlined three dimensions, known as the threepillars of SD where social, economic and environmentalconsiderations must go hand in hand [12]. If SD is to be

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Table 2

Amalgamation of successful strategies and tools used in ISO14001

certified engineering SMEs

Focus improvement teams Redesign of packaging

Scrap analysis sheets Move from dry grinding to water

based

Reject analysis sheets Inspection and service of equipment

and machinery

Swarf segregation bins Thermal imaging identifying heat loss

Closed loop systems Grouping of similar processes into

‘cells’

Light weighting of products Increase energy efficiency

Reduce cfcs in methods Cleaning and segregation of scrap

Design of return packaging Central liquid management centre

Involvement of all employees Solvent and oil to water-based systems

S. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703700

contributed and aspired to, then SMEs must undertakesimilar considerations at a local level in their owncompanies.

2.

ISO 14001 is the foundation and key step towardssustainability. Previous research has shown that asystematic formal management system must be in placeproviding continual support and resources from the topto ensure that further schemes and approaches result ineffective, positive and long-term improvements [13,14].ISO 14001 also has the potential for strong links to areasof quality, products, marketing, environmental andsocial aspects.

3.

ISO 9000/OHSAS 18001/SA 8000 would be an advan-tage, however they will not be a requirement for theproposed sustainability management framework asformally integrated systems are deemed to be toodifficult for SMEs. The implementation of an integratedmanagement system covering environment, quality andsafety from scratch would be an insurmountablechallenge for SMEs due to the quantity of trainingand resources required. Although post integration ofthese systems is possible, it was found from the regionalsurvey (where several management systems existed) thatthese were kept separate for the simplicity and ease ofexternal auditing, which could not cater for integratedmanagement systems.

4.

An incremental approach to sustainability managementwill be taken. This will allow SMEs to take advantage of‘low hanging fruit’ [15] by providing benefits andmotivation. As these initial steps are taken, furthersolutions and steps will become within the reach ofSMEs.

3.1. Level 1: Incremental steps towards ISO14001

management

The structure of level 1 will follow the ISO 14001standard’s own specifications with extra key steps andstrategies as identified previously for Irish EngineeringSMEs. These companies require the greatest support and

assistance throughout the first six steps, from holding anenvironmental awareness programme to carrying out anIER, to developing an effective strategy, to formulating anenvironmental policy and to the setting of SMARTobjectives, targets and implementing strategic environmen-tal management programmes. These six steps focus directlyon reviewing, identifying, developing and evaluatingcurrent and future environmental performance improve-ments. Providing sector-specific information regardingpossible approaches, strategies and tools that can bedirectly applied, holds much potential in improving thetake-up of formal EMSs, resulting in increased environ-mental performance. The last two steps form the mainbody of the management system, requiring formal proce-dures for the operation, auditing and review of the EMS.Templates are available to assist in the documentationand structuring of the EMS as is required in the last twosteps. The key step towards implementing an EMS asidentified in the previous regional study is the Environ-mental Awareness Programme, where top managementmust be shown the value and contribution ISO 14001 andthe increased environmental performance has on theircompany’s bottom line. With this and all others steps,sector-specific information, approaches and case studiescan be used to show direct examples of successful solutions.An overview of the eight steps and incremental approachestowards ISO 14001 certification can be seen in Fig. 2.Once all eight steps have been achieved, a pre-audit bythe certification body can be carried out depending onthe confidence and performance of the system. Afteran external audit has been carried out and certificationobtained, the company can then move onwards withthe confidence of their success with ISO 14001, towards amore holistic sustainability management focus, takingaccount of social aspects in conjunction with environ-mental and economic issues. The use made of sector-specific information, approaches, strategies and toolsfor implementing the EMS will serve to encouragemanagement to adopt sustainability principles with similarsector-specific support for its adoption into the company’soperations.

3.2. Level 2: Incremental steps towards sustainability

management

This level and its incremental steps follow seamlesslyonwards from environmental management towards sus-tainability. Similarly as with level 1, each step builds uponthe last, increasing to a stage where a company iscompetent and confident in publishing a sustainabilityreport, which is currently only undertaken by largecompanies. As this sector-specific approach towardssustainability management in engineering SMEs is novel,there are little practical solutions and experiences in thisarea, apart from approaches and tools used by largecompanies, which may not be flexible or applicable to theengineering sub-sector of SMEs.

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Environmental Awareness Programme

Initial Environmental Review

NO

Strategy Development

YES

Evaluate Drivers &Barriers

Employees

Management

Training

Analyses & Tools

Involvement,Commitment, & Support for Environmental

Management?

Auditing & ReviewStrategies

Environmental Policy

Environmental Aspects & Legislation

Objectives, Targets and Programmes

Implementation & Operation

Monitoring, Auditing & Reviewing

IBECSector Specific Visual

Tools & Strategies

Strategic Approach

Library of SectorSpecific Approaches

SMART Objectives &Performance Indicators

Formal ManagementProcedures

Formal ManagementProcedures

Fig. 2. Breakdown of level 1—incremental steps towards ISO 14001 management.

S. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703 701

The incremental steps outlined follow a similar route tothat taken in achieving ISO 14001 certification, beginningwith an awareness programme, moving towards an initialreview, from there to modifying current policies andstrategies, developing new objectives, targets and pro-grammes, the audit and review of performance andlastly the publication of a report. These steps are designedto integrate into the current formal EMS in place,supporting and advancing it. Unlike in level 1, wherecompanies are working towards a formal external auditand certification process, in level 2, they are workingtowards the preparation and publication of a voluntarysustainability report, self-declaration and broadcastingtheir implementation of sustainability programmes, prac-tices and the performance of these. As can be seen inFig. 3, ISO 14001 is the key step and foundation forsustainability management.

Similar to ISO 14001, sustainability management is aprocess of continual improvement and does not end withthe publication of a single sustainability report. Anexponential increase in the reliability, value and wortharises after a number of published sustainability reportswhere annual trends can be compared and contrasted.Tangible advantages will not immediately result fromimplementing sustainability management and the publica-tion of reports, however if a company focuses andrefocuses on their weaker under-performing sustainability

aspects, then benefits to the ‘‘Bottom Line’’ will ensue.Sustainability is a long-term objective to increasing theoverall social, economical and environmental performanceof a company’s operations. Real, effective and lastingimprovements will only result, if a company is genuinelycommitted to improving their sustainability performancethrough evaluation, rethinking, innovation and embracingchange.

4. Discussion and findings

Key factors, which affect the implementation of ISO14001 and sustainability practices have been identified inthe regional studies carried out and reflect similar findingsof previous research. The convert culture is the mostpredominant one currently in SMEs where managers arewaiting to be convinced of the benefits and gains of such asystem [10]. Due to this prevailing culture, the key stepswithin levels 1 and 2 of the framework for sustainabilitymanagement are ‘‘Environmental and SustainabilityAwareness Programmes’’ which focus specifically atmanagers, ‘selling’ the concept to them, eliciting their fullsupport and commitment for formal systems to increasetheir performance. The support and commitment from topmanagement is a key requirement to ensure successfulsustainability management in the short and long term [16].The commitment and involvement of all employees is also

ARTICLE IN PRESS

Sustainability Awareness Programme

Review & Register ofSustainability Apsects

NO

Modification of Strategy &Adaptatation of ISO 14001 Policy

YES

Evaluate Drivers &Barriers

Employees

Management

Analyses & Tools

Involvement,Commitment, & Support for Sustainability

Management?

Auditing & ReviewStrategies

Objectives, Targets and Programmes

Implementation & Operation ofSustainability Programmes

Revision of Monitoring, Auditing &Reviewing

SMART Objectives &Performance Indicators

Formal ManagementProcedures

Formal ManagementProcedures

1

2

3

4

5

6

7 Publishing a Sustainability Report

GRI Standards

ISO

140

01

Sust

aina

bilit

y M

anag

emen

t

Fig. 3. Breakdown of level 2—incremental steps towards sustainability management.

S. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703702

critical to the implementation of the framework and is oneof the first key steps in levels 1 and 2.

The motivation and reasoning behind the implementa-tion of sustainability management will also determine thelevel of success. If taken up negatively, through commandand control by stakeholders and customers, then it can leadto expensive projects producing few lasting benefits [11].Short-term solutions and adoption of generic EMS toolshave ensued with little real change, where companies onlyaspire to comply with legislation and customer demands.The contrast to this was where light weighting, closed loopsystems, redesign of packaging, changing processes and thereturnable packaging strategies were undertaken by com-panies implementing an EMS, over a period exceeding 12months. If ISO 14001 is taken up positively andimplemented slowly, then it can be an effective foundationto managing sustainability aspects in a company and leadto greater benefits in the long term [11].

Despite the fact that a small number of engineeringSMEs did succeed in achieving ISO 14001 certification, alack of strategies and tools forced all companies in theregional study to seek external assistance. Strategies andtools as part of the previously outlined framework arerequired to assist the effective implementation of ISO14001, and from there, towards the management of social,environmental and economical aspects of their business.Although a plethora of tools relating to ISO 14001 exist,these remain fragmented and unapplied to a specific sector.

5. Conclusion

Sustainability management of all social, environmentaland economic aspects within a company is increasingly

becoming the norm and a requirement for SMEs to operatein business. Large companies have already adoptedsustainability practices and made specific requests forenvironmental performance from their suppliers. Demandsfor ethical and social performance are similarly filteringdown through the supply chain and impacting on SMEs.By implementing a sustainability framework with a realcommitment towards improved performance, benefits tothe bottom line will result, improving the efficiency ofoperations, communication and interaction with stake-holders, and reduced negative effects on society and theenvironment. SMEs are critical to the path towardsachieving SD, and although they have unique strengthsof flexibility and adaptability, they are not currentlyequipped with the knowledge or tools required to managesustainability aspects in their operations. Existing tools andstrategies that assist in the implementation of ISO 14001still remain fragmented, trying to solve the ills of all SMEs.There is also a deficit of research and strategies regardingthe practical implementation of sustainability managementin SMEs.The regional study of ISO 14001 certified engineering

SMEs obtained a synthesised approach for level 1 of theproposed framework with supporting successful tools andstrategies directly applicable to companies in this sector. Incombination with using ISO 14001, an incrementalapproach towards sustainability management can be taken,where SMEs can gradually build upon their level ofknowledge, aiming for the ‘low hanging fruit’ firstly. Thisapproach will allow the achievement of immediate benefits,motivating companies to move forward towards morelong-term goals and success. Future work will pilot and testthe outlined framework in engineering SMEs within

ARTICLE IN PRESSS. Burke, W.F. Gaughran / Robotics and Computer-Integrated Manufacturing 23 (2007) 696–703 703

Ireland, determining the level of success of taking aregional, sector-specific and incremental approach towardssustainability management.

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