++ Envis Center - Trade & Environment ++

Services

Sustainability Assessment

Sustainability Technologies

Consultancy Projects

Other Projects

EU-India Network on Sustainability

CIDA - Phase I

CIDA - Phase II

USAID-Clean Technology Initiative

Events

Upcoming Events

Recently Completed Events

List of Publications

Training Programmes

Upcoming Training Programmes

Recently Completed Training Prog.

Archives

Workshops

Projects

CII - CIDA Environmental Management Project - Phase 1

The Confederation of Indian Industry (CII)'s Environmental Management Project was a collaborative initiative between the Government of India (GoI), the Canadian International Development Agency (CIDA), The Confederation of Indian Industry and the Vaughan/Roche/EVS Consortium. The Consortium was the Canadian Executing Agency (CEA) on behalf of CIDA.

The central purpose of this project was to strengthen the capacity of CII-EMD to catalyze the adoption of environmentally sustainable development practices by industry. The project began in March, 1996 and ended September 30, 2002.

This project has been divided into four main work components: Project Management, Policy, Training/Awareness/Demonstration and finally, Business Information.

The project logical framework analysis (LFA) contained in the Inception Report for the Project identified targeted results at the levels of outputs, outcomes and impacts. Some amendments were made to this LFA over the course of the project. These amendments are documented in this report.

Project output targets were accomplished. In addition, all outcome targets were met, with the exception of the target set for the number of strategic alliances to be brokered between Indian and Canadian environmental organizations.

This project has been divided into four main work components: Project Management, Policy, Training/Awareness/Demonstration and finally, Business Information.

The project logical framework analysis (LFA) contained in the Inception Report for the Project identified targeted results at the levels of outputs, outcomes and impacts. Some amendments were made to this LFA over the course of the project. These amendments are documented in this report.

Project output targets were accomplished. In addition, all outcome targets were met, with the exception of the target set for the number of strategic alliances to be brokered between Indian and Canadian environmental organizations.

Some Highlights

	CII-EMD staff was trained in 24 areas of environmental management. The quality and relevance of the training is indicated by the fact that CII-EMD staff were able to use the knowledge obtained through this project to train nearly 6,000 industry staff, government officials and Indian environmental consultants in a range of subjects, on a fee-for-service basis. They also executed hundreds of advisory assignments for industry, also on a fee-for service basis, in the areas of ISO 14001, environmental impact assessment, environmental auditing, benchmarking, greening the supply chain and occupational health and safety, again drawing on knowledge obtained through this project.




	An Operational Review of the project concluded that the knowledge gained by training and advisory clients of CII-EMD was typically used by companies to make measurable changes in company policies and operations. It is estimated that over 300 companies that made use of CII-EMD's training and advisory services subsequently made changes to their operations which improved their environmental performance.


	CII-EMD helped over 200 companies to become ISO 14001 certified.
	On the policy front, CII became a trusted advisor to the Government of India on a variety of environmental issues. Section 2.3 of the report lists instances where CII-EMD representations on policy (developed using knowledge gained through this project) influenced the environmental policies of the Government of India as they affect Indian industry. This project also pioneered the introduction of so-called "triple-bottom line" corporate sustainability management systems to Indian industry.


	The Project facilitated 7 strategic alliances between Canadian and Indian environmental companies. It had been hoped that this project would yield 12 alliances. A number of factors, however, made it difficult for the project to generate more alliances. This is discussed in section 2.6.

Impacts

	CII-EMD became financially self-sustaining over the course of this project, mainly due to the training that it has received through this project. It has used this training to provide fee-for-service training and advisory services to industry.

	In spite of staff turnover, CII-EMD was able to sustain the training and advisory services developed during this project by training new staff hired by the Division. Also, training materials provided through this project were regularly updated by CII-EMD staff, to take into account, for example, any changes in Indian environmental regulations. This ensured that the training materials remained relevant, over time.


	The project would appear to have made a contribution to improving the relationship between the GOI and the Indian private sector on environmental issues and in improving the environmental behaviour of industry, to a degree that constituted a meaningful contribution to environmental protection in India.

Other Issues

	The project exhibited substantial participation of women as planners, managers and trainers.
	Originally, this project was premised on principles almost exclusively related to "eco?efficiency". The project went on to pioneer the introduction of so?called corporate sustainability reporting and management systems to India. These systems include so?called "triple bottom line" management and reporting systems, combining measurements of financial and environmental performance with indexes that measure a company's performance in addressing social issues.


	Home \| Resources \| Newsletter \| Post Your Feedback \| Site Map \| Useful Links \| Contact us \| Gallery