Planning and organising an environmental dialogue · Planning and organising an environmental...

Planning and organising anenvironmental dialogue

Valør & Tinge A/SIllustrated by Gitte Helle

4 Planning and organising an environmental dialogue

Gitte Helle, born 1959

Education1986 Graduated from the School of Arts and

Crafts, Kolding1987 School of Pictorial Art, Copenhagen1992-1997 Courses at the Art High School, Holbæk

Selected exhibitions 1986 Brandts Klædefabrik, Odense

Århus KunstbygningRundetårnThe Museum at Koldinghus, Kolding

1991 and 93 The Artists' Summer Exhibition, Tistrup

1991- Own Jewellery Gallery, Container Juvelen

1993 Galleri Eewal, Leuwarden, the Netherlands

1994-1996 Louisiana, Humlebæk

1994 The Artists' Easter Exhibition, ÅrhusThe Art Society, Gammel Strand

1995 Galleri Molotow, Berlin, GermanyGalleri Stau, Hamburg, GermanyGalleri Deco, Ålborg

1996-1998 The Museum of Modern Art, ArkenNorth Jutland's Art Museum, Ålborg

1996 Utzons Hus, Herning

1997 Trapholt Art Museum, KoldingGalleri Metallum, Stockholm

1998 Frederikshavn Art Museum

1998 Museum of Contemporary Art, Roskilde

Internetwww.containerjuvelen.dk

5Planning and organising an environmental dialogue

Scrap has always fascinated Gitte Helle, who creates jewels out of the things other peoplethrow away.

Pioneering work for broochesThe basis for Gitte Helle’s droll, decorative sculptures is pictorial art, which she alsoworks with in her own right. The idea is to open people’s eyes to the beauty and ori-ginality of things that have been wrecked and scrapped. Since 1991, Gitte Helle hashad her own gallery, Container Juvelen, where she makes and sells her unique, signedcreations – particularly brooches and lamps – and scrap angels for Christmas. Shemakes them from plastic animals, cans, old typewriter keys, antique nails, keyholesand beer caps from the nearest street corner. “The brooch is greatly undervalued,”says Gitte Helle. “That is a shame because it is a wonderful piece of jewellery. Anecklace or a pair of earrings can only be used in one way, but a brooch is flexible. Itis much more interesting because it is a sculpture in mini-format. A picture that canbe moved around on one’s body.” At first, it was mostly 80-year-old women whobought Gitte Helle's brooches, but that did not deter her. “I have a forte there andwas so sure about what I was making that I just kept on.”

A piglet in a beer capToday, Container Juvelen’s customers are typically 50-year-old, well educatedwomen. Gitte Helle says, “One has to have achieved a level of maturity in one’s life toappear with a suckling pig in a beer cap. It is breaking new ground to wear somethinglike that because you yourself like it – and not care a fig about what anyone elsethinks.” Gitte Helle wants to give a gentle shake to the mass psychosis that makespeople want to have and wear what everyone else has and is wearing. “When peoplepay 500 kroner for a mass produced necklace of poor quality, it is not the necklacethey are buying, but certainty that they look like everyone else, that they have goodtaste.”

Recycled again and againContainer Juvelen can quite literally be used as a jewel box. Gitte Helle has invented asubscription scheme in which subscribers can exchange brooches or lamps as oftenas they like for one year. The idea occurred to her because she herself used to goround the shop before going to a party to find just the right piece of jewellery to gowith that red dress. And she thinks that others should have the same possibility. In ause-and-throw-away time, that idea is incredibly simple and liberating.

“I like things that canbe used for something.Pure sculptures havenever appealed to me.”

What the containerconcealed


Contents

Page 8 1 Planning and organising an environmental dialogue

9 2 With whom does the company wish to have an environ-mental dialogue?

10 2.1 Identify the most important stakeholders10 2.2 Take the other stakeholders into account11 2.3 Specify the efforts for each stakeholder

12 3 What topics should be included in the dialogue?

13 3.1 Gain an idea of the stakeholders’ wishes13 3.2 Use the daily contact14 3.3 Describe your proposals

15 4 How to specify objectives for the environmental dialogue

16 4.1 Udge when dialogue is the solution16 4.2 Draw up the dialogue objectives as messages17 4.3 Specify when the dialogue objectives must be fulfilled

18 5 How to choose your means of communication

19 5.1 Distribute your environmental information19 5.2 Use personal environmental dialogue to discuss proposals20 5.3 Make the company’s environmental information accessible20 5.4 Gather information about the stakehoders

Planning and organising anenvironmental dialogue


Page 21 6 How to prepare a plan for thedialogue

22 6.1 Allocae time for preparation22 6.2 Match the plan to your resources23 6.3 Distribute the work

24 7 Ho to set others to work

24 7.1 Find the right experts25 7.2 Use the dialogue objective as the governing idea25 7.3 Discuss the design with your experts

26 8 How to evaluate the environmentaldialogue

27 8.1 Check that the means are used as planned27 8.2 Check that the dialogue objectives have been

achieved28 8.3 Assess the dialogue’s contribution to the results

30 9 Six other manuals on environmentaldialogue


If you work for a small or medium-sizedenterprise and are responsible for theenvironmental aspects of its activitiesyou probably find yourself having to takecare of more and more communicationtasks – answering neighbours, preparingenvironmental accounts or procuringenvironmental information for yourcompany’s sales representatives and pur-chasing department to use in their dailywork.

This manual will help you to systematiseyour communication work, specifyobjectives and prepare a simple, clearplan for your company’s environmentaldialogue with customers, suppliers andother stakeholders. Planning the environ-mental dialogue has many advantages.

You can:• allocate your resources to the most

important stakeholders• choose messages that are in your com-

pany’s interests• get the messages out at the right time• choose the most effective means of

communication• use your company’s time and money

economically and to best effect• share the work between several people• evaluate and continuously improve the

work.

If your company wants to introduceenvironmental management in accordan-ce with the EMAS Regulation or theISO 14001 Standard you will have toprepare guidelines for the company’s

external environmental dialogue. Theguidelines must ensure that your compa-ny decides how the dialogue with exter-nal stakeholders is to be handled, inclu-ding how the company is to handle andanswer external enquiries. This manualwill also help you meet the EMAS andISO requirements.

The manual provides advice on solvingthe problems you come across when youare planning the dialogue. Chapters 1-3explain how to evaluate the company'ssituation and specify realistic objectivesfor the dialogue. Chapters 4-6 focus onthe planning and management of thedialogue. Chapter 7 deals with evalua-tion.You will achieve the best results byworking on the tasks in this order. Themanual does not deal with the internaldialogue on a company's environmentalwork; another manual does that, it is cal-led: Environmental dialogue with collea-gues.

The manual is based on the assumptionthat you possess knowledge and experi-ence of working with environmental issu-es but lack expertise in communication.Each chapter is built up around a sche-dule for use in carrying out the workdealt with in the chapter. To show youwhat the finished result looks like, anexample is given of a schedule complet-ed by an environmentally active compa-ny. The rest of each chapter consists of afew hints to help you complete the sche-dule yourself.



2 With whom does the company wishto have an environmental dialogue?

When planning your company's environ-mental dialogue, you should start byprioritising the stakeholders with whomthe company needs to have a dialogue.Remember that the company's stakehol-ders are not only the groups you want toreach. They include all groups that havean interest in the company's environ-mental performance and thereforeexpect to be informed and heard.

If the environmental dialogue is to pro-duce results, you must in the nature ofthings use most resources on the stake-holders that are important to the compa-ny.Without prioritisation you risk spen-ding too much of your time on servicinggroups that are not strategically impor-tant, e.g. students, consultants or envi-ronmental managers or similar fromother companies.

With a precise and balanced prioritisa-tion, you can ensure that most of thedialogue is with stakeholders that are ofvalue to the company and that you do

not forget to allocate time and resourcesto others that are interested in the envi-ronmental impacts of the company andits products.

A dialogue map like the one shown onthis page will help you prioritise yourwork with the various groups. The com-pany in the example has previously com-municated mainly with students, envi-ronmental organisations, etc., but nowintends to concentrate on customers,suppliers and neighbours.

The dialogue map is your basis for a dis-cussion with the management about thetypes of stakeholders on which the com-pany has previously concentrated andthe types on which it is going to concen-trate in future.

Hints 2.1 and 2.2 explain how to identi-fy the stakeholders and mark them asaxes on the map. Hint 2.3 explains howto specify the action to be taken witheach stakeholder.

Dialogue map

Resources used onstakeholders:0 = no resources1 = few2 = average3 = some4 = many

Previous action

Future action

Students

New customers

Suppliers

Neighbours

Environmental organisationsEnvironmental stafffrom other companies

Existingcustomers


2.1 Identify the most importantstakeholders

You can use your business goals to helpidentify the stakeholders most needed bythe company for an environmental dialo-gue. These stakeholders must then beincluded in the dialogue map. Enter eachof the principal stakeholders as one ofthe axes on the map.

You identify the principal stakeholdersby assessing the role played by the envi-ronment in fulfilling your company'sobjectives for cooperation with the stake-holder in question.

If the objectives have been written down,you will probably find them in:• accounts and budgets• sales and marketing plans• instructions to sales representatives and

the purchasing department• environmental policy and environmen-

tal action plans.

Although the management works on thebasis of specific objectives, these maynot have been written down. Try to getthe people in charge of the various areasto describe the objectives.

Begin with the sales manager or similar.The company’s plans for marketing andsales are factors determining many of theenvironmental questions that need to bediscussed with other stakeholders – forexample, suppliers, authorities and len-ders.

The company’s principal stakeholderslisten to others and are easily influenced.The groups that influence them do not

necessarily play a major role in the day-to-day operation of the company, but thecompany has to have an ongoing dialo-gue with them because they influenceother, more important stakeholders.Youmust therefore take account of thesegroups in your prioritisation and includethem in the dialogue map.

For example, customers pay more atten-tion to your environmental aspects whenan environmental organisation has raiseda debate in the media about environmen-tal problems in your industry, and com-plaints from neighbours about youremissions can result in a reaction fromthe regulatory authorities.

2.2 Take the other stakeholdersinto account

Besides identifying the company’s prin-cipal stakeholders and those that influen-ce them you should find out whetherthere are others that take an interest inthe company’s environmental aspects.That will enable you to prevent pro-blems that might arise if someone thinksthat they have not received enoughinformation about the company’s envi-ronmental aspects. By means of the axeson the map you can enter other stakehol-ders that have contacted the company orshown interest in other ways.

Check what enquiries the company hasreceived concerning environmental mat-ters and find out what they were about.With an environmental management sys-tem based on ISO 14001 or EMAS, thecompany must have guidelines thatensure that external enquiries are dealtwith and answered.


If your company does not have guideli-nes for handling external enquiries, youcan instead make a note of the enquiriesyou are asked to deal with. Enquiries ofthat kind can also land on the manage-ment's desk, so ask your managing direc-tor what enquiries the company hasreceived concerning environmental mat-ters.

Besides those making direct enquiries,others may be interested in the indu-stry’s environmental aspects and perhapsalso in your company.You can find outwho is interested in environmental pro-blems in your industry through the com-pany's trade organisations and the publicdebate in the media. The debate takesplace in three types of media.You canfollow it in:

• National and international trade jour-nals

• nationwide media• local media.

If your company’s management is willingto spend money on it, it is a good idea touse a media agency to supply you withall press mention of environmentalaspects in your industry.

2.3 Specify the efforts for eachstakeholder

When you have entered the stakeholdersin the form of axes on the dialogue map,you can prioritise the ones with whichyou wish to have an environmental dialo-gue.

On the axes' scale from zero to four,mark the resources the company hasused on the stakeholders in question upto the present time. By connecting thepoints, you will get a picture of the com-pany's previous action. Then enter in thesame way your proposals for future prio-ritisation of the company's resources inthe dialogue with the various stakehol-ders. As you will see from the exampleon page 9, the centre of the map is zero,and the level of action rises as the linesradiate out.

You can supplement the dialogue mapwith a description of the stakeholders.This will make it easier for the manage-ment to understand your prioritisation,and with detailed knowledge, it is easierto specify realistic objectives for the dia-logue and choose the means that bestsuit the stakeholders' interests, needs andknowledge.


Once you and the management havedecided which stakeholders the companyis going to concentrate on, you mustidentify their wishes and decide on yourproposals to them.With this knowledgeyou can specify objectives and choosethe best way of achieving them.You can-not specify realistic objectives if you donot know whether both parties wish todiscuss the same subjects or how muchdistance there is between the stakehol-ders' wishes and your possibility of fulfil-ling them.

Prepare a schedule with three columns,one for the stakeholders' wishes, one forthe company's possibilities and one forproposals. In the example shown, thecompany has included customers, sup-pliers and neighbours. Start by insertingthe stakeholders' wishes. Hints 3.1 and3.2 tell you how to identify their wishes.Then note down the possibilities andproposals you want to present to the sta-keholders. Hint 3.3 tells you how todetermine the company's possibilities.

Stakeholders Stakeholder’s Our possibilities Our proposals wishes to the stakeholder

Existing The customer wants We can change the (We cannot inform the customers products with the products to meet the customer before the next

Swan eco-label. criteria for the Swan eco- board meeting, when it label. That will take one will be decided whether year and cost around we are going to invest in DKK 1 million. eco-labelling.)

Selected We have built a system We propose a trial period customers that enables us to take in which they test the

back packaging from advantages and dis-our products from advantages of the return customers. There is a scheme.charge for this.

Suppliers The supplier pro- Our attitude to the We ask the supplier toof key poses cooperation on supplier's proposal wait until we have had products less environmentally depends on our custo- meetings with our

harmful products. mers’ needs. customers.

All suppliers We can tell them how We invite the suppliers that meet our our environmental to discuss how they environmental management system can comply with our requirements works. environmental policy.

Neighbours Neighbours will not We can reorganise our We ask our neighbours accept noise at night transport system in to be patient with usfrom delivery of such a way that we only for the six months it willgoods to our receive goods during take to reorganise our premises. the day. This will take transport system.

about six months.

3 What topics should beincluded in the dialogue?


3.1 Gain an idea of thestakeholders’ wishes

If you do not know exactly what thestakeholders want, you risk spendingtime and money on communication acti-vities that do not meet their expectationsand that are therefore doomed to failure.Once you know their wishes you mustdetermine how far there is between youand whether there is a realistic chance ofarriving at a common understanding.

You can map the stakeholders’ wisheswithin four areas. In each area, you cannote what they want from your companyenvironmentally:• Products. The products’ environmental

impact throughout their life cycle (fromraw materials to disposal) and how farthe company can influence the pro-ducts’ environmental characteristics

• Activities. The company’s environmen-tal impact through use of resources,emissions and similar and its ability tocontrol the impact

• Environmental policy. The company’senvironmental policy and action areas

• Dialogue. The ways in which the stake-holders wish to receive environmentalinformation and discuss environmentalissues with the company.

3.2 Use the daily contactThe daily contact between the companyand its stakeholders is the best way ofgaining an idea of the stakeholders’ wis-hes. If you provide your sales representa-tives, purchasing department and otherswith a checklist, they can find out duringtheir daily work the environmental wis-hes of their business partners.

Your customers’ interest in the compa-ny’s environmental aspects is an impor-tant factor when you are deciding on thecontent of the environmental dialogue.Your sales representatives can tell youwhich customers are interested in envi-ronmental matters and the kind of ques-tions they ask.When you talk to yoursales representatives you must make sureyou have the same perception of envi-ronment. Otherwise, you risk not gettingrelevant questions from the customersbecause the sales representatives do notthink that they are about environmentalmatters – for example, use and disposalof products.

The suppliers’ interest in environmentalmatters is another area you shouldinvestigate. Through their supplies theyinfluence the company’s environmentalperformance. It is the purchasing depart-ment that is in daily contact with thesuppliers. Ask the department what envi-ronmental questions the suppliers wantto discuss. Perhaps one supplier wants tosell less environmentally harmful pro-ducts, while another has a proposal forreducing packaging.


3.3 Describe your proposalsBefore drawing up the company’s pro-posals you should obtain documentationon the company’s possibility of meetingthe stakeholders’ wishes. On the basis ofthe documentation, note beside each ofthe stakeholders’ wishes whether it isfinancially and technically possible tomeet it.

The documentation can be internal datafor the activities and the products’ envi-ronmental impacts. However, it can alsobe studies carried out by others of theenvironmental aspects during the lifecycle of the products. As environmentalmanager you will already have access toa lot of this information. If the stakehol-ders want to discuss matters that thecompany has not yet mapped, you mustweigh the resources you will need toobtain the information against theimportance of the question to the stake-holder and the stakeholder's importanceto the company.

When you have a picture of the possibili-ties you must consider whether there areproposals that the company might beinterested in bringing into the dialogue,but that the stakeholder in question hasnot actually asked for. Find out why thestakeholder has not expressed an interestin the matter himself. If it is because thestakeholder is not aware of the problemor does not know the company's possibi-lities, the solution could be more infor-mation and dialogue. In that case, youcan add to the schedule the proposalsthe company can make.


4 How to specify objectives forthe environmental dialogue

It is difficult for a company to judgewhether it is spending time and moneyusefully if it has not specified objectivesfor the environmental dialogue. Despitethis, many companies fail to set out whatthey intend to achieve with the dialogueon environmental matters, going insteadstraight on to choosing the means ofcommunication. The short cut quicklybecomes a long detour, as it is difficultto choose the right means without objec-tives.

Dialogue objectives are a short descrip-tion of the main environmental messagesfrom your company that selected stake-holders are to receive within a preciseperiod of time. If you specify dialogueobjectives you can judge later whetherthe dialogue has fulfilled them or not.You do that by finding out if the stake-holder in question has received andaccepted the message within the alloca-ted time. Realistic dialogue objectivesmake it easier for you to choose the right

Stakeholders Stakeholder’s Our proposals Expected Dialogue wishes to the stakeholder results objectives

Existing The customer wants (We cannot inform (None before (None)customers products from us the customer before the board has

that carry the Swan the next board reached a eco-label. meeting). decision.

Selected We suggest a trial Acceptance of We must inform customers period in which they a trial period these customers

can test the by three between March advantages and customers 1 and July 1 disadvantages of a before July 1. about the advan- return scheme for tages of the re- packaging. turn scheme, the

trial period andthe price.

Suppliers The supplier pro- We ask the supplier We expect the We must inform of key poses cooperation to wait until we have supplier to the supplier products on less environ- held meetings with repeat the about the meet-

mentally harmful our customers. offer. ings with our products. customers before

November 1.

All suppliers We invite the suppliers A meeting with We must inform that meet to discuss with us the 5 principal our suppliers our environ- how they can comply suppliers before Septem- mental re- with our environ- before ber 1 about ourquirements mental policy. December 1. environmental

policy and invite them to a meet-ing to discusshow they cancomply with it.

Neighbours Neighbours will not We ask our neigh- No complaints We must inform accept noise at night bours to be patient about noise our neighboursfrom delivery of with us for the six after March 1. before March 1 goods to our months it will take to that we are reor-premises. reorganise our ganising our

transport system. transport systembut that this maytake up to sixmonths.


tool for the dialogue. Some means suitshort messages, while others are good forproviding large quantities of environ-mental information.

You can use the schedule when settingobjectives for the environmental dialo-gue.You begin with the information onthe stakeholders’ wishes and the compa-ny’s proposals from the schedule in theprevious chapter. Hint 4.1 will help youdecide what results the dialogue can helpyou achieve. Enter the expected resultsin the schedule. Then, using hints 4.2and 4.3, you can write the objectives inthe last column.

4.1 Judge when dialogue is thesolution

The environmental dialogue must helpto produce the results that are the wholepurpose of the company's cooperationwith the different stakeholders. The fol-lowing are examples of the results acompany may wish to achieve:• retain selected customers• increased turnover distributed on diffe-

rent customer groups• purchasing more less environmentally

harmful products and services• developing less environmentally harm-

ful products and services• reducing the number of environmental

complaints from neighbours and envi-ronmental groups

• environmental permits and the likefrom regulatory authorities.

Dialogue and information are not alwaysthe right solution. There is often a grea-ter need for technical improvements,product development and training ofemployees than for external dialogue.For example, customers may say thatthey are interested in buying less envi-ronmentally harmful products, but if the

company's environmental performance ispoorer than that of its competitors,information will not be enough. And ifthe management wants fewer neighbourscomplaining about environmental pro-blems, the company must reduce theemissions that are the cause of the com-plaints.

In other cases, dialogue may prove to bethe right solution, but the means used bythe company have not been the rightones, so the desired results are not achie-ved. Here, the solution is still dialogue,but using other means.

4.2 draw up the dialogueobjectives as messages

You must draw up one or more dialogueobjectives for the results you think theenvironmental dialogue will help toachieve. The dialogue objectives are adescription of the most important mes-sages that specific stakeholders mustreceive and accept during the dialogue,that is, when the messages must be re-ceived and when you expect the stake-holders to begin taking the action propo-sed in the messages.

The dialogue objectives must be formu-lated so precisely that they can be mea-sured.You can then later find out whet-her the message has been received,understood and accepted by the stake-holders within the time you have specifi-ed. Formulate your dialogue objectivescarefully and precisely. Each of themmust be formulated in not more thanthree sentences.

The dialogue objective’s messages can beboth environmental information to thestakeholders and proposals, which thecompany would like the stakeholders tofollow. The proposals may vary greatly.


Some examples are given below:• urging the customers to continue

buying the company’s products becau-se the company has reduced its envi-ronmental impact

• asking the customers to tell the compa-ny about their needs in the environ-mental area

• informing suppliers about the environ-mental requirements the companymakes concerning the materials, pro-ducts and services it purchases fromthem

• activities planned by the company toreduce environmental problems.

Use your knowledge concerning stake-holders' wishes when formulating yourdialogue objectives. The stakeholders willnaturally be most interested in proposalsthat fully or partially meet their wishes.They will therefore be ready to respondto messages that describe how proposalsmeet their wishes. Therefore, the moreprecisely you know the stakeholders' wis-hes, the more precise you can make yourobjectives. That makes it more likely thatyou will achieve them.

4.3 Specify when the dialogueobjectives must be fulfilled

When deciding when the objectives mustbe fulfilled, you must take account of thestakeholders’ situation and needs. Theobjectives are likely to be achieved morequickly if the stakeholder in questionhimself thinks that he needs the compa-ny's proposal than if he does not.

Some types of dialogue objectives cannotbe achieved unless other dialogue objec-tives are achieved first. For example, itmay be difficult for the customers todecide on a proposal from you if youhave not provided them with sufficientinformation in good time. Foresee theprocess and ensure that the objectivesare fulfilled in the right order. Remem-ber that an exchange of information usu-ally precedes decisions on cooperation.

You must also ensure that the objectives forone stakeholder are adapted to those forother stakeholders. For example, it is theenvironmental dialogue with the company’scustomers that determines the time andsequence of the dialogue with suppliersand others. It is therefore a good idea toensure in advance that the suppliers canguarantee necessary supplies before thecompany starts marketing new, environ-mentally correct solutions to the customers.

The last thing you must take into ac-count when preparing a schedule for thedialogue objectives is other communica-tion competing for the same recipients’attention. The competition can be direct,as at fairs, for example, where there aremany other stands, or in a newspaper,where an article or advertisement fromthe company must fight for attention.You must also take account of low atten-tion on the part of the recipient duringbusy periods, holidays and similar.


Once you have decided with whom thecompany must enter into an environ-mental dialogue and the objectives, youcan choose the means.You can choosebetween four groups of means, all ofwhich are suitable for environmental dia-logue. They are: distribution of environ-mental information; personal environ-mental dialogue; offer of environmentalinformation; and collection of environ-mental information. Each group consistsof a number of means that are presentedbelow in the form of lists.

The best way of achieving the mosteffective dialogue is to combine meansfrom all four groups.You will find amore detailed description of the variousmeans in “Katalog over midler til miljø-dialog” (Catalogue of Means for Envi-ronmental Dialogue), which is issued inthe same series as this manual.

You have to consider two factors whenchoosing means:• How actively will the company and the

stakeholder enter into the dialogue? Ifyou have prepared a dialogue map anddescribed the stakeholders, you willknow the level of activity.

• What forms of communication do thecompany's dialogue objectives suggest:communication of environmental infor-mation, discussions concerning envi-ronmental issues, greater knowledge ofeach other, or supply of information sothat the stakeholders can choose forthemselves?

As you will see from the example on thispage, you must use the dialogue objecti-ves you have formulated when choosingthe means. Beside each objective thatyou transfer to the schedule note themeans that are suitable for achieving it.If you use the lists of means in 5.1. 5.2,5.3 and 5.4, you will avoid overlookingrelevant ones.

5 How to choose your means of communication

Stakeholders Dialogue objectives Communicationmeans

Selected We must inform these customers between March 1 Direct mailcustomers and July 1 about the advantages of our packaging Personal dialogue

return scheme and about a trial period and the price.

Suppliers of We must inform these suppliers before November 1 Telephone callskey products about our meetings with the customers.

Suppliers that We must inform these suppliers before September 1 Direct mailmeet our en- about our environmental policy and invite them to a Environmentalvironmental meeting to discuss how they can live up to it. report. Fairrequirements Meetings

Neighbours We must inform our neighbours before March 1 that Article in local we are changing our transport system but that this newspapermay take up to six months. Folder


5.1 Distribute your environ-mental information

If your company is more active in thedialogue than the stakeholders, you needto present a variety of environmentalinformation so that the company's infor-mation, attitudes and proposals appearclearly and precisely.You can choosefrom among the following communica-tion means, all of which are suitable fordistributing environmental information:

• advertisements• daily papers• direct mail• packaging• labels• trade journals• folders and brochures• local newspapers• magazines• manual for joint marketing• instructions for eco-friendly use• environmental management certificates• eco-labels• environmental information in the finan-

cial accounts• environmental report• environmental product declaration• newsletters• personal letters• point-of-sale material• postcards• press conference• radio• TV• TV advertisements• video

Since the competition for the recipients’attention is immense, the company mustmake its message interesting and convin-cing. There is always a risk of the recipi-ents not reading the information theyreceive from the company, and even if

they do read it, it is not certain that theywill interpret it as you would like themto.You will therefore probably have tocombine written and electronic environ-mental communication with other meansthat make it possible for the stakeholdersto express their views.

When you choose written and electronicenvironmental communication you mustconsider whether it is enough to usemeans of communication prepared bythe company itself – e.g. letters and prin-ted matter – or whether the informationshould also go out through the press.

If you decide to use the press, you mustweigh up the advantages and disadvanta-ges. One advantage is that the informa-tion appears more credible and reachesmany recipients at one and the sametime. One of the disadvantages is thatyou cannot be certain that the pressmentions the company's environmentalaspects in the way you want them men-tioned. If you want to communicateabout environment through the press,you will find some good advice in anot-her of the manuals in this series:“Miljødialog gennem pressen”(Environmental dialogue through thepress).

5.2 Use personal environmentaldialogue to discuss proposals

If the dialogue objective is a proposal forthem to act in a specific way you willoften need to talk to the stakeholders.Personal contact is normally necessary ifyou are to agree. There are two reasonsfor this: talking to people is the best wayof getting speedy and detailed answers toquestions, and most people prefer toenter into agreements face to face or onthe phone.


Compared with other means, personaldialogue is the most binding form ofcommunication because both partieshave already decided to spend time oneach other – and almost always with spe-cific results in mind.

You can choose between the followingforms of personal dialogue to discussenvironmental issues:• fairs• visits to the company• meetings.

If you choose personal dialogue as yourmeans, you should be aware that thatmakes demands on the colleagues whoare going to conduct the dialogue.Youmust therefore ensure that they receiveregular training in relevant environmen-tal matters.

You will also have to combine the perso-nal dialogue with different forms of writ-ten and electronic environmental com-munication to prepare meetings andarrangements.

5.3 Make the company’s environ-mental information accessible

If the stakeholders are active and intere-sted in receiving information about thecompany's environmental work, you canmake environmental information availa-ble on a website for them to select whenneeded.With information technologyyou can store and present large quanti-ties of information about your environ-mental aspects.

If you choose to use a website, you mustmake certain that you have the necessaryresources to update the information.

Environmental information on a websiteis suitable for anyone who wants to findit, but that is rarely enough. People haveto know that the information is availablebefore they seek it for themselves.

Besides the website you can make yourenvironmental information available tothe stakeholders by means of:• intranet and extranet for selected stake-

holders• the company's switchboard• a hotline for environmental questions.

5.4 Gather information aboutthe stakeholders

A thorough knowledge of each other’swishes and possibilities in the environ-mental area is an important part of thedialogue. Gathering information aboutstakeholders before and during the dialo-gue with them will improve your possibi-lity of planning your environmental workfor the benefit of both parties. Regularupdating of the information about thestakeholders’ needs is necessary becauseknowledge and attitudes change rapidlyin the environment area.

You gather information to find out thestakeholders’ attitude to different propo-sals and in what areas the company mustimprove its environmental performanceand service in order to meet the stake-holders’ wishes and requirements.

If you need to know more about thecompany’s stakeholders you can choosebetween the following methods to obtainthe information:• questionnaire-based survey• group interviews• individual interviews


A plan for the environmental dialoguewill help you in your daily work. Thepurpose of the plan is to systematise thedialogue in such a way that:• the environmental dialogue is not for-

gotten in the hurly-burly of the busi-ness day

• it is the purpose of the dialogue thatdetermines which means you use andnot vice versa

• the different means do not counteracteach other

• you gain a clear picture of activities andresources.

The plan must cover a limited period –usually one financial year at a time – andthe activities you intend to carry out inthat period. The plan should be integra-ted into the company’s sales and marke-ting plans and its environmental actionplans.

6 How to prepare a planfor the dialogue

Stakeholders Dialogue Means Prepara- Hours Outlay Respon-objective tion in DKK sible

person

Selected We must inform theese Direct mail February 1- 16 2,000 SMcustomers customers between Personal March 1 12 1,000 SM

March 1 and Juli 1 talks February 1- about the advantages- March 1of a return scheme for our packaging and about a trial period and the price.

Suppliers of We must inform Telephone None PMkey products these suppliers be- call

fore November 1 about our meetings with the customers.

All suppliers We must inform Direct mail May 15- 8 PMthat meet our these suppliers before Environ- June 1environmental September 1 about mental January 1requirements our environmental report –June 1 300 150,000 EM

policy and invite Fair August 1- 40 (o.b.) PMthem to a meeting to Meetings September 1 PMdiscuss how they can June 1-Sep-live up to it. tember 1

Neighbours We must inform our Article in February 1 8 EMneighbours before local news- February 15 24 30,000 EMMarch 1 that we are paper January 1-changing our trans- Folder February 15port system, but that this may take up to six months.

Total 428 183,000

Abbreviations:

o.b. = other budget

SM = sales manager

EM = environmental manager

PM = purchasing manager


As shown in the example, you transferthe stakeholders, dialogue objectives andcommunication means from the previousschedules to the first columns. Hints 6.1,6.2 and 6.3 describe how to fill in thelast columns, which deal with prepara-tion, budgeting and the distribution ofresponsibilities.

6.1 Allocate time for preparationAlmost all the means you can use in thedialogue require some form of prepara-tion. If you plan to make a folder or anenvironmental report, you must allowtime for collecting data, preparing copy,layout, approvals and printing. That is aprocess that can easily take from four tosix months.

The same amount of time is needed tobuild up and update environmentalinformation for the Internet. Press men-tion also implies preparation, although itdoes not take as long.You have to findthe necessary information, identify theright journalists, agree a meeting andread the article thoroughly. Personal dia-logue also requires preparation in theform of internal meetings and training ofthe employees who are going to meet thestakeholders.

Your dialogue objectives tell you whenthe tool is to be used for the first timeand the time it will take. If you add thepreparation time to the start-up time,you will know when the work mustbegin.You enter the time when prepara-tion must start and the time when thetool is to be used for the first time inyour plan.

6.2 Match the plan to yourresources

Use the budget correctly and prioritise thework from the start so that you do notwaste money on the wrong stakeholders.

It is important to budget when preparingyour dialogue plan. Basically, you have anumber of dialogue objectives spread overthe different stakeholders. It will probablytake more resources in the form of timeand money than you have available toachieve the objectives.You should thereforestart by preparing a budget for each of themeans. By adding the sub-budgets togeth-er you can see whether you are exceedingthe total budget or not.


If the means you plan to use in the dialo-gue cost more than you have available forthem, it is time to stop and think. Eitheryou must reduce the level of ambition forthe various means or you must discusswith the management whether it is realisticto fulfil all dialogue objectives for the givenbudget.The conclusion can be either toreduce the dialogue objectives for theperiod or to increase the budget. It is betterto spend time and money on some fewdialogue objectives than on too many ifyou know in advance that there are insuffi-cient resources to communicate them allproperly.

6.3 Distribute the workThe last piece of information in the planis who is responsible for the chosenmeans. It is important to have a personwho feels responsible for the means ofcommunication in question. Otherwiseyou risk not being ready on time, lim-ping quality and budget overrun. Theresponsibility for the individual meansshould lie with the person who is mostinterested in the dialogue objective beingachieved.

It is advantageous to have guidelines forthe company's work on the plan. Theguidelines ensure that you are alwaysworking on the basis of an updated andapproved dialogue plan. The guidelinesmust set out:• who is to take the initiative for revision

of the plan• who is to help revise the plan• how the revision is to be done• who, if anyone, is to approve the plan• the deadline for completion of the plan.


7.1 Find the right expertsThe people who are to design the variousmeans of communication must be good atwriting and at communicating in pictures.Depending on the nature of the means, you

may also need experts within layout, photo-graphy, film and similar.

It is not enough for the experts to have thenecessary paper qualifications.The reci-

7 How to set others to work

If you are fortunate enough to have aninformation officer in the company oryou can draw on external communica-tion experts, your task is to set them towork on designing the means in the rightway.

As the person responsible for the com-pany's environmental dialogue, you are abridge builder between the company'sobjectives and the people designing themeans. If you solve this task properly,you will save yourself a lot of grief overmeans that do not live up to your expec-tations and will avoid wasting time andmoney.

It is a good idea to write a short brief tothe people who are going to design themeans of communication. Stating yourwishes in writing is good preparation for

the subsequent dialogue with the com-munication experts. Depending on thenature of the task, you can also supplythe experts with draft copy or back-ground material describing and docu-menting the company's way of solvingthe various environmental tasks.

A written brief from you to the commu-nication experts should always includethe dialogue objectives, a description ofthe recipients and the time horizon.Youthereby provide them with precise guide-lines to observe when they are designingthe means of communication. Theexample given below is a brief for a fol-der to neighbours about reducing noise,but you can use the same guidelines forall means of communication. Hints 7.1,7.2 and 7.3 explain how.

Means of communication Folder – short, e.g. folded A4

Dialogue objective We must inform our neighbours before March 1 that we arechanging our transport system, but that this may take up to sixmonths.

Other means with which Article in local newspaperthe means of communi-cation is to be combined

Description of the main The recipients are all neighbours within a radius of 600 metres,recipients i.e. approx. 500 households.

That means all kinds of people, but the folder must be addres-sed particularly to the people who are most dissatisfied aboutthe noise and have complained to authorities and the local press.The folder must be written so that everyone, including thosewithout technical knowledge, can understand it.

Secondary recipients Authorities and the local newspaper

Time horizon Must be received from the printers February 15 and sent outFebruary 17.


pients of the company's messages are bom-barded every day with a large quantity ofinformation, much of which is designedextremely professionally and powerfully. Itis thus important for the people designingthe communication to be able to competewith the information noise and penetrate tothe recipients.

You must get hold of people who are goodat finding new ways of communicatingsimple, clear, credible and, most of all,interesting messages. If you do not havesuch people among your colleagues, youshould use external experts that you trustto solve the task.

Using external experts has both advantagesand disadvantages. On the plus side, theycan look at the communication problemwith fresh eyes and see new possibilitiesbecause they are not, as company peoplesometimes are, thinking in grooves. On theminus side, the company’s environmentalaspects can be so complex that it is difficultfor outsiders to decide what is importantand what is not.You can judge differentexperts by getting examples of the environ-mental communication they have produ-ced. Ask for communication of the typeyou want designed. If the form and contentmeet your expectations, you can arrange ameeting at which you can see whether thechemistry is right.

7.2 Use the dialogue objective asthe governing idea

The core of the design is the dialogueobjective. It is your job to formulate thedialogue objective that the communicationexperts are to communicate.This distribu-tion of roles means a big responsibility foryou. If the message is not precise enough,even the most creative communicators willnot be able to develop it into valuablecommunication. Do not put the commu-nication experts to work until you have

taken a critical look at whether the messa-ge is sufficiently precise to have the desi-red effect. If it is not, you must go back tothe beginning and formulate it again.

Stick to the dialogue objective and returnto it in your discussions with the experts.If they do not understand your messageyou will never get a solution that meetsyour expectations.

7.3 Discuss the design with yourexperts

The people who are going to design themeans do not see the company’s objecti-ve in the same way as you do. It is there-fore necessary to discuss the design withthem. In particular, you must ensure thatthey get precisely the information theyneed about the stakeholders to commu-nicate your message to them, and thediscussion will give them a clear impres-sion of the stakeholders’ attitude to thechosen question.

The dialogue between you and yourexperts is a balancing act. On the onehand, you must stick to your objectiveand make demands. On the other, youmust not hold so strictly to the writtenbrief that you limit their scope.

You may find the following helpful hintsuseful in your dialogue with the experts:• Use your draft written brief as the

agenda for meetings• Listen and be open to ideas you had

not thought of yourself• Do not impose a fixed framework for

the forms, e.g. formats and choice ofpictures. Otherwise you risk contribu-ting to stereotypes and losing the crea-tive verve that is the driving forcebehind good communication and that isable to break down the stakeholders’defences.


When evaluating the environmental dia-logue you should follow the sequencebelow for each stakeholder:• Check that the means have been used

as planned• Check that the dialogue objectives have

been achieved• Judge whether the dialogue has contri-

buted to environmental and businessresults.

You must have dialogue objectives inorder to be able to evaluate the dialogue.When you have evaluated it, you mustdecide on two things: Should the objecti-ves be adjusted to bring them more inline with the actual conditions? Is itnecessary to adjust the means the com-pany is using or to use other means?

If the evaluation is to be used by othersthan you yourself, you should present itas concisely as possible – for example, ina schedule as shown in the examplebelow. Here, it is the environmental dia-logue with customers that is being evalu-ated.You must use the schedule to com-pare the dialogue objectives with theresults and for your evaluation of therelationship. Hint 8.1 explains how tocheck whether the means have been usedas planned; hint 8.2 focuses on whetherthe objectives have been achieved, andhint 8.3 is about evaluating whether theenvironmental dialogue has helped toproduce the desired results.

8 How to evaluate theenvironmental dialogue

Stakeholders Selected customers

Planned Direct mailmeans Personal dialogue

Means used Direct mail has been used.Personal dialogue has not been used.

Dialogue We must inform the customers between March 1 and July 1 about the objective advantages of a return scheme for our packaging and about a trial period

and the price.

Achieved Partially

Results Two customers are favourably disposed to the proposal but want a little timeto think about it.

Evaluation of The customers are willing to sort the packaging separately but will not pay the dialogue’s us to come and collect it. In other words, the customers have understood our contribution message, so what is needed is no longer dialogue but us dropping the to the results planned charge.


8.1 Check that the means areused as planned

Begin your evaluation by checking howthe means have been used. If you do nothave a clear picture of the activities thathave actually taken place, you cannotjudge whether the dialogue has beensatisfactory or not, nor can you checkwhether the results – or the lack of same– are due to the company’s efforts orother factors.

You can check the use of means by ans-wering the following questions:• Have all the means been used as plan-

ned?• Have they been used the planned num-

ber of times?• Have they been used at the planned

times?• Have they been addressed to the stake-

holders that they are intended for?• Have they been used in the communi-

cation with others?• Has the plan been changed during the

process?• What was the reason for any departu-

res from the plan?

Besides the people who are responsiblefor the different means you can useother sources to determine whether themeans have been used as planned:• booked costs for communication

means, e.g. for printed matter, partici-pation in fairs and holding large mee-tings

• letters sent concerning environmentalmatters

• press cuttings and recordings of TVand radio programmes

• calendars and reports showing thenumber of meetings and calls by salesrepresentatives while environmentalmatters have been on the agenda.

8.2 Check that the dialogueobjectives have been achieved

When you know which means have beenused you can go on to checking theireffect on the stakeholders – in otherwords, checking that the dialogue objec-tives have been achieved. The only wayof checking that the messages have beenreceived and accepted in accordancewith the dialogue objectives is by askingthe stakeholders, either in connectionwith the daily cooperation with them orby means of interviews, round-table dis-cussions or similar.


You can check that the dialogue objecti-ves have been achieved by obtaining ans-wers to the following questions:• What messages do the stakeholders

think they have received from the com-pany?

• To what extent do they correspond tothe dialogue objectives?

• How do the stakeholders interpret thecompany’s messages?

• Are there other interpretations thanthose you expected?

• Have the stakeholders found the com-pany’s environmental messages suffici-ently interesting?

• Has the design of the means caught theattention and interest of the stakehol-ders?

• What forms of action has the compa-ny's messages inspired the stakeholdersto take?

• What are the stakeholders’ attitudes tothe company’s messages?

8.3 Assess the dialogue’s contribution to the results

The last part of your evaluation shouldbe an assessment of how the environ-mental dialogue has contributed to theenvironmental and business results pro-duced by the cooperation with the stake-holders.

You must decide how the dialogueshould be organised in future, i.e. howthe stakeholders should be prioritised,whether the objectives need adjustingand what means the company shoulduse.

You cannot assess the environmental dia-logue’s contribution until you know whathas actually emerged from the coopera-tion.You will find out by answering thefollowing questions:• What results have been achieved with

the stakeholder in question?• Has the stakeholder taken the action

the company wanted it to take?• Are the results better or poorer than

expected?• If there are deviations, what is the

reason for them?• Have other factors than the dialogue

played a role – for example, greater orlesser public interest in the environ-mental issues dealt with in the dialo-gue?


If the results are as expected and the dia-logue objectives have been achieved youshould check whether the dialogue hasaffected the results as much as you origi-nally expected or whether there havebeen other factors that have had a positi-ve effect on the results. Such factorscould be that the public debate hasfavoured your views or that customersand suppliers have become more open toyour arguments. If these or other factorshave helped to create good results, it isimportant to take account of them whenyou are planning the future environmen-tal dialogue.

Even though the dialogue objectives havebeen achieved, you may find that theresults are poorer than expected. Thatmay be because you expected too muchof the dialogue’s possibility of contribu-ting to the results in question. However,there can also be other factors – forexample, unexpected initiatives by com-petitors or other players have made thework more difficult for your company.

If the expected results have not appearedyou can choose either to reduce yourambitions or to strengthen your commu-nication activities. If you choose the lat-ter course, you may find it useful to runthrough the planning steps described inthe preceding chapters.


9 Six other manuals onenvironmental dialogue

Planning and Organising EnvironmentalDialogue is one of a series of seven ma-nuals that are intended to help small andmedium-sized enterprises to use theirenvironmental results in their dialoguewith customers, suppliers, employeesand other stakeholders.

In small and medium-sized enterprises,responsibility for the company’s environ-mental communication usually ends upwith the environmental manager, whohas the environmental knowledge butfewer skills within communication, parti-cularly when it is a case of communica-ting technical material so that laymencan understand it and relate to it. Themanuals are intended to help you – theperson responsible for both the environ-mental aspects of your company’s activi-ties and the company's environmentalcommunication.

The manuals and the catalogue cost DKK 50 each, incl.VAT.If you buy all seven, the price is DKK 300, incl.VAT.

You can buy the manuals and the catalogue atMiljøbutikken, Information og Bøger, Læderstræde 1-3,

DK-1201 Copenhagen K, DenmarkTel. +45 33 95 40 00


“Design of written environmental communication”

explains how a small or medium-sized enterprise can make

written environmental communication relevant and readable

for the recipient. The manual also contains advice on illu-

strations, websites, articles, environmental reports and pro-

duct information.

“Environmental dialogue through the press”

helps small or medium-sized enterprises achieve better

cooperation with journalists on environmental matters. The

manual describes the press’s rules of play and explains to

companies how to select their stories, gain the confidence of

journalists, prepare for bad press mention and evaluate the

results of the company’s press work.

“Environmental dialogue with colleagues”

explains how the environmental manager and the organisa-

tion in a small or medium-sized enterprise handle the inter-

nal environmental dialogue with employees and the manage-

ment. The manual describes how to plan and organise the

internal dialogue before, during and after an environmental

project.

“Environmental dialogue with customers”

explains how the environmental manager, in cooperation with

the marketing people and sales representatives in a small or

medium-sized enterprise, can improve the dialogue with cus-

tomers on environmental matters and environmental manage-

ment.The manual provides advice on selecting relevant custo-

mers, investigating their needs, building up credible environ-

mental arguments and conducting the dialogue.

“Environmental dialogue with suppliers”

describes how to build and maintain a system for handling

suppliers and developing a dialogue with them. The manual

explains how to prioritise suppliers, set topics for the envi-

ronmental dialogue, and assess and approve suppliers.

“Catalogue of means for environmental dialogue”

describes 34 means of communication suitable for small and

medium-sized enterprises' communication of environmental

messages. The means are presented in four groups: distribu-

tion of environmental information; supply of environmental

information; personal communication; and gathering infor-

mation about the stakeholders.

Udformning af skriftlig miljøkommunikation

Miljødialogmed kollegaer

Miljødialog med leverandører

Miljødialoggennem pressen

Miljødialogmed kunder

Katalog over midler til miljødialog


The following people have also been attached to the project as a monitoring group:

• Charlotte Thy, Danish Environmental Protection Agency• Ulla Ringbæk, Danish Environmental Protection Agency• Palle M. Sørensen, Danish Agency for Trade and Industry• Ninna Johnsen,The Graphic Association of Denmark• Helle Fabiansen, Association of Danish Asphalt Industries• Hans Niemann,Valør & Tinge A/S

The manual has received support from the support scheme set up by theEnvironmental Protection Agency and the Agency for Trade and Industry to promote

environmental management in small and medium-sized enterprises.

Federation of Employers for Trade,Transport and ServicesAssociation of Danish Asphalt IndustriesBASF DanmarkBrandt’s Auto- og IndustrilakeringFederation of Co-operative BuildingContracting SocietiesDanish Automobile Repairshop Associa-tionColas Danmark A/SDanish Commerce & ServicesConfederation of Danish IndustriesDanish Forest AssociationDansk SupermarkedThe Danish Chamber of CommerceAssociation of Car Painters in DenmarkForenede RengøringFSB MalerselskabThe Graphic Association of DenmarkHJ Hansen MiljøsystemerHoresta (Association of the Hotel,

Restaurant and Tourism Industry)Danish Federation of Small andMedium-Sized EnterprisesI/S Alssund AffaldI/S KavoI/S NoverenLiniebusLucent Technologies DenmarkMayfair HotelMercedes-BenzMerrild KaffeNeptun HotelPricewaterhouseCoopersReno-Sam (Association of Joint-Municipal Waste Companies inDenmark)Sorø Academy's Forest DistrictSvedaKemiAssociation of Danish WoodworkingManufacturersVEGA

EpilogueIn order to ensure that the manuals on environmental dialogue meet the needs andrequirements of small and medium-sized enterprises concerning usefulness, severalevaluation meetings have been held at which the manuals' content, form and directionswere discussed.We would like to thank the following trade organisations and compa-nies that have participated in these workshops:


Registration Sheet

Publisher: Ministry of Environment, Danish Environmental Protection Agency,Strandgade 29, DK-1401 Copenhagen K,Telephone int + 45 32660100, Telefax int + 45 32660479, Internet http://www.mst.dk

Series title and no.: Environment News, 63

Year of publication: 2001

Title: Planning and organising an environmental dialogue

Author(s): Niemann, Hans; Møller-Jørgensen, Aksel; Nielsen, Birgitte B.; Petersen, Anette

Performing organization(s): Valør & Tinge A/S

Abstract: How does SME's plan and organise a dialogue about environmental issues? This manualdescribes three phases prioritising the stakeholders and defining topics and objectives of thedialogue, choosing the means of communication, the preparation and management ofdesign, and the evaluation of the dialogue.

Terms: companies; communications

Supplementary notes: Translation of ”Tilrettelæggelse af miljødialog” (Miljønyt 43, 2000)

Illustrations: Gitte Helle

Translation: Access

Graphics: Lotte Kokfelt in cooperation with Valør & Thinge A/S

Edition closed (month/year): November 2001

Number of pages: 36 Format: A4

Number of copies: 2,000

ISBN: 87-7944-937-9 ISSN: 0905-5991

Printed by: Phønix-Trykkeriet A/S, Århus

Price (incl. 25 % VAT): 50 DKK

Distributed by: Miljøbutikken, Books and Information, Læderstræde 1-3, 1201 Copenhagen KPhone +45 33954000 Fax +45 33927690 [email protected]

Reproduction is authorized provided the source is acknowledged

Printed on 100% recycled paper Cyclus

This manual has been printed at Phønix-Trykkeriet A/S and carries the Nordic environmental Swan eco-label.Licence No. 541 006. Phønix-Trykkeriet A/S has environmental certification in accordance with ISO 14001and is registered under the European Eco-Management and Audit Scheme EMAS.

Environment News (Miljønyt)

No. 30: Begrænsning af trafikstøjNo. 31: ForsigtighedsprincippetNo. 32: CO2-virkemidler på transportområdet - et samarbejdsprojekt med Svendborg kommuneNo. 33: Ecosystem Vulnerability to Climate Change in Greenland and the Faroe IslandsNo. 34: Miljøkapacitet som grundlag for byplanlægning – Generel delNo. 35: Precautionary PrincipleNo. 36: Badevandskort 1999No. 37: På rette vejNo. 38: Borgernes miljørettighederNo. 39: Miljø og arbejdsmiljøNo. 40: Dansk miljøeksport af produkter og rådgivningsydelser til vandsektoren 1998No. 41: Danish Environmental Exports of Products and Consultancy Services Within the Water Sector 1999No. 42: Udformning af skriftlig miljøkommunikationNo. 43: Tilrettelæggelse af miljødialogNo. 44: Miljødialog gennem pressenNo. 45: Miljødialog med kollegaerNo. 46: Miljødialog med kunderNo. 47: Katalog over midler til miljødialogNo. 48: Miljødialog med leverandørerNo. 49: Badevandskort 2000No. 50: Vejen til bedre miljø ved produktion af tekstilerNo. 51: Kriterier for prioritering af trafikstøjbekæmpelseNo. 52: Håndbog til kommunerne om eksport af elektronisk affaldNo. 53: Håndbog i produktorienteret miljøarbejdeNo. 54: Alternatives to Methyl Bromide; Integrated Pest Management in Danish flour millsNo. 55: Alternatives to Methyl Bromide; IMP in three typical Danish flour millsNo. 56: Håndbog om trykimprægneret træ og mulige alternativerNo. 57: Evaluering af miljøtrafikuge 2000No. 58: Håndbog i miljøvurdering af produkterNo. 59: Miljøledelse – katalog over 66 projekterNo. 60: Dansk miljøeksport af produkter og rådgivningsydelser indenfor affaldssektoren i 1999No. 61: Danish Environmental Exports of Products and Consultancy Services within the Waste sector in 1999No. 62: Miljøstyring og miljørevision i danske virksomhederNo. 63: Planning and organising an environmental dialogue

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