ENVIRONMENTAL MANAGEMENT SYSTEM OF

TEXTILE INDUSTRY IN BANGLADESH:

CONSTRAINT AND REMEDIATION

A THESIS
SUBMITTED TO INTERNATIONAL CULTURE UNIVERSITY
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE OF
DOCTOR OF PHILOSOPHY
IN
CULTURE AND INDUSTRY MANAGEMENT

By
MOHAMMAD ZAKIR HOSSAIN KHAN

INTERNATIONAL CULTURE UNIVERSITY

DHAKA
BANGLADESH

2016
 ENVIRONMENTAL MANAGEMENT SYSTEM OF
TEXTILE INDUSTRY IN BANGLADESH:
CONSTRAINT AND REMEDIATION

A THESIS
SUBMITTED TO INTERNATIONAL CULTURE UNIVERSITY
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE OF
DOCTOR OF PHILOSOPHY
IN
CULTURE AND INDUSTRY MANAGEMENT

By
MOHAMMAD ZAKIR HOSSAIN KHAN

CHAIR: PRINCIPAL SUPERVISOR:

DR. SULTAN MUHAMMAD RAZZAK DR. AKM ZAKIR HOSSAIN BHUIYAN

CO SUPERVISORS:
DR. SAJEDUL AWWAL

DR. AFROJA PARVIN

DR. ZAHARABY RIPON

INTERNATIONAL CULTURE UNIVERSITY

DHAKA
BANGLADESH
2016
 DECLARATION

I declare that the thesis entitled “Environmental Management System of Textile Industry
in Bangladesh: Constraint and Remediation” submitted for the degree for Doctor of
Philosophy in the International Culture University, Dhaka, Bangladesh is the record of
work carried out by me during the period from 2014 to 2016 under the guidance of Dr.
Sultan Muhammad Razzak, Dr. AKM Zakir Hossain Bhuiyan, Dr. Sajedul Awwal, Dr.
Afroja Parvin and Dr. Zaharaby Ripon and that this did not form the basis for the award
of any degree for this university or any other university or any other similar institution of
higher learning or prize.

(Mohammad Zakir Hossain Khan)

Researcher
 CERTIFICATE

This is to certify that Mohammad Zakir Hossain Khan is the sole author of the
dissertation entitled “Environmental Management System of Textile Industry in
Bangladesh: Constraint and Remediation”. This dissertation or part thereof has not been
the basis for the award of any degree, diploma or associated with any other similar title.

We are forwarding this dissertation to be examined for the degree of Doctor of

Philosophy in the International Culture University, Dhaka, Bangladesh. The data
presented in the thesis are genuine and original. Mohammad Zakir Hossain Khan has
fulfilled all the requirements according to rules of the University for submission of a
dissertation for the Doctor of Philosophy degree and made distinct contribution to the
field of environmental science.

Chair of Doctoral Committee: Principal Supervisor:

Dr. Sultan Muhammad Razzak Dr. AKM Zakir Hossain Bhuiyan

Chairman
International Culture University

Co Supervisors:

Dr. Sajedul Awwal

Dr. Afroja Parvin

Dr. Zaharaby Ripon

 ACKNOWLEDGMENTS

All praise for Allah, the omnipresent, omnipotent and omniscient, who has enabled me to
complete this research and thesis. Everyone who helped in this study has, in a sense,
made a contribution to this research. I am grateful to all of them, although it is not
possible to mention everyone name.

The author feels proud to express his deepest gratitude, warm appreciation, profound
regards and indebtedness to reverend chair of doctoral committee Dr. Sultan Muhammad
Razzak, principal supervisor Dr. AKM Zakir Hossain Bhuiyan and Co-Supervisors Dr.
Sajedul Awwal, Dr. Afroja Parvin and Dr. Zaharaby Ripon for their constant inspiration,
scholastic guidance, immense encouragement, valuable suggestion, timely and solitary
instruction, cordial behavior, constructive criticism and providing all facilities for
successful completion of the research work as well as preparation of this thesis.

My thanks are conveyed to all other honorable teachers of International Culture

University for their encouragement, brilliant criticisms and helpful suggestions. I also
like to give thanks to the all researcher and staff of the International Culture University,
Dhaka, Bangladesh.

I am acknowledged to express my best regard to respectable teachers and all officers and
staffs of my Institute for their intellectual suggestions.

Finally, I expressed thanks to my father, mother, son, wife, sister, nephew, friends and all
well wishers for their encouragement and inspiration during this period.

Mohammad Zakir Hossain Khan

i
 Executive Summary

The textile industries have become the backbone of the country’s economy but it also

possesses threats recently. There were several fire accidents in textile sector, which

caused death of hundreds of workers and fires have become common incidents. The

recent textile building collapse in Savar turned into a hot issue in Bangladesh as well

as in the rest of the world due to its thousands of labour deaths. The question of safety

and sustainability of the textile industries in Bangladesh arise for these incidents.

Most of the factory owners do not follow the minimum safety regulations of the

garments. Many regular foreign buyers of the readymade garment products have

already declared not to have any deal with the country if they do not maintain its

safety and proper environment. Moreover, most of the buyer companies demand more

environment friendly products. To meet minimum environmental and social

requirements with quantity, quality and price-cost requirements, large enterprises on

the higher end of the value chain are increasingly putting pressure on small and

medium enterprises.

Environmental management is the management of an organization’s responsibility on

its impacts on the environment. In another word, EMS is a set of processes and

practices that enable the organization to reduce its environmental impacts and

increase its operating efficiency in a systematic and cost-effective manner.

Considering environmental and social issues, to improve the Bangladesh textile

industry in accordance with the global standards in which corporate social

responsibility and environment have critical contribution and to accelerate the

ii
relevant strategies being developed, a situation analysis should be the first step to be

taken.

Lack of knowledge about environmental awareness and workplace safety has brought

about the necessity of an assessment study on textile industry awareness and

performance on environmental issues. Objective of this study is to identify present

environmental management system in Bangladesh textile industries. The study can

lead towards a new era of textile industries of Bangladesh. It will reduce to have

further hazard in this sector. Besides the proposed sustainable way the study will

demonstrate the country better practices and pathways for the textile industry and will

help to rebuild the textile policy and regulation. Hypothesis of this study is, “Textile

industry’s strategic choice or approaches are desired to be environmental friendly”.

Two data gathering approaches were followed in this study. One of them is literature

review and another one is questioner survey supported by semi-structured interviews.

This research found that general environmental policies and management

approaches are not established in most of the companies in the target region. Surveys

were responded by 26 companies in the target region. Based on the questions which

constitute the questionnaire, environmental situations of the companies were assessed

under six areas, General environmental policies and management practices,

Perspective on the environmental legislations, General waste management practices,

Selection of production processes, systems and technologies considering

environmental pollution and Occupational health, safety and environmental

performance. From study it was found that, poor monitoring and enforcement of

existing laws lead the factory owners to avoid proper environmental management

iii
system. Beside pollution issue, many factory owners also do not follow the minimum

safety regulations of the textile industries, because there is no proper policy or

concrete labour and trade union policy in this sector, most of the factory owners take

it as advantages and want to have more profits without investing sufficiently for

workplace safety of workers.

Textiles companies are confronted with a number of significant environmental and

social challenges. None of the challenges are unfeasible, but if not effectively

addressed and managed, they will hurt not only environment, but also business

operations and profitability. An environmental management system simply extends

that approach to managing the impact of business has on the environment and the

working conditions at facility. It is important that, government, private organizations

and the factory owners will take responsible initiatives and to work for the better

working environment in order to enrich a satisfactory position in terms of

sustainability.

As shown in the results obtained by the analyses using the survey data and

environmental measures by facilities was clarified in this study, and various factors

were examined to see constraint and remediation of environmental management

system of textile industry in Bangladesh. However, due to the simultaneous effects of

the various factors, it is not adequate to focus on importance for the adoption of

environmental management system and environmental activities.

Furthermore, the research findings and recommendation would be of a great use to the

policy makers, urban authorities, planners, researchers and students as well as to the

iv
environmentalists taking action in future research and development and also in all

decision making on matters pertaining to environmental management system. Thus it

could help to create a sustainable environment.

v
 TABLE OF CONTENT

Title Page No.

Acknowledgement i
Executive Summary ii-v
Table of Content vi-viii
Abbreviation ix-xi

Chapter 1 INTRODUCTION 1-20

1.1 General 1
1.2 Revolution of Textile Industries in Bangladesh 2
1.3 Incidents in Bangladesh Textile Industry 4
1.4 Sustainability in Industry 7
1.5 Environmental Management System in Industries 12
1.6 Environmental Management System in Bangladesh 14
Textile Industry
1.7 Objectives of the Study 18
1.8 Hypothesis 19
1.9 Limitations of the Study 20
Chapter 2 LITERATURE REVIEW 21-32
2.1 Overview of Environmental Management Systems 21
2.2 Concept of the Study 30
Chapter 3 METHODOLOGY 33-39
3.1 Micro Scale Analysis: Textile Producer Companies 34
3.2 Situation Analysis 37
3.3 Development of Recommendations 38
Chapter 4 FINDINGS 40-54
4.1 General Environmental Policies and Management 44
Practices
4.2 Perspective on the Environmental Legislations 47
4.3 General Waste Management Practices 48
4.4 Selection of Production Processes, Systems and 50
Technologies Considering Environmental Pollution

vi
 4.5 Monitoring and Management of Resources/ Wastes for 51
Minimization at Source
4.6 Occupational Health, Safety and Environmental 51
Performance
4.7 Recommendation from Textile Industry 54
Chapter 5 ANALYSIS AND DISCUSSION 55-69
5.1 General Environmental Policies and Management 55
Practices
5.2 Perspective on The Environmental Legislations 57
5.3 General Waste Management Practices 58
5.4 Selection of Production Processes, Systems and 60
Technologies Considering Environmental Pollution
5.5 Monitoring And Management of Resources and Wastes 61
for Minimization at Source
5.6 Occupational Health, Safety and Environmental 62
Performance
5.7 Benefits of Environmental Management Systems 64
Chapter 6 RECOMMENDATIONS 70-71
Chapter 7 CONCLUSION 72-75
Chapter 8 REFERENCES 76-90

LIST OF FIGURES
Figure Title Page No.
1.1 Main processes of ISO 14001 14
3.1 Assessment of the environmental issues in textile 34
industry
3.2 Study area (Savar) 35
3.3 Typical development process of cleaner production 39
concept in a country
4.1 ISO 14001 Certification 45
4.2 Environmental Policy 46
4.3 Environmental Management Plan (EMP) 46
4.4 Emergency Preparedness Plan 47

vii
 4.5 Environmental clearance certificate and fire license 48
4.6 ETP Status 49
4.7 Waste Management Procedure implementation Status 49
4.8 Type of generator use in textile industry 50
4.9 Environmental Monitoring Plan Status 51
4.10 Status of using PPE 52
4.11 Training Status 53
4.12 Medical centre and child care centre 53

LIST OF TABLE
4.1 Recommendation from factory for improvement of 54
environmental management system of textile industry
in Bangladesh

LIST OF ANNEXES
Annex 1 Questioners for Interview
Annex 2 Environment Management Plan
Annex 3 ISO 14001:2004 Standard
Annex 4 Collected Photos During Field Survey

viii
 ABBREVIATION

ATC Agreement on Textiles And Clothing

BGMEA Bangladesh Garment Manufacturers and Exporters Association

BKMEA Bangladesh Knitwear Manufacturing Export Association

BTMC Bangladesh Textile Mills Corporation

CCC Clean Clothes Campaign

CIA Central Intelligence Agency

CNTAC China National Textile and Apparel Council

CSR Corporate Social Responsibility

DFID Department for International Development

DoE Department of Environment

ECA Environmental Conservation Act

ECR Environmental Conservation Rules

EHS Environment, Health and Safety

EMAS Eco-Management and Audit Scheme

EMP Environmental Management Plan

EMS Environmental Management System

EPZs Export Processing Zones

ETP Effluent Treatment Plant

EU European Union

FIAS Foreign Investment Advisory Service

GATT General Agreement Tariff and Trade

GDP Gross Domestic Product

GoB Government of Bangladesh

ix
ILO International Labour Organization

ILRF International Labour Rights Forum

ISO International Organization for Standardisation

LPG Liquefied Petroleum Gas

MDG Millennium Development Goal

MFA Multi-Fibre Agreement

MSDS Material Safety Data Sheets

MSN Maquila Solidarity Network

NGO Non Government Organization

NPI New Industrial Policy

PPE Personal Protective Equipment

REAP Responsible Entrepreneurs Achievement Programme

RMG Readymade Garment

RMGS Ready Made Garment Sector

SMEs Small and Medium Enterprises

SOMO Stichting Onderzoek Multinationale Ondernemingen

(Centre for Research on Multinational Corporations)

STP Sewage Treatment Plant

UK United Kingdom

UNEP United Nations Environment Programme

UNGC United Nation Global Compact

UNIFEM United Nations Development Fund for Women

US United State

USD United States Dollar

USEPA United States Environmental Protection Agency

x
WE Worldwide Enhancement

WRC Worker Rights Consortium

WTO World Trade Organization

xi
 Chapter 1

INTRODUCTION

1.1 General

Textile industries are playing vital role for rapid economical development in Bangladesh.

Exporting of textiles and garments are the principal source of foreign exchange earnings. The

world’s second largest apparel exporter of western brands is Bangladesh. The country is

exporting 60% for its garments product in Europe and 40% of its garments product in

America. It is also noted that, very few of textile factories are owned by foreign investors,

with most of the production being controlled by local investors. The Bangladeshi Textile

Industry is one of the most critical sectors in Bangladesh in terms of contribution to the

gross domestic product (GDP), employment generation and net exports.

Netherwood, A. (1996) reported that initially aim of industries was based on the thought that

investments and innovations were to drive economic growth and to satisfy the demand of the

consumer. Conventional business management was focused more on corporate profits,

growth, and market share with less attention on the effects on the environment. On the other

hand, due to the processes applied for manufacturing of products or resources consumed,

industrial activities have become a major contributor to environmental destruction.

Netherwood, A. (1996) also explained that every so often industrial activities cause serious

environmental threats. Major threats from industrial activities are, global warming, toxic

substances release to environment, ozone destruction, acid rain, marine pollution, health

threats, reduced biodiversity, loss of species and habitats. Agarwal, H.O. (1999) stated that

rapid industrialization resulted into economic development had also continuously degraded

1
the human environment. He also stated that, not only industrialization but also urbanization,

over population and poverty intensified the problem.

Netherwood, A. (1996) reported the damage on environment that due to industrial activities

and organizations and as such attention should be made to these activities in order to reduce

their impact on humans and the environment. Present global competitive business

environment, poor management of corporate reputation, employee practices, product

stewardship and environmental management can create social and environmental risks that

damage shareholder value, therefore ecological considerations are vital to the successful

running of any business, an industry, an organization or a country as a whole finds itself.

Therefore sustainable develop is the key issue for industrialization and urbanization.

Sustainable development is a mission towards economic growth, environmental protection

and social harmony that go along together stated by Tencati, A. et al., (2004).

1.2 Revolution of Textile Industries in Bangladesh

Before liberation war of Bangladesh, when Bangladesh was a part of Pakistan, from 1947 to

1971 the textile industries, like most industries in East Pakistan, were largely owned by West

Pakistanis. In the 1960s, local Bengali entrepreneurs had set up their own large textile and

jute factories. After liberation war in 1971, the newly formed Bangladesh lost access to both

capital and technical expertise, stated by Lorch, Klaus (1991). After the liberation, by

focusing on the textile and clothing industry, particularly the readymade garment (RMG)

sector, Bangladesh adopted export oriented industrialization stated in

Dictionary of Genocide: A-L. Volume 1 by Totten, Samuel et al.

2
Lorch, Klaus (1991) also sated in Privatization Through Private Sale: The Bangladeshi

Textile Industry that, in 1972 the newly formed government of Sheikh Mujibur Rahman

enacted the Bangladesh Industrial Enterprises Order, taking over privately owned textile

factories and creating a state owned enterprise called Bangladesh Textile Mills Corporation

(BTMC). Democracy and a socialist form of capitalism were promoted by President Rahman.

The BTMC lost money in every year after the 1975–1976 fiscal years. The state owned

almost all spinning mills in Bangladesh and 85 percent the textile industry’s assets (excluding

small businesses) Until the early 1980s. A large number of these assets including jute mills

and textile mills were privatized and returned to their original owners under the 1982 New

Industrial Policy (NPI). Lorch, Klaus (1991) further stated that, an export processing zone

was officially established in at the port of Chittagong in 1980.

In “Implementation of Privatization Policy: Lessons from Bangladesh”, Momen, Nurul

(2007) expressed that, in 1982, shortly after coming to power, President Hussain Muhammad

Ershad introduced the New Industrial Policy (NPI), most significant move in the privatization

process, which denationalized much of the textile industry, created export processing zones

(EPZs) and encouraged direct foreign investment. 33 jute mills and 27 textile mills were

returned to their original owners under the New Industrial Policy. Apparel exports grew, but

initially, the ready-made garments RMG industry was not adequately supported by the

growth up and down the domestic supply chain.

World trade organization (WTO) in 2008 stated that, from 1995 to 2005 the WTO Agreement

on Textiles and Clothing (ATC) was in effect, wherein more industrialized countries

consented to export fewer textiles while less industrialized countries enjoyed increased

quotas for exporting their textiles.

3
By 2005 the ready-made garments (RMG) industry was the only multibillion dollar

manufacturing and export industry in Bangladesh, accounting for 75 per cent of the country’s

earnings in that year by 2005 (Haider, Mohammed Ziaul, 2007). Now Bangladesh’s export

trade is dominated by the ready-made garments (RMG) industry. Bangladesh’s garment

exports – mainly to the US and Europe – made up nearly 80% of the country’s export income

in 2012 (Yardley, Jim, 2012). RMG represented 81.13 percent of Bangladesh’s total export

by 2014 (Comparative Statement on Export of RMG and Total Export of Bangladesh, 2015).

1.3 Incidents in Bangladesh Textile Industry

In 2000 textile entrepreneurs had a reputation for shirking custom duties, evading corporate

taxes, remaining absent in capital markets, avoiding social projects such as education,

healthcare, and disaster relief but, these entrepreneurs took the risks needed to build the

industry stated by Quddus, Munir and Rashid, Salim (2000).

Oxfam (2015) stated that Sportswear Ltd. of Hameem Group fire on 14 December 2010,

thirty people died and another 200 were seriously injured. A deadly fire in February 2010 at

the “Garib and Garib” factory killed 22. Oxfam (2015) further stated that two dozen factory

owners are also Members of Parliament in Bangladesh.

Major fires in textile industry at Bangladesh, resulting in hundreds of deaths. A fire broke out

on 24 November 2012, in the Tazreen Fashion factory in Dhaka stated by Anbarasan,

Ethirajan (2012). 117 people died and 200 injured stated by Ahmed, Farid (2012). In the

history of Bangladesh, it was the deadliest factory fire stated by Ahmed, Anis and Paul,

Ruma (2012).

4
The Economist in May, 2013 stated that, in 2010 Clean Clothes Campaign (CCC), the

International Labour Rights Forum (ILRF), the Worker Rights Consortium (WRC), and the

Maquila Solidarity Network (MSN) contacted many of the RMG international buyers and

offered a set of recommendations regarding measures that should be taken to eliminate

underlying problems and avoid further deadly tragedies in the RMG factories. 850 factories

from its membership due to noncompliance with safety and labour standards planned to expel

by Bangladesh Garment Manufacturers and Exporters Association in 2012. The U.S. House

of Representatives members have also urged the U.S. Trade Representative’s office to

complete its review of Bangladesh’s compliance with eligibility requirements for the

Generalized System of Preferences. From November 2012 through May 2013 five deadly

incidents brought worker safety and labour violations in Bangladesh to world attention

putting pressure on big global clothing brands such as Primark, Loblaw, Joe Fresh, Gap,

Walmart, Nike, Tchibo, Calvin Klein and Tommy Hilfiger, and retailers to respond by using

their economic weight to enact change. The Economist in May, 2013 further stated that, a

rights advocacy group Scott Nova of the Worker Rights Consortium claimed that auditors,

some of whom were paid by the factories they inspect, sometimes investigated workers right

issues such as hours or child labour but did not properly inspect factories’ structural

soundness or fire safety violations.

Pennington, Matthew (2013) stated in US suspends Bangladesh trade privileges after textile

industry disaster that, President Barack Obama announced that U.S. trade privileges for

Bangladesh, the Generalized System of Preferences, were suspended following the deadly 24

April 2013 collapse of Rana Plaza, considered to be the global textile industry’s worst

accident in June 2013.

5
The Government of Bangladesh (GoB) and the International Labour Organization (ILO)

launched the “Improving Working Conditions in the Ready Made Garment Sector” (RMGS)

Program, a USD $24.21 million three and a half year initiative in October 2013 (ILO, 2015).

UK’s Department for International Development (DFID) Head in Bangladesh, Ms. Sarah

Cook said that the RMGS was a “key part of the UK’s approach to help ensure safe working

conditions and improved productivity” in the RMG sector and that the “sustainability of the

ready-made garment industry has a pivotal role to play in Bangladesh’s continued social and

economic development.”

Quadir, Serajul and Paul, Ruma (2013) stated that in 2013 building collapse was in the Rana

Plaza complex, Savar, an industrial corner 20 miles northwest of Dhaka, the capital of

Bangladesh. Since the Bhopal disaster in India in 1984, it was the “world’s deadliest

industrial accident. At the same time some 2,500 were rescued from the rubble including

many who were injured, the total number of those missing remained unknown weeks later.

The eight story building, owned by Sohel Rana, was constructed on a “pond filled with sand”

but it only had planning approval for five floors. Owners also used “shoddy building

materials, including substandard rods, bricks and cement, and did not obtaining the necessary

clearances”. The day before its collapse, an engineer raised safety concerns after noticing

cracks in the Rana Plaza complex. In spite of closing, this factory stayed open and when

generators were started after a power blackout the building caved in. Quadir, Serajul and

Paul, Ruma (2013) further stated that, On May 9, 2013 eight people were killed when a fire

broke out at a textile factory in an eleven story building in the Mirpur industrial district

owned by Tung Hai Group, a large garment exporter. Bangladeshi managing director of the

company and a senior police officer were among the dead (Quadir, Serajul and Paul, Ruma,

2013).

6
After a two year investigation in June 2015 homicide charges were filed against 42 people in

the 2013 collapse of a factory Rana Plaza that killed more than 1,136 people in April 2013.

Sohel Rana, the building owner, Refat Ullah, mayor at the time of the incident along with

owners of five garment factories located in the Rana Plaza, and “dozens of local council

officials and engineers” were charged with culpable homicide, “which carries a maximum

sentence of life in prison under Bangladeshi law” (Zain, Syed, 2015 and Julfikar, 2015).

1.4 Sustainability in Industry

Reference to the World Commission on Environment and Development (1987), the term

sustainability is defined as “development that meets the needs of the present without

compromising the ability of future generations to meet their needs”. Elkington, J. (2004)

defined the new concept of sustainability is the “Triple Bottom Line”, which consists of

social, environmental and economic performance aspects. The Sustainability Society

Foundation stated the three aspects of Triple Bottom Line: human wellbeing refers to social

performance, which includes basic needs, personal development, well-balanced society;

environmental wellbeing includes healthy environment, climate and energy, and natural

resources; economic wellbeing is related with preparation for future and economy.

The concept, sustainability is immensely valuable considering an ultimate objective.

Initiatives for sustainable development needed to translate conceptual theories into practical

reality, and require a more radical assessment of environmental strategy. Challenges that

faces the economic system is to continue to fulfil its vital role within modern society whilst

ensuring sustainability reported by Netherwood, A. (1996).

7
In 1970, earth day was another milestone that charged awareness of people. Approximately

500 million people from 167 countries participated in the said event until year 2000, stated by

Christofferson, B. (2004). Outcries to save environment echoed demands for open and

transparent communication between industry and government, stated by Blackburn W. R.

(2007). Support for the restoration of environment was felt throughout the world with the

growing concern for restoring the environmental health. Human activity degraded

environment and were solely responsible for deterioration of ecological balance.

Consequently human beings were ought to shoulder the responsibility to broach a restorative

or compensatory environmental regime for themselves and for their generations to come.

To restore an ecosystem requires understanding, awareness and acknowledgement of human

role in the deterioration of environment at very first step. As the sole proprietor of un-

sustainability, identification of the humans must be maintained upfront. Appropriation of any

ecosystem requires human beings to understand the degree of misappropriation that has been

inflicted on a system. For a clear understanding of the system dynamics, need to know how,

where, what and when human or human actions are playing havoc with ecosystem.

Meadows D. H. et al. (1972) and Steffen W. et al. (2004) stated that, among scientists of

various fields, there is an increasing consensus that society is currently on a long-term

unsustainable course. Robert G. (1995) stated that, the businesses and environment are

getting essentially connected to each other, where the future of each one depends on approach

of other. That describes the definition of sustainability and meaning of sustainable

development.

8
A contested term is sustainable development (Jonsson M., 2008), confusion surrounds

meaning of sustainability, this confusion confounds issues like that should be preserved

(Redclift M., 2000) striking a good balance between too diluted or highly concentrated

definition of sustainability is another challenging issue (Marshall J. D. et. al., 2005). To

understand sustainability, there have been a number of definitions developed by different

academic and business intelligentsia.

Regarding environmental and social issues, nature and extent of understanding is

problematic. Environmental policy making is bound to work conceptually in a vacuum until

range of social understandings and perceptions are clarified stated by Redclift M. (2000).

With lack of ability to comprehend the intricacy and inclusiveness of sustainable

development that includes socioeconomic and environmental development, that would be

impossible to steer organization on path of sustainability stated by Roome N. J. (1998).

Blackburn W. R. (2007) stated that, leaders should be undeniably important to start with

sustainability. In organizations today don‘t fully appreciate, what sustainability could mean to

business success and to society at large. Blackburn W. R. (2007) further stated that,

sustainability is perceived mostly as reporting or merely an intolerable hobby of the top

management in companies. Jonsson M. (2008) stated that the impression results in less regard

for the sustainable environmental agenda at first and consequent disregard for sustainability

afterwards. Jonsson M. (2008) further stated that, it is almost true for all organizations that

production departments have overriding powers over environmental departments that creates

hurdle to foster holistic thinking in organization. Environmental considerations considered to

be accompanied only by costs or as counterproductive to economic growth.

9
It is important to understand that every organization through its management system and its

activities is closely connected to society and the environment. Sustainability is important for

organization to take responsibility of its activities and ensure that neither of its activities

trespass the eco-static balance or wreak havoc with the social activities of the human beings

stated by Robert K. H. et al. (2007).

Organizations stay unaware very often of their socio-ecological impacts and consequent

pollution. Sustainability is more than managing environment that forms only one part of

sustainability (Roome N. J., 1998). So understanding sustainability tools must be the first step

towards sustainable product development. Bebbington J. (2001) stated that sustainable

development combined of three important areas, environmental, social and economics into

one integrated perspective, where environment is one part not whole of sustainability. Robert

K. H. et al. (2007) stated that each of the management tool aims to chase down the

environmental issue in an increasingly distinctive administrative manner.

The meaning of sustainable business strategy is initially taking the goal of sustainability, by

living and working in such a way that human society will be possible for generations to come

and translating this goal of sustainability into the changes required of an individual

organization, that will maintain the organizations capacity for producing human benefits,

including the profitability needed for survival, while optimising the environmental balance of

its operations.

Dumitrescu, I. et al. (2008) stated that the Sustainable Development encourages protective

strategies, dealing with the pollution prevention looking to build up environmental quality

and to diminish unrestrained use of resources.

10
Now a day, numbers of industrial resources allocated to environmental management. A

number of tools emerged during last one decade to address environmental issues. For

environmental management, environmental management systems (EMS) emerged as befitting

response to the global sustainability problems of those tools. According to Psomas et al.

(2011), EMS first appeared in North America in the 1970s and in the early 1990s several

countries developed their own EMS standards, perhaps the most prominent being the British

BS7750. They were eventually withdrawn in favour of ISO 14001, which was first

implemented in 1996 and subsequently became the global EMS standard. In tme mean time,

the European Union (EU) member states developed EMAS (Eco-Management and Audit

Scheme). Other smaller national standards like Environmental Diploma, started in Sweden in

2005, were also later developed and are currently in use.

1.5 Environmental Management System in Industries

All environmental issues are inter-related as they either result from the consumption of

resources by society or the waste generated from the use of those resources. Generally the

larger the population being sustained, the greater the scale of the problem arising from the use

of the resources available. The problems become more acute when society uses non-

renewable resources rather than renewable such as crops or natural energy.

To voluntarily implement environmental policy an environmental management system is one

of the effective tools which industries can use. Environmental management system consists

of interrelated elements that function as one to help a organization to manage, measure, and

improve the environmental aspects of its operations (Netherwood, A., 1996). Activity

includes preparation of environmental policies, setting objectives and targets, implementing

programs to achieve those objectives and targets, monitoring and measuring the effectiveness

11
of the programs, correcting problems, if any, and reviewing the programs and their overall

performance for improvement thereof (Netherwood, A., 1996).

The emissions put into air from everyday activities and industrial processes can cause a

number of problems to local, regional and global environment. The local problem caused

includes poor air quality which can result in human health problems. Such pollution is the

result of emissions of exhaust gases, particulate matter, dioxins and other substances.

However, once in the atmosphere, many of these pollutants can also take part in secondary

reactions producing an array of other polluting substances, some of which can travel many

miles before causing any noticeable problems such as “acid rain”, low-level ozone and

climate. Acid rain results from the reaction of gases such as sulphur dioxide (SO2) and oxides

of nitrogen with water vapour in the atmosphere to produce dilute forms of sulphuric and

nitric acids. When the rain containing these pollutants fall they cause wide spread damage to

plants, and increases the acidity of water bodies and soils. Some wildlife is very sensitive to

even minute changes to the acidity of their surroundings. Low-level ozone is a problem

particularly during the summer when sunlight creates a photochemical smog (a cocktail of

pollutants including unburned hydrocarbons from vehicles which form the precursors for

ozone production at ground level). Ozone affects people who suffer from asthma and

bronchitis badly and generally can cause eye infections and headaches during pollution

episodes. Major sources of these pollutants include car exhaust fumes, emissions from

incinerators, generator stacks and boiler.

Pollution of water courses (rivers, lakes, ponds, groundwater etc.) can have serious

consequences for local communities-especially where these water bodies provide a precious

supply of drinking water. Pollution sources include farming activities (nitrate from fertilizer

12
and slurry), discharges from factories either direct to watercourses or via water treatment

plants and sewage treatment works, accidental spillage of chemicals, groundwater

contamination from landfill sites and many other sources. Even the discharge of a

“Biodegradable” chemical can cause problems as it will use any available source of oxygen

when it breaks down into its constituent’s parts-the most obvious supply of this oxygen is that

contained within the water body and used by flora and fauna within those waters. Water can

only sustain a limited amount of oxygen and these chemicals will remove a vast majority, of

not all of it, during this chemical reaction process.

Ammenberg J. and Sundin E. (2005) stated that ISO 14001 is standard of ISO’s series of

environmental management standards. About 129,0311 companies were using standardized

environmental management systems; this number is expected to continue to grow steadily

until Jan 2007. Stephen T. (2001) stated that ISO 14001 is most common environmental

system because it can be applied in all types of organizations manufacturing industry and

service sector EMS, on the other hand is site specific and can only be applied in

manufacturing sector. Cascio J. et al. (1996) stated that EMS – ISO 14001 challenges each

organization to take charge of its environmental aspects and impact, to employ its resources,

set its own targets, commit to continual improvement and foster awareness on employees. It

relies on the positive motivation and avoids the policy of the punishment for errors. It has

been broadly categorized into the five major categories which are performed in systematic

and iterative way. The main processes are defined in the figure 1.1.

13
 Figure 1.1: Main processes of ISO 14001

Environmental management can’t be done on the unplanned basis, it should ensure a

systematic approach introduces sustainability objectives and measure progress is formidable.

Cascio J. et al. (1996) further stated that generally, it improves performance by substituting

policy of compliance with that of continuous improvement. Ammenberg J. and Sundin E.

(2005) stated that many companies, authorities (public and private) and individuals trust

ISO14001 certification as a guarantee for good environmental performance.

1.6 Environmental Management System in Bangladesh Textile Industry

The textile industries have become the backbone of the country’s economy but it also

possesses threats recently. There were several fire accidents in textile sector, which caused

death of hundreds of workers and fires have become common incidents. The recent textile

14
building collapse in Savar turned into a hot issue in Bangladesh as well as in the rest of the

world due to its thousands of labour deaths. The question of safety and sustainability of the

textile industries in Bangladesh arise for these incidents. Most of the factory owners do not

follow the minimum safety regulations of the garments. Many regular foreign buyers of the

readymade garment products have already declared not to have any deal with the country if

they do not maintain its safety and proper environment. Moreover, most of the buyer

companies demand more environment friendly products. To meet minimum environmental

and social requirements with quantity, quality and price-cost requirements, large enterprises

(multinational corporations) on the higher end of the value chain are increasingly putting

pressure on small and medium enterprises (SMEs).

Now a day, environmental friendly product is a worldwide issue but unfortunately, most of

the textile industries or producers of Bangladesh still not aware of it. Yet they do not

implement the environment friendly way and as a result fail to provide their products with

sustainability indicators. But some of the Bangladeshi suppliers in the textile industry are

aware of these pressures and are thus realizing that they need to comply with social and

environmental standard. Thus the approach has been associated with Corporate Social

Responsibility (CSR) concept in which “environment” is one of the most critical aspects. In

other words, environmental management is an essential part of any CSR programme in a

company and environmental management systems (EMS) are to be introduced and applied.

El Ghoul, S., et al. (2010) stated that CSR activities help to improve stakeholder relations and

organizational commitment of employees, and reduce risk. Customer perceives organization

with better environmental performance as less risky.

15
Ingrid, Stigzelius and Cecilia, Mark-Herbert (2009) reported that both international and

domestic stakeholders requested to consider Corporate Social Responsibility (CSR) on the

agenda for the textile industry. U.S. labour and human rights organizations in the early 1990s

launched the "anti-sweatshop movement" in clothing and footwear industry, after exposure

by news media for using "sweatshop" system to make production, Levi-Strauss, the U.S.

apparel manufacturers developed the first Code of Conduct in 1991. CNTAC reported in

2006 that many well known enterprises established their own codes of conduct, which

gradually evolved into "Code of Conduct Movement" with a far-reaching international

impact.

United Nation Global Compact (UNGC) encourages businesses worldwide to adopt

sustainable and socially responsible policies and to report on their implementation

(www.unglobalcompact.org) followed by the CSR approach. UNGC is a strategic policy

initiative for businesses that are committed to aligning their operations and strategies with

ten universally accepted principles in four areas, human rights, labour, environment and

anti-corruption. The environment aspect of CSR that is based on cleaner production and

EMS also satisfies the following three of the ten principles to be met by the businesses in

the area of environment.

• Principle 7: support a precautionary approach to environmental challenges;

• Principle 8: undertake initiatives to promote environmental responsibility; and

• Principle 9: encourage the development and diffusion of environmentally

friendly technologies.

16
EMS is similar with the 7th Goal of the MDGs defined as “ensuring environmental

sustainability”, particularly the target of integrating the principles of sustainable

development into country policies and programmes and reversing the loss of environmental

resources.

Environmental management is the management of an organization’s responsibility on its

impacts on the environment. In another word, EMS is a set of processes and practices that

enable the organization to reduce its environmental impacts and increase its operating

efficiency in a systematic and cost-effective manner (www.epa.gov). In the mean time,

cleaner production defined as the continuous application of an integrated preventive

environmental strategy to processes and products to reduce risks to humans and the

environment (UNEP, 1996). Its approach consists of three main axes, prevention and

minimization, reuse and recycling and energy recovery (www.unido.org).

From above definitions, it is understandable that EMS and cleaner production are closely

linked to each other and should be tackled in an integrated manner. Combined application of

cleaner production and EMS approach brings about both environmental and economical

gains for an organization in a sustainable and systematic manner.

Considering environmental and social issues, to improve the Bangladesh textile industry in

accordance with the global standards in which CSR and environment have critical

contribution and to accelerate the relevant strategies being developed, a situation analysis

should be the first step to be taken. The environmental situation of the producers should be

evaluated for an up to date and a reliable analysis.

17
1.7 Objectives of the Study

Lack of knowledge about environmental awareness and workplace safety has brought about

the necessity of an assessment study on textile industry awareness and performance on

environmental issues. The results of this assessment were expected to reveal the gaps and

deficiencies and lead to possible measures and recommendations for the environmental

aspect that would include wider sustainable development issues. It is also expected to feed

to the development of a corporate social responsibility (CSR) strategy for the Bangladesh

textiles industry, which will help integration of environmental principles within the overall

policy framework of the sector. The environmental aspect of CSR mainly constitutes of

environmental management. According to the Responsible Entrepreneurs Achievement

Programme (REAP) methodology, environmental management is an integral part of any

CSR programme in a company and the environmental domain of CSR includes introducing

business solutions such as cleaner production and environmental management systems

since they are both regarded as powerful strategies that reduce costs and generate profits

by reducing waste, improving companies’ operations, or eliminating inefficiencies

(http://www.unido.org, REAP, Environmental Management Guide).

Within this framework, the core focus of the study, more specifically, is based on the data

collection and analysis related to environmental and cleaner production issues for the textile

industry by means of a comprehensive survey study developed and disseminated

accordingly.

18
In this regard, the study mainly aimed to implement and complete the following tasks:

• To make an analysis of existing policies.

• To identify the environment of working.

• To analysis of the findings from the survey, company visits, direct interviews

and business models and detailed assessment.

• To focus on eco-friendly production process.

The study can lead towards a new era of textile industries of Bangladesh. It will reduce to

have further hazard in this sector. Besides the proposed sustainable way the study will

demonstrate the country better practices and pathways for the textile industry and will help to

rebuild the textile policy and regulation. All these steps can give back the country's fame and

will make the country's economy more stronger by attracting and dealing with more foreign

buyers.

1.8 Hypothesis

Hypothesis of this study is, “Textile industry’s strategic choice or approaches are desired to

be environmental friendly”.

The study on “Environmental Management System of Textile Industry in Bangladesh:

Constraint and Remediation” is going to study first in Bangladesh. Most of the study was

done on sustainable development in Bangladesh. This study focuses on present situation of

environmental management system in textile industry in Bangladesh and improvement.

19
1.9 Limitations of the Study

A certain number of constraints should be highlighted:

• The relatively new nature of the subject material – strengthening resilience capacity to

environmental management system in textile industry.

• The difficulty in finding criteria and indicators to evaluate the impact of strategies to

strengthen resilience capacity, set up by different actors within the community, at

state level, internationally or by non-state actors.

• Logistical constraints and limited amount of time.

• The breadth of the subject: environmental management system in textile industry is a

vast subject.

• Lack of knowledge of interviewee about environmental management system.

20
 Chapter 2

LITERATURE REVIEW

A research gives opportunity to evaluate and then rationalize each of the purposed solution in

a realistic manufacturing industrial environment. Opportunity is given to look into the

contemporary knowledge, have an insight into the established industrial practices. Regarding

textile industry it gave opportunity to come up with the special insights for textile industry.

Environment, safety and health, quality and also financial management system is very

important for an organization. But people always see that financial is located at higher state

and environmental issue at the lower state if a hierarchy of management system is draw. But

environmental management in management system is playing an important role in a system.

If financial management is managing the finances of a company, and quality management is

managing the quality of its products and processes, then it stands to reason that

environmental management is managing the environment that the company operates in.

To construct a conceptual map of the whole bunch of the activities which were performed

under the head of environmental management systems are given by literature reviews.

Literature review is helpful to know the contemporary environmental management issues,

environmental policies paraphernalia and execution mechanism for policies.

2.1 Overview of Environmental Management Systems

Own code of conduct for the industry, in collaboration with the major trade unions, and has

set up a compliance unit that monitors labour conditions in its members factories has

formulated by the Bangladesh Garment Manufacturers and Exporters Association (BGMEA)

21
stated in UNIFEM (2008). Government passed a new labour code, after 12 years of

deliberation and activism in 2006 that applies to all workers, and the new sections relevant to

the garment industry include written contracts and identity cards, timely payment of wages,

revised minimum wage, paid maternity leave and explicit laws against sexual harassment.

Findings from Haider, Mohammed Ziaul (2007) that the export-quota system and the

availability of cheap labour are the two main reasons behind the success of the industry.

UNIFEM (2008) further stated that local employers in the Bangladesh garment industry must

now demonstrate compliance with these codes to win orders from international buyers.

Findings from International Labour Organization (2010) that buyers make sourcing decisions

based on four factors: price, quality, how long it takes to get produce to the marketplace and

social compliance, including compliance with labour standards. Das, Subrata (2008) stated

that in order to export readymade garments, it is not only the quality parameters that are

important towards acceptance of the product as per the intended end use, but also the working

environment, in which the garments are to be produced, is equally important so that

sweatshop concept is totally taken care of and the code of conduct must be stretched towards

achieving the objectives of social compliance issues. Mahmud R.B (2012) stated that when

companies that dealt with foreign buyers adhered to codes of conduct, conditions improved

for the workers in the factories and in some large factories, health and safety standards

improved and other benefits were introduced such as timely payment of salaries, proper

overtime rates and maternity leave. Findings from Haider, Mohammed Ziaul (2007) that the

social dimensions of the RMG industry are getting more attention from consumers, social

workers, welfare organizations and brand name international buyers. Compliance with codes

of conduct is very important for international buyers and presently many international buyers

demand compliance with their “code of conduct” before placing any garment import order.

Therefore in order to sustain in the industry, Bangladesh needs to improve the factory

22
working environment, environmental management system and various social issues related to

the RMG industry. PROGRESS, a joint project of the Bangladesh Ministry of Commerce and

the German Federal Ministry, has consequently turned its full attention to the area of social

compliance and assisting the government in the following areas: implementation of the new

labour law, media campaigns, training and retraining measures for compliance inspectors,

advisors, and the introduction of a new monitoring and evaluation system stated by German

Embassy (2010). Observation from Hossain, Hameeda (2007) that convener of the Shromik

Nirapotta Forum, newspaper reports and statements by business leaders suggest that they may

willing to recognize genuine labour problems which is reflected by the fact that BGMEA and

BKMEA are reported to have conceded the need to revise pay scales, issue employment

letters, non-enforcement of overtime. The question of safety conditions was also raised.

Working conditions in the Bangladesh garments industry investigated by many research.

Qudus and Uddin S. (1993) stated that working conditions in the RMG sector frequently

violate international labour standards, and Codes of Conduct. Compared to western standards,

recruitment policies are highly informal and there are no written formal contracts and

appointment letters. Therefore they are vulnerable to losing their jobs at any time. However,

fear of losing their jobs and lack of alternative job opportunities compel workers to continue

in unsatisfactory employment observed by Bansari, N. (2010). Kumar A. (2006) stated that

garments workers are concerned with long working hours or double consecutive shifts,

personally unsafe work environment, poor working conditions, wage and gender

discrimination. Kumar A. (2006) further stated that employers treat the RMG workers as

slaves, exploiting workers to increase their profit margins and keep their industry competitive

in the face of increasing international competition. Bangladesh is considered to have the child

labour problem especially in the RMG sector. Findings from Rahman M.M., et al. (1999) that

23
in most cases, children often commence work at a very young age; as a result, they are

suffering serious injuries and sometimes death in the workplace. But working conditions in

the RMG sector improving day by day to meet the ILO standards. Furthermore it is also

observed poor practices include the absence of trade unions, informal recruitment, and

irregular payment, sudden termination, wage discrimination, excessive work, and abusing

child labour. Workers also suffer various kinds of diseases due to the unhygienic environment

and a number of workers are killed in workplace accidents, fires and panic stampedes.

Women workers face sexual harassment and physical abuse inside as well as outside the

factories but management does not ensure the security of women workers. Regulatory

measures and its strict implementation and monitoring by the government agency that could

overcome work place in security problem of garments workers in Bangladesh suggested by

Alam, et al. (2004). The sector is an important foreign exchange earning component therefore

some changes is required.

Due to limited workspaces work areas are often overcrowded, causing occupational hazards

such as musculoskeletal disorders and contagious diseases. Majumder, P.P. (1998) observed

that injuries, fatalities, disablement and death from fire and building collapses are frequent in

the RMG sector. The absence of labour standards monitoring system and ineffective building

codes, poor enforcement and outdated labour laws, and a lack of awareness of labour rights

among workers.

Labour unrest is a term used by employers or those generally in the business community to

describe organizing and strike actions undertaken by workers and their unions, especially

where disputes become violent or where industrial actions in which members of a workforce

obstruct the normal process of business and generate industrial unrest. Employers do not

24
draw attention to workers’ rights and ignore labour standards and discarding fair labour

practices and labour unrest is common in the RMG sector. ILO (2003) and BGMEA (2003)

stated that Formation of a trade union is often thwarted by severe repression, dismissal,

arrest, assault by hooligans hired by employers, and other practices which are in violation of

the international labour standards and Codes of Conduct. The key role of Cambodian labour

unions in the clothing sector and as mediator’s between workers and factory owners to settle

disputes and discuss wages stated by Morshed, M.M. (2007). Khan, F.R. (2006) observed that

to avoid unrest in the RMG sector its require strengthening social compliance issues and

labour standards to improve wages, working hours, overtime, job security, the right to form

trade unions, social security, occupational health and safety and also environmental

condition.

Findings from ILO (2004) that the following as being fundamental to the rights of human

beings at work, irrespective of levels of development of individual member States: freedom

of association; effective recognition of the right to organise and participate in collective

bargaining; elimination of all forms of forced and compulsory labour; effective abolition of

child labour; elimination of discrimination in respect of employment and occupation.

To ensuring social and environmental compliance is very important in the garments industries

to both maintain quality of products as well as meeting the expectations of the export market.

Bangladeshi exporters have been under continuous pressure to comply with international

labour standards. Government effective initiative in this regard can provide a basis for

negotiating with buyers for a unique set of Codes of Conduct, based on national laws and

core labour standards. Khan, F.R. (2006) stated that NGOs, civil society, trade unions and

other stakeholders should work together to adopt the Code of Conduct for a viable and

25
competitive RMG industry. Following the law, the government, NGOs, international

agencies, buyers and other stakeholder groups promote full compliance with mandatory

requirements.

USEPA (1996b) stated that textile processing generates many waste streams, including water-

based effluent as well as air emissions, water pollution, and hazardous wastes and the

formation of the nature of the waste depends on the type of textile facility, the processes and

technologies being operated, and the types of fibers and chemicals used.

Trotman. E.R. (1964) stated that wet processing of textile industry consumes large amounts

of energy and chemicals which operations require the use of several chemical baths that,

often at elevated temperature, to give the desired characteristics of the finished fabrics.

Different plant set-ups and many different machines used in wet processing steps with

various types of equipment for preparing fabric.

Smith, B. (1986) observed that textile is a chemically intensive industry, and therefore, the

waste water from textile processing contains processing bath residues from preparation,

dyeing, finishing, and other operations which residues can cause damage if not properly

treated before discharge to the environment.

Hammarplast AB (2005) viewed that constantly improve the quality of the products while as

part of eco management employs energy conservation and dematerialization. He further

stated that through stakeholder engagement, company involves several stakeholders in

decision making; the company also invests in finding the environmentally friendly products

and processes.

26
Massey DW, et al. (1997) described that in the last decade of the millennium, one of the most

fundamental changes affecting policy makers has undoubtedly been the almost universal

adoption of the concept of sustainable development. In 1992, the United Nations Conference

on the Environment and Development was attended by 110 world leaders and representatives

from 153 countries in Rio de Janeiro to discuss how to incorporate environmental issues into

development. Anderson J. (1998) and O’Riorden T. (1995) observed that at Rio, the balance

between economic development, sustainable development, environmental protection and

social justice in developing countries emerges as critical concerns.

To reduce environmental impacts of an organization and to increase its operating efficiency

an Environmental Management System (EMS) is a set of effective processes and practices. It

is a voluntary management system for identifying, controlling and monitoring a facility’s

activities, which have potential environmental impacts. The outline provides structure and

consistency for overseeing daily activities that shifts the environmental focus from reactive to

proactive. Day by day voluntary implementation of EMS is increasing throughout the world

as industry and organizations realize their environmental and market place value.

Findings from Thornton, R. (2003) that the ISO 14001 standard is often referred to as the

“green” standard because it sets forth specific requirements for a comprehensive EMS. It was

formally promulgated in 1996, the standard was developed to allow organizations to develop

policies and goals within a structured managerial framework. Goodshall, L. E. (2000) viewed

that ISO 14001 is a specific standard that is based on Total Quality management (TQM)

business concepts of continuous improvement, or the plan do check cycle where a procedure

is developed, implemented, and then improved upon if required. Goodshall, L. E. (2000)

27
further stated that Proctor and Gamble has been very vocal about its opposition to 14001 and

has stated it did not want to have anything to do with its policies.

To development of environmental management strategies the institutional context has strong

influence (Hoffman, A. J., 2001). The drivers of environmental management practices have

been studied from different perspectives, such as market influences from customers,

competitors, investors, suppliers, among others, and influences from other institutional agents

such as governments, associations or industry groups (Delmas, M. A. and Toffel, M. W.,

2004; Hoffman, A. J., 2001). Bansal, P. and Roth, K. (2000), Buysse, K. and Verbeke, A.

(2003) and Sharma, S. and Henriques, I. (2005) further stated that internal drivers include

corporate values, employee pressure and management goals in addition to external drivers.

Child, J. and Tsai, T. (2005) reported that environmental demands are a fact for organization

in most institutional contexts. Aravind, D. and Christmann, P. (2011) and Delmas, M. A. and

Toffel, M. W. (2008) further reported that drivers of environmental behavior come from

components inside and outside the organization and exert pressure towards the reduction of

negative externalities. These issues are contingent on their context and may result in different

impacts on organization’s environmental management practices stated by Delmas, M. A. and

Toffel, M. W. (2008). Emerging economies are more tolerant in terms of polluting activities

and present exploitative behavior towards the natural environment for Regarding

environmental performance (Child, J. and Tsai, T., 2005; Hoskisson, R. E. et al. 2013).

Aravind, D. and Christmann, P. (2011), Child, J. and Tsai, T. (2005) and Gavronski, I. et al.

(2012) explained that though economic expansion has intensified the pressure on the natural

environment, there are few studies about environmental management in emerging economies.

28
Brorson and Larsson (1999) noted that standards for environmental management systems

have been developing for several years. The first standard for environmental management

was introduced by The British Standards Institution (BSI) in 1992 (BS 7750). In September

1996 The International Organization for Standardization (ISO) introduced the ISO 14000

series and it specifies the requirements for an EMS stated by Clements, R. B. (1996) and

Brorson, T. and Larsson, G. (1999). The standard applies to those environmental aspects over

which the firm either has control or could be expected to have an influence on (Clements, R.

B., 1996). The implementation of an EMS can be a source of competitive advantage to

industries and organizations wishing to compete on the international stage. Roy, M., and

Vezina, R. (2001) also show that environmental initiatives can be used to enhance an

organizations innovative capability. Sheldon, C. (1997) reported that ISO 14001 has been

heartily accepted by people in government, business and academia. The standard is useful

and one that augurs well for the future of environmental management is believed globally

stated by Moxen, John. and Strachan, P. A. (2000). Stapleton JP et al. (2001) argued that the

standard ISO 14001 could act as a framework for significantly improving organizational

performance.

Relevant materials such as EMS, ISO14001 and strategic sustainable development were

studied. Books, online journals, peer reviewed articles, journals, Master and PhD level

dissertations were the main sources for literature review.

A literature reviews gave opportunity to construct a conceptual map of the whole bunch of

the activities which were performed under the head of environmental management systems.

The contemporary environmental management issues, environmental policies tools and

execution mechanism for policies were known though literature review.

29
2.2 Concept of the Study

Textile industries in Bangladesh have become the backbone of the country's economy, but it

also possesses threats recently. Several fire accidents caused death of hundreds of workers

and fires have become common incidents. Garment building collapse in 2013 at Savar turned

into a hot issue in Bangladesh as well as in the rest of the world for its thousands of labour’s

death. Safety and sustainability of the textile industries in Bangladesh became a question for

that incident. Most of the factories do not follow the minimum safety regulations of the

textile. Many regular foreign buyers have become very strict on workplace safety and

environmental pollution issues. Already they have declared not to have any deal with the

country due to lack of its safety and proper environment management.

Since the introduction of environmental management system, many studies have been

conducted on the implementation, in particular on motivations, benefits and difficulties.

Poksinska, B. et al. (2003) carried out a study in Sweden specifically, through a survey about

implementing ISO 14000, including motives for implementation and perceived benefits. The

study focused that Swedish companies mainly use the standard to demonstrate their

commitment to environmental protection and most benefits are also perceived in the

improved relations with stakeholders and in marketing advantages. A study about

implementation of EMS in Swedish local authorities was carried out by Emilsson S and

Hjelm O (2002), focusing on reasons for implementation, expectations and some

environmentally related outcomes they have observed. The study showed that the prime

reason for implementing EMS was of organisational origin such as bringing order to the

environmental efforts.

30
Study about environmental management system have been carried out by Hillary, R. (2004)

focuses on implementation of ISO 14001 in small to medium-sized enterprises (SMEs) across

Europe, seeking to shed some light on the barriers, opportunities and drivers for EMS

adoption by the SME sector. The study identifies a range of issues that influence the adoption

of a formalised EMS, however finds that SMEs do find real benefits from adopting an EMS.

A study by Gavronski, I. et al. (2008) presents a survey with Brazilian companies identified

four sources of motivation; reaction to pressures from the external stakeholders pro-action in

expectation of future business concerns, legal concerns and internal influences. The study

also identified four dimensions that characterized the benefits of an ISO 14001 certification;

operational changes, financial impacts, relationship with business stakeholders (customers,

competitors and suppliers) and relationship with societal stakeholders (government, society

and NGOs). A survey to analyse EMS practices in Hong Kong was conducted by Hui, I.K. et

al. (2001), including factors companies have considered in implementing the EMS, benefits

in implementing the EMS, the business activities that the companies carried out to reach the

benefits and the business benefits attainable in the implementation of the EMS. Outcome of

the study showed that most of the companies used in the survey had a positive attitude

towards the implementation of the EMS and believed it could effectively strengthen their

competitiveness in business.

Psomas, E.L. et al. (2011) stated that in spite of the existence of studies like these there is still

a great need for research providing evidence on the advantages and disadvantages of

environmental management system. Arguments about the importance of environmental

management system and in particular ISO 14001 and its ability to meet its intentions have

been going on since the early 1990s and continue today (Ann, G.E. et al., 2006). Reference

31
to the statement of Lopez‐Rodriguez, S. (2009) a deeper understanding of the reasons,

organisational functions and outcomes needed, as these may vary over time and between

countries. Additionally, there is a lack of studies focused on country specific standards, no

literature studies could be found on environmental management system in textile industries of

Bangladesh. A deeper knowledge by companies of the environmental management system is

necessary, in order for the business to be both efficient and not harmful to the environment

reported by Psomas, E.L. et al. (2011).

Most garments factories in Bangladesh pay little attention to labour standards and labour

rights, disallow trade union activities, unsafe working environment, environmental pollution,

and ineffective laws and discard fair labour practices, and compliance enforcement is limited

and limited role of stakeholders. Therefore significant improvement of the relevant agencies

along with sufficient strength and skills to perform their duties and responsibilities is a

prerequisite to monitor environmental and social compliance. Therefore, research question is

set as:

a) Do the textile employers or owners, including government and international

issues in the industry, and does this result in an improvement of environmental

conditions?

The above research questions are generated from the literature review. These questions are

interrelated government regulation, environmental management system, working conditions

and health and safety issues which link to environmental compliance.

32
 Chapter 3

METHODOLOGY

Main two data gathering approaches were followed in this study. One of them is literature

review and another one is questioner survey supported by semi-structured interviews.

Literature was reviewed in order to compile reliable information on environmental

responsibility in textile industry in addition to the general overview of the current

situation of Bangladesh textile industry (particularly in target region). By this way a

conceptual framework was developed prior to the analyses of the detailed survey study.

Assessment of the environmental issues in textile industry, with a special focus on target

region (Savar), was conducted step-wise as depicted in figure 3.1. As shown in figure 4.1

the backbone of the study is the “Existing Situation Analysis” which is micro scale analysis

on environmental management. At the end of the study the most significant results revealed

from the study were listed briefly and recommendations were developed.

33
 Setting-up the Analysis
Framework

Analyzing the Existing

Situation

Determining Strengths/Weaknesses
and Defining Problems

Developing
Recommendations

Figure 3.1: Assessment of the environmental issues in textile industry

3.1 Micro Scale Analysis: Textile Producer Companies

22 survey questions were elabourated to obtain a better understanding on textile industry

companies’ perceptions/ understanding/ awareness of environmental management which was

formulated as a questionnaire. Questions attached with annex 1. Questions were grouped

under 3 themes:

1. General question to understand the company details

2. Questionnaires related to environmental management system of the industry

3. Recommendations for improvement of environmental management system of textile

industry

34
Questionnaires were filled in by the textile companies in the target region Savar, Dhaka,

Bangladesh, shown in figure 3.2. Savar Upazila of Dhaka district has an area about 280.12 sq

km, located in between 23°44' and 24°02' north latitudes and in between 90°11' and 90°22'

east longitudes. It is bounded by Kaliakair and Gazipur Sadar Upazilas on the north,

Keraniganj Upazila on the south, Mohammadpur, Adabar, Darus Salam, Shah Ali, Pallabi and

Turag Thanas on the east, Dhamrai and Singair Upazilas on the west.

Figure 3.2: Study area (courtesy google)

35
Questionnaires were also sent to other textile companies in the target region by e-mail in

order to get detailed information about their environmental situation/ performance through

filling in the questionnaires. As it will be explained in the following sections, the major

environmental impacts associated with the textile manufacturing are caused by the wet

processes.

As a result of email communications and company visits, surveys were responded by 26

companies in the target region. In order to assure the reliability of the survey study,

responded questionnaires containing less than 80% of answered questions were eliminated

before analysis were carried out. In other words, only the questionnaires with at least 80%

of answered questions were evaluated for further analysis.

One of the major objectives of the study was to know the environmental situation/

performance of the target region. From surveyed companies data was gathered via semi-

structured interviews as well as questionnaires filled in together.

Based on the questions (and the themes) which constitute the questionnaire, environmental

situations/ performances of the companies were assessed under five areas:

1. General environmental policies and management practices

2. Perspectives on the environmental legislations

3. General waste management practices

4. Monitoring and management of resources/ wastes for minimization at source

5. Environmental performance

36
3.2 Situation Analysis

In this study, it has been aimed to collect and analyze best practice case studies on

environmental management and cleaner production practices in textile industry, based on

their performances on four main focuses:

1. General environmental policies and management practices

2. Perspectives on the environmental legislations

3. General waste management practices

4. Monitoring and management of resources and wastes for minimization at source

The basic rationale behind this activity is to provide case studies, which can be used as a

tool for textile industry SMEs in order to motivate them for a better performance in this area.

In other words, the idea behind putting forward the business models is to demonstrate

particularly to SMEs, good examples and encourage them for improving their

environmental performances. Although initially the objective was to select “SMEs from the

target region”, as business model cases, it was revealed during the study that the best cases

and good examples generally come from big companies and from other regions of

Bangladesh. This is indeed an expected outcome owing to the fact that CSR related

environmental activities and particularly cleaner production are relatively new concepts for

Bangladesh and Bangladeshi industry. Hence existence of pioneering companies showing

the path to the others and especially to SMEs is also natural. In this respect, business

model cases have been selected and presented in this study, in accordance with their

performances based on the five main focuses given above.

37
3.3 Development of Recommendations

This research has aimed to reveal the gaps and deficiencies and lead to possible measures

and recommendations within the context of promoting a wider uptake of environmental

issues amongst small and medium sized textile companies and in relevant government

policies within the framework of a CSR approach. In this regard, recommendations have

been developed, based on the results obtained from the micro scale analyses. During this

process, the specific recommendations from different garments industries at the selected

region were also considered.

Similar to the methodology applied in the above mentioned project, the recommendations

developed, have been categorized according to six main headings which are defined as

“the main phases for development of the cleaner production concept in a country” by

UNEP, as depicted in figure 3.3.

38
 Policy and Strategy Reforms

Financial Mechanisms

Top to Information Networks

Bottom

Building Partnerships

Capacity Building

Awareness Raising

Figure 3.3: Typical development process of cleaner production concept in a country (UNEP

2002)

As can be seen in figure 3.3 these six headings are:

• Policy and Strategy Reforms

• Financial Mechanisms

• Information Networks

• Building Partnerships

• Capacity Building

• Awareness Raising

While categorizing each recommendation according to the above listed headings, it has

also been specified the recommendation is relevant to as well as whether the

recommendation is a general one or specific to textile industry and the target region.

39
 Chapter 4

FINDINGS

Bangladesh is one of the southern Asian country bordered by India and Myanmar, has a

population of approximately 164 million people (CIA, 2013). For the last 25 years, textile

industry has been Bangladesh’s key export industry and a main source of foreign exchange.

Insulated market guaranteed by Multi-Fibre Agreement [International trade agreement under

which two countries may negotiate quota restrictions on textile and apparel imports from

each other. MFA restrictions are normally prohibited under World Trade Organization

(WTO) rules and must have been phased out by 2005] of General Agreement Tariff and

Trade (GATT) and supportive policies of the Government of Bangladesh (GoB), attained a

high profile in terms of foreign exchange earnings, exports, industrialization and

contribution to the GDP within a short period.

The Bangladesh economy has grown an average of six percent a year over the last two

decades and has a population increasing by an average of 1.59% a year. Bangladesh had

averaged a GDP growth rate of 6% between 2004 and 2014

[https://en.wikipedia.org/wiki/Economy_of_Bangladesh; search time: 8:50am 3 Feb 2016].

The increased economy is led by export-oriented industrialization. Bangladesh textile

industry is considered as the second-largest in the world. Other key sectors in Bangladesh

include pharmaceuticals, shipbuilding, ceramics, leather goods and electronics. Bangladesh is

being situated in one of the most fertile regions on the Earth; therefore agriculture also plays

a crucial role, with the principal cash crops including rice, jute, tea, wheat, cotton and

sugarcane. In the global production of fish and seafood, Bangladesh is in fifth position.

40
Young, urbanizing, workers many of whom are women is the key resource of the

Bangladeshi textile manufacturing sector. U.S. and Europe are major customers of

Bangladeshi garments product and Bangladesh’s ready-made garment industry now accounts

for approximately 78% of total exports (CCC and SOMO, 2013), second only to China as the

world’s largest apparel exporter.

Although textile is the major issue for GDP growth in Bangladesh, but it has long history of

health and safety tragedies in garment and textile manufacturing. Since 2005, garment factory

fires and collapses have killed at least 1800 workers. Last two major tragedies are the

Tazreen Fashions fire on 24th November 2012 and the unprecedented disaster of the collapse

of the Rana Plaza factory complex on 24 April 2013, together resulting in death of over 1,200

garment workers are highly publicized disasters. The Alliance and Accord on Fire and

Building Safety in Bangladesh is designed to make all garment factories safe workplaces and

is specifically developed to deal with the unique challenges facing the textile industry in

Bangladesh.

Textiles industry has quite fragmented and complex production system among the

processes such as the production of simple fiber, yarn, fabric production for garment,

industrial goods, and home furnishing. Through the various production processes, high

amount and various kinds of chemicals, raw materials, energy, and water are used.

Consequently, relatively high amount of waste emission to many mediums of environment

occurs and the effects are considerably harmful to environment as well as human health

from several aspects.

41
For the case of Bangladesh, there is not sufficient data available concerning environmental

aspects and impacts of textile industry; however, it is certain that there are vast quantities of

water, energy, and resource consumption. Specially the high amount of water

consumption. There is widespread use of ground water for production. As energy sources,

commonly electricity, natural gas, fuel oil, and liquefied petroleum gas (LPG) are used.

Following data’s were collected from garments and textile industry around Savar area-

1. ISO 14001 certification status. The ISO 14001, standard for Environment Management

System (EMS) an internationally recognised environmental management standard

which was first published in 1996. To manage the immediate and long term

environmental impacts of an organisation’s products, services and processes, it is a

systematic framework. Europe is accredited to certify environmental management

system followed by the ISO 14001 standard.

2. Environmental policy. The commitment of an organization to the laws, regulations,

and other policy mechanisms concerning environmental issues focused by policy. The

1992 Rio conference was an important catalyst for policy development on sustainable

development by positive consideration of the international business community. The

Rio Plus 5 conference and more recently the World Summit on Sustainable

Development were additional catalysts for continued policy work.

3. Environmental clearance certificate from Department of Environment, Bangladesh.

According to Environment Conservation Rules 1997, it is mandatory for all textile

industries to obtain environmental clearance certificate from Department of

Environment, Bangladesh.

4. Environmental management plan. Detailed studies of environmental impacts and

design of safeguards reflected by environmental management plan. Main two issues

42
 are implementation of environmental safety measures and monitoring of effectiveness

of built-in safeguards.

5. Environmental monitoring plan. It can be defined as the systematic sampling of air,

water, soil, and biota in order to observe and study the environment, as well as to

derive knowledge from this process.

6. Uses of water for production. Quantity of water use for production purpose only.

7. Status of effluent treatment plant (ETP). Wastewater generated from industry called

effluent. Water pollution will take place if effluent directly discharges without

treatment to surface water. Therefore it requires proper treatment before discharge.

Total treatment process of effluent is termed as effluent treatment plant.

8. Type of boiler and generator. Textile industries in Bangladesh mainly use two types of

fuel in boiler and generator. These fuels are natural gas and diesel.

9. Waste management procedure. It is collection, transportation, and disposal of garbage,

sewage and other waste products.

10. PPEs (personal protective equipments) for worker. Protective clothing, helmets,

goggles, or other garments or equipment designed to protect the wearer's body from

injury or infection is termed as PPEs. According to Bangladesh Labour Rules (67),

factory will have to supply PPE to all workers according to the needs.

11. Fire license status. It is a legal document that offers proof of compliance with country

laws.

12. Emergency preparedness plan. It is the way of action developed to mitigate the damage

of potential events that could endanger an organization's ability to function.

13. Training facility for worker regarding environmental issues. The action of teaching a

person or animal a particular skill or type of behaviour is called training.

14. Medical centre and child care centre.

43
Surveys were responded by 26 factories in the target region. Questionnaires were divided in

three parts general information’s, question related to the survey and recommendations. There

were seven general information’s, fourteen questions related to survey and one

recommendation was requested for improvement of environmental condition. Based on the

questions (and the themes) which constitute the questionnaire, environmental situations of the

companies were assessed under six areas:

1. General environmental policies and management practices

2. Perspective on the environmental legislations

3. General waste management practices

4. Selection of production processes, systems and technologies considering

environmental pollution

5. Monitoring and management of resources/ wastes for minimization at source

6. Occupational health, safety and environmental performance

4.1 General Environmental Policies and Management Practices

Four questions were in survey related to the study considering General Environmental

Policies and Management Practices. Those were about ISO 14001 certification,

environmental policy, environmental management plan and emergency preparedness plan.

Most of the companies do not require or attempt to receive voluntary standards such as ISO

14001. Priority of top management is generally given to short-term sustainability of the

company by complying with the requirements of national legislations and customers. Energy

management systems/ energy managers or responsible persons as well as environmental

engineers/ responsible persons are not common in the companies.

44
Following figures from 4.1 to 4.4 shows the findings related to General Environmental

Policies and Management Practices of 26 industries.

During study, only two factories out of twenty six factories found ISO 14001 certified. Four

of rest of the twenty four factories said that, they have plan for ISO 14001 in future.

ISO 14001 Certified

ISO 14001 Not Certified

Planning for ISO 14001

Certification

Figure 4.1: ISO 14001 certification

During study, all factories found to have environmental policy but only two of them

implementing it.

45
 30

25

Have Environmental Policy

20

15

Implement Environmental
10
Policy

Figure 4.2: Environmental policy

During study, all factories found to have environmental management plan but only two of

them are following it.

30

25

20

15 Have EMP Implement EMP

10

Figure 4.3: Environmental management plan (EMP)

During study, all factories found to have emergency preparedness plan but only sixteen of

them are following it.

46
 30

25
Have Emergency Preparedness
Plan
20

15

10 Implement Emergency
Preparedness Plan
5

Figure 4.4: Emergency preparedness plan

4.2 Perspective on the Environmental Legislations

Two questions were in survey related to the study considering perspective on the

environmental legislations. Those were about environmental clearance certificate from

Department of Environment, Bangladesh and fire license from Bangladesh Fire Service and

Civil Defence Authority. 26 factories were surveyed and found both of the clearance for all of

the factories.

Following figures from 4.5 shows the findings related to environmental legislations of 26

industries.

47
 30

25

Environmental Clearance
20 Certificate

15

Fire License
10

Figure 4.5: Environmental clearance certificate and fire license

4.3 General Waste Management Practices

In textile companies, general waste management practices such as wastewater treatment,

solid waste disposal, hazardous waste management, are carried out according to legislative

requirements. However two questions were included in survey questionnaires in this regards.

Those were about industrial wastewater treatment (effluent treatment plant) and waste

management procedure. Water is an important issue considering water pollution from textile

industry, therefore effluent treatment plant (ETP) was considered as a separate question from

waste management procedure.

14 factories out of 26 factories using water for its production. But during survey, it was found

that, 2 of those 14 factories do not have any effluent treatment plant (ETP). And 6 out of those

14 factories told that, there ETP is under size and non-functional ETP. It was further observed

that, none of those 26 factories have any sewage treatment plant (STP) but they have septic

tank. ETP status of factories shown in figure 4.6.

48
 Functional ETP
Non Functional ETP
Does not have ETP

Figure 4.6: ETP status

Waste management procedure found for all 26 factories but proper implementation found in

only 2 factories. Status of waste management procedure implementation have shown in figure

4.7.

30

25
Implementing Waste
Management Procedure
20

15

10
Not Implementing Waste
Management Procedure
5

Figure 4.7: Waste management procedure implementation status

49
4.4 Selection of Production Processes, Systems and Technologies Considering

Environmental Pollution

Environmental investments which increase the production efficiency and providing

economic savings are planned/ implemented when short term economical return is expected

but pollution control should be consider for long term impact. Considering Selection of

production processes, systems and technologies considering environmental pollution, two

questions were included in survey questionnaires related to the study. Those were about type

of boiler and type of generator used in textile industry. 26 factories were surveyed and found

that, all of the industry using gas boiler and they all have boiler license. Out of 26 factories it

was also found that, 20 factories are using both gas and diesel generator and 6 factories are

using only diesel generator. Following figures 4.8 shows the findings related to type of

generator use in 26 factories.

30

25

20 Use of Gas generator

15
Use of Diesel
10 Generator

Figure 4.8: Type of generator use in textile industry

50
4.5 Monitoring and Management of Resources and Wastes for Minimization at

Source

From survey documents, it was found that, all of the industries have environmental monitoring

plan. Considering environmental monitoring issue, one question was included in survey

questionnaires. When it comes to monitoring and management of resources/ wastes for

cleaner production, only 2 of 2 6 factories are following monitoring plan.

Environmental monitoring plan status of 26 factories shown in figure 4.9.

30

Have Monitoring Plan

25

20

Implementing Monitoring Plan

15

10

Does not Implementing

5
Monitoring Plan

Figure 4.9: Environmental monitoring plan status

4.6 Occupational Health, Safety and Environmental Performance

Occupational health, safety and environmental performance are important issues considering

work place condition in textile industry in Bangladesh. In this regard, 3 questions were

included in survey questionnaires. Questionnaires were about use of appropriate PPE in work

place, environmental training for workers and medical centre and child care centre facilities

for all workers. It was found that, only 2 factories providing appropriate PPE at workplace, 14

51
industries providing PPE for its worker but not appropriate and rest 10 factories provide very

less amount of PPE to its workers. Status of using PPE is shown in figure 4.10

Provide Appropriate
PPE
Does not Provide
Appropriate PPE
ProvideVery Less
Amount of PPE

Figure 4.10: Status of using PPE

Considering environmental training issue, it was found that, only two factories arrange

training on workplace safety and environment for its workers and rest 24 factories does not

arrange. Details finding is shown in figure 4.11.

52
 Provide Training

Does Not Provide

Training

Figure 4.11: Training status

Medical centre and child care centre found in most of the factories. It was found that, 19

factories have medical centre and 12 factories have child care centre for its workers. Details

finding is shown in figure 4.12.

30

25
Total Factory
20

15 Medical Centre

10
Child Care Centre

Figure 4.12: Medical centre and child care centre

53
4.7 Recommendation from Textile Industry

Last part of questioners for interview was recommendation from factory for improvement of

environmental management system of textile industry in Bangladesh. The person that

provided informations, also provided recommendation for improvement. Collected seven

recommendations from factories are shown in table 4.1.

Table 4.1: Recommendation from factory for improvement of environmental management

system of textile industry in Bangladesh

SN Description
01 Need to increase awareness of factory owner about environmental management
system.
02 Need to develop skill of the environmental management team of factory.
03 Government need to establish safety rules for textile industry.
04 Government need to observe safety and environmental issues of factories regularly.
05 Regular monitor of environmental performance by third party.
06 By implementation of ISO 14001 in factory, environmental management system of
factories can be improved.
07 Enforcement team of DoE, Bangladesh will have to be more active and honest about
their work.

54
 Chapter 5

ANALYSIS AND DISCUSSION

This research found that general environmental policies and management approaches are

not established in most of the companies in the target region. Surveys were responded by

26 companies in the target region. Based on the questions which constitute the

questionnaire, environmental situations of the companies were assessed under six areas.

5.1 General Environmental Policies and Management Practices

From study, it was found that, only two factories are ISO 14001 certified. Four factories are

planning for ISO 14001 certification. It was also found that, all of those factories have their

environmental policy and environmental management plan but only two factories

implementing their environmental policy and following environmental management plan.

Those two factories are ISO 14001 certified. During study, all factories found to have

emergency preparedness plan but only sixteen of them are following it. It can be noted that,

those two ISO 14001 certified factories only implementing environmental policy. After Rana

Plaza Collapse tragedy in Bangladesh (24 April 2013 in Savar

Upazila of Dhaka, Bangladesh), most of the textile factories has developed their emergency

preparedness plan due to pressure of foreign buyers. Winkler T et al. stated that the most

important standards for the EU eco-audit directive which is also abbreviated as EMAS (Eco

Management and Audit Scheme) and international standard ISO 14001. Vandevivere PC et

al. (1998) and Melnyk SA et al. (2003) stated that implementation of an environmental

management system leads to cost reduction, quality improvement, waste reduction due to re-

design, proper equipment selection, in addition to time savings.

55
Clarkson, P. M. et al. (2011), Dowell, G. et al. (2000) and Jabbour, C. J. C. et al. (2012)

pointed that there is a substantial body of literature concerning competitiveness of

environmental policies, implementation of environmental practices is frequently taken for

granted.

ISO 14001 that sets out the requirements for an environmental management system is an

internationally agreed standard. It is internationally accepted guideline for organizations to

improve environmental performance through more efficient use of resources and reduction of

waste, gaining a competitive advantage and the trust of stakeholders. An environmental

management system is very useful for organizations to identify, manage, monitor and control

environmental issues in a holistic manner. ISO 14001 is acceptable for organizations of all

types and sizes, be they private, not-for-profit or governmental. It considers all of the

environmental issues relevant to its operations, such as air pollution, water and sewage issues,

waste management, soil contamination, climate change mitigation and adaptation, and

resource use and efficiency of an organization with details activity.

The control of activities requires for the environmental management system (ISO 14001,

2004) so that any environmental impacts are minimized. The implementation of a continuous

improvement cycle is the main concern of the environmental management system (ISO

14001, 2004). Stapleton JP, et.al. reported in 2011 that using a team approach to planning and

building an environmental management system is an excellent way to promote commitment

and ensure that the objectives, procedures and other system elements are realistic, achievable,

and cost-effective.

56
At present public awareness of hazards associated from industry have increased considerably.

Local people and employees have now better legal safeguards against industrial pollution.

Now a day the management has more responsibilities in respect of any kind of pollution in its

project.

5.2 Perspective on the Environmental Legislations

During study, environmental clearance certificate from Department of Environment,

Bangladesh and fire license from Bangladesh Fire Service and Civil Defence Authority status

of the factories were observed. 26 factories were surveyed and found both of the clearance

certificates for all of those factories.

Due to industrialization and rapid urbanization, over pollution, resource depletion, hazardous

waste, and other environmental issues have increased over the last decades and as a result

environmental laws and regulations have been enacted to hold organizations more

accountable for their environmental responsibilities. Santos‐Reyes, D.E. and Lawlor‐Wright,

T. (2001) and Psomas, E.L. et al. (2011) reported that the need for companies to effectively

address environmental issues has increased due to either external (government regulations) or

internal reasons (company's policy).

Currently the main act governing environmental protection in Bangladesh is Environment

Conservation Act 1995 (ECA'95), which replaced the earlier environment pollution control

ordinance of 1992 and provides the legal basis for Environment Conservation Rules, 1997

(ECR'97). The main objectives of ECA’95 are conservation of the natural environment and

improvement of environmental standards, and control and mitigation of environmental

pollution. Reference to Article-12 of Environment Conservation Act 1995, “No industrial

57
unit or project shall be established or undertaken without obtaining, in the manner prescribed

by rules, an Environmental Clearance Certificate from the Director General”. Environmental

Conservation Rules, 1997 consist of a set of the relevant rules to implement the Environment

Conservation Act, 1995 which specify four categorized list; Green category, Amber-A

category, Amber-B category and Red category of the projects, procedure to take

environmental clearance, ambient standards in relation to water pollution, air pollution and

noise pollution, as well as permitted discharge and emission levels of water and air pollutants

and noise by projects environmental categories. Rule-7 of the Environmental Conservation

Rules, 1997 stated procedure for issuing Environmental Clearance Certificate and validity

period is stated in the Rule-8. It is mandatory to obtain Environmental Clearance for each and

every type of industry and projects as per Bangladesh Environment Conservation Act, 1995

(Amended 2010). It also can be noted that, according to ECA’95 and ECR’97, no industry

will get environmental clearance certificate from government without having fire license

from Bangladesh Fire Service and Civil Defence Authority.

Miles, M. and Covin, J. (2000) observed that non-compliance with legal standards and

continual poor working conditions and environment pollution can result in government

imposed fines and increased insurance costs. This can be avoided by proactive environmental

policies, which also decrease the likeliness of the introduction of legal regulations.

Simultaneously, the improved operational effectiveness and experience with social and

environment measures reduces the compliance costs in case legally binding regulations are

being introduced.

58
5.3 General Waste Management Practices

During study it was found that, 14 factories out of 26 factories using water for its production.

2 of those 14 factories do not have any effluent treatment plant (ETP). And 6 out of those 14

factories told that, there ETP is under size and non-functional ETP. Waste management

procedure found for all 26 factories but proper implementation found in only 2 factories. Z.

Khatri and K. M. Brohi (2011) stated that design of the actual treatment system for effluent

treatment involves selection of alternative processes based on the ability of individual

treatment processes to remove specific waste constituents. According to government policy,

factory discharging wastewater from its production unit will not get environmental clearance

certificate without having ETP. Therefore factories construct ETP to get environmental

clearance certificate. Pressure from foreign buyers is another important issue to construct ETP.

It was further found that, two ISO 14001 certified factories are only implementing waste

management procedure properly.

To reduce the generation of waste at source waste minimisation is the application of a

systematic approach. Considering environmental friendly approaches, waste minimisation

prevents the waste from occurring in the first place, rather than treating it once it has been

produced by end-of-pipe treatment methods.

In the dyeing process, newly made thread is impregnated with dyestuff. There are different

types of dye-stuff, namely, Disperse, Sulfur, Reactive etc., are used depending upon the

scientific requirements and type of shades. The application of the different types of dyes

requires different types of chemicals. Various salts and auxiliaries are used to aid the dyeing

process. The garment factories and fabric manufacturers require huge quantities of sewing

threads as well as dyed cotton yarn respectively. However this industrial process left behind
59
pollutants in almost every step of production. Untreated textile and dyeing industrial effluent

discharge causes alteration of physical, chemical, and biological properties of aquatic

environment, makes them not only aesthetically objectionable but also causes many water

borne diseases. Textile industries are also responsible for substantial air and solid waste

related impacts. If solid waste is not managed properly it can impose great danger to the

environment & community, which are; poorly disposed waste yarn, waste paper & especially

plastic waste can block drainage; empty chemical drums & containers if not disposed

properly can pollute soil & water of the receiving environment; odour emanating from

degradable waste especially kitchen waste can pollute local ambient air; poorly managed and

disposed kitchen waste can attract dieses vectors; decomposing kitchen waste can pollute

local ambient condition; poorly managed electrical, mechanical and chemical wastes can

pollute soil, water and air, etc. Again if work place health and safety is not ensured textile

industry can be turned into a death trap for the employees working in the factory.

5.4 Selection of Production Processes, Systems and Technologies Considering

Environmental Pollution

Out of 26 factories it was also found that, 20 factories are using both gas and diesel generator

and 6 factories are using only diesel generator. In developed countries consumers are

demanding biodegradable and ecologically friendly textiles stated by Chavan, R.B. (2001).

Generally gaseous emission from diesel generator is higher than gas generator. But due to

continuous unavailability of gas, people like to use diesel generator. Rock MT and Angel DP

(2007) stated that textile industry is associated with both energy intensive and highly

polluting. Hart, S. L. (1995) and Shrivastava, P. (1995) found that considering environmental

management system, firms are expected to improve environmental management practices by

changing production technology to diminish the usage of natural resources, to reduce waste

60
and polluting outputs, as well as to increase recycling. To take action for this includes

equipment, methods and procedures that aim at minimizing environmental impacts.

5.5 Monitoring and Management of Resources and Wastes for Minimization at

Source

From survey documents, it was found that, all of the industries have environmental monitoring

plan. Only 2 of 2 6 f a c t o r i e s are following monitoring plan and implementing waste

minimization procedure. Those 2 factories are ISO 14001 certified. It can be noted that all

industry will have to obtain environmental clearance certificate from department of

environment. To get environmental clearance certificate, submission of environmental

monitoring plan is mandatory.

Environmental monitoring is an essential tool in relation to environmental management as it

provides the basic information for rational management decisions. The prime objectives of

monitoring are, to check on whether mitigation and benefit enhancement measures are

actually being adopted and are providing effective in practice or which were unforeseen, can

be identified, and steps to be taken to adopt appropriate control measures and to provide

information on the actual nature and extent of key impacts and the effectiveness of the

mitigation measures which, through a feedback mechanism, can be taken into account in the

planning and execution of similar projects in future. It should be mentioned here that the

monitoring program should be such so that it can ensure compliance with national

environmental regulations and standards. The importance of this monitoring program is also

for ensuring that the project does not create adverse environmental changes in the area and

providing a database of operations and maintenance, which can be utilized if unwarranted

complaints are made.

61
5.6 Occupational Health, Safety and Environmental Performance

It was found that, only 2 factories (those are ISO 14001 certified) providing appropriate PPE

at workplace, 14 industries providing PPE for its worker but not appropriate and rest 10

factories provide very less amount of PPE to its workers. Considering environmental training

issue, it was found that, only two ISO 14001 certified factories arrange training on

workplace safety and environment for its workers and rest 24 factories does not arrange.

Medical centre and child care centre found in most of the factories. It was found that, 19

factories have medical centre and 12 factories have child care centre for its workers.

Towlson (2003) stated that environment protection is comprised in two types, first is the

internal environment at the workplace and it is related to overall condition in the workplace

and second are the harmful conditions which are present in the external environment outside

the workplace. Shikdar, A.A. and Sawaqed, N. M. (2003) further stated that the productivity

of the workers reduces and quality of work and product cost increases due to workplace

hazard.

Most of the companies found relatively good at complying with national regulations,

getting external support from environmental consultancy firms but they are not taking

“proactive” measures to adapt to potential regulations.

Reference to the report of FIAS, Business for Social Responsibility (2007), labour disputes

and accidents due to insufficient security standards cause distraction. This distraction is an

opportunity cost, that is non-productive workforce, non-used capital such as buildings,

machinery etc. which can be avoided by corporate social responsibility activities.

62
Health and safety aspects of the entire facility should be given due attention. Protective

devices as provided should continuously use within the unit’s operations to ensure the safety

is guaranteed. The maintenance of Material Safety Data Sheets (MSDS) has to follow to

ensure safety all section of the facility that chemicals are utilized. An Environment, Health

and Safety register is essential for monitoring of performance of the entire facility community

in relation to the environment. The management have to use this as a self auditing tool. This

register should include fire extinguisher servicing records, Environment, Health and Safety

(EHS) meeting schedules and training records, electrical installations, generator inspection

and maintenance records, waste disposal records, inventory records (fuels, paints, cleaning

agent and emergency response procedure.

Training is of very importance in environmental management to increase awareness among

all employer, employee and worker. Environmental management is a burning issue and the

people implementing environmental strategies should remain up to date with the

environmental control processes. Nurn, C. W. and Tan, G. (2010) found that more

participative organizational governance, trainings and volunteerism programs create various

learning opportunities for employees and induce a process of developing employee’s

competencies, skills and knowledge.

Nurn, C. W. and Tan, G. (2010) reported that the employees motivation increases,

employees are more likely to act in a responsible manner, show organizational citizenship

behaviour and altruistically contribute to the firm`s activities, while employers can gain a

higher level of trust towards their employees along with the organizational commitment. It

was also found from the report of the Ipsos MORI Loyalty Report (2008) that 75% of

employees who consider their organisation to be paying enough attention to environmental

63
protection and sustainable development exhibit high levels of commitment. Towers Perrin

(2007) noted that the organization’s reputation for social responsibility ranks third among

the top drivers for employee engagement. Nurn, C. W. and Tan, G. (2010) reported that

employee’s higher organizational commitment and learning opportunities help companies to

retain their employees for long periods of time. Smith T. (2005) stated that employee

turnover rates reduce after implementing new labour practices and adhering to human rights.

5.7 Benefits of Environmental Management Systems

Major priority of EMS is that the organization shall establish, implement and maintain a

procedure to identify and have access to the applicable legal requirements and other

requirements to which the organization subscribes related to its environmental aspects (clause

4.3.2, ISO 14001:2004 standard). The activity of an organization selects to measure

improvement can vary widely and depends on the factory’s compliance history and regulatory

burden. Legal requirements of Bangladesh are quite similar to international standard. There

has also guideline of environmental management for industries in Bangladesh (attached with

annex-2), therefore management can use an EMS to monitor the legal requirements and

monitor to ensure compliance with the law. EMS can also assist a company to prepare for a

more stringent application of environmental regulations by the government and also reduce

operating cost. IFC (2004) stated that a manufacturer eliminated methyl chloroform from its

cleaning and fastening processes and reduced the volume of emissions of volatile organic

compounds by converting to a powder based coating system; that pollution prevention

alternatives saved the company more than $1.1 million a year and gave the company a return

on its $1 million investment in less than one year, and effort helped the company to comply

more easily with increasingly stringent environmental regulations and eliminated incineration

fees for solid and liquid hazardous wastes. Also it can be noted that cost savings are often

64
linked with consuming fewer resources and producing less waste, but savings can also accrue

from operational efficiencies, a higher level of management efficiency, reduced liabilities and

shorter permitting times because of better relations with regulators and communities.

Efficiency of operation usually involves replacing or renovating equipment and facilities, as

well as improving the production process design and paying closer attention to all inputs and

outputs. Such changes can reduce inputs of energy, water, etc. or make operations more

efficient, so that production is higher, faster or cheaper than before.

Environmental Management Plan and Environmental Impact Assessment and are widely used

as tools of Environmental appraisal in project analysis and plays an effective role in

supporting the sustainable development stated by Chandran M. Vijaya et al. (2013).

Significant tangible benefits of reduced raw material use, reduced energy consumption,

improved process efficiency, reduced waste generation and disposal costs as well as

utilization of recovered resources can be achieved by effective implementation of the

Environmental Management Standard ISO 14001 (Annex 3, ISO 14001:2004 standard). To

meet organisations environmental challenges the standard is one of the principal tools. The

1992 Earth Summit recognized the important role that indicators can play in helping

countries to make informed decisions concerning sustainable development.

An effective implementation of environmental management system minimizes waste, which

is closely related to cost savings. Effective Implementation an EMS allows a company to

identify opportunities for continual improvement and to plan expenses. Monitoring indicators

for key performance includes the volume of raw materials, water and energy consumption,

recycling rate, hazardous and nonhazardous waste generation and the number and volume of

65
releases. Florida and Davison (2001) stated that in a survey of 580 manufacturing plants with

more than 50 employees, found that facilities with environmental management systems

resoundingly pointed to recycling and reductions in air emissions and solid waste and

electricity use as evidence of facility-level improvement. Textile industry can effectively

implement environmental management system to reduce resource and energy consumption,

as well as the volume and toxicity of waste generation.

To organise, plan, make decisions and evaluate progress in order to decrease a company’s

negative impact on the environment Environmental management systems is an effective

tools. Environmental management system includes the concept of sustainable development

by stressing the need for continuous improvement in order to protect the environment, not

only for ourselves but also for future generations stated by Chavan, M. 2005.

The success of an environmental management system depends on the participation of the full

spectrum of employees. Employees from different sectors have different insights into

environmental performance and suggestions for improvements, therefore implementation of

an effective environmental management system requires employee involvement and, if

successful, creates as a benefit a sense of responsibility and accomplishment among the

employees. Some photos taken during study attached with annex 4.

Zutshi, A. and Sohal, A.S. (2004) stated that organisations that apply for an EMS certification

build a system through which environmental protection can be integrated into daily

management and long term goals. Adopting an EMS lead to a decrease in environmental

impacts and the more sustainable use of natural resources with improved economic

performance of the organisation.

66
Foreign buyers demands and pressures force companies to produce ecological products, that

situation raised their awareness about the environmental impacts of their products. But

companies focus is on environmentally-friendly products rather than environmentally

friendly production processes. An effective environmental management system can also

improve relations with customers. Considering sustainable development, ISO 14001 is

requirement for many buyers.

Nurn, C. W. and Tan, G. (2010) and Smith, T. (2005) focused that reputation and publicity

play a crucial role for organization. Many applicants show a preference for working with a

socially responsible company and are willing to receive lower compensation in order to work

for an employer with high moral values; therefore responsible organisations receive more

applications while spending less on recruitment.

The existing situation of resource efficiency and cleaner production in Bangladesh is not at

a desired level in terms of policy, capacity and implementation. Cleaner production is a

preventive, company-specific environmental protection initiative. Cleaner Production

Programme published in 1989 in Paris by the Industry and Environment Programme

Activity Centre at the United Nations Environmental Programme (UNEP). It is intended to

minimize waste and emissions and maximize product output. However, in recent years very

important developments and achievements have taken place and several initiatives have

started in this area, by the help of several national/ international projects or programs, and

specially pressure from foreign buyers.

Particularly with the driving force of foreign buyers harmonization requirements,

contemporary aspects of environmental management, namely cleaner production related

67
approaches, have started to be included in the national regulations. However, framework

legislation on cleaner production or a similar concept such as sustainable consumption and

production is still lacking. Meanwhile for emergency preparedness, as one of the aspects of

environmental management system, has a well established legislative framework and related

measures and activities are continued in an accelerated manner.

In terms of environmental issues, textile industry has been regarded as “one of the

priority sectors in Bangladesh”, in various studies and evaluations. Adoption of such a

communication mentioned above firstly and only for textile industry, is a perfect indicator

of this understanding at governmental level as well.

Although there are some projects and activities of various institutions (governmental

institutions, universities, NGOs, etc.) regarding informative and technical assistance to

textile producer companies in the environmental management and cleaner production area,

they are far from being coherent to each other. This situation hinders far-reaching

influence in the textile industry.

The institutional capacities on cleaner production services are not developed; therefore a

critical mass cannot be reached to create a market of tailored cleaner production services to

textile companies.

Worldwide Enhancement of Social Quality (2010) reported that higher satisfaction of

workers and improved communication with the management can reduce the risk of labour

unrest and increases the production stability. Higher environmental performance helps to

avoid harass by the community. Sprinkle, G. B. and Maines, L. A. (2010) noted that superior

68
relations with the government and compliance with voluntary sustainability standards may

reduce the risk of strict and legally binding regulations being imposed on the company.

Pickering, K. T. and Owen, L. A. (1997) noted that the first concern about environment given

at the United Nations Conference on the Human Environment held at Stockholm, Sweden in

June 1972. Rio Conference, the next summit known as Earth Summit was held in Brazil in

1992. Pickering and Owen further stated that the earth summit offered world leaders the rare

opportunity of building consensus on managing the planet. Major outcome of the conference

was the 27 point principle that was adopted by all the 171 countries.

69
 Chapter 6

RECOMMENDATIONS

The problems, opportunities and needs in textile industry toward environmental

management issues, cleaner production is becoming more apparent and significant,

environmental management perspective of their customers has recently started to focus on

the supply management issues putting stress on cleaner production approaches. In the

meantime, there is a considerable movement and institutional intention in public and

other relevant institutions in relation to the development of cleaner production

applications. The following recommendations for textile process should be considered for a

better practice.

• Policy for the cleaner production should be developed and implemented and framework

legislation on cleaner production must be prepared and put into effect.

• Specific services such as training, counselling, audits, etc. should be provided for

general environmental management, new and potential regulations and cleaner

production approach including monitoring, benchmarking and environmental

performance indicators.

• Industries should construct functional ETP and operate them regularly. No water should

be discharged without proper treatment.

• Need to make initiatives for all textile industries to adopt cleaner and efficient

production.

• All textile industries need to consider new set up rules. New textile industries should be

permitted by government only in specific zones and not in residential or commercial

areas.

70
• Adaptation of waste minimization can provide a significant decrease of pollution amount

as well as production costs.

• All workers need regular check up of health by the company employed doctor.

• Ensure to have sufficient fire prevent equipment and fire exist doors in each factory.

• Need to check electrical equipment, outlets, wires and dust free clean electrical outlets

regularly.

• Make own inspection group for regular checking the safety issues and risk factors.

• Confirm better and safer environment for the workers.

• BTMEA membership should be given only after meeting the criteria of environmental

and workplace safety standard.

• Government need to prepare a concrete textile policy for sustainability.

• Government need to prepare a special policy and taskforce for inspection for standard

factory building.

• Workers are the main part of a factory, at it cannot run in a single day without their

contribution and work skill. Therefore first priority should be workers health and safety

issues. Workplace environment should be comfortable for them.

• Awareness develops and capacity building and activities should be carried out for all

stakeholders starting with the public institutions at national, regional and sectoral levels,

in relation to the environmental issues of the textile industry.

71
 Chapter 7

CONCLUSION

The lifeline of the Bangladesh economy is the textile industry. After liberation war of

Bangladesh, the garments and textile industry has become the single dominant exporting

sector and it is the main export products in terms of currency earning. Major workforce of the

country involved in this large industrial sector in which about 80% workers are women. The

textile industries are expanding rapidly and creating lot of job opportunities for skilled and

unskilled people. To reduce poverty, this industrial sector is playing a vital role by providing

job opportunities. Due to textile sector, the economic growth of the country has been

surprisingly steady during the last decade. The country is exporting 60% for its garments

product in Europe and 40% of its garments product in America.

As the textile sector has become the backbone of the economy of the country, it needs to have

high initiatives for future stability and sustainability. Most of the foreign buyers are

concerning about the environment issues and demand more environment friendly products, in

a word, cleaner production. Some of the brands already started attaching standard

environment labeling in their products as well as their website. These companies want to

concern its consumers by introducing its initiative about cleaner production, and its

responsibility about environment; that will advance the product manufacturing process with

better environment and promote a sustainable way.

Objective of this study was to analyze the current environmental situation in Bangladesh

textile industry at the Savar region. This study was based on the data collection and

analysis related to cleaner production issues for the textile industry by means of literature

72
review as well as a comprehensive survey study developed and implemented accordingly. In

this regard micro scale analysis was taking into account for the textile industry. The analysis

was supported by comprehensive literature review and surveys, including academic papers,

official statistics, projects reports, etc.

According to Bangladesh Environment Conservation Act, 1995, it is mandatory to obtain

Environmental Clearance for each and every type of industry and project. Therefore it was

found during study that all factories obtained environmental clearance certificate from DoE,

Bangladesh. There are also rules in Bangladesh for mandatory establishment of an effluent

treatment plant (ETP) for each textile factory, but very few of the textile factories have built

own ETP. Small factories are not interested for the high costs of the ETP establishment and

its operation costs. Furthermore, poor monitoring and enforcement of existing laws lead the

factory owners to avoid setting up ETP. Therefore if textile factory owners discharge their

effluents directly or indirectly to nature and nearby water body, that poses a great threat to the

environmental sustainability. Effective general waste management procedure found in few of

the factories. Beside pollution issue, many factory owners also do not follow the minimum

safety regulations of the textile industries. As there is no proper policy or concrete labour and

trade union policy in this sector, most of the factory owners take it as advantages and want to

have more profits without investing sufficiently for workplace safety of workers. It was

closely observed though there have a good environmental conservation rules in Bangladesh

but only factory having ISO 14001 certificate following environmental management system

properly due to keep ISO 14001 certification. It was found that organizations using ISO

14001 have success across a range of areas, including reduced energy and water

consumption, a more systematic approach to legal compliance and an improved overall

environmental performance.

73
Textiles companies are confronted with a number of significant environmental and social

challenges. None of the challenges are unfeasible, but if not effectively addressed and

managed, they will hurt not only environment, but also business operations and profitability.

An environmental management system simply extends that approach to managing the impact

of business has on the environment and the working conditions at facility. It is important that,

government, private organizations and the factory owners will take responsible initiatives and

to work for the better working environment in order to enrich a satisfactory position in terms

of sustainability.

Organizations of all kinds are increasingly concerned with achieving and demonstrating

sound environmental performance by controlling the impacts of their activities, products and

services on the environment, consistent with their environmental policy and objectives. They

do so in the context of increasingly stringent legislation, the development of economic

policies and other measures that foster environmental protection, and increased concern

expressed by interested parties about environmental matters and sustainable development.

As shown in the results obtained by the analyses using the survey data and environmental

measures by facilities was clarified in this study, and various factors were examined to see

constraint and remediation of environmental management system of textile industry in

Bangladesh. However, due to the simultaneous effects of the various factors, it is not

adequate to focus on importance for the adoption of environmental management system and

environmental activities. It can be solved by analyzing the decision making problem of

facilities concerning environmental management measures and adoption of environmental

management system by applying the probit or logit models. These tasks are left for further

research.

74
Furthermore, the research findings and recommendation would be of a great use to the policy

makers, urban authorities, planners, researchers and students as well as to the environmentalists

taking action in future research and development and also in all decision making on matters

pertaining to environmental management system. Thus it could help to create a sustainable

environment.

Although on the short term, the analysis of this study indicates importance of environmental

management system in textile industry and poor environmental management system of textile

industry in Bangladesh , it is recommended that the analysis be repeated with larger in the

field site studies be conducted to explore of sustainable development.

75
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90
 Annexure – 1

Questioners for Interview

 Questioners for Interview

A. General Information

1. Company name:

2. Project proponent:

3. Address:

4. Type of project:

5. Final product:

6. Total number of employee:

7. Number of employee engaged in environmental management:

B. Questioners:

1. Does it is ISO 14001 certified? If yes then what benefit are you getting from it? If
no then are you planning for it?

2. Does it have environmental policy? If yes then what benefit are you getting from
it? If no then why don’t you have?

3. Does it have environmental clearance certificate from Department of Environment,

Bangladesh? If yes then what benefit are you getting from it? If no then why don’t
you have?

4. Does it have environmental management plan? If yes then what benefit are you
getting from it? If no then why don’t you have?

5. Does it have environmental monitoring plan? If yes then please describe it. If no
then why don’t you have?

1 of 2
 6. Does it using water for its production? If yes, then have there any ETP? If you are
using water but don’t have ETP, then why did not you constructed it?

7. Does it have boiler? If yes then does it have boiler license? If you have boiler and
don’t have boiler license, then why are you not getting it?

8. Does it have generator? If yes then is it diesel or gas generator?

9. Does it have waste management procedure? If yes then what is the procedure? If
no then are you planning for a waste management procedure?

10. Does it ensure PPE (personal protective equipment) for its entire worker? If yes
then what is the benefit for it? If no then why are you not providing?

11. Does it have fire license? Does it providing training on fire fighting to its all
workers? If providing training then what is the benefit? If no then why?

12. Does it have emergency preparedness plan? If yes then what is the benefit on this
plan? If no then why don’t have the plan?

13. Does it conduct training on environmental issues for its employee? If yes then
what benefit for it? If no then why don’t?

14. Does it have medical centre and child care centre? If yes then what is the benefit to
have medical centre and child care centre? If no then why not?

C. Recommendation

1. Could you please provide any recommendation for improvement of environmental

management system of textile industry in Bangladesh?

2 of 2
 Annexure – 2

Environment Management Plan

 CHj¢f gl−jV 001

f¢l−hnNa hÉhÙÛ¡fe¡ f¢lLÒfe¡ (CHj¢f)

Ljm¡-M J m¡m −nÐZ£i¨š² ¢hcÉj¡e jÉ¡e¤−gLQ¡¢lw ¢nÒf fÐL−Òfl CHj¢f gl−jV*
n§eÉÙÛ¡−e fÐ−u¡Se£u abÉ fÐc¡e Ll¦e / ¢VL ¢Qq² (a) ¢ce Hhw fÐ−k¡SÉ ®r−œ abÉ¡¢cpq L¡NSfœ pw−k¡Se Ll¦e

1.0 p¡d¡lZ abÉ¡h¢m

1.1 −L¡Çf¡e£l e¡j x
L) E−cÉ¡š²¡/E−cÉ¡š²¡N−Zl e¡j x
M) −k¡N¡−k¡−Nl ¢WL¡e¡ x

1.2 ¢nÒf fÐL−Òfl e¡j x

L) ¢nÒf fÐL−Òfl AhÙÛ¡eNa ¢WL¡e¡

x

M) A¢g−pl haÑj¡e ¢WL¡e¡ x

N) −V¢m−g¡e/gÉ¡„ x
O) C-®jCm x
(fÐL®Òfl p¡C−Vl AhÙÛ¡e ¢e−cÑ¢na fÐLÒf Hm¡L¡l p¡d¡lZ jÉ¡f pwk¤š² Ll¦e k¡−a l¡Ù¹¡, M¡m, ¢hm, ec£, he
…l¦aÅf§ZÑ ÙÛ¡fe¡ CaÉ¡¢c ®cM¡−e¡ q−hz p¡d¡lZ jÉ¡f−L pwk¤¢š²-1 ¢q−p−h ¢Q¢q²a Ll¦e)

2.0 fÐL−Òfl hZÑe¡

2.1 fÐL−Òf ®j¡V ¢h¢e−u¡NL«a AbÑ x
2.2 fÐL−Òfl S¢jl ¢hhlZ
L) fÐL−Òfl ®j¡V S¢jl f¢lj¡ex hNÑ¢jV¡l
M) ÙÛ¡fe¡ à¡l¡ A¡µR¡¢ca S¢jl f¢lj¡ex hNÑ¢jV¡l
N) N¡Rf¡m¡ A¡µR¡¢ca S¢jl f¢lj¡e x hNÑ¢jV¡l
(fÐL−Òfl −m-A¡EV fÔÉ¡ex pwk¤¢š²-2L, c§laÅ ¢e−cÑ¢na fÐLÒfpwmNÀ Hm¡L¡l jÉ¡fx pwk¤¢š²-2M Hhw fÐLÒf
®L¢¾cÐL p¡C−Vl Q¡l¢c−Ll R¢hx pwk¤¢š²-2N pwk¤š² Ll¦e)

* ¢nÒf fÐLÒf hÉ¢aa AeÉ ®L¡e fÐL−Òfl SeÉ HC CHj¢f gl−jV fÐ−k¡SÉ eu

1
2.3 fÐL−Òfl AhL¡W¡−j¡l ¢hhlZ (Description of Project Infrastructures)
2.3.1 ¢nÒf fÐL−Òfl SeÉ Cj¡lax
 ¢ejÑ¡Z Ll¡ q−u−R  i¡s¡ ®eu¡ q−u−R
(Cj¡l−al Ae¤−j¡¢ca −m-A¡EV fÔÉ¡ex pwk¤¢š²-2O pwk¤š² Ll¦e)
Cj¡l−al ¢h¢iæ ®gÓ¡−ll hÉhq¡l −gÓ¡−ll e¡ð¡l −gÓ¡−ll −rœgm (hNÑ ¢jV¡l)
 fÐn¡pe/A¡¢gp
 L¡lM¡e¡/Evf¡ce L¡kÑœ²j
 Ly¡Q¡j¡m pwlrZ¡N¡l
 l¡p¡u¢eL fc¡bÑ pwlrZ¡N¡l
 ¢hnСj¡N¡l/−X-®Lu¡l
 LÉ¡¢¾Ve
 Vu−mV p¤¢hd¡
 −Se¡−lVl
 AeÉ¡eÉ,

f¢l−n¡de hÉhÙÛ¡pwœ²¡¿¹ AhL¡W¡−j¡ S¢jl f¢lj¡e (hNÑ ¢jV¡l)

 hSÑÉ f¢l−n¡de¡N¡l
 f¡¢e f¢l−n¡de¡N¡l
 ¢hfcSeL hSÑÉ pwlrZ¡N¡l
 L¢We hSÑÉ J pÔ¡S pwlrZ¡N¡l

2.4 L¡lM¡e¡ f¢lQ¡me¡ L¡kÑœ²j (Project Operation)

2.4.1 k¿»f¡¢al ¢hhlZx (fÐ−u¡Se£u pLm k¿»f¡¢al a¡¢mL¡ ¢ce, fÐ−k¡Se q−m A¡lJ S¡uN¡ hÉhq¡l
Ll¦e)
k¿»f¡¢a pwMÉ¡

2
2.4.2 Ly¡Q¡j¡m (Evf¡c−e hÉhq¡l q−h Hje pLm l¡p¡u¢eL fc¡bÑpq pLm Ly¡Q¡j¡−ml a¡¢mL¡ ¢ce Hhw
fÐ−u¡Se q−m A¢a¢lš² S¡uN¡ hÉhq¡l Ll¦e)

Ly¡Q¡j¡m Ly¡Q¡j¡−ml Evp f¢lj¡e (¯c¢eL)

2.4.3 Evf¡ce fТœ²u¡ (L¡lM¡e¡l Evf¡ce L¡kÑœ²j/fТœ²u¡l ¢hÙ¹¡¢la ¢hhlZ, fÐ−u¡Se q−m A¢a¢lš² S¡uN¡
hÉhq¡l Ll¦e Hhw ®gÓ¡-X¡u¡NË¡j pwk¤š² Ll¦ex pwk¤¢š²-2P)

3
 Evf¡ce rja¡ (Ef-S¡apq Evf¡¢ca pLm f®ZÉl a¡¢mL¡ ¢ce, fÐ−k¡Se q−m A¢a¢lš² S¡uN¡
2.4.4
hÉhq¡l Ll¦e)
Evf¡¢ca fZÉ f¢lj¡e (¯c¢eL)

2.4.5 L¡lM¡e¡ f¢lQ¡me¡l pjux

Ns O¾V¡/°c¢eL ¢ce/pç¡q
p−hÑ¡µQ O¾V¡/°c¢eL ¢ce/pç¡q

2.4.6 Seh−ml ¢hhlZx

fÐn¡p¢eL :
Evf¡ce fТœ²u¡ :
f¢l−hn hÉhÙÛ¡fe¡ :
−j¡V :
2.4.7 ¢hc¤Év plhl¡q

plhl¡qL¡l£ Evf¡ce rja¡ (kVA) (fÐ−k¡SÉ ®r−œ) Q¡¢qc¡ (kW)

ο S¡a£u ¢hc¤Év ¢NËX m¡Ce
ο ¢eSü ®Se¡−lVl
ο AeÉ¡eÉ

2.4.8 f¡¢e plhl¡q

¯c¢eL f¡¢e hÉhq¡l (¢mV¡l)

Evp ¢hhlZ
NªqÙÛ¡m£ ¢nÒf
ο plhl¡qL«a f¡¢e
ο i¨-fªùÙÛ Sm¡nu
ο ¢eSü ¢Xf-¢VEh−um
ο Recycled water
ο AeÉ¡eÉ

2.4.9 SÅ¡m¡e£ plhl¡q (NÉ¡p/Lum¡/ g¡−eÑp J−um CaÉ¡¢cÉ)

Evpx ¯c¢eL hÉhq¡lx Oe ¢jV¡l/Ve/¢mV¡l

4
3.0 fÐLÒf Hm¡L¡l f¢l−hnNa AhÙÛ¡ (Environmental Condition of the Project Area)
3.1 fÐLÒf Hm¡L¡l i¥¢j hÉhq¡l
3.1.1 1.0 ¢L−m¡¢jV¡l hÉ¡p¡−dÑ A¿¹iÑ̈š² i¨¢jl haÑj¡e hÉhq¡lx

3.1.2 fÐL−Òfl ¢eLVaj c§l−aÅ Ah¢ÙÛa fÐd¡e ps−Ll fÐÙÛx ¢jV¡l

3.1.3 fÐL−Òfl 1.0 ¢L−m¡¢jV¡l c§l−aÅl j−dÉ k¡ k¡ Ah¢ÙÛax
ο Sm¡i¨¢j ο fСL«¢aL Smfb ο heÉ¡ ¢eu¿»Z Sm¡d¡l ο he¡’m
ο f¡LÑ/®Mm¡l j¡W ο f¡q¡s/¢Vm¡ ο A¡h¡¢pL Hm¡L¡ ο AeÉ¡eÉ
3.1.4 fÐL−Òfl 500 ¢jV¡l c§l−aÅl j−dÉ k¡ k¡ Ah¢ÙÛax
ο fТa−hnNa
ο I¢aq¡¢pL …l¦aÅf¤ZÑ p¡CV ο p¡j¢lL ÙÛ¡fe¡ ο ¢h−no Hm¡L¡
pwLV¡fæ Hm¡L¡
ο Key Point Installation ο q¡pfa¡m/¢LÓ¢eL ο ¢nr¡ fТaù¡e ο pwl¢ra Hm¡L¡
ο h¡u¤ c§oZL¡l£ ¢nÒf fТaù¡e ο A¡h¡¢pL Hm¡L¡ ο M¡cÉ p¡C−m¡ ο AeÉ¡eÉ
3.1.5 fÐL−Òfl −Q±q¢Ÿx
Ešlx
c¢rZx
f§hÑx
f¢ÕQjx

3.2 fÐLÒf Hm¡L¡l n−ël j¡œ¡ dBa HL−L f¢lj¡fL«a (200 __ pe)
ÙÛ¡e (Location) ¢h¢dhÜ j¿¹hÉ
j¡p j¡ej¡œ¡
S¡e¤u¡¢l ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ ¢ch¡ l¡¢œ

5
 3.3 fÐLÒf Hm¡L¡l h¡u¤l …ZNa AhÙÛ¡ (200 __ pe)

¢ÙÛ¢aj¡e ÙÛ¡e (Location) ¢h¢dhÜ j¡ej¡œ¡ j¿¹hÉ

pju (j¡p)
(µgm-3)
S¡e¤u¡l£
−ghЦu¡l£
SPM

PM2.5

PM10

SO2

CO

Pb

3.4 alm h−SÑÉl Q§s¡¿¹ Afp¡lZ ÙÛ¡−el f¡¢el …ZNaj¡e (200 __ pe)

¢ÙÛ¢aj¡e ÙÛ¡e (Location) ¢h¢dhÜ j¿¹hÉ

pju
j¡ej¡œ¡
ö×L ®j±p¤j (Ns)
a¡fj¡œ¡
hoÑ¡ ®j±p¤j (Ns)
pH ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
DO (mg/l) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
BOD5 (mg/l) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
COD (mg/l) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
EC (µs/cm) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)

6
 ¢ÙÛ¢aj¡e pju ÙÛ¡e (Location) ¢h¢dhÜ j¿¹hÉ
j¡ej¡œ¡
TDS (mg/l) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
TSS (mg/l) ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
NH4-N ö×L ®j±p¤j (Ns)
(mg/l) hoÑ¡ ®j±p¤j (Ns)
NO3-N ö×L ®j±p¤j (Ns)
(mg/l) hoÑ¡ ®j±p¤j (Ns)
PO4-P ö×L ®j±p¤j (Ns)
(mg/l) hoÑ¡ ®j±p¤j (Ns)
ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)
ö×L ®j±p¤j (Ns)
hoÑ¡ ®j±p¤j (Ns)

4.0 ¢nÒf h−SÑÉl a¡¢mL¡ (Evf¡ce fТœ²u¡u pªø hSÑÉ ¢Q¢q²a Ll¦e)
 H¢pX hSÑÉ (®kjex q¡C−XÊ¡LÓ¢lL H¢pX, p¡m¢gE¢lL H¢pX, e¡C¢VÊL H¢pX CaÉ¡¢c)
 r¡l£u hSÑÉ (L¢ØVL ®p¡X¡, L¢ØVL fV¡n, r¡l£u ¢LÓe¡l CaÉ¡¢c)
 Hp−hpVp hSÑÉ
 ¢pl¡¢jL/M¢eS hSÑÉ
 c§¢oa f¡œ h¡ d¡lL (®k …−m¡−a Caxf§−hÑ l¡p¡u¢eL fc¡bÑ h¡ −fC¾V CaÉ¡¢c l¡M¡ q−u¢Rm)
 l¡p¡u¢eL p¡l Hhw h¡m¡Ce¡nL hSÑÉ
 Ly¡Q hSÑÉ
 ¢ÙÛ¢an£m hSÑÉ (p¢m¢Xg¡CX, l¡p¡u¢eL i¡−h ¢g„X Hhw HeLÉ¡fp¤−m−VX hSÑÉ)
 A¯Sh l¡p¡u¢eL hSÑÉ (®kjex A¡−pÑ¢eL, Lf¡l, ®LX¢ju¡j CaÉ¡¢c)
 Q¡js¡ hSÑÉ
 d¡ah hSÑÉ
 ¯am (®kjex hSÑÉ ®am, ®am/f¡¢e ¢jnÐe)
 °Sh pÔ¡S
 ¯Sh â¡hL (®kjex qÉ¡−m¡−S−e−VX, AÉ¡¢mgÉ¡¢VL, AÉ¡−l¡−j¢VL ®k±N)
 lw/L¡¢m/®fC¾V hSÑÉ
 L¡NS hSÑÉ
 fÉ¡b−S¢eL h¡ pwœ²¡jL hSÑÉ
 g¡jÑ¡¢pE¢VLÉ¡m hSÑÉ
 fÔ¡¢ØVL hSÑÉ
 fÔÉ¡¢Vw hSÑÉ
 fyQen£m hSÑÉ (®kjex NË£S −VÊ−fl hSÑÉ, fСZ£S hSÑÉ)
 ¢luÉ¡¢ƒi l¡p¡u¢eL hSÑÉ (®kjex ¢h−Ög¡lL, ¢l¢XÚE¢pw Hhw A¢„X¡C¢Sw H−S¾V)
 −l¢Se/®m¢Vp/HX−q¢pi
 l¡h¡l hSÑÉ
 ØV¡C−l¡−g¡j hSÑÉ
 VÉ¡e¡l£ hSÑÉ
 −V„V¡Cm hSÑÉ
 AeÉ¡eÉ, E−õM Ll¦e

7
5.0 Evfæ alm hSÑÉx (alm h−SÑÉl Evp, c§o−Ll fÐL«¢a Hhw pñ¡hÉ f¢lj¡e ¢e−cÑnLl¦e Hhw fÐ−u¡S−e A¢a¢lš²
S¡uN¡ hÉhq¡l Ll¦e)
c§o−Ll fÐL«¢a
alm h−SÑÉl Evp °c¢eL f¢lj¡e (¢mV¡l)
¢ho¡š² p¡d¡lZ
 Evf¡ce fТœ²k¡  
 −d±aLlZ/f¢l×L¡lLlZ  
 n£a¢mLlZ  
 NªqÙÛ¡m£ fuxhSÑÉ  
 f¤exfТœ²u¡L«a f¡¢e  
 AeÉ¡eÉ _____________  
−j¡V f¢lj¡e

5.1 Af¢l−n¡¢da alm h−SÑÉl fÐL«¢ax

œ²¢jL ew ¢ÙÛ¢aj¡f (Parameter) HLL (Unit) j¡e (value)
1. hZÑ
2. ¢fHCQ (pH)
3. p¡¢hÑL fÐm¢ða L¢We hÙ¹LZ¡ (TSS) ¢jNË¡/¢m
4. p¡¢hÑL âh£i¨a L¢We hÙº (TDS) ¢jNË¡/¢m
5. ¢hJ¢X5 200 ®p ¢jNË¡/¢m
6. ¢pJ¢X ¢jNË¡/¢m
7. ¯am J ¢NËS ¢jNË¡/¢m
8. p¡¢hÑL ®œ²¡¢ju¡j ¢jNË¡/¢m
9. p¡mg¡CX ¢jNË¡/¢m
10. −gemS¡a£u ®k±Npj§q ¢jNË¡/¢m
11.

5.2 alm h−SÑÉl f¢l−n¡de fТœ²u¡x

alm h−SÑÉl f¢l−n¡de fТœ²u¡

alm h−SÑÉl Evp
¢eSü C¢V¢f −k±b C¢V¢f pl¡p¢l ¢eNÑje
 Evf¡ce fТœ²k¡   
 −d±aLlZ/f¢l×L¡lLlZ   
 n£a¢mLlZ   
 f¤exfТœ²u¡Lªa f¡¢e   
 AeÉ¡eÉ _____________   
alm h−SÑÉl Q§s¡¿¹ ¢eNÑje ÙÛmx

8
5.2.1 alm hSÑÉ f¢l−n¡de¡N¡lx (C¢V¢fl ®m-A¡EV- pwk¤¢š²-4L Hhw C¢V¢fl CE¢eVpj§−ql ¢p¢im L¡S Hhw ®jL¡¢eLÉ¡m/
C−mL¢VÊLÉ¡m k¿»¡wnpj§−ql ¢hÙ¹¡¢la specification pwk¤¢š²-4M pwk¤š² Ll¦ex)
C¢V¢fl f¢l−n¡de rja¡ (Evfæ alm
Oe ¢jV¡l/°c¢eL
hSÑÉ + 10%)x
C¢V¢fl S¡uN¡l f¢lj¡e hNÑ ¢jV¡l
C¢V¢fl CE¢eVpj§qx
 ¢û¢ew  CL¥u¡m¡C−Sne  ¢NËV ¢lj¤i¡m
−i±a  J−um-Ju¡V¡l ®pf¡−lVl  −p¢X−j−¾Vn¡e  AeÉ¡eÉ, _________
 HXSlfne  ¢XSCe−gLne  pH pw−n¡de
l¡p¡u¢eL
 −gÓ¡L¥−mne/−L¡u¡…−m¡ne  −L¢jLÉ¡m A¢„−Xne  AeÉ¡eÉ, ________
 ¢p−L¡−u¢¾pw hÉ¡Q ¢l−uƒl  H¢ƒ−i−VX pÔ¡S  H−l−VX ®m…e
 h¡−u¡m¢SLÉ¡m L¾V¡ƒl  ¢VÊL¢mw ¢gÒV¡l  AeÉ¡eÉ, ________
¯S¢hL
 −ØV¢hm¡C−Sne fä AÉ¡−e¡l¢hL X¡C−Sne
pÔ¡S  ¢b−L¢ew  a¡−f öL¡−e¡  CV i¡V¡u f¤s¡−e¡
¢VÊ−V−j¾V  X¡C−Sne  ¢X-Ju¡V¡¢lw  AeÉ¡eÉ, ________
 A¡ue H„−Q”  −jj−hÐe ¢g−ÒVÊne  ¢li¡pÑ Ap−j¡¢pp
AeÉ¡eÉ  −pf¢VL VÉ¡wL J ®p¡L
 HL¢V−i−VX L¡hÑe HXSlfne
J−um

5.2.2 fuxhSÑÉ Afp¡lZ/¢VÊVjÉ¡¾V fÜ¢a (fuxhSÑÉ f¢l−d¡eN¡−ll ®m-A¡EV pwk¤š² Ll¦e; pwk¤¢š²-4N)

rja¡x
 ¢hcÉj¡e fuxhSÑÉ ¢p−ØV−j (sewerage line) ¢eNÑje
 ¢eSü fuxhSÑÉ ¢VÊVjÉ¡¾V fÔ¡¾V
 ¢eSü −pf¢VL VÉ¡wL J ®p¡L J−um
 AeÉ¡eÉ

5.2.3 f¡¢e f¢l−n¡d−el fÜ¢a

ο −LÓ¡¢l−ene ο ¢X-A¡ue¡C−Sne
ο ¢li¡pÑ Ap−j¡¢pp ο AeÉ¡eÉ

6.0 ®XÊ−eS ¢p−ØVj (®XÊ−eS ®m-A¡EV fÔ¡e pwk¤š² Ll¦e; pwk¤¢š²-5)

fÐL¡lx  E¾j¤š² e¡m¡  A¡hÜ/i¨-NiÑÙÛ ®XÊ−eS

−XÊ−eS ¢p−ØVj ®L¡b¡u pwk¤š² q−h ?

 f¡h¢mL ®XÊ−eS  M¡m/ec£  AeÉ¡eÉ, ________

9
 7.0 hÙºLZ¡ J NÉ¡p£u ¢explZ (h¡uh£u h−SÑÉl Evp J c§o−Ll fÐL¢« a E−õM Ll¦e Hhw fÐ−u¡S−e A¢a¢lš² S¡uN¡
hÉhq¡l Ll¦e)

Evp hÙºLZ¡ J NÉ¡p£u ¢expl−Zl fÐL«¢a

hÙ¹LZ¡ H¢pX h¡Öf p¡mg¡l X¡C A„¡CX e¡C−VÊ¡−S−el A„¡CX L¡¢m J d¤¢mLZ¡ AeÉ¡eÉ-
 f¡Ju¡l fÔ¡¾V
 ®Se¡−lVl
 g¡−eѾp
 J−ie
 Evf¡ce fТœ²u¡
 −fC¾V h¤b
 hum¡l
 Ce¢pe¡−lVl
 −l¡V¡l£ ¢Lme
 f¡bl œ²¡¢nw
 AeÉ¡eÉ

7.1 h¡uh£u ¢explZ ¢eu¿»Z hÉhÙÛ¡fe¡ (¢e−Ql ®k …¢m ÙÛ¡fe Ll¡ q−h a¡l f¡−n ¢VL ¢Qq² ¢ce)

 ¢Qje£  X¡ØV L¡−mƒl  û¡h¡l  HLSØV gÉ¡e

 V¢„L NÉ¡p ¢g−ÒVÊne  NÉ¡p HXSfÑne  p¡C−LÓ¡e (X¡ƒ, A¡C¢X gÉ¡e J ØVÉ¡Lpq)
 C−m−ƒÊ¡−ØVÌ¢VL ®fТp¢f−VVl (CHp¢f) hÉ¡N q¡E−pp/®g¢hÐL ¢gm−VÊne  AeÉ¡eÉ, ____

8 në c§oZ ¢eu¿»Z hÉhÙÛ¡ (¢e−Ql ®k …¢m ÙÛ¡fe Ll¡ q−h a¡l f¡−n ¢VL ¢Qq² ¢ce)
 Cep¤−mVl
 j¡gm¡l
 p¡C−m¾pl
 −j¡V¡ ®cJu¡m
 NÔ¡pEm
 LÉ¡−e¡¢f
 AeÉ¡eÉ

9 −fn¡Na ü¡ÙÛÉ p¤lr¡−bÑ Nªq£a hÉhÙÛ¡ (¢e−Ql ®k …¢ml hÉhÙÛ¡ Ll¡ q−h a¡l f¡−n ¢VL ¢Qq² ¢ce)
 j¡ú
 −pg¢V Qnj¡
 NÔ¡ip
 nš² h¤V
 qÉ¡m−jV
 Cu¡l fÔ¡N
 AeÉ¡eÉ

10
10 f¢l−hnNa fÐi¡h Hhw fÐnje hÉhÙÛ¡fe¡

fÐi¡−hl a¡vfkÑ
pñ¡hÉ fÐi¡h Mitigating / Enhancement Measures
üÒf jdÉj −hn£
{ fkÑ¡ç h¡g¡l Hm¡L¡l hÉhÙÛ¡ Ll¡
 f¡nÄha£Ñ Hm¡L¡h¡p£ ¢Lwh¡ ay¡−cl { h¡g¡l Hm¡L¡u N¡R m¡N¡−e¡
pÇf−cl SeÉ pjpÉ¡ pª¢ø { fÐLÒf Hm¡L¡l Q¡l¢c−L p£j¡e¡ fСQ£l E−š¡me
{ AeÉ¡eÉ, ____________

 pªø X¡ØV, ®dy¡u¡ CaÉ¡¢cl j¡dÉ−j h¡u¤ { h¡u¤ c§oZ ¢eu¿»Z hÉhÙÛ¡ NËqZ
c§oZ { AeÉ¡eÉ, ____________

{ L¡kÑLl ®pf¢VL VÉ¡wL J ®p¡L¢fV ÙÛ¡fe

 Nªq¡ÙÛ¡m£ hSÑÉ q−a i¨-fªùÙÛ h¡ i§-NiÑÙÛ { fux h−SÑÉl SeÉ Efk¤š² hSÑÉ f¢l−n¡de¡N¡l
f¡¢e c§oZ ÙÛ¡fe
{ AeÉ¡eÉ, ____________
{ ¢nÒf alm h−SÑÉl SeÉ Efk¤š² hSÑÉ
 L¡lM¡e¡l alm hSÑÉ q−a i¨-fªùÙÛ h¡ f¢l−n¡de¡N¡l ÙÛ¡fe
i§-NiÑÙÛ f¡¢e c§oZ { AeÉ¡eÉ, ____________

{ ¢hfcSeL hSÑÉ f¢l−n¡de Ll¡ q−h

 ¢hfcSeL hSÑÉ q−a pªø f¢l−hn c§oZ { Ce¢pe¡−lV−l f¤¢s−u ®gm¡ q−h
h¡ LjÑÙÛm c§oZ { pwlrZ Ll¡ q−h
{ AeÉ¡eÉ, ____________

{ në c§oZ ¢eu¿»−Zl SeÉ fÐ−u¡Se£u hÉhÙÛ¡ NËqZ

 në c§oZ (®kjex Cep¤−mVl, j¡gm¡l, p¡C−m¾p¡l)
{ AeÉ¡eÉ, ____________
{ nš²i¡−h ¢pô L−¾VCe¡l, j¡¢úw H−S¾V
 c¤Nå
Ñ CaÉ¡¢cl hÉhÙÛ¡ Ll¡
{ AeÉ¡eÉ, ____________

{ LÇfe ¢eu¿»−Zl hÉhÙÛ¡ NËqZ (®kjex nL

Hhplh¡l, ®XÇf¡l/A¡Cp−mVl, ¢ØfÐw
 −j¢ne f¢lQ¡me¡l g−m pªø LÇfe
A¡Cp−mVl)
{ AeÉ¡eÉ, ____________

{ L¢We hSÑÉ fªbL£LlZ/pwlr−Zl fkÑ¡ç hÉhÙÛ¡

Ll¡
{ hSÑÉ hÉhÙÛ¡fe¡l ¢ho−u LjÑQ¡l£−cl fТnrZ
fÐc¡e
{ f¢l−hnpÇjai¡−h Afp¡l−Zl SeÉ ¢eu¢ja
 L¢We hSÑÉ q−a pªø pjpÉ¡ hSÑÉ pwNËq Ll¡
{ hÉhq©a ®mX-H¢pX hÉ¡V¡l£ ®Lhm ¢e¢cÑø
¢Xm¡−ll L¡−R ®gla ¢c−a q−h
{ ¢e¢cÑø X¡Çfp¡CV Abh¡ pÉ¡−eV¡l£ mÉ¡ä¢g−m
L¢We hSÑÉ Afp¡lZ
{ AeÉ¡eÉ, ____________

11
 11 f¢l−hnNa j¢eV¢lw f¢lLÒfe¡
11.1 p¡¢hÑL j¢eV¢lw f¢lLÒfe¡
j¢eV¢lw j¢eV¢lw L¡−S
fÐL−Òfl L¡kÑœ²j j¢eV¢lw-Hl ÙÛ¡e j¢eV¢lw fÉ¡l¢jV¡l
¢é−L¡−u¢¾p c¡¢uaÅfСç hÉ¡¢š²/CE¢eV
f¢lQ¡me¡

Ec¡qlZx
L¢We hSÑÉ Evf¡ce Evf¡ce/fÉ¡−L¢Sw/pwlrZ fÉ¡−L¢Sw p¡jNË£/−û−fl °c¢eL
Hm¡L¡ JSe

L¢We hSÑÉ pwlrZ Hm¡L¡

¢nÒf alm hSÑÉ alm hSÑÉ f¢l−n¡de¡N¡l pH, BOD, COD, ¯œj¡¢pL
¢eNÑjZ Temp, TSS,
TDS,SS CaÉ¡¢c
h¡u¤ c§oL ¢eNÑjZ h¡u¤ c§oL ¢eNÑj−Zl SMP/PM, NOx, SOx ¯œj¡¢pL
ÙÛ¡e/ÙÛ¡epj§q E−õM Ll¦e
¢hfcSeL hSÑÉ pª¢ø Evf¡ce Hm¡L¡ f¢lj¡e, pwlrZ, ®m−h¢mw °c¢eL

¢hfcSeL hSÑÉ pwlrZ f¢lj¡e, pwlrZ, ®m−h¢mw °c¢eL

Hm¡L¡
L¡−Sl f¢l−hn Evf¡ce Hm¡L¡ A¡−m¡, h¡a¡p, A¡âa¡, ¯œj¡¢pL
në, a¡fj¡œ¡

11.2 f¢l−høL h¡u¤l j¢eV¢lw gm¡gm (fÐ−k¡SÉ ®r−œ) a¡¢lMx

œ²¢jL ÙÛ¡e (location) f¢l−høL h¡u¤l …ZNaj¡e (µgm-3)
ew SPM PM2.5 PM10 SO2 NOX CO O3 Pb
¢h¢dhÜ j¡ej¡œ¡

1.

2.

3.

4.

11.3 ØVÉ¡L j¢eV¢lw gm¡gm (fÐ−k¡SÉ ®r−œ) a¡¢lMx

œ²¢jL ÙÛ¡e (location) ¢ÙÛ¢aj¡e (µgm-3)

ew SPM PM2.5 PM10 SO2 NOX CO Pb
¢h¢dhÜ j¡ej¡œ¡

1.

2.

3.

12
11.4 n−ël a£hÐa¡ j¢eV¢lw gm¡gm (fÐ−k¡SÉ ®r−œ)
a¡¢lM j¢eV¢lw pju n−ël a£hÐa¡ ¢h¢dhÜ j¡ej¡œ¡ j¿¹hÉ
dBa
¢ch¡
l¡¢œ
¢ch¡
l¡¢œ
¢ch¡
l¡¢œ
¢ch¡
l¡¢œ

11.5 alm hSÑÉ f¢l−n¡de¡N¡−ll (C¢V¢f) j¢eV¢lw gm¡gm

L) C¢V¢fpwœ²¡¿¹ abÉ
¢XS¡Ce fÐh¡q °c¢eL fÐh¡q (Daily
(Design flow rate) ..............................Oe¢jV¡l/O¾V¡ average flow rate)......................Oe¢jV¡l /¯c¢eL
0
fÐh¡q f¢lj¡f fÜ¢a  90 V-eQ  ®gÓ¡ ¢jV¡l  AeÉ¡eÉ, ____________
®i±a-l¡p¡u¢eL
¢VÊV−j−¾Vl f¢lQ¡me pju................................O¾V¡/°c¢eL öL−e¡ pÔ¡−Sl f¢lj¡e..............................−L¢S/°c¢eL

M) C¢V¢fl SeÉ fÐ−u¡Se£u l¡p¡u¢eL âhÉ

œ²¢jL ew l¡p¡u¢eL fc¡−bÑl e¡j ¯c¢eL hÉhq¡l (®L¢S) j¿¹hÉ

1.
2.
3.
4.
5.
6.
7.

N) C¢V¢fl SeÉ fÐ−u¡Se£u ¢hc¤É−al Q¡¢qc¡

C¢V¢f f¢lQ¡me pju O¾V¡/°c¢eL f¢l−n¡deL«a alm h−SÑÉl f¢lj¡e Oe¢jV¡l/j¡¢pL

C¢V¢fl SeÉ j¡¢pL ¢hc¤Év MlQ (----------------hvpl)
j¡p S¡e¤u¡l£ −ghЦk¡l£ j¡QÑ H¢fÐm −j S¤e S¤m¡C A¡NØV −p−ÃVðl A¡−ƒ¡hl e−iðl ¢X−pðl
CE¢eV
(kwh)

13
N) f¢l−n¡¢da alm h−SÑÉl ¢h−nÔ¢na …ZNaj¡e

œ²¢jL ew ¢ÙÛ¢aj¡f (Parameter) HLL (Unit) j¡e (value)

1. hZÑ
2. ¢fHCQ (pH)
3. p¡¢hÑL fÐm¢ða L¢We hÙ¹LZ¡ (TSS) ¢jNË¡/¢m
4. p¡¢hÑL âh£i¨a L¢We hÙº (TDS) ¢jNË¡/¢m
5. ¢hJ¢X5 200 ®p ¢jNË¡/¢m
6. ¢pJ¢X ¢jNË¡/¢m
7. ¯am J ¢NËS ¢jNË¡/¢m
8. p¡¢hÑL ®œ²¡¢ju¡j ¢jNË¡/¢m
9. p¡mg¡CX ¢jNË¡/¢m
10. −gemS¡a£u ®k±Npj§q ¢jNË¡/¢m

12.0 Sl¦l£ f¢l¢ÙÛ¢a hÉhÙÛ¡fe¡ (Emergency Management)

12.1 pñ¡hÉ c¤−kÑ¡N f¢l¢ÙÛ¢a
 A¢NÀL¡ä
 ¢h−Øg¡lZ
 ®L¡e ¢hfcSe L¡−Sl g−m nТj−Ll jªa¤É Abh¡ j¡l¡aÅL SMj
 ¢ho¡š² fc¡bÑ h¡ NÉ¡−pl ¢explZ/¢eNÑje
 f¢l−h−n SeÉ r¢aLl fc¡bÑ ¢eNÑje
 AeÉ¡eÉ

12.2 ¢hfcSeL f¢l¢ÙÛ¢a fТa−l¡d J ®j¡L¡−hm¡ Ll¡l SeÉ Nªq£a hÉhÙÛ¡

¢hfcSeL f¢l¢ÙÛ¢a fТa−l¡dL−Òf Nªq£a hÉhÙÛ¡pj§q −j¡L¡−hm¡/¢eu¿»ZL−Òf Nªq£a hÉhÙÛ¡pj§q
o g¡u¡l Gw·U o LjÑQ¡¢l−cl ¢el¡fc Afp¡lZ
o Sm¡d¡®l f¡¢e pwlrZ o ¢el¡fc ÙÛ¡−e ü¡ÙÛÉ−ph¡ fÐc¡e
o dvqvi nvB‡Wª›U o q¡pf¡a¡m/¢p¢im ¢X−g¾p CaÉ¡¢c LaѪf−rl p¡−b
A¢NÀL¡ä
o Bgvi‡RÝx jvBU/pw−La ®k¡N¡−k¡N
o ¢eu¢ja g¡u¡l ¢XÊm f¢lQ¡me¡ Ll¡ o A¢NÀ¢ehÑ¡fe k¿» hÉhq¡l L−l A¡…e ®ei¡−e¡
o AeÉ¡eÉ, _________ o AeÉ¡eÉ, _______
¢h−Øg¡lZ o L¡lM¡e¡l k¿»f¡¢a ¢eu¢ja fl£r¡Ll¡ o L¡lM¡e¡ cʤa hå Ll¡
o paLÑpw−La fÐc¡eL¡l£ k¿»f¡¢a ÙÛ¡fe o LjÑQ¡¢l−cl ¢el¡fc Afp¡lZ
o fÔÉ¡¾V f¢lQ¡me¡l SeÉ Nªq£ahÉ paLÑa¡ ¢ho−u o ¢el¡fc ÙÛ¡−e ü¡ÙÛÉ−ph¡ fÐc¡e
jÉ¡e¤u¡m ¯al£ J ¢eu¢ja fТnrZ fÐc¡e o q¡pf¡a¡m/¢p¢im ¢X−g¾p CaÉ¡¢c LaѪf−rl p¡−b
o Sl¦l£ f¢l¢ÙÛ−a ÙÛ¡e¡¿¹−ll SeÉ ¢el¡fc ÙÛ¡−el ®k¡N¡−k¡N
hÉhÙÛ¡ Ll¡ o AeÉ¡eÉ, _______
o fСb¢jL ¢Q¢Lvp¡l hÉhÙÛ¡ Ll¡
o AeÉ¡eÉ, _________

14
 ¢hfcSeL f¢l¢ÙÛ¢a fТa−l¡dL−Òf Nªq£a hÉhÙÛ¡pj§q −j¡L¡−hm/¢eu¿»ZL−Òf Nªq£a hÉhÙÛ¡pj§q
¢ho¡š² fc¡bÑ h¡ o L¡lM¡e¡l k¿»f¡¢a ¢eu¢ja fl£r¡Ll¡ o L¡lM¡e¡ cʤa hå Ll¡
NÉ¡−pl ¢explZ o ¢ho¡š² fc¡bÑ h¡ NÉ¡−pl ¢explZ ¢e¢cÑøj¡œ¡ o LjÑQ¡¢l−cl ¢el¡fc Afp¡lZ
A¢aœ²j q−m paLÑpw−La fÐc¡eL¡l£ Hhw o ¢el¡fc ÙÛ¡−e fÐ−u¡Se£u ü¡ÙÛÉ−ph¡ fÐc¡e
pw¢œ²ui¡−h hå qJu¡l k¿»f¡¢a ÙÛ¡fe o q¡pf¡a¡m/¢p¢im ¢X−g¾p CaÉ¡¢c LaѪf−rl p¡−b
o fÔÉ¡¾V f¢lQ¡me¡l SeÉ Nªq£ahÉ paLÑa¡ ¢ho−u ®k¡N¡−k¡N
jÉ¡e¤u¡m ¯al£ J ¢eu¢ja fТnrZ fÐc¡e o AeÉ¡eÉ, ____________
o ¢ho¡š² fc¡bÑ h¡ NÉ¡−pl ¢ho¢œ²u¡ ¢eu¿»−Zl
SeÉ fÐ−u¡Se£u Kod jS¤c l¡M¡
o AeÉ¡eÉ, _________
f¢l−h−n r¢aLl o L¡lM¡e¡l alm J h¡uh£u h−SÑÉ ¢eNÑje / o L¡lM¡e¡l pw¢nÔØV CE¢eV cÊa
¤ hå Ll¡
fc¡bÑ ¢eNÑje ¢explZ m¡Ce ¢eu¢ja fl£r¡ Ll¡ o f¢l−hn A¢dcçl−L Ah¢qa Ll¡
(alm/h¡uh£u) o alm hSÑÉ f¢l−n¡de¡N¡l ¢eu¢ja fl£r¡ J o ÙÛ¡e£u LaѪfr−L Ah¢qa Ll¡
lrZ¡−hrZ Ll¡ o fÐ−u¡Se£u r¢af§lZ fÐc¡e Ll¡
o h¡u¤c§oZ ¢eu¿»−Zl SeÉ ÙÛ¡¢fa k¿»f¡¢a/CE¢eV o f¢l−hn A¢dcç−ll p¢qa A¡−m¡Qe¡œ²−j c§oZ
pj§q ¢eu¢ja fl£r¡ J lrZ¡−hrZ Ll¡ ¢eu¿»Zj§mL hÉhÙÛ¡ NËqZ
o fÐ−u¡Se£u l¡p¡u¢eL fc¡bÑ, M¤Ql¡ k¿»f¡¢a o AeÉ¡eÉ, ____________
jS¤c l¡M¡ J ¢hLÒf ¢hc¤v plhl¡−ql hÉhÙÛ¡
Ll¡
o AeÉ¡eÉ, ____________
nТj−Ll jªa¤É Abh¡ o nТj−Ll jªaɤ Abh¡ SMj q−a f¡−l Hl©f o fСb¢jL ü¡ÙÛÉ−ph¡ fÐc¡e
SMj Ty¥¢Lf§ZÑ L¡−Sl SeÉ A¡−V¡−jn−el hÉhÙÛ¡ Ll¡ o q¡pf¡a¡−m â¦a ÙÛ¡e¡¿¹l
o ®fn¡Na Ty¥¢L Lj¡−e¡ h¡ Hs¡−e¡l ¢ho−u o A¡Ce¡e¤N r¢af§lZ fÐc¡e
fТnrZ jÉ¡e¤u¡m ¯al£ J ¢eu¢ja fТnrZ o AeÉ¡eÉ, ____________
fÐc¡e
AeÉ¡eÉ, ____________
AeÉ¡eÉ o o

A¡¢j HC j−jÑ ®O¡oZ¡ L¢l¢R ®k, f¢l−hnNa hÉhÙÛ¡fe¡ f¢lLÒfe¡ fТa−hc−e fÐcš abÉ¡¢c A¡j¡l S¡e¡j−a paÉ Hhw Cq¡−a
®L¡e abÉ ®N¡fe h¡ ¢hL«a Ll¡ qu¢ez

(E−cÉš²¡l e¡j J ü¡rl)

15
13 pwk¤¢š²x

L¡NS-fœ qyÉ¡ e¡
1 pwk¤¢š²- 1 fÐLÒf Hm¡L¡l p¡d¡lZ jÉ¡f ο ο

2 pwk¤¢š²-2L fÐL−Òfl −m-A¡EV fÔÉ¡e ο ο

3 pwk¤¢š²-2M c§laÅ ¢e−cÑ¢na fÐLÒfpwmNÀ Hm¡L¡l jÉ¡f ο ο

4 pwk¤¢š²-2N fÐLÒf ®L¢¾cÐL p¡C−Vl Q¡¢l¢c−Ll R¢h ο ο

5 pwk¤¢š²-2O Cj¡l−al Ae¤−j¡¢ca −m-A¡EV fÔÉ¡e ο ο

6 pwk¤¢š²-2P fÐ−pp ®gÓ¡-X¡u¡NË¡j ο ο

pwk¤¢š²-4L ο
7 C¢V¢f-Hl ®m-A¡EV ο

pwk¤¢š²-4M C¢V¢f-Hl CE¢eVpj§−ql ¢p¢im A¡C−Vj Hhw C−mL¢VÊLÉ¡m /

8 ο ο
®jL¡¢eLÉ¡m k¿»¡wnpj§−ql ¢hÙ¹¡¢la specification
9 pwk¤¢š²-4N fuxhSÑÉ f¢l−n¡de¡N¡l/®pf¢VL VÉ¡wL J ®p¡L J−u−ml ®m-A¡EV ο ο

10 pwk¤¢š²-5 −XÊ−eS hÉhÙÛ¡l ®m-A¡EV fÔ¡e ο ο

16
 Annexure – 3

ISO 14001:2004 Standard

  

 


 

            

           




 
 
 
 
               

 
 

              

                
 

 


 

 







 



            
          


    

 

 









                  


   



             


 






 



               








              


           











 
           


    

  






 









              





          


               






 



            


 







              



 






  

   

    

 





  

 

 

           





 




 

 

 


 

 

 

 

 

 



 



 







    

  

 


                

 

              



 




             



         
       
             


             

               

 

 

 


          


             




            

              


 


             


    

 


                




 

 

             

 

 

            

 
 


               


 


 
 
              

 
              


 

             




 
 
 
 
 

    

  

 

                


 

              


            

 
           
             


 

            
              


             


            




 

 


              
           





 

            




             





    

 

 


            

 
             

            

 
 

              


      



 

             
             


            




 



 
 

 
 





             

 



    

  

 







 

 
 
 
 
 
            

 


           


    

 Annexure – 4

Collected Photos During Field Survey

Collected Photos During Field Survey

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