當(dāng)前，可持續(xù)發(fā)展在企業(yè)層面已成為一種潮流。長期以來，可持續(xù)發(fā)展就像生態(tài)極端分子的咒語，他們往往不考慮影響公司管理的優(yōu)先目標(biāo)（如銷售增長和市場開發(fā)）和約束條件（如成本控制和競爭）。一般來說，企業(yè)習(xí)慣于把可持續(xù)發(fā)展作為一種營銷工具，管理者傾向于認(rèn)為可持續(xù)發(fā)展并不能對他們的日常工作產(chǎn)生有效制約。然而，對可持續(xù)發(fā)展內(nèi)涵的理解正在逐漸轉(zhuǎn)變。把可持續(xù)發(fā)展理念引入企業(yè)理念并成功實(shí)施的案例已經(jīng)越來越普遍。同時，高層管理者們對可持續(xù)發(fā)展的理解正逐步提升，并把它作為一種提高組織的運(yùn)作效率、改善管理、促進(jìn)與利益相關(guān)者關(guān)系良好發(fā)展的手段。但是，目前企業(yè)對可持續(xù)發(fā)展仍缺乏一個清晰且可達(dá)成共識的理解。公眾和公司仍然不能清晰地理解眾多關(guān)于可持續(xù)發(fā)展的術(shù)語、定義及實(shí)際操作的相關(guān)名詞，如企業(yè)社會責(zé)任，社會責(zé)任，環(huán)境、社會和治理等。隨著獲得食品的難易差距增大、食品價格上漲、氣候變化對未來食品生產(chǎn)的挑戰(zhàn)等問題加劇，溫室栽培介質(zhì)的制造業(yè)正在蓬勃發(fā)展。水培種植者正在尋找成本更低，且環(huán)境、社會和安全約束最小的農(nóng)作物種植方法。Biogrow Lanka（BL）通過使用斯里蘭卡最普遍的自然資源——椰子，為行業(yè)提供了有機(jī)、自然的特殊培... 

【文章來源】：清華大學(xué)北京市 211工程院校 985工程院校 教育部直屬院校

【文章頁數(shù)】：131 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
摘要
ABSTRACT
ACRONYMS
CONTENT
LIST OF FIGURES
LIST OF TABLES
Chapter 1. CONTEXT
    1.1. BIOGROW LANKA, A LEADING PRODUCER OF COCO‐BASED ORGANIC SUBSTRATES IN SRI LANKA
    1.2. COCONUT AS A RAW MATERIAL FOR BL’S PRODUCTS
        1.2.1. FINDING AN ALTERNATIVE TO MINERAL SUBSTRATES
        1.2.2. COCONUT AS A RAW MATERIAL
        1.2.3. BL PRODUCTS
    1.3. BL’S PRODUCTION PROCESS AND VALUE CHAIN
        1.3.1. RAW MATERIAL SOURCING
        1.3.2. QUALITY CHECKS ON RAW MATERIAL AT BL UPON ARRIVAL
        1.3.3. MANUFACTURING AT BL
        1.3.4. PACKAGING OF PRODUCTS
        1.3.5. BL VALUE CHAIN
    1.4. UNDERSTANDING SD, CSR AND HSE MANAGEMENT
        1.4.1. SUSTAINABLE DEVELOPMENT
        1.4.2. CORPORATE SOCIAL RESPONSIBILITY
        1.4.3. HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT
    1.5. ROOT CAUSES FOR A SUSTAINABLE DEVELOPMENT STRATEGY AT BL
    1.6. RESEARCH QUESTION
Chapter 2. SD AS A BUSINESS OPPORTUNITY AND CONTEXT OF SD IN SRI LANKA
    2.1. SD AS A BUSINESS OPPORTUNITY?
        2.1.1. IS THERE A LINK BETWEEN SD AND FINANCIAL PROFITABILITY?
        2.1.2. IMPLEMENTING A SD STRATEGY AT BL PRESENTS MANY ADVANTAGES
        2.1.3. LACKS OF BL IN ITS MANAGEMENT OF SD ISSUES
    2.2. SD IN SRI LANKA, WHERE DOES IT STAND?
        2.2.1. SRI LANKA’S SD STRATEGIES AND TOOLS
        2.2.2. CRITICS SHOWING SRI LANKA’S DEVIATION FROM SD GOALS
        2.2.3. SL HEALTH, SAFETY AND ENVIRONMENTAL REGULATION CONTEXT
Chapter 3. BUILDING A SD STRATEGY AT BL: METHODOLOGY AND CASE STUDIES
    3.1. BUILDING A SD STRATEGY AT BL
        3.1.1. MAIN INTERNATIONAL STANDARDS OR PRACTICES TO BASE A SD STRATEGY
        3.1.2. METHODOLOGY FOR THE DEFINITION OF A SD STRATEGY APPLIED TO BL’S CASE
        3.1.3. THE DEFINITION OF BL’S AREA OF ACTIONS
        3.1.4. HOW TO DEFINE BL’S COMMITMENTS
        3.1.5. BL’S SD COMMITMENTS
        3.1.6. THE OBJECTIVES
        3.1.7. THE ACTION PLAN
    3.2. CASE STUDIES
        3.2.1. ENVIRONMENT
        3.2.2. EMPLOYEES
        3.2.3. SUPPLIERS & SUBCONTRACTORS
        3.2.4. CUSTOMERS
        3.2.5. LOCAL COMMUNITIES
Chapter 4. CONTINUITY OF SD STRATEGY: PROPOSED TOOLS AND LIMITS
    4.1. PROPOSED MANAGING TOOLS
        4.1.1. ENERGY MONITORING
        4.1.2. HUMAN RESOURCES MONITORING
    4.2. PROPOSED SD / HSE ORGANISATIONAL STRUCTURE
        4.2.1. IMPORTANCE OF A CORPORATE CULTURE INCLUDING SD
        4.2.2. THE PREVIOUS ORGANIZATION
        4.2.3. THE PROPOSED HR ORGANIZATION
        4.2.4. OTHER PROPOSED IMPROVEMENT FOR CORPORATE CULTURE AND OPERATIONAL EFFICIENCY
        4.2.5. THE DISTRIBUTION OF SD MANAGEMENT RESPONSIBILITIES
    4.3. PROPOSED COMMUNICATION TOOLS
        4.3.1. COMMUNICATION ON COMMITMENTS EXTERNAL AND INTERNAL
        4.3.2. COMMUNICATION TOOLS ON ACTIONS INTERNALLY
Chapter 5. CONCLUSION
REFERENCE
APPENDIX A: ELECTRICITY MONITORING AND REPORTING TOOL
APPENDIX B: ATTEMPT TO STUDY LCA OF BL PRODUCT
APPENDIX C : LIST OF ITEMS MEASURED FOR LCA AND CARBON FOOTPRINT
APPENDIX D: BL ETHICS CHARTER
APPENDIX E : BL ENERGY MONITORING TOOL
APPENDIX F: HUMAN RESOURCES MONITORING TOOL
APPENDIX G : ACCIDENT DECLARATION FORM
APPENDIX H ‐ BL SD REPORT
RESUME



本文編號：3576551