椰壳制温室栽培有机基材产业的可持续发展战略创建与实施

发布时间：2022-01-08 12:22

　　当前，可持续发展在企业层面已成为一种潮流。长期以来，可持续发展就像生态极端分子的咒语，他们往往不考虑影响公司管理的优先目标（如销售增长和市场开发）和约束条件（如成本控制和竞争）。一般来说，企业习惯于把可持续发展作为一种营销工具，管理者倾向于认为可持续发展并不能对他们的日常工作产生有效制约。然而，对可持续发展内涵的理解正在逐渐转变。把可持续发展理念引入企业理念并成功实施的案例已经越来越普遍。同时，高层管理者们对可持续发展的理解正逐步提升，并把它作为一种提高组织的运作效率、改善管理、促进与利益相关者关系良好发展的手段。但是，目前企业对可持续发展仍缺乏一个清晰且可达成共识的理解。公众和公司仍然不能清晰地理解众多关于可持续发展的术语、定义及实际操作的相关名词，如企业社会责任，社会责任，环境、社会和治理等。随着获得食品的难易差距增大、食品价格上涨、气候变化对未来食品生产的挑战等问题加剧，温室栽培介质的制造业正在蓬勃发展。水培种植者正在寻找成本更低，且环境、社会和安全约束最小的农作物种植方法。Biogrow Lanka（BL）通过使用斯里兰卡最普遍的自然资源——椰子，为行业提供了有机、自然的特殊培... 

【文章来源】：清华大学北京市 211工程院校 985工程院校 教育部直属院校

【文章页数】：131 页

【学位级别】：硕士

【文章目录】：
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



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