IISI 2004 Sustainability Report Summary Draft 1
《G4可持续发展报告指南》简体中文版第二部分
ReferenceCase Studies – Examples of CompetenciesPage 1Surf the waves CCreate the waves DBStay afloatPROCESS REDESIGNBUSINESS MODEL INNOVATION PRODUCT INNOVATIONOPTIMISATIONAbility to innovateACOMPLIANCESTAKEHOLDER ENGAGEMENTAbility to scaleSus tainabili t y c ompet enc i es (Cas e s tudies ) I J onath on Hanks I CSR Retreat As ia 2013 Page 2© Incite 2008Risk getting dumpedGOVERNANCECOLLABORATIVE VALUE CREATION1Surf the waves CProcess re-design: Significantly change products or processes to address societal challenges at any stage of the value chain.Create the waves DBusiness model innovation: Introduce a new, viable business model that addresses societal challenges and which at scale could help to reverse unsustainable trendsBStay afloatOptimisation: Develop human potential and reduce resource use and toxicity per unit of value added.Product innovation: Create viable new products or services that address societal challengesAbility to innovateARisk getting dumpedGovernance: Provide direction and systemic management of the organisation’s purpose, risks and responsibilitiesCollaborative value creation: Partner with an external organisation to design, produce or distribute products or services to address societal challengesAbility to scaleSus tainabili t y c ompet enc i es (Cas e s tudies ) I J onath on Hanks I CSR Retreat As ia 2013 Page 3Organisation: Ford Motor Company and Affiliates Project description: FORD2GO, part of Ford’s Blueprint for Mobility. Collaboration and technology for car sharing. Research has shown that in Europe 56% of people would consider car sharing. In another study one car share vehicle replaces nine to 13 vehicles on the road. • Their response is FORD2GO, a collaboration between Ford Germany, it’s dealers, branches and repair shops. A network of almost 1 900 locations • Each location is encouraged to purchase one or two vehicles; these vehicles are then rented via keyless entry to car share clients • Each location receives 80% of the usage fee, a portion goes to Ford and a portion to the software developerSus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013© Incite 2008 Page 4Compliance: Track and comply with legal requirements.Engagement: Listen to, interact and transact with a range of stakeholders.2Organisation: Tesla Motors Project: Realising that vehicle range is a key issue for many consumers, Tesla Motors has two solutions:• With the 85kWh battery, charging at supercharger stations is free, for life and it takes only 40 minutes to charge the battery to 80% capacity. The 60kWh model can be upgraded for US$2 000 for life. • If customers are in a rush, a complete battery swap can be made in 90 seconds, for a fee of US$60-80, about the same as filling up with conventional fuel.Sus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 5Organisation: General Electric Project Description: Embedding environmental and economic sustainability in your strategy, across your value chain and operations – Ecomagination: • In 2010 GE set a goal to grow ecomagination revenue at twice the company growth by 2015, this was achieved in 2012. • Shifting from sustainable technology (wind, solar, fuel cells) to solutions for mining and oil and gas. • GE Ventures invests in small business and scales up great ideas by providing capital, technical and commercial expertise. • GE has reduced its absolute GHG emissions by 32% on the 2004 baseline and reduced fresh water use by 46% on the 2006 baseline.Sus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 63Organisation: BMW Group Project Name: Demographic change of employees, BMW identified that their workforce was aging, what did that mean for productivity and how can experience be leveraged? • Working with engineers, employees, physiotherpists and doctors to make workplaces more appropriate • Tilted screens, elastic flooring and education programmes about how to move keep peoples bodies healthy • Stress optimised job rotation and age and healthappropriate shift plans were also implemented • These changes and simulating the predicted age structure ensure the production lines are as efficient as everSus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 7Organisation: Nike Project Description: Mapping the value chain and sharing your IP • Nike has fully mapped its global contract factories and gives each a rating, with the aim of incentivising good performance. • Nike’s impacts are split into six areas, Energy & Climate, Labour, Chemistry, Water, Waste and Community • Recently launched, MAKING, a mobile application that ranks materials based on their environmental sustainability • MAKING is free and aids designers to choose lower impact materials • Demonstrates how recycling, organic, green chemistry and water conservation impact on a material’s sustainabilitySus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 84Organisation: Nike Project: Collaboration across divisions designing a shoe made from one thread: • Listening to feedback from runners and their focus on waste reduction led Nike to start a journey of innovation • A four year design phase involving programmers, engineers and designers to create the perfect technology • The shoe upper is woven from a single thread, reducing weight and minimising waste • Resulting in a shoe that is lighter, fits better and has 80% less waste than a standard running shoeSus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 9Organisation: Dockers Project Name: Wellthread apparel, creating lasting value through product durability • Product durability – maintaining a garments integrity: a new long staple yarn that holds up to the recycling process • Incremental efficiencies in water and energy use, building on learnings from Levis Water<Less collection • Rethinking the relationship between Levi’s and it’s suppliers lead to a 30% cost reduction that will be passed on to consumers • Core factories and their surrounding communities will benefit from tailor made investments by Levi’sSus tainabili t y c ompet enc i es (Cas e s tudies )IJ onath on HanksICSR Retreat As ia 2013Page 105Organisation: Unilever Project Name: Sustainable living plan – working across the entire value chain. Recognising that the majorty of their impacts are in sourcing or consumer use, Unilever is tackling the issues: • The lifebuoy brand aims to reach 1 billion consumers, promoting the benefit of washing hands with soap at key times • A key part of the programme is better livelihoods for growers, 450 000 tea farmers have been trained to date and a methodology is in development for assessing improvements in smallholder livelihoodsPage 11Organisation: SABMiller Project Name: Developing a cassava-based beer, through localising supply chains, partnering with other organisations and enterprise development • Cassava is difficult to farm on a commercial scale due to the quick deterioration of the root once harvested • Cassava is one of the most widely grown subsistence crops in Africa • SABMiller partnered with the Dutch Agricultural Development and Trading Company, finding an innovative solution, a mobile cassava processing plant, producing a product ready for the brewery • Through localisation, the cost of brewing is reduced, 1 500 smallholder farmers have additional income and environmental impacts are reducedSustainability competencies (Case studies)IJonathon Hanks IEM M Network Retreat Bangkok 2013Page 126Organisation: Global e-Sustainability Initiative (GeSI) Project description: A global ICT business partnership for sharing knowledge and resources to drive sustainable innovation in the sector. • GeSI works to identify, understand and share ICT solutions to help individuals, businesses and governments to be more resource efficient. • The organisation has a diverse and global membership base comprising more than 30 of the world’s leading ICT firms. • GeSI offers a network of support for member organisations as they address climate change, energy efficiency, e-waste management, resource efficiency, responsible supply chain practices and human rights. • Building on its membership’s collective experience and technical knowledge, GeSI is a hub for thought leadership for the industry. • Examples of projects include a carbon abatement study on cloud computing, and cooperating with the World Resources Institute (WRI) to provide guidance for the ICT sector in applying the Greenhouse Gas Protocol.Sustainability competencies (Case studies) I Jonathon Hanks I EM M Network Retreat Bangkok 2013Page 13Organisation: Vodafone Foundation in partnership with the UN Foundation Project description: Collaborating to use ICT-based solutions to solve developmental challenges. • This five-year technology partnership commenced in 2005. It was one of the first high profile initiatives to breach the public / private divide. • The partnership deployed ICT solutions to three developmental challenges.• Challenge 1: reliable communications during humanitarian crises. The solution: rapid response telecoms deployment, improving use of and access to life-saving mobile and satellite technology. Challenge 2: access to healthcare. The solution: mobile health data systems giving health workers rapid and reliable access to the data on, for example, medicine stocks and disease outbreaks. Challenge 3: accelerate ICT innovation for social development. The solution: developing and sharing thought leadership, research and recommendations to NGOs, governments and different industries.••Sustainability competencies (Case studies)IJonathon Hanks IEM M Network Retreat Bangkok 2013Page 147Organisation(s): MTN Project description: MTN’s ReadySet solar charger released in selected African markets, including Rwanda and Uganda. • In response to energy access challenges in emerging markets, MTN has begun to distribute the ComekaReadySet. This portable energy device can charge phones, power lights, tablets, and other devices. • It can be charged using solar power or electricity. • This energy access allows for the use of mobile technology and the use of MTN’s services in energy poor communities. It removes the need for dangerous fuels to generate power and can charge up to 10 phones once fully charged. • Added to these benefits, ReadySets provide opportunities for local entrepreneurship, with small businesses selling power on to communities.Sustainability competencies (Case studies)IJonathon Hanks IEM M Network Retreat Bangkok 2013Page 15Organisation(s): Grameenphone Project description: Using renewable energy to power base stations. • Grameenphone started the “Building Greener Network” project in 2007, committing to reduce its GHG emissions by 40% by 2015. • Currently, 134 sites that were previously powered by diesel are powered by solar and wind power. This environmental goal had the added benefit of driving energy cost efficiency. • The aim is to extend this technology to sites that are currently using electricity from the national power grid. • Grameenphone has positioned this initiative as a case study for the industry.Sustainability competencies (Case studies)IJonathon Hanks IEM M Network Retreat Bangkok 2013Page 168Organisation(s): European Institute of Innovation and Technology (EIT) ICT Labs Project description: The ICT labs are Knowledge and Innovation Communities set up by EIT, as an initiative of the European Union. • With these labs, EIT brings academic institutions and private organisations together to drive European leadership in ICT innovation. The aim is to leverage this innovation for economic growth and to improve Europeans’ quality of life. • EIT has 110 partners across Europe, including large companies such as Deutsche Telekom, Nokia and Alcatel-Lucent. The labs stimulate innovation by facilitating dialogue and collaboration between researchers, academics and businesses. • The ICT labs are focused on specific innovation areas, including smart cities and smart energy systems. • One of the primary overarching objectives of research and collaboration is to enable the ICT sector to support the growth of small and medium enterprises.Sustainability competencies (Case studies)IJonathon Hanks IEM M Network Retreat Bangkok 2013Page 17Organisation(s): IBM Project description: Finding applications for ICT products in smarter, better functioning cities. • IBM’s strategy responds to an increasing demand for more interconnected approaches to city planning. These are approaches in which major amenities such as traffic, power and water are managed in an integrated way. • IBM has identified a role for ICT, and several concrete business opportunities in the “smart city” of the future. This includes the management and use of data as a basis for better decision-making and planning for cities, and in order to increase resource efficiency. • The project has worked with large sets of raw data, converting this into knowledge that can be applied to solve challenges faced by government and businesses. • The IBM Smarter Cities initiative has already engaged in 200 projects across many different cities. Establishing trust and longterm partnerships is a key part of the success of these projects.Page 189Organisation: Ghanaian Government Project description: Using Public Private Partnerships to drive infrastructure and economic development • Ghana is currently facing significant infrastructure challenges that are proving to be constraints to economic development. • Infrastructure, specifically roads linking areas of economic activity, has been identified as a key driver of development and job creation. • The Ghanaian government has identified Public Private Partnerships as the most efficient means of plugging the infrastructure deficit that exists in this middle-income country. • As part of this broader initiative, the Accra-Takoradi road is a very important project for the country. This is because the Takoradi port, the second largest seaport in the Greater Accra Region, serves about 35% of all sea freight into Ghana and undertakes exports of cocoa, timber, bauxite and manganese. The road will unlock further economic potential in the port. • As of 2013, the Ghanaian government has taken steps to determine the feasibility and design of the project.Page 19Organisation: KK Plastic Waste Management Project description: Redesigning the business model to turn waste into revenue • Rasool and Ahmed Khan were faced with a challenge. They had been running a successful plastic bag manufacturing business, when they were faced with a possible ban on all plastic bags in the city of Karnataka (India). • The brothers had been intrigued by the possibility of plastic bags being used as an input for road tar. With advice from experts at Bangalore University, they started with pothole repair, using a mix of plastic, tar, stones and aggregate. The new formula was found to be both effective and cost efficient. • Soon the plastic manufacturers were reborn as KK Waste Management. They were awarded a patent and the backing of the Central Roads Research Institute in Dehli. • The company has also boosted the livelihood of traditional kabaadiwalas (waste collectors) and rag pickers, who are paid INR6/kilo for the waste they collect from homes and streets.Page 2010Organisation(s):Lafarge and WWF global partnershipProject description:Partnering for sustainable development•The partnership has run from 2000-2013 (due for renewal thisyear), and is based on the guiding principles of: a collaborativerelationship, ongoing dialogue and mutual trust, leading to jointlydefined goals. The WWF is seen to be the “critical friend” in thisrelationship.•Key areas addressed are: Climate change; Persistent pollutants;Water management; Biodiversity; Sustainable construction•Local operations are empowered to act, linking with nationalPage 21。
21-ISO14001：2004环境文件及记录管理程序
5.8.8在环境记录的保存期限内，如相关方要求查阅时，相关部门应能提供环境记录。
6.相关文件/表单:
6.1《文件发放与回收记录》
6.2《文件记录总览表》
6.3《文件更改申请单》
5.3.2.3回收之旧版文件，应在副本正面打上“×”，正本正面盖“作废”章，防止误用。除可作为知识经验保留的文件外，文控正本作废文件保存期为二年。
5.3.2.4文件发放时如有缺页、破损、字迹模糊或遗失等现象，应向品管部申请补发，不得以复印等方式自行处理。
5.3.2.5受控文件需发放给公司以外的单位时，须经管理者代表批准后，在文件副本上加盖“参考文件”印章后发给申请部门，并在《文件发放与回收记录》上签收。外发的受控文件在修订后不予追回。
5.7.2其它外来文件须由品管部记录存档，必要时由品管部复印后发放给相关部门。
5.7.3外来文件的分发、保管、补发同内部文件。品管部应于每年年底对外来文件进行审核。
5.8环境记录控制:
5.8.1环境记录应字迹清晰可辨、标识明确、符合完整、准确及时的要求，不准伪造。
5.8.2环境记录修改方法可在笔误之处划去错误的记录重新写清正确记录，若属检测数据，判定之修改由更改人签字。
5.3文件的制定、批准、发放与回收
5.3.1文件的制定与批准
文件类型
制定
审核
批准
一级文件
管理者代表
副总经理
总经理
二级文件
管理者代表
副总经理
总经理
三级文件
管理者代表
副总经理
总经理
四级文件
制定部门
管理者代表
管理者代表
15-ISO14001：2004环境手册
4.4.1.4董事长:
任命XXX为环境管理者代表，负责以下方面的工作作职责：
a.确保按本标准的要求建立、实施和保持环境管理体系.
b.向最高管理者报告环境管理体系的运行情况以供评审，并提出改进建议.
4.4.1.5环境管理体系组织结构图：
4.3.2.2环境法律与其它要求是公司产品、活动或服务须遵守的基本准则和要求。
4.3.2.3本公司适用的环境法律、法规及其它要求包括:
a.国际环境公约
b.国家与环境有关的法律法规
c.广东省及东莞等地方制订的有关环境的法规、规章及其它文件等
d.行业或内控环保标准。
4.3.2.4行政部负责与当地环保部门、公安、交通、消防等部门联络获取最新环境法律及其它要求，并通过报纸、杂志、网站方式等收集有关信息。
e.法律法规的符合性
f.相关方的关注
g.能源资源的消耗
h.有害物质的使用。
4.3.1.7对评价出的重要环境因素，各相关责任部门必须执行有效的控制方法。
相关程序文件:环境因素识别及评价管理程序
4.3.2环境法律法规和其他要求
4.3.2.1制定《环境法律法规及合规性评价管理程序》，规范对环境法律法规的管理，确保明确法律法规的要求，以便体系符合法律法规的要求。
4.1.3.2识别并评价公司产品、活动或服务中它能够控制的和可望对其施加影响的环境因素，以确定重大环境因素。
4.1.3.3通过一定的途径收集并确定企业适用的法律、法规及其它要求。
4.1.3.4针对重大环境因素，制订适当的环境目标和指标。
4.1.3.5制订环境管理方案，划分机构并明确其职责，以便实施、运行环境管理体系，从而实现环境目标和指标。
ISO14001：2004标准
4.4 实施与运行 Implementation and operation
4.4.6 运行控制
组织应根据其方针、目标和指标，识别并策划与确定 的重要环境因素有关的运行，并确保它们在程序规定 的条件下进行： a) 对于缺乏程序指导可能导致偏离环境方针和目标与 指标的情况，应建立、实施并保持一套以文件支持的 程序； b) 在程序中对运行标准予以规定； c) 对于组织所使用的物品*和服务中已标识的重要环境 因素，应建立并保持一套管理程序，并将有关的程序 与要求通报供方，包括合同方。
组织应按计划的时间间隔进行内部环境管理体系审核，目的是：
a) 判定环境管理体系： (1) 是否符合对环境管理工作的预定安排和本标准的要求； (2) 是否得到了正确的实施和保持。 b) 向管理者报送审核结果。
审核方案的制定、实施与保持应立足于所涉及运行的环境重要性和以前审核 的结果。
应建立、实施并保持审核程序，并规定： —策划和实施审核、报告审核结果的职责与要求 —确定审核准则、范围、频次和方法 选择审核员及实施审核过程应确保审核的客观性和公正性。
4.5检查 Checking
4.5.2 评估法规的符合性Evaluation of compliance
4.5.2.1为符合其遵守法规的承诺，组织应建立、实
施并保持定期评价期对适用法律法规符合性程序；
组织应保存定期评价结果的记录。
4.5.2.2 组织应定期评估应遵守的其他要求的遵守情
况。组织可以与法规的符合性评价一起进行，也可
持其环境管理体系中加以考虑。
4.3规划（策划） Planning
4.3.3目标、指标和方案
组织应针对其内部各相关有关职能和层次，建立、实施和保 持文件化的环境目标和指标。目标与指标在可行时应予以量 化，并与环境方针保持一致。包括对污染预防、符合适用组 织的法律与其他要求及持续改进的承诺； 组织在建立与评审环境目标时，应考虑法律与其他要求，它 自身的重要环境因素、可选技术方案、财务、运行和经营要 求，以及各相关方的观点。 组织应建立、实施并保持用以实现环境目标指标的环境管理 方案，管理方案应包括： a) 规定相关职能和层次的实现环境目标和指标的职责, b) 实现目标和指标的方法和时间表。
ISO14001 2004标准4.3.2条款的实施及审核
ISO14001 2004标准4.3.2条款的实施及审核作者：暂无来源：《中国质量技术监督》 2015年第3期文/孔春红俞扬生ISO14001 2004标准4.3.2条法律法规和其他要求中规定:“组织应建立、实施并保持一个或多个程序，用来 a) 识别适用于其活动、产品和服务中环境因素的法律法规要求和其他应遵守的要求，并建立获取这些要求的渠道；b) 确定这些要求如何应用于组织的环境因素。
组织应确保在建立、实施和保持环境管理体系时，对这些适用的法律、法规和其他要求加以考虑。
”正确理解标准的要求遵守适用的法律法规和其他要求是组织建立、实施和保持环境管理体系的最基本的条件。
从标准 4.3.2条的要求中我们可以知道：一是组织要建立识别法律法规要求和其他要求的程序，同时建立获取这些要求的渠道和方式并及时更新；二是要确定这些要求在组织的环境因素的具体应用，特别是重要环境因素，并在建立、实施和保持环境管理体系时，充分考虑这些适用的法律法规和其他要求。
审核员实施审核时，如何充分理解标准的要求，以确保审核的有效性，本文结合审核实践活动对4.3.2条款的实施及审核进行探讨。
对4.3.2条款的审核思路1．检查组织是否建立相应的《法律法规和其他要求识别和获取控制程序》，程序中是否明确了组织各相关部门在法律法规和其他要求的收集和获取中的职能和作用，获取的方式方法、时机及更新等，这是保证适用的法律法规和其他要求收集齐全的基础。
在审核多家企业时发现，有相当一部分企业的程序规定法律法规和其他要求的收集和获取只由某一个部门负责（如办公室），这样很难保证收集齐全适用的法律法规和其他要求。
通常，法律法规和其他要求的收集和获取，是要靠各相关部门的相互配合才能得到保证的。
例如：设备部门负责收集与设备（特种设备）有关的法律法规和其他要求；技术部门负责收集与产品有关的法律法规和其他要求；安全保卫部门负责收集与消防及其他有关的法律法规和其他要求；环保部门负责收集与污染排放有关的法律法规和其他要求；经营部门负责收集与顾客有关的其他要求，等等。
ISO14001基础知识
b. 不定期考量
編 號 A 活動/ 產品 服務 B 環境考量面 （原因） C
ISO14001:2004基础知识讲解
环境管理系统（Environmental Management Systems)
ISO14001:2004基础知识讲解
环境管理系统（Environmental Management Systems)
6.环境管理物质管理程序
(1)、基本定义： 环境管理物质：对人体及环境有不利影响的有害物质。 环保物质:符合环保要求的原材料、辅料、半成品、成品。
部件和材料 中的环境管 理物质 管 理规定
1.环境管理系统的基本用语
环境：组织作业所在的边界，包括空气、水、土地、自然资源、植物、 动物、人类、以及其间的相互关系。 环境考量面：组织的活动、产品或服务中会和环境产生互动的要项。 重大环境考量面：会有或可能有重大环境冲击之环境考量面。 环境冲击：任何可完全或部分归因于组织的环境考量面，对环境产生的 不利或有利之改变。
7.员工培训管理程序
(3)、特殊技能人员资格培训 ①、适用范围：需要进行资格认定且于质量有直接关系之人员均适用之。 ②、特殊技能人员:
a.涂装/喷涂调墨员
d.QA人员 g.品质及环境内审员
b.混料配色人员
e.仪器校验员 h.叉车司机
c.印刷调墨员
f.QC人员 i.电工
j.消防中控管理员
m.环保设施管理员 p.生技员 s.采购员
环境管理系统（Environmental Management Systems)
ISO1400 2004
金品质企管工作室
3.9 环境目标
组织依据其环境方针规定自己所要实现
的总体环境目的。如可行应予以量化
金品质
GOLD-Q
金品质企管工作室
3.9 环境目标
制定环境目标考虑的方面
金品质 GOLD-Q 减少废物并降低资源消耗 减少或消除向环境排放污染物质 控制原材料选取过程中的环境影响 设计产品时，应尽可能减少生产、使用和处 置过程中的环境影响 尽可能减少新开发项目所造成的环境影响 提高员工和社区的环境意识
服务给环境造成的仸何有害或有益 的变化。
金品质
GOLD-Q
注： 环境因素（因）和环境影响（果）是因果关 系 评价环境因素的重要程度就是评价影响程度
金品质企管工作室
环境因素与环境影响的关系
项目
活 动 产 品 服 务 搬运危险材 料 产品改进
环境因素（因） 环境影响（果）
附录1、2、3
金品质企管工作室
3. 术语与定义
金品质
GOLD-Q
金品质企管工作室
3.5 环境
组织运行活动的外部存在，包括空气、
金品质
GOLD-Q
水、土地、自然资源、植物、动物、人， 以及它们之间的相互关系
金品质企管工作室
金品质
ISO14001:2004 标准介绍
GOLD-Q
深圳市金品质企业效益开发有限公司
内容概要
标准总论
金品质
GOLD-Q
环境管理体系要求
环境管理体系建立 与实施
金品质企管工作室
ISO14000环境管理国际标准产生的背景
21世纪人类生存面临的八大挑战： 1. 森林面积锐减 2. 土地严重沙化 3. 自然灾害频发 金品质 4. 淡水资源日益枯竭 GOLD-Q 5. 温室敁应造成全球气候严重失常 6. 紫外线辐射的臭氧层遭到破坏 7. 酸雨频繁危害，土壤酸化，动植物受害 8. 化学废物排放量剧增，严重威胁人类生存
gri sustainability reporting standards
gri sustainability reporting standards1. 引言1.1 概述可持续性报告是企业向利益相关方提供关于其经济、环境和社会绩效的透明度与责任感的重要工具。
GRI（全球报告倡议）可持续性报告标准是当前最为广泛使用的国际性报告指南之一。
它为企业提供了一个用于沟通和展示其可持续发展绩效的公认框架。
1.2 文章结构本文将首先介绍GRI可持续性报告标准，包括其目的、历史和发展，以及适用范围和目标。
接着，文章将探讨可持续性报告标准在企业中所带来的重要性和价值，包括如何提升企业透明度和责任感、促进可持续发展理念的普及与落地，并满足利益相关方们日益增长的需求与关注点。
随后，文章将针对实施GRI可持续性报告标准所面临的挑战进行分析，并提出相应解决方案。
最后，我们会总结本文涉及到的主要观点和论证结果，并对未来发展趋势进行展望并提出建议。
1.3 目的本文的目的是为读者提供对GRI可持续性报告标准有深入了解的基础，并通过分析其重要性、实施挑战与解决方案等方面，进一步强调该标准在企业可持续发展中的价值和必要性。
希望读者通过阅读本文能够更好地理解GRI可持续性报告标准，并将其应用于自身企业实践中，以实现经济、环境和社会的可持续发展目标。
2. Gri 可持续性报告标准：2.1 Gri 可持续性报告标准介绍：Gri可持续性报告标准（Global Reporting Initiative Sustainability Reporting Standards）是全球范围内最常被使用的可持续发展报告框架之一。
它是由全球Reporting Initiative（GRI）组织制定和推广的，旨在为组织提供一个规范化的方法来报告其经济、环境和社会层面上的可持续性表现。
GRI可持续性报告标准涵盖了包括财务、环境、劳工与人权、社区关系等方面的多个主题，并为组织提供了一套详尽的指南和要求，以便将重要信息有效地传递给利益相关者。
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IISI Policy Statement
Vision
Steel is valued as a major foundation of a sustainable world. This is achieved by a financially sound industry, taking leadership in environmental, social, and economic sustainability and seeking continuous improvement.
• Every US$100 of sales revenue generated US$8.90 in profit before interest and taxes
• DQI = 94% • Companies Reporting = 31
• Min = - 7.7%
Max = 35.8%
Indicator 3: Return on Capital Employed
• DQI = 92% • Companies Reporting = 39 • Min = 0.3 Max = 3.9
Indicator 6: Material Efficiency
In 2003 the steel industry obtained a material efficiency of 97%
Indicator 1: Investment in New Processes and Products
In 2003 the reporting steel companies invested US$11.4 billion on new processes and products, representing 6% of their total revenue
• Agreed policy statement on sustainable development
2003
• Agreed to report on 11 sustainability indicators
2004
• First sustainability report for the world steel industry prepared by the Sustainability Reporting Project Group
• DQI = 93% • Companies Reporting = 39 • Min = 65.7% Max = 100%
Indicator 7: Energy Intensity
In 2003, 19 gigajoules (GJ) of energy were required to produce a tonne of crude steel
• DQI = 95% • Companies Reporting = 40 • Min = 0.38 Max = 38
Automobiles with Steel
Steel provides affordable and innovative solutions to help meet the demand for emissions reductions, and more stringent safety standards in the automotive industry
Housing with Steel
Steel construction provides high quality manufacturing, pleasing aesthetics, design flexibility, strength, ease of recycling, and compatibility with other building materials
• Matrix of indicators results by company
Indicator Reporting
Reporting by 42 companies
• Plus additional 55 of JISF companies for indicators 5 through 11
6.0
% of Total Revenue
2 3 4 5
8.9 9.5 3.2 1.6
% of Total Revenue % of Capital Employed % of Total Revenue tonnes of CO2 / tonne of crude steel produced %
•
• •
DQI = 97%
Companies Reporting = 31 Min = 0.8% Max = 13.0%
Indicator 2: Operating Margin
In 2003, the reporting steel companies earned US$ 17.0 billion before interest and taxes This resulted in an Operating Income Margin of 8.9%
• DQI = 95% • Companies Reporting = 40 • Min = 0.4 Max = 17.1
Indicator 11: Lost Time Injury Frequency Rate
In 2003, the reporting steel companies reported a frequency rate of 7.8 lost time injuries per 1,000,000 working hours
The Measure of Our Sustainability
Report of the World Steel Industry 2004
Contents
Background
Deliverables
Summary of Report Communications
Background
2002
Equivalent to 40% of total crude steel produced
DQI = 93% Companies Reporting = not applicable
Indicator 9: Environmental Managment Systems
In 2003, 85% of all employees and contractors working in steel production facilities worked in registered facilities
The 11 Indicators (2/2)
Environmental
Greenhouse Gas Emissions Material Efficiency
Energy Intensity
Steel Recycling Environmental Management Systems s (1/2)
Economic
Investment in New Processes & Products
Operating Margin Return on Capital Employed (ROCE)
Value Added
Social
Employee Training Lost Time Injury Frequency Rate
• DQI = 93% • Companies Reporting = 40 • Min = 2.8 Max = 28.8
Indicator 8: Steel Recycling
IISI statistics on steel scrap consumption amounted to 382.6 million tonnes in 2002.
94% 97% 95% 92%
31 31 22 39
Report Contents
Information about the world steel industry
Summary indicator results with world average and indication of data quality Stories of companies addressing sustainability in processes and products
Summary Results (1/2)
No. Indicator Indicator Value Units Data Quality Indicator 97% Number of Companies Reporting 31
1
Investment in new processes and products Operating Margin Return on Capital Employed Value Added Greenhouse Gas Emissions Material Efficiency
• DQI = 97%
• Companies Reporting = 31 • Min = - 12.8% Max = 38.0%
Indicator 4: Value Added
For the steel companies reporting, economic value added was determined to be 3.2% of total revenue
In 2003 the reporting steel companies realised 9.5% return on capital employed
• For every US$100 of capital employed, a profit of US$9.50 was realised