The document discusses building the capacity and capabilities of organizations to implement effective ecodesign. It notes that capacity refers to an organization's overall ability to create value and perform effectively, while capabilities refer to the building blocks that make up an organization's ability to perform. It then discusses providing support packages to small and medium enterprises (SMEs) to adopt ecodesign principles through guidance, industry partnerships, and funding of up to £20,000 per company. Initial outcomes included companies successfully applying ecodesign and developing exemplar sustainable products and services, and gaining the confidence to continue ecodesign efforts.
This document is about an international organization that has been in operation since 2006. It provides services and solutions to help individuals, communities, organizations, and governments achieve their development and business goals. It has expertise in areas like good governance, community development, and healthcare workforce development. It offers strategies, technical assistance, and capacity building. It has worked on projects in Afghanistan, Somalia, and other countries for organizations like USAID, UNICEF, and GIZ.
The document outlines the strategy and vision of the Institution of Chemical Engineers (IChemE) to become the global organization of choice for chemical engineers. IChemE's three main aims are to provide informed analysis to benefit society, attract and support chemical engineers, and work with partners in areas of mutual interest. To achieve these aims, IChemE will pursue seven key strategies: reaching out globally, growing its international footprint, involving and enabling members, developing insight and opinion, informing and influencing others, embracing digitalization, and developing organizational capability. IChemE's values that guide how it works include being positive, embracing diversity, ambition, professionalism, innovation, integrity, collaboration, and excellence.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
This document discusses a novel approach called "Faculty on the Factory Floor" for teaching Lean manufacturing concepts to undergraduates at Coventry University in collaboration with industry partners. The program embeds students in a manufacturing environment to gain both academic and practical workplace experience. It addresses skills gaps while benefiting both the university and industry partners through knowledge sharing, research opportunities, and potentially establishing a future qualified workforce. The program has been successful due to strong leadership, a shared vision, complementary expertise between the partners, and collaborative practices.
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
The document discusses building the capacity and capabilities of organizations to implement effective ecodesign. It notes that capacity refers to an organization's overall ability to create value and perform effectively, while capabilities refer to the building blocks that make up an organization's ability to perform. It then discusses providing support packages to small and medium enterprises (SMEs) to adopt ecodesign principles through guidance, industry partnerships, and funding of up to £20,000 per company. Initial outcomes included companies successfully applying ecodesign and developing exemplar sustainable products and services, and gaining the confidence to continue ecodesign efforts.
This document is about an international organization that has been in operation since 2006. It provides services and solutions to help individuals, communities, organizations, and governments achieve their development and business goals. It has expertise in areas like good governance, community development, and healthcare workforce development. It offers strategies, technical assistance, and capacity building. It has worked on projects in Afghanistan, Somalia, and other countries for organizations like USAID, UNICEF, and GIZ.
The document outlines the strategy and vision of the Institution of Chemical Engineers (IChemE) to become the global organization of choice for chemical engineers. IChemE's three main aims are to provide informed analysis to benefit society, attract and support chemical engineers, and work with partners in areas of mutual interest. To achieve these aims, IChemE will pursue seven key strategies: reaching out globally, growing its international footprint, involving and enabling members, developing insight and opinion, informing and influencing others, embracing digitalization, and developing organizational capability. IChemE's values that guide how it works include being positive, embracing diversity, ambition, professionalism, innovation, integrity, collaboration, and excellence.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
This document discusses a novel approach called "Faculty on the Factory Floor" for teaching Lean manufacturing concepts to undergraduates at Coventry University in collaboration with industry partners. The program embeds students in a manufacturing environment to gain both academic and practical workplace experience. It addresses skills gaps while benefiting both the university and industry partners through knowledge sharing, research opportunities, and potentially establishing a future qualified workforce. The program has been successful due to strong leadership, a shared vision, complementary expertise between the partners, and collaborative practices.
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
This document discusses workers' participation in innovation in Flanders, Belgium. It notes that industrial jobs have declined sharply from 47.7% in 1970 to 16.9% in 2012. It then outlines traditional and alternative responses to this decline, and quotes from an ACV green paper emphasizing the importance of social dialogue and innovative solutions that create jobs. The document presents preliminary results from a WIN project studying how to stimulate workers' participation in manufacturing innovation. It finds unions can play an indirect supporting role through training, employee voice, and high-performance work practices. It recommends strengthening knowledge on participation models and framing workers' participation in a broader vision and strategy.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
This document introduces a graduate attributes workbook from DkIT. It explains that DkIT focuses on developing practical, communication, collaboration, and confidence skills in students through its graduate attributes framework. The framework emphasizes being communicators, collaborators, and confident changemakers. The workbook helps students understand the graduate attributes they have developed to discover employment possibilities. It contains sections on mindsets, graduate attributes, and continuous reflection to help students assess their skills and attribute development.
The current era of digitalization presents a host of unique opportunities to further educational goals. Five key components of our digital transformation framework are especially worth reflecting on.
The Adapt Institute and The Next Generation Core CompetenciesGregory Vigneaux
A presentation on the Adapt Institute and the Next Generation Core Competencies for Emergency Managers framework delivered in 2018 at the Fema Region 8 Collaborative Engagement.
Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
This document discusses building effective reform teams through leadership for results (L4R). It outlines several common issues that prevent effective cooperation between government and the private sector such as a lack of trust, capacity, and coordination. The document proposes using L4R to address these issues by setting up an authorizing environment, enhancing team functioning, and coaching teams through the change process using structured tools like Net-Map and Results Roundtable Initiative (RRI). It provides examples of sectors where L4R has been applied and contact information for the author.
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
Gilbert silvius sustainability in project managementPMInstituteIndia
Sustainability in Project Management:A Responsibility of Project Managers?
This document discusses whether sustainability is the responsibility of project managers. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. The document outlines that sustainability involves balancing social, environmental, and economic interests in both the short and long term. It argues that as projects are tools for organizational change and innovation, and innovation and change are needed for sustainability, project managers should take responsibility for sustainability by considering sustainability criteria and impacts over the full project life cycle and with their competencies, processes, and reporting.
Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
APM Webinar held on 28 April 2021. Organised by the Thames Valley Branch.
Speakers:
Dr Nigel L Williams
Dr Karen Thompson
Project managers have begun to embrace the concept that they have a responsibility beyond financial value creation for a narrow group of shareholders. This webinar was held on 28 April 2021.
Responsible project management (PM) seeks to encourage project managers (PMs) to create multiple forms of value for stakeholders (human, social and environmental) in addition to financial value. Responsible PMs take ownership for delivery of these types of value and ensure that they enact them in their daily practice in an ethical manner.
In this way, Responsible PM is differentiated from corporate social responsibility which is focused on organisational level representations and processes of enacting societal and community responsibility.
In this session, we discussed the agency of PMs (what is our role and scope of action), the nature of responsibility managed (when should we act?), the extent of PM responsibility (to whom are we responsible/where are we responsible) and activities (what practices can we adopt that deliver our idea of responsibility).
https://www.apm.org.uk/news/responsible-project-management-webinar-1/
https://youtu.be/ZMt8hJAsg50
The document describes a project called "Project Sustainability" funded by the Australian Flexible Learning Framework to build the e-learning capabilities of staff at TNQ TAFE. The project aimed to reflect on current e-learning competencies, refine resources and strategies for a sustainability unit for e-learning, and reinvigorate professional learning using a workplace action learning model. Key barriers to e-learning implementation identified in previous research such as time constraints and lack of management support would be investigated. The project was managed according to the "Ripples Model" and involved several TNQ TAFE staff participating in reflection, refinement, and review activities to strengthen e-learning practices.
This document provides an overview of the Functional Agenda for the Generation Change Development Program (GCDP) for 2014-2015. It discusses setting personal and organizational goals, understanding values, reinventing oneself, and reflecting on experiences. It also addresses what is happening globally and nationally that should be considered. The document proposes a national timeline for GCDP projects to facilitate matching, selling, support, materials, and education. It suggests customized recommendations for growth based on the number of GCDP projects each local committee completed in 2013, including focusing on certain products and initiatives.
Using MOOCs to give employers a tactical advantageHavas People
Carl Dawson, Co-founder and Managing Director of Proversity, talks about how employers should be taking advantage of MOOCs in their attraction, assessment, selection and retention of talent.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
A presentation held at the Global CSR Summit in February 2017 at Mumbai on the role of sustainability leaders in an era of change. Sustainability Knowledge Group's Managing Director Aglaia Ntili covered how to respond to disruption, the impact of global megatrends, the benefits of CSR coaching and the roles and responsibilities of sustainability professionals.
The role of sustainability professionals: A great Sustainability Professional is someone who can think like a combination of: Chief marketing officer, Chief Financial officer early-stage entrepreneur, Politician and top strategy consultant who very specifically understands and applies sustainability to the culture of the organisation at hand.
What do 10,000 development professionals know about improving project outcomes?Chris Proulx
PMDPro is the emerging standard for managing projects in the international development and humanitarian sectors. Learn more about the credential, and how it is an appropriate, affordable, accessible, and actionable solution for NGO and public sector development projects.
To tackle global and societal challenges like the SDG’s and Climate Change - we need collaborations at a scale beyond individual projects and organisations.
We need to invest in building our portfolio capabilities - so that we can have scalable impact and work across the whole system for transformation.
By orchestrating entire innovation ecosystems, we can bridge and create coherence between the adaptive and practical efforts that are at play. This session will focus on building an understanding of the capabilities and capacities that are needed in organisations to work in systems transformations.
In the Innovation Ecosystems for Transformation session of the States of Change Learning Festival 2020, Mikael Seppälä from Sitra Lab spoke about Orchestrating Innovation Ecosystems
(and Portfolios) for Transformation.
https://festival.states-of-change.org/event/orchestrating-innovation
ISCN 2015 Dialogue 3: Corporate-University Engagement, Joe MullinixISCN_Secretariat
The document discusses corporate-university engagement and sustainability training. It notes that companies are looking for skills in systems thinking, resilience, partnership development and sustainability-linked innovation from graduates. Universities like NUS provide both formal academic training through degrees and modules related to sustainability, as well as hands-on learning opportunities. Going forward, the document recommends universities focus on integrating a breadth of skills across disciplines, developing students' values and passion around sustainability, and helping students articulate and lead on complex sustainability issues.
This document discusses corporate-university engagement and sustainability strategies for businesses. It provides examples of an Italian children's clothing company that engages stakeholders and a winery that reduced its energy usage and carbon footprint. It also mentions a partnership called PRIMA that focuses on sustainable food systems and water resources in the Mediterranean region to develop inclusive societies.
This document discusses workers' participation in innovation in Flanders, Belgium. It notes that industrial jobs have declined sharply from 47.7% in 1970 to 16.9% in 2012. It then outlines traditional and alternative responses to this decline, and quotes from an ACV green paper emphasizing the importance of social dialogue and innovative solutions that create jobs. The document presents preliminary results from a WIN project studying how to stimulate workers' participation in manufacturing innovation. It finds unions can play an indirect supporting role through training, employee voice, and high-performance work practices. It recommends strengthening knowledge on participation models and framing workers' participation in a broader vision and strategy.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
This document introduces a graduate attributes workbook from DkIT. It explains that DkIT focuses on developing practical, communication, collaboration, and confidence skills in students through its graduate attributes framework. The framework emphasizes being communicators, collaborators, and confident changemakers. The workbook helps students understand the graduate attributes they have developed to discover employment possibilities. It contains sections on mindsets, graduate attributes, and continuous reflection to help students assess their skills and attribute development.
The current era of digitalization presents a host of unique opportunities to further educational goals. Five key components of our digital transformation framework are especially worth reflecting on.
The Adapt Institute and The Next Generation Core CompetenciesGregory Vigneaux
A presentation on the Adapt Institute and the Next Generation Core Competencies for Emergency Managers framework delivered in 2018 at the Fema Region 8 Collaborative Engagement.
Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
This document discusses building effective reform teams through leadership for results (L4R). It outlines several common issues that prevent effective cooperation between government and the private sector such as a lack of trust, capacity, and coordination. The document proposes using L4R to address these issues by setting up an authorizing environment, enhancing team functioning, and coaching teams through the change process using structured tools like Net-Map and Results Roundtable Initiative (RRI). It provides examples of sectors where L4R has been applied and contact information for the author.
The document summarizes an upcoming conference on project initiation setup for success hosted by the APM North West branch. The conference will be held on October 9th, 2018 at the Alderley Park Conference Centre in Cheshire. It will feature workshops and case studies on key factors for successful team setup, stakeholder engagement, and the role of the sponsor. Speakers will include experts from Ngagementworks, WSP, Marketing in Control Ltd, Liverpool Business School, and Dynamic Technologies Ltd. The goal is to provide practical learning and networking to help improve project work, as project initiation quality highly predicts later project success.
Gilbert silvius sustainability in project managementPMInstituteIndia
Sustainability in Project Management:A Responsibility of Project Managers?
This document discusses whether sustainability is the responsibility of project managers. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. The document outlines that sustainability involves balancing social, environmental, and economic interests in both the short and long term. It argues that as projects are tools for organizational change and innovation, and innovation and change are needed for sustainability, project managers should take responsibility for sustainability by considering sustainability criteria and impacts over the full project life cycle and with their competencies, processes, and reporting.
Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
APM Webinar held on 28 April 2021. Organised by the Thames Valley Branch.
Speakers:
Dr Nigel L Williams
Dr Karen Thompson
Project managers have begun to embrace the concept that they have a responsibility beyond financial value creation for a narrow group of shareholders. This webinar was held on 28 April 2021.
Responsible project management (PM) seeks to encourage project managers (PMs) to create multiple forms of value for stakeholders (human, social and environmental) in addition to financial value. Responsible PMs take ownership for delivery of these types of value and ensure that they enact them in their daily practice in an ethical manner.
In this way, Responsible PM is differentiated from corporate social responsibility which is focused on organisational level representations and processes of enacting societal and community responsibility.
In this session, we discussed the agency of PMs (what is our role and scope of action), the nature of responsibility managed (when should we act?), the extent of PM responsibility (to whom are we responsible/where are we responsible) and activities (what practices can we adopt that deliver our idea of responsibility).
https://www.apm.org.uk/news/responsible-project-management-webinar-1/
https://youtu.be/ZMt8hJAsg50
The document describes a project called "Project Sustainability" funded by the Australian Flexible Learning Framework to build the e-learning capabilities of staff at TNQ TAFE. The project aimed to reflect on current e-learning competencies, refine resources and strategies for a sustainability unit for e-learning, and reinvigorate professional learning using a workplace action learning model. Key barriers to e-learning implementation identified in previous research such as time constraints and lack of management support would be investigated. The project was managed according to the "Ripples Model" and involved several TNQ TAFE staff participating in reflection, refinement, and review activities to strengthen e-learning practices.
This document provides an overview of the Functional Agenda for the Generation Change Development Program (GCDP) for 2014-2015. It discusses setting personal and organizational goals, understanding values, reinventing oneself, and reflecting on experiences. It also addresses what is happening globally and nationally that should be considered. The document proposes a national timeline for GCDP projects to facilitate matching, selling, support, materials, and education. It suggests customized recommendations for growth based on the number of GCDP projects each local committee completed in 2013, including focusing on certain products and initiatives.
Using MOOCs to give employers a tactical advantageHavas People
Carl Dawson, Co-founder and Managing Director of Proversity, talks about how employers should be taking advantage of MOOCs in their attraction, assessment, selection and retention of talent.
This document discusses 3 global trends in project management: 1) disruptive change is accelerating, 2) the number and complexity of projects is increasing, and 3) the shortage of project talent is increasing. It notes that PMI has over 467,000 members globally and provides data showing the percentage of projects meeting goals has remained flat at 64% despite increasing complexity. By 2020, 15.7 million new project management roles will be needed due to a shortage exacerbated by an aging workforce. High performing organizations that invest in training project managers achieve better results.
A presentation held at the Global CSR Summit in February 2017 at Mumbai on the role of sustainability leaders in an era of change. Sustainability Knowledge Group's Managing Director Aglaia Ntili covered how to respond to disruption, the impact of global megatrends, the benefits of CSR coaching and the roles and responsibilities of sustainability professionals.
The role of sustainability professionals: A great Sustainability Professional is someone who can think like a combination of: Chief marketing officer, Chief Financial officer early-stage entrepreneur, Politician and top strategy consultant who very specifically understands and applies sustainability to the culture of the organisation at hand.
What do 10,000 development professionals know about improving project outcomes?Chris Proulx
PMDPro is the emerging standard for managing projects in the international development and humanitarian sectors. Learn more about the credential, and how it is an appropriate, affordable, accessible, and actionable solution for NGO and public sector development projects.
To tackle global and societal challenges like the SDG’s and Climate Change - we need collaborations at a scale beyond individual projects and organisations.
We need to invest in building our portfolio capabilities - so that we can have scalable impact and work across the whole system for transformation.
By orchestrating entire innovation ecosystems, we can bridge and create coherence between the adaptive and practical efforts that are at play. This session will focus on building an understanding of the capabilities and capacities that are needed in organisations to work in systems transformations.
In the Innovation Ecosystems for Transformation session of the States of Change Learning Festival 2020, Mikael Seppälä from Sitra Lab spoke about Orchestrating Innovation Ecosystems
(and Portfolios) for Transformation.
https://festival.states-of-change.org/event/orchestrating-innovation
ISCN 2015 Dialogue 3: Corporate-University Engagement, Joe MullinixISCN_Secretariat
The document discusses corporate-university engagement and sustainability training. It notes that companies are looking for skills in systems thinking, resilience, partnership development and sustainability-linked innovation from graduates. Universities like NUS provide both formal academic training through degrees and modules related to sustainability, as well as hands-on learning opportunities. Going forward, the document recommends universities focus on integrating a breadth of skills across disciplines, developing students' values and passion around sustainability, and helping students articulate and lead on complex sustainability issues.
This document discusses corporate-university engagement and sustainability strategies for businesses. It provides examples of an Italian children's clothing company that engages stakeholders and a winery that reduced its energy usage and carbon footprint. It also mentions a partnership called PRIMA that focuses on sustainable food systems and water resources in the Mediterranean region to develop inclusive societies.
Make the most of your internal training program at the fastest growing corporate learning and development conference. The 6th Annual Corporate University Summit will take your training program to the next level through its unparalleled educational sessions, workshops and niche networking. Strategies for success include innovative ways to increase employee motivation & productivity, improve customer satisfaction and drive revenue. Find out why the Corporate University Summit is a top corporate learning and development event, 6 years running. Attend and take part in all new, interactive sessions including:
• Site Tour inside McDonald’s Hamburger University
• Speed Networking
• “30 ideas in 40 minutes” – Rapid Fire Ideas Panel
• Scenario Problem Solving/Brainstorming with your peers
• Cost- Benefit Analysis and Budgeting in Lean Transformation
• Timely Keynotes: “Learning in 2020: What does the Landscape Look Like?”
• 6 Training Seminars and HRCI credits to enhance your professional development
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
Kickstarting a corporate university firstdataKieran King
First Data launched a corporate university called MindSpring to address employee development needs identified in an engagement survey. They developed a three-year strategy with five academies and upgraded their learning management system. Initial efforts focused on standardizing processes, developing leadership and skills curricula using existing content, and building out academy structures. Metrics showed improved employee satisfaction with development opportunities. Next steps included expanding mobile learning, blended programs, social capabilities, and a global learning center.
VCS Inc. distributors are launching the Pink Cloud Computing Initiative to help small businesses and individuals adopt technology. They will provide access to broadband internet, help create websites and blogs, set up social media profiles, and offer memberships to You Are a CEO for online workshops and resources. The initiative aims to close the digital divide and help people and businesses succeed by embracing technology.
Evolution of a corporate university tiffany thulien brownBizLibrary
McCain Foods established a Global Learning Centre (MLC) to provide lifelong learning for its employees around the world. The MLC aims to develop strategic capabilities through common learning programs aligned with business strategy. It evolved from various local learning initiatives to utilize e-learning solutions that increase reach at reduced costs. Challenges include limited computer access and bandwidth in some plant locations with multi-lingual, low-literacy workforces. The MLC addresses this through e-learning cafes and custom content on safety and compliance topics in multiple languages.
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
Ca technologies corporate university case studyKieran King
The document discusses CA Technologies' corporate university and provides an example of its Support University. It begins with an overview of CA Technologies and why companies build corporate universities. It then discusses typical corporate university models and considerations for establishing a university. The bulk of the document focuses on a case study of CA's Support University, outlining its structure with degree levels and requirements. It discusses the rollout and accomplishments of Support University, including improved metrics, recognition programs, and lessons learned.
Five Steps to Create a Digital Economic Development OrganizationGIS Planning
Economic Development Organizations have created strong physical organizations including their staff, programs, and physical office. But today EDOs must be digital organizations that provide services, programs, and value online. This presentation discusses the five steps necessary to create an effective and successful economic development online organization.
Topics include changes in how economic development is occurring, naming, digital identity, discovery marketing, sales, business applications, and globalization.
This document contains a questionnaire for evaluating competencies using a 5-point rating scale. It lists 10 competencies and asks the respondent to rate their performance on each using the scale. The competencies include developing people, values and ethics, communication, resolving conflict, interpersonal understanding, achievement orientation, initiative, influencing/motivation, developing others, and managing change. For each competency there are 1-3 descriptive statements that provide more details about what is being rated.
The document summarizes data from the Pew Internet Project on differences in digital technology use among generations. Younger generations such as Millennials are more likely to use technologies like smartphones, social media, and download apps compared to older generations. For example, 96% of Millennials own a cellphone compared to only 52% of the G.I. Generation. Additionally, social networks play a larger role for younger people, with Millennials having an average social network size of over 300 contacts compared to only 42 contacts for the G.I. Generation.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
K5.Fujitsu World Tour 2016-Winning with NetApp in Digital Transformation Age,...Fujitsu India
NetApp is a Fortune 500 data management and storage company. It has over 25 years of experience innovating storage solutions, with over 3,500 patents granted. NetApp provides data management solutions for enterprises undergoing digital transformation, including enabling hybrid cloud, protecting data across its lifecycle, and accelerating applications. Its portfolio addresses the needs of the emerging "third platform" of IT, which involves synergies between social, mobile, analytics and cloud technologies. NetApp's vision is to provide seamless data management regardless of where data resides by using its data fabric approach.
Amy Ho from the National University of Singapore discussed new collaboration models for sustainability. Within universities, collaboration could involve forming a new entity to coordinate sustainability initiatives across silos, tying sustainability to budgets and performance reviews. Funding options include external grants that incentivize interdisciplinary research and university funding of community projects through non-profits. Universities can also convene stakeholders to solve sustainability problems, seed fund selected projects, and involve students across universities online to find global environmental solutions. Collaboration within and between universities could work towards grand challenges through networking as a consortium.
This document discusses four key trends shaping the global world: globalization, the shift of economic growth to emerging markets, technological change, and the rise of sustainability considerations. It notes that globalization has led to the doubling of the global labor force from 1990 to 2008 through China's role in global production and advances in supply chain technology. Going forward, it predicts 2 billion new middle class consumers in emerging markets by 2038 and that technological change will continue to transform production and revolutionize retailing and consumer lives. Businesses now face pressure to account for the environmental and social costs of rapid growth.
Working Group 1 of the ISCN 2015 focused on the sustainability of buildings and infrastructure on university campuses. The group discussed key issues like the value of green building certification systems and incentives to drive sustainable change. A challenge is renewing older, existing buildings to be more sustainable. Goals for 2015/2016 include broadening engagement within campus communities on sustainable infrastructure and behavior, expanding discussions to consider buildings within the context of sustainable campus neighborhoods, and researching best practices in sustainable building design and operations.
ISCN 2016: Working Group 2: Campus-wide Planning and Target SettingISCN_Secretariat
This document outlines campus sustainability efforts in Japan and showcases good practices at several universities. It discusses the establishment of CAS-Net JAPAN, a campus sustainability network, to promote cross-institution collaboration. Key themes for CAS-Net JAPAN include establishing sustainability organizations, action plans, and evaluation systems. The document also summarizes projects at Kyoto University using an environmental tax system, student involvement in environmental management at Chiba University, and Hokkaido University's sustainability assessment system. Finally, it outlines Fukushima College's regional rehabilitation training program in renewable energy, nuclear safety, and disaster mitigation following the Fukushima nuclear accident.
This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
The document outlines an organization's approach to leadership development programs that addresses common issues identified in research. It discusses focusing programs on the specific organizational context and vision rather than general principles. It emphasizes linking reflection to real work by incorporating business cases from the organization. The approach also addresses differing mindsets by teaching participants to understand different perspectives rather than aiming to change mindsets. Finally, the organization measures program effectiveness through evaluations, competency assessments, and tracking participants' career progress and implementation of business cases.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
The document discusses operational excellence in Saint-Gobain Gypsum Activity. It covers the following topics:
1) The newsletter focuses on developing transformational leadership to achieve operational targets through high performance teams, clear vision, communication, and linking knowledge and resources.
2) The Year of Mixing and Forming aims to capture collective knowledge about mixing and forming processes to reduce losses and improve performance. Training courses will focus on raw materials, recipes, process stability, and quality maintenance.
3) Developing skills like SMED and OTED for rapid changeovers is important as customers demand more product varieties. Training will focus on safe and reliable machines as well as process stability and capability.
4) A
Feedback from the IMD Club Presidents meeting that took place in Lausanne from 18-20 June 2015 - Attended by Bennie Groenewald Club Tresurer, IMD Club of South Africa
This document discusses establishing knowledge sharing communities at GE to improve collaboration. It recommends starting with 5 pilot communities to build early wins, establishing governance structures and a central team to provide collaboration services. The goal is to launch 250 communities by mid-2018 to retain critical knowledge, connect experts, and increase productivity across GE businesses. Standardizing processes and providing search/findability tools will help communities demonstrate measurable business impacts through knowledge sharing.
The document summarizes a training conducted in Pakistan to build the capacity of businesses to adopt conflict-sensitive practices. It provides details on:
- The development of a training curriculum by International Alert and the London School of Business and Finance to teach businesses concepts like conflict analysis and strategies to mitigate conflicts.
- Three trainings were conducted in Rawalpindi, Islamabad, and Karachi with 70 total participants from businesses and other sectors.
- Participants provided positive feedback and expressed interest in continuing the discussion through a Facebook group. The organizers are revising the curriculum and exploring expanding the trainings to other areas based on success.
Building resilience Through Greater adaptibility to Long-Term ChallengesOECD CFE
As a part of the project ‘”Building resiliency through greater adaptability to long-term challenges” LEED is conducting a series of expert webinars to explore the conceptual and practical dimensions of the notion of ‘local economic resilience’. These 1-hour webinars are an opportunity to gatherpolicy experts, academics and local practitioners for a short and in-depth discussion followed by a question and answers session. . The first two webinars “Understanding resilience” were held in early December 2015 and focused on how to define and measure economic resilience, particularly in the context of local labour markets.
Business Resilience - How Sustainable Progress is delivered at PACEPMIUKChapter
In this session we will look at business resilience as a strategic capability, enabling organisations to navigate the increasingly complex and unpredictable market environment. We introduce Business Resilience Framework, a new comprehensive guidance for conducting business transformations triggered by external market conditions or internal organisational needs.
The framework presents a holistic approach for efficiently selecting and delivering business adaptation and transformation projects and programmes, sustainably and at pace.
The presentation is based on the material from the book “Business Resilience: A Practical Guide to Sustained Progress Delivered at Pace” published by Kogan Page. The book is also available on Amazon. The authors took advantage of 150 years of collective experience working with the UK government, professional and accreditation bodies, consulting and training organisations, and clients in a variety of industries, including healthcare, telecommunications, automotive, software, and higher education to create a robust guidance for sustained organizational progress.
Key points:
Why does classic strategic planning fail in the VUCA world?
A new paradigm focused on Business Resilience
Business Resilience Framework and how it facilitates successful delivery of the right projects at the right pace
How can one use this approach in their own organisation?
Inlcudes PM Book Club and Book Launch at University of Westminster, London
The document discusses outputs from previous EU projects that aim to support cultural and creative SMEs.
It summarizes four key outputs: 1) an innovation and internationalization audit methodology for SMEs, 2) a practical toolkit for supporting cultural enterprises, 3) outputs from a pilot project in Emilia-Romagna that provided services like advisory support and networking for startups, 4) a model business plan that SMEs can use to assess their status and identify development strategies.
It also discusses how cultural enterprise business models should consider relationships with the local territory and individuals, and how the territory provides institutions, education, cultural resources, other enterprises, and financing that impact cultural SMEs.
1) According to John Kotter, traditional organizational hierarchies are not well-suited for environments where constant change is the norm. He argues that organizations need both a hierarchy to manage daily operations as well as a parallel, network-like system to drive strategic change and agility.
2) Kotter proposes eight "accelerators" that organizations can use to build a dual operating system, including creating a sense of urgency, forming a guiding coalition, developing a strategic vision, and removing barriers to action.
3) The document describes a case study of how consulting firm BB&A helped Kimberly-Clark Europe engage employees in bringing their new strategic ambition to life through a three-phase change process of co-
The document discusses problem solving and decision making using the McKinsey 7S framework. It begins by explaining the 7S framework, which includes strategy, structure, staff, skills, shared values, style, and systems. An example is then provided to illustrate how to define a problem statement. A good problem statement should be specific, measurable, action-oriented, relevant, and time-bound. It provides context, potential challenges, success criteria, stakeholders, and information sources. Structuring the problem is also discussed, including using an issue tree to break down a complex problem into discrete parts. This helps ensure a thorough and logical problem solving process.
This document outlines the top 10 business sustainability challenges for 2012 as identified by a council of sustainability executives from leading Canadian organizations.
1) How can businesses redefine the traditional business case to include sustainability, as sustainability initiatives may have longer payback periods than typically expected, making them appear less attractive.
2) How can sustainability drive innovation (and vice-versa) within companies? While innovation and sustainability are often linked, more understanding is needed on how to create a virtuous cycle between them.
3) The Network for Business Sustainability will systematically review the challenges of how sustainability can drive innovation, and how businesses can mobilize citizens to take more sustainable actions.
The report is intended to help businesses
The International Institute of Development Training (IIDT) provides training, research, and consultancy services related to sustainable development. IIDT's areas of focus include social and environmental research, project cycle management, enterprise and economic development, governance and participation, organizational development, and personal productivity. IIDT has experienced trainers and consultants, its own training facilities, and has worked with various organizations including government agencies, NGOs, and private companies. Its goal is to improve human capabilities and facilitate sustainable human development through innovative training and research.
Eureka Strategic Approach document outlines Eureka's conceptual framework for innovation and their installation process for building innovation capacity in organizations. The conceptual framework centers innovation around people, focuses on clients/users, promotes collaboration both internally and externally, and recognizes four types of innovation. The installation process involves four pillars - people, tools, processes, and metrics - across four levels of acceptance. It is a multi-stage process involving education, innovation workshops, diffusion of training, and consolidation of learning through pilot projects. Eureka has experience training over 1,000 professionals in Latin America on managing innovation.
The document discusses the challenges facing a consultant in the Malaysian construction industry, which include a highly fragmented industry, low barriers to entry, and intense competition. It also examines the roles of consultants, such as advising clients, project management, and ensuring quality control. Recommendations are provided to help consultants overcome challenges like unclear project scope and costs overruns.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
The document describes an intensive 6-week program called "The 100 Day Growth Challenge" offered by the Executive School of Business at the Technical University of Denmark (DTU Business) for executives who are between jobs. Participants will work in teams on developing a growth plan for an actual organization, receiving lectures from international faculty and supervision from DTU Business. The program aims to help participants gain skills and experience that can help lead to new management positions.
Establishing a business analysis practice in the he web versionucisa
A Business Analyst can add significant value to higher education institutions in several ways:
1) They help improve processes and services which enhances the student and staff experience.
2) They identify efficiencies that save costs and free up staff time by streamlining processes.
3) They avoid unnecessary solutions and ensure decisions are based on strong evidence.
4) They support change management so new projects are more likely to succeed.
The document describes 180 Degrees Consulting, a student-run consultancy that provides pro-bono consulting services to non-profit organizations. It notes that while students have creative ideas, most can only help through fundraising or awareness, and non-profits lack access to affordable consulting. 180 Degrees addresses this by matching students' skills with non-profits' needs to develop sustainable solutions. It has established branches worldwide that work with organizations on challenges like marketing, fundraising, and sustainability. Both non-profits and students benefit from the experience and impact.
Similar to ISCN 2015 Dialogue 3: Corporate-University Engagement, Bernd Kasemir (20)
The document discusses the AMS Institute, a scientific institute in Amsterdam that works with partners in business, government, and civil society to address challenges facing cities. It focuses on developing integrated solutions through its interdisciplinary research themes and an approach called urban living labs. The institute aims to give students hands-on learning experiences working on real-world urban problems through its Master's program in metropolitan analysis, design, and engineering. It is establishing its new campus at the MarineTerrein site as an urban living lab to test solutions and involve citizens.
ISCN 2019 - Assessing SDGs Implementation Within UniversitiesISCN_Secretariat
The document outlines plans for NTU's EcoCampus Living Laboratory initiative. The goals are to reduce campus energy, water and waste intensity by 35% by 2020 using 2011 as a baseline, through research collaboration between academia and industry. Key areas of research include green building systems, renewable energy integration, sustainable mobility, and analyzing user behavior for energy conservation. The campus has already implemented various renewable energy and efficiency projects. If successful, EcoCampus aims to be a model for the most sustainable, smart and technologically advanced campus worldwide.
ISCN 2019 - Assessing SDGs Implementation Within UniversitiesISCN_Secretariat
This document provides an overview of the 2019 University Impact Rankings by THE (Times Higher Education). It discusses the objectives of measuring universities' positive impact on society and the UN Sustainable Development Goals. It also summarizes the aspects of impact explored, including research, stewardship, and outreach. Additionally, it outlines the scoring methodology and provides regional results and insights into the most frequently submitted impact areas, such as partnerships, education, and health. Finally, specific metrics are described for impact areas like health, cities, and governance.
Whole Systems Approach Award: University of Leeds, United Kingdom
Partnerships for Progress Award: University of Melbourne, Australia
Cultural Change for Sustainability Award: Yale University, United States
Honorary Member Award: CETYS University, Mexico
Harvard University has established Sustainable Healthful Food Standards to provide a more healthful and sustainable food supply on campus. The standards are grounded in the latest nutritional science and aim to double consumption of plant-based foods like fruits, vegetables, nuts and legumes while reducing consumption of red meat and sugar by 50%. An expert committee of Harvard faculty oversee annual reporting from all campus food vendors to track metrics like greenhouse gas emissions and make recommendations. The goals are to enhance food literacy, benefit public health and the environment, and drive positive changes in the broader food system through Harvard's purchasing power and research.
The document outlines a 5-step approach for developing a sustainability data practice: 1) ideation to define goals and metrics, 2) technology development to select tools, 3) data centralization to pool and standardize data, 4) analysis and automation to extract insights, and 5) accessibility to share results. It also lists 10 golden rules for sustainability data science, including embracing open source technologies, pooling data, scaling through automation, and making workflows reproducible.
The document discusses three carbon action plans created by the university to reduce emissions:
- CAP1 was optimistic about potential reductions using campus-level data
- CAP2 had reduced optimism and noted that individual building meters were still being installed
- CAP3 is currently in development
It also describes the university's efforts to install over 100 electricity, steam, and chilled water meters in buildings to collect around 10 million data points annually. The document outlines approaches to analyze the large amount of building energy use data, including normalization, benchmarks, energy signatures, and economics of improvements. A three-tiered framework is proposed to organize, analyze, and distribute useful information from the meter data to maximize energy management.
DTU conducted a student satisfaction survey to measure the impact of its efforts to transform and improve its campuses. The survey found high overall satisfaction levels, especially regarding outdoor areas and facilities. However, some areas scored lower, like indoor classroom climate and workspace availability. Further analysis identified the most important factors for general satisfaction, including social connections, access to instructors, and tidy facilities. DTU then developed a new study environment action plan focusing on addressing lower scoring issues like workspaces, noise reduction, and power outlets to further increase student satisfaction.
The document presents an overview of Unicamp's Integrated Master Plan project. The plan aims to integrate Unicamp's management as a sustainable university through territorial planning and guidelines for development over the next 50 years. It covers 16 planning areas such as urban infrastructure, mobility, environment and the relationship between the university and the surrounding community. The plan was developed through collaborative workshops with technical experts, professors and the local community. It establishes guidelines and a future scenario for sustainable development across the campus aligned with UN sustainability goals.
This document proposes a sustainable campus model for Unicatólica University in Cali, Colombia. It includes a methodology to create a base model through diagnosis and proposal of a management plan and sustainability projects. The model contains five dimensions: academic, operational, management, external relationships, and sustainability culture. It outlines 61 proposed projects across the dimensions and structures the sustainability plan around principles, dimensions, objectives, programs and projects. The document also discusses strategies for implementing the plan through a Sustainable Campus Unit, Environmental Decision Committee, and Environmental Operations Committee.
This study evaluated the effects of intercropping aromatic plants like rosemary and basil with olive trees in Minas Gerais, Brazil. The aromatic plants grew well but had no significant effect on olive tree productivity, including number of inflorescences, fruits, and average fruit weight. The neutral effect may be because not enough time elapsed for the aromatic plants to produce chemical compounds, their density was too low, or olive production was low that year due to climate variability. Intercropping could still be a viable practice and deserves further testing under normal weather conditions and with higher aromatic plant density to better understand potential effects.
The document summarizes a collaboration between ETH Zurich and Harvard to conduct peer reviews of their sustainability practices and annual reports. It identifies positive aspects of Harvard's sustainability report including its design, data transparency, and storytelling. Areas for improvement include having fewer goals, addressing positive bias, including more voices, and making comparability easier. The benefits of peer exchange are outlined as sharing challenges, independent review, building trust, and learning from each other. Lessons on planning effective exchanges include preparation, communication, logistics, building early trust, and continued follow up.
The document summarizes EPFL's travel policy and efforts to reduce carbon emissions from business travel. It finds that air travel accounts for 1/3 of EPFL's emissions and 95% of transport emissions. Studies showed potential for reducing emissions by replacing short flights and business/first class with trains and economy flights. A pilot project at the School of Life Sciences introduced guidelines favoring local participation, videoconferencing, and limiting promotions to 3 conferences/year. EPFL is working with other universities on sustainable travel and plans to revise its travel policy based on the pilot by evaluating incentives, restrictions, and monitoring tools. The approach focuses on raising awareness, creating shared visions, and introducing changes through incentives before fully evaluating and refining the
The PUC-RIO Zero Waste project aims to increase recycling rates on campus. In 2017, over 48% of materials in recycling bins were not recyclable or compostable. The project establishes standard waste bins and distribution across campus. It develops support materials like a proper disposal guide and staff training. An interdisciplinary team of students, faculty, and staff implement an environmental education campaign using posters, emails, and a webpage to communicate proper disposal procedures to the university community.
The document discusses e-waste (discarded electronic equipment) which contains toxic substances that are often buried in landfills. It estimates that 1.4 million metric tons of e-waste are discarded annually in Brazil, with 10% from information and communication technology. E-waste is classified into different categories based on the types of electronic products. It poses risks to human health due to hazardous elements like lead, mercury, and others. The CEDIR project at USP works to properly dispose of and recycle e-waste through collection, dismantling, separation, and sending materials to partners for decharacterization and recycling. It also trains wastepickers to increase recycling and their incomes while promoting social inclusion and environmental
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Thammasat University in Thailand has implemented several strategies and actions to reduce single-use plastic on its campus. These include banning plastic bottle cap seals, plastic bags in campus stores, plastic straws, and plastic cups in campus canteens. Later projects extended the bans to include plastic utensils. Through partnerships and campaigns, these policies have helped reduce single-use plastic consumption on campus significantly. Thammasat believes these small individual actions can create larger impacts and help address the global plastic pollution crisis.
This document outlines MIT's plan to establish conditions for sustainability success. It discusses hosting an implementation design forum on June 1st, 2018 with 100 participants to develop an implementation plan around 5 pathways to sustainable leadership. The pathways include becoming an exemplar that incorporates sustainability into all aspects of campus, a model for organizational transformation, a generator of new sustainability ideas and research, an innovator of educational experiences, and a partner to local and global communities. The document states that MIT's Office of Sustainability will provide oversight and governance to ensure commitments are implemented, and that sustainability data and visibility of goals and successes will be increased.
Blue Sky Energy Technology provides analytics on temperature using machine learning models. Their models account for variability in temperature and make predictions. They average actual temperatures to their predictions.
Optimizing Post Remediation Groundwater Performance with Enhanced Microbiolog...Joshua Orris
Results of geophysics and pneumatic injection pilot tests during 2003 – 2007 yielded significant positive results for injection delivery design and contaminant mass treatment, resulting in permanent shut-down of an existing groundwater Pump & Treat system.
Accessible source areas were subsequently removed (2011) by soil excavation and treated with the placement of Emulsified Vegetable Oil EVO and zero-valent iron ZVI to accelerate treatment of impacted groundwater in overburden and weathered fractured bedrock. Post pilot test and post remediation groundwater monitoring has included analyses of CVOCs, organic fatty acids, dissolved gases and QuantArray® -Chlor to quantify key microorganisms (e.g., Dehalococcoides, Dehalobacter, etc.) and functional genes (e.g., vinyl chloride reductase, methane monooxygenase, etc.) to assess potential for reductive dechlorination and aerobic cometabolism of CVOCs.
In 2022, the first commercial application of MetaArray™ was performed at the site. MetaArray™ utilizes statistical analysis, such as principal component analysis and multivariate analysis to provide evidence that reductive dechlorination is active or even that it is slowing. This creates actionable data allowing users to save money by making important site management decisions earlier.
The results of the MetaArray™ analysis’ support vector machine (SVM) identified groundwater monitoring wells with a 80% confidence that were characterized as either Limited for Reductive Decholorination or had a High Reductive Reduction Dechlorination potential. The results of MetaArray™ will be used to further optimize the site’s post remediation monitoring program for monitored natural attenuation.
RoHS stands for Restriction of Hazardous Substances, which is also known as t...vijaykumar292010
RoHS stands for Restriction of Hazardous Substances, which is also known as the Directive 2002/95/EC. It includes the restrictions for the use of certain hazardous substances in electrical and electronic equipment. RoHS is a WEEE (Waste of Electrical and Electronic Equipment).
Improving the viability of probiotics by encapsulation methods for developmen...Open Access Research Paper
The popularity of functional foods among scientists and common people has been increasing day by day. Awareness and modernization make the consumer think better regarding food and nutrition. Now a day’s individual knows very well about the relation between food consumption and disease prevalence. Humans have a diversity of microbes in the gut that together form the gut microflora. Probiotics are the health-promoting live microbial cells improve host health through gut and brain connection and fighting against harmful bacteria. Bifidobacterium and Lactobacillus are the two bacterial genera which are considered to be probiotic. These good bacteria are facing challenges of viability. There are so many factors such as sensitivity to heat, pH, acidity, osmotic effect, mechanical shear, chemical components, freezing and storage time as well which affects the viability of probiotics in the dairy food matrix as well as in the gut. Multiple efforts have been done in the past and ongoing in present for these beneficial microbial population stability until their destination in the gut. One of a useful technique known as microencapsulation makes the probiotic effective in the diversified conditions and maintain these microbe’s community to the optimum level for achieving targeted benefits. Dairy products are found to be an ideal vehicle for probiotic incorporation. It has been seen that the encapsulated microbial cells show higher viability than the free cells in different processing and storage conditions as well as against bile salts in the gut. They make the food functional when incorporated, without affecting the product sensory characteristics.
Kinetic studies on malachite green dye adsorption from aqueous solutions by A...Open Access Research Paper
Water polluted by dyestuffs compounds is a global threat to health and the environment; accordingly, we prepared a green novel sorbent chemical and Physical system from an algae, chitosan and chitosan nanoparticle and impregnated with algae with chitosan nanocomposite for the sorption of Malachite green dye from water. The algae with chitosan nanocomposite by a simple method and used as a recyclable and effective adsorbent for the removal of malachite green dye from aqueous solutions. Algae, chitosan, chitosan nanoparticle and algae with chitosan nanocomposite were characterized using different physicochemical methods. The functional groups and chemical compounds found in algae, chitosan, chitosan algae, chitosan nanoparticle, and chitosan nanoparticle with algae were identified using FTIR, SEM, and TGADTA/DTG techniques. The optimal adsorption conditions, different dosages, pH and Temperature the amount of algae with chitosan nanocomposite were determined. At optimized conditions and the batch equilibrium studies more than 99% of the dye was removed. The adsorption process data matched well kinetics showed that the reaction order for dye varied with pseudo-first order and pseudo-second order. Furthermore, the maximum adsorption capacity of the algae with chitosan nanocomposite toward malachite green dye reached as high as 15.5mg/g, respectively. Finally, multiple times reusing of algae with chitosan nanocomposite and removing dye from a real wastewater has made it a promising and attractive option for further practical applications.
Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...Joshua Orris
The incorporation of a 3DCSM and completion of HRSC provided a tool for enhanced, data-driven, decisions to support a change in remediation closure strategies. Currently, an approved pilot study has been obtained to shut-down the remediation systems (ISCO, P&T) and conduct a hydraulic study under non-pumping conditions. A separate micro-biological bench scale treatability study was competed that yielded positive results for an emerging innovative technology. As a result, a field pilot study has commenced with results expected in nine-twelve months. With the results of the hydraulic study, field pilot studies and an updated risk assessment leading site monitoring optimization cost lifecycle savings upwards of $15MM towards an alternatively evolved best available technology remediation closure strategy.
1. ISCN – Corporate Dialog | 2015
Ecole polytechnique
fédérale de Lausanne
André Schneider
Corporate Dialogue
Workforce and Skills Assessment
2. 2ISCN – Corporate Dialog | 2015Introduction
The ISCN workgroup on corporate dialogues is working on a better understanding of the
sustainability-related skills required for leaders to ensure that their decisions are based
on integrated and holistic thinking, and support the sustainable development of their
companies.
It is our hypothesis that the sustainability skills needed by sustainability professionals
and technical experts are rather well supported by higher education offerings.
But there seem to be less resources available to develop sustainability skills
necessary for a broader group of future leaders.
Given that all management decisions will have an impact on the sustainable
development of any organization and our society, assessing and closing this gap is a
priority to ensure that employees that will be well equipped to develop into effective
leaders of tomorrow.
Introduction
ISCN 2015
3. 3ISCN – Corporate Dialog | 2015Two Questions
Two questions to answer
ISCN 2015
• What skill set do managers/leaders need to have to make sustainable and hence
holistic decisions?
• Where are there gaps and how can we support this skill set and fill the gaps in the
context of our universities’ education programs?
This is not about a new education program but how to develop these skills in the
context of existing programs and hence from the start deliver contextualized
knowledge and skills.
4. 4ISCN – Corporate Dialog | 2015Sustainability
Sustainable development is development that meets the needs of the present without
compromising the ability of future generations to meet their own needs. It contains within
it two key concepts:
• the concept of needs, in particular the essential needs of the world’s poor, to which
overriding priority should be given; and
• the idea of limitations imposed by the state of technology and social organization on
the environment’s ability to meet present and future needs.
From World Commission on Environment and Development (WCED). Our common future, 1987 (Brundtland Report)
Example: The tradeoffs and synergies mentioned above are highly relevant in today’s
corporate environment. Companies are constantly needing to evaluate decisions
against sometimes competing interests. For example, the potential conflict of the
interest of the corporation and its immediate success as compared to the interests of the
society as a whole and its long‐term evolution.
What is Sustainability ?
ISCN 2015
5. 5ISCN – Corporate Dialog | 2015Next Steps
Next Steps
ISCN 2015
• Defining the necessary skill set for sustainable decision‐making:
• We believe that these skills will be articulated around the following four
thematic pillars:
1. What is sustainability? What is systemic thinking?
2. Some sustainability literacy
3. Main issues and trends that show that we are not developing in a
sustainable way
4. Personal engagement in sustainability
• This will be developed and validated with businesses. Currently we are starting
this with Nestlé headquarters in Switzerland, and possibly with SGS.
• We have also started collaborating with the WBCSD and one first result was
the introduction to the ISCN report “Developing Skills for Future Leaders. 2015
Sustainable Campus Best Practices from ISCN and GULF Schools” by Peter
Bakker, the president of WBCSD.
6. 6ISCN – Corporate Dialog | 2015Next Steps
Next Steps
ISCN 2015
• Gap analysis and developing a list of action to facilitate the development of the skill
set for sustainable decision‐making:
• How these skill sets can taught and transferred, using teaching
elements/sequences for existing classes, templates for Massively Open Online
Courses (“MOOCs”), or, templates for interdisciplinary projects.
7. 7ISCN – Corporate Dialog | 2015First Feedback
First feedback from business
ISCN 2015
We have made a first inquiry in our business networks and have received the following
encouraging feedback: our corporate dialogue partners overwhelmingly agree that
1. University graduates should have more comprehensive knowledge about
sustainability
2. Universities should develop a minimum set of sustainability skills to integrate
across their university curricula
3. Universities should assess sustainability skills of their students and adapt their
classes to achieve a certain level of sustainability skills ?