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Atelier ISSF Master 2 Pro DDMEG 2009-2010 Clément Allègre Rachel Arnould Lucile Bonnieux Lucie LHopital Tristan Saramon Anne-Fleur Tassin.

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Présentation au sujet: "Atelier ISSF Master 2 Pro DDMEG 2009-2010 Clément Allègre Rachel Arnould Lucile Bonnieux Lucie LHopital Tristan Saramon Anne-Fleur Tassin."— Transcription de la présentation:

1 Atelier ISSF Master 2 Pro DDMEG Clément Allègre Rachel Arnould Lucile Bonnieux Lucie LHopital Tristan Saramon Anne-Fleur Tassin

2 Objectifs de latelier : analyse comparative des performances en développement durable de la filière industrielle des aciers-inox Résultats attendus : Positionner le secteur des aciers-inox Identification de bonnes pratiques Comparaison avec 3 autres secteurs Méthodologie : Analyse des rapports DD/RSE à laide de grilles : GRI, SustainAbility SIGMA Entretiens avec 3 directeurs DD et 1 directeur de site

3 Résultats : positionnement à partir de la capacité à identifier certains enjeux DD/RSE

4 Maîtrise des émissions de CO2 Arcelor Mittal fait partie des deux entreprises (avec Lafarge) à avoir eu les surplus de quotas de CO2 les plus importants en 2008 (étude publiée par lONG britannique Sandbag). Stratégie basée sur la qualité et le recyclage - Analyse du Cycle de vie du Produit - Qualité: un produit qui dure et qui est recyclable Un dialogue facilité Le regroupement des entreprises de lacier inoxydable au sein de lISSF permet de faciliter les échanges sur la problématique du développement durable – mutualisation des efforts Sécurité Une attention portée sur la sécurité des salariés Un intérêt porté sur les initiatives de la concurrence

5 LEADERSHIP AND VISIONPLANNING DELIVERY MONITOR, REVIEW AND REPORT Performance review Lafarge: what we said - what we have done section in the report, Group wide competition compliance program. Anglo Am.: Mine Closure Toolbox Anglo Am.: One Safe Anglo, safety strategy to improve performance Strategic and tactical plannings Lafarge: how Lafarge build its strategy on its stakeholder feedback. Outokumpu: active dialogue global investor and analyst networks. Outokumpu: Group Sales and Marketing Business-case Anglo Am.: Business Sustainability Program Lafarge: co-founder of the Cement Sustainability Initiative Top-level commitment Anglo Am.: Socio- Economic Assessment Toolbox Anglo Am.: Tripartite Safety Summit Arcelor: mapping of the stakeholders Vision, mission and operating principles Lafarge: Sustainability ambitions, range of targets clearly identified Communication, training and culture change Tata Steel: Tata Steel Code of Conduct Anglo Am.: CARE participated in Anglo American SEAT training Lafarge: Cement Professional Development Program Monitoring, measurement, auditing and feedback Outokumpu: PriceWaterhouseCooper comments integrated in the report. Tata Steel: report constructed from the GRI Guidelines which indicators were detailed by experts of sustainable development stakes Chain management Outokumpu: Sustainable Supply Chain Management Tool project with the Helsinki University of Technology Arcelor: Corporate responsibility, Coordination group linking the local level to the top-management level Internal controls Lafarge: a part of the income of the managers is depending on the success of the health and safety strategy implemented Codelco: website for quality of life directed towards the workers, their families and related communities. External influence Tata Steel: actively involved in public policy issues, ex: partnerships in order to implement projects for the public health improvement. Tata Steel: variety of its actions implemented for the local community. Lafarge: They influence core business thinking in all their steps by co-chairing all the WBCSD projects

6 LEADERSHIP AND VISION PLANNIN G LEADERSHIP AND VISION PLANNING Business Case Lafarge: co-founder of the Cement Sustainability Initiative Top-Level Commitment Anglo American: Socio- Economic Assessment Toolbox Vision, mission and operating principles Lafarge: Sustainability Ambitions range of target clearly identified Performance review Lafarge: what we said - what we have done section in the report Strategic and tactical planning Outokumpu: active dialogue global investor and analyst networks Lafarge: stakeholder feedback

7 LEADERSHIP AND VISION PLANNIN G Chain Management Outokumpu: Sustainable Supply Chain Management Tool project Internal Control Codelco: website for quality of life directed towards the workers, their families and related communities External Influence Tata Steel: variety of its actions implemented for local communities Lafarge: influence core business thinking Monitoring, measurement, auditing and feedback Tata Steel: report constructed from the GRI Guidelines which indicators were detailed by experts of sustainable development stakes Outokumpu: PriceWaterhouseCooper comments integrated in the report DELIVERY MONITOR, REVIEW AND REPORT

8 Initiatives de fédération The Cement Sustainability Initiative (CSI) World Business Council for Sustainable Development (WBCSD) 23 industriels, 100 pays, 40% de la production Senior Advisory Group Aluminium for Future Generations Sustainable Development Programme (2003) 14 objectifs volontaires et 22 indicateurs de performance adoptés par les responsables de lIAI et les 23 compagnies membres International Copper Association (ICA) 35 entreprises, 80% du cuivre raffiné Voluntary Copper Risk Assessment

9 Atelier ISSF Master 2 Pro DDMEG Clément Allègre Rachel Arnould Lucile Bonnieux Lucie LHopital Tristan Saramon Anne-Fleur Tassin


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