Environmental Engineering Reference
In-Depth Information
Table 11.3
Project SIGMA management framework
Management phase
Activity
LV1
Business case and top-level
Developing a business case to address sustainability.
commitment
Securing top-level management understanding and
commitment to integrate sustainability and
stakeholder engagement into core processes and
decision-making.
Identifying stakeholders and opening dialogue on
key impacts.
LV2
Vision, mission and operating
Formulating long-term sustainability vision, mission
principles
and principles and high-level strategy, which will be
reviewed periodically.
LV3
Training and communication
Establishing and delivering the organization's
training requirements.
LV4
Culture change
Ensuring organizational change supports sustainability.
Planning phase
Activity
P1
Performance review
Ascertaining current sustainability performance.
Identifying and prioritizing the organization's key
sustainability issues.
Involving stakeholders in review.
P2
Legal and regulatory analysis
Identifying and understanding regulatory
and management
requirements and voluntary commitments.
Developing means to ensure future compliance and
related improvements.
P3
Actions, impacts and outcomes
Identifying, evaluating and managing significant
sustainability actions and outcomes.
P4
Strategic planning
Developing strategic plans to deliver the
organization's sustainability mission.
P5
Tactical planning
Developing short-term plans to deliver
sustainability strategy together with appropriate
objectives, targets and responsibilities.
Source: adapted from Project Sigma Management Framework, available at:
www.projectsigma.co.uk/Guide
adjusting or not adjusting according to their degree of internal flexibility and capacity
to accommodate, manage or mediate the variety of flows they experience. The
behaviour of a complex system is not determined primarily by the priorities of the
individual components or elements of the system, but is the result of complex
patterns of interaction. Complex systems only achieve equilibrium when the possibility
of change is exhausted. Hence the whole is greater than the sum of a system's
constituent parts, and its structure is not so much designed and imposed as emerging
from the various interactions taking place between the system and its relation to the
wider environment. This does not deny the significance of human agency, but does
