日用化工行业业绩卓越奖及波多里奇奖2

Subject主题4Category,Item,AreaandSpecificQuestionsaskedbytheBaldrigeModel波多里奇所要求的类、条款、区域和特殊问题2023/6/71PreparedbyStategy,RiskandRating科飞咨询翻译CustomerandMarketFocus顾客和市场关注

StrategicPlanning战略策划HumanResourceFocus人力资源关注

ProcessManagement过程管理

Leadership领导力

BusinessResults经营结果Measurement,Analysis,andKnowledgeManagement

Organizationalprofile:组织简介Environment,RelationshipsandChallenges环境、关系和挑战BaldrigeCriteriaforPerformanceExcellenceFramework:ASystemsPerspective波多里奇业绩卓越框架：系统性方法2023/6/72PreparedbyStategy,RiskandRating科飞咨询翻译LeadershipTriad领导力三元组Leadership(Category1),StrategicPlanning(Category2),andCustomerandMarketFocus(Category3)representtheleadershiptriad.TheseCategoriesareplacedtogethertoemphasizetheimportanceofaleadershipfocusonstrategyandcustomers.Seniorleaderssetyourorganizationaldirectionandseekfutureopportunitiesforyourorganization.

领导力（第1类），战略策划（第2类），顾客和市场关注（第3类）是领导力三元组。这些类放在一起是为了强调领导关注战略和顾客的重要性。高层领导建立组织的方向并寻求组织未来的发展机会。2023/6/73PreparedbyStategy,RiskandRating科飞咨询翻译ResultsTriad结果三元组HumanResourceFocus(Category5),ProcessManagement(Category6),andBusinessResults(Category7)representtheresultstriad.Yourorganization’semployeesanditskeyprocessesaccomplishtheworkoftheorganizationthatyieldsyourbusinessresults. 人力资源重点（第5类）、过程管理（第6类）、以及经营结果（第7类）是结果三元组。组织的员工及其关键过程是完成经营结果的全部。AllactionspointtowardBusinessResults—acompositeofcustomer,productandservice,financial,andinternaloperationalperformanceresults,includinghumanresourceandsocialresponsibilityresults. 所有活动都是以综合经营结果为导向—顾客群、产品和服务、财务的以及内部运作的业绩结果，包括人力资源和社会责任结果。2023/6/74PreparedbyStategy,RiskandRating科飞咨询翻译SystemFoundation体系建立基础Measurement,Analysis,andKnowledgeManagement(Category4)arecriticaltotheeffectivemanagementofyourorganizationandtoafact-basedsystemforimprovingperformanceandcompetitiveness.Measurement,analysis,andknowledgeserveasafoundationfortheperformancemanagementsystem.

测量、分析及知识管理（第4类）是组织的有效管理以及以事实为基础的、提高业绩和竞争力的体系的关键。测量、分析及知识能够作为业绩管理体系的基础。2023/6/75PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-FocusonBusinessResults

标准的关键特征——关注经营结果（1）FocusonOrganizationalperformanceareas: 组织业绩领域聚焦：

(1)customer-focusedresults,(2)productandserviceresults,(3)financialandmarketresults,(4)humanresourceresults,(5)organizationaleffectivenessresults,includingkeyinternaloperationalperformancemeasures,(6)governanceandsocialresponsibilityresults.

（1）关注顾客的结果，（2）产品和服务结果，（3）财政和销售结果，（4）人力资源结果，（5）组织的效力结果，包括关键的内部经营业绩测量，（6）管理和社会责任结果。2023/6/76PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-FocusonBusinessResults

标准的关键特征——关注经营结果（2）

Usecompositeindicatortoensurethatstrategiesarebalancedbetweenimportantstakeholders,orshort-andlong-termgoals.使用综合指标以确保战略在重要的利益相关方，或短期、长期目标间的平衡

(Amongthe7Categories,45%ofthescoresareallocatedtotheBusinessResultsCategory)

（在7大类之间，45%的分数分配在经营结果这一类）2023/6/77PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(1)

标准的关键特性—非指令性的并且是适应性强的(1)Thecriteriaismoreacollectionofthebestconceptsthanastandard.Therequirementsaretriggeredbyquestions(what,how).本标准与其说是一个标准还不如说是最佳概念的集合。标准中的要求是由问题（什么、怎样）触发的。- Organizationsareencouragedtodevelopanddemonstratecreative,adaptive,andflexibleapproachesformeetingbasicrequirements.Nonprescriptiverequirementsareintendedtofosterincrementalandmajor(“breakthrough”)improvements,aswellasbasicchange.

鼓励组织发展并展示创造性的、适用的以及弹性的方法满足基本要求。非指令性要求是为了培育渐进的及重大的（突破式的）改进。2023/6/78PreparedbyStategy,RiskandRating科飞咨询翻译Theselectionoftools,techniques,systems,andorganizationalstructureusuallydependsonfactorssuchasbusinesstypeandsize,organizationalrelationships,yourorganization’sstageofdevelopment,andemployeecapabilitiesandresponsibilities.工具、技术、体系以及组织结构的选择通常取决的要素有：经营类型和规模、组织关系、组织的发展战略，以及员工的能力和责任。Afocusoncommonrequirements,ratherthanoncommonprocedures,fostersbetterunderstanding,communication,sharing,andalignment,whilesupportinginnovationanddiversityinapproaches.重点在共同的基本要求而非共同的程序，可培育最佳的理解、沟通、共享和协调方法，同时支持创新和多样性。KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(2)

标准的关键特性—非指令性的并且是适应性强的(2)2023/6/79PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（1）

标准的关键特性—保持组织广泛的目标调整(1)ThesystemsperspectivetogoalalignmentisembeddedintheintegratedstructureoftheCoreValuesandConcepts,theOrganizationalProfile,theCriteria,andtheresults-oriented,cause-effectlinkagesamongtheCriteriaItems. 系统性的实施企业目标一贯化体现在一个整合的架构上，包括核心价值及观念，组织解析、标准、及因果导向的经营结果上。2023/6/710PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（2）

标准的关键特性—保持组织广泛的目标调整(2)AlignmentintheCriteriaisbuiltaroundconnectingandreinforcingmeasuresderivedfromyourorganization’sprocessesandstrategy.Theuseofmeasuresthuschannelsdifferentactivitiesinconsistentdirectionswithlessneedfordetailedprocedures,centralizeddecisionmaking,orprocessmanagement.Measurestherebyservebothasacommunicationstoolandabasisfordeployingconsistentoverallperformancerequirements.Suchalignmentensuresconsistencyofpurposewhilealsosupportingagility,innovation,anddecentralizeddecisionmaking. 标准中的一贯性建立在相关的组织过程和战略所引发的测量上。使用测量能引导不同的活动的朝向同一方向，而较少需要详细的程序、集中决策、或者过程管理。因此测量既可以作为沟通工具，又可以用来部署一致性的绩效要求。一贯性在支持灵敏性、创新以及授权的同时，还能确保目标的一致性。2023/6/711PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-SupportGoal-BasedDiagnosis

标准的关键特性—支持基于诊断所得出的目标Andiagnosisassessmentprovidesaprofileofstrengthsandopportunitiesforimprovementrelativetothe19criticalbasicrequirements.TheScoringGuidelinesspellouttheassessmentdimensions-Approach,Deployment,andResults-andthekeyfactorsusedtoassesseachdimension.Inthisway,assessmentleadstoactionsthatcontributetoperformanceimprovementinallareas.Thisdiagnosticassessmentisausefulmanagementtoolthatgoesbeyondmostperformancereviewsandisapplicabletoawiderangeofstrategiesandmanagementsystems.诊断评估提供了与19个关键基本要求相关的改进机会和强点的剖析。计分指南清楚地说明了评估维数——方法、调整以及结果和评估每一维数的关键要素。用此种方式，评估能够导致贡献于所有区域业绩改进的活动。诊断评估是一种有用的管理工具，并且适用于广泛范围的战略和管理体系。2023/6/712PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/713PreparedbyStategy,RiskandRating科飞咨询翻译2003CategoriesandItems PointValues2003分类和条款 评价分数1.Leadership领导力 1201.1OrganizationalLeadership(70),组织的领导力1.2SocialResponsibility(50)社会责任2.StrategicPlanning战略策划 852.1StrategyDevelopment(40),战略发展2.2StrategyDeployment(45)战略部署3.CustomerandMarketFocus顾客和市场关注 853.1CustomerandMarketKnowledge(40),顾客和市场知识3.2CustomerRelationshipsandSatisfaction(45)顾客关系和满意度4.Measurement,Analysis,andKnowledgeManagement 90

测量、分析及知识管理4.1MeasurementandAnalysisofOrganizationalPerformance(45), 组织业绩的测量和分析4.2InformationandKnowledgeManagement(45)信息和知识管理2023/6/714PreparedbyStategy,RiskandRating科飞咨询翻译2003CategoriesandItems PointValues2003分类和条款 评价分数5.HumanResourceFocus人力资源关注 855.1WorkSystems(35),工作体系5.2EmployeeLearningandMotivation(25),员工学习和动机5.3EmployeeWell-BeingandSatisfaction(25)员工福利和满意度6.ProcessManagement过程惯例 856.1ValueCreationProcesses(50),价值创造过程6.2SupportProcesses(35)支持过程7.BusinessResults经营结果 4507.1Customer-FocusedResults(75)关注顾客的结果7.2ProductandServiceResults(75)产品和服务结果7.3FinancialandMarketResults(75)财政和市场结果7.4HumanResourceResults(75)人力资源结果7.5OrganizationalEffectivenessResults(75)组织效力结果7.6GovernanceandSocialResponsibilityResults(75) 管理和社会责任结果 TOTALPOINTS:10002023/6/715PreparedbyStategy,RiskandRating科飞咨询翻译ExpectationsaboutScores得分预计MostcompaniesthinktheyratemuchhigherontheBaldrigeScalethantheyreallymerit.Theresultsfromansweringquestionsurveysarenotreliable.PeopletendtothinkthattheyarefurtheralongapplyingtheBaldrigeCriteria.大多数公司自我评分的结果较客观的实际分数高很多。TheaveragecorporateAmericaisbetween150pointsto250points. 美国业界的平均分在150到250之间。ManycompaniesthathavewonBaldrigeAwardsreceivedscoresbetween650pointsand750points. 许多已经获得波多里奇奖的公司得分在650到750之间。Wedonothavetousethescoringsystemtocarryoutself-assessmenttoinitiateimprovementactions. 我们不一定要是用计分体系进行自我评估，开始改进活动。2023/6/716PreparedbyStategy,RiskandRating科飞咨询翻译

Process过程“Process”referstothemethodsyourorganizationusesandimprovestoaddresstheItemrequirementsinCategories1–6.ThefourfactorsusedtoevaluateprocessareApproach,Deployment,Learning,andIntegration(A–D–L–I).“过程”是指组织用于致力于1-6大类种条款要求的方法。用于评价“过程”的四大要素有方式、拓展、学习与整合（A-D-L-I）。2023/6/717PreparedbyStategy,RiskandRating科飞咨询翻译“Approach”refersto:”方式”是指：-themethodsusedtoaccomplishtheprocess,-完成过程所用的方法；-theappropriatenessofthemethodstotheItemrequirements,-方法对条款要求的适当性；-theeffectivenessofuseofthemethods,-方法使用的有效性；-thedegreetowhichtheapproachisrepeatableandbasedonreliabledataandinformation(i.e.,systematic)-方式可重复操作的程度以及以可靠的数据和信息为基础（即系统的）。2023/6/718PreparedbyStategy,RiskandRating科飞咨询翻译“Deployment”referstotheextenttowhich“拓展”是指下列各项的范围：-yourapproachisappliedinaddressing,Itemrequirementsrelevantandimportanttoyourorganization,-方式被应用与组织相关并重要的项目要求。-yourapproachisappliedconsistently,

-方式被一致的应用。-yourapproachisusedbyallappropriateworkunits.

-方式被所有适当的工作单元应用。2023/6/719PreparedbyStategy,RiskandRating科飞咨询翻译“Learning”refersto:”学习”是指：-refiningyourapproachthroughcyclesofevaluationandimprovement,

-通过评价和改进循环精炼你的方式；-encouragingbreakthroughchangetoyourapproachthroughinnovation,

-鼓励通过创新获得方式方面的突破性变化；-sharingofrefinementsandinnovationwithotherrelevantworkunitsandprocessesinyourorganization.-与组织的其他相关工作单元和过程共享改进与创新。2023/6/720PreparedbyStategy,RiskandRating科飞咨询翻译“Integration”referstotheextenttowhich“整合”是指下列项目的程度：

-yourapproachisalignedwithyourorganizationalneedsidentifiedinotherCriteriaItemrequirements,-你的方式与其他标准条款需求中识别的组织需求相匹配；

-yourmeasures,information,andimprovementsystemsarecomplementaryacrossprocessesandworkunits,-你的测量、信息和改进体系是充分的；

-yourplans,processes,results,analysis,learning,andactionsareharmonizedacrossprocessesandworkunitstosupportorganization-widegoals.-你的计划、过程、结果、分析、学习，以及活动在整个流程和工作单位中协调一致，以支持组织广泛的目标。2023/6/721PreparedbyStategy,RiskandRating科飞咨询翻译Leadership领导力2023/6/722PreparedbyStategy,RiskandRating科飞咨询翻译Leadership(Category1)-Overview

领导力（第1类）-概述Leadershipaddresseshowyourseniorleadersguideyourorganizationinsettingorganizationalvalues,directions,andperformanceexpectations.Attentionisgiventohowyourseniorleaderscommunicatewithemployees,revieworganizationalperformance,andcreateanenvironmentthatencourageshighperformance.TheCategoryalsoincludesyourorganization’sgovernancesystem,itsresponsibilitiestothepublic,andhowyourorganizationpracticesgoodcitizenship.

领导力说明你的高层领导如何指导组织建立组织的价值、方向以及业绩期望。要注意高层领导如何与员工沟通，评审组织的业绩，并创建鼓励高业绩的环境。此类中还包括组织的治理体系，对公众的职责，以及组织如何成为荣誉市民。2023/6/723PreparedbyStategy,RiskandRating科飞咨询翻译DefinitionofHighPerformance高业绩的定义Theterm“high-performancework”referstoworkapproachesusedtosystematicallypursueever-higherlevelsofoverallorganizationalandindividualperformance,includingquality,productivity,innovationrate,andcycletimeperformance.High-performanceworkresultsinimprovedserviceforcustomersandotherstakeholders. 术语“高业绩工作”是指系统性的追求更高组织或个人表现的工作方法（包括质量、生产力、创新率以及周期时间业绩）。高业绩工作能导致对顾客和其他利益相关方服务的改进。Thedriversforhighperformanceare“goodhumanresourcespractices”and“organizationalandpersonallearning”.“良好的人力资源管理”以及“组织和人员的学习”是高业绩的驱动器。2023/6/724PreparedbyStategy,RiskandRating科飞咨询翻译LeadershipItems领导力条款（1）1.1OrganizationalLeadership组织的领导力Purpose目的 ThisItemexaminesthekeyaspectsofyourorganization’sleadershipandgovernancesystems.Italsoexamineshowleadershipandorganizationalperformancearereviewed.Itfocusesontheactionsofyourseniorleaderstocreateandsustainahigh-performanceorganization.

本条款检查组织领导力和治理体系的关键因素。还检查领导层如何对组织业绩进行评审。关注高层领导如何建立并维持高业绩组织的活动。2023/6/725PreparedbyStategy,RiskandRating科飞咨询翻译LeadershipItems领导力条款（2）1.2SocialResponsibility社会责任Purpose目的

ThisItemexamineshowyourorganizationfulfillsitspublicresponsibilities,ensuresthatyouandyourpartnersbehaveethically,andencourages,supports,andpracticesgoodcitizenship.

本条款检查组织怎样履行其公共职责，确保组织及合作方的行为道德，并鼓励、支持并努力成为荣誉市民。2023/6/726PreparedbyStategy,RiskandRating科飞咨询翻译Leadership-Comments领导力——注释(1)

Leadership’scentralrolesinsettingvaluesanddirections, creatingandbalancingvalueforallstakeholders,anddriving andreviewingperformancearethefocusofthisItem. Successrequiresastrongorientationtothefutureanda commitmenttobothimprovementandinnovation. Increasingly,thisrequirescreatinganenvironmentfor empowermentandagility,aswellasthemeansforrapidand effectiveapplicationofknowledge. 领导层的中心职责就是建立价值和方向，为所有利益相关方创 造并平衡价值，推动业绩发展并对业绩进行评审是本条的焦点。 组织的成功需要对未来方向强有力的把握，以及对改进和创新的 承诺。这需要创建一个完全授权及灵活的环境，以及快速有效的 知识应用方法。2023/6/727PreparedbyStategy,RiskandRating科飞咨询翻译Theorganizationalgovernancerequirementisintendedtoaddresstheneedforaresponsible,informed,andaccountablegovernancebodythatcanprotecttheinterestsofkeystakeholders,suchasstockholders.Itshouldhaveindependenceinreviewandauditfunctions.ItshouldalsohaveaperformanceevaluationfunctionthatmonitorsorganizationalandCEOperformance. 组织的治理要求要致力于能保护关键利益相关方利益的（例如股东）职责范围内的、规定的、可说明的管理层需求。评审和审核运作过程应独立。还应该能对监控组织以及CEO的业绩进行评价。Leadership-Comments领导力——注释(2)2023/6/728PreparedbyStategy,RiskandRating科飞咨询翻译GeoOrbPolymersGovernanceSystem

GeoOrbPolymers管理体系BoardofDirectorsLevel董事会层- 8external,independentdirectors;4internaldirectors.8个外部的独立董事，4个内部董事- NominatingCommittee,CompensationCommittee,AuditCommittee,LitigationCommittee.

提名委员会、报酬委员会、审核委员会、诉讼委员会TopManagementLevel高级领导层- EthicsCommittee,SH&ECommittee,HumanResourcesCommittee,StrategicMaterialCommittee.

道德委员会、职业安全卫生管理体系/环境管理体系委员会、人力资源委员会、战略委员会2023/6/729PreparedbyStategy,RiskandRating科飞咨询翻译Thisincludesnotonlyhowwellyoucurrentlyareperformingbutalsohowwellyouaremovingtowardthefuture.Itisanticipatedthatthereviewfindingswillprovideareliablemeanstoguidebothimprovementandopportunitiesforinnovationthataretiedtoyourorganization’skeyobjectives,successfactors,andmeasures.Therefore,animportantcomponentofyourseniorleaders’organizationalreviewisthetranslationofthereviewfindingsintoanactionagendasufficientlyspecificfordeploymentthroughoutyourorganizationandtoyoursuppliers,partners,andkeycustomers.

这不仅包括你目前如何进行还包括未来如何发展。评审结果能提供一种可靠的方法，这种方法既能指导组织的改进，又能为与组织关键目标、成功要素以及测量相关的创新机会。因此高层领导组织评审的重要部分就是将评审结果转化成行动方案，方案必需特性化及详细到能在组织以及供方、合作方和关键顾客中充分拓展。Leadership-Comments领导力——注释(3)2023/6/730PreparedbyStategy,RiskandRating科飞咨询翻译Anintegralpartofperformancemanagementandimprovementisproactivelyaddressing(1)theneedforethicalbehavior,(2)legalandregulatoryrequirements,and(3)riskfactors.Addressingtheseareasrequiresestablishingappropriatemeasuresorindicatorsthatseniorleaderstrackintheiroverallperformancereview.Yourorganizationshouldbesensitivetoissuesofpublicconcern,whetherornottheseissuesarecurrentlyembodiedinlaw.Rolemodelorganizationslookforopportunitiestoexceedrequirementsandtoexcelinareasoflegalandethicalbehavior. 业绩管理和改进的主要部分就是主动致力于(1)道德行为需求，(2)法规和规章要求,(3)风险因素。致力于这些领域需要建立高层领导追踪综合业绩评审所用的测量标准或指标。组织应该对公众关注问题保持高度敏感，无论这些问题目前是否体现在法律上。榜样型组织寻找机会超越这些要求以及法律道德行为标准。Leadership-Comments领导力——注释(4)2023/6/731PreparedbyStategy,RiskandRating科飞咨询翻译Goodcitizenshipopportunitiesareavailabletoorganizationsofallsizes.Theseopportunitiesincludeencouragingandsupportingyouremployees’communityservice.

所有组织都有成为荣誉市民的机会。这些机会包括鼓励和支持组织员工进行地方服务。Examplesoforganizationalcommunityinvolvementincludepartneringwithschoolsandschoolboardstoimproveeducation;partneringwithhealthcareproviderstoimprovehealthinthelocalcommunitybyprovidingeducationandvolunteerservicestoaddresspublichealthissues;andpartneringtoinfluencetrade,business,andprofessionalassociationstoengageinbeneficial,cooperativeactivities,suchassharingbestpracticestoimproveoverallU.S.globalcompetitivenessandtheenvironment.

组织社会活动的实例包括与学校和学校管理委员会合作以改进教育；与健康服务提供者合作，通过提供教育和志愿服务致力于公共健康问题，以改进地方群体的健康；与有影响的贸易、商业和专业协会合作，以进行有益的合作活动，例如分享最佳惯例以改进全美的全球竞争力和环境。Leadership-Comments领导力——注释(5)2023/6/732PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/733PreparedbyStategy,RiskandRating科飞咨询翻译Definitions2023/6/734PreparedbyStategy,RiskandRating科飞咨询翻译G-ORB’sTeams(1)2023/6/735PreparedbyStategy,RiskandRating科飞咨询翻译G-ORB’sTeam

(2)2023/6/736PreparedbyStategy,RiskandRating科飞咨询翻译ExamplesofG-ORB’sPerformanceReviews2023/6/737PreparedbyStategy,RiskandRating科飞咨询翻译Exampleoftakingactionsagainst

onreviewfindings

依据评审结果采取措施的实例(1)Inlate2002,NavigationReviewsindicatedachangingbusinessenvironment.Thebusinesscycleforthechemicalindustryisheadingdownward,withpotentialnegativeimpactsonG-ORB’sbusinesscostsandmargins.

2002年末，”航行评审“显示了商业环境的变化。化学工业开始走下坡，对于G-ORB商业成本和利润潜在的负面影响。

2023/6/738PreparedbyStategy,RiskandRating科飞咨询翻译Exampleoftakingactionsagainst

onreviewfindings

依据评审结果采取措施的实例(2)TheOptimalTeamhasbegunaKAIZENImprovementProjecttomeettheCourseCoordinatelevelsdefinedintheStrategyMap.ThesecostpressuresalsoareimpactingtheexecutionofTeamDevelopmentandLearningMaps.ThePerformanceTeamhasestablishedaKAIZENImprovementProjectwithGPS-USAtodefineCourseCorrectionsformeetingtrainingneedsinacostconstrainedenvironment.ThechangeinthebusinessenvironmentwillbeamajorfocusoftheupcomingGyroscopeConstantCalibration(GCC)Process.

最优队伍已经开始KAIZEN改进项目以满足战略图规定的课程调整。这些成本压力还影响了队伍发展以及学习图的执行。业绩队伍与GPS-USA建立了KAIZEN改进项目，以在成本有限的情况下修改课程，满足培训需求。商业环境的这些变化将会是下一次GCCP的主要关注点。2023/6/739PreparedbyStategy,RiskandRating科飞咨询翻译KaizenImprovementProcess2023/6/740PreparedbyStategy,RiskandRating科飞咨询翻译G-ORG’sCommunityTargetsandActivities2023/6/741PreparedbyStategy,RiskandRating科飞咨询翻译CSRBusinessCasearguments

CSR案例讨论CSRinitiativeswillandleadto:启动CSR将会导致：Increaseemployeeloyalty增加员工忠诚Increaseattractivenessasemployer增加雇主的吸引力Improveoperationalriskmanagement

改进运作风险的管理Strengthenbrand强化品牌Reducecapitalcosts降低资金成本Reduceoperatingcosts降低运作成本Manyoftheselinksarenotsubstantiatedwithdata.

这些假设许多不能用数据证实

Profit利益2023/6/742PreparedbyStategy,RiskandRating科飞咨询翻译企业持续发展——定义企业持续发展是创造长期利益相关方价值的一种经营方法…通过抓住机会，管理风险源自于经济、环境和社会发展2023/6/743PreparedbyStategy,RiskandRating科飞咨询翻译道琼斯全球可持续发展指数——特征第一个追踪全球持续发展领导者财政业绩的全球持续发展指数与道琼斯全球指数族完全整合基于经济、环境以及社会标准的最佳等级因地理位置和商业形式的不同呈多样性一致的、灵敏的以及可供投资的2023/6/744PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/745PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/746PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/747PreparedbyStategy,RiskandRating科飞咨询翻译CorporateSustainabilityAssessmentCriteria

企业持续发展能力评估标准DimensionCriteria Weight维数标准比重Economic

1.CodesofConduct/Compliance/Corruption&Bribery3%经济 产品法规/符合性贪污/受贿2.CorporateGovernance企业管理5.4% 3.CustomerRelationshipManagement顾客关系管理 3% 4.FinancialRobustness财政实力 3.6%5.InvestorRelations投资关系 2.4% 6.Risk&CrisisManagement风险及危机管理 3.6% 7.Scorecard/MeasurementSystems记分卡/管理体系4.2% 8.StrategicPlanning战略策划 5.4%9.IndustrySpecificCriteria行业特殊标准various

多样化

2023/6/748PreparedbyStategy,RiskandRating科飞咨询翻译CorporateSustainabilityAssessmentCriteria企业可持续发展评估标准

DimensionCriteria Weight维数标准比重Environment1.EnvironmentalPolicy/Management

3%环境环境方针/管理

2.EnvironmentalPerformance 4.2%

环境业绩

3.Environmentalreporting1.8%

环境报告

4.IndustrySpecificCriteria various

行业特殊标准多样化2023/6/749PreparedbyStategy,RiskandRating科飞咨询翻译CorporateSustainabilityAssessmentCriteria企业可持续发展评估标准

DimensionCriteria Weight维数标准比重Social1.CorporateCitizenship/Philanthropy 企业公民身份/慈善事业 2.4%社会 2.StakeholdersEngagement利益相关方承诺4.2%3.LaborPracticeIndicators劳动惯例指标 3% 4.HumanCapitalDevelopment人力资本发展3.6% 5.KnowledgeManagement/OrganizationalLearning3%

知识管理/组织学习

6.SocialReporting社会报告 3.6% 7.TalentAttraction&Retention人才吸收与保持4.2% 8.StandardsofSuppliers供方标准 1.8% 9.IndustrySpecificCriteria行业特殊标准 various 多样化

2023/6/750PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/751PreparedbyStategy,RiskandRating科飞咨询翻译2023/6/752PreparedbyStategy,RiskandRating科飞咨询翻译StrategicPlanning战略策划2023/6/753PreparedbyStategy,RiskandRating科飞咨询翻译StrategicPlanning(Category2)-Overview

战略策划（分类2）-概述StrategicPlanningaddressesstrategicandactionplanning,deploymentofplans,andhowaccomplishmentsaremeasuredandsustained.TheCategorystressesthatcustomerdrivenqualityandoperationalperformancearekeystrategicissuesthatneedtobeintegralpartsofyourorganization’soverallplanning.

战略策划致力于战略和活动计划，计划的拓展，以及计划完成情况如何被测量和保持。本分类强调顾客驱动的质量以及运作业绩是需要整合到组织总体计划中的关键战略问题。2023/6/754PreparedbyStategy,RiskandRating科飞咨询翻译TheCriteriaemphasizethatimprovementandlearningneedtobeembeddedinworkprocesses.Thespecialroleofstrategicplanningistoalignworkprocesseswithyourorganization’sstrategicdirections,therebyensuringthatimprovementandlearningreinforceorganizationalpriorities. 标准强调改进和学习需要深入到工作过程中。战略策划的明确任务就是按照组织的战略方向调配工作过程，从而确保改进和学习加强组织优势。ThemaindriverwithlinkagestoallotherCategories.Itisthebaseforalignment.主要驱动器与所有其他分类联系。战略策划是一贯性的基础。StrategicPlanning(Category2)-Overview

战略策划（分类2）-概述2023/6/755PreparedbyStategy,RiskandRating科飞咨询翻译WhatisStrategy?什么是战略(1)Theprocessbywhichtheguidingmembersofanorganizationenvisionitsfutureanddevelopthenecessaryroadmaps,proceduresandoperationstoachievethatfuture. 指导组织成员预想其未来目标并制定完成该目标所需的路线图、程序和运作的过程。Themeasuresforrealizingthevisionoftheorganization,basedonanalysisofitsbusinessenvironmentandinternalresources(TRQ0005,QualityManagementsystem-Guidelinesforsustainablegrowth) 实现组织远景的手段，基于对其商业环境和内部资源的分析（TRQ0005,质量管理体系——持续发展指南）Itisnotlong-termplanning(theextrapolationofthecurrentbusinesstrends.) 这不是长期的策划。（当前商业趋势的推断）2023/6/756PreparedbyStategy,RiskandRating科飞咨询翻译WhatisStrategy?什么是战略(2)Itismorethananattempttoanticipatethefutureandprepareaccordingly.Itinvolvesabelievethataspectsofthefuturecanbeinfluencedandchangedbywhatwecandonow. 战略是一种意图，预计未来并为此做准备。也是一种相信目前的行为将可以掌握未来的信念。Otherthanquantitativeanalysis,itrequirescreativity,honesty,ethics,andalevelofsoulsearching. 除了定量分析，战略需要创造力、诚实、道德以及某种程度上的灵魂自我探讨。Itisaboutseeingtheoptionsandmakingthechoices-choicesaboutwhatnottodoasimportantaschoicesaboutwhattodo. 战略要观察选择项并做出选择—选择不做什么和选择做什么同样重要。2023/6/757PreparedbyStategy,RiskandRating科飞咨询翻译StrategicPlanningItems战略策划条款（1）2.1StrategyDevelopment战略发展Purpose:ThisItemexamineshowyourorganizationsetsstrategicdirectionsanddevelopsyourstrategicobjectives,guidingandstrengtheningyouroverallperformance,competitiveness,andfuturesuccess.

目的：本条款检查组织怎样建立战略方向并发展其战略目标，指导并加强组织的综合业绩、竞争力以及未来的成功。2023/6/758PreparedbyStategy,RiskandRating科飞咨询翻译StrategicPlanningItems战略策划条款（2）2.2StrategyDeployment战略拓展Purpose:ThisItemexamineshowyourorganizationconvertsyourstrategicobjectivesintoactionplanstoaccomplishtheobjectives.Italsoexamineshowyourorganizationassessesprogressrelativetotheseactionplans.Theaimistoensurethatyourstrategiesaredeployedforgoalachievement.

目的：本条款检查组织怎样将战略目标转化成活动计划，以完成战略目标。还检查组织怎样评估与这些活动计划相关的进展情况。目的是为了确保战略被拓展，以达到目标完成。2023/6/759PreparedbyStategy,RiskandRating科飞咨询翻译StrategicPlanning-Comments战略策划—注释(1)ThisItemcallsforbasicinformationontheplanningprocessandforinformationonallthekeyinfluences,risks,challenges,andotherrequi