日化行业业绩卓越奖及波多里奇奖三

Subject主题4Category,Item,AreaandSpecificQuestionsaskedbytheBaldrigeModel波多里奇所要求的类、条款、区域和特殊问题2023/1/291PreparedbyStategy,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2023/1/292PreparedbyStategy,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。2023/1/293PreparedbyStategy,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。2023/1/294PreparedbyStategy,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。2023/1/295PreparedbyStategy,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。2023/1/296PreparedbyStategy,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）2023/1/297PreparedbyStategy,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。2023/1/298PreparedbyStategy,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)2023/1/299PreparedbyStategy,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。2023/1/2910PreparedbyStategy,RiskandRating科飞咨询翻译KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（2）标准的关键特特性—保持组织广泛泛的目标调整整(2)AlignmentintheCriteriaisbuiltaroundconnectingandreinforcingmeasuresderivedfromyourorganization’sprocessesandstrategy.Theuseofmeasuresthuschannelsdifferentactivitiesinconsistentdirectionswithlessneedfordetailedprocedures,centralizeddecisionmaking,orprocessmanagement.Measurestherebyservebothasacommunicationstoolandabasisfordeployingconsistentoverallperformancerequirements.Suchalignmentensuresconsistencyofpurposewhilealsosupportingagility,innovation,anddecentralizeddecisionmaking.标准中的一贯贯性建立在相相关的组织过过程和战略所所引发的测量量上。使用测测量能引导不不同的活动的的朝向同一方方向，而较少少需要详细的的程序、集中中决策、或者者过程管理。。因此测量既既可以作为沟沟通工具，又又可以用来部部署一致性的的绩效要求。。一贯性在支支持灵敏性、、创新以及授授权的同时，，还能确保目目标的一致性性。2023/1/611PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译KeyCharacteristicsoftheCriteria-SupportGoal-BasedDiagnosis标准准的的关关键键特特性性—支持持基基于于诊诊断断所所得得出出的的目目标标Andiagnosisassessmentprovidesaprofileofstrengthsandopportunitiesforimprovementrelativetothe19criticalbasicrequirements.TheScoringGuidelinesspellouttheassessmentdimensions-Approach,Deployment,andResults-andthekeyfactorsusedtoassesseachdimension.Inthisway,assessmentleadstoactionsthatcontributetoperformanceimprovementinallareas.Thisdiagnosticassessmentisausefulmanagementtoolthatgoesbeyondmostperformancereviewsandisapplicabletoawiderangeofstrategiesandmanagementsystems.诊断评评估提提供了了与19个关键键基本本要求求相关关的改改进机机会和和强点点的剖剖析。。计分分指南南清楚楚地说说明了了评估估维数数——方法、、调整整以及及结果果和评评估每每一维维数的的关键键要素素。用用此种种方式式，评评估能能够导导致贡贡献于于所有有区域域业绩绩改进进的活活动。。诊断断评估估是一一种有有用的的管理理工具具，并并且适适用于于广泛泛范围围的战战略和和管理理体系系。2023/1/612PreparedbyStategy,RiskandRating科科飞咨询询翻译2023/1/613PreparedbyStategy,RiskandRating科科飞咨询询翻译2003CategoriesandItemsPointValues2003分类和条款款评评价分数1.Leadership领导力1201.1OrganizationalLeadership(70),组织的领领导力1.2SocialResponsibility(50)社会责任任2.StrategicPlanning战略策划划852.1StrategyDevelopment(40),战略发展展2.2StrategyDeployment(45)战略部署署3.CustomerandMarketFocus顾客和市市场关注注853.1CustomerandMarketKnowledge(40),顾客和市市场知识识3.2CustomerRelationshipsandSatisfaction(45)顾客关系系和满意意度4.Measurement,Analysis,andKnowledgeManagement90测量、分析及及知识管理4.1MeasurementandAnalysisofOrganizationalPerformance(45),组织业绩的测测量和分析4.2InformationandKnowledgeManagement(45)信息和知识管管理2023/1/614PreparedbyStategy,RiskandRating科飞咨询询翻译2003CategoriesandItemsPointValues2003分类和条款评评价分数5.HumanResourceFocus人力资源关注注855.1WorkSystems(35),工作体系5.2EmployeeLearningandMotivation(25),员工学习和动动机5.3EmployeeWell-BeingandSatisfaction(25)员工福利和满满意度6.ProcessManagement过程惯例856.1ValueCreationProcesses(50),价值创造过程程6.2SupportProcesses(35)支持过程7.BusinessResults经营结果4507.1Customer-FocusedResults(75)关注顾客的结结果7.2ProductandServiceResults(75)产品和服务结结果7.3FinancialandMarketResults(75)财政和市场结结果7.4HumanResourceResults(75)人力资源结果果7.5OrganizationalEffectivenessResults(75)组织效力结果果7.6GovernanceandSocialResponsibilityResults(75)管理和社会责责任结果TOTALPOINTS:10002023/1/615PreparedbyStategy,RiskandRating科飞咨询询翻译ExpectationsaboutScores得分预计MostcompaniesthinktheyratemuchhigherontheBaldrigeScalethantheyreallymerit.Theresultsfromansweringquestionsurveysarenotreliable.PeopletendtothinkthattheyarefurtheralongapplyingtheBaldrigeCriteria.大多数公司自自我评分的结结果较客观的的实际分数高高很多。TheaveragecorporateAmericaisbetween150pointsto250points.美国业界的平平均分在150到250之间。ManycompaniesthathavewonBaldrigeAwardsreceivedscoresbetween650pointsand750points.许多已经获得得波多里奇奖奖的公司得分分在650到750之间。Wedonothavetousethescoringsystemtocarryoutself-assessmenttoinitiateimprovementactions.我们不一定要要是用计分体体系进行自我我评估，开始始改进活动。。2023/1/616PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译Process过程“Process””referstothemethodsyourorganizationusesandimprovestoaddresstheItemrequirementsinCategories1–6.ThefourfactorsusedtoevaluateprocessareApproach,Deployment,Learning,andIntegration(A––D––L––I).“过程””是指指组织织用于于致力力于1-6大类种种条款款要求求的方方法。用用于评评价““过程程”的的四大大要素素有方方式、、拓展展、学学习与与整合（（A-D-L-I）。2023/1/617PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译“Approach””refersto:””方式””是指指：-themethodsusedtoaccomplishtheprocess,-完成过过程所所用的的方法法；-theappropriatenessofthemethodstotheItemrequirements,-方法对对条款款要求求的适适当性性；-theeffectivenessofuseofthemethods,-方法使使用的的有效效性；；-thedegreetowhichtheapproachisrepeatableandbasedonreliabledataandinformation(i.e.,systematic)-方式可可重复复操作作的程程度以以及以以可靠靠的数数据和和信息息为基基础（（即系系统的的）。。2023/1/618PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译“Deployment””referstotheextenttowhich“拓展展”是是指下下列各各项的的范围围：-yourapproachisappliedinaddressing,Itemrequirementsrelevantandimportanttoyourorganization,-方式被应用用与组织相相关并重要要的项目要要求。-yourapproachisappliedconsistently,-方式被一致致的应用。。-yourapproachisusedbyallappropriateworkunits.-方式被所有有适当的工工作单元应应用。2023/1/619PreparedbyStategy,RiskandRating科科飞咨询询翻译“Learning””refersto:””学习”是指指：-refiningyourapproachthroughcyclesofevaluationandimprovement,-通过评价和和改进循环环精炼你的的方式；-encouragingbreakthroughchangetoyourapproachthroughinnovation,-鼓励通过创创新获得方方式方面的的突破性变变化；-sharingofrefinementsandinnovationwithotherrelevantworkunitsandprocessesinyourorganization.-与组织的其其他相关工工作单元和和过程共享享改进与创创新。2023/1/620PreparedbyStategy,RiskandRating科科飞咨询询翻译“Integration”referstotheextenttowhich“整合”是指下下列项目的程程度：-yourapproachisalignedwithyourorganizationalneedsidentifiedinotherCriteriaItemrequirements,-你的方式与其其他标准条款款需求中识别别的组织需求求相匹配；-yourmeasures,information,andimprovementsystemsarecomplementaryacrossprocessesandworkunits,-你的测量、信信息和改进体体系是充分的的；-yourplans,processes,results,analysis,learning,andactionsareharmonizedacrossprocessesandworkunitstosupportorganization-widegoals.-你的计划、过过程、结果、、分析、学习习，以及活动动在整个流程程和工作单位位中协调一致致，以支持组组织广泛的目目标。2023/1/621PreparedbyStategy,RiskandRating科飞咨询询翻译Leadership领导力2023/1/622PreparedbyStategy,RiskandRating科飞咨询询翻译Leadership(Category1)-Overview领导力（第1类）-概述Leadershipaddresseshowyourseniorleadersguideyourorganizationinsettingorganizationalvalues,directions,andperformanceexpectations.Attentionisgiventohowyourseniorleaderscommunicatewithemployees,revieworganizationalperformance,andcreateanenvironmentthatencourageshighperformance.TheCategoryalsoincludesyourorganization’sgovernancesystem,itsresponsibilitiestothepublic,andhowyourorganizationpracticesgoodcitizenship.领导力说明你你的高层领导导如何指导组组织建立组织织的价值、方方向以及业绩绩期望。要注注意高层领导导如何与员工工沟通，评审审组织的业绩绩，并创建鼓鼓励高业绩的的环境。此类类中还包括组组织的治理体体系，对公众众的职责，以以及组织如何何成为荣誉市市民。2023/1/623PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译DefinitionofHighPerformance高业业绩绩的的定定义义Theterm““high-performancework””referstoworkapproachesusedtosystematicallypursueever-higherlevelsofoverallorganizationalandindividualperformance,includingquality,productivity,innovationrate,andcycletimeperformance.High-performanceworkresultsini 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。2023/1/624PreparedbyStategy,RiskandRating科科飞咨咨询翻译译LeadershipItems领导力条条款（1）1.1OrganizationalLeadership组织的领领导力Purpose目的ThisItemexaminesthekeyaspectsofyourorganization’sleadershipandgovernancesystems.Italsoexamineshowleadershipandorganizationalperformancearereviewed.Itfocusesontheactionsofyourseniorleaderstocreateandsustainahigh-performanceorganization.本条款检检查组织织领导力力和治理理体系的的关键因因素。还还检查领领导层如如何对组组织业绩绩进行评评审。关关注高层层领导如如何建立立并维持持高业绩绩组织的的活动。。2023/1/625PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译LeadershipItems领导力力条款款（2）1.2SocialResponsibility社会责责任Purpose目的ThisItemexamineshowyourorganizationfulfillsitspublicresponsibilities,ensuresthatyouandyourpartnersbehaveethically,andencourages,supports,andpracticesgoodcitizenship.本条款款检查查组织织怎样样履行行其公公共职职责，，确保保组织织及合合作方方的行行为道道德，，并鼓鼓励、、支持持并努努力成成为荣荣誉市市民。。2023/1/626PreparedbyStategy,RiskandRating科科飞咨询询翻译Leadership-Comments领导力——注释(1)Leadership’scentralrolesinsettingvaluesanddirections,creatingandbalancingvalueforallstakeholders,anddrivingandreviewingperformancearethefocusofthisItem.Successrequiresastrongorientationtothefutureandacommitmenttobothimprovementandinnovation.Increasingly,thisrequirescreatinganenvironmentforempowermentandagility,aswellasthemeansforrapidand effectiveapplicationofknowledge.领导层的中中心职责就就是建立价价值和方向向，为所有有利益相关关方创造造并平衡价价值，推动动业绩发展展并对业绩绩进行评审审是本条的的焦点。组组织的成成功需要对对未来方向向强有力的的把握，以以及对改进进和创新的的 承诺。。这需要创创建一个完完全授权及及灵活的环环境，以及及快速有效效的 知识识应用方法法。2023/1/627PreparedbyStategy,RiskandRating科科飞咨询询翻译Theorganizationalgovernancerequirementisintendedtoaddresstheneedforaresponsible,informed,andaccountablegovernancebodythatcanprotecttheinterestsofkeystakeholders,suchasstockholders.Itshouldhaveindependenceinreviewandauditfunctions.ItshouldalsohaveaperformanceevaluationfunctionthatmonitorsorganizationalandCEOperformance.组织织的的治治理理要要求求要要致致力力于于能能保保护护关关键键利利益益相相关关方方利利益益的的（（例例如如股股东东））职职责责范范围围内内的的、、规规定定的的、、可可说说明明的的管管理理层层需需求求Leadership-Comments领导力——注释(2)2023/1/628PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译GeoOrbPolymersGovernanceSystemGeoOrbPolymers管理体体系BoardofDirectorsLevel董事会会层-8external,independentdirectors;4internaldirectors.8个外部部的独独立董董事，，4个内部部董事事-NominatingCommittee,CompensationCommittee,AuditCommittee,LitigationCommittee.提名委委员会会、报报酬委委员会会、审审核委委员会会、诉诉讼委委员会会TopManagementLevel高级领领导层层-EthicsCommittee,SH&ECommittee,HumanResourcesCommittee,StrategicMaterialCommittee.道德委委员会会、职职业安安全卫卫生管管理体体系/环境管管理体体系委委员会会、人人力资资源委委员会会、战战略委委员会会2023/1/629PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译Thisincludesnotonlyhowwellyoucurrentlyareperformingbutalsohowwellyouaremovingtowardthefuture.Itisanticipatedthatthereviewfindingswillprovideareliablemeanstoguidebothimprovementandopportunitiesforinnovationthataretiedtoyourorganization’’skeyobjectives,successfactors,andmeasures.Therefore,animportantcomponentofyourseniorleaders’organizationalreviewisthetranslationofthereviewfindingsintoanactionagendasufficientlyspecificfordeploymentthroughoutyourorganizationandtoyoursuppliers,partners,andkeycustomers.这不仅包包括你目目前如何何进行还还包括未未来如何何发展。。评审结结果能提提供一种种可靠的的方法，，这种方方法既能能指导组组织的改改进，又又能为与与组织关关键目标标、成功功要素以以及测量量相关的的创新机机会。因因此高层层领导组组织评审审的重要要部分就就是将评评审结果果转化成成行动方方案，方方案必需需特性化化及详细细到能在在组织以以及供方方、合作作方和关关键顾客客中充分分拓展。。Leadership-Comments领导力——注释(3)2023/1/630PreparedbyStategy,RiskandRating科科飞咨咨询翻译译Anintegralpartofperformancemanagementandimprovementisproactivelyaddressing(1)theneedforethicalbehavior,(2)legalandregulatoryrequirements,and(3)riskfactors.Addressingtheseareasrequiresestablishingappropriate 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)2023/1/631PreparedbyStategy,RiskandRating科飞咨询询翻译Goodcitizenshipopportunitiesareavailabletoorganizationsofallsizes.Theseopportunitiesincludeencouragingandsupportingyouremployees’’communityservice.所有组织都有有成为荣誉市市民的机会。。这些机会包包括鼓励和支支持组织员工工进行地方服服务。Examplesoforganizationalcommunityinvolvementincludepartneringwithschoolsandschoolboardstoimproveeducation;partneringwithhealthcareproviderstoimprovehealthinthelocalcommunitybyprovidingeducationandvolunteerservicestoaddresspublichealthissues;andpartneringtoinfluencetrade,business,andprofessionalassociationstoengageinbeneficial,cooperativeactivities,suchassharingbestpracticestoimproveoverallU.S.globalcompetitivenessandtheenvironment.组织社会活动动的实例包括括与学校和学学校管理委员员会合作以改改进教育；与与健康服务提提供者合作，，通过提供教教育和志愿服服务致力于公公共健康问题题，以改进地地方群体的健健康；与有影影响的贸易、、商业和专业业协会合作，，以进行有益益的合作活动动，例如分享享最佳惯例以以改进全美的的全球竞争力力和环境。Leadership-Comments领导力——注释(5)2023/1/632PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译2023/1/633PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译Definitions2023/1/634PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译G-ORB’sTeams(1)2023/1/635PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译G-ORB’sTeam(2)2023/1/636PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译ExamplesofG-ORB’sPerformanceReviews2023/1/637PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译Exampleoftakingactionsagainstonreviewfindings依据评评审结结果采采取措措施的的实例例(1)Inlate2002,NavigationReviewsindicatedachangingbusinessenvironment.Thebusinesscycleforthechemicalindustryisheadingdownward,withpotentialnegativeimpactsonG-ORB’’sbusinesscostsandmargins.2002年末，，”航航行评评审““显示示了商商业环环境的的变化化。化化学工工业开开始走走下坡坡，对对于G-ORB商业成成本和和利润润潜在在的负负面影影响。。2023/1/638PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译Exampleoftakingactionsagainstonreviewfindings依据评评审结结果采采取措措施的的实例例(2)TheOptimalTeamhasbegunaKAIZENImprovementProjecttomeettheCourseCoordinatelevelsdefinedintheStrategyMap.ThesecostpressuresalsoareimpactingtheexecutionofTeamDevelopmentandLearningMaps.ThePerformanceTeamhasestablishedaKAIZENImprovementProjectwithGPS-USAtodefineCourseCorrectionsformeetingtrainingneedsinacostconstrainedenvironment.ThechangeinthebusinessenvironmentwillbeamajorfocusoftheupcomingGyroscopeConstantCalibration(GCC)Process.最优队队伍已已经开开始KAIZEN改进项项目以以满足足战略略图规规定的的课程程调整整。这这些成成本压压力还还影响响了队队伍发发展以以及学学习图图的执执行。。业绩绩队伍伍与GPS-USA建立了KAIZEN改进项目目，以在在成本有有限的情情况下修修改课程程，满足足培训需需求。商商业环境境的这些些变化将将会是下下一次GCCP的主要关关注点。。2023/1/639PreparedbyStategy,RiskandRating科科飞咨咨询翻译译KaizenImprovementProcess2023/1/640PreparedbyStategy,RiskandRating科科飞咨询询翻译G-ORG’sCommunityTargetsandActivities2023/1/641PreparedbyStategy,RiskandRating科科飞咨询询翻译CSRBusinessCaseargumentsCSR案例讨论CSRinitiativeswillandleadto:启动CSR将会导致：：Increaseemployeeloyalty增加员工忠忠诚Increaseattractivenessasemployer增加雇主的的吸引力Improveoperationalriskmanagement改进运作风风险的管理理Strengthenbrand强化品牌Reducecapitalcosts降低资金成成本Reduceoperatingcosts降低运作成成本Manyoftheselinksarenotsubstantiatedwithdata.这些假设许许多不能用用数据证实实Profit利益2023/1/642PreparedbyStategy,RiskandRating科科飞咨询询翻译企业持续发发展——定义企业持续发发展是创造造长期利益益相关方价价值的一种种经营方法法…通过抓住机机会，管理理风险源自于经济济、环境和和社会发展展2023/1/643PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译道琼琼斯斯全全球球可可持持续续发发展展指指数数———特征征第一一个个追追踪踪全全球球持持续续发发展展领领导导者者财财政政业业绩绩的的全全球球持持续续发发展展指指数数与道道琼琼斯斯全全球球指指数数族族完完全全整整合合基于于经经济济、、环环境境以以及及社社会会标标准准的的最最佳佳等等级级因地地理理位位置置和和商商业业形形式式的的不不同同呈呈多多样样性性一致致的的、、灵灵敏敏的的以以及及可可供供投投资资的的2023/1/644PreparedbyStategy,RiskandRating科飞咨询询翻译2023/1/645PreparedbyStategy,RiskandRating科飞咨询询翻译2023/1/646PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译2023/1/647PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译CorporateSustainabilityAssessmentCriteria企业持续发发展能力评评估标准DimensionCriteriaWeight维数标标准比比重Economic1.CodesofConduct/Compliance/Corruption&Bribery3%经济产产品法规/符合性贪污污/受贿2.CorporateGovernance企业管理5.4%3.CustomerRelationshipManagement顾客关系管管理3%4.FinancialRobustness财政实力3.6%5.InvestorRelations投资关系2.4%6.Risk&CrisisManagement风险及危危机管理理3.6%7.Scorecard/MeasurementSystems记分卡/管理体系系4.2%8.StrategicPlanning战略策划划5.4%9.IndustrySpecificCriteria行业特殊殊标准various多样化2023/1/648PreparedbyStategy,RiskandRating科科飞咨咨询翻译译CorporateSustainabilityAssessmentCriteria企业可持持续发展展评估标标准DimensionCriteriaWeight维数标标准准比比重Environment1.EnvironmentalPolicy/Management3%环境环环境方针针/管理2.EnvironmentalPerformance4.2%环境业绩绩3.Environmentalreporting1.8%环境报告告4.IndustrySpecificCriteriavarious行业特殊殊标准多多样化化2023/1/649PreparedbyStategy,RiskandRating科科飞咨咨询翻译译CorporateSustainabilityAssessmentCriteria企业可持持续发展展评估标标准DimensionCriteriaWeight维数标标准准比比重Social1.CorporateCitizenship/Philanthropy企业公民民身份/慈善事业业2.4%社会2.StakeholdersEngagement利益相关关方承诺诺4.2%3.LaborPracticeIndicators劳动惯例例指标3%4.HumanCapitalDevelopment人力资本本发展3.6%5.KnowledgeManagement/OrganizationalLearning3%知识管理理/组织学习习6.SocialReporting社会报告3.6%7.TalentAttraction&Retention人才吸收与保保持4.2%8.StandardsofSuppliers供方标准1.8%9.IndustrySpecificCriteria行业特殊标准准various多样化2023/1/650PreparedbyStategy,RiskandRating科飞咨询询翻译2023/1/651PreparedbyStategy,RiskandRating科科飞咨询询翻译2023/1/652PreparedbyStategy,RiskandRating科科飞咨询询翻译StrategicPlanning战略策划2023/1/653PreparedbyStategy,RiskandRating科科飞咨询询翻译StrategicPlanning(Category2)-Overview战略策划（（分类2）-概述述StrategicPlanningaddressesstrategicandactionplanning,deploymentofplans,andhowaccomplishmentsaremeasuredandsustained.TheCategorystressesthatcustomerdrivenqualityandoperationalperformancearekeystrategicissuesthatneedtobeintegralpartsofyourorganization’’soverallplanning.战略略策策划划致致力力于于战战略略和和活活动动计计划划，，计计划划的的拓拓展展，，以以及及计计划划完完成成情情况况如如何何被被测测量量和和保保持持。。本本分分类类强强调调顾顾客客驱驱动动的的质质量量以以及及运运作作业业绩绩是是需需要要整整合合到到组组织织总总体体计计划划中中的的关关键键战战略略问问题题。2023/1/654PreparedbyStategy,RiskandRating科科飞咨咨询翻译译TheCriteriaemphasizethatimprovementandlearningneedtobeembeddedinworkprocesses.Thespecialroleofstrategicplanningistoalignworkprocesseswithyourorganization’’sstrategicdirections,therebyensuringthatimprovementandlearningreinforceorganizationalpriorities.标准强调调改进和和学习需需要深入入到工作作过程中中。战略略策划的的明确任任务就是是按照组组织的战战略方向向调配工工作过程程，从而而确保改改进和学学习加强强组织优优势。ThemaindriverwithlinkagestoallotherCategories.Itisthebaseforalignment.主要驱动动器与所所有其他他分类联联系。战战略策划划是一贯贯性的基基础。StrategicPlanning(Category2)-Overview战略策划划（分类类2）-概述2023/1/655PreparedbyStategy,RiskandRating科科飞飞咨询询翻译译WhatisStrategy?什么是是战略略(1)Theprocessbywhichtheguidingmembersofanorganizationenvisionitsfutureanddevelopthenecessaryroadmaps,proceduresandoperationstoachievethatfuture.指导组组织成成员预预想其其未来来目标标并制制定完完成该该目标标所需需的路路线图图、程程序和和运作作的过过程。。Themeasuresforrealizingthevisionoftheorganization,basedonanalysisofitsbusinessenvironmentandinternalresources(TRQ0005,QualityManagementsystem-Guidelinesforsustainablegrowth)实现组织远远景的手段段，基于对对其商业环环境和内部部资源的分分析（TRQ0005,质量管理体体系——持续发展指指南）Itisnotlong-termplanning(theextrapolationofthecurrentbusinesstrends.)这不是长期期的策划。。（当前商商业趋势的的推断）2023/1/656PreparedbyStategy,RiskandRating科科飞咨询询翻译WhatisStrategy?什么是战略略(2)Itismorethananattempttoanticipatethefutureandprepareaccordingly.Itinvolvesabelievethataspectsofthefuturecanbeinfluencedandchangedbywhatwecandonow.战略是一种种意图，预预计未来并并为此做准准备。也是是一种相信信目前的行行为将可以以掌握未来来的信念。。Otherthanquantitativeanalysis,itrequirescreativity,honesty,ethics,andalevelofsoulsearching.除了定量分分析，战略略需要创造造力、诚实实、道德以以及某种程程度上的灵灵魂自我探探讨。Itisaboutseeingtheoptionsandmakingthechoices-choicesaboutwhatnottodoasimportantaschoicesaboutwhattodo.战略要观察察选择项并并做出选择择—选择不做什什么和选择择做什么同同样重要。。2023/1/657PreparedbyStategy,RiskandRating科科飞咨询询翻译StrategicPlanningItems战略策划条条款（1）2.1StrategyDevelopment战略发展Purpose:ThisItemexamineshowyourorganizationsetsstrategicdirectionsanddevelopsyourstrategicobjectives,guidingandstrengtheningyouroverallperformance,competitiveness,andfuturesuccess.目的：本条条款检查组组织怎样建建立战略方方向并发展展其战略目目标，指导导并加强组组织的综合合业绩、竞竞争力以及及未来的成成功。2023/1/658PreparedbyStategy,RiskandRating科科飞飞咨咨询询翻翻译译StrategicPlanningItems战略略策策划划条条款款（（2）2.2StrategyDeployment战略略拓拓展展Purpose:ThisItemexamineshowyourorganizationconvertsyourstrategicobjectivesintoactionplanstoaccomplishtheobjectives.Italsoexamineshowyourorganizationassessesprogressrelativetotheseactionplans.Theaimistoensurethatyourstrategiesaredeployedforgoalachievement.目的的：：本本条条款款检检查查组组织织怎怎样样将将战战略略目目标标转转化化成成活活动动计计划划，，以以完完成成战战略略目目标标。。还还检检查查组组织织怎怎样样评评估估与与这这些些活活动动计计划划相相关关的的进进展展情情况况。。目目的的是是为为了了确确保保战战略略被被拓拓展展，，以以达达到到目目标标完完成成。。2023/1/659PreparedbyStategy,RiskandRating科飞咨询询翻译StrategicPlanning-Comments战略策划—注释(1)ThisItemcallsforbasicinformationontheplanningprocessandforinformationonallthekeyinfluences,risks,challenges,andotherrequirementsthatmighta