©Centre for Sustainable Action is a cooperative created to support small to medium enterprises (SMEs) to embed sustainability within their business plans.
Tuesday, 5 October 2021
©Centre for Sustainable Action introduces investment opportunities for a sustainable future
©Centre for Sustainable Action is a cooperative created to support small to medium enterprises (SMEs) to embed sustainability within their business plans.
Understanding The Big Picture How Big Data Analytics Software Can Improve Quality, Safety And Environmental Risk Management
Abstract
For organizations to truly benefit from Quality 4.0, leaders must move beyond using data and computing technology to perform business-as-usual tasks toward managing the organization’s information footprint using data and information as an element of sustainability. The author outlines the 11 axes of the research institute LNS Research’s Quality 4.0 model and presents a case study showing how the model was applied to a train operating company in the United Kingdom to improve quality, safety and environmental risk management.
Friday, 8 January 2021
American Society for Quality (ASQ) Sustainability Survey
ASQ Sustainability Survey
Scan the QR Code to benchmark your Sustainability & CSR performance against best practice within your industry
https://www.surveymonkey.co.uk/r/ASQSustainabilitySurvey
#quality #sustainability #csr #climatechange #environment
Quality and Essesntial Element of Sustainable Development - American Society for Quality EED Summer Newsletter 2020
American Society for Quality EED Sutstainability Committee Strategic Plan - ASQ EED Summer Newsletter 2020
Sustainability Footprint: A Case of Persception in Two SMEs - American Society for Quality EED Summer Newsletter 2020
Thursday, 20 June 2019
©Certificate Sustainability Strategy Summer School 2019
Friday, 20 July 2018
UN Global Climate Action Summit Affiliate Event - How to Protect Your Business from Global Megaforces
How to Protect Your Business from Global Megaforces
Top Tools for Strategic Growth and Sustainable Wealth
Register to join our webcasts on SCSRTV during the UN Global Climate Action Summit
Dates: 12th, 13th and 14th September 2018
11am -12.30pm PST
20:00 - 21.30 GMT
3pm - 4.30pm EST
Thursday, 31 May 2018
Wednesday, 30 May 2018
The Four Swans of Sustainability and more...
https://bit.ly/2LB0DNw
10 Sustainability Megaforces (10MF) Guides
Celebrate European Sustainable Development Week by future proofing your business using the SMART actions outlined in each 10MF guide.
Tuesday, 29 May 2018
European Sustainable Development week 30 May - 5 June 2018
Tuesday, 8 May 2018
Management Systems and Performance Frameworks for Sustainability
Thursday, 10 August 2017
Garthdee Field Allotments and Community Garden Project
Thursday, 13 July 2017
Vattenfall European Offshore Wind Development Project Presentation
For further insight into embedding sustainability into your business. Register for the upcoming Certificate in Sustainability Strategy and Diploma in Sustainability Strategy by visiting our website www.SustainabilityStrategy.org
Wednesday, 24 August 2016
Food Recalls - as certain as death, referendums and taxes
Product recalls appear to be a recurring theme in the UK food industry - a total of 159 recalls in 2015 a 78% rise on the previous year. The Food Standards Agency has consistently reported increased food safety incidents since annually since 2009 despite a decrease in 2013 the year of the infamous Horsemeat Scandal (figure 1).
Recently in August 2016 there has been another major food product recall in this instance yogurt produced by Yeo Valley for major high street supermarkets such as the Co-operative, ASDA, Tesco, Sainsbury’s and Waitrose was considered to possibly contain rubber particles.
It is estimated that in the first week of February 2016 that foreign objects e.g. plastic and glass accounted for 2 out of 8 food product recalls.
In addition to foreign objects product recalls arising from the presence of bacteria e.g. salmonella, listeria and product labelling omissions or unlisted ingredients has led to retailers demanding reimbursement from manufacturers for any administrative cost or loss incurred as a result of rectifying these anomalies. Seemingly avoidable non-conformances such as unlisted ingredient omissions accounted for 59% of food product recalls in 2015.
Despite the alarming increase in food product recalls UK Government officials and regulators shroud these non-conformances under the umbrella of food “safety” rather than food “quality”. Proposals for an industry wide steering committee may yield limited results if quality management issues arising from poor process management, weak inspection and testing regimes are not addressed. Misplaced emphasis on effective food recall systems rather that robust quality management systems will only maintain the status quo – a continued escalation in food product recalls and reduced stakeholder satisfaction.
To learn how to embed sustainability/CSR into your business strategy visit our site www.sustainabilitycsr.com
Thursday, 11 February 2016
Back draught - the need for continuous improvement in the Wind Energy Industry
Although the economic costs are readily disclosed and debated in the
public however the hidden cost of wind energy accidents is suppressed by the
industry and externalised at times by environmental champions. Caithness
Wind Farm Information Forum an advocacy
group that campaigns against wind turbines categorise wind sector accidents as Fatal accidents, Human injury, Human health,
Blade failure, Fire, Structural accidents, Ice throw, Transport, Environmental damage and other miscellaneous
events e.g. lightning strikes, electrical failure.During the period 2009 – 2011 over 1500 accidents were admitted to have occurred within the wind energy sector highlighting the need for improved non-financial risk management.
Thursday, 24 September 2015
Volkswagen quality - lots of smoke and mirrors?
Volkswagen was established by the Deutsche Arbeitsfront "German Labour Front" or DAF by the Nazi Party as part of its Kraft durch Freude "Strength through Joy" as free trade unions were banned under Hitler's leadership. The strength through joy program was meant to appease workers by providing affordable cruises, holidays, an affordable automobile and social activities once the domain
of the upper classes.
Along with Schönheit der Arbeit "Beauty of Work" the improvement of factories and work spaces the emphasis being "somke free" environments. Volkswagen "Peoples car" and its iconic "beetle" design was produced in 1938 with the intention to provide German workers with an affordable automobile at the price of a German motorcycle through a payment plan. Many German workers opted for this payment approach with the onset of war some prospective car owners lost their deposits. This led to protest regarding the leadership of the DAF under Dr Robert Ley who boasted that he controlled workers' lives from the 'cradle to the grave'. Subsequent Volkswagen automobiles for both domestic and military use prior to 1945 were made by an estimated 15000 slave labour victims from concentration camps comprising 80% of the company's wartime workforce. Volkswagen in 1998 accepted corporate responsibility for their actions and has set up a fund to compensate victims.
In its post-war reincarnation Volkswagen develop a renewed purpose as the car "Das Auto" built around a fun, friendly image of the "Beetle" shape embellished with the pictures of flowers and bright colours as well as popularised in Disney movies such as "Herbie goes bananas" along way from the militarised look of the original models. The whimsical nature of the "Herbie" film genre had a lasting impression on my childhood as one of my elementary school teachers owned a Volkswagen which some of my classmates described as a "dustbin on wheels". This analogy was not unfounded when compared with Japanese brands such as Datsun not only provided economy but were quieter due to the use of coolant rather than air to reduce engine temperature. The company continued its focus on volume rather than quality as its strategy for success. Consecutive Volkswagen executives have pursued this expansion acquiring 18% market share in China, 22% in Brazilian market coupled with a ruthless search for cost savings through component sharing between production models. The effects of this strategy is evident in Volkswagen's wind noise issue in 2011 and prior power train non conformity although a decade old contributing to a crisis in reliability has not been forgotten by consumers in key markets such as the U.S. where sales fell by 22% in summer 2014. J.D. Power Initial Quality Study has consistently rated Volkswagen brand near the bottom for every year except 2009.
The engineered rigging of emissions test and data arguably is symptomatic of an organisational culture with a misaligned purpose on "the car" rather than the customer/stakeholder i.e. global society. As a result over 1M tons of pollution in the form of emissions to air e.g. nitrogen dioxide (NO2) from approximately 11M vehicles containing rigged components which is equivalent to the combined emissions from all power stations, vehicles, industry and agriculture. Pollutants such as nitrogen oxide (NO) and specifically NO2 pose a respiratory threat to humans and animals by inflaming the breathing passages. The EU is disproportionately at risk due to the higher level of diesel vehicles when compared to the US where 3% of automobiles use diesel.
Volkswagen quality ethos is focused on "reliability, visual appeal and service" with the absence of sustainability.
Sustainability can be achieved by cultural acceptance within the organisation that it has a duty to global society due to the lifecycle impacts of its products and services. Sustainability Footprints which is defined as "methodologies for assessing the social and environmental impact of the economic investment in a specific strategic option in relation to other strategic alternatives and their potential risk to the survival of future generations" e.g. carbon footprint can assist Volkswagen in monitoring and measuring its business performance leading to culture of innovation instead of deception.
Volkswagen by adopting a sustainable business practices can finally transform the company from being Das Auto "the car" but rather truly being the "People's car" putting individuals and society at the core of its corporate strategy and adopting a "cradle to the cradle" approach to managing its processes.
Monday, 10 August 2015
IEMA Approved Certificate in Sustainability Strategy
- Sustainability and Corporate Social Responsibility – Context and Definition
- Sustainability and Corporate Social Responsibility Dilemma
- Sustainable Strategic Growth Model - a solution to the Sustainability and CSR dilemma
- Sustainability Footprints – tools for growth
- The Politics of Sustainability
- Case studies































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