disruptive thinking frameworks setting of parameters to be used in planning process, such as: planning methodology research required identification of key stakeholders who will contribute to planning process Organisational direction and values may include: vision mission purpose and values strategic positioning strategic goals business strategy and performance plans Return On Investment (ROI) operational planning, policies and procedures processes (creation of goods and/or services) resource requirements and financial considerations risk management policies and procedures reporting procedures creative thinking and innovation practices legal and ethical requirements and codes of practice quality standards and continuous improvement processes economic, social and environmental sustainability initiatives, reporting and protocols knowledge and Intellectual Property (IP) policies OHS policies, procedures and programs customer / client satisfaction External business environment may include: national, and global influences and factors that shape the context and capacity of the enterprise, such as: economic political technological legal and regulatory social and cultural demographic labour market conditions key external stakeholder requirements
reports and progress documentation quality and operations policies, procedures and manuals interpersonal and electronic communication protocols Collaboration may include: partnerships, alliances, associations and relationships linking collaborative endeavours to organisational goals and objectives teamwork strategies, such as: team building: working effectively in diverse effectively acknowledging cultural protocols knowing how to define the roles within a team identifying the strengths of team members working towards consensus in a team environment team strategic planning and goal setting provision of feedback within collaborative relationships and to relevant colleagues strategies to address differences in disposition and personality within collaborative relationships, such as: respect trust building reliability co-operation opportunity inclusiveness Networks may include: internal networks, such as: organisation-wide formal and informal groups and events cross-departmental arrangements formal and informal communities of practice external networks, such as: professional associations financial institutions strategic alliances
Stakeholders may include: management colleagues clients consultants regulators emissions manager experts technical experts legal personnel industry professionals government representatives asset owners advisors Specialist consultants may include: specialist environmental sustainability consultants environmental science specialist carbon accounting specialist sustainable energy and resource efficiency technologies specialist engineers production managers financial managers product / service champions other technical experts Environmental sustainability management system may include: environmental management policies, processes and procedures that are based on: analysis of environmental aspects of the organisation, such as: purchasing practices service provision transportation and logistics sources of raw materials/supply chains distribution networks products for analysis raw materials inputs energy and water consumption waste management direct and fugitive pollutants emissions
Organisation overall strategic planning may include: vision, mission, purpose and values strategic positioning strategic business strategy and performance plans creative thinking and innovation practices support mechanisms product and/or service range operational planning, policies and procedures processes resource requirements and financial considerations Return On Investment (ROI) risk management policies and procedures reporting procedures legal and ethical requirements and codes of practice quality standards and continuous improvement processes economic, social and environmental sustainability goals, initiatives, reporting and protocols environmental management systems (EMS) emission statements knowledge and Intellectual Property (IP) policies OHS policies, procedures and programs customer / client satisfaction Opportunities for improvement and innovation may include: activities, products, systems and technologies designed to implement sustainability principles and practices environmental management policies that support the implement sustainability principles and practices Business cases may include: compliance and regulatory framework for improvement risk assessment of ‘failure to act’ targets and deliverables for each aspect of the improvement plan cost/benefit analysis covering capital, production, personnel costs to achieve the targeted improvements Return On Investment (ROI) timeframe reputation and culture considerations, such as: corporate image morale price reduction product differentiation/branding
Financial analysis methods may include: application of incremental benefits and incremental costs financial leverage analysis cost benefit analysis ‘What if?’ analysis time series bivariate and multivariate analysis break-even analysis cost / volume / profit analysis ratio analysis variance analysis and historical analyses of organisation past and current capital structure Organisational financial management may include: decision making criteria for: strategic management decisions short-range operational decisions short-, medium- and long-term financing requirements future planning based on historical analysis of capital structure estimates on: full budget within budget financial decision-making considerations, such as: nature and risk of business purpose / context desired debt-to-equity ratio length of time assets are required value costs and benefit costs of alternative financing organisational approaches to decision-making, such as: participative consultative structural allocation of roles and responsibilities for financial planning, budgets and resourcing Financial risk may include: and quality variance relating to: labour materials and resources overheads time