...Learning and Change for Sustainability at Yarra Valley Water Patrick Crittenden Suzanne Benn Dexter Dunphy A Case Study March 2010 Enquiries The Australian Research Institute in Education for Sustainability Graduate School of the Environment Macquarie University NSW 2109 ariescoordinator@gse.mq.edu.au (02) 9850 8597 2 Contents Introduction ............................................................................ 4 Methodology ............................................................................ 5 Background ............................................................................. 5 Approaches to Learning and Change at YVW .................................... 6 Creating a more innovative organisational culture.....................................6 Integrating environment as a strategic issue............................................7 Sustainability tools ..........................................................................9 The Natural Step................................................................................... 9 Life Cycle Assessment ...........................................................................11 Collaborative learning through stakeholder engagement ........................... 12 Linking culture, strategy and mechanisms for learning and change ......13 Organisational learning ................................................................... 14 Conclusion ....................................................................
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...Change Models Lewin’s three stage application Evidence from case study Unfreeze: The cultural change program began with the management team completing an organisational culture questionnaire, developed by an international consulting company, to determine the preferred culture for the organisation. Management and employees then completed a second organisational culture questionnaire to determine the actual operating culture. Change/Transition: Selected management initiatives were implemented to bridge gap between the preferred and actual operating culture. These included: • development of an agreed set of organisational values • active encouragement of problem solving and project development through cross-functional work teams • introduction of skip-level interviews which involved employees speaking with their manager's manager on a regular basis • monthly meetings of staff from all levels with the Managing Director -all staff can volunteer to participate, with five or six randomly selected each month • review of reward and recognition systems to ensure preferred cultural behaviours are encouraged • annual 'Blue Zone days' in which preferred cultural behaviours are explored and clarified through fun and engaging activities. Blue Zone" refers to the constructive styles on the Organisational Culture Inventory (Gones et al. 2006), which defined preferred cultural attributes. Refreeze: Cultural surveys are now conducted every two years and there has been...
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...out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY Introduction Yarra Valley Water (YVW) is widely recognised in Australia as a leader in corporate sustainability. The Victorian Government owned water utility delivers water and sewerage services to over 1.6 million people in the northern and eastern suburbs of Melbourne. Its operating...
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...Wine Tourism Project Case Study: “Mitchelton Wines of the Nagambie Lakes” By: Jessica Chandra and Melissa Chandra Course Convenor: Russell Cox Tutor: Kelly Cassidy Tutorial: Wednesday, 11:00am to 12:00 pm EXECUTIVE SUMMARY Australia is growing to be one of the major wine producers in the global market. This is attributed to the following reasons: government support, international recognition and export demands, increasing domestic awareness and consumption of wine, development of local wine zones, regions and sub-regions and industry collaboration (Anderson, 2001; Beeston, 2002; Marsh and Shaw, 2000). Australia has become part of the ‘new world’ wine producers along with the United States, New Zealand, Chile and Argentina (Chang, Campbell and Sniekers, 2007). Looking closely into one of Australia’s region in Central Victoria, Nagambie is a small town, home to some of Victoria’s finest and historic wineries. With its increasing popularity as a tourist destination as well as quality vineyards, Nagambie has triggered government initiatives for the region’s development. The Mitchelton Wines, located in Nagambie along the beautiful Goulburn River. It is one of the leading wineries in Nagambie and is considered to be one of the most contemporary and yet historic wineries in Australia. However, since Nagambie is a small town and there are strong competition from more popular wine regions in Victoria, such as the Yarra Valley, Mitchelton lacks exposure...
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........................................................... 1 1.1 Phylogeography....................................................................................................... 1 1.2 Palaeodrainage........................................................................................................ 4 1.3 Background on Study Species .................................................................................. 6 1.4 Aims and Hypothesis ............................................................................................... 8 2. Materials and Methods ............................................................................................... 10 2.1 Locations ............................................................................................................... 10 2.2 Expectations of Hypothesis.................................................................................... 12 2.3 Sample Collection and Storage .............................................................................. 13 2.4 DNA Extraction ...................................................................................................... 13 2.5 Pilot study...
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...Process of Making Go or No-go Decision on Save Valley Irrigation Project Executive summary First, we collected history data of BLL's previous work in infrastructure and water facility field as well as potential competitors. Meanwhile, we broke down the Save Valley irrigation project according to function. Based on OBIA's information model, we analyzed working environment in the host coutry, Mozambique, including nature and social environment Next, we used IPRA model to analyze potential risk of this project based on feasibility of the project and BLL's strength. Finally, taking all factors in to consideration, we made our decision that Bovis Lend Lease would notperform the Save Valley Irrigation Project. Information considered 2.1 Organizations Several different organizations are considered throughout the evaluation process. These include the evaluating organization, the owner, and the competitors. Each organization has goals and controls resources. Evaluating Organization: Bovis Lend Lease (hereinafter referred to as BLL) is one of the largest international project management and construction service companies in the world, as well as an international leader in property and infrastructure field. BLL provides a full range of project services, including several water projects（forming alliance with other companies). BLL has rich experience...
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...FOOD TOURISM AND THE CULINARY TOURIST ___________________________________ A Thesis Presented to the Graduate School of Clemson University ___________________________________ In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy Parks, Recreation, and Tourism Management ___________________________________ by Sajna S. Shenoy December 2005 Advisor: Dr. William C. Norman ABSTRACT The subject matter of this dissertation is food tourism or tourists’ participation in `food related activities at a destination to experience its culinary attributes. In addition, the culinary tourist or the tourist for whom food tourism is an important, if not primary, reason influencing his travel behavior, is its focus. The empirical objectives of this dissertation concerned identifying the underlying dimensions of food tourism, developing a conceptual framework that explains participation in food tourism, develop taxonomy of food tourists by segmenting the tourists based on their participation in food tourism, and finally identifying the variables that predict membership in these food tourist segments. The effect of sociodemographic variables on participation in food tourism, and their association with the food tourist segments were also examined. Further, all the findings were analyzed within the theoretical framework of the world culture theory of globalization and the cultural capital theory. Based on the survey responses of 341 tourists visiting...
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...LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished...
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...LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished...
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...Annual Report 2012 – 13 Published by Public Transport Victoria, 750 Collins Street, Docklands VIC 3008. ptv.vic.gov.au © Public Transport Victoria 2013 This publication is copyright. No part may be reproduced by any process except in accordance with the Provisions of the Copyright Act 1968. Authorised by Public Transport Victoria, 750 Collins Street, Docklands VIC 3008. ISSN 2202-8315 (Online) Print managed by Finsbury Green, Level 9, 124 Exhibition Street, Melbourne VIC 3000. This document is available in an accessible format at ptv.vic.gov.au. Printed on environmentally friendly paper. PTVH0291/13 Leading our public transport network – for all Victorians today and tomorrow. Contents Transmittal letter Abbreviations Chair and Chief Executive’s foreword 2 3 4 1 Structure and governance Organisational structure Public Transport Victoria Board Chief Finance Officer’s Statement 5 8 9 12 2 Highlights and Performance Report Highlights PTV Performance Report 15 16 22 3 4 Financial statements Appendices 31 99 1 Public Transport Victoria Annual Report 2012 – 13 2012 – 13 Annual Report transmittal letter 11 September 2013 The Hon. Terry Mulder MP Minister for Public Transport 121 Exhibition Street Melbourne VIC 3000 Dear Minister Annual Report 2012 – 13 In accordance with provisions of the Financial Management Act 1994, I am pleased to present the Public Transport Victoria Annual Report for the year ended 30 June 2013. Yours sincerely Ian Dobbs Chair and Chief Executive...
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...Better energy MERIDIAN ENERGY LIMITED ANNUAL REPORT 2014 for the year ended 30 June 2014 02 ny C omp a e r v iew ov 04 from Re p o r t ir an d o u r C h a ut ive E xe c C hie f The nu 50 mbers 6.7 % 13.01 Total dividend in FY2014 EBITDAF 1 ahead of prospectus CENTS PER SHARE $ 24 . 3% higher than forecast in the prospectus, including a 2 .00cps special dividend. Invested in communities and environmental projects 3.5M 2 New wind farms generating electricity Delivering on our commitment to shareholders In our first full-year results after partially listing on the New Zealand and Australian stock exchanges in October 2013, we have achieved solid results for shareholders. EBITDAF 1 , a key indicator of profitability, has exceeded the prospectus forecast by $36.9 million (6.7%). We have also delivered a higher-thanforecast full-year cash dividend for our shareholders, resulting in a 21.8% total shareholder return 2 to 30 June 2014 . 2014 highlights FRONT COVER Jeremy Takao, Russell School, Porirua, helping to celebrate first power at Meridian’s new Mill Creek wind farm near Wellington in May 2014. Meridian Energy Limited Annual Report for the year ended 30 June 2014 IN THIS REPORT 2 4 8 10 12 18 22 26 Company overview Report from our Chair and Chief Executive Our Board Our executive team Customers Generation Environment Community 30 People 34 Summary of Group performance 40 Directors’ statement 35.3 % Average...
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...“It doesn‟t have to be complicated. You and me and a mutual attraction. It doesn‟t come much simpler than that.” “Good times—is that all you‟re about?” Ellie shook her head. “Of course you are. Men like you always are.” “Men like me?” “Arrogant, ego as wide as the blue Aussie sky. Always looking out for number one.” Matt studied her. The telltale blush, the sparkle in those eyes, the way her fingers played over the back of the chair. “You‟re a contradiction, do you realize that? You say you don‟t want complicated, yet you‟re rejecting simple. What do you want, Ellie Rose?” Her mouth tightened and she swept to the door, yanked it open. Then she turned and glared back at him. “With you, Matt McGregor? Nothing. I just want to be left alone.” When not teaching or writing, ANNE OLIVER loves nothing more than escaping into a book. She keeps a box of tissues handy—her favorite stories are intense, passionate, against-all-odds romances. Eight years ago she began creating her own characters in paranormal and time-travel adventures, before turning to contemporary romance. Other interests include quilting, astronomy, all things Scottish and eating anything she doesn‟t have to cook. Sharing her characters‟ journeys with readers all over the world is a privilege…and a dream come true. The winner of Australia‟s Romantic Book of the Year Award for short category in both 2007 and 2008, Anne lives in Adelaide, South Australia, and has two adult children. Visit her website at www.anne-oliver...
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...Instructor’s Manual Operations and Process Management: Principles and Practice for Strategic Impact Second Edition Nigel Slack Stuart Chambers Robert Johnston Alan Betts ISBN: 978-0-273-71852-9 Pearson Education Limited 2009 Contents Part 1: Teaching Guide ........................................................................................................................................ 7 Chapter 1: Operations and processes.................................................................................................................... 8 Chapter 2: Operations strategy ........................................................................................................................... 12 Chapter 3: Supply network design...................................................................................................................... 19 Chapter 4: Process design 1 – positioning.......................................................................................................... 22 Chapter 5: Process design 2 – analysis ............................................................................................................... 26 Chapter 6: Product and service design processes ............................................................................................... 31 Chapter 7: Supply chain management ................................................................................................................ 34 Chapter...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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