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The amount of harmful business waste sent to landfill has fallen, but it is not possible to say how much of this reduction is down to the £240 million government Business Resource Efficiency and Waste Programme which ran from March 2005 to April 2008. The NAO is unable to conclude whether the spending was value for money because the Department had not set specific, quantified targets for the Programme and it lacked reliable information on performance. The businesses that received support from the Programme's initiatives have reported benefits in terms of both cost and environmental improvements, and there should be longer term gains. But the NAO's survey of businesses found low awareness of the services available under the Programme. There has been no evaluation of the Programme to date. Most of the reduction in landfill related to construction, excavation and demolition waste which is less harmful to the environment. Commercial and industrial waste is more likely to generate harmful greenhouse gas, but the amount sent to landfill fell by only 2.3 million tonnes (11 per cent) between 2005 and 2008. Given this rate of progress, the Department may not meet its expectation, set in 2007, of a 20 per cent reduction by 2010. The Department does not have up to date information on how much business waste there is, or how much is being recycled, which makes it difficult for it to target its activities.
Selling products used to be the standard way of doing business. Traditionally, it is left to the user to transform the purchase of a product into something that fulfils effectively a final-user need. Today, two streams of research – business management and sustainability – normally with very distinct perspectives on the world, have surprisingly converged to form a common conclusion: selling products is old-fashioned business. Companies should switch their focus to selling need fulfilment, satisfaction, or experiences. Or, in other words, selling integrated solutions or product-services. The business management literature argues that, by focusing on the integrated, final-client needs, and delivering integrated solutions fulfilling these needs, companies will be able to improve their position in the value chain, enhance added value of their offering, and improve their innovation potential. In a business world where many products are becoming equally well-performing commodities, this strategy is one of the ways to avoid a sheer competition on price – a type of competition that Europe never can win with emerging and low-cost economies such as China. In that sense, product-services can mean new business for old Europe. The sustainability knowledge stream argues that need-focused solutions could be inherently more sustainable than products. Product-services could offer the value of use instead of the product itself and decrease the environmental load in two ways. First, companies offering the service would have all the incentives to make the (product-)system efficient, as they get paid by the result. Second, consumers would be encouraged to alter their behaviour as they gain insight into all the costs involved with the use. Until today, the connections and interchange between the two research streams have been quite limited. The question of whether product-services truly are the avenue to a sustainable world is still under discussion. This book aims to develop a systematic view on this issue. The potential of product-services to enhance competitiveness and contribute to sustainable development prompted the EU to invest heavily in the theme under the EU's 5th Framework Programme (FP5; 1997-2002). A variety of research and development projects in the field were supported under the umbrella of the Sustainable Product Development Network (SusProNet). These included MEPSS (Methodology Product Service Systems); Home Services; HiCS (Highly Customerised Solutions); Prosecco (Product-Service Co-design); and Innopse (Innovation Studio and exemplary developments for Product-Service). The projects were undertaken by a mix of European research institutions and companies including Orange, Philips and Nokia. Some of these projects focused on developing methods that could help industries change their output from a product to a service. Others focused on the development of new product-services or solutions (HiCS, Prosecco, Innopse), and yet others tried to analyze under which circumstances product-services are likely to be implemented and accepted by consumers (Home Services). One project focused on dissemination of the concept to SMEs (Lean Services). Other projects focused purely on new product-service development, such as Brainfridge (an intelligent fridge managing its supply chain), ASP-NET (application service providers), Protex (intelligent enzymes) and IPSCON (receivers for wireless telephones). New Business for Old Europe brings together the key outputs from all of these groups to present a state-of-the-art collection on product-service development, prospects and implications for competitiveness and sustainability. The book has a number of aims. First, it attempts to bridge the gap between business and sustainability literature to lead to a better-founded understanding of the business drivers for embarking on product-service development, and its relation with sustainability and competitiveness. Second, the book reviews the large amount of studies that have developed toolkits, methods and approaches that can support marketers, product developers and strategists in business to develop product-services, selects the best-practice approaches and analyses any gaps. Third, the book examines what opportunities there are for product-service development in a variety of key areas including base materials, information and communication technologies, offices, food and households. Each chapter in this section discusses the area, developments that will stimulate or hinder the market opportunities for product-services, product-service examples, and typical implementation challenges for product-services in that area. These chapters serve as a quick introduction for companies interested in developing product-services in a specific area. Fourth, the book translates all the lessons into suggested approaches for product-service development by companies. Annexes include a lightweight "product-service development manual" and an alphabetical list of useful underlying tools.
This Guidance Manual includes detailed explanations on how to implement the OECD Decision on the Control of Transboundary Movements of Recoverable Wastes.
This report endorses the conclusions and recommendations of the following nine reports by the Comptroller and Auditor General: HC 878, session 2008-09 (ISBN 9780102955088); HC 546, session 2008-09 (ISBN 9780102963250); HC 465, session 2008-09 (ISBN 9780102963205); HC 1028, session 2008-09 (ISBN 9780102963274); HC 962, session 2008-09 (ISBN 9780102963281); HC 86, session 2009-10 (ISBN 9780102963366); HC 293, session 2009-10 (ISBN 9780102963465); HC 216 (9780102963519); HC 452, session 2009-10 (ISBN 9780102963618)
Waste Reduction : 6th report of session 2007-08, Vol. 2: Evidence
Extended Producer Responsibility (EPR), a policy approach in which the responsibility of the waste from a consumer good is extended back up to the producer of the good, is developing and expanding in OECD countries. This conference proceedings presents various perspectives on EPR.
Introduction to Business At its core, a business is an organization or entity engaged in commercial, industrial, or professional activities with the primary goal of generating profit. However, the concept of "business" encompasses much more than just making money. Here are some key aspects: Value Creation: Businesses create value by providing products or services that satisfy customer needs or solve their problems. This value can take various forms, such as convenience, quality, innovation, or affordability. Exchange: Business involves the exchange of goods, services, or money between parties. This exchange can occur between businesses (B2B) or between businesses and consumers (B2C). Risk and Reward: Business activities involve taking risks, such as investing capital, developing new products, or entering new markets, in the hope of achieving financial rewards. Managing risks effectively is crucial for long-term success. Innovation: Businesses drive innovation by developing new products, services, processes, or business models. Innovation helps businesses stay competitive, adapt to changing market conditions, and create value for customers. Employment: Businesses create jobs and contribute to economic growth by hiring employees, contractors, and service providers. They provide opportunities for individuals to earn income, develop skills, and pursue career advancement. Legal and Regulatory Environment: Businesses operate within a framework of laws, regulations, and industry standards that govern their activities. Compliance with these requirements is essential for maintaining legality, ethical standards, and social responsibility. Customer Focus: Successful businesses prioritize customer satisfaction and strive to build strong relationships with their customers. Understanding customer needs, preferences, and feedback is critical for developing products and services that meet market demand. Financial Management: Businesses must manage their finances effectively to ensure profitability, liquidity, and long-term sustainability. This includes budgeting, accounting, financial planning, and investment decisions. Social Impact: Businesses have a broader impact on society beyond their economic activities. They can contribute to social welfare through philanthropy, corporate social responsibility (CSR), ethical business practices, and environmental sustainability initiatives. Globalization: In an increasingly interconnected world, businesses operate across national borders, engaging in international trade, investment, and collaboration. Globalization presents opportunities for growth and expansion but also challenges related to cultural differences, regulatory compliance, and geopolitical risks. Overall, business encompasses a wide range of activities and functions aimed at creating value, driving innovation, and meeting the needs of customers, employees, shareholders, and society at large.
The concepts of social responsibility and business ethics are crucial components of modern business practices, emphasizing the ethical obligations and broader impacts that businesses have on society. Here’s an overview of each concept: Social Responsibilities of Business: Definition: Social responsibility refers to the ethical framework and obligations that businesses have towards the broader community, environment, and stakeholders beyond maximizing profits. It encompasses the voluntary actions businesses take to address social, environmental, and economic issues in their operations and interactions with stakeholders. Key Aspects: Corporate Citizenship: Businesses are expected to contribute positively to society by supporting community development initiatives, philanthropic activities, and volunteering efforts. Environmental Sustainability: Businesses should adopt sustainable practices to minimize their environmental footprint, reduce waste, conserve resources, and mitigate climate change impacts. Ethical Labor Practices: Ensuring fair treatment of employees, promoting diversity and inclusion, providing safe working conditions, and adhering to labour laws and human rights standards. Consumer Protection: Providing safe and reliable products/services, transparent marketing practices, and addressing consumer concerns responsibly. Stakeholder Engagement: Engaging with stakeholders (employees, customers, suppliers, local communities) to understand their needs, address concerns, and build mutually beneficial relationships. Business Ethics: Definition: Business ethics refers to principles, values, and standards of conduct that guide business decisions and actions, ensuring they are morally and ethically sound. It involves applying ethical principles to organizational culture, policies, practices, and decision-making processes. Key Principles: Integrity: Acting honestly and ethically in all business dealings, maintaining transparency, and fulfilling commitments. Fairness: Treating all stakeholders fairly and equitably, avoiding discrimination, favouritism, or exploitation. Accountability: Taking responsibility for actions and decisions, acknowledging mistakes, and striving for accountability in business practices. Respect: Valuing diversity, respecting human rights, and promoting a culture of inclusivity and mutual respect within the organization and in external relationships. Compliance: Adhering to legal requirements, regulations, industry standards, and ethical guidelines relevant to business operations. Importance and Integration: Enhanced Reputation: Businesses that demonstrate strong social responsibility and ethical behaviour build trust, credibility, and positive reputation among stakeholders, enhancing brand loyalty and competitiveness. Risk Management: Ethical conduct and social responsibility mitigate risks associated with legal liabilities, regulatory non-compliance, reputational damage, and stakeholder backlash. Long-term Sustainability: Integrating social responsibility and ethical practices fosters long-term sustainability by aligning business objectives with societal needs, fostering innovation, and attracting socially conscious investors and customers. Employee Engagement: A commitment to ethical principles and social responsibility enhances employee morale, motivation, and retention, creating a positive workplace culture. In conclusion, businesses play a pivotal role in society, and embracing social responsibility and ethical practices not only aligns with moral imperatives but also contributes to sustainable business success and positive societal impact. Integrating these principles into core business strategies and operations is essential for fostering trust, resilience, and long-term value creation in a rapidly evolving global business environment.
Dated May 2007