Benchmarking and Governance Entity Data

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boe和soe参数标准

boe和soe参数标准

boe和soe参数标准English Answer:Board of Education (BOE) and System of Education (SOE) Parameter Standards.Definition:Board of Education (BOE): A governing body responsible for overseeing and managing the education system within a specific jurisdiction.System of Education (SOE): The comprehensive framework of educational institutions, policies, and practices that provide students with access to learning and development.Parameter Standards:The effectiveness of BOEs and SOEs can be assessed based on various parameter standards, including:Accountability: Transparency and responsibility for educational outcomes.Equity: Providing equal opportunities and support for all students.Access: Ensuring accessibility to quality education for all students.Governance: Clear and effective leadership, decision-making, and accountability systems.Funding: Adequate and equitable funding for educational programs and resources.Instruction: High-quality teaching, curriculum, and learning experiences.Assessment: Comprehensive and reliable assessment systems to monitor student progress.School Climate: Positive and supportive learning environments.Community Engagement: Collaboration and involvement of the community in shaping educational programs.Teacher Quality: Hiring, development, and support for highly effective teachers.Evaluation Criteria:The evaluation of BOEs and SOEs against these parameter standards typically involves:Data Analysis: Analysis of quantitative andqualitative data on educational outcomes, student achievement, and system performance.Stakeholder Feedback: Gathering input from students, parents, teachers, administrators, and community members.External Audits: Independent reviews and assessmentsto ensure compliance with standards and identify areas for improvement.Comparative Analysis: Benchmarking against similar BOEs or SOEs to identify best practices and areas of improvement.Benchmarking and Continuous Improvement:Establishing parameter standards enables BOEs and SOEsto track their progress, identify areas for improvement,and implement evidence-based interventions to enhance educational outcomes. By engaging in ongoing self-assessment and continuous improvement efforts, they can effectively meet the evolving needs of students and society.中文回答:教育委员会(BOE)和教育体系(SOE)参数标准。

会计专业 英语作文

会计专业 英语作文

会计专业英语作文Title: The Role of Accounting in Modern Business。

In today's dynamic and interconnected business landscape, the role of accounting is paramount in ensuring the smooth functioning and growth of organizations. Accounting, often referred to as the "language of business," serves as a vital tool for communication, decision-making, and financial stewardship. This essay explores the significance of accounting in modern business contexts.Firstly, accounting plays a fundamental role in providing accurate and timely financial information to stakeholders. Through financial statements such as balance sheets, income statements, and cash flow statements, accounting communicates the financial performance and position of an organization. Investors, creditors, regulators, and internal management rely on these reports to assess the profitability, liquidity, and solvency of thebusiness. Moreover, transparency and accountability in financial reporting are essential for building trust and credibility with stakeholders, thereby facilitating investment and capital allocation decisions.Secondly, accounting facilitates effective decision-making within organizations. By analyzing financial data and performance metrics, managers can identify trends, evaluate the success of business strategies, and make informed decisions regarding resource allocation, cost control, and investment opportunities. Budgeting, variance analysis, and performance measurement techniques enable managers to monitor performance against targets and take corrective actions when necessary. Furthermore, financial analysis techniques such as ratio analysis and trend analysis help in benchmarking against industry standards and competitors, enabling organizations to stay competitive in the market.Thirdly, accounting serves as a cornerstone for regulatory compliance and corporate governance. In an increasingly complex regulatory environment, businesses arerequired to adhere to various accounting standards and regulations set forth by regulatory bodies such as the Financial Accounting Standards Board (FASB) in the United States and the International Financial Reporting Standards (IFRS) globally. Compliance with these standards ensures consistency, comparability, and transparency in financial reporting, thereby enhancing the credibility of financial information and reducing the risk of fraud or misrepresentation. Moreover, strong internal controls and ethical principles embedded within accounting frameworks contribute to sound corporate governance practices, fostering trust and integrity within the organization.Additionally, accounting plays a crucial role in facilitating strategic planning and performance management. By analyzing historical financial data and forecasting future trends, organizations can develop strategic plans, set realistic goals, and allocate resources effectively to achieve long-term growth and sustainability. Cost accounting techniques such as activity-based costing (ABC) and cost-volume-profit (CVP) analysis help in understanding cost structures, pricing decisions, and profitabilityanalysis, enabling businesses to optimize their operations and maximize profitability.In conclusion, accounting is indispensable in the modern business environment, serving as a cornerstone for financial transparency, decision-making, regulatory compliance, and strategic planning. By providing accurate and reliable financial information, accounting enables stakeholders to make informed decisions, mitigate risks, and drive sustainable growth. As businesses continue to evolve and adapt to changing market dynamics, the role of accounting will remain integral in driving organizational success and creating value for stakeholders.。

国家企业信用信息年报流程

国家企业信用信息年报流程

国家企业信用信息年报流程The annual reporting process for corporate credit information in a country is a crucial aspect of maintaining transparency and accountability within the business community. 公司信用信息年度报告流程是保持商业社区透明度和问责制的关键方面。

It provides a comprehensive overview of the financial health and performance of a company, allowing stakeholders to assess the risk associated with engaging in business transactions with the entity. 它提供了公司财务状况和绩效的全面概述,使利益相关者能够评估与该实体进行业务交易所涉及的风险。

From a regulatory perspective, the annual reporting process ensures that companies comply with the necessary legal and financial requirements set forth by the government. 从监管的角度来看,年度报告流程确保公司遵守政府规定的必要法律和财务要求。

This not only promotes fair and ethical business practices but also contributes to the overall stability and credibility of the businessenvironment. 这不仅能促进公平和道德的商业实践,还有助于商业环境的整体稳定和可信度。

学术英语(管理)含课后答案Unit

学术英语(管理)含课后答案Unit
学术英语与通用英语(General English)不同,它更侧重于特定学科领域的语言知识和技能,例如科学、 工程、医学、法律等。学术英语的语言特征包括专业术语、复杂的句型结构、严谨的逻辑表达等。
The Importance of Academic English
学术英语对于学生的学术发展至关重要。在全球化的时代,许多学科领域的最新 研究成果和进展都以英语发表,因此学生需要掌握足够的英语学术能力才能跟上 学术前沿。
03
The Application of Academic English in
Management
The necessity of academic English in management
Globalization
As the world becomes more interconnected, the need for English as a common language for business communication has increased. Academic English provides the necessary vocabulary and language skills required for effective communication in management.
Managing across different cultures can be challenging, as cultural norms and business practices vary. Academic English should be used with caution and sensitivity to cultural differences, ensuring that communication is culturally appropriate.

GB-T19580_卓越绩效评价准则

GB-T19580_卓越绩效评价准则

中国质量协会
卓越绩效模式与ISO9000的关系
不同点 目的不同 主体不同
China association for quality
ISO9001-2000 旨在增强CS 质量方针、目 标 QMS 过程
GB/T19580-2004 五大相关方平衡和谐共赢 战略规划、发展方向 全部组织 既重过程更重结果
卓越
追求卓越
改进和创新
卓越评审:自评
30%-50% -开展从过程到结果的自我评价, 识别优势并巩固,识别改进和创新 机会,排序,配置资源予以实施; -循环评价和改进,不断提高成熟度
控制、预防和保证 检验 合格评定:ISO9001 约30% 提供质量保证,消除贸易壁垒 强调持续改进和满足客户要求
您理解的质量/品質? 符合性与适用性 狭义质量与广义质量 ISO9000:2000 质量定义: 质量:价值、生命和灵魂
一组固有特性 满足要求 的程度
•产品 •过程 •人 •体系
中国质量协会
•机械/物理/化学的 •功能的 •感官的 •行为的 •时间的 •----
•明示的、通常隐含的或必 须履行的需求或期望 •可用定语修饰:顾客要求 /质量管理要求/产品要求/ 服务要求/工艺要求等
“水平对比法(Benchmarking)”
“卓越绩效模式(Baldrige/EFQM)”
“六西格玛管理(Six Sigma)”
中国质量协会
是排在前3位的应对二十一世纪质量的管理方法。
质量系统和质量技术的两极发展和整合
企业的大夫 质 量 管 理 复合型人才
经营 管理
专业
技术
1. 2.
数理统计的思维 工学知识和经验
大质量概念

产品和服务质量: 性能/寿命/可靠性/安全性/维修性/经济性/时间性 q q q

美国卓越绩效评价准则(中英文对照版)-附录1关键术语

美国卓越绩效评价准则(中英文对照版)-附录1关键术语

美国卓越绩效评价准则(中英文对照版)-附录1关键术语评论:0 条查看:87 次jackiefeng发表于2008-12-23 10:28附录一关键术语“关键术语表”定义并解释了卓越绩效准则中所使用的一些重要的绩效管理术语。

行动计划(action plans)行动计划指对应于长、短期战略目标的具体行动方案。

行动计划包括了详细的资源安排和时间要求。

行动计划的制定是战略策划活动中的一个重要阶段,此时战略目标已经十分明确,从而能够得到整个组织范围内的有效理解和展开。

在本准则中,行动计划的展开包括为各个部门建立起协调一致的测量指标。

这项工作可能会要求对有关人员加以专门的培训或是招募专门的人员。

例如,对于一个处于高度竞争的行业中的供应商而言,其战略目标可以是建立和保持价格优势,其行动计划则可能是在整个组织中协调一致地设计有效的过程并建立能够核算每项活动成本的会计制度。

行动计划的展开或许就是培训各部门或团队基于成本效益原则来设定优先事项。

在整个组织层次上的分析和评审就会强调生产率、成本和质量。

同时可参见“战略目标”的定义。

校准(alignment)校准指计划、过程、信息、资源配置、行动、结果和分析在支持关键的组织目标上的一致性。

要达到有效的校准就必须对使命和目标达成共识,还必须应用多方面指标和信息在组织、关键过程和部门这三个层次上进行计划、追踪、分析和改进。

同时可参见“整合”的定义。

分析(analysis)分析指为提供有效的决策基础而对事实和数据的检证。

分析常常要涉及确定因果关系。

对组织的全面分析可以引导工作系统和工作过程管理,实现关键的组织绩效结果,促进战略目标的实现。

单个的事实和数据虽然也很重要,但通常并不能作为行动和确定优先事项的基础。

有效的行动依赖于对从事实和数据的分析中所得到的关系的理解。

轶闻(anecdotal)轶闻指缺乏具体的方法、指标、展开机制和评价、改进、学习因素的过程信息。

轶闻列举的常常是事例和个人的活动而非系统性的过程。

ACCA F2知识点:benchmarking

ACCA F2知识点:benchmarking

ACCA F2知识点:benchmarkingBenchmarking is an attempt to indentify best parctices and by comparison of achieve improved performance。

benchmarking叫标杆学习法,也叫作基准分析。

标杆管理法由美国施乐公司于1979年首创,西方管理学界将其与企业再造、战略联盟一起并称为20世纪90年代三大管理方法。

标杆就是寻找一个具体的先进榜样解剖其各个先进指标,研究它背后的成功要素,向其对标学习,发现并解决企业自身的问题,最终赶上和超越它的一个持续渐进的学习、变革和创新的过程。

Benchmarking法起源于Xerox公司,施乐曾是影印机的代名词,但日本公司在第二次世界大战以后,勤奋不懈地努力,在诸多方面模仿美国企业的管理、营销等操作方法。

日本竞争者介入瓜分市场,从1976年到1982年之间,占有率从80%降至13%。

施乐于1979年在美国率先执行benchmarking,总裁柯恩斯1982年赴日学习竞争对手,买进日本的复印机,并通过“逆向工程”,从外向内分析其零部件,并学习日本企业以TQC推动全面品管,从而在复印机上重新获得竞争优势。

ACCA F2中标杆学习有四种类型:(1)internal benchmarking:指一个组织内部不同部门、据点、分支机构的相同作业流程的相互评量比较,主要目的在采取迅速作为解决顾客问题。

以图书馆为例,比较总馆与各分馆间参考服务的作业流程,可寻找出全馆内最佳参考服务典范与解决参考服务过程中所共同遭遇的问题。

(2)competitive benchmarking:以组织同业竞争者的产品、服务、作业流程作为评量比较的标杆,试图找出自身的优势或弱点。

以图书馆为例,以同性质、声誉卓著的图书馆同业为标杆,比较彼此图书采购流程的差异,进而采纳仿效对方的优点,即为竞争性流程标杆分析的做法。

ACCA F2知识点:benchmarking

ACCA F2知识点:benchmarking

ACCA F2知识点:benchmarkingBenchmarking is an attempt to indentify best parctices and by comparison of achieve improved performance。

benchmarking叫标杆学习法,也叫作基准分析。

标杆管理法由美国施乐公司于1979年首创,西方管理学界将其与企业再造、战略联盟一起并称为20世纪90年代三大管理方法。

标杆就是寻找一个具体的先进榜样解剖其各个先进指标,研究它背后的成功要素,向其对标学习,发现并解决企业自身的问题,最终赶上和超越它的一个持续渐进的学习、变革和创新的过程。

Benchmarking法起源于Xerox公司,施乐曾是影印机的代名词,但日本公司在第二次世界大战以后,勤奋不懈地努力,在诸多方面模仿美国企业的管理、营销等操作方法。

日本竞争者介入瓜分市场,从1976年到1982年之间,占有率从80%降至13%。

施乐于1979年在美国率先执行benchmarking,总裁柯恩斯1982年赴日学习竞争对手,买进日本的复印机,并通过“逆向工程”,从外向内分析其零部件,并学习日本企业以TQC推动全面品管,从而在复印机上重新获得竞争优势。

ACCA F2中标杆学习有四种类型:(1)internal benchmarking:指一个组织内部不同部门、据点、分支机构的相同作业流程的相互评量比较,主要目的在采取迅速作为解决顾客问题。

以图书馆为例,比较总馆与各分馆间参考服务的作业流程,可寻找出全馆内最佳参考服务典范与解决参考服务过程中所共同遭遇的问题。

(2)competitive benchmarking:以组织同业竞争者的产品、服务、作业流程作为评量比较的标杆,试图找出自身的优势或弱点。

以图书馆为例,以同性质、声誉卓著的图书馆同业为标杆,比较彼此图书采购流程的差异,进而采纳仿效对方的优点,即为竞争性流程标杆分析的做法。

ACCAP3考试:Benchmarking

ACCAP3考试:Benchmarking

ACCA P3 考试:Benchmarking本文由高顿ACCA整理发布,转载请注明出处Benchmarking can be used to compare an organisation ' s strategic capabilities with itself overtime and with other organisations at a given point time. There are three commonly used approachesto benchmarking:1. Historical benchmarkingOrganisations consider changes over time in their performance on a set of strategicallyimportant indicators in order to identify opportunities for improvement.A potential disadvantage of historical benchmarking is that it may lead to complacency for afirm that shows improvement over time. It is the rate of improvement that is important to comparewith that of competitors as competitors may improve at a faster rate.2. Industry/sector benchmarkingUsing a set of performance indicators, organisations may gain valuable insights when theycompare their performance to other organisation.Firms must benchmark against competitors in all industries in which they compete. Competitive activity and industry convergence have resulted in blurred industry boundaries.3. Best-in-class benchmarkingBest-in- class benchmarking compares an organisation ' s performance against "bestn- class " performance across industry lines and therefore seeks to overcome the limitations of otherapproaches.The overall importance of benchmarking lies not so much in the detailed "mechanic" of comparison but in the effect that these comparisons might have on behavior. It can be used as a process for gaining momentum for improvement and change.。

GBT19580卓越绩效评价准则

GBT19580卓越绩效评价准则

功用/寿命/牢靠性/平安性/维修性/经济性/时间性
q
q
q
进程/任务质量:
进程合格率/周期时间/本钱/环保/平安
q
Q 综合质量〔Q.C.D.E.S)
体系质量:
ISO9000/TQM/运营质量
Q
了解出色绩效形式之一: 大质量!
1.2 质量管理开展的三大历史阶段 Review of the quality management history:
中国质量协会副会长兼秘书长 马 林
2006年起,改称〝全国质量奖〞
3、出色绩效形式中心价值观和框架
3.1 十一项中心价值观 3.2 出色绩效评价准那么的框架和分值 分配
3.1 十一项中心价值观
1) 一孔之见的指点
7) 促进创新的管理
2) 顾客驱动的出色
8) 基于理想的管理
1991-2000 Recipients 1991-
2000
2000
Award Recipients
S&P 500
2.4 中国全国质量奖的历史、背景和目的
❖ 迂回的历史
❖ -1982-1991: 方案经济时代的质量管理奖
❖ -1996-1997:试点恢复〔参照PEM〕
❖ -2001:正式恢复,高规范、少而精、严要求、树声威〔品牌〕,坚持规
➢ 美国经济界末尾警醒,末尾了一场普及全国的〝质量革命〞,末 尾向日本学习,重新导入TQM。
➢ 波多里奇1981年出任美国商业部长,1987年7月因不测事故逝世。 在任时期竭力建议质量管理,对推进〝质量提高法〞立法不遗余 力。
➢ 国会很快经过了立法。为纪念波多里奇,称为:«1987年马尔科姆 •波多里奇国度质量提高法-〝群众法100-107〞»,1987.8.20由 里根总统签署失效。

全球商务专业词汇(中英文对照)

全球商务专业词汇(中英文对照)

1.全球化的商务活动国际商务:(international business)跨国企业:(multinational enterprise)对外直接投资:(foreign direct investment)全球商务:(global business)新兴经济体:(emerging economies)新兴市场:(emerging markets)国内生产总值:(gross domestic product)购买力评价法:(purchasing power parity)三大经济体:(triad)金字塔底层: (base of the pyramid)反向创新: (reverse innovation)外派经理: (expatriate manager)跨国补贴: (international premium)外商劣势: (liability of foreignness)全球化: (globalization)风险管理: (risk management)情景规划:(scenario planning)半全球化: (semiglobalization)非政府组织: (nongovernment qrganization) 2.理解政治、法律和经济制度:(institutions)制度转型: (institutional transitions)制度基础观:(institution-based view)制度框架:(institutional framework)正式的制度:(formal institutions)规章支柱:(regulatory pillar)非正式制度:(informal institutions)规范支柱:(normative pillar)认知支柱:(cognitive pillar)交易成本:(transaction costs)机会主义:(opportunism)有限理性:(bounded rationality)政治体制:(political system)民主制:(democracy)集权制:(totalitarianism)政治风险:(political risk)法律体系:(legal system)大陆法:(civil law)普通法:(common law)神权法:(theocratic law)智力资产:(intellectual property)知识产权:(intellectual property rights)国有企业:(state-owned enterprise)道德风险:(moral hazard)专利:(patent)版权:(copyright)商标:(trademark)盗版:(priracy)经济体制:(economic system)市场经济体制:(market economy)计划经济体制:(command economy)混合经济体制:(mixed economy)主权财富基金:(sovereign wealth fund)3.重视文化、道德和规范民族中心主义:(ethnocentrism)社会结构:(social structure)社会分层:(social stratification)社会流动性:(social mobility)低语境文化:(low-context culture)权利距离:(power distance)个人主义:(individualism)集体主义:(collectivism)文明:(civilization)族群:(cluster)男性特征:(masculinity)女性特征:(femininity)不确定性规避:(uncertainty avoidance)长期导向:(long-term orientation)道德:(ethics)行为准则:(code of conduct)道德相对主义:(ethical relativism)道德帝国主义:(ethical imperialism)腐败:(corruption)文化智慧:(cultural intelligence)《反海外腐败法》:(Foreign Corrupt Practices Act) 4.在全球利用能力资源基础观:(resource-based view)SWOT分析:(SWOT analysis)资源:(resources)能力:(capability)价值链:(value chain)基准分析法:(benchmarking)商品化:(commoditization)外包:(outsourcing)离岸经营:(offshoring)近岸经营:(onshoring)圈养资源:(captive sourcing)因果模糊:(causal ambiguity)辅助资产:(complementary assets)社会复杂性:(social complementary)VRIO框架:(VRIO framework)有形的资源与能力:(tangible resources and capabilities)无形的资源与能力:(intangible resources and capabilities)原始设备制造商:(original equipment manufacturer)原始设计制造商:(original design manufacturer)原始品牌制造商:(original brand manufacturer)5.国际贸易贸易逆差:(trade deficit)贸易顺差:(trade surplus)贸易平衡:(balance of trade)古典贸易理论:(classical trade theories)现代贸易理论:(modern trade theories)重商贸易理论:(theory of mercantilism)保护主义:(protectionism)自由贸易:(free trade)绝对优势理论:(theory of absolute advantage)比较优势:(comparative advantage)绝对优势:(absolute advantage)机会成本:(opportunity cost)要素禀赋:(factor endowments)要素禀赋理论:(factor endowments theory)先动者优势:(first-mover advantage)钻石理论:(diamond theory)资源可流动性:(resource mobility)关税壁垒:(tariff barrier)进口关税:(import tariff)净损失成本:(dead-weight costs)非关税壁垒:(nontariff barrier)补贴:(subsidies)进口配额:(import quota)自愿出口限制:(voluntary export restraint)当地含量要求:(local content requirement)行政管理政策:(administrative policy)反倾销税:(antidumping duty)幼稚产业观点:(infant industry argument)贸易禁令:(trade embargo)国家产业竞争优势理论:(theory of national competitive advantage of industries)战略性贸易理论:(strategic trade theory)产品生命周期理论:(product life cycle theory)战略性贸易政策:(strategic trade policy)6.对外直接投资对外证券投资:(foreign portfolio investment)管理控制权:(management control rights)欧力优势:(OLI advantages)所有权:(ownership)区位:(location)内部化:(internalization)扩散风险:(dissemination risks)积聚效应:(agglomeration)知识溢出:(knowledge spillover)市场失败:(market failure)激进观点:(radical view on FDI)市场的不完善:(market imperfection)自由市场观点:(free market view on FDI)实用民族主义:(pragmatic nationalism)技术溢出:(technology spillover)示范效用:(demonstration effect)议价能力:(bargaining power)沉没成本:(sunk cost)议价能力衰减:(obsolescing bargain)感染和模仿效应:(contagion or imitation effect)水平对外直接投资:(horizontal FDI)垂直对外直接投资:(vertical FDI)上游垂直对外直接投资:(upstream vertical FDI)下游垂直对外直接投资:(downstream vertical FDI)对外直接投资流量:(FDI flow)对外直接投资存量:(FDI stock)7.外汇交易外汇汇率:(foreign exchange rate)升值:(appreciation)贬值:(depreciation)国际收支平衡:(balance of payments)浮动汇率制:(floating exchange rate policy)自由浮动:(clean float)有管理的浮动:(dirty float)目标汇率:(target exchange rates)爬行带:(crawling bands)固定汇率制:(fixed exchange rate policy)盯住:(peg)顺风车效应:(bandwagon effect)资本外逃:(capital flight)金本位制:(gold standard)兑换中介:(common denominator)配额:(quota)外汇市场:(foreign exchange market)即期交易:(spot transaction)远期交易:(foreign transaction)货币套期保值:(currency hedging)远期贴水:(forward discount)远期升水:(forward premium)货币互换:(currency swap)最低报价:(offer rate)买入价:(bid rate)价差:(spread)外汇风险:(currency risk)战略性对冲:(strategic headging)货币局制度:(currency board)布雷顿森林体系:(Bretton Woods System)国际货币基金组织:(International Monetary Fund)8.全球与区域一体化多边贸易体制:(multilateral trading system)非歧视性:(non-discrimination)自由贸易区:(free trade area)关税同盟:(customs union)共同市场:(common market)经济联盟:(economic union)货币联盟:(monetary union)政治联盟:(political union)区域经济一体化:(regional economic integration)全球经济一体化:(global economic integration) 9.进入外国市场区位优势:(location-specific advantages)文化距离:(cultural distance)制度差异:(institutional distance)先动者优势:(first-mover advantages)后动者优势:(late-mover advantages)进入规模:(scale of entry)进入模式:(mode of entry)非股权模式:(non-equity mode)股权模式:(equity mode)交钥匙工程:(turn key project)研发合同:(R&D contract)联合营销:(co-marketing)合资企业:(joint venture)全资子公司:(wholly owned subsidiary)绿地运营:(greenfield operation)10.创业型企业中小型企业:(small and medium-sized)创业:(entrepreneurship)创业者:(entrepreneurs)国际创业:(international entrepreneurship)风险投资者:(venture capitalist)小额信贷:(microfinance)天生国际企业:(born global)直接出口:(direct export)信用证:(letter of credit)许可证:(licensing)特许经营:(franchising)间接出口:(indirect export)出口中介:(export intermediary)连续创业者:(serial entrepreneur)阶段模型:(stage model)11.联盟与收购战略联盟:(strategic alliances)契约性联盟:(contractual alliances)基于股权联盟:(equity-based alliances)战略性投资:(stragic investment)交叉持股:(cross-shareholding)收购:(acquisition)合并:(merger)尽职调查:(due diligence)实物期权:(real option)学习竞赛:(learning race)关系能力:(relational capability)收购溢价:(acquisition premium)战略匹配:(strategic fit)组织匹配:(organizational fit)干中学:(learning by doing)过度自信:(hubris)管理动机:(managerial motives) 12.管理动态竞争动态竞争:(competitive dynamics)竞争者分析:(competitor analysis)合谋:(collusion)隐性合谋:(tacit collusion)显性合谋:(explicit collusion)反托拉斯法:(anti-trust law)囚徒困境:(prisoners’ dilemma)博弈论:(game theory)集中度:(concentration ratio)价格领袖:(price leader)惩罚能力:(capacity to punish)市场共通性:(market commonality)多市场竞争:(multimarket competition)相互容忍:(mutual for bearance)跨市场报复:(cross-market retaliation)竞争政策:(competition policy)串通定价:(collusive prise setting)掠夺性定价:(predatory pricing)倾销:(dumping)反倾销法:(antidumping law)资源相似性:(resource similarity)攻击:(attack)反击:(counterattack)蓝海战略:(blue ocean strategy)防御者:(defender)扩展者:(extender)躲避者:(dodger)竞争者:(contender)13.战略与结构地区调适:(local responsiveness)母国复制战略:(home replication strategy)当地化战略:(localization strategy)卓越中心:(centres of excellence)全球托管:(world wide mandate)跨国战略:(transnational division strategy)国际部结构:(international division)地理区域结构:(geographic area structure)全球矩阵结构:(global matrix)组织文化:(organizational culture)知识管理:(knowledge management)显性知识:(explicit knowledge)隐性知识:(tacit knowledge)开放式创新:(open innovation)全球虚拟团队:(global virtual team)吸收能力:(absorptive capacity)社会资本:(social capital)子公司主导:(subsidiary initiative)全球客户结构:(global account structure)整合-响应模型:(integration-responsiveness framework)全球标准化战略:(global standar dization strategy)国家或区域经理:(country manager)全球产品部结构:(global product division structure)微观-宏观联系:(mocro-macro link)基于解决方案的结构:(solutions-based structure)14.公司治理融资:(financing)公司治理:(corporate governance)股权:(equity)股东:(shareholder)债务:(debt)债券:(bond)债券持有人:(bond-holder)违约:(default)资本成本:(cost of capital)跨境上市:(cross-listing)集中的所有权及控制权:(concentrated ownership and control)所有权分散:(diffused ownership)所有权和控制权相分离:(separation of ownership and control)首席执行官:(chief executive officer)高管团队:(top management team)代理关系:(agency relationship)委托人:(principal)代理人:(agent)代理理论:(agency theory)委托-代理冲突:(principal-agent conflicts)代理成本:(agency costs)信息不对称:(information asymmetries)委托-委托冲突:(principal-principal conflicts)剥削:(expropriation)挖墙脚:(tunneling)关联交易:(related transaction)内部董事:(inside director)外部董事:(outside director)CEO兼任:(CEOduality)基于话语的机制:(voice-based mechanisms)基于退出的机制:(exit-based mechanisms)私募股权:(private equity)杠杆收购:(leveraged buyout)股东型资本主义:(shareholder capitalism)管理人力资本:(managerial human capital)管家理论:(steward ship theory)15.公司社会责任公司社会责任:(corporate social responsibility)利益相关者:(stakeholder)三重底线:(triple bottom line)反应性战略:(reactive strategy)防御性战略:(defensive strategy)适应性战略:(accommodative strategy)行为准则:(codes of conduct)前瞻性战略:(proactive strategy)全球可持续发展:(global sustainability)首要利益相关者群体:(primary stakeholder groups)次要利益相关者群体:(secondary stakeholder groups)。

CLC_Benchmarking_the_Compensation_Department_in_the_Pharmaceutical_Industry

CLC_Benchmarking_the_Compensation_Department_in_the_Pharmaceutical_Industry
Catalog No.:
This project was researched and written to fulfill the specific research request of a single member of the Corporate Leadership Council and as a result may not satisfy the information needs of other members. In its short-answer research, the Corporate Leadership Council refrains from endorsing or recommending a particular product, service or program in any respect. Sources are contacted at random within the parameters set by the requesting member, and the resulting sample is rarely of statistically significant size. That said, it is the goal of the Corporate Leadership Council to provide a balanced review of the study topic within the parameters of this project. The Corporate Leadership Council encourages members who have additional questions about this topic to assign short-answer research projects of their own design.

全球商业道德与诚信标杆案例

全球商业道德与诚信标杆案例

The Global Ethics & Integrity BenchmarksA Self-Assessment Tool for OrganizationsBy Joan Elise Dubinsky and Alan Richter03/11/09Benches. Credit: Ellie Van Houtte (CC).The Global ChallengeExecutives often ask, "Where does it say that we have to have an ethics and compliance program?" This is not an unusual question. This is not an impertinent question. Most assuredly, this is a multi-part question.In essence, the boss is asking, "What requires us to do something about ethics?" To merely respond, "It's just the right thing to do" may not answer the real question that the executive has just asked. In reality, your executive may want to know, "Where is this written? What are others doing about ethics and compliance? How do our efforts compare? Are we ahead of or behind the competition?"Most major corporations operate in multiple countries, under multiple legal and regulatory authorities. It can be difficult, if not impossible, to identify the exact controlling legal authority for creating and sustaining ethics and compliance initiatives. It can be a real challenge to determine what a company must specifically do. Conducting business ethically, avoiding corruption, sustaining ethical business cultures, and complying with the law are high-level answers to the question, "What must we do?"Business, however, thrives on more concrete answers.Many countries have adopted or are currently considering laws that would establish the parameters for ethical and legally compliant corporate conduct. Some of these laws cover public and private business conduct. Some of these legal approaches also cover government conduct. As of mid 2008, compliance laws and regulations have been adopted by Australia, Belgium, Brazil, Canada, China, the European Union, France, Germany, Hong Kong, India, Ireland, Italy, Japan, Korea, Lebanon, Netherlands, Poland, Russia, South Africa, Sweden, the United Kingdom, and the United States. More countries are adding to the world's supply of compliance law every year.Even where the legal systems for ethics and compliance are somewhat similar, how companies respond to these laws is not always the same. Some organizations attempt to comply with every law in every country where they operate. Some organizations devote considerable legal resources trying to reconcile inconsistent legal approaches. Some organizations opt for either the highest or the lowest common denominator. To complicate things further, enforcement mechanisms often vary according to the country and its government.Where the legal principles are clear, it is a relatively straightforward task for businesses to agree upon the standards for ethics and compliance programs. These legal principles become the blueprints as a company develops, implements, and assesses its ethics and compliance program. However, where the standards are not clear—as can be the case where a company operates in a number of global regions and/or is headquartered in jurisdictions that have not adopted compliance legislation—it is more difficult to articulate baseline standards.Many organizations, headquartered outside of the United States, recognize that the American approach to corporate ethics and compliance is fairly well developed and adequately documented. But, modeling a corporate compliance initiative only on the Federal Sentencing Guidelines for Organizations is limiting. It may also be politically naïve. A U.S.-centric approach to ethics and integrity can alienate executives, parliamentarians, employees, labor unions, and civil society representatives. To justify creation of a robust ethics program because it is the norm in the United States ignores the reality that most businesses operate on a global and transnational platform.A Proposed SolutionGlobal Ethics & Integrity Benchmarks* presents a set of universal standards that describe what it takes for an ethics and compliance program to be effective and successful. This benchmarking tool, designed for use as a self-assessment protocol, permits organizations to review and evaluate what they are currently doing in terms of ethics and integrity—apart from any single jurisdiction's laws and regulations. It bridges the gap that conflicts of laws considerations can never successfully navigate.Global Ethics & Integrity Benchmarks is a tool for helping multinational organizations assess and measure their progress in making a formal and transparent commitment to ethics and integrity in the workplace. Business conditions and attitudes can vary greatly worldwide. These benchmarks have worldwide and incremental applicability. They address the need for a universal approach to workplace ethics and integrity. Though legal standards and expectations for businesses differ (within a predictable range), the fundamentals of workplace ethics should transcend national boundaries and legal systems. These Global Ethics & Integrity Benchmarks focus on how individuals treat each other in the workplace, and how their organizations treat them as individuals.Relying upon the advice and experience of a global panel of experts, we have prepared these benchmarks to help our colleagues answer their leader's probing questions of necessity, effectiveness, and legitimacy. The Global Ethics & Integrity Benchmarks presents twelve categories or dimensions of activity that most typically fall under the heading of ethics and integrity. They include:1. Vision and Goals covers the organization's overall concept of and approach to ethics and integrity, including its formal articulation of the organization's underlying philosophy about ethical and moral conduct, and how these expectations are embedded in the fabric of the organization. This benchmark includes how organizations identify and define their core ethical values orprinciples, as well as how organizations integrate those values into everyday business conduct.2. Leadership covers the responsibilities of the organization's leadership in shaping, guiding, and supporting the organization's ethics and integrity initiatives. It examines how leaders and managers are held accountable for promoting ethics and integrity. This category includes an assessment of the organization's "Tone from the Top" at both the senior executive and governance levels.3. Infrastructure explores the way the organization structures or organizes its ethics and integrity function so that it can carry out its goals effectively. This category covers how the ethics function is structured, staffed, and resourced, as well as its formal and informal reporting relationships. This category also includes the roles and responsibilities of those individuals who are assigned to implement the ethics and integrity function.4. Legal Compliance, Policies, and Rules includes the core laws, policies, rules, and guidance that comprise the legal framework for the organization's ethics and integrity systems. This category assesses the internal framework that provides the floor for ethical behavior. It also includes compliance with the external legal framework, established by the multiple jurisdictions and legal frameworks within which the organization operates. This category includes the systems and controls used to ensure and demonstrate that employees and the organization are legally compliant. What is essential is that the organization has translated its legal commitments into concrete actionable guidance that is enforceable.5. Organizational Culture addresses the overall organizational culture and how it promotes ethical conduct in the context of the organization's mission, vision, structure, and strategy. This category explores the degree to which an organization focuses on shaping its organizational culture (both the written and unwritten rules that dictate how work is performed and goals reached) and whether that culture actively promotes ethical conduct. This category addresses how culture is defined (the history and traditions of the organization), who "owns" and shapes culture, how culture is measured, and the degree to which employees find the culture supportive of ethics and integrity.6. Disciplinary and Reward Measures describes how the organization sets and enforces its standards for ethical conduct and behaving with integrity. This category addresses rewards and punishments, incentives that promote ethical behavior, and disciplinary action taken to limit or punish unethical work conduct. This category includes how the organization promotes ethical conduct through its performance appraisal process, and whether ethical conduct is linked to compensation and/or other types of non-monetary benefits.7. Whistleblowing explores how the organization encourages individuals (both internal and external to the entity) to speak up and make reports of questionable conduct. This category explores the methods and protections offered to individuals who wish to make the organization aware of possible unethical behavior, misconduct, or illegal actions. It includes the making of both confidential and anonymous reports, and the systems used by the organization to protect whistleblowers from retaliation or retribution.8. Measurement, Research, and Assessment evaluates how ethics and integrity are measured, whether the organization undertakes research to support ethics strategies that create a culture of ethics and integrity, and the organization's assessment processes around ethics, integrity and organizational culture. This category includes the organization's commitment to continuous improvement, based on benchmarking and other evaluation methodologies.9. Confidential Advice and Support describes how the organization provides confidential, neutral, professional, and independent ethics advice to employees, supervisors, managers, executives, members of governing bodies, and other stakeholders.10. Ethics Training and Education explores ethics and integrity awareness, skill-building training and education, and the integration of such training into the overall development of all employees. This category includes the provision of ethics-related training and skill building throughout the life cycle of staff members, and the degree to which these initiatives are integrated into other organization-wide training commitments.11. Ethics Communications describes how the ethics and integrity initiative is articulated and promoted, both internally and externally. This category covers how the organization defines its stakeholders and how it gears its key messages to distinct audiences.12. Corporate Social Responsibility covers the organization's efforts to establish links with and invest in the communities and stakeholders with which it interacts. This category also covers government relations, environmental consciousness, sustainability, and community impact.These categories may resonate with any number of legislative or regulatory approaches, but do not reflect the legal environment of any single sovereign nation.Global values are at the foundation of the Global Ethics & Integrity Benchmarks. Global values, including integrity, can be found in all religions, texts on moral philosophy down through the ages, and in the United Nations Universal Declaration of Human Rights and its resulting rights-related conventions and principles. Though there is significant "play" in how global values (such as integrity) can be defined and their scope of application, there is little doubt that what unites us as human beings is this ethical dimension. Different cultures, nations, and societies may differ about how to prioritize specific moral values. Nevertheless, all human societies seem to accept that a set of basic human values exists and that these values tend to unite—rather than divide—us.These benchmarks reflect emerging successful organizational practices. They can and will change over time, evolving as all workplace practices grow and improve. Organizations that do benchmarking may look upon these benchmarks as prescriptive of effectiveness or simply as descriptive of current best practices. We believe the descriptive approach is safest, as context is usually critical in assessing the importance and relevance of the benchmarks. In one context, a specific best practice might be ignored while in another context it may be a critically desired factor. From a global perspective, therefore, it is imperative not to blindly follow these benchmarks, butto first evaluate the relevance and importance of each of them to your organization.Using the Global Ethics & Integrity BenchmarksOrganizations can use these Benchmarks in a number of ways. Here are several suggestions:To set and expand organizational standards. Standards are useful to employees, managers, executives, and board members because they help define excellence. Use the benchmarks to set standards for achieving ethics and integrity in your organization as part of a strategy and planning process. Likewise, use them to help expand existing standards.To engage employees and promote accountability for progress. Have groups discuss selected categories and try to reach consensus on the level at which their departments or organizations currently compare to the benchmarks. If no consensus can be reached, then discover what is the narrowest agreed-upon range. Doing this repeatedly with different groups in an organization provides some objective measure of agreement. Tracked over time, this iterative process can chronicle your organization's progress in the chosen categories.To determine and evaluate organizational progress towards short-term and long-term program goals. Use your organization's benchmark scores to determine which of the categories are most important or strategic, and then set goals for achieving some of the benchmarks and work toward increasing the percentage/score.To engage in continuous improvement of your organization's ethics and integrity systems and processes. This set of global benchmarks is one tool—but not the only one of its kind—that can be used to conduct rigorous self-assessments which result in concrete goals for program improvement.To educate senior leaders and governance authorities on expectations, goals, and structures for effective ethics and integrity programs within an organization.To compare your organization to others in your industry, sector, or geographical area. These standards provide a common framework and vocabulary for organizations to describe their efforts in promoting an ethical workplace.To include a focus in business decision-making that goes beyond financial cost-benefit considerations.To assess ethical risk. These standards provide a tool to help organizations identify, describe and assess enterprise-wide reputational risks.How Not to Use these BenchmarksEqually instructive is how not to use the Global Ethics & Integrity Benchmarks. These benchmarks have been created based on our experiences and the experiences of the expert panel.While we are confident that the benchmarks represent realistic and successful practices, they are not based on a systematic empirical study. Therefore, please use these benchmarks as guidelines, not as requirements. They should not be used to determine whether an organization has met specific legal standards set by any one jurisdiction. Do not use them to make compensation decisions or to judge the effectiveness of individuals who have organizational responsibility for implementing ethics and integrity programs. The benchmarks are not the same as legal advice, and do not replace consultation with your organization's legal counsel.Next StepsWe believe that the Global Ethics & Integrity Benchmarks provide a valuable tool for global organizations as they develop, improve, assess, and evaluate their ethics and compliance efforts. We welcome feedback from users, detailing how the instrument has been used and what kinds of results were received. Next iterations of the tool will reflect both the evolution within the fields of ethics and compliance as well as the practical experiences of business ethicists and compliance professionals worldwide.Ms. Dubinsky is the Chief Ethics Officer for the International Monetary Fund. Dr. Richter is President of QED Consulting, a management consulting company that specializes in the areas of leadership, values, culture, and change.* Global Ethics & Integrity Benchmarks is provided free of charge with the provision that its copyright is always respected and acknowledged. For more information about the Benchmarks and to download a copy of the complete assessment tool, please visit .。

cdsb标准践行 -回复

cdsb标准践行 -回复

cdsb标准践行-回复What is CDSB and Why is it Crucial for Businesses?CDSB, short for Climate Disclosure Standards Board, is an international organization that has developed a framework for reporting and disclosing environmental and climate-related information by businesses. With the growing emphasis on sustainability and the impact of business activities on the environment, CDSB's standard guidance provides companies with an essential tool to communicate their environmental performance and risks to stakeholders. This article aims to explain the importance of CDSB and discuss the steps businesses can take to effectively implement the CDSB standards.1. Understanding the CDSB FrameworkThe CDSB framework provides guidance on how companies can effectively report and disclose climate-related information. It helps organizations identify and assess environmental risks and opportunities, as well as the impact of business activities onclimate change. By following the CDSB standards, companies can ensure transparency and consistency in their reporting processes, enabling stakeholders to make informed decisions and evaluate the environmental sustainability of a company's operations.2. Step 1: Assessing Climate-Related Risks and OpportunitiesThe first step businesses should take to implement the CDSB standards is to conduct a thorough assessment of climate-related risks and opportunities. This involves identifying greenhouse gas emissions, evaluating the potential impact of climate change on business operations, and assessing how climate-related risks might affect the company's financial performance. By understanding these risks and opportunities, businesses can align their strategies and disclose relevant information to stakeholders.3. Step 2: Integrating Climate-Related Disclosures into Financial ReportingOnce the risks and opportunities are assessed, the next step is tointegrate climate-related disclosures into financial reporting. This involves linking climate-related information to financial statements, highlighting the company's exposure to climate risks, and disclosing the impact of climate risks and opportunities on financial performance. By integrating climate disclosure into financial reporting, businesses enable stakeholders to evaluate the financial implications of climate-related activities and decisions.4. Step 3: Enhancing Governance and Internal ControlsTo effectively implement the CDSB standards, businesses must enhance their governance and internal controls. This involves establishing clear accountability and responsibility for climate-related reporting, ensuring adequate data collection and verification processes, and implementing robust internal controls to reduce the risk of misstatements or omissions in climate-related disclosures. In addition, companies should consider adopting sustainability-related policies and procedures to facilitate the integration of climate-related information into their operations.5. Step 4: Engaging Stakeholders and Building PartnershipsEngaging stakeholders and building partnerships is another crucial step in implementing CDSB standards. By involving relevant stakeholders, such as investors, customers, employees, and local communities, businesses can gather input and feedback on their climate disclosures, as well as ensure that the disclosed information meets their needs. Moreover, businesses should consider collaborating with industry peers, governments, and non-profit organizations to share best practices, overcome challenges, and collectively address climate change issues.6. Step 5: Monitoring and Evaluating PerformanceThe final step in implementing CDSB standards is to continuously monitor and evaluate performance. This involves regularly assessing climate-related risks and opportunities, benchmarking against industry peers, and tracking progress towards environmental goals. By monitoring performance, businesses can identify areas for improvement, demonstrate commitment tosustainability, and communicate progress to stakeholders.In conclusion, the CDSB standards are crucial for businesses striving to disclose climate-related information accurately and transparently. By following the steps outlined above, companies can effectively implement the CDSB framework and communicate their environmental performance and risks to stakeholders. The integration of climate disclosures into financial reporting, enhanced governance and internal controls, stakeholder engagement, and performance monitoring are all essential components for successful adherence to the CDSB standards. Through embracing CDSB, businesses have an opportunity to demonstrate leadership in sustainability, foster trust with stakeholders, and contribute to a more sustainable future.。

公司内部研究院成立流程

公司内部研究院成立流程

公司内部研究院成立流程英文回答:Establishing an internal research institute within a company is a complex process that requires careful planning and execution. In my experience, the following steps are typically involved in setting up a company's internal research institute:1. Identifying the Need: The first step is to identify the need for a research institute within the company. This could be driven by various factors such as the company's growth plans, the need for innovation, or the desire tostay ahead of competitors.2. Defining Objectives: Once the need is established,it is important to define the objectives of the research institute. This could include areas of research focus, expected outcomes, and the overall mission of the institute.3. Allocating Resources: Setting up a researchinstitute requires dedicated resources in terms of funding, infrastructure, and personnel. It is important to allocate sufficient resources to ensure the smooth functioning of the institute.4. Forming a Team: A key aspect of establishing a research institute is forming a team of qualified researchers and scientists. This team should have the necessary expertise and skills to conduct research in the identified areas of focus.5. Developing a Research Plan: A research plan outlines the specific research projects and activities that will be undertaken by the institute. This plan should be aligned with the objectives and should have clear timelines and deliverables.6. Collaborations and Partnerships: Engaging in collaborations and partnerships with external research organizations, universities, or industry experts cangreatly enhance the capabilities and impact of the researchinstitute.7. Establishing Governance and Reporting Mechanisms: It is important to establish a governance structure for the research institute, including reporting mechanisms, decision-making processes, and accountability measures.8. Promoting Knowledge Sharing: Encouraging knowledge sharing and collaboration within the research institute is crucial for fostering innovation and driving research outcomes. This can be done through regular meetings, seminars, and conferences.9. Monitoring and Evaluation: Regular monitoring and evaluation of the research institute's performance is necessary to ensure that it is meeting its objectives. This can be done through key performance indicators, feedback from stakeholders, and benchmarking against industry standards.10. Continuous Improvement: Finally, it is important to continuously improve and evolve the research institute tostay relevant and impactful. This could involveincorporating new technologies, expanding research areas,or adapting to changing industry trends.中文回答:公司内部研究院的成立是一个复杂的过程,需要进行仔细的规划和执行。

学院 治理体系与治理能力 计划实施方案

学院 治理体系与治理能力 计划实施方案

学院治理体系与治理能力计划实施方案In order to effectively implement the plan for the governance system and governance capacity of the college, it is essential to adopt a comprehensive approach that takes into consideration various aspects. This includes not only establishing an efficient governance structure, but also equipping the college with necessary resources and promoting a culture of accountability and transparency.为了有效实施学院的治理体系与治理能力计划,必须采取综合的方法,考虑各个方面。

这不仅包括建立高效的治理结构,还包括配备所需资源以及推动建立问责和透明文化。

Firstly, it is crucial to establish a clear and well-defined governance structure within the college. This involves defining roles and responsibilities of various stakeholders, such as the board of directors, administration, faculty, and students. Each stakeholder should have a specific role in decision-making processes, ensuring effective communication and collaboration amongall parties.在学院内部建立清晰明确的治理结构至关重要。

指标英文复数

指标英文复数

指标英文复数Indicators are essential tools used to measure and track various aspects of a system or organization. They provide valuable insights into performance, progress, and areas that require attention. When discussing indicators, it is important to understand the concept of plurality, as indicators can exist in both singular and plural forms.The use of indicators in the plural form is particularly relevant when examining multiple aspects or components of a system. Indicators in the plural form allow for a more comprehensive understanding of the overall state of a system or organization. They enable decision-makers to assess a range of factors simultaneously, leading to more informed and strategic decisions.One of the primary benefits of using indicators in the plural form is the ability to identify trends and patterns. By analyzing a set of indicators, rather than a single one, organizations can detect emerging issues, recognize areas of strength, and pinpoint opportunities for improvement. This holistic approach helps to paint a more accurate picture of the system's performance, allowing formore targeted and effective interventions.Moreover, the use of indicators in the plural form facilitates benchmarking and comparative analysis. When organizations or systems can be evaluated against a set of standardized indicators, it becomes easier to assess their relative performance, identify best practices, and learn from the successes and challenges of others. This comparative analysis can drive continuous improvement and inspire innovation within the organization.In the realm of public policy and governance, the use of indicators in the plural form is particularly crucial. Policymakers often need to consider a wide range of social, economic, and environmental factors when developing and implementing policies. By employing a set of indicators, they can better understand the complex interplay between these various aspects and make more informed decisions that address the needs of the population more effectively.Similarly, in the business world, indicators in the plural form are essential for tracking and managing organizational performance. Companies may use a dashboard of key performance indicators (KPIs) to monitor financial health, customer satisfaction, operational efficiency, and other critical aspects of their operations. This holistic approach helps organizations identify areas for improvement, allocate resources more effectively, and make data-driven decisionsthat drive growth and profitability.The use of indicators in the plural form is also prevalent in the fieldof international development. Development organizations and agencies often use a suite of indicators to assess the progress and impact of their interventions in areas such as poverty reduction, healthcare, education, and environmental sustainability. By analyzing a range of indicators, these organizations can better understand the complex and multifaceted nature of development challenges and tailor their strategies accordingly.It is worth noting that the choice of indicators and the specific set used can have a significant impact on the conclusions drawn and the decisions made. Therefore, it is crucial for organizations to carefully select a balanced and representative set of indicators that accurately reflect the various dimensions of the system or issue being evaluated. The selection process should involve stakeholder engagement, data availability, and a thorough understanding of the underlying drivers and interdependencies.In conclusion, the use of indicators in the plural form is a fundamental aspect of effective measurement, analysis, and decision-making. By considering multiple indicators simultaneously, organizations and policymakers can gain a more comprehensive understanding of complex systems, identify emerging trends, andmake more informed and impactful decisions. As the world becomes increasingly interconnected and data-driven, the importance of indicators in the plural form will only continue to grow, serving as essential tools for driving progress, innovation, and sustainable development.。

工程;计划英语

工程;计划英语

I. IntroductionIn the realm of engineering, delivering projects that meet or exceed high-quality and high-standard benchmarks is not merely a desirable objective but an imperative for ensuring long-term functionality, safety, cost-effectiveness, and environmental sustainability. This comprehensive engineering plan outlines a multifaceted approach that integrates various strategies, processes, and tools to achieve these stringent targets across diverse project dimensions. The plan, spanning over 1267 words, delves into key aspects such as project planning, design excellence, materials and construction methodologies, quality control, stakeholder engagement, risk management, and continuous improvement, offering a holistic perspective on how to engineer excellence.II. Project Planning: Setting the Foundation for Quality and StandardsA. Clear Objectives and Scope DefinitionThe foundation of any high-quality, high-standard engineering project lies in establishing clear, concise, and measurable objectives aligned with stakeholders' expectations and regulatory requirements. These objectives should encompass technical performance, cost, schedule, environmental impact, and social considerations. A well-defined scope statement, outlining the boundaries of the project, serves as a reference point for decision-making and prevents scope creep, which can compromise quality and standards.B. Robust Work Breakdown Structure (WBS) and ScheduleDeveloping a detailed WBS ensures that all project tasks are identified, organized, and assigned appropriately, fostering accountability and facilitating effective monitoring. Integrating this WBS into a realistic, resource-loaded project schedule, incorporating milestones, dependencies, and contingencies, enables proactive management of time constraints, a critical factor in maintaining quality and adhering to standards.C. Budget Estimation and Cost ControlAccurate budget estimation, utilizing parametric or historical data, expert judgment, and appropriate contingency provisions, is vital for securing sufficient funding and preventing cost overruns that could force trade-offs between quality and standards. Implementing rigorous cost control mechanisms, including regular budget reviews, change order management, and value engineering exercises, helps maintain financial discipline throughout the project lifecycle.III. Design Excellence: Innovating for Optimal Performance and ComplianceA. Performance-Based DesignAdopting a performance-based design approach focuses on achieving specific functional, environmental, and aesthetic outcomes rather than merely adhering to prescriptive codes and standards. This method encourages innovation, optimizes resource utilization, and ensures that the final product meets or exceeds intended performance criteria.B. Sustainable Design PrinciplesIntegrating sustainable design principles, such as energy efficiency, material selection, water conservation, and waste reduction, not only enhances the project's environmental footprint but can also contribute to improved quality and longer service life. Utilizing green building rating systems, such as LEED or BREEAM, provides a structured framework for assessing and enhancing the project's sustainability credentials.C. Advanced Modeling and SimulationEmploying advanced computational tools like Building Information Modeling (BIM), Finite Element Analysis (FEA), and Computational Fluid Dynamics (CFD) allows for precise prediction of structural behavior, energy performance, and other critical parameters. This facilitates informed decision-making, reduces errors, and enhances overall design quality and compliance with standards.IV. Materials and Construction Methodologies: Ensuring Durability and EfficiencyA. Material Selection and SpecificationChoosing materials with proven durability, low maintenance requirements, and minimal environmental impact is crucial for achieving high-quality, high-standard outcomes. Adhering to relevant material standards, conducting thorough supplier evaluations, and implementing strict inspection and testing protocols help ensure material quality and consistency.B. Innovative Construction Techniques and TechnologiesEmbracing innovative construction techniques, such as prefabrication, modularization, and digital construction, can enhance productivity, reduce onsite errors, and improve overall build quality. Additionally, leveraging emerging technologies like drones, robotics, and augmented reality can further enhance construction accuracy, safety, and efficiency.V. Quality Control: Systematic Monitoring and VerificationA. Comprehensive Quality Management SystemImplementing a robust quality management system (QMS), based on international standards like ISO 9001, provides a structured framework for planning, executing, and monitoring all quality-related activities throughout the project lifecycle. Key components of a QMS include quality policies, procedures, work instructions, and documentation controls.B. In-process Inspections and TestingConducting regular in-process inspections and non-destructive testing at critical stages of the project helps identify and rectify defects early, preventing their propagation and minimizing rework. Employing advanced inspection technologies, such as thermal imaging, ultrasonic testing, and 3D laser scanning, enhances detection accuracy and efficiency.C. Independent Third-party VerificationEngaging independent third-party verification agencies to assess compliance with design specifications, codes, and standards adds an extra layer of assurance to the quality control process. Their unbiased assessments can help identify potential issues, provide valuable feedback for improvement, andbolster stakeholders' confidence in the project's quality and standard adherence.VI. Stakeholder Engagement: Collaborative Governance for Enhanced OutcomesA. Proactive Communication and ConsultationEstablishing open channels of communication with stakeholders, including clients, end-users, regulatory bodies, and the broader community, fosters transparency, understanding, and trust. Regular project updates, public consultations, and user-group workshops enable stakeholders to provide feedback, voice concerns, and contribute to decision-making, ultimately enhancing project quality and alignment with standards.B. Partnering and AlliancingFormal partnering and alliancing arrangements among project participants, such as designers, contractors, and suppliers, promote a collaborative, non-adversarial environment conducive to sharing knowledge, resources, and risks. This collective commitment to project success often results in enhanced problem-solving, innovation, and overall quality and standard attainment.VII. Risk Management: Anticipating and Mitigating Threats to Quality and StandardsA. Comprehensive Risk AssessmentConducting a thorough risk assessment at the outset of the project, involving cross-functional teams and stakeholders, helps identify potential threats to quality and standard compliance. Risks should be analyzed in terms of likelihood, impact, and velocity, enabling prioritization and allocation of resources for mitigation efforts.B. Risk Response StrategiesDeveloping tailored risk response strategies for each identified risk, including avoidance, transfer, mitigation, or acceptance, ensures that risks are effectively managed throughout the project lifecycle. Regular risk review meetings and real-time risk monitoring using dedicated software platforms help maintain risk visibility and responsiveness.C. Contingency PlanningEstablishing contingency plans for high-priority risks, outlining actions to be taken in the event of risk realization, ensures swift and coordinated responses that minimize impacts on project quality and standard adherence. Adequate provisioning of contingency funds and resources further bolsters the project's resilience against unforeseen events.VIII. Continuous Improvement: Learning from Experience to Enhance Future OutcomesA. Post-Project Reviews and Lessons LearnedConducting post-project reviews, facilitated by an independent facilitator, encourages open discussion and identification of successes, challenges, and areas for improvement. Documenting and disseminating lessons learned within the organization and the broader industry contributes toorganizational learning and the continuous enhancement of quality and standard practices.B. Benchmarking and Best Practice AdoptionRegularly benchmarking project performance against industry standards, peers, and best practices helps identify gaps and opportunities for improvement. Actively seeking out and adopting proven best practices from within and outside the industry accelerates the organization's learning curve and enhances its ability to deliver high-quality, high-standard projects consistently.ConclusionAchieving high-quality, high-standard outcomes in engineering projects necessitates a holistic, multidimensional approach that encompasses meticulous planning, design excellence, judicious material and construction choices, rigorous quality control, inclusive stakeholder engagement, proactive risk management, and a commitment to continuous improvement. By diligently implementing the strategies outlined in this comprehensive engineering plan, organizations can enhance their capacity to deliver projects that not only meet but surpass stakeholders' expectations and contribute to the advancement of the engineering profession.。

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Bank One
Bank Two
Bank ‘n’
Central Data Store
Silo One
Silo Two
Central Data Store
A V O X
P O O L
Collaboration – A Key SIBOS ‘06 Theme
“The collaborative space will become an imperative for the industry. There is no other way to continue to supply clients with good products at good price points.” Francesco Vanni d’Archirafi, CEO, global banking services EMEA, Citigroup “Competition versus collaboration has been the subject of a lot of discussion at Sibos. Banks that have traditionally done it all themselves are much more prepared to have conversations with other banks in various regions.” John Murphy, managing director, trade & transactions, ANZ Banking Group “The focus of the banks should be to achieve more together, which has been one of the central themes for Sibos this year. They must realise that if they don’t do it, someone else will – but they need to take collaboration beyond the current level.” N.G. Subramanian, vice president, banking practice, Tata Consultancy Services
Benchmarking and Governance Entity Data
Steve French, COO, Avox Limited
The Problem: Regulation and Poor Data
KYC AML Patriot Basel MIFID
1
The Solution
Appoint CDO’s Governance Data Centralisation
Reputable external source
Source ‘A’ Source ‘B’ Source ‘C’ 100 Golden Copy records 75% consistency
“My data is 75% accurate”
7
Data Vectors
FORMATTING 0% 100%
15
Data Coefficients
100% Populated
100% Formatted
100% De-Duplication
100% Accuracy
16
Data Coefficients
100% Populated
66 %
Worst ( .14)
100% Formatted Centralised Bank
Risk
Operations
Compliance
Other…
Hierarchies Netting etc
Hierarchies Netting etc
Hierarchies Netting etc
Hierarchies Netting etc
Why?
• Cheaper • Better Quality Data
POPULATION
66%
81%
97% 100%
0%
DE-DUPLICATION 10% 0%
80%
99% 100%
13
Data Vectors
FORMATTING 0% 35% 45% 95% 100%
POPULATION
66%
81%
97% 100%
0%
DE-DUPLICATION 10% 0%
AVOX has measured 38 of the largest 50 banks as defined by asset size The data is invariably worse than expected Average one third of records flawed (formats) Average one third of records substantively wrong
80%
99% 100%
ACCURACY
0%
100%
14
Data Vectors
FORMATTING 0% 35% 45% 95% 100%
POPULATION
66%
81%
97% 100%
0%
DE-DUPLICATION 10% 0%
80%
99% 100%
ACCURACY 58% 0% 78% 96% 100%
2
The Typical Bank
Risk
Operations
Compliance
‘n’
Hierarchies Netting etc
SSI’s
Patriot KYC AML
Other…
Core Fields
Name Legal Name Also Known As Name(s) Formerly Known As Name(s) Addresses Address Type (e.g. registered, physical, correspondence, HQ…) Country Country Code (two/three digit ISO) State/Province/Region/County State/Province/Region/County code (where applicable) City Postal Code Address (lines 1-4) Industry Codes Industry Code Type (SIC, NAIC …) Industry Code Industry Description Parent Information Ultimate Parent Immediate Parent Identifiers (partial list, subject to license) Business Registry ID Type Business Registry ID BIC Federal Tax ID Number FSA Firm Reference Number Dunn’s Number Exchange Name Exchange ID Other Third Party Identifiers Regulatory 15A6 Indicator FSA Classification Regulated By Deficient Jurisdiction FATF Indicator Legal Form Other Date of Registration Website URL
25
AVOX
A gl obalcom m uniy of fnanci i iutons w or ng t t i al nstt i ki oget her t devel o op accur e, tm el com pl e and st at i y, et andar zed busi di ness entt dat iy a.
100% De-Duplication
58 %
100% Accuracy
17
Data Coefficients
100% Populated 97%
Best ( .94)
66 %
Worst ( .14)
95% 100% Formatted
99% 35 % 10 % 100% De-Duplication
26
Thank You
Contacts:
Steve French, COO, Avox steve.french@ +44 20 7868 5076
22
Cent alsed D at I ’ Stl a Sio r i a: ts il l
Bank One
Risk Ops Other… Risk Ops
Bank Two
Other…
Central Data-Base
Central Data-Base
Central Data Team
Rules, Formats, Standards
58 %
96% 100% Accuracy
18
Data Stratification
19
Data Stratification
High Exposure Clients
Co-efficient = .83 Average = .76
Medium Exposure Clients
Co-efficient = .62 Average = .57
66%
81%
97% 100%
0%
11
Data Vectors
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