Keyword: Management (26)

In AkzoNobel all new investments require a preceding appropriation request (AR). The responsibility for approving the AR depends on the scope and size. Smaller investments are decided upon within the departments.  The ARs for all investments exceeding 5 million Euro go to the Board of Management and require an Eco-efficiency assessment to be made according to the general […]

By The AkzoNobels organization for sustainable development is constituted of: a Sustainability council Business Unit Managers and Sustainability focal points a Sustainability sourcing team a Sustainable Development group The purpose of the Sustainability council is to monitor the sustainability integration process,  to embed sustainability in the regular management cycle, to measure progress and to advise the […]

AkzoNobel has a national network in Sweden for Health, Safety and Environment. The network meets twice a year to share experiences within the HSE area, but also to create contacts across business units. All members of the network has access to an intranet site where they can share information, publish news and discuss different topics. The […]

‘Implementing sustainability is not so much a technical process’, says the Director of Sustainability, ‘but more of a change process. It is also a matter of weighting how fast the changes can be made. In 5 years time AkzoNobel has embedded sustainability in the management cycle and make big steps forward in its supply chain […]

In 2008, AkzoNobel launched a program for putting focus on sustainability issues within the company and outside. By sending young potential leaders to Antartica within the leadership program AkzoNobel brings a lot of attention to the sustainability work.  In the leadership program,  12 young employees participate at the time. The unique part of the leadership program is […]

By Defining the company in one or a few statements can give the employees a clearer picture of their company, a stronger identity and a clearer focus on how they should act. In AkzoNobel these statements are the company values. The company values define what AkzoNobel and its employees are and what they aim to be. They reflect the way […]

By During 2008 a strategy was put in place in AkzoNobel, built around the twin pillars of value creation and a proactive sustainability agenda. When creating strategies for sustainable development within AkzoNobel, the following organizations have influenced the process. § United Nations Global Compact, in which AkzoNobel has been a signatory since 2004. § The Code of […]

By When comparing new products with competing products on the market, environmental as well as economical aspects are necessary in order to evaluate the market acceptance of the new products and the possibility to gain market shares. Also, in order to know where to put efforts and resources to acheive the most environmental gain, it is […]

By A sustainability strategy should give direction to all functions within the company, to integrate sustainability considerations both on a strategic level and into the day-to-day work. Generally, this requires cooperation between functions. The strategy should be founded in the sustainability policy and be based on: A clear vision on what to achieve Internal knowledge and […]

By 1.       ISO/DIS 14045 The ISO/DIS 14045 declares: “Eco-efficiency is a quantitative management tool that enables the consideration of life cycle environmental impacts of a product system alongside its product system value to a stakeholder”. The draft standard defines eco-efficiency as “an aspect of sustainability relating the environmental performance of a product system to its […]