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Ulma Sustainability Model

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1. ROLE OF OUR BUSINESS Our company’s approach toward CSR is unbalanced, focusing on community welfare creation, not considering environmental and economic factors enough. Its practices are applied randomly without any clear comprehensive and interconnected framework. A sustainability model has to be an integral part of Ulma’s corporate strategy (Murray 2008), linking business plan objectives with a sustainability agenda, strengthening the company’s performance (Martinuzzi et al. 2011), while impacting positively on the environment, society and our stakeholders. 2. GLOBAL CONSTRUCTION TRENDS Each historical period has been impacted by its particular transformational challenges. These challenges are physical, societal and environmental …show more content…

They are focused on three different levels: Strategic (Leadership), Systemic (Value Chain Redefinition) and Operational (impacts on H&S and Eco-friendliness). These decisions are represented in the Mckinsey Compass tool, indicating the areas where they impact. 1. Reputation management. (Impacts on Risk Management) In order to be aligned with CSR framework demands and needs, Ulma Construction should create a CSR Committee, responsible for evaluating and guiding the company’s efforts. This body should be heterogenic, incorporating not only the General Manager, but also managers from Quality, Human Resources, Safety & Environmental and Business Division. The CSR committee mission would be to implement the principles of sustainability into the business, integrating a strategic CSR plan with clear individual objectives and actions, actions that would be managed and measured by committee members. Getting the full support and leadership from the General Manager and adapting the business structure becomes essential to communicate sustainability related initiatives effectively, and establish direct accountability to the Company’s Management …show more content…

Sustainable Value chain (Impacts to Return on Capital) The construction sector is characterized by a long Supply Chain including numerous actors that participate along the building process (Brown 2012). CSR seeks to improve the way that businesses respond to stakeholders’ needs and enhance the sustainability of their activities. In that sense, creating a sustainable value chain within the industry supply chain that includes customers, contractors and different tiers of suppliers (materials, workforce, etc) would help to create value for all participants. Ulma Construction, as a first-tier supplier, is related to several providers of different products and services. Implementing a consistent selection process for suppliers and sub-contractors will recognize their sustainable engagement. This action will help ensure compliance with social and environmental aspects for example. Monitoring suppliers’ accreditation processes has to be based on explicit specific eco-criteria, reducing discretionary choice (European Commission 2010). Logically, this process should create a database of qualified suppliers.

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