Good Organisation, Management & Governance Practices: A Primer for Providers of Services in RECP - UNIDO/UNEP

8/6/2019 Good Organisation, Management & Governance Practices: A Primer for Providers of Services in RECP - UNIDO/UNEP

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Good Ogitio,Mgmtd Go Pti:A Primer or Providers o Services in

Resource Ecient and Ceaner Production (RECP)

United nations

indUstrial development organization

United nations

environment programme


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Version 1: Apri 2010

Copriht United Nations Industria Deveopment Oranization 2010

This pubication ma be reproduced in hoe or in part and in an orm or educationa or non-prot purposes ithout specia permission

rom the copriht hoder, provided acnoedement o the source is made. UNIDO oud appreciate receivin a cop o an pubication

that uses this pubication as a source.

No use o this pubication ma be made or resae or or an other commercia purpose hatsoever ithout prior permission in ritin rom

the United Nations Industria Deveopment Oranisation.

Diim

This document has been produced ithout orma United Nations editin. The desinations empoed and the presentation o the materia in

this pubication do not imp the expression o an opinion hatsoever on the part o the Secretariat o the United Nations Industria Deveop-

ment Oranization (UNIDO) and/or the United Nations Environment Proramme (UNEP) concernin the ea status o an countr, territor,

cit or area or o its authorities, or concernin deimitation o its rontiers or boundaries or its economic sstem or deree o deveopment.

Desinations such as deveoped, industriaised and deveopin are intended or statistica convenience and do not necessari express

a judement about the stae reached b a particuar countr or areas in the deveopment process. Moreover, the vies expressed do notnecessari represent the decision or the stated poic o the United Nations Industria Deveopment Oranization and/or the United Nations

Environment Proramme, nor does citin o rm or trade names or commercia processes constitute endorsement b UNIDO and/or UNEP.


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United nations

indUstrial development organization

United nations

environment programme

Vienna, 2010


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Table O cOnTenTs

ACkNOwlEDgEMENTS .......................................................................................................4

FOREwORD ........................................................................................................................5

PART 1: INTRODUCTION .......................................................................................................6

I. Context ....................................................................................................................6

II. Taret audience .......................................................................................................7

III. good Oranization, Manaement and governance Practices or NCPCs ..................................7

PART 2: kEy ElEMENTS ...................................................................................................... 10

I. ke eement 1: Strate ........................................................................................... 10

II. ke eement 2: Autonom ....................................................................................... 13

III. ke eement 3: Operationa Manaement ............................................................... 16

IV. ke eement 4: Business........................................................................................ 21

V. ke eement 5: Expertise ........................................................................................24

PART 3: MOVINg FORwARD ...............................................................................................26

glOSSARy ........................................................................................................................29

REFERENCES .....................................................................................................................33


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6

Acknowledgements

This Primer as deveoped and rened throuh a participator and iterative process. The initia drat as pre-

pared b Sustainabe Business Associates (SBA, lausanne, Sitzerand) on the basis o initia concepts proposed

b UNIDO and UNEP. The drat as rened upon revie and appication b the Nationa Ceaner Production Cen-

tres (NCPCs) o China, guatemaa, Sovaia, South Arica, Tanzania and Viet Nam. These centres aso provided

the initia set o Case Studies pubished in connection ith this Primer. The Primer and drat Case Studies ere

subsequent presented and discussed at the 2009 UNIDO-UNEP Netorin Meetin on Resource Ecient and

Ceaner Production (RECP), hich too pace in luzern, Sitzerand on 20-23 October 2009. The Primer and Case

Studies ere subsequent competed tain due consideration o comments and suestions received.

The ooin contributors are specica acnoeded: karim Zein, groire Mean and Ma Redard (SBA),

Ren Van Bere and Vida Rozite (UNIDO), Desta Mebratu (UNEP), yu Xiuin and yin Jie (NCPC China), luis Muoz(NCPC guatemaa), Tomas laurinc (NCPC Sovaia), Ndivhuho Raphuo (NCPC South Arica), Ceophas Miiro

(NCPC Tanzania) and Tran Van Nhan and No Thi Na (NCPC Viet Nam).

The preparation and pubication o this Primer as made possib ith undin rom the State Secretariat or

Economic Aairs (seco), government o Sitzerand, under its support to UNIDO or the 2009 UNIDO-UNEP RECP

Netorin Meetin.


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7good Oranization, Manaement and governance Practices: A Primer or Providers o Services in Resource Ecient and Ceaner Production

Foreword

The United Nations Industria Deveopment Oranization (UNIDO) and the United Nations Environment Pro-

ramme (UNEP) cooperate to advance sustainabe industria deveopment and sustainabe consumption and

production in deveopin and transition countries. Since 1994, UNIDO and UNEP have cooperated specica

to estabish and support Nationa Ceaner Production Centres (NCPCs), hich are current operationa in over

40 countries. These NCPCs provide services to businesses, overnments and other staehoders in their home

countries or the promotion and impementation o Resource Ecient and Ceaner Production (RECP) methods,

practices, technooies and poicies. In 2009 UNIDO and UNEP areed on a ne joint RECP Proramme ith the

overa aim to expand and scae-up the activities and impacts o the oba netor o NCPCs.

This Joint UNIDO-UNEP RECP Proramme incudes support or the urther proessionaization and institution-

aization o the NCPCs and other RECP Service Providers. The present Primer on Good organization, manage-ment and governance practiceshas been deveoped in response to the need expressed b severa NCPCs or

support in this area or NCPCs and RECP service providers. The Primer provides a rameor o ood practices

that NCPCs can use to revie and here possibe improve their oranization, manaement and overnance, and

thereb contribute to the independence, stabiit and sustainabiit o their oranization.

The rameor is based on ve e eements: Strate; Autonom; Operationa Manaement; Business and Ex-

pertise. Each o the eements has about ha a dozen contributin e actors. These actors are eaborated and

practica suestions on ho to strenthen oranization, manaement and overnance are provided. It is envi-

sioned that NCPCs i periodica use this Primer to identi their strenths and eanesses and set priorities

or improvement in subsequent ears. UNIDO and UNEP pan to support NCPCs ith the impementation o their

improvement pans throuh individua and coective trainin and b providin toos here necessar, under theauspices o the UNIDO-UNEP Netor or RECP Promotion and Impementation.

This Primer is supported b a set o Case Studies hich hihiht specic oranization, manaement and ov-

ernance arranements and achievements. These Case Studies aso serve to iustrate ho the e eements

and actors o this Primer can be appied in practice. The initia set o Case Studies covers the NCPCs o China,

guatemaa, Sovaia, South Arica, Tanzania and Viet Nam and is avaiabe on ine at .unido.or/cp. Further

Case Studies i be added as more NCPCs start to app this Primer.

NCPCs have a unique mandate to combine the deiver o services that serve the specic interests o cients ith

activities that benet the business sector and societ at are. The atter pubic interest activities can incude

advocac, inormation dissemination, netorin and poic advice at the nationa and sub-nationa eves.

whie the iustrations in the Primer are specic to NCPCs and other Providers o RECP Services, the underinrameor o e eements and e actors is equa appicabe to service providers ith dua pubic interest

and private benet service mandates in other areas, or exampe, ener ecienc, productivit and quait

manaement.

It is envisioned that this Primer i serve as a start and reerence point or NCPCs and other Providers o RECP

Services to continuous improve their institutiona set up, enaement ith e staehoders, manaement o

resources and noede bases.

Heinz leuenberer Arab Hobaah

Director ChieEnvironmenta Manaement Branch Sustainabe Consumption and Production Branch

UNIDO UNEP


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PArt 1: IntroductIon

I. cOnTexT

The Joint UNIDO-UNEP Proramme on Resource Ecient and Ceaner Production (RECP) aims at improvin re-

source productivit and environmenta perormance o businesses and other oranizations in deveopin and

transition countries (.unido.or/cp). RECP is used as an umbrea term or the appication o preventive

environmenta strateies, or Ceaner Production (CP), to achieve the tripe aims o production ecienc, en-

vironmenta manaement and human deveopment. The RECP Proramme buids nationa capacities, osters

diaoue beteen industr and overnment and aciitates investments or the transer and adaptation o Envi-

ronmenta Sound Technooies (ESTs). RECP can on be sustained i nationa capacit is in pace to adopt and

adjust methods, practices and poicies to oca conditions.

To promote the appication o RECP b enterprises in deveopin and transition countries, UNIDO in cooperation

ith UNEP started, in 1994, to set up Nationa Ceaner Production Centres (NCPCs) and Nationa Ceaner Produc-

tion Prorammes (NCPPs). Since then, over 40 NCPCs and NCPPs have been estabished, ith others in the pan-

nin stae. UNIDO manaes the NCPCs and has ored ith UNEP on deveopin the capacities o NCPCs and on

aciitatin inormation and experience sharin throuh reiona and internationa netorin.

In its estabishment stae, each NCPC operates as a project manaement unit unded and administered b

UNIDO and/or UNEP. Over time the NCPC is expected to radua become increasin oranizationa and

nancia independent rom UNIDO and UNEP. The more autonomous centres then become active impementin

partners or both UNIDO and UNEP activities in the area o RECP. It thereb raduates into a nationa-oned

provider o RECP services to businesses, overnments and civi societ. These services oud tpica at eastincude inormation dissemination, aareness raisin, proessiona trainin, in-pant assessments and poic

advice. B denition, some RECP services are expected to have aprivate beneft(in particuar the identication

o operationa savins throuh RECP in companies) hie other services provide a public good(promotion o

RECP and actin as a nationa catast or environmenta steardship and sustainabe industria deveopment in

enera). The service deiver o NCPCs is durin the estabishment stae enera supp-driven, and evoves

over time to become more sustainabe and demand-driven.

In order to sustain their existence and service deiver in the on run, each NCPC needs to transorm itse as

quic and smooth as possibe into a nationa-oned institution ith administrative and nancia inde-

pendence rom UNIDO and UNEP. This has turned out to be a chaenin and roc road1. Some NCPCs have

succeeded e in securin nationa onership, hie others have ound it dicut to ore an eective partner-

ship ith and beteen the pubic sector, the private sector and civi societ. Even thouh this can in part beattributed to nationa circumstances, there are aso some uidin principes and e eements that can be ad-

opted to improve nationa onership. Brinin such uidin principes to the ore and iustratin these ith the

experiences o seected NCPCs provides vauabe insihts or NCPCs and other RECP Service Providers2. This is

especia the case in terms o determinin and triain countr specic strateies or improvin manaement,

accountabiit and overnance, and thereb bosterin nationa onership and institutiona stabiit.

This Primer aims to present a simpe overvie o ood oranization, manaement and overnance practices

or oranizations that u at east in part a pubic ood roe, and practica appications or providers o RECP

services in dierent reions. The experiences o seected NCPCs that are beieved to provide useu insihts are

1 A urther situationa anasis can be ound in UNIDO/UNEP Independent Evauation o the UNIDO UNEP Ceaner Production Proramme,

United Nations Industria Deveopment Oranization, Vienna, 200

2 For ease o reerence this Primer henceorth reers to a aencies providin RECP services as NCPCs.


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eatured as exampes in the Primer, hie in addition compementar u Case Studies o the NCPCs in China,

guatemaa, Sovaia, South Arica, Tanzania and Viet Nam are avaiabe (.unido.or/cp). The suestions

that are proposed in this Primer and iustrated throuh various exampes and Case Studies shoud hep the

NCPCs in raduatin rom a project manaement unit into a nationa-oned provider o services or private and

pubic ood. NCPCs i thus be abe to improve their manaement and the eective enaement o staehod-

ers (overnment and private sector), hich in turn are buidin bocs or the continuation and impact o the

NCPC in the uture.

The overa oa o this Primer is to provide practica uidance to improve the oranization, manaement and

overnance o the Centres to oster nationa onership and utimate their institutiona or oranizationa stabi-

it and sustainabiit.

II. TarGeT auDIence

This Primer is main deveoped or the Directors o NCPCs. It is aimed to hep them improve the oranization,

manaement and overnance practices o their respective NCPCs. At a second eve, the Primer can be benecia

to Board members as e as e manaers ithin the NCPC structure. In this respect, Board members can bet-ter understand and u their strateic roe and duties hereas e manaers i enhance their business and

manaement sis and practices.

Additiona, this Primer can be a support or the independent assessment o NCPCs.

III. GOOD OrGanIzaTIOn, ManaGeMenT anD GOvernance PracTIces Or ncPcs

1. Ogitio tiiit thogh tio ohip

Stron nationa onership is a major aspect in strenthenin NCPCs and ensurin oranizationa sustainabiit.

Improved manaement and overnance are centra to attainin this.Oranization, manaement and overnance can be understood dierent accordin to the context and the situ-

ation. we propose the ooin denitions in order to expain hat the can mean or NCPCs.

Ogitio: the desin o the oranizationa entit, its structure, vision and mission and decision main

orans.

Mgmt: the processes/procedures and sstems o the oranization that ensure that the oranization

ecient uses its avaiabe resources to achieve its aims and objectives.

Go: the processes and interactions b hich the oranization enaes and consuts ith its stae-

hoders and accounts or its achievements. governance characterizes ho thins are decided and then

reaized ithin an oranization, be it a overnment or a compan. governance is thus a reevant issue orNCPCs and determines ho the are directed, administered or controed.

good practices in manaement, oranization and overnance dene idea attributes, hich can be achieved in

dierent orms in dierent countries. whie reachin idea conditions ma not aas be possibe, to ensure the

sustainabiit o the RECP service provision, actions must be taen to or toards these idea attributes. In our

case, ood practices become evident hen the NCPC evoves rom an internationa cooperation project or pro-

ramme into a nationa reconized oranization ith manaeria, administrative and nancia independence

and oranizationa and institutiona stabiit and sustainabiit.

2. Itodtio to th k mt d thi ittd

Five e eements are centra to achieve ood oranization, manaement and overnance. given the nationa

context and poitica rameor o each countr, the NCPCs evove ithin a quite riid rame comprisin authori-


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10

ties, staehoders, peers and cients. This countr specic rame infuences ho e eements eatured beo

can be best appied rom countr to countr.

The e eements can be considered as desirabe attributes or the NCPCs and provide specic orientations or

action.

To better understand the scope and meanin o the e eements, the have each been subdivided and opera-

tionaized into e actors:

K emt cotitig K to

sttg Vision and missionRoe and composition o the BoardStrate ormuationContro, decide and overnTransparenc and accountabiit

atoom lea entitRepresentationStrateic aiancesConficts o interestStaehoder enaement and externa communication

Optio mgmt Operationa panninleadershipStanOranizinCoachin and communicationControinFinance manaementEthics and interit

bi Prospectin and acquisitionServices providedTrainin providedInormation dissemination and maretinPubic reations and netorin

epti knoede manaementFace-to-ace methodsPaperOnine toos

These e eements cannot be rearded as isoated and independent rom each others. On the contrar, theare stron interreated, in addition to bein embedded ithin the rame o externa paers as shon in the

ure beo.

In this respect, and to iustrate this interreation o e eements e can sa that a NCPCs strate is deter-

mined b its autonom as e as b its operationa manaement: a ood mission and vision is sustained b a

pramatic operationa pan. Bein autonomous i aso enhance a NCPCs operationa manaement and imp

ood business perormance. Strateic aiances i enhance project acquisition and netorin. Simiar, suc-

cessu business depends on deep expertise in RECP as e as a ood noede manaement sstem. we

seected and sied sta are needed to provide hih quait services and trainin.


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Strategy

Opera t iona l managem ent

Expert ise

Lega l a nd jud ic ia ry f ramew ork

Cl ien ts

S

takeholders

B

eneficiaries

Bus iness

Autonomy

3. Ho to thi Pim o impoig o ogitio, mgmt d go

A ood requenc or reviein the appropriateness o the oranization, manaement and overnance proce-

dures and practices is once ever 1-2 ears. Aternative, ou ma aso ant to consider an externa and inde-pendent assessment.

Another approach to our assessment is to address one or to e eements at a time. with our Board members ou

can o throuh e eements 1 and 2 (Strate and Autonom). with our manaement team ou can tace e ee-

ment 3 (Operationa Manaement). with our sta ou can ocus on e eement 4 and 5 (Business and Expertise).

In the remainder o this Primer, each e eement is presented in 3 sections. The rst section provides a enera

denition ith direct appications or the NCPCs.

The second section is a quic-se assessment that enabes ou to see here ou stand in reation to the e

eement. It is a rather iht section and it is important to note that the assessment is a too or ndin areas that

need improvement; not or main judements. B ivin a 5 questions an equa eihtin o 20 per cent oui et a score or that e eement (maximum 100 per cent). kind note that the open questions ith ansers

ranin rom 1 to 5 correspond to the ooin scae:

1: ver bad

2: bad

3: averae

4: ood

5: exceent

The third section presents a non-exhaustive set o ood practices. It is the heart o this Primer and it provides

suestions that NCPCs can consider in order to improve their on oranization, manaement and overnance.These suestions ere compied to serve as a red thread or as a checist. Each NCPC can then adapt the su-

estions to its on situationa and nationa context as e as its on NCPC structure. Some tips that are critica

in certain countries ma not be as reevant or others.


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12

PArt 2: key elements

I. Key eleMenT 1: sTraTeGy

1. Ditio

when it comes to an oranization, strateic manaement requires an incusive vision, a strateic pan and

stron steerin capabiities. The vision o a business is hat it is aimin to reach hereas its strate is com-

parabe to a path or to the means required to reach the objectives. Strateic manaement ansers 3 questions:

what do e ant to achieve? Ho do e ant to be perceived in the maret? what measures and hat resources

are needed to reach our oas? In this respect, business pans are useu toos to impement strateies.

Strateic manaement is essentia or the ood overnance o NCPCs. It is main exercised b the NCPC Board

hich denes the vision and mission and sets a cear strateic pan to achieve its oas. Strateic manaementinvoves ood uidance and contro o NCPCs operations and nances. It aso ensures tareted and transparent

communication ith the main staehoders o the NCPCs (industr associations and ederations, poic maers

and reuators ithin overnment, industr customers, suppiers, partners and the communit at are). In this

respect, the composition o the Board and its inter-reation ith the NCPC manaement are aso critica actors.

2. s-mt

Does our NCPC have an approved vision and mission that maximize staehoder benet?

yes No

Have the viepoints and inputs o e staehoders been taen into account durin the deveopment o the

strate?

yes No

To hich extent does the Board revie the annua perormance o the NCPC in reation to its areed strateic

objectives?

1 2 3 4 5

Is there a productive orin partnership beteen the NCPC Director and the Board?

1 2 3 4 5

Are roes, responsibiities and accountabiit or a reevant eves o manaement and Board members de-ned, documented and understood?

1 2 3 4 5

your score

1.

2.

3.

4.

5.


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3. Good pti

viio d miio

Identi core vaues and set short term oas and on term ob-jectives or our NCPC.

Mae an anasis o Strenths, weanesses, Opportunities and

Threats (SwOT) o our operations.

Tae into account the interests o e staehoders in ormuat-

in our vision and mission.

Formuate a cear vision or the NCPC that refects hat it shoud

and coud become in the uture.

Have our NCPC vision periodica revieed and approved b

our Board.

Communicate our vision and mission to our sta in order toet their commitment in achievin them.

Adjust our vision and mission in time once ou nd the are not

an oner suitabe or our NCPC.

ro d ompoitio o th bod

Cari in our statutes the roes and responsibiities o Board

members and mae sure Board members no them and un-

derstand them.

Deveop, i appropriate, a Board poic and a code o conduct.give Board members a basic understandin o ho the NCPC is

structured and ho it operates.

Introduce a maximum term imit or Board members, i appropri-

ate.

Seect Board members or their commitment to the NCPC mis-

sion and objectives.

Ensure diversit o Board members (overnment, business sec-

tor and civi societ) in order to attain the best exposure and

attract ider experience to our NCPC.

See neutrait and objectivit o Board members in order toavoid confict o interest and et optima uidance.

Consider the size o the Board (not too sma, not too bi i.e. 5 to

9 members) in reation to our orin and nationa context.

Consider hich tpe o Board is most suitabe (e.. Advisor

Board, Supervisor Board, Board o Trustees, Steerin Commit-

tee, etc.) in respect to our nationa context and NCPC struc-

ture.

Have our Board chaired b a prominent and charismatic person

ho is committed to sustainabe deveopment at the nationa or

internationa eve.

Vision without action is a daydream.

Action with without vision is a nightmare

Japanese Proverb

G eti iio

Corporate success depends on the vision articu-

ated b the chie executive or the top manae-

ment. For a vision to have an impact on the

empoees o an oranization it has to be con-

veed in a dramatic and endurin a. The most

eective visions are those that inspire, usua

asin empoees or the best, the most or thereatest. At genera Eectric, the corporate vi-

sion is We bring good things to lie.

Mae sure ou eep fexibiit in our vision,

communicate it constant, and eep inin the

events o toda to our vision, underscorin the

reationship beteen the to.

For tomorrow belongs to the people who pre-

pare or it today

Arican Proverb

viio o th sok ncPc

The motto the Sova NCPC is: The cheapest so-

ution is sovin the probem hich has never

rea emered. It continuous strives to be

the eader in practica and eective protection

o the environment and the manaement o

industria riss. It promotes, impements and

supports proactive preventive approaches in

sovin industria poution probems in Sova-ia and abroad.

Deliberate oten--decide once

latin Proverb

Strategic planning is worthless, unless there is

frst a strategic vision

John Naisbitt, American author


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14

sttg omtio

Enae ourse/our Board in thinin strateica about the

NCPCs or and the roe o the Board.

Start the process o deveopin a strateic pan that can urther

be transated into our NCPC business pan.

Search or a ood baance beteen service innovation and NCPC

core business to ensure stabiit and sustainabiit.

Revie the strateic pan ith Board members and possib

ith e staehoders.

Dene the e strateic oas, outcomes and indicators that the

NCPC shoud strive to attain.

coto, did d go

wor transparent ith our NCPC Board members, re on

them and ca upon their ide experience and contacts.

Hod reuar Board meetins (minimum tice a ear).

Provide the riht inormation in the riht ormat (operationa and

nancia reports, drat strateic pans, etc.) beore each Board

meetin in order to aciitate the decision-main process.

Ensure that Board meetins are e manaed and ao su-

cient time or the important topics on the aenda.

Prepare minutes o Board meetins hihihtin major deci-

sions taen.

Deveop a job description or the position o NCPC Director ith

perormance indicators and have the Board appoint the NCPC

Director.

Tp d otiit

Disseminate inormation in an open, accessibe and time man-

ner throuh correct channes and to the riht taret roup.

Ensure that the annua reports o our NCPC are readi under-

standabe, ide disseminated and accessibe to the pubic.

Mae sure that annua reports ive an accurate picture o ourNCPCs activities and ho it operates.

ncPc soth ai (ncPc-sa):

2 bod o optim tig

The NCPC-SA is ead b a strateic committee

caed the Executive Manaement Committee

(EMCO) that is chaired b the Department o

Trade and Industr (dti) and incudes the De-

partment o Environmenta Aairs, Business

Unit South Arica, the host institution the

Counci or Scientic and Industria Research

(CSIR) and the Director o the NCPC-SA. The

EMCO is the strateic decision and eadership

bod o the NCPC-SA that aciitates overn-

ment bu-in to its strateic business pan and

ensures the ainment o its objectives ith the

oas and pans o the overnments sustain-

abiit strate.

To remain reevant and ain to nationa pri-

orities, the EMCO is supported b an Advisor

Forum constituted o representatives rom re-

evant nationa and internationa institutions

such as the chamber o commerce and indus-

tr, sector associations, non-overnmenta or-

anizations, institutions o hiher education,

embass secretariats rom donor countries and

the UNIDO reiona oce. The roe o the Advi-

sor Forum is to ensure oca bu-in o activitieso the NCPC-SA and ive comments on project

structure and expected outputs in respect to o-

ca and economic sector needs.

I nothing has been orged, then what

happened to the charcoal?

Arican Proverb


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II. Key eleMenT 2: auTOnOMy

1. Ditio

Autonom enabes the NCPC to act in its countr or the continued impementation o RECP and not accordin

to the particuar interests o one or more third parties. A ormaized ea status (e.. not-or-prot oundation,

association, non-overnmenta oranization or private compan) ensures autonom on paper.

Hoever, to secure eective and da-to-da autonom, the NCPC can consider severa practica aspects that are

at east as important as its ea status. A baanced representation ithin the Board obvious avoids one ora-

nization (or one poeru person) imposin its on priorities and strateies on the NCPC. It aso ives a cear

messae to cients and partners on the neutrait o the NCPC. Strateic aiances aso enhance the autonom

o the NCPC hen such partnerships are ored to excusive serve the interests and deveopment o the NCPC.

Moreover, strateic aiances are ver oten imited in time, thus preservin the NCPC rom stron infuences.

Fina, conficts o interest can pose a threat to the credibiit o the NCPC itse and thus its on term existence.

These shoud be prevented rather than treated once the have appeared.

In practice, autonom means that the oranization can determine its on strate, dene its on activities

and contro its on nances, each ithin the boundaries o its mandate as refected in the mission and vision

statements. Strict speain, this can on be achieved ith a separate ea entit or the NCPC. Hoever, ith

proper areements and contros in pace, autonom can aso be achieved i the NCPC is an independent unit o

a bier ea entit.

2. s-mt

Does our NCPC have its on ea status (incudin - as appropriate - statutes, artices and bas)?

yes

No

Can our NCPC enter into contracts or service deiver and can ou ree manae the unds obtained?

yes No

Can our NCPC hire and appoint its on sta and mae ea orin contracts?

yes No

To hich extent can ou enter into partnerships ith other oranizations in order to oster our on operations?

1 2 3 4 5

To hich extent have ou set procedures to avoid confict o interest beteen our NCPC operations and mem-

bers o the Board or sta o the NCPC? 1 2 3 4 5

your score

1.

2.

3.

4.

5.


15/37

16

3. Good pti

lg tit

Dene the most appropriate institutiona status that is suitabeor our specic context.

Deveop our on statutes, artices and reuations.

Mae sure our NCPC has the required autonom to ensure its

administrative and nancia independence.

I an independent entit is the preerred option, ensure that

our NCPC is ea reistered.

Estabish our on overnin bod (Board).

Protect our NCPCs inteectua propert rihts throuh ea

areements and restrictions hen appropriate

rpttio

Estabish our on overnin bod (Board) ith representation

rom the e staehoders.

Enabe our e staehoders to become Board members in or-

der to benet rom their experience and contacts.

Mae sure there is a ood baance beteen Board members to

avoid our NCPC bein captured b a particuar interest.

sttgi i

See out and deveop partnerships ith other oranizations.

Dene expected outcomes and benets or our NCPC opera-

tions beore pannin and areein on a strateic aiance.

Identi the resuts rom the aiance that i be most benecia

or our operations and dene the structure and operatin is-

sues that need to be addressed to achieve these resuts.

Be certain that our NCPC cuture is compatibe ith our part-

ners and mae sure that there is an acceptabe eve o trust.

Ensure that our strateic pan enabes ou to serve a sectors

and a industr sizes and does not imit the scope o our ser-

vices.

Consider exit strateies to terminate probematic aiances.

cofit o itt

Set adequate measures to prevent conficts o interest.

Ensure that, hen Board members are acin conficts o inter-

est, the rerain rom votin.

Ensure that the roes o the NCPC and the Board compement

each other, and do not confict.

Th sok ncPc: do otio

o th g tit i

Both ea bodies o the Sova NCPC are u

independent.

SCPC ltd. provides proessiona consutanc,

trainin and advisor services to cients rom

dierent sectors and commercia rates are

chared.

PROVENTUS provides aareness raisin, educa-

tion as e as trainin and research activities.

The independence o PROVENTUS rom the

SCPC ltd. is assured throuh the Board and in-

dependent nancia accountin sstems. Both

oranizations share sta, to the extent required

b projects, in a u accountabe manner.

I know but one reedom and that is

the reedom o the mind

Antoine de Saint-Exuper, French riter

Tohi ttgi i

Toshiba rm beieves that a sine compan

cannot dominate an technoo or business

b itse. Toshibas approach is to deveop re-

ationships ith dierent partners or dier-

ent technooies. The partnerships heped the

compan to become one o the eadin paers

in the oba eectronics industr.

Toshiba has ormed various partnerships, tech-

noo icensin areements and joint ven-

tures. In semiconductors, Toshiba, IBM and

Siemens came toether to poo dierent tpes

o sis. The cooperation beteen the partners

as imited to research. For commercia produc-

tion and maretin the partners decided to be

on their on.

In fash memor, Toshiba ormed aiances ith

IBM and Nationa Semi Conductor. The aree-

ment ith IBM has aso enabed Toshiba to

become one o the ords arest suppiers o

coour fat pane dispas or noteboos.


16/37


stkhod ggmt d t ommitio

Identi the e staehoders o our NCPC.

Aree on a process b hich ou i enae the e staehod-

ers and revie these mechanisms reuar.

Tae into account the interests o e staehoders hen tain

important decisions or our NCPCs uture.

Invove our e staehoders hen buidin and vaidatin

our strateic pan.

give e staehoders a basic understandin o ho the NCPC is

structured and ho it operates.

Hod reuar meetins ith our NCPC staehoders.

Anticipate the needs and expectations o our staehoders in

order to ensure their enaement.

Durin times o chane or turbuence, dispa constanc andsteadiness in order to inspire the condence and commitment

o our staehoders.

Create reaistic expectations amon the staehoders o our

NCPC and ensure that our NCPC meets and exceeds these ex-

pectations.

Choose the reevant eve o inormation, channe and anuae

dependin on the tpe o staehoder ou are communicatin

ith.

Measure the eectiveness o diaoues ith the e staehoders.

ncPc Mooo: th idpdt hot itittio

The NCPC in Morocco is a service unit o the

genera Conederation o Moroccan Companies

(CgEM). The CgEM members are the 24 indus-

tr ederations active in the countr, ith about2000 member companies, and 130 proessiona

associations. The CgEM is convinced that its

credibiit arises rom its independence toard

overnment bodies.

Im putting my trust behind those negotiations

because I think they might yield something,

I believe in bringing stakeholders to the table

Jon Huntsman, American poitician

and dipomat

ncPc Gtm (cGP+l):

th qiiim o toom

To have ea, economic and manaeria auton-

om, the CgP+l denes specic strateies ith

the purpose o achievin se sustainabiit.

Initia, the Centre reied on the economic and

ea support provided b its nationa host in-

stitution, the guatemaan Chamber o Industr,

UNIDO and the Siss government, hich en-

abed the strenthenin o the Centre or buid-

in a patorm or se-sustainabiit. Hoever,rom the ea perspective, it as necessar to

become ea independent rom the host in-

stitution in order to participate in the projects

o internationa cooperation aencies.


17/37

1

III. Key eleMenT 3: OPeraTIOnal ManaGeMenT

1.Ditio

Manaement in a business and socia oranizations is simp the act o brinin peope and other resources

toether to accompish desired oas and objectives.

Operationa manaement o a NCPC consists o impementin the strateies dened b the Board to deiver the

areed activities and outputs in an ecient and eective manner ith avaiabe resources. First, the strateic

pan must be transated into a or pan ith bindin responsibiities, reasonabe sta time aocation and ea-

sibe deadines. The or pan provides a sta ith the necessar uidance or the smooth and coordinated

impementation o NCPC activities. Manain sta and oranizin their activities means ensurin that the are

perormin their duties in accordance ith the or pan. Hoever, manain sta aso requires human and

socia quaities. Coachin and communicatin shoud tae into consideration the sis, experiences and quai-

cation o concerned sta, hie eadin essentia means bein an exampe or the sta. It is necessar to

evauate the perormance o the NCPC and its sta on a reuar basis. It shoud be noted that a certain deree

o ethics and interit is required hen conductin a operationa manaement activities. This in turn osterscondence and respect amon sta or an optima or atmosphere.

2. s-mt

Have ou estabished a or pan ith taret perormance indicators or our NCPC operations and are these

non and understood b our sta?

yes No

To hat extent do ou deveop appropriate job descriptions and to hich extent is each o our sta members

aare o his or her specic duties and responsibiities? 1 2 3 4 5

To hat extent are our sta abe to produce reevant inormation in a time manner?

1 2 3 4 5

To hat extent do ou reard ood practice and ive sta the time and opportunit to share their earnin?

1 2 3 4 5

To hat extent do members o NCPC sta participate in manaement o the NCPC (e.. or pannin and

revie etc.)?

1 2 3 4 5

your score

1.

2.

3.

4.

5.


18/37


19/37

20

Ensure that our sta members beieve in the NCPC vision and

that the are committed to achievin it.

Prepare an oranizationa chart ith reportin ines.

Deveop job descriptions or the e positions ithin the NCPC

aon ith perormance indicators and appropriate reardpacaes.

Cari duties, responsibiities and important resuts that are to

be accompished ith our sta.

Provide opportunities or our sta to broaden their experience

and increase their competence.

Ao enouh time and resources or continuous trainin o sta

in CP noede and practices.

Conduct activities ith both junior and senior experts, in order

to ao or the transer o no-ho to ne sta.

Ogiig

Invove our sta in the deveopment o sstems, processes and

procedures.

Document a sstems and processes and hep our sta under-

stand them.

Ensure that sstems and processes are proactive and transpar-

ent.

keep our sstems and processes fexibe and open or urther

improvement b our sta. Sstems and processes are meant to

support the or rather than stand in the a.

Invove a our sta in devovin the oas o our NCPC.

Encourae the deeation o tass at a eves and henever

appropriate.

cohig & ommitio

Be accessibe to our sta and eas to ta to, even hen ou

are ver bus and under pressure.

Provide support and bacin to our sta.

Induce creativit b speciin the expected end resut rather

than shoin ho to do it.

Vaue teamor and active encourae and reard sta to hep

each other improve.

Insist that our sta thin throuh probems and deveop sou-

tions on their on.

Ensure that the sta is cear about hat is expected o them

and et them no hen the exceed or ai to meet expecta-

tions.

Te the sta hat the do e and hat the coud improve.

Use praise as a positive manaement too.

listen to our sta and encourae them to share probems as

e as successes.

ncPc Ti (cPcT):

ogiig o impod qit

The core sta o the CPCT has, since its estabish-

ment, been ean (i.e. 3 proessiona and 3 support

sta). Each o the proessiona sta (Director and

deput directors) as assined responsibiities to

oversee specic unctions o the Centre athouh

the activities ere carried out throuh joint e-

orts. The CPCT oos a coective manaement

approach. The Director and deput directors meet

reuar to discuss, deiberate, and decide on is-

sues concernin the operation o the Centre.

In order to improve the quait o services and

activities, the Centre has initiated a comprehen-

sive reoranization. The ne oranization o the

Centre is et to be u operationaized. The ne

manaement structure comprises the Board oTrustees, Executive Director and heads o depart-

ments (Production and Consumption; Chemicas

and waste Manaement; Research and Consu-

tanc; and Finance and Administration).

Management is doing things right;

leadership is doing the right things

Peter F. Drucer, American riter and manae-

ment consutant

ncPc Gtm (cGP+l): th IsO otio

The CgP+l has a quait and environmenta man-

aement sstem based on the ISO 9001 and ISO

14001 standards. A recertication o the quait

sstem as initiated in 2009. The quait and en-

vironmenta sstem has been a stron too used

b the administration to improve the Centres in-

terna activities.

The continuous improvement process heps to

estabish strateic pans and operationa pro-

rammes that incude economic, manaeria,

environmenta and technica eements. The ss-

tem has improved and standardized the resuts

o the Centres activities as e as the eedbac

received rom cients.

The conventional defnition o management

is getting work done through people, but real

management is developing people through

work

Aha Hasan Abedi, Indian baner

and phianthropist


20/37


Create a corporate cuture amon our sta.

Reconise and reard ood practice and provide sta ith op-

portunities to share their earnin.

Evauate sta perormance reuar and set adequate reard

sstems.

cotoig

Set up perormance measurement and reportin sstems.

Assess the perormance o our operations ith the set objec-

tives and indicators.

Set up quait contros or our operations.

Estabish a eedbac sstem and procedures.

See i ou can improve perormance monitorin and i ou have

the riht measures in pace to te ou ho e the NCPC is per-

ormin.

wor ith our sta to urther deveop the perormance indica-

tors required to evauate their resuts.

Report perormance resuts and ceebrate successes.

Revie the annua perormance o the NCPC in reation to its

strateic objectives.

Identi compiance eves in reation to the reevant standards

in the NCPCs annua report.

Chec i reports to the Board ive sucient and concise inor-

mation reardin the impementation o the NCPCs proramme

and budet.

i mgmt

Approve an annua budet or the NCPCs corporate and pro-

ramme pans and monitor budet expenditure reuar.

Cose chec our operationa expenses and question their re-

evance hie searchin or ecienc and eectiveness.

Mae month revies o our budet situation comparin ex-

pected incomes and expenses to actua perormance.Ensure that structured processes are in pace to monitor and

audit nancia perormance in reation to the budet and e

strateic oas, both at the executive eve as e as b an inde-

pendent controer.

ncPc chi (cncPc):

ommitig ith t

The Centre ives a cear description or each de-

partment aon ith specic job descriptions or

each sta member ithin a department. The sta

ets cear uidance rom the manaers or direct

rom the directors i the are invoved in a are-

scae project that is controed b the directors.

Hands-on practice and specic continuous train-

in is provided to ne sta. In enera, the CNCPC

sees CP-reated trainin or seminars as ver vau-

abe. At the end o the ear, or the competion o a

project, the Centre possib reards the sta.

The sta is hih invoved in the desin and ap-

pication o potentia projects. A projects are

joint and thorouh deveoped b directors and

e sta members.

The person who moves a mountain begins by

carrying small stones

Ancient Chinese Proverb

ncPc chi (cncPc):

etig d ommitig t pom

The CNCPC eaborates its annua pan ith specic

taret perormance indicators and maes a sum-

min-up ever ear to evauate the achievements

o each activit or project. Ever ear, the annua

pan and summin-up report are disseminated to

each sta member in the Centre to et them no

ho their eorts have contributed to resuts and

achievements.

Good leading makes good ollowing

Dutch Proverb

The reputation o a thousand years may be de-

termined by the conduct o one hour.

Japanese Proverb

Th sok ncPc:

i tp it

The detaied costs and incomes are aocated to

cost centres in the accountin sstem. The inter-

na documentation sstem traces don a direct

costs to the particuar cost centres and the or-

in time o personne is aso traced don. Finan-

cia transparenc is a pre-condition to obtain proj-

ects nanced b pubic resources. For exampe,

EU rants require audited accountin. The audits,

booeepin, personne administration incudin

saaries, socia, heath and pension insurance are

outsourced to externa companies.


21/37

22

ethi d itgit

Set a code o conduct or our NCPC.

Desin a sstem to ensure reuar revie o adherence to the

code o conduct.

Desinate a committee that i have supervisor responsibiit

or ensurin the compiance o our operations ith business

ethics.

Estabish an interna (ithin our NCPC) and externa (or cients

and partners) procedure or compaints, concerns and ques-

tions.

Ensure that hen an opinion o vaue is iven, it is not infu-

enced b persona motivation or ain.

Do not attempt to ain an unair advantae over our competi-

tors.

Treat peope in the same a as ou oud ant them to treat

ou.

Ensure that our NCPC business mode and impementation are

air to a our staehoders.

Put mechanisms in pace to prevent riss to interit.

Estabish a cear chain o responsibiit toether ith eective

contro mechanisms.

Protect condentia inormation.

Disseminate ood business practices ater havin obtained ci-

ent cearance.

Encourae the discussion o ethica considerations prior to

main decisions.

Provide ethics trainin courses.

Maintain a ist o our commitments and promises.

Listen or your tongue will make you dea

Native American Proverb

Th vit nm ncPc: ggig it t

Reardin issues o ethics and interit, a sta

members commit to: (i) impement the certied

ISO 9001 and ISO 14001, (ii) u the roe o the

Centre as a oca point o CP in the countr and (iii)

to protect condentia inormation o cients in

impementation o services.

I you stand straight, do not ear a crooked

shadow

Chinese Proverb


22/37


23/37


24/37


Estabish a database o CP options enerated b our NCPC in

dierent industries.

Tiig poidd

Reuar deveop specic and ne trainin modues and pac-aes adapted to cient needs.

Rene our trainin service portoio accordin to maret trends

and ne eisation.

Ensure our trainin is o top quait, practica and operationa.

Seect trainers careu on the basis o their teachin and tech-

nica capabiities.

Ensure trainin participants are the riht audience and are abe

to impement the noede the acquire in their present or u-

ture roes.

Estabish hih eve trainin oas or participants to reach andprovide reevant certicates.

Reuar evauate our trainin seminars and adjust our cours-

es to the needs and bacround o the participants.

Iomtio dimitio & mktig

Deveop a panned strate or inormation dissemination and

aareness creation.

Maret to cients, in a cear and simpe a, our portoio o CP

services.

Adopt a common brandin and consistent use o terms and concepts.

Deveop inormation materias to be time and adapted to the

specic aareness activities or hich the are to be used.

Thorouh use CP success stories or ider dissemination.

Coect and distribute testimonias on our services.

Pi tio d tokig

Produce promotion materia incudin presentation o the NCPC,

service spectrum and success stories.

Disseminate promotion materia to potentia partners and ci-ents throuh paper and onine media.

keep the NCPC ebsite updated and ensure a unctiona and

user-riend desin.

Deveop interactive paes on the ebsite.

Participate in nationa and reiona conerences on CP and CP-

reated topics.

Oranize nationa and reiona conerences on CP and CP-re-

ated topics.

Oranize open door das at the NCPC.

Partner ith infuentia industr, proessiona, overnment and/or communit oranizations in pannin and deiver o aare-ness activities and pubications.

ncPc vit nm (vncPc):

ommitig t to diio mk

Besides the traditiona CP assessments, the Cen-

tre deivers ne CP-reated services, in the ed

o ener ecienc, quait and productivit, tota

productive maintenance, Environmenta Manae-

ment Sstems (ISO 14001), Occupationa Heath

and Saet and Corporate Socia Responsibiit or

Socia Accountabiit (SA 000). Based on estima-

tions o the potentia or savins throuh resource

ecienc, the Centre aso deivers assessments

on Environmenta Sound Technooies. The as-

sessments ocus on upradin technoo and

provide a comparison o existin technoo ith

Best Avaiabe Techniques thus aoin or a set

o recommendations. Connectin such inorma-

tion ith e economic ures can uide the in-

vestment decisions o industries.

The believer is happy; the doubter is wise

Hunarian Proverb

ncPc Gtm (cGP+l):

th impot o mktig i

Another eement o success in the deveopment

o ne services is to have success stories and to

maret them to potentia cients, in this case the

enterprises. Success stories present the benets

achieved b cients throuh the Centres services.

Participatin in noede netors, committees,

conventions and events open up exceent oppor-

tunities or maretin and ndin ne cients. A

cear exampe o this is the participation in the

CPlatinNet (http://.cp-atin-unido.net/), the

latin American NCPC netor, or the estabish-

ment o aiances ith Centrarse, the guatemaan

institution that is promotin Corporate Socia Re-

sponsibiit, hich has been o reat hep in the

identication and deveopment o ne business

opportunities.


25/37

26

v. Key eleMenT 5: exPerTIse

1. Ditio

The vaue o expertise is measured in its appication. Expertise has no intrinsic vaue o its on - it is on eec-

tive hen it is used and turned into benecia action. Expertise is a requirement or deveopment and capacit

buidin ithin oranizations. Estabishin an approach to vaue interna expertise reies on identiin, shar-

in, preservin, deveopin and documentin expertise. knoede manaement is a permanent eort to adapt

to ne conditions and chaenes in order to increase the ecienc o an oranizations activities in an optima

and sustainabe ashion. A sstematic approach to noede manaement enabes the transation o inorma-

tion into action and simutaneous creates a cuture o noede sharin and earnin.

whie most NCPC directors aree that manain noede is important or their oranization, e o them can

articuate hat the vaue is or ho to become a earnin, teachin, or coachin oranization. The majorit o

NCPCs have their noede embedded in peope. It is oten intuitive, tacit, rather than expicit, and is rare de-

taied enouh to be especia vauabe. Such expertise oten ets ost hen someone eaves the oranization.

This is a sinicant threat or NCPCs.

knoede manaement can be sstemized into noede manaement sstems (kMS) and sustained b ace-

to-ace methods, paper and onine toos. with ace-to-ace methods, noede is shared b ora means, or

exampe, durin sta meetins. It is suitabe or inormation that is needed in the short term as it cannot be

orma saved. Paper is a ood support or inormation that can be easi consuted at an time ith the condi-

tion that it has been cassied in a proper a. Onine toos ao interactive and quic access o up-to-date

theoretica and practica inormation. NCPCs shoud set up a kMS to share noede usin a three aspects

and ensure the retention and improvement sta expertise.

2. s-mt

Do ou ive noede manaement priorit ithin our NCPC operations?

yes No

Do ou specica assin NCPC sta to noede manaement activities?

yes No

Do ou have a sstem in pace or sharin noede ithin our NCPC?

yes No

To hich extent do ou re on ace-to-ace/paper methods or manain and sharin the noede o

our centre? 1 2 3 4 5

To hich extent do ou re on onine toos or manain and sharin the noede o our centre?

1 2 3 4 5

your score

1.

2.

3.

4.

5.


26/37


3. Good pti

Kodg Mgmt

Estabish an atmosphere that promotes noede sharin and

coaboration ithin our NCPC.

Share inormation ith others in a time ashion.

Repicate noede throuhout the NCPC so that each unit is

not earnin in isoation and reinventin the hee.

Capture and share the noede o our sta in order to maxi-

mize earnin across and ithin the oranization.

Reard our sta or contributin to the ree sharin o no-

ede, expertise and experiences.

Dene user-riend and readi avaiabe procedures aoin

our sta to access and use the noede o our NCPC.

Nominate a responsibe person or the updatin o procedures.

Be part o nationa and internationa CP and CP-reated netors.

-to- mthod

Oranize sta meetins here project proress is shared in an

inorma and open a, preerab ith a NCPC sta on a reu-

ar basis (e.. ee basis).

Durin strateic reunions o the NCPC (once or tice per ear),

ao invoved peope to revie in a thorouh a their past,

present and uture projects.

As project team eaders to mae reuar presentations o theirprojects hihihtin essons earnt.

Pp

Once a project is over mae an interna evauation o essons

earned and dra recommendations or uture projects that i

be shared ith NCPC sta.

Cassi project documents in a sstematic a.

gather CP-reated documents, reerences and boos to eep

pace ith the atest deveopments in RECP.

Set up a technica ibrar ithin our NCPC or documents thatcan be useu or more than one project.

Nominate a person responsibe or the manaement o our

NCPC technica ibrar.

Oi too

Deveop interactive paes on the NCPC ebsite.

Store eb research resuts (ebsite addresses, es, contacts)

on a patorm (NCPC server or on restricted area o the interac-

tive paes o our ebsite).

Invove the IT sta responsibe or technica maintenance and

or upradin a onine toos in the deveopment o the kMS.

Monitor the number o hits and visits as a a o measurin the

eective use o our on-ine toos.

Knowledge is a treasure, but practice is

the key to it

Arabic Proverb

ncPc chi (cncPc):

kodg mgmt pioit

The CNCPC has aread understood the importance

o noede manaement and is main eort to

improve its noede manaement sstem. The

Centre has aread set up its interna ibrar, and

the sta o the Centre can search or an project

documents, reports, CP-reated reerences, nes-

etters, etc. Ater the competion o a project, the

project team is required to provide a hardcop o

the project report to the ibrar and i possibe, theeectronic version o the project report is dissemi-

nated to a the division manaers as reerence

materia. genera, a sma interna seminar is or-

anized at the end o main projects, and the project

team is required to present its achievements.

Knowledge is power

Aristote, gree Phiosopher

G eti mthod

with wor-Out as part o its DNA, genera Eectric

(gE) has become one o the most innovative, pro-

itabe, and admired companies on earth. At its

core, wor-Out is a ver simpe concept based on

the premise that those cosest to the or no

it best. when the ideas o those peope, irrespec-

tive o their unctions and job tites, are soicited

and turned immediate into action, an unstop-

pabe ave o creativit, ener, and productivit

is uneashed throuhout the oranization. At gE,

wor-Out Ton Meetins ave the corporation

access to an unimited resource o imaination

and ener o its taented empoees.

Knowledge is like a garden: i it is notcultivated, it cannot be harvested

Arican Proverb

ncPc vitm (vncPc):

otig poiiiti

o kodg mgmt

The VNCPC has an IT enineer ho is responsibe

or technica maintenance and or updatin the

ebsite. The Centre aso set up a technica ibrar

and nominated one sta member to be respon-

sibe or its manaement.

Knowledge is like the bird o the orest:

one person alone can never catch it

Arican Proverb


27/37

2

PArt 3: movIng ForwArd

Havin reached this stae o the Primer is a rea achievement. you have no become a rea expert in ood

oranization, manaement and overnance practices!

you are no abe to assess to hat extent ood practices are impemented in our NCPC. There is no judement

invoved: this exercise is on a means or ou to put our NCPC on a path o continuous improvement in reard

to procedures, processes and sstems or oranizin, manain and overnin.

write the scores o our se-assessment here beo:

ke eement 1:sttg %

ke eement 2:atoom %

ke eement 3:Optio Mgmt %

ke eement 4:

bi %ke eement 4:epti %

s-Tot %

Divided b 5

Tot %


28/37


No ou can revert to the tabe beo and et the resuts o our se-assessment.

yo o yo pom

0 20% Board members have not been puin their eiht. TheNCPC director has not been doin his or her job. Timeto ca on e staehoders and beneciaries in overn-ment and business sector to revise the NCPC mode and

strate and put their eiht behind its reaization andimpementation.

20 40% Time or a major overhau. The Board needs a competerevie o its overnance unctions, practices, inorma-tion sstems and membership. The NCPC Director shoudimprove oranizin sis and adopt ood manaementpractices. your Boards strate needs to be u revisedand our operations shoud be serious enhanced.

40 60% Time or a major overhau. The Board needs a competerevie o its overnance unctions, practices, inorma-tion sstems and membership. The NCPC Director shoudimprove oranizin sis and adopt ood manaement

practices. your Boards strate needs to be u revisedand our operations shoud be serious enhanced.

60 80% we done! Spend some time on our ea points, andou are on the a to becomin a e overned NCPC.

80 100% you are a perect overned NCPC, conratuations!

In an case, do not et rid o this Primer too quic.

we oud ie to advise ou to reer reuar to the ood practices discussed here. Specica, henever ou

are conronted ith oranization, manaement and overnance issues or our NCPC. Create our benchmarsaccordin to our nationa context and our NCPC structure and estabish a strateic oop or continuous im-

provin our NCPC.

Share resuts o our assessment ith our Board members and our sta. Deveop an action pan or improvin

our NCPC oranization, manaement and overnance, or instance, throuh a joint orshop ith the Board

and sta members. Participator or i aciitate their invovement in uture manaement chanes and in be-

in active paers in the ne overnance o our NCPC.

Beo e have eatured the testimon o 2 NCPCs that have successu appied the Primer toether ith the

pan o action the have adopted in consequence.


29/37

30

exPerIences wITH PrIMer aPPlIcaTIOn

ncPc chi (cncPc)

B appin the Primer, the CNCPC had the opportunit to mae a sstematic and a-round revie o its past 15

ears o operations and can cear identi its advantaes and disadvantaes.

In the iht o this revie, the most important eement or the success o the CNCPC is a cose and ood reation-

ship ith e staehoders, especia the Ministr o Environmenta Protection (MEP). Throuh poic advice

provided b the CNCPC to the MEP, e measures are promoted b the administrative sstem in order to enhance

CP at oca and enterprise eve. Additiona, the CNCPC deveops various business areas but retains a ood ba-

ance amon them. For exampe, the CNCPC strenthens its technica sis and perormances b conductin CP

audits at enterprise eve and conductin research on cean technooies to sove botte-nec probems encoun-

tered durin the CP audits. The achievements and resuts are used as shocases or inormation dissemination

and trainin courses and provide technica oundations or poic advice.

The Primer is useu or eepin an ee on a the aspects o operation, manaement and overnance o theCentre. The CNCPC thereore pans to mae a se-assessment once a ear b usin the Primer. I possibe, the

CNCPC oud ie to introduce the Primer to the sub nationa/provincia CP centres to improve their oraniza-

tion, manaement and overnance, so as to improve the hoe capacit o CP service providers in China.

Beore desinin and providin poic advice on quait contro o in-pant CP auditin, the capacit o provin-

cia Environmenta Protection Bureaus and their technica providers (provincia CP centres) has to be enhanced

reat. Hence, an support or the deveopment o measurement indicators or quait contro o in-pant CP

auditin and correspondin capacit buidin i be ver vauabe or China and or the CNCPC.

Concernin the pan o action, the CNCPC i encourae reater invovement o manaers/division chies in

the decision main process. The CNCPC i aso enhance reationships ith staehoders at the oca eve(strenthened sub-nationa netor), and provide more poic advice on quait contro o in-pant CP auditin

so as to ensure its eectiveness.

ncPc vit nm (vncPc)

The Primer can serve as uidance in the desin o the structure and the deveopment o the Centre and is aso a

too to improve its operationa manaement. It enabes the VNCPC Manaement to identi hich services can

enerate income and hich activities can hep in direct and indirect strenthenin bonds ith its cients (e..

b reviein its business pan).

B appin the Primer, the VNCPC has identied the ooin priorit areas:

Chane rom project manaement to business-oriented manaementDeveop and impement a maretin pan

Foster consutanc attitudes o sta members

Ensure the administrative procedure is cient-riend

Identi business strateic aiances

In particuar, the ooin shoud be done to improve VNCPC business:

Service deveopment and maretin (services or domestic cients and internationa supported projects)

Buidin up capacit o the Centre in potentia service ines

Settin up a noede manaement sstem and strenthenin its existin CP netor

Fina, the Primer is a useu too to improve the overa perormance o the VNCPC. The e eements o thePrimer shoud be interated into the existin Interated Manaement Sstem o the Centre. Further support is

needed to deveop project manaement sis and to buid up capacities in technoo assessment as e as in

CP, Environmenta Sound Technoo and technoo transer.


30/37


glossAry

The defnitions below are taken and eventually adapted rom several on-line dictionaries.

Obiation o an individua or oranization to account or its activities, accept re-

sponsibiit or them, and to discose the resuts in a transparent manner.

Acquirin a business or a tender.

Sstematic examination and verication o a compans boos o account, trans-

action records, other reevant documents, and phsica inspection o inventor b

quaied accountants (caed auditors).

Methods and techniques that have consistent shon resuts superior to thoseachieved ith other means, and hich are used as benchmars to strive or. There is,

hoever, no practice that is best or everone or in ever situation, and no best prac-

tice remains best or ver on as peope eep on ndin better as o doin thins.

governin bod o a ea construed oranization (rm, aenc, association) or orani-

zationa unit thereo. Its members are eected norma b the oners, members and/or

beneciaries o the oranization to overn the oranization and ensure the achievement

o its vision, mission and strate ith avaiabe resources. The Board has the utimate

decision-main authorit and, in enera, is empoered to (1) set the oranizations

poic, objectives, and overa direction, (2) adopt bas and other bindin rues, (3)

name members o the advisor, executive, nance and other committees, (4) hire, moni-tor, evauate and re the manain/executive director and senior executives.

Board members can be seected or their person and/or or their proessiona stand-

in (on personal title) or or the oranization the are representin, speain on be-

ha o an important staehoder (institutional title). Dependin on the unctionin o

the Board, decisions are taen unanimous or throuh votin. In most cases, there

are Board members ith no votin riht ho act as advisors, incudin the executive

director and other senior executives o the NCPC (ex ofcio membership).

Supervisory Board (also Governing Board): A Supervisor Board is a roup o individu-

as chosen b the members or otherise oners o the oranization to promote their

interests throuh the overnance o the compan and to hire and supervise the execu-tive director(s).

Advisory Board: An Advisor Board is a roup o individuas seected on the basis o

their noede o the subject ed, marets and/or otherise o the oranization

ho have been assembed to oer advice and uidance to governin Board and/or

the manaement team o a compan, but ithout the authorit to mandate impemen-

tation o the advice.

Funders Board: group o representatives o aencies that have provided nancia resourc-

es or the operation o the NCPC, particuar o those hich have done so as a rant.

3 Name: .businessdictionar.com, .investorords.com, .iipedia.or, .entrepreneur.com, http://stats.oecd.or/

ossar

aotiit

aqiitio

aditig

bt pti

bod


31/37

32

Steering Committee: A roup o hih-eve members ho are responsibe or providin

uidance on overa strateic direction, tpica or a time-bound period (a project).

Set o documents prepared b the manaement o the oranization to describe

the products/services and marets and summarize its operationa and nancia

objectives or the near uture (usua one to three ears) and to sho ho the

i be achieved. It serves as a bueprint to uide the oranizations poicies and

strateies, and is continua modied as conditions chane and ne opportuni-

ties and/or threats emere.

Situation that has the potentia to undermine the impartiait o a person because

o the possibiit o a cash beteen the persons se-interest and the proession-

a, pubic or private interests o the oranization hich the person represents or

is empoed b.

Time-bound arranement in hich severa oranizations poo their nancia and

human resources to undertae a are project that benets a members o theroup, and that i cease to exist upon the competion o this are project.

Ideaized construct intended to express that oranizations main or essentia activit.

last date on hich some action must be taen.

Investiation into the basic concepts and undamenta principes o human con-

duct. It incudes stud o universa vaues such as the essentia equait o a men

and omen, human or natura rihts, obedience to the a o and, concern or

heath and saet and, increasin, aso or the natura environment.

Positive and neative primar and secondar on-term eects produced b a de-

veopment intervention, direct or indirect, intended or unintended (i.e. tons o

CO2 emission reduction in a actor, cubic meter reduction o ater consumption).

The impacts are beond the scope and responsibiit o a iven project. The proj-

ect on contributes to the achievement o impacts.

State o an oranization here it is perormin its intended unctions ithout be-

in deraded or impaired b chanes or disruptions in its interna or externa en-

vironments.

Broad, enera, and ritten statement o a specic job, based on the ndins o

a job anasis. It enera incudes duties, purpose, responsibiities, scope, andorin conditions o a job aon ith the jobs tite, and the name or desination

o the person to hom the empoee reports.

Eement hich, in the manaements vie, is critica to the success o the compa-

ns strate. In this Primer, e eements are essentia reerred to ood orani-

zation, manaement and overnance practices.

Factor o an eement, hich, in the manaements vie, is critica to the success o the

compans strate. In this Primer, e actors are essentia reerred to as contribu-

tors to e eements or ood oranization, manaement and overnance practices.

bi P

cofit o itt

cootim

co i

Ddi

ethi

Impt

Itgit

Jo diptio

K mt

K to


32/37


Strateies and processes desined to identi, capture, structure, vaue, everae,

and share an oranizations inteectua assets (noede, experiences, sis,

insihts, trade secrets, etc.) to enhance its perormance and competitiveness. It

is based on to critica activities: (1) capture and document individua expicit and

tacit noede, and (2) disseminate and use it ithin the oranization.

A sstem or manain noede in oranizations or supportin creation, cap-

ture, storae and dissemination o inormation. It can comprise a part o kno-

ede Manaement initiative.

written decaration o a compans core purpose and ocus hich norma remain

unchaned, hereas business strateies and practices ma requent be atered

to adapt to the chanin circumstances. Proper crated mission statements: (1)

serve as ters to separate hat is important or the oranization rom hat is not

important; (2) cear state hich marets i be served and ho; and (3) commu-

nicate a sense o intended direction to the entire oranization.

Supervisin activities in proress to ensure the are on-course and on-schedue in

meetin the desired objectives and perormance tarets.

Concentratin a eorts on a sma but specic and e dened roup o potentia

and/or actua beneciaries or cients. Niches do not exist but are created b iden-

tiin needs, ants, and requirements that are bein addressed poor or not at a

b other oranizations, and deveopin and deiverin services to satis them.

Forma and inorma rameor o poicies and rues, ithin hich an oranization

arranes its ines o authorit and communications, and aocates rihts and du-

ties. Oranizationa structure determines the manner and extent to hich roes,poer, and responsibiities are deeated, controed, and coordinated, and ho

inormation fos beteen eves o manaement.

An end resut: a consequence that the oranizations activities contribute to, either

intentiona or unintentiona, and that is materia to its taret roups. Reers to

hat is utimate achieved as a resut o actions taen b taret roups/custom-

ers o the oranizations activities (or exampe environmenta and productivit

benets in audited companies) ooin the oranizations activities (the Cean-

er Production assessment service). It is oten dicut to measure outcomes and

credit these to specic activities.

Consists o those oods or services that are produced ithin an oranization thatbecome avaiabe or use outside that oranization, pus an oods and services

produced or on na use. In tender documentation, outputs are tpica reerred

to as deiverabes.

Utimate and excusive riht (conerred b a au caim or tite, and subject to cer-

tain restrictions) to enjo, occup, possess, rent, se (u or partia), use, ive

aa, or even destro an item o propert. Onership ma be corporea (tite to a

tanibe object such as a house) or incorporea (tite to an intanibe somethin,

such as a copriht, or a riht to recover debt).

Individua or oranization ho joins ith other individuas or oranizations (part-ners) in an arranement (partnership) here ains and osses, riss and reards,

are shared amon the partners.

Kodg Mgmt

Kodg

Mgmt stm

Miio

Moitoig

nih

Ogitio tt

Otom

Otpt

Ohip

Pt


33/37

34

Oranizationa statistics such as number o ne initiatives, cash coection ecien-

c, service voume and Return on Investment (RoI), hich measure an oranizations

perormance in critica areas. The sho the proress (or ac o it) toard reaizin

the oranizations objectives or strateic pans b monitorin activities hich, i not

proper perormed, oud ie cause severe osses or outriht aiure.

Set o basic principes and associated uideines, ormuated and enorced b the overn-

in bod o an oranization, to direct and imit its actions in pursuit o on-term oas.

Fixed, step-b-step sequence o activities or course o action (ith denite start and

end points) that must be ooed in the same order to correct perorm a tas.

Sequence o interdependent and ined procedures hich, at ever stae, con-

sume one or more resources (empoee time, ener, machines, mone) to convert

inputs (data, materia, parts, etc.) into outputs.

Active search or potentia customers or buers.

Coectin and presentin inormation oranized in a narrative, raphic, and/or

tabuar orm. Reports can be prepared on ad hoc, periodic, recurrin, reuar, or

as required basis. Reports ma reer to specic periods, events, occurrences, or

subjects, and ma be communicated or presented in ora or ritten orm.

Person, roup, or oranization that has direct or indirect stae in an oranization be-

cause it can aect or be aected b the oranizations actions, objectives, and poicies.

Permanent rues estabished b an oranization to overn its interna aairs.

Sstematic process o envisionin a desired uture, and transatin this vision into

broad dened oas or objectives and a sequence o steps to achieve them.

Situation anasis in hich interna strenths and eanesses o an oranization,

and externa opportunities and threats aced b it are cose examined to chart a

strate. SwOT stands or Strenths, weanesses, Opportunities and Threats.

Set o detaied methods, procedures, and routines estabished or ormuated to

carr out a specic activit, perorm a dut, or sove a probem.

Veriabe indicator that determines achievement o the oranizations objectives

and/or oas.

The process o orin coaborative ith a roup o peope, in order to achieve

a oa. Teamor means that peope i tr to cooperate, snerizin their indi-

vidua sis and providin constructive eedbac, despite an dierences in past

experiences, sis, noede and aspirations amon members o the team.

Inspirationa description o hat an oranization oud ie to achieve or accom-

pish in the mid-term or on-term uture. It is intended to serve as a cear uide or

choosin current and uture courses o action.

Steps that must be taen or activities that must be perormed e, or a strate to suc-ceed. A or pan (sometimes aso caed action pan) has three major eements: (1) Spe-

cic tass: hat i be done and b hom; (2) Time horizon: hen i it be done; and (3)

Resource aocation: hat specic unds or means are avaiabe or specic activities.

Pom idito

Poi

Pod

Po

Poptig

rpotig

stkhod

sttt

sttgi pig

swOT i

stm

Tgt

Tmok

viio

wok P


34/37


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