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Linking corporate sustainability planning and sustainable development at Brisbane Airport, Australia

机译:将澳大利亚布里斯班机场的企业可持续发展规划与可持续发展联系起来

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This paper reviews the nexus between corporate sustainability planning and sustainable development in an airport setting with reference to pathways taken by Brisbane Airport in Queensland, Australia. Brisbane Airport Corporation has a revised corporate vision and an action research and strategy agenda that will progressively embed and integrate sustainability across the corporate plan, airport master plan, organisational culture, management systems and decision processes. Among 'status quo', 'transformation' and 'reform' models of sustainability (Hopwood et al., 2005), the airport has adopted a model of working within the current system while optimising sector-wide partnerships to achieve change. However, the adoption of ACI-North America's (2009) four pillar approach of economic, operational, social and environmental sustainability takes the airport's approach beyond triple bottom line criteria. The model provides a platform for developing airport-specific sustainability indicators and the future option of comparing the model's implementation at airports on different continents.
机译:本文参考了澳大利亚昆士兰州布里斯班机场采取的途径,回顾了机场环境中公司可持续发展计划与可持续发展之间的关系。布里斯班机场公司具有修订后的公司愿景以及一项行动研究和战略议程,它将逐步将可持续性嵌入并整合到公司计划,机场总体计划,组织文化,管理体系和决策流程中。在可持续性的“现状”,“转变”和“改革”模型中(Hopwood等,2005),机场采用了一种在当前系统内工作的模型,同时优化了整个行业的合作伙伴关系以实现变革。但是,采用ACI北美(2009)的经济,运营,社会和环境可持续性的四大支柱方法使机场的方法超越了三重底线标准。该模型提供了一个平台,用于开发特定于机场的可持续性指标,以及将来比较该模型在不同大洲的机场实施情况的选择。

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