试论城市商业性污染及其管理

随着改革开放的进一步深入，我国各方面的建设在日新月异的向前发展，社会主义市场经济体制的建立，必将更进一步地加快城市商业的发展。城市商业的高速发展是社会经济不断发展的必然产物，顺应了广大消费者不断增长的物质需要和更高层次的享受需求，同时，也促进了生产规模的进一步扩大，市场的进一步繁荣。但随着商业活动的不断扩展，由其带来的一些“负效应——“商业性污染”也越来越成为城市一大社会问题，这正日益引起舆论界、政府部门和学术界的重视。一、商业性污染现代“商业”的概念，其内涵已远远超出了古典经济学所定义的范围，…     

商业污染环境管理初探

随着我国改革开放的不断深化,国民经济发展迅速,人民生活水平逐年提高。人们对各种生活用品和服务行业的需求也在迅速增长,各类物品的更新换代周期也在加快．商品流通十分活跃,商业服务网点星罗棋布,这既方便了人民生活,又促进了经济的发展。然而,商业服务的日益发展,不可避免地会在商品的生产、销售、消费和服务过程中产生大量的污染物,影响周围环境,危害人体健康．造成商业性的环境污染。本文分析商业污染的产生及其影响和危害·针对商业污染的环境管理现状．提出一些对策建议·旨在探讨如何更好地对商业污染进行环境管理,使其…     

试论商业性污染现状与防治对策

针对城市商业性污染的现状，分析污染存在的主要问题，提出加强商业性环境污染的管理对策。     

沈阳市地表水环境承载力及水污染特征分析

根据2021年沈阳市78个地表水断面（点位）水质的监测结果,计算出2021年沈阳市水质时间达标率为85.6%,水质空间达标率为89.7%,水环境承载力指数为87.7%,为临界超载状态。通过对沈阳市监测断面超标情况进行分析,指出沈阳市地表水污染特征和污染原因,并提出对策和建议。     

保护海洋关键物种与可持续发展

鱼类生物多样性中的关键种是指,在生物多样性中数量占优势,特别是具有商业经济价值、领军的鱼种,同时这些生物群在海洋生态系统中,在食物链中属于顶级。由于商业性过度捕捞,气候变迁、板块分异,海洋严重污染等因素,我国陆架区的关键物种呈逐年下降的趋势。重视对这些群体的保护,是实现我国海洋生物再生资源可持续利用的重要战略。     

浅析城市景观湖泊污染状况及其修复技术进展

城市景观湖泊质量的好坏对城市居民的生活和城市形象有着重要影响。目前,由于人为原因,城市景观湖泊受到不同程度的污染,如氮、磷含量上升导致的富营养化、重金属污染等。针对湖泊污染的日益严重性,生态修复技术用于受污染的城市湖泊是目前的热点领域。文章分析总结了城市景观湖泊的污染现状和当下的生态修复技术,为污染湖泊修复和治理提供借鉴。     

浅析景观湖泊治理及生态修复

文章介绍了景观湖泊污染的现象及原因,分析了污染主要来源,并提出了湖泊水生态治理的技术路线。     

成都市景观水体污染防治问题探讨

随着城市建设的快速发展,越来越多的城市景观水体美化了城市,同时也改善了城市居民的居住环境,然而城市景观水体易受污染的问题也较为突出.在各种现有城市景观水体污染治理技术的基础上,提出了适宜成都市景观水体污染防治的几种策略.     

沈阳市城区大气污染对儿童呼吸系统影响的定量评估

以国际上近年来通用的危险度评价方法为基础，结合大气污染物每增高一单位对儿童呼吸系统健康造成的损失，综合定量评价了沈阳市城区大气污染物对儿童呼吸系统的影响。结果表明：2004年沈阳市皇姑区采暖期大气中PN10、SO2和NOx污染造成儿童上呼吸道感染患病率分别增加0．899％、0．657％和0．536％，儿童气管炎患病率分别增加0．039％、0．047％和0．053％，儿童肺炎患病率分别增加0．069％、0．058％和0．054％。因此，沈阳市采暖期大气PN10、SO2、NOx污染对儿童呼吸系统造成了一定的影响，并导致了其相应疾病患病人数的增加。     

城镇景观水体水质控制技术分析

本文针对上海城镇小型景观水体水质污染特征,分析了充氧曝气、人工湿地、曝气生物滤池等工艺技术在小型景观水体水质净化中的应用,提出各种小型景观水体水质控制技术的特点和适用范围,为2010年上海世博会园区内景观水体水质控制方法提供参考,也为其他小型景观水体的建设和运行提供借鉴。     

Metal prices and the business cycle

Metal price fluctuations have recently been of interest not only because of their cyclical volatility but also of their interaction with business cycles. A related issue is whether metal prices move together sufficiently to collectively reflect macroeconomic influences. Correlation or the tendency for prices to move together has been termed “comovement”, where the commonality in prices reflects the tendency of commodity markets to respond to common business cycle and trend factors. Metal prices are known to respond to macroeconomic influences and the latter might well explain the common factor which causes them to move together. Our goal is to provide an estimate of the common factor in metal prices and to relate this factor to important macroeconomic influences. The prices we study are for aluminum, copper, tin, lead and zinc; the macroeconomic variables include industrial production, consumer prices, interest rates, stock prices, and exchange rates. Our results confirm that the common factor in metal prices can be related to such macroeconomic influences.     

Minimising waste in the food and drink sector: using the business club approach to facilitate training and organisational development

The aim of the East Anglian Waste Minimisation in the Food And Drink Industry Project was to develop waste minimisation capability in food and drink sector companies by providing a structured training programme and consultancy support to participating members of a business club. The business club forum provided the structure within which interactive training and development sessions were delivered. Expertise and assistance in implementing waste minimisation and waste management programmes was given to member companies at their sites.The project resulted in pound 1,800,000 per annum of identified savings with pound 1,100,000 of verified savings already achieved. Training and development contributed fundamentally to these project outcomes and achievements.The structured training package used three different approaches or methods. Teaching and workshop sessions were used to present interactive training on waste minimisation practice. These were supplemented by interactive 'report-back' sessions where the 'project champions' presented progress reports to the club on waste minimisation at their sites.An overview of the business club approach is described, together with an account of the successes and challenges of applying a structured training and development programme and the barriers to waste minimisation that were overcome. Training effectiveness was measured according to reaction, learning, application and impact.     

The environmental quality business plan: A step-by-step guide

Companies that have the most effective environmental programs are those that have integrated environmental management into the business process. In order to take an environmental program to a higher level, we must determine a way to get business leaders to acknowledge the business benefit of environmental programs. Business integration becomes more likely when you speak the language of management and present tools that they regularly use. Most companies use business plans, therefore the use of an environmental quality business plan is a segue into the business. To catch management's attention, we must present cost improvement projects that will be part of the environmental quality business plan that affect the bottom line. Examples of the types of projects that could potentially save the company millions of dollars are reducing the cost of remediation, or pollution-prevention projects such as minimizing packaging and the elimination of chemical use and waste. Once we catch management's attention, we can get them involved in developing an environmental quality business plan and thus get more business integration and support.     

商务英语教学中商务文化意识的培养

商务英语作为专门用途英语，蕴含着丰富的商务文化，包括不同国家的商务传统习俗，商务礼仪习惯等。商务英语教学的最终目标是培养学生在商务环境下的跨文化能力。本文强调了商务文化意识培养的重要性，通过分析商务活动中常见的商务文化冲突和母语文化负迁移导致的语用失误，探讨了教学中商务文化意识培养的策略。     

Beyond pollution prevention: A vision for an integrated environmental business management strategy

In this article the authors assert that successful long-term pollution prevention will require changes in the culture and business practices of an organization such that the term “pollution prevention” eventually becomes obsolete. They envision firms evolving to a point where actions that today are referred to as pollution prevention will simply be part of standard business practices and thoroughly embedded in the firms' culture. Although pollution prevention projects and programs need to be highly visible at the outset to communicate throughout the organization and to demonstrate the benefits that can be gained, companies should adopt a long-term strategy aimed at making fundamental changes in the way they do business, rather than relying solely on piecemeal projects and special plans or programs. Such evolution of the firm will maximize the chances of meeting the dual challenges of business competitiveness and environmental stewardship. This article presents a vision for integrating environmental performance with business objectives and suggests practical steps to begin moving toward that vision.     

Towards a SOLAP-based public participation GIS

In this paper, we describe how spatial on-line analytical processing (SOLAP), a specific category of business intelligence technology especially adapted to geospatial data, can help to improve the technological side of public participation GIS applications. Based on two simulated cases of realistic scenarios of a public audience, this paper aims at demonstrating the relevance of this SOLAP technology to support and improve the interactive access and analysis of multi-scale, multi-epoch geospatial information (and indirectly public involvement) for an environmental management PPGIS application.     

Implementing an environmental business strategy: A step-by-step guide

With more and more organizations seeking opportunities to generate benefits beyond compliance from environmental management activities, the challenges for environmental directors today is to develop and implement an environmental strategy that links environmental performance with the overarching strategic business goals of the organization. Organizations today are looking for opportunities to develop environmental management solutions that not only address the concerns of regulatory stakeholders, but also provide opportunities to improve operating efficiency and financial performance, enhance customer satisfaction, sustain market growth, and enhance goodwill, to satisfy the demands of a broader set of stakeholder groups including customers, investors, and employees. To achieve broader benefits from environmental management investments, this article shows how organizations must first develop a methodology for aligning their environmental management activities with the organization's strategic business goals and create a plan for systematically managing continuous improvement to achieve these goals. The second challenge is to implement this strategy at the business unit and facility level in a manner which integrates environmental management activities with an organization's core business processes to achieve improved product and service performance.     

我国绿色管理在商贸服务业存在的问题与对策

绿色行动作为一种全新理念已经渗透于各行各业,绿色消费与服务对于实施商贸服务业清洁生产,改变我国资源紧张现状意义重大.从我国绿色管理现状入手,通过分析绿色管理在商贸服务领域存在的问题,阐述其相应对策.     

Environmental business management practices for a new age

At the end of the 20th century, business finds itself in a period of transformation and a new emphasis on environmentally responsible practices. Leading-edge companies are now integrating environmental concerns into everyday business activities. Competitive issues, which led to the formation of just-in-time production processes, are now forcing companies to better understand their effects on the environment. Business leaders must now look at environmental issues as opportunities, not burdens. With innovative use of “industrial ecology,” companies can set the stage for long-term growth into the next century. “Business men go down with their businesses because they like the old way so well they cannot bring themselves to change.” Henry Ford.     

The state of environment and business

“There are several Microsofts waiting to come forth in the clean energy business, and we'll all wish we'd have invested in them in the late 1990s when they were still tiny.” — John Palmisano, Enron Corporation ©2000 John Wiley & Sons, Inc.