| 摘要 | 第5-6页 |
| ABSTRACT | 第6页 |
| GLOSSARY | 第10-11页 |
| LIST OF FIGURES | 第11-13页 |
| LIST OF TABLES | 第13-14页 |
| Chapter 1 INTRODUCTION | 第14-15页 |
| Chapter 2 CONTEXT: VEOLIA WATER'S INDICATORS FOR ENVIRONMENTAL ASSESSMENT | 第15-44页 |
| 2.1 Veolia water carbon footprint strategy | 第16-26页 |
| 2.1.1 Greenhouse gas emissions: what is at stakes? | 第16-19页 |
| 2.1.2 Carbon footprint: Methodology | 第19-25页 |
| 2.1.3 Carbon footprint: a marketing opportunity | 第25-26页 |
| 2.2 From water footprint to water impact index | 第26-41页 |
| 2.2.1 Water challenges: what is at stakes? | 第26-28页 |
| 2.2.2 Water impact index: Methodology | 第28-37页 |
| 2.2.3 Generating business out of the water impact index | 第37-41页 |
| 2.3 Setting up of an implementation framework | 第41-44页 |
| 2.3.1 Design of a grid of implementation of the EF indicators | 第41-42页 |
| 2.3.2 CFP and WII current position in the grid | 第42-44页 |
| Chapter 3 METHOD: IMPLEMENTATION IN VEOLIA WATER MALAYSIA | 第44-50页 |
| 3.1 Overview of the country | 第44-45页 |
| 3.2 Presentation of the company | 第45-48页 |
| 3.2.1 Veolia Water Malaysia and its clients | 第45-47页 |
| 3.2.2 Recent evolution of the position of Veolia Water Malaysia in the Asia-Pacific area | 第47-48页 |
| 3.3 Introduction of carbon footprint and Water Impact index in Veolia Water Malaysia | 第48-49页 |
| 3.3.1 Will of the Management of Veolia Water | 第48页 |
| 3.3.2 Development of environmental footprint tools in Malaysia | 第48-49页 |
| 3.4 Methodology | 第49-50页 |
| Chapter 4 CASE STUDIES | 第50-78页 |
| 4.1 CFP assessment of Permanis | 第50-69页 |
| 4.1.1 Context | 第50-53页 |
| 4.1.2 Method | 第53-59页 |
| 4.1.3 Results | 第59-69页 |
| 4.2 Water Impact Index TNB Project | 第69-78页 |
| 4.2.1 Context | 第69-70页 |
| 4.2.2 Method | 第70-78页 |
| Chapter 5 GENERALIZATION OF THE PATTERN AND DISCUSSION | 第78-98页 |
| 5.1 Maturity of the EF tools deployment: State of the Art within VWM | 第78-79页 |
| 5.2 Improve strategy and develop clients' awareness | 第79-82页 |
| 5.2.1 Strengthen the awareness of clients | 第79-80页 |
| 5.2.2 Build an appropriate training program | 第80-81页 |
| 5.2.3 Prepare communication supports for the clients | 第81-82页 |
| 5.2.4 Develop the visibility of the offer | 第82页 |
| 5.3 Reach a better adaption of the methodologies to the local context | 第82-86页 |
| 5.3.1 Learning from experience | 第82-83页 |
| 5.3.2 Identify specific correspondent in VWM local team | 第83-84页 |
| 5.3.3 Set up targeted monitoring in existing projects to collect identified key data | 第84-85页 |
| 5.3.4 Development of a local database | 第85-86页 |
| 5.4 Develop internal operational know-how to implement efficiently the indicators on projects | 第86-90页 |
| 5.4.1 Involvement of all the of employees of the BU | 第86-88页 |
| 5.4.2 Develop communication between the different BUs | 第88-90页 |
| 5.5 Develop a local expertise in using the tool | 第90-92页 |
| 5.5.1 Findings from the case studies | 第90页 |
| 5.5.2 Recommendations | 第90-92页 |
| 5.6 Obtain tangible improvements for environment: Recommendations from CFP assessment results analysis | 第92-95页 |
| 5.6.1 Findings from the case studies | 第92页 |
| 5.6.2 Recommendations | 第92-95页 |
| 5.7 Limits of the CFP and WII | 第95-98页 |
| 5.7.1 CFP assessment, an indicator for sustainability that has to be balanced | 第96页 |
| 5.7.2 WII, an indicator to be developed | 第96-98页 |
| Chapter 6 CONCLUSION | 第98-99页 |
| REFERENCES | 第99-101页 |
| APPENDICES | 第101-132页 |
| RESUME | 第132页 |
