Conceiving modern engineers within the framework of the sustainability action plan (PASUS) of ISEP: sustainability matters!

Engineering education practices have evolved not only due to the natural changes in the contents of the curricula and skills but also, and more recently, due to the requirements imposed by the Bologna revision process. In addition, industry is becoming more demanding, as society is becoming more and more aware of the global needs and consequences of industrial practices. Under this scope, higher education needs not only to follow but also to lead these trends. Therefore, the School of Engineering of the Polytechnic Institute of Porto (ISEP), a Global Reporting Initiative (GRI) training partner in Portugal, prepared and presented its Sustainability Action Plan (PASUS), with the main objective of creating a new kind of engineers, with Sustainable Development at the core of their graduation and MsC degrees. In this paper, the main strategies and activities of the referred plan along with the strategic approach, which guided its development and implementation, will be presented in detail. Additionally, a reflection about the above mentioned bridge between concept and application will be established and justified, in the framework of the action plan. Although in most of the situations, there was no prior discussion or specific request, many of the graduation and post-graduation programmes offered by ISEP already include courses that attend to PASUS philosophy. As a consequence, the number of Master thesis, Graduation projects and R&D projects that address sustainability problems has grown substantially, a proof that for ISEP community, sustainability really matters!

Strategic Bidding in Electricity Markets: An agent-based simulator with game theory for scenario analysis

Electricity markets are complex environments, involving a large number of different entities, with specific characteristics and objectives, making their decisions and interacting in a dynamic scene. Game-theory has been widely used to support decisions in competitive environments; therefore its application in electricity markets can prove to be a high potential tool. This paper proposes a new scenario analysis algorithm, which includes the application of game-theory, to evaluate and preview different scenarios and provide players with the ability to strategically react in order to exhibit the behavior that better fits their objectives. This model includes forecasts of competitor players’ actions, to build models of their behavior, in order to define the most probable expected scenarios. Once the scenarios are defined, game theory is applied to support the choice of the action to be performed. Our use of game theory is intended for supporting one specific agent and not for achieving the equilibrium in the market. MASCEM (Multi-Agent System for Competitive Electricity Markets) is a multi-agent electricity market simulator that models market players and simulates their operation in the market. The scenario analysis algorithm has been tested within MASCEM and our experimental findings with a case study based on real data from the Iberian Electricity Market are presented and discussed.

Strategic Drivers for Implementing Sustainability Programs in Portuguese Organizations– Let’s Listen to Aristotle: From Triple to Quadruple Bottom Line

This article describes a study that investigated the main strategic drivers that influence the implementation of sustainability/social responsibility programs. An online survey was administered to managers of Portuguese organizations with certified management systems. The findings suggest that the implementation of such programs is mainly correlated to: 1.) the approach to understanding and working toward the satisfaction of the community’s needs (in the broad sense of social responsibility); 2.) how systematically sustainability within the organization is identified and managed (e.g., pollution prevention, improved environmental performance, and compliance with the applicable environmental laws); and 3.) the degree to which the organization tries to understand the needs of the employees and works toward satisfying them. In addition to the survey, five interviews with top managers of the surveyed organizations provided some useful insights. There was no consensus on the meaning of sustainability and social responsibility: some described it as an instrumental approach for obtaining better organizational results, while others regarded it as the right thing to do (i.e., it is values driven). In all cases, however, the managers supported a kind of umbrella construct under which different size corporations use different models (for example, the Dow Jones Sustainability Index (DJSI), Global Reporting Initiative (GRI), ISO 14001 environmental management systems), although some managers reported that they simply do not know what to do. All of those surveyed agreed that the lack of a systematic approach could represent a major threat to their organization, making them willing to pay more attention and take more action on the issue of sustainability. An additional suggestion made by managers was to change from a triple bottom line (economic dimension, environmental dimension, social equity dimension) to a quadruple bottom line by adding another dimension: personal and family happiness. This fourth dimension was recognized by the Greek philosopher/thinker Aristotle (384-322 BCE) who thought of happiness as the highest good (virtue) and ultimate goal and purpose of life, achieved through living well, in harmony. Such harmony suggests a balance and a lack of excess—in other words a sustainable existence.

Antifungal action of three (Z)-5-amino-N'-aryl-1-methyl-1H-imidazole-4-carbohydrazonamides

[Excerpt] The incidence of fungal infections has greatly increased in patients under sustained immunosuppression with considerable risk associated. Difficulties regarding prompt diagnosis and the limited therapeutic options dictate high mortality rates. Available antifungals display substantial toxicity, a predictable consequence of the cellular structure of the organisms involved, reduced spectrum of activity, and drug interactions. Our group had previously identified three (Z)-5-amino-N'-aryl-1-methyl-1H-imidazole-4-carbohydrazonamides 1 [aryl= phenyl (1a), 4-fluorophenyl (1b), 3fluorophenyl (1c)] as potent antifungal agents.1 (...)

IPH response to Department, Trade and Investment (NI) draft strategic energy framework

The draft Framework set out the proposed priorities for Northern Ireland's energy future over the next ten years or so and illustrates the key energy goals in term of competitiveness, security of energy supply, sustainablilty and infrastructure investment. It also proposes new and ambitious renewable electricity and renewable heat targets by 2020, which reflect the need for effected action against climate change and the need to address other policy goals in terms of security and sustainability of supply and costs.

IPH response to the Strategic Review of Health Inequalities in England post 2010

IPH contributed to the Strategic Review of Health Inequalities in England being carried out by Professor Sir Michael Marmot, Chair of the Commission on the Social Determinants of Health.  IPH acknowledges the immense work done by the Review team and welcomes the opportunity to inform its work. We see the review as a vital opportunity to provide a “catalyst for concerted action” not only in England but in its near neighbours in Northern Ireland and Ireland. Health inequalities are rife across the UK and Ireland despite a range of developments in policy and practice designed to create more equal opportunities for health. We commend the approach taken in the Review, which applies scientific rigour and the combined expertise of a number of defined task groups to seek solutions to the vexing challenge of health inequality.

New Strategic Direction for Alcohol & Drugs Phase 2 Second Update Report (June 2014) (PDF 1MB)

This second annual report provides an update of progress against the outcomes and indicators set out in NSD Phase 2.

New Strategic Direction for Alcohol and Drugs (2006-2011) (Online Publication)

Executive Summary and Strategy Document (May 2006) The New Strategic Direction has a set of overarching long-term aims to: • Provide accessible and effective treatment and support for people who are consuming alcohol and/or using drugs in a potentially hazardous, harmful or dependent way. • Reduce the level, breadth and depth of alcohol and drug-related harm to users, their families and/or their carers and the wider community. • Increase awareness on all aspects of alcohol and drug-related harm in all settings and for all age groups. • Integrate those policies which contribute to the reduction of alcohol and drug-related harm into all Government Department strategies. • Develop a competent skilled workforce across all sectors that can respond to the complexities of alcohol and drug use and misuse. • Promote opportunities for those under the age of 18 years to develop appropriate skills, attitudes and behaviours to enable them to resist societal pressures to drink alcohol and/or use illicit drugs, with a particular emphasis on those identified as potentially vulnerable. • Reduce the availability of illicit drugs in Northern Ireland åÊ

New Strategic Direction for Alcohol and Drugs (2006-2011) Executive Summary

Executive Summary and Strategy Document (May 2006) The New Strategic Direction has a set of overarching long-term aims to: • Provide accessible and effective treatment and support for people who are consuming alcohol and/or using drugs in a potentially hazardous, harmful or dependent way. • Reduce the level, breadth and depth of alcohol and drug-related harm to users, their families and/or their carers and the wider community. • Increase awareness on all aspects of alcohol and drug-related harm in all settings and for all age groups. • Integrate those policies which contribute to the reduction of alcohol and drug-related harm into all Government Department strategies. • Develop a competent skilled workforce across all sectors that can respond to the complexities of alcohol and drug use and misuse. • Promote opportunities for those under the age of 18 years to develop appropriate skills, attitudes and behaviours to enable them to resist societal pressures to drink alcohol and/or use illicit drugs, with a particular emphasis on those identified as potentially vulnerable. • Reduce the availability of illicit drugs in Northern Ireland

New Strategic Direction for Alcohol and Drugs (2006-2011) (PDF 976 KB)

Strategy Document - May 2006

A Strategic Framework for Respiratory Conditions (PDF 725 KB)

Strategy document for Respiratory Conditions in Northern Ireland

Reach Out: National Strategy for Action on Suicide Prevention 2005-2014

The vision of this strategy is of a society where life is valued across all age groups, where the young learn from and are strengthened by the experiences of others and where the needs of those who are going through a hard time are met in a caring way so that: Download the report (PDF 1mb)    

Quality And Fairness: A Health System for You - Action Plan Progress Report 2005

The National Health Strategy Quality and Fairness â?" A Health System for You was launched by the Government in 2001 to provide vision and strategic direction for health and personal social services. This report provides: Read the Report (PDF, 1.37mb)  

Quality & Fairness Report A Health System for You - Action Plan Progress Report 2006

Quality & Fairness Report A Health System for You – Action Plan Progress Report 2006 The National Health Strategy (Quality and Fairness - A Health System for You) was launched by the Government in 2001 to provide vision and strategic direction for the health and personal social services. The Strategy, currently in year seven of its seven to ten year life span, sets out key objectives for the health system which are centred on four national goals: Click here to download PDF 484kb

Belfast Active Travel Action Plan 2014-2020

The Belfast Strategic Partnership, which is led by the Public Health Agency, Belfast Health and Social Care Trust and Belfast City Council, is launching theBelfast Active Travel Action Plan 2014-2020 which aims to build a healthier city by encouraging people to incorporate walking and/or cycling into their daily travel. The travel plan aims to try to make Belfast a more vibrant city where people are healthy, fit, well-connected with one another, and use physical activity as part of their everyday lives.