为您制定生态企业战略
- 1. 为您制定生态企业战略 Developing a Strategy for your Eco-Enterprise
- 2. This session 本部分Understanding different strategies Choosing a strategy appropriate for your organization Step 2 Introduction to the Eco-enterprise Toolbox选择战略 第二步 介绍生态企业工具箱
- 3. 6 Steps to Eco-enterprise 通向生态企业的六个步骤Situation analysis2. Strategize3. Plan4. Implement5. Check6. Reviewplanspracticesmeasuresprioritiesbusiness case形势分析提出战略制定计划实施检查 回顾计划实践活动优先考虑的问题公司案例措施
- 4. Step 2: Strategize 第二步：提出战略Develop strategy Step 1 should produce a better understanding of Stakeholders Sustainability issues facing the business The company’s ability to deal with them Your response must be right for your business business case for sustainability is not one-size-fits-all Your strategy needs to build on the issues identified in Step 1制定出战略 通过第一步，我们应该对以下几点有更为深刻的理解： 利益相关部门 公司面临的可持续性发展的问题 公司处理这些问题的能力 你的对策应该是适合你的公司的 公司可持续性发展的案例不是万能钥匙 你的战略需要建立在第一步鉴别出的问题的基础之上
- 5. Environmental Strategies 环境战略Every organization has an environmental strategy Often it is not known Must be defined and made explicit A company’s strategy determines the kind of environmental management that is needed, and the kinds of tools and techniques that are required. How to to place and select a strategy for your enterprise?每一个组织都有自己的环境战略 经常是不被察觉的的 应该被界定出来，而且应该很明确 公司的战略决定了需要的环境管理的种类，以及需要的工具和技术的种类 怎么样为你的企业选择和确定战略呢？
- 6. Dimensions to consider in developing a strategy 制定战略的过程中需要考虑的因素Short term vs. long-term Compliance vs. beyond compliance Does the enterprise want to exceed regulatory compliance expectations? Local vs. regional vs. global At what scale does the enterprise operate? Site vs. business unit vs. corporate level Is the strategy for one site, many sites, or for a entire global corporation? Internal vs. external Risk vs. opportunity Operational vs. strategic Reactive vs. proactive Follower vs. leader 短期的 vs. 长期的 柔性的 vs. 刚性的 地方的 vs. 区域的 vs. 全球的 具体场所 vs. 业务组 vs. 公司层面 内部的 vs. 外部的 风险 vs. 机会 操作性的 vs. 战略性 被动的 vs. 主动的 跟随者 vs. 领导者
- 7. The Change Curve 变化曲线 Willingness to changeNumber of enterprisesCriminalsLaggardsFollowersOpportunistsLeaders企业的个数违法者落后者跟随者机会主义者领先者变化的愿望
- 8. OPPORTUNISTS 机会主义者Respond to market pressures to address customer environmental requirements 回应市场压力，强调客户的环境方面的要求 LAGGARDS 落后者Reluctantly comply with laws and regulations which impact the organization 不情愿地接受影响企业的法律和法规FOLLOWERS 跟随者 Stay informed and participate in development of regulations and standards 保持消息的灵通，参与法规和标准的制定 Reactive 被动性的Operational 操作性的Proactive 主动性的Strategic 战略性的Use environment to achieve competitive advantage in the marketplace 利用环境在市场中取得竞争优势 LEADERS 领先者Choosing a Strategy 选择战略
- 9. Financial opportunities through environmental management 环境管理过程中产生的财务机会 CriminalsLaggardsFollowersOpportunistsLeaders COSTS you money费你的钱 + $$$ -REDUCES costs 减少成本Preserves REVENUE保持收入Creates REVENUE 创造收入违法者落后者跟随者机会主义者领先者
- 10. Strategy Systems Programs Tools EMS (ISO 14001) Product stewardshipVision Mission Values Concepts Principles Green Supply-Chain Mgnt Eco-Industrial Parks Green Buildings Eco-design Reporting Env. Risk Assessment Env. Impact Assess Env. Auditing Ecolabeling Indicators LCAStrategy Systems Programs Tools Eco-Enterprise Toolbox环境管理系统 (ISO 14001) 产品管理目标 任务 价值 概念 原则绿色供应链管理 生态工业园 绿色建筑 生态设计 报告 环境风险评估 环境影响评价 环境审计 生态贴标 指数体系 产品生命周期分析
- 11. Choice of tools is very case-dependantTools for risk reduction and control Necessary for basic operation Supports regulatory compliance Short-term benefit Tools for facilities and operations Voluntary – mostly May be required Longer term Tools for products Voluntary Enables innovation and market support用于风险减少和控制的工具 对基本的运营是必须的 有助于对法规的履行 短期的利益 用于设备和运营的工具 大部分是自愿的 可能是义务性的 长期的 用于产品的工具 自愿的 保证了创新和市场支持三个类别的工具 作出选择要具体情况具体分析
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- 13. Business Success Factors 公司成功的因素 (rows in the matrix 矩阵中的行) Revenue growth and market access 收入增长和市场占有 Cost savings and productivity 成本的节省和生产率 Access to capital 资本的使用 Risk management and license to operate 风险管理和经营许可 Human capital 人力资本 Brand value and reputation 品牌价值和声望
- 14. Business Factor #1: Example revenue growth and market access 公司成功因素之一： 收入增长和市场占有Situation: Supplier of auto parts Automotive manufacturers require ISO 14001 certification Strategy Opportunist Get certified fast, gain business from competitors Follower Do what the customer demands, maintain market access 形势 汽车零件的供应商 汽车制造商需要通过ISO 140001的认证 战略 机会主义者 很多的获得认证，从竞争者那里抢占商业机会 跟随者 满足顾客的需求，维持市场分额
- 15. Business Factor #2: Cost savings and productivity 公司成功因素之二： 成本的节省和生产率Situation Manufacturer Wasteful use of energy and raw materials Rising costs of water, energy, resources Strategy Leader Develop new approaches to better production Follower Compare yourself to international best practices 形势 制造者 能量和生产原料低效使用 水，能量和资源成本的提高 战略 领先者 发展出新的途径以提高生产效率 跟随者 将自已与国际最高水平做比较
- 16. Business Factor #4: Risk management and license to operate 企业第四因素： 风险管理和经营许可Situation: You are resource company (oil or mining) The business is capital intensive, requires long-term commitment, and exhibits high risks Strategy Laggard Ignore environment and community Barriers to doing business Leader Work with local stakeholders and governments to address their concerns Comprehensive environmental impact assessment Anticipate all problems, generate solutions Reduce risks, get fast approvals形势 你是与资源有关的企业（石油或采矿） 公司是资本密集型的，需要长期的投入，同时规避高风险 战略 落后者 忽视环境和社区 业务开展的障碍 领先者 和地方的利益相关部门和政府合作，顾及到各方面的考虑 综合性的环境影响评估 预计到所有的问题，制定出解决方案 减少风险，快速得到批准
- 17. Change in Philosophy 理念的改变Changed from indifference and ignorance to a belief in the value of stakeholder input Recognized that stakeholder trust was necessary to gain community approval for new projects Trained every employee in Covey’s seven habits of highly effective people, must learn to view situations from the perspective of others prior to making judgments or decisions 从对相关利益部门漠不关心和忽略转变为了对相关利益部门意见的尊重 意识到相关利益部门的信任对于取得社区对新项目的同意是必要的 用“团队中高效工作人员的七个习惯” 对于每一个员工进行培训，员工们必须学会在做出判断或决定以前从别人的角度来审视形势
- 18. Results of Stakeholder Process 与相关利益部门合作的结果$300 million mine expansion Typical public hearings two yearsSuncor used its process Prepared an Environmental Impact Assessment to determine how Suncor's growth plans would impact Air, water and land Social and economic impacts on the region Achieved approval and equity financing easily and more quickly Stakeholders wrote to regulators to encourage approval without hearing The speed of governmental approvals, put the project ahead by two years Reduce development costs Allowed Suncor to increase production and do environmental improvements more quickly Early approval added tens of millions of dollars of value to the company One day = tens of thousands of barrels of oil 开采量增加3亿加元 每两年进行一次典型的公共听证会 Suncor使用这个过程 进行环境应向评估来决定Suncor的增长计划是怎样影响 空气，水和土地 对该地区的社会经济影响 更快更容易地获得社区通过和筹资 相关利益部门向立法部门反映，鼓励免听证会式的通过 政府通过的速度把项目往前提了两年 减少发展成本 允许Suncor更快的提高产量和改善环境 早通过为公司增加了几千万加元的的资产 一天=几万桶原油 “developer of choice.” 选择的发展者
- 19. Steps in Stakeholder Process 与相关利益部门合作的步骤Identify all stakeholders group as primary or secondary identify positions or concerns Work with each group Jointly develop different arrangements based on need Take into consideration: degree of interest and impact resource availability and needs, cultural issues, historical interactions Establish principles these act as rules of the game against which future issues and conduct can be tested and measured1. 识别所有的相关利益部门 按照主要的次要的类别加以分类 识别其立场和期望 2. 和每一类部门一起工作与合作 按照需要一起做出不同的安排 要考虑到 利益和影响的程度 资源的的可用性和 需要，文化性问题，历史渊源问题 3. 建立原则 这些实际上扮演了游戏规则的角色，未来的问题和行为以此为标准进行衡量
- 20. Business Factor #3: Access to capital 公司成功因素之三： 资本的占有和使用Who will invest in the company? Is risk high? Are environmental values upheld? Is performance demonstrated? Stakeholders include Banks, analysts, shareholders, insurance Leaders Use environmental management to reduce risk, demonstrate values, and show performance谁将会投资该公司 风险高么？ 同意环境方面的价值么? 绩效显示出来了么？ 相关利益部门包括 银行，分析师，股东，保险部门 领先者 使用环境管理来减少风险，展示价值以及显示绩效
- 21. Investors like Suncor 投资者喜欢Suncor5-10% of Suncor’s shareholders invest in the company because of its environmental sustainability practices It’s an oil company! Continually growing its European investor base More sophisticated sustainability criteria than in North American European fund managers hold 15-18% of Suncor stock Diversification of investment is a significant business benefitSuncor 5-10%的股东投资该公司是因为它的环境上的可持续性 它可是一家石油公司! 欧洲投资者的基础在逐年扩大 比北美有着更加复杂的可持续性发展的标准 欧洲的基金管理家拥有者Suncor15-18%的股份 投资的多元化对公司来说是一个重要的商业利益
- 22. Business Factor #5: Human capital 公司成功因素之五： 资本的使用 Example: Dofasco 例子：Dofasco
- 23. Business Factor #6: Brand value and reputation 公司成功因素之六 品牌价值和声望 Customers and the market are judging some goods and services for environmental performance Example: buildings and architecture, USA
- 24. Leadership in Energy & Environmental Design A system to design, construct, operate and certify green buildings. Performance assessment of: Sustainable Sites Water Efficiency Energy & Atmosphere Materials & Resources Indoor Environmental Quality Design Excellence Four levels of award: Platinum Gold Silver Certified 20% of institutional buildings in the USA are registering in 2004
- 25. InterfaceWorld's largest supplier of carpet tile. $1 billion /year Image-conscious Website, conferences, etc. Targets architects and interior designers Very sophisticated communications Tools used: LCA, Eco-design, Labelling and Reporting
- 26. 6 Steps to Eco-enterprise 通向生态企业的六个步骤Situation analysis2. Strategize3. Plan4. Implement5. Check6. Reviewplanspracticesmeasuresprioritiesbusiness case形势分析提出战略制定计划实施检查 回顾计划实践活动优先考虑的问题公司案例措施
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