为您制定生态企业战略

1、为您制定生态企业战略this session本部分understanding different strategieschoosing a strategy appropriate for your organizationlstep 2introduction to the eco-enterprise toolbox选择战略l第二步介绍生态企业工具箱6 steps to eco-enterprise通向生态企业的六个步骤通向生态企业的六个步骤1. situation analysis2. strategize3. plan4. implement5. check6. reviewplans

2、practicesmeasuresprioritiesbusiness 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step 2: strategize第二步：提出战略develop strategy step 1 should produce a better understanding oflstakeholderslsustainability issues facing the business lthe companys ability to deal with themyour response must be right for your

3、business lbusiness case for sustainability is not one-size-fits-alllyour strategy needs to build on the issues identified in step 1制定出战略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：l利益相关部门l公司面临的可持续性发展的问题l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l公司可持续性发展的案例不是万能钥匙l你的战略需要建立在第一步鉴别出的问题的基础之上environmental strategies环境战略every organizatio

4、n has an environmental strategyloften it is not knownlmust be defined and made explicita companys strategy determines the kind of environmental management that is needed, and the kinds of tools and techniques that are required.lhow to to place and select a strategy for your enterprise?每一个组织都有自己的环境战略

5、l经常是不被察觉的的l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l怎么样为你的企业选择和确定战略呢？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-termcompliance vs. beyond compliancedoes the enterprise want to exceed regulatory compliance expectations?local vs. regional vs. global lat wh

6、at scale does the enterprise operate?site vs. business unit vs. corporate level lis the strategy for one site, many sites, or for a entire global corporation?internal vs. externalrisk vs. opportunityoperational vs. strategicreactive vs. proactivefollower vs. leader短期的 vs. 长期的柔性的 vs. 刚性的地方的 vs. 区域的 v

7、s. 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the change curve变化曲线willingness to changenumber of enterprisescriminalslaggardsfollowersopportunistsleaders企业的个数违法者违法者落后者落后者跟随者跟随者机会主义者机会主义者领先者领先者变化的愿望opportunists机会主义者机会主义者respond to market pressures to address custome

8、r environmental requirements回应市场压力，强调客户的环境方面的要求laggards落后者落后者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被动性的被动性的operational操作性的操作性的proactiv

9、e主动性的主动性的strategic战略性的战略性的use environment to achieve competitive advantage in the marketplace利用环境在市场中取得竞争优势leaders领先者领先者choosing a strategy选择战略financial opportunities through environmental management环境管理过程中产生的财务机会criminalslaggardsfollowersopportunistsleaderscosts you money费你的钱+$-reduces costs 减少成本pr

10、eserves revenue保持收入creates revenue 创造收入违法者违法者落后者落后者跟随者跟随者机会主义者机会主义者领先者领先者strategysystemsprogramstoolsems (iso 14001)product stewardshipvisionmissionvaluesconceptsprinciplesgreen supply-chain mgnt eco-industrial parksgreen buildingseco-designreporting env. risk assessment env. impact assessenv. audit

11、ingecolabeling indicatorslcastrategysystemsprogramstoolseco-enterprise toolbox环境管理系统环境管理系统 (iso 14001)产品管理产品管理目标目标任务任务价值价值概念概念原则原则绿色供应链管理绿色供应链管理 生态工业园生态工业园绿色建筑绿色建筑生态设计生态设计报告报告环境风险评估环境风险评估 环境影响评价环境影响评价环境审计环境审计生态贴标生态贴标指数体系指数体系产品生命周期分析产品生命周期分析choice of tools is very case-dependanttools for risk reducti

12、on and controllnecessary for basic operation lsupports regulatory compliancelshort-term benefittools for facilities and operationslvoluntary mostlylmay be requiredllonger termtools for productslvoluntarylenables innovation and market support用于风险减少和控制的工具l对基本的运营是必须的l有助于对法规的履行l短期的利益用于设备和运营的工具l大部分是自愿的l可

13、能是义务性的l长期的用于产品的工具l自愿的l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business success factors 公司成功的因素公司成功的因素(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

14、and reputation 品牌价值和声望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:lsupplier of auto partslautomotive manufacturers require iso 14001 certificationstrategylopportunist get certified fast, gain business from competitorslfollower do what the customer demands,

15、 maintain market access形势l汽车零件的供应商l汽车制造商需要通过iso 140001的认证战略l机会主义者 很多的获得认证，从竞争者那里抢占商业机会l跟随者 满足顾客的需求，维持市场分额business factor #2: cost savings and productivity公司成功因素之二：成本的节省和生产率situationlmanufacturerlwasteful use of energy and raw materialslrising costs of water, energy, resourcesstrategylleader develop

16、new approaches to better productionlfollower compare yourself to international best practices形势l制造者l能量和生产原料低效使用l水，能量和资源成本的提高战略l领先者发展出新的途径以提高生产效率l跟随者将自已与国际最高水平做比较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:lyou are resource company (oil or mining)lthe business

17、is capital intensive, requires long-term commitment, and exhibits high risksstrategyllaggardignore environment and communitybarriers to doing businesslleaderwork with local stakeholders and governments to address their concernscomprehensive environmental impact assessmentanticipate all problems, gen

18、erate solutionsreduce risks, get fast approvals形势l你是与资源有关的企业（石油或采矿）l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l落后者忽视环境和社区业务开展的障碍l领先者l和地方的利益相关部门和政府合作，顾及到各方面的考虑l综合性的环境影响评估l预计到所有的问题，制定出解决方案l减少风险，快速得到批准change in philosophy理念的改变changed from indifference and ignorance to a belief in the value of stakeholder input recogn

19、ized that stakeholder trust was necessary to gain community approval for new projectstrained every employee in coveys 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

20、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results of stakeholder process与相关利益部门合作的结果$300 million mine expansionltypical public hearings two yearssuncor used its process lprepared an environmental impact assessment to determine how suncors growth plans would impactla

21、ir, water and landlsocial and economic impacts on the regionachieved approval and equity financing easily and more quicklystakeholders wrote to regulators to encourage approval without hearingthe speed of governmental approvals, put the project ahead by two yearslreduce development costslallowed sun

22、cor to increase production and do environmental improvements more quicklyearly approval added tens of millions of dollars of value to the companylone day = tens of thousands of barrels of oil开采量增加3亿加元l每两年进行一次典型的公共听证会suncor使用这个过程l进行环境应向评估来决定suncor的增长计划是怎样影响l空气，水和土地l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

23、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l减少发展成本l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steps in stakeholder process与相关利益部门合作的步骤1.identify all stakeholders group as primary or secondary identify positions or concerns2.work with each groupjointly develop different arrangemen

24、ts based on needtake into consideration: degree of interest and impact resource availability and needs, cultural issues, historical interactions3.establish principlesthese 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l按照主要的次要的类别加以分类l识别其立场和期

25、望2. 和每一类部门一起工作与合作l按照需要一起做出不同的安排l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l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?lstakeholders include banks, an

26、alysts, shareholders, insuranceleadersluse environmental management to reduce risk, demonstrate values, and show performance谁将会投资该公司谁将会投资该公司 风险高么？ 同意环境方面的价值么? 绩效显示出来了么？l相关利益部门包括 银行，分析师，股东，保险部门领先者领先者l使用环境管理来减少风险，展示价值以及显示绩效investors like suncor投资者喜欢suncor5-10% of suncors shareholders invest in the com

27、pany because of its environmental sustainability practiceslits an oil company!continually growing its european investor baselmore sophisticated sustainability criteria than in north americanleuropean fund managers hold 15-18% of suncor stockdiversification 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l它可是一家石油公司!欧洲投资者的基础在逐年扩大l比北美有着更加复杂的可持续性发展的标准l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business factor #5:human capital公司成功因素之五：资本的使用example: dofasco例子：dofascobusiness factor #6: brand value and reputation公司成功因素之六品牌价值和声望customers and the marke