适应不断变化着的需求-挪威海德鲁公司企业社会责任事例.ppt

1、Adapting to changing demands The case of CSR in Norsk Hydro适应不断变化着的需求-挪威海德鲁公司企业社会责任事例AFCIC NHO seminar, Beijing, China, Oct. 12.-13, 20042004年10月12-13日中国北京中华全国工商联与挪威工商总会联合举办的研讨会,Carsten Tank-Nielsen 卡斯登唐克-尼尔森 Director 经理www.H, Or the story about the five circles 关于五个圈的故事,First : Some words about Hyd

2、ro and about China and Hydro首先，简短介绍一下海德鲁公司以及中国与海德鲁 ,Hydro was established in 1905, in Norway, the same year as Norway became an independent, free country 海德鲁于1905年创建于挪威。同一年，挪威成为一个独立自主的国家。 The basis for Hydros foundation was en epoch-making innovation that enabled nitrogen to be harnessed from the ai

3、r around us, allowing the production of nitrogen- based fertilizer on an industrial scale 海德鲁的建立基於从空气中提取氮的这项划时代的发明。这就为对氮化肥进行工业化生产提供了可能。,continued.(续),Through the first decades Hydro stayed a fertilizer company with the Scandinavian countries as the main markets 最初的几十年中只生产化肥，以斯堪地那维亚各国为主要市场 In the 195

4、0ies and onwards, Hydro expanded into light metals (Aluminium and Magnesium) and Oil each can have a profound impact on a companys future : 公司所面对的市场的主体不仅只是客户，而是覆盖了各 个不同的利益群体。每个都会对企业的未来产生重大的 影响： Customers客户 Owners业主 Employees雇员 Local communities 当地社会 Governments政府 The public公众 WTO世贸组织 and often many

5、more 往往还有更多方面,Circle 2 : The following decades 第二个圈：接下来的几十年,The demands were also directed at the conditions for the workers 要求开始转向针对工人的劳动条件,Workers Health 工人的健康,Workers Rights 工人的权利,Workers Safety 工人的安全,The ”market” “市场”,When OK 这些过关的话,这些,What Hydro did to satisfy circle 2海德鲁为满足第二圈的要求做了些什么,Develope

6、d new standards and safety procedures 建立新的标准和安全程序 Modified work routines, production processes and equipment 改进工作惯例，生产程序和设备 Close cooperation between labour unions and management,and workers got two representatives on Hydros Board of Directors 工会与管理层的紧密合资，工人在海德鲁公司董事会里有两位代表 Developed training program

7、mes for employees 为员工设立培训项目 Invested in new equipment 投资新设备 Gave incentives for good performance and penalties for bad 奖励优秀成果，处罚不良行为,Circle 2 : Working conditions in one of Hydros smelters in Norway now. 第二个圈：海德鲁在挪威的一个冶炼厂目前的工作环境,(A picture will follow soon here Kina 2),Hydros experiences when satisf

8、ying circle 2海德鲁在满足第二圈要求方面的经验,Benefits tended to exceed costs because :获益总是大於支出，因为： Lost time accidents down 80 % ( fewer injuries) 造成损失工作时间的事故下降了80% (工伤减少) Absenteeism dropped more than 33 % ( less illness ) 缺勤率下降了33%多 (病假人数减少) More motivated workers leading to increased productivity改善 激发工人的干劲改善了生产

9、效率 Production volume up 10 % without major investments 在没有进行大量投资的情况下生产量提高了10%,Circle 3 : From the decade 1970 and onwards第三个圈：从20世纪70年代起,The demands were also directed at the external environment 要求还开始转向针对外部环境,Emissions to air 对大气释放,Soil Pollution 土壤污染,Discharge to water 废水排放,The ”market” “市场”,When

10、OK 这些过关的话,Circle 3: How it was outside one of our plants in Norway :The Porsgrunn industrial complex in the 60ies. 第三个圈：我们在挪威的一个工厂的外观：60年代的颇什格伦工业生产基地,11825_1 - 07.00 * 1 - Hydro Media,. and how it is now :The Porsgrunn industrial complex in the 90ies . 现在的外观：90年代的颇什格伦工业生产基地,11825_1 - 07.00 * 1 - Hyd

11、ro Media,What Hydro did to satisfy circle 3为满足第三圈的要求海德鲁做了些什么,Established new and strict emission goals 就释放量制定了新的更严格的目标 Established an internal organisation to implement the goals 建立一个内部机构来实现这些目标 Trained key operational personell 培训主要操作人员 Invested in new equipment to reduce emissions 投资新设备来减少释放 Devel

12、oped new and cleaner production processes 设置新的更清洁的生产程序程序,Hydros experiences when satisfying circle 3海德鲁在满足第三圈的要求方面的经验,More skilled and efficient operation of factories 改善操作技能，提高工厂的生产效益 Reduced loss of raw material 减少原材料消耗 Less waste 减少废物产生 Less illness among workers and their families 员工及家庭得病率降低 Low

13、er production costs关系 生产成本下降 Better relations to local communities 改善与地方社会的关系,Circle 4 : From the decade 1990 and onwards第四个圈：20世纪90年代以来,The demands were also directed at the social dimension 要求还转向了社会方面的影响,Respect for local culture 对当地文化的尊重,Respect for human rights 尊重人权,Sustainable Conduct 利於持续发展的行为

14、,When OK 这些方面 过关的话,The ”market” “市场”,Circle 4 : The most challenging one ?第四个圈：最具挑战性的一个圈？,Hydro has over the last years experienced the significance of the social dimension,and established an internal organisation to manage this dimension 海德鲁近年来感受到社会影响的重要性，因此组成了一个内部机构来管理这方面的工作 The public, local gove

15、rnments and customers around the world raise social questions to us which we have to manage, like : 世界各地的公众，地方政府和客户都向我们提出了社会方面的问题，如： - Will the local community get a fair share of the value created? 地方社会是否会得到增值中合理的一份回报？ - How are local traditions and culture affected? 当地的传统和文化受到了什么样的影响？ - Does the p

16、roject respect human rights and is it consistent with a sustainable development ? 有关项目是否尊重人权，是否符合可持续发展的意图？ 这些问题我们都必须把握好。,？,Managing circle 4 has got a name :把握第四个圈有了一个专门的名称：,Circle 4 = Corporate Social Responsibilty (CSR) 第四个圈=企业的社会责任 (CSR) However, because circle 2 and circle 3 also contain element

17、s of social responsibility some prefer a wider definition of CSR : 但由于第二个和第三个圈也涵盖了一些社会责任的因素，因而有人更倾向于以下关于企业社会责任的定义： Circle 2 + circle 3 + circle 4 = CSR 第二个圈+第三个圈+第四个圈=企业社会责任 as reflected on the next page 正如下一页所反映的那样,Practising CSR in China 在中国开展企业社会责任方面的工作,Hydro Magnesium Xian Co Ltd 西安海德鲁镁业有限公司 Whe

18、n starting building the factory 70 tombs from Han dynasty were discovered at the site. Hydro paid for excavations of the tombs and stopped building the factory until excavations were done and relics removed. 建造厂房过程中，在施工现场发现了70座汉朝时代的古墓。海德鲁支付了挖掘古墓的费用，直到挖掘完毕，文物被清理转移之后才继续 施工。 All workers receive trainin

19、g in health, environmental and safety issues 所有工人均得到了职业卫生与安全以及环境事务方面的培训 Factory designed according to Hydros standards to minimise emissions and maximize safety 工厂是按照海德鲁尽量减少释放和尽量保障安全的标准来设计的。,The fifth circle : From year 2000 and onwards第五个圈：2000年以来,Triggerd by the large company scandals in the US ( Enron, WorldCom) 是由美国发生的一系列涉及大型公司的丑闻引起的(Enron, WorldCom等)。 The fifth circle : Corporate governance 第五个圈：公司治理 Governs the relations between management, Board of Directors and owners in a company to avoid misconduct and secure a high ethical standard