为您制定生态企业战略.pptx

为您制定生态企业战略Developing a Strategy for your Eco-Enterprise This session本部分nUnderstanding different strategiesnChoosing a strategy appropriate for your organizationnStep 2nIntroduction to the Eco-enterprise Toolboxn选择战略选择战略n第二步第二步n介绍生态企业工具箱介绍生态企业工具箱 456游戏大厅完整版 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.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Step 2:Strategize第二步：提出战略nDevelop strategy nStep 1 should produce a better understanding ofnStakeholdersnSustainability issues facing the business nThe companys ability to deal with themnYour response must be right for your business nbusiness case for sustainability is not one-size-fits-allnYour strategy needs to build on the issues identified in Step 1n制定出战略n通过第一步，我们应该对以通过第一步，我们应该对以下几点有更为深刻的理解：下几点有更为深刻的理解：n利益相关部门利益相关部门n公司面临的可持续性发展公司面临的可持续性发展的问题的问题n公司处理这些问题的能力公司处理这些问题的能力n你的对策应该是适合你的公你的对策应该是适合你的公司的司的n公司可持续性发展的案例公司可持续性发展的案例不是万能钥匙不是万能钥匙n你的战略需要建立在第一你的战略需要建立在第一步鉴别出的问题的基础之步鉴别出的问题的基础之上上Environmental Strategies环境战略nEvery organization has an environmental strategynOften it is not knownnMust be defined and made explicitnA companys strategy determines the kind of environmental management that is needed,and the kinds of tools and techniques that are required.nHow to to place and select a strategy for your enterprise?n每一个组织都有自己的每一个组织都有自己的环境战略环境战略n经常是不被察觉的的经常是不被察觉的的n应该被界定出来，而应该被界定出来，而且应该很明确且应该很明确n公司的战略决定了需要公司的战略决定了需要的环境管理的种类，以的环境管理的种类，以及需要的工具和技术的及需要的工具和技术的种类种类n怎么样为你的企业选怎么样为你的企业选择和确定战略呢？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nShort term vs.long-termnCompliance vs.beyond compliancenDoes the enterprise want to exceed regulatory compliance expectations?nLocal vs.regional vs.global nAt what scale does the enterprise operate?nSite vs.business unit vs.corporate level nIs the strategy for one site,many sites,or for a entire global corporation?nInternal vs.externalnRisk vs.opportunitynOperational vs.strategicnReactive vs.proactivenFollower vs.leadern短期的短期的 vs.长期的长期的n柔性的柔性的 vs.刚性的刚性的n地方的地方的 vs.区域的区域的 vs.全球的全球的n具体场所具体场所 vs.业务组业务组 vs.公司层面公司层面n内部的内部的 vs.外部的外部的n风险风险 vs.机会机会n操作性的操作性的 vs.战略性战略性n被动的被动的 vs.主动的主动的n跟随者跟随者 vs.领导者领导者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 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Proactive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Preserves 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.AuditingEcolabeling 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-dependantnTools for risk reduction and controlnNecessary for basic operation nSupports regulatory compliancenShort-term benefitnTools for facilities and operationsnVoluntary mostlynMay be requirednLonger termnTools for productsnVoluntarynEnables innovation and market supportn用于风险减少和控制的工具用于风险减少和控制的工具n对基本的运营是必须的对基本的运营是必须的n有助于对法规的履行有助于对法规的履行n短期的利益短期的利益n用于设备和运营的工具用于设备和运营的工具n大部分是自愿的大部分是自愿的n可能是义务性的可能是义务性的n长期的长期的n用于产品的工具用于产品的工具n自愿的自愿的n保证了创新和市场支持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)nRevenue growth and market access 收入增长和市场占有收入增长和市场占有nCost savings and productivity 成本的节省和生产率成本的节省和生产率nAccess to capital 资本的使用资本的使用nRisk management and license to operate 风险管理和经营许可风险管理和经营许可nHuman capital 人力资本人力资本nBrand value and reputation 品牌价值和声望品牌价值和声望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nSituation:nSupplier of auto partsnAutomotive manufacturers require ISO 14001 certificationnStrategynOpportunistnGet certified fast,gain business from competitorsnFollowernDo what the customer demands,maintain market accessn形势形势n汽车零件的供应商汽车零件的供应商n汽车制造商需要通过汽车制造商需要通过ISO 140001的认证的认证n战略战略n机会主义者机会主义者n很多的获得认证，从很多的获得认证，从竞争者那里抢占商业竞争者那里抢占商业机会机会n跟随者跟随者n满足顾客的需求，维满足顾客的需求，维持市场分额持市场分额Business Factor#2:Cost savings and productivity公司成功因素之二：成本的节省和生产率nSituationnManufacturernWasteful use of energy and raw materialsnRising costs of water,energy,resourcesnStrategynLeadernDevelop new approaches to better productionnFollowernCompare yourself to international best practicesn形势形势n制造者制造者n能量和生产原料低效能量和生产原料低效使用使用n水，能量和资源成本水，能量和资源成本的提高的提高n战略战略n领先者领先者n发展出新的途径以提高生发展出新的途径以提高生产效率产效率n跟随者跟随者n将自已与国际最高水平做将自已与国际最高水平做比较比较Business Factor#4:Risk management and license to operate企业第四因素：风险管理和经营许可nSituation:nYou are resource company(oil or mining)nThe business is capital intensive,requires long-term commitment,and exhibits high risksnStrategynLaggardnIgnore environment and communitynBarriers to doing businessnLeadernWork with local stakeholders and governments to address their concernsnComprehensive environmental impact assessmentnAnticipate all problems,generate solutionsnReduce risks,get fast approvalsn形势形势n你是与资源有关的企业（石油或你是与资源有关的企业（石油或采矿）采矿）n公司是资本密集型的，需要长期公司是资本密集型的，需要长期的投入，同时规避高风险的投入，同时规避高风险n战略战略n落后者落后者n忽视环境和社区忽视环境和社区n业务开展的障碍业务开展的障碍n领先者领先者n和地方的利益相关部门和政和地方的利益相关部门和政府合作，顾及到各方面的考府合作，顾及到各方面的考虑虑n综合性的环境影响评估综合性的环境影响评估n预计到所有的问题，制定出预计到所有的问题，制定出解决方案解决方案n减少风险，快速得到批准减少风险，快速得到批准Change in Philosophy理念的改变nChanged from indifference and ignorance to a belief in the value of stakeholder input nRecognized that stakeholder trust was necessary to gain community approval for new projectsnTrained 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 decisionsn从对相关利益部门漠不关心和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忽略转变为了对相关利益部门意见的尊重意见的尊重n意识到相关利益部门的信任对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于取得社区对新项目的同意是必要的必要的n用用“团队中高效工作人员的七团队中高效工作人员的七个习惯个习惯”对于每一个员工进对于每一个员工进行培训，员工们必须学会在做行培训，员工们必须学会在做出判断或决定以前从别人的角出判断或决定以前从别人的角度来审视形势度来审视形势Results of Stakeholder Process与相关利益部门合作的结果n$300 million mine expansionnTypical public hearings two yearsSuncor used its process nPrepared an Environmental Impact Assessment to determine how Suncors growth plans would impactnAir,water and landnSocial and economic impacts on the regionnAchieved approval and equity financing easily and more quicklynStakeholders wrote to regulators to encourage approval without hearingnThe speed of governmental approvals,put the project ahead by two yearsnReduce development costsnAllowed Suncor to increase production and do environmental improvements more quicklynEarly approval added tens of millions of dollars of value to the companynOne day=tens of thousands of barrels of oiln开采量增加开采量增加3亿加元亿加元n每两年进行一次典型的公共听证会每两年进行一次典型的公共听证会nSuncor使用这个过程使用这个过程n进行环境应向评估来决定进行环境应向评估来决定Suncor的增的增长计划是怎样影响长计划是怎样影响n空气，水和土地空气，水和土地n对该地区的社会经济影响对该地区的社会经济影响n更快更容易地获得社区通过和筹资更快更容易地获得社区通过和筹资n相关利益部门向立法部门反映，鼓励免听相关利益部门向立法部门反映，鼓励免听证会式的通过证会式的通过n政府通过的速度把项目往前提了两年政府通过的速度把项目往前提了两年n减少发展成本减少发展成本n允许允许Suncor更快的提高产量和改善环更快的提高产量和改善环境境n早通过为公司增加了几千万加元的的资产早通过为公司增加了几千万加元的的资产n一天一天=几万桶原油几万桶原油“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 arrangements based on needTake into consideration:degree of interest and impactresource 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识别所有的相关利益部门n按照主要的次要的类别加以按照主要的次要的类别加以分类分类n识别其立场和期望识别其立场和期望2.和每一类部门一起工作与合作和每一类部门一起工作与合作n按照需要一起做出不同的安按照需要一起做出不同的安排排n要考虑到要考虑到n利益和影响的程度利益和影响的程度n资源的的可用性和资源的的可用性和n需要，文化性问题，历史渊需要，文化性问题，历史渊源问题源问题3.建立原则建立原则n这些实际上扮演了游戏规则这些实际上扮演了游戏规则的角色，未来的问题和行为的角色，未来的问题和行为以此为标准进行衡量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nWho will invest in the company?nIs risk high?nAre environmental values upheld?nIs performance demonstrated?nStakeholders includenBanks,analysts,shareholders,insurancenLeadersnUse environmental management to reduce risk,demonstrate values,and show performancen谁将会投资该公司n风险高么？风险高么？n同意环境方面的价值同意环境方面的价值么么?n绩效显示出来了么？绩效显示出来了么？n相关利益部门包括相关利益部门包括n银行，分析师，股东，银行，分析师，股东，保险部门保险部门n领先者n使用环境管理来减少使用环境管理来减少风险，展示价值以及风险，展示价值以及显示绩效显示绩效Investors like Suncor投资者喜欢Suncorn5-10%of Suncors shareholders invest in the company because of its environmental sustainability practicesnIts an oil company!nContinually growing its European investor basenMore sophisticated sustainability criteria than in North AmericannEuropean fund managers hold 15-18%of Suncor stocknDiversification of investment is a significant business benefitnSuncor 5-10%的股东投资该的股东投资该公司是因为它的环境上的可持公司是因为它的环境上的可持续性续性n它可是一家石油公司它可是一家石油公司!n欧洲投资者的基础在逐年扩大欧洲投资者的基础在逐年扩大n比北美有着更加复杂的可持比北美有着更加复杂的可持续性发展的标准续性发展的标准n欧洲的基金管理家拥有者欧洲的基金管理家拥有者Suncor15-18%的股份的股份n投资的多元化对公司来说是一投资的多元化对公司来说是一个重要的商业利益个重要的商业利益Business Factor#5:Human capital公司成功因素之五：资本的使用nExample:Dofascon例子：例子：DofascoBusiness Factor#6:Brand value and reputation公司成功因素之六品牌价值和声望nCustomers and the market are judging some goods and services for environmental performancenExample:buildings and architecture,USALeadership in Energy&Environmental DesignnA system to design,construct,operate and certify green buildings.nPerformance assessment of:nSustainable SitesnWater EfficiencynEnergy&AtmospherenMaterials&ResourcesnIndoor Environmental QualitynDesign ExcellencenFour levels of award:nPlatinumnGoldnSilvernCertifiedn20%of institutional buildings in the USA are registering in 2004InterfacenWorlds largest supplier of carpet tile.n$1 billion/yearnImage-consciousnWebsite,conferences,etc.nTargets architects and interior designersnVery sophisticated communicationsnTools used:nLCA,Eco-design,Labelling and Reporting6 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.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