為您制定生態(tài)企業(yè)戰(zhàn)略

1、為您制定生態(tài)企業(yè)戰(zhàn)略Developing a Strategy for your Eco-Enterprise This session本部分Understanding different strategiesChoosing a strategy appropriate for your organizationStep 2Introduction to the Eco-enterprise Toolbox選擇戰(zhàn)略第二步介紹生態(tài)企業(yè)工具箱6 Steps to Eco-enterprise通向生態(tài)企業(yè)的六個步驟Situation analysis2. Strategize3. Plan4. I

2、mplement5. Check6. Reviewplanspracticesmeasuresprioritiesbusiness case形勢分析提出戰(zhàn)略制定計劃實施檢查 回顧計劃實踐活動優(yōu)先考慮的問題公司案例措施Step 2: Strategize第二步：提出戰(zhàn)略Develop strategy Step 1 should produce a better understanding ofStakeholdersSustainability issues facing the business The companys ability to deal with themYour respo

3、nse must be right for your business business case for sustainability is not one-size-fits-allYour strategy needs to build on the issues identified in Step 1制定出戰(zhàn)略通過第一步，我們應該對以下幾點有更為深刻的理解：利益相關部門公司面臨的可持續(xù)性發(fā)展的問題公司處理這些問題的能力你的對策應該是適合你的公司的公司可持續(xù)性發(fā)展的案例不是萬能鑰匙你的戰(zhàn)略需要建立在第一步鑒別出的問題的基礎之上Environmental Strategies環(huán)境戰(zhàn)略Ev

4、ery organization has an environmental strategyOften it is not knownMust 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.How to to place and select a strategy for your enterprise?每一

5、個組織都有自己的環(huán)境戰(zhàn)略經(jīng)常是不被察覺的的應該被界定出來，而且應該很明確公司的戰(zhàn)略決定了需要的環(huán)境管理的種類，以及需要的工具和技術的種類怎么樣為你的企業(yè)選擇和確定戰(zhàn)略呢？Dimensions to consider in developing a strategy制定戰(zhàn)略的過程中需要考慮的因素Short term vs. long-termCompliance vs. beyond complianceDoes the enterprise want to exceed regulatory compliance expectations?Local vs. regional vs. glob

6、al 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. externalRisk vs. opportunityOperational vs. strategicReactive vs. proactiveFollower vs. leader短期的 vs. 長期的柔性的 vs. 剛性的地方的 vs

7、. 區(qū)域的 vs. 全球的具體場所 vs. 業(yè)務組 vs. 公司層面內部的 vs. 外部的風險 vs. 機會操作性的 vs. 戰(zhàn)略性被動的 vs. 主動的跟隨者 vs. 領導者The Change Curve變化曲線Willingness to changeNumber of enterprisesCriminalsLaggardsFollowersOpportunistsLeaders企業(yè)的個數(shù)違法者落后者跟隨者機會主義者領先者變化的愿望OPPORTUNISTS機會主義者Respond to market pressures to address customer environmental

8、 requirements回應市場壓力，強調客戶的環(huán)境方面的要求LAGGARDS落后者Reluctantly comply with laws and regulations which impact the organization不情愿地接受影響企業(yè)的法律和法規(guī)FOLLOWERS跟隨者Stay informed and participate in development of regulations and standards保持消息的靈通，參與法規(guī)和標準的制定Reactive被動性的Operational操作性的Proactive主動性的Strategic戰(zhàn)略性的Use environ

9、ment to achieve competitive advantage in the marketplace利用環(huán)境在市場中取得競爭優(yōu)勢LEADERS領先者Choosing a Strategy選擇戰(zhàn)略Financial opportunities through environmental management環(huán)境管理過程中產(chǎn)生的財務機會CriminalsLaggardsFollowersOpportunistsLeadersCOSTS you money費你的錢+$-REDUCES costs 減少成本Preserves REVENUE保持收入Creates REVENUE 創(chuàng)造收入違

10、法者落后者跟隨者機會主義者領先者StrategySystemsProgramsToolsEMS (ISO 14001)Product stewardshipVisionMissionValuesConceptsPrinciplesGreen Supply-Chain Mgnt Eco-Industrial ParksGreen BuildingsEco-designReporting Env. Risk Assessment Env. Impact AssessEnv. AuditingEcolabeling IndicatorsLCAStrategySystemsProgramsToolsE

11、co-Enterprise Toolbox環(huán)境管理系統(tǒng) (ISO 14001)產(chǎn)品管理目標任務價值概念原則綠色供應鏈管理 生態(tài)工業(yè)園綠色建筑生態(tài)設計報告環(huán)境風險評估 環(huán)境影響評價環(huán)境審計生態(tài)貼標指數(shù)體系產(chǎn)品生命周期分析Choice of tools is very case-dependantTools for risk reduction and controlNecessary for basic operation Supports regulatory complianceShort-term benefitTools for facilities and operationsVolu

12、ntary mostlyMay be requiredLonger termTools for productsVoluntaryEnables innovation and market support用于風險減少和控制的工具對基本的運營是必須的有助于對法規(guī)的履行短期的利益用于設備和運營的工具大部分是自愿的可能是義務性的長期的用于產(chǎn)品的工具自愿的保證了創(chuàng)新和市場支持三個類別的工具作出選擇要具體情況具體分析Business Success Factors 公司成功的因素(rows in the matrix 矩陣中的行) Revenue growth and market access 收入增

13、長和市場占有Cost savings and productivity 成本的節(jié)省和生產(chǎn)率Access to capital 資本的使用Risk management and license to operate 風險管理和經(jīng)營許可Human capital 人力資本Brand value and reputation 品牌價值和聲望Business Factor #1: Example revenue growth and market access公司成功因素之一：收入增長和市場占有Situation:Supplier of auto partsAutomotive manufacture

14、rs require ISO 14001 certificationStrategyOpportunistGet certified fast, gain business from competitorsFollowerDo what the customer demands, maintain market access形勢汽車零件的供應商汽車制造商需要通過ISO 140001的認證戰(zhàn)略機會主義者很多的獲得認證，從競爭者那里搶占商業(yè)機會跟隨者滿足顧客的需求，維持市場分額Business Factor #2: Cost savings and productivity公司成功因素之二：成本的

15、節(jié)省和生產(chǎn)率SituationManufacturerWasteful use of energy and raw materialsRising costs of water, energy, resourcesStrategyLeaderDevelop new approaches to better productionFollowerCompare yourself to international best practices形勢制造者能量和生產(chǎn)原料低效使用水，能量和資源成本的提高戰(zhàn)略領先者發(fā)展出新的途徑以提高生產(chǎn)效率跟隨者將自已與國際最高水平做比較Business Factor #

16、4: Risk management and license to operate企業(yè)第四因素：風險管理和經(jīng)營許可Situation:You are resource company (oil or mining)The business is capital intensive, requires long-term commitment, and exhibits high risksStrategyLaggardIgnore environment and communityBarriers to doing businessLeaderWork with local stakehold

17、ers and governments to address their concernsComprehensive environmental impact assessmentAnticipate all problems, generate solutionsReduce risks, get fast approvals形勢你是與資源有關的企業(yè)（石油或采礦）公司是資本密集型的，需要長期的投入，同時規(guī)避高風險戰(zhàn)略落后者忽視環(huán)境和社區(qū)業(yè)務開展的障礙領先者和地方的利益相關部門和政府合作，顧及到各方面的考慮綜合性的環(huán)境影響評估預計到所有的問題，制定出解決方案減少風險，快速得到批準Change

18、in Philosophy理念的改變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 projectsTrained every employee in Coveys seven habits of highly effective people, must learn to view situations f

19、rom the perspective of others prior to making judgments or decisions從對相關利益部門漠不關心和忽略轉變?yōu)榱藢ο嚓P利益部門意見的尊重意識到相關利益部門的信任對于取得社區(qū)對新項目的同意是必要的用“團隊中高效工作人員的七個習慣” 對于每一個員工進行培訓，員工們必須學會在做出判斷或決定以前從別人的角度來審視形勢Results of Stakeholder Process與相關利益部門合作的結果$300 million mine expansionTypical public hearings two yearsSuncor used

20、its process Prepared an Environmental Impact Assessment to determine how Suncors growth plans would impactAir, water and landSocial and economic impacts on the regionAchieved approval and equity financing easily and more quicklyStakeholders wrote to regulators to encourage approval without hearingTh

21、e speed of governmental approvals, put the project ahead by two yearsReduce development costsAllowed Suncor to increase production and do environmental improvements more quicklyEarly approval added tens of millions of dollars of value to the companyOne day = tens of thousands of barrels of oil開采量增加3

22、億加元每兩年進行一次典型的公共聽證會Suncor使用這個過程進行環(huán)境應向評估來決定Suncor的增長計劃是怎樣影響空氣，水和土地對該地區(qū)的社會經(jīng)濟影響更快更容易地獲得社區(qū)通過和籌資相關利益部門向立法部門反映，鼓勵免聽證會式的通過政府通過的速度把項目往前提了兩年減少發(fā)展成本允許Suncor更快的提高產(chǎn)量和改善環(huán)境早通過為公司增加了幾千萬加元的的資產(chǎn)一天=幾萬桶原油“developer of choice.” 選擇的發(fā)展者Steps in Stakeholder Process與相關利益部門合作的步驟Identify all stakeholders group as primary or sec

23、ondary identify positions or concernsWork with each groupJointly develop different arrangements based on needTake into consideration:degree of interest and impactresource availability and needs, cultural issues, historical interactionsEstablish principlesthese act as rules of the game against which

24、future issues and conduct can be tested and measured1. 識別所有的相關利益部門按照主要的次要的類別加以分類識別其立場和期望2. 和每一類部門一起工作與合作按照需要一起做出不同的安排要考慮到利益和影響的程度資源的的可用性和需要，文化性問題，歷史淵源問題3. 建立原則這些實際上扮演了游戲規(guī)則的角色，未來的問題和行為以此為標準進行衡量Business Factor #3: Access to capital公司成功因素之三：資本的占有和使用Who will invest in the company?Is risk high?Are enviro

25、nmental values upheld?Is performance demonstrated?Stakeholders includeBanks, analysts, shareholders, insuranceLeadersUse environmental management to reduce risk, demonstrate values, and show performance誰將會投資該公司風險高么？同意環(huán)境方面的價值么?績效顯示出來了么？相關利益部門包括銀行，分析師，股東，保險部門領先者使用環(huán)境管理來減少風險，展示價值以及顯示績效Investors like Sun

26、cor投資者喜歡Suncor5-10% of Suncors shareholders invest in the company because of its environmental sustainability practicesIts an oil company!Continually growing its European investor baseMore sophisticated sustainability criteria than in North AmericanEuropean fund managers hold 15-18% of Suncor stockD

27、iversification of investment is a significant business benefitSuncor 5-10%的股東投資該公司是因為它的環(huán)境上的可持續(xù)性它可是一家石油公司!歐洲投資者的基礎在逐年擴大比北美有著更加復雜的可持續(xù)性發(fā)展的標準歐洲的基金管理家擁有者Suncor15-18%的股份投資的多元化對公司來說是一個重要的商業(yè)利益Business Factor #5:Human capital公司成功因素之五：資本的使用Example: Dofasco例子：DofascoBusiness Factor #6: Brand value and reputation公司成功因素之六品牌價值和聲望Customers a