为您制定生态企业战略ppt课件

1、为您制定生态企业战略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选择战略第二步引见生态企业工具箱6 Steps to Eco-enterprise通向生态企业的六个步骤Situation analysis2. Strategize3. Plan4. I

2、mplement5. Check6. Reviewplanspracticesmeasuresprioritiesbusiness case情势分析提出战略制定方案实施检查 回想方案实际活动优先思索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 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制定出战略经过第一步，我们应该对以下几点有更为深化的了解：利益相关部门公司面临的可继续性开展的问题公司处置这些问题的才干他的对策应该是适宜他的公司的公司可继续性开展的案例不是万能钥匙他的战略需求建立在第一步鉴别出的问题的根底之上Environmental Strategies环境战略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、个组织都有本人的环境战略经常是不被觉察的的应该被界定出来，而且应该很明确公司的战略决议了需求的环境管理的种类，以及需求的工具和技术的种类怎样样为他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求思索的要素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. 长期的柔性的 vs. 刚性的地方的 vs

7、. 区域的 vs. 全球的详细场所 vs. 业务组 vs. 公司层面内部的 vs. 外部的风险 vs. 时机操作性的 vs. 战略性被动的 vs. 自动的跟随者 vs. 指点者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时机主义者领先者变化的愿望OPPORTUNISTS时机主义者Respond to market pressures to address customer environmental

8、 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坚持音讯的灵通，参与法规和规范的制定Reactive被动性的Operational操作性的Proactive自动性的Strategic战略性的Use environ

9、ment to achieve competitive advantage in the marketplace利用环境在市场中获得竞争优势LEADERS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时机CriminalsLaggardsFollowersOpportunistsLeadersCOSTS you money费他的钱+$-REDUCES costs 减少本钱Preserves REVENUE坚持收入Creates REVENUE 发明收入违

10、法者落后者跟随者时机主义者领先者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环境管理系统 (ISO 14001)产品管理目的义务价值概念原那么绿色供应链管理 生态工业园绿色建筑生态设计报告环境风险评价 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Choice of tools is very case-dependantTools for risk reduction and controlNecessary for basic operation Supports regulatory complianceShort-term benefitTools for facilities and operationsVol

12、untary mostlyMay be requiredLonger termTools for productsVoluntaryEnables innovation and market support用于风险减少和控制的工具对根本的运营是必需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能够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详细情况详细分析Business Success Factors 公司胜利的要素(rows in the matrix 矩阵中的行) Revenue growth and market access 收入

13、增长和市场占有Cost savings and productivity 本钱的节省和消费率Access to capital 资本的运用Risk management and license to operate 风险管理和运营答应Human capital 人力资本Brand value and reputation 品牌价值和声望Business Factor #1: Example revenue growth and market access公司胜利要素之一：收入增长和市场占有Situation:Supplier of auto partsAutomotive manufactur

14、ers require ISO 14001 certificationStrategyOpportunistGet certified fast, gain business from competitorsFollowerDo what the customer demands, maintain market access情势汽车零件的供应商汽车制造商需求经过ISO 140001的认证战略时机主义者很多的获得认证，从竞争者那里抢占商业时机跟随者满足顾客的需求，维持市场分额Business Factor #2: Cost savings and productivity公司胜利要素之二：本钱

15、的节省和消费率SituationManufacturerWasteful use of energy and raw materialsRising costs of water, energy, resourcesStrategyLeaderDevelop new approaches to better productionFollowerCompare yourself to international best practices情势制造者能量和消费原料低效运用水，能量和资源本钱的提高战略领先者开展出新的途径以提高消费效率跟随者将自已与国际最高程度做比较Business Factor

16、#4: Risk management and license to operate企业第四要素：风险管理和运营答应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 stakehol

17、ders and governments to address their concernsComprehensive environmental impact assessmentAnticipate all problems, generate solutionsReduce risks, get fast approvals情势他是与资源有关的企业石油或采矿公司是资本密集型的，需求长期的投入，同时躲避高风险战略落后者忽视环境和社区业务开展的妨碍领先者和地方的利益相关部门和政府协作，顾及到各方面的思索综合性的环境影响评价估计到一切的问题，制定出处理方案减少风险，快速得到同意Change i

18、n Philosophy理念的改动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 fr

19、om the perspective of others prior to making judgments or decisions从对相关利益部门漠不关怀和忽略转变为了对相关利益部门意见的尊重认识到相关利益部门的信任对于获得社区对新工程的赞同是必要的用“团队中高效任务人员的七个习惯 对于每一个员工进展培训，员工们必需学会在做出判别或决议以前从他人的角度来审视情势Results of Stakeholder Process与相关利益部门协作的结果$300 million mine expansionTypical public hearings two yearsSuncor used it

20、s 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 hearingThe

21、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开采量添加3亿加

22、元每两年进展一次典型的公共听证会Suncor运用这个过程进展环境应向评价来决议Suncor的增长方案是怎样影响空气，水和土地对该地域的社会经济影响更快更容易地获得社区经过和筹资相关利益部门向立法部门反映，鼓励免听证会式的经过政府经过的速度把工程往前提了两年减少开展本钱允许Suncor更快的提高产量和改善环境早经过为公司添加了几千万加元的的资产一天=几万桶原油“developer of choice. 选择的开展者Steps in Stakeholder Process与相关利益部门协作的步骤Identify all stakeholders group as primary or second

23、ary 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 fut

24、ure issues and conduct can be tested and measured1. 识别一切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. 和每一类部门一同任务与协作按照需求一同做出不同的安排要思索到利益和影响的程度资源的的可用性和需求，文化性问题，历史渊源问题3. 建立原那么这些实践上扮演了游戏规那么的角色，未来的问题和行为以此为规范进展衡量Business Factor #3: Access to capital公司胜利要素之三：资本的占有和运用Who will invest in the company?Is risk high?Are environ

25、mental values upheld?Is performance demonstrated?Stakeholders includeBanks, analysts, shareholders, insuranceLeadersUse environmental management to reduce risk, demonstrate values, and show performance谁将会投资该公司风险高么？赞同环境方面的价值么?绩效显示出来了么？相关利益部门包括银行，分析师，股东，保险部门领先者运用环境管理来减少风险，展现价值以及显示绩效Investors like Sunc

26、or投资者喜欢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 stockDi

27、versification of investment is a significant business benefitSuncor 5-10%的股东投资该公司是由于它的环境上的可继续性它可是一家石油公司!欧洲投资者的根底在逐年扩展比北美有着更加复杂的可继续性开展的规范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公司胜利要素之五：资本的运用Example: Dofasco例子：DofascoBusiness Factor #6: Brand value and reputation公司胜利要素之六品牌价值和声望Customers a