为您制定生态企业战略

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Situation analysis2. Strategize3. Plan4. I

2、mplement5. 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制定出战略通过第一步，我们应该对以下几点有更为深刻的理解：利益相关部门公司面临的可持续性发展的问题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公司可持续性发展的案例不是万能钥匙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、个组织都有自己的环境战略经常是不被察觉的的应该被界定出来，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. 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企业的个数违法者落后者跟随者机会主义者领先者变化的愿望OPPORTUNISTS机会主义者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保持消息的灵通，参与法规和标准的制定Reactive被动性的Operational操作性的Proactive主动性的Strategic战略性的Use environ

9、ment to achieve competitive advantage in the marketplace利用环境在市场中取得竞争优势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

10、法者落后者跟随者机会主义者领先者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)产品管理目标任务价值概念原则绿色供应链管理 生态工业园绿色建筑生态设计报告环境风险评估 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 operationsVolu

12、ntary mostlyMay be requiredLonger termTools for productsVoluntaryEnables innovation and market support用于风险减少和控制的工具对基本的运营是必须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可能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具体情况具体分析Business Success Factors 公司成功的因素(rows in the matrix 矩阵中的行) Revenue growth and market access 收入增

13、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 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:Supplier of auto partsAutomotive manufacture

14、rs require ISO 14001 certificationStrategyOpportunistGet certified fast, gain business from competitorsFollowerDo what the customer demands, maintain market access形势汽车零件的供应商汽车制造商需要通过ISO 140001的认证战略机会主义者很多的获得认证，从竞争者那里抢占商业机会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

15、节省和生产率SituationManufacturerWasteful use of energy and raw materialsRising costs of water, energy, resourcesStrategyLeaderDevelop new approaches to better productionFollowerCompare yourself to international best practices形势制造者能量和生产原料低效使用水，能量和资源成本的提高战略领先者发展出新的途径以提高生产效率跟随者将自已与国际最高水平做比较Business Factor #

16、4: Risk management and license to operate企业第四因素：风险管理和经营许可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形势你是与资源有关的企业（石油或采矿）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落后者忽视环境和社区业务开展的障碍领先者和地方的利益相关部门和政府合作，顾及到各方面的考虑综合性的环境影响评估预计到所有的问题，制定出解决方案减少风险，快速得到批准Change

18、in Philosophy理念的改变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 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开采量增加3

22、亿加元每两年进行一次典型的公共听证会Suncor使用这个过程进行环境应向评估来决定Suncor的增长计划是怎样影响空气，水和土地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减少发展成本允许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. 识别所有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. 和每一类部门一起工作与合作按照需要一起做出不同的安排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 enviro

25、nmental 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？同意环境方面的价值么?绩效显示出来了么？相关利益部门包括银行，分析师，股东，保险部门领先者使用环境管理来减少风险，展示价值以及显示绩效Investors like Sun

26、cor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 stockD

27、iversification 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它可是一家石油公司!欧洲投资者的基础在逐年扩大比北美有着更加复杂的可持续性发展的标准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 a