為您制定生態(tài)企業(yè)戰(zhàn)略課件

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n Understanding different strategiesn Choosing a strategy appropriate for your organizationnStep 2n Introduction to the Eco-enterprise Toolboxn 選擇戰(zhàn)略選擇戰(zhàn)略n第二步第二步n 介紹生態(tài)企業(yè)工具箱介紹生態(tài)企業(yè)工具箱 游戲大廳完整版 6 Steps to Eco-enterprise通向生態(tài)企業(yè)的六個(gè)步驟通向生態(tài)企

2、業(yè)的六個(gè)步驟Situation analysis2. Strategize3. Plan4. Implement5. Check6. Reviewplanspracticesmeasuresprioritiesbusiness case形勢(shì)分析提出戰(zhàn)略制定計(jì)劃實(shí)施檢查 回顧計(jì)劃實(shí)踐活動(dòng)優(yōu)先考慮的問(wèn)題公司案例措施Step 2: Strategize第二步：提出戰(zhàn)略n Develop strategy n Step 1 should produce a better understanding ofnStakeholdersnSustainability issues facing the bus

3、iness nThe companys ability to deal with themn Your 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 制定出戰(zhàn)略制定出戰(zhàn)略n 通過(guò)第一步，我們應(yīng)該對(duì)以通過(guò)第一步，我們應(yīng)該對(duì)以下幾點(diǎn)有更為深刻的理解：下幾點(diǎn)有更為深刻的理解：n利益相關(guān)部門(mén)利益相關(guān)部門(mén)n公司面臨的可持續(xù)性

4、發(fā)展公司面臨的可持續(xù)性發(fā)展的問(wèn)題的問(wèn)題n公司處理這些問(wèn)題的能力公司處理這些問(wèn)題的能力n 你的對(duì)策應(yīng)該是適合你的公你的對(duì)策應(yīng)該是適合你的公司的司的n公司可持續(xù)性發(fā)展的案例公司可持續(xù)性發(fā)展的案例不是萬(wàn)能鑰匙不是萬(wàn)能鑰匙n你的戰(zhàn)略需要建立在第一你的戰(zhàn)略需要建立在第一步鑒別出的問(wèn)題的基礎(chǔ)之步鑒別出的問(wèn)題的基礎(chǔ)之上上Environmental Strategies環(huán)境戰(zhàn)略n Every organization has an environmental strategynOften it is not knownnMust be defined and made explicitn A companys

5、 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 每一個(gè)組織都有自己的每一個(gè)組織都有自己的環(huán)境戰(zhàn)略環(huán)境戰(zhàn)略n經(jīng)常是不被察覺(jué)的的經(jīng)常是不被察覺(jué)的的n應(yīng)該被界定出來(lái)，而應(yīng)該被界定出來(lái)，而且應(yīng)該很明確且應(yīng)該很明確n 公司的戰(zhàn)略決定了需要公司的戰(zhàn)略決定了需要的環(huán)境管理的種類，

6、以的環(huán)境管理的種類，以及需要的工具和技術(shù)的及需要的工具和技術(shù)的種類種類n怎么樣為你的企業(yè)選怎么樣為你的企業(yè)選擇和確定戰(zhàn)略呢？擇和確定戰(zhàn)略呢？Dimensions to consider in developing a strategy制定戰(zhàn)略的過(guò)程中需要考慮的因素nShort term vs. long-termnCompliance vs. beyond compliancenDoes the enterprise want to exceed regulatory compliance expectations?nLocal vs. regional vs. global nAt what

7、 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. 長(zhǎng)期的長(zhǎng)期的n 柔性的柔性的 vs.

8、 剛性的剛性的n 地方的地方的 vs. 區(qū)域的區(qū)域的 vs. 全球的全球的n 具體場(chǎng)所具體場(chǎng)所 vs. 業(yè)務(wù)組業(yè)務(wù)組 vs. 公司層面公司層面n 內(nèi)部的內(nèi)部的 vs. 外部的外部的n 風(fēng)險(xiǎn)風(fēng)險(xiǎn) vs. 機(jī)會(huì)機(jī)會(huì)n 操作性的操作性的 vs. 戰(zhàn)略性戰(zhàn)略性n 被動(dòng)的被動(dòng)的 vs. 主動(dòng)的主動(dòng)的n 跟隨者跟隨者 vs. 領(lǐng)導(dǎo)者領(lǐng)導(dǎo)者The Change Curve變化曲線Willingness to changeNumber of enterprisesCriminalsLaggardsFollowersOpportunistsLeaders企業(yè)的個(gè)數(shù)違法者違法者落后者落后者跟隨者跟隨者機(jī)會(huì)主義者機(jī)

9、會(huì)主義者領(lǐng)先者領(lǐng)先者變化的愿望OPPORTUNISTS機(jī)會(huì)主義者機(jī)會(huì)主義者Respond to market pressures to address customer environmental requirements回應(yīng)市場(chǎng)壓力，強(qiáng)調(diào)客戶的環(huán)境方面的要求LAGGARDS落后者落后者Reluctantly comply with laws and regulations which impact the organization不情愿地接受影響企業(yè)的法律和法規(guī)FOLLOWERS跟隨者跟隨者Stay informed and participate in development of reg

10、ulations and standards保持消息的靈通，參與法規(guī)和標(biāo)準(zhǔn)的制定Reactive被動(dòng)性的被動(dòng)性的Operational操作性的操作性的Proactive主動(dòng)性的主動(dòng)性的Strategic戰(zhàn)略性的戰(zhàn)略性的Use environment to achieve competitive advantage in the marketplace利用環(huán)境在市場(chǎng)中取得競(jìng)爭(zhēng)優(yōu)勢(shì)LEADERS領(lǐng)先者領(lǐng)先者Choosing a Strategy選擇戰(zhàn)略Financial opportunities through environmental management環(huán)境管理過(guò)程中產(chǎn)生的財(cái)務(wù)機(jī)會(huì)Crim

11、inalsLaggardsFollowersOpportunistsLeadersCOSTS you money費(fèi)你的錢(qián)+$-REDUCES costs 減少成本Preserves REVENUE保持收入Creates REVENUE 創(chuàng)造收入違法者違法者落后者落后者跟隨者跟隨者機(jī)會(huì)主義者機(jī)會(huì)主義者領(lǐng)先者領(lǐng)先者StrategySystemsProgramsToolsEMS (ISO 14001)Product stewardshipVisionMissionValuesConceptsPrinciplesGreen Supply-Chain Mgnt Eco-Industrial ParksG

12、reen BuildingsEco-designReporting Env. Risk Assessment Env. Impact AssessEnv. AuditingEcolabeling IndicatorsLCAStrategySystemsProgramsToolsEco-Enterprise Toolbox環(huán)境管理系統(tǒng)環(huán)境管理系統(tǒng) (ISO 14001)產(chǎn)品管理產(chǎn)品管理目標(biāo)目標(biāo)任務(wù)任務(wù)價(jià)值價(jià)值概念概念原則原則綠色供應(yīng)鏈管理綠色供應(yīng)鏈管理 生態(tài)工業(yè)園生態(tài)工業(yè)園綠色建筑綠色建筑生態(tài)設(shè)計(jì)生態(tài)設(shè)計(jì)報(bào)告報(bào)告環(huán)境風(fēng)險(xiǎn)評(píng)估環(huán)境風(fēng)險(xiǎn)評(píng)估 環(huán)境影響評(píng)價(jià)環(huán)境影響評(píng)價(jià)環(huán)境審計(jì)環(huán)境審計(jì)生態(tài)貼標(biāo)生態(tài)貼標(biāo)指

13、數(shù)體系指數(shù)體系產(chǎn)品生命周期分析產(chǎn)品生命周期分析Choice of tools is very case-dependantn Tools for risk reduction and controlnNecessary for basic operation nSupports regulatory compliancenShort-term benefitn Tools for facilities and operationsnVoluntary mostlynMay be requirednLonger termn Tools for productsnVoluntarynEnables

14、 innovation and market supportn 用于風(fēng)險(xiǎn)減少和控制的工具用于風(fēng)險(xiǎn)減少和控制的工具n對(duì)基本的運(yùn)營(yíng)是必須的對(duì)基本的運(yùn)營(yíng)是必須的n有助于對(duì)法規(guī)的履行有助于對(duì)法規(guī)的履行n短期的利益短期的利益n 用于設(shè)備和運(yùn)營(yíng)的工具用于設(shè)備和運(yùn)營(yíng)的工具n大部分是自愿的大部分是自愿的n可能是義務(wù)性的可能是義務(wù)性的n長(zhǎng)期的長(zhǎng)期的n 用于產(chǎn)品的工具用于產(chǎn)品的工具n自愿的自愿的n保證了創(chuàng)新和市場(chǎng)支持保證了創(chuàng)新和市場(chǎng)支持三個(gè)類別的工具作出選擇要具體情況具體分析Business Success Factors 公司成功的因素公司成功的因素(rows in the matrix 矩陣中的行) n Re

15、venue growth and market access 收入增長(zhǎng)和市場(chǎng)占有收入增長(zhǎng)和市場(chǎng)占有n Cost savings and productivity 成本的節(jié)省和生產(chǎn)率成本的節(jié)省和生產(chǎn)率n Access to capital 資本的使用資本的使用n Risk management and license to operate 風(fēng)險(xiǎn)管理和經(jīng)營(yíng)許可風(fēng)險(xiǎn)管理和經(jīng)營(yíng)許可n Human capital 人力資本人力資本n Brand value and reputation 品牌價(jià)值和聲望品牌價(jià)值和聲望Business Factor #1: Example revenue growth an

16、d market access公司成功因素之一：收入增長(zhǎng)和市場(chǎng)占有n Situation:nSupplier of auto partsnAutomotive manufacturers require ISO 14001 certificationn StrategynOpportunistnGet certified fast, gain business from competitorsnFollowernDo what the customer demands, maintain market accessn 形勢(shì)形勢(shì)n汽車零件的供應(yīng)商汽車零件的供應(yīng)商n汽車制造商需要通過(guò)汽車制造商需要

17、通過(guò)ISO 140001的認(rèn)證的認(rèn)證n 戰(zhàn)略戰(zhàn)略n機(jī)會(huì)主義者機(jī)會(huì)主義者n很多的獲得認(rèn)證，從很多的獲得認(rèn)證，從競(jìng)爭(zhēng)者那里搶占商業(yè)競(jìng)爭(zhēng)者那里搶占商業(yè)機(jī)會(huì)機(jī)會(huì)n跟隨者跟隨者n滿足顧客的需求，維滿足顧客的需求，維持市場(chǎng)分額持市場(chǎng)分額Business Factor #2: Cost savings and productivity公司成功因素之二：成本的節(jié)省和生產(chǎn)率n SituationnManufacturernWasteful use of energy and raw materialsnRising costs of water, energy, resourcesn StrategynLead

18、ernDevelop new approaches to better productionnFollowernCompare yourself to international best practicesn 形勢(shì)形勢(shì)n制造者制造者n能量和生產(chǎn)原料低效能量和生產(chǎn)原料低效使用使用n水，能量和資源成本水，能量和資源成本的提高的提高n 戰(zhàn)略戰(zhàn)略n領(lǐng)先者領(lǐng)先者n發(fā)展出新的途徑以提高生發(fā)展出新的途徑以提高生產(chǎn)效率產(chǎn)效率n跟隨者跟隨者n將自已與國(guó)際最高水平做將自已與國(guó)際最高水平做比較比較Business Factor #4: Risk management and license to operate企

19、業(yè)第四因素：風(fēng)險(xiǎn)管理和經(jīng)營(yíng)許可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 th

20、eir concernsnComprehensive environmental impact assessmentnAnticipate all problems, generate solutionsnReduce risks, get fast approvalsn形勢(shì)形勢(shì)n你是與資源有關(guān)的企業(yè)（石油你是與資源有關(guān)的企業(yè)（石油或采礦）或采礦）n公司是資本密集型的，需要長(zhǎng)公司是資本密集型的，需要長(zhǎng)期的投入，同時(shí)規(guī)避高風(fēng)險(xiǎn)期的投入，同時(shí)規(guī)避高風(fēng)險(xiǎn)n戰(zhàn)略戰(zhàn)略n落后者落后者n忽視環(huán)境和社區(qū)忽視環(huán)境和社區(qū)n業(yè)務(wù)開(kāi)展的障礙業(yè)務(wù)開(kāi)展的障礙n領(lǐng)先者領(lǐng)先者n和地方的利益相關(guān)部門(mén)和政和地方的利益相關(guān)部門(mén)和政

21、府合作，顧及到各方面的考府合作，顧及到各方面的考慮慮n綜合性的環(huán)境影響評(píng)估綜合性的環(huán)境影響評(píng)估n預(yù)計(jì)到所有的問(wèn)題，制定出預(yù)計(jì)到所有的問(wèn)題，制定出解決方案解決方案n減少風(fēng)險(xiǎn)，快速得到批準(zhǔn)減少風(fēng)險(xiǎn)，快速得到批準(zhǔn)Change in Philosophy理念的改變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 p

22、rojectsnTrained 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 從對(duì)相關(guān)利益部門(mén)漠不關(guān)心和從對(duì)相關(guān)利益部門(mén)漠不關(guān)心和忽略轉(zhuǎn)變?yōu)榱藢?duì)相關(guān)利益部門(mén)忽略轉(zhuǎn)變?yōu)榱藢?duì)相關(guān)利益部門(mén)意見(jiàn)的尊重意見(jiàn)的尊重n 意識(shí)到相關(guān)利益部門(mén)的信任對(duì)意識(shí)到相關(guān)利益部門(mén)的信任對(duì)于取得社區(qū)對(duì)新項(xiàng)目的同意是于取得社區(qū)對(duì)新項(xiàng)目的同意是必

23、要的必要的n 用用“團(tuán)隊(duì)中高效工作人員的七團(tuán)隊(duì)中高效工作人員的七個(gè)習(xí)慣個(gè)習(xí)慣” 對(duì)于每一個(gè)員工進(jìn)對(duì)于每一個(gè)員工進(jìn)行培訓(xùn)，員工們必須學(xué)會(huì)在做行培訓(xùn)，員工們必須學(xué)會(huì)在做出判斷或決定以前從別人的角出判斷或決定以前從別人的角度來(lái)審視形勢(shì)度來(lái)審視形勢(shì)Results of Stakeholder Process與相關(guān)利益部門(mén)合作的結(jié)果n$300 million mine expansionnTypical public hearings two yearsSuncor used its process nPrepared an Environmental Impact Assessment to dete

24、rmine 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 b

25、y 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開(kāi)采量增加開(kāi)采量增加3億加元億加元n每?jī)赡赀M(jìn)行一次典型的公共聽(tīng)證會(huì)每?jī)赡赀M(jìn)行一次典型的公共聽(tīng)證會(huì)nSuncor使用這個(gè)

26、過(guò)程使用這個(gè)過(guò)程n進(jìn)行環(huán)境應(yīng)向評(píng)估來(lái)決定進(jìn)行環(huán)境應(yīng)向評(píng)估來(lái)決定Suncor的增的增長(zhǎng)計(jì)劃是怎樣影響長(zhǎng)計(jì)劃是怎樣影響n空氣，水和土地空氣，水和土地n對(duì)該地區(qū)的社會(huì)經(jīng)濟(jì)影響對(duì)該地區(qū)的社會(huì)經(jīng)濟(jì)影響n更快更容易地獲得社區(qū)通過(guò)和籌資更快更容易地獲得社區(qū)通過(guò)和籌資n相關(guān)利益部門(mén)向立法部門(mén)反映，鼓勵(lì)免聽(tīng)相關(guān)利益部門(mén)向立法部門(mén)反映，鼓勵(lì)免聽(tīng)證會(huì)式的通過(guò)證會(huì)式的通過(guò)n政府通過(guò)的速度把項(xiàng)目往前提了兩年政府通過(guò)的速度把項(xiàng)目往前提了兩年n減少發(fā)展成本減少發(fā)展成本n允許允許Suncor更快的提高產(chǎn)量和改善環(huán)更快的提高產(chǎn)量和改善環(huán)境境n早通過(guò)為公司增加了幾千萬(wàn)加元的的資產(chǎn)早通過(guò)為公司增加了幾千萬(wàn)加元的的資產(chǎn)n一天一天=幾

27、萬(wàn)桶原油幾萬(wàn)桶原油“developer of choice.” 選擇的發(fā)展者Steps in Stakeholder Process與相關(guān)利益部門(mén)合作的步驟 Identify all stakeholders group as primary or secondary identify positions or concernsWork with each groupJointly develop different arrangements based on needTake into consideration:degree of interest and impactresource a

28、vailability and needs, cultural issues, historical interactionsEstablish principlesthese act as rules of the game against which future issues and conduct can be tested and measured1. 識(shí)別所有的相關(guān)利益部門(mén)識(shí)別所有的相關(guān)利益部門(mén)n按照主要的次要的類別加以按照主要的次要的類別加以分類分類n識(shí)別其立場(chǎng)和期望識(shí)別其立場(chǎng)和期望2. 和每一類部門(mén)一起工作與合作和每一類部門(mén)一起工作與合作n按照需要一起做出不同的安按照需要一起做

29、出不同的安排排n要考慮到要考慮到n利益和影響的程度利益和影響的程度n資源的的可用性和資源的的可用性和n需要，文化性問(wèn)題，歷史淵需要，文化性問(wèn)題，歷史淵源問(wèn)題源問(wèn)題3. 建立原則建立原則n這些實(shí)際上扮演了游戲規(guī)則這些實(shí)際上扮演了游戲規(guī)則的角色，未來(lái)的問(wèn)題和行為的角色，未來(lái)的問(wèn)題和行為以此為標(biāo)準(zhǔn)進(jìn)行衡量以此為標(biāo)準(zhǔn)進(jìn)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n Who will invest in the company?nIs risk high?nAre environmental values upheld?nIs per

30、formance demonstrated?nStakeholders includenBanks, analysts, shareholders, insurancen LeadersnUse environmental management to reduce risk, demonstrate values, and show performancen 誰(shuí)將會(huì)投資該公司誰(shuí)將會(huì)投資該公司n風(fēng)險(xiǎn)高么？風(fēng)險(xiǎn)高么？n同意環(huán)境方面的價(jià)值同意環(huán)境方面的價(jià)值么么?n績(jī)效顯示出來(lái)了么？績(jī)效顯示出來(lái)了么？n相關(guān)利益部門(mén)包括相關(guān)利益部門(mén)包括n銀行，分析師，股東，銀行，分析師，股東，保險(xiǎn)部門(mén)保險(xiǎn)部門(mén)n 領(lǐng)先者

31、領(lǐng)先者n使用環(huán)境管理來(lái)減少使用環(huán)境管理來(lái)減少風(fēng)險(xiǎn)，展示價(jià)值以及風(fēng)險(xiǎn)，展示價(jià)值以及顯示績(jī)效顯示績(jī)效Investors like Suncor投資者喜歡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 tha

32、n in North AmericannEuropean fund managers hold 15-18% of Suncor stocknDiversification of investment is a significant business benefitn Suncor 5-10%的股東投資該的股東投資該公司是因?yàn)樗沫h(huán)境上的可持公司是因?yàn)樗沫h(huán)境上的可持續(xù)性續(xù)性n它可是一家石油公司它可是一家石油公司!n 歐洲投資者的基礎(chǔ)在逐年擴(kuò)大歐洲投資者的基礎(chǔ)在逐年擴(kuò)大n比北美有著更加復(fù)雜的可持比北美有著更加復(fù)雜的可持續(xù)性發(fā)展的標(biāo)準(zhǔn)續(xù)性發(fā)展的標(biāo)準(zhǔn)n歐洲的基金管理家擁有者歐洲的基金管理家擁有者Suncor15-18%的股份的股份n 投資的多元化對(duì)公司來(lái)說(shuō)是一投資的多元化對(duì)公司來(lái)說(shuō)是一個(gè)重要的商業(yè)利益?zhèn)€重要的商業(yè)利益Business Factor #5:H