適應(yīng)不斷變化的需求-挪威海德魯公司企業(yè)社會責(zé)任事例-Ippt課件

1、Adapting to changing demands The case of CSR in Norsk Hydro順應(yīng)不斷變化著的需求-挪威海德魯公司企業(yè)社會責(zé)任事例AFCIC NHO seminar, , China, Oct. 12.-13, 20042004年10月12-13日中國北京中華全國工商聯(lián)與挪威工商總會結(jié)合舉行的研討會Carsten Tank-Nielsen 卡斯登唐克-尼爾森Director 經(jīng)理Hydro Or the story about the five circles關(guān)于五個圈的故事First : Some words about Hydro and about

2、 China and Hydro首先，簡短引見一下海德魯公司以及中國與海德魯 Hydro was established in 1905, in Norway, the same year as Norway became an independent, free country海德魯于1905年創(chuàng)建于挪威。同一年，挪威成為一個獨立自主的國家。The basis for Hydros foundation was en epoch-making innovation that enabled nitrogen to be harnessed from the air around us, al

3、lowing the production of nitrogen- based fertilizer on an industrial scale海德魯?shù)慕⒒稄目諝庵刑崛〉倪@項劃時代的發(fā)明。這就為對氮化肥進展工業(yè)化消費提供了能夠。continued.(續(xù))Through the first decades Hydro stayed a fertilizer company with the Scandinavian countries as the main markets最初的幾十年中只消費化肥，以斯堪地那維亞各國為主要市場In the 1950ies and onwards, Hy

4、dro expanded into light metals (Aluminium and Magnesium) and Oil &Gas and gradually grew to become a global company and a Fortune 500 company20世紀(jì)50年代以來，海德魯擴展業(yè)務(wù)范圍，運營輕金屬(鋁和鎂) 以及石油與天然氣，逐漸成為一個全球性集團公司，是財富雜志所評選的世界500強企業(yè)之一。In March 2004 Hydro sold its worldwide fertilizer business. Hydro is now a Fortune 5

5、00 energy and light metals company with 36000 employees operating in more than 40 countries. Total sales in 2003 were 175 billion RMB and net income 11 billion RMB 2004年3月，海德魯出賣了遍及全球的化肥業(yè)務(wù)。目前是 從事能源和輕金屬 的一家世界500強企業(yè)，員工36000名，業(yè)務(wù)分布在40多個國家。2003年的總銷售額達1750億人民幣，創(chuàng)凈利潤110億人民幣。 continued. (續(xù))From 1905 to 1945 H

6、ydro was a 100% privately owned shareholding company從1905年到1945年，海德魯是100%私有的股份公司In 1945 the Norwegian State became an owner of 45% of the shares, and later a majority owner with 51% of the shares1945年，挪威國家成為擁有45%股份的股東，后來股份添加到51%，國家因此成為大股東。During the last years the Norwegian States ownership has been

7、 reduced to 43.8 % 近年來挪威國家所占股份股份降到了43.8%。Our European and global networkSales (downstream)Production and SalesChina and Hydro : The first decades中國與海德魯：最初的幾十年1913 : One fertilizer cargo delivered to China1913年：運送一船化肥去中國1950ies : Fertilizer deliveries start on a regular basis20世紀(jì)50年代：化肥定時運往中國1972 : F

8、ertilizer Trading Company established in Hong Kong1972年：化肥貿(mào)易公司在香港建立China and Hydro : Some highlights years 1980-2000中國與海德魯：1980年到2000年之間發(fā)生的一些大事1982 : First cooperation agreement signed ( fertilizers) 簽署第一份協(xié)作協(xié)議(化肥)1986 : First joint venture ( in Chiwan, fertilizer terminal) 第一家合資企業(yè)(在赤灣，化肥裝卸運輸站) 1994

9、: Second joint venture (in Taicang, petrochemicals ) 第二家合資企業(yè)(在太倉，石油化工)1994 : Representative office in 在北京設(shè)立辦事處China and Hydro continued : year 2000 中國與海德魯 (續(xù)) ：2000年-Hydro Magnesium Xian Co., Ltd.西安海德魯鎂業(yè) Started 2001, 100% Hydro 建于2001年，100%獨資 Magnesium alloys, 10,000 t 鎂合金產(chǎn)品，10000噸 Magnesium anodes

10、, 400 t 鎂陽極，400噸 80 staff 80名員工Hydro Aluminium Wuxi Co., Ltd.無錫海德魯鋁業(yè) JV established 2000 2000年建立的合資企業(yè) 70% Hydro, 30% local private 海德魯70%，當(dāng)?shù)厮饺送顿Y30%Automotive tubes: 2,000 t 車用鋁管：2000噸 Other extrusions: 3,000 t 其他鋁型材：3000噸 400 staff 400名員工Hydro Aluminium Suzhou (under construction)蘇州海德魯鋁業(yè)(建立中)員工The s

11、tory about the five circles五個圈的故事The story about the five circles is the story about how the market over time has put additional demands on Hydros products and production. It all started 100 years ago with one circle, today is it five circles, sooner or later it will be six and then seven and.五個圈的故事

12、講述的是市場是怎樣逐漸地向海德魯?shù)漠a(chǎn)品和消費提出了額外的要求。100年前只需一個圈，今天曾經(jīng)有五個圈了，而早晚會變成六個，七個甚至更多個圈.All companies, as they develop and become more international, will probably experience the same circles一切的公司在開展擴展和國際化的進程中能夠都會閱歷同樣這些圈。Circle 1 : The first decades 第一個圈：最初的幾十年The demands were directed mainly at our products各種要求主要針對我

13、們的產(chǎn)品Product price產(chǎn)品價錢ProductQuality產(chǎn)質(zhì)量量Productdelivery time交貨時間When OK這一切過關(guān)的話The market“市場“Later the market added newdemands on us and changed attitude 后來，市場改動了態(tài)度，對我們提出了更多的要求Towards a wider market concept 針對一個更廣的市場概念The main part of a companys market is not only the customer but consists of differen

14、t interest groups; each can have a profound impact on a companys future :公司所面對的市場的主體不僅只是客戶，而是覆蓋了各個不同的利益群體。每個都會對企業(yè)的未來產(chǎn)生艱苦的影響：Customers客戶Owners業(yè)主Employees雇員Local communities 當(dāng)?shù)厣鐣礼overnments政府The public公眾WTO世貿(mào)組織and often many more 往往還有更多方面Circle 2 : The following decades 第二個圈：接下來的幾十年The demands were al

15、so directed at the conditions for the workers 要求開場轉(zhuǎn)向針對工人的勞動條件WorkersHealth工人的安康WorkersRights工人的權(quán)益WorkersSafety工人的平安The market “市場When OK這些過關(guān)的話這些What Hydro did to satisfy circle 2海德魯為滿足第二圈的要求做了些什么Developed new standards and safety procedures建立新的規(guī)范和平安程序Modified work routines, production processes and

16、equipment改良任務(wù)慣例，消費程序和設(shè)備Close cooperation between labour unions and management,and workers got two representatives on Hydros Board of Directors工會與管理層的嚴(yán)密合資，工人在海德魯公司董事會里有兩位代表Developed training programmes for employees為員工設(shè)立培訓(xùn)工程Invested in new equipment投資新設(shè)備Gave incentives for good performance and penalt

17、ies for bad獎勵優(yōu)秀成果，處分不良行為Circle 2 : Working conditions in one of Hydros smelters in Norway now第二個圈：海德魯在挪威的一個冶煉廠目前的任務(wù)環(huán)境(A picture will follow soon here Kina 2)Hydros experiences when satisfying circle 2海德魯在滿足第二圈要求方面的閱歷Benefits tended to exceed costs because :獲益總是大於支出，由于：Lost time accidents down 80 % (

18、 fewer injuries)呵斥損失任務(wù)時間的事故下降了80% (工傷減少)Absenteeism dropped more than 33 % ( less illness )缺勤率下降了33%多 (病假人數(shù)減少)More motivated workers leading to increased productivity改善激發(fā)工人的干勁改善了消費效率Production volume up 10 % without major investments在沒有進展大量投資的情況下消費量提高了10%Circle 3 : From the decade 1970 and onwards第三

19、個圈：從20世紀(jì)70年代起The demands were also directed at the external environment要求還開場轉(zhuǎn)向針對外部環(huán)境Emissions to air對大氣釋放 SoilPollution土壤污染Discharge to water廢水排放The market“市場When OK這些過關(guān)的話Circle 3: How it was outside one of our plants in Norway :The Porsgrunn industrial complex in the 60ies第三個圈：我們在挪威的一個工廠的外觀：60年代的頗什

20、格倫工業(yè)消費基地11825_1 - 07.00 * 1 - Hydro Media and how it is now :The Porsgrunn industrial complex in the 90ies 如今的外觀：90年代的頗什格倫工業(yè)消費基地11825_1 - 07.00 * 1 - Hydro MediaWhat Hydro did to satisfy circle 3為滿足第三圈的要求海德魯做了些什么Established new and strict emission goals就釋放量制定了新的更嚴(yán)厲的目的Established an internal organisa

21、tion to implement the goals建立一個內(nèi)部機構(gòu)來實現(xiàn)這些目的Trained key operational personell培訓(xùn)主要操作人員Invested in new equipment to reduce emissions投資新設(shè)備來減少釋放Developed new and cleaner production processes設(shè)置新的更清潔的消費程序程序Hydros experiences when satisfying circle 3海德魯在滿足第三圈的要求方面的閱歷More skilled and efficient operation of fa

22、ctories改善操作技藝，提高工廠的消費效益Reduced loss of raw material減少原資料耗費Less waste減少廢物產(chǎn)生Less illness among workers and their families員工及家庭得病率降低Lower production costs關(guān)系消費本錢下降Better relations to local communities改善與地方社會的關(guān)系Circle 4 : From the decade 1990 and onwards第四個圈：20世紀(jì)90年代以來The demands were also directed at th

23、e social dimension要求還轉(zhuǎn)向了社會方面的影響 Respectfor local culture對當(dāng)?shù)匚幕淖鹬?Respect for human rights尊重人權(quán)SustainableConduct利於繼續(xù)開展的行為When OK這些方面過關(guān)的話The market“市場Circle 4 : The most challenging one ?第四個圈：最具挑戰(zhàn)性的一個圈？Hydro has over the last years experienced the significance of the social dimension,and established a

24、n internal organisation to manage this dimension海德魯近年來感遭到社會影響的重要性，因此組成了一個內(nèi)部機構(gòu)來管理這方面的任務(wù)The public, local governments and customers around the world raise social questions to us which we have to manage, like :世界各地的公眾，地方政府和客戶都向我們提出了社會方面的問題，如：- Will the local community get a fair share of the value crea

25、ted? 地方社會能否會得到增值中合理的一份報答？- How are local traditions and culture affected? 當(dāng)?shù)氐膫鹘y(tǒng)和文化遭到了什么樣的影響？- Does the project respect human rights and is it consistent with a sustainable development ? 有關(guān)工程能否尊重人權(quán)，能否符合可繼續(xù)開展的意圖？這些問題我們都必需把握好。？Managing circle 4 has got a name :把握第四個圈有了一個專門的稱號：Circle 4 = Corporate Socia

26、l Responsibilty (CSR)第四個圈=企業(yè)的社會責(zé)任 (CSR)However, because circle 2 and circle 3 also contain elements of social responsibility some prefer a wider definition of CSR :但由于第二個和第三個圈也涵蓋了一些社會責(zé)任的要素，因此有人更傾向于以下關(guān)于企業(yè)社會責(zé)任的定義：Circle 2 + circle 3 + circle 4 = CSR第二個圈+第三個圈+第四個圈=企業(yè)社會責(zé)任 as reflected on the next page 正

27、如下一頁所反映的那樣Practising CSR in China 在中國開展企業(yè)社會責(zé)任方面的任務(wù)Hydro Magnesium Xian Co Ltd 西安海德魯鎂業(yè)When starting building the factory 70 tombs from Han dynasty were discovered at the site. Hydro paid for excavations of the tombs and stopped building the factory until excavations were done and relics removed.建造廠房過

28、程中，在施工現(xiàn)場發(fā)現(xiàn)了70座漢朝時代的古墓。海德魯支付了發(fā)掘古墓的費用，直到發(fā)掘終了，文物被清理轉(zhuǎn)移之后才繼續(xù)施工。All workers receive training in health, environmental and safety issues 一切工人均得到了職業(yè)衛(wèi)生與平安以及環(huán)境事務(wù)方面的培訓(xùn)Factory designed according to Hydros standards to minimise emissions and maximize safety工廠是按照海德魯盡量減少釋放和盡量保證平安的規(guī)范來設(shè)計的。The fifth circle : From year 2000 and onwards第五個圈：2000年以來Trigg