為您制定生態(tài)企業(yè)戰(zhàn)略ppt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Understanding different strategiesChoosing a strategy appropriate for your organizationStep 2Introduction to the Eco-enterprise Toolbox選擇戰(zhàn)略第二步引見生態(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情勢分析提出戰(zhàn)略制定方案實(shí)施檢查 回想方案實(shí)際活動優(yōu)先思索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)略經(jīng)過第一步，我們應(yīng)該對以下幾點(diǎn)有更為深化的了解：利益相關(guān)部門公司面臨的可繼續(xù)性開展的問題公司處置這些問題的才干他的對策應(yīng)該是適宜他的公司的公司可繼續(xù)性開展的案例不是萬能鑰匙他的戰(zhàn)略需求建立在第一步鑒別出的問題的根底之上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、個組織都有本人的環(huán)境戰(zhàn)略經(jīng)常是不被覺察的的應(yīng)該被界定出來，而且應(yīng)該很明確公司的戰(zhàn)略決議了需求的環(huán)境管理的種類，以及需求的工具和技術(shù)的種類怎樣樣為他的企業(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. 長期的柔性的 vs. 剛性的地方的 vs

7、. 區(qū)域的 vs. 全球的詳細(xì)場所 vs. 業(yè)務(wù)組 vs. 公司層面內(nèi)部的 vs. 外部的風(fēng)險(xiǎn) vs. 時機(jī)操作性的 vs. 戰(zhàn)略性被動的 vs. 自動的跟隨者 vs. 指點(diǎn)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時機(jī)主義者領(lǐng)先者變化的愿望OPPORTUNISTS時機(jī)主義者Respond to market pressures to address customer environmental

8、 requirements回應(yīng)市場壓力，強(qiáng)調(diào)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堅(jiān)持音訊的靈通，參與法規(guī)和規(guī)范的制定Reactive被動性的Operational操作性的Proactive自動性的Strategic戰(zhàn)略性的Use environ

9、ment to achieve competitive advantage in the marketplace利用環(huán)境在市場中獲得競爭優(yōu)勢LEADERS領(lǐng)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(cái)務(wù)時機(jī)CriminalsLaggardsFollowersOpportunistsLeadersCOSTS you money費(fèi)他的錢+$-REDUCES costs 減少本錢Preserves REVENUE堅(jiān)持收入Creates REVENUE 發(fā)明收入違

10、法者落后者跟隨者時機(jī)主義者領(lǐng)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)品管理目的義務(wù)價值概念原那么綠色供應(yīng)鏈管理 生態(tài)工業(yè)園綠色建筑生態(tài)設(shè)計(jì)報(bào)告環(huán)境風(fēng)險(xiǎn)評價 環(huán)境影響評價環(huán)境審計(jì)生態(tài)貼標(biāo)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 operationsVol

12、untary mostlyMay be requiredLonger termTools for productsVoluntaryEnables innovation and market support用于風(fēng)險(xiǎn)減少和控制的工具對根本的運(yùn)營是必需的有助于對法規(guī)的履行短期的利益用于設(shè)備和運(yùn)營的工具大部分是自愿的能夠是義務(wù)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詳細(xì)情況詳細(xì)分析Business Success Factors 公司勝利的要素(rows in the matrix 矩陣中的行) Revenue growth and market access 收入

13、增長和市場占有Cost savings and productivity 本錢的節(jié)省和消費(fèi)率Access to capital 資本的運(yùn)用Risk management and license to operate 風(fēng)險(xiǎn)管理和運(yùn)營答應(yīng)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公司勝利要素之一：收入增長和市場占有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情勢汽車零件的供應(yīng)商汽車制造商需求經(jīng)過ISO 140001的認(rèn)證戰(zhàn)略時機(jī)主義者很多的獲得認(rèn)證，從競爭者那里搶占商業(yè)時機(jī)跟隨者滿足顧客的需求，維持市場分額Business Factor #2: Cost savings and productivity公司勝利要素之二：本錢

15、的節(jié)省和消費(fèi)率SituationManufacturerWasteful use of energy and raw materialsRising costs of water, energy, resourcesStrategyLeaderDevelop new approaches to better productionFollowerCompare yourself to international best practices情勢制造者能量和消費(fèi)原料低效運(yùn)用水，能量和資源本錢的提高戰(zhàn)略領(lǐng)先者開展出新的途徑以提高消費(fèi)效率跟隨者將自已與國際最高程度做比較Business Factor

16、#4: Risk management and license to operate企業(yè)第四要素：風(fēng)險(xiǎn)管理和運(yùn)營答應(yīng)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情勢他是與資源有關(guān)的企業(yè)石油或采礦公司是資本密集型的，需求長期的投入，同時躲避高風(fēng)險(xiǎn)戰(zhàn)略落后者忽視環(huán)境和社區(qū)業(yè)務(wù)開展的妨礙領(lǐng)先者和地方的利益相關(guān)部門和政府協(xié)作，顧及到各方面的思索綜合性的環(huán)境影響評價估計(jì)到一切的問題，制定出處理方案減少風(fēng)險(xiǎn)，快速得到同意Change i

18、n Philosophy理念的改動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從對相關(guān)利益部門漠不關(guān)懷和忽略轉(zhuǎn)變?yōu)榱藢ο嚓P(guān)利益部門意見的尊重認(rèn)識到相關(guān)利益部門的信任對于獲得社區(qū)對新工程的贊同是必要的用“團(tuán)隊(duì)中高效任務(wù)人員的七個習(xí)慣 對于每一個員工進(jìn)展培訓(xùn)，員工們必需學(xué)會在做出判別或決議以前從他人的角度來審視情勢Results of Stakeholder Process與相關(guān)利益部門協(xié)作的結(jié)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開采量添加3億加

22、元每兩年進(jìn)展一次典型的公共聽證會Suncor運(yùn)用這個過程進(jìn)展環(huán)境應(yīng)向評價來決議Suncor的增長方案是怎樣影響空氣，水和土地對該地域的社會經(jīng)濟(jì)影響更快更容易地獲得社區(qū)經(jīng)過和籌資相關(guān)利益部門向立法部門反映，鼓勵免聽證會式的經(jīng)過政府經(jīng)過的速度把工程往前提了兩年減少開展本錢允許Suncor更快的提高產(chǎn)量和改善環(huán)境早經(jīng)過為公司添加了幾千萬加元的的資產(chǎn)一天=幾萬桶原油“developer of choice. 選擇的開展者Steps in Stakeholder Process與相關(guān)利益部門協(xié)作的步驟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. 識別一切的相關(guān)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. 和每一類部門一同任務(wù)與協(xié)作按照需求一同做出不同的安排要思索到利益和影響的程度資源的的可用性和需求，文化性問題，歷史淵源問題3. 建立原那么這些實(shí)踐上扮演了游戲規(guī)那么的角色，未來的問題和行為以此為規(guī)范進(jìn)展衡量Business Factor #3: Access to capital公司勝利要素之三：資本的占有和運(yùn)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誰將會投資該公司風(fēng)險(xiǎn)高么？贊同環(huán)境方面的價值么?績效顯示出來了么？相關(guān)利益部門包括銀行，分析師，股東，保險(xiǎn)部門領(lǐng)先者運(yùn)用環(huán)境管理來減少風(fēng)險(xiǎn)，展現(xiàn)價值以及顯示績效Investors like Sunc

26、or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 stockDi

27、versification of investment is a significant business benefitSuncor 5-10%的股東投資該公司是由于它的環(huán)境上的可繼續(xù)性它可是一家石油公司!歐洲投資者的根底在逐年擴(kuò)展比北美有著更加復(fù)雜的可繼續(xù)性開展的規(guī)范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公司勝利要素之五：資本的運(yùn)用Example: Dofasco例子：DofascoBusiness Factor #6: Brand value and reputation公司勝利要素之六品牌價值和聲望Customers a