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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 strategies Choosing a strategy appropriate for your organization Step 2 Introduction 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 analysis,2. Strategize,
2、3. Plan,4. Implement,5. Check,6. Review,plans,practices,measures,priorities,business 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 of Stakeholders Sustainability issues facing the business The companys ab
3、ility to deal with them Your response must be right for your business business case for sustainability is not one-size-fits-all Your 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
4、一步鉴别出的问题的基础之上,Environmental Strategies环境战略,Every organization has an environmental strategy Often it is not known Must be defined and made explicit A companys strategy determines the kind of environmental management that is needed, and the kinds of tools and techniques that are required. How to to p
5、lace and select a strategy for your enterprise,每一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-term Compliance vs. beyond compliance Does the enterprise want to exceed regula
6、tory compliance expectations? Local vs. regional vs. global 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. external Risk vs. opportunity Operational vs. strategic Reactiv
7、e vs. proactive Follower vs. leader,短期的 vs. 长期的 柔性的 vs. 刚性的 地方的 vs. 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 change,Number of enterprises,Criminals,Laggards,Followers,Opportunists,Leaders,企业的个数,违法者,落后者,跟随者,机会主义者,
8、领先者,变化的愿望,OPPORTUNISTS 机会主义者,Respond to market pressures to address customer environmental 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 regulatio
9、ns 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 environment 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,COSTS you mon
10、ey费你的钱,REDUCES costs 减少成本,Preserves REVENUE保持收入,Creates REVENUE 创造收入,违法者,落后者,跟随者,机会主义者,领先者,Strategy Systems Programs Tools,EMS (ISO 14001) Product stewardship,Vision Mission Values Concepts Principles,Green Supply-Chain Mgnt Eco-Industrial Parks Green Buildings Eco-design Reporting,Env. Risk Assessm
11、ent Env. Impact Assess Env. Auditing Ecolabeling Indicators LCA,Strategy Systems Programs Tools,Eco-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-dependant,Tools for risk reduction and control N
12、ecessary for basic operation Supports regulatory compliance Short-term benefit Tools for facilities and operations Voluntary mostly May be required Longer term Tools for products Voluntary Enables 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
13、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 reputatio
14、n 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 parts Automotive manufacturers require ISO 14001 certification Strategy Opportunist Get certified fast, gain business from competitors Follower Do what the customer demands, maintain
15、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：成本的节省和生产率,Situation Manufacturer Wasteful use of energy and raw materials Rising costs of water, energy, resources Strategy Leader Develop new a
16、pproaches to better production Follower Compare 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 #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 risks Strategy Laggard Ignore environment and community Barriers to doing business Leader Work with local stakeholders and gover
