為您制定生態(tài)企業(yè)戰(zhàn)略84378721

1、12為您制定生態(tài)企業(yè)戰(zhàn)略Developing a Strategy for your Eco-Enterprise 管理資源吧（），提供海量管理資料免費(fèi)下載！3This session本部分Understanding different strategiesChoosing a strategy appropriate for your organizationlStep 2Introduction to the Eco-enterprise Toolbox選擇戰(zhàn)略l第二步介紹生態(tài)企業(yè)工具箱管理資源吧（），提供海量管理資料免費(fèi)下載！46 Steps to Eco-enterprise通向生態(tài)企

2、業(yè)的六個(gè)步驟通向生態(tài)企業(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)先考慮的問題公司案例措施管理資源吧（），提供海量管理資料免費(fèi)下載！5Step 2: Strategize第二步：提出戰(zhàn)略Develop strategy Step 1 should produce a better understanding oflStakeholderslSustain

3、ability issues facing the business lThe companys ability to deal with themYour response must be right for your business lbusiness case for sustainability is not one-size-fits-alllYour strategy needs to build on the issues identified in Step 1制定出戰(zhàn)略制定出戰(zhàn)略通過第一步，我們應(yīng)該對(duì)以下幾點(diǎn)有更為深刻的理解：l利益相關(guān)部門l公司面臨的可持續(xù)性發(fā)展的問題l公

4、司處理這些問題的能力你的對(duì)策應(yīng)該是適合你的公司的l公司可持續(xù)性發(fā)展的案例不是萬能鑰匙l你的戰(zhàn)略需要建立在第一步鑒別出的問題的基礎(chǔ)之上管理資源吧（），提供海量管理資料免費(fèi)下載！6Environmental Strategies環(huán)境戰(zhàn)略Every organization has an environmental strategylOften it is not knownlMust be defined and made explicitA companys strategy determines the kind of environmental management that is need

5、ed, and the kinds of tools and techniques that are required.lHow to to place and select a strategy for your enterprise?每一個(gè)組織都有自己的環(huán)境戰(zhàn)略l經(jīng)常是不被察覺的的l應(yīng)該被界定出來，而且應(yīng)該很明確公司的戰(zhàn)略決定了需要的環(huán)境管理的種類，以及需要的工具和技術(shù)的種類l怎么樣為你的企業(yè)選擇和確定戰(zhàn)略呢？管理資源吧（），提供海量管理資料免費(fèi)下載！7Dimensions to consider in developing a strategy制定戰(zhàn)略的過程中需要考慮的因素Short t

6、erm vs. long-termCompliance vs. beyond complianceDoes the enterprise want to exceed regulatory compliance expectations?Local vs. regional vs. global lAt what scale does the enterprise operate?Site vs. business unit vs. corporate level lIs the strategy for one site, many sites, or for a entire global

7、 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. 區(qū)域的 vs. 全球的具體場(chǎng)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. 機(jī)會(huì)操作性的 vs. 戰(zhàn)略性被動(dòng)的 vs. 主動(dòng)的跟隨者 vs. 領(lǐng)導(dǎo)者管理資源吧（），提供海量管理資料免費(fèi)下載！8The Change Curve變化曲線Willingness to changeN

8、umber 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)會(huì)主義者領(lǐng)先者領(lǐng)先者變化的愿望管理資源吧（），提供海量管理資料免費(fèi)下載！9OPPORTUNISTS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 regulat

9、ions 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 regulations 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

10、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)略管理資源吧（），提供海量管理資料免費(fèi)下載！10Financial opportunities through environmental management環(huán)境管理過程中產(chǎn)生的財(cái)務(wù)機(jī)會(huì)CriminalsLaggardsFollowersOpportunistsLeadersCOSTS you money費(fèi)你的錢+$-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)先者管理資源吧

11、（），提供海量管理資料免費(fèi)下載！11StrategySystemsProgramsToolsEMS (ISO 14001)Product stewardshipVisionMissionValuesConceptsPrinciplesGreen Supply-Chain Mgnt Eco-Industrial ParksGreen BuildingsEco-designReporting Env. Risk Assessment Env. Impact AssessEnv. AuditingEcolabeling IndicatorsLCAStrategySystemsProgramsTool

12、sEco-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)品生命周期分析管理資源吧（），提供海量管理資料免費(fèi)下載！12Choice of tools is very case-dependantTools for risk reduction and controllNecessary for bas

13、ic operation lSupports regulatory compliancelShort-term benefitTools for facilities and operationslVoluntary mostlylMay be requiredlLonger termTools for productslVoluntarylEnables innovation and market support用于風(fēng)險(xiǎn)減少和控制的工具l對(duì)基本的運(yùn)營是必須的l有助于對(duì)法規(guī)的履行l(wèi)短期的利益用于設(shè)備和運(yùn)營的工具l大部分是自愿的l可能是義務(wù)性的l長期的用于產(chǎn)品的工具l自愿的l保證了創(chuàng)新和市場(chǎng)支持

14、三個(gè)類別的工具作出選擇要具體情況具體分析管理資源吧（），提供海量管理資料免費(fèi)下載！13管理資源吧（），提供海量管理資料免費(fèi)下載！14Business 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) Revenue growth and market access 收入增長和市場(chǎng)占有Cost savings and productivity 成本的節(jié)省和生產(chǎn)率Access to capital 資本的使用Risk management and license to operate 風(fēng)險(xiǎn)管理和經(jīng)營許可Human capital 人力

15、資本Brand value and reputation 品牌價(jià)值和聲望管理資源吧（），提供海量管理資料免費(fèi)下載！15Business Factor #1: Example revenue growth and market access公司成功因素之一：收入增長和市場(chǎng)占有Situation:lSupplier of auto partslAutomotive manufacturers require ISO 14001 certificationStrategylOpportunist Get certified fast, gain business from competitorslF

16、ollower Do what the customer demands, maintain market access形勢(shì)l汽車零件的供應(yīng)商l汽車制造商需要通過ISO 140001的認(rèn)證戰(zhàn)略l機(jī)會(huì)主義者 很多的獲得認(rèn)證，從競(jìng)爭(zhēng)者那里搶占商業(yè)機(jī)會(huì)l跟隨者 滿足顧客的需求，維持市場(chǎng)分額管理資源吧（），提供海量管理資料免費(fèi)下載！16Business 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SituationlManufacturerlWasteful use of energy and raw materialslRisi

17、ng costs of water, energy, resourcesStrategylLeader Develop new approaches to better productionlFollower Compare yourself to international best practices形勢(shì)l制造者l能量和生產(chǎn)原料低效使用l水，能量和資源成本的提高戰(zhàn)略l領(lǐng)先者發(fā)展出新的途徑以提高生產(chǎn)效率l跟隨者將自已與國際最高水平做比較管理資源吧（），提供海量管理資料免費(fèi)下載！17Business Factor #4: Risk management and license to opera

18、te企業(yè)第四因素：風(fēng)險(xiǎn)管理和經(jīng)營許可Situation:lYou are resource company (oil or mining)lThe business is capital intensive, requires long-term commitment, and exhibits high risksStrategylLaggardIgnore environment and communityBarriers to doing businesslLeaderWork with local stakeholders and governments to address thei

19、r concernsComprehensive environmental impact assessmentAnticipate all problems, generate solutionsReduce risks, get fast approvals形勢(shì)l你是與資源有關(guān)的企業(yè)（石油或采礦）l公司是資本密集型的，需要長期的投入，同時(shí)規(guī)避高風(fēng)險(xiǎn)戰(zhàn)略l落后者忽視環(huán)境和社區(qū)業(yè)務(wù)開展的障礙l領(lǐng)先者l和地方的利益相關(guān)部門和政府合作，顧及到各方面的考慮l綜合性的環(huán)境影響評(píng)估l預(yù)計(jì)到所有的問題，制定出解決方案l減少風(fēng)險(xiǎn)，快速得到批準(zhǔn)管理資源吧（），提供海量管理資料免費(fèi)下載！18Change in P

20、hilosophy理念的改變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 from

21、the perspective of others prior to making judgments or decisions從對(duì)相關(guān)利益部門漠不關(guān)心和忽略轉(zhuǎn)變?yōu)榱藢?duì)相關(guān)利益部門意見的尊重意識(shí)到相關(guān)利益部門的信任對(duì)于取得社區(qū)對(duì)新項(xiàng)目的同意是必要的用“團(tuán)隊(duì)中高效工作人員的七個(gè)習(xí)慣” 對(duì)于每一個(gè)員工進(jìn)行培訓(xùn)，員工們必須學(xué)會(huì)在做出判斷或決定以前從別人的角度來審視形勢(shì)管理資源吧（），提供海量管理資料免費(fèi)下載！19Results of Stakeholder Process與相關(guān)利益部門合作的結(jié)果$300 million mine expansionlTypical public hearings t

22、wo yearsSuncor used its process lPrepared an Environmental Impact Assessment to determine how Suncors growth plans would impactlAir, water and landlSocial and economic impacts on the regionAchieved approval and equity financing easily and more quicklyStakeholders wrote to regulators to encourage app

23、roval without hearingThe speed of governmental approvals, put the project ahead by two yearslReduce development costslAllowed Suncor to increase production and do environmental improvements more quicklyEarly approval added tens of millions of dollars of value to the companylOne day = tens of thousan

24、ds of barrels of oil開采量增加3億加元l每兩年進(jìn)行一次典型的公共聽證會(huì)Suncor使用這個(gè)過程l進(jìn)行環(huán)境應(yīng)向評(píng)估來決定Suncor的增長計(jì)劃是怎樣影響l空氣，水和土地l對(duì)該地區(qū)的社會(huì)經(jīng)濟(jì)影響更快更容易地獲得社區(qū)通過和籌資相關(guān)利益部門向立法部門反映，鼓勵(lì)免聽證會(huì)式的通過政府通過的速度把項(xiàng)目往前提了兩年l減少發(fā)展成本l允許Suncor更快的提高產(chǎn)量和改善環(huán)境早通過為公司增加了幾千萬加元的的資產(chǎn)一天=幾萬桶原油“developer of choice.” 選擇的發(fā)展者管理資源吧（），提供海量管理資料免費(fèi)下載！20Steps in Stakeholder Process與相關(guān)利益部

25、門合作的步驟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 impact resource availability and needs, cultural issues, historical interactionsEstablis

26、h 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l按照主要的次要的類別加以分類l識(shí)別其立場(chǎng)和期望2. 和每一類部門一起工作與合作l按照需要一起做出不同的安排l要考慮到利益和影響的程度資源的的可用性和需要，文化性問題，歷史淵源問題3. 建立原則l這些實(shí)際上扮演了游戲規(guī)則的角色，未來的問題和行為以此為標(biāo)準(zhǔn)進(jìn)行衡量管理資源吧（），提供海量管理資料免費(fèi)下載！21Business Factor #3: Acc

27、ess to capital公司成功因素之三：資本的占有和使用Who will invest in the company? Is risk high? Are environmental values upheld? Is performance demonstrated?lStakeholders include Banks, analysts, shareholders, insuranceLeaderslUse environmental management to reduce risk, demonstrate values, and show performance誰將會(huì)投資該公

28、司誰將會(huì)投資該公司 風(fēng)險(xiǎn)高么？ 同意環(huán)境方面的價(jià)值么? 績效顯示出來了么？l相關(guān)利益部門包括 銀行，分析師，股東，保險(xiǎn)部門領(lǐng)先者領(lǐng)先者l使用環(huán)境管理來減少風(fēng)險(xiǎn)，展示價(jià)值以及顯示績效管理資源吧（），提供海量管理資料免費(fèi)下載！22Investors like Suncor投資者喜歡Suncor5-10% of Suncors shareholders invest in the company because of its environmental sustainability practiceslIts an oil company!Continually growing its Europe

29、an investor baselMore sophisticated sustainability criteria than in North AmericanlEuropean fund managers hold 15-18% of Suncor stockDiversification of investment is a significant business benefitSuncor 5-10%的股東投資該公司是因?yàn)樗沫h(huán)境上的可持續(xù)性l它可是一家石油公司!歐洲投資者的基礎(chǔ)在逐年擴(kuò)大l比北美有著更加復(fù)雜的可持續(xù)性發(fā)展的標(biāo)準(zhǔn)l歐洲的基金管理家擁有者Suncor15-18%的股份投資的多元化對(duì)公司來說是一個(gè)重要的商業(yè)利益管理資源吧（），提供海量管理資料免費(fèi)下載！23Business Factor #5:Human capital公司成功因素之五：資本的使用Example: Dofasco例子：Dofasco管理資源吧（），提供海量管理資料免費(fèi)下載！24Business Factor #6: Brand value and reputation公司成功因素之六品牌價(jià)值和聲望Customers and the market are judging some goods