Steve Howard: Let's go all-in on selling sustainability

Translator: Maja Budišin Lukin Reviewer: Snežana Stone

I've spent my life working on sustainability.

Vse življenje sem delal na trajnosti.

Ustanovil sem nevladno organizacijo za podnebne spremembe,

I set up a climate change NGO

called The Climate Group.

Klimatska skupina.

I worked on forestry issues in WWF.

Delal sem na gozdarskih vprašanjih v Svetovnem skladu za naravo,

I worked on development and agriculture issues

in tudi na razvojnih in kmetijskih vprašanjih

in the U.N. system.

v Združenih narodih.

About 25 years in total,

Vse skupaj okoli 25 let.

and then three years ago, I found myself talking to

Nato sem se pred tremi leti

IKEA's CEO about joining his team.

pogovarjal z direktorjem Ikee o pridružitvi njegovi ekipi.

Like many people here, well,

Kot veliko ljudi tukaj

I want to maximize my personal impact in the world,

želim povečati osebni vpliv v svetu,

so I'm going to explain why I joined the team there.

zato bom razložil, zakaj sem se ekipi pridružil.

But first, let's just take three numbers.

Toda najprej vzemimo le tri številke.

The first number is three:

Prva številka je tri:

three billion people.

tri milijarde ljudi.

This is the number of people joining

To je število ljudi, ki se bo pridružilo

the global middle class by 2030,

svetovnemu srednjemu razredu leta 2030

coming out of poverty.

z izhodom iz revščine.

It's fantastic for them and their families,

Za njih in njihove družine je to fantastično,

but we've got two billion people in the global middle class today,

a danes imamo že dve milijardi ljudi v svetovnem srednjem razredu

and this swells that number to five,

in ta številka se bo zvišala na pet,

a big challenge when we already have resource scarcity.

kar je velik izziv, saj imamo že zdaj pomanjkanje virov.

The second number is six:

Druga številka je šest:

This is six degrees centigrade,

šest stopinj Celzija,

what we're heading towards in terms of global warming.

katerim se približujemo v smislu globalnega segrevanja.

We're not heading towards one degree or three degrees

Ne približujemo se eni, trem

or four degrees, we're heading toward six degrees.

ali štirim stopinjam, ampak šestim stopinjam.

And if you think about it, all of the weird weather

In če pomislite, vse te čudne vremenske razmere,

we've been having the last few years,

ki smo jih bili deležni zadnjih nekaj let,

much of that is due to just one degree warming,

so pretežno posledica le ene stopinje segrevanja.

and we need CO2 emissions to peak

Do konca tega desetletja

by the end of this decade globally

bi emisije ogljikovega dioksida morale doseči vrh

and then come down.

in se potem znižati.

It's not inevitable, but we need to act decisively.

To ni neizogibno, vendar moramo ukrepati odločno.

The third number is 12:

Tretja številka je dvanajst:

That's the number of cities in the world

število mest na svetu,

that had a million or more people

ki so imela milijon ali več ljudi,

when my grandmother was born.

ko se je rodila moja babica.

You can see my grandmother there.

Tam lahko vidite babico.

That was in the beginning of the last century.

To je bilo v začetku prejšnjega stoletja.

So just 12 cities. She was born in Manchester, England,

Le 12 mest. Rodila se je v Manchestru, v Angliji,

the ninth largest city in the world.

devetem največjem mestu na svetu.

Now there are 500 cities, nearly,

Zdaj obstaja skoraj 500 mest

with a million people or more in them.

z milijon ali več ljudmi.

And if you look at the century from 1950 to 2050,

Poglejte sto let med 1950 in 2050,

that's the century when we build all the world's cities,

ko gradimo vsa svetovna mesta

the century that we're in the middle of right now.

in prav zdaj smo na polovici.

Every other century was kind of practice,

Vsako stoletje je z nekakšno prakso

and this lays down a blueprint for how we live.

zapustilo sled o načinu našega življenja.

So think about it.

Torej, razmislite o tem.

We're building cities like never before,

Gradimo mesta,

bringing people out of poverty like never before,

odpravljamo revščino

and changing the climate like never before.

in spreminjamo podnebje, kot še nikoli prej.

Sustainability has gone from a nice-to-do

Trajnost je prešla iz prijaznega

to a must-do.

v nujno ukrepanje.

it's about what we do right here, right now,

Gre za to, kaj počnemo tukaj, zdaj

and for the rest of our working lives.

in do konca naših delovnih dni.

So I'm going to talk a little bit about

Torej, govoril bom o tem,

what business can do

kaj lahko podjetje

and what a business like IKEA can do,

in podjetja, kot je Ikea, storijo.

and we have a sustainability strategy

Imamo trajnostno strategijo,

called "people and planet positive"

imenovano "ljudje in pozitiven planet,"

to help guide our business to have a positive impact on the world.

ki nam pomaga, da bi naše poslovanje imelo pozitiven vpliv na svet.

Why would we not want to have a positive impact

Zakaj si v poslovanju ne bi želeli

on the world as a business?

pozitivnega vpliva na svet?

Other companies have sustainability strategies.

Druga podjetja imajo trajnostne strategije.

I'm going to refer to some of those as well,

Omenil bom nekatere izmed njih

and I'm just going to mention a few

in za ilustracijo

of the commitments as illustrations that we've got.

navedel nekaj zavez, ki smo jih dobili.

But first, let's think of customers.

Toda najprej razmislimo o kupcih.

We know from asking people from China to the U.S.

Iz odgovorov ljudi od Kitajske do ZDA vemo,

that the vast majority of people care about sustainability

da za veliko večino ljudi skrb za trajnost pride šele

after the day-to-day issues,

po vsakdanjih vprašanjih,

the day-to-day issues of, how do I get my kids to school?

kot so, kako bodo moji otroci šli v šolo?

Can I pay the bills at the end of the month?

Ali lahko plačam račune na koncu meseca?

Then they care about big issues like climate change.

Šele nato jih skrbijo vprašanja, kot so podnebne spremembe.

But they want it to be easy, affordable and attractive,

In želijo si, da bi bilo vse enostavno, cenovno ugodno in privlačno.

and they expect business to help,

Pričakujejo pomoč od industrije

and they're a little bit disappointed today.

in so danes malo razočarani.

So take your mind back and think

Spomnite se

of the first sustainable products.

prvih trajnostnih izdelkov.

We had detergents that could wash your whites grayer.

Imeli smo detergente, ki so naše belo perilo prali v sivo.

We had the early energy-efficient light bulbs

Potem pa zgodnje energetsko učinkovite žarnice,

that took five minutes to warm up

ki so se ogrevale pet minut,

and then you were left looking a kind of sickly color.

nato pa smo bili pod njimi vsi videti bolni in bledi.

And we had the rough, recycled toilet paper.

Imeli smo tudi grobo recikliran toaletni papir.

So every time you pulled on a t-shirt,

Vsakič, ko ste oblekli majico,

or switched the light on, or went to the bathroom,

prižgali luč ali šli v kopalnico, –

or sometimes all three together,

včasih vse troje obenem, –

you were reminded sustainability was about compromise.

vas je spomnilo, da je trajnost kompromis.

It wasn't a great start.

To ni bil dober začetek.

Today we have choices.

Danes imamo izbiro.

We can make products that are beautiful or ugly,

Lahko ustvarimo izdelke, ki so lepi ali grdi,

sustainable or unsustainable, affordable or expensive,

trajnostni ali ne, cenovno ugodni ali dragi,

functional or useless.

funkcionalni ali neuporabni.

So let's make beautiful, functional, affordable,

Torej, naredimo lepo, funkcionalno, cenovno

sustainable products.

ugodne trajnostne izdelke.

Let's take the LED.

Oglejmo si LED sijalke.

The LED is the next best thing to daylight.

LED sijalka je za dnevno naslednja najboljša svetloba.

The old-fashioned lightbulbs, the incandescent bulbs --

Zastarele žareče žarnice –

I'm not going to ask for a show of hands

ne bom prosil,

of how many of you still have them in your homes,

da dvignete roke tisti, ki jih imate še vedno doma

wasting energy every time you switch them on --

in zapravljate energijo vsakič, ko jih vklopite –

change them after this --

zamenjajte jih po tem.

or whether we have them on the stage here at TED or not --

Tudi ne bom vprašal, ali jih imamo na TED-ovem odru ali ne,

but those old incandescent light bulbs

vendar bi te stare žarnice z žarilno nitko

really should have been sold as heaters.

res lahko prodajali kot grelnike.

They were mis-sold for more than a hundred years.

Bile so napačno prodajane že več kot sto let.

They produced heat and a little bit of light on the side.

Proizvajajo toploto in zraven malo svetlobe.

Now we have lights that produce light

Zdaj imamo sijalke, ki proizvajajo svetlobo

and a little bit of heat on the side.

in zraven malo toplote.

You save 85 percent of the electricity with an LED

Prihranite si 85 odstotkov elektrike z LED sijalko

that you would have done in an old incandescent.

v primerjavi s starimi žarnicami.

And the best thing is, they'll also last

In najboljše je, da bodo zdržale

for more than 20 years.

več kot 20 let.

So think about that.

Torej razmislite o tem.

You'll change your smartphone seven or eight times,

Zamenjali boste pametne telefone sedem- ali osemkrat,

probably more if you're in this audience.

mogoče še večkrat, če ste v tem občinstvu,

You'll change your car, if you have one, three or four times.

svoj avto, če ga imate, trikrat ali štirikrat.

Your kids could go to school, go to college,

Vaši otroci bodo končali šolo, fakulteto,

go away and have kids of their own, come back,

odšli in imeli lastne otroke,

bring the grandkids,

prišli nazaj z vnuki,

you'll have the same lightbulb saving you energy.

vi pa boste imeli isto varčno sijalko.

So LEDs are fantastic.

LED sijalke so fantastične.

What we decided to do

Nismo se odločili,

was not to sell LEDs on the side marked up high

da bomo LED sijalke drago prodajali,

and continue to push all the old bulbs,

hkrati pa poceni še naprej ponujali vse stare žarnice,

the halogens and the CFLs.

halogenske in kompaktne fluorescentne.

We decided, over the next two years,

Odločili smo se, da v naslednjih dveh letih

prepovemo halogene in kompaktne fluorescentne žarnice.

we will ban the halogens and the CFLs ourselves.

We will go all in.

Vsa energija bo usmerjena v to.

And this is what business needs to do: go all-in,

In prav to mora početi podjetje:

go 100 percent,

biti predano 100-odstotno,

because then you stop investing in the old stuff,

ker potem prenehate s starimi

you invest in the new stuff, you lower costs,

in vlagate v nove stvari, znižujete stroške,

you use your supply chain and your creativity

koristite svoje dobavne verige in svojo kreativnost

and you get the prices down so everybody can afford

ter znižujete cene, da si lahko vsakdo privošči

the best lights so they can save energy.

najboljša svetila, da bi lahko varčevali energijo.

(Applause)

(Aplavz)

It's not just about products in people's homes.

Ne gre le za izdelke za dom.

We've got to think about the raw materials

Moramo razmišljati o surovinah

that produce our products.

za naše izdelke.

Obviously there's fantastic opportunities

Očitno obstajajo fantastične priložnosti

with recycled materials,

z recikliranimi materiali

and we can and will go zero waste.

in lahko dosežemo, da zapravljanja ni.

And there's opportunities in a circular economy.

Priložnosti imamo v krožnem gospodarstvu.

But we're still dependent on natural, raw materials.

Ampak še vedno smo odvisni od naravnih surovin.

Let's take cotton.

Oglejmo si bombaž.

Cotton's brilliant. Probably many people

Bombaž je super. Verjetno veliko ljudi

are wearing cotton right now.

prav zdajle nosi bombaž.

It's a brilliant textile in use.

To je odličen tekstil za uporabo,

It's really dirty in production.

a zelo umazan med proizvodnjo.

It uses lots of pesticides, lots of fertilizer, lots of water.

Uporablja se veliko pesticidov, veliko gnojila, veliko vode.

So we've worked with others,

Tako smo delali z drugimi podjetji

with other businesses and NGOs,

in nevladnimi organizacijami

on the Better Cotton Initiative,

na pobudi za "Boljši bombaž".

working right back down to the farm,

Segli smo vse do kmetij,

and there you can halve the amount of water

kje lahko prepolovite količino vode

and halve the chemical inputs,

in kemikalij.

the yields increase, and 60 percent of the costs

Donosi se povečajo.

of running many of these farms

60 odstotkov stroškov teh kmetij

with farmers with low incomes

z nizkimi dohodki

can be chemical imports.

je lahko uvoz kemikalij.

Yields increase, and you halve the input costs.

Donosi se povečajo in vloženi stroški se prepolovijo.

Farmers are coming out of poverty. They love it.

Za kmete je to izhod iz revščine. Všeč jim je.

Already hundreds of thousands of farmers

Dosegli smo

have been reached,

že na stotine tisoč kmetov,

and now we've got 60 percent better cotton in our business.

in sedaj je 60 odstotkov bombaža pri nas boljšega.

Again, we're going all-in.

Ponavljam, popolnoma smo predani.

By 2015, we'll be 100 percent Better Cotton.

V letu 2015 bomo imeli 100-odstotno "Boljši bombaž".

Take the topic of 100 percent targets, actually.

Lotite se teme s 100-odstotnimi cilji.

People sometimes think that

Včasih si ljudje mislijo, da bo

100 percent's going to be hard,

doseči 100 odstotkov težko

and we've had the conversation in the business.

in o tem smo se pogovarjali v podjetju.

Actually, we found 100 percent is easier to do

Ugotovili smo, da je 100 odstotkov lažje doseči,

than 90 percent or 50 percent.

kot 90 ali 50 odstotkov.

If you have a 90 percent target,

Če imate 90-odstotni cilj,

everyone in the business finds a reason

vsi v tem poslu najdejo razlog,

to be in the 10 percent.

da bi bili v tistih desetih procentih.

When it's 100 percent, it's kind of clear,

Ko je cilj 100-odstoten, pa je nekako jasno,

and businesspeople like clarity,

in poslovneži imajo radi jasnost,

because then you just get the job done.

kajti potem se posel samo opravi.

So, wood. We know with forestry, it's a choice.

Torej, les. Vemo, da so v gozdarstvu izbire.

You've got illegal logging

Še vedno imamo nezakonito sečnjo

and deforestation still on a very large scale,

in krčenje gozdov v zelo velikem obsegu.

or you can have fantastic, responsible forestry

Lahko pa bi imeli fantastično, odgovorno gozdarstvo,

that we can be proud of.

na katero bi bili ponosni.

It's a simple choice, so we've worked

To je preprosta izbira, zato smo vrsto let delali

for many years with the Forest Stewardship Council,

s Svetom gozdarskega skrbništva,

with literally hundreds of other organizations,

z dobesedno stotinami drugih organizacij,

and there's a point here about collaboration.

in tukaj je bistveno sodelovanje.

So hundreds of others, of NGOs,

Na stotine drugih, nevladnih organizacij,

of forest workers' unions, and of businesses,

gozdnih sindikatov in podjetij

have helped create the Forest Stewardship Council,

je pomagalo ustvariti Svet gozdarskega skrbništva,

which sets standards for forestry

ki določa standarde za gozdarstvo,

and then checks the forestry's good on the ground.

in nato preverja gozdarske dobrine na zemlji.

Now together, through our supply chain,

Skupaj z našimi dobavnimi verigami,

with partners, we've managed to certify

s partnerji nam je uspelo uradno potrditi

35 million hectares of forestry.

35 milijonov hektarjev gozdov,

That's about the size of Germany.

kar je približna velikost Nemčije.

And we've decided in the next three years,

Odločili smo se, da v naslednjih treh letih

we will double the volume of certified material

podvojimo obseg certificiranega materiala,

we put through our business.

ki gre skozi našo proizvodnjo.

So be decisive on these issues.

Torej bodite odločni pri teh vprašanjih.

Use your supply chain to drive good.

Koristite svojo dobavno verigo za dobro.

But then it comes to your operations.

Nato pridejo vaše dejavnosti.

Some things are certain, I think.

Mislim, da smo pri nekaterih stvareh gotovi.

We know we'll use electricity in 20 or 30 years' time.

Vemo, da bomo naslednjih 20 ali 30 let uporabljali električno energijo,

We know the sun will be shining somewhere,

da bo nekje sonce sijalo

and the wind will still be blowing in 20 or 30 years' time.

in da bo veter še vedno pihal.

So why not make our energy out of the sun and the wind?

Zakaj pa ne bi ustvarili energijo iz sonca in vetra?

And why not take control of it ourselves?

In zakaj tega ne bi sami nadzorovali?

So we're going 100 percent renewable.

Tako bomo imeli 100-odstotno obnovljive vire.

By 2020, we'll produce more renewable energy

Do leta 2020 bomo proizvajali več energije iz obnovljivih virov,

than the energy we consume as a business.

kot jo porabimo za gospodarstvo.

For all of our stores, our own factories,

V vseh naših trgovinah, lastnih tovarnah,

our distribution centers,

distribucijskih centrih

we've installed 300,000 solar panels so far,

smo doslej namestili že 300.000 sončnih kolektorjev,

and we've got 14 wind farms we own and operate

upravljamo 14 lastnih vetrnih elektrarn

in six countries, and we're not done yet.

v šestih državah in nismo še končali.

But think of a solar panel.

Toda pomislite na solarne kolektorje.

A solar panel pays for itself in seven or eight years.

Izplačajo se v sedmih ali osmih letih.

The electricity is free.

Elektrika je brezplačna.

Every time the sun comes out after that,

Vsakič, ko posije sonce,

the electricity is free.

je elektrika brezplačna.

So this is a good thing for the CFO,

Izplača se tudi finančnemu direktorju,

not just the sustainability guy.

ne le podpornikom trajnosti.

Every business can do things like this.

Vsako podjetje lahko naredi nekaj podobnega.

But then we've got to look beyond our operations,

Toda potem moramo gledati širše od lastnih dejavnosti,

and I think everybody would agree

in najbrž se vsi strinjamo,

that now business has to take full responsibility

da mora biti podjetje povsem odgovorno

for the impacts of your supply chain.

za vplive lastne dobavne verige.

Many businesses now, fortunately,

Na srečo imajo sedaj številna podjetja

have codes of conduct and audit their supply chains,

kodekse ravnanja in revizijo dobavnih verig,

but not every business. Far from it.

vendar ne vsako podjetje. Daleč od tega.

And this came in IKEA actually in the '90s.

Ikea je s to prakso začela v 90-ih.

We found there was a risk

Ugotovili smo, da obstaja tveganje

of child labor in the supply chain,

otroškega dela v dobavni verigi

and people in the business were shocked.

in ljudje v tem poslu so bili šokirani.

And it was clearly totally unacceptable, so then you have to act.

To je bilo povsem nesprejemljivo in je bilo treba ukrepati.

So a code of conduct was developed,

Zato se je razvil kodeks ravnanja

and now we have 80 auditors out in the world

in sedaj imamo 80 revizorjev v svetu,

every day making sure all our factories

ki vsak dan skrbijo, da vse naše tovarne

secure good working conditions

zagotavljajo dobre delovne razmere,

and protect human rights

varujejo človekove pravice

and make sure there is no child labor.

in zagotavljajo, da ni otroškega dela.

But it's not just as simple as making sure

Ni tako enostavno zagotoviti,

there's no child labor.

da ni otroškega dela.

You've got to say that's not enough today.

Morate priznati, da danes to ni dovolj.

I think we'd all agree that children

Mislim, da bi se vsi strinjali, da so otroci

are the most important people in the world

najpomembnejši na svetu

and the most vulnerable.

in obenem najbolj ranljivi.

So what can a business do today

Torej, kaj lahko podjetje stori danes,

to actually use your total value chain

da bi z uporabo celotne verige

to support a better quality of life

prispevalo k izboljšavi kakovosti življenja

and protect child rights?

in zaščiti otroških pravic?

We've worked with UNICEF and Save the Children

Delali smo z UNICEF-om in Rešimo otroke

on developing some new business principles

na razvoju nekaterih novih poslovnih načel

with children's rights.

v zvezi z otroškimi pravicami.

Increasing numbers of businesses

Vedno večje število podjetij

are signing up to these,

jih podpisuje,

but actually in a survey, many business leaders

vendar je v anketi veliko direktorjev dejalo,

said they thought their business had nothing to do with children.

da so mislili, da njihovo poslovanje ni imelo opravka z otroki.

So what we decided to do was, we will look

Torej, odločili smo se, da bomo opazovali

and ask ourselves the tough questions

in si postavljali stroga vprašanja

with partners who know more than us,

s partnerji, ki vedo več od nas,

what can we do to go beyond our business

kaj bi lahko storili širše od lastnega poslovanja,

to help improve the lives of children?

da bi izboljšali življenja otrok?

We also have a foundation

Imamo tudi fundacijo,

that's committed to work through partners

ki se je zavezala, da bo do leta 2015

and help improve the lives and protect the rights

prek partnerjev pomagala k izboljšanju življenja

of 100 million children by 2015.

in varovanju pravic 100 milijonov otrok.

You know the phrase,

Poznate frazo,

you can manage what you measure?

kar lahko izmerite, lahko nadzorujete?

Well, you should measure what you care about.

Morate izmeriti, tisto za kar vas skrbi.

If you're not measuring things,

Če stvari ne izmerite,

you don't care and you don't know.

vas ne skrbi in ne veste.

So let's take an example, measure the things

Torej, vzemimo primer meritve

that are important in your business.

pomembnih stvari v vašem podjetju.

Isn't it about time that businesses

Ali ni že čas, da podjetja

were led equally by men and women?

vodijo tako moški kot ženske?

(Applause)

(Aplavz)

So we know for our 17,000 managers across IKEA

Vemo, da je danes od 17.000 poslovodij v Ikei,

that 47 percent are women today,

47 odstotkov žensk,

but it's not enough, and we want to close the gap

vendar to ni dovolj. Želimo zapolniti vrzel

and follow it all the way through to senior management.

in nadaljevati vse do višjega vodstva.

And we do not want to wait another hundred years.

Nočemo čakati še sto let.

So we've launched a women's open network

Tako smo ta teden sprožili žensko

this week in IKEA,

odprto mrežo v Ikei

and we'll do whatever it takes to lead the change.

in storili bomo vse, kar vodi v spremembe.

So the message here is,

Tukaj je sporočilo:

measure what you care about and lead the change,

ocenite, kaj vas skrbi in začnite s spremembami,

and don't wait a hundred years.

ne čakajte sto let.

So we've gone from sustainability

Tako smo prešli iz prijazne trajnosti

being a nice-to-do to a must-do. It's a must-do.

v nujno, ki nas sili, da ukrepamo. Res moramo.

It's still nice to do, but it's a must-do.

Še vedno je lepo, da se poskrbi, vendar je tudi nujno.

And everybody can do something on this as an individual.

In vsak posameznik lahko naredi nekaj v zvezi s tem.

Be a discerning consumer.

Bodite zahteven potrošnik.

Vote with your wallets.

Glasujte s svojimi denarnicami.

Search out the companies

Iščite podjetja,

that are acting on this.

ki delajo na tem.

But also, there are other businesses already acting.

Tudi druga podjetja že delujejo.

I mentioned renewable energy.

Omenil sem obnovljive vire energije.

You go to Google or Lego,

Google in Lego uporabljata

they're going 100 percent renewable too,

100-odstotno obnovljive vire

in the same way that we are.

na enak način kot mi.

On having really good sustainability strategies,

Res dobre trajnostne strategije imajo podjetja,

there are companies like Nike, Patagonia,

kot so Nike, Patagonia,

Timberland, Marks & Spencer.

Timberland, Marks & Spencer.

But I don't think any of those businesses would say

Ne mislim, da bi za katerokoli od teh podjetij rekli,

they're perfect. We certainly wouldn't.

da je popolno. Prav gotovo ne.

We'll make mistakes going forward,

Delali bomo napake na poti naprej,

but it's about setting a clear direction, being transparent,

vendar gre za določitev jasne in pregledne usmeritve,

having a dialogue with the right partners,

za dialog s pravimi partnerji

and choosing to lead on the issues that really count.

in z izbiro, da zastavljamo vprašanja, ki zares štejejo.

So if you're a business leader,

Torej, če ste direktor,

if you're not already weaving sustainability

če še niste vpletli trajnosti

right into the heart of your business model,

naravnost v srce svojega poslovnega modela,

I'd urge you to do so.

vam priporočam, da to storite.

And together, we can help create

Skupaj bomo lahko pomagali ustvariti

a sustainable world,

trajnostni svet

and, if we get it right,

in če nam uspe,

we can make sustainability

lahko zasnujemo trajnost,

affordable for the many people,

ki je dostopna množici

not a luxury for the few.

in ne luksuz peščice.

Thank you.

Hvala.

(Applause)

(Aplavz)