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

翻译人员: lin piao 校对人员: Bighead Ge

I've spent my life working on sustainability.

我一生的工作都与可持续发展有关。

I set up a climate change NGO

我成立了一个与气候变化有关的非政府组织，

called The Climate Group.

叫“气候集团”。

I worked on forestry issues in WWF.

我在世界野生物基金会(WWF)研究林业问题。

I worked on development and agriculture issues

我在联合国研究经济发展

in the U.N. system.

和农业问题。

About 25 years in total,

我有共25年这方面的工作经验。

and then three years ago, I found myself talking to

就在三年前，我却在和宜家的行政总裁

IKEA's CEO about joining his team.

讨论加入宜家团队的事儿。

Like many people here, well,

像在座的很多人一样，我呢，

I want to maximize my personal impact in the world,

也想让我的人生意义最大化。

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

在这里，我要和你们谈谈我为什么要加入宜家的团队。

But first, let's just take three numbers.

开始之前，我先给你们讲三个数字。

The first number is three:

第一个数字是三：

three billion people.

三十亿人。

This is the number of people joining

2030年为止，全球将有三十亿人

the global middle class by 2030,

摆脱贫困，

coming out of poverty.

进入中产阶层。

It's fantastic for them and their families,

对于这些人和他们的家庭这是个天大的好事儿。

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

但是，（请想想），我们现在已有二十亿的中产阶层，

and this swells that number to five,

加在一起，就膨胀成了五十亿！

a big challenge when we already have resource scarcity.

这对于我们现已紧缺的自然资源是个巨大的挑战。

The second number is six:

第二个数字是六：

This is six degrees centigrade,

就是六摄氏度。

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

就是全球暖化的温度增高值。

We're not heading towards one degree or three degrees

我们不是在谈论一度、三度

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

或者四度的变化，我们在谈论的是 全球温度将增高六个摄氏度。

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

你可以回想一下，我们在最近几年

we've been having the last few years,

所经历的怪异气候，

much of that is due to just one degree warming,

就仅仅是由于一个摄氏度的暖化效应。

and we need CO2 emissions to peak

我们需要让全球范围内二氧化碳的排出到

by the end of this decade globally

这十年内达到一个峰值，

and then come down.

然后让它降下来。

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

这不是不可能做到的，但我们需要马上行动起来。

The third number is 12:

第三个数字是十二：

That's the number of cities in the world

我奶奶出生的时候，

that had a million or more people

世界上人口达到

when my grandmother was born.

一百万的城市只有十二个。

You can see my grandmother there.

你可以（在投影上）看到我奶奶的照片。

That was in the beginning of the last century.

那是上个世纪开始的时候。

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

只有十二座大城市。她在英国的曼彻斯特出生，

the ninth largest city in the world.

当时世界排名十九的大城市。

Now there are 500 cities, nearly,

现在呢，拥有一百万以上人口的大城市

with a million people or more in them.

有将近500座。

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

你如果纵览下从1950到2050的一百年，

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

这是个我们建设所有世界城市的一百年，

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

我们现在正处在这一百年的中间阶段。

Every other century was kind of practice,

之前的其他百年就像是一种预演，

and this lays down a blueprint for how we live.

奠定了我们现在生活的美好蓝图。

So think about it.

所以让我们好好想想。

We're building cities like never before,

我们在建设前所未有的城市，

bringing people out of poverty like never before,

前所未有地从贫困中摆脱出来。

and changing the climate like never before.

也前所未有地改变了气候环境。

Sustainability has gone from a nice-to-do

可持续发展需要从“应该做的好事”

to a must-do.

变成了“必须做的事”。

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

就是说我们要现在就去做，立刻就去做，

and for the rest of our working lives.

要一直做下去。

So I'm going to talk a little bit about

现在我就谈谈企业

what business can do

可以做什么（来保持可持续发展），

and what a business like IKEA can do,

像宜家这样的企业可以做什么。

and we have a sustainability strategy

我们宜家有个可持续发展战略

called "people and planet positive"

叫做“人类与星球正能量”，

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

来指导我们的商业活动给世界带来正面影响。

Why would we not want to have a positive impact

作为大型企业，我们怎么可能不愿意给这个世界

on the world as a business?

带来正面的积极的影响呢？

Other companies have sustainability strategies.

其他企业也同样有他们的可持续发展战略。

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

我一会儿会把他们的战略也讲给你们听，

and I'm just going to mention a few

我要以几个

of the commitments as illustrations that we've got.

工作任务为例，来讲讲我们目前的工作成绩。

But first, let's think of customers.

但首先，让我们考虑一下我们的顾客。

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

我们知道如果我们问顾客，不管中国的，还是美国的，

that the vast majority of people care about sustainability

绝大多数的顾客除了自己的日常生活，

after the day-to-day issues,

也很关心可持续发展。

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

日常问题就是，我怎么让孩子去上学？

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

到月底我能付得起帐单吗？

Then they care about big issues like climate change.

其次，他们关心的就是气候变化之类的重大问题。

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

但他们想要简单的、 负担得起的和吸引人的方案，

and they expect business to help,

他们期待商家能够为此出力，

and they're a little bit disappointed today.

但他们现在有点失望。

So take your mind back and think

现在我把你们的思绪带回来，

of the first sustainable products.

讲讲我们的第一代可持续产品。

We had detergents that could wash your whites grayer.

我们生产了可以让你的白衣服越洗越灰的洗涤剂。

We had the early energy-efficient light bulbs

我们生产了早期的高效节能灯泡。

that took five minutes to warm up

这种灯泡需要五分钟先热起来

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

然后你可以看到的是一种病蔫蔫的颜色。

And we had the rough, recycled toilet paper.

我们还生产了粗糙的再次利用的厕纸。

So every time you pulled on a t-shirt,

所以每次你拿出一件体恤衫，

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

或打开电灯，或去卫生间，

or sometimes all three together,

或三件事都要做，

you were reminded sustainability was about compromise.

你就会意识到可持续发展就意味着要妥协。

It wasn't a great start.

这当然不是一个好的开始。

Today we have choices.

现在我们有了不同的选择。

We can make products that are beautiful or ugly,

我们可以制造美丽或丑陋的产品，

sustainable or unsustainable, affordable or expensive,

可持续或不可持续的产品、 经济的或昂贵的产品、

functional or useless.

功能齐全的或一无是处的产品。

So let's make beautiful, functional, affordable,

因此，我们要制造外观好、 功能全、 价格合理的，

sustainable products.

可持续性产品。

Let's take the LED.

让我们看看 LED产品。

The LED is the next best thing to daylight.

LED 是新的日光灯产品。

The old-fashioned lightbulbs, the incandescent bulbs --

老式灯泡，那种白炽灯泡......

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

我当然不会让你们举手告诉我

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

你们中的多少人家里还用白炽灯泡，

wasting energy every time you switch them on --

每次你打开开关就开始浪费能量

change them after this --

听完我的话，换掉它！

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

说不定，在这里，TED 的舞台上就有白炽灯泡呢！

but those old incandescent light bulbs

那些老白炽灯泡

really should have been sold as heaters.

真的应该当为加热器卖。

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

它们被误卖了一百多年呀。

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

这种灯产生大量的热量，却只发出微弱的光。

Now we have lights that produce light

现在我们有了可以发出亮光

and a little bit of heat on the side.

却很少产热的灯泡。

You save 85 percent of the electricity with an LED

使用 LED灯泡比旧式白炽灯泡，

that you would have done in an old incandescent.

节省 85%的电费。

And the best thing is, they'll also last

最棒的是，它们的使用寿命

for more than 20 years.

可以超过20年。

So think about that.

所以好好想想吧！

You'll change your smartphone seven or eight times,

二十年里，你可能换了七八次手机。

probably more if you're in this audience.

如果在这个大厅的话，你会换得更勤。

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

二十年里，你可能换了一次或者三四次你的车。

Your kids could go to school, go to college,

二十年里，你的孩子可能开始上学了，可能去了大学，

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

可能离家独立，可能有了他们自己的孩子，然后，

bring the grandkids,

可能带着你的孙子来看你呢。

you'll have the same lightbulb saving you energy.

但二十年里，你却从来不用换灯泡。

So LEDs are fantastic.

所以说， LED灯泡很神奇。

What we decided to do

我们要做的

was not to sell LEDs on the side marked up high

不是要高价卖LED灯泡，

and continue to push all the old bulbs,

慢慢把所有旧灯泡，

the halogens and the CFLs.

卤素和荧光灯管赶下舞台。

We decided, over the next two years,

我们决定在未来两年间，

we will ban the halogens and the CFLs ourselves.

我们自己将不再生产卤素和荧光灯管。

We will go all in.

我们将全力以赴来做这件事。

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

这是一个商家需要做的，全力以赴地，

go 100 percent,

投入百分百的精力。

because then you stop investing in the old stuff,

因为停止对老式产品的投资，

you invest in the new stuff, you lower costs,

只对新产品投资，就可以降低成本。

you use your supply chain and your creativity

利用你自己的供应链和创造力

and you get the prices down so everybody can afford

你就可以把价格降到人们可以接受的程度，

the best lights so they can save energy.

生产出最好的灯泡让顾客节省能源。

(Applause)

（掌声）

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

它不仅仅是顾客们家里的一个产品。

We've got to think about the raw materials

我们得想想产品的

that produce our products.

原材料。

Obviously there's fantastic opportunities

很显然我们可以

with recycled materials,

使用再生材料，

and we can and will go zero waste.

让我们能够做到零浪费，

And there's opportunities in a circular economy.

还能将产品重新利用。

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

但我们的生活仍然离不开自然、离不开原材料。

Let's take cotton.

就说棉花吧。

Cotton's brilliant. Probably many people

棉花可是个好东西。可能在座的很多人

are wearing cotton right now.

正穿着棉质衣服。

It's a brilliant textile in use.

棉花是非常棒的纺织原材料。

It's really dirty in production.

但是生产棉花的过程却很脏。

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

棉花的生产需要大量的农药、 化肥和水。

So we've worked with others,

我们与其他人合作，

with other businesses and NGOs,

与其他企业和非政府组织合作，

on the Better Cotton Initiative,

提出了“更好棉花倡议”。

working right back down to the farm,

直接和生产棉花的农场合作，

and there you can halve the amount of water

让用水量减半，

and halve the chemical inputs,

让化学投入减半，

the yields increase, and 60 percent of the costs

提高产量。其实一些低收入农场

of running many of these farms

60％的投资都是在

with farmers with low incomes

购买

can be chemical imports.

化学进口产品上。

Yields increase, and you halve the input costs.

产量提高，同时你的投入可以减半。

Farmers are coming out of poverty. They love it.

棉农可以摆脱贫困。他们喜欢这样的方案。

Already hundreds of thousands of farmers

已经有成千上万的棉农

have been reached,

脱贫了。

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

我们现在呢，就有了60%更优质的棉花来生产产品。

Again, we're going all-in.

这一次，我们还是全力以赴。

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

到2015 年，我们会 100%的更优质棉花。

Take the topic of 100 percent targets, actually.

我们实际上确实是把100%作为目标。

People sometimes think that

有时人们会觉得

100 percent's going to be hard,

是很难做到100%的。

and we've had the conversation in the business.

在工作中我们也有过这样的讨论。

Actually, we found 100 percent is easier to do

实际上，我们发现做到100%要比

than 90 percent or 50 percent.

做到90%或 50%更容易。

If you have a 90 percent target,

如果你以 90%为目标，

everyone in the business finds a reason

工作环节中的每个人可以为

to be in the 10 percent.

不足的那10%找到托辞。

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

如果是 100%，这就很清楚明了了，

and businesspeople like clarity,

从业人员就喜欢清楚明了。

because then you just get the job done.

因为这就是需要你把该干的干好。

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

就拿木材来说，我们知道， 说到林业，它是一个选择的问题。

You've got illegal logging

你可以选择非法砍伐，

and deforestation still on a very large scale,

目前森林砍伐的规模仍然很大。

or you can have fantastic, responsible forestry

你可以选择积极负责任地发展林业，

that we can be proud of.

让我们引以自豪。

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

它真的是一个简单的选择。我们一直努力地

for many years with the Forest Stewardship Council,

与森林管理委员会以及

with literally hundreds of other organizations,

和成千上万的其他组织合作了很多年。

and there's a point here about collaboration.

因为我们有合作上的共识。

So hundreds of others, of NGOs,

所以在数百的非政府组织、

of forest workers' unions, and of businesses,

森林工人工会和很多企业的帮助下，

have helped create the Forest Stewardship Council,

森林管理委员会得以创立。

which sets standards for forestry

森林管理委员会制定林业标准，

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

审查林业资源的利用情况。

Now together, through our supply chain,

我们大家一起，通过我们的供应链

with partners, we've managed to certify

和合作伙伴，我们已经管理认定了

35 million hectares of forestry.

3500 万公顷的森林资源。

That's about the size of Germany.

这是一个德国国土的面积。

And we've decided in the next three years,

我们决心在未来的三年，

we will double the volume of certified material

把认证的森林资源面积提高一倍。

we put through our business.

我们会把这个政策贯彻到我们整个的运营中。

So be decisive on these issues.

对这样的问题态度坚决。

Use your supply chain to drive good.

用你的供应链做有益的事，

But then it comes to your operations.

这样做，对你的生意也有益。

Some things are certain, I think.

我觉得有些事情就是这样明确的。

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

我们知道我们会在未来的二三十年里一直使用电力资源。

We know the sun will be shining somewhere,

我们也知道太阳一直在那儿照耀着我们，

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

在未来的二三十年里，风也还会不知地吹着。

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

那我们为什么不利用来自太阳和风的能量呢？

And why not take control of it ourselves?

为什么我们不好好地利用它们呢？

So we're going 100 percent renewable.

所以我们要利用100%的可再生资源。

By 2020, we'll produce more renewable energy

到2020 年，我们会生产出

than the energy we consume as a business.

比我们业务所消耗的更多的再生能源。

For all of our stores, our own factories,

在我们的零售店，我们自己的工厂，

our distribution centers,

还有我们的配送中心。

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

到目前为止，我们安装了三十万个太阳能电池板。

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

在六个国家，我们还自己拥有并经营十四个风力发电场。

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

我们的工作还没有结束。

But think of a solar panel.

我们来想想太阳能电池板。

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

使用一个太阳能电池板七八年，你就可以挣回本金。

The electricity is free.

而电是免费的。

Every time the sun comes out after that,

每次太阳一出来，

the electricity is free.

电就是免费的。

So this is a good thing for the CFO,

所以这对我们的执行总裁来说是一件好事，

not just the sustainability guy.

不只是专注于可持续性发展的人，

Every business can do things like this.

其实每个企业都可以这样做。

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

然后我们要放眼我们公司运营以外的事。

and I think everybody would agree

我想所有人都会同意，

that now business has to take full responsibility

现在的企业需要对给自己的供应商

for the impacts of your supply chain.

带来的影响负责任。

Many businesses now, fortunately,

幸运的是，现在很多企业，

have codes of conduct and audit their supply chains,

都制定了管理和审核其供应商的规范。

but not every business. Far from it.

但不是每个企业都这样做了，还有很多企业做得还远远不够。

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

宜家实际上是在 90 年代开始这样做的。

We found there was a risk

我们发现了

of child labor in the supply chain,

我们的供应商有可能在雇佣童工。

and people in the business were shocked.

公司里的人都感到很震惊。

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

很显然这是完全不能接受的，所以必须要采取行动。

So a code of conduct was developed,

后来一个管理规范就因此出炉了。

and now we have 80 auditors out in the world

我们现在在全世界一共有80个审核员，

every day making sure all our factories

在保障我们工厂里面

secure good working conditions

日常工作环境的安全和可靠，

and protect human rights

保护工人的人权，

and make sure there is no child labor.

确保我们工厂里没有雇佣童工。

But it's not just as simple as making sure

确保没有雇佣童工

there's no child labor.

不是一件简单的事。

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

应该说我们现在做得还不够。

I think we'd all agree that children

我觉得大家都同意，儿童

are the most important people in the world

是这个世界上最重要的人群，

and the most vulnerable.

最容易受到伤害。

So what can a business do today

那么我们现在的企业需要怎样做

to actually use your total value chain

能充分利用整个的运营体系

to support a better quality of life

来给孩子们提供一个更优质的生活环境，

and protect child rights?

来保护儿童的权利呢？

We've worked with UNICEF and Save the Children

我们一直与儿童基金会和“拯救儿童”项目合作，

on developing some new business principles

来开发新的企业准则

with children's rights.

保护儿童权利。

Increasing numbers of businesses

越来越多的企业

are signing up to these,

都在这些准则上签了字。

but actually in a survey, many business leaders

但实际上，在一项调查中许多企业的带头人

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

不认为他们的业务与孩子有关。

So what we decided to do was, we will look

所以我们决定要做的是，和比我们更了解情况的合作伙伴

and ask ourselves the tough questions

共同审视并反思

with partners who know more than us,

这些棘手的问题。

what can we do to go beyond our business

思考我们除了业务以外，还可以做什么

to help improve the lives of children?

来帮助改善儿童的生活？

We also have a foundation

我们也有一个基金会

that's committed to work through partners

致力于与合作伙伴携手

and help improve the lives and protect the rights

到2015年帮助改善

of 100 million children by 2015.

1 亿儿童的生活质量和儿童权益。

You know the phrase,

你听过这样的话吧，

you can manage what you measure?

你可以控制你能衡量的东西。

Well, you should measure what you care about.

是呀，我们确实衡量我们真正关心的事务。

If you're not measuring things,

如果你不在心里衡量这些东西，

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

你就不会在乎，你也就不知道（事情的发展）。

So let's take an example, measure the things

所以让我们举一个例子，在心里衡量（是非曲直）

that are important in your business.

在企业运营中是很重要的。

Isn't it about time that businesses

是不是到了企业该做到

were led equally by men and women?

男女同工同酬的时候了？

(Applause)

（掌声）

So we know for our 17,000 managers across IKEA

我们知道我们宜家的一万七千名经理人

that 47 percent are women today,

目前有47%是女性。

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

但这还不够，我们想缩小（男女员工）比例上的差距，

and follow it all the way through to senior management.

上到高级管理层，全面实现这一目标。

And we do not want to wait another hundred years.

我们不想再等上几百年。

So we've launched a women's open network

所以，我们这个星期在宜家，

this week in IKEA,

启动了一个女性开放网络。

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

我们会竭尽全力来引领这样的转变。

So the message here is,

我在这里要传达的信息是，

measure what you care about and lead the change,

衡量你真正关心的事务和引领这样的转变，

and don't wait a hundred years.

不要等上一百年。

So we've gone from sustainability

我们已经把可持续发展

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

从“该做的好事”变成“必须做的事”。确实是“必须做的事”。

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

这是件好事，但是它也必须要做。

And everybody can do something on this as an individual.

我们每个人作为个体都可以做些什么的，

Be a discerning consumer.

成为一名挑剔的消费者。

Vote with your wallets.

用你们的钱包投票。

Search out the companies

搜索出

that are acting on this.

那些关心可持续发展的公司。

But also, there are other businesses already acting.

当然，已经有其他的企业开始了他们的行动。

I mentioned renewable energy.

我刚才提到过可再生能源。

You go to Google or Lego,

你应该选择谷歌或者乐高

they're going 100 percent renewable too,

他们也在 100%地利用可再生能源。

in the same way that we are.

以和我们相同的方式。

On having really good sustainability strategies,

有些公司有很好的可持续发展战略，

there are companies like Nike, Patagonia,

像耐克、 巴塔哥尼亚、

Timberland, Marks & Spencer.

添柏岚和玛莎百货这些公司。

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

我不认为任何这些企业会说

they're perfect. We certainly wouldn't.

他们很完美。我们当然不会。

We'll make mistakes going forward,

我们也会在前进中犯错误，

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

但重要的是要有一个明确的方向，做到透明公开，

having a dialogue with the right partners,

与合适的合作伙伴互通有无，

and choosing to lead on the issues that really count.

然后在重大事务上做领头人。

So if you're a business leader,

所以如果你是商业领袖，

if you're not already weaving sustainability

如果你还没有在你的工作重心里

right into the heart of your business model,

贯彻可持续性发展，

I'd urge you to do so.

我恳请你这样做。

And together, we can help create

我们携手，可以帮助创建

a sustainable world,

一个可持续发展的世界，

and, if we get it right,

并且，如果我们做得对，

we can make sustainability

我们可以使可持续发展

affordable for the many people,

使很多人都负担得起，

not a luxury for the few.

而不是只为了少数的有钱人。

Thank you.

谢谢。

(Applause)

（掌声）