Why Are We Making Pizza Boxes Out of Endangered Trees? | Nicole Rycroft | TED

譯者: Lilian Chiu 審譯者: Shelley Tsang 曾雯海

Perhaps it's surprising that as a professional tree hugger,

各位可能會很訝異， 我這個職業抱樹者

I'm going to be speaking to you about supply chains.

竟然要來跟各位談供應鏈。

They don’t sound very sexy, but when it comes to stabilizing

供應鏈聽起來不太性感，

但若談到穩定我們的氣候，

our climate, supply chains are the hottest topic on the planet.

供應鏈就是地球上最熱門的話題。

And that's because more than half of our society's carbon footprint can be

那是因為，我們社會的 碳足跡有超過一半

可歸因到供應鏈的衝擊影響，

attributed to the impact of supply chains and specifically

明確來說，

the raw materials that products are made from.

就是製造產品的原料。

We have built our societies around take-make-waste production systems:

我們的社會建立在「取用— 製造—浪費」的生產系統上：

the fossil fuel industry, plastics, industrial forestry and paper.

化石燃料產業、塑膠業、 產業林業，和紙業。

These are massive global supply chains that have shaped our world.

這些是形塑我們這個世界的 大規模全球供應鏈。

They've left deep scars across landscapes,

它們在各地景上留下了深深的傷疤，

legacies of pollution and push species and cultures to the brink of extinction.

留下汙染，並將物種 和文化推向絕種的邊緣。

Now, on the other hand, we have game changing solutions,

另一方面，我們有 能夠改變局勢的解決方案，

brilliant innovations that use 90 percent less water and 50 percent less energy.

很出色的創新方案， 須使用的水減少了 90%，

能源則減少 50%。

But they’re stuck at small scale because they can’t secure

但它們都卡在小規模，

因為無法取得商業化所需要的資金，

the financing that they need to commercialize nor

the markets that underpin their success.

也找不到能支撐得起它們的市場。

It's the classic chicken and egg situation.

這個情況是個典型的 「先有雞或先有蛋」，

And even with slow progress,

就算有緩慢的進展，

we're losing ground to the climate crisis and biodiversity loss.

我們還是面臨日益嚴重的氣候危機

和生物多樣性損失。

This at a moment when we need all hands on deck for our planet.

現在是我們需要所有人 出力來拯救地球的時刻。

We must scale solutions and we must scale them quickly.

我們必須要將解決方案的 規模廣大，且要盡快。

And this is not just about doing less bad. That time has passed.

且不能只是少做不好的事。 那個時期已經過了。

We need the 2.0 industrial revolution,

我們需要工業革命 2.0，

one that sets us on course to operate and live within

讓我們能邁向在地球的自然限度中

the natural bounds of our planet.

運作和生活。

And so overhauling these huge and powerful,

所以，若要徹底大改這些

巨大又強大、根深蒂固的 工業系統可能會讓人怯步，

entrenched industrial systems, it can appear daunting.

But I've seen how change can be successful up close with

但，我在我過去 二十年所做的工作中，

近距離親眼見識到改變 是可以成功的。

the work that I’ve been doing for the past 20 years. For my organization,

我的組織 Canopy

Canopy, our focus is on protecting the world’s ancient

把重心放在保護世界各地 古老且瀕臨絕種的森林，

and endangered forests and transforming the massive pulp paper

以及轉變大規模的

紙漿紙張、包裝， 及粘膠纖維供應鏈。

packaging and viscose supply chains.

But the principles from those supply chains can be applied to any sector in

這些供應鏈的原則可以應用到

任何需要改變的部門。

need of change. Keeping forests standing is one of the fastest, cheapest,

若要穩定我們的氣候，保持森林完整

most effective ways for us to stabilize our climate.

是最快速、最便宜， 且最有效的方法之一。

But of course, we can’t keep forests standing

但，當然，如果我們不斷砍樹來做

if we keep mowing them down to make pizza boxes and rayon T-shirts.

比薩盒和人造纖維 T 恤， 就不可能保持森林完整。

The surge in e-commerce and fashion derived from tree-based textiles like

電子商務和以人造纖維 和粘膠纖維等以樹木為基礎的

紡織品所衍生出的時尚都大量增加，

rayon and viscose is driving

使得對氣候很重要的森林被摧毀，

the destruction of climate-critical forests

and creating mountains of discarded textiles and packaging.

並造成堆積如山的 廢棄紡織物和包裝。

We must move our supply chains out of forest ecosystems, and to do that,

我們必須要把我們的供應鏈

移出森林生態系統， 為了做到這一點，

we need to change the business practices of thousands of brands.

我們得要改變數千個 品牌的商業做法。

And that's where we come in.

此時就該我們出場了。

Canopy works to create the market conditions for change

Canopy 致力於創造出 能協助改變的市場條件，

by working with hundreds of the forest industry’s largest customers.

做法是和森林業最大的 數百名客戶合作。

First to eliminate the use of ancient

首先，請它們在包裝和紡織供應鏈中

and endangered forest fiber from their packaging and their textile supply chains.

都不要使用來自古老 及瀕臨絕種森林的纖維。

And now increasingly to introduce lower carbon circular Next Gen alternatives.

現在則增加導入

更低碳循環的次世代替代方案。

Get rid of the bad, phase in, scale up the good.

不好的要淘汰，逐步導入，

好的要把規模擴大。

These companies are often fierce competitors in

這些公司在其他業務營運方面 通常是競爭激烈的對手，

the rest of their business operations,

but they’re willing to come together in a pre-competitive space

但它們願意在一個 競爭前的領域中團結起來，

because they know that no single company, no matter how large they are,

因為它們知道，

沒有單一家公司，不論多大的公司，

can transform an entire supply chain by themselves,

能完全靠自己就轉變整個供應鏈，

nor can they solve the climate crisis.

也不可能解決氣候危機。

And the CEOs of these companies’ suppliers,

而這些公司的供應商的總裁，

giant companies responsible for 90 percent of global viscose production

包括負責全球 90% 粘膠纖維生產

以及一半包裝的巨型公司，

and half of packaging, can sit around a single boardroom table.

能夠一起圍著一張會議桌坐下。

Imagine that. The outsized influence of this small group of suppliers can unlock

想像那個畫面。

一小群供應商的巨大影響

可以透過它們集體的供應鏈 來解鎖重大的改變。

ambitious levels of change through their collective supply chains.

And of course, the same can be said for other sectors as well.

當然，其他部門亦是如此。

Supply chain transformation starts when you have

供應鏈的轉型始於：

當有很大量的品牌

a critical mass of brands telling their suppliers that they need to change,

告訴它們的供應商說它們需要改變，

that they have zero tolerance for packaging

說它們完全不能容忍

源自世界各地瀕臨絕種 森林的包裝和紡織品，

and textiles that originate from the world's endangered forests,

that they want lower carbon, circular,

說它們想要更低碳循環的 次世代替代方案，

Next Gen alternatives and giving their suppliers

並要求它們的供應商 在短時間就要達成那個目標。

a short timeline to achieve that target.

And this strong market pull through for low carbon alternative creates

這種透過低碳替代方案 產生的強大市場拉力

the value proposition for conventional producers to change

會創造出價值主張，讓傳統生產者

改變如常照舊的做法，

business-as-usual practice, to fund the new tech,

去資助新技術，

to develop the systems to replace tree fiber with these low carbon,

去發展系統，以將樹木纖維換成

低碳且更循環的原料，

more circular feedstocks like discarded clothing and agricultural residues,

比如廢棄衣物和農業殘餘物，

and then to build the systems to make sure that these new feedstocks can then

接著建造系統來確保這些

新原料接著能被運送到

make their way to the new Next Gen pulp mills.

新的次世代紙漿廠。

At Canopy, we call this strategy “Survival: A pulp thriller.”

在 Canopy，我們把這項策略稱為 「生存：一部紙漿驚悚片」。

(Laughter)

（笑聲）

(Applause)

（掌聲）

Thank you. So industry leaders demand change, suppliers respond.

謝謝。

所以，產業領導企業要求改變，

供應商回應。

It creates value that moves investment.

這樣能創造價值，吸引投資。

The pipeline of solutions is buoyed,

解決方案的管道受到支持，

and you have a supply chain well on its way to sustainable change.

這就能讓供應鏈朝向永續改變邁進。

Canopy’s early work greening

Canopy 從早期做《哈利波特》 系列書籍綠化到現在成長到

the Harry Potter book series has grown to working with brands that represent

和代表一兆美金的品牌合作，

$1 trillion. These companies are changing the packaging and

這些公司根據環境品質 來調整它們要購買哪些包裝

the viscose textiles that they're buying based on the environmental qualities,

和粘黏纖維紡織物。

and it is this leverage that has enabled us to shift more than half of global

而正是這種影響力，讓我們可以

協助轉換全球至少 一半以上的粘黏纖維，

viscose out of the world's ancient and endangered forests.

不再使用世界各地古老 且瀕臨絕種的森林。

(Applause and cheers)

（掌聲及歡呼）

And now we're working with our brand partners, with conventional producers,

現在我們和我們的品牌夥伴合作， 還有傳統生產者、投資者，

with investors and with brilliant innovators to scale climate resilient

以及出色的創新家，

擴大規模推廣二十一世紀 具有氣候韌性的供應鏈。

supply chains for the 21st century.

And in fact, the world’s first Next Gen mill is now up and running.

事實上，全世界第一個 次世代廠已經開始運作了。

It's a giant industrial mill built in the bones of

它是間巨型的工業廠房，

是由瑞典北部一間已關閉的 老舊木材廠改建而成。

an old shuttered wood mill in northern Sweden.

And rather than requiring huge swaths of forest to be cut every year,

不需要每年砍伐大片森林，

Renewcell will use hundreds of millions of old jeans and T-shirts.

Renewcell 改用數億件 老舊的牛仔褲和 T 恤。

It's re-employed 100 people.

它已經重新僱用了一百個人。

It uses 90 percent less water and five tons less carbon

和傳統以樹木為基礎的 人造纖維相比，它每公噸產品

per ton of product compared to a conventional tree-based rayon.

所需要用的水資源少了 90%， 碳則少了五公噸。

Renewcell is a spectacular swords to ploughshares example and it is

Renewcell 是個很棒的 「化干戈為玉帛」範例，

the first of hundreds of Next Gen mills that are

它是第一間次世代廠， 後續還有數百間

on track to be operational by 2030

預計在 2030 年前開始運作，

as our strategy unfolds and boosted by the generous support of the TED community.

除了靠我們的策略推動之外，

也要感謝 TED 社群的 大方支持來推波助瀾。

It’s heartening and remarkable to see

能即時看到粘膠纖維供應鏈的轉型，

the viscose supply chain transforming in real time

真的很棒也很鼓舞人心，

and proving that solutions are indeed sexy.

解決方案也被證明是真的很性感。

But it mustn't stop there because many of our production systems

但不能就此停下來，

因為我們還有很多生產系統和供應鏈

and supply chains are unsustainable and in need of change.

都不永續且需要改變：

The food system, plastics, paper-based packaging.

食物系統、塑膠、 以紙為基礎的包裝。

For every sector, there is a more sustainable path forward and

對每個部門而言，

要繼續走下去，都有更永續的方式，

而解決方案以及實現 它們所需要的人手

the solutions and the people needed

to make them happen are often closer than we think.

通常都比我們想像的還要近。

When we create the right market conditions,

當我們創造出對的市場條件，

change can happen exponentially and quickly.

改變有可能會快速發生， 甚至快到指數等級的速度。

Carbon intensive supply chains are relics of the 20th century.

碳密集的供應鏈

是二十世紀的遺物。

Let’s leave them back there.

咱們就把它們留在那裡吧。

Thank you.

謝謝。

(Applause)

（掌聲）