I've spent my life working on sustainability. I set up a climate change NGO called The Climate Group. I worked on forestry issues in WWF. I worked on development and agriculture issues in the U.N. system. About 25 years in total, and then three years ago, I found myself talking to IKEA's CEO about joining his team. Like many people here, well, I want to maximize my personal impact in the world, so I'm going to explain why I joined the team there.
Vse življenje sem delal na trajnosti. Ustanovil sem nevladno organizacijo za podnebne spremembe, Klimatska skupina. Delal sem na gozdarskih vprašanjih v Svetovnem skladu za naravo, in tudi na razvojnih in kmetijskih vprašanjih v Združenih narodih. Vse skupaj okoli 25 let. Nato sem se pred tremi leti pogovarjal z direktorjem Ikee o pridružitvi njegovi ekipi. Kot veliko ljudi tukaj želim povečati osebni vpliv v svetu, 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: three billion people. This is the number of people joining the global middle class by 2030, coming out of poverty. It's fantastic for them and their families, but we've got two billion people in the global middle class today, and this swells that number to five, a big challenge when we already have resource scarcity.
Prva številka je tri: tri milijarde ljudi. To je število ljudi, ki se bo pridružilo svetovnemu srednjemu razredu leta 2030 z izhodom iz revščine. Za njih in njihove družine je to fantastično, a danes imamo že dve milijardi ljudi v svetovnem srednjem razredu in ta številka se bo zvišala na pet, kar je velik izziv, saj imamo že zdaj pomanjkanje virov.
The second number is six: This is six degrees centigrade, what we're heading towards in terms of global warming. We're not heading towards one degree or three degrees or four degrees, we're heading toward six degrees. And if you think about it, all of the weird weather we've been having the last few years, much of that is due to just one degree warming, and we need CO2 emissions to peak by the end of this decade globally and then come down. It's not inevitable, but we need to act decisively.
Druga številka je šest: šest stopinj Celzija, katerim se približujemo v smislu globalnega segrevanja. Ne približujemo se eni, trem ali štirim stopinjam, ampak šestim stopinjam. In če pomislite, vse te čudne vremenske razmere, ki smo jih bili deležni zadnjih nekaj let, so pretežno posledica le ene stopinje segrevanja. Do konca tega desetletja bi emisije ogljikovega dioksida morale doseči vrh in se potem znižati. To ni neizogibno, vendar moramo ukrepati odločno.
The third number is 12: That's the number of cities in the world that had a million or more people when my grandmother was born. You can see my grandmother there. That was in the beginning of the last century. So just 12 cities. She was born in Manchester, England, the ninth largest city in the world. Now there are 500 cities, nearly, with a million people or more in them. And if you look at the century from 1950 to 2050, that's the century when we build all the world's cities, the century that we're in the middle of right now. Every other century was kind of practice, and this lays down a blueprint for how we live.
Tretja številka je dvanajst: število mest na svetu, ki so imela milijon ali več ljudi, ko se je rodila moja babica. Tam lahko vidite babico. To je bilo v začetku prejšnjega stoletja. Le 12 mest. Rodila se je v Manchestru, v Angliji, devetem največjem mestu na svetu. Zdaj obstaja skoraj 500 mest z milijon ali več ljudmi. Poglejte sto let med 1950 in 2050, ko gradimo vsa svetovna mesta in prav zdaj smo na polovici. Vsako stoletje je z nekakšno prakso zapustilo sled o načinu našega življenja.
So think about it. We're building cities like never before, bringing people out of poverty like never before, and changing the climate like never before. Sustainability has gone from a nice-to-do to a must-do. it's about what we do right here, right now, and for the rest of our working lives.
Torej, razmislite o tem. Gradimo mesta, odpravljamo revščino in spreminjamo podnebje, kot še nikoli prej. Trajnost je prešla iz prijaznega v nujno ukrepanje. Gre za to, kaj počnemo tukaj, zdaj in do konca naših delovnih dni.
So I'm going to talk a little bit about what business can do and what a business like IKEA can do, and we have a sustainability strategy called "people and planet positive" to help guide our business to have a positive impact on the world. Why would we not want to have a positive impact on the world as a business? Other companies have sustainability strategies. I'm going to refer to some of those as well, and I'm just going to mention a few of the commitments as illustrations that we've got.
Torej, govoril bom o tem, kaj lahko podjetje in podjetja, kot je Ikea, storijo. Imamo trajnostno strategijo, imenovano "ljudje in pozitiven planet," ki nam pomaga, da bi naše poslovanje imelo pozitiven vpliv na svet. Zakaj si v poslovanju ne bi želeli pozitivnega vpliva na svet? Druga podjetja imajo trajnostne strategije. Omenil bom nekatere izmed njih in za ilustracijo navedel nekaj zavez, ki smo jih dobili.
But first, let's think of customers. We know from asking people from China to the U.S. that the vast majority of people care about sustainability after the day-to-day issues, the day-to-day issues of, how do I get my kids to school? Can I pay the bills at the end of the month? Then they care about big issues like climate change. But they want it to be easy, affordable and attractive, and they expect business to help, and they're a little bit disappointed today.
Toda najprej razmislimo o kupcih. Iz odgovorov ljudi od Kitajske do ZDA vemo, da za veliko večino ljudi skrb za trajnost pride šele po vsakdanjih vprašanjih, kot so, kako bodo moji otroci šli v šolo? Ali lahko plačam račune na koncu meseca? Šele nato jih skrbijo vprašanja, kot so podnebne spremembe. In želijo si, da bi bilo vse enostavno, cenovno ugodno in privlačno. Pričakujejo pomoč od industrije in so danes malo razočarani.
So take your mind back and think of the first sustainable products. We had detergents that could wash your whites grayer. We had the early energy-efficient light bulbs that took five minutes to warm up and then you were left looking a kind of sickly color. And we had the rough, recycled toilet paper. So every time you pulled on a t-shirt, or switched the light on, or went to the bathroom, or sometimes all three together, you were reminded sustainability was about compromise. It wasn't a great start.
Spomnite se prvih trajnostnih izdelkov. Imeli smo detergente, ki so naše belo perilo prali v sivo. Potem pa zgodnje energetsko učinkovite žarnice, ki so se ogrevale pet minut, nato pa smo bili pod njimi vsi videti bolni in bledi. Imeli smo tudi grobo recikliran toaletni papir. Vsakič, ko ste oblekli majico, prižgali luč ali šli v kopalnico, – včasih vse troje obenem, – vas je spomnilo, da je trajnost kompromis. To ni bil dober začetek.
Today we have choices. We can make products that are beautiful or ugly, sustainable or unsustainable, affordable or expensive, functional or useless. So let's make beautiful, functional, affordable, sustainable products.
Danes imamo izbiro. Lahko ustvarimo izdelke, ki so lepi ali grdi, trajnostni ali ne, cenovno ugodni ali dragi, funkcionalni ali neuporabni. Torej, naredimo lepo, funkcionalno, cenovno ugodne trajnostne izdelke.
Let's take the LED. The LED is the next best thing to daylight. The old-fashioned lightbulbs, the incandescent bulbs -- I'm not going to ask for a show of hands of how many of you still have them in your homes, wasting energy every time you switch them on -- change them after this -- or whether we have them on the stage here at TED or not -- but those old incandescent light bulbs really should have been sold as heaters. They were mis-sold for more than a hundred years. They produced heat and a little bit of light on the side. Now we have lights that produce light and a little bit of heat on the side. You save 85 percent of the electricity with an LED that you would have done in an old incandescent. And the best thing is, they'll also last for more than 20 years. So think about that. You'll change your smartphone seven or eight times, probably more if you're in this audience. You'll change your car, if you have one, three or four times. Your kids could go to school, go to college, go away and have kids of their own, come back, bring the grandkids, you'll have the same lightbulb saving you energy. So LEDs are fantastic. What we decided to do was not to sell LEDs on the side marked up high and continue to push all the old bulbs, the halogens and the CFLs. We decided, over the next two years, we will ban the halogens and the CFLs ourselves. We will go all in. And this is what business needs to do: go all-in, go 100 percent, because then you stop investing in the old stuff, you invest in the new stuff, you lower costs, you use your supply chain and your creativity and you get the prices down so everybody can afford the best lights so they can save energy.
Oglejmo si LED sijalke. LED sijalka je za dnevno naslednja najboljša svetloba. Zastarele žareče žarnice – ne bom prosil, da dvignete roke tisti, ki jih imate še vedno doma in zapravljate energijo vsakič, ko jih vklopite – zamenjajte jih po tem. Tudi ne bom vprašal, ali jih imamo na TED-ovem odru ali ne, vendar bi te stare žarnice z žarilno nitko res lahko prodajali kot grelnike. Bile so napačno prodajane že več kot sto let. Proizvajajo toploto in zraven malo svetlobe. Zdaj imamo sijalke, ki proizvajajo svetlobo in zraven malo toplote. Prihranite si 85 odstotkov elektrike z LED sijalko v primerjavi s starimi žarnicami. In najboljše je, da bodo zdržale več kot 20 let. Torej razmislite o tem. Zamenjali boste pametne telefone sedem- ali osemkrat, mogoče še večkrat, če ste v tem občinstvu, svoj avto, če ga imate, trikrat ali štirikrat. Vaši otroci bodo končali šolo, fakulteto, odšli in imeli lastne otroke, prišli nazaj z vnuki, vi pa boste imeli isto varčno sijalko. LED sijalke so fantastične. Nismo se odločili, da bomo LED sijalke drago prodajali, hkrati pa poceni še naprej ponujali vse stare žarnice, halogenske in kompaktne fluorescentne. Odločili smo se, da v naslednjih dveh letih prepovemo halogene in kompaktne fluorescentne žarnice. Vsa energija bo usmerjena v to. In prav to mora početi podjetje: biti predano 100-odstotno, ker potem prenehate s starimi in vlagate v nove stvari, znižujete stroške, koristite svoje dobavne verige in svojo kreativnost ter znižujete cene, da si lahko vsakdo privošči najboljša svetila, da bi lahko varčevali energijo.
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It's not just about products in people's homes. We've got to think about the raw materials that produce our products. Obviously there's fantastic opportunities with recycled materials, and we can and will go zero waste. And there's opportunities in a circular economy. But we're still dependent on natural, raw materials. Let's take cotton. Cotton's brilliant. Probably many people are wearing cotton right now. It's a brilliant textile in use. It's really dirty in production. It uses lots of pesticides, lots of fertilizer, lots of water. So we've worked with others, with other businesses and NGOs, on the Better Cotton Initiative, working right back down to the farm, and there you can halve the amount of water and halve the chemical inputs, the yields increase, and 60 percent of the costs of running many of these farms with farmers with low incomes can be chemical imports. Yields increase, and you halve the input costs. Farmers are coming out of poverty. They love it. Already hundreds of thousands of farmers have been reached, and now we've got 60 percent better cotton in our business. Again, we're going all-in. By 2015, we'll be 100 percent Better Cotton.
Ne gre le za izdelke za dom. Moramo razmišljati o surovinah za naše izdelke. Očitno obstajajo fantastične priložnosti z recikliranimi materiali in lahko dosežemo, da zapravljanja ni. Priložnosti imamo v krožnem gospodarstvu. Ampak še vedno smo odvisni od naravnih surovin. Oglejmo si bombaž. Bombaž je super. Verjetno veliko ljudi prav zdajle nosi bombaž. To je odličen tekstil za uporabo, a zelo umazan med proizvodnjo. Uporablja se veliko pesticidov, veliko gnojila, veliko vode. Tako smo delali z drugimi podjetji in nevladnimi organizacijami na pobudi za "Boljši bombaž". Segli smo vse do kmetij, kje lahko prepolovite količino vode in kemikalij. Donosi se povečajo. 60 odstotkov stroškov teh kmetij z nizkimi dohodki je lahko uvoz kemikalij. Donosi se povečajo in vloženi stroški se prepolovijo. Za kmete je to izhod iz revščine. Všeč jim je. Dosegli smo že na stotine tisoč kmetov, in sedaj je 60 odstotkov bombaža pri nas boljšega. Ponavljam, popolnoma smo predani. V letu 2015 bomo imeli 100-odstotno "Boljši bombaž".
Take the topic of 100 percent targets, actually. People sometimes think that 100 percent's going to be hard, and we've had the conversation in the business. Actually, we found 100 percent is easier to do than 90 percent or 50 percent. If you have a 90 percent target, everyone in the business finds a reason to be in the 10 percent. When it's 100 percent, it's kind of clear, and businesspeople like clarity, because then you just get the job done.
Lotite se teme s 100-odstotnimi cilji. Včasih si ljudje mislijo, da bo doseči 100 odstotkov težko in o tem smo se pogovarjali v podjetju. Ugotovili smo, da je 100 odstotkov lažje doseči, kot 90 ali 50 odstotkov. Če imate 90-odstotni cilj, vsi v tem poslu najdejo razlog, da bi bili v tistih desetih procentih. Ko je cilj 100-odstoten, pa je nekako jasno, in poslovneži imajo radi jasnost, kajti potem se posel samo opravi.
So, wood. We know with forestry, it's a choice. You've got illegal logging and deforestation still on a very large scale, or you can have fantastic, responsible forestry that we can be proud of. It's a simple choice, so we've worked for many years with the Forest Stewardship Council, with literally hundreds of other organizations, and there's a point here about collaboration. So hundreds of others, of NGOs, of forest workers' unions, and of businesses, have helped create the Forest Stewardship Council, which sets standards for forestry and then checks the forestry's good on the ground. Now together, through our supply chain, with partners, we've managed to certify 35 million hectares of forestry. That's about the size of Germany. And we've decided in the next three years, we will double the volume of certified material we put through our business. So be decisive on these issues. Use your supply chain to drive good.
Torej, les. Vemo, da so v gozdarstvu izbire. Še vedno imamo nezakonito sečnjo in krčenje gozdov v zelo velikem obsegu. Lahko pa bi imeli fantastično, odgovorno gozdarstvo, na katero bi bili ponosni. To je preprosta izbira, zato smo vrsto let delali s Svetom gozdarskega skrbništva, z dobesedno stotinami drugih organizacij, in tukaj je bistveno sodelovanje. Na stotine drugih, nevladnih organizacij, gozdnih sindikatov in podjetij je pomagalo ustvariti Svet gozdarskega skrbništva, ki določa standarde za gozdarstvo, in nato preverja gozdarske dobrine na zemlji. Skupaj z našimi dobavnimi verigami, s partnerji nam je uspelo uradno potrditi 35 milijonov hektarjev gozdov, kar je približna velikost Nemčije. Odločili smo se, da v naslednjih treh letih podvojimo obseg certificiranega materiala, ki gre skozi našo proizvodnjo. Torej bodite odločni pri teh vprašanjih. Koristite svojo dobavno verigo za dobro.
But then it comes to your operations. Some things are certain, I think. We know we'll use electricity in 20 or 30 years' time. We know the sun will be shining somewhere, and the wind will still be blowing in 20 or 30 years' time. So why not make our energy out of the sun and the wind? And why not take control of it ourselves? So we're going 100 percent renewable. By 2020, we'll produce more renewable energy than the energy we consume as a business. For all of our stores, our own factories, our distribution centers, we've installed 300,000 solar panels so far, and we've got 14 wind farms we own and operate in six countries, and we're not done yet. But think of a solar panel. A solar panel pays for itself in seven or eight years. The electricity is free. Every time the sun comes out after that, the electricity is free. So this is a good thing for the CFO, not just the sustainability guy. Every business can do things like this.
Nato pridejo vaše dejavnosti. Mislim, da smo pri nekaterih stvareh gotovi. Vemo, da bomo naslednjih 20 ali 30 let uporabljali električno energijo, da bo nekje sonce sijalo in da bo veter še vedno pihal. Zakaj pa ne bi ustvarili energijo iz sonca in vetra? In zakaj tega ne bi sami nadzorovali? Tako bomo imeli 100-odstotno obnovljive vire. Do leta 2020 bomo proizvajali več energije iz obnovljivih virov, kot jo porabimo za gospodarstvo. V vseh naših trgovinah, lastnih tovarnah, distribucijskih centrih smo doslej namestili že 300.000 sončnih kolektorjev, upravljamo 14 lastnih vetrnih elektrarn v šestih državah in nismo še končali. Toda pomislite na solarne kolektorje. Izplačajo se v sedmih ali osmih letih. Elektrika je brezplačna. Vsakič, ko posije sonce, je elektrika brezplačna. Izplača se tudi finančnemu direktorju, ne le podpornikom trajnosti. Vsako podjetje lahko naredi nekaj podobnega.
But then we've got to look beyond our operations, and I think everybody would agree that now business has to take full responsibility for the impacts of your supply chain. Many businesses now, fortunately, have codes of conduct and audit their supply chains, but not every business. Far from it. And this came in IKEA actually in the '90s. We found there was a risk of child labor in the supply chain, and people in the business were shocked. And it was clearly totally unacceptable, so then you have to act. So a code of conduct was developed, and now we have 80 auditors out in the world every day making sure all our factories secure good working conditions and protect human rights and make sure there is no child labor.
Toda potem moramo gledati širše od lastnih dejavnosti, in najbrž se vsi strinjamo, da mora biti podjetje povsem odgovorno za vplive lastne dobavne verige. Na srečo imajo sedaj številna podjetja kodekse ravnanja in revizijo dobavnih verig, vendar ne vsako podjetje. Daleč od tega. Ikea je s to prakso začela v 90-ih. Ugotovili smo, da obstaja tveganje otroškega dela v dobavni verigi in ljudje v tem poslu so bili šokirani. To je bilo povsem nesprejemljivo in je bilo treba ukrepati. Zato se je razvil kodeks ravnanja in sedaj imamo 80 revizorjev v svetu, ki vsak dan skrbijo, da vse naše tovarne zagotavljajo dobre delovne razmere, varujejo človekove pravice in zagotavljajo, da ni otroškega dela.
But it's not just as simple as making sure there's no child labor. You've got to say that's not enough today. I think we'd all agree that children are the most important people in the world and the most vulnerable. So what can a business do today to actually use your total value chain to support a better quality of life and protect child rights? We've worked with UNICEF and Save the Children on developing some new business principles with children's rights. Increasing numbers of businesses are signing up to these, but actually in a survey, many business leaders said they thought their business had nothing to do with children. So what we decided to do was, we will look and ask ourselves the tough questions with partners who know more than us, what can we do to go beyond our business to help improve the lives of children? We also have a foundation that's committed to work through partners and help improve the lives and protect the rights of 100 million children by 2015.
Ni tako enostavno zagotoviti, da ni otroškega dela. Morate priznati, da danes to ni dovolj. Mislim, da bi se vsi strinjali, da so otroci najpomembnejši na svetu in obenem najbolj ranljivi. Torej, kaj lahko podjetje stori danes, da bi z uporabo celotne verige prispevalo k izboljšavi kakovosti življenja in zaščiti otroških pravic? Delali smo z UNICEF-om in Rešimo otroke na razvoju nekaterih novih poslovnih načel v zvezi z otroškimi pravicami. Vedno večje število podjetij jih podpisuje, vendar je v anketi veliko direktorjev dejalo, da so mislili, da njihovo poslovanje ni imelo opravka z otroki. Torej, odločili smo se, da bomo opazovali in si postavljali stroga vprašanja s partnerji, ki vedo več od nas, kaj bi lahko storili širše od lastnega poslovanja, da bi izboljšali življenja otrok? Imamo tudi fundacijo, ki se je zavezala, da bo do leta 2015 prek partnerjev pomagala k izboljšanju življenja in varovanju pravic 100 milijonov otrok.
You know the phrase, you can manage what you measure? Well, you should measure what you care about. If you're not measuring things, you don't care and you don't know. So let's take an example, measure the things that are important in your business. Isn't it about time that businesses were led equally by men and women?
Poznate frazo, kar lahko izmerite, lahko nadzorujete? Morate izmeriti, tisto za kar vas skrbi. Če stvari ne izmerite, vas ne skrbi in ne veste. Torej, vzemimo primer meritve pomembnih stvari v vašem podjetju. Ali ni že čas, da podjetja vodijo tako moški kot ženske?
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So we know for our 17,000 managers across IKEA that 47 percent are women today, but it's not enough, and we want to close the gap and follow it all the way through to senior management. And we do not want to wait another hundred years. So we've launched a women's open network this week in IKEA, and we'll do whatever it takes to lead the change. So the message here is, measure what you care about and lead the change, and don't wait a hundred years.
Vemo, da je danes od 17.000 poslovodij v Ikei, 47 odstotkov žensk, vendar to ni dovolj. Želimo zapolniti vrzel in nadaljevati vse do višjega vodstva. Nočemo čakati še sto let. Tako smo ta teden sprožili žensko odprto mrežo v Ikei in storili bomo vse, kar vodi v spremembe. Tukaj je sporočilo: ocenite, kaj vas skrbi in začnite s spremembami, ne čakajte sto let.
So we've gone from sustainability being a nice-to-do to a must-do. It's a must-do. It's still nice to do, but it's a must-do. And everybody can do something on this as an individual. Be a discerning consumer. Vote with your wallets. Search out the companies that are acting on this. But also, there are other businesses already acting. I mentioned renewable energy. You go to Google or Lego, they're going 100 percent renewable too, in the same way that we are. On having really good sustainability strategies, there are companies like Nike, Patagonia, Timberland, Marks & Spencer. But I don't think any of those businesses would say they're perfect. We certainly wouldn't. We'll make mistakes going forward, but it's about setting a clear direction, being transparent, having a dialogue with the right partners, and choosing to lead on the issues that really count.
Tako smo prešli iz prijazne trajnosti v nujno, ki nas sili, da ukrepamo. Res moramo. Še vedno je lepo, da se poskrbi, vendar je tudi nujno. In vsak posameznik lahko naredi nekaj v zvezi s tem. Bodite zahteven potrošnik. Glasujte s svojimi denarnicami. Iščite podjetja, ki delajo na tem. Tudi druga podjetja že delujejo. Omenil sem obnovljive vire energije. Google in Lego uporabljata 100-odstotno obnovljive vire na enak način kot mi. Res dobre trajnostne strategije imajo podjetja, kot so Nike, Patagonia, Timberland, Marks & Spencer. Ne mislim, da bi za katerokoli od teh podjetij rekli, da je popolno. Prav gotovo ne. Delali bomo napake na poti naprej, vendar gre za določitev jasne in pregledne usmeritve, za dialog s pravimi partnerji in z izbiro, da zastavljamo vprašanja, ki zares štejejo.
So if you're a business leader, if you're not already weaving sustainability right into the heart of your business model, I'd urge you to do so. And together, we can help create a sustainable world, and, if we get it right, we can make sustainability affordable for the many people, not a luxury for the few.
Torej, če ste direktor, če še niste vpletli trajnosti naravnost v srce svojega poslovnega modela, vam priporočam, da to storite. Skupaj bomo lahko pomagali ustvariti trajnostni svet in če nam uspe, lahko zasnujemo trajnost, ki je dostopna množici in ne luksuz peščice.
Thank you.
Hvala.
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