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.
Proveo sam svoj život radeći na održivosti. Formirao sam nevladinu organizaciju za klimatske promene koja se zove "Klimatska grupa". Radio sam na pitanjima šuma sa Svetskim fondom za divlje životinje. Radio sam na razvoju i poljoprivrednim temama u sistemu Ujedinjenih nacija. Oko 25 godina sveukupno, i onda pre tri godine, našao sam se u razgovoru sa generalnim direktorom IKEA-e o pridruživanju njegovom timu. Kao i mnogi od vas, i ja želim da dam maksimalan lični doprinos svetu, tako da ću objasniti zašto sam se pridružio njegovom timu.
But first, let's just take three numbers.
Ali, najpre, uzmimo tri broja.
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.
Prvi broj je tri: tri milijarde ljudi. To je broj ljudi koji se priključuje globalnoj srednjoj klasi do 2030., izlazeći iz siromaštva. To je fantastično za njih i njihove porodice, ali mi već danas imamo dve milijarde ljudi u srednjoj klasi globalno i to naduvava ovaj broj na pet, što je veliki izazov kada već imamo oskudicu resursa.
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.
Drugi broj je šest: radi se o šest stepeni celzijusa, a to je ono kuda idemo u smislu globalnog zagrevanja. Ne idemo ka jednom ili ka tri ili četiri stepena, idemo ka šest stepeni. I ako razmislite o tome, svo ovo čudno vreme koje imamo u poslednjih nekoliko godina, većina toga je zbog samo jednog stepena zagrevanja, a emisija ugljendioksida treba da kulminira do kraja ove decenije globalno i onda da opadne. To nije neizbežno, ali moramo delovati odlučno.
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.
Treći broj je dvanaest: to je broj gradova u svetu koji su imali milion ili više ljudi kada se moja baka rodila. Vidite je tamo. Ovo je bilo na početku prošlog veka. Dakle, samo 12 gradova. Ona je rođena u Mančesteru, Engleska, u devetom najvećem gradu na svetu. Sada imamo skoro 500 gradova sa milion ili više stanovnika u njima. I ako pogledate vreme od 1950. do 2050., to je vek kada gradimo sve svetske gradove, vek u čijoj smo mi sredini upravo sada. Svaki drugi vek bio je vrsta vežbe i to uspostavlja sliku o tome kako živimo.
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.
Pa, razmislite o tome. Gradimo gradove kao nikada pre, izvlačimo ljude iz siromaštva kao nikada pre i menjamo klimu kao nikada pre. Održivost je iz "lepo bi bilo" prerasla u "mora biti". Radi se o onome što činimo upravo ovde, upravo sada, i kroz preostali radni vek.
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.
Dakle, govoriću malo o tome šta biznis može učiniti i šta biznisi kao IKEA mogu učiniti, i mi imamo strategiju održivosti nazvanu "ljudi i planeta pozitivno" da nam pomogne da vodimo naše poslovanje vršeći pozitivan uticaj na svet. Zašto ne bismo, kao biznis, želeli da imamo pozitivan uticaj na svet? I druge kompanije imaju strategije održivosti. Osvrnuću se na neke od njih takođe, i spomenuću samo neke od opredeljenja kao ilustraciju šta mi imamo.
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.
Ali prvo, razmislimo o kupcima. Iz ispitivanja ljudi od Kine do SAD-a znamo da ogromna većina ljudi brine za održivost posle svakodnevnih pitanja, kao: "Kako da obezbedim školovanje deci?" "Mogu li poplaćati račune na kraju meseca?" Onda brinu i za velike stvari kao što su klimatske promene. Ali oni žele da to bude lako, pristupačno i privlačno, i očekuju od biznisa da pomogne, i pomalo su razočarani danas.
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.
Pa, vratite se mislima unazad i razmislite o prvim održivim proizvodima. Imali smo deterdžente koji su vaš beli veš prali sivlje. Imali smo prve energetski efikasne sijalice kojima je trebalo pet minuta da se ugreju i onda ste dobili nekako bolesne boje. I imali smo grub, reciklirani toalet papir. Dakle, svaki put kada ste oblačili majicu ili palili svetlo ili išli u kupatilo ili svo troje odjednom, bili ste podsećani da održivost počiva na kompromisu. Početak nije bio sjajan.
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.
Danas imamo izbora. Možemo praviti proizvode koji su lepi ili ružni, održivi ili neodrživi, pristupačni ili skupi, funkcionalni ili beskorisni. Pa hajde da napravimo lepe, funkcionalne, pristupačne, održive proizvode.
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.
Uzmimo LED. LED je sledeća najbolja stvar posle dnevne svetlosti. Staromodne i usijane sijalice... Neću tražiti da podignu ruke oni od vas koji ih još uvek imaju u svojim domovima, i rasipaju energiju svaki put kada ih uključe... promenite ih posle ovoga... ili imamo li ih na bini ovde na TED-u ili ne... ali te stare usijane sijalice je stvarno trebalo prodavati kao grejalice. One su pogrešno prodavane više od sto godina. Produkovale su toplotu i nešto malo osvetljenja usput. Sada imamo sijalice koje proizvode osvetljenje i nešto malo toplote sa strane. Sa LED-om štedite 85% struje za razliku od starih usijanih. A najbolja stvar je što će one trajati više od 20 godina. Zato razmislite o tome. Promenićete pametni mobilni telefon sedam ili osam puta, verovatno i više puta ako ste u ovoj publici. Promenićete automobil, ako ga imate, tri ili četiri puta. Vaša deca će se školovati, studirati, otići, imati svoju decu, vratiti se, dovesti unuke, a vi ćete imati istu sijalicu i štedeti energiju. Zato su LED-ovi fantastični. Ono što smo mi odlučili da uradimo nije bilo da prodajemo skupe LED sijalice sa strane, a da nastavimo sa prodajom starih sijalica, halogena i CFL-a. Odlučili smo da u naredne dve godine samoinicijativno zabranimo halogene i CFL sijalice. Idemo do kraja. I to je ono što biznisi treba da urade: da idu do kraja. Da idu 100%, jer tako prestajete da investirate u stare stvari, investirate u nove stvari, smanjujete troškove, koristite lance snabdevanja i kreativnost i spuštate cene tako da svako može priuštiti najbolju sijalicu kojom će moći da štedi energiju.
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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.
I nije reč samo o proizvodima u domovima. Moramo razmišljati o sirovinama od kojih se prave naši proizvodi. Očigledno je da imamo fantastične mogućnosti sa recikliranim materijalima, i možemo ići i ići ćemo na nula otpada. A tu je i mogućnost u cirkularnoj ekonomiji. Ali i dalje smo zavisni od prirodnih sirovih materijala. Uzmimo pamuk. Pamuk je briljantan. Verovatno mnogo ljudi nosi pamuk ovog trenutka. To je briljantan materijal u upotrebi. Ali je zaista prljav u proizvodnji. Zahteva mnogo pesticida, đubriva i vode. Zato smo radili sa drugima, sa drugim biznisima i nevladinim organizacijama, na "Inicijativi za bolji pamuk", radeći unazad skroz do farmi, i tamo možete prepoloviti količinu vode i prepoloviti hemijske inpute, prinosi se povećavaju, a 60% troškova vođenja mnogih tih farmi sa farmerima sa niskim prihodima mohu biti od uvoza hemije. Prinosi se povećavaju, a troškovi inputa prepolovljavaju. Farmeri izlaze iz siromaštva. Obožavaju to. Već sada stotine hiljada farmera je dosegnuto i sada imamo 60% bolji pamuk u našem poslovanju. Opet, idemo do kraja. Do 2015. imaćemo 100% bolji pamuk.
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.
Uzmite zapravo temu stoprocentnih ciljeva. Ljudi nekad misle da će 100% biti teško dostižno, i vodili smo taj razgovor u poslovanju. Zapravo, zaključili smo da je 100% lakše postići nego 90% ili 50%. Ako imate 90% cilj, svi u poslu pronalaze razlog da budu u onih 10%. Kada je to 100%, onda je nekako jasno, a poslovni ljudi vole jasnoću, jer tada jednostavno obavite posao.
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.
Dakle, drvo... Znamo da kod šuma - to je izbor. Imate nelegalnu seču i uništavanje šuma još uvek u velikim razmerama, ili možete imati fantastično, odgovorno šumarstvo kojim se možemo ponositi. Izbor je jednostavan, pa smo radili mnogo godina sa Šumskim upravljačkim savetom, sa bukvalno stotinama drugih organizacija, i tu je poenta u kolaboraciji. Dakle, stotine drugih, nevladinih organizacija, šumarskih radničkih sindikata i kompanija, pomogle su u formiranju Šumskog upravljačkog saveta, koji postavlja standarde u šumarstvu i onda proverava dobro šuma na terenu. Sada zajedno, kroz naš lanac snabdevanja, sa partnerima, uspeli smo da sertifikujemo 35 miliona hektara šuma. To je slično veličini Nemačke. I odlučili smo da ćemo u naredne tri godine udvostručiti količinu sertifikovanog materijala koji ubacujemo u naše poslovanje. Dakle, budite odlučni po ovim pitanjima. Koristite svoj lanac snabdevanja da činite 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.
Ali onda se svodimo na operativu. Neke stvari su izvesne, mislim. Znamo da ćemo koristiti električnu energiju za 20 - 30 godina. Znamo da će Sunce negde sijati, i da će vetar i dalje duvati za 20 - 30 godina. Pa zašto energiju ne bismo pravili od Sunca i vetra? I zašto to sami ne stavimo pod kontrolu? Dakle idemo 100% obnovljivo. Do 2020., proizvešćemo više obnovljive energije nego što je kao biznis potrošimo. Za sve naše prodavnice, naše fabrike, naše distributivne centre, instalirali smo 300.000 solarnih panela za sada, i posedujemo 14 vetroelektrana kojima upravljamo u šest zemalja i još nismo završili. Ali, razmislite o solarnom panelu. Solarni panel otplaćuje samog sebe za 7 - 8 godina. Struja je besplatna. Svaki put kada Sunce izađe posle toga struja je besplatna. Znači, to je dobra stvar za finansijskog direktora, ne samo za momka za održivost. Svaki biznis može raditi ovakve stvari.
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.
Ali, onda moramo da pogledamo izvan naših operacija, i mislim da će se svi složiti da danas biznisi moraju da preuzmu punu odgovornost za uticaj svog lanca snabdevanja. Mnogi biznisi danas, na sreću, imaju kodekse poslovanja i revidiraju svoje lance snabdevanja, ali ne svi biznisi. Daleko od toga. I ovo se u IKEA-i zapravo pojavilo u '90-im. Otkrili smo da postoji rizik dečijeg rada u lancima snabdevanja, i ljudi u biznisu su bili šokirani. To je očigledno bilo potpuno neprihvatljivo, tako da tada morate reagovati. I tako je razvijen kodeks poslovanja, i sada imamo 80 revizora širom sveta koji se svakodnevno staraju da naše fabrike obezbede dobre radne uslove i štite ljudska prava i osiguraju da nema dečijeg rada.
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.
Ali nije to tako jednostavno kao uveriti se da nema dečijeg rada. Morate reći da to danas nije dovoljno. Mislim da ćemo se svi složiti da su deca najvažniji ljudi na svetu i najranjiviji. Dakle, šta biznis može učiniti danas da zapravo iskoristi svoj sveukupni lanac snabdevanja da podrži bolji kvalitet života i zaštiti dečija prava? Radili smo sa UNICEF-om i "Spasimo decu" na razvoju nekih novih poslovnih principa o dečijim pravima. Sve veći broj biznisa se pridružuje ovome, ali zapravo u anketama, mnogi biznis lideri su rekli da misle da njihovo poslovanje nema nikakve veze sa decom. Dakle, ono što smo mi odlučili bilo je da pogledamo i postavimo sebi teška pitanja, sa partnerima koji znaju više od nas, šta možemo uraditi izvan našeg poslovanja da pomognemo u poboljšanju života dece? Imamo i fondaciju koja se obavezala da, preko rada sa partnerima, i pomogne poboljšanju života i zaštiti prava 100 miliona dece do 2015.
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?
Znate frazu "možete upravljati onim što možete izmeriti"? Pa, trebalo bi izmeriti ono do čega vam je stalo. Ako stvari ne merite, onda ne brinete i ne znate. Pa, na primer, izmerimo stvari koje su važne u vašem poslovanju. Nije li skoro vreme da biznise ravnopravno vode muškarci i žene?
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(Aplauz)
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.
Dakle, mi znamo za naših 17.000 menadžera u IKEA-i, da ih je danas 47% žena, ali to nije dovoljno i želimo da premostimo razliku i ispratimo to do kraja do visokog menadžmenta. I ne želimo da čekamo još narednih 100 godina. Zato smo lansirali žensku otvorenu mrežu ove nedelje u IKEA-i, i učinićemo sve što je potrebno da sprovedemo promenu. Dakle, poruka je, merite ono do čega vam je stalo i menjajte, i ne čekajte još 100 godina.
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.
Dakle, odmakli smo sa održivosti kao stvari koja je dobrodošla do stvari koja je obavezna. Mora je biti. I dalje je dobrodošla, ali je i mora biti. I svako na tome može učiniti nešto kao individua. Budite pronicljivi potrošač. Glasajte svojim novčanicima. Tražite kompanije koje rade na tome. Ali istovremeno, postoje drugi biznisi koji već deluju. Spomenuo sam obnovljivu energiju. Idite u Google ili Lego, i oni nastupaju 100% obnovljivo, na isti način kao i mi. Kada je reč o dobrim strategijama obnovljivosti, imate kompanije kao što su Nike, Patagonia, Timberland, Marks & Spencer. Ali, ne mislim da bi bilo koje od tih kompanija rekle da su savršene. Mi svakako ne bismo. Grešićemo u budućnosti, ali ovde se radi o postavljaju jasnog pravca, transparentnosti, dijalogu sa pravim partnerima, i izboru da budeš vođa po pitanjima koja su stvarno važna.
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.
Dakle, ako ste biznis lider, ako već ne negujete održivost u samom srcu svog poslovnog modela, požurujem Vas da to uradite. I zajedno, možemo pomoći da se stvori održivi svet i ako to uradimo na pravi način, možemo učiniti da održivost bude dostupna mnogim ljudima, a ne luksuz za malobrojne.
Thank you.
Hvala vam.
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(Aplauz)