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.
我一世人都係為可持續發展工作 我成立咗一個關注 氣候變化嘅非牟利組織 叫氣候組織 我曾經係世界自然基金會 做過林業嘅工作 我曾經喺聯合國組織 做過發展同農業嘅工作 經過一共 25 年嘅工作 三年前,我同宜家家居嘅總裁講 想加入佢嘅隊伍 好似在座各位一樣 我想對世界有最大嘅影響 我會解釋點解我加入嗰個隊伍 但首先,等我哋睇下三個數字
But first, let's just take three numbers.
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.
第一個數字係三 代表三十億人 呢個數字表示到 2030 年 全球將會有三十億人脫離貧窮 加入中產階級 對於佢哋同佢哋家人嚟講,係非常好 但全世界已經有二十億中產人士 所以總數會增加到五十億 喺我哋資源缺乏下,情況更加嚴峻
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.
第二個數字係六 六表示温度 指全球變暖嘅温度 我哋唔係增加一度、三度或者四度 而係增加六度 當你認真諗下,我哋係過去幾年 所經歷嘅極端天氣 大部分都只係因為一度 就算我哋想全球 二氧化碳排放量減少 都要等呢個十年結束之前 達到最高峰 先至可以回落 呢個唔係無可避免,但我哋要果斷行動
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.
第三個數字係十二 即係我阿嫲出世嗰陣 世界上擁有一百萬 或以上人口嘅城市數量 你可以見到我阿嫲係度 講緊係上個世紀頭嘅時候 只有十二個城市 我阿嫲喺曼徹斯特出世 曼徹斯特係嗰時 全世界第九大城市 但全世界而家就有大概五百個 一百萬或以上人口嘅城市 當你睇返 1950 年 到 2050 年嘅一百年間 喺呢段時間裏面 我哋起咗全世界所有城市 而我哋正處於呢一百年嘅中間 每一個世紀都好似有一樣嘢要做 呢個世紀就係我哋定下 下一幅生活藍圖
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.
諗下啦 我哋前所未有咁起城市 前所未有咁令人脫離貧窮 同時前所未有咁改變氣候 可持續發展已經由「做下都唔錯」 變成「必須要做」 關乎到我哋而家 同埋我哋工作裡面要做嘅嘢
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.
所以我會講下企業可以做乜 同埋好似宜家咁嘅企業可以做乜 我哋有一個可持續發展策略 叫「人類同地球嘅希望」 希望企業可以 為世界帶嚟正面影響 點解我哋企業唔想 為世界帶嚟正面影響呢? 其他公司亦都有 可持續發展嘅策略 我會講其中一啲策略 我只會講當中嘅一啲承諾
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.
但首先,等我哋諗下消費者 我哋訪問中國同美國嘅人 佢哋大部分人面對日常問題之餘 都會關心可持續發展 日常問題指,點樣送我嘅細路返學? 我月尾還唔還得曬帳單? 之後佢哋就關心大問題,例如氣候變化 但希望解決方法會簡單 可以負擔得到同吸引 佢哋希望企業會幫手 但今時今日,佢哋有啲失望
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.
所以我哋返轉頭去諗 第一個環保產品 我哋嘅洗衣產品 可以將白衫洗成灰色 我哋有早期需要五分鐘 去預熱嘅省電膽 而之後你只會睇到一種奇怪嘅顏色 我哋有粗糙、可回收廁紙 所以無論你著上一件襯衫 或者開燈,或者去廁所 或者三樣一齊做 你都會記得可持續發展 指生活上嘅讓步 但咁樣似乎唔係 可持續發展嘅好開始
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.
今日我哋有各種選擇 我哋可以將產品做得 好靚或者好醜 環保或者唔環保 實惠或者昂貴 實用或者無用 所以我哋一齊製造 又靚,又實用 又實惠,又環保嘅產品
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.
睇下 LED 燈 LED 係僅次於日光嘅最好發光物體 而舊式燈泡,鎢絲燈膽… 我唔係叫你哋舉手 話俾我知你屋企係唔係仲用緊 每次用都浪費能源,今日之後要換啦咁 或者 TED 個台有冇舊式燈泡… 但我會話舊式鎢絲燈膽 應該當暖爐嚟賣 佢哋賣錯咗成過百年 佢哋發出好少光,但產生大量熱力 而家我哋嘅燈可以發出好多光 但同時只有非常小嘅熱力 LED 燈比傳統鎢絲燈膽慳電 85% 最正嘅係,LED 燈可以用超過廿年 所以諗一諗 你會換七至八次手機 呢度嘅觀眾或者換得更加多 如果你有渣車,你一世會換三至四次車 但 LED 唔同 你嘅細路會長大,有自己嘅下一代 然後帶埋佢哋小朋友見你 但你仲用緊同一個 LED 燈泡 LED 幫你慳咗好多電 所以 LED 燈好正 我哋決定去做嘅嘢 唔係將 LED 吊高嚟賣 繼續賣舊式燈膽、鹵鎢燈同慳電膽 我哋決定,跟住嚟緊呢兩年 我哋會唔會再賣鹵鎢燈同慳電膽 我哋會盡全力賣 LED 而呢樣係企業需要做:盡全力 盡百分百嘅力 因為你唔可以再投資落舊嘢度 你只有投資新產品,減低成本 利用供應鏈,善用創意 令你嘅產品價格下降 令到所有人都買得起最好嘅燈膽
(Applause)
跟住佢哋就會慳到能源
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.
(掌聲) 唔單止係大家屋企都有嘅產品 我哋同時要諗下產品嘅原材料 好明顯,回收物料創造好多機會 我哋可以做到零浪費 我哋嘅循環經濟先至會有機遇 但我哋依然依賴自然原料 睇下棉花 棉花真係好有用 可能在座各位 好多都著棉花嘅衣物 佢係非常好嘅紡織物 但生產過程就好污糟 佢用到好多殺蟲劑、化肥、水 所以我哋同其他人 其他企業,同埋非牟利組織合作 實行「更優質棉花倡議」嘅計劃 直接追溯到農場 喺嗰度將用水減半 化肥減半 然後產量增加咗 對於收入低嘅棉農嚟講 六成嘅農場經營成本嚟自化肥 收入增加,成本又減半 可以走出貧窮,棉農都好鍾意 而家我哋已經接觸咗幾十萬嘅農民 而家我哋六成嘅棉花都係優質 同樣,我哋盡曬全力 去到 2015 我哋會百分百採用優質棉花
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.
我哋講下 100% 呢個目標 大家有時會諗 100% 好難做到 公司裡面都有咁樣嘅講過 實際上,我哋發覺 100% 比 90% 或者 50% 更加容易做到 如果你嘅目標要做到 90% 企業入邊嘅人都會 用盡方法唔做嗰 90% 當目標係 100%,一切清楚 商人都鍾意直接了當 因為只有咁,你至會做到個目標
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.
跟住,木材 我哋知道林業可以有另一個出路 但而家仍然有非法砍木嘅問題 森林砍伐依然好多 或者你可以選用有企業責任 而我哋都認同嘅林業公司 所以好簡單,我哋同森林管理委員會 以及其他過百個組織一齊合作好多年 合作有一個重點 過百個組織,包括非盈利組織 森林工作者聯盟同埋企業 一齊成立咗森林管理委員會 制定林業準則 確保林業健康發展 通過我哋供應鏈 同埋同合作夥伴一齊 我哋而家認可咗 3,500 萬公頃嘅森林 幾乎係德國咁大 而我哋決定嚟緊三年 我哋公司會用認可原材料多一倍 所以喺環保問題上要果斷 用自身嘅供應鏈去推動環保
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.
跟住落嚟就係實行 我覺得有啲嘢係好明確 當我哋知道我哋 嚟緊二、三十年仲會用電 我哋知道太陽會照住某個地方 風仍然會喺度 咁點解唔利用太陽同風去發電呢? 點解我哋唔控制佢哋呢? 所以我哋會用 100% 可再生能源 到 2020 年 我哋會產生嘅可再生能源 比我哋公司需要嘅更多 喺我哋所有鋪頭、工廠、物流中心 我哋已經裝咗三十萬塊太陽能板 喺 6 個國家有 14 個自己嘅風電場 呢啲都未止 諗下一塊太陽能板 可以喺七至八年內回到本 電仲係要免費 每次太陽出嚟,電都係免費 呢樣唔單止 對於提出可持續發展嘅人 對於財務總監嚟講,都係好事 每間公司都可以咁樣做
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.
唔止營運,將眼光放遠 我覺得每個人都會贊成 今時今日嘅企業 需要對供應鏈負全責 好彩好多企業而家都有行為守則 同埋對供應鏈嘅審計 但唔係每間企業都做到 而且數目遠遠唔夠 呢個問題其實喺 90 年代 曾經喺宜家發生過 我哋發現供應鏈裡面 有使用童工嘅風險 而公司裡面嘅人都好震驚 好明顯呢種情況係接受唔到 所以就要行動 於是制訂行動守則 而呢家我哋全世界有 80 個審計員 每日確保我哋所有工廠 都有好嘅工作環境 同埋保障到人權 確保無童工
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.
但唔係話確保無童工咁簡單 你要知道今時今日咁樣仲未夠 我覺得我哋都會同意 兒童係世界上最重要 又係最易受到傷害嘅一班人 所以今日企業 點樣可以利用自己嘅價值鏈 支持更好嘅生活質素 同保護兒童權益呢? 我哋同聯合國兒童基金會 同救助兒童會合作 針對兒童權益制定新嘅商業守則 愈嚟愈多企業簽署呢個守則 但一個調查發現,好多企業老闆 覺得佢哋企業同兒童毫無關係 所以我哋決定 同知得比我哋多嘅合作夥伴一齊 問自己最難嘅問題︰ 我哋點樣先可以喺企業以外 幫到兒童提升佢哋嘅生活質素? 我哋有一個基金 承諾同合作夥伴一齊 喺 2015 年之前幫一億兒童 改善生活同維護權益
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?
你哋有冇聽過 「你能夠管理你檢討嘅嘢」? 其實你應該檢討你關心嘅嘢 如果你唔檢討 表示你唔關心,亦唔會了解 舉個例,檢討對企業重要嘅野 係咪時候男同女都可平等 一齊領導企業呢? (掌聲)
(Applause)
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.
宜家一萬七千個經理裡面 47% 係女性 但仲未夠,而我哋希望縮小差距 兼且一路實行到管理層 我哋唔想再等多一百年 所以宜家今個星期 搞咗個女性公開交流嘅活動 我哋為咗改變,會做任何嘅嘢 所以訊息係︰ 諗下你關心嘅嘢,然後改變嗰樣嘢 唔好再等一百年啦 我哋嘅可持續發展
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.
由以前「做下都幾唔錯」 到家下「必須做」 做係好嘅,同埋必須要做到 每個人都可以以個人身份出一分力 做一個有辨別能力嘅消費者 用你嘅銀包去表態 幫襯嗰啲有實際行動嘅公司 但同時,已經有好多企業坐言起行 我提過可再生能源 你去 Google 或者 Lego 公司 佢哋已經做緊百分百可再生能源 就好似我哋咁 至於有好好可持續發展策略嘅公司 好似 Nike、Patagonia Timberland、瑪莎等企業 但我唔覺得上邊提及嘅 任何一間公司 會話自己係完美,我哋亦唔會 我哋喺前進過程裏面都會犯錯 但更重要係有 清晰嘅方向、透明度 同適當嘅夥伴有溝通 同埋幫手解決真正重要嘅問題
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.
所以如果你係公司主席 如果你未準備好將可持續發展 擺喺你商業模式裡面 我求你去做 我哋一齊會創造 一個可持續發展嘅世界 如果我哋做得啱 我哋可以將可持續發展 變成係好多人 都可以承受嘅一樣嘢 而唔係少數人嘅專利
Thank you.
多謝
(Applause)
(掌聲)