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.
我一生的工作都与可持续发展有关。 我成立了一个与气候变化有关的非政府组织, 叫“气候集团”。 我在世界野生物基金会(WWF)研究林业问题。 我在联合国研究经济发展 和农业问题。 我有共25年这方面的工作经验。 就在三年前,我却在和宜家的行政总裁 讨论加入宜家团队的事儿。 像在座的很多人一样,我呢, 也想让我的人生意义最大化。 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: 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.
第一个数字是三: 三十亿人。 2030年为止,全球将有三十亿人 摆脱贫困, 进入中产阶层。 对于这些人和他们的家庭这是个天大的好事儿。 但是,(请想想),我们现在已有二十亿的中产阶层, 加在一起,就膨胀成了五十亿! 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: 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.
第二个数字是六: 就是六摄氏度。 就是全球暖化的温度增高值。 我们不是在谈论一度、三度 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。 你可以回想一下,我们在最近几年 所经历的怪异气候, 就仅仅是由于一个摄氏度的暖化效应。 我们需要让全球范围内二氧化碳的排出到 这十年内达到一个峰值, 然后让它降下来。 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: 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.
第三个数字是十二: 我奶奶出生的时候, 世界上人口达到 一百万的城市只有十二个。 你可以(在投影上)看到我奶奶的照片。 那是上个世纪开始的时候。 只有十二座大城市。她在英国的曼彻斯特出生, 当时世界排名十九的大城市。 现在呢,拥有一百万以上人口的大城市 有将近500座。 你如果纵览下从1950到2050的一百年, 这是个我们建设所有世界城市的一百年, 我们现在正处在这一百年的中间阶段。 之前的其他百年就像是一种预演, 奠定了我们现在生活的美好蓝图。
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.
所以让我们好好想想。 我们在建设前所未有的城市, 前所未有地从贫困中摆脱出来。 也前所未有地改变了气候环境。 可持续发展需要从“应该做的好事” 变成了“必须做的事”。 就是说我们要现在就去做,立刻就去做, 要一直做下去。
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.
现在我就谈谈企业 可以做什么(来保持可持续发展), 像宜家这样的企业可以做什么。 我们宜家有个可持续发展战略 叫做“人类与星球正能量”, 来指导我们的商业活动给世界带来正面影响。 作为大型企业,我们怎么可能不愿意给这个世界 带来正面的积极的影响呢? 其他企业也同样有他们的可持续发展战略。 我一会儿会把他们的战略也讲给你们听, 我要以几个 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. 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,让我们考虑一下我们的顾客。 我们知道如果我们问顾客,不管中国的,还是美国的, 绝大多数的顾客除了自己的日常生活, 也很关心可持续发展。 日常问题就是,我怎么让孩子去上学? 到月底我能付得起帐单吗? 其次,他们关心的就是气候变化之类的重大问题。 但他们想要简单的、 负担得起的和吸引人的方案, 他们期待商家能够为此出力, 但他们现在有点失望。
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.
现在我把你们的思绪带回来, 讲讲我们的第一代可持续产品。 我们生产了可以让你的白衣服越洗越灰的洗涤剂。 我们生产了早期的高效节能灯泡。 这种灯泡需要五分钟先热起来 然后你可以看到的是一种病蔫蔫的颜色。 我们还生产了粗糙的再次利用的厕纸。 所以每次你拿出一件体恤衫, 或打开电灯,或去卫生间, 或三件事都要做, 你就会意识到可持续发展就意味着要妥协。 这当然不是一个好的开始。
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.
现在我们有了不同的选择。 我们可以制造美丽或丑陋的产品, 可持续或不可持续的产品、 经济的或昂贵的产品、 功能齐全的或一无是处的产品。 因此,我们要制造外观好、 功能全、 价格合理的, 可持续性产品。
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.
让我们看看 LED产品。 LED 是新的日光灯产品。 老式灯泡,那种白炽灯泡...... 我当然不会让你们举手告诉我 你们中的多少人家里还用白炽灯泡, 每次你打开开关就开始浪费能量 听完我的话,换掉它! 说不定,在这里,TED 的舞台上就有白炽灯泡呢! 那些老白炽灯泡 真的应该当为加热器卖。 它们被误卖了一百多年呀。 这种灯产生大量的热量,却只发出微弱的光。 现在我们有了可以发出亮光 却很少产热的灯泡。 使用 LED灯泡比旧式白炽灯泡, 节省 85%的电费。 最棒的是,它们的使用寿命 可以超过20年。 所以好好想想吧! 二十年里,你可能换了七八次手机。 如果在这个大厅的话,你会换得更勤。 二十年里,你可能换了一次或者三四次你的车。 二十年里,你的孩子可能开始上学了,可能去了大学, 可能离家独立,可能有了他们自己的孩子,然后, 可能带着你的孙子来看你呢。 但二十年里,你却从来不用换灯泡。 所以说, LED灯泡很神奇。 我们要做的 不是要高价卖LED灯泡, 慢慢把所有旧灯泡, 卤素和荧光灯管赶下舞台。 我们决定在未来两年间, 我们自己将不再生产卤素和荧光灯管。 我们将全力以赴来做这件事。 这是一个商家需要做的,全力以赴地, 投入百分百的精力。 因为停止对老式产品的投资, 只对新产品投资,就可以降低成本。 利用你自己的供应链和创造力 你就可以把价格降到人们可以接受的程度, 生产出最好的灯泡让顾客节省能源。
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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.
它不仅仅是顾客们家里的一个产品。 我们得想想产品的 原材料。 很显然我们可以 使用再生材料, 让我们能够做到零浪费, 还能将产品重新利用。 但我们的生活仍然离不开自然、离不开原材料。 就说棉花吧。 棉花可是个好东西。可能在座的很多人 正穿着棉质衣服。 棉花是非常棒的纺织原材料。 但是生产棉花的过程却很脏。 棉花的生产需要大量的农药、 化肥和水。 我们与其他人合作, 与其他企业和非政府组织合作, 提出了“更好棉花倡议”。 直接和生产棉花的农场合作, 让用水量减半, 让化学投入减半, 提高产量。其实一些低收入农场 60%的投资都是在 购买 化学进口产品上。 产量提高,同时你的投入可以减半。 棉农可以摆脱贫困。他们喜欢这样的方案。 已经有成千上万的棉农 脱贫了。 我们现在呢,就有了60%更优质的棉花来生产产品。 这一次,我们还是全力以赴。 到2015 年,我们会 100%的更优质棉花。
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.
我们实际上确实是把100%作为目标。 有时人们会觉得 是很难做到100%的。 在工作中我们也有过这样的讨论。 实际上,我们发现做到100%要比 做到90%或 50%更容易。 如果你以 90%为目标, 工作环节中的每个人可以为 不足的那10%找到托辞。 如果是 100%,这就很清楚明了了, 从业人员就喜欢清楚明了。 因为这就是需要你把该干的干好。
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.
就拿木材来说,我们知道, 说到林业,它是一个选择的问题。 你可以选择非法砍伐, 目前森林砍伐的规模仍然很大。 你可以选择积极负责任地发展林业, 让我们引以自豪。 它真的是一个简单的选择。我们一直努力地 与森林管理委员会以及 和成千上万的其他组织合作了很多年。 因为我们有合作上的共识。 所以在数百的非政府组织、 森林工人工会和很多企业的帮助下, 森林管理委员会得以创立。 森林管理委员会制定林业标准, 审查林业资源的利用情况。 我们大家一起,通过我们的供应链 和合作伙伴,我们已经管理认定了 3500 万公顷的森林资源。 这是一个德国国土的面积。 我们决心在未来的三年, 把认证的森林资源面积提高一倍。 我们会把这个政策贯彻到我们整个的运营中。 对这样的问题态度坚决。 用你的供应链做有益的事,
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.
这样做,对你的生意也有益。 我觉得有些事情就是这样明确的。 我们知道我们会在未来的二三十年里一直使用电力资源。 我们也知道太阳一直在那儿照耀着我们, 在未来的二三十年里,风也还会不知地吹着。 那我们为什么不利用来自太阳和风的能量呢? 为什么我们不好好地利用它们呢? 所以我们要利用100%的可再生资源。 到2020 年,我们会生产出 比我们业务所消耗的更多的再生能源。 在我们的零售店,我们自己的工厂, 还有我们的配送中心。 到目前为止,我们安装了三十万个太阳能电池板。 在六个国家,我们还自己拥有并经营十四个风力发电场。 我们的工作还没有结束。 我们来想想太阳能电池板。 使用一个太阳能电池板七八年,你就可以挣回本金。 而电是免费的。 每次太阳一出来, 电就是免费的。 所以这对我们的执行总裁来说是一件好事, 不只是专注于可持续性发展的人, 其实每个企业都可以这样做。
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.
然后我们要放眼我们公司运营以外的事。 我想所有人都会同意, 现在的企业需要对给自己的供应商 带来的影响负责任。 幸运的是,现在很多企业, 都制定了管理和审核其供应商的规范。 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。 宜家实际上是在 90 年代开始这样做的。 我们发现了 我们的供应商有可能在雇佣童工。 公司里的人都感到很震惊。 很显然这是完全不能接受的,所以必须要采取行动。 后来一个管理规范就因此出炉了。 我们现在在全世界一共有80个审核员, 在保障我们工厂里面 日常工作环境的安全和可靠, 保护工人的人权, 确保我们工厂里没有雇佣童工。
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.
确保没有雇佣童工 不是一件简单的事。 应该说我们现在做得还不够。 我觉得大家都同意,儿童 是这个世界上最重要的人群, 最容易受到伤害。 那么我们现在的企业需要怎样做 能充分利用整个的运营体系 来给孩子们提供一个更优质的生活环境, 来保护儿童的权利呢? 我们一直与儿童基金会和“拯救儿童”项目合作, 来开发新的企业准则 保护儿童权利。 越来越多的企业 都在这些准则上签了字。 但实际上,在一项调查中许多企业的带头人 不认为他们的业务与孩子有关。 所以我们决定要做的是,和比我们更了解情况的合作伙伴 共同审视并反思 这些棘手的问题。 思考我们除了业务以外,还可以做什么 来帮助改善儿童的生活? 我们也有一个基金会 致力于与合作伙伴携手 到2015年帮助改善 1 亿儿童的生活质量和儿童权益。
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?
你听过这样的话吧, 你可以控制你能衡量的东西。 是呀,我们确实衡量我们真正关心的事务。 如果你不在心里衡量这些东西, 你就不会在乎,你也就不知道(事情的发展)。 所以让我们举一个例子,在心里衡量(是非曲直) 在企业运营中是很重要的。 是不是到了企业该做到 男女同工同酬的时候了?
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(掌声)
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.
我们知道我们宜家的一万七千名经理人 目前有47%是女性。 但这还不够,我们想缩小(男女员工)比例上的差距, 上到高级管理层,全面实现这一目标。 我们不想再等上几百年。 所以,我们这个星期在宜家, 启动了一个女性开放网络。 我们会竭尽全力来引领这样的转变。 我在这里要传达的信息是, 衡量你真正关心的事务和引领这样的转变, 不要等上一百年。
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.
我们已经把可持续发展 从“该做的好事”变成“必须做的事”。确实是“必须做的事”。 这是件好事,但是它也必须要做。 我们每个人作为个体都可以做些什么的, 成为一名挑剔的消费者。 用你们的钱包投票。 搜索出 那些关心可持续发展的公司。 当然,已经有其他的企业开始了他们的行动。 我刚才提到过可再生能源。 你应该选择谷歌或者乐高 他们也在 100%地利用可再生能源。 以和我们相同的方式。 有些公司有很好的可持续发展战略, 像耐克、 巴塔哥尼亚、 添柏岚和玛莎百货这些公司。 我不认为任何这些企业会说 他们很完美。我们当然不会。 我们也会在前进中犯错误, 但重要的是要有一个明确的方向,做到透明公开, 与合适的合作伙伴互通有无, 然后在重大事务上做领头人。
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.
所以如果你是商业领袖, 如果你还没有在你的工作重心里 贯彻可持续性发展, 我恳请你这样做。 我们携手,可以帮助创建 一个可持续发展的世界, 并且,如果我们做得对, 我们可以使可持续发展 使很多人都负担得起, 而不是只为了少数的有钱人。
Thank you.
谢谢。
(Applause)
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