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百事前董事长:“修复地球”终会实现

百事前董事长:“修复地球”终会实现

卢英德(Indra Nooyi) 2020年10月13日
在新冠疫情中,企业充分显示了创新能力,这同样可以应用于解决气候变化问题。

图片来源:MARLA AUFMUTH—GETTY IMAGES

今年世界各地的封锁中出现了一种说法,即新冠病毒导致人类付出的代价让大自然获益,因为人类旅行变少,消耗变少,更多人也重新认识了我们赖以生存的星球。

在印度,由于工业、交通和旅游业停滞,人们发现空气质量,尤其是市区空气大幅度改善。30年来人们第一次能够从旁遮普地区看到喜马拉雅山,这相当出人意料。

然而,令人遗憾的是,碳排放量下降对地球状况影响不大。联合国称,由于不可持续的消费和生产模式持续存在,气候变化速度比预期中快得多。尽管排放量暂时下降,世界仍然无法实现2015年《巴黎协定》设置的目标,即全球气温增幅远低于2摄氏度。如果现在不采取行动,人类对地球造成的伤害将不可逆转。

尽管时间短,挑战又十分严峻,但我仍然满怀希望。

今年,疫情暴露了社会的脆弱性之后,私营部门经常提供创新的解决办法。举例来说,美国服装行业企业重组供应链,从制作T恤衫转变为提供给医护人员的口罩,丹麦航运巨头马士基也调整业务,为丹麦和瑞典供应个人防护用品。

不断提高和挑战现状的公司广受赞誉,也赢得了忠诚。结果是人们对企业及其领导人的期望发生了巨大转变。

2006年我接任百事可乐公司首席执行官时,决定改变整体商业模式,变得更可持续,也要寻找创新方式尽量减少对环境的影响,还要确保财务状况良好。我们的“目的性绩效”倡议主要强调三个重点领域,即人、绩效和地球,确保整体经营、全价值链以及整个食品和饮料行业所有活动都要贯彻可持续精神。

这一点要做到并不容易,我面临的阻力巨大。但随着时间推移,公众对企业为保护宝贵资源发挥作用的呼声益发强烈,抵制逐渐转变为热情的支持。

企业在改变消费者行为方面发挥着关键作用,因为企业可以实际推动它。如果百事等公司改变模式,减少用水,使用更多可回收包装,那么消费者购买此类产品就能够帮助保护环境。

不过企业也需要拉动因素激励相关调整。企业需要消费者有意拒绝购买破坏环境的商品。如果消费者用钱包投票从而迫使企业改变,百事的目标就更容易实现。如今消费者比以前更直接表达喜好发挥拉动因素,但仍然有进一步推动的空间。

创新必须成为调整的核心。不仅要将气候责任当成商业模式核心,关键在于更加勇敢、培养新创新、倡导新想法。

私营部门不能单方面推进,要与个人和组织展开全方位的合作,利用新一代思想家、领导者和梦想家的才能共同修复地球。

我之所以能够保持乐观,主要因为世界从未像现在这样意识到问题,企业也前所未有地意识到它们可以为解决方案做出贡献。消费者找到了发声渠道,从摩根大通到微软到贝莱德,各界企业都在采取行动。如果董事会希望保持客户的忠诚,就必须接受变革。我们正身处转折点,希望只要人们不断地推动和拉动,全球规模的大变革就有望实现!

我荣幸地担任价值5000万英镑的“修复地球奖”理事会成员,该奖项由英国威廉王子和全球不同地区领导者负责,宗旨是激励变革并推动新的创造性解决方案从而拯救地球。

未来10年里,每年将颁发五个100万英镑的奖项,有望在2030年前为全世界最大的环境问题提供至少50个可选解决方案。获奖方案可以是新技术、新系统、新政策或新解决方案,能够来自世界任何地方。

我相信,该奖项可能提供真正的动力,为新崛起的私营部门提供全球性平台,通过激发新思想、培养人才、最大限度地发挥影响,采取规模化的解决方案,在拯救地球方面发挥重要作用。

我们正面临十字路口。老生常谈和空口许诺的时代已经结束。我们要为子孙后代创造更美好的星球,企业界应当率先与“修复地球奖”之类的项目合作,推动积极乐观且追求实效的全球性活动。(财富中文网)

卢英德是百事公司前董事长兼首席执行官。

译者:夏林

今年世界各地的封锁中出现了一种说法,即新冠病毒导致人类付出的代价让大自然获益,因为人类旅行变少,消耗变少,更多人也重新认识了我们赖以生存的星球。

在印度,由于工业、交通和旅游业停滞,人们发现空气质量,尤其是市区空气大幅度改善。30年来人们第一次能够从旁遮普地区看到喜马拉雅山,这相当出人意料。

然而,令人遗憾的是,碳排放量下降对地球状况影响不大。联合国称,由于不可持续的消费和生产模式持续存在,气候变化速度比预期中快得多。尽管排放量暂时下降,世界仍然无法实现2015年《巴黎协定》设置的目标,即全球气温增幅远低于2摄氏度。如果现在不采取行动,人类对地球造成的伤害将不可逆转。

尽管时间短,挑战又十分严峻,但我仍然满怀希望。

今年,疫情暴露了社会的脆弱性之后,私营部门经常提供创新的解决办法。举例来说,美国服装行业企业重组供应链,从制作T恤衫转变为提供给医护人员的口罩,丹麦航运巨头马士基也调整业务,为丹麦和瑞典供应个人防护用品。

不断提高和挑战现状的公司广受赞誉,也赢得了忠诚。结果是人们对企业及其领导人的期望发生了巨大转变。

2006年我接任百事可乐公司首席执行官时,决定改变整体商业模式,变得更可持续,也要寻找创新方式尽量减少对环境的影响,还要确保财务状况良好。我们的“目的性绩效”倡议主要强调三个重点领域,即人、绩效和地球,确保整体经营、全价值链以及整个食品和饮料行业所有活动都要贯彻可持续精神。

这一点要做到并不容易,我面临的阻力巨大。但随着时间推移,公众对企业为保护宝贵资源发挥作用的呼声益发强烈,抵制逐渐转变为热情的支持。

企业在改变消费者行为方面发挥着关键作用,因为企业可以实际推动它。如果百事等公司改变模式,减少用水,使用更多可回收包装,那么消费者购买此类产品就能够帮助保护环境。

不过企业也需要拉动因素激励相关调整。企业需要消费者有意拒绝购买破坏环境的商品。如果消费者用钱包投票从而迫使企业改变,百事的目标就更容易实现。如今消费者比以前更直接表达喜好发挥拉动因素,但仍然有进一步推动的空间。

创新必须成为调整的核心。不仅要将气候责任当成商业模式核心,关键在于更加勇敢、培养新创新、倡导新想法。

私营部门不能单方面推进,要与个人和组织展开全方位的合作,利用新一代思想家、领导者和梦想家的才能共同修复地球。

我之所以能够保持乐观,主要因为世界从未像现在这样意识到问题,企业也前所未有地意识到它们可以为解决方案做出贡献。消费者找到了发声渠道,从摩根大通到微软到贝莱德,各界企业都在采取行动。如果董事会希望保持客户的忠诚,就必须接受变革。我们正身处转折点,希望只要人们不断地推动和拉动,全球规模的大变革就有望实现!

我荣幸地担任价值5000万英镑的“修复地球奖”理事会成员,该奖项由英国威廉王子和全球不同地区领导者负责,宗旨是激励变革并推动新的创造性解决方案从而拯救地球。

未来10年里,每年将颁发五个100万英镑的奖项,有望在2030年前为全世界最大的环境问题提供至少50个可选解决方案。获奖方案可以是新技术、新系统、新政策或新解决方案,能够来自世界任何地方。

我相信,该奖项可能提供真正的动力,为新崛起的私营部门提供全球性平台,通过激发新思想、培养人才、最大限度地发挥影响,采取规模化的解决方案,在拯救地球方面发挥重要作用。

我们正面临十字路口。老生常谈和空口许诺的时代已经结束。我们要为子孙后代创造更美好的星球,企业界应当率先与“修复地球奖”之类的项目合作,推动积极乐观且追求实效的全球性活动。(财富中文网)

卢英德是百事公司前董事长兼首席执行官。

译者:夏林

One of the narratives emerging from the lockdowns that have taken place around the world this year is that the human cost of the coronavirus is nature’s gain, as we have traveled less and consumed less, and more of us have reacquainted ourselves with our natural habitat.

In India, we saw a large improvement in air quality, especially in urban areas, as industries, transportation, and tourism stalled. Remarkably, the Himalayas were visible from Punjab for the first time in 30 years.

Sadly, though, the drops in carbon emissions had little impact on the health of the planet. According to the UN, the climate is changing much faster than anticipated as unsustainable consumption and production patterns persist. Despite the temporary decline in emissions, the world is not on track to meet the targets in the 2015 Paris agreement to keep the global temperature increase well below 2 degrees Celsius. If we don’t act now, the harm that we are doing to the planet will be irreversible.

But despite the scale of the challenge ahead in a short space of time, I still have cause for hope.

This year, as the pandemic exposed the fragility of our societies, it was the private sector that often provided innovative solutions. For example, private firms across the U.S. clothing industry reorganized supply chains to switch production from T-shirts to masks for emergency workers, and Danish shipping giant Maersk altered its operations to supply PPE for Denmark and Sweden.

Companies that stepped up and challenged their own status quo won praise and loyalty. This has resulted in a dramatic shift in the expectation people have of the role of business and its leaders.

As CEO of PepsiCo in 2006, I decided that we needed to change our entire business model to be more sustainable, and to deliver positive financial performance by finding innovative ways to minimize our impact on the environment. Our Performance with Purpose initiative was introduced with three main focus areas—people, performance, and planet—ensuring that sustainability was informing all of our activity across our operations, value chain, and the food and beverage industry at large.

It wasn’t easy, and I faced significant resistance. But gradually, over time, as the public increasingly clamored for businesses to play their part in protecting our precious resources, that resistance changed to enthusiastic support.

Businesses have a crucial role to play in changing consumer behavior: the push factor. If companies like PepsiCo change their model to use less water and more recyclable packaging, then by purchasing these products, consumers are helping to protect the environment.

But businesses also need the pull factor to help incentivize that change. They need consumers to purposefully not buy things that damage the environment. Our goals at PepsiCo would have been far easier to achieve if our consumers had voted with their wallets and forced us to change. Consumers are exercising this pull factor more vocally than before, but they also have some way to go.

Innovation must be at the heart of this change. It is not just about putting climate responsibility at the heart of business models; it’s also about companies being braver, fostering new innovations, and championing new ideas.

But the private sector cannot do this unilaterally. Businesses need to work with individuals and organizations across the board, harnessing the talents of a new generation of thinkers, leaders, and dreamers to help repair the Earth.

The reason I’m an optimist is that never before has the world been so aware of a problem and businesses so aware that they are part of the solution. Consumers have found their voice, and businesses—from JPMorgan Chase to Microsoft to BlackRock—are acting. Board members have to embrace change if they are to keep their customers loyal. We’re at a tipping point, and I’m hopeful that massive, global change is possible—as long as we keep pushing and pulling!

I have the honor of serving as a member of the Earthshot Prize Council, a new 50-million-pound-sterling global prize for the environment led by Prince William and a team of leaders from different parts of the world, which aims to incentivize change and drive a new wave of creative solutions that will save the planet.

By awarding five 1-million-pound prizes each year for the next 10 years, it will help provide at least 50 potential solutions to the world’s greatest environmental problems by 2030. These can be new technologies, systems, policies, or solutions and can come from anywhere in the world.

I believe that this prize has the potential to create real impetus and to provide a global platform for a newly galvanized private sector that will play an essential role in repairing the planet, by fostering new ideas, nurturing talent, maximizing impact, and taking solutions to scale.

We are at a crossroads. The time for platitudes and promises is over. We must create a better planet for future generations, and business must be at the vanguard, partnering with projects like the Earthshot Prize to create a movement rooted in optimism and achievement.

Indra K. Nooyi is the former chairman and CEO of PepsiCo.

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