ABOUT THE SPEAKER
Steve Howard - Corporate innovator
Steve Howard leads the sustainability effort at Ikea, helping the low-price-furniture giant to bring sustainable products to millions of people.

Why you should listen

More than 690 million people visited an Ikea store in 2012; the company sold €27 billion worth of low-priced sofas, lamps, bookshelves and other goods (including €1.3 billion just in food) from more than 1,000 suppliers. Steve Howard, the chief sustainability officer, is charged with making that supply chain, and the company's 298 stores and almost 3,000 products, live more lightly upon the earth.
 
Coming to Ikea from the nonprofit consultancy Climate Group, Howard has embraced the challenge of working with a single big company, and the improvements he's made so far include helping farmers grow more-sustainable cotton around the world, remaking classic products to use fewer parts, and investing €1.5 billion through 2015 in renewable energy sources, notably wind and solar. (Like the rollout in the UK of Ikea solar panel systems for the home.) And if you've been to an Ikea lately, you probably already know this, through signs and explainers posted all over the store. Telling the story of sustainability is key, Howard believes, as companies like his become agents of transformative change. As he says: "I don't think we've fully realized the extent to which sustainability is going to shape society and the business landscape over the next couple of decades."

More profile about the speaker
Steve Howard | Speaker | TED.com
TEDGlobal 2013

Steve Howard: Let's go all-in on selling sustainability

Steve Howard: 全心全力推動可持續發展

Filmed:
1,192,585 views

宜家家居嘅藍色大廈外面出現咗好多太陽能板同風力發電機;裡面,就有好多 LED 燈同可循環再用嘅棉花。點解咁嘅呢?正如 Steve Howard 所講,可持續發展已經由「做下都無妨」轉變成「必須要做」。Steve Howard 係呢個大型傢俬店嘅可持續發展主管,佢想公司賣環保產品同行環保嘅路。環保嘅路唔止係公司,佢仲想全世界消費者都係。同時佢挑戰世界大企業做環保工作。
- Corporate innovator
Steve Howard leads the sustainability effort at Ikea, helping the low-price-furniture giant to bring sustainable products to millions of people. Full bio

Double-click the English transcript below to play the video.

00:12
I've spent my life working工作 on sustainability不過持續性.
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我一世人都係為可持續發展工作
00:15
I set設置 up a climate氣候 change NGONgo
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我成立咗一個關注
氣候變化嘅非牟利組織
00:17
called The Climate氣候 Group.
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叫氣候組織
00:18
I worked工作 on forestry林業 issues個問題 in WWF世界自然基金會.
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我曾經係世界自然基金會
做過林業嘅工作
00:21
I worked工作 on development發展 and agriculture農業 issues個問題
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我曾經喺聯合國組織
做過發展同農業嘅工作
00:23
in the U.N. system系統.
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00:25
About 25 years in total,
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經過一共 25 年嘅工作
00:27
and then three years ago, I found發現 myself自己 talking講嘢 to
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三年前,我同宜家家居嘅總裁講
00:30
IKEA's宜家嘅 CEOCeo about joining加入 his team團隊.
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想加入佢嘅隊伍
00:33
Like many好多 people here, well,
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好似在座各位一樣
我想對世界有最大嘅影響
00:35
I want to maximize最大化 my personal impact影響 in the world世界,
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00:39
so I'm going to explain解釋 why I joined加入 the team團隊 there.
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我會解釋點解我加入嗰個隊伍
00:44
But first, let's just take three numbers數字.
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但首先,等我哋睇下三個數字
00:47
The first number數量 is three:
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第一個數字係三
00:49
three billion people.
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代表三十億人
00:50
This is the number數量 of people joining加入
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呢個數字表示到 2030 年
00:52
the global全球 middle中間 class by 2030,
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全球將會有三十億人脫離貧窮
00:54
coming out of poverty貧困.
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加入中產階級
00:55
It's fantastic夢幻般 for them and their佢哋 families家庭,
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對於佢哋同佢哋家人嚟講,係非常好
00:58
but we've我哋都 got two billion people in the global全球 middle中間 class today今日,
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但全世界已經有二十億中產人士
01:01
and this swells膨脹 that number數量 to five,
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所以總數會增加到五十億
01:03
a big challenge挑戰 when we already have resource資源 scarcity稀缺.
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喺我哋資源缺乏下,情況更加嚴峻
01:06
The second第二 number數量 is six:
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第二個數字係六
01:08
This is six degrees centigrade攝氏度,
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六表示温度
01:10
what we're headingtitle towards in terms條款 of global全球 warming變暖.
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指全球變暖嘅温度
01:13
We're not headingtitle towards one degree程度 or three degrees
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我哋唔係增加一度、三度或者四度
01:15
or four degrees, we're headingtitle toward six degrees.
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而係增加六度
01:17
And if you think about it, all of the weird奇怪 weather天氣
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當你認真諗下,我哋係過去幾年
01:20
we've我哋都 been having the last few幾個 years,
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所經歷嘅極端天氣
01:22
much of that is due由于 to just one degree程度 warming變暖,
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大部分都只係因為一度
01:24
and we need CO有限公司2 emissions排放 to peak峰值
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就算我哋想全球
二氧化碳排放量減少
01:27
by the end結束 of this decade同你十年 globally全球
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都要等呢個十年結束之前
達到最高峰
01:29
and then come down.
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先至可以回落
01:31
It's not inevitable必然, but we need to act行為 decisively果斷.
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呢個唔係無可避免,但我哋要果斷行動
01:35
The third第三 number數量 is 12:
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第三個數字係十二
01:36
That's the number數量 of cities城市 in the world世界
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即係我阿嫲出世嗰陣
01:38
that had a million or more people
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世界上擁有一百萬
或以上人口嘅城市數量
01:40
when my grandmother祖母 was born出生.
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01:41
You can see my grandmother祖母 there.
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你可以見到我阿嫲係度
01:43
That was in the beginning初時 of the last century世紀.
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講緊係上個世紀頭嘅時候
只有十二個城市
01:45
So just 12 cities城市. She was born出生 in Manchester曼徹斯特, England英國,
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我阿嫲喺曼徹斯特出世
01:47
the ninth largest最大 city城市 in the world世界.
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曼徹斯特係嗰時
全世界第九大城市
01:49
Now there are 500 cities城市, nearly,
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但全世界而家就有大概五百個
01:52
with a million people or more in them.
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一百萬或以上人口嘅城市
01:54
And if you look at the century世紀 from 1950 to 2050,
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當你睇返 1950 年
到 2050 年嘅一百年間
01:57
that's the century世紀 when we build建立 all the world's世界嘅 cities城市,
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喺呢段時間裏面
我哋起咗全世界所有城市
02:01
the century世紀 that we're in the middle中間 of right now.
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而我哋正處於呢一百年嘅中間
02:03
Every other century世紀 was kind一種 of practice實踐,
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每一個世紀都好似有一樣嘢要做
02:06
and this lays奠定 down a blueprint藍圖 for how we live.
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呢個世紀就係我哋定下
下一幅生活藍圖
02:11
So think about it.
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諗下啦
02:13
We're building建築 cities城市 like never before,
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我哋前所未有咁起城市
02:16
bringing people out of poverty貧困 like never before,
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前所未有咁令人脫離貧窮
02:18
and changing the climate氣候 like never before.
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同時前所未有咁改變氣候
02:21
Sustainability不過持續性 has gone from a nice-to-do好做
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可持續發展已經由「做下都唔錯」
02:24
to a must-do一定要做.
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變成「必須要做」
02:25
it's about what we do right here, right now,
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關乎到我哋而家
同埋我哋工作裡面要做嘅嘢
02:28
and for the rest休息 of our working工作 lives生活.
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02:32
So I'm going to talk a little bit about
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所以我會講下企業可以做乜
02:34
what business業務 can do
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02:35
and what a business業務 like IKEA宜家 can do,
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同埋好似宜家咁嘅企業可以做乜
02:37
and we have a sustainability不過持續性 strategy策略
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我哋有一個可持續發展策略
02:40
called "people and planet星球 positive積極"
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叫「人類同地球嘅希望」
02:42
to help guide指導 our business業務 to have a positive積極 impact影響 on the world世界.
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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?
02:46
Why would we not want to have a positive積極 impact影響
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02:48
on the world世界 as a business業務?
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02:51
Other companies公司 have sustainability不過持續性 strategies策略.
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其他公司亦都有
可持續發展嘅策略
02:53
I'm going to refer to some of those as well,
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我會講其中一啲策略
02:55
and I'm just going to mention提到 a few幾個
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我只會講當中嘅一啲承諾
02:56
of the commitments承諾 as illustrations插圖 that we've我哋都 got.
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02:59
But first, let's think of customers客戶.
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但首先,等我哋諗下消費者
03:01
We know from asking問吓 people from China中國 to the U.S.
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我哋訪問中國同美國嘅人
03:05
that the vast巨大 majority大多數 of people care護理 about sustainability不過持續性
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佢哋大部分人面對日常問題之餘
03:08
after the day-to-day日常 issues個問題,
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都會關心可持續發展
03:10
the day-to-day日常 issues個問題 of, how do I get my kids孩子 to school學校?
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日常問題指,點樣送我嘅細路返學?
03:13
Can I pay支付 the bills條例草案 at the end結束 of the month?
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我月尾還唔還得曬帳單?
03:15
Then they care護理 about big issues個問題 like climate氣候 change.
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之後佢哋就關心大問題,例如氣候變化
03:18
But they want it to be easy容易, affordable實惠 and attractive吸引力,
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但希望解決方法會簡單
可以負擔得到同吸引
03:22
and they expect期望 business業務 to help,
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佢哋希望企業會幫手
03:24
and they're a little bit disappointed失望 today今日.
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但今時今日,佢哋有啲失望
03:27
So take your mind介意 back and think
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所以我哋返轉頭去諗
第一個環保產品
03:30
of the first sustainable持續 products產品.
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03:31
We had detergents洗滌劑 that could wash your whites白人 grayer格瑞尔.
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我哋嘅洗衣產品
可以將白衫洗成灰色
03:35
We had the early早期 energy-efficient高能效 light bulbs燈泡
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我哋有早期需要五分鐘
去預熱嘅省電膽
03:38
that took five minutes分鐘 to warm溫暖 up
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03:40
and then you were left looking a kind一種 of sickly體弱多病 color顏色.
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而之後你只會睇到一種奇怪嘅顏色
03:43
And we had the rough粗糙, recycled再生 toilet廁所 paper.
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我哋有粗糙、可回收廁紙
03:47
So every time you pulled on a t-shirtt 卹衫,
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所以無論你著上一件襯衫
或者開燈,或者去廁所
03:49
or switched the light on, or went to the bathroom浴室,
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或者三樣一齊做
03:52
or sometimes有時 all three together一起,
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你都會記得可持續發展
指生活上嘅讓步
03:53
you were reminded sustainability不過持續性 was about compromise妥協.
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03:57
It wasn't唔係 a great start初時.
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但咁樣似乎唔係
可持續發展嘅好開始
04:00
Today今日 we have choices選擇.
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今日我哋有各種選擇
04:02
We can make products產品 that are beautiful or ugly樣衰,
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我哋可以將產品做得
好靚或者好醜
04:05
sustainable持續 or unsustainable持續, affordable實惠 or expensive昂貴,
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環保或者唔環保
實惠或者昂貴
04:10
functional功能 or useless無用.
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實用或者無用
04:12
So let's make beautiful, functional功能, affordable實惠,
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所以我哋一齊製造
又靚,又實用
又實惠,又環保嘅產品
04:15
sustainable持續 products產品.
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04:17
Let's take the LED.
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睇下 LED 燈
04:19
The LED is the next best最好 thing to daylight日光.
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LED 係僅次於日光嘅最好發光物體
04:23
The old-fashioned老式 lightbulbs燈泡, the incandescent白熾燈 bulbs燈泡 --
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而舊式燈泡,鎢絲燈膽…
我唔係叫你哋舉手
04:26
I'm not going to ask問吓 for a show顯示 of hands
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04:27
of how many好多 of you still have them in your homes家庭,
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話俾我知你屋企係唔係仲用緊
04:30
wasting嘥晒 energy能源 every time you switch them on --
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每次用都浪費能源,今日之後要換啦咁
04:33
change them after this --
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04:34
or whether係唔係 we have them on the stage階段 here at TED泰德 or not --
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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
04:38
but those old incandescent白熾燈 light bulbs燈泡
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04:41
really should have been sold出售 as heaters加熱器.
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04:44
They were mis-sold錯誤銷售 for more than a hundred years.
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佢哋賣錯咗成過百年
04:46
They produced產生 heat and a little bit of light on the side一邊.
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佢哋發出好少光,但產生大量熱力
04:49
Now we have lights that produce生產 light
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而家我哋嘅燈可以發出好多光
04:51
and a little bit of heat on the side一邊.
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但同時只有非常小嘅熱力
04:53
You save 85 percent百分比 of the electricity電力 with an LED
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LED 燈比傳統鎢絲燈膽慳電 85%
04:55
that you would have done in an old incandescent白熾燈.
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04:58
And the best最好 thing is, they'll佢地會 also last
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最正嘅係,LED 燈可以用超過廿年
04:59
for more than 20 years.
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05:01
So think about that.
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所以諗一諗
05:02
You'll你咪會 change your smartphone智能手機 seven or eight times,
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你會換七至八次手機
05:05
probably可能 more if you're in this audience觀眾.
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呢度嘅觀眾或者換得更加多
05:07
You'll你咪會 change your car架車, if you have one, three or four times.
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如果你有渣車,你一世會換三至四次車
05:09
Your kids孩子 could go to school學校, go to college大學,
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但 LED 唔同
你嘅細路會長大,有自己嘅下一代
05:12
go away and have kids孩子 of their佢哋 own自己, come back,
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然後帶埋佢哋小朋友見你
05:14
bring the grandkids孫子,
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05:15
you'll你咪會 have the same相同 lightbulb燈泡 saving儲蓄 you energy能源.
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但你仲用緊同一個 LED 燈泡
LED 幫你慳咗好多電
05:19
So LEDsLed are fantastic夢幻般.
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所以 LED 燈好正
05:22
What we decided決定 to do
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我哋決定去做嘅嘢
05:23
was not to sell LEDsLed on the side一邊 marked標記 up high
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唔係將 LED 吊高嚟賣
05:26
and continue繼續 to push all the old bulbs燈泡,
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繼續賣舊式燈膽、鹵鎢燈同慳電膽
05:29
the halogens鹵素 and the CFLsCFLs.
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05:31
We decided決定, over the next two years,
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我哋決定,跟住嚟緊呢兩年
05:34
we will ban禁止 the halogens鹵素 and the CFLsCFLs ourselves自己.
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我哋會唔會再賣鹵鎢燈同慳電膽
05:36
We will go all in.
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我哋會盡全力賣 LED
05:37
And this is what business業務 needs需要 to do: go all-in全方位,
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而呢樣係企業需要做:盡全力
05:39
go 100 percent百分比,
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盡百分百嘅力
05:41
because then you stop investing投資 in the old stuff啲嘢,
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因為你唔可以再投資落舊嘢度
05:42
you invest投資 in the new新增功能 stuff啲嘢, you lower降低 costs成本,
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你只有投資新產品,減低成本
05:44
you use your supply供應 chain and your creativity創造力
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利用供應鏈,善用創意
05:47
and you get the prices價格 down so everybody大家 can afford
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令你嘅產品價格下降
令到所有人都買得起最好嘅燈膽
05:49
the best最好 lights so they can save energy能源.
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跟住佢哋就會慳到能源
05:52
(Applause掌聲)
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(掌聲)
05:57
It's not just about products產品 in people's人民 homes家庭.
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唔單止係大家屋企都有嘅產品
06:00
We've我哋都 got to think about the raw原始 materials材料
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我哋同時要諗下產品嘅原材料
06:01
that produce生產 our products產品.
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06:03
Obviously顯然 there's fantastic夢幻般 opportunities機會
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好明顯,回收物料創造好多機會
06:05
with recycled再生 materials材料,
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06:07
and we can and will go zero waste嘥晒.
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我哋可以做到零浪費
06:10
And there's opportunities機會 in a circular循環 economy經濟.
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我哋嘅循環經濟先至會有機遇
06:12
But we're still dependent依賴 on natural自然, raw原始 materials材料.
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但我哋依然依賴自然原料
06:15
Let's take cotton棉花.
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睇下棉花
棉花真係好有用
06:17
Cotton's棉花嘅 brilliant輝煌. Probably可能 many好多 people
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可能在座各位
好多都著棉花嘅衣物
06:19
are wearing穿 cotton棉花 right now.
149
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06:20
It's a brilliant輝煌 textile紡織 in use.
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佢係非常好嘅紡織物
06:22
It's really dirty污糟 in production生產.
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但生產過程就好污糟
06:23
It uses使用 lots of pesticides農藥, lots of fertilizer, lots of water.
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佢用到好多殺蟲劑、化肥、水
06:27
So we've我哋都 worked工作 with others,
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所以我哋同其他人
06:29
with other businesses企業 and NGOsNgo,
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其他企業,同埋非牟利組織合作
06:30
on the Better Cotton棉花 Initiative主動,
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實行「更優質棉花倡議」嘅計劃
06:32
working工作 right back down to the farm農場,
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直接追溯到農場
06:35
and there you can halve減半 the amount of water
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喺嗰度將用水減半
06:36
and halve減半 the chemical化學 inputs輸入,
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化肥減半
06:38
the yields收益率 increase增加, and 60 percent百分比 of the costs成本
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然後產量增加咗
對於收入低嘅棉農嚟講
06:41
of running運行 many好多 of these farms農場
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六成嘅農場經營成本嚟自化肥
06:43
with farmers農民 with low incomes收入
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06:45
can be chemical化學 imports進口.
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06:46
Yields收益率 increase增加, and you halve減半 the input輸入 costs成本.
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收入增加,成本又減半
可以走出貧窮,棉農都好鍾意
06:49
Farmers農民 are coming out of poverty貧困. They love it.
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06:52
Already hundreds數以百計 of thousands數以千計 of farmers農民
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而家我哋已經接觸咗幾十萬嘅農民
06:53
have been reached達到,
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06:55
and now we've我哋都 got 60 percent百分比 better cotton棉花 in our business業務.
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而家我哋六成嘅棉花都係優質
06:57
Again, we're going all-in全方位.
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同樣,我哋盡曬全力
06:59
By 2015, we'll我哋就 be 100 percent百分比 Better Cotton棉花.
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去到 2015
我哋會百分百採用優質棉花
07:02
Take the topic主題 of 100 percent百分比 targets目標, actually講真.
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我哋講下 100% 呢個目標
07:05
People sometimes有時 think that
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大家有時會諗 100% 好難做到
07:07
100 percent's百分比嘅 going to be hard努力,
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07:08
and we've我哋都 had the conversation談話 in the business業務.
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公司裡面都有咁樣嘅講過
07:10
Actually講真, we found發現 100 percent百分比 is easier容易 to do
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實際上,我哋發覺
100% 比 90%
或者 50% 更加容易做到
07:12
than 90 percent百分比 or 50 percent百分比.
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07:14
If you have a 90 percent百分比 target目標,
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如果你嘅目標要做到 90%
07:15
everyone個個都 in the business業務 finds發現 a reason原因
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企業入邊嘅人都會
用盡方法唔做嗰 90%
07:17
to be in the 10 percent百分比.
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07:18
When it's 100 percent百分比, it's kind一種 of clear清楚,
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當目標係 100%,一切清楚
07:22
and businesspeople商人 like clarity清晰,
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商人都鍾意直接了當
因為只有咁,你至會做到個目標
07:25
because then you just get the job工作 done.
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跟住,木材
07:27
So, wood木材. We know with forestry林業, it's a choice選擇.
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我哋知道林業可以有另一個出路
07:30
You've got illegal非法 logging測井
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但而家仍然有非法砍木嘅問題
07:32
and deforestation森林砍伐 still on a very large scale規模,
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森林砍伐依然好多
07:35
or you can have fantastic夢幻般, responsible負責 forestry林業
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或者你可以選用有企業責任
07:37
that we can be proud驕傲 of.
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而我哋都認同嘅林業公司
07:39
It's a simple簡單 choice選擇, so we've我哋都 worked工作
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所以好簡單,我哋同森林管理委員會
07:42
for many好多 years with the Forest森林 Stewardship管理 Council,
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07:44
with literally從字面上 hundreds數以百計 of other organizations組織,
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以及其他過百個組織一齊合作好多年
07:46
and there's a pointD here about collaboration拍檔.
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合作有一個重點
07:49
So hundreds數以百計 of others, of NGOsNgo,
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過百個組織,包括非盈利組織
07:51
of forest森林 workers'工人 ' unions工會, and of businesses企業,
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森林工作者聯盟同埋企業
07:53
have helped幫手 create創建 the Forest森林 Stewardship管理 Council,
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一齊成立咗森林管理委員會
07:55
which sets standards標準 for forestry林業
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制定林業準則
07:57
and then checks檢查 the forestry's林業的 good on the ground地面.
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確保林業健康發展
07:59
Now together一起, through透過 our supply供應 chain,
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通過我哋供應鏈
同埋同合作夥伴一齊
08:02
with partners合作夥伴, we've我哋都 managed管理 to certify證明
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我哋而家認可咗
3,500 萬公頃嘅森林
08:03
35 million hectares公頃 of forestry林業.
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08:06
That's about the size大小 of Germany德國.
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幾乎係德國咁大
08:09
And we've我哋都 decided決定 in the next three years,
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而我哋決定嚟緊三年
08:11
we will double the volume體積 of certified認證 material材料
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我哋公司會用認可原材料多一倍
08:13
we put through透過 our business業務.
202
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2138
08:15
So be decisive決定性 on these issues個問題.
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所以喺環保問題上要果斷
08:17
Use your supply供應 chain to drive驅動 good.
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用自身嘅供應鏈去推動環保
08:19
But then it comes to your operations操作.
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2026
跟住落嚟就係實行
08:21
Some things are certain一定, I think.
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我覺得有啲嘢係好明確
08:24
We know we'll我哋就 use electricity電力 in 20 or 30 years'年 ' time.
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3015
當我哋知道我哋
嚟緊二、三十年仲會用電
08:27
We know the sun太陽 will be shining閃亮 somewhere地方,
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2923
我哋知道太陽會照住某個地方
08:30
and the wind will still be blowing in 20 or 30 years'年 ' time.
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風仍然會喺度
08:33
So why not make our energy能源 out of the sun太陽 and the wind?
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咁點解唔利用太陽同風去發電呢?
08:36
And why not take control控制 of it ourselves自己?
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點解我哋唔控制佢哋呢?
08:38
So we're going 100 percent百分比 renewable再生.
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2360
所以我哋會用 100% 可再生能源
08:40
By 2020, we'll我哋就 produce生產 more renewable再生 energy能源
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到 2020 年
我哋會產生嘅可再生能源
08:43
than the energy能源 we consume消費 as a business業務.
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2020
比我哋公司需要嘅更多
08:45
For all of our stores商店, our own自己 factories工廠,
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1976
喺我哋所有鋪頭、工廠、物流中心
08:47
our distribution分布 centers中心,
216
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1378
我哋已經裝咗三十萬塊太陽能板
08:49
we've我哋都 installed安裝 300,000 solar太陽 panels so far,
217
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2454
08:51
and we've我哋都 got 14 wind farms農場 we own自己 and operate操作
218
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喺 6 個國家有 14 個自己嘅風電場
08:54
in six countries國家, and we're not done yet尚未.
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2627
呢啲都未止
08:57
But think of a solar太陽 panel面板.
220
525500
1784
諗下一塊太陽能板
可以喺七至八年內回到本
08:59
A solar太陽 panel面板 pays支付 for itself本身 in seven or eight years.
221
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2179
09:01
The electricity電力 is free自由.
222
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1493
電仲係要免費
09:02
Every time the sun太陽 comes out after that,
223
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1805
每次太陽出嚟,電都係免費
09:04
the electricity電力 is free自由.
224
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1435
09:06
So this is a good thing for the CFOCfo,
225
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2017
呢樣唔單止
對於提出可持續發展嘅人
09:08
not just the sustainability不過持續性 guy.
226
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對於財務總監嚟講,都係好事
09:10
Every business業務 can do things like this.
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每間公司都可以咁樣做
09:13
But then we've我哋都 got to look beyond超越 our operations操作,
228
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2979
唔止營運,將眼光放遠
09:16
and I think everybody大家 would agree同意
229
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1749
我覺得每個人都會贊成
09:17
that now business業務 has to take full responsibility責任
230
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2372
今時今日嘅企業
需要對供應鏈負全責
09:20
for the impacts影響 of your supply供應 chain.
231
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2204
09:22
Many好多 businesses企業 now, fortunately好彩呀,
232
550494
2316
好彩好多企業而家都有行為守則
同埋對供應鏈嘅審計
09:24
have codes代碼 of conduct進行 and audit審計 their佢哋 supply供應 chains,
233
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2007
09:26
but not every business業務. Far from it.
234
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2046
但唔係每間企業都做到
而且數目遠遠唔夠
09:28
And this came in IKEA宜家 actually講真 in the '90s.
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呢個問題其實喺 90 年代
曾經喺宜家發生過
09:31
We found發現 there was a risk風險
236
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1741
我哋發現供應鏈裡面
有使用童工嘅風險
09:33
of child孩子 labor勞動 in the supply供應 chain,
237
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2002
09:35
and people in the business業務 were shocked震驚.
238
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2510
而公司裡面嘅人都好震驚
09:37
And it was clearly清楚 totally完全 unacceptable無法接受, so then you have to act行為.
239
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好明顯呢種情況係接受唔到
所以就要行動
09:40
So a code代碼 of conduct進行 was developed開發,
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於是制訂行動守則
09:43
and now we have 80 auditors核數師 out in the world世界
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而呢家我哋全世界有 80 個審計員
09:46
every day making決策 sure all our factories工廠
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2031
每日確保我哋所有工廠
都有好嘅工作環境
09:48
secure安全 good working工作 conditions條件
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2284
09:50
and protect保護 human人類 rights權利
244
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同埋保障到人權
09:51
and make sure there is no child孩子 labor勞動.
245
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2261
確保無童工
但唔係話確保無童工咁簡單
09:54
But it's not just as simple簡單 as making決策 sure
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09:56
there's no child孩子 labor勞動.
247
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2032
09:58
You've got to say that's not enough today今日.
248
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2200
你要知道今時今日咁樣仲未夠
我覺得我哋都會同意
10:00
I think we'd我哋會 all agree同意 that children孩子
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兒童係世界上最重要
又係最易受到傷害嘅一班人
10:02
are the most important重要 people in the world世界
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2196
10:04
and the most vulnerable脆弱.
251
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1897
10:06
So what can a business業務 do today今日
252
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2248
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
10:08
to actually講真 use your total value價值 chain
253
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1884
10:10
to support支持 a better quality質素 of life
254
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2279
10:13
and protect保護 child孩子 rights權利?
255
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1588
同保護兒童權益呢?
10:14
We've我哋都 worked工作 with UNICEF聯合國兒童基金會 and Save the Children孩子
256
602706
2297
我哋同聯合國兒童基金會
同救助兒童會合作
10:17
on developing發展 some new新增功能 business業務 principles原則
257
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針對兒童權益制定新嘅商業守則
10:19
with children's兒童 rights權利.
258
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1465
愈嚟愈多企業簽署呢個守則
10:20
Increasing增加 numbers數字 of businesses企業
259
608943
1817
10:22
are signing簽署 up to these,
260
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1520
但一個調查發現,好多企業老闆
10:24
but actually講真 in a survey調查, many好多 business業務 leaders領導人
261
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2463
10:26
said they thought their佢哋 business業務 had nothing to do with children孩子.
262
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2867
覺得佢哋企業同兒童毫無關係
10:29
So what we decided決定 to do was, we will look
263
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3499
所以我哋決定
同知得比我哋多嘅合作夥伴一齊
10:33
and ask問吓 ourselves自己 the tough艱難 questions個問題
264
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1561
10:34
with partners合作夥伴 who know more than us,
265
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2064
問自己最難嘅問題︰
10:36
what can we do to go beyond超越 our business業務
266
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2957
我哋點樣先可以喺企業以外
10:39
to help improve提高 the lives生活 of children孩子?
267
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1842
幫到兒童提升佢哋嘅生活質素?
10:41
We also have a foundation基礎
268
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1819
我哋有一個基金
承諾同合作夥伴一齊
10:43
that's committed承諾 to work through透過 partners合作夥伴
269
631352
1895
10:45
and help improve提高 the lives生活 and protect保護 the rights權利
270
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2623
喺 2015 年之前幫一億兒童
改善生活同維護權益
10:47
of 100 million children孩子 by 2015.
271
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2867
10:50
You know the phrase短語,
272
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1676
你哋有冇聽過
10:52
you can manage管理 what you measure措施?
273
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3378
「你能夠管理你檢討嘅嘢」?
10:55
Well, you should measure措施 what you care護理 about.
274
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4650
其實你應該檢討你關心嘅嘢
11:00
If you're not measuring測量 things,
275
648441
1549
如果你唔檢討
11:01
you don't care護理 and you don't know.
276
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2744
表示你唔關心,亦唔會了解
11:04
So let's take an example例子, measure措施 the things
277
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2169
舉個例,檢討對企業重要嘅野
11:06
that are important重要 in your business業務.
278
654903
2157
係咪時候男同女都可平等
一齊領導企業呢?
11:09
Isn't it about time that businesses企業
279
657060
2283
11:11
were led equally同樣 by men男人 and women婦女?
280
659343
2978
(掌聲)
11:14
(Applause掌聲)
281
662321
2983
11:17
So we know for our 17,000 managers經理 across IKEA宜家
282
665304
5142
宜家一萬七千個經理裡面
11:22
that 47 percent百分比 are women婦女 today今日,
283
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2964
47% 係女性
11:25
but it's not enough, and we want to close關閉 the gap差距
284
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2396
但仲未夠,而我哋希望縮小差距
11:27
and follow遵循 it all the way through透過 to senior高級 management管理.
285
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2287
兼且一路實行到管理層
11:30
And we do not want to wait another另一個 hundred years.
286
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2846
我哋唔想再等多一百年
11:32
So we've我哋都 launched推出 a women's婦女嘅 open打開 network網絡
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680939
2959
所以宜家今個星期
搞咗個女性公開交流嘅活動
11:35
this week in IKEA宜家,
288
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1525
我哋為咗改變,會做任何嘅嘢
11:37
and we'll我哋就 do whatever無論 it takes to lead導致 the change.
289
685423
2176
11:39
So the message消息 here is,
290
687599
1415
所以訊息係︰
諗下你關心嘅嘢,然後改變嗰樣嘢
11:41
measure措施 what you care護理 about and lead導致 the change,
291
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2384
唔好再等一百年啦
11:43
and don't wait a hundred years.
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11:46
So we've我哋都 gone from sustainability不過持續性
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我哋嘅可持續發展
11:48
being a nice-to-do好做 to a must-do一定要做. It's a must-do一定要做.
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由以前「做下都幾唔錯」
到家下「必須做」
11:54
It's still nice to do, but it's a must-do一定要做.
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做係好嘅,同埋必須要做到
11:57
And everybody大家 can do something on this as an individual.
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每個人都可以以個人身份出一分力
12:02
Be a discerning識別 consumer消費者.
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做一個有辨別能力嘅消費者
12:04
Vote投票 with your wallets銀包.
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用你嘅銀包去表態
12:06
Search搜尋 out the companies公司
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幫襯嗰啲有實際行動嘅公司
12:08
that are acting代理 on this.
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12:10
But also, there are other businesses企業 already acting代理.
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但同時,已經有好多企業坐言起行
12:13
I mentioned提到 renewable再生 energy能源.
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我提過可再生能源
12:16
You go to Google谷歌 or Lego,
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你去 Google 或者 Lego 公司
12:18
they're going 100 percent百分比 renewable再生 too,
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佢哋已經做緊百分百可再生能源
12:20
in the same相同 way that we are.
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就好似我哋咁
12:22
On having really good sustainability不過持續性 strategies策略,
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至於有好好可持續發展策略嘅公司
12:25
there are companies公司 like Nike耐克, Patagonia巴塔哥尼亚,
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好似 Nike、Patagonia
Timberland、瑪莎等企業
12:28
Timberland林地, Marks標誌著 & Spencer斯宾塞.
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12:30
But I don't think any of those businesses企業 would say
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但我唔覺得上邊提及嘅
任何一間公司
12:32
they're perfect完美. We certainly梗係 wouldn't唔會.
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會話自己係完美,我哋亦唔會
12:35
We'll我哋就 make mistakes錯誤 going forward向前,
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我哋喺前進過程裏面都會犯錯
12:37
but it's about setting設置 a clear清楚 direction方向, being transparent透明,
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但更重要係有
清晰嘅方向、透明度
12:39
having a dialogue對話 with the right partners合作夥伴,
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同適當嘅夥伴有溝通
12:41
and choosing選擇 to lead導致 on the issues個問題 that really count計數.
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同埋幫手解決真正重要嘅問題
12:46
So if you're a business業務 leader領袖,
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所以如果你係公司主席
12:48
if you're not already weaving織造 sustainability不過持續性
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如果你未準備好將可持續發展
12:51
right into the heart of your business業務 model模型,
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擺喺你商業模式裡面
12:54
I'd urge促請 you to do so.
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我求你去做
12:56
And together一起, we can help create創建
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我哋一齊會創造
一個可持續發展嘅世界
12:58
a sustainable持續 world世界,
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2000
13:00
and, if we get it right,
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如果我哋做得啱
我哋可以將可持續發展
13:02
we can make sustainability不過持續性
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變成係好多人
都可以承受嘅一樣嘢
13:03
affordable實惠 for the many好多 people,
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13:05
not a luxury豪華 for the few幾個.
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而唔係少數人嘅專利
13:07
Thank you.
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多謝
13:08
(Applause掌聲)
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(掌聲)
Translated by Crystal Ye
Reviewed by Michael Ge 葛叔

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ABOUT THE SPEAKER
Steve Howard - Corporate innovator
Steve Howard leads the sustainability effort at Ikea, helping the low-price-furniture giant to bring sustainable products to millions of people.

Why you should listen

More than 690 million people visited an Ikea store in 2012; the company sold €27 billion worth of low-priced sofas, lamps, bookshelves and other goods (including €1.3 billion just in food) from more than 1,000 suppliers. Steve Howard, the chief sustainability officer, is charged with making that supply chain, and the company's 298 stores and almost 3,000 products, live more lightly upon the earth.
 
Coming to Ikea from the nonprofit consultancy Climate Group, Howard has embraced the challenge of working with a single big company, and the improvements he's made so far include helping farmers grow more-sustainable cotton around the world, remaking classic products to use fewer parts, and investing €1.5 billion through 2015 in renewable energy sources, notably wind and solar. (Like the rollout in the UK of Ikea solar panel systems for the home.) And if you've been to an Ikea lately, you probably already know this, through signs and explainers posted all over the store. Telling the story of sustainability is key, Howard believes, as companies like his become agents of transformative change. As he says: "I don't think we've fully realized the extent to which sustainability is going to shape society and the business landscape over the next couple of decades."

More profile about the speaker
Steve Howard | Speaker | TED.com