以人为本应对气候变化报告（英文版）--Korn FerryVIP专享VIP免费

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2023-12-05
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In the second instalment in

our ESG and sustainability

series, we turn our attention to

the subject of climate change

and the people‑related issues

organizations need to consider

on their path to carbon neutrality.

A people‑powered

solution to

climate

change

Carbon neutrality: nine years

togoand everything still to do

When the landmark Paris Agreement,

negotiated by 196 parties at the

2015 United Nations Climate Change

Conference, came into force on

4 November 2016 several major

signatories, including the European

Union and the UK, vowed to become

climate neutral by 2050. So far,

theinspiring words have not been

matched by decisive actions.

Time marches on and our main climate indicators

continue to worsen. That 2050 target is starting to

look too casual rather than too ambitious, with most

environmental scientists now saying that signiﬁcant

reductions in fossil fuel production are needed before

20301 if we are to standany chance of averting disaster.

Corporations are largely responsible for climate

emissions (the CDP’s 2017 Carbon Majors Report2

revealed that just 100 companies have been the

sourceof more than 70% of the world’s greenhouse

gas emissions since 1988). So, corporations must be

atthe forefront of change, taking clear, irreversible

steps towards carbon neutrality or carbon freedom.

Some have remained completely silent on the issue.

Others have pledged to reduce their emissions

without yet explaining how they intend to do

it. Stillothers, including Apple, Microsoft, Google,

Unilever,AstraZeneca and IKEA, have gone

publicwithdetailed targets and plans.

But even those companies that have committed

toreaching net zero by 2030, and that are

clear aboutwhat actions they need to take

toget there,maystruggle to achieve the

kindoftransformation we all need to see.

Why?

Because, as we highlighted in our earlier article on ESG

and sustainability, all the planning has so far focused

on environmental science and technology—but it is

the people in organizations who will be the real drivers

ofchange.

In this article, we outline a more

human‑centric approach to corporate

action on climate change and look at

what companies can do to complement

their environmental science with

behavioral science, and to enhance and

reﬁne their carbon neutrality strategies

before it is toolate.

Why addressing climate change

mustbe human-centric

In her article on the humanitarian impact of

climate change3, Margareta Wahlström, Assistant

Secretary‑General for Humanitarian Aairs and

Deputy Emergency ReliefCoordinator at the

United Nations, invites us to,

Consider the adaptation

mechanisms of two mammals:

polar bears and humans.

Polar bears, she explains, have adapted to their harsh

environment over thousands of years. But as the

climate changes too rapidly for them, they are now

stranded on melting ice ﬂoes and could potentially

become extinct in a few decades.

Humans are facing a similar crisis due to rising sea

levels, extreme weather, intense storms, ﬂooding,

heatwaves, and droughts. The dierence is that we

humans do not have to wait for evolution to adapt.

Wecan reinvent ourselves, become problem solvers

rather than problem creators, and ﬁnd new strategies

for tackling environmental and humanitarian risks.

It follows that the more human organizations are

in their approach to sustainable development, the

more likely they will be to adapt, survive and thrive.

Build an environment that allows human potential to

ﬂourish, and you create an organization capable of

doing far more that simply delivering on ﬁnancial goals.

Youcreate an organization that delivers on the triple

bottom line of people, proﬁt and planet.

So, where tostart?

In this paper, we focus on six key people dimensions

that are central to any eort to address climate

change: leadership, operating model, organizational

structure, governance, capabilities, and culture.

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Apeople-poweredsolutiontoclimatechangeInthesecondinstalmentinourESGandsustainabilityseries,weturnourattentiontothesubjectofclimatechangeandthepeople‑relatedissuesorganizationsneedtoconsiderontheirpathtocarbonneutrality.Carbonneutrality:nineyearstogoandeverythingstilltodoWhenthelandmarkParisAgreement,negotiatedby196partiesatthe2015UnitedNationsClimateChangeConference,cameintoforceon4November2016severalmajorsignatories,includingtheEuropeanUnionandtheUK,vowedtobecomeclimateneutralby2050.Sofar,theinspiringwordshavenotbeenmatchedbydecisiveactions.Timemarchesonandourmainclimateindicatorscontinuetoworsen.That2050targetisstartingtolooktoocasualratherthantooambitious,withmostenvironmentalscientistsnowsayingthatsignificantreductionsinfossilfuelproductionareneededbefore20301ifwearetostandanychanceofavertingdisaster.CorporationsarelargelyresponsibleforclimateWhy?emissions(theCDP’s2017CarbonMajorsReport2revealedthatjust100companieshavebeentheBecause,aswehighlightedinourearlierarticleonESGsourceofmorethan70%oftheworld’sgreenhouseandsustainability,alltheplanninghassofarfocusedgasemissionssince1988).So,corporationsmustbeonenvironmentalscienceandtechnology—butitisattheforefrontofchange,takingclear,irreversiblethepeopleinorganizationswhowillbetherealdriversstepstowardscarbonneutralityorcarbonfreedom.ofchange.Somehaveremainedcompletelysilentontheissue.Inthisarticle,weoutlineamoreOthershavepledgedtoreducetheiremissionshuman‑centricapproachtocorporatewithoutyetexplaininghowtheyintendtodoactiononclimatechangeandlookatit.Stillothers,includingApple,Microsoft,Google,whatcompaniescandotocomplementUnilever,AstraZenecaandIKEA,havegonetheirenvironmentalsciencewithpublicwithdetailedtargetsandplans.behavioralscience,andtoenhanceandrefinetheircarbonneutralitystrategiesButeventhosecompaniesthathavecommittedbeforeitistoolate.toreachingnetzeroby2030,andthatareclearaboutwhatactionstheyneedtotaketogetthere,maystruggletoachievethekindoftransformationweallneedtosee.2Whyaddressingclimatechangemustbehuman-centricInherarticleonthehumanitarianimpactofPolarbears,sheexplains,haveadaptedtotheirharshclimatechange3,MargaretaWahlström,Assistantenvironmentoverthousandsofyears.ButastheSecretary‑GeneralforHumanitarianAffairsandclimatechangestoorapidlyforthem,theyarenowDeputyEmergencyReliefCoordinatoratthestrandedonmeltingicefloesandcouldpotentiallyUnitedNations,invitesusto,becomeextinctinafewdecades.ConsidertheadaptationHumansarefacingasimilarcrisisduetorisingseamechanismsoftwomammals:levels,extremeweather,intensestorms,flooding,polarbearsandhumans.heatwaves,anddroughts.Thedifferenceisthatwehumansdonothavetowaitforevolutiontoadapt.Wecanreinventourselves,becomeproblemsolversratherthanproblemcreators,andfindnewstrategiesfortacklingenvironmentalandhumanitarianrisks.Itfollowsthatthemorehumanorganizationsareintheirapproachtosustainabledevelopment,themorelikelytheywillbetoadapt,surviveandthrive.Buildanenvironmentthatallowshumanpotentialtoflourish,andyoucreateanorganizationcapableofdoingfarmorethatsimplydeliveringonfinancialgoals.Youcreateanorganizationthatdeliversonthetriplebottomlineofpeople,profitandplanet.So,wheretostart?Inthispaper,wefocusonsixkeypeopledimensionsthatarecentraltoanyefforttoaddressclimatechange:leadership,operatingmodel,organizationalstructure,governance,capabilities,andculture.3LeadershipPurposeInourpreviouspaper,wesawthatSustainabilityisacorepartofsustainableleadersneedtobetheiridentityandpurpose,andenterpriseleaders.theyaremotivatedbythelastingdifferencetheywanttomakeforThatis:leaderswhoapplythemindsetsofpurpose,customers,colleagues,communities,courage,self-awareness,inclusion,andintegrativeandtheworld.thinking;leaderswhobuildresilienceinthefaceofdisruptionandsetbacks;leaderswhogobeyondCourageacrosstheirownimmediateintereststomakeasignificantandbeyonddifferencetoothersacrosstheenterpriseandoutsideit.NowherearethesequalitiesmoredesperatelyTheyarewillingtobreakthemoldneededthaninthefightagainstclimatechange.andchallengethestatusquowhilealsobuildingprocesses,Let’slookinmoredetailstructuresandsystemsthatenableatsomeoftheagileorganizationstoputthesustainabilitymindsetsofaneffectiveagendaintopractice.enterpriseleaderfocusedonclimatechange.Awarenessofselfandimpact4Maintainingadeepunderstandingaboutthemselvesandtheirimpactonothersiscriticaltoeffectivelymanageadiversegroupofstakeholdersandachievealignmentoncomplexissuesacrosstheorganization.InclusionthatmultipliesTheyarecapableofempoweringpeopleatalllevelstomakedecisionswithclimateimpactprinciplesinmindandgenerateinclusive,creativesolutionsthataremorethanthesumofparts.IntegrativethinkingUnderstandinghowtheirorganizationisconnectedtotheworldaroundthem,andthecollectiveimpactthattheorganizationanditsecosystemhaveonclimatechange,arefoundationaltomaximizeimpact.OperatingmodelandorganizationalstructureTomeetambitiousclimatechangetargets,mostorganizationswillneedtochangetheiroperatingmodelsandrestructuretheirorganizationstofit.Let’stakeatypicalproduction-basedcompany.Tobecometrulysustainable,ourexampleToday,thisorganizationislikelytobeoperatingaproduction‑basedcompanywillneedtoshifttoalinear(take‑make-dispose)businessmodel,extractingcirculareconomystrategy.Thisinvolvessignificantlynaturalresourcesfortheirproduction,manufacturingreducingtheuseofnaturalresourcesandeliminatinganddistributingproductswithlimitedandincreasinglywasteandpollutionby(1)producingdurableproductsshorterlifecycles,andrelyingonuserstodisposeofthewithextendedlifespans,(2)recoveringusedproductsproductsattheirowndiscretion.Excessiveproduction,toeitherrefurbishandredistributeforfurtherusedistribution,consumption,anddisposalofproductsor(3)harvestingpartsormaterialstoproducenewhascontributedtosocietycurrentlyusing60%moreproducts,and(4)sellingproductsasaservicewherevirginnaturalresourcesthantheplanetcanregenerate.usershireorshareproductsuntilendoflife,beforeLinearbusinessesarealsooneofthechiefcontributorsofpartsormaterialsareoncemorerecoveredandpollutionandtoxicemissionsleadingtoclimatechange.recycledforthecircularprocesstostartagain..KeyfeaturesofacircularHerearethekeystepsorganizationsbusinessmodelwillneedtotaketotransitionfromalineartoacircularbusinessmodel:ExtractingrawmaterialRecycleProduction•Understandtheimpacttheorganization’soperatingDistributionPartsmodelhasontheenvironmentandsociety.RetailharvestingRefurbish•Re-imaginetheorganizationalcapabilitiesandoperatingmodelneededforcircularity.Service•Architecttheend-to-endbusinessvaluedeliveryprocesses,thetechnologyrequirements,organizationunitsandgovernancemodelstodelivercircularity.•Supportleadersandemployeeswithengagement,communicationsandchangemanagementthroughouttheimplementation.UserUnrecyclablewaste5GovernanceQuestionsarebeingaskedinboardroomsaroundtheworldaboutwhatnewgovernancemodelsareneededtosupportactiononclimatechange.Mostofthesequestionsfocusonwhatneedsaddingon:Doesclimateexpertiseneedtobeaddedtotheboard?Doestheboardrequireadditionaleducationonclimatechangeissues?Shouldclimatechangebeaddedtotheboardagenda?ShouldclimatechangebeaddedtothecharterofaneworexistingESGcommittee?Theproblemisthatclimatechangeisnotadiscreteconsiderationthatcanbeboltedontoanotherwiseunchangedgovernancemodel.Itisathreadthatneedstorunthrougheverythingtheorganizationdoes.Therealquestiontoask,then,ishowtheissueofclimatechangecanbeintegratedintoboardoversightofcorporatestrategyandenterpriserisk.Onlythenwillboardsbeabletodeploythetriplebottomlineofpeople,profitandplanetthroughouttheorganizationinajoined-upmanner.Oneareaofgovernancewherewehavealreadyseensignificantchangesisexecutiveincentives.TheParisAgreementpromptedsomecorporationstothinkmorebroadlyaboutwhotheir“stakeholders”areandtorestructuretheirexecutivecompensationprogramsaccordingly.SeveraltrailblazingEuropeancompanieshavenowincorporatedenvironmentalfactorsintotheirincentivesandwefullyexpectorganizationsintheU.S.andelsewheretofollowsuit.6CapabilitiesInnovationandengineeringWhatdoesyourorganizationneedtobegoodatManyorganizationswillneedtoadoptorgeneratetoachieveitsclimatechangestrategy?Thereareinnovativetechnologies,whetherit’storeducecarbonmanyorganizationalcapabilitiesthatwouldbeusefulemissions,enablecarboncaptureandstorage,orintacklingclimatechange.Nobusinesscan—orneedspromotethedevelopmentofadditivemanufacturing.to—begoodatallofthem.WhatmattersisthatyouAllorganizationswillneedtotrackandunderstandcarefullyconsiderwhichcapabilitiesyouwanttoemergingtechnologiesiftheywanttosurviveandprioritize,andfocusongrowing,developingorboostingthriveintheneweconomiestheycreate.therelevantskillsandknowledgewithinyourworkforce.ResearchanddevelopmentSupplychainmanagementWhatimpactdoesthedevelopment,production,Buildingandfosteringasustainablesupplychainisadistributionandconsumptionofyourorganization’sfoundationalstartingpointforanyorganizationtryingproductsandserviceshaveonclimate?Howcanyoutotackleclimatechange.Leadersinthefield,suchasdesignanddevelopproductsandservicesthatuseUnileverandJaguarLandRover,havealreadyshownlessvirginnaturalresources,havelongerlifecycles,andwhat’spossibleifyoutrackclimateimpactacrossminimizewasteandpollution?Thesearekeyquestionsthesupplychainandworkcollaborativelywithyourresearchanddevelopmentcanhelpyouanswer.partnerstominimizeit.AnalyticsESGexpertiseGoogleusesAItoimproveenergyefficiencyinitsOverthecomingyears,weexpecttoseemoreservercenters—justonewayanalyticscapabilitiesandmoreorganizationsdevelopingtheirowncanhelpreducecarbonemissions.Analyticsalsohasenvironmental,socialandgovernanceexpertiseratheranimportantroletoplayinquantifyingandtrackingthanbuyingitinfrompartners.MakingESGacoreclimateimpact,soleaderscanmonitortheprogresscapabilitylikefinancialmanagementisanimportanttheyaremakingagainsttheirgoals.stepinthefightagainstclimatechange.DigitalPartnershipsandalliancesTherearemanywaysinwhichdigitalcapabilitiesOrganizationsthatcanformsustainablerelationshipscancontributedirectlytotacklingclimatechange,withlike-mindedpartnerswillbeinamuchstrongerforexamplebyharnessingthepotentialofsmartpositiontotackleclimatechange.Suchallianceshavesensorsordevelopingtoolsformoreefficientwatermanybenefits,whetherit’stheopportunitytosharemanagement.Buttherearelotsofwaystheycanbestpracticeorthechancetocreateintegratedandcontributeindirectlyaswell,forexamplebypromotingjointsolutions.amindsetwithintheorganizationthatisagileandrelentlesslyfocusedoncustomerneed.7CultureIfhumansaretobethesolutiontotheOrganizationsaremorelikelytoproblemofclimate,thencultureneedsachievesuccessfulculturechangetobeattheheartofyourclimateifthey:changestrategy.•Giveeveryoneasay–involveemployeesinWhatisculture?theplanningstages,askingthemforinputandencouragingthemtosharetheirperspectives.Weliketothinkofitasthewaythingsgetdone.Itis•Communicatethe“why”–beclearaboutthedefinedbytheattitudes,normsandbeliefsthatarepurposeofthetransformationandhowitwillmostprevalentwithinyourorganization.Itshapeshowenablepeopletodotheirjobsmoreeffectively.leadersandemployeesbehave,makedecisionsandprioritizework.•Beauthentic–peoplecanseethroughemptypromisesamileoff,soit’simportanttoensureallGiventhateffectiveactiononclimatechangerequiresyouryourclimatechangecommitmentsarebackeduppeopletothink,collaborateandactinnewanddifferentbyreal-worldactions.ways,itwillbeimpossibletoachieveifyourcultureremainsthesame.Transformingyourculture,however,•Provideongoingopportunitiesforpeopletogetisnotastraightforwardtask.Heartsandmindscannotinvolved–aswellasstrengtheningandextendingbechangedbymanagementdiktat.Employeesneedtoorganizationalimpact,itincreasesengagementbyplayanactiveroleinthetransformationfromthestart.enablingvalues-drivenemployeestoconnecttheirworkwiththeissuesthatmattertothem.8Human-centricchangeContributors:istheonlywayforwardChrisDaviesWhenitcomestoclimatechange,peopleareboththeCherylD’Cruz-Youngcauseandthesolution.That’swhytheyneedtobeatAnthonyGoodmantheheartofallourplansforthefuture,whetherwe’reSarahJensen-Claytonlookingaheadto2050or—increasingly—2030.EnriqueLindebergDonLowmanAswecreateandimplementstrategiestomitigatetheMaggiePatricknegativeimpactsofclimatechangeandbuildresilienceCameliaRamthathelpsusprepareforanychangestocome,weCliveSmitknowthateveryperson,individuallyandcollectively,NicovanDamneedstoworktochangemindsetsandbehaviors,AJvandenBerginventsolutions,andlearnnewwaysofdoingthings.AndreaWalshOnlythenwillwebeabletomaximizethehumancontributiontoourgreatergood.KeytermsSUSTAINABILITYembedsvaluegenerationintobusinessstrategyforthelong-termbenefitofallstakeholders.Anintegratedsustainabilitystrategyreinforcesthatenvironmental,socialandotherimpactsareincorporatedintoimportantbusinessandoperationaldecisions.ESG(Environmental,Social,Governance)measuresperformancethroughasetofcriteriadevelopedforratingandreporting.AnESGratingmeasuresenvironmentalandsocialimpactsandtheeffectivenessofcorporategovernanceinmanagingthem.CLIMATECHANGEisachangeinthecompositionoftheglobalatmospherewhichcausesclimatevariabilityand/oranomalieswhencomparedoverperiodsoftime–attributeddirectlyorindirectlytohumanactivity.References1.UNMeetingsCoverageandPressReleases2.CDPCarbonMajorsReport20173.UNchronicle:BeforeTheNextDisasterStrikes:TheHumanitarianImpactOfClimateChange4.Humanity’sconsumptionis60%morethansustainable(andgettingworse)!9HowwecanhelpKornFerryhasanunmatchedsetofintegrated,fit‑for‑purposecapabilitiestohelporganizationsembedtheircommitmenttoESGandsustainabilityintoallaspectsofhowtheydobusiness.Weworkwithourclientstoadapttheirpeopleandgovernanceprocesses,culture,andoperatingmodels,sotheyareabletofullyrealizetheirshortandlonger-termambitions.Ifyou’rereadytotakethenextsteponyourESGandsustainabilityjourney,pleasegetintouch.GetintouchCherylD’Cruz-YoungSeniorClientPartnerT:+1347-621-8688E:Cheryl.DCruz-Young@KornFerry.comCliveSmitSeniorClientPartnerT:+447771854214E:Clive.Smit@KornFerry.com10KornFerryisaglobalorganizationalconsultingfirm.Weworkwithourclientstodesignoptimalorganizationstructures,roles,andresponsibilities.Wehelpthemhiretherightpeopleandadvisethemonhowtorewardandmotivatetheirworkforcewhiledevelopingprofessionalsastheynavigateandadvancetheircareers.Our7,000expertsinmorethan50countriesdeliveronfivecoreareas:OrganizationStrategy,AssessmentandSuccession,TalentAcquisition,LeadershipDevelopment,andTotalRewards.©2021KornFerry.AllRightsReserved.

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