世界500強CEO訪談 第3期:沃爾瑪李.斯科特 我們關注環(huán)保(3)

CEOScott:A lot. If the customer wants bottled water, we are going to sell bottled water. Buteven if you're going to sell bottled water, you can sell it and have less of a negative impact. How have you arranged you so that it's the mos[一that it possibly can be? How do you price in a way that can help a customer make a choice that is more environmentally effective?

斯科特：是的，我們有很多瓶裝水如果顧客需要瓶裝水，那么我們就會賣。但是即使賣瓶裝水，我們也能盡可能小地對環(huán)境造成傷害。怎樣安排運輸才能最有效地進行配送，如何合理地給商品定價從而幫助顧客進行選擇而達到更好的環(huán)保效益?

Reporter:You have set as company goals zero waste and 100% renewable energy. Those are very ambitious goals. What you haven't told us is when.

記者：您將公司的目標定位為零污染和能源百分百再生，這是很有抱負的目標。但您沒有說的是這個目標將在什么時間實現(xiàn)。

Scott:I don't have a clue,We are not scientists. And so do you set a goal that you're going to reduce this by this and this by this and you put the time frame out there? I'm almost 60 years old. You want to put a time frame out there of 10 years when I'm long retired and if they don't hit it, it doesn't matter. Why do that? Why not just say that ultimately we think this is possible that the technology will develop, that there are things that we can do. We've got solar now that is bein installed in a number of stores in California and Hawaii. We have wind that we're experimenting with. But we have 7,000 stores.I think these are opportunities for us. Do you think electricity is going to be cheaper in 10 years than it is today? We need to be experimenting today and understand what works and be out there so that we don't subject our shareholders to inappropriate cost-or our customers,because ultimately it is they who pay the bill.

斯科特：這我不能確定.我們不是科學家難道你一旦確定了一個減排目標，就會知道要通過這樣減少多少排放，然后通過那個減少多少，還規(guī)定出具體的時間嗎?我已經快60歲了，如果制定一個10年的目標，那么10年之后我早已退休，而如果人們沒有實現(xiàn)這一目標，那也就這樣了為什么要這樣做呢?為什么不等到最后再說，技術很有可能發(fā)展到這一步，而我們也能夠做這些事情了現(xiàn)在我們已經將太陽能裝置安裝在加利福尼亞和夏威夷的賣場里，而且我們還利用風能作試驗不過我們有7000多家商店，我想我們還有很多機會。你認為10年之后的電價會比今天便宜嗎?我們需要現(xiàn)在就來作試驗，了解會有什么樣的結果，那樣我們才不至于讓股東承擔不必要的花費，或者讓我們的顧客來承擔，畢竟最終付賬的是他們。

Reporter:When you launched this program several years ago, Wal-Mart at the time was getting some extraordinarily bad public relations.Today,if you look at the way Wal-Mart has been written about over the course of the past year, these green initiaives have generated enormously good public relations. Some people would say that's why you're doing it.This is all about public relations.

記者：當您幾年前開始實施這個項目的時候，沃爾瑪正在遭遇公關危機。但是如今，如果回頭去看沃爾瑪這幾年開展的項目，就會發(fā)現(xiàn)這些環(huán)?；顒右呀浭刮譅柆斀⒘撕芎玫墓婈P系。有人說這正是你這樣做的原因，即為了建立良好的公眾關系。

Scott:You just need to work with our people. These things are real. The differences we are making are real. We face a number of challenges, and part of the challenges we face are related to the fact that we have probably the largest, most highly financed campaign against us in the history of business. Part of the issues we face are because we are not as good as we should be. We sat down and we said 10 years from now what will the people in the company wish we had done, such as we wish that the prior generation in management might have done? And the thing that stuck was that this world is going to become more and more sensitive to environmental sustainability. Whether it's three years from now or five years or 10 or I5, ultimately society is going to hold you accountable for whether or not you participated appropriately and the role you played in advancing this area of environmental sustainability

斯科特：你只有和我們的員工一起工作才能夠了解，這些事情都是真實的，我們所做出的改變也是真實的。我們面對了很多的挑戰(zhàn)，而其中有些可能是我們有史以來面臨的最大最嚴峻的、對我們的融資活動的挑戰(zhàn)，有一些事情的發(fā)生是因為我們做得還不夠好。我們坐下來討論，之后10年的時間里，公司里的人會希望我們做些什么，就像我們之前希望公司的管理層能夠做到些什么一樣，這個世界的人們將對環(huán)境的可持性續(xù)越來越敏感。無論是在3年、5年或者是10年、15年之后，最后社會才能告訴你過去的所作所為是否正確，對環(huán)境的可持續(xù)發(fā)展是否有效。