【正文】 of the future generations of humans and for frogs.　　青蛙向我們傳遞了一個(gè)信息。一些頭腦清醒的人士也曾向我們傳遞過同樣的信息，那就是“我們別無選擇。”我們已經(jīng)進(jìn)入了關(guān)鍵時(shí)刻，為了人類的子孫后代，也為青蛙，我們必須對(duì)這個(gè)星球負(fù)起主人的責(zé)任。　　Because we are related.　　因?yàn)槲覀冃萜菹嚓P(guān)。　　Then I understood that there are no boundaries, that there is no more time.　　我還明白了我們之間沒有界限，明白了時(shí)間的緊迫?！　hat we, for the sake of our relatives, must act now.　　為了我們的親人，我們必須馬上行動(dòng)起來。　　And then I understood, not only why the frog was there, but, also why I am here.　　于是我明白了這只青蛙此行的目的，也知道自己在這兒該做些什么。 (736 words) Passage BMission Zero 歸零使命 Ray C. Anderson (July 28, 1934 August 8, 2011) was founder and chairman of Interface, Inc., one of the world’s largest manufacturers of modular carpet for mercial and residential applications. He was “known in environmental circles for his advanced and progressive stance on industrial ecology and sustainability.”　　雷?C?安德森（1934年7月28日—2011年8月8日）——是全球最大的商業(yè)和住宅用拼塊式地毯制造商之一——英特飛有限公司的創(chuàng)始人和董事長。他因在“工業(yè)生態(tài)和可持續(xù)發(fā)展方面表現(xiàn)出的先進(jìn)和發(fā)展的立場而聞名于環(huán)保界”?！　　癐f it exists, it must be possible”, asserts Amory Lovins1, cofounder and chief scientist of the Rocky Mountain Institute2 think tank. He is talking about my pany. Fellow industrialists, I dare say, thought my ambition impossible to realize when fourteen years ago I described my aspirations for Interface Inc. to turn into what it actually is being today. Indeed, around then, the CEO of a major petitor looked at me in the eye, and said, “Ray, you are a dreamer.” Yet, as Amory says, “If it exists …” 　　“如果有其存在，就必然有其可能，”落基山研究所智囊團(tuán)的聯(lián)合創(chuàng)始人和首席科學(xué)家艾默里?洛文斯如此斷言道。他說的正是我的公司。我敢說，當(dāng)十四年前我描述我的志向，要把英特飛公司變成它今天正在呈現(xiàn)的模樣時(shí)，各位實(shí)業(yè)家同人都認(rèn)為我的雄心壯志根本不可能實(shí)現(xiàn)。事實(shí)上，一個(gè)主要競爭對(duì)手的總裁當(dāng)時(shí)就瞪著我說：“雷，你是一個(gè)夢想家?！比欢?，正如艾默里所說，“如果有其存在......”　　The “impossible” that exists today is a petroleumintensive carpet manufacturer (for both energy and raw material) that has reduced net greenhouse gas (GHG) emissions by 88 percent, in absolute tons, and its water usage by 79 percent since 1996, even as sales have grown by twothirds and earnings have doubled. In 1994 Interface set out on a mission “to be the first industrial? pany that, by its deeds, shows the entire industrial world what sustainability is, in all its dimensions: people, process, product, profit, and place.” Our definition of sustainability is to operate our petrointensive pany so as to take from the Earth only that which is naturally and rapidly renewable, and to do no harm to the biosphere.　　今天存在的這個(gè)“不可能”是一家（在能源和原材料方面）高度依賴石油的地毯制造商，從1996年至今將溫室氣體凈排放量減少了88%（以實(shí)打?qū)嵉膰崝?shù)計(jì)），用水量減少了79%，而銷售額卻反而增加了三分之二，收益翻了一番。英特飛于1994年開始完成一項(xiàng)使命，力爭“成為首家生態(tài)實(shí)業(yè)公司，通過自己的所作所為向整個(gè)實(shí)業(yè)界全方位地展現(xiàn)可持續(xù)性發(fā)展的理念：涵蓋人員、生產(chǎn)過程、產(chǎn)品、利潤、地點(diǎn)等各個(gè)方面。”我們對(duì)持續(xù)性發(fā)展的定義是：我們這家高度依賴石油的公司，堅(jiān)持其運(yùn)營只從地球獲取可以自然而快速再生的資源，并且不對(duì)生態(tài)造成危害。　　Cumulatively, we have avoided $372 million in costs by eliminating waste, in a quest that is half way to achieving wastefree perfection by 2020. We define waste as any cost that does not add value for our customers. This translates ambitiously into doing everything right the first time, every time. We even define energy that still es from fossil fuels as waste, something to be eliminated. Indeed, while offsets have a critical role to play in helping Interface (and, indeed, all of us) to reach our sustainability goals, we will not achieve them until we begin to redefine fossil fuel energy in this way. Sounds incredible? Remember, “If it exists …”. 　　通過消除浪費(fèi)，我們已經(jīng)累計(jì)降低了3億7千2百萬美元的成本，正在向2020年力爭達(dá)到零浪費(fèi)的完美目標(biāo)邁進(jìn)。我們對(duì)浪費(fèi)的定義是：凡是不能給客戶帶來價(jià)值的花費(fèi)都是浪費(fèi)。這一定義雄心勃勃地轉(zhuǎn)化為行動(dòng)理念：做任何事情都要一開始就做對(duì)，而且每次如此。我們甚至把依然取自化石燃料的能源也定義為浪費(fèi)，并作為要消除的對(duì)象。通過減少浪費(fèi)而獲得的補(bǔ)償確實(shí)起了關(guān)鍵性作用，有助于英特飛（其實(shí)也包括所有公司）達(dá)到可持續(xù)發(fā)展目標(biāo)；如果我們不這樣重新定義化石燃料能源，我們就不可能最終實(shí)現(xiàn)可持續(xù)發(fā)展的目標(biāo)。聽上去有些不可思議？請(qǐng)記住，“如果有其存在......”　　Indeed our belching smokestacks, our gushing effluent pipes, our mountains of waste — all pletely legal — provided tangible proof that business was good. They meant jobs, orders ing in, products going out, and money in the bank. 　　的確，我們的煙囪煙霧騰騰，我們的管道污水噴涌，我們的廢料堆積如山——所有這一切都完全合法——這是我們生意興隆的確鑿證據(jù)。這就說明有業(yè)可就，訂單滾滾而來，產(chǎn)品源源出廠，以及利潤存入銀行?！　hat all changed with a question that came from our customers: “What is Interface doing for the environment?” We had not heard that question before, and had no good answers. For a “customerintimate” pany, this was untenable. Looking for an answer — and a determination to respond with credible, demonstrable, and measurable results and transparent accountability — set us on this course. 　　所有這一切都因消費(fèi)者提的一個(gè)問題而改變：“英特飛對(duì)環(huán)境有何貢獻(xiàn)？”這個(gè)問題我們以前聞所未聞，更無法交出滿意的答案。對(duì)于一個(gè)善待消費(fèi)者的公司而言，這是難以交代的。為尋求答案，還有決意給消費(fèi)者提供一個(gè)可信、可見和可考量的結(jié)果并承擔(dān)明晰的責(zé)任，我們踏上了征途。 　　Can taking a profitable business apart at the height of its success make business sense? The waste elimination initiative alone —and the avoided costs of $372 million over 13 years — have mor