【正文】 e longlived, robust, everactive watchdogs and actors. They consistently step in, pressing business to change, even when current laws are being met and government39。s attention is on other issues.NGOs have pressed government and business to elevate their mitment to sustainability. Taken as a planet, our economies have a long way to go before we change our behaviors, before society and businesses have sustainable practices that make little or no impact on the global ecosystem. This quest will go on for many years—and it will influence the relationship enterprises have with government, NGOs and society at large. It will require more from businesses to meet these challenges. And most panies are not ready to deal with this reality.Why are they so illequipped? Over the last 20 or 30 years, firms have, for the most part, put sustainability issues into the pliance bucket. They decided there was no advantage to be had from doing better on environmental issues than what the law required. Many corporations set up pliance organizations to meet established rules, and then went back to business as usual.Business leaders today must recognize that being in pliance is simply not enough. Until leaders of a firm can say they are engaged in a process of continuous sustainability improvement—akin to continuous improvement and investments in other parts of their business—they are out of step with our changing world.To overe this challenge, business leaders will need to treat sustainability as a new dimension of their operating strategy—and not as a drag on their effectiveness. And they will have to end their fragmented treatment of sustainability issues, creating a highlevel, centralized view of green business practices with associated responsibility and accountability to making measurable progress on articulated goals.Because the nature of sustainability is neverending, those goals will be a moving target. And because firms pursuing these goals will do so under a new social contract, they will be continuously monitored by people who are outside government, with motivation to inspect every aspect of your pany39。s green record.For example, when Apple recently unveiled its latest MacBook puter notebooks, it took pains to shout they were green (The world39。s greenest family of notebooks). Their website helpfully explains what they mean by this in terms of packaging, materials and energy use and includes a statement about Apple39。s mitment to sustainability. That all sounds wonderfully responsible, but it could also be seen as a response in an ongoing dialogue with groups like Greenpeace, which in November ranked Apple below average in its guide to green electronics.We39。re entering a time in which moves like Apple39。s are mere table stakes. The question will be not whetheryou are pursuing such programs, but how muchyou are doing—for your business and the planet. Don39。t be surprised by the new demands.附錄B在這個(gè)激動(dòng)人心的歷史時(shí)期，企業(yè)與社會(huì)的關(guān)系正在經(jīng)歷一場(chǎng)深刻的持續(xù)性變革。在這當(dāng)中，可持續(xù)發(fā)展即使不是其核心內(nèi)容，也是一個(gè)重要方面。當(dāng)前，企業(yè)與社會(huì)正在結(jié)成一種新型的社會(huì)契約關(guān)系。它要求企業(yè)家在處理與可持續(xù)發(fā)展和環(huán)境資源利用相關(guān)的事務(wù)時(shí)，要盡量考慮上述新型關(guān)系及其對(duì)企業(yè)的新要求。在我和一些企業(yè)領(lǐng)導(dǎo)人的談話中，我了解到，許多企業(yè)并未對(duì)此做好相關(guān)準(zhǔn)備。它們的企業(yè)文化、組織能力、組織流程發(fā)育不足，無法使可持續(xù)發(fā)展貫穿其經(jīng)營(yíng)活動(dòng)始終。如果現(xiàn)狀得不到改善，他們就將一而再再而三地陷入他們所認(rèn)為的無法預(yù)知的危機(jī)之中。認(rèn)清形勢(shì)，做出改變，承擔(dān)起綠色經(jīng)濟(jì)所指示的社會(huì)責(zé)任，同時(shí)也抓住其中的機(jī)遇，正當(dāng)其時(shí)！回顧歷史，代表社會(huì)公共利益的政府對(duì)企業(yè)相關(guān)經(jīng)營(yíng)活動(dòng)的授權(quán)，以及它們之間的契約關(guān)系，都是由企業(yè)和政府共同“訂立”的。在公共服務(wù)事業(yè)和制藥業(yè)這些需要政府嚴(yán)密監(jiān)管的產(chǎn)業(yè)部門，其社會(huì)契約明確詳盡，可操作性強(qiáng)，是企業(yè)決策和運(yùn)營(yíng)的核心考慮。在這種情況下，政府起著核心的作用，在價(jià)格、產(chǎn)品特點(diǎn)、服務(wù)條款和成本等方面與企業(yè)進(jìn)行著持續(xù)的溝通。反過來，上述產(chǎn)業(yè)部門的高層管理者在經(jīng)營(yíng)決策中也考慮政府的監(jiān)管意見，同時(shí)注重與政府各部門保持良好關(guān)系。但是對(duì)于大多數(shù)企業(yè)來講，它們所要履行的社會(huì)契約并不明確，缺乏可操作性，它們只是盡力去遵守政府監(jiān)管部門制定的各項(xiàng)規(guī)定而已，其內(nèi)容包括人員安全、工資減扣等方面。這類產(chǎn)業(yè)部門的高層管理者并不尋求與政府作積極對(duì)話，他們采取的方略只是被動(dòng)地遵守這些規(guī)定而已。只有當(dāng)新政策比較明朗，而且執(zhí)行成本和實(shí)施效果可以預(yù)期的時(shí)候，他們才會(huì)在企業(yè)里推進(jìn)有關(guān)可持續(xù)發(fā)展的工作。不過，對(duì)上述兩類企業(yè)來講，這一切正在發(fā)生變化，而變化所圍繞的核心問題就是可持續(xù)發(fā)展。引起這一變化的原因有二。其一，身兼公民和消費(fèi)者的公眾對(duì)于可持續(xù)發(fā)展的關(guān)注和參與意愿正在穩(wěn)步增長(zhǎng)；其二，可能更重要的原因是非政府組織的成長(zhǎng)，這些組織比如塞拉俱樂部和美國(guó)大自然保護(hù)協(xié)會(huì)，它們?yōu)榱吮Ｗo(hù)環(huán)境而挑戰(zhàn)和改變某些企業(yè)的商業(yè)行為，而且，它們?cè)讷@得政府一定授權(quán)的同時(shí)也擁有一定資源，這些條件使得它們?cè)趯?shí)踐其理念的道路上已經(jīng)走過了幾十個(gè)年頭。上個(gè)世紀(jì)，非政府組織大都針對(duì)某個(gè)具體的司法問題，或是某個(gè)具體而緊迫的社會(huì)問題而成立，因此難以長(zhǎng)期維系。而今天，許多非政府組織都已經(jīng)存在了相當(dāng)長(zhǎng)的時(shí)間，實(shí)力也大為增長(zhǎng)，可以長(zhǎng)期扮演監(jiān)督者和參與者的角色。它們采取一貫的干預(yù)立場(chǎng)，即使在企業(yè)所為并不違法，或者在政府也不怎么關(guān)注的方面，它們也要堅(jiān)定不移地推動(dòng)企業(yè)做出改進(jìn)。非政府組織推動(dòng)政府和企業(yè)在可持續(xù)發(fā)展方面投入更多關(guān)注和努力，可是從全球范圍來看，這一切才剛剛開始。我們需要進(jìn)一步改造我們的經(jīng)濟(jì)行為，企業(yè)和社會(huì)要盡量實(shí)施可持續(xù)發(fā)展的措施，以盡可能減少或消除對(duì)生態(tài)環(huán)境所造成的影響。這些努力會(huì)持續(xù)數(shù)年，也勢(shì)必影響企業(yè)與政府、非政府組織乃至其與社會(huì)方方面面的關(guān)系。企業(yè)也需做出更多努力來迎接挑戰(zhàn)，盡管目前來說，大多數(shù)企業(yè)還沒有充分的準(zhǔn)備以應(yīng)對(duì)這個(gè)現(xiàn)實(shí)。準(zhǔn)備不足，原因何在？在過去的二三十年間，企業(yè)在很大程度上僅僅把可持續(xù)發(fā)展的相關(guān)事務(wù)看作“單方面遵守”，所以，它們?cè)谧袷胤梢?guī)定以外，無法看到在可持續(xù)發(fā)展方面進(jìn)一步采取行動(dòng)所能夠帶來的收益。許多企業(yè)僅僅是建立了一些法律合規(guī)部門（避免企業(yè)組織違規(guī)操作，抵御由此帶來的經(jīng)營(yíng)風(fēng)險(xiǎn)——譯者注），保證企業(yè)不違反相關(guān)的法律法規(guī)，但其它企業(yè)行為依然照舊。但是在今天，企業(yè)的管理者必須要認(rèn)識(shí)到，僅僅單方面遵守是遠(yuǎn)遠(yuǎn)不夠的。他們需要像在企業(yè)的其他領(lǐng)域做出長(zhǎng)期投資和持續(xù)性改善一樣，在可持續(xù)發(fā)展方面也要做到上述。如果不是這樣的話，他們就是這個(gè)瞬息萬(wàn)變的現(xiàn)時(shí)代的落伍者。面對(duì)挑戰(zhàn)，企業(yè)管理者需要把可持續(xù)發(fā)展視為運(yùn)營(yíng)戰(zhàn)略的新維度，而非經(jīng)營(yíng)績(jī)效的阻力。必須杜絕對(duì)待可持續(xù)發(fā)展問題的臨時(shí)性做法，而要從一個(gè)宏觀的角度，把綠色經(jīng)營(yíng)與企業(yè)所應(yīng)承擔(dān)的責(zé)任與義務(wù)統(tǒng)一考慮，制定清晰的日程表，然后穩(wěn)步推進(jìn)?？沙掷m(xù)發(fā)展，究其本身，也是一個(gè)不斷發(fā)展著的概念，所以可持續(xù)發(fā)展目標(biāo)也具有相當(dāng)?shù)膭?dòng)態(tài)性。企業(yè)在追求上述目標(biāo)的過程中處于一個(gè)新型的社會(huì)契約環(huán)境，政府以外的民眾也會(huì)經(jīng)常性地監(jiān)督企業(yè)，查看它們的各項(xiàng)綠色記錄。例如，蘋果公司近期推出了MacBook系列筆記本電腦產(chǎn)品，同時(shí)也煞費(fèi)苦心地對(duì)它們的環(huán)保品質(zhì)大作宣傳——號(hào)稱“世界頂級(jí)環(huán)保筆記本產(chǎn)品系列”。蘋果的公司網(wǎng)站也針對(duì)上述廣告語(yǔ)，從產(chǎn)品包裝、材質(zhì)、節(jié)電性能到蘋果公司的綠色可持續(xù)發(fā)展宣言等方面做了詳盡的闡釋?？雌饋?，蘋果公司似乎展示出了一個(gè)非常負(fù)責(zé)任的公司形象。然而，上述動(dòng)作也可以看作是其與環(huán)保組織持續(xù)對(duì)話的回應(yīng)。比如綠色和平組織，他們?cè)谌ツ晔辉掳l(fā)布的綠色環(huán)保電子產(chǎn)品指南上，將蘋果公司排在了平均水平以下的位置。在即將到來的新時(shí)代，蘋果公司的上述行動(dòng)只不過是用去了一些“桌上籌碼”（即只使用牌桌上的籌碼來玩牌，不額外增加籌碼，意即蘋果公司的努力是有限度的——譯者注），問題并不在于你是不是會(huì)像蘋果公司那樣采取行動(dòng)，而在于，為了你的企業(yè)和這個(gè)星球的生態(tài)環(huán)境，你到底正在做著多大程度的努力。所以，當(dāng)新的可持續(xù)發(fā)展要求出現(xiàn)時(shí)，不要再詫異莫名！