世界500強CEO訪談 第2期:沃爾瑪李.斯科特 我們關注環(huán)保(2)

Scott:I think that's very possible. We believe a carefully crafted carbon program is something that probably is inevitable and probably positive. What we would ask is that people be mindful of the general population and not be so ideological that we simply say we're going to go from here to here and, yes, people have to pay more but it's worth it. How do you craft something that does the right thing for the environment and for sustainability but doesn't leave behind the basic population that we serve the most?

斯科特：很有可能，我們認為一個精心設計的關于碳排放的規(guī)劃是必然會出現(xiàn)的，而且還會產(chǎn)生積極的作用。我們想要提醒人們的是，大家要留意總體的情況，而不是簡單地想我要從哪去哪，人們是會比以前花費的更多但這是值得的。怎樣做才能最大限度地既對環(huán)境有利，又能有利于經(jīng)濟的可持續(xù)發(fā)展，但同時又不會讓我的顧客流失呢?

Reporter:Is 60% to 80% by 2050 too much? A 60% to 80% reduction in carbon-dioxide emissions?

記者：到2050年，二氧化碳的排放量減少60%一80%，這會不會太多?

Scott:You're outside of my knowledge base. We have a very small Washington office. We have no scientists. We are a，and we operate stores that serve customers.

斯科特：這我不太清楚我們在華盛頓只有一個很小的辦公室，我們不是科學家，我們只不過是零售商，經(jīng)營商店為顧客服務。

Reporter:But let's take it to a level that you understand very well, and that is that you have done all that you've done in the past three years. You've focused on products,you've gotten your suppliers focused on these issues,you've gotten your trucking fleet focused on these issues,you've gotten your stores focused on these issues. And yet with all of that, you're still growing your,carbon footprint by, according to your own reporting, what, 8% or 9% a year. So how, after making all the efforts that you've made in the past three years and you still see your carbon footprint expanding at that rate, can we possibly hope to do 60% to 80% reductions by 2050?

記者：那讓我們來聊聊您知道的東西，您在過去三年一直都是這么做的。您把精力放在產(chǎn)品上的同時，也讓供應商、運輸隊和賣場把注意力放在產(chǎn)品上盡管如此，正如您自己的報告中所提到的，你們公司的碳排放量每年仍上漲8%一9%。盡管在過去三年里您做了這么多，但是碳排放量仍在以一定速度增加，照這種情況發(fā)展，到2050年碳排放量怎么能減少60%一80%呢?

Scott:First of all, we have started on a program that has a long,long way to go. At the store level, we have what are called PSPs, which are Personal Sustainability Programs which encourage Wal-Mart employees to embrace a cause in areas such as environmental sustainability or personal health. We have, I think, 500,000 people who are signed up and have started recycling or using CFLs or that are doing something related to wellness.We have these groups of people working on different things from our supply chain all the way into our communities.There is an energy about it,and it's real and it makes a difference. But it is simply the start.

斯科特：首先,我們已經(jīng)開始了一項長期計劃。在賣場方面我們在進行PSP計劃，即個人可持續(xù)發(fā)展計劃，這個計劃鼓勵沃爾瑪?shù)膯T工在環(huán)境可持續(xù)性發(fā)展和個人健康等方面有所建樹。我想我們已經(jīng)有50萬人簽了約并且已經(jīng)開始進行回收利用，或是為保護環(huán)境和維護身心健康作出貢獻。從供應鏈到我們的工會，很多人都參與了這樣的活動大家對此很有熱情，而且確實制造了不同，但這只是一個開端。

Reporter:On an issue like packaging,of course,there's a long way you could go.There's significant groups of people out there now who are saying we shouldn't be bottling water. Why bottle water? It's just an environmental waste. How do you decide? You're still selling bottled water, I assume?

記者：當然，解決對于像包裝這樣的問題，你們還有很多要做的。有不少人認為，我們不應該使用瓶裝水，為什么要用瓶子裝水呢?那簡直就是一種環(huán)境資源的浪費。你們對此如何打算?我想，你們現(xiàn)在還是在賣瓶裝水吧?