「釋義」

可持續(xù)發(fā)展指在保護環(huán)境的條件下既滿足當代人的需求，又以不損害后代人的需求為前瞻的發(fā)展模式。

可持續(xù)發(fā)展不簡單的等同于生態(tài)化或者環(huán)境保護，一般認為它由三方面內(nèi)容構成。

• 環(huán)境要素，指盡量減少對環(huán)境的損害。

• 社會要素，指仍然要滿足人類自身的需要。

• 經(jīng)濟要素，指必須在經(jīng)濟上有利可圖。

可持續(xù)發(fā)展強調(diào)三要素協(xié)調(diào)發(fā)展，促進社會的總體進步，避免一方面的受益以犧牲其他方面的發(fā)展和社會總體受益為代價。

「應用場景」

員工。在人才爭奪戰(zhàn)中，特別是針對千禧一代和Z世代人才，公司必須拿出重視社會責任的證據(jù)。長期調(diào)查問卷顯示，40歲以下的人希望為與自己價值觀一致的雇主效力。聯(lián)合利華的可持續(xù)生活計劃在2015年前后大行其道，該公司成為所在行業(yè)最受追捧的雇主。與我合作過的聯(lián)合利華高管表示，可持續(xù)發(fā)展領導力是吸引和保留人才的關鍵。這樣做的益處是雙向的：公司需要員工的認可和投入，才能實現(xiàn)其可持續(xù)發(fā)展目標。

Employees. In the battle for talent, especially for Millennials and Gen Z, companies must prove that they are good citizens. Surveys consistently show that people under 40 want to work for employers that share their values. As Unilever’s sustainable living plan gained steam in the mid-2010s, the company became the most sought-after employer in its sector. Top executives I’ve worked with at Unilever cite its sustainability leadership as key in attracting and retaining talent. The benefit flows both ways: Companies need their employees’ commitment and buy-in to achieve their sustainability goals.

為了鞏固這種關系，公司必須將可持續(xù)發(fā)展與氣候相關行動納入常規(guī)激勵結構和體系中，亦即從高管至下級員工，所有人減少碳排放的努力都應獲得獎勵。公司通常不會公開具體的獎金比例，不過我見過的最重視這方面的公司規(guī)定是，員工獎金的1/4以上與可持續(xù)發(fā)展關鍵績效指標掛鉤。眼下是時候提升這個比例了。

To reinforce this relationship, companies must build sustainability and climate action into their regular incentive structures and systems — that is, pay everyone from the C-suite on down to cut carbon. They are secretive about the exact percentages, but the most committed companies I’ve seen tie at least a quarter of bonuses to sustainability key performance indicators (KPIs). It’s time to increase that.

《引領氣候行動新時代》

安德魯·溫斯頓

2020年6月刊

“Leading a new era of climate action”

by Andrew Winston

編輯：馬冰侖?