世界500强CEO访谈 第3期:沃尔玛李.斯科特 我们关注环保(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，我们有很多瓶装水如果顾客需要瓶装水，那么我们就会卖。但是即使卖瓶装水，我们也能尽可能小地对环境造成伤害。怎样安排运输才能最有效地进行配送，如何合理地给商品定价从而帮助顾客进行选择而达到更好的环保效益?
　　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.
　　记者：您将公司的目标定位为零污染和能源百分百再生，这是很有抱负的目标。但您没有说的是这个目标将在什么时间实现。
　　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 1 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 2 to inappropriate cost-or our customers,because ultimately it is they who pay the bill.
　　斯科特：这我不能确定.我们不是科学家难道你一旦确定了一个减排目标，就会知道要通过这样减少多少排放，然后通过那个减少多少，还规定出具体的时间吗?我已经快60岁了，如果制定一个10年的目标，那么10年之后我早已退休，而如果人们没有实现这一目标，那也就这样了为什么要这样做呢?为什么不等到最后再说，技术很有可能发展到这一步，而我们也能够做这些事情了现在我们已经将太阳能装置安装在加利福尼亚和夏威夷的卖场里，而且我们还利用风能作试验不过我们有7000多家商店，我想我们还有很多机会。你认为10年之后的电价会比今天便宜吗?我们需要现在就来作试验，了解会有什么样的结果，那样我们才不至于让股东承担不必要的花费，或者让我们的顾客来承担，毕竟最终付账的是他们。
　　Reporter:When you launched this program several years ago, Wal-Mart at the time was getting some extraordinarily 3 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.
　　记者：当您几年前开始实施这个项目的时候，沃尔玛正在遭遇公关危机。但是如今，如果回头去看沃尔玛这几年开展的项目，就会发现这些环保活动已经使沃尔玛建立了很好的公众关系。有人说这正是你这样做的原因，即为了建立良好的公众关系。
　　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：你只有和我们的员工一起工作才能够了解，这些事情都是真实的，我们所做出的改变也是真实的。我们面对了很多的挑战，而其中有些可能是我们有史以来面临的最大最严峻的、对我们的融资活动的挑战，有一些事情的发生是因为我们做得还不够好。我们坐下来讨论，之后10年的时间里，公司里的人会希望我们做些什么，就像我们之前希望公司的管理层能够做到些什么一样，这个世界的人们将对环境的可持性续越来越敏感。无论是在3年、5年或者是10年、15年之后，最后社会才能告诉你过去的所作所为是否正确，对环境的可持续发展是否有效。