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JOURNÉE I-TÉSÉ 2010
EFFICACITÉ DES SYSTÈMES ÉNERGÉTIQUES
Les stratégies des entreprises face au changementclimatique : le cas du CO2
A Managerial Perspective on the Porter Hypothesis: The Case of CO2 Emissions
Diane-Laure ArjalièsESSEC Business School & Ecole Polytechnique
Jean-Pierre PonssardEcole Polytechnique
Agenda
The Porter Hypothesis……………………………………………..
Theoretical Framework..…………………………………………..
Case Studies………………………………………………….…...
Next….………………………………………………………..
2
Agenda
The Porter Hypothesis
Theoretical Framework
Case Studies
Next
3
The Porter Hypothesis
� Has benefited from a growing interest among politicians and economists
4
WIN-WIN SITUATION
(Porter, 1990; Porter & van der Linde, 1995)
Stricter environmental standards can spur innovations which enhance competitiveness and contribute to make companies more profitable.
The Porter Hypothesis
Theoretical Framework
Case Studies
Findings
Conclusion
Agenda
5
Research Method and Design
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Scope: CO2 strategies in a limited number oflarge multinational companies(DuPont, Lafarge, GDF-Suez, Unilever)
Information sources: Carbon Disclosure ProjectPublished company reportsInterviews of managers on goals and proceduresInterviews of financial analysts
Method:Construction of ideal typesCase studies to illustrate the construction
A Two-Stage Model of Strategic Choices
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STAGE 1 STAGE 2CO2 StrategicApproach
Awareness/Risk Vision/Opportunities
BeliefsSystems
No change Integration of the climate policy strategy in the firm’s vision
BoundarySystems
No change Systematic review of portfolios’activities including suppliers and clients’ relationships
Diagnostic Systems
Compliance approach (regulation)
Incremental and local adaptation of energy efficiency programs
(Re)designing of the firm’s position in the value chain targets’ setting
Integration of environmental issues in strategic reviews
Joint design and cross-functional implementation of diagnostic and interactive systems
Introduction of financial and symbolic motivations
Interactive Systems
Focus at corporate level on risks associated with ongoing and future regulation
A Two-Stage Model of Strategic Choices
8
STAGE 1 STAGE 2CO2 StrategicApproach
Awareness/Risk Vision/Opportunities
BeliefsSystems
No change Integration of the climate policy strategy in the firm’s vision
BoundarySystems
No change Systematic review of portfolios’activities including suppliers and clients’ relationships
Diagnostic Systems
Compliance approach (regulation)
Incremental and local adaptation of energy efficiency programs
(Re)designing of the firm’s position in the value chain targets’ setting
Integration of environmental issues in strategic reviews
Joint design and cross-functional implementation of diagnostic and interactive systems
Introduction of financial and symbolic motivations
Interactive Systems
Focus at corporate level on risks associated with ongoing and future regulation
A Two-Stage Model of Strategic Choices
9
STAGE 1 STAGE 2CO2 StrategicApproach
Awareness/Risk Vision/Opportunities
BeliefsSystems
No change Integration of the climate policy strategy in the firm’s vision
BoundarySystems
No change Systematic review of portfolios’activities including suppliers and clients’ relationships
Diagnostic Systems
Compliance approach (regulation)
Incremental and local adaptation of energy efficiency programs
(Re)designing of the firm’s position in the value chain targets’ setting
Integration of environmental issues in strategic reviews
Joint design and cross-functional implementation of diagnostic and interactive systems
Introduction of financial and symbolic motivations
Interactive Systems
Focus at corporate level on risks associated with ongoing and future regulation
The Porter Hypothesis
Theoretical Framework
Case Studies
Findings
Agenda
10
Application to Lafarge & DuPont
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DUPONT LAFARGE
Headquarters’location
Wilmington, USA Paris, France
Revenues $billion 30.5 €billion 19
Employees 60 000 84 000
CO2 emissions (Mt) from CDP 2008
9.3 108.9
Posted Target in 200815% for 2015/2004
(absolute value)
20% 2010/1990
(relative value)
Lafarge (I)
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Développement durable. Progrès social. Préservation de l'environnement.
Ces enjeux sont au cœur de la stratégie de Lafarge depuis plus de 170 ans.
Ouvrir la voie du développement durable
La profonde conviction du Groupe ? La performance économique ne peut s'envisager sur le long terme sans progrès social et sans protection de l'environnement. Seule la prise en compte des enjeux économiques, sociaux et environnementaux garantit la pérennité des activités de
Lafarge.
Depuis 1833, la stratégie du Groupe s'appuie sur 2 piliers :
• un développement industriel durable sur le long terme, • des principes humanistes : les valeurs de respect, d'attention et
d'exigence s'inscrivent dans les Principes d'action du Groupe dès 1977, avant même l'apparition du concept de développement
durable.
Depuis 2005, Lafarge figure chaque année parmi les 100 multinationales les plus performantes en matièr e de
développement durable , selon l'étude « The Global 100 Most Sustainable Corporations of the World », créée en 2005 à l'initiative de
Corporate Knights Inc.
• Éthique & gouvernance • Principes d’action (P.D.F - 149 Ko)
• Global 100 et autres organismes de notation
Développement durable
Voir
• la performance économique, • les conséquences sociales
de l'action de l'entreprise (au niveau des collaborateurs,
des fournisseurs, des clients, mais aussi des
communautés locales), • les aspects
environnementaux (comment rendre compatibles l'activité de l'entreprise et le maintien
des écosystèmes).
Lafarge (II)
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Lafarge (III)
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STAGE 1 LAFARGECO2 Strategic Approach
Awareness/Risk Awareness/Risk
Beliefs Systems
No change Energy efficiency is a traditional core value
Boundary Systems
No change No change in the portfolio of activities
The Strategic Review Process is not directly affected
Diagnostic Systems
Compliance approach (regulation)
Incremental and local adaptation of energy efficiency programs
CO2 is integrated for plant decisions on fuel mix, yields ratios, additives (cement clinker ratio) Emissions are controlled for compliance with corporate goal
Interactive Systems
Focus at corporate level on risks associated with ongoing and future regulation
Corporate is active on cap and trade regulations issues such as eliciting cement as an exposed sector for EU-ETS, free allocations, sectoral approaches...
DuPont (I)
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Dupont (II extract from Sustainability Report 2008)
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DuPont (III)
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STAGE 2 DUPONTCO2 Strategic Approach
Vision/Opportunities Vision/Opportunities
Beliefs Systems
Integration of the climate policy strategy in the firm’s vision
New vision: holistic approach to sustainability “industrial” and for the first time “market-facing goals”
Boundary Systems
Systematic review of portfolios’activities including suppliers and clients’ relationships
Major changes in the portfoliomove from fossil fuel technology to green technologyPartnerships along the value chain
Diagnostic Systems
(Re)designing of the firm’s position in the value chain targets’ setting
Integration of environmental issues in strategic reviews
Joint design and cross-functional implementation of diagnostic and interactive systems
Introduction of financial and symbolic motivations
Change of organizational chart and control systems, Nomination of a VP Chief Sustainability Officer,
Implementation of a Sustainable Growth Review for each business
Cross-functional competence centers
Local champions and awards
Interactive Systems
The Porter Hypothesis
Theoretical Framework
Case Studies
Next
Agenda
18
Further Research
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The “vision opportunity” stage provides a framework to debug the international stalemate on climate change negotiations
- The challenge is in emerging countries- Industrial emissions are largely in the hands of multinational companies- The comprehensive approach elaborated in the nineties has loss in credibility- The sectoral approaches in which States and Companies coordinate actions have gained in credibility
THANK YOU
‘A Managerial Perspective on the Porter HypothesisThe Case of CO2 Emissions’
Diane-Laure ArjalièsESSEC Business School& Ecole Polytechnique
Jean-Pierre PonssardEcole Polytechnique
