Green
(iron A)The enrichment of previously poor countries is the most inspiring development of our time. It is also worrying.
The environment is already under strain. What will happen when the global population rises from 7 billion
to sy ro93 billion in20s0, as demographer(人口纯计学家) expect, and a growing proportion of these people
can afford goods that were once reserved for the elite?Can the planet support so much economic activity
B) Many policymakers adopt a top-down and Westem-centrie approach to such planetary problems They discuss
ambitous regulations in global forums, or look to giant multinationals and wel- heeled(%6M)NGOS to wt
an example. But since most people ive in the emerging world. it makes sense to look at what suecessful
mpamles there are doing to make growth more sustainable
C)A new study by the Word Economic Forum (WEP)and the Boston Consulting Group (BCG)identifies 16
cmergmng-market fims that they say are tuming eco-consciousness into a source of competitive advantage
These highly profitable companies (which the study calls "the new sustainability champions")are using
grecnery to reduce costs, motivate workers and forge relationships. Their home-grown ideas will probably be
easier for their peers to copy than anything cooked up in the West
D)The most outstanding quality of these companies is that they turn limitations (of resources, labor and
infrastructure) into opportunities. Thus, Indias Shree Cement, which has long suffered from water shor
developed the world's most water-efficient method for making cement, in part by using air-
water-cooling Manila Water, a utility in the Philippines, reduced the amount of water it was losing, throu
wastage and illegal tapping, from 63% in 1997 to 12% in 2010 by making water affordable for the poor. Br
Group, a Chinese maker of air conditioners, taps the waste heat from buildings to power its mac
Zhangzidao Fishery Group, a Chinese aquaculture(水产养殖) company, recycles uneaten fish feed to ferti
E)Setting green goals is a common practice, Sekem, an Egyptian food producer, set itself the task of reclai
( f s:)desert land through organic farming. Florida Ice Farm, a Costa Rican food and drink company, ha
adopted strict standards for the amount of water it can consume in producing drinks.
) These firms measure themselves by their greenery, too. Florida Ice Farm, for example, links 60% of i
boss's pay to the triple bottom line of"people, planet and profit".The sustainability champions also encour
their workers to come up with green ideas. Natura, a Brazilian cosmetics company, gives bonuses to staff w
find ways to reduce the firm's impact on the environment. Masisa, a Chilean forestry company, inv
employees to"imagine unimaginable businesses aimed at poorer consumers. Woolworths, a South Aftie
retailer, claims that many of its best green ideas have come from staft, not bosses
G)In emerging markets it is hard for companies to stick to one specialism, because they have to worry ab
many wider problems, from humble infrastructure to unreliable supply chains. So the sustainability cham
seek to shape the business environment in which they operate. They lobby (f il)regulators: Grupo Balb
Brazilian organic-sugar producer, is working with the Brazilian govemment to establish a certification sy:
for organic products. They form partnerships with govemments and NGOS. Kenya's Equity Bank has fo
an alliance with groups such as The Intemational Fund for Agricultural Development to reduce its risks L
lending to smallholders, Natura has worked with its suppliers to produce sustainable packaging include
new"green plastic derived from sugar cane
firms also work hard to reach and educate poor consumers, often sacrificing short-term profits
