JOURNÉE I-TÉSÉ 2010
EFFICACITÉ DES SYSTÈMES ÉNERGÉTIQUES
Les stratégies des entreprises face au changement
climatique : le cas du CO2
A Managerial Perspective on the Porter Hypothesis: The Case of CO2 Emissions
Diane-Laure Arjaliès
ESSEC Business School & Ecole Polytechnique
Jean-Pierre Ponssard
Ecole Polytechnique
Agenda
The Porter Hypothesis……………………………………………..
Theoretical Framework..…………………………………………..
Case Studies………………………………………………….…...
Next….………………………………………………………..
2
Agenda
The Porter Hypothesis
Theoretical Framework
Case Studies
Next
3
The Porter Hypothesis
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.
 Has benefited from a growing interest among politicians and economists
4
Agenda
The Porter Hypothesis
Theoretical Framework
Case Studies
Findings
Conclusion
5
Research Method and Design
Scope: CO2 strategies in a limited number of
large multinational companies
(DuPont, Lafarge, GDF-Suez, Unilever)
Information sources:
Carbon Disclosure Project
Published company reports
Interviews of managers on goals and procedures
Interviews of financial analysts
Method:
Construction of ideal types
Case studies to illustrate the construction
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A Two-Stage Model of Strategic Choices
CO2 Strategic
Approach
Beliefs
Systems
STAGE 1
STAGE 2
Awareness/Risk
Vision/Opportunities
No change
No change
Boundary
Systems
Compliance approach
(regulation)
Diagnostic
Systems
Interactive
Systems
Integration of the climate policy
strategy in the firm’s vision
Systematic review of portfolios’
activities including suppliers and
clients’ relationships
(Re)designing of the firm’s
position in the value chain targets’
setting
Integration of environmental
Incremental and local adaptation
issues in strategic reviews
of energy efficiency programs
Joint
design
and
crossimplementation
of
Focus at corporate level on risks functional
associated with ongoing and future diagnostic and interactive systems
regulation
Introduction of financial and
symbolic motivations
7
A Two-Stage Model of Strategic Choices
CO2 Strategic
Approach
Beliefs
Systems
STAGE 1
STAGE 2
Awareness/Risk
Vision/Opportunities
No change
No change
Boundary
Systems
Compliance approach
(regulation)
Diagnostic
Systems
Interactive
Systems
Integration of the climate policy
strategy in the firm’s vision
Systematic review of portfolios’
activities including suppliers and
clients’ relationships
(Re)designing of the firm’s
position in the value chain targets’
setting
Integration of environmental
Incremental and local adaptation
issues in strategic reviews
of energy efficiency programs
Joint
design
and
crossimplementation
of
Focus at corporate level on risks functional
associated with ongoing and future diagnostic and interactive systems
regulation
Introduction of financial and
symbolic motivations
8
A Two-Stage Model of Strategic Choices
CO2 Strategic
Approach
Beliefs
Systems
STAGE 1
STAGE 2
Awareness/Risk
Vision/Opportunities
No change
Integration of the climate policy
strategy in the firm’s vision
No change
Systematic review of portfolios’
activities including suppliers and
clients’ relationships
Boundary
Systems
Compliance
(regulation)
Diagnostic
Systems
Interactive
Systems
approach
(Re)designing of the firm’s
position in the value chain targets’
setting
Integration of environmental
Incremental and local adaptation
issues in strategic reviews
of energy efficiency programs
Joint
design
and
crossimplementation
of
Focus at corporate level on risks functional
associated with ongoing and future diagnostic and interactive systems
regulation
Introduction of financial and
symbolic motivations
9
Agenda
The Porter Hypothesis
Theoretical Framework
Case Studies
Findings
10
Application to Lafarge & DuPont
DUPONT
LAFARGE
Wilmington, USA
Paris, France
Revenues
$billion 30.5
€billion 19
Employees
60 000
84 000
9.3
108.9
Headquarters’
location
CO2 emissions (Mt)
from CDP 2008
Posted Target in 2008
15% for 2015/2004 20% 2010/1990
(absolute value)
(relative value)
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Lafarge (I)
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 matière 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).
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Lafarge (II)
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Lafarge (III)
CO2 Strategic
Approach
Beliefs
Systems
Boundary
Systems
Diagnostic
Systems
Interactive
Systems
STAGE 1
LAFARGE
Awareness/Risk
Awareness/Risk
No change
Energy efficiency is a traditional
core value
No change
No change in the portfolio of
activities
The Strategic Review Process is not
directly affected
Compliance approach
CO2 is integrated for plant
(regulation)
decisions on fuel mix, yields ratios,
additives (cement clinker ratio)
Emissions
are
controlled
for
Incremental
and
local compliance with corporate goal
adaptation of energy efficiency
programs
Focus at corporate level on Corporate is active on cap and trade
risks associated with ongoing regulations issues such as eliciting
and future regulation
cement as an exposed sector for EUETS, free allocations, sectoral
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approaches...
DuPont (I)
15
Dupont (II extract from Sustainability Report 2008)
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DuPont (III)
CO2 Strategic
Approach
Beliefs
Systems
Boundary
Systems
Diagnostic
Systems
Interactive
Systems
STAGE 2
DUPONT
Vision/Opportunities
Vision/Opportunities
Integration of the climate New vision: holistic approach to
policy strategy in the firm’s vision sustainability “industrial” and for the
first time “market-facing goals”
Systematic
review
of
portfolios’ activities including
suppliers
and
clients’
relationships
(Re)designing of the firm’s
position in the value chain targets’
setting
Major changes in the portfolio
move from fossil fuel technology to
green technology
Partnerships along the value chain
Change of organizational chart and
control systems, Nomination of a VP
Chief Sustainability Officer,
Integration of environmental
Implementation of a Sustainable
issues in strategic reviews
Growth Review for each business
Joint design and crossfunctional implementation of Cross-functional competence centers
diagnostic and interactive systems
Introduction of financial and Local champions and awards
symbolic motivations
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Agenda
The Porter Hypothesis
Theoretical Framework
Case Studies
Next
18
Further Research
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
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THANK YOU
‘A Managerial Perspective on the Porter Hypothesis
The Case of CO2 Emissions’
Diane-Laure Arjaliès
ESSEC Business School
& Ecole Polytechnique
[email protected]
Jean-Pierre Ponssard
Ecole Polytechnique
[email protected]