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Чэн Шаньи - аспирант, факультет менеджмента, Южный федеральный университет, Ростов-на-Дону, Россия, [email protected],
Cheng Shanyi - postgraduate student, Faculty of Management, Southern Federal University, Rostov-on-Don, Russia;
А.Д. Мурзин - д.э.н, профессор, профессор кафедры развития и управления космическими экономическими системами, Факультет менеджмента, Южный федеральный университет, Ростов-на-Дону, Россия, [email protected],
A.D. Murzin - Doctor of Economics, Professor of Space Economic System Development and Management, Faculty of Management, Southern Federal University, Rostov-on-Don, Russia.
ПОСТРОЕНИЕ КОРПОРАТИВНОЙ ЭКОЛОГИЧЕСКОЙ СТРАТЕГИИ С ТОЧКИ ЗРЕНИЯ УСТОЙЧИВОГО РАЗВИТИЯ CONSTRUCTING CORPORATE ENVIRONMENTAL STRATEGY FROM THE PERSPECTIVE OF SUSTAINABLE DEVELOPMENT
Аннотация. В этой статье представлен углубленный анализ важности и конкретных шагов компаний по формулированию экологической стратегии с точки зрения устойчивого развития. Во-первых, в статье рассматривается необходимость корпоративной экологической стратегии, включая соблюдение все более строгих экологических норм, выполнение требований социальной ответственности и создание экономических выгод. Затем в статье подробно рассматриваются четыре этапа формирования корпоративной экологической стратегии: оценка текущей экологической ситуации, определение экологических целей, формулирование конкретных планов реализации и рассмотрение поддерживающих политик и мер. Наконец, на примере IKEA демонстрируются конкретные практики и результаты корпоративной экологической стратегии, отражающие неразрывную связь между экологической стратегией и корпоративным устойчивым развитием. Вся статья обеспечивает теоретическую поддержку и практическое руководство для предприятий по формулированию систематических экологических стратегий.
Abstract. This article provides an in-depth analysis of the importance and specific steps for companies to formulate environmental strategies from the perspective of sustainable development. First of all, the article explains the necessity of corporate environmental strategy, including meeting increasingly stringent environmental protection regulations, fulfilling social responsibility demands, and creating economic benefits. Then, the article elaborates on the four steps of establishing corporate environmental strategy: assessment of environmental status quo, determination of environmental goals, formulation of specific implementation plans, and consideration of supporting policies and measures. Finally, through the case analysis of IKEA, the specific practices and results of corporate environmental strategy are demonstrated, reflecting the intrinsic connection between environmental strategy and corporate sustainable development. The entire article provides theoretical support and practical guidance for enterprises to formulate systematic environmental strategies.
Ключевые слова: Экологическая стратегия, устойчивое развитие, государственное регулирование, компания IKEA
Keywords: Environmental strategy, sustainable development, government regulation, IKEA Company
Background
A company's environmental strategy is part of the company's overall strategy and is related to the company's long-term sustainable development. It is also an important manifestation of the company's fulfillment of social responsibilities and achieving harmonious coexistence with nature. As Bansal and Roth (2000) pointed out in the article "Why Companies Go Green: A Model of Ecological Responsiveness": "Corporate environmental strategy is a manifestation of a company's reasonable response to increasingly severe environmental challenges and helps companies reduce environmental risks, capture niche markets, improve reputation and competitiveness". In addition, Orsato (2006) also emphasized in the book "Competitive Environmental Strategies: When Does It Pay to Be Green?": "Developing appropriate environmental strategies will not only help enterprises meet increasingly stringent environmental protection regulations, but more importantly, they can Create new profit models and value propositions for enterprises to achieve a win-win situation for environmental performance and economic performance."
Regarding the definition of corporate environmental strategy, one of the more classic and widely quoted definitions comes from Banerjee et al. in 2003 in the article "Corporate Environmentalism: Antecedents and Influence of Industry Type": "Corporate environmental strategy refers to the integration of Environmental considerations are a series of plans, practices and decision-making processes adopted in business operations with the purpose of reducing the impact of business operations on the environment or using the environment as a competitive advantage. "This definition clarifies the core goals of corporate environmental strategy and emphasizes its impact on the environment. The internal connection of the overall enterprise strategy. In terms of scope, corporate environmental strategy usually includes establishing environmental policies and goals and integrating them into the company's vision and overall strategy (Aragón-Correa et al., 2008); formulating specific environmental action plans, such as energy conservation and emission reduction, cleaner production, waste management, Environmental certification, etc. (Bansal, 2005); establish an environmental management system, including organizational structure, institutional processes, monitoring and evaluation, etc. (Klassen and Whybark, 1999); carry out environmental innovation, including product design, process improvement, environmental protection technology research and development, etc. (Shrivastava, 1995); environmental communication and cooperation with stakeholders (government, suppliers, consumers, etc.) (Sharma and Vredenburg, 1998). In general, corporate environmental strategy is a systematic link that runs through the entire process of corporate strategy formulation, implementation, and monitoring, aiming to achieve sustainable and coordinated development of corporate and environment.
literature review
Regarding the research on corporate environmental strategy, scholars conduct research from different perspectives. Barney et al. (2005) proposed from the Resource-Based View that whether an enterprise's environmental strategy can bring competitive advantage depends on whether the relevant resources and capabilities satisfy scarcity, inimitabil-ity, irreplaceability and organizational conditions. Hart et al. (2011) developed the "Basic Theory of Natural Resources" on this basis, taking the natural environment into consideration. From the perspective of stakeholder theory, Freeman et al. (1983) proposed that enterprises need to balance the interests and demands of various stakeholders (shareholders, employees, governments, communities, etc.) when formulating environmental strategies. Buysse and Verbeke et al. (2003) It is applied to environmental field research to expand its application fields. Other scholars, such as Schaltegger et al. (2011), proposed a profit-oriented environmental strategy theory from the perspective of opportunity-driven theo-
ry. Klassen and Whybark (1999) and Sharma and Vredenburg (1998), from the perspective of organizational learning and dynamic capabilities theory, believe that enterprises can improve environmental knowledge and dynamic capabilities through organizational learning, and can better respond to environmental changes and formulate adaptive environmental strategies. Jennings, Zandbergen et al. (1995) discussed the external pressure factors that affect corporate environmental strategy formulation from the perspective of institutional theory, such as policies and regulations, industry norms, stakeholder expectations, etc. These theories have laid different perspectives and analytical frameworks for corporate environmental strategy, and provided other scholars in the field with rich perspectives and research entry points.
After sorting out the academic research related to corporate environmental strategy, this study found that there are certain deficiencies in the following aspects of research on corporate environmental strategy:
The theoretical framework needs to be improved. Existing research mostly focuses on single perspectives such as resource-based theory and stakeholder theory, and lacks an integrated theoretical model. It is necessary to further develop a systematic theoretical framework of corporate environmental strategy to better explain the internal mechanism of environmental strategy formulation and implementation.
Empirical research needs to be deepened. Most studies focus on case analysis or cross-sectional data analysis, lacking longitudinal follow-up studies. Further empirical research on long-term series is needed to better reveal the dynamic evolution rules of corporate environmental strategies.
The impact mechanism of the external environment is unclear. Existing research mostly focuses on internal factors, and there is insufficient research on the influencing mechanisms of external regulations, markets, society and other environmental factors. Further exploration is needed into how external environmental pressure drives changes in corporate environmental strategies.
Judging from the research characteristics of the current literature, there is a lack of current research that truly focuses on corporate environmental strategies or studies corporate environmental strategies with micro-level examples. This study starts from the perspective of sustainable development of enterprises, specifically to the enterprise itself at the micro level, studies from the development status of the enterprise itself, combines relevant theories of strategic management in management, and discusses corporate environmental strategy from the perspective of sustainable development The construction of the establishment and its impact on the business.
The necessity of establishing corporate environmental strategy
Legal and regulatory compliance requirements. In recent years, governments around the world have successively introduced a series of more stringent environmental laws and regulations, requiring companies to meet higher environmental standards in production and operations. For example, the EU REACH regulations require that the production and use of chemicals must comply with safety and environmental protection requirements. China has also introduced regulations such as the Environmental Protection Law and the Cleaner Production Promotion Law. Violations of regulations will result in heavy fines or even closure. Therefore, companies must develop effective environmental strategies to ensure compliance operations. According to data from the "China Corporate Environmental Responsibility Report", the amount of penalties imposed on companies by China's environmental protection departments in 2021 reached 44.65 billion yuan, an increase of 27.7% from 2020. This trend urges companies to pay attention to environmental compliance.
Fulfillment of social responsibilities. Today, the public and consumers continue to pay more and more attention to corporate environmental responsibility. If an enterprise does not pay attention to environmental protection, it will easily suffer from public opinion and social pressure. Surveys show that more than 70% of consumers are willing to pay a premium for "green" products. Moreover, being selected into lists such as "The World's Best Corporate Citizens" will also help companies enhance their brand image and social reputation. For example, the 2021 Sustainability Report released by Unilever shows that its sustainable living plan has helped consumers reduce greenhouse gas emissions by 364 million tons. Therefore, the formulation of environmental strategies by enterprises is not only a social responsibility, but also an important way to win the trust of consumers.
There is room for improvement in economic benefits. Taking effective environmental protection measures can not only reduce energy consumption and emissions, but also help companies explore new market opportunities and growth points. According to research by McKinsey & Company (2011), the world's 50 largest companies can save approximately US$17 billion each year through environmental management measures. The cases of IKEA, General Electric and other companies also prove that environmental strategies can create significant economic value for companies. Taking IKEA as an example, its environmental improvement initiatives in 2021 created direct economic benefits of approximately 250 million euros for the company. In addition, green technological innovation has also become a new competitive advantage for enterprises, such as carbon capture and hydrogen energy, which will be the focus of future development of enterprises. To sum up, the constraints of laws and regulations, the demands for social responsibility and the promotion of economic benefits are the three key driving forces for enterprises to formulate effective environmental strategies. As these external pressures and internal motivations continue to increase, environmental strategy has become an important support for the sustainable development of enterprises.
If an enterprise does not have an environmental strategy, it may face the following risks:
1. Legal compliance risks. As governments around the world continue to introduce stricter environmental protection regulations, if a company does not have systematic environmental management measures, it is easy to violate relevant legal requirements and face the risk of high fines or even suspension of production and closure. This will not only cause direct economic losses, but may also trigger a reputation crisis.
2. Market competition risk. Currently, consumers are increasingly paying attention to the environmental performance of products and companies, and many consumers are willing to pay a premium for "green" products. If a company cannot provide products and services that meet environmental protection needs, it will lose the favor of consumers and lose market competitiveness.
3. Cost control risk. Enterprises that do not pay attention to environmental management often incur higher costs in raw material procurement, energy utilization, waste disposal, etc. In contrast, companies that adopt environmental strategies can significantly reduce operating costs through energy conservation, emission reduction, resource recycling and other means.
4. Risk of reputational deterioration. Once problems such as environmental pollution or resource waste are exposed, they will often cause serious damage to corporate image and social reputation. This not only affects corporate value, but may also trigger serious consequences such as consumer boycotts and investor withdrawals.
5. Regulatory policy risks. Governments of various countries are continuously increasing policy support for carbon emissions and pollutant control, such as carbon trading systems, cleaner production subsidies, etc. Enterprises that have not formulated an environmental strategy will not be able to fully enjoy these policy dividends, but will face greater policy risks.
6. Sustainable development risks. If a company only pursues short-term economic benefits and ignores environmental protection and sustainable development, it will inevitably harm its long-term development. Facing challenges such as resource depletion and climate change, it is difficult for companies that do not pay attention to environmental strategies to ensure sustainable competitiveness.
In general, without formulating effective environmental strategies, companies will have difficulty coping with increasingly severe environmental problems. Not only will their operating costs and compliance risks rise, they will also find it harder to seize strategic opportunities for sustainable development. Therefore, formulating and implementing corporate environmental strategies has become an indispensable and important decision for enterprises.
Economic Analysis of Environmental Strategy
The sustainable development and efficiency issues of enterprises are the key issues surrounding whether enterprises implement environmental strategies. Theoretically, there are roughly three types of factors that affect the choice and implementation of corporate environmental strategies: government, market and the company itself. At present, government and market factors are the dominant factors driving the early environmental strategy choices of enterprises, and whether the enterprise's own factors promote sustainable development is the key to the later strategy execution. The Figure 1 for presentation.
Figure 1 - Factors influencing environmental strategy (Develop by author)
Environmen * E
t regulatory
t j 111 ji i " 11
O
private interests
Business
Figure 2 - Environmental strategic feasible area (Develop by author)
Figure 2 describes the target scope of the environmental strategy, using the private commercial interests represented by enterprises and the public environmental interests represented by the government to establish coordinate axes. When the two are in balance, the sustainability of the company's sustainable development is strengthened, the degree of
green completion is better, and the environmental strategy is consistent with the company's sustainable development. The vertical axis represents companies taking environmental strategic actions and generating public benefits; the horizontal axis represents strategic actions that generate private business benefits. It can be seen from the figure that strategic actions that generate more public benefits than private benefits are closer to the upper boundary of the triangle area (dashed line E). On the contrary, they are below the triangle area (dashed line B), and eventually form an interest triangle area in the later stage of the game (dashed line B). EOB area).
Typically, strategic actions by companies in the triangle improve environmental performance and generate benefits. In principle, a company's environmental strategy can be run out of the triangle and very close to the vertical axis (environment), but this may disappoint shareholders or stakeholders and violate the company's purpose of creating economic value. Strategic actions on the horizontal axis (business) based on "business goals" are likely to face opposition from environmentalists and the public, and will bring huge government regulatory pressure, hindering the greening and sustainable development of enterprises. In this way, an enterprise's environmental strategic choices can only be located within the triangular feasible region, and enterprises will not easily try to change or break through the upper or lower boundaries of the feasible region. Therefore, according to the actual situation, the triangular feasible area is a win-win category that brings both public and private benefits, that is, it is the target area of environmental strategy.
Steps to establish corporate environmental strategy
Figure 3 - Flowchart for establishing corporate environmental strategy. Develop by author.
The process of establishing an environmental strategy can be shown in Figure 3, from the assessment of the current environmental situation to the final matching with local regulatory policies. But the first principle is: whether it promotes the sustainable development of the enterprise itself and whether it matches the enterprise's own overall strategy.
Table 1 - Detailed explanation of the flow chart for establishing corporate environmental strategy
_(Develop by author)_
Steps of the process The Project Explanation of the Project
1. Environmental status assessment Energy usage Actual situation of energy consumption and energy structure
Resource utilization Raw material consumption, water resource utilization, waste generation, and actual resource utilization
Emissions Greenhouse gas emissions and pollutant emissions
Ecological impact For example, the negative impact on the local environment can be divided into two situations: residents' living environment and ecological environment.
2. Determine environmental goals Energy consumption target Establish realistic energy consumption per unit product, total energy consumption in production and other goals (should be reduced year by year)
Emissions targets Targets for water, solid matter, and carbon emissions are set based on current conditions*
Resource utilization goals In addition to setting goals for improving resource utilization, we should also set goals for the proportion of recyclable resources
3. Develop specific implementation plans Technical route Adopt new energy-saving equipment, clean production processes, and renewable energy
Management measures Establish an environmental management system, green procurement policy, employee environmental protection training, and waste reuse
Investment guarantee Special fund investment for environmental protection, application for policy support, environmental insurance
4. Supporting policies and measures Environmental regulations Understand and comply with emission standards, resource utilization regulations, local environmental regulations, and government environmental incentives
Governmental support Seek tax incentives, loan subsidies, and other policy support
Social synergy Strengthen communication and collaboration with communities, NGOs, etc.
* In an ideal sustainable development state, waste discharge and recycling should form a closed loop, that is, the generated waste water and carbonized gas are reused as a whole
Case analysis of enterprise establishment of environmental strategy application
The establishment of an environmental strategy by an enterprise can promote sustainable development, and only by combining internal implementation measures with the external policy environment can an enterprise's environmental strategy be truly effective. The following is a case study about the multinational Swedish IKEA Group to explain the necessity and usefulness of establishing an environmental strategy correctly. The data related to IKEA in this study come from the "Sustainability Summary Reports" released by IKEA over the years, IKEA's website, and IKEA's annual financial reports.
An introduction to the IKEA Group. Swedish IKEA (IKEA) is the world's largest home furnishings retailer. The company was founded in 1943. In fiscal year 2022, IKEA's global sales reached 45.5 billion euros. IKEA's main business includes furniture, home decoration, kitchen supplies, etc. Its products are characterized by being affordable, fashionable and environmentally friendly, and are favored by consumers around the world. In the 2023 Fortune magazine global 500 list, IKEA ranked 236th (Fortune, 2023). IKEA is an example of a company that pays attention to environmental protection and sustainable development. The ultimate goal of the company's strategy is to become a fully circular and regenerative company by 2030, achieving the following goals:
1. Use 100 % renewable or recyclable materials to make products.
2. Use 100 % renewable energy to meet operational needs.
3. Achieve zero waste emissions in all aspects of the value chain.
4. Develop a new circular economy business model and promote product reuse and remanufacturing.
5. Reduce net greenhouse gas emissions to zero.
6. 100 % realize the value of respecting people and the earth's resources.
IKEA's environmental strategy is highly consistent with its corporate mission of "affordable sustainable living", which achieves the principle of coordination with corporate development strategy mentioned above. Moreover, IKEA's environmental strategy also reflects the principles of environmental friendliness and sustainable development, and achieves a win-win situation between economic and environmental benefits through green product design, green supply chain, green operations and other measures. IKEA's practice fully embodies these two principles and provides a model for similar multinational companies.
The development context of IKEA's environmental strategy can be demonstrated by the following pictures:
•IKEA began to pay attention to environmental sustainability issues and incorporated environmental considerations into product design.
Ю1ДЯ •Officially released the first environmental action plan "Green IKEA"
•Proposed the goal of "100% sustainable wood procurement in 2015"
U¡m •Released new "Positive Values for People and Environment" strategy
IM •Achieve the goal of 100% sustainably sourced wood ' J
U¡¡¡J •Proposed the long-term goal of "becoming a fully circular and regenerative enterprise by 2030"
ЕШ •Becomesthe first company in the furniture industry to use entirely renewable and recyclable plastics
Figure 4 - IKEA's environmental strategy development map
IKEA has deeply integrated environmental protection and sustainable development into its corporate development strategy, and comprehensively promoted environmentally friendly practices from product design, supply chain management to operating models. IKEA focuses on the use of renewable and recyclable materials, is committed to reducing greenhouse gas emissions, and establishes a complete environmental management system to continuously improve environmental performance. At the same time, IKEA also actively responds to policy guidance and works closely with governments, NGOs and other stakeholders to form a benign ecosystem for environmental protection. This strategic, systematic and collaborative nature enables IKEA's environmental management to not only achieve economic benefits, but also generate extensive social and environmental benefits, becoming a model of corporate environmental strategy. Judging from the company's actual data, IKEA has made obvious changes in sustainability after clarifying its environmental strategy.
Table 2 - Comparison of IKEA's environmental strategies before and after and its sustainable development. _Based on IKEA's official website (Develop by author)_
Item category Relevant year Performance that year
Energy use Before 2010 IKEA's energy use mainly comes from fossil fuels, and the proportion of renewable energy use is less than 20%
2022 Renewable energy is used in more than 60% of all IKEA activities
Emission of greenhouse gases Before 2016 IKEA emits more than 26 million tons of carbon dioxide equivalent every year
2022 IKEA's carbon dioxide emissions dropped to 18.3 million tons, a decrease of approximately 30% compared to 2016
Wood use Before 2009 Only 23% of IKEA's wood supply comes from sustainably managed forests
2022 This proportion has exceeded 98%, and the annual use of renewable wood exceeds 18 million cubic meters
Waste management Before 2010 IKEA's stores and factories around the world generate nearly 1.5 million tons of waste every year
2022 IKEA has achieved zero waste emissions in production operations, and all waste is recycled
Packaging Materials Before 2015 IKEA uses about 9 million cubic meters of packaging materials every year, most of which are disposable materials
2022 IKEA packaging usage reduced to 7.6 million cubic meters, 55% of which is made of reusable or recyclable materials
The above data clearly shows that since the formulation and comprehensive implementation of the environmentally sustainable development strategy, IKEA has made great progress in saving resources, reducing emissions, and recycling. This not only demonstrates the environmental protection effectiveness of the environmental strategy, but also brings economic benefits and brand value enhancement to the company.
Summary and outlook
This article comprehensively analyzes the importance, specific steps, and practical cases of representative companies in formulating environmental strategies. Theoretically speaking, corporate environmental strategy is a key support for corporate sustainable development. It can not only help companies meet increasingly stringent environmental protection regulatory requirements, but also enhance their social reputation and competitiveness. The article sorts out the four major steps in establishing corporate environmental strategy and provides practical guidance for the systematic construction of corporate environmental strategy.
From a practical perspective, IKEA's case vividly demonstrates the effectiveness of the company's comprehensive implementation of environmental strategies in products, supply chains, operations and other aspects. This not only significantly improves the company's environmental performance, but also brings economic benefits and increased brand value to the company. This method of deeply integrating environmental factors into the overall corporate strategy provides a model for other companies to learn from.
In the future, as the concept of sustainable development continues to deepen, corporate environmental strategy construction will face new challenges. On the one hand, companies need to further improve the forward-looking and systematic nature of environmental strategies and build more complete theoretical models and management frameworks. On the other hand, enterprises should also strengthen collaboration with external stakeholders and promote the establishment of a policy environment and social ecology that is conducive to the implementation of corporate environmental strategies. Only by achieving a high degree of integration between internal management and the external environment can corporate environmental strategies truly take root and help enterprises achieve sustainable development.
This research provides useful inspiration for scholars interested in exploring corporate environmental strategies. In the future, we can further deepen the internal mechanism of corporate environmental strategy, explore the differences of corporate environmental strategies in different industries and regional backgrounds, and the relationship between corporate environmental strategies and corporate performance, etc., to provide more targeted theoretical guidance for corporate practice.
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