如何莫尔森库尔斯的微型团队创建大的可持续性影响必威体育2018

这是一个令人兴奋的一年，到目前为止在莫尔森库尔斯（NYSE：TAP）必威体育2018可持续发展的努力。酿酒公司最近被评为国际道琼斯可持续发展指数（DJSI），饮料行业的领导者。必威体育2018这也让DJSI北美名单连续第二年。

“莫尔森库尔斯的重点是不断进步提高了我们所说的‘我们的啤酒打印’，其中详细说明了我们的社会，人与环境的影响我们表示，”公司总裁兼首席执行官彼得·斯温伯恩在新闻稿。“对DJSI续认可证明了我们一年后不断致力于推进的一年。”

But this leadership in sustainability efforts is all the more remarkable when you consider the size of Molson Coors’ sustainability group.

“我们有一个非常小的团队的中心，”首席企业责任官巴顿亚历山大说。“这真的是我 - 我有一个人谁的作品作为一个分析师谁帮助我，但我们看到企业社会责任是每一个员工在公司工作的一个组成部分。”

Alexander believes his job is to embed the notion of sustainability throughout the organization. He chairs the company’s corporate responsibility council, made up of vice presidents from divisions across the firm, including sales and marketing, compliance/ethics, finance, innovation, technical governance and water resources.

"Like those with formal power, my success depends upon my ability to influence others," he said. "I start with listening, not talking. These are people who know their functions and believe in the values of the company. My role isn't to tell them what to do, but to partner with them in finding ways to improve."

亚历山大描述他的工作作为一个主持人, coach and sometime provocateur. "In our company culture, we're encouraged to 'challenge the expected,'" he said. "For me, that means asking a lot of questions. For example, when I learned about our environmental targets for 2012, I was pleased, but pushed further: Where do we want to be in five years, in 10 years; what is our ambition? I encourage my colleagues to think beyond the incremental change that can be achieved with tweaks to goals that may require innovations not yet thought about."

照片啤酒瓶byJumnongvia Shutterstock.

亚历山大已经概述了一些关键要素，以成功整合企业责任与精益资源的企业。

领导的支持

“我们有一个CEO谁真正明白，我们怎么赚钱是很重要的，而且使其负责和道德是我们的人民和我们的客户和消费者的啤酒很重要，”他说。“而公司的整个高管团队是围绕一字排开。”公司负有责任的表现也被包括在该公司的年度和长远规划 - 定期业绩报告给高层领导，公司董事会和投资者。

Strategic alignment with business goals

Alexander describes this element as positioning corporate responsibility with corporate ambitions; as characterized by what Molson Coors callsBHAGs, or Big Hairy Ambitious Goals. Two of those goals are targeted around profit and brand growth. Another involves engaging company employees, who are seen as essential to the firm’s success. Molson Coors also aims to be recognized for having a world class corporate responsibility program.

Measuring

Molson Coors takes both internal and external measures of its sustainability performance. It surveys its employees about whether the company is being responsible enough on social, ethical and environmental issues. And in turn, according to Alexander, employees feel more engaged in those issues. Externally, the company takes pride in its place on the DJSI, and the fact that it is meeting its long and short-term targets for issues such as carbon reduction and water use.

问责制

“Accountability is really critical,” said Alexander. "We talk about both our achievements and our setbacks. So we're accountable overall." A prime example is the company’s corporate responsibility council, which meets formally four times a year. The vice presidents on the council, he notes, “each understand what they’re doing, but the council allows them to understand how what they’re doing impacts and aligns with their colleagues in other parts of the business.”

Seeking outside help

像其他公司应对预算紧缩，莫尔森库尔斯变得更有选择性，当涉及到使用的顾问。它们被用于更具体的任务，亚历山大说，“像我们如何保持我们的供应商负责，对自己的道德和人权和环保性能创造合适的系统。我们如何做到这一点？是什么在，最好的做法是什么？所以，我们已经使用顾问的帮助，以改善内他们的核心业务流程，将可持续发展。”必威体育2018

Being honest with yourself

所有的公司都有挑战和问题，但拥有了这些问题 - 内外组织 - 强调了公司的价值观，有助于改善这种状况。“当然，有时它是说服的情况下，与数据，ouside专家甚至实地考察，”亚历山大说。“但实际上，大部分团队获得可持续发展的重要性。他们是专家，而我学习更多从他们比我所能教。”必威体育2018

Celebrating successe

“我们要确保谁负责[成就]在整个组织内得到认可的人，”亚历山大说。“这可能是类似的东西有世界级的用水效率在我们塔德卡斯特英国啤酒厂[或]是在加拿大的最佳雇主之一。”

同样重要的是，亚历山大说，对员工和管理层看到这些目标，他们公司的成功至关重要。他指出，企业出售莫尔森库尔斯产品，如沃尔玛和Tesco在英国，“希望提供给他们的消费者的事实，他们购买和销售产品......这是由道德，负责任的和环境敏感的公司制造的。”作为一个例子，他指向莫尔森加拿大红叶项目，该组织并能与消费者在全国各地的环境清理。

但首先，你需要获得基本权利。在建立可持续发展计划的初期，亚历山大说，有来自公司高层领导的一些回推。必威体育2018“我们有跨业务的所有这些不同的尺寸，我们的道德，我们的环境责任，我们的责任酒，我们的社区参与，同我国人民的参与去？”他记得他们问。"And all this supply chain, that’s a lot on the plate. Can’t we just pick one or two things and do them well? And my answer was 'yeah you can, and a lot of companies do, and that’s really what green-washing is.' So I think there was a challenge at the beginning of getting people to understand as a whole that this really needed to be a corporate-wide, a baseline improvement first."

And once those baseline elements are established, Alexander said, the next critical step is sustaining that improvement. "There’s obviously work to be done, we’re going to get after the challenges. And it’s leveraging this for our competitive advantage. It’s how can we take this work and make it more meaningful in terms of our cost management, in terms of our employee engagement, in terms of our relationships with our key retail customers, and in delighting beer drinkers."