经济学人下载:熊彼特专栏-绿色增长

A new study by the World Economic Forum (WEF) and the Boston Consulting Group (BCG) identifies 16 emerging-market firms that they say are turning eco-consciousness into a source of competitive advantage. These highly profitable companies (which the study dubs “the new sustainability champions”) are using greenery 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.

世界经济论坛和波士顿咨询公司的一项最新研究显示，16个发展中国家的企业认为它们将生态意识转换为一种具有竞争性的优势资源。这些高盈利企业（即这项研究中的“新型可持续发展领头羊”）利用环保来降低成本，激励员工，建立关系网。它们的本土思维有可能更容易让同行复制而不是去效仿欧美。

The most salient quality of these companies is that they turn limitations (of resources, labour and infrastructure) into opportunities. Thus, India’s Shree Cement, which has long suffered from water shortages, developed the world’s most water-efficient method for making cement, in part by using air-cooling rather than water-cooling. Manila Water, a utility in the Philippines, reduced the amount of water it was losing, through wastage and illegal tapping, from 63% in 1997 to 12% in 2010 by making water affordable for the poor. Broad Group, a Chinese maker of air conditioners, taps the waste heat from buildings to power its machines. Zhangzidao Fishery Group, a Chinese aquaculture company, recycles uneaten fish feed to fertilise crops.

这些企业最显著的特点是将资源、劳动力、设备的不足化为机遇。印度公司Shree Cement，曾长期面临水资源短缺的困扰，通过使用空气冷却而不是水冷却的方法，研制出世界最高效的用水系统来生产水泥。菲律宾一家公用事业公司Manila Water，因浪费和非法开采而导致的用水量流失，让穷人用得起水，将这一流失比例从1997年的63%降低至2010年的12%。中国的空调制造商远大集团，利用建筑散发的废热为机器提供动力；大连的海洋食品企业獐子岛渔业集团，重复利用剩鱼来肥沃庄稼。

Setting green goals is a common practice. Sekem, an Egyptian food producer, set itself the task of reclaiming desert land through organic farming. Florida Ice & Farm, a Costa Rican food and drink company, has adopted exacting standards for the amount of water it can consume in producing drinks.

设定绿色目标是惯例。埃及食品生产商Sekem制定以有机种植来改造沙漠的任务。哥斯达黎加食品饮料公司Florida Ice & Farm在生产饮料过程中采纳严苛的耗水量标准。