火星刚刚发布了第四次年度Principles in Action Summary，里面详细介绍了公司如何运行其庞大的业务。而且它使有趣的阅读。

这家拥有100年历史的家族所有，家族经营的公司拥有净销售额超过33十亿$。它有6个业务部门（包括巧克力，宠物护理，食品和饮料）75,000员工在整个地球的位置，拥有知名品牌过多（银河和本叔叔对示巴和彩虹糖）点缀。它深知在世界上的地位，并希望在路口那里它可以使一个很大的区别，以推动积极的变化 - 不仅仅是在发展中世界的农场找到更好的实践。

At the offices of the company's London-based communications agency, I caught up with Mars's global sustainability director, Kevin Rabinovitch, to find out how the business is using its scale to create change where it is needed most.

Tom Idle: This latest Principles in Action document covers a lot of ground. How long has this sustainability strategy been in its current guise? And how is it managed across the company?

Kevin Rabinovitch:We started having a more organized approach to sustainability about seven years ago. Prior to that, our behaviors and approaches were driven by the Five Principles [of quality, responsibility, mutuality, efficiency and freedom]; that goes back decades. But in 2007 we realized a need and value to have a more structured approach and that is what prompted our Principles in Action.

当然，趋势之一，现在是企业采用综合报告——结合金融和可持续性。竞彩足球app怎么下载This is an integrated report (albeit with less financials because our shareholders already know how we're performing) and we have been doing that since 2010.

空闲状态:告诉我关于火星的贵格会教徒的根。我瞧ve this idea of the Five Principles, especially the concept of working towards mutuality — so that if suppliers do not mutually benefit from working with you, you would walk away. How does it work in practice?

Rabinovitch:该great thing about working for Mars is that they are a family that thinks of business in generational terms — "One day my children will own it." And that flows through into how we make decisions. Setting up relationships with suppliers; building a factory; expanding into new markets — these decisions are made with a 20-, 30- or 50-year thinking horizon.

For example, if a decision works for Mars but not for the supplier — or it only works for a little while — it is not a good decision.

空闲：因此，没有工作了家族企业让您的工作更轻松？

Rabinovitch:It creates opportunities for us to think differently. And it gives us freedom to explore ideas that might not, at first, work from a business point of view. Where we get to in the end is about taking actions we believe any business ought to do.

But sometimes we have to step quite far out of the box to find a good way back into a good answer. We have freedom to go play.

空闲：能举个例子。

Rabinovitch:Our可可培训for 50,000 farmers in West Africa. We have got our peers to stand next to us to train thousands of farmers too. Figuring that out took some time.

Mars has so many brands and operates in so many markets with so many touch points among suppliers, producers and customers. Do you feel a weight of responsibility to get it right? Absolutely. But it is collectively important for all of us to get it right. I find it exciting to be in a role in a company in an industry where if we get it right, we make difference at scale.

I have been at Mars for 20 years, starting as an engineer designing manufacturing processes in the R&D team. In 2004 I was living in California. My wife decided we should put solar panels on our roof, so we decided to go for a two-kilowatt system which covered all of our electricity needs for the house. I realized I could make a job out of sustainability, so I moved into one of the first sustainability roles at Mars. Six years on and I have just helped lead a 200MW wind farm at our site in Texas. In six years, I went from installing two kilowatts to 200,000 kilowatts — and that is incredibly exciting; to have the opportunity to make a difference at 100,000 times the scale.

Idle: So, presumably that first sustainability role was all about making internal efficiencies.

Rabinovitch:是。最初的职责是对我来说，帮助企业了解火星什么可持续发展的手段。竞彩足球app怎么下载首先要做的就是加快我们的工厂效率，并从那里盘旋了。我们看着水，废物，可再生能源，看着我们用什么材料和多少，我们可以减少使用。

Idle: You have done a fair bit of work in defining your material impacts as a business — environmentally and socially. Are you happy with where you've got to in that process?

Rabinovitch:是。随着我们的范围1和2点的影响，我们的计划感到自豪。多亏了我们的工作效率和可再生的植物，像一个在得克萨斯州，我们有信心，我们将满足我们2015年的目标。我们有非常严格的目标。而2020年的目标将是严厉的毫不逊色。我们正在走向以减少温室气体排放100％的2040年。

而对于更广泛的供应链的影响，我们已经开始的会计处理。而现在，我们正在开发的项目在这些地区设置的减排目标。但是，当涉及到解决原料，它是更具挑战性，因为能力的措施是更难，我们不直接控制的事情。这是关于改变与供应商的相互关系;它需要更长的时间，但我们对此案。

空闲：今年，你进行了与Maplecroft的一些供应商风险评估工作 - 排名靠自己同行24。而你的排名提高。你是怎么发现的？为什么是你的排名改善？

Rabinovitch:We use Maplecroft, as well as the likes of WWF, to understand the climate change and GHG emission impacts and risks in our supply chain.

For our Tier 1 suppliers, we use a Code of Conduct for Responsible Sourcing to ensure they are behaving well. We risk-assess suppliers; if they are low-risk in a low-risk geography, we say, "You're fine." If they are high-risk, we follow up with more detail and a third party audit to check. The quality of our ranking has improved over time.

Idle: What is the risk based on? The impact on the environment or the impact to the value of the business?

Rabinovitch:Both. It's a combination of how important the raw material is to the business. Certain geographies with higher risks — whether they be social, environmental or political — need to be scrutinized more closely to make sure we are working with the good guys.

Idle: But given the size of your business, don't you also have a role to play in making sure the "bad guys" up their game so that you might work with them one day?

Rabinovitch:Absolutely. Business can be a great force for driving positive social change. We need to figure out how we can do more of that.

In West Africa, the commitment we have made to 50,000 cocoa farmers is about delivering what we call a "productivity package" — a mix of knowledge, planting materials and insight into how to run a more efficient cocoa plant in order to triple yields. As a farmer, if you can triple yields, that's three times as much cocoa to sell, more income, and you don't need to find more land, which reduces the pressure on climate change. And there is three times as much cocoa in marketplace, so we have good supply. Everybody wins.

空闲：而这些农民可以自由地额外的可可出售给其他购房者？

Rabinovitch:是。它不会对我们[单独]合作，具有良好的可可和棕榈油。我们已经意识到，转变全行业的答案。

空闲：你已经做了很多的科学研究在这一领域。这是怎么回事，并打开协作与他人，甚至竞争对手，做到这一点更快？

Rabinovitch:巨大左右。该cocoa genome— the work we did with U.S. Department of Agriculture and IBM to sequence it — was immediately published. But we said that anybody that wants to access that information would have to share their discoveries and make them open, too. You can't take our research, develop it and then lock it away. That work was not about improving the lives of plant breeders. It was about improving the lives of people growing cocoa. There is nothing secret about our productivity package either; it is all open. We want the knowledge out there. That's what drives change.

是的，我们与其他食品公司竞争。但在可持续性和竞彩足球app怎么下载原材料供应，也有很多机会。这不是竞争的区域。这是更有效地工作在一起，然后我们就可以打出来，在市场上的产品质量和巨大的广告。

Idle: What does it take to build sustainable sources of certain commodities? In terms of meeting your targets, you are clearly further along the path on something like cocoa then you are with fish. Your goal is to have a 100 percent sustainably sourced supply of fish by 2020 and yet you're still at 10 percent.

Rabinovitch:该role that our raw material purchasers play is very different from material to material.

We are one of world's largest buyers of cocoa. So, if we go talk to our six friends, we have much of world's cocoa market and we can talk about how we transform the market. With almost everything else that we buy, we are purchasing fractions of 1 percent of the global supply. So, the same strategy for cocoa won't apply in corn, for example.

Idle: Looking at all of these commodities, what's the one that gives you biggest headache and keeps you up at night?

Rabinovitch:Clearly cocoa is a top priority because it is such a big part of our business. And, in a business-as-usual scenario, it has some big challenges round supply availability, conditions and income level for farmers. That is why we started there and drove hard.

除了牛肉，纸浆，纸和大豆，我们正在对大米（我们拥有的本叔叔的品牌）制定育种实践。我们做了很多的工作，薄荷的（我们是在世界薄荷的最大买家之一）。

空闲：你不需要我告诉你，肥胖是一个巨大的问题。作为一个企业，你正在推动儿童和成人肥胖，不是吗？

Rabinovitch:Obesity levels are rising and it's a concern we share. We make products that people enjoy. It's about giving consumers a choice and being responsible about single portions [limited to no more than 250 calories].

We were first to do GDA labelling and we don't market to kids under 12. That was a commitment we made in 2007 across all advertising.

Idle: You are doing some truly innovative things — not all of which I fully understand, having read this latest Principles in Action document. What is getting you most excited right now?

Rabinovitch:设法创建供应商或客户，使你做的事情你通常不会做不同的关系。

Renewable energy is a good example. When we build a factory, it will be there for decades. We know we will need energy for that plant for decades. Normally, we buy energy like you do at home — from month to month. But we want to say our energy supplier, "We will buy energy from you for 20 years." Yes, we will still want to negotiate price. But that knowledge is valuable to a supplier — not just for energy suppliers, but for other materials, too. To know that we will be a customer for the long-term makes them comfortable in making investments. It is a real unlocker. And that business-model innovation is very exciting.

Idle: And does that hark back to Mars's Quaker roots?

Rabinovitch:这是最近的相互关系的解释。有一种认识，即如果供应商不知道是否有长期的业务关系，这使他们更不愿意做一些你希望他们为他们和我们的利益做的事情。

Idle: So, what remains the biggest challenge for Mars as a business going into 2015?

Rabinovitch:好了，大家都定义可持续性不同。竞彩足球app怎么下载不是每个人都在追逐同样的事情 - 即使是这样，它不是以同样的速度或以同样的方式。

We have reach a good moment in lots of areas — likepalm oiland renewable. There has been enough innovation and experimentation in the market to say, "Do you know what? This model works so let's just go!" That degree of collaboration and alignment is not as rapid as it could be.

Idle: The awards and accolades keep stacking up: Clearly, Mars is a great place to work. Why is that?

Rabinovitch:Mars has a decentralized model, which means that more of the ownership for decisions is devolved into the organization. You have a lot of control over how to solve the problems. Yes, the targets might come from above, but how you achieve them is up to you.

它也是充满机遇来塑造你的工作，工作和事业，而不是“有缝隙，在去补”。即授权。

This is not just a family-owned business. It is run by the Mars family and they do a great job.

Top image of M&Ms byMr.TinDCFlickr网站。本文首次发表于2degrees公司.