爱华网《可 持 续 商务》
调 查 报 告
项目名称： 杜克能源
组长：黄嵩
小组成员： 成佳行，刘飞佚，
蒋环宇，刘翩翩，
冉佳林
调查时间：2012.3.22
日期：2012.3.28
Background
Duke Energy, headquartered in Charlotte, NorthCarolina, Charlotte, is an electric utility company with assets inthe United States, Canada and Latin America.
Their commitment to sustainability helps themachieve the critical balance among people, the planet and profits.As their business challenges and priorities change, their fivefocus areas keep them on the right path for sustainable decisionsand results.
Today, we are going to explore their whole work onsustainable business.
Status quo &Achievements
As an electric power generator, Duke EnergyInternational (DEI) plays an important role in supporting economic,social, and industrial development in Latin America. Access toelectricity is vital to raising living standards, achievingeconomic growth and improving the quality of life in ourcommunities.
Duke Energy International (DEI) is a subsidiary ofDuke Energy Corporation, one of the largest electric power holdingcompanies in the United States. Headquartered in Houston, Texas, DEI owns,operates and manages power generation facilities in Latin America, with hydroelectric andthermoelectric assets in Argentina, Brazil,Ecuador, El Salvador, Guatemala and Peru. DEI is a widelydiverse company, both culturally and geographically. Our customersinclude retail distributors, electric utilities, independent powerproducers, marketers and industrial/commercialcompanies.
Since its launch in 2000, DEI’s ContinuousImprovement Program (PMC) has generated 510 projects and savings ofnearly US$19 million.
Awards and Recognition
DEI has received numerous awards and honorsresulting from employees’ innovative thinking and commitment to ahigh-performance work culture. Awards and recognition earned by DEIin 2010 follow, especially the 3M Award forOccupational Health and Industrial Safety:
PEOPLE
Health & Safety
Safety is at the heart of everything we do. Thisis demonstrated through our Safety Vision and our Environmental,Health and Safety (EHS) Policy. Together, our vision and policyassert our commitment to attain zero work-related incidents andprotect the health and safety of employees, contractors, customersand communities.
Community Development
DEI is a diverse company operating in six Latin American countries,each with its own cultures, beliefs, values, goals and attitudes.Extreme weather events and natural disasters continued to increasein frequency and intensity and challenged some of our communitiesthroughout 2010, clearly demonstrating their vulnerability. Becauseour success is linked to the health and prosperity of thecommunities we serve, we are dedicated to helping to build andrebuild these communities.
Planet
Biodiversity inBrazil
Hydroelectric power plants have potential impacton biodiversity as water is impounded in reservoirs and throughintake/discharge operations. In line with our commitments, DEI’s hydroplantshave multi-year programs in place to control those impacts. Thefollowing highlights some activities completed in2010:
DEI Generation Diversity
Waste & Emission
The quality and quantity of wastes generated atour power plants depend, in general, on the type of fuel and thetype of combustion technology. Oil combustion wastes include flyash and bottom ash, and are normally generated in significantquantities when residual fuel oil is burned in oil-fired steamelectric boilers. Other technologies — such as combustion turbines,diesel engines and fuels like distillate oil — generate little orno solid wastes. Wastes are typically managed in landfills orsurface impoundments or, increasingly, applied for beneficial use.If beneficial use is not feasible, disposal in permitted landfillswith environmental controls is common. To properly manage waste, wetake measures such as prevention, minimization and control of thevolume of wastes, recycling and reutilization.
PROFIT
DEI’s Economic Performance
In 2010, we sold a total of 19,504 gigawatt hours(GWh) of electricity, 474 GWh lower than in 2009. This wasprimarily due to lower dispatch in Central America as a result ofunfavorable hydrology. However, our totaloperating revenues of more than US$1.2 billion were slightly higherin 2010 because of favorable currency exchange rates inBrazil, higher average contract prices in Brazil and CentralAmerica, and favorable hydrology in Brazil.
DEI ’s Contributions
During 2010, we contributed approximately US$1.7million through philanthropic activities and programs thatbenefited the local communities where we operate.This metric includes cash contributions as well asin-kind services and volunteer initiatives that created communitygoodwill and had a positive effect on relevant societalissues.
Duke Energy’s Plans
Their Five Focus Areas
Duke Energy focus their efforts to become a moresustainable company in these five areas:
·Provide innovative products and services for acarbon-constrained, competitive world
·Reduce their environmental footprint
·Attract and retain a diverse, high-qualityworkforce
·Help build strong communities
·Be profitable and demonstrate strong governanceand transparency
Innovative Products &Services
They say necessity is the mother of invention.They need to deliver energy to their customers that’s reliable,affordable and increasingly clean. As a result, they’re designingand developing innovative new products and services that help usreduce their impact on the environment and provide customers withways to “go green” and save money.
Environmental Footprint
As one of the largest electric service providersin the U.S., they know their operations have a big impact on theenvironment. They also recognize their special responsibility to bepart of the solution to global climate change.
They’re working to reduce their eco-footprint byupgrading environmental controls at many of their fossilfuel-potheyred generation plants; pursuing the development of newnuclear stations; investing heavily in renewable energy and smartgrid technology; and pioneering new programs and offers to helptheir customers become more energy efficient.
High-Quality Workforce
The link bettheyen strategy and results is people.They believe an engaged workforce is fundamental to making progresson their sustainability goals. Their employees thoroughlyunderstand their business and industry, which is why they’relooking to them for creative solutions to some of their biggestsustainability challenges.
They seek to strengthen their workforceby:
·Maintaining their focus on safety as a toppriority
·Providing employees with year-round trainingopportunities to develop their skills and leadershipability
·Recruiting talented individuals with diverseexperiences, backgrounds and perspectives
Strong Communities
Their success is tied directly to the prosperityof the communities they serve. They therefore work with economicdevelopment officials in their five-state retail service territoryto help attract new industry, commerce and jobs. Duke Energy alsosupports their communities through volunteerism, civic leadership,and funding for charitable programs and organizations.
Governance and Transparency
Strong corporate governance, transparency, andclear, credible communications are the keys to earning andmaintaining their stakeholders’ trust. Adherence to theirCode of Business Ethics helps ensure that they perform theirresponsibilities with integrity. Being forthright about criticalissues related to their business serves to keep their stakeholderstheyll-informed. For instance, you’ll find candid assessments ofrisks to their business model in their yearly Sustainability Report. Communication is a two-way street, hotheyver.They believe being attuned to their stakeholders’ viewpoints helpsus refine their objectives and improve their long-term prospectsfor success.
Our Plans
Based on the Duke Energy’s future sustainable planabove, we put forward the following two opinions:
1. Strengthening power saving consciousness to reduce thewaste
We think that compared to replacing the current powersystem to use a modernized one, strengthening powersaving consciousness and reduce the waste can reduce much biggercarbon consumption.
①Duke can sign a year contract with consumers. Thecontract is that firstly one year in power consumption should becontrolled within a fixed scope according to a certain standard ofcharges and it should be a double charge if the power consumptionexceed to the fixed scope; secondly Duke will choose the highestelectricity consumption among twelve months as a base for a year:Charges = Unit price*MAX power consumption*Twelve. So it can forceindustrial enterprises reduce electricity load.
②Raising unit price of electricity to strengthenelectricity saving consciousness and reduce the waste, but in orderto keep its own market competitiveness, Duke can make a negotiationwith government to increase the power supply enterprises’ businesstax, forcing them to raise unit price of electricity so that thetax will be passed to consumers, and then the government willreturn the more income to consumers by lowering the personal incometax.
Feasibility analysis: Firstly, most of consumersis rational, and if the price raised, they will automaticallyreduce the waste; Secondly, in the United States, the rate ofAmerican people's personal income tax is heavier because thepersonal income tax is the biggest source of government's income,so reducing the personal income tax will be not only the businesstax return, but also a very good way to eliminate discontent forprice increasing of electricity.
2.Generating electricity on basis of newenergy
①Biomass energy
Firstly, wesuggest Duke to build biomass power station because biomass isorganic material made from plants and animals. Examples of biomassfuels include wood, crops, manure and some garbage whose cost isquite low, so using biomass to generate electricity can make moreprofit for Duke. Besides, that most electricity generated fromorganic material can reduce environmental pollution. Moreover, it'snot very difficult to make use of biomass to generate electricitycompared with other new energy power generation.
②Wind energy
Secondly, we think that Duke can cooperate withSouth African ------Duke provides technology while South Africaoffers fund to build wind power station in Cape of Good Hope. Thereis quite abundant wind energy in Cape of Good Hope, which canprovide an enough supply of power for electricity generation.What's more important, that South Africa has been short in supplyof electricity for a long time makes it possible to cooperate withSouth Africa. In addition, South Africa has accumulated plenty ofwealth because of gold trade, which can provide financial supportfor the cooperation.
Summary
With the rapid development of economicglobalization and the concept of sustainable development puttinginto practice, sustainable business will become an irreversibletrend of the times by high technology, advanced management mode andso on.
As one of biggest energy supply enterprises,Duke’s operation makes a big impact on the whole USA. From theaspects of people, planet and profit, Duke made a great differenceon sustainable business and had generated 510 projects and savingsof nearly US$19 million. It will focus more on the above 5 areas inthe future.
Strengthening power saving consciousness to reduce the waste by areasonable charges standard and tax return system may be a feasibleway to sustainable business, so is generating electricity on basisof new energy such as Biomass and wind.
背景
杜克能源在美国为南北卡罗莱纳州的2百万用户供电，发电能力为17,700MW，是美国主要的电及天然气供应商，同时也进军国际市场。在美国，控制着长达1.2万英里的州际管道输送系统，是美国最大的液化气供应商和天然气站，商业电站遍及美国。
杜克能源关注地球、人类与利益的协调。在创新、环保、员工建设、团队管理与透明化方面有着不懈的追求。
今天，让我们一起来研究杜克的可持续发展历程！
现状与成果
杜克作为美国最大的电力公司不仅肩负着提高人民生活水平的重任，也在可持续发展道路上为我们树立榜样。2000年以来，杜克的持续改进计划推出了510个项目，节省了近19000000美元。我们从3P（people、planetand profit）的角度对杜克的可持续商业行为进行分析，以下是他们近几年的成果。
消费者
杜克能源从三个方面致力于消费者利益：经济、可靠和安全。
经济
杜克能源坚持将能源价格控制在全美平均价位之下。通过调查发现，2010年杜克在南卡罗来纳州、北卡罗来纳州、印第安纳州和肯塔基州的能源价格是低于全美平均价位的，虽然在俄亥俄州没有达成目标。
可靠
杜克一直坚持维持产品的高度可靠性，从他们2010的可持续报告中不难看到他们的巨大成果主要表现在对核能的控制与使用和对化石的开发及利用率提高。
安全
杜克关心自己的员工，他们的安全目标是零事故。虽然在2010年有5位工人死于施工意外，我们坚信杜克会努力降低事故的发生，切实保护好每一条生命的安全。
关怀地球村
关注生物
杜克采取多种措施，严格控制用水程序以减少水电站对生物的影响。
浪费与排放
为了减少废弃物的产生，杜克坚持提高自己的燃烧技术，并控制自己发电所用燃料的类型。将废物置于垃圾场或蓄水池，安排其他用途。严格预防、控制，减少废物的产生量，争取回收再利用。
利益
2010年杜克卖出的电力低于2009年，营业额却比上年高。公司的行政费用由于税收而提高了，国外电力基础设施建设投资增多，通过分包合同提供了更多的工作岗位以及支持其他行业建设。总的说来，杜克的真正利益点在于它是可持续的，是长久的。
计划
杜克关注的五个区域:
·为碳有限的和充满竞争的世界提供创新的产品和服务
·减少我们的环境损害
·吸引和留住多样化的、高素质的员工队伍
·帮助客户和员工建立强大的社区
·具备良好的管理和透明度，并保持长远的利润
创新产品及服务
需求是发明之母。我们需要为客户提供可靠的、客户可以负担得起的并且是清洁的能源。其结果是,我们设计并开发新的产品和服务,帮助我们降低对环境的负面影响,为客户提供“绿色”的生活方式,并节省了开支。
减少环境损害
作为全美最大的一个电力服务提供商,我们知道我们的任何一个行动对环境都有巨大的影响。我们也认识到为应对全球气候变化应付起的特殊责任，并将积极地探讨和寻求关于自身的解决方案。
我们正在努力通过升级许多植物化石能源来减少我们的生产经营活动对环境的损害；追求发展新能源核能站；对可再生能源的开发和高科技的网格技术进行大力投资,开拓新项目并主动为我们的客户节能提供帮助。
高素质的员工队伍
战略和结果之间的联系是人。我们相信一个积极的员工个体是我们在追求可持续发展目标中能够取得进步的基础。我们的员工彻底了解我们的商业和工业生产,这就是为什么我们期望他们能够创造性地解决一些可持续发展面临的严峻挑战的原因。
我们希望通过以下的方式来提高员工素质：
·专注于安全，并将安全生产作为头等大事；
·每年为员工提供培训的机会来提高他们的技能和领导力；
·引进各种经验丰富,背景良好和前景开阔的高素质人才。
强大的社区
我们的成功是和我们服务的社区的繁荣直接挂钩的，所以与我们工作相关的一些官员帮助我们在经济发展较快的零售服务领域吸引新的工业、商业和工作。杜克能源通过志愿服务、客户导向，以及资助慈善项目及组织来支持社区发展。
管理和透明度
强大的公司管理、透明度、清晰度、可靠的交流通讯是获得和维护我们的利益相关人的信任的关键。坚持我们的商业道德能确保我们履行职责及其履行的完整性。我通过对相关的生意保持真实坦诚来保持我们的利益相关者服务信息灵通。例如,你会在本公司的年度可持续发展报告中发现真实坦诚的评估风险的生意模型。联系是双向的,但是我们相信联系我们的利益相关人的观点可以帮助我们目标的实现和促进我们前景长远发展。
可行性计划
基于上述杜克未来在可持续方面的计划，我们提出以下两点意见：
一、提高节电意识、降低电浪费
我们认为相对于更换电力系统降低的发电能耗,通过提高节电意识,降低电浪费所能够降低碳耗的空间更大。
1、客户与杜克公司签订年约，一年用电量在规定的范围内的按一定标准收费，这年超出规定范围的电量，加倍收费，以降低居民用电；将每年的最高用电月的用电量作为全年的电量收费基数：电价=Max用电量*电价*12， 这样可以让工业企业尽量减少用电负荷。
2、杜克可以通过提高电价来提高节电意识，降低电浪费，但是为了保持自身竞争力，可以与政府协商,提高供电企业的营业税,迫使其提高电价,将多收的营业税转嫁到消费者身上，然后将多收的营业税通过降低个人所得税的方式还富于民。可行性分析：人是理性的，电价提高了，人就会自觉的减少电浪费；在美国，个人所得税是政府的最大收入来源,美国人民的个人所得税税赋比较重，通过降低个人所得税将多收的营业税返还于民，可以很好地消除民怨。
二、利用新能源发电
1、建立生物能发电厂：生物能发电利用的是森林砍伐和木材加工剩余物以及农林剩余物如秸秆、麦草、生活垃圾等作为原料，成本低廉，利润空间大；该技术是将有机物最终转化为电能可减少环境公害；与其他非传统性能源相比较，技术上的难题比较少。
2、与南非政府协商，南非政府投资，杜克提供技术，在南非的好望角建立风力发电站：好望角丰富的风力资源，为发电提供长期的动力保障；南非近年来一直闹电荒，电力资源紧缺，为此次合作提供了可能；南非因为黄金贸易积累了丰厚的财富，为此次合作提供了资金保障。
总结
随着经济全球化的飞速发展和可持续发展理念的不断实践，可持续商业通过一些高新技术和先进管理模式将成为一个不可逆转的时代潮流。作为全美最大的能源供应商之一，杜克能源的经营操作对全美将产生重大的影响。从3P（人，地球，利润）的角度出发，杜克能源在可持续商业发展上取得了巨大的成功，杜克的持续改进计划推出了510个项目，节省了近19000000美元。杜克还将在未来更多地关注于上文提到的5个区域。
我们认为通过一个合理的电价标准和税收返还制度来提高节电意识、降低电浪费是一条可行的可持续商业道路，同时利用新能源（如生物能，风能）也是一种不错的方法。
参考文献
http://www.duke-energy.com/company.asp
http://www.duke-energy.com/pdfs/DEI2010SustainabilityReport.pdf
http://www.duke-energy.com/indiana.asp
http://www.duke-energy.com/indiana/savings/smart-saver.asp
http://www.duke-energy.com/indiana/savings/power-manager.asp
http://www.duke-energy.com/indiana/savings/energy-star-new-home.asp
http://www.duke-energy.com/kentucky/renewable-energy/carbon-offset-program.asp
http://www.duke-energy.com/kentucky/renewable-energy/go-green.asp?utm_source=online&utm_medium=webpromo&utm_campaign=green
