2013年-世界发展银行全球_Greening_Global_Value_Chains___Some_Implementation_Challenges_24页_738kb

Greening Global Value Chains: Some Implementation Challenges

Core Content

This working paper by Bernard Sinclair-Desgagne explores the challenges and opportunities involved in greening global value chains (GVCs), emphasizing the need for a systemic and collaborative approach between public policies and business strategies, especially in developing countries. The paper outlines the complexities of integrating environmental considerations into the operations of firms and their supply chains, highlighting the importance of information, incentives, and institutional frameworks in achieving sustainable development goals.

Main Points

1. Environmental Regulation and Historical Context

• Environmental regulation has a long history, with early examples such as the 1307 Royal decree in London banning sea coal use and the 1366 French law requiring slaughterhouses and tanneries to be located downstream of Paris.
• These historical cases show that governments were capable of enforcing environmental rules and that polluters often faced significant compliance costs.
• However, in modern times, the ability of firms to maintain environmental sustainability while remaining competitive is a central concern for governments.

2. The Role of the Environmental Goods and Services (EGS) Industry

• The EGS industry encompasses a wide range of activities aimed at measuring, preventing, and mitigating environmental damage.
• In 2012, the global EGS industry generated USD 858 billion in revenue, with the U.S. and EU accounting for 38% each, Japan for 17%, and China and India for 3.2% and 2.5%, respectively.
• Waste management and water treatment are the largest segments of the EGS industry in terms of both revenue and employment.
• The EGS industry is growing rapidly, with international trade in environmental goods outpacing general merchandise trade.
• Developing countries are increasingly involved in this industry, though many greening activities are still carried out by informal businesses.

3. Key Drivers of Environmental Behavior in GVCs

• Legal and political institutions significantly influence firms' environmental agendas and supply chain practices.
• Cultural and social factors, including employee and population attitudes, education, and health levels, also shape how environmental issues are addressed.
• Transportation and communication infrastructure affect the location and environmental impact of production and assembly activities.
• The availability and cost of energy and water resources play a crucial role in determining firms' and GVCs' efforts to preserve these resources.
• Competition, particularly in terms of product quality versus price, can drive or hinder the adoption of greener practices.
• Social pressure from NGOs and communities, as well as government policies, can influence firms' environmental strategies.

4. Environmental Information and Transparency

• Greening GVCs requires traceability and transparency to monitor compliance, allocate responsibilities, and ensure accountability.
• Environmental information is not always comparable across firms and countries, leading to the development of standards like EMAS and ISO 14000 to improve data collection and reporting.
• Other tools such as life-cycle assessment (LCA), ecological footprinting, and material flow analysis (MFA) are also used to assess environmental performance.
• Environmental information can be asymmetric, with firms lacking the technology or expertise to collect and manage it effectively.

5. Incentive Design for Environmental Performance

• Motivating firms and their employees to meet environmental goals is a challenge due to the complexity and uncertainty of environmental outcomes.
• Performance rewards can be effective but may lead to information overload and misaligned priorities.
• Monitoring and auditing practices are essential for ensuring environmental compliance and transparency.
• A proposed incentive scheme suggests that regular business activities should be monitored, while environmental activities are audited when performance is high, with penalties for poor environmental outcomes and higher compensation for audits.

Key Information

• EGS Industry Revenue: USD 858 billion in 2012, with the U.S. and EU each contributing 38%.
• Key Environmental Activities: Waste management, water treatment, and air pollution control are the largest contributors to EGS industry revenue.
• Global Trade Trends: Environmental goods trade has grown faster than general merchandise trade.
• Informal Businesses: Play a significant role in greening activities, especially in developing countries.
• Incentive Mechanisms: Include performance rewards, monitoring, auditing, and transfer pricing.
• Institutional Influence: Legal and political frameworks, as well as social and cultural factors, are critical in shaping environmental behavior.
• Environmental Standards: EMAS, ISO 14000, and other frameworks help standardize environmental data collection and reporting.

Conclusion

• A systemic approach to greening GVCs is essential, involving all participants, including clean-tech suppliers.
• Coordination between business strategies and public policies is crucial for achieving environmental sustainability in GVCs.
• The development of reliable environmental metrics and the sharing of information among GVC members and stakeholders are vital.
• Effective incentive design and the involvement of civil society, international agreements, and credible national policies are necessary for successful greening initiatives.