GRØNN VERDISKAPING
Adm. dir. Idar Kreutzer, Finans Norge
Agderkonferansen 22. januar 2015
En global markedsplass i endring
2
Verdens ressursutnyttelse er ikke
bærekraftig
Vision 2050 ecological footprint against business-as-usual
How many Earths do we use?
2.5
2.3 Earths (BAU)
Numberof Earths
2
1.5
1.1 Earths (Vision2050 )
1
Carbon footprint
Cropland
0.5
Grazing land
Forest land
0
Built-up land
1960
1970
1980
1990
2000
2010
2020
2030
2040
2050
Fishing ground
Year
Source: Global Footprint Network and WBCSD Vision 2050, 2010
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Strategisk konsekvenser
Fluctuating
prices and
availability of
raw materials
Rising cost
of capital
Business
”Those companies that
wait to be forced into
Increasing
complexity
of risk
action or who see it solely
in terms of reputation
management or CSR, will
do too little too late and
may not even survive.”
Evolving
framework
conditions
Source: World Business Council for Sustainable Development, Vision 2050
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Changing
consumer
behavior
Paul Polman, CEO Unilever
The pathway to Vision 2050
Energieffektivisering og
fornybar
Vision for 2050
Secure and sufficient
supply of low-carbon
A new energy mix to reduce CO2 emissions
World abatement of energy-related CO2 emissions in the 450 scenario
Turbulent teens
Tilting and leveling the
playing field for energy
Transformation time
Greenhouse gas
emissions peak and
decline
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Kilde: International Energy Agency, World Energy Outlook 2009, © OECD/IEA 2009
Økt materialeffektivitet og
gjenvinning
Vision for 2050
Not a particle of
waste
Eliminating waste by closing the material loop
An alternative material life cycle
Manufacturer
Turbulent teens
Doing more with less
Long
use
Transformation time
Closing the loop
Reuseof
products
Reuseof
parts
Closed loop
materials
recycling
Open loop
materials
recycling
User
Landfill
Kilde: WBCSD
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Bærekraftige bygg og effektive
prosesser
Vision for 2050
Close to zero net
energy buildings
System integration is key to achieving energy
efficiency in buildings
Players and practices in the building market
Turbulent teens
Turning the market
toward energy
efficiency
Transformation time
Smarter buildings,
wiser users
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Kilde: WBCSD, Energy Efficiency in Buildings, 2008
Nye løsninger vil bli nødvendig for
å møte vannetterspørselen
Demand for water will outstrip supply – Action is needed to plug the gap
Base-case demand, supply and corresponding gaps for certain regions
Aggregate 2030 demand
Aggregate gap
2030 supply
Billion m 3
India
1,498
818
China
Agriculture
Industry
São Paulo state
20
South Africa
18
0%
20%
40%
60%
80% 100%
Municipal and domestic
0 100 200 300 400 500 600 700 800
Billion m 3
0
10
20
30
40
50
60
% of demand
Source: McKinsey/Water Resources Group, Charting our water future, 2009
Bærekraftig verdiskaping
Society
Environment
Sustainable
value
creation
Economy
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Eksempel: Innovativ
teknologianvendelse
Technology partnership
Siemens - Statoil
• Wind power
• Subsea technology
• Electrical engineering
technology and energy
efficiency measures
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The Southern Coast of Norway
NODE’s VISION:
”To help the oil and gas industry
on the southern coast of Norway
remain world-leading irrespective
of competition”.
“The cluster has redefined itself,
moving from a volume-based
cluster to a knowledge-based
cluster.”
Four learning areas are given priority:
Mechatronics
Robotics
Logistics
Management
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Oljeservice – en betydelig vekstmotor
Kilde: Rystad Energy/Regjeringen, 2012
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Utfordringer i norsk økonomi
• Oljeprisen er på et
betraktelig lavere nivå
• Oljeinvesteringene vil
reduseres
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Betydelig kronesvekkelse
• Sterkere USD mot NOK demper noe av den
negative effekten fra oljeprisfallet
• Svak NOK bedrer Norges konkurranseevne
og gir en positiv impuls til eksportsektoren
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Energieffektivisering
Materialeffektivitet
Bærekreftige bygg
Vann
Anvende tilgjengelig
teknologi og kompetanse til
å møte nye behov
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Investeringene i ”clean energy”
de siste 10 årene
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Transitioning from high to low carbon economy require
significant investment
In the next 15 years…
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Source: Better growth, Better Climate – The New Climate Economy Report
Næringslivets vinnere
Næringslivets fremtidige vinnere
er de som i strategien for sin
kjernevirksomhet forener globale samfunnsog miljømessige utfordringer med egen
lønnsom vekst
From Challenge to Opportunities, WBCSD
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