TED精听分享 | 全球食品公司能否转向再生农业
作者：本站编辑
2023-07-31 19:06:11
37
Can global food companies make the shift to regenerative agriculture
Speaker:Steve Presley
Lindsay Levin: Great to be here with you. And you started your career at Nestlé in a beverage factory in Suffolk, Virginia, I believe, way back when. And today you run the largest business division of the world's largest food company. Give us a sense of what that means.林赛·莱文：很高兴能和你在一起。我相信，早在什么时候，你就在弗吉尼亚州萨福克的一家饮料厂雀巢开始了你的职业生涯。今天，你们经营着世界上最大的食品公司最大的业务部门。让我们了解一下这意味着什么。
Steve Presley: Yeah, obviously, as you said, Nestlé is the world's largest food company. It's also one of the largest food and beverage companies in North America. And I would bet the majority of the people in the room have a Nestlé product in your house. We're actually in 95 percent of the households in the US with one of our brands. And if you think about our brands, most people know us through our brands DiGiorno, Stouffer's, Hot Pockets, Starbucks at home, Coffee-mate or any of our Purina petcare products. And so we have a really broad, vast portfolio of products. And as we work across that, how do we bring that to life? And we bring it to life with 30,000 amazing team members around the country that are spread around 119 facilities in 28 different states that really are focused on trying to make our business and the contributions to the society much better every single day.史蒂夫·普雷斯利：是的，很明显，正如你所说，雀巢是世界上最大的食品公司。它也是北美最大的食品和饮料公司之一。我敢打赌，房间里的大多数人都在你家里有雀巢的产品。事实上，在美国95%的家庭中，我们都有自己的品牌。如果你想想我们的品牌，大多数人都是通过我们的品牌DiGiorno、Stouffer’s、Hot Pockets、家里的星巴克、Coffee mate或我们的任何普瑞纳宠物护理产品来了解我们的。因此，我们拥有非常广泛、庞大的产品组合。当我们努力克服这一点时，我们如何将其付诸实践？我们在全国各地拥有30000名出色的团队成员，分布在28个不同州的119个设施中，他们每天都在努力让我们的业务和对社会的贡献变得更好。
But if you kind of step back at a global level, we actually sell a billion Nestlé products every single day in 188 countries around the world. So massive scale. And to do that, we work directly with 500,000 farmers around the world, directly and indirectly over a million.但如果你在全球范围内后退一步，我们实际上每天在全球188个国家销售10亿件雀巢产品。如此大规模。为了做到这一点，我们直接与世界各地的50万农民合作，直接和间接地与100多万农民合作。
LL: So that's a lot of responsibility, right? We think about food, we think about farming, we think about the responsibility of the agricultural industry in terms of soil, in terms of water, in terms of emissions. Give us a sense of the challenges that you're now seeking to address as you think forward in terms of farming and food.LH:那是一个很大的责任，对不对？我们思考粮食，我们思考农业，我们思考农产业在土壤、水和排放方面的责任。让我们了解一下你现在在农业和食品方面所面临的挑战。
SP: Sure. I mean, look, food production in total accounts for about 30 percent of total greenhouse gas emissions. And at the core of that is agriculture. And for us, that's why regenerative agriculture is so important. For us to continue to make progress on our net-zero commitment, we actually have to see these farming practices adopted at more scale. And when you think about that, it's easy to say and it's very hard to do. Just take it to the US level alone. There’s two million farms in the US, and for us, we source over 2,600 agricultural ingredients from thousands of farms across the country. And within that 2,600, every single crop has a different challenge to actually get to regenerative practices. Carrots are different from apples which are different from dairy which are different from beef. And so the complexity and scale of that challenge across that is incredible because it's not just one solution that can be applied. And secondly, as we talk to our farming partners, we really talk to our suppliers to understand. They're incredibly interested in this journey. We try to put ourselves in the farmers' shoes. Imagine if this is a multigenerational farm, and you're the farmer that's changing the way you've farmed the soil for hundreds of years, and now there's a better way to do it. It's incredible risk. That's where I think for us as Nestlé, we feel like we have to play and share in that risk. And we approach it in this idea of creating shared value. And everybody says creating shared value. But for us, it has to be good for Nestlé. We’re a for-profit company and a publicly traded company, and what we do is focused around being good for us. But at the same time, we want it to be good for the farmers, good for our suppliers, good for our consumers and ultimately good for the planet.SP：当然。我的意思是，看，粮食生产总量约占温室气体排放总量的30%。其核心是农业。对我们来说，这就是为什么再生农业如此重要。为了让我们在净零承诺方面继续取得进展，我们实际上必须看到这些农业做法得到更大规模的采用。仔细想想，说起来很容易，做起来很难。只需将其提升到美国的水平即可。美国有200万个农场，对我们来说，我们从全国数千个农场采购了2600多种农业原料。在这2600年内，每一种作物都面临着不同的挑战，要真正实现再生实践。胡萝卜不同于苹果，苹果不同于乳制品，乳制品不同于牛肉。因此，这一挑战的复杂性和规模令人难以置信，因为它不仅仅是一个可以应用的解决方案。其次，当我们与我们的农业合作伙伴交谈时，我们确实与我们的供应商交谈以了解情况。他们对这次旅行非常感兴趣。我们试着设身处地为农民着想。想象一下，如果这是一个多代同堂的农场，而你是一个改变了你数百年来耕种土壤方式的农民，现在有了更好的方法。这是一种难以置信的风险。这就是我认为作为雀巢的我们，我们觉得我们必须比赛并分担风险。我们以创造共同价值的理念来对待它。每个人都说创造共同价值。但对我们来说，这必须对雀巢有利。我们是一家营利性公司和上市公司，我们所做的一切都是为了对我们有利。但与此同时，我们希望它对农民有利，对供应商有利，对消费者有利，最终对地球有利。
LL: Tell us about the goals you’ve set for the company. How ambitious are you trying to be, how do you prioritize?你给我们说说你为公司设定的目标吧。你的野心有多大，你如何确定优先顺序？
SP: Yeah, look, for us on the goals, we have a net-zero commitment by 2050, which seems like a long time away, but as we all know, it's tomorrow. And if we haven't already started making progress against that, we're in trouble. And we're quite proud of the fact that the progress we made in the last couple of years, we're actually beyond peak carbon and so we're reducing carbon as we move ahead. So we’re very focused on that.SP：是的，听着，对于我们的目标来说，我们有一个到2050年实现净零排放的承诺，这似乎还有很长的时间，但众所周知，这是明天。如果我们还没有开始在这方面取得进展，我们就有麻烦了。我们感到非常自豪的是，我们在过去几年中取得的进展实际上已经超过了碳峰值，因此我们在前进的过程中正在减少碳排放。所以我们非常关注这一点。
And we really approach it in kind of four key pillars. We approach it with ingredients that I'll talk quite a bit about today, we approach it on packaging, manufacturing, the conversion process, and then last, the local communities that we serve.我们真正从四个关键支柱着手。我们用我今天要讲的成分来处理它，我们在包装、制造、转化过程中处理它，最后是我们服务的当地社区。
And if I can just quickly on each one. In ingredients, you think about it, regenerative agriculture has to come to all those in a way that brings sustainable change. And so we’re very focused on that. And we have to do it across every single bucket, whether it's wheat, rice, corn. And we've got teams and programs focused across all of those categories. And for us, we've committed to be 50 percent regenerative-sourced by 2030. We're well on our way on that journey.如果我能快速处理每一个。在成分方面，你想一想，再生农业必须以一种带来可持续变化的方式来实现所有这些。所以我们非常关注这一点。我们必须在每一个桶里都这样做，无论是小麦、大米还是玉米。我们有专注于所有这些类别的团队和项目。对我们来说，我们承诺到2030年实现50%的可再生能源。我们在旅途中进展顺利。
If you think about packaging, we're very proud of the progress we've made in packaging. We've reduced over half a million tons of plastic from our existing packaging today, with so much more to go on that journey.如果你考虑一下包装，我们为我们在包装方面取得的进步感到骄傲。今天，我们已经从现有包装中减少了50多万吨塑料，还有更多的工作要做。
And then if you think about the manufacturing conversion process, we committed to 100 percent renewable electricity across all of our facilities, and we're actually well on the way on that, we're at 50 percent. We've been able to reduce our scope to emissions around that already. We're invested in two massive solar farms in Texas that have allowed us to do that, and we continue to push that forward. All of our factories in the US actually are zero waste to landfill already today.然后，如果你想想制造业的转换过程，我们承诺在所有设施中使用100%的可再生电力，实际上我们正在努力实现这一目标，我们达到了50%。我们已经能够将我们的排放范围缩小到大约这个范围。我们在得克萨斯州投资了两个大型太阳能发电场，这使我们能够做到这一点，我们将继续推动这一点。事实上，我们在美国的所有工厂今天已经是零垃圾填埋场。
And then lastly is in the local farming communities. And when we talk about working with the farmers, just a couple examples. You know, if you think about the work we do in the Côte d’Ivoire on cocoa farmers, really it's providing financial incentives directly to the farmers to actually encourage these practices and at the same time encourage child education and agroforestry work. So that's just kind of how we think about how we prioritize across the list.最后是在当地的农业社区。当我们谈论与农民合作时，只有几个例子。你知道，如果你想想我们在科特迪瓦为可可种植者所做的工作，实际上它直接向农民提供了经济激励，以鼓励这些做法，同时鼓励儿童教育和农林工作。所以这就是我们思考如何在列表中进行优先级排序的方式。
LL: Now, I want to take you back to this term “regenerative farming,” because it seems to me this is one of these things everybody's going to self-define and then we kind of dumb it down and we don't really know what we're talking about. What what do you mean by that? And how do you hold yourself to a standard?LL：现在我想带你回到“再生农业”这个词，因为在我看来，这是每个人都会自我定义的事情之一，然后我们就把它搞砸了，我们真的不知道我们在说什么。你这话是什么意思？你是如何坚持自己的标准的？
SP: I'm sure there have been much better speakers and much smarter people in the course of this session that have actually defined it more eloquently than I have. But when I look at it, ultimately at the end of every crop cycle, have we improved the soil and the biodiversity of the resources we use to produce those? And if we have, then we're moving forward in regenerative farming. And it's incredibly powerful. And it sounds a bit academic or maybe a little far out there, but really when you get down to it, some of the practices are simple as crop rotation, live root farming, low-till, no-till. And those are relatively easy to implement. Still different and challenging for the farmers. All the way to multimillion-dollar installations of manure systems that actually can reduce greenhouse gases on dairy farms. And so the scale and complexity of the application of solutions is very different as we work through that.SP：我相信在这次会议中，有比我更出色的演讲者和更聪明的人，他们实际上比我更雄辩地定义了它。但当我审视它时，最终在每个作物周期结束时，我们是否改善了土壤和生产这些作物的资源的生物多样性？如果我们做到了，那么我们正在向再生农业迈进。而且它非常强大。这听起来有点学术性，或者可能有点过时，但实际上，当你深入研究时，有些做法很简单，比如轮作、活根种植、低耕、免耕。而且这些都相对容易实现。对农民来说仍然是不同的和具有挑战性的。一直到安装价值数百万美元的粪肥系统，这些系统实际上可以减少奶牛场的温室气体。因此，在我们处理这一问题的过程中，解决方案应用的规模和复杂性是非常不同的。
LL: And what are you doing to actually advance those practices?SP: You know, when we think about it, I think the best way to bring it to life is maybe focus it on a product. And we're in Detroit, which is a great pizza city. And so let's talk about pizza. Every great pizza starts with a great crust and the crust in DiGiorno, we're making an announcement today, where we're investing in over 100,000 acres of wheat farming in the US with our partners to be able to produce enough wheat to double the production required for DiGiorno pizza. And so we'll have regenerative wheat through that.SP：你知道，当我们考虑它的时候，我认为把它变成现实的最好方法可能是把它集中在一个产品上。我们在底特律，这是一个很棒的披萨城。让我们来谈谈披萨。每一个美味的披萨都始于美味的饼皮，我们今天宣布，我们将与合作伙伴在美国投资超过10万英亩的小麦种植，以生产足够的小麦，使DiGiorno披萨的产量翻倍。因此，我们将通过这种方式获得再生小麦。
And then you move to the tomatoes. Today, it’s not about getting more farms to actually move to regenerative practice, and tomatoes, the majority of our tomatoes are already regeneratively farmed. And so it's about external verification. So we're working with an external firm called Leading Harvest that's actually help us not only just, one, we’ve already got the farmers doing it, but how do we verify it over time, how do we continue to do that? So we work through the tomatoes and I think really good progress in that space.然后你转向西红柿。今天，这并不是让更多的农场真正转向再生实践，而番茄，我们的大多数番茄已经进行了再生养殖。所以这是关于外部验证。因此，我们正在与一家名为Leading Harvest的外部公司合作，该公司实际上不仅帮助了我们，首先，我们已经让农民这样做了，而且我们如何随着时间的推移进行验证，我们如何继续这样做？所以我们研究了西红柿，我认为在这个领域取得了很好的进展。
And then when you go to dairy, dairy is one of the toughest ones and we're quite proud, we were the first company to join the US Dairy Net Zero Initiative, and we have live farms working in California today or around the country today that are really focused on applying these practices that can get to net zero emission for a dairy farm and at the same time, is it economically viable for the farmer? And we're really proud of the progress we're making with some of our farming partners out there.然后，当你进入乳制品行业时，乳制品是最艰难的行业之一，我们非常自豪，我们是第一家加入美国乳制品净零排放倡议的公司，我们今天在加利福尼亚州或全国各地都有活的农场，它们真的专注于应用这些做法，使奶牛场实现净零排放，同时，这对农民来说在经济上可行吗？我们真的为我们与一些农业合作伙伴取得的进展感到骄傲。
And then the last one is meat, and we all love a good pepperoni or topping on the pizza. And when you go to meat, we actually have the largest partnership, it's early days, we're just moving ahead with it, but the largest private partnership with Cargill and the National Wildlife and Fish Foundation to actually have regenerative ranching practices in over 15 states. So as you kind of think through the pizza, you can see that it touches every single component, and every single one is a different application and solution.最后一个是肉，我们都喜欢美味的意大利辣香肠或披萨浇头。当你谈到肉类时，我们实际上有最大的合作伙伴关系，现在还为时过早，我们只是在推进，但与嘉吉公司和国家野生动物和鱼类基金会的最大私人合作伙伴关系实际上在15多个州有再生牧场。所以，当你仔细思考披萨时，你可以看到它涉及到每一个组件，每一个都是不同的应用程序和解决方案。
LL: So there's a lot and this is difficult. Where are you not moving fast enough yet?SP: Where are we not moving fast enough? You know, for us, I think clearly, when you go to try to drive this kind of scale, it's not about one farm. It's about the farming ecosystem in total that has to change. So we need to move at scale to be able to do this across not just our business, but if we're really going to move the needle, we have to do it at industry level. And so I think just the pace of the change where we'd love to see that move a little faster.SP：我们哪里行动不够快？你知道，对我们来说，我想得很清楚，当你试图推动这种规模时，这与一个农场无关。农业生态系统总的来说必须改变。因此，我们需要大规模地移动，以便不仅在我们的业务中做到这一点，而且如果我们真的要移动针头，我们必须在行业层面上做到。因此，我认为这只是我们希望看到的变化速度更快一点。
I think secondly maybe is in packaging, when I look at packaging and recyclability, we know the recycling infrastructure is woefully insufficient in the US. It's why we've leaned in pretty aggressively. We’ve invested with partners like Closed Loop to support infrastructure, and also we support kind of responsible extended producer responsibility to actually help build that because we know that we can't make all the recyclable products we want. There is no infrastructure to do it. So at the end of the day, it doesn't get done. And so I'd say that's an area where we're really focused.我认为第二个可能是在包装方面，当我审视包装和可回收性时，我们知道美国的回收基础设施严重不足。这就是为什么我们非常积极地参与进来。我们与Closed Loop等合作伙伴投资支持基础设施，我们也支持负责任的扩大生产商责任，以实际帮助建设基础设施，因为我们知道我们无法生产出我们想要的所有可回收产品。没有基础设施可以做到这一点。所以归根结底，它不会完成。所以我认为这是我们真正关注的领域。
And just lastly, I think the tempo and urgency across the entire industry complex is one that we've got to pick up the pace. We've got to move much, much faster, not just to achieve our goals, but to make the kind of difference we want to make.最后，我认为整个行业的节奏和紧迫性是我们必须加快的。我们必须更快地行动，不仅要实现我们的目标，还要做出我们想要做出的改变。
LL: So just to close, Steve, what can and should we expect from you all?SP: Look, I think you'll continue to see incredible commitment. By 2025, we will have invested 3.6 billion dollars in these practices across the world for Nestlé. It's an incredible investment but we believe it's the right investment, because ultimately, when you look at our business, we're a food and beverage business that we make products for you and your families and your pets to enjoy every single day. And those start with great ingredients. And that investment for us is actually about a business decision that, we've been around for over 150 years, if we're going to be around for the next 150, we need to make sure we have great quality ingredients for that period. And so that investment actually helps us ensure that.SP：看，我想你会继续看到令人难以置信的承诺。到2025年，我们将为雀巢在全球范围内的这些业务投资36亿美元。这是一项令人难以置信的投资，但我们相信这是正确的投资，因为最终，当你审视我们的业务时，我们是一家食品和饮料企业，我们为你、你的家人和你的宠物生产产品，让他们每天都能享受。这些都是从优质食材开始的。对我们来说，这项投资实际上是一项商业决策，我们已经存在了150多年，如果我们要在接下来的150年中存在，我们需要确保我们在这段时间内拥有高质量的原料。因此，这种投资实际上有助于我们确保这一点。
So what you can count on is we'll continue to drive that across all of our complexes. But most importantly, what I'm proud of, is you can count on the company and all the people that work in it. There's 30,000 in North America and there's almost 300,000 worldwide that are absolutely committed to making progress every single day against one of those commitments.所以你可以指望的是，我们将继续在我们所有的综合体中推动这一点。但最重要的是，我感到骄傲的是，你可以指望这家公司和所有在其中工作的人。北美有3万人，全世界有近30万人每天都绝对致力于实现这些承诺。
SP: Steve, thank you very much for joining us.SP: Thanks for having me.注意：文章素材来源于网络 • 侵删
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