C. A new study by the World Economic Forum (WEF) and the Boston Consulting Group (BCG) identifies 16 emerging-market firms that they say are turning eco-consciousness into a source of competitive advantage. These highly profitable companies (which the study calls "the new sustainability champions") are using greenery to reduce costs, motivate workers and forge relationships. Their home-grown ideas will probably be easier for their peers to copy than anything cooked up in the West.

　　D. The most outstanding quality of these companies is that they turn limitationsof resources, labor and infrastructure) into opportunities. Thus, India's Shree Cement, which has tong suffered from water shortages, developed the world's most water-efficient method for making cement, in part by using air-cooling rather than water-cooling. Manila Water, a utility in the Philippines, reduced the amount of water it was losing, through wastage and illegal tapping, from 63% in 1997 to 12% in 2010 by making water affordable for the poor.

　　Broad Group, a Chinese maker of air conditioners, taps the waste heat from buildings to power its machines. Zhangzidao Fishery Group, a Chinese aquaculture (水產(chǎn)養(yǎng)殖) company, recycles uneaten fish feed to fertilize crops.

　　E.Setting green goals is a common practice. Sekem, an Egyptian food producer, set itself the task of reclaiming ( 開墾) desert land through organic farming. Florida Ice & Farm, a Costa Rican food and drink company, has adopted strict standards for the amount of water it can consume in producing drinks.

　　F.These firms measure themselves by their greenery, too. Florida Ice & Farm, for example, links 60% of its boss's pay to the triple bottom line of "people, planet and profit". The sustainability champions also encourage their workers to come up with green ideas. Natura, a Brazilian cosmetics company, gives bonuses to staff who find ways to reduce the firm's impact on the environment. Masisa, a Chilean forestry company, invites employees to "imagine unimaginable businesses" aimed at poorer consumers. Woolworths, a South African retailer, claims that many of its best green ideas have come from staff, not bosses.

　　G.In emerging markets it is hard for companies to stick to one specialism, because they have to worry about so many wider problems, from humble infrastructure to unreliable supply chains. So the sustainability champions seek to shape the business environment in which they operate. They lobby (游說) regulators: Grupo Balbo, a Brazilian organic-sugar producer, is working with the Brazilian government to establish a certification system for organic products. They form partnerships with governments and NGOs. Kenya's Equity Bank has formed an alliance with groups such as The International Fund for Agricultural Development to reduce its risks when lending to smallholders. Natura has worked with its suppliers to produce sustainable packaging, including a new "green" plastic derived from sugar cane.

　　H. The firms also work hard to reach and educate poor consumers, often sacrificing short-term profits to create future markets. Masisa organizes local carpenters into networks and connects them to low-income furniture buyers. Broad Group has developed a miniature device for measuring air pollution that can fit into mobile phones. Jain Irrigation, an Indian maker of irrigation systems, uses dance and song to explain the benefits of drip irrigation to farmers who can't read. Suntech, a Chinese solar-power company, has established a low- carbon museum to celebrate ways of reducing carbon-dioxide emissions.

　　Rich became green, or green became rich?

　　I.One could quibble (爭辯)with BCG's analysis. Phil Rosenzweig of Switzerland's IMD business school has argued that management writers are prone to "the halo effect": they treat the temporary success of a company as proof that it has discovered some eternal principle of good management. The fact that some successful companies have embraced greenery does not prove that greenery makes a firm successful. Some firms, having prospered, find they can afford to splurge ( 揮霍) on greenery. Some successful firrns pursue greenery for public-relations purposes. And for every sustainable emerging champion, there are surely 100 firms that have prospered by belching ( 噴出 ) fumes into the air or pumping toxins into rivers.

　　J.Nonetheless, the central message of the WEF-BCG study--that some of the best emerging-world companies are combining profits with greenery--is thought-provoking. Many critics of environmentalism argue that it is a rich-world luxury: that the poor need adequate food before they need super-clean air. Some even see greenery as a rich-world conspiracy ( 陰謀): the West grew rich by industrializing (and polluting ), but now wants to stop the rest of the world from following suit. The WEF-BCG report demonstrates that such fears are overblown. Emerging-world companies can be just as green as their Western rivals. Many have found that, when natural resources are scarce and consumers are cash-strapped ( 資金短缺的 ), greenery can be a lucrative(利潤豐厚的) business strategy.

　　46. An air-conditioner manufacturer uses the waste heat from buildings to supply its machines with power.

　　47. Many critics of environmentalism hold the view that greenery is a rich-world luxury because that's not what the poor people badly want.

　　48. Workers of the sustainability champions are motivated to bring forward green ideas.

　　49. It is meaningful to study what successful companies in the emerging world are doing to achieve more sustainable growth, since most people live there.

　　50. It's difficult for companies in emerging markets to keep focusing on one specific problem because they have many wider problems to worry about.

　　51. Although some successful firms have embraced greenery, it doesn't mean that greenery will lead to the success of a firm.

　　52. It will probably be easier for companies to follow the home-grown ideas than those invented in the West.

　　53. It has been found that greenery can be profitable when natural resources are scarce and consumers are short of cash.

　　54. Sekem, which produces food in Egypt, set a goal to reclaim desert land through organic farming.

　　55. To create future markets, the firms also make effort to reach and educate poor consumers, often at the cost of short-term profits.

　　參考譯文

　　綠色增長

　　A.曾經(jīng)的貧窮國家變得富足是我們這個(gè)時(shí)代最令人振奮的發(fā)展了。但同時(shí)這種發(fā)展也令人擔(dān)憂，因?yàn)檫@些國家的環(huán)境早已不堪重負(fù)。如果正如人口統(tǒng)計(jì)學(xué)家預(yù)估的那樣，全球總?cè)丝趶慕裉斓?0億上升至2050年的93億，并且越來越多的人將能買得起曾經(jīng)只有精英階層才能享用的商品，到那時(shí)，會出現(xiàn)什么樣的狀況呢?這個(gè)星球能夠承受那么多的經(jīng)濟(jì)活動(dòng)嗎?

　　B.許多決策者都采取一種自上而下的、以西方為中心的方法來解決這類全球性的問題。他們在全球論壇上雄心勃勃地探討監(jiān)管制度，或指望大型跨國公司和富有的非政府組織來樹立典范。[49]但是，鑒于大多數(shù)人都生活在新興世界，因此研究一下這些國家的成功企業(yè)為促進(jìn)可持續(xù)發(fā)展做了些什么是很有意義的。

　　C.世界經(jīng)濟(jì)論壇和波士頓咨詢公司在近期的一項(xiàng)研究中遴選出16家來自新興市場的企業(yè)，他們認(rèn)為這些企業(yè)正在將生態(tài)意識轉(zhuǎn)換為一種具有競爭優(yōu)勢的資源。這些高盈利企業(yè)(在這項(xiàng)研究中被稱做“新型可持續(xù)發(fā)展先進(jìn)企業(yè)”)正在利用環(huán)保因素來降低成本、激勵(lì)員工和打造關(guān)系網(wǎng)。[52]比起西方國家臆想出來的對策，起源于本土的理念可能更容易為其他企業(yè)所效仿。

　　D.這些企業(yè)最顯著的特點(diǎn)是它們將資源、勞動(dòng)力和基礎(chǔ)設(shè)施上的不足化為機(jī)遇。正是遵循這一思路，長期受困于水資源匱乏的印度Shree水泥公司研發(fā)出了世界上最節(jié)水的水泥制造工藝，部分原因在于他們采用了風(fēng)冷工藝而不是水冷S-藝。菲律賓的一家公用事業(yè)公司馬尼拉水廠將浪費(fèi)和非法盜水這兩種渠道所導(dǎo)致的水資源流失量從l997年的63%降到了2010年的12%，這使得窮人也能買得起水。[46]中國的空調(diào)制造商遠(yuǎn)大集團(tuán)利用建筑物中的廢熱來為機(jī)器提供動(dòng)力。中國的水產(chǎn)養(yǎng)殖企業(yè)獐子島漁業(yè)集團(tuán)則回收吃剩的魚食來為莊稼提供肥料。

　　E.設(shè)定環(huán)保目標(biāo)是一種常見的做法。[54]埃及的一家食品生產(chǎn)商sekem以通過有機(jī)種植來改造沙漠化的土地為己任。哥斯達(dá)黎加的一家食品飲料公司Florida Ice&Farm，對生產(chǎn)飲料過程中的耗水量設(shè)定了嚴(yán)格的標(biāo)準(zhǔn)。

　　F.這些企業(yè)還通過環(huán)保事業(yè)來衡量自身的價(jià)值。例如，F(xiàn)loridaIce&Farm公司將老板60%的薪水與“人、地球、利潤”這三重底線掛鉤。[48]這些“可持續(xù)發(fā)展先進(jìn)企業(yè)”還鼓勵(lì)員工們提出環(huán)保創(chuàng)意。巴西的一家化妝品企業(yè)Natura向那些想出方法降低企業(yè)對環(huán)境造成的影響的員工發(fā)獎(jiǎng)金。智利的一家林業(yè)企業(yè)Masisa動(dòng)員員工以收入較低者為目標(biāo)客戶，“想象難以想象的商機(jī)”。南非的一家零售商Woolworths稱，公司很多最佳環(huán)保點(diǎn)子來自員工而不是老板。

　　G.[50]在新興市場主，企業(yè)很難專注于某一特定領(lǐng)域，因?yàn)樗鼈冞€得考慮從糟糕的基礎(chǔ)設(shè)施到不穩(wěn)定的供應(yīng)鏈等很多更廣泛的問題 。因此，可持續(xù)發(fā)展先進(jìn)企業(yè)力求打造一個(gè)適合自身運(yùn)營的商業(yè)環(huán)境。同時(shí)，他們還會游說監(jiān)管機(jī)構(gòu)，巴西的有機(jī)糖生產(chǎn)商Grupo Balbo正與巴西政府合作，以期建立有機(jī)產(chǎn)品的認(rèn)證體系。它們還同各級政府和非政府組織建立合作關(guān)系。肯尼亞的Equity銀行通過與國際農(nóng)業(yè)發(fā)展基金會等組織聯(lián)合來降低向小農(nóng)貸款的風(fēng)險(xiǎn)。Natura與其供應(yīng)商合作，生產(chǎn)可持續(xù)的包裝材料，其中包括從甘蔗中提煉出來的新型“綠色”塑料。

　　H.[55]這些企業(yè)還努力接觸、培養(yǎng)低收入消費(fèi)者，時(shí)常為了開拓未來市場而犧牲短期利益。Masisa將當(dāng)?shù)氐哪窘辰M織成關(guān)系網(wǎng)，使他們和低收入的家具買家建立聯(lián)系。遠(yuǎn)大集團(tuán)研發(fā)了一種可以嵌入手機(jī)、用來測量空氣污染的微型設(shè)備。印度的灌溉系統(tǒng)制造商JainIrrigation用舞蹈和音樂向那些不識字的農(nóng)民解釋滴灌的好處。中國的太陽能企業(yè)尚德公司建立了一家低碳博物館以宣傳減少二氧化碳排放的多種途徑。

　　以環(huán)保謀發(fā)展。還是以發(fā)展促環(huán)保?

　　I.有人可能對波士頓咨詢公司的分析存有異議。瑞士洛桑國際管理發(fā)展學(xué)院商學(xué)院的Phil Rosenzweig認(rèn)為，管理學(xué)作家傾向于“光環(huán)效應(yīng)”：他們將企業(yè)暫時(shí)取得的成功作為其發(fā)現(xiàn)了優(yōu)質(zhì)管理的永恒法則的證據(jù)。[51]一些成功的企業(yè)支持環(huán)保事業(yè)的事實(shí)并不能證明是環(huán)堡事業(yè)使這些企業(yè)取得成功，一些已經(jīng)發(fā)展壯大的企業(yè)發(fā)現(xiàn)它們有錢做環(huán)保。還有一些成功的企業(yè)是出于公關(guān)的目的而從事環(huán)保事業(yè)。在所有這些積極倡導(dǎo)可持續(xù)發(fā)展的新興企業(yè)中，肯定有100家企業(yè)是通過向大氣排放廢氣或向河流排放有毒污水而發(fā)展起來的。

　　J.不管怎樣，世界經(jīng)濟(jì)論壇和波士頓咨詢公司的這份研究的核心信息——新興國家中的一些最為優(yōu)秀的企業(yè)正在將環(huán)保與盈利相結(jié)合一是發(fā)人深省的。[47]許多批判環(huán)保主義的人認(rèn)為，環(huán)保是發(fā)達(dá)國家才能有的奢侈品：窮人首先要解決溫飽問題，然后才能談及對超潔凈空氣的需求。有些人甚至將環(huán)保事業(yè)看作發(fā)達(dá)國家的陰謀：西方國家通過工業(yè)化(以及污染環(huán)境)致富了，現(xiàn)在卻想要阻止其他國家走同樣的道路。世界經(jīng)濟(jì)論壇和波士頓咨詢公司的這份報(bào)名表明，這些擔(dān)憂被夸大了。新興國家的企業(yè)也可以和它們西方國家的競爭對手一樣追求環(huán)保。[53]很多人發(fā)現(xiàn)，當(dāng)自然資源匱乏而消費(fèi)者又資金短缺時(shí)，環(huán)保室業(yè)不失為一項(xiàng)利潤豐厚的企業(yè)發(fā)展戰(zhàn)略。

　　答案解析

　　46.D

　　解析：題干意為，一家空調(diào)制造商利用建筑物中的廢熱來為機(jī)器提供動(dòng)力。注意抓住題干中的關(guān)鍵信息air-conditionermanufacturer和wasteheatfrombuildings。文中D段倒數(shù)第二句提到，中國的空調(diào)制造商遠(yuǎn)大集團(tuán)利用建筑物中的廢熱來為機(jī)器提供動(dòng)力。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為D。

　　47.J

　　解析：題干意為，批判環(huán)保主義的人認(rèn)為，環(huán)保是發(fā)達(dá)國家才能有的奢侈品，因?yàn)槟遣皇歉F人最急需的。注意抓住題干中的關(guān)鍵信息critics of environmentalism和a rich.world luxury。文中J段第二句提到，許多批判環(huán)保主義的人認(rèn)為，環(huán)保是發(fā)達(dá)國家才能有的奢侈品：窮人首先要解決溫飽問題，然后才能談及對超潔凈空氣的需求。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為J。

　　48.F

　　解析：題干意為，可持續(xù)發(fā)展先進(jìn)企業(yè)的員工被鼓勵(lì)提出環(huán)保的想法。注意抓住題干中的關(guān)鍵信息workers和motivatedtobringforwardgreenideas。文中F段第三句提到，這些“可持續(xù)發(fā)展先進(jìn)企業(yè)”還鼓勵(lì)員工提出環(huán)保創(chuàng)意。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為F。

　　49.B

　　解析：題干意為，研究新興世界的成功企業(yè)為促進(jìn)可持續(xù)發(fā)展做了些什么是很有意義的，因?yàn)榇蠖鄶?shù)人生活在那里。注意抓住題干中的關(guān)鍵信息successful companies in the emerging world和sustainablegrowth。文中B段末句提到，鑒于大多數(shù)人都生活在新興世界，因此研究一下這些國家的成功企業(yè)為促進(jìn)可持續(xù)發(fā)展做了些什么是很有意義的。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為B。

　　S0.G

　　解析：題干意為，新興市場中的企業(yè)有許多更廣泛的問題需要考慮，所以它們很難持續(xù)專注于某一個(gè)特定的問題。注意抓住題干中的關(guān)鍵信息difficult、companiesin emergingmarkets和widerproblems。文中G段首句提到，在新興市場中，企業(yè)很難專注于某一特定領(lǐng)域，因?yàn)樗鼈冞€得考慮從糟糕的基礎(chǔ)設(shè)施到不穩(wěn)定的供應(yīng)鏈等很多更廣泛的問題。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為G。

　　51.I

　　解析：題干意為，盡管一些成功的企業(yè)支持環(huán)保事業(yè)，但這并不意味著環(huán)保事業(yè)能夠引領(lǐng)企業(yè)取得成功。注意抓住題干中的關(guān)鍵信息embracedgreenery和the SUCCESS ofafirm。文中I段第三句提到，一些成功的企業(yè)支持環(huán)保事業(yè)的事實(shí)并不能證明是環(huán)保事業(yè)使這些企業(yè)取得成功。由此可知，題干是對原文的同義轉(zhuǎn)述。故答案為I。

　　52.C

　　解析：題干意為，本土思維可能比西方國家憑空想象的做法更容易被各企業(yè)所效仿。注意抓住題干中的關(guān)鍵信息beeasier、home—grownideas和West。文中C段末句提到，比起西方國家臆想出來的對策，起源于本土的理念可能更容易為其他企業(yè)所效仿。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為C。

　　53.J

　　解析：題干意為，有人發(fā)現(xiàn)，當(dāng)自然資源匱乏而消費(fèi)者又資金短缺時(shí)，環(huán)保事業(yè)將會十分有利可圖。注意抓住題干中的關(guān)鍵信息greenery、profitable和natural resources are scarce。文中J段末句提到，很多人發(fā)現(xiàn)，當(dāng)自然資源匱乏而消費(fèi)者又資金短缺時(shí)，環(huán)保事業(yè)不失為一項(xiàng)利潤豐厚的企業(yè)發(fā)展戰(zhàn)略。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為J。

　　54.E

　　解析：題干意為，埃及的一家食品生產(chǎn)商Sekem設(shè)定了通過有機(jī).農(nóng)業(yè)改造沙漠化土地的目標(biāo)。注意抓住題干中的關(guān)鍵信息Sekem、reclaimdesertland和organicfarming。文中E段第二句提到，埃及的一家食品生產(chǎn)商Sekem以通過有機(jī)種植來改造沙漠化的土地為己任。由此可知，題干是對原文的同義轉(zhuǎn)述。故答案為E。

　　55.H

　　解析：題千意為，為了開拓未來市場，這些企業(yè)常常會努力接觸并培養(yǎng)低收入消費(fèi)者，而這常常以犧牲一些短期利益為代價(jià)。注意抓住題千中的關(guān)鍵信息futuremarkets、educatepoor consumers和short-termprofits。文中H段第一句提到，這些企業(yè)還努力接觸、培養(yǎng)低收入消費(fèi)者，時(shí)常為了開拓未來市場而犧牲短期利益。由此可知，題干是對原文的同義轉(zhuǎn)述，故答案為H。