立体种植

一、设计原理

　　随着我国城市化进程的加快，城市建设中的许多深层次的问题日益凸现出来。城市建筑建设与城市生态环境建设之间的矛盾就是其中急需解决的问题之一。

　　绿化是生态环境保护的枢纽，然而，城市中可用于绿化的土地面积在急剧减少，这就需要我们设法去开拓城市的绿化空间。屋顶绿化和垂直绿化就是重要的发展方向，把更多的绿化形式引入到建筑空间，增加绿化覆盖率，提高绿视率。

　　由此，笔者设计了生态环保型立体种植容器系列。该容器系列不仅解决了建筑种植绿化的问题，而且综合考虑到建筑物的隔热、通风、排水、防漏与蓄水等功能，以及施工、管理、养护、节水等总体成本，从而能根据不同的建筑物将各种种植容器灵活机动地拼接，组成一个完整的立体种植绿化系统。

　　新的设计应解决环境污染和损坏建筑墙体与其他构件设计的问题。绿化工程方案的设计应与城市建筑、景观等协调一致，因此最为重要的是种植容器的结构设计，其次是种植基质的生产、植物品种的选择与培植等。

　　种植容器的结构设计不仅应考虑其通风、排水、隔热、防漏等功能，而且应考虑如何根据各种不同的建筑物将各个容器灵活机动地拼接，从而组成一个完整的立体种植绿化系统。

　　二、结构设计

　　为了适应不同建筑物以及建筑物的不同构件，以下给出立体种植容器几种主要的结构形式。

　　1. 坡式种植容器坡式种植容器主要适用于建筑物的坡式屋顶、各式异形屋顶和顶棚、或者其他坡式构件的绿化与隔热。
　　2.坡式种植容器设有容器体，在容器体底部设有排水通风管，在排水通风管的内侧面上设有通孔。在容器体内设至少1片挡板，用于防止所种植的植物和基质在容器内滑动。

　　容器体的水平截面可呈各种几何形状，例如多边形、椭圆形、圆形、扇形等。

　　在容器体的底部设有蓄水槽，在蓄水槽内设蓄水物，不仅可使容器体内积蓄一定的水分，而且还能防止容器体内种植基质的漏出。

　　在容器体底部外侧的排水通风管出口最好设有连接件，以便各个种植容器间的连接。可在排水通风管的一端出口延设一段缩径的管道作为连接件。

　　在容器体的上开口边沿可延设条状物，以便当各个种植容器拼接起来后防止水从容器体的侧面流向地面。排水通风管道的底部最好设有垫层，以便管道底部的排水与通风。

　　排水通风管道可与容器体呈一整体，这样，种植容器底部不但不会渗漏积水，不腐蚀损坏地面，而且通风透气性好，尤其是用于建筑物屋顶时，可起到隔热的作用。

　　容器可根据种植地点的需要进行组配，形成一个完整的、具有各种图案的绿化地，尤其适用于屋顶绿化、一些临时机动的绿化以及园艺种植，例如适用于道路、广场、庭院等斜坡场合。

　　3. 挂式种植容器挂式种植容器可以悬挂在建筑物的墙壁、其他垂直或斜坡面的绿化地块、临时摆设的构件或山体，是适用于种植各类植物的种植容器。
　　4. 挂式种植容器设有容器体，用于放置培养基质并种植所需植物。

　　在容器体内可设斜向挡片，斜向挡片一般为3至7片。在容器体后部的背面设蓄水腔，蓄水腔内可放置蓄水材料。
蓄水腔与容器体之间设通孔，用于将容器体内多余的水分排至蓄水腔中。斜向挡片最好互相平行。在蓄水腔的背面可设至少1个悬挂件，例如钩状悬挂件。在蓄水腔的一端开口处设连接件，用于与其他挂式立体种植器的蓄水腔连接。

　　可在蓄水腔一端的缩径凸出部位延设连接件，便于将其插入另一挂式立体种植容器的蓄水腔。

　　在容器体内的挡片间最好设隔板，以加强其机械强度与牢固性，且可避免所种植植物或基质的移动、堆积、散落。在蓄水腔内也可设隔板，以增强整个种植容器的机械强度与牢固性。容器体的后部可为弧形，便于悬挂在圆形、弧形结构的地方，例如悬挂在圆柱上。种植器的横截面可为正方形、长方形或梯形等。

　　由于在容器体外侧设蓄水腔、通孔以及蓄水腔连接件，因此它们不但保证了容器体内的及时排水与通风，使其不易污染和损坏建筑物墙体或其他构件设施，而且还可使容器体内积蓄一定的水分。此外，在容器体外侧面设有悬挂件，施工装卸十分简便，可根据不同结构、不同地点、不同用途灵活布置。

　　3.平式种植容器平式种植容器主要用于一般场合的绿化，特别适用于建筑物和屋顶的绿化与隔热。

　　平式种植容器设有一个容器体，在容器体底部设有通孔。另外，在容器体底部外侧设有排水通风管道，管道与容器体内底部的通孔连通。

　　排水通风管道的底部设有垫层，以便管道底部的排水与通风。排水通风管道可与容器体呈一个整体。容器体的水平截面可呈各种几何形状，例如多边形、椭圆形、圆形、扇形等。
　　在容器体内侧的底部可设排水槽，在排水槽和通孔上可设滤水物，不仅有利于容器体内积水的排放，还能阻止容器体内种植基质的漏出。

　　在容器体底部外侧的排水通风管道出口可以设有连接件，以便各个种植容器间的连接。在容器体的上开口边沿可延设条状物，以便当各种种植容器拼接起来后防止水从容器体的侧面流向地面。

　　由于容器体内侧的底部设有通孔和排水槽，并且与容器体外侧的排水通风管道相连通，因此提高了种植容器的渗水性和透气性。在排水槽和通孔上设有滤水物，可防止种植基质的渗漏，这样既保持了容器外的环境卫生，又保证了排水通风管道的畅通。

　　容器可根据种植地点的需要进行搭配，形成一个完整且具有各种图案的绿化地。该容器也非常适用于屋顶绿化、一些临时机动的绿化以及园艺种植，例如适用于道路、广场、庭院等场合。
　　
　　三、结论
　　将上述各式结构的生态环保型立体种植容器的设计与制造，与花草的栽培、基质的生产、工程的策划、施工与管理相结合，不仅能为城市立体绿化或空中绿化提供一种行之有效的途径，而且将形成一个新兴的支柱产业，具有良好的社会效益、经济效益和生态效益。（柯思征） 来源：中国花卉报　　

早期食品的冷藏

古代无冰箱、冰柜,盛夏酷暑是如何冷藏食品的呢?
首先是“井藏法”。苏东坡在《格物粗谈》中曾提到:“夏天肴馔悬井中,经宿不坏。”
其次为“冰藏法”。早在两千多年前,我国即有储藏食品的“冰鉴”,冰鉴是一种铜制的用来藏冰的容器。在古籍《周礼》中就有用冰鉴储存食品的记载:“祭祀供冰鉴。”冰鉴,大概可说是世界上最早的“冰箱”了。
冰鉴无法储存大批量的食品,因而早在周朝,我国即建有简易的“冰库”,称之为“凌阴”,到汉代又称为“凌室”。至隋唐,民间肆坊始出现土冰库。据史料记载,清代苏州民间藏冰已较普遍,土人置窨冰,街坊担卖,谓之“凉冰”。或杂以杨梅、桃子、花红之属,俗称冰杨梅、冰桃子。
盛夏酷暑,古代人是怎样将新鲜食品进行长途运输的呢?明代于慎行诗云:“六月鲥鱼带雪寒,三千里路到长安。”原来,鲥鱼三千里路到长安后尚能“带雪寒”,用的是“冰船”。明代何景云诗云:“炎天冰雪护江船”。有人将这种“冰船”,称之为世界上早期的“冷藏船”。

中国贫困山区儿童的生活

大家都站着读书,因为没有椅子。

在窗边刻苦读书,温习功课。

得奖状了,开心的给爷爷看。

不能象别人一样去上学。

顶着寒冷去打柴,给双手取暖。

非常珍惜那根短小的铅笔。

一边吃着干粮一边仔细的读书。

由于太冷,手冻了肿的很大,还坚持看书写字。

流下了让人心痛的泪水。

大家做在石头上认真的听老师讲课。

期望的目光，看着快熟的午饭。

端着一碗米粥，很高兴，但是不舍得吃，感动幸福的泪水流下。

小女孩在洗碗，环境是那么艰苦。

中国贫苦山区生活照片

The 5D's of BoP Marketing

ASUS eeePC

An overview of the 5D's
The premise of the fortune at the base of the pyramid (BoP) is based on the notion of how to profitably do business with the poor. But few such endeavours have become sustainable businesses, falling prey to bad assumptions, misguided marketing, or poor research. Ken Banks of kiwanja.net wrote recently:

Progress in the social mobile field will come only when we think more about best practices in the thinking and design of mobile projects and applications, rather than obsessing over the end products themselves. By then most of the damage has usually already been done. In my experience, many social mobile projects fail in the early stages. Lack of basic reality-checking and a tendency to make major assumptions are lead culprits, yet they are relatively easy to avoid.

I would argue that this observation can be applied for any product or service meant for the BoP in the developing world, not just for the mobile industry. So how can we apply this understanding in order to design strategies to serve these untapped markets far more successfully?

Buying behaviour and decision-making criteria imply that those in the lower income strata—particularly in the developing world—are not 'consumers' but in fact extremely careful 'money managers' for whom an expense is often an investment whose return must be maximized.

The tacit mandate for companies interested in the BoP market is that your product or service must either fill an 'unmet' need (of which the poor have many), or provide a way for them to enhance their livelihood or quality of life. Why else would they divert their limited and hard-earned cash for your product or service? So the fundamental consideration before design would be to focus on the benefit to the BoP: Is there an opportunity for social or economic development?

Next, the solution must be well designed—contextually relevant, appropriate, and of course, affordable. But the best designed product or service in the world will not sell if your customer is unable to find it. Since logistics and transportation is as much of an infrastructural challenge in the developing world, distribution becomes critical in ensuring the availability of the product. The entire supply chain might have to be built from scratch.

Once you've made the right product and got it out to where its needs to be, are your customers aware of its existence, what benefits it may provide for them, and the reasons why they should think about purchasing it? Is there a demand for this product, or can one be created? Does the value proposition of your offer resonate with the value system and worldview of those at the BoP?

And finally, the whole offering must cohesively hinge upon preserving and ensuring the dignity of your new customers. The poor are not looking for handouts, but rather opportunities; providing them with such products or services through a filter of 'charity' or 'social work' serves no one.

Our work in the field observing those at the base of the pyramid had led us to conclude that their life of adversity—managing in challenging conditions—evidenced a very different value system and worldview from what is commonly considered mainstream consumer culture. Their buying behaviour and decision-making criteria imply that those in the lower income strata—particularly in the developing world—are not 'consumers' but in fact extremely careful 'money managers' for whom an expense is often an investment whose return must be maximized. They tend to be risk averse and seek greater value from their purchases.

So an integrated strategy—one that looks beyond the design of the product or service for the other 90% but also takes distribution, demand, development and dignity into account while touching the core values of the BoP customer—could be considered a framework for best practice. Let us look at each of these elements in turn:

Development
What good is it, as Aneel Karnani asks in his paper, "Stop Romanticizing the Poor," to sell alcohol and tobacco to the poor simply because there are profits? What the poor need are solutions that allow them to increase their incomes or raise the quality of life for themselves and their families. Every decision to spend money made by those who manage on uncertain incomes at the base of the pyramid can be said to be analogous to making a strategic investment decision. This needs to produce tangible value in their immediate future, in some way or the other. Whether the decision is a trade-off between purchasing shoes for a school-going child and meat for a meal, or choosing to buy some airtime instead of a meal, each of these is an investment—in the child's future, in future income if work is dependent on being accessible by phone, or in simply ensuring the next meal is on the table

It is this aspect of developing future potential that leads Microsoft's Unlimited Potential Group to seek innovative solutions that can provide opportunities for education, employment and well being in some of the most disadvantaged parts of sub-Saharan Africa and India. They don't worry if these people can purchase MS Office or a Windows PC today; they're looking far ahead to a future when, trained in Microsoft's development centers, they will become customers or advocates for their brand. MS knows that to grow their market at this point, given their global saturation, they have to create their new customers and market themselves.

Oorja Stove (Photo: Margot Cohen)

Another example, the innovative Oorja stove designed by BP as a sustainable, healthy alternative to smoky wood-burning cooking fires so prevalent in the BoP, integrates the local community into its business model. The product is sold by local women trained by BP as part of their rural sales network, and provides a sustainable income source both from the sales of new stoves as well from the supply of the healthier smokeless fuel pellets. By incorporating both environmental as well as economic sustainability into the design of their solution, they offer a holistically beneficial solution to the community as well as a profit making strategy for their saleswomen and themselves. (Nonetheless, contextually appropriate design is a must; even the humble stove has faced criticism for the lack of user testing in the field.)

Design
While the design industry has numerous examples of products created specifically for the "other 90%" of the world's population, few have become market successes to date. "Design for the next billion customers" looks at the ways customers at the bottom of the pyramid evaluate and choose products, their value systems and worldviews, and how this influences the design of products and services meant to address their needs.

Companies conceiving of new products or services for the emerging markets in the lower income demographic assume that one basic premise or value proposition can serve all; just the pricing needs to differ according to income available. But they're missing a lot of the story. Literally.

But there is a commonly held assumption by large global brands with millions of customers across the world: Believing, quite rightly, that human beings are the same no matter where they are and how much money they may have, companies conceiving of new products or services for the emerging markets in the lower income demographic assume that one basic premise or value proposition can serve all; just the pricing needs to differ according to income available. But they're missing a lot of the story, literally: The BoP customer has not been bombarded by mainstream consumer culture and all the trappings of 'consumerism' that come with it.

An interesting example of this difference in perception is the ASUS eeePC. Designed for the next billion customers or first-time users of a computer, it was created on the premise of being "Easy to learn; Easy to work; Easy to play" and ended up disrupting the laptop market and creating an entirely new category—the netbook. Of course, ASUS's competitors focused on the obvious when attempting to design a competing product—small form factor and low price. But had ASUS made this the criteria for their initial design, they may never have come up with the rugged, affordable, elegant solution on the market today.

Instead, their hardware and software solution placed the core value of "Easy" as the primary criteria in their design brief. The first-time user in emerging markets is less likely to be making such a purchase based on stylish good looks, an unusual form factor, or the brand's 'cool'—and more likely to apply a far more rigorous product/price evaluation and selection process. The original eeePC's user interface is icon-based and very familiar to someone already accustomed to the interfaces available on mobile phones—commonly the first exposure to ICT devices in the developing world. This sense of "Oh, I bet I could learn to use this, easy," coupled with the price, makes the ASUS netbook a no-brainer, where perhaps the far more intimidating and complex desktops of leading operating systems might make a first-time buyer think twice. Indeed, research has found that over 50% of consumer electronics are returned because the consumer found them too difficult to understand and use.

Distribution

The greatest invention cannot change the world if it does not get manufactured and distributed. KickStart builds a supply chain from the existing private sector. —Kickstart.org

One of the best examples of good design that addresses the very real needs at the base of the social and economic pyramid is Martin Fisher's Kickstart Moneymaker pump, but its history shows that the organization learnt from the challenges of doing business in a sustainable manner under the infrastructural constraints and conditions of the developing world. The entire market had to be created from scratch; there was no existing supply chain, distribution network or marketing and promotional reach among the rural population who are the pump's target audience.

Nokia's significant success in the vast hinterlands of rural China, where there is uneven development and infrastructure, can also be attributed to an unexpected distribution network. In addition to the more conventional chain of dealers and retailers, they saw intrepid local salesmen cramming their products into backpacks and hopping on buses out to the remotest villages to sell. Can these local entrepreneurs be incorporated into their sales and distribution network, increasing their reach but also lowering their distribution costs and raising the income-generating ability from end to end?

(Photo: Marketing in India)

Such "piggybacking" has been attempted on an existing tried and tested global distribution network as a way to distribute medicines to the neediest. Simon Berry has launched a scheme called colalife.org, an award-winning social media campaign launched this year to demonstrable success that sought cooperation from The Coca Cola Company in order to leverage their extensive and highly visible supply chain in the remotest parts of the developing world to distribute critical life-saving medicines such as 'oral rehydration therapy' for common waterborne diseases. A status report from their Flickr group discussion board:

Before the Facebook group I was getting nowhere at all. The group has changed everything and is the reason we've made such rapid progress... Continuing support for the idea is vital if we are to turn this idea into a reality and actually save some lives.

Research and development of the campaign continues to evolve. The next objective is to get an international NGO to engage with the campaign. Meanwhile research is underway in East African into Coca-Cola's distribution system and the feasibility of the idea is being investigated and reported in Simon's blog.

Demand
But in these new markets, under the radar of mainstream consumer culture, advertising, and promotions, simply getting the products out there is not enough. Communication must resonate with the audience's value system and worldview. Does a demand exist at the BoP? Are people aware of the benefits? And are they able to understand why they should part with their limited and often unpredictable income for it?

Sunlight detergent advertisement

For the great majority of consumer products, the challenge to prove their value and relevance remains. Take Unilever, for example, another brand that has established prominence among the lower income demographic. Crossing the chasm of the values gap, their advertising focuses on establishing the return on the buyer's investment in their products. Rather than the more conventional advertising message focusing on perfumed laundry detergent that might make your sheets smell of spring flowers or the morning breeze, their communication clearly demonstrates, in no uncertain terms, why buying Sunlight makes sense for the careful housewife on a very limited budget: "Nothing lasts longer."

Grocery store merchandising

An even more obvious example is this "point of sale" promotion in a village grocery store in rural South Africa, where the shopkeeper clearly displays exactly what the customer will get for their money (photo above). For every budget there is a pile of goods, in the actual size and quantity offered, allowing the purchaser (who may or may not be numerate or literate) to ascertain what their limited funds will buy. This allows them to plan their monthly shopping accordingly. Does this need for clarity somehow imply that those at the BoP are simple or naive; that they need clear messaging or unsophisticated advertising? Or does it point to their very sensitive 'bullshit meter'—one that makes them reluctant to part with their hard-earned funds?

Does this need for clarity somehow imply that those at the BoP are simple or naive; that they need clear messaging or unsophisticated advertising? Or does it point to their very sensitive 'bullshit meter'—one that makes them reluctant to part with their hard-earned funds?

The biggest hurdle to success in the BoP market has been a lack of understanding that this market is very different from the mainstream consumer culture prevalent in the developed world. Producers immersed in mainstream consumer culture (elements of which include easy credit, buy now/pay later terms, and style obsolescence) tend to consider those at the base of the social and economic pyramid as having a very similar or same worldview and value system as their existing consumers; that they simply have less disposable income. So the value propositions of the products, services, and programs introduced for lower income markets—particularly in the developing world—are still based on elements of the value system prevalent in global consumer culture. There is a gap here, and its most commonly reflected in the marketing messages, advertising and communications which tend to emphasize benefits or value that may not be relevant—much less contextually appropriate—to the BoP customer's life. When the value proposition of the seller has little or no resonance with the value system of the target market, it will most likely be ignored.

(Photo: The Economist)

Dignity
The Sammaan Foundation ("sammaan" means dignity) is one such example of bringing opportunity and hope back for the downtrodden by adding some creative innovation. Founded by Irfan Alam, a 27-year-old from the Indian state of Bihar, his idea is to systematize the working of all Rickshaw pullers by bringing them under one roof, and to modernize the cycle rickshaw pulling sector (which contributes 30% in urban transport) with small but creative changes. This not only makes it easier for the rickshaw pullers to drive and increase their income through outdoor advertising, but also through additional services such as the sale of bottled water, juices, mobile recharge, courier collection, and bills collections. The Sammaan Foundation is one of the 30 Indian enterprises shortlisted in a competition to find the country's "hottest" start-up.

Nokia design for illiterate users

But dignity implies far more than simply a brand name. For too long the poor have been the invisible, the overlooked or the simply ignored, particularly as discerning customers for goods and services. Product managers still tend to perceive solutions as dumbed-down, cheap versions of products meant for more "lucrative" markets, or conceive of services primarily for the rich world and then go through the motions of localization for the emerging markets at the BoP. The poor may have shallower pockets than their wealthier brethren, but they're no fools and can smell patronizing good works a mile off. Nokia's most recent entry-level phone acknowledges that many of their BoP customers may be illiterate, but also finds a way to respect their needs and respond with sensitive design solutions. Using icons along with the text in their menus communicates the essentials, while retaining the look and feel of a typical phone.

Further thoughts
Each of the points above emphasizes the importance of individual—poor though he or she may be—rather than a faceless, mass market consumer or a member of the "4 billion" across the world. And using the 5D's—development, design, distribution, demand and dignity—can provide a roadmap for a cohesive, human-centered strategy for well-designed products that sell, services that are successful, and programs with low drop-out rates. Observation and user research conducted to understand your new target audience is critical in establishing the relevant value propositions, of course, since statistical data and quantitative market research simply tells you their income—or lack of it—and literacy levels. (Such details, while important, do not convey the difference in mindset that a life of adversity in uncertain conditions creates, nor do they reveal the how misguided some basic assumptions can be.)

And ultimately, the real needs to be met at the bottom of the social and economic pyramid are the ones for respect, dignity, and an opportunity to improve their quality of life, ensure their children's future or increase their ability to provide for themselves and their families. That's a design challenge for us all.

考文垂大学生研究院最近丹尼尔谢尔丹已经成功地开发和部署了“Energee”跷跷板通过他的公司playmade能源。的使命playmade能源是可再生能源发电，使学校在发展中世界的乐趣，通过发挥.在2007年丹尼尔度过夏天志愿在肯尼亚帮助建立和教书，一所小学。当他回到他的程度他在研究开发一种产品，是基于“积极的方面是非洲共同体”。该跷跷板发电作为副产品的发挥5--10分钟使用足够的功率教室一个晚上。它是提供给社会的套件形式和来自当地材料。.最终丹尼尔希望设计整个游戏的不同设备，可以发电。

设计”唤人道主义

展览代表了设计界日趋增强的一股潮流，即利用中低技术，帮助贫困人口满足他们的基本生活需求。这些需求在发达国家几乎不成问题，比如饮用水。展览馆管理人员保罗·沃里克说，他们希望通过展示这些足以对贫困人口生活质量产生重大影响的发明，帮助增强“人道主义设计”意识。
　　“全球95%的设计人员投入所有精力，开发产品和服务，专供全球消费者中最富有的10%的人，”展览组织者保罗·波拉克说，“当前最需要的就是设计界展开一场革命，把目光投向另外90%(的消费者)。”
　　丹麦一家公司推出的净水装置就是一例。这款名为“生命吸管”的净水装置是工艺最简单的展品之一，但功能却不简单：它可以除去导致腹泻、痢疾和霍乱的细菌，从而使人们可以直接饮用地表水。展览还包括其他一些普遍适用于发展中国家的展品，如太阳能路灯系统、脚动灌溉装置、滴灌装置、简易厕所和载重自行车等。
　　“为其余九成人设计”还有一些展品在发达国家也大有用武之地。部分展览项目直接与美国挂钩，如“卡特里娜家具项目”。2005年“卡特里娜”飓风令美国民众蒙受巨大损失，而这一项目就是利用飓风造成的各种残骸和碎片，制造桌凳、储物柜和教堂长椅等家具。



生命吸管　由丹麦一家公司设计的这款吸吮装置长25厘米，却可把导致腹泻、疟疾和霍乱的水中病菌滤走。

人工水泵　能够把6米深的地下水吸至地表13米的高度，连续工作8小时可灌溉300多平米耕地。轻便易携带，适合小型农场。

紧急庇护所　预先制造，无须任何工具就可建成，可供流离失所的灾民居住，遮风挡雨，寿命约为一年半

Q鼓”水桶 容积75升，可以滚动，方便人们在取水地和住地之间来回运输

“卡特里娜家具项目”：2005年“卡特里娜”飓风令美国民众蒙受巨大损失，而这一项目就是利用飓风造成的各种残骸和碎片，制造桌凳

建筑&节能

建筑物是世界上最大的能源消耗者之一，其消耗的能源和释放的温室气体量占世界能源总消耗量的四分之一到三分之一。长期以来，机动车必须遵守日益严格的节能标准，但是建筑物却不曾收到类似的限制。尽管建筑物对成本和环境构成重大的影响，但其能源管理却一直未受到关注。
随着能源价格上升、电力需求猛增以及环境的日益关注等诸多因素，已促使亚洲地区积极重视建筑物的节能问题。简单来说，传统的商业模式正威胁着亚洲各地区未来的繁荣和发展。
克林顿基金会是提倡改变的其中一个范例。该基金会日前宣布了一项史无前例的计划，将通过全球最大的几家银行提供高达50亿美元的贷款，以资助提升能源效率的建筑物改造项目。
此改造工程将为开发商和用户在短期内带来回报，其经济效益十分巨大。各地区政府目前已不断建造新的发电站来满足新建筑的电力需求，为其地效能的空调系统、窗户和照明设施提供足够的电力。在中国，每星期就需建造一到两座新的燃煤发电站来满足电力需求。目前大部分的亚洲经济体已成为燃料净进口国，节能措施的确将带来巨大的经济效益。昂贵的能源价格和快速的经济成长导致进口价格上升，同时也促使各地区密切关注能源供应的稳定性。
环境议题和经济效益同等重要。最具权威性的政府间气候变化专业委员会的最新报告指出，“最具经济效益的措施往往是提升用户的能源效率，而不是以增加能源供应来满足需求。节能改善对能源安全、当地和区域的空气污染、就业等问题都有正面的影响。
过去一年气候变化和温室气体排放等问题引起全球重大关注。由于国际间对气候变化问题的日益重视，中国国家主席胡锦涛首次发表声明表示需要慎重处理气候变化所带来的威胁。此举证明在中国该问题的重要性正日益提升。
从经济效益来说，效能就等于一顿免费的午餐。高效能让消费者以较少的能源得到同等水平的享受。而改善建筑物本身就是最具成本效益的节能方式，既可以降低能源使用，也可以减少温室气体排放。根据麦肯锡全球研究院对全球节能的一项研究，减低温室气体排放最具成本效益的五项措施中，其中四项是建筑物节能措施。
意料之外的是，由于建筑物节能措施成本价格远低于经济效益，大厦业主和租户成为节能措施下的最终受惠者。的确，由于建造新发电站相当昂贵，部分电力公司以现金优惠方式鼓励用户更有效的使用能源。
在可预见的未来，能源价格将节节上升，唯一的解决方法是全球共同致力于减低建筑物的能源消耗。麦肯锡公司表示，除非采取广泛的节能措施，否则全球总能源需求将从过去10年1.6%的年增长率增加到未来15年2.2%的年增长率。
亚洲将会是最大的需求区域，其需求量占麦肯锡公司所预计的未来15年全球能源需求约一半;而中国的需求量就已经是美国绝对增长率的4倍。虽然数据令人惊叹，但考虑到中国现在正处于人类史上最大规模的从农村到城市的人口转移，所以这个数据不足为奇。数以亿计的农民搬迁到城市居住，他们对物质生活的要求将如同全国及全球城市居民一样，享受空调带来的舒适、照亮家具的电力供应和全天24小时的热水供应。而印度和其他发展中的亚洲经济体也需要面对类似的人口转移问题，尽管规模相对小一些。
单独依赖性建绿色建筑和为旧建筑进行能效改变并不能解决全球环境问题，也不会减低对能效的依赖或减低电力开支。随着全球女里的适应气候变化，绿色建筑将会是逐渐受关注的重要领域之一。推动建筑节能不能单靠提高空调温度或关掉不用的灯具，而是要以更少的资源做更多的事。如同工厂在过去几十年变得更具生产力一般，十年后用户可看到能源使用将发挥更大的作用。生产力的提升有助于改善数亿人口的居住和办公环境。
在提升能源标准的前提下亚洲扮演了什么角色？亚洲时间了那些绿色建筑准则？是那些壁垒阻碍了节能建筑的落实？而既然在经济和环境方面都有显著的效益，为什么节能建筑到目前还未普及运用？
主要发现如下：
1. 节能是解决能源和环境问题的最快捷、最经济和最清洁的方法。在中国，为了多提供1兆瓦特的电力而所需的发电费用至少相当于通过改善能效节省1兆网特费用的4倍—这还不包括因燃烧矿物燃料而付出的环境代价。然而亚洲地区对于改善能源消耗可带来的潜在效益仍未予以重视。
2. 建筑物能源消耗量占全球总消耗量的30%，同时排放相当的温室气体。温室气体是导致气候变化的主要原因。建筑物的使用寿命达数十年，今日的建筑设计和建造方式不仅对建筑营运成本构成影响，而且对许多年后的能源消耗模式及环境状况都会有深远的影响。
3. 全球一半以上的新建筑位于亚洲；亚洲大约一半的新建筑位于中国境内，而印度过去5年的建成区则上升一倍。研究显示，中国和印度若采用具经济效益的节能措施，可将目前的建筑能源消耗降低25%。
4. 与一般认知相反，企业访谈和研究已证实了只需投入少量甚至零成本便可实现许多能源措施、而关键在于项目开发商须要求符合节能要求的建筑设计和建筑管理公司及用户采用良好的管理方式。
5. 世界各地建设中的多项绿色建筑项目证明了通过不同的科学技术和其他解决方法均可有效的改善建筑节能问题。而改善建筑节能问题的症结在于人类---我们必须教育民众、传播和应用现有和新的改善措施。
6. 缺乏能刺激供应和去求的政策，改善建筑节能的步伐将继续缓慢蹒跚。各地区政府有责任制定法规，提供公平竞争环境并协助提升产业的节能能力。
7. 企业监控、回应和提倡更有效的建筑节能趋势在经济上是可行的。开发商的杰出设计技术和高效能建材是达到最大节能效应的关键。而建筑运营商和用户的起步工作室以节能管理作为企业的首要任务。更一般性的做法，是衡量建筑物生命周期的全部成本，以此作为与建筑相关的每一个人的决策参考。
8. 亚洲各行业协会在推动节能工作上至今仍未扮演一个重要角色，节能工作仍以政府决策为主。这种情况与美国和欧洲截然不同。在欧美，行业推动计划是市场导向转变的原动力之一，引领更高效能、更具持续性的建筑环境。
9. 随着全球可持续发展趋势日益加速，这在5年前是难以想象的。因此，企业和政府将需要重新考量原有的想法和开辟新的疆界。

立体种植

由于休宁县位于安徽省最南端 ，是一个“八山 一水半分田，一分道路和庄园”的典型山区县，因此考虑到土地缺乏的情况，休宁在不 增加种植面积的前提下，提高农作物附加值是必然需要的。

立体种植的优点：经济收益高，并能可持续的发展成产

立体种植的缺点：管理上比单一作物要复杂，用工多，应用机械作业多。

适宜休宁的立体化种植应是： 廉价 面积小 收益大 简易

适合滚筒栽培的蔬菜有：生菜、芹菜、草莓、空心菜、甜菜、木耳菜、香菜、韭菜、油菜、苦菜等

适合管道栽培的蔬菜有：生菜、芹菜、草莓、空心菜、甜菜、木耳菜、香菜、韭菜、香葱、黄瓜、西红柿等

适合休宁的种植
金针菇。每亩（半年冬闲田）地栽可种植金针菇400平方米，每平方米种植80袋，每亩可种
植金针菇32000袋，每袋可产金针菇400克，每亩产量金针菇11520公斤，每公斤金针菇按5
元计算，亩产值57600元。成本核算，每袋成本0.9元，共28800元，遮阴物每亩8500元（包
括薄膜）亩产利润20300元。

双孢蘑菇。每亩多层式搭架菇房可种植双孢蘑菇600平方米。需要稻麦草8000公斤，每公斤
0.20元共1600元，有机肥杂粪类8吨，每吨100元，共800元（实际上这些有机肥可得到无偿
提供）。石膏、石灰、少量尿素、复合肥等共需要800元，其他耗材1200元，菌种2400元（
自制菌种只需1500元成本就够了的）。原材料运输费用1400元，菇房使用折旧3400元，总计
成本11600元。蘑菇每平方米单产8公斤，每公斤7元，亩产4800公斤，亩产值3.36万元，扣
去当年每亩成本11600元，亩产利润2.2万元。

平菇。每亩（半年冬闲田）可种植平菇净面积400平方米。所用棉壳原料5吨，成本5000元，
石膏、石灰各100斤，成本100元，薄膜30斤，成本250元，消毒药、小毛竹弓、稻草等300
元，合计成本5750元。平菇每平方米产量15公斤，亩产6000公斤，每公斤平均3.6元，总产
值2.16万元，扣去成本后净亩产值利润1.585万元。

休宁现在正实施的立体种植

稻草牛粪来种菇

2008年，全村有20多家农户种植蘑菇，共发展蘑菇大棚40多个，种菇面积15万平方尺，产值达64万元。村里不少菇农引进了浙江种菇新技术，实行多层次立体种植，使今年的种菇面积扩大了5万多平方尺。

“养--沼--种”新型立体化循环养殖模式

将猪舍进行改建，建设沼气池，防止粪便的乱倒，变废为宝。同时，用处理过的动物粪便发展绿色无公害蔬菜。

农民在立体茶园里栽种除虫菊

休宁县霞溪生态农庄经过多年的实践，摸索出一条在茶园里栽种桂花、木槿花、红梨、明日叶、除虫菊等的立体茶园种植模式，每亩茶园的收益预测将从现在的1100元提高到3000元左右，茶农人均可增收1000多元 ，不但增加了经济效益，还减少了化肥、农药、使自然生态得到保护。

如何搞好水稻旱育苗

俗话说：“秧好半年稻”，育苗的好坏直接关系到水稻产量的高低，育秧效果好，那么插秧后，返青早，发稞快，抗病虫害能力强，是水稻增产的第一步。　　水稻采用哪一种育苗方式与育秧质量有着密切联系，水稻育苗经历了从过去的水育苗→湿润育苗→如今的旱育苗三个阶段，而旱育苗的形式又演绎成多种多样：塑料小拱棚旱育苗、塑料中、大棚旱育苗和无纺布旱育苗，从地表面采用的隔离物的不同，又可分为玻璃丝带旱育苗、软盘旱育苗，最后进化到抛秧盘旱育苗。每一种更新都意味着科技的进步，生产力的提高，通过多年实践证明，最切合我县生产实际且壮秧效果最好的育苗方式是无纺布旱育苗和大中棚旱育苗，采用无纺布育苗一般的年份几乎不得立枯病和青枯病。育出的秧苗矮健、叶子宽、插秧后返青快、分蘖多，且抗病虫害能力强，而且省功、省力、省成本。采用中棚或大棚育苗，棚内温湿度变化平缓，受热均匀，管理较为方便，育出的秧苗素质也较好。而采用其它几种育苗方式，一旦管理不及时，极易造成稻苗立枯病和青枯病的发生，给后期管理带来较大的麻烦，无纺布育苗不需要搭拱架，特别中后期在苗床通风炼苗和苗床补水等方面极为方便。　　下面注重讲一下无纺布育苗　　1．上、下增盖一层地膜，辅助前期增温。　　无纺布本身带有无数的小孔隙，其保温效果不如塑料农膜，为确保早出苗，出齐苗，必须上下增盖一层地膜。第一层地膜铺在播完种、施完药的床面，待到秧苗一叶一心时，及时抽出此地膜。第二层地膜也可采用用过的旧农膜，铺盖在无纺布的上面，辅助前期床内温度的提高。当外界气温稳定而没有冷寒流的侵害时，在秧苗长势健壮时可撤去此农膜。以后的苗床补水可用喷壶直接喷洒在无纺布上即可达到补水目的。　　2．覆盖无纺布时，四周要抻平、压紧，使床面受水均匀。无纺布育苗不需要搭拱架，简便易行。只要用揪在苗床四周抹成15——20厘米高度一致的小埂，将无纺布盖上即可。　　3．无纺布育苗苗床应略高于田面。　　采用无纺布育苗可接受自然降雨，减少浇水次数，但降雨过多年份，易造成床面水量过多，土壤透气性差，影响秧苗健壮生长。　　其它的各环节操作管理与塑料小拱棚育苗相同.　　第二方面讲解如何培育整齐健壮的秧苗。　　1．选用良种，做好种子处理。　　种子处理三部曲，即晒种、选种、浸种消毒，在浸种之前选择晴朗天气将种子晾晒2——3天，主要起到提高种子活力的作用。促进早出苗、出齐苗。在水泥晾台上晒种时，要防止水泥面温度过高灼伤种子，要铺成2——3厘米厚度，不易过薄。结合晒种，可用簸箕簸出秕粒和杂草籽粒，即可达到选种目的，而浸种消毒环节比较重要，可用“一浸灵”、“恶枯灵”等药剂浸种，消除种子表面携带的病菌，可减轻和抑制苗床和本田里立枯病、青枯病、稻瘟病、稻曲病的发生。　　2．播种期确定　　一般早熟品种应适当延迟播种、延迟插秧，才可达到米质好，产量高的目的。种植晚熟品种需早播种，早插秧，保证安全成熟。采用抛秧盘育苗的苗床一般35天左右。普通旱育苗苗期一般40——45天，应综合考虑，灵活掌握，而不易采用外界温度稳定通过5℃就播种的做法。　　3．播种量　　播种量的多少是培育壮秧的重要条件，不论何种育苗方式的播种量都要从少，适当稀播育壮秧，采用抛秧盘育苗一般每盘播种量70克左右，每亩地25个盘（561孔）需种子4斤左右，普通旱育苗每平方米不宜超过150克。　　4．播法　　原则是首先要均匀，且要保证种子与土地充分接触以及抛秧盘或软盘与土壤充分接触。防止种子掉干和减轻立枯病和青枯病的发生。采用抛秧盘和软盘为隔离物育苗的，需特别注意两侧应留有5厘米左右的空闲，防止出现因浇水而造成钵盘边缘落空现象。　　5．秧田管理　　我们将苗床管理细分为三个时期：前期、中期、后期。前期为3叶期以前，中期为3——4片叶子，4叶以上为后期。整个苗床管理可概括为“前促、中控、后炼”六个字。前促就是促进稻苗生长，以保温保湿为主，做好前促工作，无非多留心，检查农膜等覆盖物质是否有漏洞，或被风掀起，发现及时弥补，保持前期温度，发现苗床发白缺水时应补水及时，但需注意一点，当稻种处在露白芽时，即使缺水也千万不能补水，防止刺激稻种，影响稻苗的健壮生长，而等到露出青头后方可浇透水。中控就是控制温度和水分，防止秧苗徒长，预防立枯病和青枯病的发生，此时外界气温已回升，应根据秧苗长势，做好通风炼苗工作，苗床水分即不能缺少，也不能过多，过多则宜造成细弱徒长的秧苗，叶片蒸腾水量极易大于根系的吸水量，发展下去就是立枯和青枯，后炼就是以通风炼苗为主。在中期通风炼苗的基础上加大力度，使秧苗尽可能适宜外界温度变化，加速移栽后返青过程。在移栽前一周左右通常大揭布。要保持床面不能过分缺水，应根据秧苗长势缺肥补肥，用硫铵水、尿素水或磷酸二氢钾溶液喷施叶面均可。喷施后要用清水清洗叶片，防止残留灼烧叶子，此时防止大水、大肥，肥水过大造成移栽后延长返青过程。
　　　　　　　　　桓仁县农业技术推广中心推广站　　　　　　　　宋长波