How can economic performance, the well-being of its teams, and social responsibility be reconciled? Although the logic of this equation seems obvious today, there are still few examples of leaders who can both testify to it and draw inspiration from their own good practices.
That’s why every fortnight, we go out and find them for you in our store. newsletter, We propose a synthesis that we hope will be enlightening. By crossing the eyes of various decision-makers, we wish to provide, «step by step,» concrete evidence that the positive impact of companies – both socially and environmentally – is not only compatible with their profitability, but even becomes a prerequisite for it. sine qua non.
The health crisis, an accelerator of strategy?
Much has been written about the accelerated «digital transformation» – not to say by forced march – that many companies have experienced with the COVID-19 crisis. But that’s not all… This unprecedented situation has also crystallised new convictions (that had previously been emerging), making them into real levers for change that is as structural and strategic as the digital shift was. I am of course talking about CSR and the consideration of the well-being of employees.
DOminique Schelcher, CEO of Système U Since 2018, he is probably one of the most publicized French entrepreneurs during this crisis. And for good reason. The distribution sector has been on the front line to ensure the survival of consumers… but also of producers!
But this support for local production has also allowed us to test its reliability, to forge new partnerships, and probably to test new uses… All this in a context where all the French distributors had already begun their «responsible» shift (short circuits, organic products, etc.). before Covid-19, to meet the new expectations of consumers.
« We have all rediscovered the chance to have an extremely high-quality French supply » Dominique Schelcher at Deciders Magazine
In this sense, the solidarity expressed towards small local producers during a crisis becomes a factor of performance in the long term, which would almost lead to see the crisis as an accelerator to implement good strategic ideas.
Reinventing the role of the company without giving up on profit
Christopher Miller, Head of Activism Strategy at Ben & Jerry's (© DR)
That is the case with the glacier Ben & Jerry’s, created in 1978 and driven by a « social mission » since 1988. Their original intention, « user of the power of business to confront socio-environmental issues », It took on another dimension when it was institutionalized by the creation of a Dedicated department and one position’activism manager.
Directed by Chris Miller, a former member of Greenpeace, this department puts its expertise at the service of causes. « who [them] care about » expertise in terms of communication, social networks or marketing.
Miller thus claims that he did not think it through « to what concerns you their clients » but to the « changes that’they want to see for the future.». And it all starts from within! Discover how by reading the rest of the article. Deciders Magazine.
The integration of variable-term societal issues
But for some, performance could still be judged by more conventional indicators, leading to «reflexive» measures inherited from the past. Luca de Meo, Renault boss, will present a new strategic plan in January 2021 that is expected to focus on the profitability of the group, to the detriment of volumes: « By 2022, we may have to go further than planned in our effort to reduce our costs. We will do so without compromising the future», ", he declares.
An inevitable streamlining in light of the 7.3 billion euros lost in the first half of 2020, which should lead to further cuts « the resizing of the engineering and a reduction in the supply of products within the ranges and products by approximately 30% ».
However, the goal envisaged by Luca de Meo does not seem to be exempt from some integration of societal issues either; rather, it is more long-term and driven by the industrial pace. Starting in 2026, he sees Renault as a « cutting-edge company (...) realizing 20 to 30% of its activity in fields that have nothing to do with the traditional automotive sector », listing among them « The circular economy [and] Energy management », and the ambition to develop « an range of emblematic, cost-effective electric vehicles priced at less than 20,000 euros, produced in France » (to be read on Argus Pro).
Well-being at work for economic performance
Investment funds are now also paying close attention to the preservation of the common good (as is the case with Blackrock), and even to better working conditions, as is the case with Ekkio Capital. And an investment fund that is interested in the well-being of SMEs at work... it’s not necessarily just for the sake of aesthetics.
Thus, « Working on the quality of life at work will also help to enhance our contribution to these companies. »Think Jean-Marc Scéo, president of the Ekkio Capital fund, convinced that their « This approach will improve the overall performance of these companies ». The formula for a «win-win» commitment, in short (to be read on Le Figaro)…
A philosophy that startups have long shared, and more generally tech giants: these stars of the cool world, accustomed to the label « Great place to work »– with ultra-equipped campuses and Chief Happiness Officers Companies tasked with attracting and retaining the best talent have already revised their plans, with most of them planning for a sustainable implementation of teleworking in their model.
Reed Hastings, CEO of Netflix (© Twitter)
Yet, The boss of Netflix, Reed Hastings, He said he saw no advantage in teleworking: « I don’t see anything good in it. We can’t meet in person and that’s negative for the business ». While admitting that the five-day workweek at the office is probably gone for good, he believes that it will take six months between the certification of a vaccine and people returning to the office at Netflix., «the time it takes for the majority of employees to be vaccinated» (to be read on Les Numériques).
Because that’s what being a leader is all about, especially in these troubled times: preserving the overall performance of your company by integrating CSR and well-being at work, but above all by safeguarding the safety of the women and men who trust you.