Claude LOPEZ
“If I have been able to see further, it is because I have perched on the shoulders of giants” Isaac Newton
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How to reconcile positive impact and value generation?
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Corporate Social Responsibility (CSR) encompasses three themes: environmental, social and governance.
It seeks to give the company a role other than that of generating profits by offering it the opportunity to have a positive impact on society.
The challenge for businesses today is grouped into three categories, called the “3 Ps”, People, Planet, Profit.
This means finding a way for the business to create a positive impact in terms of:
— Dimensions of profitability,
— People: that is to say the employees and all the company's stakeholders who are the users or consumers of its products/services,
— From the planet: the impact that the company must have on the environment.
All this arises in the context of climate change and global warming, which are the challenges of the search for meaning, both for employees and for users of corporate products.
Corporate Social Responsibility is “A concept that refers to the voluntary integration, by companies, of social and environmental concerns into their business activities and relationships with their stakeholders.”
In other words, CSR is the contribution of businesses to the challenges of sustainable development.
The three pillars of CSR derive from the seventeen Sustainable Development Goals defined by the UN.
CSR issues reflect the environmental obligations of companies but also have a significant impact on their business (their business model, their ability to create value and be resilient).
A company that practices CSR will therefore seek to have a positive impact on society while being economically viable.
The regulation (the NFRD) therefore imposes certain obligations on companies in order to meet their environmental obligations.
Currently, regulations require companies with more than 500 employees to draw up an Extra-Financial Performance Declaration.
This report should describe the main risks associated with the company's activity, its policy to identify and prevent them, and the result of this policy expressed in key performance indicators.
The regulations evolved in 2022 following the “Taxonomy” Regulation, which provides for a classification system to determine whether a particular activity of a company can be considered “sustainable”.
Companies subject to the DPEF will therefore have to identify, classify their activities and provide information to determine which ones are sustainable.
The current regulation is in full evolution and is being transformed into a new directive: the CSRD.
The latter applies the extra-financial performance statement to companies, listed or not, meeting at least two of the following three criteria: total balance sheet greater than 20 million euros, turnover greater than 40 million euros, total workforce greater than 250 employees.
These companies are then required to provide data on the three pillars:
The nature and level of detail of the information to be included in the management report will be strengthened and the report should be prepared in a single electronic format.
In addition, precise standards must be proposed by a dedicated body (EFRAG).
The green taxonomy is the standardized classification of economic activities that contribute to the achievement of environmental goals.
It allows the sustainability of ninety economic activities to be evaluated at different levels:
— Activities that are already considered to be low-carbon and compatible with the Paris Agreement;
— Activities that contribute to the transition to a net zero emission economy in 2050;
— Activities that allow “greening” or the reduction of emissions from other activities.
From the financial year 2024, this will concern: large companies with more than 500 employees already subject to the NFRD.
From fiscal year 2025: large companies not subject to the NFRD.
And from the financial year 2026: SMEs listed on the stock exchange.
The carbon footprint is a tool developed by ADEME to analyze the quantities of greenhouse gases emitted
The reasons why managers come to ask themselves the question of these problems and want to implement a CSR policy in their company can be diverse.
They may vary between companies, but we can distinguish four main reasons that stem from the fields of risk prevention, the search for opportunities or the personal conviction of the manager.
The constraints posed by a binding and strict regulation that is still evolving. This poses the need for companies, starting from a certain threshold, to report on the implementation of their CSR strategies.
The prevention of risks that corporate products may pose in relation to the environment, an important criterion in the attachment of employees to the company.
The personal conviction of the manager who is aware that his company must have a positive impact on society.
The search for opportunities since CSR policies can constitute value creation approaches.
The majority of managers coached by VISCONTI Partners reflect on the issues of climate change, employee engagement and the need to move towards more responsible governance.
VISCONTI supports its customers in this awareness of needs by asking them questions that lead them to realize the value of implementing a CSR policy.
The VISCONTI coach then helps on how to proceed.
The coach is therefore present at the levels of awareness, of the didactic approach, and then of the question of how.
VISCONTI Partners are not CSR consultants but they have the skills to help their clients in implementing strategy and execution through a network of partners.
The main obstacle to the implementation of the CSR approach lies in the fact of the constraints and costs experienced by business leaders.
But the positive effects are multiple: the potential implementation of savings and the creation of real opportunities, while questioning the company's business model, or even creating new models that will generate an increase in profit.
Among CSR opportunities, we can also mention the establishment of circular economies, the increase in the performance of installations, the avoidance of emissions among customers, the fact of attracting stakeholders: customers, consumers, suppliers...
The CSR strategy is an approach worth considering, regulations require companies exceeding certain thresholds to take environmental measures, but their implementation depends on the company's sector of activity and the vision of its manager.
The integration of a CSR policy must be planned and determined in a manner consistent with the challenges and mission of the company. Our coaches support you and guide you through this major change.
“If I have been able to see further, it is because I have perched on the shoulders of giants” Isaac Newton
“If I have been able to see further, it is because I have perched on the shoulders of giants” Isaac Newton
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