Whether the CSR requirements come from the legislator or from the stakeholders, they have been strongly strengthened over the years, up to the peak with the Covid-19 crisis. “It would be wrong and even risky to believe that a simple change of posture and communication is enough to satisfy these fundamental expectations.warns Souad El Ouazzani, Associate CSR of Mazars. Behind the integration of CSR there is above all a question of sustainability. The real question leaders need to ask themselves is: in tomorrow’s low-carbon world, will my business still be successful and will my business model be profitable and relevant? “.
If companies seem to be well aware of the imperative of integrating CSR at this moment at the basis of their strategy and vision, the problem is elsewhere. ” The real challenge is to move from observation and good intentions to implementing change, namely its operational translation into the business model. Sustainable transformation is by its very nature complex because it often involves contradicting short and medium / long-term profitability interests. It requires a sincere commitment of leadership over time. “, analysis Valérie Bazin, Mazars Consulting Partner.
No miracle recipes, but key success factors
To make this sustainable transformation concrete, Souad El Ouazzani identifies several lines of work: ” the decarbonisation of the value chain, the circular economy, the necessary consideration of the quality of life at work, finally, the social contribution on which the company is expected. Obviously, the materiality of these axes differs depending on the organization in question. “There is therefore no miraculous recipe, no single model that can be transposed from one company to another. On the other hand, some factors are the key to success, as in any complex transformation. First, we need to agree on what success means and set progressive goals, which are not just ambitions over a very long time horizon. This helps set the pace for change. Success, for example, may be having started a production line that consumes less energy within two years and at the same time achieving the general goal of reducing its CO2 emissions within 10 years. Without realistic goals it is very difficult to create buy-insinsists Valérie Bazin. On the other hand, to federate the company around the transformation project, everyone must find a meaning in the change, starting from their personal future. It is essential to support the teams so that everyone finds their future place. “
Involve all company functions
To anchor the project in the corporate culture, Valérie Bazin recommends identifying change agents. “It is important to have relays within the company, ambassadors and operational agents for the implementation of the strategy, regardless of their hierarchical levels in the organization”. And when we ask the experts for their ultimate advice on how to make such a change, their different answers complement each other. ” The transformation must be carried out above all with intelligence, carrying out the most transversal reflection possible, thus involving all the functions of the company. », Explains Souad El Ouazzani, while Valérie Bazin underlines the merits of what she calls organizational ambidexterity. “this ability to continue to develop their efficiency on a daily basis, exploring entirely new fields”.
Finally, good news, with the emergence of some technologies and the overall acceleration of digital transformation “Companies are surrounded by a combination of factors conducive to the transition of their business models, such as, for example, the evolution of regulations and consumer practices that create new markets. Technological developments and digitization also open up the field of possibilities for companies “, assures Souad El Ouazzani. So all that remains is to start.
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