How has CSR evolved?<\/h3>\n
If the evolution of CSR had to be summed up in a single element, it would be the consolidation of the concept, now detached from mere generosity. Most international standards \u2014 whose careful study is conspicuous by its absence \u2014 agree that what is at stake is minimising the adverse effects a company’s ordinary, everyday activities may have on its social and natural surroundings<\/strong>.<\/p>\n By simple logic, before a company can generate a positive impact on society, it must reduce its negative ones. In the private sphere, the unavoidable ISO 26000 standard insists that companies and organisations should not use philanthropy as a substitute for embedding their CSR \u2014 ISO being well aware of the problem. That said, Friedman’s criticism remains on the table, specifically for anyone working in social action and philanthropy: the question of their democratic legitimacy<\/strong>. There can, even so, be synergies between social responsibility and philanthropy. But the order of the factors matters<\/strong>, and the standards in this field say as much.<\/p>\n The end of the twentieth century was marked by a striking realisation about the global social and environmental challenges that threaten, more or less directly, the welfare of society. The globalisation of the economy has also been the globalisation of expectations about social welfare and respect for human rights. \u201cGovernance gaps\u201d have been shown to exist within globalisation, in the words of John Ruggie, the UN Special Representative who drew up the Guiding Principles on Business and Human Rights<\/em><\/a>.<\/p>\n The complex, and often problematic, interaction between business activity and the natural and social environment forced a period of reflection that turned on human rights as the global normative framework for informing these efforts. Human rights which, following the UN’s impetus, were reflected as a framework in the OECD Guidelines<\/a> and as a foundation in the ISO 26000 standard, among many others. The SDGs<\/strong>, as the general development goal the international community has set itself, have closed the circle around a CSR that is realistic, relevant and closely tied to the activity and particular circumstances of each company or organisation.<\/p>\n Against this background, sources such as the Carbon Trust<\/em> warn that we are walking quietly but inexorably towards a natural resources crisis. Only 20% of executives are already dealing with the issue, and barely 13% receive any kind of bonus<\/em> based on social and environmental performance. Yet the scarcity of resources \u2014 water and energy in particular \u2014 will lead to a rethink of the geographical scope of business, to higher prices for products and services, to a possible decline in their quality, and to profound changes in supply, demand and production processes. The crisis and the end of the diesel cycle is a good example of the disruption this causes companies: excess stock in the face of falling demand, costly changes to engines and production lines, a lack of anticipation and of R&D&I, and so on.<\/p>\n Beyond that, at the current point in the resources crisis, using renewable sources is not enough so long as the rate at which those resources are used exceeds the rate at which nature replaces them.<\/p>\n Global value chains, meanwhile, are increasingly fragmented, which makes a reliable diagnosis of the sustainability of supply chains and suppliers harder. In this context, the circular economy will not be a panacea either, without rigorous analysis and a proper transition<\/strong>. A circular economy of scarcity has always existed, particularly in rural settings shaped by subsistence models; what is at stake today is achieving a circular economy of prosperity capable of coping with the demands of the urban world<\/strong>. That will mean studying certain \u201cambiguities\u201d of the circular economy in detail. Recycling, for instance, ceases to be a preferred option because of the energy it consumes, and eco-design has to be built in from the very earliest stages of conceiving a product.<\/p>\n Companies would do well to accept that social and environmental sustainability is, in the end, the sustainability of their own business model \u2014 to put it in selfish terms. And climate change, finally, draws no distinction between borders, or between developed and developing countries.<\/p>\n As an entrepreneur and co-founder of several projects in CSR and sustainability, I sometimes struggle to convince companies that paying attention to quarterly results is compatible with \u2014 and indeed benefits from \u2014 holding a longer view of social and environmental performance. At a pivotal moment in my life, it was an honour to meet Nilsa M\u00e1rmol and Rafael Garc\u00eda, the founders of CMI, who gave me the opportunity to take part in the first business school specialising in corporate social responsibility, and where I am also responsible for the academic coordination of its Master’s in CSR<\/a>. After a successful first year, I have concluded that they have brought a much-needed breath of fresh air to the world of MBAs and business schools.<\/p>\n A great deal of interdisciplinary research, development and innovation is still needed if we are to transition towards more responsible and sustainable businesses. There is a shortage of professionals in a field that has become both unavoidable and crucial. Training in CSR and sustainability should lead us to consider these global challenges in a technical, rigorous way, from a more conscious paradigm of management and leadership. The scenario described also answers social expectations of responsible management that are themselves globalised, and which have already found an echo in emerging legal requirements. The key is to anticipate. Markets, in turn, demand it more and more, with the proliferation of stock market indices that are beginning to measure sustainability \u2014 aware that it is forcing its way into investment decisions. Only in this way shall we turn these challenges into opportunities for everyone.<\/p>\n You may also be interested in:<\/strong><\/p>\n Responsible Business Resource Centre<\/a><\/p>\nWhat has changed in CSR and sustainability<\/h3>\n
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<\/p>\nTimid and insufficient responses<\/h3>\n
The circular economy<\/h4>\n
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<\/p>\nA sustainable transition is possible<\/h3>\n