Long perceived as an optional approach, Corporate Social Responsibility (CSR) has today established itself as a real lever for transformation. Behind this concept, a renewed vision of the role of businesses has emerged.
It is now clear that this is no longer a passing trend and that it should be dictated not only by the market but also by the legal framework. However, far from being just an obligation, it improves the company’s performance while meeting the new expectations of stakeholders.
An evolution anchored in economic history
Although the notion of CSR seems recent, its origins are not new and date back to the 19th century, with the emergence of the first social initiatives carried out by philanthropic entrepreneurs. In France, figures like Jean-Baptiste Godin, founder of the Familistère de Guise, laid the foundations of a model where the well-being of employees and the prosperity of the company were closely linked.
From moral responsibility to legal obligation
However, it was only in the 20th century that CSR began to truly take shape, driven by reflections on the responsibility of companies in the face of economic crises and social imbalances. In the 1970s, the rise of ecological concerns and inequalities highlighted the impact of industrial activities on the environment and society. This movement accelerated in the 2000s with regulations requiring greater transparency from companies, particularly in terms of environmental and social impact.
In France, the NRE law of 2001 constitutes a turning point, requiring listed companies to publish reports on their commitment to sustainable development. Since then, the requirements have increased with the 2019 Pacte law, which introduces the notion of “raison d’être” and allows companies to become “mission companies”, as Danone did to place its social and environmental commitments at the heart of its strategy.
A virtual obligation for businesses
The evolution of CSR does not rely on the voluntary work of companies. Public authorities, through new legislation (and financial incentives) are “incentivizing” people to move in this direction to structure and accelerate these approaches within companies. Companies must now go beyond simple declarations of intent to integrate real measurable objectives or meet certain obligations.
The 2019 Pacte law marked a significant step forward in France by introducing the possibility for companies to adopt the status of mission company. This legal development has given several groups the opportunity to include their commitment in their statutes and to formalize their desire to integrate societal objectives into their strategy. This dynamic is expected to strengthen in the years to come, with increased controls and sanctions for companies that do not respect their commitments.
The European Union imposes a stricter framework for CSR reporting
The European Union is also driving strong momentum with the directive on extra-financial reporting, which requires large companies to publish precise indicators on their social and environmental impact. This regulatory framework implies greater transparency and leads companies to integrate CSR into their strategic management, otherwise their access to financing will become complicated.
A step not to be taken lightly
If some companies still have difficulty integrating it, it is firstly because it is a complex process. It is not enough just to seek to maximize profits but it is necessary to integrate social and environmental impact into the company’s strategy. Increasingly strict regulations and increasing pressure from parties should push in this direction and have an impact that is sometimes invisible but daily.
When CSR redefines corporate culture and governance
The transformation can go so far as to influence economic models and lead to a rethinking of corporate governance. In other words, integration involves an in-depth transformation of corporate culture and companies that succeed in their CSR transition are those that place this commitment at the center of their strategy. This involves the involvement of managers, the training of employees and the establishment of mechanisms for monitoring and evaluating extra-financial performance. Some companies therefore include it in their statutes and adopt participatory governance, integrating members and employees into strategic decisions.
The three pillars of CSR
Pillar n°1: The social aspect
It concerns employee well-being, equal opportunities, diversity and inclusion. Companies like Michelin or L’Oréal have implemented ambitious policies to promote quality of life at work and promote responsible management practices.
Pillar n°2: Environmental impact
It translates into commitments in favor of reducing CO2 emissions, the circular economy and limiting waste. Renault, with its strategy of recycling electric vehicle batteries, illustrates this desire to integrate ecology into its economic model.
Pillar n°3: The economic axis
This is based on sustainable growth, which integrates both profitability and ethical business practices. BNP Paribas, for example, has redirected its financing towards projects with a positive impact, mainly its support for polluting industries. L
