拨开那缭绕CSR的层层云雾

围绕CSR的讨论层出不穷，术语繁多，是时候反思一下了。别再说什么“CSR已死”了，还是抛弃回归正题为好。本文作者Stefan Crets认为，CSR关注适用于企业和社会的影响管理、价值创造，为此采取的行动、带来的改变才是唯一重要的。

托马斯•奥斯堡近期撰写了《CSR走到哪一步了？它是可持续性和所有一切》”一文（译者注：即《CSR已死？》，见4月18日金蜜蜂微信），我很赞同他的观点。奥斯堡质疑了CSR概念本身逐渐“消褪”至2.0、3.0的提法。我最近也写了一篇题为《CSR如何升级至共享价值》的文章。

通常情况下，这些零散的观点无视最新的CSR进展，转而呼吁标新立异的视角。看到这样的论断，我真的不大认可，毕竟我还领导着一家名为“CSR Europe”（欧洲企业社会责任协会）的机构。

不过，这些有关概念本身的讨论看起来相当时髦，也算是强调CSR某方面并区分其重要特性的好方法。这有助于推进CSR向前一步，帮助带来更多的影响力。从学术角度看，相关的分析也有助于我们理解现时的变化，比如大卫•格雷森就CSR 3.0的出色演讲。

然而，这些术语可能会给实践者造成困惑，掩盖住真正的问题所在：企业的实际行动、管理体系的改变，以及商业合作最终如何产生更好的经济和社会影响。此外，“CSR已死”之类的讨论有太多的道德制高点，这是我难以接受的。

CSR关注适用于企业和社会的影响管理、价值创造。这似乎是一项相当古老的议程，但它从未像现在这样重要。CSR是企业为社会所担负的责任，其自身、顾客、员工及其家庭、供应商均在其中。它聚焦战略和运营管理如何影响到社会、环境绩效，从而改善企业及整体价值链的商业表现。它还与价值定义相关，代表着企业整合外部相关方与市场创新，提升可持续性的能力和意愿。

围绕CSR的讨论不应该盯着专业术语，而是关注所采取的行动、带来的改变。比如，欧洲企业是否能够解决本地、区域和全球可持续性的问题？商业模式、产品和服务是否可以迅速做出改变？奥斯堡提及的“驱动可持续增长的创新”是否足够强劲？CSR及其所创造的商业机遇可否为欧洲及全球变革增添动力？最后，CSR是否将产生必要的影响？

坦率的说，没有。

我们还不能把握好CSR创造的机会。

在CSR Europe，我们与会员企业的努力无疑取得了很大进步，但这也凸显了现实与理想情形的巨大差距，管理可持续性的成熟性和整合度还有待提高。即便对那些领先的会员企业而言，利益相关方及商业伙伴的协作力度仍需强化。CSR并不在于新的词汇和术语，它需要更多的行动和协作。

这也就是CSR Europe和41个欧盟成员国伙伴今年提升合作的原因。借助于更多的合作，我们覆盖10000余家公司的网络将创造更多的影响力和增长机会。在即将到来的“欧洲2020的最后呼吁”主题大会上，我们将推出“米兰宣言——企业2020”，讨论CSR Europe网络如何贡献“欧洲2020”目标的实现。

此外，2015年11月16日至17日，CSR Europe将举行为期两天的“企业2020”峰会，探讨怎样在欧洲营造更加友好的工作环境，寻求通向“企业2020”的既定路径。与会者将有机会突破自己的组织边界，看看如何同其他企业、城市和利益相关方合作，实现可持续的变革，支持欧洲的“智慧、可持续和包容性增长”。

（本文于2015年3月发表在CSR Europe “企业2020”博客，作者Stefan Crets是CSR Europe执行董事。）

老于点评：

CSR不会死，CSR还很年轻

从来自欧洲“CSR已死？”的声音，到现实工作中经常被问及“CSR到底有什么用？”，种种疑问和疑惑，是CSR发展过程中再正常不过的事情，在CSR概念提出的100来年的历史中，曾经所面临的挑战远比今天大得多。

疑问和疑惑远比不屑甚或反驳更有意义，说明越来越多的人开始认识CSR、运用CSR，只是在认识和运用CSR的过程中，并没有达到预期的效果而已。

为什么没有达到预期？我认为有如下原因：一是对CSR价值的理解偏差，以为我做好了本身的工作，CSR价值随之而来；二是对CSR价值的理解存在“虚幻”，以为一提CSR就灵，以为CSR更多是愿景，缺乏扎扎实实的、系统的实践。

其实，CSR既不神秘也不虚幻，CSR秘密在于认知之后的行动和改变。之一是改变方向，将企业自身纳入到社会范畴去思考；之二是改变行为，按照CSR新规则梳理、重塑运营流程的各个环节；之三是创新行动，摒弃单打独斗，采取跨界合作；之四是改变沟通，赢得多方理解和支持。

对于CSR，需要争论，但最需要的是行动和实践。不是“CSR已死”，CSR还很年轻，它的价值和未来，还需要我们不懈地去挖掘。

Cut through CSRjargon to reveal real value and impact!

I very much support the view Thomas Osburgshared in his recent blog, “Where are we with CSR, Sustainability and all the rest?”. In that piece, he questioned howthe perception of CSR as we know is fading, moving from CSR to CSR 2.0 or evenCSR 3.0. Recently, I came across the article “How do you upgrade from CSR to shared value”. Often, such opinion piecesdisregard CSR progress made to date and urge for something new and different tomeet emerging needs. I must admit, I feel somewhat uneasy about such anapproach, probably because I lead an organisation called“CSR Europe”!

These conceptual discussions seem quitefashionable in a way, but they are a good way to emphasize certain aspects ofCorporate Social Responsibility and distinguish its important characteristics.This can help to move the agenda forward and ultimately, help to generate moreimpact. From an academic point of view, such analysis helps us to understandchanges that are taking place, for example in Professor David Grayson’s excellent lecture on CSR 3.0.

However, all this terminology can beconfusing for practitioners and can distract from what really matters, whichis: the action that business takes, the improvement of management systems and,ultimately, how they collaborate in order to yield a better impact for thebusiness and society. Additionally, in these“end-of-CSR”discussions there is too much moral high ground being taken and thatis less acceptable to me.

Corporate Social Responsibility is about managingimpact and creating value, both for business and society. It may seem to be arather old agenda, but in fact, it has never been more relevant. It is aboutthe responsibility that companies take towards the society of which they arepart, the society of which their customers, employees and their families andsuppliers are also part. It is about how strategic and operational managementencompasses societal and environmental impact in order to improve businessperformance within the company, and throughout the entire value chain. It isalso about the value definitions used and the capability and willingness tointegrate externalities and market innovations that enhance levels ofsustainability.

The discussion should not be about jargon,but instead about the action taken, the job being done and the changes beingmade. Is business in Europe able to tackle our local, regional and globalsustainability issues? Will business models, products and services changesufficiently and quickly enough to deal with these challenges? Is theinnovation that Thomas Osburg mentions sufficiently geared for sustainablegrowth? Will CSR and the business opportunities created help equip Europe andthe rest of the world to make the transformative changes needed? Finally, willit create the necessary impact?

The answer is, to be very frank, no.

We are not yet satisfactorily seizing theopportunities created by CSR.

At CSR Europe, our work with companiesdefinitely shows a lot of progress but also highlights a gap towards the idealsituation. The maturity and integration of sustainability in management can befurther improved. Even in our leading member companies, engagement withstakeholders and collaboration between businesses can be further enhanced. CSRdoes not need new words and terminology; it needs more action andcollaboration.

That is why CSR Europe and its network of41 national partner organizations for sustainable business are furtherenhancing cooperation this year. Through more collaboration in a uniteddirection, our network, which encompasses more than 10,000 companies in Europe,will create more impact and growth opportunities. At the upcoming“Last Call to Europe 2020”conference organized by NationalPartner Sodalitas at the Milan Expo, we will launch the“Milan Manifesto – Enterprise 2020”a strategic direction of how ournetwork of over 10,000 European enterprises can collectively work together tosupport the Europe 2020 goals within the next five years.

In addition, our two-day Enterprise 2020Summit event on 16-17 November will explore how to make Europe a better placeto work and the actions needed in help steer European businesses towards Enterprise2020. Participants will have the opportunity to break out of theirorganisational boundaries to see how practical collaboration with othercompanies, cities and stakeholders can deliver sustainable change to supportEurope on its way to smart, sustainable and inclusive growth.

(责任编辑：小黑)