硬石高管反映：如果将COVID-19走可持续资本主义？

在90年代末，示威者成群结队经常起来反对国际货币基金组织，世界银行，各国政府和跨国公司。多边机构的全球性会议 - 如史称的“西雅图之战” 1999年世界贸易组织的聚会 - 成千上万面街的职业，有时数万愤怒的公民。

Concerned with poverty reduction, workers’ rights, sustainability and the perceived ills of neoliberal trade policies, these loosely allied activists feared and decried what they saw as totalizing corporate power. Direct-action clashes with police, enervated by volleys by water cannon and tear gas, raised questions about corporate accountability, which helped those of us working in corporate social responsibility (CSR) at the time.

This moment ended abruptly in 2001, with the terrorist attacks of 9/11. As governments and public fears spun toward terrorism and security, large-scale demonstrations related to CSR and sustainability strategy largely disappeared.

While CSR did not die, its immediate priority waned. Economic uncertainty led companies to contain costs and cut CSR budgets. Those companies (there were many) focused solely on facile reputation management, without committing to improving real impacts, quietly welcomed the recess of vociferous dissent. Media lost curiosity over corporate social and environmental malfeasance. Labor market power shifted to employers, and consumers’ taste for green and conscientious options flickered.

但是，从这一时期的进展存活：有远见的企业开始对齐的环境，社会和治理（ESG）与长期经营规划的表现。这些标准引导谁寻求管理上的环境，员工，客户，供应商和社区的影响的公司，同时控制公司领导，高管薪酬，内部控制和股东权益的投资者。

Accountability regimes continued as the economy ticked up until the next crisis — the 2008 financial meltdown. Cue images of traumatized Lehman Brothers employees lugging bankers’ boxes from office towers. Markets and asset valuations cratered, and business leaders white-knuckled their firms into survival mode, laying off masses and cutting spending.

通过后COVID-19的时刻，成功的企业将重新谈判供应链的安排，重组债务，让客户和留住顶尖人才。

企业责任怎么了?在immediate 2009-2010 period, spending on community and philanthropic programs and internal capacity-building definitely dropped. But a next wave began. Wall Street financiers, blamed for triggering the crisis, infected a reputational malaise across big business. Smart companies seeking substantive action to repair public and stakeholder trust adopted ESG disciplines.

推动将可持续发展融入运营模式是推动和竞彩足球app怎么下载投资者的承诺标准化。ESG分析成为数据驱动，目标为基础的，可衡量和重点披露。公司治理成为全神贯注，从换挡感觉良好的喋喋不休关于“做正确的事”走向可定义愿景社会目的和影响，阐述作为构成企业成功的社会责任的语言。

十多年过去了，什么是2008年坠毁的遗产？ESG成为惯例，而不是转瞬即逝的潮流。我们知道它，不像2001年的时候，我们都不能肯定新方法将持续。

因此，如何将ESG，社会影响和目的乘车离开COVID曲线？

如果经济扣押最坏的预测证明是正确的，许多企业会比2001年或者2008年或谁撙节饥饿基本面几乎肯定将冻结影响和宗旨，为一段时间的持续投资这些公司更糟。

What will happen at companies most committed to progress? And what shifts might occur within areas of social purpose and sustainability? Here are but a few thoughts and questions.

Are your priorities right?危机往往澄清时预算命令“保存”或什么事情“下降”。对于谁做了正式的实质性评估，可持续性和影响力的领导人，这些框架应指导决策。竞彩足球app怎么下载如果你发现他们都没有，重新考虑如何排名的问题和利益相关者。任何新的优先事项，如员工和客户的健康和安全，动起来的矩阵？

什么样的行动应重新陷害？COVID-19可以重定向当前的计划。举例来说，我一直在努力的可持续性标准的健康和保健为我们的员工和客人，这涉竞彩足球app怎么下载及的是室内空气质量和物理环境。什么会流行威胁在此更改？

将社会保持距离命中社会投资？Companies prepared for virtual connectivity, both technologically and culturally, will be better poised to shift not only their work-from-home arrangements but their community partnerships. Virtual volunteering is emerging as an efficient way to expand employee volunteerism with nonprofits: Should it grow in the future? Will it work for all companies and their relationships?

在碳排放崩溃临时？毫不奇怪，如果你关闭了经济，能源使用和碳排放量将下降。但是，当事情中恢复过来，将排放重回前期COVID-19的水平？会降低他们是塑造更多的虚拟会议，减少商务旅行偏好的优先级？

先进的公司会蓬勃发展？在2019年，一些主要的声音质疑的股东为导向的资本主义，即美国商业圆桌会议和黑岩CEO拉里·芬克，谁认为，目的和利润是不可分割的的首要地位。

信仰资本主义的一个新的“可持续发展竞彩足球app怎么下载”的模式越来越大 - 将它忍受？还是会疯狂争救盈利能力和市值失速或杀死一个新的范例？命题 - 即表现最出色的，耐用的公司也拥抱可持续发展 - 即将被再次测试。竞彩足球app怎么下载

信任和品牌价值，被一些人视为无形观看的，可能有助于证明利润和目的相符。通过后COVID-19的时刻，成功的企业将重新谈判供应链的安排，重组债务，让客户和留住顶尖人才。资金，人员和承诺将流向值得信赖 - 著名公司有纪律，透明度和一致性。

相同的特质托换ESG成功。所以我预测，公司致力于目的和可持续发展将保持和发扬以往的行动。竞彩足球app怎么下载为什么？因为他们是投资，他们认为长期。