How businesses can serve everyone, not just shareholders | Dame Vivian Hunt

翻译人员: Hannah Xie 校对人员: Yolanda Zhang

Lately, a lot of chief executives

最近，很多首席执行官（CEO）

have promised to shift their business model.

承诺要改变他们的商业模式，

They pledge to serve all stakeholders,

承诺服务所有的利益相关方，

not just shareholders.

不光是股东。

Investment return, they say,

他们说：投资回报

will no longer take precedence

将不再作为他们的主要目标,

over the health and welfare of employees,

凌驾于员工、

suppliers,

供应商、

even planet Earth.

甚至是地球的 健康和福祉之上。

Not just in a crisis,

不仅是在危机中，

but every day.

更是每一天都要 秉持这样的理念。

This is a change that business absolutely needs to make,

这是企业绝对要去做的改变，

but that does not mean it is going to be easy.

但是这并不意味着就很容易。

It's like going from being a young couple

就像从一对小情侣，

to having kids.

到拥有孩子的变化。

When you're trying to make decisions

在你想要做决定的时候，

with just one other person in the relationship,

如果只需和这段关系中的 另一个人商量，

it's pretty straightforward.

那就很简单，很直接。

Where should we have Sunday lunch?

比如我们周日在哪儿吃午餐？

What should we watch for the movie?

我们要看哪部电影？

But when you add one child,

但是当你们有了第一个孩子、

a second child,

第二个孩子、

new decision makers,

新的参与决策的人时，

life gets complicated.

生活就变得复杂了。

And each one has their own unique needs

每个人都有自己特定的需求

and individual perspective.

和立场。

We all know that you're not supposed to have a favorite child,

我们都知道不应该偏爱某个孩子，

and that being fair doesn't always mean being equal.

公平也并不完全等同于平等。

It's one of the biggest challenges in parenting,

这是为人父母最大的挑战之一，

and in stakeholder capitalism.

同样也是“利益相关方 资本主义”的难题。

Employees need to earn a living wage.

员工需要挣钱糊口，

How else can they be confident that they can feed their families?

不然他们要怎么相信 自己可以养活家人呢？

Pension fund investors need to earn a positive return.

养老基金投资者需要 能获得投资收益，

Only then can they be sure

只有那样，他们才能确定

that they are managing the savings and retirement

自己负责任地管理好了

投资者交到他们手里的 存款和退休生活。

of their investors responsibly.

Consumers want and deserve products and services

顾客希望获得，也应该获得

that are both affordable and safe.

物美价廉、安全可靠的 产品和服务。

And we all want a society and planet

而我们也都想要

一个可以自由呼吸的 社会和地球。

that lets us breathe.

I have spent my career helping companies and their leaders

我的工作，就是 帮助公司及其管理层，

improve their performance,

提升业绩，

particularly at times of transition.

尤其是在过渡期。

We've all gone digital.

我们都实现了数字化，

We've responded to new health care regulations.

响应了新的医保规定，

We've improved their productivity,

提升了他们的生产力，

made them more diverse and inclusive.

让企业更多元化、更包容。

It took us a while to learn

我们花了一段时间才明白，

that you can't actually make a company more digital

要让一个企业更数字化，

by appointing a chief digital officer,

不能光靠任命一个首席数字官，

or that a chief diversity officer

一个首席多元官

could not single-handedly make a company's culture more inclusive.

也不可能靠一己之力去使 这个公司的文化变得更加包容。

So we already know that we cannot just appoint a chief stakeholder officer

所以，我们已经知道，如果我们 真想要服务于所有利益相关方的话，

if we really want to serve all stakeholders.

只任命一个首席利益相关方 负责人是不够的，

Instead, we need to reset.

还需要重新配置。

If we really want to serve stakeholder needs,

如果我们真想要服务于 所有利益相关方的话，

we need to get everyone involved.

就需要让所有人都参与进来。

There are no quick fixes,

这事没有捷径，

but I do have a few ideas.

不过我有几个想法。

Let's start at the top: the boardroom.

让我们从高层、董事会开始。

This is where a company's strategy is set and governed,

董事会是企业制定战略、 进行管理的地方。

and if all stakeholder needs aren't accounted for here,

如果在董事会都不能考虑到 所有的利益相关人的需求的话，

really, nothing's changing.

那真的什么都不会改变。

By definition, a board can stand in the way

从定义上来看， 董事会可能会阻碍

of serving all stakeholders.

企业服务所有利益相关方。

Why?

为什么呢？

Because often, a board is elected by shareholders.

因为董事会往往 是由股东选出来的，

It represents their interests.

代表了股东的利益，

It's there to act on their behalf.

代表股东行事。

That's not just a dictionary definition.

这不仅仅是词典上的定义，

It's enshrined in law in the US,

而且还被写进了美国法律里，

and this can really limit

这样确实会限制 CEO 或董事会，

how much change a CEO or board can effect

即便他们想要服务于 更多的利益相关方，

if they want to serve the needs of more stakeholders.

他们能带来的变化也是有限的。

For years, if we're honest,

老实说，多年来，

we've been ticking boxes:

我们一直在做勾选：

ethnicity, age, gender.

伦理、年龄、性别，

We've been looking for people who look different,

我们一直在寻找不一样的人，

but boards still do the same thing.

但是董事会却还是没有变。

They look after the interests of shareholders.

他们始终只关注股东的利益。

We don't need tokens.

我们不需要表面功夫，

We need people who truly understand the experience

而是需要真正理解我们的经历，

and represent the diversity of our stakeholders.

并代表了各方利益的人。

Corporate boards can learn a thing or two from the nonprofit world.

企业董事会可以 从非营利组织中学得一二。

I chair a charity, Teach First.

我管理着一个 叫 Teach First 的慈善组织。

It's an educational charity that produces outstanding teachers

这是一个教育慈善组织， 旨在培养出优秀的

老师和学校。

and schools.

Our board includes a wide range of skills:

我们的管理层 有着各种各样的背景：

former civil servants,

前公务员、

activists, teachers, ambassadors,

活动分子、教师、大使、

technologists.

技术人员。

Some of them on paper have very little

有些人的履历上很少有

that's an obvious fit for an educational charity.

明显适合教育慈善机构的经历。

But they each have real experience with our stakeholders.

但是他们每个人都有着和 我们的利益相关方打交道的经验。

Every board is different.

每一个管理层都是不一样的。

Imagine a world where corporate governance was very different than today:

想象一个打破传统的 公司管理层：

community leaders sitting on the boards of their local bank;

社区领导出现在 当地银行的董事会名单上，

moral philosophers advising social media companies;

道德哲学家 给社交媒体公司提建议，

environmental activists as directors of global energy companies.

环境活动家 做跨国能源公司的高管。

CEOs keep making pledges.

CEO 不断地做承诺，

They keep talking about social purpose,

讨论社会使命，

but real change won't happen

但并没有做出真正的改变，

until we change who governs

直到我们更换管理者

and for what purpose.

和我们的使命。

We have to change the laws of incorporation that limit us,

我们必须改变 限制我们的公司法，

and remember who we really serve.

铭记哪些才是 我们真正服务的对象。

Next, let's talk about the big E,

接下来，让我们 讨论一下大写的 “E”，

the environment.

也就是环境（Environment）。

Sustainability goals have been written into annual reports all over the world.

可持续目标已被写入了 全球各地的年度报告中。

The goals are very lofty,

都是非常崇高的目标，

and very, very long-term,

且是非常长期的计划，

and none of them will be accomplished

如果他们没有 具体可实施的措施，

if they don't have real steps along the way.

那这些目标一个都实现不了。

It's like saying,

就像我们经常说：

"I'm going to run a marathon, or a 5k, sometime in the future."

“我以后要去跑个马拉松 或者五千米长跑。”

No one is going to believe you until they see you get off the couch,

没有人会相信你， 除非他们看到你从沙发上起来，

start training,

开始训练跑步，

putting in the miles every single day.

每天都跑。

CEOs need the same thing.

CEO 也一样。

They need concrete, achievable, measurable goals,

他们需要具体、 可实现、可衡量的目标，

and they need to share the data and progress along the way.

他们也需要分享 他们的数据和每天的进度。

Being green is good for the bottom line in the long run,

从长远来看，环保有利于盈利，

but it requires investments,

但是环保也需要投资，

and those have to be shared.

这些也需要共享。

Brazil-based Natura is the world's fourth largest cosmetics company.

总部位于巴西的 Natura 是全球第四大化妆品公司。

They've got the usual profit and loss statements

他们给投资人 和高管们看的

也是常见的营业损益表，

for the investors and the executive,

but it's their other two P and Ls

但让他们有点与众不同的，

that make them a little bit special.

其实是另外两个“损益”指标：

One measures how well they do for the environment.

一个是衡量他们环保做得如何，

The other looks at their impact on society.

另一个是看他们对社会的影响。

They measure everything:

这两个指标涉及到方方面面：

seeds planted,

播下的种子、

jobs created,

创造的就业、

rubbish thrown in the bin.

扔进垃圾箱的垃圾。

Shell, the Anglo-Dutch energy company,

另一个例子是

is another example.

英荷能源公司，壳牌。

They figured out what many of us already knew;

他们想明白了 我们很多人都已经知道的事：

it's not good enough just to look after your own emissions.

只管你自己的排放是不够的。

In fact, their emissions accounted for about 15 percent

事实上，他们的排放量占到了

他们整个体系排放量的15%。

of their system emissions.

So they changed.

所以他们做出了改变。

Working with activists and pension funds,

他们和活动家 以及养老基金合作，

they set three-year rolling goals

制定了三年的目标，

with progress markers year by year.

每一年都有一个进度指标。

By 2050, they hope to reduce their net carbon footprint

他们希望到 2050 年， 可以将他们的净碳足迹

减少近三分之二。

by almost two thirds.

That is a major reduction.

这个减排量非常可观。

Initially, these targets are linked to the bonuses

一开始，这些目标只和他们

of their top 150 decision makers,

上层 150 名决策者的奖金相关联，

and over time the pay of nearly 17,000 employees

随着时间推移， 近 17000 名员工的工资

could be linked in part to how they treat Mother Earth.

也会部分受到他们如何 对待地球母亲的影响。

It's still early days for this industry

对于这个行业 以及这些目标来说，

and many of these initiatives.

一起都还在起步阶段。

Success will depend on how well we stay the course

成功与否将取决于 我们能否坚持到底，

when the investments become more significant,

当投资人变得更重要时，

when stakeholders disagree,

当利益相关方持有不同意见时，

or when competitors start catching up.

或者当竞争对手奋起直追时， 我们是否还能坚持。

Let's spend a little bit of time on a stakeholder

我们来进一步谈谈

who is sometimes hidden,

一个有时看不见的利益相关方，

and those are our suppliers.

那就是供应方。

They are the connective tissue underneath many companies:

他们是很多企业的“结缔组织”：

Uber drivers, widget makers,

优步司机、小零件制造商，

service employees.

服务行业人员。

They're like an invisible life force that power our economy,

他们像是一种隐形的生命力， 推动我们经济的发展。

and one thing we know for sure

而且我们可以肯定的是，

is that the success or failure of your business

企业的成功与否

depends on your suppliers and partnerships.

也取决于你的供应商 和合作伙伴。

It's a painful lesson that many hospitals,

这是很多医院，

including in the US and UK,

包括英国、美国的医院，

will take from COVID-19.

从新冠病毒中得到的惨痛教训。

In pandemics, robust, agile supply chains

在疫情中，只有抗风险能力强， 且反应迅速的供应链

才能及时提供口罩、

deliver the masks, ventilators,

呼吸机、试剂盒以及疫苗，

testing kits and vaccines

that we all need.

这都是我们最急需的，

It saves lives,

能够拯救生命，

and it helps to reopen our economy.

也有利于重启我们的经济。

Suppliers don't just matter when we're in a crisis.

供应商不光是在危机中很重要，

If you really want to scale your positive impact,

如果你想真正扩大 自己的正面影响，

you have to look beyond the walls of your company.

目光就不能 仅仅局限于公司内部。

BHP Billiton,

澳大利亚矿业公司——

the Australian mining company,

必和必拓（BHP Billiton） 最近就是这么做的。

did just that when it made a commitment

to end gender imbalance in its workforce by 2025.

这家公司承诺 要在 2025 年之前

结束员工编制性别不均衡的状况。

It decided to encourage, or kind of nudge, its suppliers into also participating

他们决定通过提供培训和技术 来鼓励，甚至是推动其供应商

by providing training and technology.

也参与进来。

In Chile, Kal Tire

智利的卡尔胎业（Kal Tire）

helps to change the enormous tires

帮助他们改造了 必和必拓的作业车上

on BHP's trucks.

巨大的轮胎。

他们的工作 非常耗体力、而且很危险，

It is a very physical, demanding, dangerous job,

and to be honest with you,

说实话，

not that many women were even interested in the job.

并没有很多女性 对这些工作感兴趣。

The two companies change that.

两家企业合力改变了这种情况。

First, they developed a mechanical arm.

首先，他们开发出了 一种机械臂，

然后积极鼓励女性 应聘他们的岗位。

And then they proactively encouraged women to apply for the job.

Now, Kal Tire is just one company.

这还只是卡尔胎业

It's an example.

这一家企业的例子。

BHP Billiton has thousands of suppliers,

必和必拓有上千家供应商，

如果你真的想让 你的供应链网都参与进来，

and if you really want to engage your supplier network,

you can use incentives to get them engaged.

就可以采用一些激励措施。

今天，卡尔胎业在这方面

Today, Kal Tire illustrates

how well that can be done,

为我们树立了榜样。

and across BHP's supplier networks,

而在必和必拓的所有供应商中，

women are now 15 percent more likely to get the job

现在女性从事 这类工作的可能性

相较上一年就提高了 15%。

than they were even a year ago today.

Suppliers and partnerships

供应商和合作伙伴

可以决定你的业务成败。

will make or break your business.

In good times, they're the key to your success,

形势好的时候， 他们是你成功的关键，

scaling it worldwide,

帮助你走向全世界；

and in bad times, they're the key to your survival.

形势不太好的时候， 他们是企业生存的关键。

If suppliers are a hidden stakeholder,

如果供应商算是 隐藏利益相关方，

then customers are probably the most visible.

那么顾客就可能是 最明显的利益相关方。

But when shareholders rule supreme,

但是当股东主宰 公司决策的时候，

some companies may have an incentive

有些企业可能会倾向于

to focus on customers' short-term desires

关注用户的短期欲望，

rather than their long-term needs.

而非长期需求。

Consumption of processed food has taken off around the world,

加工食品的消费在全球飞速增长，

and with it,

伴随着这种消费增长还有

global obesity rates have increased.

全球的肥胖率。

That's why the Access to Nutrition Foundation now tracks the salt, fat, sugar

这也是为什么“营养获取基金会” 现在会跟踪盐、脂肪及糖分的含量，

that global food and drink companies include in their products.

这些正是许多跨国企业生产的 食品、饮料中包含的成分。

They also track whether they market them responsibly.

他们也会观察这些产品的推广 是否是负责任的。

I think it's like measuring the calories consumed

我觉得就像是测量这些企业 挣的每一美元里

for every dollar these companies earn.

人们摄入了多少热量。

Companies that have been paying attention to this

一直对这方面 有所关注的那些企业

have begun to make changes,

已经开始做出改变了，

including ingredients and formulations.

包括改变原材料和配方。

Nestle reduced the sugar in its breakfast cereal.

雀巢降低了自家 早餐麦片里的糖分；

Unilever reduced the volume and calories in its ice cream.

联合利华减少了 其冰淇淋产品的份量和热量。

Now, I'm not sure that's a good idea,

我不确定这是不是个好主意，

but I can tell you it takes creativity and a little bit of investment.

但我可以告诉你，这是需要 创造力和一点投资的。

We know that consumer needs change over time,

我们知道消费者的需求 会随着时间而改变，

but companies that make these investments proactively

但那些主动进行 这样的投资的企业，

can be better positioned in the long term, even for shareholders.

长期来看会发展得更好， 甚至对股东来说也是利好的。

随着我们都在努力改善 我们的饮食习惯，

As we all have tried to improve our eating habits,

tried to eat less ice cream,

努力少吃点冰淇淋，

these companies were well-positioned to capture that market.

这些企业充分做好了 占领这些市场的准备。

They were ahead, more competitive,

他们已经提前迈出了步伐， 更具竞争力，

and able to be more relevant.

也可以成为更重要的角色。

It also aligns with governments,

这也和政府的目标一致，

many of whom have looked at nutrition labeling,

很多政府都研究过了营养标签、

exercise programs, or even sugar taxes

运动项目，甚至糖税，

to encourage healthier eating.

希望能鼓励民众 接纳更健康的饮食。

If customers are stakeholders,

如果消费者是利益相关方，

then they should not be harmed

那么他们就不应该因为

by the goods, services

我们生产的商品、提供的服务

and products we produce.

而受到伤害。

就这么简单。

It's that simple.

For stakeholder capitalism to really work,

要让利益相关方资本主义 真正发挥作用，

we all need to see ourselves as chief executive officers.

我们都需要把自己当做 CEO。

If we really want change,

如果我们真的希望改变，

we have to be willing

就必须要

愿意承担后果。

to bear the backlash.

We're not always going to get it right,

我们并非永远都能做对，

and that's OK.

犯了错误也没关系。

Real, substantive change takes time.

真正重大的改变都需要时间。

The right answer keeps changing.

正确的答案也一直在变，

But we have to try to do better.

但我们必须尽力做得更好。

There's a quote that I love that really captures

有一句话是我非常喜欢的，

很好地概括了这种时刻的本质。

the essence of this moment.

It's by the American poet Gwendolyn Brooks.

那就是美国诗人关朵琳·布鲁克斯 （Gwendolyn Brooks）所说的：

“我们是彼此的耕耘收获，

"We are each other's harvest.

我们是彼此的谋生之法，

We are each other's business.

We are each other's magnitude and bond."

我们促进彼此，亦相互联结。”

企业就是由不断变化的 人与人的纽带组成，

Business is a set of ever-changing human bonds

我们依靠这些纽带 进行播种、生长、收获。

through which we plant and grow and reap.

Our harvest is our lives and livelihoods,

我们收获的是 我们的生命和生产力，

our civil liberties, our skills and communities.

我们的公民自由、 技能以及社群。

Business is what we make of it.

企业是我们创造出来的。

Let's hit reset

让我们按下重启键，

and serve all stakeholders.

服务所有的利益相关方。

Thank you.

谢谢大家。