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

譯者: Lilian Chiu 審譯者: Val Zhang

Lately, a lot of chief executives

近期，許多公司的執行長

have promised to shift their business model.

承諾要轉變他們的商業模式。

They pledge to serve all stakeholders,

他們保證要服務：所有利害關係人，

not just shareholders.

而不只是股東。

Investment return, they say,

他們說，不會再把投資報酬率

will no longer take precedence

放在：員工的健康與福利、

over the health and welfare of employees,

suppliers,

供應商、

even planet Earth.

甚至地球之前。

Not just in a crisis,

不是只面對危機時才這麼做，

but every day.

而是在日常的每一天。

This is a change that business absolutely needs to make,

這是企業必須要做的改變，

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

但那並不表示會很容易。

It's like going from being a young couple

這個改變就像是從新婚夫妻

to having kids.

變成為人父母。

When you're trying to make decisions

當你只需要和關係中的 另一個人共同決策，

with just one other person in the relationship,

it's pretty straightforward.

這並不難。

Where should we have Sunday lunch?

我們星期日午餐要吃什麼？

What should we watch for the movie?

我們要看哪一部電影？

But when you add one child,

但，增加了一個孩子、

a second child,

第二個孩子，

new decision makers,

新的決策者加入，

life gets complicated.

生活就變複雜了。

And each one has their own unique needs

每一個人都有獨特的需求

and individual perspective.

和個人的觀點。

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

我們都知道你不應該 偏愛某一個孩子，

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

而齊頭式的平等未必公平。

It's one of the biggest challenges in parenting,

這是養育孩子最大的挑戰之一，

and in stakeholder capitalism.

在利害關係人資本主義中也一樣。

Employees need to earn a living wage.

員工需賺得可以維生的薪資。

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

否則怎麼有信心可以養家糊口？

Pension fund investors need to earn a positive return.

退休基金投資者必須賺到報酬。

Only then can they be sure

唯有這樣他們才能肯定

that they are managing the savings and retirement

他們已盡責地在管理

其投資者的儲蓄和退休。

of their investors responsibly.

Consumers want and deserve products and services

消費者想要，也應得的──

可負擔又安全的產品。

that are both affordable and safe.

And we all want a society and planet

大家都想要社會和地球 能夠讓我們呼吸。

that lets us breathe.

I have spent my career helping companies and their leaders

我的職涯一直在協助公司

及其領導者改善他們的績效，

improve their performance,

particularly at times of transition.

特別是在轉型時期。

We've all gone digital.

我們都走向數位化了。

We've responded to new health care regulations.

我們針對新的醫療規範做了因應。

We've improved their productivity,

我們改善了它們的生產力，

made them more diverse and inclusive.

讓它們更具多樣性與包容性。

It took us a while to learn

我們花了些時間才學到，

that you can't actually make a company more digital

並不是指派一名：數位長，

就可以讓企業變得更數位化，

by appointing a chief digital officer,

or that a chief diversity officer

也無法單靠一名：多元化長，

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

就讓企業的文化更有包容性。

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

所以我們已經知道，

我們若真心想要服務 所有的利害關係人，

if we really want to serve all stakeholders.

就不能光靠指派一名：利害關係長。

Instead, we need to reset.

我們該做的反而是重新設定。

If we really want to serve stakeholder needs,

如果我們真心想要滿足 利害關係人的需求，

we need to get everyone involved.

我們就得讓大家參與。

There are no quick fixes,

沒有快速解決方案，

but I do have a few ideas.

但我有幾個想法。

Let's start at the top: the boardroom.

讓我們從最上層開始：董事會。

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

公司的策略在此擬定、決定，

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

若董事會不考量所有 利害關係人的需求，

really, nothing's changing.

說真的，不會有改變。

By definition, a board can stand in the way

就定義來說，董事會可能會阻礙

服務所有利害關係人。

of serving all stakeholders.

Why?

為什麼？

Because often, a board is elected by shareholders.

因為，通常董事會由股東選出。

It represents their interests.

董事會代表他們的利益。

It's there to act on their behalf.

它的存在是要代表他們。

That's not just a dictionary definition.

那不只是字典上的定義。

It's enshrined in law in the US,

那也是美國法律中的保障，

and this can really limit

這真的可能會侷限

how much change a CEO or board can effect

執行長或董事會所能做的改變，

if they want to serve the needs of more stakeholders.

即便他們有意滿足 更多利害關係人的需求。

For years, if we're honest,

老實說，多年來，

we've been ticking boxes:

我們流於刻板選項：

ethnicity, age, gender.

人種、年齡、性別。

We've been looking for people who look different,

我們找尋看似不同的人，

but boards still do the same thing.

但董事會不變其宗。

They look after the interests of shareholders.

他們照顧股東的利益。

We don't need tokens.

我們不需要好看的門面。

We need people who truly understand the experience

我們需要的人，應非常了解實務，

and represent the diversity of our stakeholders.

且能代表利害關係人的多樣性。

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

企業董事會能從 非營利世界中學點東西。

I chair a charity, Teach First.

我在慈善機構「教育優先」擔任主席。

It's an educational charity that produces outstanding teachers

它是一間教育慈善機構， 培育出色的老師和學校。

and schools.

Our board includes a wide range of skills:

我們的董事會成員， 囊括廣泛的技能：

former civil servants,

前公務人員、

activists, teachers, ambassadors,

社會運動參與者、老師、

大使、科技人員。

technologists.

表面上，有些人看來似乎

Some of them on paper have very little

和教育慈善機構非常不搭。

that's an obvious fit for an educational charity.

But they each have real experience with our stakeholders.

但他們每位都實際 和利害關係人打過交道。

Every board is different.

每個董事會都不同。

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

試著想像──與現今截然不同的企業管理：

community leaders sitting on the boards of their local bank;

當地銀行的董事會中 有該社區的領導人，

moral philosophers advising social media companies;

道德哲學家擔任 社群媒體公司的顧問，

environmental activists as directors of global energy companies.

環保活動參與者是全球能源公司的董事。

CEOs keep making pledges.

執行長不斷做出承諾，

They keep talking about social purpose,

不斷談論社會目標。

but real change won't happen

但不會有任何改變發生，

until we change who governs

除非我們改變管理的人，

and for what purpose.

並改變管理的目的。

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

我們必須改變限制公司的相關法律，

and remember who we really serve.

並記住我們服務的對象是誰。

Next, let's talk about the big E,

接著，我們來談談 E，

the environment.

環境。

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

各地的企業都會把永續目標 寫進年度報告當中。

The goals are very lofty,

目標非常崇高，

and very, very long-term,

且時程非常非常遙遠，

and none of them will be accomplished

且，若沒有真正的過程步驟，

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

這些目標通通無法達成。

It's like saying,

那就像是在說：

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

「未來有天，我要去 跑馬拉松或 5 公里。」

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

沒有人會相信你， 直到他們看到你離開沙發，

start training,

開始做訓練，

putting in the miles every single day.

每一天都朝目標邁進。

CEOs need the same thing.

執行長也需要如此。

They need concrete, achievable, measurable goals,

他們需要：實在、 可達成、可測量的目標，

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

且他們得分享沿途的數據和進展。

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

長期來看，綠化能提升營收，

but it requires investments,

但那就需要投資，

and those have to be shared.

且必須要分享那些投資。

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

巴西的 Natura 是世界上 第四大的化妝品公司。

They've got the usual profit and loss statements

他們有一般的損益（P & L）表，

for the investors and the executive,

給投資者和主管看，

but it's their other two P and Ls

但，是他們的另外兩個 P 和 L，

that make them a little bit special.

讓他們有所不同。

One measures how well they do for the environment.

其一是在測量他們 在環境上的表現如何。

The other looks at their impact on society.

另一則是測量他們對社會的影響。

They measure everything:

他們什麼都測量：

seeds planted,

種植的種子、

jobs created,

創造的工作機會、

rubbish thrown in the bin.

丟到垃圾筒中的垃圾。

Shell, the Anglo-Dutch energy company,

英荷能源公司 Shell 是另一個例子。

is another example.

They figured out what many of us already knew;

他們想通了許多人已經知道的事：

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

只管你自己的排放還不夠好。

In fact, their emissions accounted for about 15 percent

事實上，他們的排放量佔

其製造供應鏈的 15%。

of their system emissions.

So they changed.

所以他們做了改變，

Working with activists and pension funds,

和社會運動參與者 及退休基金合作，

they set three-year rolling goals

訂下了三年的逐步目標，

with progress markers year by year.

每年都要記分。

By 2050, they hope to reduce their net carbon footprint

希望到了 2050 年 能將他們的淨碳足跡

減少約三分之二。

by almost two thirds.

That is a major reduction.

那是非常驚人的減量。

Initially, these targets are linked to the bonuses

一開始，這些目標和他們前 150 位

of their top 150 decision makers,

決策者的獎金連結在一起，

and over time the pay of nearly 17,000 employees

逐漸地，

近一萬七千名員工的部分薪資

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

也和他們對待地球的方式相關。

It's still early days for this industry

對這個產業及許多提案而言， 都才是起步而已。

and many of these initiatives.

Success will depend on how well we stay the course

成功要看我們能否一路堅持下去，

when the investments become more significant,

尤其當：投資愈是重大，

when stakeholders disagree,

利害關係人意見分歧，

or when competitors start catching up.

或競爭者拉近差距的時候。

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

我們花點時間來談 時而隱藏的利害關係人，

who is sometimes hidden,

and those are our suppliers.

那就是我們的供應商。

They are the connective tissue underneath many companies:

它們是許多公司背後的結締組織：

Uber drivers, widget makers,

優步司機、裝置製造者、

service employees.

服務專員。

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

他們就像隱形的生命力， 為經濟供給能量，

and one thing we know for sure

我們可以確定：

is that the success or failure of your business

你的企業會成或敗

depends on your suppliers and partnerships.

與供應商以及合夥關係高度相關。

It's a painful lesson that many hospitals,

這是很痛苦的教訓，對許多醫院而言，

including in the US and UK,

包括美國及英國，

will take from COVID-19.

因為新型冠狀病毒而學到一課。

In pandemics, robust, agile supply chains

在疾病肆虐時，穩定、靈活的供應鏈

deliver the masks, ventilators,

能供應口罩、呼吸器、

testing kits and vaccines

試劑，和疫苗，

that we all need.

這些都是我們需要的。

It saves lives,

它能拯救人命，

and it helps to reopen our economy.

且能協助重啟我們的經濟。

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

並非只有在危機時 供應商才有重要性。

If you really want to scale your positive impact,

如果你真的想擴大正面影響力，

you have to look beyond the walls of your company.

你就得把視線放遠到公司之外。

BHP Billiton,

澳洲的採礦公司 BHP Billiton

the Australian mining company,

did just that when it made a commitment

就這麼做了，它承諾：

to end gender imbalance in its workforce by 2025.

要在 2025 年終止其 勞動力中的性別不平衡。

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

該公司決定透過提供訓練和技術，

來鼓勵或推促其供應商也一同參與。

by providing training and technology.

In Chile, Kal Tire

在智利，Kal Tire

helps to change the enormous tires

協助改掉 BHP 的卡車

on BHP's trucks.

所使用的巨大輪胎。

It is a very physical, demanding, dangerous job,

這是個非常需要勞力、 辛苦、危險的工作，

and to be honest with you,

老實說，

not that many women were even interested in the job.

不會有太多女性對這種工作感興趣。

The two companies change that.

這兩間公司改變了這一點。

First, they developed a mechanical arm.

首先，他們開發出一種機械手臂。

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

接著，他們主動鼓勵 女性應徵這個工作。

Now, Kal Tire is just one company.

Kal Tire 只是一間公司。

It's an example.

它是個範例。

BHP Billiton has thousands of suppliers,

BHP Billiton 有數千家供應商，

and if you really want to engage your supplier network,

如果你真的想要讓供應鏈參與，

you can use incentives to get them engaged.

你可以提供獎勵來讓它們參與。

Today, Kal Tire illustrates

現今，Kal Tire 就能說明

how well that can be done,

能把它做到多好，

and across BHP's supplier networks,

且在 BHP 的供應商網路中，

women are now 15 percent more likely to get the job

女性取得工作的機會

比一年前的今天高了 15%。

than they were even a year ago today.

Suppliers and partnerships

供應商和合夥關係

will make or break your business.

會影響你的企業成敗。

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

情況好的時候， 它們是你成功的關鍵，

scaling it worldwide,

將規模擴大到全世界，

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

情況不好的時候， 它們是你存活的關鍵。

If suppliers are a hidden stakeholder,

如果供應商是隱藏的利害關係人，

then customers are probably the most visible.

那麼客戶可能就是最明顯的。

But when shareholders rule supreme,

但當股東有主宰權時，

some companies may have an incentive

有些公司可能較有動機

to focus on customers' short-term desires

將焦點放在客戶的短期慾望上，

rather than their long-term needs.

而非其長期需求。

Consumption of processed food has taken off around the world,

全世界的加工食物消費都在起飛，

and with it,

伴隨而來的是全球的肥胖比率增加。

global obesity rates have increased.

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

那就是為什麼「獲取營養基金會」

現在會追蹤全球的食品公司

加在其產品中的鹽、脂肪、糖，

that global food and drink companies include in their products.

They also track whether they market them responsibly.

也追蹤是否為了銷售 而忽視企業責任。

I think it's like measuring the calories consumed

像：測量公司每賺一塊錢， 消費者會吃進多少熱量。

for every dollar these companies earn.

Companies that have been paying attention to this

注意到這一點的公司 已經開始改變，

have begun to make changes,

including ingredients and formulations.

改變包括：成份以及配方。

Nestle reduced the sugar in its breakfast cereal.

雀巢減少了早餐麥片中的糖量。

Unilever reduced the volume and calories in its ice cream.

聯合利華減少其冰淇淋的份量和熱量。

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

我不確定這是不是好主意，

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

但我可以告訴各位， 這會需要創意和一點投資。

We know that consumer needs change over time,

我們知道消費者的 需求會隨時間改變，

but companies that make these investments proactively

但主動做這些投資的公司，

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

長期來看更有優勢，

就連對股東而言亦是如此。

我們都曾嘗試改變飲食習慣，

As we all have tried to improve our eating habits,

tried to eat less ice cream,

試著少吃點冰淇淋，

these companies were well-positioned to capture that market.

而這些公司已經提前搶佔先機。

They were ahead, more competitive,

它們領先在前，更有競爭力，

and able to be more relevant.

且更能提供消費者在意的價值。

It also aligns with governments,

和政府的合作也是必要的，

many of whom have looked at nutrition labeling,

許多政府會用營養標示、

exercise programs, or even sugar taxes

運動計畫，或甚至針對糖來課稅，

to encourage healthier eating.

以鼓勵更健康的飲食。

If customers are stakeholders,

如果客戶是利害關係人，

then they should not be harmed

那麼就不應該讓他們

by the goods, services

因我們推出商品或服務而被傷害。

and products we produce.

It's that simple.

就這麼簡單。

For stakeholder capitalism to really work,

要讓「利害關係人資本主義」行得通，

we all need to see ourselves as chief executive officers.

我們得要把自己視為執行長。

If we really want change,

如果我們真心想要改變，

we have to be willing

我們就必須要願意

to bear the backlash.

承受強烈反彈。

We're not always going to get it right,

我們不可能永遠都做得對，

and that's OK.

那也沒關係。

Real, substantive change takes time.

真正實質性的改變需要時間。

The right answer keeps changing.

正確答案不斷變動。

But we have to try to do better.

但我們必須嘗試做得更好。

There's a quote that I love that really captures

有句話我很喜歡， 它捕捉了此情此景的精髓。

the essence of this moment.

It's by the American poet Gwendolyn Brooks.

這句話出自美國詩人 格溫多林．布魯克斯。

"We are each other's harvest.

「我們是彼此的收穫。

We are each other's business.

我們是彼此的生意。

We are each other's magnitude and bond."

我們彼此相連，相互成就。」

Business is a set of ever-changing human bonds

企業就是由許多不斷 改變的人連結而成，

through which we plant and grow and reap.

透過這些連結， 我們播種、栽培、收割。

Our harvest is our lives and livelihoods,

我們的收穫就是我們的生活和生計，

our civil liberties, our skills and communities.

我們的公民自由、技能和社群。

Business is what we make of it.

我們能決定企業的樣子。

Let's hit reset

讓我們按下重新設定鍵，

and serve all stakeholders.

來服務所有的利害關係人。

Thank you.

謝謝。