have promised to shift their business model.

已承諾轉變其商業模式。

They pledge to serve all stakeholders,

他們承諾為所有利益相關者服務。

not just shareholders.

不僅僅是股東。

Investment return, they say,

他們說，投資回報。

will no longer take precedence

將不再是

over the health and welfare of employees,

僱員的健康和福利；

suppliers,

供應商。

even planet Earth.

甚至地球上。

Not just in a crisis,

不僅僅是在危機中。

but every day.

但每天。

This is a change that business absolutely needs to make,

這是企業絕對需要做出的改變。

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

但這並不意味著會很容易。

It's like going from being a young couple

就像從一對年輕的夫婦一樣

to having kids.

到生孩子。

When you're trying to make decisions

當你想做決定的時候

with just one other person in the relationship,

只與另一個人的關係。

it's pretty straightforward.

這是很直接的。

Where should we have Sunday lunch?

我們應該在哪裡吃週日午餐？

What should we watch for the movie?

我們應該看什麼電影？

But when you add one child,

但當你增加一個孩子。

a second child,

第二個孩子。

new decision makers,

新的決策者。

life gets complicated.

生活變得複雜。

And each one has their own unique needs

而每個人都有自己獨特的需求

and individual perspective.

和個人觀點。

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

我們都知道，你不應該有一個喜歡的孩子。

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

而公平並不總是意味著平等。

It's one of the biggest challenges in parenting,

這是育兒中最大的挑戰之一。

and in stakeholder capitalism.

和利益相關者資本主義中。

Employees need to earn a living wage.

員工需要賺取生活工資。

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

否則，他們怎麼能放心養家餬口呢？

Pension fund investors need to earn a positive return.

養老基金投資者需要賺取正收益。

Only then can they be sure

只有這樣，他們才能確定

that they are managing the savings and retirement

他們管理的儲蓄和退休

of their investors responsibly.

對其投資者負責任的。

Consumers want and deserve products and services

消費者需要並應該得到產品和服務

that are both affordable and safe.

既負擔得起又安全。

And we all want a society and planet

我們都想要一個社會和地球

that lets us breathe.

讓我們呼吸。

I have spent my career helping companies and their leaders

在我的職業生涯中，我一直在幫助公司和他們的領導者們。

improve their performance,

提高他們的業績。

particularly at times of transition.

特別是在過渡時期。

We've all gone digital.

我們都已經數字化了。

We've responded to new health care regulations.

我們對醫保新規做出了迴應。

We've improved their productivity,

我們已經提高了他們的生產力。

made them more diverse and inclusive.

使其更加多樣化和包容性。

It took us a while to learn

我們花了點時間學習

that you can't actually make a company more digital

你實際上無法使公司更加數字化。

by appointing a chief digital officer,

通過任命首席數字官。

or that a chief diversity officer

或首席多元化官員

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

不能一味地讓公司的文化更加包容。

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

所以，我們已經知道，我們不能隨便任命一個首席利益相關者官員

if we really want to serve all stakeholders.

如果我們真的想為所有利益攸關方服務。

Instead, we need to reset.

相反，我們需要重置。

If we really want to serve stakeholder needs,

如果我們真的想服務於利益相關者的需求。

we need to get everyone involved.

我們需要讓每個人都參與進來。

There are no quick fixes,

沒有快速的解決辦法。

but I do have a few ideas.

但我確實有一些想法。

Let's start at the top: the boardroom.

讓我們從頭開始：會議室。

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

公司的戰略就是在這裡制定和治理的。

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

而如果這裡沒有考慮到所有利益相關者的需求。

really, nothing's changing.

真的，什麼都沒有改變。

By definition, a board can stand in the way

從定義上看，板塊可以阻擋住

of serving all stakeholders.

為所有利益攸關方服務的理念。

Why?

為什麼？

Because often, a board is elected by shareholders.

因為很多時候，董事會是由股東選舉產生的。

It represents their interests.

它代表了他們的利益。

It's there to act on their behalf.

它是代表他們行事的。

That's not just a dictionary definition.

這不僅僅是字典上的定義。

It's enshrined in law in the US,

在美國，這是法律規定的。

and this can really limit

而這真的會限制

how much change a CEO or board can effect

一個CEO或董事會能帶來多大的變化

if they want to serve the needs of more stakeholders.

如果他們想服務於更多利益相關者的需求。

For years, if we're honest,

多年來，如果我們是誠實的。

we've been ticking boxes:

我們一直在打勾。

ethnicity, age, gender.

族裔、年齡、性別；

We've been looking for people who look different,

我們一直在尋找那些看起來與眾不同的人。

but boards still do the same thing.

但板子還是會做同樣的事情。

They look after the interests of shareholders.

他們照顧到股東的利益。

We don't need tokens.

我們不需要代幣。

We need people who truly understand the experience

我們需要的是真正理解這種體驗的人

and represent the diversity of our stakeholders.

並代表我們利益相關者的多樣性。

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

公司董事會可以從非營利組織中學習一兩樣東西。

I chair a charity, Teach First.

我主持了一個慈善機構 "教學第一"。

It's an educational charity that produces outstanding teachers

這是一個培養優秀教師的教育慈善機構。

and schools.

和學校。

Our board includes a wide range of skills:

我們的板塊包括廣泛的技能。

former civil servants,

前公務員；

activists, teachers, ambassadors,

積極分子、教師、大使。

technologists.

技術專家。

Some of them on paper have very little

有些紙上談兵的人很少

that's an obvious fit for an educational charity.

這是一個明顯的適合 教育慈善機構。

But they each have real experience with our stakeholders.

但他們每個人對我們的利益相關者都有實際經驗。

Every board is different.

每個板塊都是不同的。

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

想象一下，在這個世界上，公司治理與今天截然不同。

community leaders sitting on the boards of their local bank;

社區領袖在當地銀行的董事會中任職；

moral philosophers advising social media companies;

道德哲學家為社交媒體公司提供建議。

environmental activists as directors of global energy companies.

環保活動家擔任全球能源公司的董事。

CEOs keep making pledges.

CEO們不斷做出承諾。

They keep talking about social purpose,

他們一直在談論社會目的。

but real change won't happen

矯枉過正

until we change who governs

直到我們改變誰的統治

and for what purpose.

以及出於什麼目的。

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

我們必須改變限制我們的公司法律。

and remember who we really serve.

並記住我們真正服務的對象。

Next, let's talk about the big E,

接下來，我們來談談大E。

the environment.

環境；

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

可持續發展目標已被寫進世界各地的年度報告。

The goals are very lofty,

目標是非常高遠的。

and very, very long-term,

而且是非常非常長期的。

and none of them will be accomplished

而這些都不會實現

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

如果他們在路上沒有真正的步驟。

It's like saying,

這就像說。

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

"我打算在未來的某一天，跑個馬拉松，或者5公里。"

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

沒人相信你，除非他們看到你從沙發上下來。

start training,

開始訓練。

putting in the miles every single day.

把在英里每一天。

CEOs need the same thing.

CEO們也需要同樣的東西。

They need concrete, achievable, measurable goals,

他們需要具體、可實現、可衡量的目標。

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

而且他們需要分享數據和一路走來的進展。

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

從長遠來看，做綠色環保是好事。

but it requires investments,

但它需要投資。

and those have to be shared.

而這些必須要分享。

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

總部位於巴西的Natura是世界第四大化妝品公司。

They've got the usual profit and loss statements

他們有通常的損益表。

for the investors and the executive,

為投資者和高管。

but it's their other two P and Ls

卻是他們的另外兩個P和L。

that make them a little bit special.

讓他們有點特別。

One measures how well they do for the environment.

一是衡量其對環境的作用如何。

The other looks at their impact on society.

另一個是看它們對社會的影響。

They measure everything:

他們測量一切。

seeds planted,

種下的種子。

jobs created,

創造的就業機會；

rubbish thrown in the bin.

扔進垃圾桶的垃圾。

Shell, the Anglo-Dutch energy company,

殼牌，英荷能源公司。

is another example.

是另一個例子。

They figured out what many of us already knew;

他們發現了我們很多人已經知道的事情。

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

僅僅照顧自己的排放是不夠的。

In fact, their emissions accounted for about 15 percent

事實上，它們的排放量約佔15%。

of their system emissions.

其系統排放量的。

So they changed.

於是，他們改變了。

Working with activists and pension funds,

與積極分子和養老基金合作；

they set three-year rolling goals

他們制定了三年滾動目標

with progress markers year by year.

與進度標誌逐年。

By 2050, they hope to reduce their net carbon footprint

到2050年，他們希望能減少其淨碳足跡。

by almost two thirds.

近三分之二。

That is a major reduction.

這是一個重大的減少。

Initially, these targets are linked to the bonuses

最初，這些目標與獎金掛鉤。

of their top 150 decision makers,

其前150名決策者中。

and over time the pay of nearly 17,000 employees

並隨著時間的推移，近1.7萬名員工的工資。

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

可能在一定程度上與他們如何對待地球母親有關。

It's still early days for this industry

對這個行業來說，現在還為時過早

and many of these initiatives.

和其中許多舉措。

Success will depend on how well we stay the course

成功與否取決於我們如何堅持不懈地走下去

when the investments become more significant,

當投資變得更加重要時。

when stakeholders disagree,

當利益相關者意見不一致時。

or when competitors start catching up.

或當競爭對手開始追趕的時候。

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

讓我們花一點時間來了解一個利益相關者

who is sometimes hidden,

誰是時隱時現的。

and those are our suppliers.

而這些都是我們的供應商。

They are the connective tissue underneath many companies:

它們是許多公司下面的結締組織。

Uber drivers, widget makers,

Uber司機，小部件製造商。

service employees.

服務僱員；

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

他們就像一種無形的生命力，為我們的經濟提供動力。

and one thing we know for sure

有一件事我們可以肯定

is that the success or failure of your business

是你生意的成敗

depends on your suppliers and partnerships.

取決於你的供應商和合作夥伴。

It's a painful lesson that many hospitals,

這是很多醫院的慘痛教訓。

including in the US and UK,

包括在美國和英國。

will take from COVID-19.

將從COVID-19。

In pandemics, robust, agile supply chains

在大流行病中，強有力的、靈活的供應鏈。

deliver the masks, ventilators,

送口罩、呼吸機。

testing kits and vaccines

檢測包和疫苗

that we all need.

我們都需要的。

It saves lives,

它能拯救生命。

and it helps to reopen our economy.

並有助於我國經濟的重新開放。

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

當我們陷入危機時，供應商並不只是重要的。

If you really want to scale your positive impact,

如果你真的想擴大你的積極影響。

you have to look beyond the walls of your company.

你必須把目光投向公司的牆外。

BHP Billiton,

BHP Billiton。

the Australian mining company,

澳洲礦業公司。

did just that when it made a commitment

當它作出承諾時，就做到了這一點。

to end gender imbalance in its workforce by 2025.

到2025年消除勞動力中的性別不平衡現象；

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

它決定鼓勵，或者說是推波助瀾，讓其供應商也參與進來。

by providing training and technology.

通過提供培訓和技術；

In Chile, Kal Tire

在智利，卡爾輪胎

helps to change the enormous tires

幫助更換巨大的輪胎

on BHP's trucks.

在BHP的卡車上。

It is a very physical, demanding, dangerous job,

這是一個非常耗費體力、要求高、危險的工作。

and to be honest with you,

並對你說實話。

not that many women were even interested in the job.

沒有多少婦女對這份工作感興趣；

The two companies change that.

這兩家公司改變了這一點。

First, they developed a mechanical arm.

首先，他們開發了一種機械臂。

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

然後他們主動鼓勵女性去應聘。

Now, Kal Tire is just one company.

現在，卡爾輪胎只是一家公司。

It's an example.

這是一個例子。

BHP Billiton has thousands of suppliers,

必和必拓擁有數千家供應商。

and if you really want to engage your supplier network,

而如果你真的想讓你的供應商網絡參與進來。

you can use incentives to get them engaged.

你可以用激勵措施讓他們參與進來。

Today, Kal Tire illustrates

今天，卡爾輪胎說明

how well that can be done,

能做得多好。

and across BHP's supplier networks,

和整個BHP的供應商網絡。

women are now 15 percent more likely to get the job

女性現在獲得工作的可能性高出15%。

than they were even a year ago today.

比起一年前的今天，他們甚至。

Suppliers and partnerships

供應商和合作夥伴

will make or break your business.

將會使你的業務成功或失敗。

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

在順境中，它們是你成功的關鍵。

scaling it worldwide,

在全球範圍內推廣。

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

在不好的時候，它們是你生存的關鍵。

If suppliers are a hidden stakeholder,

如果供應商是一個隱性的利益相關者。

then customers are probably the most visible.

那麼客戶可能是最明顯的。

But when shareholders rule supreme,

但當股東統治至上。

some companies may have an incentive

有些公司可能會有一個激勵機制

to focus on customers' short-term desires

關注客戶的短期需求

rather than their long-term needs.

而不是他們的長期需求。

Consumption of processed food has taken off around the world,

加工食品的消費已在全球範圍內興起。

and with it,

並與之。

global obesity rates have increased.

全球肥胖率上升。

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

這就是為什麼 "獲取營養基金會 "現在要追蹤鹽、脂肪、糖的含量。

that global food and drink companies include in their products.

全球食品和飲料公司在其產品中包含的。

They also track whether they market them responsibly.

他們還跟蹤他們是否負責任地推銷他們。

I think it's like measuring the calories consumed

我想這就像測量消耗的卡路里一樣。

for every dollar these companies earn.

這些公司每賺一美元。

Companies that have been paying attention to this

一直關注這個問題的公司

have begun to make changes,

已經開始做出改變。

including ingredients and formulations.

包括成分和配方。

Nestle reduced the sugar in its breakfast cereal.

雀巢公司減少了早餐麥片中的糖分。

Unilever reduced the volume and calories in its ice cream.

聯合利華減少了冰淇淋的體積和熱量。

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

現在，我不確定這是不是一個好主意。

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

但我可以告訴你，這需要創意和一點點的投資。

We know that consumer needs change over time,

我們知道，消費者的需求會隨著時間的推移而改變。

but companies that make these investments proactively

但主動進行這些投資的公司

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

可以長期更好的定位，甚至對股東。

As we all have tried to improve our eating habits,

由於我們都曾試圖改善自己的飲食習慣。

tried to eat less ice cream,

試圖少吃冰淇淋。

these companies were well-positioned to capture that market.

這些公司在搶佔該市場方面處於有利地位。

They were ahead, more competitive,

他們領先，更有競爭力。

and able to be more relevant.

並能夠更有針對性。

It also aligns with governments,

它還與政府結盟。

many of whom have looked at nutrition labeling,

其中很多人都研究過營養標籤。

exercise programs, or even sugar taxes

鍛鍊計劃，甚至糖稅

to encourage healthier eating.

以鼓勵更健康的飲食。

If customers are stakeholders,

如果客戶是利益相關者。

then they should not be harmed

不妨

by the goods, services

由商品、服務

and products we produce.

和我們生產的產品。

It's that simple.

就這麼簡單。

For stakeholder capitalism to really work,

要想讓利益相關者資本主義真正發揮作用。

we all need to see ourselves as chief executive officers.

我們都需要把自己看作是首席執行官。

If we really want change,

如果我們真的想改變。