企業(yè)社會(huì)責(zé)任創(chuàng)意-中英對照
主題：CSR 的創(chuàng)意
題解：企業(yè)如何從“做好事”到“做得好”。是不是企業(yè)只要想著“做好事”就可以了，不 用理會(huì)方式方法？有沒有企業(yè)“好心辦壞事”，本來想通過企業(yè)社會(huì)責(zé)任樹立些什么，得到
些什么，但是由于方式方法不對，卻事倍功半？現(xiàn)在做 CSR 不容易，從最初單純的公益，向 社會(huì)責(zé)任轉(zhuǎn)換，對實(shí)施項(xiàng)目的公司提出了更高的要求，不光要有力度，還要有創(chuàng)意，不能自 己悶頭做，更好構(gòu)建平臺(tái)讓更多公眾參與。要公開透明，落實(shí)到位，而且有可持續(xù)性...有創(chuàng) 意和可參與性高的 CSR 項(xiàng)目和戰(zhàn)略，不僅僅能實(shí)現(xiàn)企業(yè) CSR 的初衷，更利于實(shí)現(xiàn) CSR 的目 標(biāo)。
那么，企業(yè)在 CSR 的創(chuàng)意方面都有怎樣的舉措呢？
采訪大綱：
1•華為在認(rèn)識(shí) CSR 的問題上，經(jīng)歷過怎樣的變化？尤其是在國際化的過程中，會(huì)怎樣 去解讀和踐行 CSR？
華為對于企業(yè)社會(huì)責(zé)任的認(rèn)識(shí)也是逐步發(fā)展起來的，經(jīng)歷了四個(gè)階段。從自發(fā)意識(shí)，到自覺 實(shí)踐，到建立管理體系系統(tǒng)管理，再到積極主動(dòng)地對供應(yīng)商施加影響。
第一階段：自發(fā)意識(shí)。華為從1988年建立初始，公司就一直處處要求華為講“至誠守信、客 戶至上、關(guān)愛員工、遵紀(jì)守法和回報(bào)社區(qū)”等等�？赡艽蠹以诰W(wǎng)上也看過一些華為創(chuàng)業(yè)期的 感人故事。因?yàn)楫?dāng)時(shí)我們知道大商謀道，小商求利。在這個(gè)階段里，可以說我們只是具有簡 單的企業(yè)社會(huì)責(zé)任感，意識(shí)形態(tài)上認(rèn)識(shí)到企業(yè)要想長遠(yuǎn)發(fā)展，就要做好這些事情，才能保證 企業(yè)能獲得長遠(yuǎn)發(fā)展的有利空間。當(dāng)然，從現(xiàn)在ISO26000的標(biāo)準(zhǔn)來看，這些要求都是落實(shí)企 業(yè)社會(huì)責(zé)任的基礎(chǔ)。雖然那時(shí)候，大家對于企業(yè)社會(huì)責(zé)任的概念還是處于萌芽狀態(tài)，較為分 散，沒成系統(tǒng)，但我們明顯能感覺到員工是有凝聚力和有拼搏力的，客戶也是高度認(rèn)可華為 的。當(dāng)時(shí)對華為，社會(huì)是認(rèn)可的，員工是認(rèn)同的，客戶是信任的�？蛻粽J(rèn)為華為是可以長久 合作的。由此，企業(yè)社會(huì)責(zé)任感在華為創(chuàng)業(yè)初期，是體現(xiàn)出價(jià)值的。只是那時(shí)候，我們沒有 系統(tǒng)的講社會(huì)責(zé)任。
第二階段：自覺實(shí)踐。隨著時(shí)間的推移，華為發(fā)展越來越快，公司規(guī)模也逐漸壯大。也正是 在這個(gè)時(shí)期，華為良好的企業(yè)社會(huì)形象開始樹立。公司把和諧發(fā)展的理念和承擔(dān)責(zé)任的觀念 植入到運(yùn)營過程中，加強(qiáng)在客戶承諾、員工關(guān)愛、技術(shù)發(fā)展、友商合作、社會(huì)回報(bào)等方面的 力度。我們持續(xù)為客戶提供優(yōu)質(zhì)產(chǎn)品和貼心服務(wù)，把客戶滿意作為生存的唯一理由；提供有 競爭力的人才吸引計(jì)劃和一流的工作環(huán)境，全力致力于幫助員工成長；堅(jiān)持把銷售收入10% 以上的資金投入研發(fā)，促進(jìn)技術(shù)更新；始終貫徹道德經(jīng)營，我們把對手變?yōu)橛焉�，開展多方 位合作，創(chuàng)造行業(yè)良好氛圍；積極地投身救災(zāi)援助，捐助希望小學(xué)，向各大院校捐贈(zèng)教學(xué)儀 器設(shè)備。通過不斷自覺的實(shí)踐，華為得到了越來越多的朋友的關(guān)注和支持，我們越做越大。 這就是我們?yōu)槭裁磿?huì)自覺實(shí)踐。是因?yàn)槲覀儑L到了健康成長的好處，我們在市場上站住了腳， 企業(yè)規(guī)模和效益得到了空前的發(fā)展。尤其是值得一提的是，“至誠守信、成就客戶、開放進(jìn) 取”等具有企業(yè)社會(huì)責(zé)任精神的要求也逐漸演變成為了華為的文化，成為華為的核心價(jià)值觀。 所以，落實(shí)企業(yè)社會(huì)責(zé)任，對企業(yè)規(guī)模和市場份額有積極影響的，很好的幫助了我們穩(wěn)步發(fā) 展。
第三階段：系統(tǒng)管理。在我們向國際化邁進(jìn)的開始，我們和客戶一起，逐步按照國際上通用 的標(biāo)準(zhǔn)來管理華為。我們先后按照ISO14001、OHSAS18001和SA8000的要求逐步建立并完善了
華為的社會(huì)責(zé)任管理體系，我們也逐漸體會(huì)到了這些管理體系給華為帶來的良性改變。通過 體系管理，無論是在員工權(quán)益、健康安全、環(huán)境保護(hù)、商業(yè)道德、客戶滿意、社會(huì)參與和發(fā) 展等各個(gè)方面，華為都能始終積極地給與大量的投入，并做到把對社會(huì)負(fù)責(zé)的行為融合到組 織、戰(zhàn)略和流程中。由此，在華為海外市場的拓展中，獲得了全球頂級運(yùn)營商的認(rèn)同，獲得 了市場當(dāng)?shù)厣鐓^(qū)的認(rèn)可，獲得了廣大員工的支持。我們健康發(fā)展，并且不斷突破。同時(shí)，由 于我們持續(xù)為客戶提供有競爭力的綠色解決方案和優(yōu)質(zhì)安全的交付服務(wù)，我們的社會(huì)責(zé)任進(jìn) 一步成為了我們競爭的核心優(yōu)勢。所以，企業(yè)社會(huì)責(zé)任幫助了我們不斷擴(kuò)大發(fā)展，它也是一 種商業(yè)機(jī)會(huì)。
第四階段：施加影響。這幾年，隨著華為自身的發(fā)展，我們越來越體會(huì)到我們和合作伙伴在 整個(gè)價(jià)值鏈的作用，尤其是在品牌影響和保障供貨能力上。如果我們的供應(yīng)商出了企業(yè)社會(huì) 責(zé)任問題，第一個(gè)受到影響的就是華為的產(chǎn)品或者品牌，然后就是華為客戶的。換句話說，
企業(yè)社會(huì)責(zé)任的多米諾骨牌效應(yīng)。如果合作伙伴出了企業(yè)社會(huì)責(zé)任問題，那華為及華為客戶 的企業(yè)社會(huì)責(zé)任形象就可能也受到牽連。這不是我們想看到的。華為是在與客戶的合作中提 升了自己，我們總結(jié)了經(jīng)驗(yàn)，也希望與我們的合作伙伴一起分享，共同成長。我們也想通過 我們的努力，幫助合作伙伴提高行業(yè)內(nèi)的競爭優(yōu)勢，取得雙贏的局面。所以，為了保持企業(yè) 能力的持續(xù)增長，我們需要積極的在產(chǎn)業(yè)鏈里施加企業(yè)社會(huì)責(zé)任影響。 綜上所述，我們可以看出企業(yè)社會(huì)責(zé)任是伴隨著華為的成長，是我們發(fā)展的重要保障。一直 以來，華為堅(jiān)持不片面追求利益及規(guī)模的最大化，而是堅(jiān)持平衡發(fā)展，注重自身社會(huì)責(zé)任的 績效及持續(xù)改善。原因是通過不斷實(shí)踐，我們已經(jīng)認(rèn)識(shí)到，履行企業(yè)社會(huì)責(zé)任是華為長治久 安的基礎(chǔ)，的確能幫助企業(yè)提高競爭力，是公司可持續(xù)發(fā)展的重要保障。
The cover story of magazine “business school” in January 2012
Theme: CSR idea
Problem solution: enterprises how to transfer from the situation of "do a good job" to "well done". Is it the real answer of all the problems as long as enterprises "do good jobs" without caring the methods of management? Has any enterprise experienced "taking detrimental action with good intention"? The original intension is to establish some icon or receive some return in enterprise culture from Corporation Social Responsibility. However, why they get half the result with twice the effort due to the wrong way in action? Now it is not easy to do a good job in CSR, which the enterprises have transformed from the pure intention of public welfare to social responsibility. The higher requests are required to the project implementation corporation. The strength and creation are all the basic requirements for the corporation. It is unpractical to do it alone. Build a platform and encourage more public to participate it. It is required to be open and transparent, carry responsibility realization policy, and maintain sustainability... Moreover, the CSR project and strategy with creative idea and high and participation will not only realize original intention of CSR, but also bring more advantageous to realize the purpose of CSR label.
So, what is the measure in originality of CSR?
Synopsis:
1. What the changes Huawei experienced in understanding of CSR, Especially in the process of internationalization, how to interpret and practicing CSR?
As for understanding of Corporation Social Responsibility, Huawei experienced four stages, which is also gradually developed from spontaneous consciousness, consciously practice, establishing management system for system management to imposing the positive influence on suppliers.
The first stage: spontaneous consciousness. Founded in 1988, Huawei continuously adhere the policy of "sincere and trustworthy, customer first, care staff, observe disciplines and law and return community". Someone may have read some business stories of Huawei in Internet. At that time we know the concept of “big business seeks the way, and the small one only seeks the profit”. In this phase, we can say that we just have the sense of simple Corporation Social Responsibility. We understand that the enterprise shall “do a good job” in CSR for long-term development, so as to obtain favorable space and ensure the long-term development. Of course, in view of ISO26000 standards, these requirements are the bases of the implementation of Corporation Social Responsibility. We obviously feel that the employees have a cohesive and enterprising force, and Huawei is also highly recognized by the customer. Everyone is still in an initial stage of understanding in Corporation Social Responsibility, or the concept is scattered and not formed into a system. At that time in China, the society approve Huawei, the staff recognize Huawei, the customer trust Huawei and customers think that Huawei is partner of long term cooperation. Therefore, in initial period, the Corporation Social Responsibility in Huawei has the value. Just at that time, we have not mention the concept of social responsibility.
The second stage: consciously practice: As time passed, Huawei experienced fast development, and the scale of company also become larger. It was also in this period, the good enterprise social image of Huawei began to establish. The concept of the harmonious development of the company and shouldering responsibility has implanted in the process of company operation. It strengthened the implementation of customer commitment, employees care, technical development, friendly business cooperation, social returns, and other aspects. We continue to provide high quality products and considerate service to our customer. The customer satisfaction shall be the only reason for the survival of enterprise. Provide competitive talents attract plan and the first-class work environment, help employees to grow, insist to invest more than 10% of sales income into research and development, promote technical update and continuously implement the ethical operation. We take our opponents as a business friend, carry out multi directional cooperation, create good atmosphere for our field, actively participate in relief aid, donate hope primary school, and donated teaching instrument to colleges and universities. Through constant conscious practice, Huawei receives more and more attention and support, and we become bigger as well. This is why we will consciously practice this policy. Because we tasted the benefits of healthy growth, we stood firmly in the market, the enterprise scale and benefits had an unprecedented development. It is worth to be mentioned, the requirements of Corporation Social Responsibility "sincere and trustworthy, achievement customers, open into take" is also gradually become the Huawei's culture, and become the core values of Huawei. Therefore, the implementation of social responsibility of the enterprise has a positive impact on the enterprise scale and market share, which may help us to maintain steadily development.
The third stage: system management: In the beginning of the internationalization process of Huawei, and together with the customer, we apply the common international standards to manage Huawei in step. In accordance with the requirements of ISO14001, OHSAS18001 and SA8000, we gradually established and perfected the Huawei's social responsibility management system. We also noticed the benign changes of Huawei brought by management system. Huawei actively give large amount of investment whether in employee rights, health and safety, environmental protection, business ethics, customer satisfaction, social participation and development through system management, and combine the behavior of responsibility for the society to the organization, strategy and process. Thus, in the overseas market development of Huawei, we won the recognition of world's leading operators, the market of the local community and the support of the employees as well. We maintain health development and constant breakthrough. Meanwhile, due to delivery service competitive green solutions and high quality safe provided for our customers, our social responsibility has becomes our competitive core advantage. Therefore, Corporation Social Responsibility helps us to maintain constant expansion and development. It can also a business opportunities.
Stage 4: imposing influence: Over the past few years, with Huawei's own development, we are increasingly realizing the function of us and our partner in the entire value chain, especially in brand influence and the capacity of supply delivery. If our suppliers have the problem of the Corporation Social Responsibility, the first one affected shall be Huawei's product or brand, and then shall be the customer of Huawei. In other words, Corporation Social Responsibility has a domino effect. If partner has the problem in the Corporation Social Responsibility, the image of Corporation Social Responsibility of Huawei and Huawei customer's shall also be affected. This is not what we want to see. Huawei Group promotes itself in the cooperation with the customers, we summarize our experience, we also hope to share our experiences with our partners together and grow together. We also want to help partners increase the competitive advantage in the industry through our efforts, so as to obtain win-win situation. Therefore, in order to maintain the sustainable development of enterprise, we need to impose the positive influence of Corporation Social Responsibility in the industry chain. In summary, we can see Corporation Social Responsibility is accompanied with the growth of Huawei. It is an important guarantee of our development. Huawei always insist on not one-sided pursuit of interests and the maximization of scale, but insist on balance development, pay attention to performance and continuous improvement of its social responsibility. The reason shall be the constant practice. We recognized that performing Corporation Social Responsibility is the foundation of long term development of Huawei. It can really help our enterprise to improve its competitiveness, which is an important guarantee for sustainable development.
2012.11.10