John 吊りくさび 共同 議長，司会を務める SHARON WHITE: Companies must not 許す social and 環境の goals to distract them from making 利益（をあげる）s

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The 役割 of 商売／仕事s in society has become a 抱擁する 審議, 特に in the two years since I took over as chairman of the John 吊りくさび 共同.?

The public are 需要・要求するing more of 商売／仕事 - they want 商売／仕事 to be more active on social and 環境の 問題／発行するs.?

But there also needs to be a 承認 that companies are 始める，決める up to make money. Only when they have done this can those 利益（をあげる）s be 投資するd in doing good. Making a 利益（をあげる） is a パスポート to doing good.

Sharon White is 議長，司会を務める of the John 吊りくさび 共同

The 需要・要求するs on 商売／仕事 are coming 特に from younger 世代s. A 最近の 報告（する）／憶測 by PwC 設立する that almost 90 per cent of Millennials want to work with companies whose values they 株.

Companies in every 部門 are making 宣言s about social 目的. 爆撃する wants to ‘力／強力にする 進歩 together with more and cleaner energy 解答s’. Nestl? is aspiring to ‘打ち明ける the 力／強力にする of food to 高める the 質 of life for everyone.’

基金s that 投資する in activities that are 見解（をとる）d as 存在 肯定的な for the 環境 or society are growing 30% a year and could 越える 従来の 基金s by 2025.

The public are looking to 商売／仕事 to walk the talk. 信用 in 商売／仕事 is at its lowest ever level によれば Edelman’s 最新の 晴雨計.

But, as I said in my speech at the 決意／決議 創立／基礎 last week, the 役割 of 商売／仕事 in society has got caught up in the culture wars. 商売／仕事 taking on social 使節団s has been dubbed as ‘woke capitalism’ and ‘virtue signalling’.

Critics argue that companies should 焦点（を合わせる） on maximising 株主 returns, creating wealth and growing 職業s rather than getting embroiled in society’s big 審議s.

Proponents - and I count myself as one of them - argue that doing good and doing 井戸／弁護士席 can and do go 手渡す in 手渡す.

商売／仕事 has long played a 役割 in society. From the Roman and 中世 times when 豊富な landowners 供給するd 住宅, 安全 and food for their 労働者s.

To the co-operative movement in the 1800s which started off 供給するing affordable food and necessities and e xpanded into education and other social activities.

Many 著名な companies started out in the nineteenth century with a strong social 見通し - Macy’s 基金d orphanages and Cadbury’s famously 供給するd 住宅 and education to their 従業員s in Bournville.

The John 吊りくさび 共同 代表するs an 進化 in the history of socially minded 商売／仕事, 連合させるing 従業員 所有権 with strong social 目的.

'You cannot have 利益（をあげる） without 目的. And you cannot have 目的 without 利益（をあげる）', Sharon White says

The 共同 is today the UK’s biggest co-owned 商売／仕事, with two main brands (John 吊りくさび and Waitrose), nearly 80,000 従業員s (we call them Partners), 20 million 顧客s and sales of £10bn.

It started life as a 私的な family 商売／仕事. John 吊りくさび began his eponymous shop in 1864. The Jeff Bezos of the day. He created the department 蓄える／店 - a one stop shop where you could buy everything you needed under one roof at 競争の激しい prices.

He was cunning and ruthless. Paid his 労働者s as lit tle as he could get away with. In 1920, 労働者s 脅すd to go on strike because of the poor 条件s. And in the end, 400 of the 500 staff left the 商売／仕事.

It was his son John Spedan 吊りくさび who had the 見通し for a 共同. He felt it was wrong that the 労働者s who made the 利益（をあげる）s saw so little 利益 from it.

He had a 見通し which would take him 35 years to 達成する - to gift the company to its 労働者s, who would be known as Partners. It is いつかs referred to as ‘social capitalism’. 利益（をあげる）s would go to everyone, not a select few.

He 手配中の，お尋ね者 Partners to have the same 適切な時期s as the professional middle classes.

He introduced health care before the NHS; social clubs and subsidised hotels; and 住宅.

He 始める，決める up democratic channels so that Partners could have a direct say in the running of the 商売／仕事. He saw the 共同 as an 代案／選択肢 to 共産主義. If people could have a good life at work, why would they be tempted to turn to 共産主義?

Remember, this was just after the second world war, before the Beveridge 報告（する）／憶測 and the modern 福利事業 明言する／公表する.

利益（をあげる）s were 最初 paid out to Partners as paper 株 - IOUs. Cash 特別手当s didn’t become a 正規の／正選手 feature until 1970.

Spedan wasn’t running a charity. He was a 高度に astute retailer. He understood that if 労働者s were happy, 顧客s would be happy and 利益（をあげる）s would be higher.

Today, our 商売／仕事 model as a 相互に owned 共同 means that we need to make sure 利益（をあげる） and doing the 権利 thing go 手渡す in 手渡す.

We believe if people are happier - our Partners, 顧客s and 供給者s - that makes for a happier 商売／仕事 and 最終的に a happier world because we can play a bigger 役割 in our communities.

It is the 推論する／理由 that we 投資する 20 per cent more in our Partners than our competitors; last year introducing six months paid parental leave and paid leave for pregnancy loss.

It is the 推論する／理由 that brilliant 顧客 service, 質, value and sustainability are at the heart of the 申し込む／申し出 to 顧客s.

It is the 推論する／理由 that we’re supporting young people experienced in the care system to find 職業s in the 共同.

Our Partners give more because they own the 商売／仕事, and have a say in how it is run. We’re not perfect. But we try hard. We don’t 始める，決める ourselves on a pedestal. But we do think our model 申し込む／申し出s something unique.

For public companies, this can become more difficult. 外部の 株主s are now 圧力（をかける）ing companies to prioritise everything from 演説（する）／住所ing 気候 change to a string of wider societal 問題／発行するs.?

We support 成果／努力s in all these areas. But it can put bosses in a 貯蔵所d. Do they prioritise the societal problems of tomorrow and 潜在的に sacrifice today’s 業績／成果? Some have even called for 会社／堅いs’ fiduciary 義務s to be 延長するd beyond 株主s to 労働者s and the wider society.

To my mind, a change in 法律 is unnecessary. Companies are already 答える／応じるing to the 需要・要求するs of their 株主s and 顧客s to be more socially aware.?

But to really 配達する on this 協議事項 companies need to turn a 利益（をあげる）. You need to do 井戸／弁護士席 to do good. 利益（をあげる） is what gives 商売／仕事 the firepower and 資源s to 演説（する）／住所 the 問題／発行するs that are bigger than one 商売／仕事 or even one country.

You cannot have 利益（をあげる） without 目的. And you cannot have 目的 without 利益（をあげる）. This is what I call ありふれた Sense Capitalism. まっただ中に all the noise, we should not lose sight of the fact that the most successful companies create 職業s and wealth 同様に as giving 支援する to society.

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