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¿Qué son los stakeholders? El caso Cruz Azul

Desde que R. Edward Freeman utilizó -hace 30 años- el concepto stakeholder para referirse a “cualquier grupo o individuo que afecta o es afectado por las actividades de una empresa”, ámbitos como ética empresarial y responsabilidad corporativa lo adoptaron como lenguaje propio.

A partir de aquel 1984, cuando Freeman publicó Strategic Management: A Stakeholder Approach, el término ha conservado una notable fidelidad a su definición original, con todo y el apego por las nuevas definiciones que suelen tener quienes construyen la RSE.

Podríamos decir que la diferencia más notable entre aquella inicial acepción y la que aceptamos hoy en día radica en que hace décadas no se definía explícitamente al medio ambiente o el planeta como partes interesadas, aunque sí se referían los ambientalistas.

El concepto stakeholder marcó un punto de inflexión para el ámbito empresarial, que comenzó a tomar en cuenta a grupos que hasta entonces no había considerado, refiere el documento La evolución del concepto stakeholders en los escritos de Ed Freeman, de IESE Business School.

Desde entonces mucha tinta ha corrido en el intento de hallar la fórmula mágica que permita atender a cada stakeholder, de manera exitosa y a prueba de errores.

Mientras dan con ella, lo que sí podemos referir son claves muy puntuales que permiten a las empresas estrechar relaciones con cada una de sus partes interesadas y mejorar el entendimiento de estos grupos. Estas claves las comparte cooperativa Cruz Azul, como la manera que tiene de gestionar a sus grupos de interés.

Con los socios, sugiere llevar a cabo acuerdos de asamblea así como la presentación de los informes anuales. No debe perderse de vista la formalidad de introducir a los nuevos socios con todos los miembros de comités directivos y asegurarse de haber trasmitido los valores corporativos a cada miembro.

A los colaboradores debe atenderse con desarrollo de personal y calidad de vida, lo que redundará en beneficios para en las familias de los empleados. También se deben fomentar valores, definir responsabilidades y promover la salud y educación.

Con los distribuidores y clientes debe llevarse a cabo la aplicación de códigos así como mediciones de satisfacción, que permitan identificar áreas de oportunidad e implementar mejoras.

A los proveedores deben dirigirse programas de desarrollo además de priorizar contratos con quienes operen en la localidad.

Las comunidades, que son las que otorgan la licencia social a la empresa, requieren fuentes de trabajo, además de acceso a la salud y educación, por lo que en esas líneas pueden llevarse a cabo acciones a favor de éstas. La sustentabilidad también es un tema relevante para este stakeholder, por lo que la empresa no debe descuidar esta visión en la operación de su negocio.

El gobierno se mantiene cerca a través de alianzas intersectoriales, relaciones de colaboración y con una apuesta clara de la empresa por el desarrollo sustentable.

En materia de medio ambiente hay que priorizar su cuidado y preservación además de adoptar nuevas tecnologías que mitiguen el daño al planeta. Lo anterior puede acompañarse de programas de educación ambiental siempre que permitan redondear la estrategia de sustentabilidad de la empresa.

Cruz Azul stakeholders

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