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Universalizing the world

The European HRD Circle was founded on the concept of corporate social responsibility. It is a concept that needs to be broadened, particularly in Europe, so that European companies can help to make the world a more universal place.

Yves Barou, Chairman of the European HRD Circle.

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Universalizing the world! Souleymane Bachir Diagne, Professor at Columbia University (in french)

Universalizing the world

From the outset, we have defined ourselves as European in order to promote the inclusive force of the European model and systematically seek a European solution to the problems encountered, while of course keeping our eyes open for other models in a world that is becoming more universal.

Five trends are driving the universalization of the world.
1 The economic world is increasingly globalized, with complex value chains and growing interdependence.
2 In terms of information and communication, the world is also increasingly globalized, even if there are barriers in some countries.
3 The issue of discrimination and inequality is being raised everywhere, but often in different terms, as if social issues were resisting globalization.
4 Today, we are all facing the same challenge, a common existential issue: global warming and climate change. A challenge for which, for the first time, we are all in the same boat.
5 Finally, the mixing and intermingling of populations and cultures is increasing every day.

The history of humanity is thus moving inexorably towards the
universal.

But this has led to a backlash, misunderstandings and friction that are now very visible, even at the risk of masking the underlying trend. While many ideas converge, unresolved differences are even more visible and can be shocking. Nationalist movements, whether political or military, but also ideological, are making themselves heard as a rejection of this development, as a long-standing complaint against this groundswell which, it is true, is causing some human damage in the process.

Faced with a variety of cultures – and this is what makes the world so rich – and aspirations that may seem different, should we then give up and declare that all ideas are equal?
Should we then abandon the idea of the universal, of universal human rights, and resign ourselves to cultural relativism? Should we accept that what is scandalous here is acceptable there?
I don't think so. On the contrary, I believe that cultural relativism is a lazy attitude.
I believe that, on the contrary, we need to work to universalize the world, because this is not a given, but an action; to universalize by taking into account the contributions of each person, by drawing on the diversity of cultures around one axis, that of human rights.
And this is very important for us Europeans, who are accused of having imposed our own conception of the universal, our Enlightenment universalism.

We therefore need to broaden corporate responsibility beyond the usual ESG criteria. Companies also have a role to play in promoting democratic principles around the world. It can and must "embrace" societal issues. They can and must embody human rights at a time when governments no longer always have this credibility.
Many citizens and employees in Africa, Latin America and Asia expect European companies to be exemplary in this way, and for this exemplarity to be contagious. Provided we avoid all flippant or even arrogant attitudes, the European company, with reasonable inequalities, respectful management, a sense of humanity, attention to living together and honest social dialogue, can be a driving force for this universalization.

14th FORUM
11-12 June 2026
Lisbon

AGEING, SHORTAGES,
WORKING ACROSS GENERATIONS:
ADDRESSING DEMOGRAPHIC
CHALLENGES IN EUROPEAN BUSINESSES

European businesses facing demographic shock:
the need for anticipation and innovation
In the coming decades, European societies will face unprecedented demographic challenges –
declining fertility, accelerated ageing, labour shortages – which directly threaten their economic
stability, social model and geopolitical position. Businesses, on the front line, will not be able to
escape this new reality. The trends are irreversible and go far beyond debates of opinion:
an ageing workforce, increasing female participation rates, massive reliance on foreign labour,
intergenerational work, risks of age discrimination, etc. All this is taking place in a context
marked by the increasing digitisation of activities, but with labour productivity struggling
to take off.
Anticipate or suffer: the dilemma facing businesses
Faced with these predicted shortages, European businesses no longer have a choice: they must
break with short-termism and radically rethink their human resources management strategy.
Workforce planning (GPEC) is once again a hot topic, while employer branding, attractiveness
and CSR policies are becoming strategic levers. But beyond these traditional tools, a complete
overhaul of societal initiatives is needed – training, welfare, family support, housing, employee
benefits, integration of foreign workers. Businesses, as key players in European societies,
find themselves at the heart of a paradox: their well-understood economic interests can
– and must – converge with their societal responsibilities.
Businesses as laboratories for social innovation
Within their own walls, businesses will have to take advantage of the coexistence of generations
with radically different attitudes to work, especially in the era of digitalisation and artificial
intelligence. Managing this diversity without falling into generational stereotypes or age-based
simplifications will be a major challenge. This requires rethinking collaboration methods, career
paths and corporate cultures to turn them into levers for performance and innovation.
A forum to identify priorities and best practices
However, despite the urgency, best practices remain rare and scattered. The challenge is
twofold: to recognise the scale of these transformations and then to resolutely choose to
anticipate them. This is the purpose of the forum we are proposing: to identify priority themes
for companies and HR departments and to identify concrete courses of action. How can these
challenges be turned into opportunities? What concepts can be used to avoid the pitfalls of
generalisation? How can businesses become key players in European demographic resilience?
How can HR policies be rethought?