From voluntarism to performance: lessons from the UN Global Compact
At a time when European regulations are strengthening the framework for corporate social responsibility, voluntary commitment remains a strategic lever for anticipating tomorrow’s challenges. Nils Pedersen, Executive Director of the UN Global Compact – France Network, shares his analysis on the complementarity between regulatory compliance and a proactive approach to organisational resilience.
“In a competitive environment, companies that are content with regulatory ‘averages’ fall behind. Voluntary commitments enable them to stand out and anticipate future regulatory changes.”
Nils Pedersen, Executive Director of the UN Global Compact Network France
What is the mission of the UN Global Compact and what role does it actually play in the French economic landscape?
The Global Compact occupies a unique position at the intersection of the institutional and the operational. As a specialised agency of the United Nations, we engage directly with the private sector to support it in adopting more responsible practices. Our strength lies in the voluntary commitment of business leaders, who publicly pledge to the UN Secretary-General to uphold ten fundamental principles covering four areas: human rights, labour standards, the environment and anti-corruption. Since 2015, this commitment has also incorporated the 17 Sustainable Development Goals of the 2030 Agenda.
In France, our impact is considerable. We bring together more than 2,300 companies of all sizes and from all sectors of activity throughout the country. As such, 37 CAC 40 companies and 105 SBF 120 companies are members, making the Global Compact the essential reference for structuring CSR in the French private sector.
With regulations such as the CSRD coming into force, why maintain a voluntary commitment?
The Global Compact has been in existence for 25 years and helped shape global ESG standards long before they were enshrined in law. Today, our added value lies in our ability to help companies go beyond the legal minimum in an intelligent and strategic way.
Regulation sets a mandatory baseline, but we focus precisely on areas that are less mature: deep decarbonisation of value chains, combating forced labour among suppliers, and the social impact of digital technology. In a competitive environment, companies that are content with regulatory “averages” fall behind. Voluntary commitments allow companies to stand out and anticipate future regulatory changes.
You often describe the Global Compact as a navigation tool. Why is this crucial in the current geopolitical context?
We are living in an era of fragmentation and geopolitical uncertainty. For multinational companies, having stable reference frameworks is becoming vital. The Global Compact translates UN principles into concrete business language. The SDGs offer a common destination for 2030, regardless of local political uncertainties.
This universal language enables companies to build robust internal policies that do not fluctuate with elections or international tensions. Take the example of a decent wage. Where the law imposes a legal minimum, voluntary commitment pushes companies to guarantee remuneration that allows a family to live with dignity. This approach sometimes requires three to four years of internal dialogue, but it significantly strengthens organisational resilience.
How can we prevent these commitments from becoming mere communication exercises?
The answer can be summed up in one word: transparency. Each member must publish an annual Communication on Progress based on a standardised questionnaire. This data is public and accessible to all: employees, trade unions, NGOs and, above all, financial investors.
This transparency acts as a powerful safeguard. A company whose actions do not match its stated commitments immediately exposes itself to criticism and damage to its reputation. Banks scrutinise these indicators to adjust their financing conditions. Greenwashing is costly, both financially and in terms of image.
What is your assessment of Agenda 2030, five years before the deadline?
The results are mixed and the agenda is under pressure. Globally, only 35% of targets are on track. Even more worrying is that 18% are regressing, particularly on critical issues such as the fight against hunger and vaccination coverage.
France is among the top 10 most advanced countries, which is encouraging. However, we are seeing worrying declines in certain indicators: poverty is reaching historically high levels, the protection of fishery resources is deteriorating, as is the situation in the prison system.
To conclude, what is your ultimate argument for convincing a leader to transform their business model?
It’s a question of survival and long-term performance. As I often say, “no company can win in a world that is losing.” Sustainability has become a real lever for competitiveness, not a constraint. Anticipating major challenges – climate, inclusion, biodiversity – means you don’t have to face regulation head-on. It’s an investment in human capital and innovation. Ultimately, responsible companies will be the ones that attract the best talent and secure their economic future. The question is no longer whether to transform your model, but how quickly to do so.