Digital transformation processes should not be undertaken outside of a Corporate Social Responsibility (CSR)
strategy or, at least, that is how we conceive it at Blues Simon Group since we embarked on this journey towards digitization years ago. Ignoring the risks involved in this determined commitment to technology, which has led prestigious consultancies like Accenture to affirm that all companies, regardless of the sector, are already digital, would be a serious mistake.
This is what has led in certain circles to even talk about Corporate Digital Responsibility (RDC), understood as a set of practices and behaviors that help an organization to use data and digital technologies in a social, economic, and social way. technologically and environmentally responsible.
In order to develop a strategy of these characteristics, it is essential to bear in mind the inseparable relationship between technology and people, which imperatively requires special care in matters such as the privacy of personal data, both of clients, employees and partners / suppliers.
At the same time, the increasing application of Artificial Intelligence (AI) technologies, algorithms and machine learning (machine learning) is also expanding the risk window, a consequence of the possible biases that can occur when these technologies are applied, leading to unfair decision making or discriminatory.
One of the great clouds that hangs over any digital transformation process is the fear of job loss, especially in those functions that require less qualification. In this sense, the telework explosion that has occurred due to the pandemic is a double-edged sword, because where some find flexibility, others identify the possibility that those tasks carried out from home are automated or, even and given that presence in the office is not required, to be outsourced to reduce costs.
This is not the case at Blues Simon Group, because within our DRC we conceive digitization to add and not to subtract. In this way, any task or process that is automated does not put any job at risk, rather the opposite, since it loyalty and involves more our employees by freeing them from tedious and routine tasks, leaving them more free time to work. Get involved in projects that really stimulate them and add more value to the company.
At the same time, this would not be possible if our company had not paid attention from the beginning to one of the great shortcomings that occurs in any transformation process of these characteristics: the lack of digital skills among employees, so Blues Simon Group contemplates a training framework that solves this obstacle.
The present environment
On the other hand, Corporate Digital Responsibility also brings with it a commitment to sustainability and respect for the environment, one of the great historical concerns of Blues Simon Group. The progressive elimination of paper or an optimization of energy consumption by the computer equipment with which we work is only one of the measures we adopt in this regard.
In this same field of action, we are not only particularly careful when it comes to eliminating and going to recycling points for equipment that does not give more than itself, but in cases where it can still be used, for example, To tackle the school digital divide that the pandemic has exposed with families without access to equipment, we have a remedy.
In addition, the replacement of equipment is not carried out by fashions or whims, trying to delay as much as we can the cycles of obsolescence of electronic devices with the consequent benefit for the environment.
Blues Simon Group is committed to CSR and the DRC, broadening the focus on the repercussions of its actions not only on its income statement, but previously and prominently on its employees, its customers and partners, and society and the environment.