L’intégration d’une démarche orientée vers le développement durable (DD) dans les organisations implique au-delà des motivations, des méthodes structurées et structurantes. Ces méthodes que l’on pourrait nommer outils de mise en œuvre du DD sont orientées vers un objectif commun, une performance globale (PG). À ce jour très peu de méthodes sont proposées aux sociétés d’ingénierie pour atteindre cette PG. Sans doute est-ce dû aux spécificités typologiques de ce type d’organisation de maîtrise d’œuvre (MOE) qui est partagée entre deux univers que sont la maîtrise d’ouvrage (MOU) et un ensemble de parties prenantes complexes (PP). C’est dans ce contexte que nous abordons notre sujet de recherche : comment la réponse à des attentes de la société peut-être un élément de la stratégie économique de l’entreprise ? C’est pourquoi notre idée est de proposer des méthodologies applicables au métier de l’ingénierie afin que ces entreprises puissent intégrer une démarche volontaire dans leur organisation pour le DD par la RSE. Dans le cadre d’une recherche-intervention nous avons donc posé les bases de réflexions au développement de processus d’intégration de la RSE non pas à l’échelle de l’organisation mais à l’échelle du métier. Par le développement d’un outil d’intégration d’une démarche de RSE construit sur la base de la norme ISO 26000 et de la norme expérimentale Afnor X30-029 nous avons pu faire évoluer dans le contexte de l’ingénierie pharmaceutique, les bonnes pratiques d’ingénierie en créant un modèle d’ingénierie responsable donc durable. / The integration of a sustainable development gait (SD) in the organizations implies, beyond the incentives, structured and structuring methods. These methods that we could name tools of implementation of SD are oriented toward a common objective: the global performance. Today very few methods are proposed to the societies of engineering in order to reach this global performance. It is probably due to the typological specificities of this type of organization. In point of fact, these engineering enterprises are quite atypical because they are shared between two universes which are the client (for instance pharmaceutical industry) and a significant number of complex subcontractors (SC). In this context, we approach our topic of research: the enterprise must prove that it is “economically viable, socially responsible and environmental healthy” (Quairel-Lanoizelee 2004), even beyond its own frontiers. But the answer to society’s expectations is also an element of the enterprise’s economic strategy. That is why, our idea is to suggest methodologies that are applicable to the engineering profession, and therefore could be adapted to all types of engineering enterprises, so that it can integrate a voluntary gait for SD by The Social Responsibility (SR). The International Organization for Standardization (ISO) is developing an international standard in order to provide guidelines for adopting and disseminating social responsibility: ISO 26000, which was published in 2010. In our research we have considered that the SR will play a double role, as reformer of the classical practices of project management as well as a tool that could bring SD strategy inside and outside the engineering organization. The general idea is to conceive a new approach of the enterprise’s management philosophy, disinterested from the unique profit notion. This brings us to think about another dimension of the enterprise’s performance. This project lead us to asking the following question: is it possible to manage an engineering project by including the SR approach in classical methodology of project management?By a methodology of action-research and specifically intervention-research (I-R), we are going to build our investigation about an international engineering company, which has as pharmaceutical engineering activity. The objective is to analyze, and to understand the specificities of engineering enterprise’s model in order to known if it is possible to change this model by developing a new project management approach based on the SR and strategy innovation. The innovating methodology that we developed must allow us to integrate a gait of SR within the best practice of engineering project. In conclusion, the integration tool of a gait of SR which is today on the stage of prototype, built on ISO 26000 norms and on the experimental norm Afnor X30-029 basis, allowed us to develop the pharmaceutical engineering’s profession, by moving from the standard engineering best practice to the social responsible engineering best practice, for a sustainable development goal.

Corporate Social Responsibility (CSR) handlar om hur företag kan ta ansvar för det samhälle som de verkar inom och innefattar såväl miljöansvar som socialt ansvar. Det är ett högaktuellt ämne som diskuterats länge, men som fick fart under 50-talet. Som ett resultat av diskussionen har trycket på att företag ska bedriva ett CSR-arbete ökat från såväl kunderna och konsumenterna som från andra intressenter som påverkas av företagets arbete. För att hantera de ökande förväntningarna kan företag implementera CSR i deras affärsmodell.Syftet med studien är därför att skapa förståelse för hur CSR kan implementeras i ett företags affärsmodell. För att uppfylla syftet har en kvalitativ studie utförts. Den empiriska datan samlades in genom telefonintervjuer hos ett företag som ligger i framkant med sitt CSR-arbete. Den teoretiska referensramen syftar till att skapa förståelse för de aspekter av CSR som är särskilt relevanta för ett företags affärsmodell. Den teoretiska referensramen täcker miljö- och samhällsansvar, kommunikationsstrategier, CSR-initiativ, intressenter, CSR-kommunikation, konkurrensfördelar samt motivationsfaktorer. För att ett företag ska kunna implementera CSR i sin affärsmodell krävs ett noga genomtänkt arbete inom samtliga delar av företagets affärsmodell. I ingen av affärsmodellens beståndsdelar får CSR-aspekten ignoreras, eftersom CSR-arbetet bör vara integrerat i samtliga delar av affärsmodellen. Detta innebär inte att företaget inte kan välja att lägga mer fokus på specifika delar av affärsmodellen. Företaget bör däremot känna till att det kan uppstå problem om en del av affärsmodellen är alltför bristfällig, eftersom alla delar av affärsmodellen hör ihop. Ett företag bör dessutom ha en god kommunikation med deras intressenter och resten av marknaden, ta ansvar för samhället och miljön, känna till deras konkurrensfördelar och kontinuerligt arbeta med olika CSR-initiativ. / Corporate Social Responsibility (CSR) is about companies and their responsibilities towards the society in which they operate. The term covers societal- as well as environmental responsibilities, which are topics that have been discussed for a long time, especially since the 50’s. As a result of the discussion, consumers, customers and other stakeholders have increased their expectations on corporate responsibilities. To better cope with the increasing expectations, a company can implement CSR into their business model. This led to the purpose of the paper, which is to create an understanding of how CSR can be implemented into a company's business model. To fulfill the purpose, a qualitative research has been conducted. The empirical data was gathered through phone interviews and the interviewed company was chosen for being known for their CSR. The chosen theoretical framework covers aspects that are considered to be connected to the components of a business model. The theoretical framework covers societal- and environmental responsibilities, communication strategies, CSR-initiatives, CSR-communication, competitive advantages and motivational factors. A company needs to dedicate a considerable amount of time into evaluating and deciding on how to implement CSR into each component of their business-model. None of the components of a company's business model can be left out from the CSR work that the company wishes to conduct. If one component is inadequate, the whole company can be affected since all the components are well connected. However, the company can still decide on which parts of the business-model they want to put emphasis on. The company should have a good communication with their stakeholders and the rest of the market, take responsibility for the society and the environment, know their competitive advantages and continuously work with different CSR-initiatives.