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Ivan HARO, Chief Executive Officer of PRO, a human-centred company
What if a company’s real performance depended primarily on the quality of its management and its culture? When leaders build trust, recognise talent, create purpose and encourage autonomy, they unleash a collective energy that translates directly into engagement and sustainable results. At the helm of PRO, a social enterprise that is 80% self-financed, Ivan Haro embodies this demanding conviction: economic success is not just a matter of numbers. It reflects the way we lead, inspire and elevate the women and men who make up our company. Interview.
Monde Économique: You argue that human capital is a company’s first strategic asset. In a context of heightened economic pressure, is that still a realistic belief?
Ivan Haro: Very probably. We are living through a period of rising tension: pressure on margins, regulatory demands, strong societal expectations, accelerating technology and a loss of meaning. In this context, some leaders may be tempted to see the human factor as a variable cost to be squeezed rather than an asset to be enhanced. In my view, that is a mistake in perspective. A leader’s most important capital is the women and men who make up the organisation. Ensuring their physical, psychological and mental integrity is not a moral stance; it is a condition for economic sustainability. Workplace health should not be reduced to cosmetic measures. It depends in particular on a strong corporate culture, a management framework that is supportive without being indulgent, a secure environment and clear processes. Sustainable economic performance rests on a solid human foundation.
Monde Économique: Yet in many companies, well-being remains a secondary HR topic. Is that a strategic mistake?
Ivan Haro: I do not know whether it is a mistake, but I can say that it is not my view. If one truly believes that people are the main asset, then workplace well-being cannot be treated as a secondary issue delegated solely to human resources. It belongs at executive level. What I mean is that workplace well-being is everyone’s responsibility. I am convinced that achieving this requires aligning three dimensions: I must, I can, I want. I must: I understand my role and responsibilities. I can: I have the skills to do my job and the company provides me with the tools to fulfil my mission. I want: I find meaning in my work and my manager supports me in carrying out my mission.
When the working environment allows these three dimensions to come together, both individual and collective performance improve. Organisational fairness advances, workloads become more balanced and tensions ease. It is a demanding, structured and empowering framework that clearly requires leadership by example.
Monde Économique: How can companies avoid the trap of “social washing”? How can economic performance and social responsibility be reconciled without drifting into naivety?
Ivan Haro: In my experience, naivety is just as dangerous as dehumanising productivity. Profitability at any cost destroys people, and an organisation that exhausts its human capital will eventually weaken the company’s performance. Indulgence and inconsistency destroy the organisation and then undermine the company’s economic viability. I believe the path to success lies in a delicate balance between high standards and consideration.
Monde Économique: Burnout, silent disengagement, high turnover: are these symptoms of a model that is running out of steam?
Ivan Haro: I would say that both our economic model and our societal model are under strain. Expectations of companies are intensifying. They are no longer expected only to produce goods or services that meet quality standards and are delivered at the agreed price and within the agreed timeframe. Today, they are expected to contribute to social cohesion, act responsibly, offer dignified working conditions, be inclusive, prevent psychosocial risks, reduce their environmental footprint, maintain local jobs and demonstrate ethics in every operational decision. And, of course, to provide goods and services at lower prices. These expectations may seem irreconcilable, because they combine an extreme demand for performance and efficiency with an imperative of consideration, attention, adaptability and social justice. In this paradoxical context, the symptoms you mention do not arise by chance. They emerge when leadership by example is lacking, when roles and responsibilities are unclear, when workloads are poorly distributed and when meaning disappears. The solution is not only structural; it is also cultural and societal.
Monde Économique: PRO is a social enterprise that is almost 80% self-financed while pursuing a mission of integration through work for people with disabilities. Is this proof that a hybrid model can be high-performing?
Ivan Haro: Our model is based on a simple principle: our economic performance ensures the sustainability of our social mission. We produce goods and services that are sold on the market. We face competition, client demands and the need for operational efficiency. Performance is not theoretical; it is tangible and daily. But it is also true that integration through work can become a lever of economic performance. Within the framework of our mission, we focus management on skills rather than limitations. We value everyone’s contribution, however modest it may be. In other words, we do not lower quality standards; we adapt the working environment to make them accessible. And this approach is not reserved for us. It can be applied to any company.
Monde Économique: What, in your view, are today’s key challenges for business competitiveness in relation to workers?
Ivan Haro: Three major trends seem to be emerging. First, the growing demands for corporate social and environmental responsibility, with companies judged on their overall impact. Second, workers’ search for dignity, purpose, flexibility and work-life balance. They are no longer satisfied with a simple employment contract. Finally, the shortage of skilled labour. In some sectors, attracting, training and retaining talent is becoming a major issue. As a result, organisations that take these trends into account will very likely gain a competitive advantage.
Monde Économique: Concretely, what would you tell a leader who wants to make better use of their human capital without undermining profitability?
Ivan Haro: I would tell them to start by strengthening their culture and then adopt a consistent posture, because culture cannot be decreed; it must be demonstrated. You can have the best strategy in the world, but if your culture is incoherent, it will remain a dead letter. And if the leader is not exemplary, no consultant or HR programme will make up for it. At PRO, managers must lead by example, supporting people with kindness without complacency. That means setting demanding standards. Taking responsibility, empowering, recognising and valuing people while also saying when things are not right. We work with pride and humility, because we do our best and, alone, no one builds anything. These principles cost nothing apart from conviction, rigour and consistency. Many companies hesitate because they think it means significant costs, consultants and heavy programmes. In reality, it is a cultural investment. A powerful lever of economic performance.
Monde Économique: If you had to sum up your strategic conviction in one sentence for business leaders?
Ivan Haro: Enhancing human capital and economic performance are not mutually exclusive. Quite the opposite: when one supports the other, a virtuous circle begins. And that is in the interests of all stakeholders: the worker, the manager and the company.
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