fondazione per la diffusione della responsabilità sociale delle imprese (i-csr) 1 corporate social...
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1Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Corporate Social Responsibility: the role of Private-Public Partnership
Giovanna BottaniI-CSR FoundationSenior Researcher
Fifth Annual Forum on Business Ethics and Corporate
Social Responsibility in a Global Economy
2Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
The Foundation
Founded by Financial act in 2005 - Art.1, paragraph 160
The Italian Centre for Social Responsibility (I-CSR) is an independent think tank established by the Italian Government with the following promoting founders:Ministry of Labour and Social Affairs;INAIL (Italian Workers' Compensation Authority);Unioncamere (Italian Union of Chambers of Commerce); Bocconi University.
I-CSR aims at:Promoting the diffusion of social responsibility in the relationships with the different stakeholders;Developing basic and applied research on social responsibility to support Italy's contributions to the national and international scientific communities working on this theme; Fostering the dialogue between public and private institutions, businesses, universities and various stakeholders interested in social responsibility.
3Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
The research and its major targets
To study the trend of research “ the new social partnership”, that is spreading throughout Europe and more recently across Italy ;
To verify and compare partnerships’ processes in Italy;
To contribute to the spread of the new social partnership as a possible tool for the implementation of CSR.
4Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Methodology
The methodology is composed of three steps Documental Analysis
Focus on the PPP phenomenon in Europe and in Italy.
Definition of: “ the new social partnership” The “new social partnership” of Simon Zadek as role model.
Facts’ Analysis Selection of the Italian companies that communicated through Sustainable
Development Reports their engagement in partnerships with public administrations and civil society in the last two years ( 58 SD Reports out of 115 were regarded as useful )
On line form to the 22 companies supporting the research Direct interviews with MNEs operating in Italy On line form to the local authorities of the 106 Italian provinces and of the 15
metropolis
5Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Multisector formal agreement that combines synergically resources and skills in order to reach a social common goal whose benefits fall back on the
partners and their Stakeholders.
For multisector agreement we mean an agreement among the Public Sector, Companies and Civil Society.
For synergic combination of resources and skills we mean the union of partners' abilities and tools that are
merged together in order to reach a common goal.
What is a Partnership: our definition
6Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
• Allianz
• ABB
• Banca Credito Cooperativo del Garda
• Banca Credito Cooperativo Ravennate e Imolese
• Banca Credito Cooperativo di Roma
• Banca Etica
• Banca Popolare di Milano
Interviewed companies
• Edison
• Eni
• Gruppo Hera
• Intesa San Paolo
• Italcementi
• Microsoft
• Monte dei Paschi di Siena
• Snamretegas
• Telecom
7Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Details of interviewed companies
Who answered the on-line survey Economic Sector
Dimension Location
CSR Manager55%
Other 22%
HR Manager 6%
Corporate Communication17%
Insurance5%
Services 5%
Banks
48%
Utility16%Large Scale Retail
trade 5%
Industry 21%
Above 250 Employees
84%
Up to 50 Employees 0% From 50 to 250
Employees 16%
North 68%
South 0% Centre 32%
8Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Reasons why companies start a partnership
Strategic choice more than answers to particular requests
59%
35%
84%
100%
16%
External Stakeholders
Internal Stakeholders
Socio-economiccritical states
CSR Strategy
Negative externalities
9Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Stakeholders involved in the process
… The shareholders too…
External Internal
Others 7%Universities 11%
Clients 4%
Public Administration 28%
Non Profit 25%
Civil Society 25%
25%
Management 58%
Employees15%
Shareholders27%
10Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Why the Public sector?
Know-how and better understanding of local issues
32%
58%
58%
63%
84%
84%
89%Better understanding oflocal criticalities
Credibility
Better local efficacy
Multisectorial approach
To respond tostakeholders' expectations
Network
New Skills
11Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Why the Third Sector ?
Stakeholder Expectations + Know-how and better understanding of local issues
42%
53%
84%
58%
79%
63%
79%Better understanding of
local criticalities
Credibility
Better local efficacy
Multisectorial approach
To respond tostakeholders' expectations
Network
New Skills
12Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Who is the driver ?
Diffused balance among the partners
Public sector
32%
Company36%
Third Sector32%
13Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Partnership’s process
Planning
Economic
Resources IMPLEM Follow-up
Know How Infrastructure
Partners' contributions
0% 20% 40% 60% 80% 100% Planning
Implementation
Monitoring
Economic Resources
Know How
Infrastructures
P.A. Company Third Sector
14Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Problems and solutions
The cited solutions are: Planning, dialogue, knowledge’s improvement, pilot projects and medium-long term relations (68%).
Recurrent problems:
32%
53%
21%
16%
16%
5%
32%
Lack of Communication
Organizational problems
Planning's problems
Unsuited economicresources
Difficult social andeconomic context
Political issues
Differences of approach
15Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Results: Internal Stakeholders
Better work atmosphere among the company staff, employees retention, access to more complete pieces of information.
89%
53%
11%
47%
47%Human capital's improvement
Organizational improvement
Better access to economicresources
Access to others' knowledge
Brand improvement
16Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
External stakeholdersEconomic, social and cultural development, accompanied by a general improvement in the quality of business products and services
5%
47%
68%
74%
95%
42%
58%
32%
63%
21%
53%
84%Local economic development
Improvement in job offers
Improvement in the infrastructural supply
Improvements in companies' services
Improvements in medical services
Improvement in the educational offers
Improvement in the quality of life
Improvement in the environmental quality
Improvement in the social dialogue
Cultural promotion
Promotion in research and development
Other
17Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
The process
Better social awareness: partnerships seem to catch up with the goals but they do not go further
42%
63%
79%
Better efficiency
Better effectiveness
Stronger socialawareness
18Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
The public partner
Difficulties and obstacles to a full comprehension of the issue :
Indifference toward the CSR theme (7 answers
out of the 605 council departments we contacted )
Difficulties of communication : words such as
public, or private some times are not clear and do
not have the same meaning for every subject
Internal Communication: there is no dialogue
among the different council departments and
information sharing.
Lack in coordination
There is not a common negotiating table !
19Fondazione per la Diffusione della Responsabilità Sociale delle Imprese (I-CSR)
Conclusions: “The keys of success”
Understand contexts: Detailed analysis, map of the key issues determining
the roles of the different constituencies.
Common purpose: The individual goals should be turned into a common
scope toward which all the partners devote their resources
Synergy among partners: Individual skills and capacities should become
tools to meet partnerships’ scope
Governance: Based on the evaluation of the context + bidirectional
communication + common language; Duties and rights based on the different
roles
Qualitative and quantitative measurement and evaluation of the results