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Corporate Social Responsibility: the role of Private-Public Partnership Giovanna Bottani I-CSR Foundation Senior Resear

Corporate Social Responsibility: the role of Private-Public Partnership Giovanna Bottani I-CSR Foundation Senior Researcher . Fifth Annual Forum on Business Ethics and Corporate Social Responsibility in a Global Economy. The Foundation .

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Corporate Social Responsibility: the role of Private-Public Partnership Giovanna Bottani I-CSR Foundation Senior Resear

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  1. Corporate Social Responsibility: the role of Private-Public PartnershipGiovanna BottaniI-CSR FoundationSenior Researcher Fifth Annual Forum on Business Ethics and Corporate Social Responsibility in a Global Economy

  2. The Foundation Foundedby 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.

  3. 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.

  4. 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

  5. What is a Partnership: our definition 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.

  6. Interviewedcompanies • Allianz • ABB • Banca Credito Cooperativo del Garda • Banca Credito Cooperativo Ravennate e Imolese • Banca Credito Cooperativo di Roma • Banca Etica • Banca Popolare di Milano • Edison • Eni • Gruppo Hera • Intesa San Paolo • Italcementi • Microsoft • Monte dei Paschi di Siena • Snamretegas • Telecom

  7. CSR Manager Utility Industry Large Scale Retail trade 5% 16% 55% 21% Services Insurance 5% 5% Other 22% Corporate Communication 17% HR Manager 6% Banks 48% North Above 250 68% Employees 84% Up to 50 Employees 0% Centre South 0% From 50 to 250 Employees 16% 32% Details of interviewed companies Who answered the on-line survey Economic Sector Dimension Location

  8. Negative externalities 16% CSR Strategy 100% Socio-economic 84% critical states Internal Stakeholders 35% 59% External Stakeholders Reasons why companies start a partnership Strategic choice more than answers to particular requests

  9. Civil Society 25% Universities 11% Shareholders Others 7% 27% 25% Clients 4% Management Employees Non Profit Public Administration 58% 15% 25% 28% Stakeholders involved in the process … The shareholders too… External Internal

  10. 32% New Skills Network 58% To respond to 58% stakeholders' expectations Multisectorial approach 63% 84% Better local efficacy 84% Credibility Better understanding of 89% local criticalities Why the Public sector? Know-how and better understanding of local issues

  11. 42% New Skills 53% Network To respond to 84% stakeholders' expectations 58% Multisectorial approach 79% Better local efficacy 63% Credibility Better understanding of 79% local criticalities Why the Third Sector ? Stakeholder Expectations + Know-how and better understanding of local issues

  12. Company Third Sector 36% 32% Public sector 32% Who is the driver ? Diffused balance among the partners

  13. Partners' contributions Infrastructures Know How Economic Resources Monitoring Implementation Planning 0% 20% 40% 60% 80% 100% P.A. Company Third Sector Partnership’s process Planning Resources IMPLEM Follow-up Economic Know How Infrastructure

  14. Differences of approach 32% Political issues 5% Difficult social and 16% economic context Unsuited economic 16% resources 21% Planning's problems 53% Organizational problems 32% Lack of Communication Problems and solutions Recurrent problems: The cited solutions are: Planning, dialogue, knowledge’s improvement, pilot projects and medium-long term relations (68%).

  15. 89% Brand improvement 53% Access to others' knowledge Better access to economic 11% resources 47% Organizational improvement Human capital's improvement 47% Results: Internal Stakeholders Better work atmosphere among the company staff, employees retention, access to more complete pieces of information.

  16. 5% Other 47% Promotion in research and development 68% Cultural promotion 74% Improvement in the social dialogue 42% Improvement in the environmental quality Improvement in the quality of life 95% Improvement in the educational offers 58% Improvements in medical services 32% Improvements in companies' services 63% Improvement in the infrastructural supply 21% Improvement in job offers 53% 84% Local economic development External stakeholders Economic, social and cultural development, accompanied by a general improvement in the quality of business products and services

  17. Stronger social 79% awareness Better effectiveness 63% Better efficiency 42% The process Better social awareness: partnerships seem to catch up with the goals but they do not go further

  18. 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 !

  19. 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 Conclusions: “The keys of success”

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