Specialists in Business Development
Any company, whether it wants to or not, has a social impact by the mere fact of existing. So why do not transform social impact into a business management tool? Contributing to the welfare of the territory in which the company operates is the key element of a modern and sustainable management model: a socially responsible company includes the improvement of the life and services of the community as a whole in its mission, not only for the weakest population segments. And it does so within a strategy of economic and financial growth. Being socially responsible is not at odds with the profitability of the business or with the growth of the economic activity. It is not philanthropy and, above all, not a "facelift."
Target, action, result. Like any activity of the company, it is the strategic capacity applied to CSR (Corporate Social Responsibility) that makes the difference. Companies are increasingly called (and, at times, required by both European and national regulations) to generate social impact, and to contribute to the achievement of the SDGs (Sustainable Development Goals), the 17 challenges that the United Nations has marked in order to eradicate poverty, protect the planet and ensure that all the people of the world can achieve peace and prosperity in a healthy social environment favorable to personal development and that of the entire community.
We support public and private entities to design their own Social Responsibility plan in a strategic way, consistently aligning their own activity and business mission to the sustainable development needs of the territory in which the company operates. We jointly identify the tools to use and help transfer Social Responsibility to all levels of the organization, so that it fits into its own corporate philosophy.
SROI - Social Return On Investment
When talking about a business management model, like any other activity carried out by the company, it is important to measure the value that has been generated for the community and it is possible to do so with a monetary parameter. Only in this we can be able to demonstrate to the society, shareholders and stakeholders in general the value of the impact that the investment made has generated. Thanks to the collaboration and experience of SIGMA (a start-up of the University of Genoa, Italy) we use an analytical model of proven effectiveness, which allows us to define the economic return on social investment. In this way, Corporate Social Responsibility ceases to be an intangible and enters as an integral part of the company's business plan, as a generator of value.
In addition, the SROI can be adopted in a planning phase of the CSR strategy and allows to analyze what return a certain activity or project would have, allowing the CSR management to select those activities that generate more “social profitability”.