CSR: from a traditional approach to a shared value strategy

As civil society actors, companies always feel the responsibility to impact positively on the community, driven by the opportunities each of us has had individually, as well as by the role we want to play as an organization.

We often see people swaying between anger, because the “Nanny State” fails to cover social needs, and impotence, because they feel their possibility of impacting on that reality is minimal. This vision clouds and fetters the immense power we have as a society and diminishes the role that each of us can play as individuals.

With a view to changing that approach, at Ferrere, a firm I have been part of for over 20 years, we have set out on the road to refounding our commitment, which is as old as the organization itself. We have always made intense social responsibility efforts, but geared to diverse objectives, without the consistency enabling us to spawn the enthusiasm and the change we were seeking. Very often, organizations mistakenly achieve uneven commitment to projects of this sort. Our example was clear: internally, knowledge and adherence to the projects was partial and, externally, that made it more difficult to spread our enthusiasm and show the impact we were having on organizations.

This transformation process requires, first and foremost, assuming that there is much more to learn, about new theories and trends and best practices globally, approaching all of that from a stance of absolute intellectual humility.  With this we have learned about the concept of shared value (philanthropy is no longer the cutting edge, and companies need to engage in CSR actions close to the heart of their business), geared to social innovation, which means detecting social problems, thereby generating new opportunities.

The role of millennials in this new approach to CSR is fundamental: the new generations look for socially committed work and want to consume brands that are likewise committed. This is how to connect with them. In our experience, it was fundamental to form very diverse groups of people, representing all areas, which allowed us to sort out our difficulties in attracting them to volunteer actions and to identify the causes that would move them.   

The change

At company level, a consensus on the importance of acting as a social changemaker is key. We have to sit down and reflect on how we are going to administer forces for that transformation to exist, for it to be viable, sustainable and generate adherence internally and externally. FERRERE Transforma grew out of that reflection.

Our CSR program, made up of professionals from all areas, today seeks to foster and build capacities in the organizations it supports, thereby contributing to their sustainability and to a strong commitment between the community and our members.

The program is supported by the platform www.ferrerersc.com, for interested institutions to apply, which democratizes the possibility of receiving support. The proposals are then evaluated and those selected receive help via volunteerism, professional assistance or sponsorship.

We are proud to launch a new stage in which our CSR efforts are organized, promote the commitment of everyone and, above all, have a big impact on the living conditions of dozens of young people. The road is a long one, but it’s worth the effort.