En esta sección presentamos casos emblemáticos de buenas y malas prácticas en responsabilidad social y sostenibilidad
By: Evodio Sánchez
A methodology is proposed that consists of 3 phases that include 8 key activities, which we will develop below:
Phase 1: Preparation
- Approach to the problem: you must identify what you want to solve and understand its causes.
- Goals and objectives of the relationship: the objectives of the practice are determined with the essence of the company (mission, vision, and values) in order to connect with the community and employees.
- Formulation of actions: proposals are created to solve the selected problem.
- Configuration and choice of feasible alternatives: the proposals are analyzed and the one with the greatest impact is selected to solve the problem, taking into consideration its relationship with the company, its feasibility, investment, and effort.
- Community mapping: the characteristics of the community to be contacted are identified in relation to its demographics, traditions, culture, and severity of the problem in the community.
Phase 2: Achievement of Bonding
- Contact with the community: it seeks to involve the community with the decisions, in addition, the company’s actions must be based on Human Rights.
- Field visits: trust meetings are held with the community to strengthen ties.
- Alliances: they seek to form alliances with other stakeholders interested in solving the problem such as the government, civil society organizations and private companies to have greater scope and resources.
Phase 3: Community Action
- Implementation of the program: the initiative is carried out considering prevention and mitigation measures, as well as social management plans.
- Long-term work: given that the problem is complex, the aim is to create capacities in the implementers, as well as to create infrastructure that serves as a base and the creation of stimulations that move the community to get involved with the practice.
- Continuous improvement: audits of the initiative are conducted to link with operational indicators (they measure development) and strategic (they measure the reduction of the problem). All results must be presented in full transparency.
The role of organizations to solve community problems is an essential part of the business strategy since each time clients and society question the duty of intervention of companies to solve those problems of the community. Short-term successes should be forgotten for propaganda purposes based on a supposed concern for the common good, the interest must be real not because of a question of reputation, but because it is the only way out for the company survival in the long run.