At Confindustria Romagna: Welfare Practices between Material and Immaterial Compensation

img_247511th October, 2016 – With the rising Romagna Confindustria reality, new perspectives and a distinctly oriented sensitivity to issues of Corporate Social Responsibility have been emerging.

The Roadshow, a program of debates organized by a technical delegation of Confindustria, dealt with the issues of CSR in the various territories and stopped in Ravenna to talk about sustainable business and social responsibility as an opportunity for companies.

Yesterday the first of Confindustria Romagna event was held and emphasized the issue of corporate welfare assumed an important role for companies within this Confederation, as underlined by the General Director of Confindustria Emilia-Romagna, Marco Chimenti, and also by the same Vincenzo Boccia, National President who participated in the debate with his video message, which stated corporate social responsibility is not an accessory, but a cross-cutting issue to industrial policies. The corporate welfare, emphasizes the technical representatives of the Delegation, Paola Astorri, is competitive advantage for companies, but is above all a social innovation lever.

Social innovation examples were brought to the attention of the audience by the participants in the debate who experienced management in their companies. Enea Dallaglio and his Welfare Index PMI developed for Assicurazioni Generali, Roberta Sapio, of Petroltecnica, which brought the case of Bruco: an advanced remediation of toxic and explosive tank system; Lino Sbraccia and the initiative “Sons of the World” which was created in order to promote corporate welfare activities in the territory of Rimini. Alessandro Curti, CEO of Curti Costruzioni Meccaniche, wanted to point out that in a company like his, where you need to hire highly specialized skills, then you have to develop loyalty by rewarding merit and commitment.

My speech dealt with the relationship between workers and company and paid attention on concrete welfare practices, those which belong to the category of the so-called material rewards, but also wanted to go further to propose an “intangible compensation” model where the worker is loyal and feels at ease when it comes to direct knowledge of the objectives of the company.

With the Sustainable Strategic Positioning, which I introduced in the company where I am administrator, you can create a shared  and participated program: the resources of the company before being employed are citizens. In fact, this model is not only a business strategy, but a cultural and above all territorial model of evolution. Only if a company recognizes human, cultural and economic unique conditions of a territory is able to develop new competitive levers as well as new perspectives: these are undoubtedly of intangible type levers.

Integrating corporate sustainability in strategic plans means redesign the companies investment plans with the need to invest some time and money, but it is vital in order to create competitiveness, added value and then social welfare. Therefore, in recent times we talk of Benefit Company as an enterprise which integrates in its statute a further mission in favour of a social and territorial benefit: the future of enterprise is just around the corner…

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