Social Responsibility Needs your Heart, Time and Money

FABIOLA MENDES E RODRIGUES , DIRECTOR AND HEAD HR

Sincerity and dedication are two of the most essential characteristics of a social enterprise. No matter how big or small the initiative, these two factors can decide the outcome of your participation.

I can relate to Guler Sabanci, a noted Turkish business woman, when she says, “I wear two hats. One is business and increasing my shareholders’ value; the other is social responsibility .” I do too. But one wonders how many business people think like that. How many of us do it just as a formality, for appearances sake, for the sake of the ‘feel good’ factor

Social responsibility or philanthropy of any kind – personal or corporate – should be a conscious effort of adding a strong leadership to the initiative. On the corporate level the effort needs to reflect that CSR is a “Goal” the company should effectively achieve, versus it being an activity obligated by the norms of The Companies Act or other such laws.

CSR can often be a goal that you must achieve, through an outsourced partner, or team, you are not directly leading. CSR needs to be more than monetary factors – it should be working as partners with the selected NGO or social organisation. I work with an NGO for animal welfare with specific goals to be met. One, there is an accountability first laid on the NGO also. As an example, the goal is to achieve certain number of animal sterilisations in a month: That goal being met by the NGO, we have added a team of doctors and helpers, and other resources, to achieve double the targets.

One has to have worked closely with the NGO before starting the programme, to walk the centre with them, making a one-time, or more, investment in the centre to create the setting for us to effectively meet the bigger volumes and targets. My visits to the NGO are connecting with them almost daily, a function I own, intervening when required, or simply taking an update to the progress.


It is crucial while the mission on hand is to be achieved, to also do your bit for the staff running the NGO in sometimes difficult situations and conditions, and stand by them as a partner to help them overcome the difficulties. This I personally found was well received, as it motivates staff with a renewed commitment.


I urge everybody to think through productively and innovatively, to go beyond the realms of “things don’t get done because of a financial crunch” and am in admiration of NGOs and non-profit outfits that create opportunities to generate revenues however small or big, to do their bit to also help themselves. I believe there will be donors who rise up to the occasion. But today’s donor wants to see results of their support, for which these institutes need to also show a shift in mindset and can-do attitude.


Corporates come with leadership. Some NGOs are fortunate to have that kind of leadership, while many struggle from the lack of it. But when a corporate extends their support, one must extend the skillset they have as value, to bring success to the social organizations too. This can be planning, organising, teaching, guiding on social media efforts, using connects to overcome obstacles, innovating, simplifying processes, etc. An important point when engaging CSR, it is not a one-person or core-committee only effort. I strongly believe, a company can and should create the opportunity for an individual to fully engage in social responsibilities, offering the CSR platform to all.


I make a very conscious effort to understand what kind of social activities my teams are personally passionate about. Sometimes they head that vertical or event. One example is a team member bringing a cause of an institute for differently abled (mostly autistic children) from low-income families. Here we plan a higher value contribution in helping the institute that is constructing a dormitory for their hostel students. That aside, what I saw as an equal value, was the team hosting a sports event for the hostel students, engaging them in various games, playing and competing in some games with them, giving of themselves and their time for these students. Equally, the institute’s staff was appreciated with small thank you gifts for all they do for the students.


Come the end of the year around Christmas time, the team is again eagerly awaiting the various social opportunities we can engage with. These range from orphanages for children with AIDS, prison ministry support, street-animal welfare, old-age homes etc. We reach them, find out what they may need, and accordingly supply within the budgets we’ve set. Where allowed, our teams go to the institutes, engaging at a personal level, bringing the element of cheer in its truest sense, with human interaction and fellowship.


Indeed, that brings us to the core aspect to corporate social responsibility . Where does it begin and where does it end? How do we do it to the best of our abilities to obtain the finest of results? The questions have a simple answer. Build what you want to see in the world, said Jack Dorsey and we must persevere to do so. 


Sincerity and dedication are two of the most essential characteristics of a social enterprise . No matter how big or small the initiative, these two factors can decide the outcome of your participation.

Bennet and Bernard international ventures have a robust portfolio spanning various sectors, including Real Estate, Hospitality, Ports& Maritime, FMCG, Production, and beyond. With a rich legacy of persistent excellence, we are committed to creating value for our stakeholders while making a positive impact on communities worldwide.

©2019. Bennet and Bernard All Rights Reserved.

©2019. Bennet and Bernard All Rights Reserved.