How big business is changing the logic of social programs

Large business is increasingly talking not about charity, but about social investments: the territory has become a resource for competition for personnel, a channel of dialogue with the state and the basis of sustainability. This is the key conclusion of the expert session moderated by the Platform CSP with the participation of companies and analysts who discussed the transformation of the logic of social programs. We have documented the transition from point actions to ecosystem models, where planning, coordination and participation of all parties are key.

"In the corporate world, there is a search for new models of social program management, even the semantics in describing this phenomenon are changing. In recent years, we have been talking more often about social investments than about charitable programs; now the phrase "social architects" has entered the vocabulary, suggesting a more systemic and long-term impact on the social environment. This is primarily due to the fact that for businesses, the territory becomes not just a recipient of charitable assistance, but a factor that significantly influences competition in the field of personnel recruitment, a factor in confirming its social role before the state. This process is more active in companies that are accustomed to thinking long-term, with a long investment cycle and with deep roots in the territory. Therefore, the transformation of program logic is most noticeable in companies such as

Norilsk Nickel, Gazprom Neft, SIBUR and other industrial holdings. The main features of the system approach are long-term planning, complexity, combinations of physical and material changes with the development of human capital, and the perception of one's employee as a resident of the territory, with his world of life and interests. One of the key factors in the transformation of social program management is the professionalization of investment management, the formation of teams within management that have the ability to plan comprehensively. They are just beginning to be called "social architects", — Alexey Firsov, CEO of CSP "Platforma".

Four models – one vector

Management is integrated into the company's management: management within departments (e.g. Metalloinvest, Rosatom). It provides a high level of control, but reduces flexibility and complicates collaboration with external partners.

Own corporate fund: forms a separate team (SIBUR, X5 Group, AFK Sistema). It allows you to simplify management processes, create a single branded framework and scale the program in different regions.

Cooperation with third-party foundations: like Severstal, which interacts with NGOs and local structures. Increases