Danfoss’ Strategy of CSR Cooperation with
Other Entities in Grodzisk Mazowiecki Region
Challenges of Sustainable Development 2011
Business Project
Prepared by: Michal Jarzyna
Joanna Klak
Marina Kovaleva
Marcin Walkow
July 22, 2011
Executive Summary
This report was completed in July 2011 by Michal Jarzyna, Joanna Klak, Marina Kovaleva and
Marcin Walkow, the participants of Challenges of Sustainable Development Summer Academy
2011 organized by the Sendzimir Foundation. This report outlines the work completed for
Danfoss Sp. z o.o., a partner organization for a business project that was a part of the Summer
Academy.
The ultimate goal of this project was to develop a strategy that will foster the collaboration
between corporations and organizations operating in the region that will support local
communities. The project can be divided into two parts: a background research study and
strategy development.
This final report presents background information about Danfoss Sp. z o. o., and description of
status quo in regard to the collaboration of corporations operating in the region. This part is
followed by a brief description of the approaches that were used to analyze the system. Next,
relevant best practices from Poland, United Kingdom, Indonesia, Ireland, Germany and China
are presented. Finally, the report contains suggested strategy for development of the
cooperation. The proposed strategy consists of two phases: (1) development of cooperation
framework
and
(2)
development
of
web-based
recommendations for the company are presented.
platform.
In
conclusion,
future
Acknowledgements
We would like to thank all the staff of Danfoss Sp. z o.o. for their vision on this project.
We wish them all the best of luck with fulfilling the Danfoss’ strategy of corporate
responsibility.
We would like to express our gratitude to the staff of the Sendzimir Foundation for their
support and guidance. Without their support and co-operation this project would not have
been possible.
Table of Contents
Executive Summary....................................................................................................................................... 2
1.
Project Summary................................................................................................................................... 4
2.
Background Information ....................................................................................................................... 5
3.
4.
5.
2.1.
Danfoss.......................................................................................................................................... 5
2.2.
Responsibility at Danfoss .............................................................................................................. 6
2.3.
Current Situation........................................................................................................................... 6
Problem Analysis ................................................................................................................................... 7
3.1.
Systems Thinking Approach .......................................................................................................... 7
3.2.
SWOT Analysis............................................................................................................................... 8
Presentation of Interesting Practices.................................................................................................. 10
4.1.
Slough Business Community Partnership ................................................................................... 11
4.2.
The Community Matters Partnership ......................................................................................... 12
4.3.
AG Network & Artha Graha Peduli Foundation .......................................................................... 12
4.4.
Community Platform and Southside Partnership DLR ................................................................ 13
4.5.
Sino Dutch CSR Platform ............................................................................................................. 14
4.6.
Responsible Regional Partnerships ............................................................................................. 14
4.7.
Cross-sector Collaboration – Socially Responsible Business....................................................... 15
Proposed Strategy ............................................................................................................................... 16
5.1.
Models of Partnership ................................................................................................................ 16
5.2.
Development of Cooperation Framework .................................................................................. 17
Step 1: Stakeholders Identification and Involvement ......................................................................... 18
Step 2: Initial Meeting ......................................................................................................................... 19
Step 3: Community Needs Assessment .............................................................................................. 20
Step 4: Setting Action Plan .................................................................................................................. 20
Step 5: Implementation Phase ............................................................................................................ 20
Step 6: Monitoring and Evaluation Phase ........................................................................................... 20
5.3.
6.
Web-based Platform ................................................................................................................... 20
Conclusions ......................................................................................................................................... 22
Appendix 1 Contact Information ................................................................................................................... i
1. Project Summary
This study is a result of a partnership between the Sendzimir Foundation and Danfoss Sp. z o.o.
It was carried out in July 2011 by Michal Jarzyna, Joanna Klak, Marina Kovaleva and Marcin
Walkow1, the participants of Challenges of Sustainable Development Summer Academy 2011
organized by the Sendzimir Foundation.
The Sendzimir Foundation was created to help Polish society in finding solutions to complex
environmental, economic and social problems. It initiates and supports educational, research
and practical activities aiming at development of ecologically conscious civil society, and to the
improvement of environmental quality. The project Challenges of Sustainable Development
Summer Academy is the main educational initiative of the Foundation.
The 14th Summer Academy Challenges of Sustainable Development in Poland was held between
3rd and 23rd July 2011 in Lodz. During lectures, workshops and field trips participants from
Poland and other countries (e.g. Ukraine, Kyrgyz Republic, Sweden, Russia, Peru, China) gained
knowledge about principles of sustainable development. In addition, the participants were
involved in two hands-on projects: local project and business project. The first one, conducted
for the local authorities, focused on ecosystem services in urban areas. The business project
was conducted in cooperation with different entities that carry out activities in the area of
Corporate Social Responsibility (CSR). Danfoss Sp. z o.o. was one of the partners for the
business project.
The ultimate goal of this project is to develop a strategy for Danfoss Sp. z o.o. that will foster
the cooperation between corporations and organizations operating in the same region2 in order
to support local communities. The project can be divided into two parts: a background research
study and strategy development.
The background research study revealed current trends in the collaboration between different
entities operating all over the world. Based on this data a set of best practices was identified.
1
See Appendix 1 for contact information.
In this study region is understood as the area targeted by Danfoss Sp. z o.o. in their activities related to
personnel recruitment, social and charity activities, and local cooperation with other entities in the field
of CSR. That defined region includes Grodzisk Mazowiecki County and area directly adjoining, but only
from the west, towards Lodz. This area covers approximately 1000 square kilometers, and is inhabited
by approximately 150 000 people.
2
4
The second component of the project – strategy development – was built on the literature
review and analysis of available best practices in the area of creating responsible regional
partnerships.
Danfoss Sp. z o.o. and other corporations in the region, as well as local nonprofit organizations
and local communities will benefit from this project. The new strategy will give Danfoss
Sp. z o.o. a new tool that can be shared with other entities to transform the economic, social
and environmental challenges in the region into opportunities for Danfoss Sp. z o. o., project
partners and the targeted region.
2. Background Information
2.1.Danfoss
Danfoss is a privately held global company, founded in Denmark in 1933. The corporation is
a global producer of components and solutions in the following fields: Refrigeration and Air
Conditioning, Heating, VLT Drives and Industrial Automation components. Currently, it has
79 factories in 22 countries. Since 1991 Danfoss Group is represented in Poland by Danfoss
Sp. z o.o.
Danfoss has five subsidiary companies in Poland:
-
Danfoss Sp. z o.o. (1991 – 1998 in Warsaw, 1996-2000 in Wroclaw, since 1998 in
Grodzisk Mazowiecki)
Sauer-Danfoss Sp. z o.o. (since 2000 in Wroclaw)
Danfoss Saginomiya Sp. z o.o. (since 2002 in Grodzisk Mazowiecki)
Danfoss LPM Sp. z o.o. (since 2003 in Tuchom, near Gdansk)
Devi Sp. z o.o. (since 2005 in Grodzisk Mazowiecki)
Key dates related to Danfoss development in Poland include:
1991 – establishment of Danfoss Sp. z o.o.
1996 – overtaking of Agromet Pilmet in Wroclaw
1998 – opening of the factory in Grodzisk Mazowiecki
2000 – merger of Danfoss and Sauer Sundstrand: creation of Sauer-Danfoss Sp. z o.o.
2002 – creation of the joint venture company Danfoss Saginomiya Sp. z o.o.
2008 – development of production of heat pumps and heating electric systems in Grodzisk
Mazowiecki
5
Danfoss has been present in Grodzisk Mazowiecki since 1998. Currently the company offers
stable employment for 949 people. Around 90 percent of them are working on production
lines. The majority of employees come from neighborhood areas. The investment in Poland
amounted to 350 mln PLN (Sauer-Danfoss Sp. z o.o. not included).
2.2.Responsibility at Danfoss
Danfoss Sp. z o.o. is one of the leaders of responsible business in Poland. This year the company
was ranked 3rd in the Ranking of Responsible Companies in Poland in the category Industrial
and Chemical Production.
Danfoss puts special emphasis on the highest quality standards of its products and services
therefore it implemented Quality Management System - ISO 9001:2008 and Quality
Environment System – ISO 14001:2004. Currently, the company is going through another
certification process - ISO/TS 16949.
Danfoss wishes to play an active role in the sustainable global development where social
responsibility and environmental considerations go hand-in-hand with sound business
development. Therefore, Danfoss focuses on supplying products and solutions for refrigeration,
air conditioning and heating that help save energy and reduce CO2 emissions. The company’s
environmental responsibility and climate considerations are part of its Corporate Citizenship.
The company also supports the initiative Caring for Climate and committed to set specific
reduction targets for Danfoss’ global CO2 emissions. During three years 2007-2010, its energy
consumption fell from 1940 to 1530 GJ, and total CO2 emmisions from 177 594 to 137 108 tons.
Danfoss Sp. z o.o. seems to recognize the benefits of positive interactions with different
stakeholders. The company conducts active dialogues with employees, local leaders and
external stakeholders. Danfoss Sp. z o.o. strives to act appropriately and adapt its processes and
tools within Corporate Citizenship to the constantly changing environment. In addition, the
company offers financial help to charitable organizations and supports individuals facing
difficulties.
2.3.Current Situation
The timing of this project was consistent with political and economic developments that are
changing the traditional relationships between corporations, nonprofits and individuals.
The shift from the top-bottom approach to the bottom-up approach, fluctuations in national
and state economies, population changes and calls for utilizations of free-market approaches in
6
the delivery of public services, all increase the importance and potential of cooperation
between corporations and nonprofit organizations in helping people at the local level. Both
civic and business leaders are looking at the cooperation as the solutions to emerging
challenges. Being very close to the source of the local problems and not having bureaucratic
constraints, makes business entities and nonprofit organizations a perfect fit for communitybased problems.
The local nonprofits are relying on support from business entities, thus are frequently
approaching them asking for financial support. Danfoss Sp. z o.o. carries on several community
initiatives on its own as well as in cooperation with local nonprofits. However, Danfoss Sp. z o.o.
recognized the need for cooperation between local corporations in addressing communities’
needs.
Being very active in a sphere of community support, Danfoss Sp. z o.o. would like to maximize
its positive impact on local communities by cooperating with other entities. Therefore, an idea
of developing an organizational framework for cooperation emerged. Identifying collaboration
strategies will contribute to the overall functioning of nonprofits and positively impact the
marginalized people that the organizations serve.
Danfoss Sp. z o.o. identified nine international corporations operating in the region that could
be potential partners: Frito Lay Poland Sp. z o.o., Raben Polska Sp. z o.o., HIESTAND POLSKA Sp.
z o.o., Trouw Nutrition Polska Sp. z o.o., Firmenich Sp. z o.o., Suominen Polska Sp. z o.o., Gefco
Polska Sp. z o.o., RAVAK POLSKA S.A, Rabugino Sp. z o.o.
The screening of available Polish Internet sources revealed that most of these companies do
not have well-defined CSR policy, a person or a team responsible for its implementation, and do
not inform about their local initiatives.
3. Problem Analysis
A system thinking approach and SWOT analysis were used as the first steps for the
development of the strategy to foster the cooperation between the corporations in the region.
3.1.Systems Thinking Approach
Systems thinking approach helped to identify some patterns of behavior and the most
appropriate leverage points in the system.
7
The problem of low level of cooperation among companies in the region was identified as the
main challenge (see Figure 1).
After analysis, two main causes were identified: level of companies’ involvement and level of
knowledge about possible cooperation. The level of knowledge is affected by the low
awareness of the impact the companies working together can make on the local community. It
is also a result of low awareness of local community needs. On the other hand, the level of
involvement is dependent on available funding and existence of CSR policy. The involvement of
other entities such as governmental and nonprofit organizations is also important.
Figure 1 Causal Loop Diagram – Level of Cooperation between Companies
LEVEL OF
COOPERATION
BETWEEN
COMPANIES
+
+
+
+
+
An entity that
sparks the
cooperation
Level of knowledge
about possible
cooperation
Level of
companies'
involvement
+
+
+
+
+ +
Awareness of
the impact
CSR policy
+
+
Available
funding
+
+
Cooperation with other
entities (Government,
NGOs)
Government
support
Awareness of local
community needs
Solution 2: Web-based
platform for
cooperation
Solution 1: Cooperation
framework
3.2.SWOT Analysis
SWOT analysis helped to scan the internal and external environment which is an important part
of the strategy development process. During the analysis internal strengths and weaknesses,
and external opportunities and threats were identified (see Figure 2).
8
Figure 2 SWOT Analysis
9
4. Presentation of Interesting Practices
The strategy was based on the analysis of several best practices from Europe and Asia. The
most interesting examples of best practices are described below.3 A brief overview of them is
presented in the table below.
Table 1 Best Practices Overview
Best Practice
Location
Website
Slough Business
Community
Partnership
(SBCP)
Berkshire, Slough, UK
www.sbcp.co.uk
The Community
Matters
Partnership
Farnborough, UK
AG Network
&Artha Graha
Peduli Foundation
Indonesia
Community
Platform and
Southside
Partnership DLR
Sino Dutch CSR
Platform
Responsible
Regional
Partnerships
Cross-sector
Collaboration –
Socially
Responsible
Business
The practice provides example of different spheres of intervention.
www.communitymatterspartnership.org.uk
This example shows how to set this kind of cooperation to be run by an
independent social enterprise.
www.arthagraha.net/about.php
An example of what type of projects can be carried out by the Partnership.
Dublin, Ireland
www.southsidepartnership.ie/community_platform.php
The practice provides an example of mission, types of activities, explains the
potential benefits and membership requirements.
China
http://csrproject.bencham.org
The example explains the very first steps of the organization of such platform
such as structure, goals, tools etc.
Saarland, Germany
www.verantwortungspartner-saarland.de
This is an example of how the on-line platform for the
Partnership could look like.
Krzyzowa, Poland
www.krzyzowa.org.pl
This practice shows how to support small and medium size enterpises in the
field of CSR.
3
The description of all best practices was based on the materials available on the official website of the
organization that implemented the practice.
10
4.1.Slough Business Community Partnership
Berkshire, Slough, UK
Website: http://www.sbcp.co.uk/
The Slough Business Community Partnership (SBCP) developed from a group of local business
representatives meeting on a quarterly basis with members of local authorities and other
organizations to discuss their mutual desire to help raise the standards and aspirations of those
people living, learning and working in Slough.
SBCP's projects were developed following consultation with business, voluntary, community
and public sector representatives to address some of local challenges. The organization carries
on projects in the following areas: education, diversity, and community projects.
Education
The SBCP actively supports local and national initiatives to improve levels of educational
achievement in Slough, such as the Slough Education Action Zone and Education Business
Partnership. SBCP also encourages businesses to become involved in activities to promote
Slough's Life Long Learning Partnership particularly through its Workforce Development group.
Diversity
The Partnership looks to work with organizations reaching groups of people suffering from
extreme deprivation and with limited opportunities. SBCP promotes cultural awareness training
developed in partnership with Slough Race Equality Council for managers, employees and
community groups. SBCP have helped to form a black and minority ethnic business group to
look at their specific issues and give them a voice on issues affecting the town.
Community Projects
SBCP is working with businesses to support the regeneration of the Britwell Youth
& Community Centre. The Centre currently caters for some 75-100 young people twice a week
in addition to other groups who regularly use the facilities. Since the Center’s building has
become run down over the years, the business support is integral to a bid for lottery funding to
develop the site into a sustainable resource for the foreseeable future.
As result of the cooperation businesses and the local community get such benefits as:
- Happier staff so better staff retention,
- Less vandalism and crime,
- A more skilled local workforce,
- A healthier workforce,
- Positive synergies from community involvement initiatives, including staff motivation,
- Building an employer brand within the local community,
11
-
Advice and guidance on issues relating to Corporate Responsibility.
4.2.The Community Matters Partnership
Farnborough, UK
Website: http://www.communitymatterspartnership.org.uk
The Community Matters Partnership (CMP) was established in January 2011, as a non-profit
social enterprise, funded and financed by associate companies. The aim of the CMP is to work
together to help address the needs of local community. The CMP operates as a link organization
between business and the society.
There were a number of reasons why companies joined the partnership:
- It is cost effective to deliver Corporate Social Responsibility as a collaboration,
- Responsibilities to the community are shared,
- New relationships are formed between local organizations, local companies, local
communities and local people.
In 2011, five key needs and areas of support were identified: environment; senior citizens;
young people; learning difficulties/disabilities; homeless and unemployed.
The partnership supports the Rushmoor Voluntary Services organization that provides
volunteer centre, and home help; the Fleet Pond Society that preserves the Fleet Pond nature
reserve; local schools by organizing the Inspirational Skills Festival and many other initiatives.
The Partnership has recently been nominated for a Big Society Award at 10 Downing Street for
demonstrating how to bring communities together.
4.3.AG Network & Artha Graha Peduli Foundation
Indonesia
Website: http://www.arthagraha.net/about.php
Artha Graha Network (AG Network) is an extensive network of companies, institutions as well
as individuals, both affiliated and non-affiliated, who are bonded together by a common vision.
The network’s business scope expands across a wide range of industries and sectors throughout
Indonesia.
Over the years, AG Network has steadily built its success as a commercial network of companies
and organizations relying on the philosophy of nation building, public services and human
resources development programs.
12
As part of its environmental sustainability and protection programs, the AG Network supports
nature and wildlife conservation in different areas in Indonesia. Its main project called the
Tambling Wildlife Nature Conservation is a 45 000-hectare tiger conservation area located
on the southern tip of the island of Sumatra.
To establish a common Corporate Social Responsibility plan across the network, AG Network
setup the Artha Graha Peduli Foundation, a non-profit organization dedicated to supporting
humanitarian missions, social programs, health-care and education, community and
environmental developments internationally.
4.4.Community Platform and Southside Partnership DLR
Dublin, Ireland
Website: http://www.southsidepartnership.ie/community_platform.php
The Dun Laoghaire Rathdown Community Platform is organized by Southside Partnership DLR
that is the largest urban partnership in Ireland targeting its work in the most disadvantaged
communities and the most marginalized people living in the county of Dun LaoghaireRathdown.
The Community Platform is a body made up of Community Development groups and special
interest groups within the Dun Laoghaire Rathdown area that have a particular focus on
challenging disadvantage and social exclusion. Currently, the Community Platform has 30
groups as members. The main activities of the Platform are to facilitate member groups to
come together to identify common issues and developing ways of responding collectively, to
facilitate the election of community representatives to various local development structures
(e.g. Southside Partnership DLR, the Community and Voluntary Forum, DLR Volunteer Centre),
and to lobby on issues of relevance to communities through various networks and bodies.
The Community Platform established following requirements to its future members:
- It can be community or voluntary organization who is working from Community
Development Principles and Practices;
- The organization should focus on anti-poverty and/or social exclusion and reflects this in
its actions;
- Be working towards having a democratic, participative and inclusive management and
operating structure;
- Have a commitment to working in a collective way and be committed to openness,
transparency and accountability and etc.
13
4.5.Sino Dutch CSR Platform
China
Website: http://csrproject.bencham.org
The goal of the CSR Platform was to increase the effectiveness of CSR activities and give better
exposure to the CSR activities of Benelux companies in China and in the Benelux countries.
The Platform had a number of objectives such as:
- to share knowledge and experience on CSR between Benelux organizations in China and
their Chinese suppliers,
- to provide the companies with specific CSR knowledge and tools,
- to create a joint CSR agenda between Benelux companies operating in China and other
stakeholders active in CSR.
Among the tools that were used to reach these goals was a CSR Starter Kit. The CSR Starter Kit is
a guide that provides information on CSR issues that are increasingly important for companies
investing in China. It also gives basic ideas about responsible practices in the workplace,
community and the environment. The Platform also organized seminars and events during
which information about CSR in China, transparency, sustainable supply chain management,
etc. and useful tips were presented. It was also an opportunity to promote CSR awareness in
China. In addition, they created a website that provided general information on CSR with
a particular focus on China. The website gave easy and quick access to information on CSR
issues and good examples of CSR.
4.6.Responsible Regional Partnerships
Saarland, Germany
Website: www.verantwortungspartner-saarland.de
The idea of Responsible Partnerships in Germany was established in 2007 by the Bertelsmann
Foundation within the project Enterprises for Regions. The aim of the initiative is to create
a network of enterprises, public institutions, business associations and nonprofit organisations
in a specific region in order to solve problems of local communities based on cross-sector
cooperation.
The pilot project started in 2008/2009 in Saarland and concentrated on the topic of Youth,
Technology and Career – Investing in the Future – Inspiring Technology Development. The
positive results of this pilot project encouraged the implementation of the Responsible
Partnership project in six regions in Germany and in one region in Austria.
14
One of the tools that enable cooperation in the Saarland region is the Responsibility Portal
(www.verantwortungspartner-saarland.de). It is a website platform with publicly available
content and some content available only to the members (member login area). Every registered
user (called: partner) can publish information about projects that he/she supports. On the
other hand, organizations that are looking for support can use the Portal to establish
connections with potential sponsors or partners. The Portal includes a list of partners in the
region, news about local events and implemented projects. The Portal includes also a press
section therefore it is a common PR tool for participating companies.
4.7.Cross-sector Collaboration – Socially Responsible Business
Krzyzowa, Polska
www.krzyzowa.org.pl
The Lower Silesian Federation of the Non-governmental Organizations, the Krzyzowa
Foundation for Mutual Understanding in Europe and the private enterprise Heapmail Internet
Solutions Sp. z o.o. implement a project Cross-sector Collaboration - Socially Responsible
Business.
The project, supported by funding from the European Social Fund, started in January 2011, and
will be carried out until December 2012.
The goal of this project is to develop, test and implement an innovative programs and
educational solutions that will support small and medium size enterprises’ efforts in the area of
CSR. In addition, the project aims at improving the quality and quantity of partnerships
between nonprofit and for-profit entities.
The project targets representatives of the following business sectors in the Lower Silesia:
- small and medium size enterprises,
- non-governmental organizations,
- local government institutions.
The project consists of the following activities:
- needs assessment of small and medium size entities and NGOs,
- identification of current trends in CSR policy implementation,
- creation of advisory committee,
- creation of online platform,
- informational campaign in media,
- a series of educational courses for representatives of small and medium size enterprises
and NGOs,
15
-
creation of the Lower Silesia Federation of Socially Responsible Companies,
Small Grants Program addressed to small and medium size enterprises that cooperate
with NGOs in planning and implementation of CSR activities. Up to 30 grants (5000 PLN
each) is available.
5. Proposed Strategy
Based on the literature review and best practices analysis a strategy to address the issue of low
level of cooperation between corporations was developed. The proposed strategy consists of
two phases: (1) development of cooperation framework and (2) development of web-based
platform.
5.1.Models of Partnership
The cooperation between different entities can be organized based on three models: basic
partnership, strategic partnership, regional network (see Figure 3). The small steps approach is
recommended therefore Danfoss Sp. z o.o. should start by formulating a Basic Partnership,
where business entities would work together on one short-term project. This approach will help
all the partners get to know each other and learn each other’s culture and working style.
After gaining some experience by working in a form of a Basic Partnership partners can decide
to develop a Strategic Partnership as a higher level of cooperation.
Figure 3 Models of Partnerships
Source: Bertelsmann Stiftung website: www.bertelsmann-stiftung.de (retrieved on 21.07.11)
16
5.2.Development of Cooperation Framework
Any kind of cooperation requires a framework. In a situation when several entities with
different organizational culture collaborate, it is especially important to set some standards and
rules of cooperation as well as steering committee that will facilitate the whole process. Below
a brief description of proposed Working Groups as well as the process of cooperation
development is presented (see Figure 4).
Suggested Working Groups:
- CSR Working Group - formed by Project Leader. The main task of this group is creation
of a common definition of CSR field within the framework of actions.
-
Working Group on Contacts - the main task of this group is to create a phone/address
database of potential beneficiaries and public partners in ongoing and planned
activities.
-
PR Working Group - this group is responsible for PR, marketing and media relations
activities.
-
Event Planning Working Group - responsible for the coordination of planning and
implementation of events.
-
Web-based Platform Working Group - the main task of this group is to coordinate
actions undertaken in order to develop common proposition of content and graphic
design of the Web-based Platform.
17
Figure 4 Step-by-Step Approach to Cooperation Development and Implementation
Step 1: Stakeholders Identification and Involvement
It is very important to identify all the stakeholders and potential partners operating in the area.
Having that in mind, the first step in the cooperation development should be mapping the
stakeholders. The figure below presents a map of local stakeholders divided into eight groups
(see Figure 5). Among all of these groups more specific entities can be identified. An invitation
to the cooperation should be extended to all major stakeholders.
18
Figure 5 Map of Stakeholders
Although the mission, objectives and goals of the cooperation have to be developed in
participatory process, the general idea of the partnership has to be developed by the initiator.
The initiator, that facilitates the dialogue, is responsible for its dynamic. However, it cannot
perceive itself as a leader. The initiator should set good example and create an environment
that sparks creativity. However, it is important that all partners will be treated equally.
Step 2: Initial Meeting
During the initial meeting, all stakeholders interested in the cooperation will develop the
framework of future collaboration. Danfoss Sp. z o.o., as the initiator of the idea, would
facilitate the meeting.
The goal of the meeting is to start the dialog in the following areas:
-
Vision and mission of the cooperation
Goals and objectives of the cooperation
Common areas of interest
Structure and legal form of the partnership
Internal regulations including membership policy
19
Step 3: Community Needs Assessment
Assessment of local community needs is the starting point for the identification of specific
action areas. There is a variety of tools that can be used to conduct needs assessment. Among
the most popular are surveys, community meetings, and focus groups.
The results of the needs assessment will help to define the most important areas of
interventions. Concentration on a given set of priorities will maximize the positive impact the
cooperating entities have on local community.
All undertaken initiatives should address specific local problem. Community needs assessment
should be conducted periodically.
Step 4: Setting Action Plan
Knowing the needs of local communities the Working Group can set the objectives for a given
year and specify the activities that will be carried out. Each activity can be divided into separate
tasks that would be implemented by different Working Groups (e.g. PR Working Group, Event
Planning Working Group, Volunteers Coordination Working Group).
Step 5: Implementation Phase
During this phase planned activities will be implemented according to the schedule.
Cooperation between different Working Groups will be crucial.
Step 6: Monitoring and Evaluation Phase
All activities and initiatives should be monitored and evaluated. The monitoring process will
ensure that all the activities are on-course and on-schedule in meeting the objectives and
performance targets. The evaluation process will help to assess what was the impact of
implemented initiative.
5.3.Web-based Platform
To support cooperation among companies and organizations engaged in local community
development, creation of a web-based platform is recommended.
The platform will be used to raise awareness about CSR and local cooperation in this area,
promote local initiatives and to help coordinate the cooperation between various entities
working together to better the live of local community.
The platform will contain general information about the cooperation, companies participating
in local projects, local nonprofits and beneficiaries who received support. In addition, the
website will inform about future projects, results of finished ones, and upcoming events. The
20
platform will be also used to present official press releases and contact information to people
responsible for PR. See Figure 6 for an example of Platform Functionality.
Figure 6 Suggested Platform Functionality
Every organization or company interested in joining the cooperation will find all necessary
information about eligibility requirements for perspective members and rules of cooperation.
Also those looking for support and partners for their community projects will find all
information including an on-line application form.
The member area of the platform will be available only to registered members. Each of them
will have its own profile where they can manage projects and cooperation with other entities.
Information about submitted projects will be presented in a separate section, with necessary
attachments, detailed descriptions of planned activities and support needed.
The platform will also host a blog and a forum for discussion on projects, future plans, etc.
To increase the use and visibility of the platform it should be linked to the local authorities’
website.
21
6. Conclusions
Danfoss Sp. z o.o. is interested in development of cooperation with local corporations and
organizations to better address the needs of local communities. Given the company’s
experience and involvement in local activities it can serve as an initiator of a multi-sector
cooperation.
The proposed strategy will help to initiate the cooperation of private, public and non-profit
organizations and individuals by linking competences and resources in order to address local
problems.
It is believed that the development of cooperation framework and creation of web-based
platform are the starting points of the collaboration.
It is recommended to first create a Basic Partnership among business entities and then develop
a Strategic Partnership as a higher level of cooperation.
Partnerships that were developed to carry on community development initiatives can later
evolve into collaboration on much more complex issues. There is a great potential to
implement a concept of Industrial Ecology Park, a cooperation that allows companies to
exchange their bio-products thus reduce their negative impact on the environment.
22
Appendix 1 Contact Information
Michal Jarzyna (Krakow, Poland)
Jagiellonian University – Geography (2007 - 2012)
University of Science and Technology – Geodesy (from 2011)
Professional interests: research on the level and quality of life, daily life-paths,
sustainable development, Polish Sign Language
Contact: jarzyna.michal1@gmail.com; (48) 518 480 189
Marina Kovaleva (Bishkek, Kyrgyzstan)
Currently PhD student
Doctoral Thesis: Economic Mechanism for Sustainable Development
Contact: kovaleva_m@mail.auca.kg
Marcin Walkow (Wroclaw, Poland)
Wroclaw Medical University - Public Health (2007-2012)
Wroclaw University of Economics - Management (2010-2012)
Current occupation: journalist - freelancer, co-editor for branch magazines, daily
newspaper; Chairman of Students Scientific Group on Environmental Health and
Epidemiology.
Professional interests: Environmental health, workers health promotion,
sustainable development, management.
Contact: mwalkow@gmail.com; (48) 793 090 026
Joanna Klak (Srem, Poland)
University of Arkansas Clinton School of Public Service, Little Rock, USA - Master
of Public Service (2008-2010)
School of Humanities and Journalism, Poznan - Master of Political Science (20022007).
Current occupation: independent consultant in the area of impact evaluation,
corporate philanthropy and CSR.
Professional interests: impact evaluation, CSR, coalition development and
partnerships management, needs assessment.
Contact: klakjoanna@wp.pl, (48) 606 36 7876
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