International literature suggests that companies are motivated to en-gage themselves in social issues in new ways, which take into account the progress made in broader spheres of collective life and, above all, the progress resulting from the enlargement of democratic relations and the dissemination of information, which make consumers more watch-ful. According to the European Commission's paper "Democratie et
96
Paola Cappellin
Creativite",9 many companies have learnt to recognize the power of the media, as well as the new attitude expressed by the public at large and by consumers in particular. Therefore, firms devise policies aimed at shaping their image so that it reflects their contribution to updating internal codes, promoting social and cultural progress, and protecting the environment. This also reveals that companies are redefining their human resource policies and accepting trade unions as valid discussion partners. Some examples of innovative policies highlight the different forms that companies adopt so as to introduce citizenship in the work-place: the introduction of human resource-management mechanisms to overcome racial and sexual segregation; the adoption of non-discriminatory treatment; the institution of training programmes to promote equal opportunities for career advancement; and promoting a reconciliation of work with family responsibilities so as to improve employees' living conditions for both men and women.
Our object is to bring to light the ways in which companies in the State of Rio de Janeiro combine financial goals (profit and performance) with the adoption of `good conduct' practices toward their employees and their community. Since 1997, and in response to an 1BASE-sponsored campaign, certain companies now draft and publish a Social Report. This initiative is one of the signs of a new corporate culture that addresses social responsibility.
Our study covers twelve firms, located in the State of Rio de Janeiro and operating in different sectors: building and construction; the chemi-cal and pharmaceutichemi-cal industries; metallurgy; publishing; the textile sector; the food industry; oil industries, and supermarket services. These firms are national and international companies.
All the companies' directors we interviewed answered the basic question: "What does your firm do towards social development inside and outside the company?". The question was motivated by the assump-tion that economic success has an effect an social relaassump-tions. It is known that the reason of a company's existence resides in a combination of different objectives: to offer products and services, and to produce profits and distribute dividends. Such objectives refer more appropri-ately to a market society's productive aims. But the reasons for a com-pany's performance can go beyond mere economic objectives. Socially legitimate reasons can include a firm as source of employment and as a space where workers can find dignity.' 1 suggest that companies have a
9 See Atelier No. 3, Solidarite des Entreprises, Commission Europeenne, DG XII, 1996.
I° I refer to the definition of "decent work" proposed by the International Labour Organisation (1L0), concemed about diffusing dignity in labour relations, in collabo-
Labour and Employment in a Globalising World
different conception of social responsibility. This diversity is related to the economic sector, the companies' product and the consumer market's proximity, more than to the relations with civil society. The economic sector is one of the most important references for perceiving the context in which firms identify their concern and worry about social responsibil-ity. In fact, during the Interviews, it was clear that chemical, pharmaceu-tical and oil industries introduced the debate about environmental issues because of international agreements about responsible care (Giuliani, 2001). Metallurgical firms, building and construction, publishing and textile industries have focused the debate on the importance of work processes and labour-force training, due to technological modernisation.
Supermarket services appear particularly concerned about the consumer market, whose influence orients their external policies. These prior concerns show that every sector identifies its own link with society, and then defines the sphere of their relationship with it.
The companies' product also has a number of implications for the management's perception of, and practices regarding, social responsibil-ity. Managers select the forms of interaction with customers, employees, suppliers and domestic competitors, with whom they have direct tact. However, they are not constantly related with governments, con-sumer advocates, environmentalists, media, local communities and other groups. Some companies have selected their social programmes in relation with their product's image. These firms think about social needs by reacting to public opinion. For example, as a pharmaceutical firm's products are linked to health-related issues, the company might organize a social programme improving or introducing health services for the external community. However, these services are not always available for the company's workers. On the other side, since factories are ex-posed to public view, in the building and construction industry compa-nies are worried about accidents and injuries, which are immediately visible and could damage their brand name. Similarly, in the case of supermarkets, the proximity of consumers stimulates firms to implement social programmes that can be used as an efficient vehicle of propa-ganda among its clients; one supermarket, for instance, is partner of the recycling waste programme, advertising this programme on its bags as well as with leaflets distributed in its stores.
Other firms (especially in the metallurgical, oil, textile, building and construction sectors) combine social policies with other special activi-ties related to their productivity strategy. Indeed, new policies centre on cutting costs and expanding efficiency. Therefore, the purpose of social
ration with segments of employers, unions and government institutions. See 1LO, Decent Work, 87th Meeting, Geneva, 1999.
98
Paola Cappellin
responsibility becomes a support for managing industrial reorganisation.
A few companies (in the sectors of publishing, textiles, and building and construction) have introduces professional training programmes related to technological modernisation. Only in the case of one building and construction firm, is the social activity part of agreements resulting from negotiations with the local trade union.
Companies belonging to the oil, chemical and food sectors adopted programmes oriented towards human resource policies and internal climate. For example, these firms are interested in improving women's participation in managerial staff and, over the last year, introduced a special policy in gender diversity (even if limited to white-collar occu-pations) as a part of their international policy. In other sectors (metallur-gical, pharmaceutical and supermarkets), some firms have introduced temporary AIDS programmes in response to employees' needs. Finally, a few companies (essentially in the oil and metallurgic sector) have introduced unpaid jobs in the community for white-collar employees in their administrative centres.
Some firms (publishing, metallurgical, textile, building and construc-tion) also take into consideration the community's demands. Generally, the community is represented by local organisations (associations, NGOs, churches or individuals) in search of specific support (e.g.
equipment) or social work (such as literacy courses, part-time after-school activities for children, or sponsoring municipal after-schools and hospitals).
All these activities suggest that companies practice social responsi-bility through voluntary programmes that are strictly related to their strategic interests. In fact, the elements that generally dehne companies' social commitment are: their product, consumers market and concern with their internal climate. Only in few cases (supermarkets, textile and food industries) is the company's social performance defined in re-sponse to community needs as a philanthropic action.