Sacmi presents the social audit 2008 An opportunity to by drr10525


									Sacmi presents the social audit 2008
An opportunity to reassert, through facts and figures, the cooperative’s values and mission

Capital and work. Companies and communities. Inseparable concepts, with a growing
awareness on the part of industry that competing on global markets means flanking
business activities – profit-oriented by their very nature – with a new social and ethical
sensitivity; in this sense there is a growing conviction that such an approach can yield
economic benefits and, more generally, contribute to the progress of communities in which
businesses operate.
This deep-rooted mentality has been part of the cooperative movement ever since its
inception. Here, in fact, the worker is both employee and entrepreneur. In addition to
making profits the cooperative’s long-term mission is to act as a “wellbeing generator”. All
of the above is especially applicable to a firm like Sacmi, which, founded in 1919, has
experienced the entire history of the cooperative model. Decades of fast growth have not
clouded the spirit or values on which it was founded; Sacmi thus does its utmost not only
to ensure these values are observed but also to ensure that employees, customers and
existing or potential consumers are informed, ever-more effectively, of its achievements in
the economic, social and increasingly important environmental spheres.

Sacmi drew up it first social audit in 2003. The audit provides a clear description of how
the cooperative operates and relates to the local and international community, giving in-
depth details not only on economic performance but social and environmental
performance too. The 2008 Social Audit is an opportunity to reassert Sacmi’s mission once
again, as laid out in a Code of Ethics that constitutes the very core of the company,
whatever the changing market conditions: from business management and relations with
Public Administration to worker safety. A code that, year after year, generates concrete
results, facts and figures: such as added value – which illustrates how the wealth is made
and how it is distributed among the various stakeholders who interact with the cooperative.
Then there are the employees, which Sacmi considers to be the company’s prime
resource and font of stability: their number has been rising constantly (in 2007 there were
1,003, plus 0.6% compared to 2006) and employee loyalty is high, as low turnover levels
(lower than in previous years) clearly demonstrate. Human resources that the cooperative
decided to invest in, during 2007, by organising 15,880 training hours covering everything
from worker health and workplace safety to environmental protection.

Then there is the external solidarity, the charitable initiatives that Sacmi has activated both
locally, in and around Imola, and in developing nations. For example, the year 2007 saw
both the purchase of equipment for local schools and support for African projects. The
environment is another emergency that concerns us all: in 2007 Sacmi made considerable
efforts to minimise the environmental impact of production, especially as regards the waste
management cycle, by making waste a resource not just a cost: following differentiated
waste collection, in fact, much of the waste was sold on (in 2007, for example, a good 44%
of ferrous materials and 12% of plastic). Finally, innovation, a key part of the social audit
as it means future generations of workers will inherit a strong, competitive company: in
2007 Sacmi’s investment levels reached a 10-year high at 41 million Euros. Expenditure
on R&D was also very high, as was the number of new patents, a staggering 119 (+19%
compared to 2006).</P< td>

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