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Italy already has the ingredients of strong social infrastructure: corporate philanthropy, Third Sector organisations, inclusive employment mechanisms, universities, territorial institutions and community partnerships. The next opportunity is to connect these assets into a shared operating model that links talent, inclusion, territory and measurable business value.

Renewing a social programme should never be automatic. Senior leaders need to examine four critical areas before making the decision: outcomes, strategic alignment, governance and long-term value. These questions help organisations move beyond activity reporting and make more disciplined, evidence-based social investment decisions.

In today’s rapidly evolving business landscape, integrating Environmental, Social, and Governance (ESG) principles is no longer optional but essential. Organizations aiming to align their operations with sustainable and ethical standards require reliable, comprehensive tools and resources. These resources not only facilitate compliance but also empower strategic decision-making that drives long-term value creation. Over the years, I have observed that the right ESG integratio

Imagine entering your workplace and hearing: “Our giving options include environmental restoration, animal welfare, youth education, disability advocacy, and DE&I initiatives.” It's not just a menu, it’s an invitation to be seen. Gone are the days when “philanthropy” meant a single checkbox or a one-size-fits-all fundraising effort. Today, inclusion means offering a spectrum of causes that resonate with diverse hearts, and that’s where meaningful engagement begins.

BENEDETTA TUMATELLI - People Wellbeing & CSR Manager at Havas Network Italy Havas , a global leader in communication, prioritizes CSR...

EMPOW'HER - Accompagner les femmes entreprneures Empow’Her is more than just a non-profit; it's a movement dedicated to empowering women...