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OVAC Quarterly News Magazine Vol.8 January, 2003
"Share the view" is quarterly publication providing current information and topics on NGO/NPO sectors in Japan and opinions of Mr. Noboru Hayase, our Executive Director and editorial writers out of our monthly opinion magazine "Volo". Taking into consideration of the wide-ranged non-governmental activities in Japan, it also includes information on volunteering, activities & movements of non-profit & community-based groups.


How to use Company Money
—The Philosophy of Philanthropy in Small Companies—

These days, with so much restructuring it is difficult for many companies to promise job security to their employees, so the environment surrounding companies' philanthropy is quite difficult. In such a severe environment, to promote their social action programs they have to use "managerial sense". This is especially true with large corporations whose only goal is profit. Therefore even if a social action program is socially valuable, it is difficult to start the program that may be a burden to the management and reduce the dividend.

It becomes stronger to regard the "managerial sense" as important because of change of management system. Autocratic management is not uncommon in the case of founders or sole proprietors. On the other hand, the CEO of a large corporation must create a consensus and keep profit in mind to start philanthropy programs, whereas a sole proprietor may do so out of the kindness of his/her heart.

Those in charge of philanthropy in a large corporation always begin with a comprehensive explanation of the benefits of the program for the company. For example; a philanthropy program for the consumers, who are responsible to social contribution such as green consumers, becomes a lever to gain consumers' support. Socially aware employees do not cause scandals, and so on. Stating the benefits the argument is strengthened that the philanthropy program brings positive effects for the investors

According to the survey by Japan Federation of Economic Organizations in 2001, the total expenditure for philanthropy programs per company in fiscal year 2000 is 416 million yen( average expenditure for 323 companies that answered). This survey reported that the total expenditure increased for two consecutive years from 1999. This proves that philanthropy programs provide positive effects for management and for the company.

On the other hands, while such programs with operation efficiency are increasing, philanthropy by small companies tend to be referred as the "president pastime".

It is not rare to have cases where socially ambitious presidents of small companies make special earnest efforts to employ physically challenged people or to provide supports for local festivals or children's associations. Further, as shown by the fact that the employment rate of those challenged people in small companies is higher than that of large companies, the ratio is higher for small companies even if the absolute size is small.

Many of small companies have relatively few restrictions on the manager like large companies do. Therefore, philanthropy programs can easily be started by the president without bureaucratic red tape. But it is difficult for small companies to justify the time and expense of the philanthropy program. They rarely have contact with consumers directly, so it is difficult to build theories such as gaining the support by conscious consumers. The benefits to the company are not always obvious.

However, if the president is replaced, it is often the case that all the activities are stopped at once because activities are enforced by the president's personal idea. The expression "president's pastime" includes a cynical connotation of unstability. Companies have to pursue profit, but they don't want to only engage in "making money". This is the president's dilemma: he must keep the company's success in mind, while also making the social contribution that is expected of him/her. The solution to this dilemma is to make social contributions the president's pastime.

Recently it is often pointed out that there is merely a relative difference between the company that is close to the red by sticking to the program and the Non-Profit Organization (NPO) that aggressively conducts profit-earning business. We can say there is not much difference between such a company and such a NPO. That is idea of the president's pastime surpasses the idea that "My company is a profit-making corporation". The president pastime may create the possibility of change for future management or new working style.

In addition, to consider it as pastime will release the president's inner conflict. Presidents of small companies, please try "president's pastime" and help to make the world a better place!

 

Noboru Hayase, Executive Director, Osaka Voluntary Action Center

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