SOCIAL BENEFIT: THE NEW STRATEGIC POWER OF INSTITUTIONS

Social benefit and sustainability are now more important than ever on the agenda of organizations. Merely making a profit is no longer sufficient for success; true and lasting success comes from growing together with society. Every step organi zations take shapes not only the present but also the future.

Today’s consumers no longer expect just high-quality prod ucts or services; they also expect a value-driven approach. Organizations that are sensitive to social issues are increas ingly preferred because a brand’s size is now measured not only by financial indicators but also by its contribution to society and the impact it creates. Trust, reputation, and social responsibility have become critical competitive advantages for companies’ sustainability.

Brands that can build strong ties with society and earn the trust of their stakeholders are enhancing their reputation. Customers, investors, and employees want to see brands that are sensitive and responsible in environmental and social issues. Therefore, for every organization aiming for a sustainable future, social benefit projects are no longer a choice but a necessity.

Research shows that conscious consumers demand mean ingful, measurable, and integrated approaches from organizations. Accordingly, social responsibility initiatives are expected to be integrated into organizational strategies, and investments are expected to be made in projects with high social impact. Projects in areas such as education, the environment, youth, equal opportunity, employment, and women’s entrepreneurship strengthen the brand’s reputation while also providing resilience during times of crisis.

Institutions that approach society solely with the goal of profit lose trust, while value-creating institutions build long-term loyalty and trust relationships. When an institution contributes to solving society’s problems, it increases not only its brand value but also its emo tional capital. This positively impacts all stakeholder relationships, from customer loyalty to investor interest.

The new generation now supports brands they believe in. Employees also want to be part of organizations that serve a meaningful purpose. According to Deloitte’s 2024 Gen Z & Millennial survey, employee engagement in socially beneficial organizations is 30% higher than in traditional organizations, and more than 60% of young professionals prefer to work for brands that value sustain ability and ethical values. In other words, social benefit not only empowers the outside world but also strengthens the internal dynamics of the organization.

Social benefit projects both secure the future of in stitutions and contribute to the well-being of society.

According to Deloitte Global’s 2024 Sustainability Report, “Companies with diversity, equity, and inclusion policies have a 25% higher brand trust rating. Investors now look not only at financial performance but also at the organization’s ESG (environmental, social, gover nance) performance. While 70% of organizations track ESG performance directly at the board level, 84% of investors now consider ESG performance as important as financial indicators in their investment decisions.

And… it is stated that the market value of companies that share ESG data in integrated reporting systems is 10 percent higher than the sector average.

True leadership is measured not only by financial success but also by the impact it leaves on society. When we asked leading figures in our country and around the world about their priorities in the book “Value-Creating Leaders,” which we co-authored with Ümran Beba in 2022, their responses underscored the importance they attach to this issue. According to this, the common characteristics of Value-Creating Leaders are:

1. The value placed on people
2. Equal opportunity approaches
3. Courageous and visionary leadership
4. The goal of creating social benefit
5. Consistency, integrity, and inclusivity
6. Continuous education and development
7. Awareness of sustainability

Leaders who make a difference are individuals who effectively utilize both emotional and analytical intelligence; they are stra tegic thinkers, capable of empathy, and embrace a humanistic approach. Organizations led by such visionary leaders, with a strong answer to the question “What are we doing for society?” will be the winners not only of today but also of tomorrow.

But how? What should be considered when selecting the right social impact projects and enhancing their social impact?

-First, the areas of benefit to be focused on in line with the organization’s mission and vision should be determined.
-By conducting competitor analysis both domestically and internationally, and examining internal research and external data sources, it should be decided which problem the CSR project will contribute to solving; concrete, measurable goals should be set. Setting goals that are compatible with international frameworks such as the United Nations Sustainable Development Goals (SDGs) will strengthen the project’s impact.
-Original project ideas should be developed on the selected topic, the project’s target audience and stakeholders should be identified, and stakeholders should be involved throughout the project. To this end, the needs should be accurately identified by collaborating with individuals, public institutions, local governments, NGOs, and other stakeholders who will benefit from the project. Subsequently, the project’s budget, timing, annual work plan, clear objectives, and evaluation criteria should be determined.
-It is crucial to maintain strategic communication from the initial planning stage to the final day of the project and to share developments with the public and target audiences at specific intervals throughout the process. To this end, a comprehensive communication plan should be prepared and meticulously implemented

It should not be forgotten that sustainable institutions are not solely prof it-driven; they are institutions that generate value and invest in people and society. As they contribute to society, they ensure their longevity; as they produce solutions to social problems, they build their future. Social benefit projects are both the cause and the result of this transformation.