Friday, May 21, 2010
chuanyu
UNICEF joins forces with multi-national companies such as IKEA, with its programs to help the children. UNICEF focus it effort to improve the well being of children in poor countries. UNICEF’s efforts includes programs such as Child Survival and Development, Basic education and gender equality, HIV/AIDS and children, Child protection and Policy advocacy and partnerships for children's rights. The 5 focus areas mentioned above are programs design to meet its specific MDGs.
Why would companies wish to collaborate with non-profit organizations? It is because such collaboration would “strengthen its corporate image, demonstrate its commitment to social responsibility, bolster employee morale, and promote positive customer relations.” And also when products are cause-related it gives consumer a chance to support UNICEF when they purchase their products. This in return “engages consumers, boost sales and enhance its corporate image”. Being in partnership has many benefits to the participating corporation; it improves its corporate social responsibility in whole and also improves the image of the company.
IKEA and UNICEF
IKEA has been contributing to UNICEF’s cause thru strategic social investments, fund raising, cause-related promotions etc. Being the largest cash donor to UNICEF, IKEA has donated more the $180 million to support UNICEF programs. IKEA has also sign a 5 year agreement and pledge $100 millions with UNICEF India to support Child Survival and Protection programs. IKEA also contributes non-monetary donations such as tables and chairs which are put to good use in schools that IKEA also help in building.
IKEA has strong corporate social responsibilities even before they decide to collaborate with UNICEF. IKEA decide to take its social commitments to a global level in 2005 and started a social initiative. Their mission is to improve the rights and life opportunity of many children. IKEA has been successful in this area is due to their strong standards they have in their corporation.
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