Polish NGOs and businesses: Moving from social impulse to lasting impact

A recent discussion in Poland, co-organized by BDO at the ESG Ideas Fair, explored the evolving landscape of social initiatives and their impact, particularly within the Environmental, Social, and Governance (ESG) framework. The event brought together diverse perspectives, fostering a nuanced debate on how non-governmental organizations (NGOs) and private businesses can forge more effective and lasting partnerships.

Data from a 2024 report by the Klon/Jawor Association indicates that while 63% of NGOs maintain contact with private companies, only 16% do so regularly. More critically, organizations are often viewed as mere beneficiaries rather than active partners involved from the initial stages of project development. Polish businesses, in particular, are noted for their infrequent use of NGO expertise during the crucial design phase, a significant oversight given the third sector's deep understanding of societal needs.

Participants stressed that partnerships require careful selection. From a business perspective, credibility, reliability, and strategic alignment are key. NGOs, conversely, must assess whether funding sources might compromise their authenticity and impact. Accepting every offer, even if it addresses immediate needs, could lead to long-term reputational damage, loss of credibility, or diminished stakeholder trust. This is particularly relevant as a 2022 CBOS survey revealed that 37% of Poles still believe abuses and privatization occur within the NGO sector.

The discussion also touched upon the value of diverse contributions beyond financial aid. Engaging employees' time, leveraging communication channels, and sharing specialized knowledge are equally valuable. Furthermore, incorporating stakeholder voices through interviews and consultations is vital to ensure initiatives genuinely meet societal needs and align with current trends. While addressing all problems simultaneously is impossible, supporting initiatives consistent with an organization's values and mission is crucial, alongside a potential diversification of activities that balances spontaneity with a systematic approach and local action with broader influence.