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Clients
ABAC
IDIS’s support for ABAC – Associação Brasileira de Administradoras de Consórcios (Brazilian Association of Consortium Administrators) involved two phases. In the first, IDIS advised the national directorate in the association’s Social Action planning process. This work led to the identification of the functions, the focus of the organization’s social area, and the main activities in the first year of implementation. In the second phase, IDIS supported the implementation of ABAC’s Social Action, in line with the organization’s principal vocations and competencies.
AMUSP
In 2004, IDIS made a situational diagnosis of the Associação da Mulher Unimed do Estado de São Paulo (São Paulo State Unimed Women’s Association) and defined a governance model for the organization. An organizational management model was built, outlining roles and responsibilities of the members of the Association, aligned with AMUSP’s objectives, and an internal regulation was prepared, establishing the forms of operation of the Association and the Vida Iluminada (Illuminated Life) Program. Lastly, a 12-month training plan was created for AMUSP members and a course held on the theme of NETWORKS.
In 2002, IDIS supported the company in the creation of the Instituto Avon. The first phase of this work involved a situational analysis of Avon Brazil’s social action in the two previous years; alignment of the social actions with the company’s main vocations and competencies; the establishment of a strategic action plan based on the mission, vision, values and main programs of the Avon Institute, and the establishment of its legal and structural bases.
In 2002, based on interviews with company professionals and on planning, social responsibility, governance, operational structure and modus operandi workshops, IDIS drew up documents on the Operational Structure, Programmatic Policy and Modus Operandi of the company’s social investments.
Instituto Hedging-Griffo
IDIS technically supported the Instituto Hedging-Griffo in the formation of the Rede Crescer (Growth Network), initially composed of social organizations of informal education, many of them participants of the Crescer Program.
In 2003, IDIS conducted and facilitated Fundación Arcor’s strategic replanning process. This work involved a diagnosis of its programs; identification of the vision the organization’s leaders, the foundation and the principal stakeholders had about its action and its future; development of a strategic plan for the Foundation, and lastly, conception of a proposal for the structure of the Board of the Foundation. In 2004, IDIS helped Fundación Acor develop its 2005 to 2007 Action Plan, which covered the Foundation’s functions, realignment of its programmatic priorities and areas, objectives, action strategies, expected outcomes, desired partnerships and estimated resources, strengthening of the Executive Management as a body of technical and operational decisions prepared to implement the action plan, and revision of the organizational structure.Starting from the definition of the company’s social investment focus (health), a visit to its world headquarters in Basel, Switzerland, and interviews with its executive body, in 2002 IDIS prepared a document about the creation of a Tropical Pathology Research Network as a programmatic priority to be developed by the organization as part of its social responsibility.
In 2004, IDIS conducted a study of the social programs developed by Gerdau, from the standpoint of the company’s strategic objectives. This analysis helped Gerdau incorporate better practices in the organization and direction of its strategic social investment. It also allowed for planning of future investments, focusing on their sustainability.
www.institutovotorantim.org.br
In 2002, IDIS rendered consulting services in strategic planning for the creation of the social area of the Grupo Votorantim /Instituto Votorantim, involving the definition of the vision, mission, governance structure and action focus of the new institute.
www.institutopaodeacucar.org.br
The advisory work for the Instituto Pão de Açúcar was done in partnership with the Full Jazz Comunidade and involved a reassessment of the objectives and strategies of the volunteer program of the Pão de Açúcar Group and the outlining of an expansion plan for the program for 225 stores. The Institute is the coordinator of this program in the company.
The Brazilian arm of the World Child Foundation created by Her Majesty Queen Silvia of Sweden, the Instituto WCF-Brasil aims to break the cycle of violence inherited by Brazilian children and adolescents by supporting and developing actions and projects that focus on facing sexual violence. The contribution of IDIS to WCF-Brasil exemplifies the incubator action it performs for some organizations.
IDIS’s work with Klabin, the leading Brazilian company in the manufacture of packaging paper and cardboard, corrugated cardboard and industrial bags, aimed to build a Corporate Social Responsibility Program focused on reality in the communities where the company operates.
Starting from the definition of the company’s social investment focus (health), a visit to its world headquarters in Basel, Switzerland, and interviews with its executive body, in 2002 IDIS prepared a document about the creation of a Tropical Pathology Research Network as a programmatic priority to be developed by the organization as part of its social responsibility.
In 2005, IDIS offered its technical consulting services to SABESP for the structuring of its Corporate Social Responsibility (CSR), based on a situational diagnosis of CSR and Corporate Social Investment (CSI).
IDIS advised Unibanco in the definition of its investment policy and allocation of resources deriving from its social fund, as well as in the choice of projects and nonprofit organizations that would benefit from those resources and in the monitoring of these initiatives. Four organizations that work with complementary education – two in São Paulo, one in Minas Gerais and another in Rio de Janeiro – were supported in the development and implementation of an institutional strengthening project in 2004.
es deriving from its social fund, as well as in the choice of projects and nonprofit organizations that would benefit from those resources and in the monitoring of these initiatives. Four organizations that work with complementary education – two in São Paulo, one in Minas Gerais and another in Rio de Janeiro – were supported in the development and implementation of an institutional strengthening project in 2004.
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