NGO's, activism and PR

The third sector is large and diverse; it consists of non-profit and non-governmental organisations that exist to serve a social cause, which can also have a political or an environmental aspect attached to it. Third sector or voluntary organisations are in a continuous battle to improve the world, society and the lives of people who are part of it. The organisations’ causes range from fighting world hunger/poverty, aiding the unwell and sustaining the environment. Although these organisations have different aims, they all engage in the same activities which can be the ‘hands on’ activities like providing physical assistance, campaigning and most importantly advocating and lobbying. 

The key stakeholders of charities and NGO’s are the general public, corporations and local and national governments. Having said that, the relationship of corporate companies with NGO’s can often be tense, as NGO’s are always on the lookout for company misconducts and are prepared to take action if they feel like a corporation is engaging in activity that goes against what they stand for.

From a corporation’s viewpoint, NGO’s can be classified as active publics. As Grunig’s situational theory suggests (Grunig and Hunt 1984), active publics are groups of people who share an interest or concern for an issue or problem and who organise to do something about it.  According to this theory, an organisation should actively communicate with these public and to maintain a positive relationship with them, as they are likely to take action. Seeing that the relationship between corporations and NGO’s can often be edgy, it could then be in a corporation’s or even in the NGO’s interest to form a partnership with each other. Reaching to some kind of negotiation would benefit both and conflict could be avoided. 

Companies often form partnerships with NGO’s as part of their CSR programmes. This could be a win-win relationship. British retailer Marks and Spencer is famous for these kinds of partnerships. Some examples of this work are the M&S and Oxfam clothes Exchange programme in 2008 or Greenpeace supporting M&S’s policy on sustainable sourcing of fisheries products. However, on other occasions such partnerships may have their critics. Nestlé’s partnership with the Forest Trust (TFT) last year to combat deforestation (Nestle was allegedly reviewing its palm oil supply chain) was criticised by Greenpeace who organised a campaign against them claiming that this move was just a cover up and that the company had ulterior motives. This is the viral video of the Greenpeace campaign:

This is just an example of how sometimes partnerships with NGO's can backfire. Another interesting issue it that just because an NGO forms a partnership with a company, it does not mean that the NGO will have a favourable view towards it. Companies need to be cautious when selecting partners and to ensure there are no conflicting interests in the process.

An interesting report by C&E Advisory (leading ‘business & society’ consultancy) provides an insight to how companies and NGO’s perceive partnerships formed between them.  The report provides information on the nature and importance of corporate- NGO partnerships, also the challenges and opportunities that arise from them. Click to view the Corporate-NGO Partnership Barometer 2010  

Bibliography:

Tench, R.,Yeomans, L.,(2006). Exploring Public Relations. England: Pearson Education Limited.

Grunig, J., Hunt, T.,(1984). Managing Public Relations. USA: Harcourt Brace Jovanovich College Publishers

Additional reading: 

http://www.csreurope.org/solutions.php?action=show_solution&solution_id=114