Adnkronos (Adnkronos) – Corporate volunteering in Italy is entering a new phase: from an often episodic initiative tied to individual sensibilities to an increasingly structured practice, integrated into corporate culture and people management policies. This is the finding of "Corporate Volunteering in Italy. From Evidence to Practice," a study promoted by the Sodalitas Foundation in conjunction with the University of Macerata. The study analyzes the phenomenon through qualitative research based on 31 interviews with managers, company employees, and representatives of third sector organizations, and a collection of 21 case histories shared by the Foundation's member companies in the first quarter of 2026. Additional case studies will be added in the coming months.
The resulting picture is of a rapidly evolving phenomenon. The most robust experiences are those in which corporate volunteering is recognized as an integral part of organizational identity and strategy, with defined responsibilities, governance tools, and, in many cases, dedicated policies. Of the 21 companies that shared their experience, 18 have formalized their commitment through an internal policy.
Activities range from team and individual volunteering, from operational support to specialized volunteering, providing nonprofit organizations with professional expertise and business know-how.
The research highlights how the value of corporate volunteering isn't limited to the contribution made to communities. Indeed, shared experiences among companies demonstrate significant effects on internal relationships: the volunteering context tends to reduce hierarchies, foster collaboration between people who typically work in different roles, and strengthen a sense of belonging.
Volunteering can also become a tool for integration, onboarding, and the development of a shared culture, creating opportunities for relationships that are difficult to replicate through traditional organizational tools.
One of the most significant insights from the interviews concerns the ability of corporate volunteering to rekindle an already existing civic sense. For some employees, the experience represents a return to forms of social commitment experienced in the past and progressively diminished during their working lives. The role of the company, in this sense, is not necessarily to create a new sense of purpose, but to provide the organizational conditions for that sense to be re-expressed. However, the research also identifies a specific challenge: the "day after." Many programs are now effective in designing the experience, selecting partner organizations, managing logistics, and measuring activities. However, the process of reviewing people's experiences remains poorly managed. A structured discussion at the end of the experience can transform a volunteering activity into an opportunity for shared learning and allow the individual experience to become part of the organizational culture.
The research therefore highlights three development directions for businesses: distributing program oversight through ambassador networks and internal communities; selecting partner organizations based on the real needs of the local communities; and investing in the post-experience phase, through opportunities for discussion and re-evaluation.
The 21 case histories collected in the document demonstrate that there is no single model for corporate volunteering. Instead, there are diverse approaches, all sharing the ability to combine strategic vision, listening to local communities, individual participation, and ongoing collaboration with the third sector. From environmental activities to the protection of vulnerable individuals, from digital inclusion to skilled volunteering, the experiences shared confirm the possibility of developing programs capable of simultaneously responding to concrete social needs and organizations' engagement and growth needs.
"Corporate volunteering perhaps brings something to organizations they've forgotten over time; it restores visibility to something they didn't realize they had at their disposal. It reconnects them with something they already possess: civic capital, a sense of caring, a desire to belong to something larger than the office. Companies that have understood this—and have built the organizational framework to make it possible—are discovering that it's one of the most effective investments they can make in their people," comments Alberto Zanutto, associate professor of Business Organization at the University of Macerata and researcher.
"Corporate volunteering is no longer simply a way to donate time and skills. It's an experience that can strengthen the bond between people, businesses, and communities. Research and case histories show us that, when supported by a clear organizational choice and strong relationships with the nonprofit sector, corporate volunteering can become a concrete component of corporate culture and the creation of shared value. Organizations like the Sodalitas Foundation can be a valuable ally for companies in selecting nonprofit organizations and building a structured and effective approach," says Patrizia Giorgio, senior program manager at the Sodalitas Foundation.
The research findings were presented at an event held as part of the CSR Fair underway in Milan. This opportunity to compare empirical evidence and corporate experiences was attended by Professor Alberto Zanutto and Patrizia Giorgio of the Sodalitas Foundation, Veronica Vismara, Head of Sustainability at Acque Bresciane, Marianna Cawthorne, Corporate Social Responsibility Specialist at Bracco SpA, and Angela Melodia, Senior Manager of Social Innovation and Development at the Snam Ets Foundation. With this work, the Sodalitas Foundation is making a wealth of evidence and experience available to businesses, third sector organizations, and professionals, with the aim of contributing to the development of corporate volunteering programs that are increasingly capable of generating a lasting impact in communities.
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