Corporate success has to be achieved and assessed on an ethical, social and environmental level and the economic-financial too. Consequently, both the aims and related measurement parameters have to be defined not only from an income and patrimonial perspective, but also in relation to a wider range of aspects coming from a previous integration from the ethical and social values that identify the company. The definition of those elements allows to recognize the global “responsibility” of the company towards its stakeholders, in fact their judgment are particularly decisive, especially in the specific case of a company like CISREM Srl that, as a university spin-off, pursues “social well-being” goals through the planning implementation, in addition to the typical objectives of a business management.
So that all stakeholders (both internal and external, current and potential, those who are a direct or an indirect connection to the company and so on) should have an opinion concerning the consistency of results obtained to the general strategic target, it should be better to arrange a suitable accounting process. This one is aimed, among other things, to draw up the social balance sheet – a document that represents the behaviours and results of the company focusing on issues such as the generated and distributed wealth, the impact of this activity treating on the cultural level, with reference to the social background, on the life and health quality and on the safety for those people who are connected to the company, on the social relationships, on the natural environment, its resources, and so on.
The project “Social Balance Sheet” elaborated by CISREM S.r.l. aims, thus, to draw “an instrument of social accounting that, together with more traditional information tools, could help the company to develop a widespread and transparent communication strategy, capable of achieving consensus and social legitimization which are the basic assumptions to attain any other objective, including those concerning income and competitiveness”.

In order to create, actually, a climate of mutual relationship with stakeholders, it is necessary considering the drawing up of the social balance sheet as a moment of a wider strategic orientation scheduling, briefly:

• The integration of corporate values in several aspects of the business process, beginning from the strategic to the operative choices;
• The definition of the map of stakeholders;
• The beginning of a social accounting process that allows, through the instrument of social balance sheet, to begin an appropriate dialogue with stakeholders;
• The organisation, as required in the previous point, of a suitable information system to:
• noticing goals and results through an accounting and extra-accounting approaches consistently to the range of values that allow to identify the corporate performance;
• to noticing the expectations and opinions of stakeholders.