Sara Francesca Lisot

August, 2nd 2013

CM SU2C Humanitarian Operations

Teacher Rolando Tomasini

Examination paper

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Table of contents

EXAMINATION  PAPER   1  

TABLE  OF  CONTENTS   2  

1.  EXECUTIVE  SUMMARY   3  

2.  INTRODUCTION  ON  THE  HUMANITARIAN  ORGANIZATION   4  

2.1  ORGANIZATIONAL  STRUCTURE   4  2.2  PRINCIPLES  &  OPERATIONS   5  

3.  BRIEF  INTRODUCTION  ON  THE  POTENTIAL  CORPORATE  PARTNER   7  

4.  CASE  FOR  PARTNERING   8  

4.1  INVESTIGATING  THE  ORGANIZATIONAL  FIT   9  4.2  DESIGNING  A  PARTNERSHIP   10  

5.  EXPERIENCES  FROM  THE  PAST   11  

5.1  YOUTH  PROTECTION  IN  ITALY   11  5.2  THE  CRISIS  IN  SOUTH  SUDAN   13  5.3  THE  NATURAL  DISASTERS  IN  PAKISTAN   13  

6.  CONCLUSIONS   15  

REFERENCES   16  

APPENDIX  1  –  INTERSOS  ORGANIGRAMME  2013   17  

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1. Executive Summary

This paper critically analyzes advantages and disadvantages of a potential partnership

between the private logistic supplier Agility and the humanitarian organization INTERSOS,

from the perspective of the latter. On the theoretical level, INTERSOS and Agility CSR

department seem to collimate for the impartial and neutral humanitarian approach, whereas

on the practical level, their capabilities, if diligently coordinated, would complement each other

and improve the end-to-end supply chain design in relief operations. Agility resources and

expertise could contribute to ameliorate INTERSOS performance of saving human lives in the

three main spheres of action: youth protection, refugees camp management and natural

disaster response, that are respectively analyzed in the Italian, South Sudan and Pakistani

cases.

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2. Introduction on the Humanitarian Organization

The Italian agency for coordination of humanitarian aid is AGIRE, Agenzia Italiana Risposta

Emergenze (Italian Agency for Emergency Response). AGIRE does not pursue direct

operations on the field, rather it is an official institutionalized platform to facilitate joint

fundraising campaigns. Its large-scale fundraising mechanism allows the affiliated

associations to significantly increase donations from private companies and individuals in a

short time. AGIRE is a network of 10 major NGOs acting on Italian ground and overseas. The

NGOs are both Italian and international organizations with operational focus on disaster and

emergency relief. One of the renown members is the Italian humanitarian aid organization

INTERSOS.

2.1 Organizational Structure

Founded in 1992 by the Italian Federation of Trade Unions, INTERSOS is a non-religious, non-

profit organization certified by the Ministry of Foreign Affairs. In 2012, it had an annual turnover

of 16 millions €. As stated in the last audit conducted by a leading external auditing company,

94% of the total budget has been used on emergency relief, early recovery and long term

post-disaster development projects, and the remaining 6% has been used to cover internal

administrative expenses.

Funding comes from private contributions collected through AGIRE’s channels, as well as from

public entities like - obviously - the Italian Federation of Trade Unions, the European Union,

OCHA (United Nations Office for Coordination of Humanitarian Operations), Regions,

Provinces and City Councils, AUSER (Volunteering Association for Proactive Elderly People),

etc. On the side of funding partners, INTERSOS is affiliated with six networks of exchange and

cooperation: AGIRE, LINK2007 (Online Cooperation Platform), CONCORD (European NGO

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Confederation for relief and development), ICVA (International Council of Voluntary Agencies),

VOICE (Voluntary Organizations in Cooperation in Emergencies), and UNORA (Italian payroll

giving association). The main office is placed in Rome, with a liaison office in Geneva

(Switzerland). INTERSOS hierarchical organizational structure has 19 task offices, in addition

to the General Assembly (see Appendix 1). There are three levels of management above each

regional director: the Supervisory Board, the General Office of Secretary and the Program

Support Unit, meaning it is important to have adequate means to ensure a constant smooth

information flow among internal management divisions.

2.2 Principles & Operations

INTERSOS’ values are based on the three humanitarian principles (humanity, neutrality,

impartiality), in compliance with the international humanitarian standards. Dignity and human

values are of the utmost importance on the organization’s agenda, especially in

disadvantaged areas struck by armed and civil conflicts, or by natural disasters.

Besides, the following five principles are part of the organization Statute:

1. Independence, being a non-governmental organization relying on differentiated

streams of funding, INTERSOS is independent from any external command, therefore it

can guarantee impartiality in any conflict area situation.

2. Sensivity to local culture and environment, INTERSOS will not introduce any new

behaviors or social practices not familiar with the local context where it operates. The

association fully respects the village culture and natural environment.

3. Local capacity building, INTERSOS works with local staff taking care of their tuition as

a knowledge management tool. Transferring skills and knowledge where needed

preserves local population’s independency from external humanitarian aid resources in

the future.

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4. Professional solidarity, solidarity cannot disregard professionalism. INTERSOS

volunteers are mindful of the humanitarian principles in every action and they strive to

spread solidarity and peaceful approaches.

5. Transparency, to be accountable to donors, supporters and workers, every year the

money flow (donations and expenditure) is audited by an external qualified entity and

published on the website, including detailed information about projects.

Up to now, INTERSOS operations have reached 36 countries across four continents. In 2012

INTERSOS has accomplished 71 projects in 16 countries1 with 47 operative bases and 750

humanitarian operators (93% of which are locals). In the same year, celebrating its 20th

anniversary, INTERSOS wrote three years strategy guidelines to improve efficiency and

effectiveness in tackling humanitarian crisis. Three areas of intervention were recognized:

a. Field operations: humanitarian crisis preparedness/response and early recovery;

b. Organizational development and governance enhancement;

c. Information and Knowledge management.

1 Chad, Democratic Republic of Congo, Kenya, Mauritania, Somalia, Sudan, Haiti, Afghanistan,

Iraq, Pakistan, Yemen, Bosnia-Herzegovina, Kosovo, Serbia, Italy.

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3. Brief introduction on the Potential Corporate Partner

Agility is one of the most recent logistics companies. Started out in 1997 as the Public

Warehousing Company (PWC) in the small country of Kuwait, it grew rapidly to become one of

the top 15 leader firms of the sector. Its area of operations extends over 100 countries with

more than 500 offices. There are three global headquarters that focus on different company

activities:

• Agility Global Integrated Logistics (GIL), based in Switzerland, provides coordination

and supply chain solutions for the commercial division.

• Agility Defence & Government Services (DGS), based in Washington, keeps

relationships and offer services to governments, relief agencies and international

institutions.

• Agility Investments, based in Dubai, supervises company financial opportunities.

Agility’s commercial target markets are BRIC countries and areas under development.

Activities supporting humanitarian aid have worldwide scope, with a preference for the

countries where Agility has already operational centers. The CSR commitment had a long

tradition at Agility, as, since PWC existed, they used to make philanthropic contributions on a

regular basis. However, in 2005 the CEO Tarek Sultan opted for further integration of CSR

practices in the company strategic plan. He hired a new human resource – previously

employed at the United Nations Development Program (UNDP) with a background in

international development – and put her at the head of CSR department. Her first assignment

was to outline a global CSR program for Agility. The CSR strategy has four divisions:

Community Investments in the developing world, Humanitarian and Emergency Logistics

Program (HELP), Environmental sustainability and Ethical and Compliance Program.

In six years Agility has invested in 750 community projects, donated logistics support for more

than 30 natural disasters and won 16 CSR & sustainability awards.

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4. Case for Partnering

Partnerships are a well-known phenomena in the business world along with the political

sector, governments and representative institutions. Every partnership can lead to positive

outcomes and enrich the project experience on both sides, however as often as not they can

cause difficulties and misunderstandings between partners. The non-profit sector and

humanitarian organizations face increasing demand of services on one side and shrinking of

funds and professional structures to sustain them on the other side. At the same time, interest

for CSR and sustainability is progressively gaining the attention of CEOs and managerial

boards of private companies. Pushed by final customers call for big corporations

transparency and high quality standards, firms are willing to feel responsible citizens and

engage in side-business activities with a visible social impact on communities in need.

In the case of INTERSOS, partnering up with a professional logistics supplier like Agility would

facilitate supply chain operations and speed up emergency interventions, eventually

incrementing their impact in responding to humanitarian crisis.

At INTERSOS, logisticians are only 4% of the hired workforce, whereas the bigger part of it

works on Project Management and Office tasks, leaving out a relatively small division for

Finance and Administration. As INTERSOS responsibility is not only to get funding and provide

for procurement, but also to be present on the field when a crisis strikes, it is self evident they

need a partner to assist them and increase their capacity in logistics operations.

INTERSOS is a small Italian NGO that implements 80% of total projects in collaboration with

United Nations (UN) and in particular the 55% with the United Nations High Commissioner for

Refugees (UNHCR). UN recognition and alliance pledge the association to accountability and

transparency, at the same time granting global media exposure and visibility to the logistic

partner.

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4.1 Investigating the Organizational Fit

Before starting any technical evaluation for cooperation (efficiency, costs, capability, size,

global presence, etc.), it is important to check upon the ideological compatibility of the two

organizations, whether they have similar values and code of conducts. INTERSOS driving

principle is:

HOMO SUM, NIHIL HUMANI A ME ALIENUM PUTO.

I AM A HUMAN BEING, SO NOTHING HUMAN IS STRANGE TO ME.

(Terence, 195-159 BC)

This is the anthem of “humanitarianism”, that defines the association way of conduct. The

Chart of Values puts the stress on being an association “without borders” with an impartial and

neutral approach. INTERSOS puts dignity of human beings first, especially of young and

disadvantaged people, whose needs are often overlooked in disaster or conflict aftermath.

Similarly, Agility in its 2012 CSR report mentions the relevance of human dignity and respect of

human rights in every situation, both for its employees and the international community. The

four-pronged approach of Agility to CSR (Our People, Business Ethics, Community and

Environment) reveals the philosophy of the company, determined to make a difference

through its activities, not only business-wise. Agility’s strong commitment to long term CSR

humanitarian projects is represented by the thinking of “giving back” to the communities and

the planet. As for the NGO, in particular children and youth need specific recovery assistance

as they are the energy of tomorrow. In fact, there are numerous schools and pre-school

centres the company has contributed to, i.e. in Myanmar, Pakistan, India, Philippines,

Indonesia.

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Another core value of INTERSOS is empowering the local communities, organizing training for

local inhabitants with a twofold aim. On one hand, the target community should be able to be

self sufficient in the long run - having acquired new competencies (practical skills and

organizational practices); on the other hand, working with local staff is a way to contribute to

agility and adaptability in the supply chain, as locals know better the specific geographical and

cultural context and are oftentimes dialogue facilitators in the informal network.

Also Agility has the business tradition of employing local staff when opening new offices. They

appreciate sharing the diversity of attitudes and the local wisdom of territory and customs.

Lastly, as Agility started HELP and LETs (Logistic Emergency Teams) six years ago, their

capability and accountability (if they are reliable or not and at doing what) are shown by the

track record of their pro-bonus past activity. It can be inferred their commitment to CSR

program is experiencing an upward curve, as the number of interventions has exponentially

heightened in the two-year period 2011-2012, compared with the precedent period.

4.2 Designing a partnership

Agility resources and expertise could provide for logistic INTERSOS operations in the

countries where the latter is more active (i.e. Yemen, South Sudan, Mali, Pakistan). What is

more, the company has basis and warehouses in those same countries or the closest ones.

The geographical continuity of GIL Switzerland Headquarters and the NGO Geneva office

could guarantee a practical space to the relationship management, even though, in the initial

phase, relations with political and humanitarian institutions are of Agility DGS concern

(Washington office). Defining clearly roles and responsibilities is a strategy to avoid conflicts

of interest in the future, that might arise in the situation of urgency and high-stress of the

operations. For instance, INTERSOS could be at the head of the coordination and responsible

for decision making, not to mention is the one to be upfront on the field and to maintain its

presence over the necessary time (weeks or months). Consequently, the role of Agility would

11

be supplying for the transportations of the required goods in the shortest time possible. The

sought-after effect of a prolific partnership is cross-sector learning. Learning happen in many

different ways and it is up to the individuals involved in the process to determine which one is

more convenient to them. Nonetheless, at the time of partnership defining – before entering a

stressful operational phase – it is useful to create a platform for archive and manage

information and new knowledge.

In the reciprocal learning relationship, Agility could contribute with business “tricks” to the NGO

(i.e. specification and category management in the supply chain), while INTERSOS offers the

company the opportunity to engage in truly uncertain situations and show its ability of deal with

uncertainty. Moreover the company can test itself and gain experience in working around the

clock for an agile, aligned and adaptable supply chain, and all this for the sake of saving lives,

not moved by profit-making motivation. On the practical side, Agility employees who would

like to volunteer for CSR projects can receive training by INTERSOS and participate in one of

their missions. For those who like to give cash donations through payroll – an implemented

practice at Agility – the payroll system could be integrated with the Italian Humanitarian Payroll

Association UNORA, which is directly managed by INTERSOS.

5. Experiences from the past

5.1 Youth protection in Italy

In 2011 INTERSOS gathered private funds to build a hospitality centre for orphans and young

refugees stuck in Rome or in transit. According to the Italian Register of Younger Immigrants,

there are some 8.000 young immigrants without a family in Italy. About 15% of them are 16-17

years old and come from Afghanistan – they are the most consistent cultural group. The

objective is to respond to the emergency of minors leaving in the street, continuously exposed

12

to dangers and abuses. The centre – called A28 – is open only overnight from 10 pm to 8 am

for 365 days a year. Its aim is protecting the youth in a non-invasive and spontaneous manner,

giving them the opportunity to spend the night in a safe and warm place with free shower

facilities for hygiene. The service is free and opened to every young in Rome without a place

to sleep, especially to Afghani younger refugees. Volunteers from INTERSOS, Save the

Children and the cooperative Civicozero operate it. Since its opening, A28 has helped 800-

1000 children every year. Youth protection is one of INTERSOS main activities, especially in

the context of conflict refugees and poverty.

From a company CSR perspective, youth protection is a media neutral zone. Whilst attracting

media attention for the “good story”, it is unlikely the topic woud provoke extreme reactions or

conflicts of interest with the company’s regular commercial activity. Also Agility has dedicated

part of he investments in its recent Community Projects to the construction of primary schools

(Pakistan), night vocational schools (India), pre-school centers (Myanmar), and rural schools

(Philippines). The safety and education of the young segment appears to be prioritized by

Agility’s CSR agenda.

Fig. 1 Near Stazione Ostiense (Rome) before and after the construction of A28

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5.2 The crisis in South Sudan

The situation in South Sudan is to some extent complex and desperate. There are a number of

factors that originate humanitarian emergencies in the region: the conflict of Abyei area, the

conflict in Sud Kordofan and Blue Nile, inter-tribal conflicts in Jonglei, in addition to droughts

and floods. In 2012 INTERSOS supported by UNICEF, UNHCR, CHF (Common Humanitarian

Fund) and IOM (International Organization for Migration) completed 12 projects with a total

budget of 6 millions Euro and a pool of direct beneficiaries of over 650.000 people. Among

the projects, there were a few programs educating locals on how to respond to emergency

situations and hygiene promotion, along with protection and provision of assistance for the

refugees. INTERSOS has a basis in Bor – capital city of the State of Jonglei – founded in

2006. In the same year also Agility’s CSR has accomplished a project in South Sudan. Four

volunteer humanitarian operators from the company helped to set up a supply chain delivering

bicycles and medicine to the American NGO International Medical Corps. Some areas of the

region are remote and lacking of infrastructures to reach them, so the bicycle is the only

means of transportation to bring life-saving medicines and healings to the beneficiaries. The

majority of them are the weak segment of the community (women, children, elderly people),

not able to walk or travel long distances to reach bigger cities. Agility’s expertise contributed

to find a suitable logistic solution for the region and to implement the transport-over-last-mile

scheme. If INTERSOS could have taken advantage of Agility’s distribution system, it would

have saved money to swell the ongoing projects.

5.3 The natural disasters in Pakistan

Pakistan is a country doomed to bear natural disasters (typhoons, floods, droughts), which are

occurring more frequently in recent years primarily due to climate change. These extreme

circumstances leave the country in a situation of chaos and humanitarian emergency, calling

for international aid as the federal government has not enough resources to assist the

14

Fig. 2 Satellite view and disaster impact map of Pakistan floods in 2010

population. After the devastating 2010 Pakistan floods, INTERSOS volunteers went out on the

field in coordination with other NGOs and were ready to support the victims. However, at that

time, their logistic supplies resoundingly failed. The major bottlenecks were political aspects,

as Italian politicians were expected to give INTERSOS the green light to use public funds, but

they did not act with the same promptness as they did, for example, in Haiti, Thailand,

Indonesia and other “terrorists-and-Talibans-free-countries”.

In the words of INTERSOS president Nino Sergi in a press release of August 2010, the problem

sounds clear: “If we had got quick substantial help and to the most remote and isolated areas,

the response of Pakistanis would have been of gratitude and friendship (as we are checking

daily in the villages where we bring aid) and would last for decades in their memory, erasing the

amount of hatred and pseudo-religious ideology that others are sowing.” In this case, a

previously arranged partnership with a private logistic supplier would have mobilized quickly

the much-needed stocks of food, medicines and non food items to make the disaster

response work. Even though a global company is not free from delicate relations with

15

politicians, if a similar situation ever happens in the future, it is likely Agility would be ready to

act. In fact the company CSR aid division HELP was present in Pakistan with relief programs

various times after 2012 floods.

6. Conclusions

Cross-sector collaboration between a NGO and a private business would benefit the

weaknesses of the organization providing means and expertise, while the company would

grow visibility and reputation showing its social impact on the world. A partnership with a

global, accountable and capable logistic supplier as Agility would assist INTERSOS in its relief

operations, developing a faster and more reliable supply chain. The effectiveness of its three

main areas of interest could experience a significant improvement, resulting in a larger social

impact: reaching more beneficiaries with better quality goods and services. During disaster

relief operations, having a professional and experienced logistics partner would guarantee

preparedness and quick response at a higher degree, lowering the chance of Pakistan

situations to happen again. Additionally, in the activity of marginalized youth protection and

refugees campsite management, INTERSOS could also benefit from company employees

engaged in the internal CSR volunteering program. Furthermore, volunteers leaving in different

geographical areas will share their various cultural backgrounds and enriching education to

tolerance and solidarity. However, depending completely from Agility would mine INTERSOS

founding principle of independency, therefore the partnership should have some limitations

over time or number of projects. Finally, to preserve integrity and neutrality of INTERSOS

operations, the partner company role decision making process, task responsibility and public

visibility should be clearly defined at the very beginning of the cooperation, and often updated.

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References

Agility: A Global Logistics Company and a Local Humanitarian Partner, Tomasini R., Hanson M., Van Wassenhove L. (2008), INSEAD Social Innovation Centre, France Agility Corporate Social Responsibility (CSR), 2013 – video url http://www.youtube.com/watch?v=nWmXacmLbHk&feature=share&list=PLEJW-gktjw1_8uaaI1VyjGWjpENE0Vu8b Agility CSR Report, 2012 http://www.agilitylogistics.com/EN/Pages/Agility_Corporate_Social_Responsibility.aspx Humanitarian Logistics, Toamsini R. and Van Wassenhove L. (2009), Palgrave Macmillan, UK INTERSOS Auditors’ Report to Balance 2012, Balance Sheet 2012, Brief Activity Report for 2012, Explanatory note to Financial Statement 2012 http://intersos.org/en/about-us INTERSOS Case Italy http://intersos.org/notizie/news/minori-afgani-roma-inaugurato-%E2%80%9Ca28%E2%80%9D-il-primo-centro-notturno-d%E2%80%99emergenza-italiano-minor INTERSOS Case Pakistan http://intersos.org/notizie/approfondimenti/il-pakistan-i-nostri-valori-e-il-nostro-futuro INTERSOS CV http://intersos.org/sites/default/files/images/cvintersos2011_1.pdf INTERSOS Organizational Structure http://intersos.org/sites/default/files/images/organigramme2013.pdf INTERSOS Strategic Policy and Plan, 2012 http://intersos.org/sites/default/files/images/strategia_triennale_eng_web_2.pdf UNDP website http://www.undp.org/content/undp/en/home.html UNHCR website http://www.unhcr.org/cgi-bin/texis/vtx/home.html

17

Appendix 1 – INTERSOS Organigramme 2013

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