2016-11-03 building disruptive csr
TRANSCRIPT
Thrive. Grow. Achieve.
Building Disruptive CSR (Corporate Social Responsibility)
Clifford Yee – Managing Director
November 3, 2016
Carol Chin-Fatt – Engagement Leader
Confidential
Disruptive Corporate Social Responsibility Initiatives
November 3, 2016 Clifford Yee – Managing Director Carol Chin-Fatt – Engagement Leader
2 Confidential
Prepared for:
The information provided herein has been provided expressly for Raffa Learning Community attendees as a basis for discussion purposes only.
This presentation was developed, compiled, prepared and arranged by Raffa, P.C.
through the expenditure of substantial time, effort and money and constitutes valuable intellectual property of Raffa, P.C.
All right, title, and interest in and to the presentation is vested in Raffa, P.C. and
none of these presentation slides may be used or reproduced without Raffa, P.C.’s prior written consent.
3 Confidential
What are we here to talk about today?
• Who & Why
– This workshop is for young for-profit start ups that want to run their businesses in a socially responsible way
• What You’ll (hopefully!) Learn
– Develop a clear understanding of corporate social responsibility (CSR)
– Understand the importance of articulating your intended social impact
– Discover methods for measuring and communicating the ROI of your CSR initiatives
– Identify potential CSR opportunities for your business to maximize reputation, trust, efficiencies and employee motivation — while achieving impact
4 Confidential
To serve as a catalyst for positive systemic
change
Mission
Total
Employees
275
Office Locations
(DC & Rockville)
2
Accounting Consulting Technology
Audit Human Resources
Tax Search & Transition Investment Advisory Employee Benefits A
ffilia
ted
Com
pani
es
Professional Services $344,701
Cash Contribution $119,571
In-Kind Contribution $2,415,485
Pro Bono Contribution $2,879,757
2015 Total Contributions
Community Giving
2015
Revenue
$46M
A quick snapshot of Raffa, P.C.
5 Confidential
Corporate Social Responsibility (CSR) defined
“Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large”
– World Business Council For Sustainable Development
6 Confidential
Companies engage in a variety of social responsibility initiatives and tactics
Nonprofit Partnerships
Human Rights
Philanthropy
CSR Reporting
Workplace Diversity
Employee Treatment
Environmental Management
Cause Marketing Supply Chain
Community Investment
Employee Volunteerism
Product Giveaways
Corporate Governance Sponsorships
7 Confidential
Which typically result in three key business benefits
• Differentiation
• PR & Marketing
• Customer loyalty
• Environment
• Supply Chain
• Cost Savings
• Productivity
• Talent Retention
• Company Culture
Brand Operations Employee Engagement
8 Confidential
Corporate Philanthropy
Corporate Responsibility
Creating Shared Value
Collective Impact
“Give Back”
Business must fulfill community
obligations
“Minimize harm”
Business should be responsible
“Find opportunities in social problems”
Business can address social
problems to increase profits
Traditional Progressive
“Transform Systems”
Business must collaborate to solve
social problems
Companies design their CSR programs based on their lifecycle, mission, values and intended impact
9 Confidential
Brand Operations Employee Engagement
Social Impact
Regardless of intended impact, all companies should measure the social impact of their programs
10 Confidential
UN SDGs can help companies both develop and align their CSR efforts, and/or define their intended impact
11 Confidential
A logic model is useful tool to help companies identify their desired impact and what it will take to achieve it
Inputs Outcomes Outputs Activities Impact
Resources dedicated to or consumed by the project
What the project does with its inputs to achieve its mission
The volume of work accomplished by a project
Benefits or changes for participants during and after the project
Long term consequences of intervention A fundamental change in a system or society
Planned Work Intended Results
12 Confidential
Case Study: USAA’s Corporate Responsibility Aspiration
Our Signature Cause
National Focus
Employee & member
time, talent & treasure
GOING ABOVE FOR THOSE WHO HAVE GONE BEYOND
MILITARY FAMILY RESILIENCY
FAMILIES IN NEED + EDUCATION + DISASTER RESPONSE
Support for Military Caregivers, Families of the
Fallen, & Wounded
Financial Readiness for Service Members,
Spouses & Children
Fulfilling Careers for Veterans & Military
Spouses
+ +
Promote emotional well-being, healing, support systems & financial empowerment
Improve financial behaviors, habits, stability & security
Provide transition assistance and increase career opportunities
Additional Local Focus
Direct Impact Targets Support safety, prevention and natural disaster
relief efforts for communities we serve Promote financial literacy and help students
gain STEM-related learning opportunities Address basic human needs due to
homelessness and hunger
Giving via USAA & The
USAA Foundation
Collaboration with military & community
groups
Products & services
(aligned to cause)
The USAA Educational Foundation
Resources (Enablers)
13 Confidential
Creating Shared Value
Nutrition, Water, Rural Development
Environmental Sustainability
Protect the Future
Compliance Laws, business principles,
codes of conduct
Culture, Values & Principles
Case Study: Nestlé’s Strategic Roadmap to Create Shared Value
14 Confidential
Disruptive trends are accelerating social impact and businesses are becoming forces for good
Investing in the Human Capital of your Business
Emerging Frameworks for Collaboration
New Tools for Measuring and Reporting Impact
15 Confidential
Progressive companies are investing in the well-being of their employees
Health & Fitness Mindfulness
Fiscal Fitness
Diversity &
Inclusion
Social Media
Family Volunteerism
16 Confidential
And deliberately building a workforce that is purpose-aligned
To draw global attention to stories
that connect us
To share stories that matter, amuse,
inform and inspire
To democratize access to space for the benefit of life on
earth
To create freedoms for customers
without access to power
Believing community extends beyond the
places where we have stores
Example Purpose Statements
Source: Imperative 2016
17 Confidential
By harnessing the sense of purpose that drives their workforce, companies are fostering more social good
Purpose is powerful Purpose-oriented workers are engaged and more likely:
• to be leaders (58%) • to stay at their companies (20%)
•To promote the brand (57%) • to find meaning in their work (64%)
Purpose Finding work that matters to each person, and
connecting them to opportunities where they can drive meaningful impact
Employee Orientation
Purpose | Achievement | Money
Source: Imperative 2016
18 Confidential
Purpose-driven companies are working towards solving meaningful world problems with their employees
Every generation has Purpose-Oriented workers
“Purpose taps a universal need. It serves as a motivator despite cultural differences – uniting everyone to contribute
to something bigger.”
Source: Imperative 2016
19 Confidential
• Walks, Runs • Care/Impact Days, Weeks, Months
• Drives & Kit Assembly • Micro-Volunteerism
• Board Service • Pro--bono Service • Mentoring • Loaned Execs • Fellowships
• Matching Gifts • Dollars for Doers • United Way/CFC • Employee Funds • Online Giving Campaigns
Involvement Projects
Employee Giving
Skills-based Volunteerism
Companies are finding new ways to engage employees via smaller giving programs and skills based volunteerism
20 Confidential
Engaged employees can bring authentic humanity to their employer’s brand
1. Pick your channel (s)
3. Let employees help tell your story
2. Create or engage in something bigger
#faceversary #AdobeLife #IamCapitalOne
#TeamAmtrack #MacysLove
#LivingtheMcDream
#TalkinKoons
21 Confidential
New models of partnership are providing companies easier ways to collaborate for more meaningful impact
Collective Impact
Public-Private Partnerships
Place-Based Initiatives
22 Confidential
Corporations are increasingly leveraging Public-Private Partnerships (P3s) to address community issues
Traditional P3 Focus Areas
Emerging P3 Focus Areas
23 Confidential
Place-Based Initiatives allow businesses to address social issues in their local communities more holistically
Place Based
Initiatives
Access to Quality
Education
Jobs & Economic
Vitality
Affordable Housing Safety
Access to Quality
Healthcare
24 Confidential
Case Study: NAZ in Minneapolis, Minnesota
25 Confidential
The Collective Impact model brings together cross sector community partners to solve a specific problem at scale
26 Confidential
Case Study: Harlem Children Zone and Strive Partnership are examples of replicable collective impact success
27 Confidential
No matter the type of model, sustainable multi-stakeholder collaborations have several common conditions of success
Shared Measurement
Continuous Communication
Backbone or Anchor Support
Common Agenda
Mutually reinforcing Activities
28 Confidential
As your company advances in its CSR journey, measuring your social impact becomes more important
Access to Finance
Helps Tell Your Story
Helps Achieve Your Purpose
Indicates Well-Run Operations
Impact Reporting is an Expectation
Measure Outcomes vs. Inputs & Activities
29 Confidential
Companies are using a variety of frameworks and certifications to demonstrate their impact
GRI Standards >> Overview Video
Certified B Corporation
Global Impact Investing Rating
System
Impact Reporting & Investment
Standards (IRIS)
Sustainability Accounting Standards
Board (SASB)
Global Reporting Initiative
GRI Standards
International Standards
Organization ISO 26000
Social Accountability International
SA80000
UL Environment ULE880
30 Confidential
Award and recognition programs are useful for measuring and communicating a company’s impact
31 Confidential
UN SDGS can help companies align the reporting of the impact of their CSR efforts
32 Confidential
The rise of B Corps is fostering a movement where businesses are a force for good
90% of Americans say that companies must not only say a product or service is beneficial, but they need to prove it.”
- Cone Communications
“73% of consumers care about the company, not just the product when making a purchasing decision.”
- BBMG
33 Confidential
Snapshot of Certified B Corps
1897+ CERTIFIED B CORPS
40+ COUNTRIES
140+ INDUSTRIES
1 UNIFYING GOAL
Business As A Force
For Good
34 Confidential
The B Corp assessment is organized across five stakeholder impact areas
Community
Governance
Workers
Environment
Customers
35 Confidential
Other approaches and tools for accelerating impact will continue to emerge and drive disruption in CSR
Social Impact Bonds
Conscious Capitalism
Social Return on Investment
Impact Investing Patient Capital
Program Related investing
Integrated Reporting
Venture Philanthropy
Social Entrepreneurship
36 Confidential
Our Final Thoughts
• Impact Matters! No matter how you decide to structure your CSR
strategy and programs, sustainable social impact should be a goal
• Invest in Human Capital! Take care of your employees, and they will take care of your brand.
• Achieve Greater Impact! Cultivate your network of community partners across all sectors for mutual benefit.
• Measure What Matters! People want to buy into a company, tell them why they should buy into yours.
37 Confidential
Thank You!
Cliff Yee
[email protected] @clifford_yee
Carol Chin-Fatt
[email protected] @chinfattc
“It is not enough for business to do well; it must also do good. But in order to do good, a business must first do well.”
– Peter F. Drucker