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Corporate Citizenship Sustainability, Simplified.
Strategies for impact Re-visioning corporate community investment for a bigger bang
March 2014
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Overview of this morning: Results from ‘Funding Impact’ research
What does this mean for corporate community investment?
How leading companies are refocusing for impact
• KPMG: Our community strategy
• Barclays: Developing a global community strategy
• Jaguar Land Rover: Our global CSR Strategy
Q&A
Understanding the Impact Landscape: LBG and NPC Joint Research
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Background
• The first research paper on funder attitudes to impact.
• LBG’s first joint research with NPC.
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75%
Key Findings 1. Across all funder types - measuring impact is seen as useful
and important
88% Impact
measurement makes charities more effective
89% Impact
measurement makes funders more effective
82%
plan to increase impact measurement in next 3 years
Focus on measuring overall impact has increased in past 5 years
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Key Findings
2. Funders are supporting grantees to increase impact measurement
57% Think funders
should provide funding for impact
measurement 52%
Work with grantees to
decide what to measure
25% provide no
funding
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Key Findings
3. Challenges to impact measurement: for funders and grantees
Lack of resources/funding to measure impact
Not knowing how to measure
Not knowing what to measure
Impact measurement not linked to overall funding strategy
Solutions
‘Discussions with other funders about approaching impact
measurement’
‘Shared measurement approaches for funders/grantees’
‘Training and guidance on how to develop measurement tools’
‘Discussions with grant holders about how they can measure
impact’
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Spotlight on corporate funders
63% rate evidence of impact as extremely important in
the application process as compared to 45% of other funders
32% provide no funding for impact measurement
compared to 22% of other funders
82% plan to put more focus on measuring their own
impact over the next three years compared to 71% of other funders
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Typology of funding
Responsive funding - Flexible funder with
categories of funding loosely defined
- Often high ratio of grants to staff
- Funds applications that people submit
Single goal orientated funding
- Working towards goals in a clearly
defined area
- Normally proactive, looking for charities
to fulfil key outcomes identified by strategy
Targeted funding - Clear social needs
funded
- Outcomes within that are determined by
applications
- Fund a mixture of applications in, and proactively sought
grants
Ease of using impact measurement
Flexibility
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What is needed to improve practice
For charities For funders For the sector
• More capacity building
• Wider use of measurement to develop approaches
• Development and use of platforms to share learning and approaches
• More explicit funding for impact measurement
• Development and use of shared measurement techniques
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What does a focus on impact mean for corporate community investment?
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Focus Goals Measurement
Using impact to
shape our
community
strategy 25 March 2014
Charlotte Rogers
CR Manager
© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated
with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 14
Community investment strategy
Issue Using our greatest
skills and
resources to:
2012-2014 annual
community targets
2013
Poor employability skills
and knowledge of work for
people from
disadvantaged groups
Improve
employability
We aim to provide direct
support to help improve the
employability* of 5000
secondary school students
and 180 people from socially
excluded groups.
6137,
130
Poor access to
professions for young
people from lower socio-
economic backgrounds
Improve access to
our profession
We aim to recruit 25% of
students from disadvantaged
backgrounds onto our school
leaver programmes.
29%
Challenging conditions for
many local communities
because of continued
economic and social
pressures
Strengthen
community
organisations
We aim to directly support
1,200 organisations to
strengthen.
968
© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated
with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 15
It’s not just what you put in
© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated
with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 16
What next?
1. Improving data collection
2. New programmes fund impact measurement
3. Moving to focus on outcomes and collectively describing impact
4. Strategy review and stakeholder engagement
Community outcome:
Our improving employability programme last year supported over
6,100 young people and over 130 socially excluded adults to improve
their employability.
This includes employees talking to over 1,950 young people about the
skills needed to work for us. We have delivered employability
workshops to 1,070 students and adults and 86% improved their
awareness of the skills employers require.
Business outcome:
80% of volunteers that provided feedback felt they had improved
their communication skills through volunteering
Developing a Global Community
Investment Strategy Karen Derbyshire
Evolution of Barclays Community Investment
2015 2013 2012 2011 2010 2009 2008 2006 2004
Embed CI
strategy
within
Regions Enterprise
Skills
Employabilit
y Skills
Financial
Skills
Launch of 2015 CI strategy and
pillars
Charity Begins At Work
Looking after Local
Communities
Banking On
Brighter
Futures
Disparate UK-
focused CI
Programmes
KEY THEMES
From a heritage of reactive charitable giving, Barclays now has a single, unified global
strategy that provides a strong foundation to effectively drive social and business impact
Banking on
Change Building Young Futures
‘Go-To’ Bank
New Regional
Governance
Model
Internal use only
18 | Global Investment Committee Meeting | 25 February 2014
Strategic Review Process & Next Steps
2 | Barclays Community Investment | October 2013
Pre-2010-2011 2012-2013 2014 and beyond
• 3 key themes but very
broad
• No unified, global
method of measuring
impact
• Increasing global
perspective and
presence but still UK
centric
• Set objectives
• Strategic Review:
Research & Analysis
Interviews - internal
stakeholders and
external perspectives
Benchmarking and
market research
External Advice
Internal Surveys
Firm strategy and
business priorities
• Created strategy with
singular goal – 5 Million
Young Futures
• Three key skills-
focused investment
pillars centered around
young people
Employability
Enterprise
Financial Skills
• Governance structure
• Global and
local/regional
partnerships
• Global, robust
measurement
&evaluation framework
• Consistent
communications
• Consistent employee
programmes globally
• Continue to embed
investment pillars and
strategy in regions and
share best practices
• Skills-based employee
engagement
opportunities
Lessons and Challenges Barclays continues to evolve and refine its Community Investment strategy, ensuring that we
maximize the impact of our Community Investment programmes
4 | Barclays Community Investment | October 2013
Learnings and Next Steps from Barclays Strategic Review
• Understand business priorities and larger firm strategy
• Benchmarking and industry landscape
• Set iconic goals and narrow focus areas but allow regional flexibility – global vs. local
partnerships
• Internal stakeholder buy-in
o engage Community Investment colleagues globally from start and
o secure top-down senior business leader support
• M&E and importance of ROI – “investments” over “donations”
• Establish infrastructure – clear definitions, templates, systems, etc.
• Build out consistent communications and messaging globally
Corporate Citizenship knowledge series 25th March 2014
Jaguar Land Rover: our global CSR strategy Laura Vickery Global CSR Manager Jaguar Land Rover
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Jaguar Land Rover
• Jaguar Land Rover was formed in 2008 when Tata purchased Jaguar Cars
and Land Rover from Ford Motor Company
• Headquartered in the Coventry area and is the largest premium automotive
business in the UK
• UK’s largest investor in automotive R&D and engineering
• 190,000 people supported through the supply chain, dealer network and wider
economy
• 425,000 vehicles sold in 2013 (up 19%)
• 80% of production exported
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UK Footprint Manufacturing & PD Facilities
Whitley
• Global headquarters
• Design and
Engineering Centre
Solihull
Range Rover, Range
Rover Sport, Land Rover
Discovery, Land Rover
Defender
Castle Bromwich
Jaguar XF, XF
Sportbrake, XJ, XK and F-
TYPE
Halewood
Land Rover Freelander
and Range Rover Evoque
Gaydon
Design and Engineering
Centre
State-of-the-art
advanced Engine
Manufacturing Centre
under construction
(£500m)
EMC Wolverhampton
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Overview of the Global CSR Fund
• The Global CSR Fund – first introduced in April 2013 - now forms the back bone of
JLR’s Global CSR Programme and is a key part of the company’s 2020 sustainability
vision and roadmap.
• The centrally managed Fund is available for regions to initiate and run projects all
across the world in conjunction with markets, to meet the ambitious goal of creating
opportunities for 12m people by 2020. Specifically:
(i) to improve the lives of 10 million people, and
(ii) to advance the knowledge of 2 million young people
• Projects should fit within one (or more) of the following four themes:
1. Education inspiring and educating the workforce of the future
2. Environment protecting and enhancing nature’s resources for future generations
3. Humanitarian & Health improving the well-being of poor and marginalised communities
4. Design, Technology & Talent promoting innovation, nurturing talent & enabling creativity
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Global CSR Fund Project breadth
UK:
1.Education
Partnerships:
Schools challenges
2. Red Cross:
Community
resilience/home
support
3. Grass roots
Rugby (Hitz): Using
sport for social
change.
Overseas
Kenya/SA: Life straw clean water: Health/environment/economic
Kenya Born Free: Bomas: Resilience & wildlife conservation
S.Sudan & Niger Red Cross: Clean water
S.Africa: Kingsley Holgate. Malaria net distribution: Health/economic
Red Cross: Integrated HIV & TB programme
Uganda Red Cross: Water sanitation
China: CYDF
JLR Hope School:
Rebuilding communities
Europe:
Italy: Streets of Solidarity
Portugal: Red Cross
Happier Portugal
Spain: Red Cross
All 3: Skills dev’mt in
Unemployed/vulnerable people.
N’lds: Drive against Malaria
Malaria net distribution:
Health/economic
India: ChildAid network (with
JLR Germany)
Education & schooling for
orphans
Australia: Red Cross
Community resilience
N. America:
P.S Arts (Art/design in
underprivileged schools)
and Child Health Fund
(education/health support
to vulnerable children)
Asia-Pacific:
Korea: Road Safety
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Global CSR Fund Project details and beneficiaries
Project Region Project location Sign-off? Theme
001/13 Drive Against Malaria Europe (Netherlands) Cameroon/CAR Completed Education / Humanitarian
002/13 Streets of Solidarity Europe (Italy) Italy Completed Humanitarian
003/13 Water Sanitation in South Sudan Europe (Austria) South Sudan Completed Education / Humanitarian
004/13Child Friendly City in NE India (ChildAid) Europe (Germany) India Completed Education / Humanitarian / Design
005/13 Access to Clean Water in Niger Europe (Ireland) Niger Completed Education / Humanitarian
006/13 For a Happier Portugal Europe (Portugal) Portugal Completed Humanitarian
007/13 Uganda water sanitation and hygiene Europe (Netherlands) Uganda Completed Education / Humanitarian
008/13 Premiership Rugby Community Prog (Hitz) UK UK Completed Education / Humanitarian
009/13JLR Hope School & Happy Sports China China Completed Education / Humanitarian / Design
010/13 Saving & Improving Lives (Kingsley Holgate) Overseas South Africa Completed Education / Humanitarian
017/13 Improving Employability in Spanish Families Europe (Spain) Spain Completed Education / Humanitarian
027/13 Lion Conservation (Born Free Foundation) Overseas Kenya/Tanzania Completed Environment
028/13 Integrated HIV/TB programme Overseas South Africa Completed Education / Humanitarian
030/13 Australian resilience emergency preparation Asia-Pacific Australia Completed Education / Humanitarian
031/13 Children's Health Fund N. America USA (New York) Completed Humanitarian
032/13 P.S. Arts N. America USA (California) Completed Education / Humanitarian
033/13 Support at home UK Red Cross UK UK Completed Humanitarian
034/13 Health in Sudan Europe (Switzerland) Sudan Pending Humanitarian
037/13 Road Safety in Korea Asia-Pacific Korea Completed Education / Humanitarian
Total
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Defining ‘Lives Improved’
As written in the CSR framework:
“JLR expects the projects supported to deliver a positive impact on the people helped. It means doing more than simply making people aware of an issue but directly engaging with people to achieve a measurable change in one or more of the following areas:
Improving people’s skills or personal development (e.g. measuring the number of children with better engineering knowledge after completing a school challenge or completing an education activity);
Changing people’s behaviour or attitudes (e.g. measuring the number of
people who are more energy efficient after an environmental campaign);
Improving people’s general well-being (e.g. measuring the number of
people with access to clean drinking water as a result of a humanitarian contribution)”
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What activity is eligible?
Eligible:
• Projects must meet a clear community need, benefit the
community and have a lasting and positive impact
• Projects must deliver measurable benefit in line with our
social goals of advancing knowledge and improving lives
• Projects should align with existing JLR and brand
programmes, where these exist
• Projects should be delivered in partnership with a not-for-
profit organisation (charity, NGO, university, school etc)
• JLR aims to create an inclusive volunteering programme,
so projects are encouraged to identify employee
volunteering or engagement opportunities where relevant
Not eligible:
• Projects that focus on doing ordinary business
responsibly (e.g. reducing JLR’s energy usage, protecting
employee health an safety)
• Pure brand promotion, general awareness raising or
promotion driven sponsorship
• Where a brand promotion activity also includes an
element of CSR activity (e.g. a commercial sports
sponsorship that includes funding for some grassroots
sporting activity), it is possible to apply for funding for the
CSR element of the sponsorship
• Support for non-sustainable, political, religious or
environmentally harmful projects. Furthermore,
unrestricted charitable donations will not receive funding.
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Discussion
What makes a good strategy?
Can you deliver/measure impact without a strategy?
Can you measure everything OR how do you set limits?
How do you balance focus and meeting local community need?