Organizations like Cegos play an essential role in providing knowledge and training to aid workers to help them develop skills and run efficient projects. While corporate philanthropy decreased slightly in some areas during the economic downturn, total giving increased as companies shifted to donating resources instead of cash. International aid saw the largest growth in donations as companies prioritized helping with humanitarian needs. Cegos supports organizations like LINGOs that provide training to aid workers, helping improve conditions for people globally.

1. CORPORATE
“
Organisations like
Cegos have an
PHILANTHROPY essential role to
play in providing
the knowledge
How strategies are changing
base that is
and how Cegos is helping to key to helping
make an impact aid workers
throughout the
world develop
personally and
run projects in the
most efficient way
possible.
”
Eric Berg, Executive
Director of the
LINGOs organisation.
Jeremy Blain, Director,
International Partners Network, Cegos Group 1

2. CONTENTS
Page
3 1. INTRODUCTION
4 2. CORPORATE PHILANTHROPY AND THE BENEFITS IT
BRINGS
5 3. THE IMPACT OF THE CREDIT CRUNCH
10 4. HOW CORPORATE PHILANTHROPY STRATEGIES
ARE CHANGING
12 5. HOW CEGOS IS HELPING TO MAKE A DIFFERENCE
14 6. CONCLUSIONS
15 7. REFERENCES
16 8. ABOUT CEGOS GROUP
17 9. ABOUT JEREMY BLAIN
© Cegos Group, 2011/2012

3. 1. INTRODUCTION
In today’s society companies have an important role to play in giving.
“
Organisations like
Cegos have an essential
This paper examines the impact the credit crunch has had on corporate
philanthropy and looks at how strategies are changing as a result of the global role to play in providing
economic downturn.
the knowledge base
It also looks at the different ways that organisations are giving something back that is key to helping
to communities and to society at large and highlights some of the humanitarian
aid workers throughout
work that Cegos is committed to supporting including through its partnership
with LINGOS (Learning for International NGOs). the world develop
personally and run
In a world where resources are not evenly distributed, companies of all sizes
have a key role to play in supporting worthwhile causes that depend on projects in the most
charitable funding today to create a sustainable future.
efficient way possible.
In practical terms this
means more people will
have a better quality
of life. As a result
Cegos’ contribution to
developing aid workers
will have a long term
impact globally.
”
Eric Berg, Executive Director of
the LINGOs organisation
3
© Cegos Group, 2011/2012

4. 2. CORPORATE PHILANTHROPY AND THE BENEFITS IT
BRINGS
Corporate philanthropy, or corporate giving, involves companies donating
! KEY
POINTS
Companies of all sizes
profits or resources to non profit organisations. It is handled by the company can and do have an
directly or through a company foundation. impact with philanthropy
programmes.
There are many ways that companies can give. While companies typically tend
to make cash donations, many also donate their products and services and There is a growing trend
other resources such as property and employee time. In today’s economic towards giving resources
climate there is a growing trend towards the giving of resources rather than rather than cash.
cash. This is partly due to the need for companies to keep a much tighter
control over their finances and as a result, cuts to financial outlays have had to Today’s consumers and
be made to keep balance sheets healthy. employees care about the
contribution organisations
Headlines are often grabbed by the large multinational corporations making are making to worthwhile
cash donations in the hundreds of millions of dollars, or non-cash gifts valued causes.
in the billions of dollars through dedicated foundations and programmes,
for example Wal-Mart giving $288M cash and Pfizer giving $2.3Bn worth of
pharmaceutical products in 2009 (1).
However, it is important to recognise that it is not just the large multinationals
who are donating money and resources to worthy causes. Companies of
all sizes can and do have a significant impact with small and medium sized
companies around the world, often silently, collectively making just as big a
difference as larger corporations. Given that the vast majority of the world’s
businesses are SMEs, the more small and medium sized companies that get
involved, the greater the sum of the impact.
The benefits that corporate giving delivers to communities are clear and far
reaching. From healthcare, through education and the arts to the environment
and those in need of humanitarian support, the list of projects that are making
a real impact across the world is vast.
Philanthropic companies of all sizes are also benefiting from these initiatives
too. From a grass-roots level, the behaviour of individual consumers and their
purchasing preferences are increasingly being directed towards companies
with philanthropic programmes. A global survey by McKinsey (2) shows that
corporate philanthropy can be an effective tool for companies that are trying
to meet consumers’ rising expectations of the role businesses should play in
society.
In addition, the McKinsey report highlights the role corporate philanthropy has
in improving employee recruitment and retention. Quite simply, giving makes
people at work feel good about what they do.
Other key benefits of corporate giving include enhancing corporate reputation
and brand value, finding new business opportunities, building knowledge
about potential new markets and helping companies to foster innovation.
Corporate philanthropy also has a role to play in developing employees. This
is particularly the case where employees are able to get hands-on experience
with projects that their organisations are sponsoring or supporting enabling
them to learn new skills that they may not have had the benefit of learning
through their day to day roles.
4
© Cegos Group, 2011/2012

5. 3. THE IMPACT OF THE ECONOMIC CRISIS
In this time of economic volatility and uncertainty, organisations face the
“
... 162 of America’s
largest corporations
challenge of maintaining giving programmes at a time when corporate profits
are not as strong yet there is a heightened need for corporate support across continued giving
the world.
generously in 2009,
American organisations, which have the most established culture of corporate despite tough economic
giving, have shifted their focus from cash donations to worthy causes to non-
times.
cash donations such as the giving of products and their services.
According to a survey published by The Chronicle of Philanthropy (3), 162 of
America’s largest corporations continued giving generously in 2009, despite
tough economic times. However, in a year when profits were beginning to
bounce back, many organisations decreased their cash donations saying that
”
it would be some time before they could give as much cash to charities as
they did before the recession.
Cash giving in 2009 decreased for the first time since 2003 but the total value
of donations when including non-cash gifts increased by nearly 5% in the
same year. This was as a result of companies seeking to compensate for the
decline in cash by offering other types of assistance.
Pharmaceutical companies dominate the list of corporations that gave the
most in 2009 with companies like Pfizer, Merck and Johnson & Johnson
topping the survey’s league table alongside IT giants such as Oracle,
Microsoft, Comcast and IBM.
It is worth noting that The Chronicle of Philanthropy survey did not receive
information from dozens of America’s most profitable brands such as Apple
and Google.
The table below shows the most generous US companies and the industries
they operate in and the types of donations made in 2009.
Company Total giving - cash Donation
plus non-cash($M)
Pfizer $ 2,361 Pharmaceuticals
Oracle $2,108 Computer Software
Merck $923 Pharmaceuticals
Johnson & $637 Consumer products, medical devices,
Johnson pharmaceuticals
Abbott Labs $584 Pharmaceuticals, medical equipment
Microsoft $517 Computer Software
Comcast $407 Cable airtime, tv and internet services
Eli Lilly $406 Pharmaceuticals
Bristol-Myers $284 Pharmaceuticals
Squibb
IBM $188 Computers, computer software
Table 1: Top 10 donations from US corporations in 2009 (compiled from The 5
Chronicle of Philanthropy survey data)
© Cegos Group, 2011/2012

6. According to the latest available figures from Giving USA Foundation and its
research partner, the Center on Philanthropy at Indiana University, estimated
total charitable contributions from American individuals, corporations and
foundations fell 3.6% to $304 billion in 2009, down from $315 billion in 2008
“
... corporate giving
rose to an estimated
(4).
$14.1 billion in 2009,
While individual giving fell slightly, along with foundation grants, corporate
up 5.5 percent on the
giving rose to an estimated $14.1 billion in 2009, up 5.5 percent on the
previous year. This brought corporate donations back in line with levels seen previous year.
prior to the recent recession. It is widely thought some of this growth is down
to an increase in non-cash donations which are less affected by recessions.
While there are no directly comparable figures for Europe and other major
global markets, there is plenty of evidence that shows that despite the difficult
”
economic climate, companies all over the world are continuing to give what
they can in terms of cash and resources to help tackle the growing need for
corporate philanthropy.
In Europe, data from Philanthropy in Europe (5) shows that charitable
foundations have in the main shown a huge rise in giving during the economic
crisis. Comparing 2006 figures listing Europe’s top givers with those for 2009,
there has been a 43% increase in the total value of donations from €4.4 billion
to virtually €6.3 billion. The top ten spending foundations alone accounted
for nearly €3.9 billion of this total, compared to around €2.5 billion in 2006.
The listing is dominated by Germany and the UK, who together contribute just
over 50 per cent of the 75 foundations listed.
Foundation €M Country
Wellcome Trust €949 UK
Atlantic Philanthropies €588 Ireland
La Caixa Foundation €550 Spain
Aga Khan Development Network €450 Switzerland
Fondazione Monte dei Paschi di Siena €387.6 Italy
Fundacion Caja Madrid & €278 Spain
Obra Social Caja Madrid
Fundacion Jimenez Diaz €246.2 Spain
Compagnia di San Paolo €170.9 Italy
Volkswagen Stiftung €116.4 Germany
Fundacao Calouste Gulbenkian €115.2 Portugal
Table 2: Top 10 European charitable foundations in 2009 (source: Philanthropy in
Europe)
In addition to these foundations, European companies have been making
significant efforts during the economic downturn. Examples can be found
across most sectors including banking, telecommunications, pharmaceuticals
and the automotive industries.
6
© Cegos Group, 2011/2012

7. Case study: Audi
UNICEF has been cooperating with the China Association of Science and
Technology (CAST) to address the rights of the out-of-school children since
the 1980’s. This project aims to actively engage out-of-school adolescents in
sport-related activities to develop essential life skills such as team building,
cooperation, leadership, decision making and skills on protection from risks
and reduction of vulnerability.
Since 2005, Audi China has sponsored the fundraising project: ‘Audi Driving
Dreams’, in order to support UNICEF efforts to provide out-of-school children
in China with access to sports, recreational activities and a variety of activity-
based lessons, through which they can realise their fullest potential within
society. Approximately 100,000 children have benefited from this project. The
innovative use of sports as a strategy for promoting life-skills development
among of out-of-school children and adolescents brought about a marked
change in the target group.
By the end of 2009, Audi had contributed over US$1 million to this non-formal
education project. Audi successfully mobilised its employees, 130 car dealers,
consumers and business partners across the country to contribute to the
fundraising for their joint project with UNICEF.
Case study: Barclays Bank
Barclays bank is one of the largest philanthropic companies in the UK.
Investing in the communities in which it operates is an integral part of
Barclays Citizenship strategy. The company uses its skills, time, money
and expertise to support community issues. In 2010 it invested £55.3m and
supported 62,118 employees in its community programmes, reaching more
than 1.5 million people around the world and supporting over 8,000 different
charities. Its employees around the world are encouraged and supported to
give their time and skills to their chosen community causes.
Barclays community projects include “Banking on Change”, a programme
in partnership with CARE and Plan, aiming to improve the quality of life for
around 400,000 disadvantaged people worldwide by developing access to
basic banking services such as savings and sources of credit, to help reduce
their vulnerability to life emergencies such as illness, disease and natural
disasters. The partnership is creating and developing savings and loans
groups managed by local communities themselves, enabling individuals to
save regularly and access small loans from groups’ combined savings. The
programme has been adopted in 11 countries across Africa, Asia and South 7
America.
© Cegos Group, 2011/2012

8. Who is benefiting from the donations?
During the economic downturn, there has been a shift in focus for corporate
giving towards areas with vital needs.
“
Since the devastating
earthquake in Haiti,
Commenting on Giving USA’s figures, Chair of the organisation Edith Falk said: Christian humanitarian
“Even in a time of enormous economic upheaval, such as we saw in 2009,
organisation World
Americans continued to be generous to charitable causes. While overall giving
declined, many donors – including individuals and foundations – made special Vision says there has
efforts in 2009 to respond to greater humanitarian needs.”
been a notable increase
Giving USA Foundation estimates that human services, health, international in corporate donations
aid, environmental causes and animal welfare saw increased contributions,
and interest in disaster
highlighting a similar pattern on focusing on vital needs as was the case
during the Great Depression. relief from donor
companies ...
So, is the profile of corporate giving starting to change? If we examine data
highlighting the areas of focus for corporate philanthropy during the economic
downturn, it is clear to see that international aid donations are growing. Table
3 (source Giving USA Foundation) shows the extent of this growth among US
companies with international aid being the key area of growth in 2009, up by
6.2%.
”
It is not just US companies increasing their focus in this area giving cash and
essential resources for humanitarian aid to the poor. Companies across the
world, of all sizes and from all sectors, have been prioritising their efforts in
terms of providing humanitarian aid as well as providing cash and resources
for natural disaster relief such as the devastating earthquakes in Haiti and
Christchurch and the tsunamis in Thailand and Japan.
Since the devastating earthquake in Haiti, Christian humanitarian organisation
World Vision says there has been a notable increase in corporate donations
and interest in disaster relief from donor companies citing recent natural
disasters such as the Haiti quake as “game changers” for corporate
philanthropy. The organisation says that Haiti was a catalyst for companies to
look at broader and deeper ways they could partner with aid groups that are
on the front lines.
2009 Percent Change in 2009
Religion $100.95 33% -0.70%
Education $40.01 13% -3.60%
Foundations $31.00 10% -8%
Human services $27.08 9% 2.30%
Public society benefit $22.77 7% -4.60%
Health $22.46 7% 3.80%
Arts, culture & humanities $12.34 4% -2%
International aid $8.89 3% 6.20%
Environment/animal $6.15 2% 2.30%
Individuals $3.50 1% 0.00%
Other $28.60 9% -21%
8
Table 3: Giving estimates by sector/market share in 2009 (source: Giving USA
Foundation)
© Cegos Group, 2011/2012

9. It should be noted that cash and resource donations both have their place
! KEY
in a philanthropic environment. In some instances the donation of resources
is better suited to programmes that make a longer term impact. The giving
of resources also has the added benefit of ensuring greater accountability POINTS
and control for the donor organisation. In many instances, however, where
there is an immediate and pressing need for basic aid, then cash donations The economic downturn
to a centrally managed fund which is allocated and spent locally are equally has led to a decrease in
important and indeed vital. corporate cash donations
but an overall increase
While Cegos’ philanthropic strategies tend to focus around the donation of in giving when including
resources, as a company, there is a strong recognition that the donation of the value of resources
cash can be essential, in particular, for disaster relief. Cegos donated 50K€ to donated.
a locally managed Haiti fund which made sure that the donations it received
from major French corporations were directed to where they were needed Pharmaceutical
most. companies and IT giants
donate the most.
As well as making cash donations, examples of philanthropy include financial
institutions such as VISA using their expertise to help make the distribution of In tough times there
money in disaster relief efforts faster, more effective and more secure. is a greater focus on
humanitarian needs.
9
© Cegos Group, 2011/2012

10. 4. HOW CORPORATE PHILANTHROPY STRATEGIES ARE
CHANGING “
Billions are wasted on
ineffective philanthropy.
The economic landscape has clearly impacted corporate philanthropy. Philanthropy is decades
Profits have been squeezed and charitable donations have been cut as a
behind business in
consequence with many companies now seeking greater returns in these
tough times. applying rigorous
thinking to the use of
This has led companies to become more creative and innovative in the ways
that they support causes with organisations taking a more hands-on approach money.
to implementing their giving.
Also, there is a greater focus on strategic alignment. Organisations are
increasingly seeking to align themselves with causes and initiatives that are
relevant to their business and the products and services they offer, or that
”
Michael Porter, Bishop William
Lawrence University Professor at
perhaps have a personal resonance. Harvard Business School
For example, Boston Scientific, a leading medical device provider with a focus
on the cardiovascular market has a stated mission to “improve patients’ lives
through innovation”. The company’s foundation is focused on healthcare and
the two major beneficiaries of their corporate giving are the American Heart
Association and the International Diabetes Foundation.
Similarly, Cisco Systems the global networking company has a social
investment strategy which has a major focus on online education in information
communications technology creating online learning academies that have
graduated over three million students.
Another notable trend is that companies are seeking to maximise the impact
that their philanthropic investments are making. They are also more concerned
about accountability and measurability in terms of meeting social goals,
business goals and stakeholder expectations.
Indeed, McKinsey’s 2008 Global Survey found that the organisations whose
programmes were very or extremely effective at meeting social goals and
stakeholder expectations were more likely to address social and political trends
relevant to the business and to be influenced by community and business
needs. Executives at these companies had greater expectation for their
programmes to become more global and their initiatives are more likely to
involve collaboration with other companies. Equally so, these companies are
more likely to achieve any business goals they have set for their philanthropy
programmes in addition to social goals.
Examples of companies citing by Harvard Business Review (6) that are
achieving better corporate philanthropy in today’s market conditions include
Intel and Nike, which are applying the same discipline to their charitable work
that they do to their core business, insisting on strategic focus, investing at
scale and measuring results.
Take Intel for example. The company has established a programme called Intel
Teach, which has trained more than eight million teachers in 60 countries. It
has invested in a sophisticated measurement system to evaluate the success
of the programme by measuring not just the number of participants, but
also, changes in the way that teachers use information and communications
technology in the classroom.
10
© Cegos Group, 2011/2012

11. The need to be creative is echoed by Harold McGraw III, Chairman, President,
! KEY
and CEO of The McGraw-Hill Companies and Chairman of the CECP
(Committee Encouraging Corporate Philanthropy) a network of global CEOs
committed to corporate philanthropy. He says, “While as CEOs, we face the POINTS
challenge of maintaining giving programmes during a period when corporate
profits are not as strong, we must continue to support non profit partners that Organisations are placing
so badly need our assistance right now. Companies should be creative about a greater focus on
their giving strategy and embrace a more innovative approach to community strategic alignment with
partnerships.” their core competencies.
He adds, “Recent trends in corporate philanthropy have ushered in a Companies are seeking
new approach to giving, one that seeks greater collaboration among all to maximise the impact
stakeholders, taps into the tremendous desire of employees to participate of their philanthropic
through their volunteerism, and more fully leverages tools available to investments.
businesses to maximise the impact of community investment.”
Greater involvement of
The CECP’s 2009 Giving in Numbers report on corporate philanthropy (7) sponsor companies in
revealed that companies have become more targeted in their giving, rather the implementation of
than spreading corporate funding across multiple social issues. It also showed programmes.
that companies are continuing to enhance the opportunities for employee
volunteerism and pro bono service and the percentage of companies offering
paid-release time during the normal workday for employees to volunteer
and the number of companies offering pro bono service programmes are
continuing to grow.
Another trend that is emerging is that employees are getting more involved in
shaping philanthropic strategy and driving programmes. This might take the
shape of employees recommending charities; designing giving programmes
often in the form of competitions or scholarships or sitting on grants
committees. This approach can result in a greater buy-in from employees
which can lead to more total giving in time and money and more loyalty to
their employer.
Also, the shape of volunteering programmes is evolving. Typically these
used to be hands-on team building exercises often reliant on unskilled
manual labour such as painting a hospice or helping to clear community
land. What we are seeing more and more today is employees deploying their
core expertise to help communities. For example, Cegos employees are
spearheading initiatives around the world using their core competencies to
coach and train aid workers as part of Cegos’ commitment to its partnership
with LINGOs (see section 5). This skills transfer will impart vital knowledge and
expertise to aid organisations and will create a lasting impact.
The past few difficult years has also given rise to venture philanthropy. Venture
philanthropy is usually characterised by many of the following elements: a
willingness to experiment and try new approaches to giving; the setting of
clear measurable goals to achieve with regular assessments of progress; and
donor organisations being very involved, often taking a seat on the board of
the non-profits they are funding.
A wave of new forms of philanthropic business models are emerging with
companies trying to be innovative in their approaches. Examples of strategies
include “buy one give one” business models and “set your own pricing”
schemes. Whether these will be a success only time will tell but what is
important is that people are pushing new boundaries in order to benefit their
communities and make a difference.
11
© Cegos Group, 2011/2012

12. 5. HOW CEGOS IS HELPING TO MAKE A DIFFERENCE
“
With Cegos’ generous
donation of its suite
of highly practical and
powerful eLearning
modules, we can
deliver high-quality,
cost-effective personal
and professional
development and online
training to in-country
and expatriate staff
and volunteers of our
As previously mentioned, from making donations to locally managed disaster
relief funds such as for the Haiti earthquake, to supporting initiatives like Planète member agencies.
Urgence through dedicated actions such as financing the distribution of 30,000
education kits for young children in Africa, and through its partnership with the
Women’s Forum championing the strong contribution of women in business
and in society, Cegos is committed to giving something back to the global
community and sees this as an intrinsic part of creating a sustainable future.
”
Eric Berg, Executive Director of
the LINGOs organisation
In 2010, Cegos took the strategic decision to partner with LINGOs (Learning
for International NGOs), a consortium of over 55 international humanitarian
relief, development and conservation organisations (including Oxfam,
Save the Children, Care, WWF, World Vision, Catholic Relief Services and
Habitat for Humanity) that have come together to share learning resources.
Cegos’ partnership with LINGOs is at the very heart of its efforts to support
humanitarian aid.
LINGOs members manage relief and development programmes in over 80
countries. The organisation’s vision is that anyone working in the developing
world to reduce poverty and alleviate suffering will have access to world-class
learning opportunities at little or no cost. The better those people do their jobs,
the more people will have food, health, education, shelter and safety.
As a leading global learning and development provider, a partnership with
LINGOs represented a perfect fit for Cegos and its mission to make a major
contribution to humanitarian action throughout the world by leveraging its core
competencies in L&D.
Cegos is providing LINGOs with a range of practical and relevant modules from
its world-class eLearning solution.
“Over the next five years, our member NGOs need to identify and develop
thousands of key personnel and volunteers worldwide. With Cegos’ generous
donation of its suite of highly practical and powerful eLearning modules, we can
deliver high-quality, cost-effective personal and professional development and
online training to in-country and expatriate staff and volunteers of our member
agencies,” said Eric Berg, Executive Director of the LINGOs organisation.
One of the LINGOs member companies that is already seeing tangible benefits
from Cegos’ donation is PSI (Population Services International). PSI’s employees 12
across the world are using Cegos’ suite of multi-lingual eLearning modules for
their personal and professional development. Course topics include project
management, management development, change management, interpersonal
and team skills. © Cegos Group, 2011/2012

13. Feedback from Marie-Laure Curie the Learning and Performance Manager
responsible for the worldwide deployment of PSI’s L&D strategy is very
positive about Cegos’ contribution: “Cegos has helped us provide our staff
with high-quality training materials that they otherwise would not have been
“
Cegos courses have
been instrumental in
able to access. The modules don’t just allow us to ‘fill a gap’ – they are
practical, they work and they are receiving a great reception from all our teams helping PSI staff to
– we are extremely happy with the learning they deliver, and the feedback of
develop their skills as
how the learning is actually applied and implemented”.
they go ...
In August 2010, PSI successfully launched PSI University globally. Cegos
helped to make this possible through its multilingual content. PSI’s biggest
challenge was finding a way to provide content in French and Spanish. PSI did
not have the financial resources to translate courses or to buy courses, and,
with the exception of some Harvard courses that were available in Spanish,
”
none of the many courses made available to PSI from other suppliers through
LINGOs were multilingual. Cegos’ partnership with LINGOs was the key
to addressing the needs of the organisation’s many non-English-speaking
workers and PSI University is already considered a real success offering a
catalogue of 49 online courses linked to PSI’s HR competency model.
One of the key areas of PSI deployment for the Cegos eLearning modules
has been Haiti, following the aftermath of the earthquake in 2010. The large
humanitarian efforts continue, with PSI at the heart of activities there focusing
on mother/child health issues and support. Cegos courses have been
instrumental in helping PSI staff to develop their skills as they go, quickly and
effectively, therefore helping the organisation to maximise the impact it can
make.
Cegos’ employees have also got behind the LINGOs initiative with many
consultants spending their summer breaks as volunteer workers helping to
train the organisation’s trainers. Cegos is sending its subject matter expert
consultants to areas of the world where they are most needed to coach
the organisation’s project managers and impart vital management skills that
will have a lasting effect on LINGOs ability to provide expert training to aid
organisations.
13
© Cegos Group, 2011/2012

14. 6. CONCLUSION
The economic downturn has changed the way that companies think about
“
Gone are the days of
large cash donations
giving and how they implement it.
without clear goals and
Gone are the days of large cash donations without clear goals and
deliverables.
deliverables. Companies want to get value for money from the initiatives they
sponsor and want to see that their contribution is making a tangible impact.
Accountability and the measuring of goals are more important than ever
before.
More and more small / medium enterprises like Cegos are aligning their
”
expertise with the causes they champion and as well as offering products
and services that are their core competencies, are taking a more hands-on
approach to corporate philanthropy, working in partnership with a network
of other donor organisations and the receiving organisation to maximise the
effectiveness of their support.
14
© Cegos Group, 2011/2012

15. 7. REFERENCES
1) USA Today – http://www.usatoday.com/money/companies/2010-08-08-
corporate-philanthropy-interactive-graphic_N.htm
2) The state of corporate philanthropy: A McKinsey Global Survey http://www.
mckinseyquarterly.com/The_state_of_corporate_philanthropy_A_McKinsey_
Global_Survey_2106
3) Chronicle of Philanthropy survey http://www.corporatephilanthropy.org/pdfs/
press/cecppr/GIN_2010Edition_PR.pdf
4) Giving USA Foundation™ and its research partner, the Center on
Philanthropy at Indiana University, http://www.philanthropy.iupui.edu/
news/2010/06/pr-GUSA2010.aspx
5) Philanthropy in Europe http://www.philanthropyineurope.com/articles/crisis_
what_crisis.html
6) Harvard Business Review http://blogs.hbr.org/cs/2010/12/three_cases_of_
better_corporat.html
7) CECP Giving in Numbers survey http://www.corporatephilanthropy.org/
research/benchmarking-reports/giving-in-numbers.html
15
© Cegos Group, 2011/2012

16. 8. ABOUT CEGOS GROUP
Cegos Group, established in 1926, is today the European leader in
professional education and one of the major global players. Its consultants
have expertise across all subject areas including human resources,
management and leadership, performance and organisational skills, individual
and team performance, marketing and commercial, project management, and
deployment of large training systems internationally.
In 2010, Cegos Group achieved sales of 176 M€ and trained more
than 200,000 staff in Europe and internationally. Cegos’ Global Learning
programmes are mastered by 350 certified trainers in 20 countries. Cegos
employs 1,200 consultants and has a presence in 30 countries through
subsidiaries or partners. During the past three years, 500 projects have been
delivered internationally in over 50 countries across a full range of personal
and professional development topics.
www.cegos.com
www.elearning-cegos.com
www.global-learning-cegos.com
16
© Cegos Group, 2011/2012

17. 9. ABOUT JEREMY BLAIN
Jeremy Blain is a Director of Cegos SA, and is responsible for Cegos’ strategy
for international expansion through a value adding Global Distribution Partners
Network.
An L&D entrepreneur responsible for growing Cegos’ business worldwide
through a network of distribution partners, Jeremy has 10 years experience
in the industry as a managing director, partner, trainer, coach and programme
author. In previous roles at Procter and Gamble, Pepsico and as CEO of his
own business, Jeremy’s background includes marketing, sales, operations and
account management.
Jeremy is a frequent international conference speaker and media commentator
on topics related to the global L&D market. Themes include: the integration of
emerging and informal learning technologies; the importance of performance
measurement and proving ROI; developing ‘core’ leadership, management
and commercial skills to achieve competitive business advantage; and change
management and how to implement successful international training strategies.
For more details, debate or discussion, you can find Jeremy on LinkedIn
http://uk.linkedin.com/in/jeremyblain and also on Twitter at http://twitter.com/
learntheplanet
Jeremy has also published a series of white papers on issues relevant to L&D.
These are still current and available, and include:
• ‘Exploring and Interpreting the Most Important Learning Trends across
the Globe’, May 2010
• ‘Informal Networks – How They Are Changing the World of Work’,
December 2010
• ‘What has L&D Learned from the Economic Slowdown’, March 2011
• ‘The Rise of Virtual Learning’, April 2011
• ‘Training Today, Training Tomorrow’ – An Analysis of Learning Trends
Across Europe and Global Comparisons, May 2011
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© Cegos Group, 2011/2012