1. Corporate engagement in 2011
Simon Burne
July 2011

2. The definition of
corporate
responsibility has
broadened and
become decoupled
from philanthropy…
Leo Martin, Director GoodCorporation

3. Building long-term success
Preferences Match
Corporate Charity
Corporate objectives Funding
Brand-building Gifts in kind
Advisors/Network Secondees
Staff involvement Strategic advice
Campaigning Communication channels
Gifts of product or resource Brand-building
Communication channels Campaigning
Funding Corporate objectives

4. How Companies will Commit
Interest Engagement Commitment
Project visits
Project visits Advice
Advice High value donations
High value donations
Networking
Networking Donation of
Donation of Recommendations
Recommendations
Conferences product
product
Conferences
Word of mouth Donation of time
Donation of time
Word of mouth
Mailing Low value
Low value
Mailing
donations
donations

5. The components of Corporate Responsibility

6. We must change from
“What do we want from you”
to
“What can we do for each other?”
and
“What can we achieve together?”

7. What companies say…
• Inundated with requests
• Spoilt for choice
• CSR aligned to corporate strategy
• CSR must keep
stakeholders happy
• CSR must bring
about change

8. Most important factors in decision to sponsor
• Marketing
– Brand fit
– Fit in Overall Marketing Mix
– Marketing impact
– Audience Reach
– Media exposure
• Corporate Social Responsibility
– Fit in Corporate Responsibility Framework
– Business need
• Social Outcomes
– Specific Objectives
– Community Outreach

9. The Perfect Partner for a Sponsor
• Knowledgeable – done their research
• Professional
• Listening to business needs
• Innovative
• Value for money
• Clear what they stand for
• Flexible about meeting halfway
• Open-minded and helpful
• Enthusiastic
• Responsive
• Easy to get on with
• Someone who recognises win-win situations

10. What companies want from us…
• Help deliver corporate objectives
• Infrastructure in place
– Dedicated account manager/team
– Model contracts
– Information packs
– Fundraising materials
– Co-branding agreements
• Local projects or clear projects that will benefit
• Excellent reporting on progress

11. What charities do corporates like?
• Well known and understood
• Readily recognised brand
• Motivating for their stakeholders – especially
staff
• Good spread of projects across the UK or
internationally
• People (children/cancer) or environment
focused
• Good track record of corporate partnerships

12. What companies don’t like
• Amateurishness
• Over-promise, under-deliver
• Slow in response
• Narrow offering of ways to engage
• Lack of flexibility
• Consortiums
• Can’t or won’t acknowledge the work the
company is doing

13. The Ten Commandments of Corporate Engagement
Seven

14. Understand your market

15. THINK’s research
Global
desk research (source list
is included)
interviews with charities
interviews with
companies
interviews with
institutions
analysis

17. engagement
employee benefits

18. engagement

20. Gov’t Reputation /
relations brand
Deliver
Employee
strategic
business business
goals
benefits
£$€¥
Geography
Profit
Supply chain
Customers /
clients

21. Pride
Retain
Attract
Morale Funds
Field trips
Skills
Networking
Diversity
employee
benefits
Mentoring Volunteer-
Expertise
ing
Knowledge Second-
Loyalty Team
ments
building

22. Behavioural
Education Access
change
Fundraising
Creating Pride
community
Skills
Awareness
societal Purpose /
morale
Support
benefits
Environment
£££ Knowledge Service
Employment
delivery

23. investor or donor?
Joint venture or begging bowl?

24. WCI table
Company Fiscal year WCI
AstraZeneca Dec 09 £481m
GlaxoSmithKline Dec 09 £467m
BHP Billiton Jun 09 £119.3m
Tesco Feb 09 £85.4m
Rio Tinto Dec 09 £73.3m
BP Dec 09 £65.8m
Royal Bank of Scotland Dec 09 £63.9m
HSBC Dec 09 £61.6m
Barclays Dec 09 £54.9m
Anglo American Plc Dec 09 £50.8m
The combined gifts of the top 20 = 88% of the overall total of the top 300

25. anomalies...
figures skewed:
 inclusion of a value for in kind gifts
 e.g. both GlaxoSmithKline and AstraZeneca
have implemented a policy of reporting the
value of product donations at cost as well
as market value

26. mechanisms
donations
collections
employee fundraising
cause related marketing
GiK
events
sponsorship
foundations

27. the future?
donations
collections
employee fundraising
cause related marketing
GiK
events
sponsorship
foundations

28. the future?
donations 
collections static
employee fundraising  / static
cause related marketing 
GiK 
events  / static
sponsorship 
foundations  / static

29. CECP

30. summary
 do your research on potential corporate partners
 understand their issues
 think creatively about what benefits you could
offer corporate partners
 develop bespoke packages
be realistic – don’t expect to be
a perfect match!

31. Under-promise, over-deliver

32. Understand how companies make
decisions

33. corporate toolkits

34. here’s a few...
1. IPSOS Mori
2. London Benchmarking Group
3. Cone
4. The Partnership Initiative
5. SROI
6. The Institute for Social and Ethical Accountability
‘Accountability’ AA1000
7. Global reporting initiative
This list is not exhaustive however demonstrates the
common themes...

35. what does this mean for you?
 companies are becoming increasingly
sophisticated in their approach to partnerships
with the voluntary sector
 and in many cases being more proactive and
targeting partners
 many have adopted a systematic modelling
approach to enable them to evaluate impact
across their interests

36. what does this mean for you?
 there is a continued reduction in financial gifts
and increase in non-financial
 there is a growing a commitment by business to
measure and report on outcomes
if you are not ready to respond and not able
to evidence measureable outcomes you will
be at a disadvantage – if not now, then later.

37. corporate toolkits
London Benchmarking Group
‘be known for what you
accomplish, not just for
what you give’

38. corporate toolkits
London Benchmarking Group
• a group of over 100 companies working
together to measure Corporate
Community Investment (CCI).
• a member-driven organisation
• been in existence since 1994
• developed a global measurement standard
• benchmark and share best practice
• develop and refine measurement tools
• improve management & implementation of CCI projects
• communicate CCI results to stakeholders

39. corporate toolkits

40. corporate toolkits

41. corporate toolkits
KPMG’s Ready to Work Programme

42. issue ripeness grid
Ref: McKinsey

43. Global Reporting Initiative
 US based organisation that has pioneered
development of a sustainability reporting
framework
 sustainability reporting guidelines set out principles
and indicators that can be used to measure and
report on economic, environmental and social
performance
 applicable to any size or type of
organisation
 any geographic region
 used by thousands of organisations

44. Global Reporting Initiative
 facilitates transparency and accountability
 provides stakeholders a universally applicable
comparable framework
 developed with input from over 60 countries
 80% of the top 15 Global Brands as ranked by
Interbrand and Business week produce
reports based on these metrics
 sustainability reporting is becoming a more
utilised tool in maintaining and building a
brand

45. Global Reporting Initiative

46. some more reading...

47. corporate toolkits
The Partnering Initiative is a global programme of
the International Business Leaders Forum (IBLF).

48. corporate toolkits
 work with all sectors
 strategic and operational
 promote and support cross-sector partnerships
 appropriate, effective and innovative
publish a series of free toolbooks:

49. corporate toolkits
Marketing agency that specialises in brand
building for organisations that are focussed on
using business for the greater good.

50. corporate toolkits

55. P&G and Pampers – News and Recognition
We know we’re on a journey and we’re proud of the
steps we’re taking. Here are some recent awards and
achievements:
•P&G honored in 2008 with a European
Business Award for Corporate
Sustainability
•Working Mother Magazine voted Procter
& Gamble including Pampers as one of
2007’s 20 Best Green Companies
•P&G’s Global Headquarters Offices were
awarded the Energy Star for Energy
Efficiency

56. Internal alignment

57. stakeholder map
inform
influence

58. Typical stakeholder map?

59. summary
 realise to deliver corporate engagement your
stakeholders will be beyond the fundraising
team
 expect this to take time
 your role is that of a broker / coordinator /
negotiator
 you will need a diverse skill set
 once you have got your organisation to the
point of being ready for corporate
engagement, and you win a partnership, the
stakeholder dialogue will start all over again

61. Ethical policies
• Often a bureaucratic way of saying “no”
• Often no more than a listing of sectors “we
feel uncomfortable with”
• Often reflects the biases of the most vocal
• Inflexible and restrictive

63. Why don’t we talk about the
ethics of refusing a donation?
Rather than the ethics of
accepting a donation

65. A beneficiary-focused ethical policy
Four questions:
– What impact would refusing a donation have on
the charity’s ability to deliver to beneficiaries?
– What would our beneficiaries say?
– Have we asked them?
– Would they accept a poorer service on ethical
grounds?

66. No dialogue Transaction Partnership
•Challenges
•CRM >£50k
•Donations
•Long-term
•Consulting
Dialogue •Emp. FR Profile
•Advice •No publicity
•COTY Alignment
•Sponsorship Shared
•Monitor
brand
•Verification •CRM <£50k values
•No publicity

68. brand
YOU offer
companies
credibility
THEY offer the
voluntary sector
exposure

69. rational and emotional
RATIONAL EMOTIONAL
 Product quality  Differentiation
 Service quality  Promise
 Price  Trust + credibility
Find convergence
of motivators that
creates unique
value
Customer/brand
relationship

70. importance of brand
 almost 1 in 2 consumers changed their purchase
behaviour to participate in a CRM programme
 30% consumers switched brands as a result of a
CRM partnership
 7 out of 10 reported a positive impact on their
behaviour or perceptions when they participated
 80% of participants will continue to feel positive
about the company
 more than 2 in 3 people think companies should
be involved in cause-related marketing

77. Understand the pot you’re dipping your hand in

78. • Charity Committee, Corporate trust
• Grant application
• COTY pitch
• Corporate Social Responsibility
• Strategic partnership
• Brand fit
• Marketing Department
• Sponsorship
• CRM
• Sales Department
• List swaps

79. Gifts in kind
 past 10 year – increase in companies
delivering non-financial benefits
‘Doing good in good times takes
vision.
Sticking with it in the tough times
takes vision and determination’.
David Grayson
Professor of Corporate Responsibility
Director of the Doughty Centre for Corporate Responsibility
Cranfield School of Management

80. Gifts in kind
 try and introduce a non-financial target
 develop a way to measure this
 if possible, use a scoring model that is
aligned to the corporate one
 know what the companies you are targeting do
in terms of their non-financial contributions.

81. Gifts in kind
LBG suggest GIK donations are valued in two ways:
1. The value of product/service is at the cost to the company
rather than the notional fee the beneficiary would pay.
Enables to be assessed as a cash donation
2. The market price may be used to denote an approximate
value to the GIK
 creates a distinction between cost and value.
 e.g recipient may not have purchased so the true value
would be calculated as a cost savings such as pro bono
consultancy services where you would save money on
a permanent member of staff to deliver a programme

82. Reactive or proactive?

83. Proactive
 know your geographical reach
 research the active and engaged companies
 frame your offerings around the respective
company’s timeframes
 Look for strategic and brand fit
 manage expectations
 DELIVER, MEASURE and REPORT
 develop exit strategies
 Long-term, steady income

84. Reactive
 Research charity committees/corporate trusts
for matching criteria
 Research COTY opportunities
 Pitch for everything you can
 Very limited success rate
 Enormous energy expended
 When you win, expectations raised, difficult to
repeat
 DELIVER, MEASURE and REPORT
 High energy, unpredictable, lumpy, short-term

85. People give to people

86. CORPORATE BOARDS
Build rapport
time and energy
Sound boards
knowledge, insight
Develop connections
sensitivity, judgement
Touchpoints
the receptionist
Avoid drainage saving a mobile number
know and respect the limits

87. CORPORATE BOARDS
People like to talk with equals
– or above!
Don’t be precious – build on
chemistry
Get to know the second tier –
tomorrow’s leaders
Spread as widely across the
organisation as you can
Look for shared interests
Give them the little extra
something

88. 1. Understand your market
2. Understand how companies make decisions
3. Get aligned internally
4. Target companies with brand fit
5. Know the pots you’re dipping into
6. Be proactive
7. Remember that people give to people

89. corporate toolkits