Guidance for Business Addressing International Disaster Relief and Resilience

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1 Guidance for Business Addressing International Disaster Relief and Resilience Sponsored by 1

2 Business in the Community s International Disaster Relief programme Guidance by Business in the Community for business use in developing their International Disaster Relief and Resilience strategy, taking a holistic view and leveraging all the relevant tools at their business disposal, from cash, core skills, expertise and competencies, to products and services, illustrated with examples. We would like to extend our thanks to GSK for the sponsorship of this publication 2

3 Foreword Evidence indicates that every dollar invested into disaster preparedness saves seven dollars in relief. It therefore makes huge sense to plan and prepare for disasters, taking a rounded view of the many ways in which your business may be able to support the humanitarian relief and resilience effort, which at the same time supports environmental and economic recovery. Addressing International Disaster Relief and Resilience: Guidance for Business, has been developed with this is mind. It is designed to support you in developing the strategy for your organisation, leveraging all the relevant tools at your disposal from cash, core skills and competencies, to products and services. We are very grateful to the UK Department for International Development for the support of our work in International Disaster Relief, to many businesses and NGOs that have provided input and reviewed this Guidance, to the businesses who have participated in the BITC International Disaster Relief Awards over the years, sharing their approaches to inspire others, and to GSK who have provided the vital sponsorship for this publication. We hope you find this publication inspiring and valuable in helping you to develop and refine your approach to international disaster relief and resilience. We look forward to your feedback, comments and contributions for future editions. Whether driven by humanitarian and environmental need, philanthropy and business imperative, employee expectation and motivation, supply chain and customer need, or a combination of all of these, the business motivations for action are many and varied and the potential to support the relief effort is immense. Matching business resources with humanitarian need is imperative. Planning, preparation, partnering, collaborating and delivering relevant sustainable solutions to meet different aspects of the disaster management cycle supports the people, planet and profit agenda. Addressing International Disaster Relief and Resilience also supports your business sustainability by helping for example, to address business imperatives like business continuity, supply chain sustainability, employee morale, loyalty and motivation, and it adds value to your values. We encourage your business to play its part. Sue Adkins International Director, Business in the Community With some 200 natural catastrophes in 2015, the total of just insured loses losses cost more than $90 billion but people in low income countries paid with their lives. The impact of natural disasters globally, is undeniably humanitarian, environmental and economic. Swiss Re

4 Contents Getting started Addressing International Disaster Relief and Resilience: Guidance for Business, from Business in the Community will support you in developing a strategy for your organisation in International Disaster Relief. The Guidance and examples will help you to think through your business contribution and opportunities available to you. International Disaster Relief in this context refers to the whole cycle of disaster management. The Disaster Management Cycle includes, disaster risk reduction and risk mitigation, disaster preparedness, response, recovery and rebuilding. Disaster preparedness and resilience are less well supported globally than response, and are areas where humanitarian organisations often struggle to fund their work and yet it is often argued that the ratio between investment in preparedness versus relief is 1:7 1. We encourage you to think about how your company could contribute across the Disaster Management Cycle and not just in the immediate relief phase. Examples are included to illustrate how this could be approached. If you are reading this when a disaster has struck and you are planning an immediate response, please see the Quick Start Guide for ideas on how to begin. What is included in the guidance? 01 Organising your business response 02 What your business can contribute Agreeing the scope and limits of your involvement Activation criteria Structuring your business response Engaging staff Engaging external stakeholders Where to find information on disasters Engaging different parts of the business Approaches to cash giving In kind donations Making your core assets available Providing staff expertise pro bono services and secondments Employee volunteering 4

5 Guidance for Business This updated Guidance for Business from Business in the Community on International Disaster Relief complements existing, more generic, guidelines for business and includes: Guiding Principles for Public-Private Collaboration for Humanitarian Action: These principles are prepared by the World Economic Forum (WEF) and the United Nations Office for the Coordination of Humanitarian Affairs (UN OCHA). These principles set out a framework for international humanitarian action, and contain 10 guiding principles for partnerships between humanitarian actors and business which are as follows: 03 Working with humanitarian partners Responding directly to the disaster Developing partnerships Humanitarian Principles and quality standards Additional resources on partnership Pooled Funds 1. Leveraging Core Competencies 2. Needs-Driven 3. Standards and Codes of Conduct 4. Relationships with Government 5. Building Local Capacity 6. Donation Cost Coverage 7. Distinction between humanitarian and commercial activities 8. Public Relations 9. Reporting, Monitoring and Evaluation 10. Predictability United Nations Global Compact (UNGC): The UN Global Compact is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption. Business in the Community, which is a strategic partner of the UNGC reaffirms its support of the United Nations Global Compact and its Ten Principles which equally apply in disaster contexts and should be respected. Business.un.org: This is the United Nations platform for business engagement, containing guidance on developing partnerships with Non-Governmental Organisations (NGOs) and UN agencies. The guidance includes stakeholder mapping, identifying roles, governance, monitoring and evaluation and finance. 1

6 01 Organising your business response Agreeing the scope and limits of your involvement Activation criteria Structuring your business response Engaging staff Engaging external stakeholders Where to find information on disasters 1

7 To make your business support for International Disaster Relief effective, planning in advance is key. This section will help you develop an International Disaster Relief strategy, and some of the key processes you will need to put in place. Agreeing the scope and limits of your involvement Being clear about which disasters you will and will not respond to or get involved in, will help you to make rapid decisions. International Disaster Relief is often an emotional issue for staff and customers. It is therefore important to have clear criteria in advance to help communicate and explain decisions at difficult times. If you have a humanitarian partner, it will also help them to know when and where you are likely to be able to provide support. We are a professional services firm and so our support is limited as we can t off blankets, medicines, communication platforms etc. However in terms of the current refugee crisis we are considering how we might be seen as a leader. Key things to consider including when defining your principles and business criteria for your Disaster Management Policy are: Geographic scope: Will you respond to disasters only in countries where your company has operations? Which countries or regions are strategically important? Natural disasters or conflict: Business leader (Source: BITC International Disaster Relief: Business Unique Contribution II) Some companies engage only in natural disasters rather than conflict or political emergencies. The latter can be complicated and apart from the humanitarian challenges themselves, present potential reputational, security and political challenges. As these types of disasters tend to generate much less funding from governments and the general public, contributing to these can make a huge difference for those impacted. There can also be great potential for the skills and capacities of the private sector to add value. Did you know? Funding for conflict emergencies Funding for conflict emergencies is generally much lower than for natural disasters. Here are the Disasters Emergency Committee (DEC) appeal totals for recent years (millions of GBP): 2015 Nepal Earthquake: 87m 2014 Gaza Conflict: 19m 2014 Ebola: 37m 2013 Syria Conflict: 27m 2013 Philippines Typhoon: 95m 2011 East Africa food crisis: 79m 2010 Pakistan floods: 71m 2010 Haiti earthquake: 101m 2009 East Asia crises: 9.3m 2008 DRC conflict: 10.5m 2004 Asian Tsunami: 392m If you are considering supporting conflict related emergencies, you need to consider what you might do to support the humanitarian relief and the extent of your involvement. This could include for instance providing a cash donation, providing remote technical assistance or potentially deploying teams on the ground. When working in conflict settings, the importance of humanitarian principles is even more critical. See Section 3 for more information. 2

8 Types of natural disaster: Sudden or rapid onset natural disasters, such as typhoons or earthquakes regularly make the headlines. There are many other types of disaster that require humanitarian support, including slow onset crises such as droughts, and health emergencies such as pandemics. There are also many smaller silent emergencies around the world each year that do not get media attention, yet have significant impacts on communities. In deciding the scope and limits of your business involvement consider how your company might be able to provide support to different types of disaster. Source: Simon Davies DFID Intel is taking an industry leadership role on eliminating conflict minerals, to help address the underlying factors that contribute to conflict. Tantalum, tin, tungsten, and gold are referred to as conflict minerals. We rely on these minerals every day. They are included in everything from laptops, phones, and tablets to cars, airplanes, lighting, and jewellery. Militias and rebel groups sometimes fund their violent conflict with money derived from the sale of these minerals. Intel is committed to using only conflict-free mineral resources, which prevents profits from the sale of these minerals from funding conflict in the Democratic Republic of the Congo (DRC), ultimately leading to greater economic opportunities and safety for miners and their families. Now through third-party audits and direct validation by Intel s supply chain organisation, the company is moving beyond microprocessors to achieve the goal to validate its broader product base as conflict-free in Intel is continually working with partners, NGOs, industry bodies and international institutions to help other companies take a similar approach. For more information visit: Limit for involvement: When the cameras stop rolling and the next disaster hits the headlines, there can still be years of work to help communities fully recover and build resilience to future disasters. When considering the extent and limits of your involvement, it is important to think about and define what the end point would be for your organisation. It could be a time limit or it could be target based when for example, your team has completed the objectives of its deployment, or you have raised your target funds. The extent of your involvement could also be linked to a partner, for example, the time that a UN or Disaster Emergency Committee (DEC) or an Emergency Appeals Alliance (EAA) appeal remains active. When you operate on a global scale, there is a disaster every day that is affecting somebody. It is a position that leaves you feeling cold-hearted but the reality is we have to make that call about when do we respond and when do we say, that s really unfortunate but we can t respond to that one? Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) 3

9 Links to your responsible business priorities: To ensure the sustainability of your engagement, it is valuable to consider how you can connect your work on the disaster management cycle, to your ongoing work in other aspects of responsible business. If you are already working with communities in the country affected by the disaster, consider for example whether and how the business can leverage existing skills, experience and partnerships to scale up programmes to help prepare for and or respond to disasters. There are many opportunities to link your business action on all aspects of International Disaster Relief, with your responsible business priorities. According to our research, engaging in addressing International Disaster Relief and the disaster management cycle contributes to and helps support the following: Engagement in International Disaster Relief supports More stable markets Business continuity Customer engagement Employee satisfaction and engagement Building business reputation Did you know? UN classification of major emergencies An L3 emergency is the global humanitarian system s classification for the most severe, largescale humanitarian crises. Recent examples include the 2015 Nepal Earthquake, and the Syria conflict. The designation of an L3 emergency is issued by the Emergency Relief Coordinator (ERC), the UN s highest official responsible for humanitarian aid, in consultation with the Heads of the major humanitarian agencies who make up the Inter Agency Standing Committee (IASC). The designation is made on the basis of an analysis of 5 criteria: scale, complexity, urgency, capacity, and reputational risk. For more information visit ReliefWeb and UN OCHA s websites. Source: Business in the Community: International Disaster Relief: Business Unique Contribution II The disaster management cycle: There are different ways that companies can get involved in International Disaster Relief and different kinds of support will be valuable at different points in the disaster. It is important to think about what kind of contribution your company is best placed to make, and when would be the most appropriate point in the cycle to contribute this. See Section 2 page 29. When addressing international disasters, it is important to remember it is not just about the high profile relief in the first few days after a rapid onset disaster. It may be that the most useful thing for your company to do is not to respond immediately but to wait and make a more strategic contribution in the longer term recovery phase. Also it may be more appropriate to focus on building resilience, mitigating future risks, preparing for future disasters or responding with a combination of both. Having your Disaster Management Policy in place and discussing this with humanitarian partners to understand when and where your contribution can be most useful, will be invaluable. 4

10 Activation criteria Activation Criteria you could consider include: Business and supply chain presence: Whether you have a physical presence in the country affected and whether your operations or partners and supply chain are directly affected Staff impact: Whether your staff, their families and or those of your partners / supply chain, have been directly affected. Lloyd s have a strategic partnership with RedR to support capacity building of humanitarian responders to deal with humanitarian crises, especially in urban areas. A new urban training curriculum has been developed and delivered to individuals prior to their deployment to disaster zones. The next phase will support RedR to develop a new e-facilitated learning programme to develop the skills of local responders in disaster-affected communities. Lloyds also subsidise face to face training and enable RedR to provide online technical support and harness the expertise of the private sector. See more here. Deciding on and communicating what the activation criteria will be for your business s disaster response, is essential to build support, engagement and impact. There is no one right answer, but agreeing in advance the criteria you will apply, will help you make rapid and transparent decisions. You may have different criteria and different ways of responding. This may depend on the type of disaster, the location, the menu of support you have available in different circumstances, and how your business offer best fits within the disaster management cycle for these circumstances. Some businesses also have different criteria for providing support at a local level as opposed to launching a global company wide response. We re keenly aware that so often what we have isn t what s needed and we are really trying to educate our properties to wait a good 72 hours to five days to hear from those responding organisations about what s needed. And then to see if we have what is needed in terms of supplies and other things. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) Staff concern: Degree of employee interest and concern Media interest: The degree of employee interest and media attention Scale of the humanitarian crisis: This could be assessed by a variety of means including the number of people affected, the number of deaths, or the number of people displaced etc. Environmental impact: The scale of the environmental impact and long terms effects. Please see annex for guidance on where to find information on disasters. Government / UN declaration: Declaration of a state of emergency by the affected country government, or declaration of a major crisis by your humanitarian partner, the UN, the Disasters Emergency Committee (DEC) and or other members of the Emergency Appeals Alliance (EAA) in other countries. The gap: The difference between the level of support funding or skills products and services required compared to the support already provided. The UN will develop a consolidated appeal for support and will make information available on how much funding has been received compared to the requirements. Other company activation and collaboration: Whether other companies or partners are responding. There may be certain circumstances be it countries or types of crisis, where your business decides that competitors, other companies with a stronger regional presence, or partner companies be better placed to respond. The involvement of other companies however could be vital in terms of potential support or collaboration in relation to amplifying the offer or perhaps for transport and logistics, security, office space etc be it shared or provided. Request for assistance: Some businesses very active in this area and with strong humanitarian partnerships with the UN, NGOs or others, wait for a specific request for assistance from their humanitarian partner, the UN Cluster system or the affected country government. It can be the case that whilst, the needs seem overwhelming from media reports or general information, it can sometimes be the case that the specific contribution that your business is able to offer, is actually not a priority in this disaster. 5

11 In some cases therefore it important to be aware that the best course of action may be to wait until there is a clearer idea of the needs, before launching a response. Decision not to respond: It is not only important to define the criteria for taking action, it is equally important to set out clearly the circumstances where your business will not respond. This will help manage expectations and help you explain your course of action to staff, customers or partners, who may be keen for the business to take action and support the humanitarian effort. We re very clear with our teams and our colleagues that they have to do things in conjunction with an NGO that has clear needs People do want to help, and we sometimes have to mitigate that. Sometimes I find in emergency situations I can spend as much time saying no to people as saying right, go ahead, let s move. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) Potential inclusions in a disaster relief policy The kinds of disasters will you respond to The scope of your engagement The role of the central office and regional offices The kind of support you will be able to give, in different types of disasters, geographies and contexts A timeline for the different types of response the company might offer at different stages of the disaster management cycle, and how decisions will be made. How emergency response is structured within your company: teams, responsibility, systems and processes, how decisions will be made Your humanitarian / charity partners: who you currently work with or the types of organisations you would work with and the criteria for selection Staff engagement opportunities across the spectrum How you can work with customers and suppliers Freshfields Bruckhaus Deringer have five criteria that must be met to activate a firm-wide response, which are set out in their disaster relief policy: The affected country(s) have declared a state of emergency The United Nations has acknowledged the disaster and pledged its support Estimates indicate the disaster has the potential to affect more than 5 million people Estimated funding requirements exceed 50 million There is sufficient internal awareness of, and sympathy for, the humanitarian consequences of the disaster to determine a firm-wide response is required. How your business can coordinate with the UN, NGOs and other businesses Internal and external communications Monitoring, measurment, evaluation, learning and reporting Key contacts for internal and external stakeholders One major company took the decision not to deploy their disaster response teams for the 2015 Nepal earthquake, because despite initial indications, their humanitarian partners advised that their technical area of support was actually not an urgent need, and that there was a risk of overwhelming limited capacity in country to cope with international deployments. 6

12 Structuring your business response Having agreed systems within your business will help enable you to respond quickly and efficiently. While every disaster is different and your response will need flexibility, there is much that can be pre-planned, agreed, pre-authorised and prepositioned in well advance of a disaster. The first stage is to develop a Disaster Management Policy. Develop a Disaster Management Policy The Disaster Management Policy should set out clearly what the business will do, where, when, why and how it will contribute to International Disaster Relief. It can be helpful to consult widely when developing the policy internally and externally. You may want to consider talking to staff and teams within the business and the regions who may be involved, humanitarian partners, and key external stakeholders such as customers, suppliers, and distributors. This will help to develop buy-in for the business approach and response. It may also help identify ways to engage and support the disaster management cycle that had not been previously considered. Once developed, disseminate the policy to colleagues in the business, and to your external partners and other stakeholders as appropriate. Sharing your approach can develop cooperation and collaboration in turn building stronger relationships. It can also be used to motivate, inspire and engage others to have a greater impact. This will allow those who need to respond to act quickly, and make internal and external stakeholders who could be impacted or could be partners, aware. Identify your contribution: There are many ways that your company could contribute to International Disaster Relief, these include Cash donation Gifts in kind or products and service donations Employee volunteering from low level to high skilled Skills and expertise sharing Contributing core business capabilities. Section 2 provides further information on each of these approaches. The planning and preparation needs to be done in advance of a disaster which sounds obvious but is rarely the case. In doing so, it is important to agree again in advance, what kinds of support, and under what circumstances, this support would be provided. A cash donation of an agreed amount to a humanitarian partner for example, might be made immediately in all disasters generally or for disasters that meet certain criteria. In other types of crises, the business may deploy expert response teams and volunteers, depending on the context and geographic location, and in different circumstances it made provide a combination of approaches. BT provides people and technology to respond to disasters, with two core elements: The Emergency Response Team (ERT) which restores communications infrastructure on the ground, and the end-to-end network infrastructure that enables DEC and other NGO appeals to launch quickly and run effectively, including using its MyDonate platform to processes public donations securely. After Typhoon Haiyan, the DEC raised 10 million via MyDonate in a single 48-hour period. Establish decision making structures: In order to be prepared for disasters and to act efficiently and effectively it is important to have a system and agreed process in place. Agreeing the system and the process by which key will be made, in the Disaster Management Policy. It should be clear who is responsible for making decisions, what the criteria for decision making are, and what processes need to be completed to inform the decision. You may want to consider systems and structures already in place in the business, such as those in your business continuity plan. There could be a committee already in place that is responsible for reviewing the criteria and making a decision, or a recommendation to senior management which could potentially be invited to take on the responsibility for the Disaster Management Policy too. There could be different levels of decision making authority depending on the scale and type of the crisis and response, or for different levels of cost. For example, it may require higher level sign off to physically deploy staff to a disaster zone, or to get involved in a conflict or political emergency. Think about what kind of standard processes would be required within your business before a decision can be taken. 7

13 If there is a crisis or a disaster, there will often be a global call to action from the Global CEO to the different member firms. Then it s up to each member firm whether they want to allocate funding towards disaster relief in that area. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) Agree response team and roles: Identify and appoint a defined team of motivated senior people, from a relevant cross section of business functions, who will come together as the Disaster Committee. They should be responsible at a senior level, and decide whether or not to agree or recommend to mobilise the business to the board. As business leaders, the Committee would be responsible for supporting the delivery of the Disaster Relief Policy and the coordination of the business response to International Disaster Relief. You may wish to consider including representatives from the following areas of the: business corporate responsibility, business continuity, logistics, security, human resources, communications, IT, country managers etc. Decide whether external experts, such as humanitarian partners, should be part of the group as members or whether they should be invited in at key points as resource people. Outline structure for IDR committee Raise Requests Global Decision Maker Regional Decision Maker Regional Representative/Champion Disseminate/Call to action Area Response Team Representative Business Area Representative IDR&R Champion 8

14 We have a global Social Investment Steering Committee who have an understanding of what s happening all around our social investment, including disasters. The Country Chair writes to the Executive Committee member for that region and they also engage with HR, Finance and Government Relations. The Social Investment Manager feeds into that discussion by giving advice, but the decision is taken at a very senior level. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) We have a global sign off process but there s a very short route to it. We usually have a very small Steering Group that we assemble on an ad hoc basis because it depends where we are regionally. But being centrally run means that I have a direct line into the senior management across the company to be able to have those conversations very quickly Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) Working in a decentralised structure: A similar structure could be replicated at the regional or local level, depending on the size and scale of the business as appropriate, with clear terms of reference and reporting lines. For businesses with a decentralised structure, working through franchises or groups with a high degree of autonomy and authority located at country level, developing a companywide approach to International Disaster Relief can be an opportunity to promote a corporate identity. It can also create additional complexity in structuring International Disaster Relief. For a global company there will be smaller disasters that do not generate media attention at a global level, but will be a major concern for employees and other stakeholders at a regional and national level. Companies have addressed this in different ways: Provide and agreed framework where decisions can be delegated as far as possible within an agreed framework, where for example the ultimate decision about whether to respond lies with the country representative. Broad principles are agreed at global or group level, with tools and guidance provided, while allowing flexibility for implementation at operational and local levels. Other businesses with relatively autonomous members, have identified one or several global humanitarian / charity partnerships at a head office level, allowing for direct relationships between the business and the respective humanitarian partners at a country levels. When taking this approach, it is wise to consult widely across the business, as the profile and reputation of a particular charity or humanitarian organisation, may be quite different from one country to another. Comfort and attitudes towards working with the private sector also vary. As mentioned above it may be appropriate to consider having a global committee with a similar structure replicated at the regional or local level, with clear terms of reference and reporting lines. 9

15 Shell has a health, safety, security, environment and social performance control framework which applies to every Shell company. A country social investment strategy and a disaster relief donation plan are mandated in the social performance manual as part of the control framework and the accountability rests with the Country Chair. InterContinental Hotels Group (IHG) has a global disaster response programme which builds on the key role hotels play in their local communities in providing shelter, vital supplies and other support to those impacted by disasters. IHG works with its franchise hotels around the world to share best practice on disaster response and to help them plan how the hotel will prepare for and respond to disasters. A central fund created by IHG is activated following disaster to provide community support. 10

16 Challenging questions for decision makers Each disaster is different, and it will be up to the Disaster Committee or other decision making body within the company to decide on the most appropriate response. Based on the experience of companies with long history of responding to disasters, these are some of the challenging questions these decision makers could ask themselves: Do we have enough information about the disaster and the needs to launch a response? The information available in the media or in initial assessments is often uncertain and may not contain much detail. Is there a need for an initial response, perhaps a cash donation, but waiting to make decisions about further support until more information is available? [Please see the Annex for details of organisations that provide further information]. Is there really a need for us to get involved? Are we best placed to offer the kind of support needed? Are there other companies, perhaps geographically closer to the disaster location, who could provide similar support more easily, in which case is there support or advice that we can provide to them? Do humanitarian partners really want us to get involved: for example, is there capacity on flights and the ability to accommodate additional expatriate responders? Please note: Sometimes doing nothing or waiting to decide can be the most appropriate decision, even if there is pressure from staff or customers to get involved immediately. See the Communications section (p16) for advice on how to communicate this decision effectively. What is the best way for us to support? Is it useful for us to get involved in responding directly on the ground or are there other ways we could contribute more effectively, such as fundraising, or providing remote support? What is the rationale for the response? Is it purely a philanthropic response, or is there also a more sustainable business rationale? For example, staff or customer engagement, building new markets, building skills and expertise, raising brand profile? This may well influence the type, scale and length of the company s engagement so it is advisable to be clear about this from the beginning- and to be as open as possible with humanitarian partners so that they can plan and know what your expectations are likely to be. Do we have the necessary information on risks to the company and can we be confident that these risks can be managed? This can include security risks to staff involved in the response, risks to the assets being deployed, reputational risks etc. What is the exit strategy? It is essential to think about both your entry and your exit strategy from the outset. Some disasters are likely to have a long term requirement for support in rebuilding. Protracted crises such as drought, make it necessary for the company to consider how it will the company know when their job is done. The end point may be determined by a set period of time, a set budget, or an assessment of when the need for support reduces, and if so, who and how will you decide? It is important that the decision makers consider these things in an exit strategy, and have a plan for how to communicate this to internal and external stakeholders. 11

17 Monitoring the situation Planning and preparation is key to an effective International Disaster Relief strategy. Keeping abreast of potential and approaching disasters is important, in order to start preparing your response before the disaster strikes. There are a number of ways you can keep up to date with humanitarian situations. You could introduce a system for example, where your humanitarian partners alert you when their own processes are triggered in preparation for major disasters. Local company offices can also connect with local and national government systems, who will be tracking disasters locally. Having a system in place for communicating internally about an approaching disaster, so that relevant teams know what they should be doing, is invaluable. At the end of this section is a list of websites where you can go to find information on disasters. I monitor disasters on a daily basis- through Red Cross, Google Alerts, and FEMA. When we see something coming that is out of the ordinary in particular, we begin to monitor it. For example, for Typhoon Haiyan, we got notifications of it two hours in advance. The first thing I did was reach out to the people that run our volunteer portal and I asked them to start setting up a page where as soon as the disaster hit, team members could begin to donate. Knowing that it was probably going to be severe, we want to be able to give our team members a way to respond quickly. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) Links to business continuity processes: If your company has operations in the area affected by a disaster, either directly or through supply chain or distribution networks, it is likely that you will be implementing certain processes to deal with the impact on your business and ensure business continuity. If you have not already done so, it would be valuable to look at whether there are linkages between your core business continuity processes and your efforts to support the wider community and humanitarian agencies. Consider the following for example: Data gathering: Apart from gathering information to see if staff are all safe and accounted for, these information gathering channels, or the information itself, could be useful to the humanitarian community as part of the rapid needs assessment process Communications support: as you are getting communications and offices back up and running, or establishing temporary offices, consider if can make facilities available to NGOs, the UN or government, to support the relief operation As you are opening up buildings as temporary shelters for your staff and their families, either as part of disaster preparedness or after a disaster has occurred, consider how this can be expanded to support the wider local community In the immediate aftermath of a disaster our key consideration would always be the safety of our employees, suppliers and their families and assessing the damage to our business. We then consider if we should make a commitment to offer support. This support is determined by whether our employees, supply base or customers are affected and whether they want us to offer support. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) 12

18 Evaluation, learning and continuous improvement: The lessons from your response to each disaster will help your business continuous improvement and strengthen processes to improve future responses. Depending on the scale of the disaster, you could have different levels of evaluation and learning, for example, a: phone call with your humanitarian partner to ask for feedback light touch review which brings key stakeholders together for a phone call or meeting to discuss what went well and what could be improved workshop involving key stakeholders Following the Tsunami disaster, Diageo used the London Benchmarking Group (LBG) model to capture their response as a company. As a result they have been able to quantify their efforts towards International Disaster Relief, and measure the benefits of their work which amounted to 22.6million. formal review conducted by the internal audit team or external consultants. If collaborating with other companies, then joint reviews may provide even greater insight. This will allow you to review your effectiveness and collective response and benchmark yourself against peers. This could be done with a common humanitarian partner, or by working with BITC to organise a learning event for companies. Wherever possible, it is invaluable to involve humanitarian partners in this process. Do bear in mind however that humanitarian partners will be under a lot of pressure following emergencies and therefore reviews should be timed sensitively. For major emergencies most humanitarian agencies will be required to conduct an evaluation, either individually for their agency, or a joint evaluation as part of the UN or a network of humanitarian organisations such as the Start Network, BOND, DEC/ Emergency Appeals Alliance. It may be possible with additional funding, that these reviews could be expanded to evaluate the role played by the private sector in the response and therefore it may be worth discussing this with your partner. It is important to appreciate that unless funded, humanitarian organisations generally do not have the resources to provide bespoke evaluations covering the specific donations made by individuals or companies. When research is carried out sharing the learning as widely as possible is hugely valuable. This can inspire, engage, support and indeed challenge other companies to take action and thereby help increase support for those impacted by disaster support. BITC can assist with facilitating and disseminating good practice and lessons learned. As a business having a global partnership with clear goals and measured outcomes helps to overcome future challenges. Business leader (Source: BITC International Disaster Relief: Business Unique Unique Contribution II Employee engagement Employee engagement is often an important business driver for a company s involvement in International Disaster Relief, according to BITC s research, International Disaster Relief: Business Unique Contribution II, which showed that 75% of companies reported employees were one of the most important triggers for a companies decision to mobilise on international disaster relief. The contribution of staff is crucial for delivering the disaster relief through general and skillsbased volunteering and fundraising. Staff engagement needs to be seen throughout the organisation which in turn positively impacts staff motivation and loyalty. Senior management championing and oversight: It is important to secure support and buy-in from senior leaders in the organisation who can drive and promote the company s response, both internally and externally. This could be achieved by engaging the CEO, the senior team and indeed through leveraging the person on the International Disaster Relief Committee who is responsible for the agenda on the board, and other senior leaders on the committee. 13

19 You might also consider including International Disaster Relief in the job description of key management roles. Also more informally it is invaluable to have someone or a number of representatives at a senior level with passion and understanding for this agenda who will help to raise the profile of the work. Involving them and others in internal communications to support staff engagement and demonstrate that this is a priority for the company, is very useful. It is also important to ensure that there are clear processes for keeping senior leadership level informed and involved in the process. Having a system for regular reports during the disaster response period, having an agenda item at key meetings, and having a senior representative chair the disaster response team and reporting into the board all serve to support the business disaster relief approach. Sharing information: Keeping people across the organisation informed about what the company is doing on International Disaster Relief is important and helps people to feel connected. Providing real time updates on fundraising, and having real life updates and quotes from humanitarian partners or employees deployed to the emergency, help to bring the business response to life. Companies use a range of tools to share information, including newsletters, websites and intranets, social media, and staff meetings, film screenings and learning events with staff returning from emergency deployments. For more information, see the box on Internal Communications. Employee engagement in campaigns: There are numerous ways in which employees can support the relief effort from fundraising through to high skilled volunteering and secondments. It is important to think about whether apart from employees in other parts of the affected country, region or overseas, the employees in the countries affected by the disaster, can be actively involved in the response. They may for instance be able to support by disseminating information and helping raise awareness etc., but this will of course very much depend on the disaster and the nature of its impact on individuals and the area concerned. Reckitt Benckiser ran an Ebola awareness campaign in Nigeria. Employees across the organisation were all actively encouraged to share the campaign s digital assets with their personal networks, whether by word-of-mouth, through their social media channels or by simply forwarding the text message containing the link to the programme microsite. 14

20 Employee fundraising and match funding: Involving employees in raising funds to support the disaster response gives people a direct way to contribute. You can inspire staff by making a corporate donation to kickstart fundraising, matching employee donations, providing real time updates on fundraising totals and celebrating the contributions that individual employees or teams have made through internal communications or recognition awards. See Section 2 for more information on employee fundraising and ideas about engaging staff through schemes like Give as You Earn and matched funding. Employee volunteering and secondments: Engaging employees directly in the response through general and skills-based volunteering is a powerful way to inspire people. Many companies have rosters of employee volunteers for skilled volunteering programmes, through which people receive training prior to deployment as part of emergency response teams. See Section 2 for more information on employee volunteering and secondments. Engaging employees on disaster preparedness: Supporting a humanitarian partner on disaster preparedness or resilience programmes means that employees are already aware of the partnership and feel connected to the work before a disaster strikes. This can help to engage employees in the event of a disaster to support the response. It can also work the other way around. Following support for a disaster response, there can be an opportunity to keep employees engaged with the partnership in the longer term by opening up, a conversation about disaster preparedness. Engaging external stakeholders Engaging with external stakeholders as well as employees can be an effective way of demonstrating your company values as well as amplifying the value of your response. Building stronger engagement with customers, suppliers, distributors and clients brings not only greater support to the disaster response but also strong business benefits. There are a number of ways this can be achieved, including: Engaging customers: There are numerous ways in which employees can support the relief effort, from fundraising through to high skilled volunteering and secondments. Sharing your plans with customers and offering them ways in which to get involved can be hugely valuable not only for disaster relief efforts and those your response is supporting but also from a business reputation and relationship point of view. There are a number of Cause Related Marketing examples provided in the case studies and in the section following which will offer some examples and ideas. Matching customer donations: Some companies provide match funding for customer or client donations to the emergency response, up to certain limits. Providing donation mechanisms: Following the Nepal earthquake in 2015, UBS pledged to match client donations up to a total of 1 million Swiss Francs. This is in addition to its longstanding programme of matching employee donations. Companies can provide mechanisms to help facilitate customers and the wider public to make donations to the disaster response. This could include including a donate button on the company website, giving people the option to make donations at the point of purchase in store or online, supporting the transfer of funds, or helping charity partners to do collections. Involving business partners, supply chain and distributors in disaster relief: Assuming the business partners, supply chain and distributors are not those impacted by the disaster, businesses can support and invite their business partners, supply chain and distribution network to also engage with them in the response to the disaster. This can include, encouraging them to also provide support, providing matched funds, sharing details of specific requests for assistance from humanitarian partners, providing training and support, and sharing the tools, processes and systems the company has developed around International Disaster Relief with all partners to increase the collective impact of their efforts. 15

21 Top tips on internal communications Disaster Management Policy: It is important to make sure that staff are aware of and understand the company s disaster management policy, sharing the scope of engagement and the criteria for when the company will respond. When a disaster strikes, this will help to clarify for employees why the company has decided to respond, or not. When a disaster strikes: Providing information to staff as soon as possible is invaluable even if is a holding message whilst the decision whether or not to respond is being taken. This could make clear that the company is going through its process, reviewing information and deciding on the most appropriate course of action, and requesting staff to wait until further information is available before acting. This will reassure staff that the company is engaged, has a process and a plan. It will also help ensure that employees do not initiate activities themselves that could be inappropriate, such as launching collections of in-kind donations. When a decision has been taken about whether, and how, the company will respond, share this with staff, referring to the Disaster Management Policy to help explain the decision. Also take the opportunity to tell employees how they can get involved and of the existing policies that you have in place for payroll giving, matched funding, employee volunteering etc. Communicating a decision not to respond: There can be pressure from staff, and customers, to respond immediately. If the company has decided not to provide support in the immediate phase but instead to contribute in a later phase of the Disaster Management Cycle, or to wait until sufficient information is available to make an informed decision, this needs to be explained carefully. Referring to the Disaster Management Policy and the company s criteria for engagement can help, as can referring to advice from humanitarian partners. If the company has decided to engage later in the cycle, providing examples of the kinds of things you may do, or have done in previous responses, and explaining the benefits this created for communities, will serve help employees to understand. Regular updates: Providing regular updates throughout the response, to bring the response to life for staff supporting from other countries is invaluable and keeps the efforts in the spotlight. This could include photos, films, case studies, quotes from staff in country and/or from humanitarian partners. Sharing results and thanks: Providing updates to employees once the response has finished, sharing the results and the impact was of the company s contribution is very important as it saying thank you to employees for all their contributions which are often core to the relief effort. Tailored communications: As well as all-staff communications, there may be specific groups that require bespoke updates. For example, there may be senior leaders within the company who are not directly part of the Disaster Management Committee, the direct decision making, or the mobilisation but who nonetheless have a stake in the response and need to be kept informed and brought and kept on board, and can often be great ambassadors for the response. Consider the different information needs for various internal stakeholders, and the most appropriate way of communicating with them for your company. Bespoke written updates, in person briefings or calls from a representative of the Disaster Management Committee, or submitting updates to broader senior management meetings could all be considered amongst other approaches. Communications planning in advance: Discussing your communications strategy in advance with your humanitarian partner and identifying the type of information that is most useful to you at what stages to support internal and external communications will support the smooth operation of your communication plan enormously. This will help humanitarian partners factor this into their information gathering and documentation during the response, and provide you with the most relevant information. It will also support your internal communications team who can identify relevant media channels, opportunities and moments in your internal communications calendar. 16

22 Involving business partners, the supply chain and distributors in disaster preparedness: Helping and collaborating with your business partners, supply chain and distribution partners to prepare for disasters, and develop a disaster preparedness plan, is just as important as supporting them to respond. This can be achieved by jointly identifying your and their risks and ways to mitigate them, strengthening their business continuity practices, and helping them adapt their ways of working to be more resilient to disasters. Companies sourcing raw food materials in vulnerable countries or example could work with supply chains to promote alternative farming methods and crops that can withstand floods or droughts. Following the Nepal earthquake in 2015, many Business in the Community members set up ways to help people donate. Visit the BITC website for examples, including: RBS waived remittance fees for customers wanting to transfer money to Nepal for a set period of time. They also supported DEC with over the counter donations at all RBS and Natwest branches, and putting a DEC appeal link on their website. In response to the Ebola crisis GSK mobilised a comprehensive and coordinated response including donations, volunteer experts and investments in frontline health workers, working with partners including NGOs, governments and commercial competitors reaching 40,000 patients. Where to find information on the disaster response Finding information once a disaster has occurred Humanitarian response info: The HumanitarianResponse.info platform is provided to the humanitarian community by UN OCHA as a mean to help responders coordinate their work on the ground. You can find latest updates and situation reports, key reports such as needs assessments, evaluations and inter-agency plans. Reliefweb: Lloyd s organised for its partner charity RedR to do a collection at the Lloyd s building for their Nepal Earthquake Appeal. To build a business case we need to build external visibility and appreciation of disaster management in the same way we have for international development programmes and projects Business leader (Source: BITC International Disaster Relief: Business Unique Contribution II) A specialised digital service of UN OCHA, providing information on global crises and disasters. On Reliefweb you can find updates on ongoing disasters as well as briefings on at-risk countries and specific topics relating to disasters. You can also set up alerts for specific countries to alert you to new emergencies and information 17

23 Information sources during disasters In a disaster, several key information products will be developed within the humanitarian system that help organisations and donors know what is happening and what support is required. Situation Reports (SitReps): These Sit Reps summarise the latest situation on the ground, the response so far and the key needs and gaps. They are issued by the UN Office for the Coordination of Humanitarian Affairs (UN OCHA). The first SitRep would normally be issued a day or so after the disaster, and then at regular intervals throughout the response. To subscribe for SitReps for particular crises or regions, visit unocha.org Needs assessments: These needs assessment reports summarise the analysis that has been conducted to understand what communities need and what the gaps are. Rapid assessments will be conducted as soon as possible after the disaster, followed by more detailed needs assessments later on. UN OCHA develops a joint rapid assessment called a Multi-Agency Rapid Assessment (MIRA). Individual agencies and clusters will also develop individual or sector specific needs assessments. You can find most needs assessments can be found on Reliefweb. Appeals: UN OCHA coordinates a joint appeal document, which draws together the key needs, agreed response priorities and funding requirements cross different sectors. Individual agencies can submit their projects to be included in the appeal. The initial appeal is called the Flash Appeal. The Flash Appeal is followed by more detailed longer term plans. The joint appeal documents will be published on Reliefweb and on UN OCHA s website. Individual organisations and consortia such as the Disasters Emergency Committee (DEC) / Emergency Appeals Alliance (EAA) will also issue their own appeals. Cluster Technical Standards: For further information on the UN Cluster system see Section 3. The UN Clusters issue detailed reports and information about the needs and the response in their particular sector, for example education or shelter. The Cluster Technical Standards include guidance on the specific requirements, for example the specifications for roofing sheets or hygiene kits required in a particular disaster response. They can be found through the UN s humanitarian response portal for the disaster which contain links to each of the clusters activated in that response, for example: nepal Thompson Reuters Alertnet: News services specialising in aid and development stories, with a dedicated section on humanitarian issues UN OCHA: The United Nations Office for the Coordination of Humanitarian Affairs is the UN organisation responsible for coordinating in an emergency. They will issue regular Situation Reports on the crisis and information updates, and will coordinate the process of developing consolidated funding appeals. Much will be done by OCHA at the country or regional level in an emergency. At global level UN OCHA has a Private Sector Section to coordinate private sector engagement and can channel and help advice on offers of support. EU ECHO: The European Civil Protection and Humanitarian Aid Operations (ECHO) ensures rapid and effective delivery of EU relief assistance through its two main instruments: humanitarian aid and civil protection. By bringing together the two under one roof in 2010, the Commission has built up a more robust and effective European mechanism for disaster response both inside and outside the EU. Find out more at: 18

24 02 What your business can contribute Engaging different parts of the business Approaches to cash giving In kind donations Making your core assets available Providing staff expertise pro bono services and secondments Employee volunteering 19

25 When deciding what your company can do to address international disasters, it is useful to think about your business and what the most unique and strategic contribution could be. Linking your contribution to your core business capabilities is likely to make your intervention more strategic, more sustainable and will leverage greater benefits than a purely philanthropic approach. In order to maximise your potential of creating shared value, you need to focus on support that is directly related to your business strategy A section on money or cash is included, recognising that this will always be a priority in emergencies. It is also, however, important to think beyond cash. A number of ideas are offered within this section for what your Cash Plus contribution could be. This section contains information on: Cash donations In kind donations Cause Related Marketing opportunities Making assets and core capacity available Contributing staff expertise Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) If you decide to get involved beyond giving cash, it is important to be aware of the Humanitarian Principles, the quality standards and best practices that guide good humanitarian response. These Humanitarian Principles direct the work of your humanitarian partners and will determine where and how they can provide support. Focus on what your niche is, what your expertise is. That s what makes it successful. We work with a humanitarian partner and we realised that the key thing we can provide them with is supply chain. So we work with their Supply Chain Division and a lot of our programmes are specific to supply chain, building capacity of supply chain managers, or providing technology that will allow them to track and deliver their supplies. It s very much aligned with what our core capabilities are. Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) For more information on humanitarian principles and quality standards follow these links. Working in a strategic partnership with a humanitarian partner can be the best way to really understand what is needed in a disaster and how best you can contribute. Discussions with a partner can often identify things your company can do to help that you had not considered. Humanitarian partners can also help to clarify whether your potential offers can be used or whether your ideas need to be adjusted to be more effective and in line with the need. If your company is planning to respond directly in emergencies, for example deploying staff or distributing relief assistance, you should expect to be accountable to these principles and standards. It is also important to understand the humanitarian coordination structures that operate at local, national and global level, and the ways that you need to engage. 20

26 Engaging different parts of the business Having a Disaster Relief Committee type structure in place as outlined in Structuring your business response with disaster relief champions from business areas and locations, will help you identify opportunities within the organisation. Such a structure can also be used to help coordinate a response and identify requirements. It can also be used to form and coordinate your business contribution as your business offer may vary across different parts of the business, and in different geographic locations. Silent emergencies Small, local disasters often go unnoticed by donors and the media. But they account for a large proportion of disasters global impact: 54% of houses damaged and 83% of people injured. Source: Oxfam Country offices or local sites may be better placed to offer appropriate in-kind donations or to organise direct relief, whereas this may be less appropriate when done at a global level. Local staff who have a good understanding of the local culture and needs may decide to collect and donate food, clothing or other basic supplies in the immediate aftermath of a disaster. A clothing collection by colleagues in the UK or US for a disaster overseas for example, however well intended, may not be appropriate. Source: Russell Watkins DFID The Disaster Management Cycle What your business can contribute to a disaster response is likely to be different at different points in the disaster management cycle, from disaster preparedness, response, recovery and risk mitigation, as outlined in the diagram below. Having a plan in advance of the disaster of what your business can offer at different points in the cycle, both within your overall disaster management policy and at the level of planning a response to a specific disaster will be invaluable, saving time and enabling you to support those affected by the disaster faster. Read Section 1, Organising your business response to identify opportunities suitable for you and your organisation. Cash donations For humanitarian agencies, cash is always the high priority, or put simply, cash is king. Cash donations allow agencies to respond quickly and to provide the aid that is most needed in the circumstances. Un-restricted cash allows the purchase of relief goods in the country or region where the disaster has occurred, which is often cheaper and quicker. Cash based programming, is a key trend in supporting those impacted by disasters where people affected by the disaster receive cash payments to buy the goods required in local markets. This allows people the dignity of choice to buy the things they really need, rather than being reliant on relief distributions, allows them to buy what s available locally and helps to support the local economy and market dynamics. 21

27 Linklaters ring fences a certain amount of corporate responsibility funds each year for crisis response. Two-thirds is immediately donated as pre-emptive funding to established humanitarian partners, for their general crisis funds which can be used to respond whenever crises occur. This allows partners to deploy resources with immediate effect, and means that the company is not put in the position of having to choose between supporting one crisis over another. The remaining one third is used by Linklaters for discretionary additional support to exceptional crises. InterContinental Hotels Group (IHG) has established a strategic partnership with CARE International. IHG guarantees an agreed financial contribution to CARE s emergency shelter team to help increase their capacity in all aspects of disaster response, including developing and sharing best practice across the CARE network. IHG also provides funds to help CARE support communities in aftermath of disasters around the world as well as providing accommodation in its hotels to CARE personnel engaged in disaster response. For more information on cash based programming, see the Cash Learning Partnership at If cash is king for humanitarian agencies, then predictable cash provided rapidly or in advance of a disaster takes this to a whole new level. Cash in advance: Regular, flexible donations annually or throughout the year allow agencies to have a standing disaster response fund that they can draw on to start an immediate response when a disaster strikes. This is important because launching public fundraising appeals, or applying for government donor funding takes time, and the first hours is a critical phase in the disaster response. Cash also allows aid agencies to respond to smaller emergencies which may not make the media headlines. Many humanitarian organisations will have established emergency response funds, which allow them to allocate money quickly to wherever it is needed. Tesco is the founding partner of the British Red Cross s Disaster Relief Alliance (DRA). Through the DRA, companies support the British Red Cross to look beyond the traditional model of responding only after a disaster has devastated lives, to a new approach incorporating every angle of disaster relief preparedness, response and recovery. Companies invest funds in the immediate aftermath of an emergency, but also in preparedness programmes helping to build more resilient communities before a disaster hits. In an emergency humanitarian organisations want disaster response agencies to be able to respond in the way that they see fit. We give our disaster response funds to an appeal. It s restricted to that appeal and not to how they spent it. We put out an immediate announcement internally that says in response to the recent disaster the company has made a contribution to [partner] and it will be supporting them to do A, B and C in that region. That s all we do, we don t tell our staff how much it is and we don t put out press notices. We then support any member of staff in their own individual fundraising and we match their own fundraising to a certain limit Business leader (Source: BITC International Disaster Relief: Business Unique Contribution) 22

28 Predictable donations: Being able to predict what funds will be available makes it easier for aid agencies to plan their responses and to support disaster preparedness and resilience work. If you have an established humanitarian partner, it will help them to know in what circumstances you will be able to contribute and how quickly the funds are likely to be available. You could also look at whether you can commit to a guaranteed minimum donation either annually or in disasters that meet certain criteria. A Charity of the Year programme could be one way of providing predictable support to a partner for a set period. Rapid donations: When donating money in response to a particular disaster, speed is of the essence. Having an agreed policy and process for approving donations means that the humanitarian agency can start their response as quickly as possible and can better plan the scale of response they will be able to provide. For certain types of disaster that can be predicted such as cyclones or floods. You can also start talking to your humanitarian partner when the disaster alert is issued to agree what you will do if and when the disaster strikes. See Activation criteria, page 5 for guidance on decision making structures and how to find information about disasters. Flexibility: The greater the flexibility and the fewer restrictions you need to put in place helps humanitarian agencies enormously as the situation on the ground is often fast moving and changing. When deciding your priorities and funding, it will be important to balance this flexibility against your business needs and preferences, aligned with the humanitarian need. If you are a construction company, for example, you may decide to focus in particular on support for shelter programmes. Discuss with your humanitarian partner how you can build flexibility into the process to help them meet the priority humanitarian needs and find longer term solutions, as the disaster unfolds. Monitoring and reporting: Monitoring, measuring, evaluating and reporting are key elements to project management. While acknowledging that accountability and ensuring that your donation is well spent is critical. It is also important to recognise the context, the cost and burden that reporting places on humanitarian partners in challenging, and constantly changing environments where lives often are often at stake. Giving efficiently - Tax Relief Many countries have government schemes to help you to maximise the value of your donation. In the UK these include: Gift Aid In the UK, your business can claim tax relief on donations, whether it is large or small, one off or regular, by using Gift Aid. Gift Aid is a scheme by which tax relief is available for donations of money. The way Gift Aid works depends on whether your business is a company, you are a sole trader or trading in partnership. Tax relief Your company may be able to claim tax relief on donations made to charities. There are rules relating to gifts in kind, property, shares and cash. VAT VAT is liable on certain types of support that are classed as sponsorship. Please contact your local tax office in country for specific details. See the Annex for general details. Reputable organisations will have clear financial and management processes in place to ensure that money is properly used and will report on the overall response. Many humanitarian agencies however will have a minimum donation size below which they unable to commit to providing special or specific reporting showing specifically how your donation was spent but rather are able to report on what your donation of products, services, skills and or funds contributed to. This limit will sometimes be set, based on the expected size of a response. It is important to have a discussion at the outset with a potential partner about the monitoring, reporting and engagement they will be able to provide. It is essential to consider the context and the balance of reporting versus addressing the need, what is reasonable and how the costs for these activities will be covered. 23

29 Approaches to cash giving Charities are increasingly aware that businesses do not have a large pot of money that can be distributed at will, and are looking to engage with businesses in different ways. Some more sustainable ways of raising and contributing cash are suggested below. Agreeing and setting up any of these approaches in advance as part of an overall strategic programme of disaster relief, will help you to respond quickly when a disaster strikes and enable the humanitarian partner to plan and act faster. Employee fundraising: Employees will often be highly motivated to help in a disaster and employee fundraising is a great way to raise money and engage people in your disaster relief work. This can include anything from local fundraising initiatives with cake sales, sponsored events, collection buckets run by specific offices, stores or teams, to company-wide events. Having employee champions designated to plan, coordinate and lead will help with your fundraising efforts. There are a number of online fundraising platforms, that can help to facilitate employee fundraising with bespoke company pages. Matching donations: A great way to motivate people and encourage employee fundraising is for the company to commit to matching donations raised by employees. In your Disaster Management Policy, it will be helpful to agree in advance under what circumstances matched donations will apply, and whether there is a limit for matched donations. Some companies match up to a certain overall threshold, while others match up to a certain level per employee donation. Payroll giving: Payroll giving is an effective way for employees to make regular donations, of any amount, to a charity of their choice and is available in many markets including the UK. In the UK and in other markets tax relief is given directly to donors by deducting the donation from gross pay before tax is calculated, thus reducing the donor s overall tax bill. There can be a time delay before the money reaches the charity, and therefore setting up payroll giving as part of the preparedness element of your strategy would be valuable, enabling your employees to support various points in the Disaster Management Cycle. This kind of on-going support is extremely important for humanitarian organisations, as it can be targeted at preparedness and resilience, areas which they often struggle to secure funds for. Regular giving can also be a great way of engaging employees on an ongoing basis, rather than just during the immediate response phase. The costs to your business of setting up a payroll giving scheme are minimal, and in the UK and in other markets, businesses can claim tax relief on the costs of setting up and running a scheme. See Annex 1 for more information on payroll giving. Examples: See how different BITC members responded to Hurricane Matthew and the Nepal earthquake, for examples of match funding and employee fundraising. BITC s report: Business Unique Contribution - International Disaster Relief found that 79%, of companies who provide cash donations for disaster relief, encourage employees to fundraise and match their donations. 21% of companies also involve customers. There are various platforms available to help companies with match funding. Source: Andrew McConnell DFID 24

30 Salary sacrifice: Some companies give employees the option to voluntarily give up a small proportion of their salary, perhaps an hour, a day or some other period of time, to a charity of their choice and or for an emergency appeal. Cause related marketing: Following the Nepal earthquake, PayPal leveraged assets to mobilize financial support for the response. Less than 24 hours after the Nepal earthquake struck in April 2014, PayPal launched several campaigns supporting organisations like the Humanitarian Coalition (Canada), American Red Cross (US) and Disasters Emergency Committee (UK). PayPal made their online payment platform available for people to make online donations. They also supported ebay with Charity sales and a Give at Checkout function to enable ebay and PayPal customers to donate to the appeal. All totalled, more than 422,000 people used PayPal to donate more than $19 million to more than 70 relief organizations using this approach. Many companies, from SME to multi-nationals, use cause related marketing, or marketing related to a cause, as an effective way to engage customers in social issues including engaging them in disaster relief. Using the power of your business, brand, advertising, marketing, communications and customer base and linking it to a good cause, to drive engagement and donations, cause related marketing offers many benefits. It also benefits the causes, in this case engaging huge numbers of people in disaster relief. This includes building awareness, understanding, communicating key messages, driving action and donations. In addition cause related marketing benefits business in terms of building reputation, brand engagement, and loyalty, consumer preference and positively influencing consumer buying behaviour etc and so provides a win:win:win; There are a huge number of mechanics for cause related marketing which can has been used in all sectors. In terms of mechanics, approaches include the following: Purchase triggered donations Trial triggered donations Competitions, games and prize drawers In store messaging and collections On pack communications Facilitated giving like rounding up bills or adding an optional donation to customers bills or payment transactions, both in person and for online transactions SMS enabled donations Prompted giving through ATMs Percentage of days profits There a few examples integrated into this guidance but there are many more. Many food manufacturer have used cause related marketing in many ways including in a purchase triggered donation form on products to support international disaster. This has included supported those impacted by floods in India, Africa, and the Americas etc as well as Reckitt Benkiser in relation to the Ebola crisis in Nigeria Annual sales through vending machines in Japan exceed 5 billion Yen. In response to the earthquake and tsunami Coca Cola partnered with the IFRC to allow customers to donate through vending machines whilst buying a beverage. This contributed towards the $33 million donated by Coca Cola to Disaster Relief and Recovery in Japan. and referenced in this publication. Mobile phone companies have leveraged cause related marketing for disaster relief enabling it through SMS. Banks have used it to enable in branch fundraising, support remittances, often a key source of support for those impacted by disasters. Hotels have also regularly used it in a range of ways to facilitate giving and many other sectors have also used CRM as an effective way of mobilising customers in support of disaster relief. 25

31 Another way to give is to donate a percentage of profits, either on a particular day, month, annual basis or to a particular response. Depending on the business this could take different forms, for example: donating a percentage of sales from a particular day; donating profits made from financial transactions on a certain day; committing to donate a fixed amount for every unit of a certain product sold or every transaction made. For more information, see Cause Related Marketing, Who Cares Wins, Butterworth Heinemann. In kind donations Donating products needed in disaster relief, for free or at cost price, can be an efficient way of contributing to International Disaster Relief. There are a wide range of things that are regularly needed following disasters: food and water, tents and shelter materials, hygiene products, medicines, clothes, basic household items, heavy equipment for clearing rubble and so on. Following Typhoon Haiyan Citi s ASEAN Equities Business donated commissions from equity sales and trading on 13 November There are, however, some important things you need to consider when offering in-kind donations. In-kind donations can be complicated and, despite the best intentions of the donor, can be difficult for aid agencies to accept. Make sure you consider the following. What is needed: Each disaster is different and the needs facing people affected will vary depending on the context, culture, timing, and what has already been provided. While blankets may be needed in one earthquake in mountainous areas for example, they may be less of a priority in the next earthquake in a tropical climate. Similarly, culture will determine what is acceptable and prioritised by the people in need: certain types of food or clothing may be insulting or inappropriate. Even if the products are the right ones, they could be useless if donated at the wrong time, or if a large shipment of the same product has just arrived. To make sure the products you are thinking about donating are useful, the best approach is to have an established partnership with a humanitarian agency with whom you can discuss what is needed and when. Sending unsolicited donations can be unhelpful, as they can be, 1) unnecessary, 2) inappropriate, 3) take up valuable space on aid flights and, 4) could add to the burden on aid workers. Before sending anything it is useful to make sure it is needed, that you have the logistics in place to send it, and that you have a partner on the ground who is ready to receive and distribute it. A clear rule of thumb would be, if you have not discussed your donation with a humanitarian partner and the donation is unsolicited, do not send it! 26

32 Transport costs and logistics: A donation of a large number of blankets or equipment can be an extremely generous offer, worth a considerable amount of money. The business or the aid agencies however, will need to factor in the time and cost of transporting it to the disaster location and make sure they have the warehouse capacity to store it until it is distributed. Transport costs can often end up being higher than the value of the donation. Shipping goods from the UK to East Asia for example, is expensive and time consuming, and will also require the ability to get the items through customs. To make your donation practical and useful to an aid agency, you should be clear when making the offer what you are able to cover and where possible cover the transport costs. For example you can organise transport and logistics through your own systems, or that of a partner, or through donating money to the aid agency to cover the cost. Transport and logistics is an area where collaboration between businesses can really add value. A transport and logistics company can team up with a company who have essential products to donate, together they can deliver them to the local logistics hub of a humanitarian partner. Supporting local markets: Following the 2015 Nepal Earthquakes, a local solar energy company, SunFarmer Nepal, worked with ActionAid to donate solar lamps to affected communities. Donating goods locally meant they could be provided quickly, were appropriate for the context and did not incur expensive international transport costs. Sourcing relief supplies locally can play an important role in helping local economies to recover following disasters. It is not always possible, but in many disasters, markets in or close to the disaster zone are often up and running quickly, and can provide many of the goods urgently needed. Products brought in from overseas can distort local markets and make it harder for local suppliers to compete. It is important to understand whether in kind donations are the most appropriate way to contribute in each particular disaster, and what capacity is already available locally. UPS deploys logistics experts to coordinate customs clearance, transportation (air, ground and ocean) and warehousing needs in the aftermath of disasters as part of the UN Logistics Cluster s Logistics Emergency Team (LET) program. The LET unites the capacity and resources of logistics industry companies UPS, Agility Logistics and A.P. Moeller Maersk with the expertise and experience of the humanitarian community to provide more effective and efficient disaster relief. Whether it is cost effective: Donating products free of charge, or at cost-price, may seem generous and in some circumstances can be more cost effective than NGOs having to buy the same products on the open market. It is important however to be sure about this. The value of the donation itself could be worth much more when used to buy products locally in the country affected by disaster. This is particularly important when considering organising collections from employees or customers. The Centre for International Disaster Information have developed a simple tool called the Greatest Good Calculator which compares the value of items commonly donated in the US with what the same money could purchase in different disaster zones. Transport costs are also a critical issue. Source: James Fulker DFID 27

33 Quality standards: Humanitarian agencies are guided by established quality and technical standards, which set out minimum standards for delivering disaster relief (see Section 3 for more details). These standards mean that in many cases it will be inappropriate to donate second hand items, seconds, or those that have failed quality assurance tests. It is never acceptable to donate products that have exceeded their expiry date or which have failed safety standards. Again, the best approach is to discuss in advance with your humanitarian partner, to understand the needs and how best to contribute. There are sector specific quality standards, including for medical donations, see WHO Guidelines and PQMD. The UN Clusters also issue technical standards for their sectors. For medical donations, International Health Partners match donations from companies with needs from humanitarian partners, and have an effective system for managing quality and regulatory issues. Equity: One of the restrictions humanitarian agencies may face in accepting in-kind donations is the requirement to ensure equity in the response. It can cause problems, potentially serious security challenges or tensions within communities, if relief packs contain items of varying quality or desirability. A donation of soap, for example, may not be able to be used if it will not cover the whole population targeted for the distribution. This can be an issue in particular in situations where people affected are living in close proximity, such as a refugee camp, where it will be immediately obvious if one group is receiving a different type of product to another group. Be clear about the offer: The more information you can provide about what you are offering, the easier it will be for humanitarian partners to decide if and where it can be used. Be clear about: 1. Whether it is being offered for free, at a reduced rate, or at cost price 2. Whether transport is provided, or whether funding can be given to cover transport costs 3. When it will be available and where it currently is 4. Whether it is new, used or a second It is important to provide as much detail as possible on the product itself, such as size, quantity, description, language, expiry dates, and what is, or is not, included. In general, avoid providing only part of a system, for example water barrels without taps or radios without batteries. Having an established partnership with a humanitarian organisation will enable you to discuss the offer and understand whether and how it can be useful. 28

34 Making your core assets available Beyond cash and in-kind donations, your organisation may have valuable assets and processes that can be of value in a disaster response. Predictable donations of core business products, service, and skills particularly where they can be made quick and simple to arrange and use, can be hugely valuable. Questions to consider for areas are: Transport and logistics: Could you make your supply chain or transport capacity available to store, transport and distribute relief goods? Guidance on gifts in kind In major emergencies, UN OCHA produces a Guide to Giving for business, including guidance on whether gifts in kind are appropriate. See an example from the Nepal earthquake or Hurricane Matthew. See also information from UNHCR on accepting gifts in kind, and guidance from WHO on donating drugs and medical supplies. You could make this capacity available to a particular humanitarian partner, or to the system as a whole. Possible actions points for you include: Contacting UN OCHA in country, or the World Food Programme, who lead the logistics cluster. See the coordination and the Cluster System for more information. Similarly, could you provide free transport for aid workers, which would mean that humanitarian organisations do not have to pay for these costs out of response budgets. Assets and buildings: Do you have buildings available in or near the disaster zone with accommodation, office, storage or meeting space? Spaces like these could be used for a variety of purposes including: Storing or packing relief goods prior to distribution Providing office or meeting/training space to humanitarian agencies Communication facilities: Can you offer internet connections and charging facilities? After a disaster phone and internet connection is often down and there is likely to be limited electricity. Providing a hub, where aid workers and/or people affected by the disaster can access internet connection and charge mobile phones and other equipment, can be an extremely valuable offer. Think about how this can be managed, including who will be offered access, whether they will have to pay for it, and whether there will be a usage limit. Accommodation for aid workers Temporary shelters for people affected by the disaster Sites for relief distributions Temporary school space etc. If offering assets or buildings it is important to consider how long the facilities could be made available, the security risks and how these would be managed, as well as insurance and liability issues. These should be discussed and agreed in advance with humanitarian partners. Source: Russell Watkins DFID 29

35 Communicating with communities: Getting key messages out to large numbers of people affected by a disaster is a priority. This includes information about potential threats and hazards, lifesaving health messages, where to register and access aid, advice about how to prepare for future disasters etc. Companies may have existing mechanisms for advertising or communicating with customers that could be adapted, for example including key information on product packaging, billboards or vans, sending SMS to customers, sponsoring messages on radio, phone or television etc. The UN Clusters System will be the best place to get accurate and agreed messages. Watch an animation from the CDAC Network explaining why information is an essential part of the response to disasters. Product development/ innovation: Do you have products or product development capacity that could help resolve challenges in disaster relief? This probably more feasible in the longer term rather than the immediate response phase, but like for the Ebola Crisis can be applied and effective. InterContinental Hotels Group (IHG) has hotels all over the world, which can make available hotel rooms, meeting rooms, storage facilities and secure car parks to support disaster relief operations. IHG have provided hotel rooms for aid workers and other organisations responding to disasters. IKEA, through the IKEA Foundation, is working with UNHCR to help develop new flat pack shelters for refugees living in refugee camps. The IKEA Foundation has invested in a social enterprise called Better Shelter which is designing and producing a range of flat pack shelter solutions for emergencies. 30

36 Providing staff expertise - pro bono services and secondments The core business of many companies means that they have key skills and expertise that can be extremely relevant to International Disaster Relief situations. This can be contributed as pro-bono consultancy, advice to humanitarian partners, or the secondment of skilled staff. As well as more traditional areas of private sector engagement, the skills and expertise valued by humanitarian partners may include areas that are not immediately obvious. Secondments require preparation and planning, so it is important to identify what you feel you may have to offer then discuss with humanitarian partners. Invest the time in preparing to make the potential offer available. Unless you have pre-agreements and processes in place, it will be challenging to deploy people at or in the aftermath of an emergency. Secondments can also be of value outside the immediate relief phase, to support disaster preparedness or recovery, allowing more time to plan and prepare, or to support humanitarian partners at a strategic level. Examples of how your company might be able to contribute through employee expertise are included within this section. In many cases, these services will be most appropriate if they can be provided locally, from within the country or the region. Local employees who speak the language and are familiar with local culture, national legal and regulatory system, can be an invaluable resource. They can also assess whether the business systems are still operational. Flying in international employees is normally a last resort, so looking at the resources that your company has in country, regionally, or ways that you could contribute remotely, is important. Unilever: Disasters have a direct impact on Unilever, causing disruption and instability to their supply chain, logistics and customers. Their support includes providing expertise in behaviour change programming and supply chain management, as well as product donations, financial support, and contributions from more than 170,000 employees worldwide. Logistics: Giving efficiently - secondments If any of your employees are seconded to a charity or a school, and your business continues to pay their salary, you can deduct the costs associated with employing that person as if they had continued to work for you normally. This applies whether the person is undertaking voluntary work within the charity or school for a period of weeks of months, an odd day, or just a few hours on a regular basis, or whether they are involved as a volunteer or mentor as part of the activity of the charity or school. This applies to sole traders, trading partnerships and companies with a trading or investment business. All you need to do is treat the costs incurred in connection with the secondment for example, the relevant proportion of the person s salary as a normal business expense when your business is calculating its profits for tax purposes. Dedicated logistics companies or those who manage complex logistics arrangements as part of their core business will have systems, experience and expertise that can benefit humanitarian partners. This could be from helping an aid agency to review its logistics systems to identify areas where they could improve speed, reliability or cost. It could be introducing cutting edge new approaches and helping agencies to innovate by adapting practices used in the private sector. Pro bono support could also include training and mentoring for logistics teams within humanitarian agencies, either at head office or field level. Management advice: Companies with expertise in management and organisational development could help aid agencies to plan how best to structure their emergency response capacity. In particular, to respond to major emergencies, NGOs have to rapidly scale up and down and redeploy people from different teams or locations. They also have to develop effective systems for coordinating between different locations and parts of the organisation, particularly agencies with complex decentralised or federation structures. Pro-bono support could include working with managers to address specific challenges, helping to design and improve systems, and training for staff. 31

37 Data and information management: Disaster response involves the collection of a huge amount of data- through needs assessments, monitoring, evaluations, and updates to The Clusters Systems etc., both at individual agency level and at an inter-agency level. The data is often difficult to compile and compare as it relates to different locations, sectors and scales. Staff within agencies and those tasked with coordination are under huge pressure in emergencies and may struggle to keep information up to date, analyse and share it. Much work is being done by UN OCHA and others to strengthen information management and communication, but this could be an area where companies with expertise in information management and big data management could provide valuable support. Human resources: In major emergencies aid agencies will have to recruit and train a large number of staff quickly, often in countries where they did not previously have a presence or had only a small office. Companies who have large operations in the disaster-affected country would have human resources teams with knowledge of local employment law, practices, market salary rates, and expertise in developing job descriptions, shortlisting and recruitment. They could work alongside humanitarian organisation staff to support recruitment, induction and training. Finance and audit: In emergencies, large quantities of funding are received and spent rapidly. These require strong financial management and accountability systems that at the same time need to allow for rapid transfer of funds to support the response. Support could be provided by businesses at a strategic level to design and strengthen finance systems. At an operational level, while aid agencies will have their own finance staff, companies could provide additional capacity to support and scale up operations, establish procurement systems, and financial reporting. As well as working with large international partners, finance staff could also help to strengthen the capacity of local NGOs who are partners of international aid agencies or receiving international grants directly, and can find their systems and capacity overwhelmed. Finance staff from companies present in the disasteraffected country will have good knowledge of local financial regulations and tax regulations which could be useful to aid agencies when establishing programmes in a new country. Providing pro-bono audit services can also be a valuable way to support aid agencies who otherwise would have to pay for this service from donations or core funding. From the perspective of humanitarian partners, audit is obviously core to their operations and time sensitive, so it is important to be realistic about the timescales and commitment you can offer for pro-bono services. Financial services: In addition to organisational financial issues described above, customer facing financial services can be of great value. Cash programming, where people affected by disaster receive cash payments in cash, through pre-paid ATM cards or through mobile phone transfer, are an increasingly important way of providing humanitarian assistance. Companies with expertise in these kinds of financial services could work with aid agencies or governments to identify appropriate ways to distribute cash and to establish and run systems. Learn more about cash programming from the Cash Learning Partnership. Deloitte New Zealand created a supply chain and logistics framework to enable Oxfam New Zealand to reach remote communities in the Pacific Islands more effectively. McKinsey & Company worked with the Red Cross to improve the efficiency of supply chain processes in the response to Typhoon Haiyan, which hit the Philippines in PWC worked with the UN Office for Disaster Risk Reduction to develop a collaborative framework and methodology for private sector action on building resilience. 32

38 Construction: Companies with expertise in construction could provide valuable advice and support in designing and rebuilding houses, schools and other buildings destroyed in a disaster. They could also help with expertise on making buildings more disaster resilient, including designing context appropriate low cost housing, and strengthening key structures including community evacuation centres, schools and hospitals. Probono support could also be provided to advise government or local companies on planning, construction techniques or retrofitting to reduce vulnerability to disasters. It is important to bear in mind there are internationally agreed humanitarian shelter standards that humanitarian organisations follow. There will also be national laws and regulations. Making expert staff available in country is normally the preferred approach, over deploying international employees. For more information, see the Global Shelter Cluster. Source: Zoe Paxton DFID Legal services: Setting up a large scale response involves many aspects where aid agencies, and other companies responding to the disaster, will need to understand the law. This includes visas, customs and tax requirements, government registration, employment law and procurement and tendering. For organisations providing specialist services such as telecommunications or IT, there may be legal restrictions around importing equipment, such as satellite phones, or establishing radio or phone masts. Providing pro-bono legal advice to help agencies understand and navigate the national landscape could be extremely valuable. At an international level, legal frameworks can help to facilitate International Disaster Relief, by making it easier to import equipment and relief goods for the purpose of International Disaster Relief, and to allow in aid workers. ISG worked with CARE to provide advice on improving health and safety in emergency shelter operations, through the secondment of a senior member of staff to the Philippines. Freshfields Bruckhaus Deringer produced a report in December 2013 called Getting aid to Syria: sanctions issues for banks and humanitarian agencies. A collaborative effort with the British Bankers Association and the Disasters Emergency Committee, the report outlines the key issues relating to transferring money to Syria and contains advice for humanitarian agencies. 33

39 Linklaters have support the Hong Kong Refugee Advice Centre (HKRAC) on applications by individuals for refugee status. Their lawyers work in teams to interview individuals and prepare their testimony, conduct research into the situation in their country of origin and prepare a legal argument demonstrating an individual s entitlement to refugee status. Non-programmatic support: In addition to supporting programmes on the ground, there are ways that companies can provide valuable support to help humanitarian organisations at a strategic level or the essential support functions. This could include supporting organisations with leadership development, governance processes, training and mentoring on core skills, or supporting with learning, documentation and knowledge management. There may also be ways that employees with skills in research, government relations or marketing could support with an organisations policy, advocacy and campaigning work. The areas described above are not an exhaustive list, but are designed to prompt thoughts about how your company could leverage your core business expertise. There will be many others and we encourage you to share with us your ideas and examples to inspire other companies! 34

40 Business in the Community s Matching Tool BITC is working with member companies and humanitarian partners to develop a system to match business offers of support with humanitarian needs. The Matching Tool will cover products, services, expertise and skills. For more information, or to get involved in the consultation and development process, please contact info@internationalbitc.org.uk Employee volunteering As well as contributing staff expertise through secondments and pro bono services, more general employee volunteering can be a great way to contribute to International Disaster Relief. Staff located in the country where the disaster has occurred will often be highly motivated to get involved. There are also ways that volunteers outside the country can potentially support remotely. Employees located in other countries can also make a contribution through volunteering, for example through fundraising activities or raising awareness of the disaster. The role that they can play will vary depending on the crisis, but some ideas include: Packing relief goods: Employees can work alongside aid agencies or government disaster management agencies to help sort and pack relief goods in preparation for distribution. Following the 2015 Nepal Earthquakes, the Nepali Red Cross received a huge number of requests for information from affected communities through their Facebook page and Twitter. Additional social media support was provided by the American Red Cross volunteers, who answered common queries using a pre-agreed script. Businesses, particularly those with employees who speak local languages, could also potentially provide this kind of support to humanitarian partners. Operating call centres & social media support: Information and communication is a critical need in disasters that can often be overlooked. People affected by disasters will need to get reliable information about where and how they can access assistance, how to be reunited with family members they have lost, and how to share complaints or feedback if things have gone wrong within the disaster relief operation. Companies can help by making their call centre capacity and trained staff available, either locally or remotely. Social media capability can also be valuable; as humanitarian organisations or governments can find themselves 35

41 overwhelmed with requests for information through social media. Work with humanitarian agencies and the relevant UN Cluster to agree key messages and scripts would be invaluable. Mapping support: Accurate maps can often be a challenge following disasters. International volunteers have contributed to digital mapping activities to help produce important data to help humanitarian organisations identify and target communities who need support. See for example MicroMappers, CrisisMappers, and Missing Maps which aims to map some of the most vulnerable locations in the world. Linklaters works with their longstanding humanitarian partner, MSF, to host Missing Maps exercises. Volunteers from Linklaters and other companies work to map locations affected by or vulnerable to disasters, that are not currently well mapped. This helps MSF to plan and deliver their disaster response more accurately. Training and codes of conduct: Basic training and orientation will be needed to ensure employee volunteers can contribute appropriately and are aware of key issues involved in working in emergencies, including Humanitarian Principles. Many humanitarian organisations will also have a code of conduct that volunteers would be required to follow, and, depending on the type of volunteering, may need volunteers to sign additional documents such as Child Protection Policies. Again it is vital to discuss and agree with your humanitarian partner how best to prepare staff prior to volunteering. If you have a strategic partnership with a humanitarian organisation, as part of your preperedness, you should also consider providing training for employees in advance of disasters, so that they are ready to volunteer when needed. Coordination: Make sure that you coordinate your work with other organisations working in the disaster response, to a) collaborate and b) to avoid overlap, ensuring those in most need are prioritised. The best way to do this is to engage with The UN Cluster system or government coordination mechanisms. For more information see the box on coordination and The UN Cluster System in Section 3. Considerations for employee volunteering Local employment: It is important to make sure that the employee volunteers will not be taking the role that local people affected by the disaster, might otherwise be doing as paid work. Clearing rubbish or fallen trees for example may seem like a useful contribution, but this is often the kind of work that people affected by the disaster are paid for through Cash for Work programmes set up as part of the disaster response. This helps support the economy and community get back on their feet. Consult with aid agencies and The UN s Cluster system to make sure that the work of employee volunteers is appropriate. Safety and security of staff: It is essential to make sure a proper risk assessment is done to identify the risks that employee volunteers could face. Some examples of risks include: 1) injury from rubble or broken buildings; 2) disease; 3) aftershocks in earthquake situations; 4) political insecurity or riots. Make sure staff are provided with appropriate personal protection equipment and training as necessary. Source: Simon Davis DFID 36

42 03 Working with humanitarian partners Responding directly to the disaster Developing partnerships Humanitarian Principles and quality standards Additional resources on partnership Pooled Funds 37

43 Working with a humanitarian partner is almost certainly the best way to make sure your contribution is appropriate, reaches the right people, and is coordinated with the wider disaster relief effort. This section provides some guidance on what to think about when selecting a humanitarian partner, and on the BITC website we have provided a list of organisations you could consider. There are many international NGOs working in disaster relief and it is up to individual companies to decide on the organisations they feel it is most appropriate to work with. You will need to consider the criteria for selection which may include for example, NGO size, scale, geography, governance and focus. Responding directly to the disaster While the most common approach for companies engaging in disaster relief is to partner with a humanitarian agency, or provide support to the wider relief effort, some companies are also playing a role as direct responders providing relief themselves. This is seen particularly in cases where staff or communities living near a factory or office location are directly affected, and the company becomes involved in providing support. If your company is likely to be providing direct assistance, it is important in advance to consult with a humanitarian agency or government, to think through the key issues and develop systems and processes. These may include for example: How to assess and prioritise needs How to ensure the most vulnerable groups are included, such as women, children, elderly, people with disabilities Identifying suppliers and procuring relief goods that meet quality standards Preparing and stockpiling relief goods Allocating roles and training staff Supporting and ensuring wellbeing of staff who will be providing immediate assistance Identify other businesses and to potentially collaborate and coordinate together It is very useful to make sure that relief efforts are coordinated through The UN Cluster System and government coordination mechanisms, and that you are working with established humanitarian organisations to avoid duplication. At a minimum, you should share information on what assistance you are providing, to which groups and in which locations. Hindustan Construction Company (HCC) responded to the floods in Uttarakhand in India. They provided food and temporary shelter to people stranded by the floods, and provided heavy equipment and skilled engineers to help clear roads to allow aid through. HCC coordinated with the local government and police to plan and deliver the response. They also worked with RedR, a humanitarian training organisation, to prepare HCC staff to assist in emergencies. What is a humanitarian aid agency? Non-Governmental Organisations (NGOs) are a non-profit organisations that are independent of government. NGOs can be local, national or international. The United Nations (UN) is an international organisation made up of 193 member states. There are different UN agencies responsible for specific areas. Some of the UN agencies working in disasters include the World Food Programme (WFP), the UN Children s Fund (UNICEF) and the UN High Commission for Refugees (UNHCR). Some UN agencies implement programmes directly but most work through NGOs as implementing partners. The International Red Cross and Red Crescent movement is an international federation that is independent, but has a unique role as an auxiliary to government. There are national societies, for example the Philippines Red Cross and the Syrian Red Crescent, supported at global level by the International Federation of the Red Cross and Red Crescent (IFRC). The International Committee of the Red Cross (ICRC) works specifically in conflict related emergencies. NGOs, the UN and the Red Cross/Red Crescent Movement are commonly referred to as the Three Pillars of the humanitarian system. 38

44 Developing partnerships BITC s report Business s Unique Contribution II - International Disaster Relief found that 80% of businesses active in International Disaster Relief and Resilience choose to work in partnership with a humanitarian agency. Working with a humanitarian partner can help to make sure the company s support is targeted correctly and meets the real needs. Some of the key things to think about when selecting a humanitarian partner include Develop relationships in advance: In the midst of a major disaster response, humanitarian agencies will be under intense pressure and it will be difficult to discuss about entering into relationships with companies beyond a simple funding donation. By starting discussions in advance of the disaster, you can build an effective relationship and agree in advance what your wider contribution could be. Think about your core business focus: If you intend to engage with an organisation beyond simply donating cash, it will probably make sense to work with an organisation that is relevant to your core business. If you are a pharmaceutical company for example, you may like to work with an organisation specialising in emergency health assistance. If you are a construction company, an organisation focussing on shelter programmes may be more relevant. Decide whether you will have an exclusive relationship: Consider whether you would prefer to work exclusively with one partner on disaster relief, or to have a range of partners with whom you can work on different issues and/or areas and different strengths or focus. Small or large: Large humanitarian organisations will be able to respond at large scale in many different countries, will often cover a range of different sectors, and are likely to have more capacity to engage with partners and develop partnerships. Smaller organisations will often offer a niche expertise such as health interventions, working with particular vulnerable groups such as older people or people with disabilities, and can be nimbler and more flexible. They are also often the partner and delivery organisation for the larger businesses. Supporting a smaller organisation who does not currently have many corporate partners could, relatively speaking, make a more significant contribution, whereas the same amount of money would be a drop in the ocean for a larger global organisation. It is important to consider potential dependency, however. If your contribution makes up a significant proportion of the organisation s funding, a sudden termination of support can risk bankrupting a small NGO. A clear longer term commitment and a phased withdrawal plan if the support is to be ended is important. Also consider the level of reporting requirements you have, and the ability of smaller organisations to be able to deliver this. Think about your geographic focus: Most of the major humanitarian agencies will work wherever there is a major disaster, but some will have a geographic focus, particularly those that have a longer term development programmes as well. It s about preparedness and working with a partner that is ready and has the expertise to mobilise. We know that there will be a natural disaster, we don t know when, we don t know where. What we do know is that through our relationship with our humanitarian partner we, on an ongoing basis, are prepared and providing them with the product which can be used when a disaster strikes Business leader (Business s Unique Contribution - International Disaster Relief) 39

45 Overheads and management costs: The choice of partnership will have an impact on the level of overheads and management costs incurred. In general, supporting local organisations means the management and running costs will be lower and a smaller proportion of your donation will be spent on these, but the reach of the programmes will be smaller. At the other end of the scale, supporting large global organisations, which have large scale programmes and coverage, and the capacity for more sophisticated partnership management, can involve more significant overhead costs. It costs money to run all organisations, in particular large scale global operations. Individual organisation or consortium: Engaging with a consortium of humanitarian agencies can be a way to contribute at a wider scale, and avoid appearing to favour one organisation above another. Consortia and networks can also be useful entry points to identify appropriate partners. The resources section lists some of the main networks and consortia. UN agency or NGO: UN agencies are major players in the humanitarian sector and will have the resources and power to intervene at scale. Most will work with NGO partners on the ground to implement programmes. NGOs may have smaller programmes, but are often more nimble and able to respond quicker. As well as the big international NGOs, don t forget that there are also many excellent national and local NGOs who have strong relationships with local communities. Many international NGOs have a model of working with local partners to ensure their responses are sustainable and build local capacity. International Council of Voluntary Agencies is a good place to start to identify regional and national organisations. BITC s CSR360 Global Partner Network can also provide information on organisations in different countries. How you want to engage: Some companies are eager to build more in depth programmatic partnerships, and in particular are keen to engage directly with programme teams in the NGO rather than relationship managers or fundraisers. This can be an excellent way to develop the programme, but consider how much capacity the organisation has to offer this. In general, in order for programmes teams to engage deeply with a corporate partner, the partnership needs to deliver something of real value from a programmes perspective. Being clear about your expectations at the start will help to identify the right partner and build a partnership that is of value to both sides. Zurich Insurance Group (Zurich) have developed an innovative flood resilience programme, working in partnership with academia, NGOs and local communities. The programme brings stakeholders together to identify flood risks faced by the communities and to help build their resilience to them. Partners also work together at global level to advocate for policy change on pre-event flood risk management. Read more on the BITC website and Zurich website. 40

46 Due diligence: Before entering into a partnership with a humanitarian agency, it is up to you to make sure you are satisfied that they meet basic criteria and regulations. At a minimum, they should be a registered charity or other appropriate civil society organisation and should have a strong governance and financial management structures. See the resources section below for a link to the Charities Commission in the UK. You should also understand whether the organisation has religious or political associations and to what extent this influences the way they provide humanitarian assistance. Humanitarian organisations should be able to articulate a clear humanitarian purpose and adhere to Humanitarian Principles of humanity, neutrality, independence and impartiality. Most organisations working in emergencies will adhere to the Sphere Standards, and will be members of the Core Humanitarian Standard Alliance. Organisations who are members of the Disasters Emergencies Committee (DEC) or the Start Network, or who receive humanitarian funding from government donors such as Department for International Development will have had to go through some degree of screening and will have to meet financial management processes, governance and accountability. This is not to say that other organisations do not meet these criteria, but can be a quick way of checking that basic processes are in place. The BITC website contains a list of organisations who are members of the DEC, Start Network, and registered for DFID Rapid Response Funding. In the same way businesses carry out due diligence on humanitarian organisations. Humanitarian organisations will also carry out due diligence or screening on potential corporate partners too. This can take time, it helps therefore to prepare and have started thinking about and consulting on strategic partnerships before a disaster strikes. Partnerships take time: It will take time to develop an effective relationship with a humanitarian organisation particularly if you are looking to engage in a more in-depth beyond simply cash donations. Allocate time and resources to build relationships and develop the partnership. You can always start small and gradually build up your engagement over time. In Business Unique Contribution- International Disaster Relief, 60% NGOs surveyed reported that it takes over 2 years to develop a successful relationship with business. Partnerships take money: Building an effective partnership takes considerable resource from both side. NGOs rarely have the revenue streams to pay for the management and relationship building that a partnership requires, unless this is supported by the partner, either directly or indirectly through overheads. As a partner, companies often get out what they put in, it is important to consider if management costs are not sufficiently covered, the NGO may struggle to deliver the level of communication and reporting service that the partner would like. Be clear from the start: The best partnerships are based on a clear expectations and mutual understanding of what will be delivered. Formal partnerships will involve contracts, Intellectual Property agreements and clear branding agreements with reflect the value of both brands. BITC has compiled a list of humanitarian organisations that you could consider working with or donating to. The organisations included are those who are members of one or more of the following networks: the Disasters Emergency Committee (DEC), START Network, DFID Rapid Response Facility partners, or BOND Humanitarian Group. The information can be found on our website. 41

47 Humanitarian Principles & Quality Standards The key humanitarian principles guide the work of organisations providing humanitarian assistance. Humanity: Human suffering must be addressed wherever it is found. The purpose of humanitarian action is to protect life and health and ensure respect for human beings. Neutrality: Humanitarian actors must not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature. Impartiality: Humanitarian action must be carried out on the basis of need alone, giving priority to the most urgent cases of distress and making no distinctions on the basis of nationality, race, gender, religious belief, class or political opinions. Independence: Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where humanitarian action is being implemented. These principles provide the foundations for humanitarian action. They are central to establishing and maintaining access to affected people, whether in a natural disaster or a complex emergency, such as armed conflict. Promoting and ensuring compliance with the principles are essential elements of effective humanitarian coordination. These have been developed in response to failures in past disaster responses and to learning over many years; they are designed to ensure that people affected by disasters receive appropriate and quality assistance and are treated with dignity. The Sphere Standards set out minimum standards for humanitarian assistance in key areas including health; water sanitation and hygiene; food security and nutrition; shelter and non-food items. The Sphere Standards include agreed minimum quality standards for emergencies: for example, the minimum quality and size of an emergency shelter or the minimum amount of water that must be available per person, and also specify that aid must be appropriate to the context and culture. This means that humanitarian agencies may not be able to accept donations if they do not meet minimum quality criteria. The Core Humanitarian Standard outlines what good humanitarian action looks like for communities and people affected by crisis, and the staff and organisations involved in a response. Many humanitarian NGO s are members of the CHS Alliance and some have verified the extent to which they are following the Core Humanitarian Standard. The humanitarian principles are drawn originally from the Red Cross Movement. The Red Cross Code of Conduct contains 10 principles for people and organisations working in disasters: ifrc.org/en/publications-and-reports/code-of-conduct/ For more information, see about-us/publications/humanitarian-principles There are also key quality standards guiding work in disasters. 42

48 Mitigation Emergency Telecommunications WFP Education UNICEF & Save the Children Early Recovery UNDP Preparedness Prevention Food Security WFP & FAO Camp Coordination and Camp Management IOM 1 /UNHCR 2 Health WHO Humanitarian & Emergency Relief Coordinator Disaster Reconstruction Logistics WFP Water Sanitation and Hygiene UNICEF Nutrition UNICEF Shelter IFRC 1 / UNHCR 2 Coordination in disasters Protection UNHCR There is an international system for coordination of the response to an international disaster. The UN Office for the Coordination of Humanitarian Affairs (UN OCHA) is responsible for coordination. The UN Cluster System brings together key actors in the response in sector specific groups such as education, health, logistics and shelter, to share information, coordinate and plan together. The Clusters will be activated at country level in major disasters, with each cluster led by a designated lead organisation, often in partnership with relevant government agencies. Cluster meetings will be attended by UN agencies, NGOs, government representatives and other actors involved in the response, including private sector. Companies involved directly in the disaster response locally should participate in cluster meetings and share information. Recovery Response Pooled funds If you do not have a regular humanitarian partner, and wish to make a one-off or regular donation, then contributing to a pooled fund can be an effective way of giving. It allows you to give money that will be shared amongst a number of recognised humanitarian agencies. Some pooled funds, such as the START Fund and the Central Emergency Response Fund (CERF), are designed to direct funds to where they are most needed, including to smaller or silent emergencies that may not make the media headlines. Disasters Emergency Committee (DEC): The DEC is an emergency response coalition charity in the UK. It acts as a fundraising umbrella, uniting its 13 member charities to remove unnecessary competition, reduce administrative & fundraising costs, and increase the impact of in-country aid efforts. All 13 member charities are humanitarian experts who can deliver the effective disaster responses that donors expect and that those affected by disasters need. The DEC operates an extremely cost effective model, spending an average of just 4% of the money raised on running appeals, with the rest distributed to our members to carry out their vital work. START Fund: The Start Fund is a multi-donor pooled fund that was created to fill a gap in humanitarian financing. It enables NGOs to make collective decisions on the basis of need alone and to respond quickly to under the radar emergencies around the world. Central Emergency Response Fund (CERF): The Central Emergency Response Fund (CERF) is a humanitarian fund established by the United Nations General Assembly in 2006, and managed by UN OCHA. The CERF provides seed funds to jump-start critical operations and fund life-saving programmes not yet covered by other donors. The fund receives contributions from various donors, mainly governments, but also private companies, foundations, charities and individuals, into a single fund. This is set aside for immediate use during crises. In emergencies, humanitarian organisations on the ground get together and apply jointly for funding. Funds are immediately released if these proposals meet CERF s criteria, i.e. the needs are urgent and the activities will save lives. org/cerf/about-us/humanitarian-financing 43

49 Call to action Thank you for reaching for our Guidance, Addressing International Disaster Relief and Resilience: Guidance for Business. We hope that it inspires you and that you find it valuable and that it prompts you to review, refine, develop and take action. The opportunity is huge and the need remains great. Over 350 natural and man-made catastrophes occurred in The total of just the insured loses cost more than $90 billion, which masks the number of lives and livelihoods lost. The impact of natural disasters globally, is undeniably humanitarian, environmental and economic. Your business motivations for action may be many and varied. Humanitarian and environmental need, philanthropy, business continuity, employee expectation, morale and motivation, supply chain security, customer need, or a combination of all of these and many others. Planning, preparing and acting in line with humanitarian, environmental and business need is what s critical. The number of people affected by humanitarian crises has almost doubled in the past decade. In 2015 more than 76 million people from 31 countries needed assistance with the number of people displaced by conflict exceeding 51 million, the highest number since the Second World War. In 2015 the UN worked with 6 Level 3 emergencies with Central African Republic, Iraq, Philippines, South Sudan, Syrian Arab Republic and Yemen and the Ebola crisis. Year on year, the number of catastrophes increases and the requests for support far outstrips supply. We are very grateful to the UK Department for International Development for the support of our work in International Disaster Relief, to the many business and NGOs that have provided input and reviewed this Guidance, to the businesses who have participated in the BITC International Disaster Relief Awards over the years and to GSK who have provided the vital sponsorship for this publication. We trust you find this Guidance for Business valuable. We hope it inspires you to take a holistic view of the ways in which you can support international disaster relief and resilience. We trust the Guidance helps you to develop and refine your approach. We encourage you identify your unique contributions, to plan and prepare, to participate in the Tool we are developing to help identify and match business resources with humanitarian needs. No one business, humanitarian agency or government can possibly meet the need. We urge you therefore to work with government, collaborate with other business, and partner with humanitarian agencies to make a difference for people, profit and planet. We look forward to your feedback, comment, contributions and suggestions for future editions of this Guidance for Business. Sue Adkins International Director, Business in the Community s.adkins@bitc.org.uk When informed by humanitarian and environmental need, supporting your business continuity, and in partnership with others, both humanitarian and business, the potential contribution your business could make is immense. Through leveraging your vast arsenal of resource, from core competencies, skills and expertise to products and services, your business, has the opportunity to make a significant difference. Evidence indicates that every dollar invested into disaster preparedness saves seven dollars in relief. It therefore makes huge sense to plan and prepare for disasters, taking a rounded view of the many ways in which your business may be able to support the humanitarian relief and resilience effort. The return on investment pays off in supporting your business resilience, continuity and sustainability. We encourage your business to play its part. Source: Henry Donati DFID 44

50 Annex General resources 45

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