Corporate Citizenship Sustainability, Simplified. Strategies for impact Re-visioning corporate community investment for a bigger bang March 2014
Overview of this morning: Results from Funding Impact research What does this mean for corporate community investment? How leading companies are refocusing for impact Q&A KPMG: Our community strategy Barclays: Developing a global community strategy Jaguar Land Rover: Our global CSR Strategy Sustainability, simplified 2
Understanding the Impact Landscape: LBG and NPC Joint Research
Background The first research paper on funder attitudes to impact. LBG s first joint research with NPC. Sustainability, simplified 4
Key Findings 1. Across all funder types - measuring impact is seen as useful and important 89% Impact measurement makes funders more effective 88% Impact measurement makes charities more effective 75% Focus on measuring overall impact has increased in past 5 years 82% plan to increase impact measurement in next 3 years Sustainability, simplified 5
Key Findings 2. Funders are supporting grantees to increase impact measurement 57% 25% provide no funding Think funders should provide funding for impact measurement 52% Work with grantees to decide what to measure Sustainability, simplified 6
Key Findings 3. Challenges to impact measurement: for funders and grantees Lack of resources/funding to measure impact Not knowing what to measure Impact measurement not linked to Not knowing how to measure overall funding strategy Discussions with grant holders about how they can measure impact Solutions Training and guidance on how to develop measurement tools Shared measurement approaches for funders/grantees Discussions with other funders about approaching impact measurement Sustainability, simplified 7
Spotlight on corporate funders 63% rate evidence of impact as extremely important in the application process as compared to 45% of other funders 32% provide no funding for impact measurement compared to 22% of other funders 82% plan to put more focus on measuring their own impact over the next three years compared to 71% of other funders Sustainability, simplified 8
Typology of funding Ease of using impact measurement Responsive funding - Flexible funder with categories of funding loosely defined - Often high ratio of grants to staff - Funds applications that people submit Targeted funding - Clear social needs funded - Outcomes within that are determined by applications - Fund a mixture of applications in, and proactively sought grants Single goal orientated funding - Working towards goals in a clearly defined area - Normally proactive, looking for charities to fulfil key outcomes identified by strategy Flexibility Sustainability, simplified 9
What is needed to improve practice For charities For funders For the sector More capacity building More explicit funding for impact measurement Wider use of measurement to develop approaches Development and use of shared measurement techniques Development and use of platforms to share learning and approaches Sustainability, simplified 10
What does a focus on impact mean for corporate community investment? Sustainability, simplified 11
Focus Goals Measurement Sustainability, simplified 12
Using impact to shape our community strategy 25 March 2014 Charlotte Rogers CR Manager
Community investment strategy Issue Using our greatest skills and resources to: 2012-2014 annual community targets 2013 Poor employability skills and knowledge of work for people from disadvantaged groups Improve employability We aim to provide direct support to help improve the employability* of 5000 secondary school students and 180 people from socially excluded groups. 6137, 130 Poor access to professions for young people from lower socioeconomic backgrounds Improve access to our profession We aim to recruit 25% of students from disadvantaged backgrounds onto our school leaver programmes. 29% Challenging conditions for many local communities because of continued economic and social pressures Strengthen community organisations We aim to directly support 1,200 organisations to strengthen. 968 [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. 14
It s not just what you put in [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. 15
What next? 1. Improving data collection 2. New programmes fund impact measurement 3. Moving to focus on outcomes and collectively describing impact 4. Strategy review and stakeholder engagement Community outcome: Our improving employability programme last year supported over 6,100 young people and over 130 socially excluded adults to improve their employability. This includes employees talking to over 1,950 young people about the skills needed to work for us. We have delivered employability workshops to 1,070 students and adults and 86% improved their awareness of the skills employers require. Business outcome: 80% of volunteers that provided feedback felt they had improved their communication skills through volunteering [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. 16
Developing a Global Community Investment Strategy Karen Derbyshire
Evolution of Barclays Community Investment From a heritage of reactive charitable giving, Barclays now has a single, unified global strategy that provides a strong foundation to effectively drive social and business impact Go-To Bank Building Young Futures Banking on Change 2004 2006 2008 2009 2010 2011 2012 2013 2015 Disparate UKfocused CI Programmes KEY THEMES Banking On Brighter Futures Looking after Local Communities Charity Begins At Work Launch of 2015 CI strategy and pillars Enterprise Skills Financial Skills Employabilit y Skills Embed CI strategy within Regions New Regional Governance Model 18 Global Investment Committee Meeting 25 February 2014 Internal use only
Strategic Review Process & Next Steps Pre-2010-2011 2012-2013 2014 and beyond 3 key themes but very broad No unified, global method of measuring impact Increasing global perspective and presence but still UK centric Set objectives Strategic Review: Research & Analysis Interviews - internal stakeholders and external perspectives Benchmarking and market research External Advice Internal Surveys 2 Barclays Community Investment October 2013 Firm strategy and business priorities Created strategy with singular goal 5 Million Young Futures Three key skillsfocused investment pillars centered around young people Employability Enterprise Financial Skills Governance structure Global and local/regional partnerships Global, robust measurement &evaluation framework Consistent communications Consistent employee programmes globally Continue to embed investment pillars and strategy in regions and share best practices Skills-based employee engagement opportunities
Lessons and Challenges Barclays continues to evolve and refine its Community Investment strategy, ensuring that we maximize the impact of our Community Investment programmes Learnings and Next Steps from Barclays Strategic Review Understand business priorities and larger firm strategy Benchmarking and industry landscape Set iconic goals and narrow focus areas but allow regional flexibility global vs. local partnerships Internal stakeholder buy-in o engage Community Investment colleagues globally from start and o secure top-down senior business leader support M&E and importance of ROI investments over donations Establish infrastructure clear definitions, templates, systems, etc. Build out consistent communications and messaging globally 4 Barclays Community Investment October 2013
Corporate Citizenship knowledge series 25th March 2014 Jaguar Land Rover: our global CSR strategy Laura Vickery Global CSR Manager Jaguar Land Rover
Jaguar Land Rover Jaguar Land Rover was formed in 2008 when Tata purchased Jaguar Cars and Land Rover from Ford Motor Company Headquartered in the Coventry area and is the largest premium automotive business in the UK UK s largest investor in automotive R&D and engineering 190,000 people supported through the supply chain, dealer network and wider economy 425,000 vehicles sold in 2013 (up 19%) 80% of production exported 22
UK Footprint Manufacturing & PD Facilities Halewood Land Rover Freelander and Range Rover Evoque Whitley Global headquarters Design and Engineering Centre Castle Bromwich Jaguar XF, XF Sportbrake, XJ, XK and F- TYPE Solihull Range Rover, Range Rover Sport, Land Rover Discovery, Land Rover Defender Gaydon Design and Engineering Centre EMC Wolverhampton State-of-the-art advanced Engine Manufacturing Centre under construction ( 500m) 23
Overview of the Global CSR Fund The Global CSR Fund first introduced in April 2013 - now forms the back bone of JLR s Global CSR Programme and is a key part of the company s 2020 sustainability vision and roadmap. The centrally managed Fund is available for regions to initiate and run projects all across the world in conjunction with markets, to meet the ambitious goal of creating opportunities for 12m people by 2020. Specifically: (i) to improve the lives of 10 million people, and (ii) to advance the knowledge of 2 million young people Projects should fit within one (or more) of the following four themes: 1. Education inspiring and educating the workforce of the future 2. Environment protecting and enhancing nature s resources for future generations 3. Humanitarian & Health improving the well-being of poor and marginalised communities 4. Design, Technology & Talent promoting innovation, nurturing talent & enabling creativity 24
Global CSR Fund Project breadth China: CYDF JLR Hope School: Rebuilding communities UK: 1.Education Partnerships: Schools challenges 2. Red Cross: Community resilience/home support 3. Grass roots Rugby (Hitz): Using sport for social change. Asia-Pacific: Korea: Road Safety India: ChildAid network (with JLR Germany) Education & schooling for orphans N. America: P.S Arts (Art/design in underprivileged schools) and Child Health Fund (education/health support to vulnerable children) Europe: Italy: Streets of Solidarity Portugal: Red Cross Happier Portugal Spain: Red Cross All 3: Skills dev mt in Unemployed/vulnerable people. N lds: Drive against Malaria Malaria net distribution: Health/economic Overseas Kenya/SA: Life straw clean water: Health/environment/economic Kenya Born Free: Bomas: Resilience & wildlife conservation S.Sudan & Niger Red Cross: Clean water S.Africa: Kingsley Holgate. Malaria net distribution: Health/economic Red Cross: Integrated HIV & TB programme Uganda Red Cross: Water sanitation Australia: Red Cross Community resilience 25
Global CSR Fund Project details and beneficiaries Project Region Project location Sign-off? Theme 001/13 Drive Against Malaria Europe (Netherlands) Cameroon/CAR Completed Education / Humanitarian 002/13 Streets of Solidarity Europe (Italy) Italy Completed Humanitarian 003/13 Water Sanitation in South Sudan Europe (Austria) South Sudan Completed Education / Humanitarian 004/13 Child Friendly City in NE India (ChildAid) Europe (Germany) India Completed Education / Humanitarian / Design 005/13 Access to Clean Water in Niger Europe (Ireland) Niger Completed Education / Humanitarian 006/13 For a Happier Portugal Europe (Portugal) Portugal Completed Humanitarian 007/13 Uganda water sanitation and hygiene Europe (Netherlands) Uganda Completed Education / Humanitarian 008/13 Premiership Rugby Community Prog (Hitz) UK UK Completed Education / Humanitarian 009/13 JLR Hope School & Happy Sports China China Completed Education / Humanitarian / Design 010/13 Saving & Improving Lives (Kingsley Holgate) Overseas South Africa Completed Education / Humanitarian 017/13 Improving Employability in Spanish Families Europe (Spain) Spain Completed Education / Humanitarian 027/13 Lion Conservation (Born Free Foundation) Overseas Kenya/Tanzania Completed Environment 028/13 Integrated HIV/TB programme Overseas South Africa Completed Education / Humanitarian 030/13 Australian resilience emergency preparation Asia-Pacific Australia Completed Education / Humanitarian 031/13 Children's Health Fund N. America USA (New York) Completed Humanitarian 032/13 P.S. Arts N. America USA (California) Completed Education / Humanitarian 033/13 Support at home UK Red Cross UK UK Completed Humanitarian 034/13 Health in Sudan Europe (Switzerland) Sudan Pending Humanitarian 037/13 Road Safety in Korea Asia-Pacific Korea Completed Education / Humanitarian Total 26
Defining Lives Improved As written in the CSR framework: JLR expects the projects supported to deliver a positive impact on the people helped. It means doing more than simply making people aware of an issue but directly engaging with people to achieve a measurable change in one or more of the following areas: Improving people s skills or personal development (e.g. measuring the number of children with better engineering knowledge after completing a school challenge or completing an education activity); Changing people s behaviour or attitudes (e.g. measuring the number of people who are more energy efficient after an environmental campaign); Improving people s general well-being (e.g. measuring the number of people with access to clean drinking water as a result of a humanitarian contribution) 27
What activity is eligible? Eligible: Projects must meet a clear community need, benefit the community and have a lasting and positive impact Projects must deliver measurable benefit in line with our social goals of advancing knowledge and improving lives Projects should align with existing JLR and brand programmes, where these exist Projects should be delivered in partnership with a not-forprofit organisation (charity, NGO, university, school etc) JLR aims to create an inclusive volunteering programme, so projects are encouraged to identify employee volunteering or engagement opportunities where relevant Not eligible: Projects that focus on doing ordinary business responsibly (e.g. reducing JLR s energy usage, protecting employee health an safety) Pure brand promotion, general awareness raising or promotion driven sponsorship Where a brand promotion activity also includes an element of CSR activity (e.g. a commercial sports sponsorship that includes funding for some grassroots sporting activity), it is possible to apply for funding for the CSR element of the sponsorship Support for non-sustainable, political, religious or environmentally harmful projects. Furthermore, unrestricted charitable donations will not receive funding. 28
Discussion What makes a good strategy? Can you deliver/measure impact without a strategy? Can you measure everything OR how do you set limits? How do you balance focus and meeting local community need? Sustainability, simplified 29