#upj16 - upj netzwerk | corporate citizenship · −amway −bd (becton, dickinson and −company)...
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#UPJ16
Flagship-Programme: Alles auf eine Karte?
Mike Tuffrey, Corporate Citizenship
Sabine Frank, Google
Nadja Malak, SOS-Kinderdörfer Global Partner
Moderation
Christoph Selig, Deutsche Post DHL Group
Präsentiert von
2
3 MARCH 2016
Success factors for flagshipprogrammes:Conclusions from a global study
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Agenda
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1. Our research and published
paper on Flagship
Programmes
2. Elements for success
3. Measuring impact
4. Examples of good practice
More details here: http://corporate-citizenship.com/our-insights/flagship-social-investment-programmes/
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The Evolving Community Space
New business models (Inclusive business, Shared Value, Third
space)
Strategic Community Investment
Philanthropy1.
2.
3.
Defining audiences and business
benefits
Business integration,
global/societal approach
Setting the ground rules /
policies for giving activities
No or unstructured ad-hoc activities
0.
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Our research
Survey
A global survey of practitioners, which
received 103 responses.
More than 86% of respondents were either
directly responsible for overseeing,
developing and implementing corporate
community investment programmes (69%),
or were corporate responsibility or
sustainability professionals working within
major companies (17%).
Interviews
Nine interviews with corporate
community investment, social
investment or CSR professionals.
− Amway
− BD (Becton, Dickinson and
− Company)
− Colbún
− Collahuasi
− Kellogg Company
− M&S (Marks & Spencer)
− Microsoft Asia
− Rolls-Royce
− Unilever Singapore
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The findings
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OUR DEFINITION OF A FLAGSHIP SOCIAL INVESTMENT PROGRAMME:
• Flagship programmes target resources rigorously and unite activities under a single
global focus.
• The strategic intent is one of relentless focus on making an impact in a chosen issue
area that is aligned to the company’s business.
What do we mean by Flagship Programmes?
Sustainability, Simplified
DICTIONARY DEFINITION:
“The ship in a fleet which carries the commanding admiral.”
“The best or most important thing owned or produced by a particular
organization.”
Oxford English Dictionary
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The shift
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The shift - alignment and focus
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How to do it well
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Measuring impact
• LBG network established in 1994 to find a consistent
way to measure community investment
• Now a globally recognised standard used around the world:
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LBG Measurement Framework
www.lbg-online.net
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Example programmes
To empower women through opportunities to learn and develop skills and so influence society and the economy
To support global hunger relief by providing breakfast meals and snacks for children most in need
Kellogg
To reduce the amount of clothes ending up in landfills by changing consumer behaviour
M&SDiageo
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Finding your niche
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Doing more with less
Internal financial and non-financial resources
Efficiency in management expenditures
Leveraged contributions
Scalable partnerships
Integration with the business
Start with a need and work back to a budget
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Corporate Citizenship: our services...
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For further information please contact:
Mike Tuffrey – Cofounder & DirectorE: [email protected]: +44 (0) 20 7861 1616
W: www.corporate-citizenship.comE: [email protected]
Twitter: @CCitizenship
LinkedIn: Corporate Citizenship Company
Contact us
London OfficeHolborn Gate, 5th Floor26 Southampton BuildingsLondon WC2A 1PQUnited Kingdom
New York Office241 Centre Street4th FloorNew York, NY 10013United States
San Francisco Office901 Mission StreetSuite 105San Francisco, CA 94103United States
Santiago OfficeNueva Costanera 3698Of 203Vitacura - SantiagoChile
Singapore Office12 Kallang AvenueAperia #04-25Singapore339511
T: +44 (0)20 7861 1616 T: 1-212-226-3702 T: 1-415-416-9580 T: +56 (2)2 247 9008 T: +65 9116 5763
Flagship Programmes: Opportunities and Challenges from an NGO PerspectiveUPJ-Jahrestagung, Berlin - 3.3.2016
Agenda
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2
3
About SOS Children‘s Villages
Opportunities and Challenges
Best Practice
1 About SOS Children‘s Villages
79 health centersInfluence and improve
policies to protect children.22 emergency programs
Child Care
More than 560 SOS
Children's Villages in 134
countries, 659 youth facilities
633 family strengthening
programs
218 kindergartens, 187
schools and 95 vocational
training centers
Family Care Education
Child Rights AdvocacyEmergency CareMedical Care
Agenda
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2
3
About SOS Children‘s Villages
Opportunities and Challenges
Best Practice
How do we understand Flagship Programmes
Relevant: Aiming to solve a relevant social issue together
Comprehensive: Involving various stakeholders on different levels of support(donations, in-kind, time)
Scalable: Think big, start small
Global: Coordinated through HQ, implemented at various locations
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Opportunities
Generating wider reach and greater impact through the focus on one partner/programme and the concentration on concrete common goals.
Go deeper into one topic and grow expertise together
Stronger positioning of partnership
Efficiency
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Challenges2
Managing the dynamics between global partnership framework and goals and local interests and needs.
Matching expectations
Staff and financial resources
Varying standards and programmes
Agenda
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2
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SOS Children‘s Villages
Opportunities and Challenges
Best Practice
3 Selection of SOS Flagship Partners
THANK YOU! Your comments and questions are welcome.
Nadja MalakDeputy Managing Director
SOS Children‘s Villages Global Partner GmbHRidlerstrasse 55D - 80339 MunichTel: +49 (0)89 159867-604Email: [email protected]