Engaging Biffa employees on sustainability...Sustainability, simplified 9 Typology of funding Responsive funding - Flexible funder with categories of funding loosely defined - Often

Corporate Citizenship Sustainability, Simplified.

Strategies for impact Re-visioning corporate community investment for a bigger bang

March 2014

2 Sustainability, simplified

Overview of this morning: Results from ‘Funding Impact’ research

What does this mean for corporate community investment?

How leading companies are refocusing for impact

• KPMG: Our community strategy

• Barclays: Developing a global community strategy

• Jaguar Land Rover: Our global CSR Strategy

Q&A

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.


75%

Key Findings 1. Across all funder types - measuring impact is seen as useful

and important

88% Impact

measurement makes charities more effective

89% Impact

measurement makes funders more effective

82%

plan to increase impact measurement in next 3 years

Focus on measuring overall impact has increased in past 5 years


Key Findings

2. Funders are supporting grantees to increase impact measurement

57% Think funders

should provide funding for impact

measurement 52%

Work with grantees to

decide what to measure

25% provide no

funding


Key Findings

3. Challenges to impact measurement: for funders and grantees

Lack of resources/funding to measure impact

Not knowing how to measure

Not knowing what to measure

Impact measurement not linked to overall funding strategy

Solutions

‘Discussions with other funders about approaching impact

measurement’

‘Shared measurement approaches for funders/grantees’

‘Training and guidance on how to develop measurement tools’

‘Discussions with grant holders about how they can measure

impact’


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


Typology of funding

Responsive funding - Flexible funder with

categories of funding loosely defined

- Often high ratio of grants to staff

- Funds applications that people submit

Single goal orientated funding

- Working towards goals in a clearly

defined area

- Normally proactive, looking for charities

to fulfil key outcomes identified by strategy

Targeted funding - Clear social needs

funded

- Outcomes within that are determined by

applications

- Fund a mixture of applications in, and proactively sought

grants

Ease of using impact measurement

Flexibility


What is needed to improve practice

For charities For funders For the sector

• More capacity building

• Wider use of measurement to develop approaches

• Development and use of platforms to share learning and approaches

• More explicit funding for impact measurement

• Development and use of shared measurement techniques


What does a focus on impact mean for corporate community investment?


Focus Goals Measurement

Using impact to

shape our

community

strategy 25 March 2014

Charlotte Rogers

CR Manager

© [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

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 socio-

economic 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



It’s not just what you put in



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

Developing a Global Community

Investment Strategy Karen Derbyshire

Evolution of Barclays Community Investment

2015 2013 2012 2011 2010 2009 2008 2006 2004

Embed CI

strategy

within

Regions Enterprise

Skills

Employabilit

y Skills

Financial

Skills

Launch of 2015 CI strategy and

pillars

Charity Begins At Work

Looking after Local

Communities

Banking On

Brighter

Futures

Disparate UK-

focused CI

Programmes

KEY THEMES

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

Banking on

Change Building Young Futures

‘Go-To’ Bank

New Regional

Governance

Model

Internal use only

18 | Global Investment Committee Meeting | 25 February 2014

Strategic Review Process & Next Steps

2 | Barclays Community Investment | October 2013

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

Firm strategy and

business priorities

• Created strategy with

singular goal – 5 Million

Young Futures

• Three key skills-

focused 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

4 | Barclays Community Investment | October 2013

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

Corporate Citizenship knowledge series 25th March 2014

Jaguar Land Rover: our global CSR strategy Laura Vickery Global CSR Manager Jaguar Land Rover

22

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

23

UK Footprint Manufacturing & PD Facilities

Whitley

• Global headquarters

• Design and

Engineering Centre

Solihull

Range Rover, Range

Rover Sport, Land Rover

Discovery, Land Rover

Defender

Castle Bromwich

Jaguar XF, XF

Sportbrake, XJ, XK and F-

TYPE

Halewood

Land Rover Freelander

and Range Rover Evoque

Gaydon

Design and Engineering

Centre

State-of-the-art

advanced Engine

Manufacturing Centre

under construction

(£500m)

EMC Wolverhampton

24

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

25

Global CSR Fund Project breadth

UK:

1.Education

Partnerships:

Schools challenges

2. Red Cross:

Community

resilience/home

support

3. Grass roots

Rugby (Hitz): Using

sport for social

change.

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

China: CYDF

JLR Hope School:

Rebuilding communities

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

India: ChildAid network (with

JLR Germany)

Education & schooling for

orphans

Australia: Red Cross

Community resilience

N. America:

P.S Arts (Art/design in

underprivileged schools)

and Child Health Fund

(education/health support

to vulnerable children)

Asia-Pacific:

Korea: Road Safety

26

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

004/13Child 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

009/13JLR 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

27

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)”

28

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-for-

profit 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.


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?

Documents

Engaging Biffa employees on sustainability...Sustainability, simplified 9 Typology of funding Responsive funding - Flexible funder with categories of funding loosely defined - Often