Temasek Trust Corporate Giving Practice Guide

Strategic Giving

Benefitting society and business through corporate philanthropy The Temasek Trust Corporate Giving Workshops bring Why Have a grantmaking practitioners Strategic Corporate together to share good Giving Strategy practices of grantmaking. Discussions at the workshops Bringing about Giving have been incorporated into maximum impact – this series of Practice Guides and much more that can help continue the Why do companies give? 2 conversation and inform What a more grantmakers. How do we know that the Giving Strategy giving programmes of our own Looks Like Making links, companies are truly addressing connecting the dots society's needs while meeting 6 Getting the business goals? Endorsement for the Strategy Working towards a Such questions are tackled "yes" from internal stakeholders and when developing a corporate the community giving strategy. This guide 22 Making the discusses why a strategy is Strategy Work needed, offers a framework Some approaches to consider with case studies, provides tips 24 on getting endorsement from stakeholders, examines if a Is the Strategy Working? strategy is working and more. The results tell the story

28 Why Have a Corporate Giving Strategy Why have a strategy? Developing a strategy is hard work. Yet, it is essential to creating win-win-win Bringing about maximum impact – programmes, where grantmaker, grantee and beneficiary (or community) can benefit. and much more BENEFITS TO GRANTMAKER BENEFITS TO GRANTEE AND BENEFICIARY

What is a strategy? Clarity Clarity A strategy is essentially a framework for decision-making that is: Helps to make clear the intention of A strategy equips the grantee with • based on a good / clear understanding of the corporate intent of giving giving. It also guides corporate giving information on the grantmaker’s • focused on the external context in which the grantmaker works decisions and actions towards clear values, priorities and objectives for • includes a hypothesised causal connection between the use of the goals. Some common giving intentions clarity on crafting more effective grantmaker’s resources and goal achieve of the giving are listed below in the blue box. proposals.

Adapted from Beyond the Rhetoric: Foundation Strategy by the Centre for Effective Philanthropy (www.cep.org). Efficiency Impact Directs and allocates resources When coupled with a good needs (such as expertise, staff and funds), assessment process, a strategy purposefully, meaningfully sharpens the programme to create the and efficiently. intended social impact.

Brand-building Builds a brand through clear and consistent giving focus and practices, such as grant evaluation.

Sustainability Ensures that the giving is planned, deliberate and hence, sustained.

Why do grantmakers give to a particular cause – apart from wanting to create positive impact?

The reasons are aplenty. Some drivers are: • The giving creates a positive community impact • The giving enhances the grantmaker’s brand, image and growth • The giving increases the grantmaker’s attractiveness to employees • The giving builds the company's legitimacy to operate / do business in the community • The giving harnesses the grantmaker’s competencies and networks

2 3 A convergence of interests Useful questions

Developing a strategy is hard work. Yet, it is essential to creating win-win-win Here are some guiding questions to get you thinking on strategy development. programmes, where grantmaker, grantee and beneficiary/community can benefit. 1. What does your organisation intend to achieve from its giving programme?

In other words, it is when a grantmaker maximises both social and economic 2. Is this intent common knowledge among the leadership and staff? benefits that corporate giving and shareholder interests converge, making the giving truly strategic. 3. Is your corporate giving programme aligned with or somehow linked to your organisation’s business, core competencies, employees or brand? The following illustration was developed by leading Harvard Business School thinkers Michael E. Porter and Mark R. Kramer, who examine strategies for 4. Are your employee-giving/volunteering activities synergised with your social impact. organisation corporate giving programme?

5. How would you know if you are on the right track to achieving the PURE objectives of your giving? PHILANTROPHY

SOCIAL Combined BENEFIT social and economic benefit

PURE BUSINESS ECONOMIC BENEFIT A giving strategy needs to consider: Adapted from The Competitive Advantage of Corporate Philanthropy by TIPS Michael E. Porter and Mark R. Kramer for the Harvard Business Review. • Social impact • Corporate priorities for giving

The illustration succinctly captures what it means to be a strategic giver. The coloured triangle – showing social and economic benefits being maximised through a mix of business and giving – is where strategic giving happens.

4 5 What a Giving From grantmaker to strategic grantmaker

Strategy Looks Like Leads the conversation Making links, connecting the dots Responsive to on the agenda with Open to receiving the needs that the grantee proposals and ideas the grantee feels co-creating goals from any grantee. most keenly. and strategies. A good giving strategy elevates a grantmaker by connecting its giving to its value proposition. In other words, the giving is linked to the unique features, core competencies, or business objectives of the grantmaking organisation. RESPONSIVE STRATEGIC In this chapter, you will find a framework that can help make the connection. But first, let’s understand more about what it means to be a strategic grantmaker.

Allows the grantee Has focused goals Takes full to drive the agenda. and a defined set of ownership and Requests are strategies for how it sees itself as initiated by the wants to accomplish accountable grantee rather than those goals. for successful by the grantmaker community seeking out outcomes. possibilities.

Making the shift towards strategic giving

It takes deliberation. It takes action. It takes time. When, how and how much to Developing a strategy involves Incorporating a strategic invest in a strategic approach learning, planning, testing approach to grantmaking isn’t are decisions that leaders must and cultivating support from something grantmakers can or weigh carefully. partners and the community. should do overnight. Strategy development is an ongoing effort – a constant process of learning and refining.

6 7 Developing a Giving Strategy

This handy framework helps you to generate a basis for your strategy. Your answers to the questions – which add up to the various parts of the framework – should be aligned with one another. On the next few pages, find out how and have approached the framework.

STEP 1: STEP 2: STEP 3: UNDERSTANDING ANALYSING CORPORATE SCOPING A CORPORATE YOUR COMPANY GIVING FOR YOUR COMPANY GIVING PROGRAMME

Key considerations: Key considerations: Key considerations:

1. What is your company about? 1. What is your company’s business 4. Key external global consideration: 1. Why carry out the programme 2. Who are your stakeholders? objective? Also ask: Why should What are the UN Sustainable (the champagne test) 3. Where is your company operating? your company be involved Development Goals? 2. Who will be the beneficiaries? 4. When are your company’s in corporate giving? 3. What is the nature of crucial milestones? • For pure altruism: to maximise 5. How does your company want to be the programme? 5. How is your company’s business social impact (what is the social involved after considering all of the 4. Where are the beneficiaries carried out? change that your company wants above? based in? 6. List your company’s key to make?) 5. When are the programme’s differentiating factor/ • For pure business: to maximise In short, strategic giving – i.e. the crucial milestones? distinct relevance in the market. private returns (what returns are golden midway – happens when there 6. How will the programme 7. List the obstacles and key to the company – a good is an intersection of the above five be delivered? opportunities. reputation, a license to operate, factors: employee morale?) • Business objective • The golden midway: to optimise • Company’s core competencies both social AND business returns and assets • Social/community needs 2. Key internal consideration: What • UN Sustainable Development Goals are the core competencies and • Company’s desired role assets that your company can offer?

3. Key external consideration: What are the social or community needs out there?

With a specific strategy where the grantmaking is targeted and efficient, the grants TIPS ultimately make very specific gains in the organisation’s area of interest.

8 9 CASE STUDY

Singtel shares more about their community Singtel giving strategy by filling in the framework.

Step 1: Understanding the Company

1. What is the company about? • A leading communications technology group 5. How is the company’s business • Consumer services are delivered mainly via our }} Mission and/or vision in Asia that provides an extensive range of carried out? Singtel Shops, Singtel Exclusive Retailers and our }} Type of organisation telecommunications and digital services to }} Distribution channels, etc. online shop. }} Nature of core business }} Key products and services consumers and enterprises. }} Size: Annual size, no. of employees, etc. 6. List the company’s key • A trusted home-grown brand that people have differentiating factor/distinct come to rely on. They recognise that Singtel is a 2. Who are the stakeholders? • Consumers who want to stay connected and be relevance in the market. responsible corporate citizen and we do our part }} Profile of key customers entertained through fixed telecommunication to conserve the environment and support the }} Types of business partners and mobile services, fibre internet and pay TV. community. }} Key types/skills of employees • Companies that need communication services and secure data connectivity including cyber 7. List the obstacles • Key topics in the Singtel Group Materiality security across regions. and opportunities. Assessment (2017) included the need for • Entire range of skill sets from core engineering innovation, training and education, talent and IT skills to business and corporate skills like attraction and retention, customer data privacy digital marketing and HR, as well as specialist and protection, inclusion of vulnerable groups skills like legal – all found in our 13,000-strong and digital citizenship and online safety. workforce in and 24,000 globally.

3. Where is the company operating? • Key operations in Singapore and Australia, with }} Geography of operations strategic interests in regional markets in India, Indonesia, Thailand and the Philippines. • 60 Singtel Global Offices in 23 countries.

4. When are the company’s • 1879: Telephone service was first introduced crucial milestones? in Singapore. }} The company’s history • 1974: Singapore Telephone Board (STB) and }} Key business cycles Telecommunication Authority of Singapore (TAS) merged into a single entity known as the Telecommunication Authority of Singapore (Telecoms) • 1992: Telecoms was corporatised with Singapore Telecom as the telecommunications service provider and a newly formed subsidiary Singapore Post took over postal services. • 1993: Singapore Telecom became a public listed company with 1.4 million Singapore citizens becoming direct shareholders.

10 11 CASE STUDY

Singtel shares more about their community Singtel giving strategy by filling in the framework.

Step 2: Analysing Corporate Giving for the Company

1. What is the company's • As a home-grown company, we see it as our duty 4. Key external global consideration: Singtel supports various SDGs, of which business objective? to contribute back to our community. What are the UN Sustainable community-driven ones are: }} What are the key factors to leverage for • We also see the unintended consequences that Development Goals (SDGs)? opportunities and business growth? technology has on the vulnerable segments of }} Which UN SDGs can the company relate to society, for example, device addiction and cyber or identify with? bullying. Hence our efforts and programmes are designed to mitigate these risks through education and our service offerings. • Education and support of persons with disabilities to help them gain employment and lead independent lives also provide us with a less-tapped talent pipeline. 5. How does the company want to be • Singtel wants to play a strategic role and is 2. Key internal consideration: • Communication and digital services, especially involved after considering all of directly involved in designing and shaping our What are the core competencies mobile and data that connect people to the above? programmes to achieve the intended outcome and assets that the company each other and the online world. Providing Responsive vs. strategic giving and social impact. can offer? connectivity is Singtel’s core competence. }} Responsive giving responds to requests • We also participate in strategic programmes while strategic giving co-designs new }} How can the business, staff and partners • Another key asset is our dedicated 13,000-strong programmes or enhances existing ones for created by others, but only if we can bring value be involved? workforce in Singapore. We also have our unmet needs. to the table, and not being merely a funding party. }} What is the company’s value-add or Direct involvement vs. partnerships differentiation? eco-system of partners from corporate, • As a member of voluntary business networks government and the civil sectors whom we can }} Companies may directly engage grantees advocating for a social cause, Singtel plays an collaborate with. We believe in partnerships to run programmes, contribute through active role and shares knowledge readily (e.g. intermediaries or collaborate with other and collaborations with like-minded partners as funders for better impact. organise roundtables) as we believe in the power together, we can achieve even more. Providing resources of true collaboration and that every member }} Corporate donations (one-time, should play its part to achieve a common goal. 3. Key external consideration: In Singapore, where Singtel operates: annual, endowment, match employees' • Opportunity for staff engagement, either What are the social or community • The rise of online risks especially for the donations, etc.). through general or skilled volunteering, is }} Offer in-kind assistance. vulnerable children and youth e.g. gaming a key consideration when reviewing these needs out there? }} Invite business partners to addiction, cyber bullying and online privacy risks. participate likewise. programmes. Workplace giving to strategic • The inclusion and employment of persons with causes is also encouraged, with donations disabilities in Singapore, both at the workplace matched by the company. and the society. Only 5 in 100 persons with disabilities have jobs in Singapore. • These two areas have also been identified as 6. Giving strategy articulation • To enable the inclusion and well-being of material social topics for Singtel: people, and to help them realise their potential 1. Inclusion of vulnerable groups through our digital technologies and innovative 2. Digital citizenship and online safety programmes.

12 13 CASE STUDY

Singtel Programme: Collaboration with SG Enable and Singapore Business Network on DisAbility (SBNoD)

Step 3: Scoping a Corporate Giving Programme

1. Why carry out the programme? • Carrying out the programme empowers persons 4. What is the nature of • The Singtel Enabling Innovation Centre was with disabilities in Singapore to be more the programme? set up in 2015 at the Enabling Village run by SG employable and to have a sustainable livelihood. }} More of current programmes? Enable. It expands employment opportunities • Empowerment of persons with disabilities is }} Consider adjustments or additional for persons with disabilities by tapping on programmes to complement and evaluated by: strengthen current programmes to meet technology and equipping them with new skills. 1. The employment rate of persons with potential needs. • We also complement our effort by becoming disabilities in Singapore a strong partner of SG Enable’s two key 2. The number of: programmes: the RISE Mentorship and • persons with disabilities trained at the Internship for tertiary students with disabilities. Singtel Enabling Innovation Centre and We place them across the business and field trained graduates employed (+ tenure) middle and top management members as • tertiary students with disabilities mentors. This benefits the students while mentored by and placed for internships exposing our people to interact and work with within Singtel and the SBNoD group persons with disabilities. of companies • In the same year, we also became a founding • persons with disabilities employed member of the Singapore Business Network by Singtel and the SBNoD group of on DisAbility to advocate for this cause and companies (+ tenure) to share and learn from member companies’ 3. The annual staff engagement score best practices. on diversity 5. When are the programme’s • Our programmes will continue as training and 2. Who will be the beneficiaries? • Persons with disabilities in Singapore, with a crucial milestones? employment of persons with disabilities and focus on empowering them with corporate and }} When will it start? their inclusion are expected to remain a focus business skills. This is in line with our materiality }} How long will it last? in Singapore. }} When will the programme be delivered? assessment results which highlighted the need for inclusion of vulnerable groups. 6. How will the programme • SG Enable as a national agency is our key partner 3. Where are the beneficiaries • Persons with disabilities in Singapore. be delivered? in delivering these programmes. They have based in? }} How will the programme be delivered – access to market knowledge and needs, as well }} Which country and community? with partners or directly with grantees? as the beneficiaries such as tertiary students }} Parties to consider working with: -- Programme partners with disabilities. -- Existing service providers, e.g. • As the current SBNoD co-chair, we continue to community groups work with and mobilise the group of member -- Providers of complementary/related companies to support SG Enable’s programmes services and advocate for inclusion and employment of -- Government/state organisations persons with disabilities. -- Other funders in the same space

14 15 CASE STUDY

Sembcorp shares more about their CSR strategy in Sembcorp Nellore District, India, by filling in the framework.

Step 1: Understanding the Company

1. What is the company about? • Sembcorp Industries is a leading , marine 5. How is the company’s business • Originator, owner or investor, operator and }} Mission and/or vision and urban development group, operating across carried out? optimiser of large-scale energy and water assets. }} Type of organisation multiple markets worldwide. }} Distribution channels, etc. Strong track record in developing and operating }} Nature of core business }} Key products and services • Sembcorp Industries has total assets of over thermal and and water assets. }} Size: Annual size, no. of employees, etc. S$23 billion and over 7,000 employees. Listed on • Provider of energy and water solutions in the main board of the , it is industrial clusters and to governments. a component stock of the , • Project developer and operation and several MSCI and FTSE indices, as well as the maintenance provider for wind and solar SGX Sustainability Leaders Index and the Dow energy projects. Jones Sustainability Asia Pacific Index. 6. List the company’s key In India: 2. Who are the stakeholders? • Sembcorp's customers consist largely of differentiating factor/distinct • A leading foreign energy player with more }} Profile of key customers multinational petrochemical and chemical relevance in the market. than 4,300 megawatts in gross power capacity. }} Types of business partners companies, as well as governments, large • One of the country's leading wind power }} Key types/skills of employees corporates, medium-sized enterprises and developers. retail customers. • The majority of Sembcorp’s employees are 7. List the obstacles Obstacles engineers and technicians who operate and and opportunities. • Plant facility is very near rural communities maintain its energy and water plants. and villagers had concerns on livelihood and environmental issues. 3. Where is the company operating? • Sembcorp is headquartered in Singapore and has • We were seen as a foreign company, which was }} Geography of operations operations across multiple countries. viewed with distrust from the community.

4. When are the company’s • Sembcorp commenced its utilities operations Opportunities crucial milestones? in Singapore in 1997, pioneering the centralised • We had the opportunity to create jobs in the }} The company’s history utilities model for industrial sites. community. }} Key business cycles • Since then, Sembcorp has expanded to India, • We are able to set higher standards in addressing China, the U.K., Bangladesh, Myanmar, Oman, the social and environmental issues. U.A.E and Vietnam. • We had the opportunity to meet the basic needs of the rural and impoverished communities.

16 17 CASE STUDY

Sembcorp shares more about their CSR strategy in Sembcorp Nellore District, India, by filling in the framework.

Step 2: Analysing Corporate Giving for the Company

1. What is the company's • Meet regulatory compliance. 4. Key external global consideration: business objective? • Acquire social licence to operate and build What are the UN Sustainable }} What are the key factors to leverage for company's social capital. Development Goals (SDGs)? opportunities and business growth? • Improve the community’s social and economic }} Which UN SDGs can the company relate to development, leading to societal transformation or identify with? (reduce poverty, improve health and education standards). 5. How does the company want to be • Strategic giving: Co-design new programmes for involved after considering all of unmet needs. 2. Key internal consideration: • Expertise in developing and operating energy and the above? • Partnerships: Partnered with local non-profit What are the core competencies water plants according to customer and other Responsive vs. strategic giving organisations to operate and maintain the and assets that the company specifications. }} Responsive giving responds to requests water systems. while strategic giving co-designs new can offer? programmes or enhances existing ones for • Resources: Corporate donations. A token }} How can the business, staff and partners unmet needs. sum which is channelled towards upkeep and be involved? Direct involvement vs. partnerships maintenance of the systems, is also collected. }} What is the company’s value-add or }} Companies may directly engage grantees differentiation? to run programmes, contribute through intermediaries or collaborate with other funders for better impact. 3. Key external consideration: In the city of Nellore, India, where Sembcorp operates: Providing resources What are the social or community Low literacy rate }} Corporate donations (one-time, needs out there? • Total literacy rate is 56.0%. annual, endowment, match employees' • Female literacy rate is 47.8%. donations, etc.). }} Offer in-kind assistance. Lack of primary health care facilities }} Invite business partners to • Nearest government primary health care centres participate likewise. about 15km away. • Community faces widespread waterborne diseases leading to growth retardation and 6. Giving strategy articulation • Sembcorp Gayatri Power Complex is a cardiovascular complications. responsible and welcome neighbour in Nellore, Lack of basic infrastructure (roads, India. It aims to contribute towards the social sanitation, transport) and economic development of the communities • Community is remotely located – 30km away in Nellore through health care and education from the nearest city (Nellore). programmes. The success of our programmes Disadvantaged social standing inhibiting ability will result in an improvement in the community’s to make a livelihood health, as well as an increase in the literacy rate • More than 35% of total population belong of children. to a tribe/caste that is historically socially disadvantaged and marginalised.

18 19 CASE STUDY

Sembcorp Programme: education and health care for nellore, india

Step 3: Scoping a Corporate Giving Programme

1. Why carry out the programme? • Carrying out the programme will result in improved 4. What is the nature of • Water: 10 reverse osmosis water plants were health and literacy for the Nellore community. the programme? installed to provide safe drinking water to 3,000 • Sustainability is achieved when the programme is }} More of current programmes? families. operated, maintained and sustained locally, with }} Consider adjustments or additional • Education: Training was provided to teachers to programmes to complement and minimum support from Sembcorp. strengthen current programmes to meet improve the quality of education. potential needs. • Health care: Medical camps for villagers. A 2. Who will be the beneficiaries? • The immediate community living within a 3km to medical crew including a general physician, 8km radius of the plant. gynaecologist, pharmacist and nurses provide basic medical services for villagers monthly. 3. Where are the beneficiaries Semcorp's Group Stakeholder Engagement Policy based in? provides guidelines for area of engagement 5. When are the programme’s • According to arrangements with the local }} Which country and community? • 2 km radius around the site of operation crucial milestones? authorities, the programme is supposed to run • Subject to municipal requirements, human rights }} When will it start? for the entire duration of Sembcorp’s operations and special interest groups }} How long will it last? within the communities. However, Sembcorp is }} When will the programme be delivered? working towards making the programme self- sustaining as soon as possible.

6. How will the programme • Delivered with partner be delivered? (local non-profit organisation). }} How will the programme be delivered – with partners or directly with grantees? Inner Circle }} Parties to consider working with: (3km) -- Programme partners 25 villages -- Existing service providers, e.g. community groups -- Providers of complementary/related services Outer Circle -- Government/state organisations (3-8km) -- Other funders in the same space 17 villages

20 21 CASE STUDY Getting the Singtel

A Framework Towards Endorsement Endorsement Stakeholders Challenges Considerations in addressing challenges • Results from stakeholder engagement Board • Diverse views and and materiality assessment community interests • Strategic and decision framework and Senior • Personal network • Strategic narrative for the Strategy Management of relationships • Involvement and advocacy for issues • Engage key influencers

Working towards a "yes" from internal • Opportunity for raising staff engagement • Budget/Funding • Business product and capability leverage Management • Business case • Creating shared value and benefits stakeholders and the community • Priorities • Business recognition • Encourage with co-funding support

Support and buy-in from everyone who matters is critical to the • Lower barriers to entry • Starting with general volunteering

sustainability of the strategy and the resulting work. AND JUSTIFY HELPING BUSINESSES Working • Too busy INFLUENCE INTERNAL STAKEHOLDERS INFLUENCE • Activate passion and empathy • Not my KPI Level • Self-actualisation Internal stakeholders need to have their say and ownership of the strategy. • Staff recognition This is critical as resources expended in the programmes usually come from profits, dividends or staff themselves.

Community validation for the eventual programmes can be obtained through a thoughtful assessment of needs and available resources. CASE STUDY Surbana Jurong

A Decentralised Approach for Its Giving Strategy

How to get to a “yes” Surbana Jurong was formed in 2015 through the merger of Surbana International and Jurong International. Today, Surbana Jurong is a global urban, infrastructure and management services From the management From employees consultancy group with seven member companies and 15,000 employees across 40 countries. The company teems with diversity. Thus, the challenge for its corporate giving strategy • Address the business issue for shareholders, • Pick a cause or project that colleagues can is in ensuring that it works well in different regions that the company operates in. Surbana business partners and management by identify with or feel strongly about. Jurong decided to opt for a decentralised approach, so that people in different geographies connecting the giving to the organisation’s are empowered and management and employees support the strategy. The decentralised value proposition. • Do polls, have conversations and explain your approach comprises: choices and strategy clearly. 1. Sufficiently broad focus areas to cater to the diverse priorities of the different countries and • Show awareness of and address the regions that Surbana Jurong operates in. Three broad focus areas – People, Community and opportunity costs: the money that goes into Environment and Sustainability – have been selected to leverage Surbana Jurong’s strengths. the giving programme can be channelled to 2. Flexibility for various business units to decide on how and what they will support based on shareholders, bonuses or back to the business, the three focus areas, with funds carved out from their operating budgets. so make a compelling case for why the giving 3. The formation of committees within each business unit to prioritise regular corporate programme is worth it. giving. The committees also facilitate regular reporting of corporate giving activities to the Head Office in Singapore. A Group Corporate Social Responsibility Committee has been set up to oversee and guide the various committees.

22 23 Making the Strategy Work 2 Collaborating • Be sure that there are partners, external resources and capabilities Some approaches to consider in the community to implement the programmes and deliver value to the beneficiaries according to your strategy.

• Be thoughtful of potential grantees’ Be sure that you have the relevant capacity. Meanwhile, do encourage resources and capabilities from within learning and adaptation as the your organistion and in the community. programme unfolds.

1 Aligning 3 Examining

• Organisations reach their full potential Ask these questions of when management and staff are your organisation: aligned in their understanding of the strategy. This is borne out in • Does it have the resources its execution such as resource (e.g. money, time, staff, etc.) mobilisation, choice of partners, to implement the strategy? programme models, grant assessments and communication. • Does it have the expertise and skills necessary to implement the strategy? Be aware of the potential disconnects between what the management • Is there adequate authority to staff understand and practise, and implement the strategy? seek alignment through better communication. • Are the organisational and operational structures, processes and capabilities ready on the ground?

• Is the decision-making by management clear and transparent?

24 25 CASE STUDY A science and an art CapitaLand Hope Foundation Developing a strategy and making it work is truly a science and an art. “Building People. Building Communities.” – A Strategy in Action

It is a science It is an art CapitaLand Hope Foundation (CHF) focuses on: because there are principles because the strategy cannot • Promoting the social growth and development of underprivileged children with respect to their education, healthcare and shelter needs. that help grantmakers to take into account every • Improving the quality of life for the vulnerable elderly in Singapore through healthcare, better living systematically develop complexity of reality. There may conditions and deeper social integration. effective strategies, such as the be unique requests that can framework in this guide. maximise social and economic How CHF Makes Its Strategy Effective benefits, but they do not fall within the strategy. Alignment with the Business Examining Resources • CapitaLand Hope Foundation, the • As one of Asia's largest real estate companies, philanthropic arm of CapitaLand, furthers CapitaLand has the expertise and wide CapitaLand’s community development network of community touch points, enabling When does a strategy get in the way? commitment, recognising that the long-term CHF to maximise its social impact on the success of the company’s business is closely community. For example: • A strategy gets in the way when it is rigidly • Be open to requests that can push the intertwined with the health and prosperity of -- CapitaLand has provided space at its the communities in which it operates. properties to charities and social adhered to or when we simply apply the rules boundaries of your funding model and • CapitaLand allocates up to 0.5% of its net enterprises to promote their cause, to all circumstances. Always remember what is parameters. They may be good barometers operating profit to CHF every year. Targets engaging and rally CapitaLand’s sacrosanct, such as the purpose for giving and to highlight changing community needs and key performance indicators are set when customers to come together to do good. the desired longer-term outcome. and better solutions for the issues at hand. developing initiatives. -- CapitaLand also leverages its staff’s However, always factor in reality and allow • Beyond donations, CapitaLand gives time and expertise to create inclusive spaces for for improvements. attention to beneficiaries through advocating the community. volunteerism. -- CapitaLand was one of the first In the case of unique requests, where the strategy seems to be getting in the way, consider these: • CapitaLand’s corporate giving strategy is led companies to formalise three days of by top management who regularly take part in volunteer service leave (VSL) every year. CapitaLand’s volunteer activities. CHF will make a donation to a registered Singapore/ China-based children's charity Collaborating with External Partners of the staff's choice if the staff has taken • CHF partners established non-profit and all three days of VSL within the year. government organisations on programmes that create sustainable impact. Budgeting: Exception handling: Reviewing: put aside a manageable sum to attend to such requests with a refine or reframe the objectives anticipate such requests. customised approach. of such requests so that they CapitaLand International Volunteer Expedition (IVE) may fit within the strategy; or CapitaLand’s IVEs are examples of how CHF’s giving strategy has been effectively implemented. The IVEs keep such requests in view as strengthen organsational culture through staff volunteerism. potential, forward-looking areas In May 2018, 79 CapitaLand staff volunteers and Singapore University of Technology and Design for funding. (SUTD) students embarked on CHF’s 25th IVE to its first Hope Kindergarten in Le Xa commune in North Vietnam. CapitaLand Le Xa Hope Kindergarten is the largest school in the commune, providing holistic education for about 350 students in the community. CHF, in a partnership with World Vision, supported the development of two classroom blocks. The Kindergarten is CHF's 28th Hope School. • Steady resourcing is essential for giving programmes to work. These giving Leveraging CapitaLand staff’s architectural and design capabilities, staff volunteers worked alongside the TIPS programmes should not be seen as a cost. lecturers and students from SUTD and Hanoi’s National University of Civil Engineering in a participatory design workshop to ensure the local community’s needs are met. • So, when developing a strategy, plan ways for the giving to resonate with the business Since the school’s completion in May 2018, the student enrolment rate has increased from 63% to 79%. or consider how it can create sustainable value for the organisation. The retention rate of students has also reached 100%.

26 27 CASE STUDY Is the Strategy DBS Keeping an Eye on Strategy with Data Working? Q&A with Mythili Mamidanna, Vice President, Group Strategic Marketing and Communications

The results tell the story Q: Could you briefly describe DBS Bank’s staff volunteering hours, progress made by corporate giving? social enterprises and more. The data helps DBS Bank has a rich heritage of helping us to determine where we are with respect Singapore’s industralisation. Apart from to our annual goals at any given point in time. How can you tell that a strategy is working? serving Singapore, DBS Bank also strongly With the data, we can also measure the believes in playing a bigger role in the future first level of impact that our programmes Having clarity on what success looks like, integrating these questions into of Asia. create – such as the number of social your giving programmes and watching them unfold are some of the starting DBS Foundation works towards enterprises reached, nurtured and points to assess your strategy. addressing Asia’s evolving social needs, given grants to; and the number of staff and is dedicated to championing social who volunteer, volunteering areas and entrepreneurship in the region. DBS beneficiaries reached. Foundation collaborates with social We want to go deeper in our Why is it important to enterprises in Singapore, India, Indonesia, measurements, such as evaluating the Useful questions China, Taiwan and Hong Kong with impact of the social enterprises or the assess strategy? programmes ranging from venture well-being of beneficiaries through our challenges, learning forums, intensive volunteering efforts. We are examining 1. Data is key Here are some guiding questions to get you incubation, grant support, financing and several methods, which we hope to put in • Impact is understood through information; started on evaluating strategies. mentoring. The vision is to build a more place by next year. and stakeholders always seek better data inclusive Asia by encouraging businesses DBS Foundation is also governed by a for better understanding. Going back to basics for good. board (members are a subset of the Bank’s • Effectiveness is measured through • Why did you identify that particular driver/ PeopleofPurpose is DBS Bank’s organised Board), who monitor the progress of our meaningful and clear quantitative or intention as key for your organisation’s staff volunteer movement that fuses our programmes on a quarterly basis. qualitative indicators. giving programme? values, keeps engagement levels high and makes optimal use of our staff’s time and Q: What are the main challenges of 2. Good staff perception and job satisfaction Interpreting success niche-skills – all while delivering meaningful executing a corporate giving strategy? • Employees have more positive perceptions • Given the key driver that you have impact to communities. Thousands of DBS How are these challenges managed? of their work environment – including identified, what would success in your volunteers have made a positive impact in Engaging our 26,000 staff in a giving job satisfaction – when they believe that corporate giving programme look like? the lives of the elderly, children, persons strategy is a tall order. Orienting new they are working toward the same goals • How would you know that you are with disabilities and marginalised families employees to giving, keeping older as their management, so a clear strategy is succeeding? across Asia. employees interested and sharing important to them. inspirational stories with our potential Confronting challenges Q: How does DBS Bank evaluate its employees add up to an enormous task Adapted from Beyond the Rhetoric: Foundation Strategy by the Centre for • What are the challenges that you have corporate giving strategy? that we are constantly working towards. Effective Philanthropy (www.cep.org). faced or are likely to face in trying to make Our giving strategy is integrated into the Ensuring that our CEO and senior leaders your corporate giving programme more Bank’s scorecard every year. It is monitored, integrate our giving messages in townhalls strategic? measured and reported on diligently just as and leadership dialogues is a good way to • How would you manage the challenges? any other business area. meet this challenge. Regular and consistent We have a dashboard that collates the communications woven into the Bank’s numbers that are inputted by people across internal communications is another route all our markets. These numbers quantify we take.

28 29 Our workshop, Strategic Giving, was held in Singapore in August 2018.

Acknowledgments We would like to thank the organisations that have contributed their insights at our workshop to make this guide possible: • Ascendas-Singbridge Gives Foundation • CapitaLand Limited • DBS Bank • Keppel Care Foundation • Mandai Park Development Pte Ltd • Mediacorp • Sembcorp Industries Limited • SP Group • Singtel • SMRT Corporation Ltd • ST Engineering • ST Telemedia • Standard Chartered Bank • Surbana Jurong • Wildlife Reserves Singapore

Partner The workshop was held in collaboration with: • Asia Centre for Social Entrepreneurship & Philanthropy (ACSEP), National University of Singapore

A PROJECT BY THE TEMASEK FAMILY OF FOUNDATIONS

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