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Engaging Biffa Employees on Sustainability

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Engaging Biffa Employees on Sustainability 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 • KPMG: Our community strategy • Barclays: Developing a global community strategy • Jaguar Land Rover: Our global CSR Strategy . Q&A 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% 88% Impact Impact measurement measurement makes funders makes charities more effective more effective Focus on measuring plan to increase overall impact has 82% impact measurement 75% increased in past 5 years in next 3 years Sustainability, simplified 5 Key Findings 2. Funders are supporting grantees to increase impact measurement 25% provide no 57% 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 Not knowing what to measure Lack of resources/funding to measure impact Impact measurement not linked to overall funding strategy Not knowing how to measure Solutions ‘Discussions with grant holders ‘Shared measurement approaches about how they can measure for funders/grantees’ impact’ ‘Discussions with other funders ‘Training and guidance on how to about approaching impact develop measurement tools’ 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 Targeted funding Single goal Responsive funding - Clear social needs orientated funding - Flexible funder with funded - Working towards categories of funding - Outcomes within that goals in a clearly loosely defined are determined by defined area - Often high ratio of applications - Normally proactive, grants to staff - Fund a mixture of looking for charities - Funds applications applications in, and to fulfil key outcomes that people submit proactively sought identified by strategy grants Flexibility Sustainability, simplified 9 What is needed to improve practice For charities For funders For the sector • More capacity • Wider use of • Development and building measurement to use of platforms to develop approaches share learning and approaches • More explicit funding • Development and for impact use of shared measurement measurement techniques 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 2012-2014 annual 2013 skills and community targets resources to: Poor employability skills Improve We aim to provide direct 6137, and knowledge of work for employability support to help improve the 130 people from employability* of 5000 disadvantaged groups secondary school students and 180 people from socially excluded groups. Poor access to Improve access to We aim to recruit 25% of 29% professions for young our profession students from disadvantaged people from lower socio- backgrounds onto our school economic backgrounds leaver programmes. Challenging conditions for Strengthen We aim to directly support 968 many local communities community 1,200 organisations to because of continued organisations strengthen. economic and social pressures © [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated 14 with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 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 15 with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 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 16 with KPMG International Cooperative (‘KPMG International’), a Swiss entity. All rights reserved. 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 Banking on Building Young Change Futures 2004 2006 2008 2009 2010 2011 2012 2013 2015 Embed CI KEY THEMES Launch of 2015 CI strategy and Disparate UK- strategy pillars focused CI within Banking On Programmes Enterprise Employabilit Regions Brighter Skills y Skills Futures Looking after Local Financial Communities New Regional Skills Governance Charity Begins At Work 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 • Created strategy with • Consistent broad singular goal – 5 Million communications Young Futures • No unified, global • Consistent employee method of measuring • Three key skills- programmes globally impact focused investment • Increasing global pillars centered around • Continue to embed perspective and young people investment pillars and strategy in regions and presence but still UK Employability centric share best practices Enterprise • Set objectives • Skills-based employee Financial Skills engagement • Strategic Review: • Governance structure opportunities Research & Analysis • Global and Interviews - internal local/regional stakeholders and partnerships external perspectives • Global, robust Benchmarking and measurement market research &evaluation framework External Advice Internal Surveys 2 | Barclays Community Investment | October 2013 Firm strategy and business priorities 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 Whitley Land Rover Freelander • Global headquarters and Range Rover Evoque • Design and Engineering Centre Gaydon Castle Bromwich Design and Engineering Jaguar XF, XF Centre Sportbrake, XJ, XK and F- TYPE EMC Wolverhampton State-of-the-art advanced Engine Solihull Manufacturing Centre Range Rover, Range under construction Rover Sport, Land Rover (£500m) Discovery, Land Rover Defender 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
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