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Corporate philanthropy and how it is evolving 2011
 

Corporate philanthropy and how it is evolving 2011

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Cegos is heavily involved in philanthropic activities around the world, centred around education and learning. Using our resources and expertise, rather than just cash donation adds significant value. ...

Cegos is heavily involved in philanthropic activities around the world, centred around education and learning. Using our resources and expertise, rather than just cash donation adds significant value. This paper explores some of the new trends, including the rise of small and medium sized organisations contributions in this area. At a time when parts of the world need help the most, it is good see so many organisations doing there bit....

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    Corporate philanthropy and how it is evolving 2011 Corporate philanthropy and how it is evolving 2011 Document Transcript

    • CORPORATE “ Organisations like Cegos have anPHILANTHROPY essential role to play in providing the knowledgeHow strategies are changing base that isand how Cegos is helping to key to helpingmake an impact aid workers throughout the world develop personally and run projects in the most efficient way possible. ” Eric Berg, Executive Director of the LINGOs organisation.Jeremy Blain, Director,International Partners Network, Cegos Group 1
    • CONTENTSPage3 1. INTRODUCTION4 2. CORPORATE PHILANTHROPY AND THE BENEFITS IT BRINGS5 3. THE IMPACT OF THE CREDIT CRUNCH10 4. HOW CORPORATE PHILANTHROPY STRATEGIES ARE CHANGING12 5. HOW CEGOS IS HELPING TO MAKE A DIFFERENCE14 6. CONCLUSIONS15 7. REFERENCES16 8. ABOUT CEGOS GROUP17 9. ABOUT JEREMY BLAIN © Cegos Group, 2011/2012
    • 1. INTRODUCTIONIn today’s society companies have an important role to play in giving. “ Organisations like Cegos have an essentialThis paper examines the impact the credit crunch has had on corporatephilanthropy and looks at how strategies are changing as a result of the global role to play in providingeconomic downturn. the knowledge baseIt also looks at the different ways that organisations are giving something back that is key to helpingto communities and to society at large and highlights some of the humanitarian aid workers throughoutwork that Cegos is committed to supporting including through its partnershipwith LINGOS (Learning for International NGOs). the world develop personally and runIn a world where resources are not evenly distributed, companies of all sizeshave a key role to play in supporting worthwhile causes that depend on projects in the mostcharitable funding today to create a sustainable future. efficient way possible. In practical terms this means more people will have a better quality of life. As a result Cegos’ contribution to developing aid workers will have a long term impact globally. ” Eric Berg, Executive Director of the LINGOs organisation 3 © Cegos Group, 2011/2012
    • 2. CORPORATE PHILANTHROPY AND THE BENEFITS IT BRINGSCorporate philanthropy, or corporate giving, involves companies donating ! KEY POINTS Companies of all sizesprofits or resources to non profit organisations. It is handled by the company can and do have andirectly or through a company foundation. impact with philanthropy programmes.There are many ways that companies can give. While companies typically tendto make cash donations, many also donate their products and services and There is a growing trendother resources such as property and employee time. In today’s economic towards giving resourcesclimate there is a growing trend towards the giving of resources rather than rather than cash.cash. This is partly due to the need for companies to keep a much tightercontrol over their finances and as a result, cuts to financial outlays have had to Today’s consumers andbe made to keep balance sheets healthy. employees care about the contribution organisationsHeadlines are often grabbed by the large multinational corporations making are making to worthwhilecash donations in the hundreds of millions of dollars, or non-cash gifts valued causes.in the billions of dollars through dedicated foundations and programmes,for example Wal-Mart giving $288M cash and Pfizer giving $2.3Bn worth ofpharmaceutical products in 2009 (1).However, it is important to recognise that it is not just the large multinationalswho are donating money and resources to worthy causes. Companies ofall sizes can and do have a significant impact with small and medium sizedcompanies around the world, often silently, collectively making just as big adifference as larger corporations. Given that the vast majority of the world’sbusinesses are SMEs, the more small and medium sized companies that getinvolved, the greater the sum of the impact.The benefits that corporate giving delivers to communities are clear and farreaching. From healthcare, through education and the arts to the environmentand those in need of humanitarian support, the list of projects that are makinga real impact across the world is vast.Philanthropic companies of all sizes are also benefiting from these initiativestoo. From a grass-roots level, the behaviour of individual consumers and theirpurchasing preferences are increasingly being directed towards companieswith philanthropic programmes. A global survey by McKinsey (2) shows thatcorporate philanthropy can be an effective tool for companies that are tryingto meet consumers’ rising expectations of the role businesses should play insociety.In addition, the McKinsey report highlights the role corporate philanthropy hasin improving employee recruitment and retention. Quite simply, giving makespeople at work feel good about what they do.Other key benefits of corporate giving include enhancing corporate reputationand brand value, finding new business opportunities, building knowledgeabout potential new markets and helping companies to foster innovation.Corporate philanthropy also has a role to play in developing employees. Thisis particularly the case where employees are able to get hands-on experiencewith projects that their organisations are sponsoring or supporting enablingthem to learn new skills that they may not have had the benefit of learningthrough their day to day roles. 4 © Cegos Group, 2011/2012
    • 3. THE IMPACT OF THE ECONOMIC CRISISIn this time of economic volatility and uncertainty, organisations face the “ ... 162 of America’s largest corporationschallenge of maintaining giving programmes at a time when corporate profitsare not as strong yet there is a heightened need for corporate support across continued givingthe world. generously in 2009,American organisations, which have the most established culture of corporate despite tough economicgiving, have shifted their focus from cash donations to worthy causes to non- times.cash donations such as the giving of products and their services.According to a survey published by The Chronicle of Philanthropy (3), 162 ofAmerica’s largest corporations continued giving generously in 2009, despitetough economic times. However, in a year when profits were beginning tobounce back, many organisations decreased their cash donations saying that ”it would be some time before they could give as much cash to charities asthey did before the recession.Cash giving in 2009 decreased for the first time since 2003 but the total valueof donations when including non-cash gifts increased by nearly 5% in thesame year. This was as a result of companies seeking to compensate for thedecline in cash by offering other types of assistance.Pharmaceutical companies dominate the list of corporations that gave themost in 2009 with companies like Pfizer, Merck and Johnson & Johnsontopping the survey’s league table alongside IT giants such as Oracle,Microsoft, Comcast and IBM.It is worth noting that The Chronicle of Philanthropy survey did not receiveinformation from dozens of America’s most profitable brands such as Appleand Google.The table below shows the most generous US companies and the industriesthey operate in and the types of donations made in 2009. Company Total giving - cash Donation plus non-cash($M) Pfizer $ 2,361 Pharmaceuticals Oracle $2,108 Computer Software Merck $923 Pharmaceuticals Johnson & $637 Consumer products, medical devices, Johnson pharmaceuticals Abbott Labs $584 Pharmaceuticals, medical equipment Microsoft $517 Computer Software Comcast $407 Cable airtime, tv and internet services Eli Lilly $406 Pharmaceuticals Bristol-Myers $284 Pharmaceuticals Squibb IBM $188 Computers, computer softwareTable 1: Top 10 donations from US corporations in 2009 (compiled from The 5Chronicle of Philanthropy survey data) © Cegos Group, 2011/2012
    • According to the latest available figures from Giving USA Foundation and itsresearch partner, the Center on Philanthropy at Indiana University, estimatedtotal charitable contributions from American individuals, corporations andfoundations fell 3.6% to $304 billion in 2009, down from $315 billion in 2008 “ ... corporate giving rose to an estimated(4). $14.1 billion in 2009,While individual giving fell slightly, along with foundation grants, corporate up 5.5 percent on thegiving rose to an estimated $14.1 billion in 2009, up 5.5 percent on theprevious year. This brought corporate donations back in line with levels seen previous year.prior to the recent recession. It is widely thought some of this growth is downto an increase in non-cash donations which are less affected by recessions.While there are no directly comparable figures for Europe and other majorglobal markets, there is plenty of evidence that shows that despite the difficult ”economic climate, companies all over the world are continuing to give whatthey can in terms of cash and resources to help tackle the growing need forcorporate philanthropy.In Europe, data from Philanthropy in Europe (5) shows that charitablefoundations have in the main shown a huge rise in giving during the economiccrisis. Comparing 2006 figures listing Europe’s top givers with those for 2009,there has been a 43% increase in the total value of donations from €4.4 billionto virtually €6.3 billion. The top ten spending foundations alone accountedfor nearly €3.9 billion of this total, compared to around €2.5 billion in 2006.The listing is dominated by Germany and the UK, who together contribute justover 50 per cent of the 75 foundations listed. Foundation €M Country Wellcome Trust €949 UK Atlantic Philanthropies €588 Ireland La Caixa Foundation €550 Spain Aga Khan Development Network €450 Switzerland Fondazione Monte dei Paschi di Siena €387.6 Italy Fundacion Caja Madrid & €278 Spain Obra Social Caja Madrid Fundacion Jimenez Diaz €246.2 Spain Compagnia di San Paolo €170.9 Italy Volkswagen Stiftung €116.4 Germany Fundacao Calouste Gulbenkian €115.2 PortugalTable 2: Top 10 European charitable foundations in 2009 (source: Philanthropy inEurope)In addition to these foundations, European companies have been makingsignificant efforts during the economic downturn. Examples can be foundacross most sectors including banking, telecommunications, pharmaceuticalsand the automotive industries. 6 © Cegos Group, 2011/2012
    • Case study: AudiUNICEF has been cooperating with the China Association of Science andTechnology (CAST) to address the rights of the out-of-school children sincethe 1980’s. This project aims to actively engage out-of-school adolescents insport-related activities to develop essential life skills such as team building,cooperation, leadership, decision making and skills on protection from risksand reduction of vulnerability.Since 2005, Audi China has sponsored the fundraising project: ‘Audi DrivingDreams’, in order to support UNICEF efforts to provide out-of-school childrenin China with access to sports, recreational activities and a variety of activity-based lessons, through which they can realise their fullest potential withinsociety. Approximately 100,000 children have benefited from this project. Theinnovative use of sports as a strategy for promoting life-skills developmentamong of out-of-school children and adolescents brought about a markedchange in the target group.By the end of 2009, Audi had contributed over US$1 million to this non-formaleducation project. Audi successfully mobilised its employees, 130 car dealers,consumers and business partners across the country to contribute to thefundraising for their joint project with UNICEF.Case study: Barclays BankBarclays bank is one of the largest philanthropic companies in the UK.Investing in the communities in which it operates is an integral part ofBarclays Citizenship strategy. The company uses its skills, time, moneyand expertise to support community issues. In 2010 it invested £55.3m andsupported 62,118 employees in its community programmes, reaching morethan 1.5 million people around the world and supporting over 8,000 differentcharities. Its employees around the world are encouraged and supported togive their time and skills to their chosen community causes.Barclays community projects include “Banking on Change”, a programmein partnership with CARE and Plan, aiming to improve the quality of life foraround 400,000 disadvantaged people worldwide by developing access tobasic banking services such as savings and sources of credit, to help reducetheir vulnerability to life emergencies such as illness, disease and naturaldisasters. The partnership is creating and developing savings and loansgroups managed by local communities themselves, enabling individuals tosave regularly and access small loans from groups’ combined savings. Theprogramme has been adopted in 11 countries across Africa, Asia and South 7America. © Cegos Group, 2011/2012
    • Who is benefiting from the donations?During the economic downturn, there has been a shift in focus for corporategiving towards areas with vital needs. “ Since the devastating earthquake in Haiti,Commenting on Giving USA’s figures, Chair of the organisation Edith Falk said: Christian humanitarian“Even in a time of enormous economic upheaval, such as we saw in 2009, organisation WorldAmericans continued to be generous to charitable causes. While overall givingdeclined, many donors – including individuals and foundations – made special Vision says there hasefforts in 2009 to respond to greater humanitarian needs.” been a notable increaseGiving USA Foundation estimates that human services, health, international in corporate donationsaid, environmental causes and animal welfare saw increased contributions, and interest in disasterhighlighting a similar pattern on focusing on vital needs as was the caseduring the Great Depression. relief from donor companies ...So, is the profile of corporate giving starting to change? If we examine datahighlighting the areas of focus for corporate philanthropy during the economicdownturn, it is clear to see that international aid donations are growing. Table3 (source Giving USA Foundation) shows the extent of this growth among UScompanies with international aid being the key area of growth in 2009, up by6.2%. ”It is not just US companies increasing their focus in this area giving cash andessential resources for humanitarian aid to the poor. Companies across theworld, of all sizes and from all sectors, have been prioritising their efforts interms of providing humanitarian aid as well as providing cash and resourcesfor natural disaster relief such as the devastating earthquakes in Haiti andChristchurch and the tsunamis in Thailand and Japan.Since the devastating earthquake in Haiti, Christian humanitarian organisationWorld Vision says there has been a notable increase in corporate donationsand interest in disaster relief from donor companies citing recent naturaldisasters such as the Haiti quake as “game changers” for corporatephilanthropy. The organisation says that Haiti was a catalyst for companies tolook at broader and deeper ways they could partner with aid groups that areon the front lines. 2009 Percent Change in 2009 Religion $100.95 33% -0.70% Education $40.01 13% -3.60% Foundations $31.00 10% -8% Human services $27.08 9% 2.30% Public society benefit $22.77 7% -4.60% Health $22.46 7% 3.80% Arts, culture & humanities $12.34 4% -2% International aid $8.89 3% 6.20% Environment/animal $6.15 2% 2.30% Individuals $3.50 1% 0.00% Other $28.60 9% -21% 8Table 3: Giving estimates by sector/market share in 2009 (source: Giving USAFoundation) © Cegos Group, 2011/2012
    • It should be noted that cash and resource donations both have their place ! KEYin a philanthropic environment. In some instances the donation of resourcesis better suited to programmes that make a longer term impact. The givingof resources also has the added benefit of ensuring greater accountability POINTSand control for the donor organisation. In many instances, however, wherethere is an immediate and pressing need for basic aid, then cash donations The economic downturnto a centrally managed fund which is allocated and spent locally are equally has led to a decrease inimportant and indeed vital. corporate cash donations but an overall increaseWhile Cegos’ philanthropic strategies tend to focus around the donation of in giving when includingresources, as a company, there is a strong recognition that the donation of the value of resourcescash can be essential, in particular, for disaster relief. Cegos donated 50K€ to donated.a locally managed Haiti fund which made sure that the donations it receivedfrom major French corporations were directed to where they were needed Pharmaceuticalmost. companies and IT giants donate the most.As well as making cash donations, examples of philanthropy include financialinstitutions such as VISA using their expertise to help make the distribution of In tough times theremoney in disaster relief efforts faster, more effective and more secure. is a greater focus on humanitarian needs. 9 © Cegos Group, 2011/2012
    • 4. HOW CORPORATE PHILANTHROPY STRATEGIES ARE CHANGING “ Billions are wasted on ineffective philanthropy.The economic landscape has clearly impacted corporate philanthropy. Philanthropy is decadesProfits have been squeezed and charitable donations have been cut as a behind business inconsequence with many companies now seeking greater returns in thesetough times. applying rigorous thinking to the use ofThis has led companies to become more creative and innovative in the waysthat they support causes with organisations taking a more hands-on approach money.to implementing their giving.Also, there is a greater focus on strategic alignment. Organisations areincreasingly seeking to align themselves with causes and initiatives that arerelevant to their business and the products and services they offer, or that ” Michael Porter, Bishop William Lawrence University Professor atperhaps have a personal resonance. Harvard Business SchoolFor example, Boston Scientific, a leading medical device provider with a focuson the cardiovascular market has a stated mission to “improve patients’ livesthrough innovation”. The company’s foundation is focused on healthcare andthe two major beneficiaries of their corporate giving are the American HeartAssociation and the International Diabetes Foundation.Similarly, Cisco Systems the global networking company has a socialinvestment strategy which has a major focus on online education in informationcommunications technology creating online learning academies that havegraduated over three million students.Another notable trend is that companies are seeking to maximise the impactthat their philanthropic investments are making. They are also more concernedabout accountability and measurability in terms of meeting social goals,business goals and stakeholder expectations.Indeed, McKinsey’s 2008 Global Survey found that the organisations whoseprogrammes were very or extremely effective at meeting social goals andstakeholder expectations were more likely to address social and political trendsrelevant to the business and to be influenced by community and businessneeds. Executives at these companies had greater expectation for theirprogrammes to become more global and their initiatives are more likely toinvolve collaboration with other companies. Equally so, these companies aremore likely to achieve any business goals they have set for their philanthropyprogrammes in addition to social goals.Examples of companies citing by Harvard Business Review (6) that areachieving better corporate philanthropy in today’s market conditions includeIntel and Nike, which are applying the same discipline to their charitable workthat they do to their core business, insisting on strategic focus, investing atscale and measuring results.Take Intel for example. The company has established a programme called IntelTeach, which has trained more than eight million teachers in 60 countries. Ithas invested in a sophisticated measurement system to evaluate the successof the programme by measuring not just the number of participants, butalso, changes in the way that teachers use information and communicationstechnology in the classroom. 10 © Cegos Group, 2011/2012
    • The need to be creative is echoed by Harold McGraw III, Chairman, President, ! KEYand CEO of The McGraw-Hill Companies and Chairman of the CECP(Committee Encouraging Corporate Philanthropy) a network of global CEOscommitted to corporate philanthropy. He says, “While as CEOs, we face the POINTSchallenge of maintaining giving programmes during a period when corporateprofits are not as strong, we must continue to support non profit partners that Organisations are placingso badly need our assistance right now. Companies should be creative about a greater focus ontheir giving strategy and embrace a more innovative approach to community strategic alignment withpartnerships.” their core competencies.He adds, “Recent trends in corporate philanthropy have ushered in a Companies are seekingnew approach to giving, one that seeks greater collaboration among all to maximise the impactstakeholders, taps into the tremendous desire of employees to participate of their philanthropicthrough their volunteerism, and more fully leverages tools available to investments.businesses to maximise the impact of community investment.” Greater involvement ofThe CECP’s 2009 Giving in Numbers report on corporate philanthropy (7) sponsor companies inrevealed that companies have become more targeted in their giving, rather the implementation ofthan spreading corporate funding across multiple social issues. It also showed programmes.that companies are continuing to enhance the opportunities for employeevolunteerism and pro bono service and the percentage of companies offeringpaid-release time during the normal workday for employees to volunteerand the number of companies offering pro bono service programmes arecontinuing to grow.Another trend that is emerging is that employees are getting more involved inshaping philanthropic strategy and driving programmes. This might take theshape of employees recommending charities; designing giving programmesoften in the form of competitions or scholarships or sitting on grantscommittees. This approach can result in a greater buy-in from employeeswhich can lead to more total giving in time and money and more loyalty totheir employer.Also, the shape of volunteering programmes is evolving. Typically theseused to be hands-on team building exercises often reliant on unskilledmanual labour such as painting a hospice or helping to clear communityland. What we are seeing more and more today is employees deploying theircore expertise to help communities. For example, Cegos employees arespearheading initiatives around the world using their core competencies tocoach and train aid workers as part of Cegos’ commitment to its partnershipwith LINGOs (see section 5). This skills transfer will impart vital knowledge andexpertise to aid organisations and will create a lasting impact.The past few difficult years has also given rise to venture philanthropy. Venturephilanthropy is usually characterised by many of the following elements: awillingness to experiment and try new approaches to giving; the setting ofclear measurable goals to achieve with regular assessments of progress; anddonor organisations being very involved, often taking a seat on the board ofthe non-profits they are funding.A wave of new forms of philanthropic business models are emerging withcompanies trying to be innovative in their approaches. Examples of strategiesinclude “buy one give one” business models and “set your own pricing”schemes. Whether these will be a success only time will tell but what isimportant is that people are pushing new boundaries in order to benefit theircommunities and make a difference. 11 © Cegos Group, 2011/2012
    • 5. HOW CEGOS IS HELPING TO MAKE A DIFFERENCE “ With Cegos’ generous donation of its suite of highly practical and powerful eLearning modules, we can deliver high-quality, cost-effective personal and professional development and online training to in-country and expatriate staff and volunteers of ourAs previously mentioned, from making donations to locally managed disasterrelief funds such as for the Haiti earthquake, to supporting initiatives like Planète member agencies.Urgence through dedicated actions such as financing the distribution of 30,000education kits for young children in Africa, and through its partnership with theWomen’s Forum championing the strong contribution of women in businessand in society, Cegos is committed to giving something back to the globalcommunity and sees this as an intrinsic part of creating a sustainable future. ” Eric Berg, Executive Director of the LINGOs organisationIn 2010, Cegos took the strategic decision to partner with LINGOs (Learningfor International NGOs), a consortium of over 55 international humanitarianrelief, development and conservation organisations (including Oxfam,Save the Children, Care, WWF, World Vision, Catholic Relief Services andHabitat for Humanity) that have come together to share learning resources.Cegos’ partnership with LINGOs is at the very heart of its efforts to supporthumanitarian aid.LINGOs members manage relief and development programmes in over 80countries. The organisation’s vision is that anyone working in the developingworld to reduce poverty and alleviate suffering will have access to world-classlearning opportunities at little or no cost. The better those people do their jobs,the more people will have food, health, education, shelter and safety.As a leading global learning and development provider, a partnership withLINGOs represented a perfect fit for Cegos and its mission to make a majorcontribution to humanitarian action throughout the world by leveraging its corecompetencies in L&D.Cegos is providing LINGOs with a range of practical and relevant modules fromits world-class eLearning solution.“Over the next five years, our member NGOs need to identify and developthousands of key personnel and volunteers worldwide. With Cegos’ generousdonation of its suite of highly practical and powerful eLearning modules, we candeliver high-quality, cost-effective personal and professional development andonline training to in-country and expatriate staff and volunteers of our memberagencies,” said Eric Berg, Executive Director of the LINGOs organisation.One of the LINGOs member companies that is already seeing tangible benefitsfrom Cegos’ donation is PSI (Population Services International). PSI’s employees 12across the world are using Cegos’ suite of multi-lingual eLearning modules fortheir personal and professional development. Course topics include projectmanagement, management development, change management, interpersonaland team skills. © Cegos Group, 2011/2012
    • Feedback from Marie-Laure Curie the Learning and Performance Managerresponsible for the worldwide deployment of PSI’s L&D strategy is verypositive about Cegos’ contribution: “Cegos has helped us provide our staffwith high-quality training materials that they otherwise would not have been “ Cegos courses have been instrumental inable to access. The modules don’t just allow us to ‘fill a gap’ – they arepractical, they work and they are receiving a great reception from all our teams helping PSI staff to– we are extremely happy with the learning they deliver, and the feedback of develop their skills ashow the learning is actually applied and implemented”. they go ...In August 2010, PSI successfully launched PSI University globally. Cegoshelped to make this possible through its multilingual content. PSI’s biggestchallenge was finding a way to provide content in French and Spanish. PSI didnot have the financial resources to translate courses or to buy courses, and,with the exception of some Harvard courses that were available in Spanish, ”none of the many courses made available to PSI from other suppliers throughLINGOs were multilingual. Cegos’ partnership with LINGOs was the keyto addressing the needs of the organisation’s many non-English-speakingworkers and PSI University is already considered a real success offering acatalogue of 49 online courses linked to PSI’s HR competency model.One of the key areas of PSI deployment for the Cegos eLearning moduleshas been Haiti, following the aftermath of the earthquake in 2010. The largehumanitarian efforts continue, with PSI at the heart of activities there focusingon mother/child health issues and support. Cegos courses have beeninstrumental in helping PSI staff to develop their skills as they go, quickly andeffectively, therefore helping the organisation to maximise the impact it canmake.Cegos’ employees have also got behind the LINGOs initiative with manyconsultants spending their summer breaks as volunteer workers helping totrain the organisation’s trainers. Cegos is sending its subject matter expertconsultants to areas of the world where they are most needed to coachthe organisation’s project managers and impart vital management skills thatwill have a lasting effect on LINGOs ability to provide expert training to aidorganisations. 13 © Cegos Group, 2011/2012
    • 6. CONCLUSIONThe economic downturn has changed the way that companies think about “ Gone are the days of large cash donationsgiving and how they implement it. without clear goals andGone are the days of large cash donations without clear goals and deliverables.deliverables. Companies want to get value for money from the initiatives theysponsor and want to see that their contribution is making a tangible impact.Accountability and the measuring of goals are more important than everbefore.More and more small / medium enterprises like Cegos are aligning their ”expertise with the causes they champion and as well as offering productsand services that are their core competencies, are taking a more hands-onapproach to corporate philanthropy, working in partnership with a networkof other donor organisations and the receiving organisation to maximise theeffectiveness of their support. 14 © Cegos Group, 2011/2012
    • 7. REFERENCES1) USA Today – http://www.usatoday.com/money/companies/2010-08-08-corporate-philanthropy-interactive-graphic_N.htm2) The state of corporate philanthropy: A McKinsey Global Survey http://www.mckinseyquarterly.com/The_state_of_corporate_philanthropy_A_McKinsey_Global_Survey_21063) Chronicle of Philanthropy survey http://www.corporatephilanthropy.org/pdfs/press/cecppr/GIN_2010Edition_PR.pdf4) Giving USA Foundation™ and its research partner, the Center onPhilanthropy at Indiana University, http://www.philanthropy.iupui.edu/news/2010/06/pr-GUSA2010.aspx5) Philanthropy in Europe http://www.philanthropyineurope.com/articles/crisis_what_crisis.html6) Harvard Business Review http://blogs.hbr.org/cs/2010/12/three_cases_of_better_corporat.html7) CECP Giving in Numbers survey http://www.corporatephilanthropy.org/research/benchmarking-reports/giving-in-numbers.html 15 © Cegos Group, 2011/2012
    • 8. ABOUT CEGOS GROUPCegos Group, established in 1926, is today the European leader inprofessional education and one of the major global players. Its consultantshave expertise across all subject areas including human resources,management and leadership, performance and organisational skills, individualand team performance, marketing and commercial, project management, anddeployment of large training systems internationally.In 2010, Cegos Group achieved sales of 176 M€ and trained morethan 200,000 staff in Europe and internationally. Cegos’ Global Learningprogrammes are mastered by 350 certified trainers in 20 countries. Cegosemploys 1,200 consultants and has a presence in 30 countries throughsubsidiaries or partners. During the past three years, 500 projects have beendelivered internationally in over 50 countries across a full range of personaland professional development topics.www.cegos.comwww.elearning-cegos.comwww.global-learning-cegos.com 16 © Cegos Group, 2011/2012
    • 9. ABOUT JEREMY BLAINJeremy Blain is a Director of Cegos SA, and is responsible for Cegos’ strategyfor international expansion through a value adding Global Distribution PartnersNetwork.An L&D entrepreneur responsible for growing Cegos’ business worldwidethrough a network of distribution partners, Jeremy has 10 years experiencein the industry as a managing director, partner, trainer, coach and programmeauthor. In previous roles at Procter and Gamble, Pepsico and as CEO of hisown business, Jeremy’s background includes marketing, sales, operations andaccount management.Jeremy is a frequent international conference speaker and media commentatoron topics related to the global L&D market. Themes include: the integration ofemerging and informal learning technologies; the importance of performancemeasurement and proving ROI; developing ‘core’ leadership, managementand commercial skills to achieve competitive business advantage; and changemanagement and how to implement successful international training strategies.For more details, debate or discussion, you can find Jeremy on LinkedInhttp://uk.linkedin.com/in/jeremyblain and also on Twitter at http://twitter.com/learntheplanetJeremy has also published a series of white papers on issues relevant to L&D.These are still current and available, and include:• ‘Exploring and Interpreting the Most Important Learning Trends across the Globe’, May 2010• ‘Informal Networks – How They Are Changing the World of Work’, December 2010• ‘What has L&D Learned from the Economic Slowdown’, March 2011• ‘The Rise of Virtual Learning’, April 2011• ‘Training Today, Training Tomorrow’ – An Analysis of Learning Trends Across Europe and Global Comparisons, May 2011 17 © Cegos Group, 2011/2012