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MAKING GLOBAL CORPORATEVOLUNTEERING YOURMULTI-TOOL FOR BUSINESS ANDDEVELOPMENTAmanda Bowman,International Business Leaders...
An independent, not-for-                       profit organisation working                       with leading multinationa...
IBLF AT A GLANCE    WHO ARE WE?                        WHY IS IBLF                 HOW DOES IBLF    • Registered in the UK...
REDEFINING GROWTH TO HELPBUILD A SUSTAINABLE WORLD
GLOBAL CHALLENGES, BUSINESSSOLUTIONS                                       • Doing more with less:         SMART          ...
WHAT IS GLOBAL CORPORATEVOLUNTEERING?International Business Leaders Forum                                       6
WHAT IS GLOBAL CORPORATEVOLUNTEERING?                 Any programme in which                 employees cross international...
IBLF SPHERES OF INFLUENCE
IBLF SPHERES OF INFLUENCE© IBLF 1992 Adapted 2010
MARKETPLACE                                                                  SUPPLY CHAIN- Employee engagement to         ...
GLOBAL CORPORATE VOLUNTEERINGYOUR MULTI TOOL FOR BUSINESSAND DEVELOPMENTInternational Business Leaders Forum
LEADERSHIP, CULTURE AND VALUES                                       • The fundamental ideals of service to               ...
WORKPLACEERNST & YOUNG CORPORATERESPONSIBILITY FELLOWS• Employees work with high  impact entrepreneurs in  emerging market...
MARKETPLACE                                       INTEL EDUCATION SERVICE CORPS                                       • 2-...
SUPPLY CHAIN                                       CARREFOUR ESPANA COMMERCIO                                       SOLIDA...
COMMUNITY• Through the programme, GSK aim  to make a positive, sustainable  difference to non-profit  organisations and co...
ENABLING ENVIRONMENT                                       IBM EXECUTIVE SERVICE CORPS                                    ...
THE BUSINESS CASE FOR GCV
THE BUSINESS CASE FOR GSV• Helps build culture and values• Stakeholder engagement – deepening partner relations• Prepare t...
EMPLOYEE BENEFITS• Develops transferable leadership skills• Stimulates innovative thinking; build new skills and  embeds e...
PARTNERS’ BENEFITS• No cost support from leading global experts• Access to corporate best practices, skills and energies  ...
BUSINESS BENEFITS
NEW MARKET DEVELOPMENT                                       IBM CORPORATE SERVOCE                                       C...
PRODUCT INNOVATIONDOW CORNING CITIZENSERVICE CORPS•Helps Dow Corning gainnew insights into the needsof people in emergingm...
CUSTOMER RELATIONS                                       PFIZER GLOBAL HEALTH                                       FELLOW...
BRAND REPUTATIONPEPSICORPS• Linking the 4-week  programme focused on  core business issues of  clean water, nutrition and ...
STAKEHOLDER ENGAGEMENT                                       BD VOLUNTEER SERVICE TRIP                                    ...
MORALE, MOTIVATION, LOYALTY ANDPRIDETELEFONICA VOLUNTEERINGHOLIDAYS•100 people each year taketwo week’s of their holiday t...
YOUR STEPS FOR SUCCESSInternational Business Leaders Forum                                       2
10 PRACTICAL STEPS TO SUCCESS 1. • Set tangible, clear and SMART objectives for your GCV programme  2 • Start small – find...
FOR SUPPORT, GO TO• Networks supporting companies on GCV programmes  include  –IAVE’s Global Corporate Volunteer Council  ...
FOR MORE INFORMATIONCONTACT Amanda Bowman E: amanda.bowman@iblf.org ANY QUESTIONS?International Business Leaders Forum
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Haciendo del Voluntariado Corporativo para el Desarrollo una mult-herramienta para negocios y desarrollo

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Describe la importancia de la integración de los objetivos de negocio y sociales y cómo esto puede hacerse a través del voluntariado corportativo y ejemplo del proyecto Engage

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Transcript of "Haciendo del Voluntariado Corporativo para el Desarrollo una mult-herramienta para negocios y desarrollo"

  1. 1. MAKING GLOBAL CORPORATEVOLUNTEERING YOURMULTI-TOOL FOR BUSINESS ANDDEVELOPMENTAmanda Bowman,International Business Leaders Forum30th November 2011
  2. 2. An independent, not-for- profit organisation working with leading multinational companies on the responsible business agenda. We work to ‘redefine growth to help build a sustainable world.International Business Leaders Forum
  3. 3. IBLF AT A GLANCE WHO ARE WE? WHY IS IBLF HOW DOES IBLF • Registered in the UK as NECESSARY? WORK? a charity and in the Promoting responsible • Challenging leaders U.S. as a 501(c) 3 business and through action research • Founded in 1990 sustainability through: and discussion forums • Working with over 100 • Positioning responsible business • Convening global and companies globally local events, leadership as a lead partner in • HQ in London, with development forums, roundtables, offices in Moscow, workshops and Mumbai, Hong Kong • Driving collaborative networks and Beijing action - individual • Associates and companies cannot • Catalysing collective affiliates in over 60 address development action among business, countries challenges alone government and civil society to address • Governed by a Board • Facilitating innovative development of Trustees drawn from programmes in over 90 challenges leading multinationals countriesInternational Business Leaders Forum 3
  4. 4. REDEFINING GROWTH TO HELPBUILD A SUSTAINABLE WORLD
  5. 5. GLOBAL CHALLENGES, BUSINESSSOLUTIONS • Doing more with less: SMART • technical innovation, GROWTH • efficiency, • supportive regulatory environment • Some access more: INCLUSIVE • Entrepreneurship, GROWTH • frugal innovation, • inclusive business models • Some use Differently: • promoting responsible consumption, RESPONSIBLE GROWTH • reduce obsolescence, • valuing longer-term incentives and metrics LEADERSHIP AND PARTNERSHIPInternational Business Leaders Forum
  6. 6. WHAT IS GLOBAL CORPORATEVOLUNTEERING?International Business Leaders Forum 6
  7. 7. WHAT IS GLOBAL CORPORATEVOLUNTEERING? Any programme in which employees cross international borders to provide services to local clients or organisations based primarily on the skills they use in their day jobs. Employees are voluntarily engaged in projects that are outside of their normal responsibilitiesInternational Business Leaders Forum
  8. 8. IBLF SPHERES OF INFLUENCE
  9. 9. IBLF SPHERES OF INFLUENCE© IBLF 1992 Adapted 2010
  10. 10. MARKETPLACE SUPPLY CHAIN- Employee engagement to - Capacity building support marketing efforts to - Building shared values and specific target groups standards with suppliers through- Employee engagement integral employee engagement to product offeringWORKPLACE- Employees engage in decision making and COMMUNITY governance - Stakeholder- HR codes and Engagement; showcase guidelines take commitment to employee employee engagement engagement into - Public policy and civil account and make it society engagement to an option for all staff advocate for- Health and Safety – volunteering either risk assessment for alone or in partnership; employee community leverage social engagement investments with- GCV identified as a employee engagement tool for personal and career developmentLEADERSHIP- A culture that supports and encourages employee engagement- Policies, goals and targets for ENABLING ENVIRONMENT employee engagement– made Leverage company influence to impact public, with progress measured and Regulations, Legislation, Fiscal Incentives, Voluntary reported Guidelines and Codes of Conduct, Public Opinion, Institutional Structures, Financing Mechanisms, Research, Training and Capacity-building, Media, etc.
  11. 11. GLOBAL CORPORATE VOLUNTEERINGYOUR MULTI TOOL FOR BUSINESSAND DEVELOPMENTInternational Business Leaders Forum
  12. 12. LEADERSHIP, CULTURE AND VALUES • The fundamental ideals of service to associates, customers and community serve as the cornerstone for all Marriott staff and are exemplified by the company’s Spirit to Serve philosophy . • Through The Youth Career Initiative, hotel managers and associates serve as mentors and trainers to groups of disadvantaged youth through a six- month educational prorgramme of life and employment skills. • Marriott teams participate in 10 countries from Australia to Egypt to Brazil. Since starting the programme in Brazil, almost 50% have gone on to jobs in the hospitality sector, with a further 38% going on to work in other sectors or to further education.International Business Leaders Forum
  13. 13. WORKPLACEERNST & YOUNG CORPORATERESPONSIBILITY FELLOWS• Employees work with high impact entrepreneurs in emerging markets.• E&Y employees develop professional skills while delivering access to network, capital, systems and processes that allow the entrepreneurs to reap the rewards of the global economy.International Business Leaders Forum
  14. 14. MARKETPLACE INTEL EDUCATION SERVICE CORPS • 2-week projects support NGOs using Intel-powered classmate PCs in developing countries • Government/Education/NGOs are an important customer market for Intel and they all benefit from the engagements through – High quality engagement at no cost to clients – Teachers get new tools and techniques to leverage the power of ICT in education – Governments get the credit for engaging the private sector in addressing ICT education needsInternational Business Leaders Forum
  15. 15. SUPPLY CHAIN CARREFOUR ESPANA COMMERCIO SOLIDARIO •Turning small Equadorian farmers into Carrefour suppliers •Volunteers use their summer vacation to work with partners to improve the quality of their products – in particular in the areas of logistics and planning “The volunteers’ support was really valuable, bringing us new techniques and ideas along with their enthusiasm and interest ”International Business Leaders Forum
  16. 16. COMMUNITY• Through the programme, GSK aim to make a positive, sustainable difference to non-profit organisations and communities• Employees use their professional skills and knowledge during a 3 or 6 month immersion experience to improve healthcare systems, streamline and improve business processes, improve communications, brand and research, develop strategic plans and data analysis• Since the launch in 2009, 200 volunteers from 26 countries have worked with 58 partners in 39 countriesInternational Business Leaders Forum
  17. 17. ENABLING ENVIRONMENT IBM EXECUTIVE SERVICE CORPS • Strategically aligned with the Smarter Cities Challenge offering 3-week placements for senior executives • Two consecutive teams went to Katowice to advice the city on improvements to become – The City of Commerce and Culture – The Well Planned City – The City of Digital Innovation • This year, IBM teams have gone into 25 new citiesInternational Business Leaders Forum
  18. 18. THE BUSINESS CASE FOR GCV
  19. 19. THE BUSINESS CASE FOR GSV• Helps build culture and values• Stakeholder engagement – deepening partner relations• Prepare top performers for leadership in the 21st century• Beyond leadership, develops a range of hard and soft skills• Tangible demonstration of corporate responsibility• Corporate reputation and brand image – positive public relations and internal communicationsInternational Business Leaders Forum
  20. 20. EMPLOYEE BENEFITS• Develops transferable leadership skills• Stimulates innovative thinking; build new skills and embeds existing ones• Builds a global perspective and exposure to emerging and developing markets• Provides opportunities to practice skills in a safe space• Provides satisfaction and motivation through ability to provide real value to partner organisations/communities• Breaks down barriers, improves team relationships and builds networks• Increases understanding of company’s role in societyInternational Business Leaders Forum
  21. 21. PARTNERS’ BENEFITS• No cost support from leading global experts• Access to corporate best practices, skills and energies to solve problems• Builds management and staff capacity• Reduces costs, improves processes and efficiencyInternational Business Leaders Forum
  22. 22. BUSINESS BENEFITS
  23. 23. NEW MARKET DEVELOPMENT IBM CORPORATE SERVOCE CORPS • Team of 12 volunteers support Cross River State government to improve public services • Project Hope provides free healthcare to mothers and young children • Project Comfort provides financial assistance to disadvantaged households • Officials so pleased with results, signed a commercial contract withInternational Business Leaders Forum IBM
  24. 24. PRODUCT INNOVATIONDOW CORNING CITIZENSERVICE CORPS•Helps Dow Corning gainnew insights into the needsof people in emergingmarkets and explore newopportunities for innovationand business growth•4-week projects help thecompany to develop abetter understanding ofdeveloping markets and actas a laboratory for newideasInternational Business Leaders Forum
  25. 25. CUSTOMER RELATIONS PFIZER GLOBAL HEALTH FELLOWS •Over 270 employees have participated in 3-6 month assignments in over 40 countries since 2003 •Assignments focused on the core building blocks for strong health systems •84% employees report a dramatically increased understanding of the global marketplace and customers’International Business Leaders Forum needs
  26. 26. BRAND REPUTATIONPEPSICORPS• Linking the 4-week programme focused on core business issues of clean water, nutrition and fitness and sustainable agriculture with the Performance with Purpose mission• Twitter, blogs and YouTube extensively used to promote the programme and build brand links and reputationInternational Business Leaders Forum
  27. 27. STAKEHOLDER ENGAGEMENT BD VOLUNTEER SERVICE TRIP PROGRAM • Employees apply for three- week assignments to help improve healthcare in medically underserved regions. • Employees work alongside BD stakeholders in hospitals and clinics and build relationships that help improve processes and productsInternational Business Leaders Forum
  28. 28. MORALE, MOTIVATION, LOYALTY ANDPRIDETELEFONICA VOLUNTEERINGHOLIDAYS•100 people each year taketwo week’s of their holiday tovolunteer in Latin America on aprogramme that combats childlabour•The program builds networksaround the company•Results prove that employeesare more motivated, withincreased satisfaction levelsand an impact on productivityand absenteeismInternational Business Leaders Forum
  29. 29. YOUR STEPS FOR SUCCESSInternational Business Leaders Forum 2
  30. 30. 10 PRACTICAL STEPS TO SUCCESS 1. • Set tangible, clear and SMART objectives for your GCV programme 2 • Start small – find your champion and agree a pilot programme 3 • Allocate appropriate resources to project management. 4 • Work with NGO or social partners that you know well and trust 5 • Develop processes and implementation plans to fit company culture 6 • Scope and plan your assignment 7 • Seeing is Believing 8 • Communicate, communicate, communicate 9 • Measurement and Evaluation10 • Consider Scale at the outsetInternational Business Leaders Forum
  31. 31. FOR SUPPORT, GO TO• Networks supporting companies on GCV programmes include –IAVE’s Global Corporate Volunteer Council –Business in the Community – ENGAGE –Clinton Global Initiative Pathways to Employee Engagement –Linked In Group: International Corporate Volunteerism• NGOs and consultants to provide services and advice include –CDC Development Solutions –Voluntary Services Overseas –CODESPA –Emerging WorldInternational Business Leaders Forum
  32. 32. FOR MORE INFORMATIONCONTACT Amanda Bowman E: amanda.bowman@iblf.org ANY QUESTIONS?International Business Leaders Forum
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