This document provides information and guidance for developing an impact-driven corporate pro bono program. It begins by outlining the benefits of pro bono programs for employees, businesses, and local clients. For employees, pro bono work provides leadership development, cultural awareness, and skills building opportunities. Businesses benefit from increased employee engagement, innovation, and market insights. Local clients gain access to new resources and capacity building support. The document then discusses critical design considerations for pro bono programs, including objectives, geographic focus, participant selection, and impact measurement. It provides examples of different program models involving skills-based volunteering, project-based consulting, executive insights programs, virtual engagements, and multi-company collaborations.

1. Developing an Impact-Driven
Corporate Pro Bono Program
Renay Loper
Associate Director, Global Pro Bono
October 2017
Eye for Design

2. Who’s in the room?
2

3. WhoWe Are
PYXERA Global

4. Mission andVision
4
Our Goal is Simple
To enrich lives and
livelihoods, inclusively and
sustainably
Mission
To reinvent how public,
private, and social interests
engage to solve global
challenges
Vision
A culture of sustainable
collaboration that improves
lives and communities
worldwide

5. WhatWe Do
5
PYXERA Global initiatives include a wide range of services from local
content development, to global pro bono programs, and integrated
community development efforts that transform lives and livelihoods.
Local Content
Development
Strengthening local
supply chains and
enterprises in frontier
markets
Integrated Community
Development
Pioneering
community-driven
approaches to
economic growth
Global Pro Bono
Fostering social
impact in emerging
markets through
human capital
engagement
Post-Harvest Loss
Promoting best practices
for post-harvest handling
and management along
the food supply chain

6. WhoWe’veWorked With
6

7. 7
Since 1990, PYXERA Global has worked in over 90 countries.
This map represents the global impact of Enterprise and
Community Development and Global Pro Bono initiatives.
WhereWe Work
Global Pro Bono Programs
Enterprise & Community
Development Programs
Global Pro Bono & Enterprise &
Community Development Programs
Global Pro Bono:
Enterprise & Community Development:
Albania
Argentina
Australia
Azerbaijan
Bangladesh
Belize
Bhutan
Bolivia
Botswana
Brazil
Bulgaria
Cambodia
Canada
Chile
China
Colombia
Costa Rica
Croatia
Czech Republic
Ecuador
Estonia
Ethiopia
Fiji
Georgia
Germany
Ghana
Greece
Guinea
Guyana
Haiti
Honduras
Hungary
India
Indonesia
Ireland
Japan
Kazakhstan
Kyrgyzstan
Kenya
Laos
Latvia
Liberia
Lithuania
Malawi
Malaysia
Mali
Mexico
Moldova
Morocco
Mozambique
Myanmar
Nepal
New Zealand
Niger
Nigeria
Pakistan
Panama
Paraguay
Peru
Philippines
Poland
Romania
Russia
Rwanda
Senegal
Serbia
Slovenia
Slovakia
South Africa
South Sudan
Sri Lanka
Swaziland
Tajikistan
Tanzania
Thailand
Tunisia
Turkey
Uganda
Ukraine
United Kingdom
USA
Uzbekistan
Vietnam
Zambia
Angola
Belarus
Cambodia
Colombia
Cote d’Ivoire
Croatia
Czech Republic
Equatorial Guinea
Gabon
Ghana
Guatemala
India
Iraq
Jamaica
Kazakhstan
Lebanon
Lithuania
Mozambique
Nigeria
Poland
Romania
Russia
Serbia
Sierra Leone
Sri Lanka
Uganda
Ukraine

8. PYXERA Global
Practice Areas

9. » PYXERA Global promotes
local ownership of
development programs
» Collaborate with funders to
meet the self-expressed
needs of a community
Example:
» JIVA (Joint Initiative for
Village Advancement)
» Partnership with The John
Deere Foundation and local
partners in Rajasthan India
» Focus on improving
agricultural productivity and
livelihoods; building basic
infrastructure; and
bolstering educational
opportunities
Integrated Community
Development
9

10. Local Content
Development
» Successful Local Content
programs effectively engage
all the relevant parties as
early as possible in the
process
» Enhance the capabilities of
local companies to
successfully become suppliers
to multinational corporations,
especially those that extract
natural resources
10

11. Post-Harvest
Loss Reduction
» As the world’s population
grows and our available
resources shrink, each pound
of food produced that goes
uneaten is a wasted
opportunity to improve the
health of people, the
environment, and economies.
» PYXERA Global aims to
implement inclusive and
systematic food loss solutions
that work across the food
supply system:
from farm to store to table
and beyond.
11

12. 12
» Through training, consulting,
mentoring,and providing
linkages to markets,
information, technology, and
financing, PYXERA Global
provides innovative and
market-driven solutions that
lead small and medium
enterprises toward
sustainable and equitable
growth
» PYXERA Global supports
businesses across several
sectors, including agriculture,
tourism, and retail, and
throughout their lifespan,
from start-up to expansion
Enterprise Development

13. Global Pro Bono
» Employees provide
professional pro bono
services to social-mission
driven clients in
communities in which the
employees do not live or
work on a regular basis
» Projects are intended to
provide economic and
social benefit to the local
organization and
community while building
leadership competencies,
creating market insights,
and spurring innovative
thinking
13

14. From Aspiration to Achievement:
Breaking down the UN SDG’s
14

15. Making the case
Pro Bono Program Design

16. Making the Case
Increasing and Activating Inspired Employees
1616
The value of skills
based
volunteering
compared to
traditional
volunteering
7x Value
Of employees are
disengaged or
actively
disengaged
70%
Of Millennials were
influenced to take
their job after
discussing cause
work in their
interview *
55%
Increase in
remote
workforce in
the last 20
years
700%
* Millennial Impact Report, 2014, Achieve and The Case Foundation

17. 17
Making the Case…continued
17
of managers of corporate volunteer participants indicated that employees
had developed leadership skills as a result of their experience.
Leadership
of participants say they are extremely satisfied with their place of work
after their experience.*
Retention
of managers of corporate volunteer participants indicated that
employees exhibited improved attitude and motivation as a result of
their experience.
Engagement
73%
78%
88%
*IBM Corporate Service Corps: Excellence in leadership development
90% of participants would recommend another employee to apply for the
CSC program.*
Endorsed

18. 18
Global Pro Bono Programs Deliver a Triple Benefit
Business
Benefits
Local
Clients
Benefit
Employees
Benefit

19. 19
Employee Benefits
Participant
Experience
Team Work
Cultural Awareness Problem Solving
Consulting
Leadership
Communication
Listening
Engagement

20. 20
Business Benefits
Product Innovation
New Business OpportunitiesGrowth Market Insights
Corporate Citizenship
Brand Reputation
Customer Relations
Process Improvement
Business
Insights

21. One of the learnings that came out of this is
what can constitute new business opportunities
in emerging markets. These projects enabled
our emerging leaders to appreciate and
better manage some of the unexpected
challenges of doing business in Africa—
such as the underdeveloped infrastructure,
the interruption of communications,
and the criticality of relationships
(instead of time)—and to realize
that it’s worth it.
Ross McLean
President of Dow Africa
“
”

22. 22
Local Impact
» Access to
resources and
new technology
» Improved service
delivery
» Increased
organizational
capacity
» Greater
stakeholder
impact
38

23. 23
Together with the City of Łódź,
Poland, a pro bono consulting
team helped design a
comprehensive plan to protect
green space, improve city
infrastructure, and foster
innovative economic growth.
A pro bono consulting team in
Ecuador designed a management
model to integrate all power
distribution companies and
improve the quality of service
and access to electricity.
In Colombia, a pro bono consulting
team piloted a streamlined
monitoring system for a water
conservation organization, which
could eventually be implemented
nation-wide.

24. Sustainable Farming, Post-harvest Loss
Reduction & Financial Literacy: Philippines
Lamac Multipurpose Cooperative (LMPC)
LMPC is an agricultural cooperative providing a wide range of financial and non- financial services to more than 50, 000 members.
LMPC’s mission is to respond the holistic empowerment needs their vulnerable members through education and socioeconomic
empowerment programs. LMPC farmers sell their produce to large restaurant, grocery store, and hotel chains, as well as to
community members in local street markets.
Challenge & Solution
Produced manuals and interactive courses to
educate farmers, enabling their crops to be
sustainable and their operations more profitable
Due to outdated farming techniques, a low percentage of the farmer’s produce met the standards of commercial customers,
resulting in declining sales. In order to increase sales, farmers needed to be educated on new farming methods, techniques to
reduce post-harvest loss, and new technologies that are resilient to the dry and wet seasons.Additionally, to further help the
socio-economic status of the farmers and aid in the sustainability of their increase sales, a financial literacy program was designed.
24

25. Career Path Model for
Public Service Sector: China
Yixiu College
Founded in 2015, Yixiu College is an online vocational education platform for the non-profit sector. It offers 10-30 minute video
courses about NPOs, including a general overview, organizational operations, project management, volunteer development,
finance, fundraising, and communications. Yixiu aims to set up a sustainable platform for social workers to build their capacity and
serve as a knowledge base.
Challenge & Solution
Created a ground-breaking career path model
for the public service sector by optimizing the
potential of social workers trained at the college
With the goal of becoming the top online vocational education platform for the public service sector in China, Yixiu’s young
start-up team sought assistance in creative service design and client relationship management. The SAP team and Yixiu staff
developed a career path model for the public service sector, one of the first in China. Additionally, the team proposed a
sophisticated CRM strategy forYixiu.
25

26. Starting the conversation and process
Pro Bono Program Design

27. Agree on
Priorities
Shared
Vision
Partnership
Charter
1. What is the purpose of this program?Why Pro Bono,
why now?
2. Are there specific partners or stakeholders you must
work with?
Partnership Level-setting
Embrace the Collaborative Process
27
1. What values should the program hold?
2. What impact will the program have?
1. Who is the main point of contact?
2. What are their preferences for communicating?
Questions to AskYour Partner

28. • What leadership and/or departmental approvals are needed to proceed?
• Who will manage the program internally?
• Where will program funds come from?
• What is the ideal timing for the program?
– Internal Communications/Recruiting?
– Pre-Work
– Assignment
– Impact Reporting
• What do you need to measure/report on?
– Employee impact
– Business impact
– Host client impact
• What resources are currently available? In which department? What other resources might be
made available, with the right alignment, objectives, and strategy
Funding and Program Structure
28

29. Critical Design Decision Points
29
Leadership/Talent
Development
Employee
Engagement
Market
Knowledge
Innovation CSR
What is the primary objective of the program?

30. Critical Design Decision Points
30
What is the
appropriate length
of the program?
Will the program
be team-based
or individual?
How many
participants for
the pilot?
Is there a
geographic focus
for the program?

31. Critical Design Decision Points
31
Will the program
focus on a specific
topic or theme?
Do you have existing
or anticipated
partnerships, with
which you seek
alignment?
What will
success
look like?
What are
appropriate
host clients?

32. Participant Experience
32
Who is the target employee?
Staff Level
Performance Metric
Business Unit
Other
How will participating
employees be selected?
Nomination
Assignment
How will participants travel?
Economy
Business
Where will participants live?
Local Business standard
International Business
standard
What is the appropriate
per diem structure?
None/Expenses
Modest ($30-$50)
Business (usually >$70)

33. Sample Pro Bono ProgramTimeline
33
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Design
Scope
Participant
Selection
Pre-work
Program
Implementation
Reflection
Closeout
Program Design & Scope
• Identify optimal program duration, participant selection, project
scope, and target geographies
• Identify local partners
Participant Selection
• Coordinate application process
• Ensure selected teams are diverse and appropriately skilled to meet
project needs
• Enable participants to work with colleagues from different
geographies and business units.
Pre-Work
• What pre-training is best to prepare participants for assignment
Program Implementation
• Scope of work development
• Deployment
Closeout
• Evaluation
• Reintegration
Reflection
• Lessons learned

34. Measuring Impact
What does success look like?

35. Impact Assessment
35
Surveys
Gather insights from clients
and participants
customizable to your needs.
• Immediate Impact Survey
• Joint Survey
• Long-term Survey
Assessment
Dive deeper into an area of impact, customized to
match the company’s communicating and reporting
needs.
Reporting
Turn the survey insights into
both qualitative and
quantitative data to help you
evaluate your program.
• Immediate Impact Report
• Long-term Impact report
• Executive Summary
Report
Assessment
Reporting
Surveys
Personal &
Professional
Learnings
Relevance to
Current Role
SatisfactionSkill
Development

36. Impact Indicators
Understanding of
Global Issues
Innovation
Skills
Participant
Cultural
Awareness
Leadership
Development
Business
Employee
Engagement
Innovation PR & Media
Impressions
Brand
Recognition
Internal
Networking
Intra-Company
Knowledge
Host Organization & Community
Improved
Revenues
Improved
Quality of
Service
Improved
Operational
Efficiency
New
Products or
Services
New Job
Creation
Increased
Number of
Lives Impacted
Work with your client to define specific goals and objectives for the program, which will guide specific metric
setting and data collection for evaluating the program’s social and business impact.

37. Examples
Program Models

38. 38
Skills-basedVolunteer Models
38
Hackathon
• Full day or two with large volume of employees and
nonprofit partners – “hacking a specific problem”
Project
Based
• 6-week to 6-month consulting project built into the
employee’s work.
Coaching
• Senior leader provides strategic guidance on a specific
challenge for non-profit leader.
Sabbatical
• Full time on-site support from an individual or team of
employees on a strategic, audacious goal.
Board
Service
• Serving long-term on a Board of Directors.

39. Project-based Pro Bono
39
Global Pro Bono programs can be designed to meet virtually any need – from week-
long engagements designed to provide executives with limited time to be away from
their jobs with an emerging market experience, to month-long, team-based programs
that give employees the opportunity to delve deeper into a location and to undertake
a more robust project, to fellowships lasting several months.
VirtualExecutive
Insight
Team-Based Domestic Multi-
Company

40. 40
Team-based
» 3-6 week team-based projects
» 5-15 employees per team
» Employees typically represent different offices,
business functions and geographic regions within
the organization
» Teams travel to a single location and work with
several local clients on skills-based projects
IBM Corporate Service Corps
PepsiCo’s PepsiCorps
SAP Social Sabbatical
FedEx Global Leadership Corps
Team-based

41. 41
Executive
» Small teams of executives
» Shorter, more consolidated projects
» Helps high performing leaders develop global
perspectives while tackling social challenges
IBM Smarter Cities Challenge
FedEx DRIVE
Pfizer Executive Global Health
Teams
Executive

42. 42
Virtual
» Larger teams – up to 6 people per local client
» 3-4 months of virtual consulting with approximately
one week
in-country
» Deliverables tend to be similar to those found in
traditional programs – business plans, marketing
strategies, feasibility studies, etc.
Dow Leadership in Action
Virtual

43. 43
Local
» 12 person teams
» Flexibility in project scope and length
» Participants are embedded full- or part-time within
local non-profit organizations
» Participants still commute regularly to and from their
homes
SAP Social Sabbatical for Local
Impact
Local

44. » 4 week team-based projects
» 12-15 employees total
» 2-5 Companies
» Teams travel to a single location and work with
several local clients on skills-based projects
» Teams are comprised of individuals from different
companies
Global Health Corporate Champions
Dow Chemical Company
WE Communications
PwC PIMCO SAP
44
Multi-Company

45. So what? (Or now what?)
Theory to practice

46. Let’s Design a Program!
46
• Who are you targeting for the program (which
employees)?
Who
• What program model would serve you best?
What
• Where do your internal champions sit?
Where
• When should the program be scheduled?
When
• How does this help you reach your strategic
priorities?
How
Use one of the 6 prompts:
1. Unite employees after a merger
2. Address millennial retention
3. Accelerate leaders
4. Serve an underserved market
5. Create invested employees
6. Develop a team

47. 1. What is your top organizational challenge or opportunity for
which you think global pro bono might be well suited?
2. What resources are currently available? In which department?
What other resources might be made available, with the right
alignment, objectives, and strategy?
3. What is your estimated timing?
4. What do you see as the ideal team composition?
5. From your perspective, what is essential for team preparation,
in addition to basic safety, security, and orientation?
6. Do you have existing partnerships, or anticipated partnerships,
with which you seek alignment?
ImaginingYour Program
Key considerations for development:
47

48. WIIFM?
Demonstrating the value…What’s the ROI for the company?
48
1. Deliver the greatest value to the company
2. Enhance employee leadership capabilities
3. Successfully reintegrate post-assignment with valuable insights
4. Enable innovation within the company
5. Meet an unmet need to provide true business value that drives
the mission forward

49. 49
Renay Loper, PYXERA Global
rloper@pyxeraglobal.org