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Empowering for Change<br />Networking for Change<br />
The First Generation – CSR Roots<br /><ul><li>Formal movement began in 1920’s
Became a focus in 80’s and early 90’s with Triple Bottom Line (People, Planet, Profit)
Fortune 500 paved the way
Checkbook charity with little tangible result
Nonprofits dependant on few of the largest companies for big grants
Focus on role and benefits on business</li></ul>Empowering for Change<br />Networking for Change<br />
Proven Benefits<br />Increase Sales – Customers want to use the products and services of companies that give back.  74% of...
Proven Benefits<br />Increase Trust – In a time where corporate skepticism is at an all time high, partnership with a non ...
The Current Generation – Where is CSR today?<br /><ul><li>More than lip service
While trust in business is falling, Americans expectations of CSR continue to grow
Companies understand the importance</li></ul>Empowering for Change<br />Networking for Change<br />
The Current Generation – Where is CSR today?<br />	“Despite the tough economy, only 38% of companies said they reduced the...
The Current Generation – Where is CSR today?<br />	The IBM Institute for Business Value did a study in 2009.  The survey o...
The Current Generation – Where is CSR today?Corporate Examples<br />The Home Depot Foundation has granted $70 million to n...
The Next Generation – Where is CSR going?<br /><ul><li>From Nicety to Necessity </li></ul>Even in a tough economy, 2/3 of ...
The debate about business responsibility has shifted from discussing whether or not to be socially responsible and what it...
The Next Generation – Where is CSR going?<br /><ul><li>Business Model Approach
Strategic Programs and NP Partnerships
Goal setting
Measuring success
Reassessing and improving
Trickle down to all sizes of companies</li></ul>Empowering for Change<br />Networking for Change<br />
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CSR and P4P Presentation

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Presentation on the roots of CSR, why it is important to consumers and the evolution of Profits4Purpose.

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CSR and P4P Presentation

  1. 1. Empowering for Change<br />Networking for Change<br />
  2. 2. The First Generation – CSR Roots<br /><ul><li>Formal movement began in 1920’s
  3. 3. Became a focus in 80’s and early 90’s with Triple Bottom Line (People, Planet, Profit)
  4. 4. Fortune 500 paved the way
  5. 5. Checkbook charity with little tangible result
  6. 6. Nonprofits dependant on few of the largest companies for big grants
  7. 7. Focus on role and benefits on business</li></ul>Empowering for Change<br />Networking for Change<br />
  8. 8. Proven Benefits<br />Increase Sales – Customers want to use the products and services of companies that give back. 74% of consumers say a company’s commitment to a social issue is important when deciding which companies to recommend to other people. <br /> <br />Strengthen Brand – What is your company known for? If price and quality are the same, 85% of American would switch to a company who is associated with a cause.<br />Cone 2006<br />Empowering for Change<br />Networking for Change<br />
  9. 9. Proven Benefits<br />Increase Trust – In a time where corporate skepticism is at an all time high, partnership with a non profit will provide increased credibility and integrity. <br /> <br />Increase employee recruitment, retention, morale and productivity – employees want to work for and be associated with companies who are known for doing good. Knowing that a portion of their company’s profitability is going towards making their community a better place, employees will be additionally motivated to deliver their best results.<br />Cone 2006<br />Empowering for Change<br />Networking for Change<br />
  10. 10. The Current Generation – Where is CSR today?<br /><ul><li>More than lip service
  11. 11. While trust in business is falling, Americans expectations of CSR continue to grow
  12. 12. Companies understand the importance</li></ul>Empowering for Change<br />Networking for Change<br />
  13. 13. The Current Generation – Where is CSR today?<br /> “Despite the tough economy, only 38% of companies said they reduced their philanthropy and giving. Support for employee volunteering also remained strong with 83% of large companies stating their companies support volunteering in the community. While many large companies dealt with the recession with layoffs, they more or less kept on track with corporate citizenship activities as 81% call it a priority.”<br /> Hitachi Foundation 2009<br />Empowering for Change<br />Networking for Change<br />
  14. 14. The Current Generation – Where is CSR today?<br /> The IBM Institute for Business Value did a study in 2009. The survey of 224 business leaders showed that 60% believe CSR has increased in importance over the last year. Only 6% consider it a lower priority. Nearly all said remain committed to social responsibility as a core component in their business strategy despite the global recession.<br />Empowering for Change<br />Networking for Change<br />
  15. 15. The Current Generation – Where is CSR today?Corporate Examples<br />The Home Depot Foundation has granted $70 million to nonprofit organizations and supported the development of more than 50,000 affordable, healthy homes.<br /> <br />Target gives away 5% of its income to local communities. This amounts to 3 million dollars a week! <br /> <br />Disney reached their goal of inspiring one million people to volunteer a day of service to their communities, to the "Give a Day. Get a Disney Day.<br /> <br />Empowering for Change<br />Networking for Change<br />
  16. 16. The Next Generation – Where is CSR going?<br /><ul><li>From Nicety to Necessity </li></ul>Even in a tough economy, 2/3 of consumers expect companies to maintain, if not increase <br /> their support of social issues. (Cone Nonprofit Trend Tracker, March 2009)<br /><ul><li>The new mantra of doing well by doing good will be a widely accepted cost of doing business
  17. 17. The debate about business responsibility has shifted from discussing whether or not to be socially responsible and what it means, to how to become socially responsible and manage activities as an integrated part of business. (Hitachi Foundation 2009)</li></ul>Empowering for Change<br />Networking for Change<br />
  18. 18. The Next Generation – Where is CSR going?<br /><ul><li>Business Model Approach
  19. 19. Strategic Programs and NP Partnerships
  20. 20. Goal setting
  21. 21. Measuring success
  22. 22. Reassessing and improving
  23. 23. Trickle down to all sizes of companies</li></ul>Empowering for Change<br />Networking for Change<br />
  24. 24. The Challenges<br /><ul><li>Expectations are rising while resources are decreasing</li></ul> According to the Boston College Center for Corporate Citizenship, studies have shown besides the lack of resources such as money, time and people, the main barrier to greater adoption of corporate citizenship practices is the lack of management processes and the complexity of implementing integrated strategy across various business functions.<br />Empowering for Change<br />Networking for Change<br />
  25. 25. The Challenges<br />Specifically, companies are having trouble:<br /><ul><li>Matching employee interest, company goals and community need
  26. 26. Providing turn-key opportunities employees can engage in
  27. 27. Recognizing and incentivizing employee participation
  28. 28. Celebrating the impact they are making both internally to employees and externally to the public</li></ul>Empowering for Change<br />Networking for Change<br />
  29. 29. The Challenges<br />What’s the answer to this predicament?<br />Companies have to figure out how to do it smarter, faster, cheaper.<br />We believe the answer is through technology!<br />Empowering for Change<br />Networking for Change<br />
  30. 30. Importance of Corporate Responsibility<br /><ul><li>Over 70% of consumers expect companies to maintain if not increase their support of social issues
  31. 31. 75% of consumers want to see the measurable IMPACT that your programs are making
  32. 32. Only 26% of companies are currently reporting on their corporate citizenship</li></ul>Empowering for Change<br />Networking for Change<br />
  33. 33. P4P Employee Volunteer Statistics<br /><ul><li>46% of employees volunteer on a regular basis
  34. 34. 84% of people said they would volunteer if provided clear opportunities</li></ul>Empowering for Change<br />Networking for Change<br />
  35. 35. 4 Areas of Challenge<br /><ul><li>Assessing the best way to start a program
  36. 36. Administrating/ Tracking
  37. 37. Internal Communication and Motivation
  38. 38. External Communication</li></ul>Empowering for Change<br />Networking for Change<br />
  39. 39. Dashboard<br />Screen- Shot<br />Empowering for Change<br />Networking for Change<br />
  40. 40. Survey<br />Nonprofit<br />Partners<br />Empowering for Change<br />Networking for Change<br />
  41. 41. Volunteer Hours & Donation<br />Tracking<br />Empowering for Change<br />Networking for Change<br />
  42. 42. Calendar Screen Shot<br />Empowering for Change<br />Networking for Change<br />
  43. 43. Celebrate <br />Impact &<br />Inspire Participation<br />Empowering for Change<br />Networking for Change<br />
  44. 44. Sample <br /> Community<br />Impact Report<br />Empowering for Change<br />Networking for Change<br />
  45. 45. Empowering for Change<br />Networking for Change<br />

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