Growing proportion of FTSE 100 firms donating at least 1% of pre-tax profits, CAF research finds.
Britain’s biggest companies have largely protected their charitable giving in the face of falling revenues, new analysis shows.
FSTE 100 companies donated an average of 1.9% of pre-tax profits in 2014, according to new research published today by the Charities Aid Foundation. It means that giving as a percentage of pre-tax profits among companies on the exchange is at its highest level since 2009.
CAF’s report, Corporate Giving by the FTSE 100, analysed the annual and corporate responsibility reports from 2009 to 2014 of every company on the index, analysing donations of money, time, management services and in-kind donations.
This document discusses the challenges facing the charitable sector in Canada. It notes that fundraising revenues have only grown 3% in recent years for traditional charities, and total tax receipted giving is just matching pre-recession levels. Participation rates are also declining, with fewer tax filers claiming charitable receipts and fewer Canadians volunteering. This decline is happening as attitudes towards charities are changing, with Canadians rethinking their relationship with the sector. The sector may need to examine its current paradigms and adapt to meet evolving expectations around impact, choice, involvement and social connections.
India implemented new CSR guidelines in 2014 requiring companies meeting certain profit or revenue thresholds to spend 2% of their average net profit on social development initiatives. While this was intended to boost social development and provide business opportunities, it has instead corrupted the fundamental concept of CSR by making it a mandatory compliance activity rather than a voluntary philanthropic one. Additionally, the focus on quantifying CSR spending has prevented qualitative assessment and led companies to view it as additional paperwork rather than a means to empower stakeholders. For CSR to be truly successful, companies must have the flexibility to decide which social initiatives align with their strategic vision rather than just meeting spending quotas. The mandatory quotas have also concentrated funds with larger charities and biased spending toward industrialized states rather than poorer
A Proposal of an Online Giving Platform - HelpingHandJoseph Man
This document provides a strategic analysis and feasibility assessment for the proposed fundraising platform "HelpingHand". Research found charities spend 1/3-1/2 of funds raised on operational costs. HelpingHand aims to reduce these costs through online fundraising. The target markets are Canada and UK, with a combined annual market size of $15.5-18 billion and online donations comprising $2.3-2.7 billion. Factors like high fundraising ratios, operational inefficiencies, and lack of mobile/online options indicate opportunities for HelpingHand to improve the industry standard. The platform could create new engagement between donors and charities while reducing fundraising costs.
The document is the August/September 2016 issue of Charity Times magazine. It includes the following articles and sections:
- An interview with Caron Bradshaw, CEO of Charity Finance Group, about their recent change programme.
- An article on steps charities have taken to adjust fundraising practices in response to negative media coverage in 2015, including risk management and data protection.
- Other articles cover corporate partnerships, a new insurance act, data management in charities, and seeking bond-like returns for charitable investments.
- Regular sections provide news, appointments, commentary on issues like fraud prevention and Brexit, and directories of charity suppliers.
BSA Society Matters Summer 2016 v6 INTERACTIVEKatie Benham
The document is a magazine for the Building Societies Association (BSA) that includes articles on lending to older borrowers, customer vulnerability, governance, and an interview with Linda Moir on customer service. The interim editor says goodbye as her temporary role ends. The magazine focuses on topics from the recent BSA annual conference such as branch innovation, capturing customer hearts and minds, and the challenges and opportunities for building societies.
The document discusses the growth of social enterprises in the UK and argues that with the right resources and support, the UK could become the "Silicon Valley of social change." It notes that social enterprises reinvest profits into their communities to tackle social problems. However, many lack access to financing needed to scale their impact. The document argues that with improved access to social financing models and an understanding of opportunities like crowdfunding and social impact bonds, young social enterprises could accelerate growth and increase their social impact, similar to how startups in Silicon Valley have benefited from venture capital funding.
Human Engine is proud to launch our latest report Commercial Edge: Renewing the case for the local investment state developed in partnership with leading think tank Localis.
This report analyzes and compares Green Mountain Coffee Roasters and Starbucks to make an investment recommendation of $40 million. Through financial analysis, it is determined that Starbucks has stronger financial performance and stability. An evaluation of industry trends finds that while both companies are growing, Starbucks is expanding globally and diversifying its product offerings. The marketing strategies of the two companies are also different, with Starbucks focusing on international growth and social media while Green Mountain emphasizes partnerships and the Keurig product. Based on the research, the report recommends a 60/40 split of the $40 million investment between Starbucks and Green Mountain.
This document discusses the challenges facing the charitable sector in Canada. It notes that fundraising revenues have only grown 3% in recent years for traditional charities, and total tax receipted giving is just matching pre-recession levels. Participation rates are also declining, with fewer tax filers claiming charitable receipts and fewer Canadians volunteering. This decline is happening as attitudes towards charities are changing, with Canadians rethinking their relationship with the sector. The sector may need to examine its current paradigms and adapt to meet evolving expectations around impact, choice, involvement and social connections.
India implemented new CSR guidelines in 2014 requiring companies meeting certain profit or revenue thresholds to spend 2% of their average net profit on social development initiatives. While this was intended to boost social development and provide business opportunities, it has instead corrupted the fundamental concept of CSR by making it a mandatory compliance activity rather than a voluntary philanthropic one. Additionally, the focus on quantifying CSR spending has prevented qualitative assessment and led companies to view it as additional paperwork rather than a means to empower stakeholders. For CSR to be truly successful, companies must have the flexibility to decide which social initiatives align with their strategic vision rather than just meeting spending quotas. The mandatory quotas have also concentrated funds with larger charities and biased spending toward industrialized states rather than poorer
A Proposal of an Online Giving Platform - HelpingHandJoseph Man
This document provides a strategic analysis and feasibility assessment for the proposed fundraising platform "HelpingHand". Research found charities spend 1/3-1/2 of funds raised on operational costs. HelpingHand aims to reduce these costs through online fundraising. The target markets are Canada and UK, with a combined annual market size of $15.5-18 billion and online donations comprising $2.3-2.7 billion. Factors like high fundraising ratios, operational inefficiencies, and lack of mobile/online options indicate opportunities for HelpingHand to improve the industry standard. The platform could create new engagement between donors and charities while reducing fundraising costs.
The document is the August/September 2016 issue of Charity Times magazine. It includes the following articles and sections:
- An interview with Caron Bradshaw, CEO of Charity Finance Group, about their recent change programme.
- An article on steps charities have taken to adjust fundraising practices in response to negative media coverage in 2015, including risk management and data protection.
- Other articles cover corporate partnerships, a new insurance act, data management in charities, and seeking bond-like returns for charitable investments.
- Regular sections provide news, appointments, commentary on issues like fraud prevention and Brexit, and directories of charity suppliers.
BSA Society Matters Summer 2016 v6 INTERACTIVEKatie Benham
The document is a magazine for the Building Societies Association (BSA) that includes articles on lending to older borrowers, customer vulnerability, governance, and an interview with Linda Moir on customer service. The interim editor says goodbye as her temporary role ends. The magazine focuses on topics from the recent BSA annual conference such as branch innovation, capturing customer hearts and minds, and the challenges and opportunities for building societies.
The document discusses the growth of social enterprises in the UK and argues that with the right resources and support, the UK could become the "Silicon Valley of social change." It notes that social enterprises reinvest profits into their communities to tackle social problems. However, many lack access to financing needed to scale their impact. The document argues that with improved access to social financing models and an understanding of opportunities like crowdfunding and social impact bonds, young social enterprises could accelerate growth and increase their social impact, similar to how startups in Silicon Valley have benefited from venture capital funding.
Human Engine is proud to launch our latest report Commercial Edge: Renewing the case for the local investment state developed in partnership with leading think tank Localis.
This report analyzes and compares Green Mountain Coffee Roasters and Starbucks to make an investment recommendation of $40 million. Through financial analysis, it is determined that Starbucks has stronger financial performance and stability. An evaluation of industry trends finds that while both companies are growing, Starbucks is expanding globally and diversifying its product offerings. The marketing strategies of the two companies are also different, with Starbucks focusing on international growth and social media while Green Mountain emphasizes partnerships and the Keurig product. Based on the research, the report recommends a 60/40 split of the $40 million investment between Starbucks and Green Mountain.
Grant Thornton UK LLP is a member firm of Grant Thornton International Ltd, which provides assurance, tax, and advisory services. Grant Thornton International Ltd is not a worldwide partnership and does not provide services directly to clients. Each member firm operates separately and is not liable for other member firms. This document is intended only as a guide and Grant Thornton accepts no responsibility for any loss resulting from relying on its content.
This document summarizes the achievements and future plans of the Financial Inclusion Project in Rotherham. Some key achievements include securing over £1 million in funding, establishing partnerships to increase access to affordable credit and advice, and delivering financial capability training to over 120 people. Moving forward, the project aims to maintain momentum, continue focusing on vulnerable groups, increase advice capacity, expand credit union services, and strengthen partnerships with organizations in housing, health, and employment. The overall goal is to sustainably improve financial inclusion in Rotherham.
The document summarizes a speech given at the BiD Conference on Growing SMEs. It discusses how BiD has helped match over 100 enterprises with $13 million in financing through their marketplace approach. It highlights the success of one matched company, Biobolsa, and emphasizes the need to focus on entrepreneurs not present. The speech stresses expanding local capital markets and domestic demand to improve access to financing for the 200 million SMEs still lacking it. It outlines several ways BiD's networks can further help SMEs obtain financing and grow, such as by building local financial institution capacity, advocating for supportive policies, and enhancing entrepreneurship culture. The speech emphasizes the particular obstacles faced by women entrepreneurs in obtaining financing and growing
B2i optimizing the value of the purpose driven industryjlsitler
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions
B2i optimizing the value of the purpose driven industryElizabeth Benditt
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions.
B2i optimizing the value of the purpose driven industry sm1Multi Service
This document provides an overview of business-to-institution (B2i) opportunities and considerations. It notes that institutions represent one-third of the US economy with 1.9 million locations and 16% of employees. While institutions have different priorities than businesses, understanding their unique processes and adapting approaches can unlock lucrative opportunities in this market segment. Key differences from traditional B2B include funding structures, decision making chains, billing/payment processes, and regulatory requirements.
B2i optimizing the value of the purpose driven industry sm1Jean Gleason
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions.
BTI Litigation Outlook 2019: Changes, Trends and Opportunities for Law Firms ...BTI Consulting Group
BTI Litigation Outlook 2019 is your guide to understanding how clients’ demands and expectations are changing to help you grow, capture new market opportunities, take smart risks, and spur innovation. Growth for law firms remains tricky as clients resolve matters at the highest levels to date. BTI’s 8th annual series on trends in the litigation market uncovers how client behavior—and spending—is changing in 2019. BTI Litigation Outlook 2019 will help you identify clients’ newest needs and walk you through how to provide solutions before your competitors realize the same opportunities exist. Includes rankings of over 200 law firms in 9 practices, and the new BTI Fearsome Foursome. (Length: 62 pages)
Stakeholder management in getting the deal doneBrunswick Group
It is probably a lazy truism that regulatory and political clearance has become the most challenging and unpredictable factor in executing complex, crossborder mergers and acquisitions.
This article originally appeared in DealMakers magazine
2016 IVCA Viewpoint - The Art+Science of Investing in Private Companiesillinoisvc
The document summarizes a discussion about private equity and venture capital investments between representatives from two Illinois public pension funds and an investment consulting firm. They discuss that private equity has significantly outperformed other asset classes for the pension funds over long time periods. The representatives provide details on the percentage of assets their organizations invest in private equity/venture capital and their general investment philosophies. They also discuss what they look for in private equity and venture capital firms and fund managers when making investment decisions.
End-of-Year Charitable Giving | Accent by ChubbAccent by Chubb
Charitable giving increases as the end of the year approaches. This is due to donors taking advantage of the charitable tax deductions offered with the end-of the-year season. Discover the tax information you need to know when making your donations this holiday season. View the full article at http://accent.chubb.com/year-end-charitable-giving and for more information and advice on charitable giving, visit http://accent.chubb.com/community.
As INFOR enters its sixth year, we wanted to share our outlook going forward and reflect on the success we have enjoyed with our clients in our first five years. We are proud of our unwavering commitment to our clients and our role as Canada’s top-ranked independent advisory investment bank.
After years of economic hardship, CEOs are more optimistic about the global economy but less confident about their own company's growth prospects. While some developed markets are recovering, growth has slowed in some emerging markets like Brazil and India. CEOs are reviewing their international strategies and looking for new growth opportunities through innovation, existing markets, and countries like the US, Germany and Indonesia. However, barriers to growth remain, with the increasing tax burden emerging as a top concern - 70% of CEOs named it as such. Views on tax issues vary between regions and sectors.
This document discusses using video in marketing. It notes that online video viewing is increasing and that video engages people more than photos and text alone. Video can tell a story quickly and help potential customers get to know a business. The document provides some ideas for low-budget video content like customer testimonials, behind-the-scenes tours, and how-to guides. It also offers tips for shooting quality video with a smartphone like using a tripod and checking sound quality.
Our round up of our presence at the political party conferences in 2015. Our stand and events, which promoted our report, Under The Microscope, saw leading MPs and decision makers engaging with charities on a wide range of key issues affecting the third sector. Our events have seen CAF nominated for a Best Party Conference Event at the Public Affairs Awards 2015. Find out more at cafonline.org
The CAF World Giving Index is the world’s leading study of global generosity. It is based on surveys carried out in 145 countries throughout last year which ask people (aged 15 and over) whether they have donated money, volunteered time or helped a stranger in the past month. By measuring these three basic kinds of giving we get a simple, but universally understood, picture of generosity across the world.
Lanka Praneeth has over 4 years of experience in clinical research, working as a site service specialist, clinical research coordinator, and trainee clinical research associate. He has experience in data management, query handling, report generation, quality reviews, and training. He holds an advanced postgraduate diploma in clinical research and management and postgraduate degrees in biotechnology and life sciences. He is proficient in MS Office, ICOLIMS, and other data management software. He aims to secure a challenging position where he can continue developing his skills and contributing to organizational goals.
The trailer for the film "Transformers" effectively summarizes the key elements in 3 sentences or less. It establishes that the film is an action genre featuring robots through its metallic sounds. Scenes with main characters are briefly shown to attract audiences while revealing names only at the end. The speed of the trailer emphasizes the action and builds tension, concluding with the "Transformers" logo to associate viewers with the film.
Grant Thornton UK LLP is a member firm of Grant Thornton International Ltd, which provides assurance, tax, and advisory services. Grant Thornton International Ltd is not a worldwide partnership and does not provide services directly to clients. Each member firm operates separately and is not liable for other member firms. This document is intended only as a guide and Grant Thornton accepts no responsibility for any loss resulting from relying on its content.
This document summarizes the achievements and future plans of the Financial Inclusion Project in Rotherham. Some key achievements include securing over £1 million in funding, establishing partnerships to increase access to affordable credit and advice, and delivering financial capability training to over 120 people. Moving forward, the project aims to maintain momentum, continue focusing on vulnerable groups, increase advice capacity, expand credit union services, and strengthen partnerships with organizations in housing, health, and employment. The overall goal is to sustainably improve financial inclusion in Rotherham.
The document summarizes a speech given at the BiD Conference on Growing SMEs. It discusses how BiD has helped match over 100 enterprises with $13 million in financing through their marketplace approach. It highlights the success of one matched company, Biobolsa, and emphasizes the need to focus on entrepreneurs not present. The speech stresses expanding local capital markets and domestic demand to improve access to financing for the 200 million SMEs still lacking it. It outlines several ways BiD's networks can further help SMEs obtain financing and grow, such as by building local financial institution capacity, advocating for supportive policies, and enhancing entrepreneurship culture. The speech emphasizes the particular obstacles faced by women entrepreneurs in obtaining financing and growing
B2i optimizing the value of the purpose driven industryjlsitler
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions
B2i optimizing the value of the purpose driven industryElizabeth Benditt
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions.
B2i optimizing the value of the purpose driven industry sm1Multi Service
This document provides an overview of business-to-institution (B2i) opportunities and considerations. It notes that institutions represent one-third of the US economy with 1.9 million locations and 16% of employees. While institutions have different priorities than businesses, understanding their unique processes and adapting approaches can unlock lucrative opportunities in this market segment. Key differences from traditional B2B include funding structures, decision making chains, billing/payment processes, and regulatory requirements.
B2i optimizing the value of the purpose driven industry sm1Jean Gleason
The institutional market -- aka the .org, .gov and .edu segments -- are a thriving, growing and potentially highly profitable target market. But many firms quickly hit roadblocks as they attempt to use their typical business approach with institutional customers. You’ll need to adapt your marketing efforts, the way you conduct business and the manner in which you handle billing and payments to work with institutions.
BTI Litigation Outlook 2019: Changes, Trends and Opportunities for Law Firms ...BTI Consulting Group
BTI Litigation Outlook 2019 is your guide to understanding how clients’ demands and expectations are changing to help you grow, capture new market opportunities, take smart risks, and spur innovation. Growth for law firms remains tricky as clients resolve matters at the highest levels to date. BTI’s 8th annual series on trends in the litigation market uncovers how client behavior—and spending—is changing in 2019. BTI Litigation Outlook 2019 will help you identify clients’ newest needs and walk you through how to provide solutions before your competitors realize the same opportunities exist. Includes rankings of over 200 law firms in 9 practices, and the new BTI Fearsome Foursome. (Length: 62 pages)
Stakeholder management in getting the deal doneBrunswick Group
It is probably a lazy truism that regulatory and political clearance has become the most challenging and unpredictable factor in executing complex, crossborder mergers and acquisitions.
This article originally appeared in DealMakers magazine
2016 IVCA Viewpoint - The Art+Science of Investing in Private Companiesillinoisvc
The document summarizes a discussion about private equity and venture capital investments between representatives from two Illinois public pension funds and an investment consulting firm. They discuss that private equity has significantly outperformed other asset classes for the pension funds over long time periods. The representatives provide details on the percentage of assets their organizations invest in private equity/venture capital and their general investment philosophies. They also discuss what they look for in private equity and venture capital firms and fund managers when making investment decisions.
End-of-Year Charitable Giving | Accent by ChubbAccent by Chubb
Charitable giving increases as the end of the year approaches. This is due to donors taking advantage of the charitable tax deductions offered with the end-of the-year season. Discover the tax information you need to know when making your donations this holiday season. View the full article at http://accent.chubb.com/year-end-charitable-giving and for more information and advice on charitable giving, visit http://accent.chubb.com/community.
As INFOR enters its sixth year, we wanted to share our outlook going forward and reflect on the success we have enjoyed with our clients in our first five years. We are proud of our unwavering commitment to our clients and our role as Canada’s top-ranked independent advisory investment bank.
After years of economic hardship, CEOs are more optimistic about the global economy but less confident about their own company's growth prospects. While some developed markets are recovering, growth has slowed in some emerging markets like Brazil and India. CEOs are reviewing their international strategies and looking for new growth opportunities through innovation, existing markets, and countries like the US, Germany and Indonesia. However, barriers to growth remain, with the increasing tax burden emerging as a top concern - 70% of CEOs named it as such. Views on tax issues vary between regions and sectors.
This document discusses using video in marketing. It notes that online video viewing is increasing and that video engages people more than photos and text alone. Video can tell a story quickly and help potential customers get to know a business. The document provides some ideas for low-budget video content like customer testimonials, behind-the-scenes tours, and how-to guides. It also offers tips for shooting quality video with a smartphone like using a tripod and checking sound quality.
Our round up of our presence at the political party conferences in 2015. Our stand and events, which promoted our report, Under The Microscope, saw leading MPs and decision makers engaging with charities on a wide range of key issues affecting the third sector. Our events have seen CAF nominated for a Best Party Conference Event at the Public Affairs Awards 2015. Find out more at cafonline.org
The CAF World Giving Index is the world’s leading study of global generosity. It is based on surveys carried out in 145 countries throughout last year which ask people (aged 15 and over) whether they have donated money, volunteered time or helped a stranger in the past month. By measuring these three basic kinds of giving we get a simple, but universally understood, picture of generosity across the world.
Lanka Praneeth has over 4 years of experience in clinical research, working as a site service specialist, clinical research coordinator, and trainee clinical research associate. He has experience in data management, query handling, report generation, quality reviews, and training. He holds an advanced postgraduate diploma in clinical research and management and postgraduate degrees in biotechnology and life sciences. He is proficient in MS Office, ICOLIMS, and other data management software. He aims to secure a challenging position where he can continue developing his skills and contributing to organizational goals.
The trailer for the film "Transformers" effectively summarizes the key elements in 3 sentences or less. It establishes that the film is an action genre featuring robots through its metallic sounds. Scenes with main characters are briefly shown to attract audiences while revealing names only at the end. The speed of the trailer emphasizes the action and builds tension, concluding with the "Transformers" logo to associate viewers with the film.
The document outlines Starmark's predictions for 2013, including:
1) Social business will continue growing in strategic importance with better reporting and more focus on authentic engagement.
2) Mobile commerce will expand through payment, ecommerce, and money transmission apps on mobile devices.
3) Responsive design will mature to optimize content for all devices with single designs for websites and emails.
4) Social media marketing and traditional media strategies will further integrate to complement each other.
The document discusses the future of publishing and how media is being redefined. It outlines different types of media including owned, earned, and paid. It then focuses on how to make printed collateral digital by transforming it into interactive page flippers, web magazines, tablet apps, and more. It also discusses opportunities for advertising and analytics on tablets.
Are you prepared for a social media crisis?
What if you found yourself confronted with a social media crisis? How would you handle the situation without risking degradation to your brand? What do you do to contain the damage? Let our social media experts help you develop a plan of action to save your brand.
The trailer for the film is more effective than a poster in summarizing the essential information. It shows snippets of the story and characters to introduce the genre, which appears to be a fantasy film about magic. Music is used to set the theme and tone. The names of the main roles flash up in a magical way to reflect the fantasy genre. The last frame says "Coming Soon" to leave the audience in suspense and tease them until the film's release.
On March 7, Facebook announced it was overhauling the news feed as we know it with enhancements to visuals, additional control over multiple feeds, and mobile integration so the Facebook experience is seamless across ALL devices. Join the Starmark team on to find out how these changes are going to affect you and your business.
Email Marketing Development, Testing, and AnalyticsStarmark
Don't let your emails fall victim to the dreaded spam filter.
Emails can be a very effective marketing tool when it comes to engaging your target audience. But they don't do any good if they're getting deleted before they're even read. Join us for a creative and technical discussion on how to design, write and build your emails, and learn how to get the best results for your business.
2016 Trends: Plan your 2016 Marketing RoadmapStarmark
With the end of 2015 quickly approaching, most of us have begun to think about our marketing roadmaps for the upcoming year while others may already be executing them. But have we considered all of the big ideas and upcoming trends to put us on the road to success?
Join us for our 2016 marketing roadmap webinar as we explore new opportunities that will refine marketing strategies and develop execution plans to help you succeed in the year ahead!
Our team of experts plan to share the following insights:
* Leveraging the potential of Facebook beacons
* Empowering customers with coupon apps
* Exploring virtual-reality advertising
* Developing longer-format content and richer video
* Deciphering the impact of Apple TV
Can Capitalism Lead a More Sustainable and Equitable Recovery? The case for m...Mark Horoszowski
The document discusses how capitalism can lead a more sustainable and equitable recovery from the COVID-19 pandemic. It examines five stakeholder groups - corporations, governments, CSR leaders, social enterprise support organizations, and social enterprises. The key findings are:
1) CSR leaders are using the pandemic to promote more strategic sustainability initiatives, but are taking on too many initiatives and losing focus by not securing more executive/board support, resulting in only a 10% success rate.
2) Corporations are missing opportunities by not partnering with social enterprises or appointing sustainability officers, and risk regulatory noncompliance by ignoring ESG issues.
3) Social enterprises could help corporations meet ambitious sustainability goals if integrated into supply chains, but
Are charities learning from how businesses are tackling issues around trust, reputation and sustainability, does it matter, and if it does, what can they do about it? Our latest report shows nice ways charities can ensure their methods match their mission.
The Global Social Impact Investment Steering Group (GSG) was established in August 2015 as the successor to the Social Impact Investment Taskforce, established by G8. The GSG is continuing the work of the Taskforce in catalysing a global social impact investment market across a wider membership. Its members include 13 countries plus the EU, as well as active observers from government and from leading network organisations supportive of impact investment.
Across the world, attitudes are changing. Old certainties about tightly defined roles for government, civil society and business are dissolving. Social sector organisations are becoming more business-like, and business is looking ever more to delivering sustainable value.
This document discusses corporate social responsibility and corporate foundations. It provides an overview of CSR, defines corporate foundations and private foundations, and outlines the benefits to businesses of establishing a corporate foundation including tax benefits, staff recruitment and retention, and positive public relations. It also summarizes the CSR initiatives of BizCentral USA, including financial contributions, in-kind donations, and free fundraising resources for non-profits. Finally, it introduces BizCentral's "Foundation-in-a-Box" package to help companies establish their own corporate foundations.
CORPORATE SOCIAL IRRESPONSIBILITY IN INDIAAnkit Dabral
This document discusses corporate social responsibility (CSR) in India, including its origins, meaning, and current practices. It provides an overview of CSR provisions in the Companies Act of 2013, which mandates that companies meeting certain criteria must spend 2% of their net profits on CSR activities listed in Schedule VII, such as poverty alleviation, education, and environmental protection. Non-compliance requires companies to provide reasons. The draft rules clarify that CSR activities must benefit India and cannot include activities for employees. An estimated 6,000 companies will need to undertake CSR projects to comply with the new law, potentially amounting to 20,000 crore INR in commitments. For small and medium enterprises just meeting the profit criteria, engaging in CSR may
Corporate Charitable Donation and Tax Preference Planningijtsrd
The motivation of corporate social responsibility is changing from the pressure and power of the market to the initiative of enterprises. Corporate charitable donation is the main way for enterprises to fulfill their social responsibilities. Corporate charitable donation reflects the free and voluntary nature, which can help enterprises better realize tax planning while alleviating the pressure of government revenue and expenditure. Chinas enterprise income tax law and individual income tax law provide tax relief for taxpayers charitable donations. Since its establishment, ChuanHua group has actively undertaken social responsibility through charitable donation. This paper analyzes the charitable donation of ChuanHua group, which mainly through the establishment of charitable foundation to facilitate donation channels and joint donation of subordinate enterprises to reduce the groups tax burden and carry out tax preference planning, so as to improve the efficiency of resource allocation. Zhao Ying Xiang "Corporate Charitable Donation and Tax Preference Planning" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50221.pdf Paper URL: https://www.ijtsrd.com/economics/accounting/50221/corporate-charitable-donation-and-tax-preference-planning/zhao-ying-xiang
This document discusses how corporations can create shared value by addressing social problems through their business operations. It argues that achieving shared value requires significant shifts in how companies do business, including having a top-down strategy and leadership commitment to integrating social impact into the core business model. The document outlines forces driving more companies to adopt shared value approaches, such as expanding into developing markets, addressing environmental and social issues, and meeting increasing stakeholder expectations for corporate social responsibility.
This, the most recent Agency Food report
compiled by The Agency Works with the
highest level of response to the industry survey
we’ve had to date, gives a detailed insight into
Agencies in the Creative sector, looking at the
outlook and current perception of their trading
landscape in Q1 2016, versus Q1 2015.
This report summarizes the results of a survey of UK creative agencies conducted in Q1 2016 by The Agency Works. It finds that while most agencies see their performance remaining stable or improving over the next quarter, increasing new business leads and recruiting talent remain key challenges. Compared to Q1 2015, more agencies cite talent recruitment, decreasing client budgets, and increased competition as difficulties. The report also analyzes differences between agencies focused on B2B versus consumer clients, finding they operate in different sectors and have varying financial models.
The document summarizes a report by the Chronicle of Philanthropy on the top 3 most charitable companies in 2015. Pfizer was ranked first, donating $93.3 million in cash along with services and products. Gilead Sciences was second, donating over $2.3 billion, over a 100% increase from the previous year. Merck & Co. donated close to $2 billion in 2015, with $133 million in cash. The report analyzed charitable donations from the largest 150 US companies based on pretax income, cash giving, donated products, and grants.
01. The document discusses bridging the gap between business and society by having companies actively seek to "mend the gap", not just "mind the gap". It explores how engaging with stakeholders can boost business success.
02. Danone is highlighted as a company that has integrated sustainability into its core purpose and business model. It guides all its actions with a clear mission of achieving health through food.
03. Danone has embedded sustainability through its "Danone Way" process, which covers topics like environmental impact, nutrition, and human rights. It engages employees, suppliers and society to build strong, collaborative ecosystems.
Investor calls for transparency and the rise of social media have thrust the impact businesses have on the economy, the environment and society more firmly into the spotlight. Drawing on more than 2,500 interviews with business leaders in 34 economies, Corporate Social Responsibility: beyond financials, looks at how companies are responding to this challenge; how they are making their operations more sustainable and what role they feel integrated reporting can play.
The document is a magazine for members of the Charity Finance Group (CFG) that includes the following articles:
1) An interview with the CEO of a charity discussing challenges in the sector like increasing commercial astuteness.
2) An article asking what social investment may look like after the upcoming UK general election.
3) Advice on using crowdfunding and social investment platforms.
4) Articles on whether rebranding investments are worthwhile and personal experiences with rebranding.
5) Insights from charity and auditor perspectives on choosing an auditor.
Companies with social responsibility and servicesSharun Ichigo
This document discusses the environmental records and CSR practices of several major corporations, including Microsoft, Google, Disney, BMW, Apple, Mercedes-Benz, Volkswagen, and others. It provides details on each company's policies and initiatives related to reducing their environmental impact, such as efforts to increase energy efficiency, use renewable energy, reduce emissions and waste, implement more sustainable business practices, and engage in philanthropic environmental causes through partnerships.
Improving the Effectiveness of Charities Through TransparencyAbiola Abdulkareem
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3. 3
Introduction
What is corporate giving?
Corporate Giving describes the donations made by corporations and private companies towards charitable
causes. This can be in the form of a cash or in-kind gift to a charity or community organisation.
In this paper, corporate giving has been defined as the total contribution by a company as calculated
by the LBG model – one of the most commonly used methods by corporations. This includes cash and
in-kind donations in addition to the value of work hours donated through employee volunteering schemes
and any management costs incurred in implementing community investment initiatives. The sum of these
donations constitutes the total donation figure and includes donations made both in the UK and overseas.
About the data
The figures used in this paper are those reported by FTSE 100 companies in their Annual Reports and/
or Corporate Responsibility reports from 2009 to 2014. The companies used for this report are those
that were constituents of the FTSE 100 as of 15th December 2015. For the sake of continuity, the list
has remained unchanged and companies listed on this date have been included regardless of when
they joined the FTSE 100.
There are 16 companies in this report that were not in the first report we produced on corporate giving
by the FTSE 100 in 2014. These companies have all joined the FTSE 100 since December 2013 when
the list for the previous report was taken.
Throughout the report, the year refers to the accounting year ending, i.e. 2014 refers to the accounting
year 2013/14.
The donation figure produced in accordance with the LBG model has been used where supplied,
otherwise the total ‘charitable donations’ or equivalent figure has been used. For the majority of
companies, this donation figure is not supplied with any further information within the annual reports
and/or corporate responsibility reports.
Since a change in legislation in 2013, a total of thirteen FTSE 100 companies have chosen not to
specify their corporate donations for one or both financial years. As such, their contributions, if they
made any, could not be included in this year’s report. These thirteen companies collectively donated
£17.2m (or 0.7% of the £2.4bn total) to charitable causes in 2012, the last financial year in which
reporting corporate donations was mandatory.
1 Details of LBG model
available: http://www.
lbg-online.net/#about
5. 5
Conclusions
Two years after our first report, we return to corporate giving by the UK’s biggest companies with a few
points remaining the same. A small number of companies are continuing to account for the majority
of charitable contributions while a number of big companies, and industries, continue to give relatively
little. However, much has changed in two years: fewer companies are now reporting on their giving and
donations have fallen across the spectrum year-on-year. However, revenues are also down overall and,
relatively, FTSE 100 companies are more generous than in previous years, with a number continuing to
make charitable contributions despite falling, or even negative, profits.
It is only through continued reporting on corporate responsibility that we are able to assess the
collective good that so many of these businesses are doing. The £2.1bn contribution of the FTSE 100
companies in 2014 was equivalent to three per cent of the gross income of the charity sector for that
year.10
The contribution of businesses to the voluntary sector and communities in the UK and abroad
is not to be undervalued. However, awareness of such giving is low among the British public, who on
average only think 36 per cent of FTSE 100 companies donate to charitable causes in a typical year.11
This lack of awareness should be of concern to businesses, particularly given that knowledge of a
company’s charitable activity can impact behaviour positively. In a separate study, more than six
out of seven (87%) companies who evaluate their corporate responsibility activities said they have
a positive impact on their reputation and almost two-thirds (64%) said they impact positively on
customer engagement.12
There is a clear case for improved reporting on corporate responsibility activities and, prior to the
change in legislation, engagement with good corporate responsibility practices was improving.
Although most continue to report on their charitable activity, there are signs that an increasing
number are taking the opportunity to opt out. Given the size and influence these businesses have over
the sector, it is concerning that, without knowledge of their contributions, they may no longer be able
to set an example for the rest of the business sector in the UK.
10 The annual gross
income of the 164,348
charities filing accounts
with the Charity
Commission for the year
ending 31/12/2014
was £65.7bn. Source:
https://www.gov.
uk/government/
publications/charity-
register-statistics/
charity-register-statistics-
for-previous-years-
charity-commission
11 CAF (2014) ‘Public
Perceptions of Corporate
Giving’
12 CAF (2012) ‘Corporate
Market Study’
7. 7
Total donations by FTSE 100 companies are down year-on-year
Total donations by FTSE 100 companies have fallen year-on-year for the first time since 2011. The fall,
measuring £420m, or 17% in absolute terms, puts giving in 2014 at its lowest level since 2009.14
Figure 1: Total revenues, pre-tax profits and charitable donations by FTSE 100 companies
Base: FTSE 100 companies (n=100). Figures have been rounded to 2 significant figures
The decrease is seen, although to different extents, across eight of the ten industries represented in the
FTSE 100. Between the six years examined in the report (2014 vs. 2009), aggregate revenues of the FTSE
100 have increased by 25%, while aggregate donations have only increased by 13 per cent.
However, the median donation continues to increase
The effect of extremes in the data is clear from the fact that the median donation actually rose in
2014, as it has done each year since 2009. This suggests that while a small number of companies may
have reduced their giving, a large number continue to give at similar levels as previous years.
Figure 2: Median revenue, pre-tax profit and charitable donation by FTSE 100 companies
Base: FTSE 100 companies (n=100). Figures have been rounded to 2 significant figures
14 In real terms, giving in
2014 is slightly lower
than in 2009
Donations
Pre-tax profit
Revenue
2009 2010 2011 2012 2013 2014
£1,400bn
£1,600bn
£1,700bn
£1,800bn £1,800bn
£1,700bn
£110bn
£160bn
£210bn
£160bn
£140bn
£130bn
£1.8bn
£2.4bn
£2.3bn
£2.4bn
£2.5bn
£2.1bn
Donations
Pre-tax profit
Revenue
2009 2010 2011 2012 2013 2014
£5,700m
£5,900m
£6,000m
£6,500m
£7,100m
£6,600m
£290m
£470m £420m
£370m
£420m
£580m£1.6m
£2m
£2.7m
£3.1m
£3.5m
£3.8m
Main Findings
9. 9
As a result, a small number of companies are responsible for the overall decrease
A closer look at the year-on-year data shows that there are six companies whose 2014 donation has fallen
by £20m or more each compared to 2013. These six companies account for £340m, or 81%, of the total
£420m fall year-on-year. Conversely, the largest single increase in donations year-on-year is only £5.2m.
A matched data set for 2013 and 2014 shows that a similar number of companies have increased their
charitable donations as decreased them. However, it is the extent of the decreases that causes the overall
fall. The total decrease among those 40 companies amounts to £450m whereas the collective increase
among the 42 amounts to only £43m.
Figure 5: Year-on-year changes in charitable donations
Decrease
Number of companies Total Average
Increase
42 40 £43m
£-450m
£1m
£-11m
Base: Matched data set for FTSE 100 companies reporting an annual donation in both 2013 and 2014 (n=85)
Overall, revenue has increased more than donations in the long term
Between the six years we have evaluated (i.e. comparing 2009 to 2014)
aggregate revenues have increased by 25 per cent, while aggregate
donations have only increased by 13 per cent. In that time, donations
have increased more than revenues for six industries, while four
have seen the reverse.
Figure 6: Change in revenue vs. change in donations
between 2009 and 2014, by industry
Base: FTSE 100 companies (n=100)
Donations
Revenue
BasicM
aterials
Consum
erGoods
Consum
erServices
Financials
Healthcare
Industrials
Oil
Gas
Technology
Telecom
m
s
Utilities
141%
51%
18%
-9%
33%
9%
-11%
14%
-15% 1%
17%
84%
43%
-2%
21%
506%
-9% 6%
17%
23%
11. 11
Over the six year period, the Health Care industry alone accounts for two-fifths of all FTSE 100 donations,
the same proportion as in the previous report (39%). It is worth noting here that although some
industries appear far more generous than others, it is common for companies in certain industries to
be obligated to make certain donations. Mining and oil companies for example are often contractually
obliged to make contributions towards the communities in which they operate.18
In certain markets,
utility companies must make a mandatory contribution towards particular vulnerable customers.19
There are wide discrepancies, present in all industries but particularly health care companies, in how the
value of in-kind donations is calculated. Those using, for example, retail or wholesale prices will appear
more generous than those using cost price. Ideally, mandatory contributions would be considered
separate from charitable giving and companies would all use the same criteria in calculating their
donations, but this is not the case and in many instances it is not possible, due to a lack of consistency
and clarity, to determine what exactly a company is counting as ‘charitable giving’.
A change in legislation has undermined efforts to make corporate giving
more open and transparent
A change to the Companies Act in 2013 meant it was no longer mandatory for companies to report
their corporate donations. Figure 8 shows the extent of those not specifying their corporate donations
over time, with an increase to 59% in 2014. The data also suggests this is having an impact among
large companies: since the reporting of corporate donations became optional, a total of thirteen FTSE
100 companies have chosen not to specify their corporate donations for one or both financial years,20
which may support the view held by the majority (61%) of the public, that corporate responsibility is
just a PR exercise for businesses. This is despite almost three-quarters of the public (73%) agreeing
that businesses should be more open and transparent about their charitable giving.21
Figure 8: Corporate donations over time, by type
18 http://www.energyand
resources.vic.gov.au/earth-
resources-regulation/
licensing-and-approvals/
minerals/guidelines-
and-codes-of-practice/
community-engagement-
guidelines-for-mining-
and-mineral-exploration
19 https://www.gov.uk/
government/news/
warm-home-discount-
to-provide-money-off-
energy-bills
20 The six companies who
did not declare their
donations in 2013 had
accounted for 0.27%
of all donations in the
previous year and the
seven not declaring in
2014 had accounted for
0.51% of all donations in
the previous year
21 CAF (2014) ‘Public
Perceptions of
Corporate Giving’
0
£500m
£1,000m
£1,500m
£2,000m
£2,500m
Not specified
Management
costs
Time
In-kind
Cash
2009 2010 2011 2012 2013 2014
Totalcorporategiving
50%
41%
48%
42%
57%
59%
Base: FTSE 100 companies (n=100)
At the time of the previous report there were suggestions that the environment may be improving for
charitable giving. However, since returning to update the findings using data from two years on, fewer
companies are reporting on their charitable donations.
12. 1860A/0216
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