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

1. MAKING GLOBAL CORPORATE
VOLUNTEERING YOUR
MULTI-TOOL FOR BUSINESS AND
DEVELOPMENT
Amanda Bowman,
International Business Leaders Forum
30th November 2011

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.
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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 countries
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4. REDEFINING GROWTH TO HELP
BUILD A SUSTAINABLE WORLD

5. GLOBAL CHALLENGES, BUSINESS
SOLUTIONS
• 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
PARTNERSHIP
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6. WHAT IS GLOBAL CORPORATE
VOLUNTEERING?
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7. WHAT IS GLOBAL CORPORATE
VOLUNTEERING?
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
responsibilities
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8. IBLF SPHERES OF INFLUENCE

9. IBLF SPHERES OF INFLUENCE
© IBLF 1992 Adapted 2010

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 offering
WORKPLACE
- 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 development
LEADERSHIP
- 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. GLOBAL CORPORATE VOLUNTEERING
YOUR MULTI TOOL FOR BUSINESS
AND DEVELOPMENT
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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.
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13. WORKPLACE
ERNST & YOUNG CORPORATE
RESPONSIBILITY 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.
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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 needs
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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
”
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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
countries
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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 cities
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18. THE BUSINESS CASE FOR GCV

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 communications
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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 society
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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 efficiency
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22. BUSINESS BENEFITS

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 with
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IBM

24. PRODUCT INNOVATION
DOW CORNING CITIZEN
SERVICE CORPS
•Helps Dow Corning gain
new insights into the needs
of people in emerging
markets and explore new
opportunities for innovation
and business growth
•4-week projects help the
company to develop a
better understanding of
developing markets and act
as a laboratory for new
ideas
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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’
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needs

26. BRAND REPUTATION
PEPSICORPS
• 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 reputation
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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
products
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28. MORALE, MOTIVATION, LOYALTY AND
PRIDE
TELEFONICA VOLUNTEERING
HOLIDAYS
•100 people each year take
two week’s of their holiday to
volunteer in Latin America on a
programme that combats child
labour
•The program builds networks
around the company
•Results prove that employees
are more motivated, with
increased satisfaction levels
and an impact on productivity
and absenteeism
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29. YOUR STEPS FOR SUCCESS
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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 Evaluation
10 • Consider Scale at the outset
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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 World
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32. FOR MORE INFORMATION
CONTACT
Amanda Bowman
E: amanda.bowman@iblf.org
ANY QUESTIONS?
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