2016-11-03 Building Disruptive CSR

1. Thrive. Grow. Achieve.
Building Disruptive
CSR (Corporate
Social Responsibility)
Clifford Yee – Managing Director
November 3, 2016
Carol Chin-Fatt – Engagement Leader

2. Confidential
Disruptive
Corporate Social Responsibility Initiatives
November 3, 2016
Clifford Yee – Managing Director
Carol Chin-Fatt – Engagement Leader

3. 2Confidential
Prepared for:
The information provided herein has been provided expressly for Raffa Learning Community
attendees as a basis for discussion purposes only.
This presentation was developed, compiled, prepared and arranged by Raffa, P.C.
through the expenditure of substantial time, effort and money
and constitutes valuable intellectual property of Raffa, P.C.
All right, title, and interest in and to the presentation is vested in Raffa, P.C. and
none of these presentation slides may be used or reproduced without Raffa, P.C.’s prior written
consent.

4. 3Confidential
What are we here to talk about today?
• Who & Why
– This workshop is for young for-profit start ups that want to
run their businesses in a socially responsible way
• What You’ll (hopefully!) Learn
– Develop a clear understanding of corporate social
responsibility (CSR)
– Understand the importance of articulating your intended
social impact
– Discover methods for measuring and communicating the
ROI of your CSR initiatives
– Identify potential CSR opportunities for your business to
maximize reputation, trust, efficiencies and employee
motivation — while achieving impact

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To serve as a catalyst
for positive systemic
change
Mission
Total
Employees
275
Office
Locations
(DC & Rockville)
2
Accounting
Consulting
Technology
Audit
Human Resources
Tax
Search & Transition
Investment Advisory
Employee Benefits
AffiliatedCompanies
Professional Services
$344,701
Cash Contribution
$119,571
In-Kind Contribution
$2,415,485
Pro Bono Contribution
$2,879,757
2015 Total Contributions
Community Giving
2015
Revenue
$46M
A quick snapshot of Raffa, P.C.

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Corporate Social Responsibility (CSR) defined
“Corporate Social Responsibility is the continuing commitment
by business to behave ethically and contribute to economic
development while improving the quality of life of the workforce
and their families as well as of the local community and society
at large”
– World Business Council For Sustainable Development

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Companies engage in a variety of social responsibility
initiatives and tactics
Nonprofit Partnerships
Human Rights
Philanthropy
CSR Reporting
Workplace Diversity
Employee Treatment
Environmental Management
Cause Marketing Supply Chain
Community
Investment
Employee
Volunteerism
Product Giveaways
Corporate Governance
Sponsorships

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Which typically result in three key business benefits
• Differentiation
• PR & Marketing
• Customer loyalty
• Environment
• Supply Chain
• Cost Savings
• Productivity
• Talent Retention
• Company Culture
Brand Operations
Employee
Engagement

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Corporate
Philanthropy
Corporate
Responsibility
Creating
Shared Value
Collective
Impact
“Give Back”
Business must
fulfill community
obligations
“Minimize harm”
Business should
be responsible
“Find opportunities
in social problems”
Business can
address social
problems to
increase profits
Traditional Progressive
“Transform Systems”
Business must
collaborate to solve
social problems
Companies design their CSR programs based on their
lifecycle, mission, values and intended impact

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Brand Operations
Employee
Engagement
Social Impact
Regardless of intended impact, all companies should
measure the social impact of their programs

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UN SDGs can help companies both develop and align
their CSR efforts, and/or define their intended impact

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A logic model is useful tool to help companies identify
their desired impact and what it will take to achieve it
Inputs OutcomesOutputsActivities Impact
Resources
dedicated to
or consumed
by the project
What the
project does
with its inputs
to achieve its
mission
The volume
of work
accomplished
by a project
Benefits or
changes for
participants
during and
after the
project
Long term
consequences
of intervention
A fundamental
change in a
system or
society
Planned Work Intended Results

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Case Study: USAA’s Corporate Responsibility Aspiration
Our Signature Cause
National Focus
Employee &
member
time, talent &
treasure
GOING ABOVE FOR THOSE WHO HAVE GONE BEYOND
MILITARY FAMILY RESILIENCY
FAMILIES IN NEED + EDUCATION + DISASTER RESPONSE
Support for Military
Caregivers, Families of the
Fallen,
& Wounded
Financial Readiness for
Service Members,
Spouses & Children
Fulfilling Careers for
Veterans & Military
Spouses
++
Promote emotional well-being, healing,
support systems & financial empowerment
Improve financial behaviors, habits,
stability & security
Provide transition assistance and increase
career opportunities
Additional Local Focus
Direct Impact Targets
Support safety, prevention and natural disaster
relief efforts for communities we serve
Promote financial literacy and help students
gain STEM-related learning opportunities
Address basic human needs due to
homelessness and hunger
Giving via
USAA & The
USAA
Foundation
Collaboration
with military
& community
groups
Products &
services
(aligned to
cause)
The USAA
Educational
Foundation
Resources (Enablers)

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Creating
Shared
Value
Nutrition, Water,
Rural Development
Environmental
Sustainability
Protect the Future
Compliance
Laws, business principles,
codes of conduct
Culture, Values & Principles
Case Study: Nestlé’s Strategic Roadmap to Create
Shared Value

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Disruptive trends are accelerating social impact and
businesses are becoming forces for good
Investing in the Human Capital of your Business
Emerging Frameworks for Collaboration
New Tools for Measuring and Reporting Impact

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Progressive companies are investing in the well-being of
their employees
Health & Fitness
Mindfulness
Fiscal Fitness
Diversity
&
Inclusion
Social Media
Family
Volunteerism

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And deliberately building a workforce that is purpose-
aligned
To draw global
attention to stories
that connect us
To share stories that
matter, amuse,
inform and inspire
To democratize
access to space for
the benefit of life on
earth
To create freedoms
for customers
without access to
power
Believing community
extends beyond the
places where we have
stores
Example Purpose Statements
Source: Imperative 2016

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By harnessing the sense of purpose that drives their
workforce, companies are fostering more social good
Purpose is powerful
Purpose-oriented workers are engaged and more likely:
•to be leaders (58%)
•to stay at their companies (20%)
•To promote the brand (57%)
• to find meaning in their work (64%)
Purpose
Finding work that matters to each person, and
connecting them to opportunities where they can drive
meaningful impact
Employee Orientation
Purpose | Achievement | Money
Source: Imperative 2016

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Purpose-driven companies are working towards solving
meaningful world problems with their employees
Every generation has Purpose-Oriented workers
“Purpose taps a universal need. It serves as a motivator
despite cultural differences – uniting everyone to contribute
to something bigger.”
Source: Imperative 2016

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•Walks, Runs
•Care/Impact Days,
Weeks, Months
• Drives & Kit Assembly
• Micro-Volunteerism
• Board Service
• Pro-­bono Service
• Mentoring
• Loaned Execs
• Fellowships
•Matching Gifts
• Dollars for Doers
• United Way/CFC
• Employee Funds
•Online Giving
Campaigns
Involvement
Projects
Employee
Giving
Skills-based
Volunteerism
Companies are finding new ways to engage employees via
smaller giving programs and skills based volunteerism

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Engaged employees can bring authentic humanity to their
employer’s brand
1. Pick your channel (s)
3. Let employees help tell your story
2. Create or engage in something bigger
#faceversary
#AdobeLife #IamCapitalOne
#TeamAmtrack#MacysLove
#LivingtheMcDream
#TalkinKoons

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New models of partnership are providing companies
easier ways to collaborate for more meaningful impact
Collective
Impact
Public-Private
Partnerships
Place-Based
Initiatives

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Corporations are increasingly leveraging Public-Private
Partnerships (P3s) to address community issues
Traditional P3 Focus Areas
Emerging P3 Focus Areas

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Place-Based Initiatives allow businesses to address
social issues in their local communities more holistically
Place
Based
Initiatives
Access to
Quality
Education
Jobs &
Economic
Vitality
Affordable
HousingSafety
Access to
Quality
Healthcare

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Case Study: NAZ in Minneapolis, Minnesota

26. 25Confidential
The Collective Impact model brings together cross sector
community partners to solve a specific problem at scale

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Case Study: Harlem Children Zone and Strive Partnership
are examples of replicable collective impact success

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No matter the type of model, sustainable multi-stakeholder
collaborations have several common conditions of success
Shared
Measurement
Continuous
Communication
Backbone or
Anchor
Support
Common
Agenda
Mutually
reinforcing
Activities

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As your company advances in its CSR journey, measuring
your social impact becomes more important
Access to Finance
Helps Tell Your Story
Helps Achieve Your
Purpose
Indicates Well-Run
Operations
Impact Reporting is an
Expectation
Measure Outcomes vs.
Inputs & Activities

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Companies are using a variety of frameworks and
certifications to demonstrate their impact
GRI Standards >> Overview Video
Certified B
Corporation
Global Impact
Investing Rating
System
Impact
Reporting &
Investment
Standards (IRIS)
Sustainability
Accounting
Standards
Board (SASB)
Global
Reporting
Initiative
GRI Standards
International
Standards
Organization
ISO 26000
Social
Accountability
International
SA80000
UL Environment
ULE880

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Award and recognition programs are useful for
measuring and communicating a company’s impact

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UN SDGS can help companies align the reporting of the
impact of their CSR efforts

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The rise of B Corps is fostering a movement where
businesses are a force for good
90% of Americans say that
companies must not only say a
product or service is beneficial,
but they need to prove it.”
- Cone Communications
“73% of consumers care about
the company, not just the product
when making a purchasing
decision.”
- BBMG

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Snapshot of Certified B Corps
1897+
CERTIFIED B CORPS
40+
COUNTRIES
140+
INDUSTRIES
1
UNIFYING GOAL
Business As A Force
For Good

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The B Corp assessment is organized across five
stakeholder impact areas
Community
Governance
Workers
Environment
Customers

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Other approaches and tools for accelerating impact will
continue to emerge and drive disruption in CSR
Social Impact Bonds
Conscious Capitalism
Social Return on
Investment
Impact Investing
Patient Capital
Program Related investing
Integrated Reporting
Venture Philanthropy
Social Entrepreneurship

37. 36Confidential
Our Final Thoughts
• Impact Matters! No matter how you decide to structure your CSR
strategy and programs, sustainable social impact should be a goal
• Invest in Human Capital! Take care of your employees, and they
will take care of your brand.
• Achieve Greater Impact! Cultivate your network of community
partners across all sectors for mutual benefit.
• Measure What Matters! People want to buy into a company, tell
them why they should buy into yours.

38. 37Confidential
Thank You!
Cliff Yee
cyee@raffa.com
@clifford_yee
Carol Chin-Fatt
cchin-fatt@raffa.com
@chinfattc
“It is not enough for business to do well; it must also do good.
But in order to do good, a business must first do well.”
– Peter F. Drucker