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1、 1 2019 Global Corporate Social Investment Insights 2019 Global Corporate Social Investment Insights 2 2019 Global Corporate Social Investment Insights ABOUT THE GLOBAL EXCHANGE Chief Executives for Corporate Purposes (CECP) Global Exchange (GX) is an international network of leading organizations c
2、ommitted to advancing the corporate sector as a force for good around the world. With partners in 15+ countries, the GX serves companies by building a body of knowledge on locally relevant corporate citizenship best practices through information sharing and collaborative research. The Global Exchang
3、e acts as a catalyst to enhance and advance corporate social investment strategies. The 15+ Global Exchange country partners encompass more than 500 companies and countries that represent more than 60% of the worlds GDP as well as more than 50% of its population. The partners include: Business in th
4、e Community in the U.K., CECP in the U.S., Cemefi in Mexico, Comunitas in Brazil, The Conference Board of Canada in Canada, CSRone Reporting in Taiwan, CSR Turkey in Turkey, Dynamo Academy in Italy, Fundacin SERES in Spain, Gestin Social in Chile, Korea Productivity Center in the Republic of Korea,
5、Maala in Israel, Russian Donors Forum in the Russian Federation, Samhita in India, SynTao in Mainland China and Hong Kong, Trialogue in South Africa, and Wider Sense in Germany. The GX provides an invaluable forum for GX country partners affiliated companies to advance their work and tap into a thri
6、ving and collaborative network by: Leveraging country-specific resources, local insights, and global trends to support companies strategy decisions. Accessing the GX networks research and standardization efforts related to corporate social engagement around the world. Forging peer connections with G
7、X country partners and the companies within their corporate network. Receiving global strategic counsel on specific questions or topics. GX-affiliated companies can also benefit from the networks insights, trends, research, event information, conference invitations, and a shared public voice on how
8、companies and CEOs can be a force for good in society globally. 3 2019 Global Corporate Social Investment Insights ABOUT CHIEF EXECUTIVES FOR CORPORATE PURPOSE CECP is a CEO-led coalition that believes that a companys social strategyhow it engages with key stakeholders including employees, communiti
9、es, investors, and customersdetermines company success. CECP has grown to a movement of more than 200 of the worlds largest companies that represent US$6.6 trillion in revenues, US$21.2 billion in social investment, 14 million employees, 23 million hours of employee engagement, and US$15 trillion in
10、 assets under management. CECP helps companies transform their social strategies by providing customized connections and networking, counsel and support, benchmarking and trends, and awareness building and recognition. ABOUT THE 2019 GLOBAL CORPORATE SOCIAL INVESTMENT INSIGHTS METHODOLOGY The insigh
11、ts presented in this document are the result of a collaborative effort with CECPs Global Exchange. This document features: Data analysis from the 2019 Global Exchange questionnaire fielded from April to June 2019. Insights from Global Exchange partners market-specific research and secondary research
12、. Analysis of international conference agendas collected from February to July 2019. The data analysis identifies shared characteristics and tests the scope of social investment trends across 86 companies with operations in 17 countries. Several of the questions were designed to enable the Global Ex
13、change to compare results and identify, from this year forward, year-over-year trends in areas like the Sustainable Development Goals (SDGs), private sector partnerships, measurement and evaluation, and shared value. The analysis also examines Corporate Societal Investment (CSI) expenditure, employe
14、e programs, international end-recipients, and other areas, allowing companies to benchmark and gain insights regarding global corporate engagement. Laura Galindo served as lead author. Insights from Global Exchange partners market-specific research and secondary research from other publicly availabl
15、e reports are used to develop additional understanding among respondent companies and their respective countries. The analysis of international conference agendas also serves to reveal common themes and international trends. HOW GX COUNTRY PARTNERS CAN USE THESE INSIGHTS Global Exchange country part
16、ners may copy or use excerpts of this Global Corporate Social Investment Insights document for their own use, presentations, blogs, or other purposes that would benefit from the analysis, insights, and benchmarking contained herein. CECP will publish some of the results in its industry-leading repor
17、t, Giving in Numbers, as well as in its annual insights roundup, Investing in Society. Companies may use the resulting insights to inform their global and local social investment strategies and to benchmark data and their progress. The goal is to enhance the ability of the Global Exchange partners t
18、o serve their companies and communities, as well as to develop our collective capacity to advance the networks overall mission and vision. 4 2019 Global Corporate Social Investment Insights KEY THINGS TO KNOW BEFORE YOU START READING DEFINITIONS Total Giving: This consists of a companys total contri
19、butions comprising: Corporate Cash: Cash giving from corporate headquarters or regional offices. Funds must be disbursed in the 12 months of the survey year. Foundation Cash: Cash contributions from the corporate foundation. For many companies, this includes the corporate side of employee matching-
20、gift programs. Funds must be disbursed in the 12 months of the survey year. Non-Cash: Product donations, Pro Bono Service, and other non-cash contributions (e.g., computers, office supplies, etc.) assessed at Fair Market Value and given during the 12 months of the survey year. Full-Time Equivalent (
21、FTE) Staff: Employees who oversee, manage, or directly administer corporate/foundation giving and/or employee volunteering. Employee Programs: Paid-Release Time: Includes time donated by employees during a normal paid work schedule to NGO organizations or the international equivalent, within corpora
22、te policies. With such a policy, the employee does not make up hours missed and, consequently, the company incurs salary costs for the missed hours. Skills-Based Volunteering/Pro Bono Services: Pro Bono Services must meet three criteria: 1) Formal commitment; 2) Employee is performing his or her pro
23、fessional function; and 3) The commitment is made to an end-recipient that is formally organized, has a charitable purpose, and never distributes profits. Total Giving Education Breakdown: Education, Higher: Includes contributions to higher educational institutions (including departmental, special p
24、roject, and research grants); education-related organizations (e.g., literacy organizations and economic education organizations); and scholarship and fellowship funds for higher education students through intermediary organizations and other education centers, foundations, organizations, and partne
25、rships. Education, K-12: Includes contributions to K-12 educational institutions (including departmental, special projects, and research grants); education- related organizations (e.g., literacy organizations and economic education organizations); and scholarship and fellowship funds for K-12 studen
26、ts through intermediary organizations and other education centers, foundations, organizations, and partnerships. Also includes contributions to programs that support pre-K education. Sustainable Development Goals: The 17 Sustainable Development Goals (SDGs) are a component of the United Nations 2030
27、 Agenda for Sustainable Development and also build upon the Millennium Development Goals (MDGs). The 17 SDGs officially came into force January 1, 2016 and have been a universal mobilizing effort to address all forms of poverty, inequalities, and climate change. Fiscal Year: The Global Exchange aske
28、d companies to report total contributions on a fiscal year basis (end date for 12 months of data). For most companies, this is 12/31/2018 or the end of the income tax reporting year if not following calendar year convention. 5 2019 Global Corporate Social Investment Insights KEY FINDINGS Global Exch
29、ange companies are giving prominent importance to the SDGs (51%), followed by measurement and evaluation (44%) and shared value (38%). These numbers represent companies that are already including these areas in presentations to senior executives. While companies afford private sector partnerships th
30、e least importance (36%), it should be noted that a high percentage of companies (46%) were not aware if their companies engage in partnerships with other private sector players. Very few companies (1%) dont incorporate the SDGs. The Global Exchange survey showed that 45% of companies reported contr
31、ibuting with at least one grant to international end-recipients in 2018. Two out of three companies reported having a foundation or trust in 2018. Thirty-one percent of those companies that reported having a foundation also stated they had more than one corporate foundation, opened outside the compa
32、nys headquarter country. The median total giving of companies that reported having at least one foundation was US$12 million, versus the US$4.2 million of surveyed companies that didnt report having at least one foundation. Only two out of ten companies reported an increase of the amount of resource
33、s spent on social investments over the last year internally and externally. Surveyed companies were almost evenly split when asked whether they were measuring the business value of community investments in terms of metrics that assess employees (e.g., improved retention), with 44% of companies agree
34、ing to conduct this measurement versus 42% not measuring. When companies were asked about measuring the business value of community investments through brand/customer metrics, 27% reported that their company didnt conduct brand/customer impact measurement. Twenty-three percent of companies stated th
35、at they did conduct this type of measurement. Companies reported that increasing employee engagement is top of mind when thinking about employee metrics. When focusing on brand or customer metrics, companies allocated the highest importance to improving reputation and/or trust score. The 2018 data s
36、howed that the median number of people on the community investment team (FTEs) was 7.5, with 23% of them reporting to a Corporate Citizenship/CSR department, 16% reporting to the Sustainability department, and 16% reporting to the Communications department In 2018, 42% of surveyed companies offered
37、“matching gifts,” as it is commonly known in some markets. The fact that almost half of the companies have a corporate giving program or policy that essentially doubles an employees donation to an eligible NGO organization is significant. It means that 36 companies are providing an incentive to empl
38、oyees to give and, to an extent (since the uptake from employees is unknown), they are also benefiting society as they support these organizations. The average volunteer participation rate in 2018 was 32%. For specific types of volunteer programs, the data suggest that programs that offer employees
39、the greatest time flexibility are the most offered: over half of the companies (56%) offer paid-release time/flexible scheduling, followed by skills-based volunteering/Pro Bono Service (35%). In 2018, 86 surveyed companies reported aggregate total giving of US$3.6 billion. The benchmark (median) for
40、 these companies was that community investments were 0.28% of companies total revenue. For a company with annual revenues of US$5 billion, that would be equivalent to a budget of US$14 million. Sixty-six percent of total contributions were allocated in the form of direct cash, 24% as foundation cash
41、, and 10% as non-cash. Almost half (49%) of surveyed companies provided a breakdown of total giving with a focus in Education: K-12 and Education: Higher. Summing all the education-related contributions reflected a total estimated expenditure in 2018 of more than US$350 million. The percentage of to
42、tal giving that companies contributed to Education combined was approximately 15% 6 2019 Global Corporate Social Investment Insights INTRODUCTION In 2018, companies were doing business under economic and political pressures as well as questionable policy decisions. With major elections in Brazil, Co
43、lombia, India, Russia, and Turkey, among other countries, many companies faced potential regulatory changes that would influence not only their corporate operations but also their social strategies. The China Foreign NGO law, which took effect in January 2017, continued to have demonstrable effects
44、within Chinas social sector (i.e., the third sector, or the NGO sector), however it also can be seen as a global signal of certain markets turning inwards in many ways. A rise in natural disasters and the devasting effects these have had around the world also resulted in a change in the dynamics of
45、corporate community investment teams that led to a repositioning and rethinking of their approaches. CEOs faced ever-louder voices from employees-as-stakeholders demanding that firms should not only serve shareholders needs but also the wider spectrum of what stakeholders represent. This includes be
46、ing customer-centric in their business decisions; inclusive in matters related to gender, sexual orientation, race, ethnicity, and more with respect to both customers and employees; supporting the communities in which they operate; and taking concrete action to protect the environment. Employee infl
47、uence is an important trend in a world where “my employer” is emerging as the most trusted institution (Edelman, 2018). CECPs Global Exchange country partner organizations are a united network serving corporate leaders leading social strategies for companies. In this capacity, the partner organizati
48、ons convened to consider how we might best harness the trends apparent across major markets and economies worldwide, with respect to both influential external trends affecting workplaces and the data-driven insights companies need to give context to their internal efforts. To this end, the 2019 Glob
49、al Exchange research covered a wide range of corporate social engagement topics ranging from companies opinions about the influence and prioritizing of different trends (SDGs, private sector partnerships, measurement and evaluation, and strategy setting and motivation) in addition to insights regarding employee engagement, corporate social investment, and th