Moving From PR Driven CSR To Strategic Aligned Social Investment

1. Clare Woodcraft
CEO
Moving from PR-driven CSR to Strategic Aligned Social Investment
Informa Webinar June 2015

2. 2
Delivering Social Value is Difficult
Millennium Development Goals
 Eradicate extreme poverty and hunger
 Achieve universal primary education
 Promote gender equality and empower women
 Reduce child mortality
 Improve maternal health
 Combat HIV/AIDS, malaria, and other diseases
 Ensure environmental sustainability
 Develop a global partnership for development
...As do Multilateral Agencies...
NGO’s play a role…
...And Foundations

3. 3
Business Can Play a Role
“Only businesses can create prosperity…”
Professor Michael E. Porter
Harvard Business School
Creating Shared Value

4. 4
Learning from Business

Focus/impact at scale
Market-based solutions
Financial-viability
Technical expertise-More than Money
Measuring
Managing risk

5. From CSR to Sustainability
“[sustainability]…is about the fundamental
intergenerational task of winding down the
dysfunctional economic and business models of the
nineteenth and twentieth centuries, and the evolution
of new ones fit for a human population headed
towards nine billion people, living on a small planet
which is already in ‘ecological overshoot’”
Volans, Transparent Economy, 2010

6. It’s A Mindset
The 7 C’s
• Challenging
• Curious
• Collaborative
• Courageous
• Creative
• Cross-
generational
• Culturally-
connected
5 Dimensions of FQ Leadership
• Incremental Systemic
• Change
• Narrower  Wider
• Networks & Thinking
• Shallower  Deeper
• Supply chains
• Lower  Higher
• Ambition
• Shorter  Longer
• Strategies
VOLANS

7. Delivering Maximum Impact
T – MA –

8. ALIGNMENT

9. 9
Alignment = Focus
Multiple One–Off Long term
Projects Partnerships
Lasting Impact
Leverage
GrantsInvestments
Social Investment
Traditional CSR

10. TRANSPARENCY
1
0

11. Learn From Failure
Execution • Partner lacked competence/skills
Market • No observable customer demand
Business
• No evidence of long-term financial
viability

12. MEASURE

13. Keep It Simple
.
Large-scale numbers?
Permanent Impact?
Financially Sustainable?
Technically Competent?
Long-term thinking

14. “…prevailing approaches to CSR are so fragmented and
disconnected from business strategy as to obscure the greatest
opportunities for companies to benefit society. If corporations
were to [use] the same frameworks that guide their business,
they would discover that CSR can be… a source of
opportunity, innovation, and competitive advantage…”
PORTER AND KRAMER
21st CENTURY THINKING

15. Integrated Sustainability Agenda
We launched Plan A in January
2007, setting out 100
commitments to achieve in 5
years. We've now extended
Plan A to 180 commitments to
achieve by 2015, with the
ultimate goal of becoming the
world's most sustainable major
retailer.
Through Plan A we are working
with our customers and our
suppliers to combat climate
change, reduce waste, use
sustainable raw materials, trade
ethically, and help our
customers to lead healthier
lifestyles.

16. “When the wind blows there are those
that build walls and then there are those
that build windmills…”
Ancient Chinese Proverb
Threat or Opportunity?

17. EMIRATES FOUNDATION’s
BUSINESS MODEL
Spin-offIncubation Pilot Scale-Up
0-2 years 3-4 years 5-10 years 10-15 years
Venture Philanthropy:
Creating Measureable Sustainable Social Value
FINANCIAL
LITERACY
KAFA’AT TAKATOF
KAYANI THINK SCIENCE SANID
PROGRAM PORTFOLIO

18. Shifting Our Mind-Set
Strategic Social
Investment
Aligned Focus
Long Term Partnerships
Adding Real Value
More than Money
Financial Viability
Exit
Traditional
CSR
Multiple Activities
Short Term Projects
Saving the Planet
Writing a Check
Financial Support
Subsidy Dependence

19. Thank You