CEMS Business Project - Transparency International - Corporate Volunteering

CEMS Business Project Transparency International Dring, Hauer, Leutenegger, Rinaudo, Rondeau
Bocconi University, May 2014

Sara Morante, Advisor

Bettina Gehrke, Academic Tutor
Moritz Dring (1766484)
Alexandra Hauer (1766567)
Nathalie Leutenegger (1659507)
Sergio Rinaudo (1435429)
Julie Rondeau (1766500)
Corporate Volunteering

Maximising Opportunities for Transparency International
CEMS Business Project
Agenda
2
! Methodology
! Market analysis
! How to build a fruitful partnership
! Concluding remarks
A diverse set of methodologies secures the best possible insight
3
! Numerous sources on
corporate volunteering from
the US, Canada and
Western Europe
! Detailed understanding
33 studies
evaluated in detail
53 relevant
studies identified
13 studies
included in
analysis
20 excluded based
on full text
20 excluded based
on lacking focus
Market analysis
Market research
Corporate volunteering
strategies of:
! 23 corporations
! 14 non-profits
In-depth interviews
! 4 corporations
! 2 non-profits
! 4 TI Chapters
! 1 expert
! 2 TI corporate volunteers
Survey
! 129 respondents
! Broad distribution of
nationalities
! Balanced gender
representation
The results and key learnings from these four sources have been
included in the following parts and recommendations
Theoretical background
Agenda
4
! Methodology
! Market analysis
! Analysis of todays practices
! Target group analysis
Agenda
5
! Methodology
! Market analysis
! What is corporate volunteering?
! How corporations do it
! How non-profits do it
! How Transparency International does it
What is corporate volunteering?
! Voluntary by corporation (and employee)
! Initiated/supported by the corporation
! Integrated into business (one time or regular)
! Service that could be sold on the market is provided
to the non-profit partner at no charge
! Employ employees abilities, time, monetary,
and tangible resources
6
Definition
Classification
Employees Continuity Duration Skill Initiative
One

---

Group

---

All
Single
events

---

On-going
Short-
term
(1d-4w)
---
Mid-term
(1m-1y)
---
Long-term
(>1y)
Low

---

Employed

---

Transfer
Employee

---

Corporate
Benefits and challenges
Non-profit partner - benefits
! Know-how
! Labour
! Potential new volunteers

Non-profit partner - challenges
! Cost of adjustment, coordination,
novice support

Corporate partner - benefits
! Employee loyalty, commitment,
professional development
! Employer branding
! CSR (reputation, image, etc.)

Corporate partner - challenges
! Cost of coordination,
communication, off-time work,
other resources
(Gentile, 2012; Heuberger, 2006)
Various forms of corporate volunteering allow for any kind of
involvement
7
Type Description Skill People Duration
Support of
Leisure
Volunteering
Increased vacation entitlement, flexible working hours,
monetary and infrastructural support etc.
All
Individual,
group
All
Time-banks
Corporation gives time budget during work time;
employee free to use for any volunteering
All Individual
Long-
term
Social /
Volunteering
Days
Department or whole corporation supports a cause for
one day
Low Group, all
Short-
term
Pro bono
Service (in own field) provided for free Employed
Individual,
group
All
Development
projects
Skill development (on both sides); individual: social
internship, skills employed; team: team training
All
Individual,
group
Short-
and mid-
term
Mentoring
Accompany, consult on problem or in crisis (incl.
function-specific mentoring; "partner in leadership":
mentoring to same-level executives in non-profit;
"business of board": board function)
All Individual
Long-
term
Secondment
Full pay, project-based work in non-profit: Executive or
mid-career. Executive: loaned, exchange, transition
Employed,
Transfer
Individual,
group
All
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Agenda
8
! Methodology
! Market analysis
Corporations offer corporate volunteering opportunities according to
five main models, with a more or less structured approach
9
Corporates involved in corporate volunteering: the five main models
Social Days
30%*
Support of Leisure Volunteering
Portfolio of Projects
Pro Bono
Development Projects
13%*
22%*
17%*
18%*
*
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Different models imply different skill intensity and result in various
benefits and challenges
10
Different skill levels involved
0% 20% 40% 60% 80% 100%
Volunteering
Development
Pro-bono projects
Portfolio of projects
Support of Leisure Volunteering
Social Days
Low Employed Transfer
! Pro bono projects and
volunteering development
are much more complex:
not accessible to all
organisations
! Different corporations apply
different models,
depending on various
factors (e.g. corporate
culture, opportunities
available, etc)
Corporations benefits
! Add social value
! Add increasingly important component to
HR offering in order to attract new recruits
! Better work-life balance
! If skills are employed, staffs expertise and
market knowledge should increase
Corporations challenges
! Time, money and efforts are considered as
low value-added, if not even wasted by
many executives: sometimes adverse
corporate culture
! Practical difficulties in setting up projects
Two examples of corporate volunteering
Corporate Service Corps, IBMs flagship global
leadership development programme, consists of:
! Sending teams of employees to a
developing country to work on development
projects
! Leverage IBMs commercial work in
providing volunteering.

Benefits:
! High social purpose to attract employees,
! Community involvement as an out-of-the-
box fresh activity that develops employee
skills and corporation competencies.
Lilly has created the Six Sigma Community
Outreach Initiative in order to:
! Apply the Six Sigma process to NGOs,
hospitals, and local and state government
agencies,
! Help them to improve their organisational
and programme management processes.
Benefits:
! Leverage the skills of its in-house Sigma
black belts to increase efficiency and bring
improved services to more people,
! Improve and develop corporate knowledge.

11
IBM Lilly
Source: corporations websites
Look out for country trends: 80% of corporate volunteering is social
days in Austria
12
What
Social
Days
Practical insight
! Overtime often not paid extra (All-inclusive contract)
! Corporation resources and clear activity for corporate volunteering by definition
! In Austria connection primarily established via free-of-charge service from non-profit
! Platforms (Fundraising-Verband, Freiwilligen-Messe, RespAct) available
! Overall, low-skilled corporate volunteering dominant
! Currently hype for social days in Austria (team building, PR, awareness)
! 80% of corporate volunteering (estimate)
Other
forms
! Pro bono: mainly lawyers, consultants, media agencies; Mentoring (IBM), support of
leisure volunteering (Henkel), time banks (EVN)
! Basically no secondments publicly known
Best
Practice
! Pfizer: One Corporate Volunteering day / month; employees free to join
! Long-term partnerships (with different non-profits); evaluation included
! IBM: Pro bono logistics system for food redistribution for non-profit
! Computer classes for women in homeless shelter, computers for nursery schools
Practical insight
Forms of volunteering
! One FTE for marketing corporate volunteering
! Consider external consultant (fee paid by corporation): might be unattractive
! Provide opt-out jobs for employees that do not want to participate in corporate volunteering
! Be aware of country trends (e.g. Austria: primarily social days)
How Raiffeisen Leasing does it: cooperations can also be established
via works councils
13
Homeless
project
! Support in soup kitchen for the homeless: low skilled, skill employed and monetary
! Planning, organisation and implementation by corporate staff
! Directed via staff representatives / works council, marketed via internal media and
client communication
! Established via personal contact, knowledge about possibility publicly wide-spread,
in the media, etc.
! Prepare a low-barrier entry to task: easy to join, well-prepared information
! Engage your volunteers regularly: decreases transaction and training costs
! Encourage them to publicise their experiences for your marketing purposes
! cooperation not necessarily via HR, but potentially also via works council or trade union
Benefits Weaknesses
! New perspectives, social learning, team
building
! Less non-profit-staff needed
! Regular basis volunteers already well-
informed
! PR and awareness within corporation
! Potentially unstable supply of labour
! Potentially helpful to have skills transferred
How the Austrian Federal Economic Chamber does it: extending your
network can be a major benefit of corporate volunteering
14
Management
exchange
! Management exchange: 5 working days in non-profit, 5 in corporation
! Corporation initiative for teambuilding, employees are free to apply
! Organised and directed via an external, paid organisation
Benefits Weaknesses
! Corporation: reputational benefit, social
competence, team building
! Non-profit: Networking effect, perspectives
& ideas
! Mgt. exch. more social competence learning
for corporate and effort for non-profit
! Volunteering not open to all employees
! Employee volunteering not directly
supported by corporate, employee initiative
Employee
volunteering
! Team of employees gathered to support different causes in their leisure time
! Numerous projects with varying duration
! Team effort, employee initiative
Mentoring
for Migrants
! Long-term, individual support of migrants to integrate themselves in new country
and labour market
! Participants from companies, but also Austrian Federal Economic Chamber
! Often future customers of the organisation
! Consider including an external organisation for establishing cooperation
! Be aware of your needs and what you are able / willing to offer to your potential partner
! Profit from networks that are established via cooperations and look after your network
No knowledge of corporate volunteering at a large German industrial
15
Corporate
volunteering
unknown
! Central recruiting never heard of corporate volunteering
! Curious about the concept
! Doubts about its applicability -> whether it would work in old-school German
Mittelstand, since the prevalent corporate culture is quite conservative
Current situation
Benefits Weaknesses
! Potential to find shared value and benefit
(but non-profit would need to match the
firms values)
! Difficult to align a big organisation
! Too much effort to organise
! The initiative would need to come from an
employee (bottom-up approach)
! No employee has ever asked about it
! Change in corporate culture necessary?
! Do not waste efforts on companies with a corporate culture that does not fit TIs needs
! Leverage employees interest
! Corporate volunteering is not as evolved in continental Europe as it is in the Anglo-
Saxon world
! Corporate volunteering seems to be dependent on local culture and may only be
applicable to certain types of companies
Well-established secondment activities at a large management
consulting firm
16
Secondment: An externship is a short period of work in an organisation other than the consulting firm.
Most consultants who take part in the programme choose to work for a non-profit

Process (approx. 2 months):
1. A separate department exists for non-profit cooperation
2. Possibilities communicated to employees via emails, on an internal webpage or during trainings.
3. Employee reaches out to local HR, they then talk about the goals of the externship
4. Employee defines geography, cause, type of work he/she would like to do during the externship
5. Department then comes up with recommendations regarding time, non-profit, etc.
6. Employee contacts another employee who performed a similar externship before for more info
7. Short application to the non-profit that then takes over with a specific process
8. Simultaneously, coordination with local office/fit to professional development and case demand
Benefits Weaknesses
! Centrally driven process integrated into
professional development plans
! High commitment
! Access to high-level of human capital for the
non-profit involved
! High sense of fulfillment for employees
(sense of giving something back)
! Only limited choice of non-profits
! Highly dependent on local office culture
! Contact this kind of corporation for
projects on specific issues
! Very professional corporate
volunteering processes
Agenda
17
! Methodology
! Market analysis
The majority of non-profits offers the possibility to corporate
volunteer, according to two models
18
Practical insight
! 100% offer the possibility to donate money
! 64% offer the possibility to corporate
volunteer
! 36% do not offer the possibility to corporate
volunteer
Options for corporations
Skill intensity of volunteering tasks
Two main models
! 44% - Corporate Partnerships: Regular
financial donation + pro bono assistance
! 56% - Corporate Volunteering: Low skilled
or skilled consulting-like tasks
Duration
Low Short term
Employed Short or long
term
Transfer Long term
0% 20% 40% 60% 80% 100%
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Low Employed Transfer
Requirements and benefits are commonly advertised for corporate
volunteering opportunities
19
! Shared values: the corporation must comply to the non-
profits values
! Independence: the non-profit must stay objective and
independent from the corporation
! Public image: both parts must act responsibly to
maintain a good public image
! Commitment: The corporation should be actively
committed to CSR
Most common requirements
Level of information about volunteering opportunities
Type of corporates
! Almost always multinationals
such as Wal-Mart, Credit
Suisse, ABB
! The industries vary greatly,
financial services companies
slightly more represented
Benefits for non-profits
! Financial support
! Assistance in daily operations
! Increased expertise of the
staff
! Exchange knowledge and
skills
! Gain insight into the
corporations industry
! Broader contact network 0
1
2
3
4
Average
High
Low
Corporate partnerships Corporate volunteering
Two examples of corporate volunteering with employed and
transferred skills
In 2013, 14 employees volunteered full-time
! Strategic direction for the partnership
! Improving the distribution chain for vaccines
! Establishing a framework to measure the
impacts of the partnership
Benefits:
! Financial contribution to the organisations
activities
! Creation of sustainable solutions for
important health issues
! Provision of knowledge the organisation did
not have the opportunity to develop
Since 2012, ABB has been engaged in ICRCs
water projects, providing pro bono assistance on
the field
! Training sessions of ICRC engineers
! Financial sponsorship of training sessions
Benefits:
! Contribution to the organisations daily
operations through knowledge transfer
! Financial donations
20
Save the Children and GlaxoSmithKline ICRC and ABB
No shared values and high costs are the reasons for not offering
corporate volunteering
21
! 36% of the non-profits analysed do not offer the possibility to corporate volunteer
! Well-known organisations such as Amnesty, WWF, Hand in Hand International and Fair trade
! Does not imply that they dont have contact with the corporate world

Why not?
! Failure to comply to the shared values, leading to credibility and image damage
! Time and resource consuming, although often interest in the idea
Non-profits that do not offer the possibility to corporate volunteer
! Importance of choosing the right corporations to partner up with

! Be aware of the costs of corporate volunteering for the non-profit
It is challenging to accept more qualified volunteers if they stay for a limited time period as they would
need to undergo a long learning process before they can deliver more qualified work. This is very time
and resource consuming so we would prefer to do this ourselves and delegate the administrative work
to volunteers, alternatively recruit a new employee to focus entirely on the qualified work with a long-
term perspective

Agnes Svensson, programme Manager at Hand in Hand International
The Swedish Red Cross seeks to expand its activities towards
22
Expansion
into
corporate
volunteering
! Current expertise in volunteering work and specialised services (Aid, Medical)
! Want to expand to corporate volunteering to increase the range of their offering,
professionalise
! Trying to understand corporate volunteering market (but unorganised and
intransparent)
! Corporate volunteering a big trend and growing fast, but in an early stage
Current situation
Benefits Weaknesses
! Funding
! Mutual learning
! Expansion of skillset and covered areas
! International roll-out complicated
! Cultural differences among national chapters
and customs
! Difficult to send people abroad
! Similar situation as TI, but bigger organisation
! Mostly looking to expand expertise; TI should rather look to professionalise
! Corporate Volunteering may be the next big thing; however, TI needs to be very aware
of how to use corporate volunteers
Agenda
23
! Methodology
! Market analysis
Well-functioning corporate volunteering practices at TI UK
24
Student
internships
! 3 to 6 month internships for students, large number of applications
! Generally background in law or business and a genuine interest in TIs issues
Corporate
volunteering
! Case by case, fill the gap with particular expertise for a specific project
! Greatest needs in research and publications, events and admin
! Currently one volunteer from the Financial Conduct Authority
! One TI staff member responsible for introduction and monitoring
! Until now only cooperation with governmental organisations, informal contact
! Structure the corporate volunteering activities following the model of the internship
programmes: less informality
! Communication: use website to make the partnership visible to externals, to inform and
attract potential new partners
Benefits Weaknesses
! Access to qualified staff to fill the resource
gap
! Extend the possibility of what TI does
! Good integration with the governmental
organisation as the topics are interrelated
! Informality of corporate volunteering versus
formality of internships (recruitment,
advertisement, structure of activity etc.)
! Risk with corporate partnerships:
engagement versus exclusion-philosophy
Strong connections with the private sector at TI Canada
25
! Several different committees: legal, marketing, education etc.
! Pro bono work virtually on different projects, meeting every 2-3 months
! Financial contribution of 100 dollars in the form of membership
! Regular support mostly from law firms, since greatest need
! Ex: lawyers volunteering for the anti-corruption report every 3 years
! Ex: yearly audit done by volunteers from one of the big four
! TI should focus on portraying itself as a true coalition, to not be perceived as working
against corporations but with them
Benefits Weaknesses
Active
Committee
s
Projects
Pro bono
long term
Interns
! Students virtually support with research work and project assistance
! Education committee researching how to cooperate with universities
Pro bono
short term
! Volunteering as speakers for specific events
! Ex: one-day workshops with an industry, conferences
! No office, almost all work and
communication is done online which can
lead to inefficiencies
! No paid staff, only volunteers
! Well-represented board and close
cooperation with private sector: strong
network and used to corporate volunteers
! Benefits from volunteers go beyond money:
recognition of the cause of corruption
Only limited use of corporate volunteering at TI Italy
26
School
projects
! Corporation representative talk at schools about CSR from practice perspective
! During work time (half-day workshop), corporation sends employee
! Individual basis
Discussion
tables
! Sector-wide working tables with corporation representatives to establish guidelines
! TI approaches companies (first existing partners, if not available also others)
! TI gives input and knowledge in exchange for corporations knowledge
! 4 meetings in 2 years, individual basis
Benefits Weaknesses
! Primary contacts via existing partners
decreases likeliness of extending network
! Volunteers not yet involved in administrative
support unexploited potential
! Potential of team building not exploited
! Chance to motivate corporate volunteers to
integrate TI philosophy into corporation and
spread the values and awareness
! Seize volunteers know-how
! Networking potential for corporate partners
! Assess your needs and consider new options for involvement
! Corporate volunteers as potential ambassadors of non-profits values after experience
! Understand benefits for your partners
Short term corporate volunteering, but strong connection to
corporations at TI Hungary
27
Student
internships
Pro bono
! Sometimes work with legal firms, but it very difficult to get a pro bono
! Develop services linked to corporations needs, but be aware of the risks
! Be entrepreneurial in expanding the fight against corruption
! Corporate culture as the most significant limit to corporate volunteering: without a change
from the top, no real corporate volunteering plan can be put in place
Benefits Weaknesses
! Not fully dependent on monetary donations,
since it is a non-profit with revenues
! Strong relationship with universities
! Increased awareness about corruption by
collaborating with corporations
! Risk if corporations motivation for
partnerships is based on publicity
! Limited number of corporations to work with
since it is an in-depth and long commitment
! Risk of losing the non-profit characteristics
! 25-30 interns/year, 6-8 weeks, diverse backgrounds: media, politics, mainly law
! Contact through lectures in class or web search
! Tasks consist of data handling, general research and event management
Discussion
Tables and
Workshops
! 9-19 corporate supporters: monetary donations, participating to Corporate Forums,
TI events, roundtables, etc.
! On TI-related issues and accountability
Key learnings from TI Chapters: perceived potentials and
development needs
28
Major perceived potentials
Italy
Legal Audit
Consulting&
Project Mgmt
IT Admin
General
Research
Skilled / Expert Knowledge Lower skilled
CA, Hungary
Current use
CA, UK CA, IT, UK, Hungary
Italy (IT)
Perceived needs
Research &
Publications
UK
Canada (CA) CA CA
Hungary Hungary
! Spread TI
philosophy

! Networking
potential
for
corporate
partners

! Seize
external
know-how
and
qualified
staff

! Extend TIs
resources
and
capabilities
Major development needs
! Low level of formality when it comes to contacts with corporations
! No corporate volunteering contact points or information currently
published (e.g. on website)
! Discover and market benefits for corporate partners
! Involve more than current supporters and partners (network extension)
! Chapters face challenges seeing and leveraging their great potential
! Need to assess their needs to discover corporate volunteering potentials
TI already employs a diverse set of corporate volunteering models
29
Volunteer
day
Internships
Pro bono
projects
Volunteer on
the side
Secondment
TI already employs a diverse set of corporate volunteering models this is
just not common knowledge across the organisation
TIs needs and the benefits inherent in corporate volunteering match
30
Major perceived potentials and needs
Legal Audit
Project
Management
IT
Admin
General
Research
Research &
Publications
TIs needs and the benefits inherent in corporate volunteering match but
only few are aware of these benefits
TIs needs and the benefits inherent in corporate volunteering match
31
Key learnings from interviews with TI chapters
! Go central? Not necessarily

! Go big? Multinational corporate partners are the most likely targets

A careful assessment across chapters taking into account national characteristics could
show that some needs indeed exist for the entire organisation and can be best addressed by
one international responsible rather than many local ones
Structure
! Of corporate volunteering
programmes
! Across chapters
Communi-
cation
! To corporates
! Across chapters
Needs
! Corporates
! TI
Coherence Coherence Cooperation
Agenda
32
! Methodology
! Market analysis
! Survey results
! Volunteers voices
High awareness and interest for corporate volunteering among
survey respondents
33
55%
45%
Yes
No
82%
18%
Yes
No
Have heard of corporate volunteering
Find corporate volunteering interesting
! One reason for the extraordinarily high
share of respondents aware of corporate
volunteering may be a high share of our
peers in the group
! Very high general interest in corporate
volunteering
! Potentially due to innovative concept,
not directly related to actually planning
to volunteer
About one quarter of survey respondents currently volunteers
social norms seem to drive part of the interest
34
Currently volunteer
! Extremely high share of respondents
who say they would participate in
! If your (future) employer would offer
corporate volunteering, would you
participate?
! Potentially driven by social norms; not
a high priority in employer search
22%
78%
Yes
No
90%
10%
Yes
No
Looking for corporate volunteering
when employing
19%
81%
Yes
No
Would participate in corporate
volunteering
Respondents can imagine a variety of forms and durations
35
Interesting forms of corporate volunteering
Relevant duration of corporate volunteering
! Variety of forms interesting to respondents
! Project-based work most appreciated,
part-time volunteering less attractive
! Variety of durations interesting to
respondents
45%
59%
49%
36%
9%
0%
20%
40%
60%
80%
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36%
42%
43%
38%
32%
12%
0%
20%
40%
60%
One day One
week
2-3
weeks
One
month
Longer
than one
month
Other
Low interest and awareness for corruption
36
Interesting topics for volunteering ! Bias towards educational topics potentially
due to share of students among
respondents
! Human rights sexier?
! Stronger media sensitivity to
Environment?

Reasons to name Corruption
! Tackle the problem at the root.
! Provide non-profits with skills they lack
! Personal interest
79%
54%
37%
34%
39%
50%
24%
10%
4%
0%
20%
40%
60%
80%
100%
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Reasons not to name Corruption
! Other topics are more emotionally rewarding
! Very complex issue, Too difficult to fight
! Low identification with the issue
! I am much more passionate about Human Rights than about Corruption
! It seems complicated to cooperate from a corporate side as the firms may be the corrupt ones.
! Not solvable by corporate employees.
! I do not feel qualified.
Agenda
37
! Methodology
! Market analysis
! Survey results
! Volunteers voices
Matthew Race, Associate at the Financial Conduct Authority, currently
corporate volunteer at TI UK
38
! Leading TI UKs research on
finance related corruption and
money laundering
! A TI line manager is responsible
for Matt. Twice weekly meetings
to discuss progress and regular
check ups with line manager at
FCA
Tasks
! TIs expertise and reputation
! Learn new technical (bribery and
corruption) and behavioural
skills (research and advocacy
strategies, conflict situations)
! Network and build a
relationships between the
organisations
! Do something different
! Meet passionate people
Personal motivation
! Potential conflicts of interest
between the organisations: has
not materialised yet
! Volunteering: most grads go to
banks or consultancy
Risks
! Secondment part of the FCAs
graduate programme: well-
managed monitoring and
assessment by HR-department,
internal advertisement,
workshops about benefits,
supporting the employees
! Clear monitoring where all three
parts are encouraged to
participate in setting goals
! Regular communication between
TI and FCA about progress,
achievements and development
points
Strengths
I hope to
network and
build
relationships so
when I return to
FCA the two will
be closer.
Id like to see
them accept
more
secondees in
future, as I think
its a very
valuable role.
Milos Barutciski, Partner at Bennett Jones LLP, corporate volunteer at
TI Canada since its foundation
39
! Board member for 3 years
! Founding member in 1996
Position
! To become a judge and exclude
companies from becoming a
member of TI
Risk
! TI is the best known organisation in the subject area
! Belief in subject matter
Personal motivation
The perceptions of corruption and how it operates
that I get from the membership of TI is, to be honest,
the most valuable thing, because I live in a world of
corporate executives, lawyers and accountants and
government officials thats a very narrow world.
Thats mostly middle-aged men like me with a very
narrow perspective, whereas being part of TI exposes
me to other perspectives that are also equally as
important to understanding these issues.
! Writing the OECD report every 4
years
! Media liaison
! Nominee for government
meetings
! On the board: contracting with
suppliers, organising of events
and speaking at events
Tasks
! Reputation: Volunteering for TI makes you more
credible to your clients, especially over the years.
! Network building
! Knowledge
Professional motivation
Agenda
40
! Methodology
! Market analysis
! Preliminary considerations
! First contact
! Implementation and evaluation
Agenda
41
! Methodology
! Market analysis
! Before you engage
! First contact
How to build a fruitful partnership the framework
42
WE
WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
Five steps to efficiently assess your organisation
43
(adapted from: Weinstein, 2009, p. 12)
History

Where we
come from
SWOT

Strengths &
Weaknesses
Opportunities
& Threats
Mission

Purpose of the
organisation?
What does it do?
Who does it
serve?
Goals

Long- and
short-term
goals
Plan

How to reach
these goals?
Strategy
Measurable
targets
Action steps
WE WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
Know your organisation: TI must be aware of its strengths and
weaknesses
What are your organisation-specific
strengths?
! Unique expertise
! Strong international presence
! A broad network
! Reputation & credibility
! Strong brand recognition
! Cause promoted is considered as urgent
! Some chapters have long-time cooperation
with the private sector
What weaknesses does your organisation
have?
! Inter-connected resource issues: staffing and
fundraising
! Lack in knowledge management
! Potential volunteers might be part of
corruptive process
! Perceived as being against corporations
! Very locally independent, no central
coordination of practices (e.g. incoherent
public appearance, double efforts etc.)
! Some chapters are inexperienced with
! Reliance on informal practices
44
Strengths Weaknesses
Advertise them! Be aware of them to better handle them!
WE WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
Know your organisation: TIs environment presents both
opportunities and threats
What opportunities does your environment
hold for you?
! Corporate volunteering is slowly becoming
more widespread
! Strategic centralisation structurally possible
! New media for cost-efficient and more
involving (personal) marketing
! Development of legal requirements for
transparency in business
! Increasing awareness around corruption
What threats does your environment pose to
you?
! Financial crisis: no additional resources for
CSR/corporate volunteering from
corporations side
! Corporate volunteering not a well-established
concept yet
! Issue of corruption less popular than other
causes (education, environment, etc.)
45
Opportunities Threats
Take advantage of them! Be aware of them to better prepare for them!
WE WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
TI needs to identify its needs and what it can offer to potential
partners
What do we need to reach our goals?
1. Funding
2. Additional volunteers for:
! Expert support in cause-related tasks
(research and publications, legal,
consulting and project management)
! Expert support in other operations
(audit, IT)
! General support (general research,
administration)
What do we have to offer a potential partner?
! Organisational learning
! Social learning
! Employee engagement
! New perspectives
! Reputation & credibility
! Expertise in transparency & related issues
46
Needs Offers
Legal Audit
Consulting&
Project Mgmt
IT Admin
Gerenal
research
Research &
publications
WE WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
Agenda
47
! Methodology
! Market analysis
! Before you engage
! First contact
! Identify potential fit
! Risks
! Making chapters more attractive
The next step is to identify corporations that could be a good fit for TI
48
1. Who can fulfil your needs? Who will benefit from your offers?
2. Discover the right platforms in your locality. E.g. Austria: RespAct, Social Business Day, etc.
3. What risks does this cooperation bear?
Ideal
Corporate
Partner
! Shared values (mutually supportive and respect)
! Active commitment to corporate social responsibility (CSR)
! Complementary goals and interests or similar target audience
! Preferably project work environment
! Matching resources for TIs specific project (skills, time, personnel etc.)
! Experienced with (strategic) cooperations
! Preferably multinational to support TI in more than one country
Engagement versus Exclusion-philosophy
WE WHAT WHO
Assess your
organisation
Analyse:
Your needs
Your offers
Find a partner
Engagement
! Corporations from certain industries or backgrounds are excluded from
potential partners
! Every organisation can become TIs partner, regardless of its industry or
background. The importance is to show willingness for transparency
Exclusion
Corporations that could potentially be a good fit for TI, classified
according to the organisations needs
49
Function Skill Level Industry Examples
Legal Skilled Legal
Baker & McKenzie;
Skadden, Arps, Slate, Meagher & Flom;
Norton Rose Fulbright; Linklaters
Audit Skilled Auditing Deloitte; PwC; Ernst & Young; KPMG
Consulting; Project
Management
Skilled Consulting McKinsey; BCG; Bain
IT Skilled IT IBM; Accenture; Microsoft; Intel
Research and
Publication
Skilled various Government agencies
General Research Somewhat skilled n/a Students
Admin Somewhat skilled n/a Students
! This is a non-exclusive list of the major areas for which TI can use the help of corporate
volunteers
! Only large international corporations mentioned here, but consider also smaller corporations
Partnerships can be initiated through contact with corporations or
employees directly
50
[How TI can attract volunteers] Thats what I ask myself
before, during and after every board meeting If I had a
good answer to that question we would be doing it already!
Milos Barutciski, corporate volunteering and board member at TI
Canada
Contacts today are tied very
informally, no systematic
approach to start corporate
volunteering
C
o
r
p
o
r
a
t
i
o
n
s

Network of staff and
corporate volunteers
NW partner
corporations
HR department or
dept. of interest
Fairs, events
workshops
! Leverage volunteers
contacts with
executives
! Leverage TI board
members contacts with
senior managements
! Target corporations
HR or volunteering-
specific programmes
! Contacting directly
the legal department
! More exclusive
contacts and
often common
values
! Cause-related
events good
opportunity to
meet potential
partners
Low formality High formality
E
m
p
l
o
y
e
e
s

Network of staff and
NW partner
corporations
Corporations
works councils
Trade unions
! Volunteers and
staffs network of
colleagues
! Target their staff
and employees
! Reach many
with same
values
! Reach out to
mass specialised
employees
Agenda
51
! Methodology
! Market analysis
! Before you engage
! First contact
! Risks
Risk assessment before starting corporate volunteering: six key risks
for TI to take into account
52
Six key risks
1. Value incongruence
2. Unmotivated employees
3. Expectation mismatch
4. Higher costs than benefits
5. Whitewashing of image
6. Partner damages TIs reputation
! The framework analyses potential risks under two
dimensions: the chance of risk materialisation and
the impact on TIs operations
! TI should avoid corporations that imply risks that fall
in the red area and focus on other opportunities
! Value incongruence is a risk that TI should be
willing to take, since TI should not shy away from
partners that do not have anti-corruption as one of
their core value
! It has to be kept in mind that risk assessment is not
an exact science, but in this case it gives a good
indication about the suitability of a potential partner
! Some risks are interrelated
L
i
k
e
l
i
h
o
o
d

Impact on TI
Assessment of an ideal cooperation partner
53
The corporation is a multinational law firm
headquartered in London with vast experience with
pro bono work

1) Value Incongruence: low likelihood/low impact
Shared values:
! Excellence, teamwork and imagination
! Determination whatever the challenge is
! Commercial judgment and Integrity
2) Unmotivated Employees: low/medium
Experienced with pro bono work
3) Expectation Mismatch: medium/medium
4) Higher Costs than Benefits: low/medium
5) Whitewashing of image: low/medium
Highly reputable law firm no need to whitewash
6) Partner damages TIs reputation: low/high
Any law firm risks complete reputation loss by not
abiding the law, thus it is rather unlikely they will be
involved in a bribery scandal
L
i
k
e
l
i
h
o
o
d

Impact on TI
Higher costs
than benefits
Partners
damages TIs
reputation
Value
Incongruence
Unmotivated
employees
Expectation
mismatch
Whitewashing of
image
This corporation is clearly a low
risk partner and thus an ideal
match for a cooperation with TI
Assessment of a rather risky cooperation partner
54
Active in power generation and transmission. Two
subsidiaries blacklisted by the World Bank for bribery

1) Value Incongruence: medium likelihood/low
impact
Values: Trust, Team, Action, Openness and
Transparency.
Do they really mean it?
2) Unmotivated Employees: low/low
3) Expectation Mismatch: medium/medium
4) Higher Costs than Benefits: medium/medium
5) Whitewashing of image: high /high
Do they just want to improve their image by partnering
up with TI?
6) Partner damages TIs reputation: high/high
Two subsidiaries blacklisted by the World Bank for
bribery
! Potentially riskier than the
previous example
! TI should not exclude any potential
partnership
! Be aware of the risk and see
whether this corporations actions
speak as loud as their words
TI should be a big tent it is important that they approach with an open mind companies that
are not fully committed to TIs mission (Milos Barutciski, corporate volunteer at TI Canada)
L
i
k
e
l
i
h
o
o
d

Impact on TI
Higher costs
than benefits
Value
Incongruence
Unmotivated
employees
Expectation
mismatch
Whitewashing
of image
Partners
damages TIs
reputation
Agenda
55
! Methodology
! Market analysis
! Before you engage
! First contact
! Risks
Chapters must tackle what corporates perceive as constraints to
56
What constraints do corporations face? How TI can tackle these constraints
Corporate volunteering seen as a low
value-added activity: new concept for
many corporations, uncertainty about its
benefits
Corporate volunteering does not fit with
conservative corporate cultures: not
perceived as an appropriate activity for the
corporation
Profile-cause misfit: seems complicated
to enter a partnership as the corporations
may be corrupt
Complicated and costly: perceived as
high transaction costs (partner and
information research, finding an
agreement, coordination, resource
investment etc.)
Advertise the benefits of corporate
volunteering and a partnership for the
corporation
Leverage employees interest, not only the
corporations (through works councils,
trade unions)
Advertise the engagement vs. exclusion
philosophy and work against the image of
being against corporations
Lower the barriers for the corporate
volunteering process: communication,
monitoring and evaluation
Chapters have to advertise the benefits of a partnership to the
corporations...
57
The growth and variety of relationships between businesses and non-profit organisations are
compelling evidence that companies benefits go beyond the satisfaction of traditional
philanthropy.

International Committee of the Red Cross, Corporate Support Group Brochure
Corporation
Exclusive relationship with a
global non-profit
Access to TIs global network
Participate to meetings,
information sharing
Skill exchange
Gain new expertise in the field
of corruption and others
Learn how non-profits work
Develop social and emotional
competencies
Image and PR
Clear commitment to CSR and
community issues
Gain of legitimacy
Shows commitment to
corruption issue
Enhanced employee
motivation
Improve employee loyalty and
commitment
Greater employee satisfaction
(work-life-balance)
! Gain new expertise in the field
of corruption and others
! Learn how non-profits work
! Develop social and emotional
competencies
! Clear commitment to CSR
and community issues
! Gain of legitimacy
! Shows commitment to
corruption issue
! Improve employee loyalty
and commitment
! Greater employee
satisfaction (work-life-
balance)
! Access to TIs global network
! Participate to meetings,
information sharing
...but also to the employees, the potential future corporate volunteers
58
High awareness and
interest for corporate
volunteering among survey
respondents
! Learn new skills
! Learn more about an
industry and task
! Network and build a
relationships between the
organisations
! Do something different
! Social norms
! TIs expertise and
reputation
! Learn more about the
corruption issue
! Meet passionate people
! Provide lacking skills to a
non-profit
Why become a corporate
volunteer?
Why TI?
Low interest and
awareness for corruption:
corruption not as sexy as
other topics
! Importance and urgency
of the cause
! Personal interest
Why corruption?
I think I was motivated by
the good work TI does. In
the financial crime space
they are very influential,
and I thought it was a good
opportunity.
Matthew Race, corporate
volunteer at TI UK
It it not the cause per se
that is attractive, but the
expertise and reputation of
the organisation that is
appealing to potential
Advertise the Engagement vs. Exclusion-philosophy and fight the
image of being against corporations
59
The chapters should portray themselves as a true coalition. Transparency International
should not be perceived as an NGO against corporations. Bronwyn Best, Senior Advisor at TI
Canada
There is always a risk when cooperating with an organisation from a highly corrupt industry.
However, in the battle between engagement versus exclusion, TI has chosen to focus on
engagement. Yannick Vuylsteke, Project Officer at the Business Integrity Programme at TI UK
! Communicate that your are open to all corporations
! Publish your partnerships on your webpage
! State clearly what you are looking for in a partner: knowledge exchange is crucial
Engagement
! Corporations from certain industries or backgrounds are excluded from
potential partners
! Every organisation can become TIs partner, regardless of its industry or
background. The importance is to show some willingness to change
Exclusion
TI must take advantage of its international webpage to attract
potential partners
60
Short definition of
what corporate
volunteering means
according to TI: our
research has shown
that the use of the
word is still
confusing for most
actors
ENGAGING
EMPLOYEES
THROUGH
CORPORATE
VOLUNTEERING

WHAT IS
CORPORATE
VOLUNTEERING?
WHAT WE CAN
ACHIEVE
TOGETHER
WHY PARTNERING
UP WITH TI
WHICH BENEFITS
FOR YOU
Valuable
solutions for a
world less
corrupt
Innovations on
strategic
issues of
mutual interest
Unique
expertise
Strong
international
presence
A broad
network
Knowledge and
expertise
exchange
Clear
demonstration
of commitment
to CSR
Enhanced
employee
motivation
Positive media
coverage
Access to
broad networks
FOR MORE INFORMATION, CHOOSE A
CHAPTER CLOSE TO YOU
General information
about corporate
volunteering with TI
Highlight of the
benefits for the
corporations
Highlight of what TI
has to offer
Forward the visitor
to a specific
chapters webpage
for more specific
information
Under Get
Involved, the visitor
finds Engaging
employees
EXAMPLE OF
PREVIOUS
VOLUNTEERING
More information
about previous
partnerships to
give an idea of
how volunteering
can be done at
TI
Due to different needs, volunteering opportunities should be
advertised on the chapters webpages
! Besides the general information (for visitors going directly to the country pages), the chapter-
specific webpages should provide more detailed information about the volunteering opportunities
! In the same way as TI UK advertises their internship positions, volunteering opportunities should
be extensively communicated and promoted on each chapters website
The positions needed have a
different page each where more
information can be found
Clear and concise information
about the volunteering tasks
More information about
previous partnerships to give an
idea of how volunteering can be
done with TI
Contact details targeting both
corporations and employees
Agenda
62
! Methodology
! Market analysis
! Before you engage
! First contact
! Progress monitoring
! Impact assessment
For successful monitoring, transparency, communication and clear
objectives are key
63
Practical insight
Why?
! By defining the objectives of the cooperation,
you ensure that both parts expect the same
outcome. Start by agreeing on the general
terms of the partnerships. Having a
transparent framework is key to avoid
misunderstandings.
Define the objectives
Structure the work
How?
! Define the long-term objectives of the project
! Set clear and measurable short-term goals
and milestones to follow up
! Define the resources dedicated by each party,
in terms of personnel and money
Why?
! By structuring the work you can ensure that
the objectives set are met and that no
resource is going to waste. It is also
important that the corporate volunteer knows
what his task is and who to report to.
How?
! Dedicate one or more (if more than 3
volunteers) staff members to act as mentors
to the corporate volunteer
! Weekly follow ups with the volunteer
! Regular follow ups with the corporation: have
the goals been achieved?
Get to know your corporate volunteer
Why? Take the time to get to know your volunteer, he/she could have expertise beneficial for TI
! What is his/her domain of expertise? Interests? Strengths?
! What previous experience does the person have?
Agenda
64
! Methodology
! Market analysis
! Before you engage
! First contact
! Progress monitoring
! Impact assessment
When evaluating the success of the corporate volunteering, all three
parties should be included
65
General
Approach
! Assessment tool developed for evaluating effectiveness of corporate volunteering
! Both partners and employees included
! Evaluation and weighting of criteria allows for agenda setting and analysis of
expectation fulfilment
! Questions per criterion (values and vision, organisation, goal achievement,
positive effects) may be formulated according to specific needs
Assessment Process
Inter-
views
Non-profits and corporation
(project) leaders and employees
receive questionnaires to weight
and evaluate criteria
Dis-
cussion
! Both sides discuss the results:
! Were expectations met?
! What can be improved in
process?
! Should cooperation continue?
Main criteria Sub-criteria I
Values and
Vision
mutually supportive,
mutual respect
Organisation
goals clear, well-
organised, sustainable,
ease of communication
Goal
achievement
Civic impact,
maximised benefit
Sub-criteria II
Positive
effects
individual benefit
broaden horizon,
social impact, fun
non-profit benefit
save cost, support
non-profit-cause,
additional services
corporate benefit
reputation, employee
development and
integration
societal benefit
civic impact, improved
quality of life, stress-
relief on government
(Samuel et al., 2012)
Make the cooperation public, by
publishing it on your webpage: a good
way to attract new corporate volunteers!
Agenda
66
! Methodology
! Market analysis
67
! Corporate volunteering remains a vague term: the majority of our interview partners was
performing one kind of corporate volunteering without actually being aware of it. Very few
corporations and chapters know what corporate volunteering really is. It is fundamental to spread
the concept of corporate volunteering
Spread the concept of corporate volunteering
TI and corporate volunteering
! Chapters would profit most from employed skills: needs are especially high in the legal,
auditing, research & publications and IT functions. Also in project management, where the skills
would be transferred
! Corruption is perceived as a less attractive issue compared to other topic: this does not
imply that TI lacks strong corporate volunteering potential
! We recommend focusing on attracting the right partners and market TI to employees, the
future corporate volunteers
! Strategic analysis of the organisation: its strengths, weaknesses, needs and offers
! Follow a strategic approach during the partnership: monitoring and evaluation to ensure
that the goals are the same for the parties involved.
! Assessing risks is crucial
! Work with corporations, not against them: TI should focus on portraying itself as a true
coalition, to not be perceived as working against corporations but with them. It should advertise the
engagement vs exclusion-philosophy
Concluding remarks
Questions & Answers
68
?
References
! Gentile, Gian-Claudio (2012). Corporate Volunteering und seine Facetten in: Corporate
Volunteering. T. Wehner & G. Gentile (Ed.). Gabler Verlag. Wiesbaden. P. 55 64
! Heuberger, Andreas (2006). Corporate Volunteering: Einsatzbereiche und Potentiale im HRM.
Vienna University of Business and Economics. Vienna.
! Samuel, Olga & Gian-Claudio Gentile & Christian Lorenz & Jan Christopher Pries (2012).
Formative Evaluationsstudie zum Einsatz von Corporate Volunteering in: Corporate
Volunteering. T. Wehner & G. Gentile (Ed.). Gabler Verlag. Wiesbaden. P. 127-141
! Weinstein, S. (2009). Your Organization and the Nonprofit World in: The Complete Guide to
Fundraising Management (3
rd
ed.), John Wiley
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Bocconi University, May 2014

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