Developing an Impact-Driven

Corporate Pro Bono Program

Renay Loper

Associate Director, Global Pro Bono

October 2017

Eye for Design

Who’s in the room?

2

Who We Are

PYXERA Global

Mission and Vision

4

Our Goal is SimpleTo enrich lives and

livelihoods, inclusively and

sustainably

Mission

To reinvent how public,

private, and social interests

engage to solve global

challenges

VisionA culture of sustainable

collaboration that improves

lives and communities

worldwide

What We Do

5

PYXERA Global initiatives include a wide range of services from local

content development, to global pro bono programs, and integrated

community development efforts that transform lives and livelihoods.

Local Content

Development

Strengthening local

supply chains and

enterprises in frontier

markets

Integrated Community

Development

Pioneering

community-driven

approaches to

economic growth

Global Pro Bono

Fostering social

impact in emerging

markets through

human capital

engagement

Post-Harvest Loss

Promoting best practices

for post-harvest handling

and management along

the food supply chain

Who We’ve Worked With

6

7

Since 1990, PYXERA Global has worked in over 90 countries.

This map represents the global impact of Enterprise and

Community Development and Global Pro Bono initiatives.

Where We Work

Global Pro Bono Programs

Enterprise & Community

Development Programs

Global Pro Bono & Enterprise &

Community Development Programs

Global Pro Bono:

Enterprise & Community Development:

Albania

Argentina

Australia

Azerbaijan

Bangladesh

Belize

Bhutan

Bolivia

Botswana

Brazil

Bulgaria

Cambodia

Canada

Chile

China

Colombia

Costa Rica

Croatia

Czech Republic

Ecuador

Estonia

Ethiopia

Fiji

Georgia

Germany

Ghana

Greece

Guinea

Guyana

Haiti

Honduras

Hungary

India

Indonesia

Ireland

Japan

Kazakhstan

Kyrgyzstan

Kenya

Laos

Latvia

Liberia

Lithuania

Malawi

Malaysia

Mali

Mexico

Moldova

Morocco

Mozambique

Myanmar

Nepal

New Zealand

Niger

Nigeria

Pakistan

Panama

Paraguay

Peru

Philippines

Poland

Romania

Russia

Rwanda

Senegal

Serbia

Slovenia

Slovakia

South Africa

South Sudan

Sri Lanka

Swaziland

Tajikistan

Tanzania

Thailand

Tunisia

Turkey

Uganda

Ukraine

United Kingdom

USA

Uzbekistan

Vietnam

Zambia

Angola

Belarus

Cambodia

Colombia

Cote d’Ivoire

Croatia

Czech Republic

Equatorial Guinea

Gabon

Ghana

Guatemala

India

Iraq

Jamaica

Kazakhstan

Lebanon

Lithuania

Mozambique

Nigeria

Poland

Romania

Russia

Serbia

Sierra Leone

Sri Lanka

Uganda

Ukraine

PYXERA Global

Practice Areas

» PYXERA Global promotes

local ownership of

development programs

» Collaborate with funders to

meet the self-expressed

needs of a community

Example:

» JIVA (Joint Initiative for

Village Advancement)

» Partnership with The John

Deere Foundation and local

partners in Rajasthan India

» Focus on improving

agricultural productivity and

livelihoods; building basic

infrastructure; and

bolstering educational

opportunities

Integrated Community

Development

9

Local Content

Development

» Successful Local Content

programs effectively engage

all the relevant parties as

early as possible in the

process

» Enhance the capabilities of

local companies to

successfully become suppliers

to multinational corporations,

especially those that extract

natural resources

10

Post-Harvest

Loss Reduction

» As the world’s population

grows and our available

resources shrink, each pound

of food produced that goes

uneaten is a wasted

opportunity to improve the

health of people, the

environment, and economies.

» PYXERA Global aims to

implement inclusive and

systematic food loss solutions

that work across the food

supply system:

from farm to store to table

and beyond.

11

12

» Through training, consulting,

mentoring, and providing

linkages to markets,

information, technology, and

financing, PYXERA Global

provides innovative and

market-driven solutions that

lead small and medium

enterprises toward

sustainable and equitable

growth

» PYXERA Global supports

businesses across several

sectors, including agriculture,

tourism, and retail, and

throughout their lifespan,

from start-up to expansion

Enterprise Development

Global Pro Bono

» Employees provide

professional pro bono

services to social-mission

driven clients in

communities in which the

employees do not live or

work on a regular basis

» Projects are intended to

provide economic and

social benefit to the local

organization and

community while building

leadership competencies,

creating market insights,

and spurring innovative

thinking

13

From Aspiration to Achievement:Breaking down the UN SDG’s

14

Making the case

Pro Bono Program Design

Making the Case

Increasing and Activating Inspired Employees

1616

The value of skills

based

volunteering

compared to

traditional

volunteering

7x Value

Of employees are

disengaged or

actively

disengaged

70%

Of Millennials were

influenced to take

their job after

discussing cause

work in their

interview *

55%

Increase in

remote

workforce in

the last 20

years

700%

* Millennial Impact Report, 2014, Achieve and The Case Foundation

17

Making the Case…continued

17

of managers of corporate volunteer participants indicated that employees

had developed leadership skills as a result of their experience.

Leadership

of participants say they are extremely satisfied with their place of work

after their experience.*

Retention

of managers of corporate volunteer participants indicated that

employees exhibited improved attitude and motivation as a result of

their experience.

Engagement

73%

78%

88%

*IBM Corporate Service Corps: Excellence in leadership development

90% of participants would recommend another employee to apply for the

CSC program.*

Endorsed

18

Global Pro Bono Programs Deliver a Triple Benefit

Business

Benefits

Local

Clients

Benefit

Employees

Benefit

19

Employee Benefits

Participant Experience

Team Work

Cultural Awareness Problem Solving

Consulting

Leadership

Communication

Listening

Engagement

20

Business Benefits

Product Innovation

New Business OpportunitiesGrowth Market Insights

Corporate Citizenship

Brand Reputation

Customer Relations

Process Improvement

Business

Insights

One of the learnings that came out of this is

what can constitute new business opportunities

in emerging markets. These projects enabled

our emerging leaders to appreciate and

better manage some of the unexpected

challenges of doing business in Africa—

such as the underdeveloped infrastructure,

the interruption of communications,

and the criticality of relationships

(instead of time)—and to realize

that it’s worth it.

Ross McLeanPresident of Dow Africa

“

”

22

Local Impact

» Access to

resources and

new technology

» Improved service

delivery

» Increased

organizational

capacity

» Greater

stakeholder

impact38

23

Together with the City of Łódź,

Poland, a pro bono consulting

team helped design a

comprehensive plan to protect

green space, improve city

infrastructure, and foster

innovative economic growth.

A pro bono consulting team in

Ecuador designed a management

model to integrate all power

distribution companies and

improve the quality of service

and access to electricity.

In Colombia, a pro bono consulting

team piloted a streamlined

monitoring system for a water

conservation organization, which

could eventually be implemented

nation-wide.

Sustainable Farming, Post-harvest Loss

Reduction & Financial Literacy: Philippines

Lamac Multipurpose Cooperative (LMPC)LMPC is an agricultural cooperative providing a wide range of financial and non- financial services to more than 50, 000 members.

LMPC’s mission is to respond the holistic empowerment needs their vulnerable members through education and socioeconomic

empowerment programs. LMPC farmers sell their produce to large restaurant, grocery store, and hotel chains, as well as to

community members in local street markets.

Challenge & Solution

Produced manuals and interactive courses to

educate farmers, enabling their crops to be

sustainable and their operations more profitable

Due to outdated farming techniques, a low percentage of the farmer’s produce met the standards of commercial customers,

resulting in declining sales. In order to increase sales, farmers needed to be educated on new farming methods, techniques to

reduce post-harvest loss, and new technologies that are resilient to the dry and wet seasons. Additionally, to further help the

socio-economic status of the farmers and aid in the sustainability of their increase sales, a financial literacy program was designed.

24

Career Path Model for

Public Service Sector: China

Yixiu CollegeFounded in 2015, Yixiu College is an online vocational education platform for the non-profit sector. It offers 10-30 minute video

courses about NPOs, including a general overview, organizational operations, project management, volunteer development,

finance, fundraising, and communications. Yixiu aims to set up a sustainable platform for social workers to build their capacity and

serve as a knowledge base.

Challenge & Solution

Created a ground-breaking career path model

for the public service sector by optimizing the

potential of social workers trained at the college

With the goal of becoming the top online vocational education platform for the public service sector in China, Yixiu’s young

start-up team sought assistance in creative service design and client relationship management. The SAP team and Yixiu staff

developed a career path model for the public service sector, one of the first in China. Additionally, the team proposed a

sophisticated CRM strategy forYixiu.

25

Starting the conversation and process

Pro Bono Program Design

Agree on Priorities

Shared Vision

Partnership Charter

1. What is the purpose of this program? Why Pro Bono, why now?

2. Are there specific partners or stakeholders you must work with?

Partnership Level-setting

Embrace the Collaborative Process

27

1. What values should the program hold?

2. What impact will the program have?

1. Who is the main point of contact?

2. What are their preferences for communicating?

Questions to Ask Your Partner

• What leadership and/or departmental approvals are needed to proceed?

• Who will manage the program internally?

• Where will program funds come from?

• What is the ideal timing for the program?

– Internal Communications/Recruiting?

– Pre-Work

– Assignment

– Impact Reporting

• What do you need to measure/report on?

– Employee impact

– Business impact

– Host client impact

• What resources are currently available? In which department? What other resources might be

made available, with the right alignment, objectives, and strategy

Funding and Program Structure

28

Critical Design Decision Points

29

Leadership/Talent

Development

Employee

EngagementMarket

Knowledge

Innovation CSR

What is the primary objective of the program?

Critical Design Decision Points

30

What is the

appropriate length

of the program?

Will the program

be team-based

or individual?

How many

participants for

the pilot?

Is there a

geographic focus

for the program?

Critical Design Decision Points

31

Will the program

focus on a specific

topic or theme?

Do you have existing

or anticipated

partnerships, with

which you seek

alignment?

What will

success

look like?

What are

appropriate

host clients?

Participant Experience

32

Who is the target employee?

Staff Level

Performance Metric

Business Unit

Other

How will participating

employees be selected?Nomination

Assignment

How will participants travel?

Economy

Business

Where will participants live?

Local Business standard

International Business

standard

What is the appropriate

per diem structure?

None/Expenses

Modest ($30-$50)

Business (usually >$70)

Sample Pro Bono Program Timeline

33

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

DesignScope

Participant

Selection

Pre-work

Program

Implementation

Reflection

Closeout

Program Design & Scope

• Identify optimal program duration, participant selection, project

scope, and target geographies

• Identify local partners

Participant Selection

• Coordinate application process

• Ensure selected teams are diverse and appropriately skilled to meet

project needs

• Enable participants to work with colleagues from different

geographies and business units.

Pre-Work

• What pre-training is best to prepare participants for assignment

Program Implementation

• Scope of work development

• Deployment

Closeout

• Evaluation

• Reintegration

Reflection

• Lessons learned

Measuring Impact

What does success look like?

Impact Assessment

35

Surveys

Gather insights from clients

and participants

customizable to your needs.

• Immediate Impact Survey

• Joint Survey

• Long-term Survey

Assessment

Dive deeper into an area of impact, customized to

match the company’s communicating and reporting

needs.

Reporting

Turn the survey insights into

both qualitative and

quantitative data to help you

evaluate your program.

• Immediate Impact Report

• Long-term Impact report

• Executive Summary

Report

Assessment

Reporting

Surveys

Personal &

Professional

Learnings

Relevance to

Current RoleSatisfactionSkill

Development

Impact Indicators

Understanding of

Global Issues

Innovation

Skills

Participant

Cultural

Awareness

Leadership

Development

Business

Employee

Engagement

Innovation PR & Media

Impressions

Brand

Recognition

Internal

Networking

Intra-Company

Knowledge

Host Organization & Community

Improved

Revenues

Improved

Quality of

Service

Improved

Operational

Efficiency

New

Products or

Services

New Job

Creation

Increased

Number of

Lives Impacted

Work with your client to define specific goals and objectives for the program, which will guide specific metric

setting and data collection for evaluating the program’s social and business impact.

Examples

Program Models

38

Skills-based Volunteer Models

38

Hackathon

• Full day or two with large volume of employees and nonprofit partners – “hacking a specific problem”

Project Based

• 6-week to 6-month consulting project built into the employee’s work.

Coaching

• Senior leader provides strategic guidance on a specific challenge for non-profit leader.

Sabbatical

• Full time on-site support from an individual or team of employees on a strategic, audacious goal.

Board Service

• Serving long-term on a Board of Directors.

Project-based Pro Bono

39

Global Pro Bono programs can be designed to meet virtually any need – from week-

long engagements designed to provide executives with limited time to be away from

their jobs with an emerging market experience, to month-long, team-based programs

that give employees the opportunity to delve deeper into a location and to undertake

a more robust project, to fellowships lasting several months.

VirtualExecutive

InsightTeam-Based Domestic Multi-

Company

40

Team-based

» 3-6 week team-based projects

» 5-15 employees per team

» Employees typically represent different offices,

business functions and geographic regions within

the organization

» Teams travel to a single location and work with

several local clients on skills-based projects

IBM Corporate Service Corps

PepsiCo’s PepsiCorps

SAP Social Sabbatical

FedEx Global Leadership Corps

Team-based

41

Executive

» Small teams of executives

» Shorter, more consolidated projects

» Helps high performing leaders develop global

perspectives while tackling social challenges

IBM Smarter Cities Challenge

FedEx DRIVE

Pfizer Executive Global Health

Teams

Executive

42

Virtual

» Larger teams – up to 6 people per local client

» 3-4 months of virtual consulting with approximately

one week

in-country

» Deliverables tend to be similar to those found in

traditional programs – business plans, marketing

strategies, feasibility studies, etc.

Dow Leadership in Action

Virtual

43

Local

» 12 person teams

» Flexibility in project scope and length

» Participants are embedded full- or part-time within

local non-profit organizations

» Participants still commute regularly to and from their

homes

SAP Social Sabbatical for Local

Impact

Local

» 4 week team-based projects

» 12-15 employees total

» 2-5 Companies

» Teams travel to a single location and work with

several local clients on skills-based projects

» Teams are comprised of individuals from different

companies

Global Health Corporate Champions

Dow Chemical Company

WE Communications

PwC PIMCO SAP

44

Multi-Company

So what? (Or now what?)

Theory to practice

Let’s Design a Program!

46

• Who are you targeting for the program (which employees)?

Who

• What program model would serve you best?

What

• Where do your internal champions sit?

Where

• When should the program be scheduled?

When

• How does this help you reach your strategic priorities?

How

Use one of the 6 prompts:

1. Unite employees after a merger

2. Address millennial retention

3. Accelerate leaders

4. Serve an underserved market

5. Create invested employees

6. Develop a team

1. What is your top organizational challenge or opportunity for

which you think global pro bono might be well suited?

2. What resources are currently available? In which department?

What other resources might be made available, with the right

alignment, objectives, and strategy?

3. What is your estimated timing?

4. What do you see as the ideal team composition?

5. From your perspective, what is essential for team preparation,

in addition to basic safety, security, and orientation?

6. Do you have existing partnerships, or anticipated partnerships,

with which you seek alignment?

Imagining Your Program

Key considerations for development:

47

WIIFM?

Demonstrating the value…What’s the ROI for the company?

48

1. Deliver the greatest value to the company

2. Enhance employee leadership capabilities

3. Successfully reintegrate post-assignment with valuable insights

4. Enable innovation within the company

5. Meet an unmet need to provide true business value that drives the mission forward

49

Renay Loper, PYXERA Global

rloper@pyxeraglobal.org