Presenting the latest highlights and trends in corporate community investment across Australia and New Zealand.
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What is LBG?LBG’s measurement framework is the global standard for measuring and
benchmarking corporate community investment. The model enables
companies to consistently manage, measure and benchmark their
contributions, helping them to strategically progress their community
programs. The network of companies using LBG provides a platform
to share experience, best practice and new ideas.
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The LBG Framework
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Janet Liu – Corporate Sustainability and Community Manager at ANZ
ANZ is a founding member of the LBG Australia and New Zealand chapter and we’ve been using the methodology for over ten years.
The LBG methodology has helped us to communicate our community investments to a wide range of stakeholders, including our customers, shareholders, internal decision makers and staff. LBG allows us to quantify our contribution into an easily digestible format for different audiences. For example, our LBG data feeds into our annual reports, is published on our website and used to promote our community work on social media.
We receive excellent feedback from stakeholders on our volunteering and community programs. The methodology helps us to communicate the real-life impact of our programs which is important for us to share as it helps build our social license to operate. Telling those positive stories also helps to make us an employer of choice and contributes to our employees’ engagement.
The independent verification provided by the LBG team means that our assurors are willing to accept our LBG summary report as evidence of our community contributions. The data also feeds directly into our Dow Jones Sustainability Index submission.
Communicating community investment to key stakeholders
How companies use LBG
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Kate Driessen – Community Relations Advisor, Myer
The LBG methodology allows Myer to measure and track our corporate community investment in a focused and methodical way. Through LBG our community investment has become quantifiable, feeding into our strategic planning and better equipping us to meet our community program objectives.
For the first time this year we extended our measurement to include impacts. This has been an exciting next step in our desire to ensure we are making a meaningful difference through our partnerships and initiatives.
From an employee perspective, we are able to better assess our workplace volunteering and fundraising program. We are committed to enabling our employees to give through the workplace
but we need to work within the challenges — and opportunities — posed by the retail environment. Capturing our employee giving inputs through LBG helps to demonstrate the substantial volunteering and in-kind support occurring daily within our business operations. In this age of disruption, it is so important to look at what community support a business can offer beyond the traditional avenues and using LBG helps quantify this.
Being an LBG member provides assurance for our own auditing purposes and provides a useful snapshot of our annual contribution. I greatly appreciate being part of the LBG member group and having access to a network of peers and knowledge centre specifically geared towards corporate community investment.
A more focused and methodical approach
How companies use LBG
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How companies use LBG
Access to dedicated community investment expertise
Brooke Pettit – Community & Corporate Social Responsibility Manager, Foxtel
Since Foxtel joined LBG two years ago, our membership has proved to be invaluable. When we came on board the LBG team provided expertise and guidance to help us embed measurement systems and better manage and evaluate our community programs and strategic partnerships.
The reporting process has enabled us to clearly align what we support, with our core business objectives, help us understand where our positive impacts are
and really tell the story of our community investment. Having the support of the LBG team through this process has really helped Foxtel redefine ambitious goals for our community investment and community service announcement airtime.
In addition to the day-to-day insights from the LBG team I get a lot out of the opportunities to learn and share within the network. LBG is more than a membership; it’s a practitioner forum of like-minds.
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
The State of Corporate Community Investment (CCI) 2017 survey compliments the LBG Annual
Review which measures and benchmarks what LBG member companies have achieved in the past
year. The survey asked CCI professionals to share their aspirations and plans for the future.
The 2017 survey was open to all CCI professionals, whether or not they were LBG members. There
was equal representation of LBG and non-LBG members within the respondent group, providing an
ideal opportunity to consider some of the variations in responses.
LBG’s measurement framework ensures a robust and credible approach to measuring the real
value and impact of CCI to business and society.
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
A considerable proportion of respondents – 39% – said that their budgets would increase in the coming year, with a further 59% saying their budgets would remain the same. There was a notable difference in results here for LBG and non-LBG respondents: half of LBG respondents indicated budget increases, compared to one third of non-LBG respondents; and half of LBG respondents indicated budgets would remain the same, compared to 63% of non-LBG members.
Just over one-fifth of respondents plan to increase the
number of flagship partners they work with, while 15% plan to
reduce numbers. Those who indicated plans for a decrease
cite drivers of better alignment with strategy, and to enable
fewer, “deeper” relationships with partners. Partners received
between $10,000 to over $1 million, with most receiving
between $100k–$250k.
Aligning budgets and flagship partnerships with business strategy
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
Over 40% of companies are aspiring to invest in contributions
that achieve value by 1) focusing on achieving greater
alignment with business strategy and delivering shared value
projects; and 2) improving measurement of outcomes. Both
LBG and non-LBG respondents noted the challenge of finding
partners who were strategically aligned and who could deliver
on outcome/impact expectations.
Jo Booth of The Smith Family, and LBG for Community
participant says “It is heartening to read that there will be
a greater emphasis on strong alignment and reporting. We
all know these are key ingredients for a successful and
sustainable NFP/business relationship. More than ever, a clear
and logical alignment is paramount if both parties are to gain
public trust and increased buy in from employees.
“The LBG for Community program supports this, providing
a real ‘road map’ for the partnership between an NFP and a
corporate partner. It helps both parties, at the outset, hone in
on what can be delivered, measured and reported on. Being
able to have these conversations with confidence is a great
way to start AND grow a partnership.
cont’d
“The sustainability of the sector will very much be bolstered by better
reporting and evaluation. I don’t just mean the ‘numbers’ but am
talking about the impact, covering both the rational and the emotional
and lives changed or lessons learnt. I’m looking forward to the
exciting times ahead and the changes we can make to communities
across Australia.”
Read more about flagship programs in Corporate Citizenship’s
The State of Corporate Community InvestmentThe State of Corporate Community Investment
The importance of impact measurement continues to be recognised, with 91% of respondents seeing this as being important, very important or essential – up from 80% in 2016. The use of measurement in enabling reporting back to Board and other stakeholders was well recognised, with many noting the increasing internal pressure to justify spend and demonstrate value, both in terms of social impact and commercial return. Respondents also noted the importance of measurement in enabling performance improvement of programs over time.
63% of respondents noted they had measured impacts
for at least one of their community programs (73% for LBG
respondents and 56% for non-LBG).
The greatest barrier to measuring impacts was identified to be
a lack of understanding around what and how to measure (45%
Impact measurement is key to engaging stakeholders
of respondents), closely followed by other resourcing constraints (42%).
Other barriers included cost and lack of consideration in partnership
development, with 16% of respondents each.
Resources to support measurement can be found as part of
Corporate Citizenship’s Impact for Change program (https://corporate-citizenship.com/impact-for-change), aimed at helping
companies measure, improve and communicate impact. A recent
Insight webinar (https://corporate-citizenship.com/webinar/webinar-the-road-from-issue-selection-to-measurement) also looks at how to
move from having community activities in place to measuring them.
The State of Corporate Community InvestmentThe State of Corporate Community Investment
40% of respondents publicly disclose CCI targets, either
as a percentage of pre-tax profit, dollar value or output/
impact related data (including people involved, volunteer
hours or beneficiary outcomes). An additional 8% intend
to disclose targets in future. This suggests increased
disclosure compared to 2016, when only a quarter of
respondents indicated they published targets.
Increasing public disclosure of targets
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
It is almost two years since the launch of the United Nations Sustainable Development Goals (SDGs). Responses to the State of CCI survey suggest some businesses are starting to seek out associated business opportunities, with just over half of respondents indicating alignment of community investments with the SDGs. Furthermore, 55% of respondents see alignment with the SDGs as being a primary focus for CCI over the next 10 years.
While these numbers represent a slight majority, they
somewhat lag behind Corporate Citizenship’s research [link:
a look at how businesses have responded to the Global Goals, and
what initial implications and opportunities the Goals have presented.
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
Workplace giving continues to be a key part of a company’s CCI activities. Two thirds of respondents have a program in place that they either aim to maintain or increase participation in. A further 14% plan to start a workplace giving program.
Noted challenges include: being able to articulate the value
derived from workplace giving; achieving buy-in from the
payroll area of the business; and balancing the “competition”
for donations between workplace giving and the corporate
program. Several noted the need to find the right program
to both support the community investment strategy and to
engage staff.
Lisa Grinham, CEO of Good2Give says “It’s terrific to see
companies embracing workplace giving as an easy and
effective way to engage employees in giving. This is
consistent with broader sector data from the Giving Australia
2016 research, which indicates growth in corporate giving in
contrast to the stagnation of individual giving in Australia.
“Good2Give’s Workplace Givers Revealed research shows
that, of more than 1000 employees, 80% feel having
a workplace giving program demonstrates a genuine
Workplace giving continues to be important
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
cont’dcommitment to the community and makes their company a
better place to work. By providing an open choice workplace
giving program, companies are demonstrating how much
they value the diversity and generosity of their people. It
also respects that people are time poor and seeking trusted,
non-intrusive channels through which to give and offers
businesses a futureproof giving solution that is online and
suits a digital native workforce.
“Workplace giving provides quantifiable proof of a company’s
commitment to communities for shareholders and customers
who want to invest in brands that make a positive difference
in the world.
“We recognise the challenges facing Australian companies,
including the digital transformation of workplaces. Giving is
also part of this digital revolution which should be embraced.
Driving workplace giving through technology provides
CSR, payroll and HR teams with a solution that simplifies
and centralises this important component of employee
engagement, making it easier for people to participate and
easier for businesses to manage. It also delivers efficient,
trusted, ethical funding to charities – and that’s a win for the
not-for-profit sector.”
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
Organisations appear to acknowledge the value of a corporate volunteering program, with 83% of respondents indicating they have a program in place, and an additional 10% planning to start one.
Furthermore, over half of respondents indicate they aim to either increase participation or increase focus on skilled volunteering. Similarly to workplace giving, in addition to resourcing requirements and employee engagement, one of the common challenges stated was the alignment of the volunteering program with the community investment and business strategy. Achievement of this continues to present a significant opportunity for companies to grow their positive impact on society whilst accruing meaningful business benefits. Connecting volunteering to employee development remains an underutilised opportunity. Other stated challenges included resourcing requirements for the volunteer program and employee engagement.
The big opportunity — corporate volunteering
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The State of Corporate Community InvestmentThe State of Corporate Community Investment
A research study, commissioned by City of London and
undertaken by Corporate Citizenship, analysed the business
case for volunteering, seeking to assign a financial value to
the skills gained by employees. ‘Volunteering: The Business
Case’ (https://corporate-citizenship.com/case-study/city-of-london) presents the findings of the study and includes an
evaluation tool designed to enable companies to gather hard
data on competency development.
“The expectation of business to contribute to community
purposefully and tangibly has never been greater.” Says
Mandy Burns, Director — Stakeholder Development at
Be Collective (www.becollective.com). “As a society, we
understand the vital role of business to help look after our
planet, to contribute to our global Sustainable Development
Goals and to show care for their people. Volunteering, sharing
resources and donating is expected. Measurement, verified
reporting and benchmarking are key to ensure the impact
is real. The Be Collective team has used the experience
of running The Body Shop in Australia to develop a global
tool to mobilise our collective goodwill and make engaging
employees, verifying, managing and measuring social impact
of corporate volunteering, donating goods and community
investment simple. www.becollective.com revolutionises the
The State of Corporate Community InvestmentThe State of Corporate Community Investment
Participants were asked to identify where they believed CCI to be going over the next ten years. The greatest trend identified was towards “social innovation” such as shared value and social procurement programs, with 74% of respondents highlighting this. This was followed by strategic community investment (62%), alignment with the SDGs (55%) and commercial initiatives such as cause related marketing (47%). These results demonstrate continued drive towards investment opportunities that align with business strategy. This is further reinforced by the fact that only 7% of respondents felt that more traditional charitable giving, such as ad-hoc and one-off donations, would play a key role in the future.
LBG has developed an approach to social innovation
programs. A foundation of this approach, LBG and Corporate
Citizenship’s ‘Investing for Shared Value’ paper, proposes
a framework for measuring shared value and presents a
The State of Corporate Community InvestmentThe State of Corporate Community Investment
Respondents were asked to share what they saw as their key challenges for CCI. Measuring impacts and being able to effectively tell the story of achievements were highlighted as key areas where people needed the most help, with almost 80% wanting help with measurement and 51% wanting help with storytelling. Aligned with this, a quarter of respondents felt that upskilling community partners and building their capacity would help them achieve their goals. Several noted tensions between aligning to corporate strategy and “doing social good”.
Some of the key themes to emerge from respondents were:
- Standing out from the crowd: “Everyone wants a piece of
the media action”
- The need for collaborative working/solutions:
“Trying to help fix a huge problem with small projects”
- Resourcing constraints: “Competing demands for funding”
- Demonstrating impact: “Measuring value, ROI, and
showing correlated brand loyalty as a result of
community investment”
The challenges in CCI
- Storytelling: “Meaningful aggregation of the community
impact in order to “Tell our Story” at an aggregated level”
and “Remaining authentic and credible in an environment of
increasing ‘impact washing’”
Access a range of insight reports and webinars aimed at addressing
LBG is a global network of companies who apply an international standard to enable them to measure, report
and then improve upon contribution to the community.
The results of the 12th LBG benchmark in Australia & New Zealand are presented here, along with the previous eleven years of reported data. Click the switch to ‘global’ to view a comparison
against LBG averages globally.
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2017 LBG Results Overview
How members contribute
This year the value of cash as a percentage of the
total contribution has decreased by 6%. The number
of volunteer hours contributed by employees
in work time has nearly tripled, due in part to a
number of companies electing to publicly commit
to targets for employee volunteering. In-kind
contributions rose by over 5% to 25% being the
second highest percentage on record. Management
cost contributions rose by 2% to a 12 year high of
14%. This is thought, in part, to result from members
spending more on communicating information about
their activities.
Cash
Time
In-kind
Management Costs
Whether companies are making a charitable donation;
a strategic longer-term community investment; or a
commercial initiative that delivers community benefits,
each is driven by a different motivation. Community
investments took an even larger ‘slice’ this year increasing
by 9% showing greater focus by members on pursuing
strategic long-term partnerships, with charitable donations
continuing to reduce as in previous years. Commercial
initiatives remain unchanged.
Community Investment
Charitable Donations
Commercial Initiatives
Why members contribute
Au & NZWhat members support
For the past three years Social welfare has been the dominant
beneficiary of member contributions. However, this year it saw
a drop of 8% to 21%. Support for health initiatives has been
boosted again resulting in the highest percentage in this area
with an eleven-year high.
Arts and culture initiatives halved to be back inline within
previous year’s results. One significant donation that saw Arts
and Culture double in 2016 was not repeated and we appear to
be reaching our norm of around 6%.
The percentage allocated to the ‘other’ category dropped from
8% to 5% as a focus area. This is an encouraging indicator
that members are increasingly focused on where resources
are targeted. *Please note totals may not equal 100% due to rounding. ^yearly average conversion rates have been used to convert dollar figures to AUD
Education
Social Welfare
OtherEconomic Development
Health
Emergency Relief
Arts/Culture
Community contributions as a percentage of pre-tax profit (EBITDA) increased to 0.61%. As a percentage of total revenue, contributions remained steady, and the average contribution per employee climbed to the highest figure since LBG reporting began. This can partly be attributed to a smaller employee pool and this decreasing trend of FTE has been evident over the last 6 years.
Contribution as a % of pre-tax profit
0.61%Contribution as a % of
total revenue
0.14%Contribution per
employee
$891
Environment
52%
13%
75%
12%
9%
9%
25%
14%
1%
2%
5%17%
18%
21%
30%
6%
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2017 LBG Results OverviewGlobal
2017 saw the launch of the third global benchmark report, presenting corporate community investment data from over
160 reporting members in the global network. The total contribution of these reporting members was $3bn (USD) with
an average contribution of $19.8m (USD) per member.
These charts provide a comparison between global figures and the Australia & New Zealand results.
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2017 LBG Results OverviewGlobal
The value of cash as a percentage of the total
contribution decreased by 4% however the actual
cash contributed as a whole has remained steady. The
number of volunteer hours contributed by employees
in work time was 50% lower than in 2015. However, the
percentage contribution was able to remain steady due
to more senior employees volunteering their time at a
higher rate. In-kind contributions rose by over 5% and
management cost contributions were unchanged.
Whether companies are making a one-off charitable
donation; a strategic longer-term community investment;
or a commercial initiative that delivers community
benefits, each contribution is driven by a different
motivation. Community investments took a larger slice
of the pie this year increasing by nearly 4% showing
greater focus from members on pursuing strategic
long-term partnerships, with the move away from
charitable donations continuing to fall as in previous
years. Commercial initiatives remain unchanged.
Social welfare remains the dominant beneficiary of
member contributions this year increasing by a further
3%. Support for health initiatives has been boosted
again resulting in figures being the highest percentage
in this area and leading to a ten-year high. Arts and
culture initiatives received double the support this
year, however it is worth noting this is largely due to
one significant donation. It was pleasing to see that the
percentage allocated to the ‘other’ category dropped
from 15% to 8% as focus areas and a more strategic
approach have become clearer to members.
*Please note totals may not equal 100% due to rounding. ^yearly average conversion rates have been used to convert all currency to AUD
This year the key indicator against profit for the global group reveals a widening of the gap to ANZ. Whereas the revenue for the global group had revealed a tight link between the global group and our region.
How members contribute
Community Investment
Charitable Donations
Commercial Initiatives
Why members contribute What members support
Education/Young people
Social WelfareEconomic Development
Arts/Culture
Health
Emergency Relief
Other
Contribution as a % of pre-tax profit
1.35%Contribution as a % of
total revenue
0.17%Contribution per
employee
$560
Environment
CashTime
In-kind
Management Costs
69%7%
18%
6%17% 2%
4%
10%
15%
17%
34%
6%
12%
71%
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LBG’s Vital Statistics
Total Contributions
In 2017, the total contribution of all LBG members decreased by $11m. Members are stating that cash contributions increases are less likely as they move towards enhancing their contributions through in-kind donations and volunteering. The financial services sector no longer
represents the largest contributor, a trend that was observed over the majority of reporting years. The Retail and Wholesale sector have now
taken over the reigns as largest contributor.
$225,161,065
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Contributions by Sector
Retail & Wholesale 28%
Financial Services 26%
Energy 8%
Insurance 7%
Sports 7%
Information Communication Technology 6%
Media & Entertainment 6%
Property 6%
Transport & Logistics 4%
Manufacturing 2%
Other Products & Services 0.1%
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EmployeesNearly all members that offer workplace giving programs are now matching, to some extent,
employee contributions.
The average participation rate by employees rose to 5%. This modest increase reflects the need for companies to constantly seek to communicate with their employees on the levels of engagement and
impacts resulting from their contributions.
Volunteering participation increased considerably with major efforts by companies that chose to publicly commit to employee volunteering targets. As a result, the number of working hours
contributed nearly tripled this year to over one million.
The average number of hours each employee contributes has increased from 11 to 12 hours.
56% Members offer workplace giving programs with 90% matching donations to some extent.
Members reported that the average staff participation rose from 4% to 5%.
Staff donating figures rose 10% on 2016 figures.
5%
11,916
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LBG’s Vital Statistics: Achievements
Members continue to be a catalyst for driving funding from third parties such as customers,
government or their own employees. This additional funding is called ‘leverage’.
Total value of leverage
$75,781,260
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Where did the leverage come from?
Government 35%
Partners 19%
Partners 17%
General Public 12%
Other employee donations 7%
Employees through workplace giving 5%
Other sources 5%
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Where did the leverage come from?
$9.8m
$2.3m
$101m
In total, employee donations (WPG and other direct employee leverage) were down against 2016 figures but year on year they have trended upward since 2012.
Average funds leveraged per reporting member increased by 30%.
Estimated revenue foregone for community benefit is up by more than $3 million from 2016.
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Where did the leverage come from?
Increasing the use of LBG social impact methodology assisted members to report the outputs and impacts of their contributions, including the number of people reached or supported, and the
benefit they experienced as a result.
*The impact data on this page represents achievement by those companies capturing impact data on their programs. Not all members currently report impact data.Percentages for impact categories do not amount to 100% as beneficiaries often experience a number of benefits as a result of an activity and therefore could be included in more than one category – although they are not double counted in the overall total beneficiaries.
73% improved existing/delivered new services 23% improved job-related skills
55% experienced a personal impact
24% positive behaviour change
27% improved management processes
100% Increased their profile
47% took on more staff or volunteers
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Member Overview
Reporting members Members who reported in both 2016 & 2017
Average of full time staff dedicated to Community
Investment activities
3.6
32
Member representation by sector in 2017 benchmark
Sports 17%
Meddia & Entertainment 14%
Property 14%
Financial Services 11%
Insurance 8%
Retail & Wholesale 8%
Transport & Logistics 8%
Energy 6%
Information Communication Technology 6%
Manufacturing 6%
Other Products & Services 3%
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Steering Group
Message from Susan MizrahiSteering Group Chair
In our fast-changing world, corporate
community investment (CCI) strategies
are changing and evolving as new social
innovations by companies emerge. LBG is
as relevant and valuable as it has ever been.
This year LBG has taken major steps to
continue supporting members in managing
and measuring social innovations such as
shared value and social procurement.
For the first time, we facilitated a social procurement working-group to look at how
companies can measure the effectiveness of their social procurement strategies
and report these contributions as part of their community investment portfolio.
We also continued our work around impact measurement, supporting a number
of companies to measure and report their social impact stories. This has
enriched the LBG benchmark data, and we are now able to provide greater
insights into key social issues being addressed by our members.
In building the movement that is LBG we have welcomed community partners to
the network this year, with our new program LBG for Community. The initiative
supports not-for-profits with strategic partnership development, reporting and
impact measurement. Over 25 organisations have completed the program in
2017, and registrations are open for the program in 2018.
Our key focus in 2018 will be the integration to become one global LBG network.
Members will have access to more data, more benchmarking, more learning and
more innovation in CCI than ever before. Never has there been a better time to
join our global movement to drive more effective and valuable CCI.
As the Chair of LBG in Australasia, I envision a world where every business
measures its community investment with a clear theory of change in mind and
shares this in a transparent and consistent way. I’m proud to say that those in
the LBG network are a testament to this vision, and I urge companies outside
the network to join our movement.
Finally, I would like to acknowledge my fellow Steering Group members, who
are the driving force behind the LBG movement in our region. I would also
like to thank the Corporate Citizenship team for their pivotal role in facilitating
LBG on behalf of the membership. It is a pleasure to lead such a passionate,
committed group of individuals.
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Steering Group
Brooke Pettit
The driving force behind LBG is the Steering Group, which is a representative group
of members dedicated to progressing and growing the LBG model in our region.
+Impact – Tailored LBG social impact methodology workshop.
This focuses on linking your community investment strategy
to your company’s strategic objectives, clarifying the strategic
intent of a key partnership and agreeing the impact measures to
be tracked over time
+Data – Hand over the analysis of data, records
and documentation to us and we’ll take care of your data
entry reporting
In addition to the focused support provided at each membership stage, all members have access to the following range of services and benefits:
+Your Story – Tell your social impact story with this bespoke communications package that matches good content with the
right channels to share how your program is making a difference
Additional support available
+Shared Value – Discover what it is, how to identify shared
value activities and how to measure success
Services & Benefits
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A training program for charity organisations, towards stronger and more effective partnerships and programs. This supports non-profit
organisations with corporate-community partnership reporting, impact measurement and strategic partnership development.
Participants are introduced to the LBG for Community data collection tool, a simple input, output, impact framework for non-profits to use in reporting back to their corporate partners. The tool incorporates LBG’s social impact methodology and outlines Guiding Principles
for community investment practitioners across both non-profit and corporate sectors.
Services & Benefits
LBG for Community
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Services & Benefits
Corporate Citizenship is the global facilitator of LBG and is a leading global management consultancy specialising in sustainability and corporate
responsibility. We work with businesses to achieve their commitments to responsible business behaviours and sustainable practices.
Corporate Citizenship has offices in London, New York, San Francisco, Santiago, Singapore and Melbourne.
In addition to LBG, Corporate Citizenship also offers a range of services:
• Assurance: providing independent external assurance for corporate
sustainability, adding value through customised recommendations on
strategy, policy and performance
• Community: supporting companies and foundations in the design,
implementation and measurement of their community investment and
philanthropic strategies
• DJSI: advising companies on how to make the most of the Dow Jones
Sustainability Index
• Environment: helping companies to identify and address their unique
environmental sustainability risks and opportunities
• Impact measurement: expert advice at mapping and assessing social,
economic and environmental impacts across the value chain, including
utilising our impact studies which deliver new insights to inspire positive
change for business and society
• Sustainable Development Goals: working with companies to assess their
alignment with the SDGs and develop strategic responses to maximise their
impact through partnerships
• Strategy and purpose: helping companies to develop sustainability
principles and strategies that inspire business transformations and drive
innovation, cost savings and enhanced brand equity.
For more information click here
Please contact the LGB team (http://www.lbg-australia.com/contact/) to discuss membership and other consulting opportunities.
