Month: May 2023

Originally published on Aflac Newsroom

The tail that wags when you walk in the door. The purrs that provide comfort and love. The neighs, bleats, barks and meows that make you laugh. There is no denying that pets bring so much joy to life’s everyday moments. In fact, multiple studies indicate that there are correlations between pet ownership and benefits for mental wellness1 and cardiac health.2

At Aflac, we love our four-legged family members, so much so that there is an entire page on our intranet dedicated to the Pets of Aflac. In honor of National Pet Month, the pet owners of Aflac share their stories and tips for celebrating and caring for their pets during this special month and all year long.

Show them lots of love, and give them your time and attention — every day.

Pets need regular exercise and engagement. Go for plenty of walks and let your pets explore new environments occasionally. You can also play games — indoor and/or outdoor — that offer both mental and physical engagement, like fetch, treat or treasure hunts, toy chases and obstacle courses. There are also pet day care facilities and professionals that specialize in giving your pets plenty of engagement outside of the home. And of course, lots of playtime, snuggles and special treats for pets are all great ways to spoil them.

Pet ownership is a big commitment — something to always consider is your schedule and ability to stick to a routine — but what it requires in responsibilities, it more that pays off with unconditional love and comfort.

Invest in training. 

When you bring a pet into your life, you are building a relationship with a creature that does not speak the same language as you, which is why a quality and regular training regimen is critical.

In the training process, not only will you be able to teach your pet how he or she can communicate with you, but you’ll also learn how to understand what your pet is trying to tell you. By paying attention to their body language and how they act around other people, you’ll pick up on important cues that your pet is trying to signal to you.

Put in the time to train when they are young, and it will pay off in the long run. And remember to be patient, as they are always learning.

Protect them.

Our pets rely on us to take care of them and to protect them. Start with the basics: quality food, access to fresh water, grooming, dental care, routine veterinary visits — including exams, vaccinations, etc. — and pay attention to any behavioral changes that could indicate health issues. It’s also important to establish a relationship with and stay close to your veterinarian, as they can help you find the best ways to care for your pet and ensure his or her wellness.

Expect the unexpected from your pet.

With video calls still a part of daily life, many pet owners know the cute chaos that ensues when their pets sneak up on the screen. It may not be what we usually mean when we say that Aflac practices diversity and inclusion, but isn’t it just the cat’s meow when your pet unexpectedly joins hybrid team meetings?

Want to see more Pets of Aflac? Read the full story on Aflac’s Newsroom.

1 Depression, anxiety, and happiness in dog owners and potential dog owners during the COVID-19 pandemic in the United States. PLOS ONE. Accessed April 20, 2023.

2 Pet Ownership and Cardiovascular Risk: A Scientific Statement from the American Heart Association. Accessed April 20, 2023.

Confidential and Proprietary. For Internal Use Only. Do Not Distribute. This content contains proprietary information and material that is owned by Aflac and/or its licensors, and is protected by applicable intellectual property and other laws, including but not limited to copyright. This content is provided to you for informational purposes. You further agree not to modify, loan, sell, distribute, or create derivative works based on this content. Any use not specifically permitted herein is strictly prohibited.

Z2300451 EXP 5/24

Ultragenyx Pharmaceutical Inc. (NASDAQ: RARE), a biopharmaceutical company focused on the development and commercialization of novel products for rare and ultrarare diseases, today released its second annual ESG report. The report highlights the company’s innovative approach to drug development and ongoing commitment to transparency around its corporate responsibility initiatives, as well as its efforts to achieve equitable access to medicines, making a positive impact on the communities the company partners with, fostering a diverse and inclusive workplace culture and maintaining strong corporate governance.

Ultragenyx’s ESG strategy is structured around six key pillars, aligned with the company’s mission to transform the lives of people living with rare disease: Innovation, Patients, People, Communities, Planet and Governance.

“Our company has always had a focus on creating value while also doing good for our communities,” said Emil Kakkis, MD, PhD, chief executive officer and president of Ultragenyx. “Our 2022 ESG Report showcases our continued commitment to being a responsible drug developer and making a meaningful difference in peoples’ lives.”

The 2022 Ultragenyx ESG Report features both Global Reporting Initiative (GRI) and Sustainability Accounting Standards Board (SASB) indices and highlights the UN Sustainable Development Goals most closely aligned with Ultragenyx’s vision and mission. For the full report and more on Ultragenyx’s ESG efforts, please visit https://www.ultragenyx.com/ultra-committed/corporate-responsibility/.

Highlights from Ultragenyx’s 2022 ESG report include:

Innovation:

Ultragenyx is committed to delivering novel, disease-modifying treatments with speed and urgency to rare disease communities with limited or no treatment options.

Advanced three gene therapies into pivotal studiesMore than 200 clinical trial sites in operation across 24 countries as of December 2022

Patients:

Ultragenyx is committed to supporting the rare disease community through its efforts to develop novel therapies, share its science and expertise, achieve broad access to screening and treatment, and partner with policymakers for meaningful change.

More than 3,200 patients have received Ultragenyx treatments through commercial access and expanded use as of December 2022In recognition of Rare Disease Day 2022, Ultragenyx developed a campaign to support education and access to newborn screening and provided matched donations to two nonprofit organizations doing critical work in this area: Baby’s First Test and Rare Disease Innovation Institute

People:

Ultragenyx is committed to maintaining a diverse, inclusive, safe and healthy environment. The company is also committed to fair and equitable compensation practices that are transparent and free from bias.

~45% of all U.S. employees and ~79% of new hires self-reported as members of diverse populations as of December 202295% of employees attended at least one of the 70 development workshops offered

Communities:

Ultragenyx is committed to supporting initiatives that provide meaningful impact for the rare disease community, public health and access to care, STEAM education and local, at-risk communities.

$4.27 million in charitable donations and health-related grants were approved, supporting over 70 patient advocacy organizations in 21 countries, and providing medical education to 60,000 healthcare professionals78% of employees from Ultragenyx’s Latin America region participated in the first International Day of Service

Planet:

Ultragenyx is committed to developing an environmental strategy that minimizes its environmental footprint across its business.

Purchased 1,988 megawatt-hours (MWh) of renewable electricity, which avoided an estimated 465 MT of carbon dioxide equivalent (CO2e)Diverted 950 pounds of pipette tip boxes from landfill, including circularizing 75% into new lab products

Governance:

The foundation of Ultragenyx’s purpose to lead the future of rare disease medicine is built upon its commitments to strong corporate governance, ethics and integrity, compliance, data protection and security, and responsible procurement.

100% of employees received data protection, cyber security and social media trainingJoined the International Pharmaceutical Supply Chain Consortium (Rx-360) and began to participate in the Rx-360 Joint Audit Program

In 2022, Ultragenyx also received awards and recognition. The company was named the #3 Best Place to Work in the Bay Area among companies with 500-999 employees and #2 for workplace wellness by the San Francisco Business Times, a Top Places to Work in Massachusetts by The Boston Globe, and the Best Leading Rare Disease Medicines & Therapies Company in the 2022 Healthcare and Pharmaceutical Awards by Global Health & Pharma. The company was also recognized in 2022 as one of the Deloitte Technology Fast 500 – the fastest-growing companies in the technology sector.

Media Contact:
Ultragenyx ESG Team

Read More

HERSHEY, Pa., May 24, 2023 /3BL Media/ – The Hershey Company (NYSE: HSY) shared its 2022 Environmental, Social, and Governance (ESG) Report, outlining progress toward its key sustainability priorities and goals. Our Shared Goodness Promise, Hershey’s global sustainability strategy, guides how the company incorporates responsible and sustainable practices into every aspect of its business to drive long-term business resilience and growth. In 2022, Hershey reaffirmed its most material issues through its inaugural double materiality assessment and an update to the company’s most salient human rights issues. The company remains focused on improving cocoa farming communities, ensuring human rights for people across its value chain, reducing its impact on the planet and creating a stronger and more resilient workforce.

On its journey to become a Leading Snacking Powerhouse, Hershey is embedding responsible and sustainable practices into its business transformation strategy to deliver its iconic brands for consumers to enjoy.

“As we continue to act on the most important areas of focus for our business, including responsible sourcing, reducing our carbon footprint, and promoting inclusivity, we are continually reminded that our progress and achievements are made possible by our employees, farmers, partners and other stakeholders who share our commitment to creating a more sustainable and equitable future,” said Michele Buck, CEO, The Hershey Company. “We are grateful for their input and support and look forward to continuing this journey together.”

Supporting Cocoa Communities and Farmer Livelihoods 
By 2030, Hershey’s Cocoa For Good strategy seeks to invest $500 million to positively impact cocoa farming communities. Hershey recently launched a new Income Accelerator in Côte d’Ivoire, a five-year program based on proven poverty reduction strategies that provides cash transfers and investment in Village Savings and Loan Associations to supplement farmer income and combat poverty. Additional cocoa highlights from 2022 include:

Increasing sourcing visibility: In 2022, Hershey achieved 77% cocoa sourcing visibility by volume in Côte d’Ivoire and Ghana and is on track to reach 100% sourcing visibility by 2025. As part of Hershey’s commitment to prevent and eliminate child labor, participating farms are covered by Child Labor Monitoring and Remediation Systems (CLMRS). In 2022, 72% of farmers in Côte d Ivoire and Ghana were covered by CLMRS, on track to reach 100% by 2025.Supporting farmer development: Hershey’s commitment to improving farmer livelihoods is grounded in empowering and investing in cocoa communities to foster a more equitable and sustainable cocoa supply chain. This includes supporting initiatives that provide financial literacy and agricultural training to farmers. Additionally, farmers in Ghana can contribute to emissions reductions through programs like the World Bank Carbon Fund and the Nsuoekyir Apimanim’s Community Resource Management Areas (CREMAs) and earn income as a result.

Acting on Climate Change 
Across its global operations and with the dedication of employees – including its passionate group of Energy Champions – the company is reducing its environmental impact with a goal to achieve a 50% absolute reduction in Scope 1 and 2 greenhouse gas (GHG) emissions by 2030 against a 2018 baseline. In 2022, the company’s Scope 1 and 2 emissions data received limited assurance by EY. Additional environment highlights from 2022 include:

Using real-time data to monitor utility usage: Hershey’s $3 million investment in reporting systems provides real-time utility usage data for electricity, natural gas and water at each of its facilities globally, aiming to reduce energy intensity by approximately 10% over the next five years. These systems were installed in U.S. facilities in 2022, with the remainder to be installed in international facilities during 2023.Leveraging biofuel to reduce carbon intensity: Hershey is taking action to limit and, when possible, remove carbon-intensive fuels from its facilities. Most recently, Hershey’s India plant transitioned from using coal to rice husks as biofuel to power production.Improving energy and water conservation: Enabled by Hershey’s participation in the U.S. EPA’s ENERGY STAR Challenge for Industry and the U.S. Department of Energy’s Better Buildings, Better Plants program, the company has improved the energy intensity of its manufacturing sites by 6.1% compared to a 2018 baseline. With support from Hershey’s Energy and Water Management Steering Committee, the company improved global water intensity by 6% in 2022 with a 14% improvement in water intensity at international facilities (compared to 2021). The company also invested nearly $1.5 million in high-efficiency equipment to reduce well water usage at our company headquarters in Hershey, PA.

Investing in a Resilient Supply Chain and Workforce 
Hershey employees help the company realize its purpose to Make More Moments of Goodness each and every day. Guided by The Pathways Project – Hershey’s five-year diversity, equity and inclusion (DEI) framework – the company continues to develop and invest in a pipeline that provides opportunities for all. Most recently, Hershey was named to DiversityInc’s 2023 ‘Top Companies for Diversity’ list – underscoring the company’s ongoing work to create an inclusive environment that fosters innovation and growth. Additional highlights from 2022 include:

Launching ‘Say Hola’: A strategic initiative at the company’s Hazleton, Pennsylvania plant, ‘Say Hola’ seamlessly integrated both Spanish and English-speaking employees under one roof, equipped with bilingual trainings, managers and workplace materials. The program improved hiring and retention and reduced recruitment costs. Today, more than 90% of applicants have the desired manufacturing experience, compared to 50% before the program launch.Supporting and hiring veterans: As part of Hershey’s commitment to promoting diversity, equity and inclusion, veterans are an important part of the company’s workforce, bringing specialized perspectives, experiences and skill sets to the business. In 2023, the company will expand its partnership with three military hiring organizations and aims to increase veteran hiring by 4%. Under the guidance of its Veteran Business Resource Group (employee resource group), Hershey joined the National Veterans Business Development Council and donated to Veterans Outreach of PA, a nonprofit that supports homeless veterans.

About The Hershey Company 
The Hershey Company is headquartered in Hershey, Pennsylvania and is an industry-leading snacks company known for making more moments of goodness through its iconic brands, remarkable people and enduring commitment to doing the right thing for its people, planet and communities. Hershey has nearly 20,000 employees in the U.S. and around the world who work every day to deliver delicious, high-quality products. The company has more than 100 brand names in approximately 80 countries worldwide that drive more than $10.4 billion in annual revenues, including Hershey’s, Reese’s, Kit Kat®, Jolly Rancher and Ice Breakers, and fast-growing salty snacks including SkinnyPop, Pirate’s Booty and Dot’s Homestyle Pretzels.

For more than 125 years, Hershey has been committed to operating fairly, ethically and sustainably. The candy and snack maker’s founder, Milton Hershey, created Milton Hershey School in 1909 and since then the company has focused on helping children succeed through equitable access to education.

In a keynote at one of PEAK’s Grantmaking annual conference, LaTosha Brown asked the audience to envision a world without racism, reminding us that “nothing has been brought into the physical world that was not first envisioned.”

Substantial and sustainable change requires a strong vision; a vision defined and achieved through strategy. For organizations pursuing social good, social impact strategy encompasses the goals, actions, and assessment used to enact and measure positive change.

Transformation takes time and it takes a village—and the creation of strategy is no different. Luckily, four social impact experts are here to bolster your efforts: Alnoor Ebrahim, Kristin Kenney, Jerome Tennille, and Mark Horoszowski. We’re pleased and grateful to bring you their insights on the significance of a strategic approach, as well as industry best practices for creating a social impact strategy that’s valuable and lasting.

The benefits of social impact strategy

You’ve probably heard of “putting the cart before the horse” or “getting ahead of yourself.” Conventional wisdom tells us that to meet goals, order of operations matters and strategic planning (mixed with patience) is a must. To achieve positive social change specifically, here’s why strategy is so important:

Maximize impact 

Alnoor Ebrahim is the author of Measuring Social Change: Performance and Accountability in a Complex World. He is also a Professor of Management at Tufts University, and he co-chairs an executive education program at the Harvard Kennedy School for the Schwab Foundation’s social entrepreneurs.

“In the social sector, we tend to think a lot about impact but don’t necessarily give enough attention to strategy—and the two are completely intertwined,” Ebrahim says.

This connection is clarified by a high-level definition of strategy.

“Strategy is how an organization seeks to achieve long-term performance. So the operative words there are ‘long-term,’ because social change takes time, and ‘how.’ If we can get clarity for social change organizations on their endgame (that’s the long-term performance) and how they’re seeking to get there, then that becomes really critical to figuring out how to assess social impact.”

Establishing a strategy requires planning for measurement, measurement that is necessary for anyone seeking to amplify impact. Otherwise, “we might measure the wrong things, or we might measure the right kind of things but not actually know how to get to our end goals.”

Meet the moment

Kristin Kenney is Senior Associate at Carol Cone ON PURPOSE, a purpose agency for organizations and brands whose mission is social impact beyond profit. She has a degree in Journalism from Cal Poly, where she was a founding member of the University’s Center for Innovation and Entrepreneurship (a Submittable customer you can read more about here).

As Kenney observes, both current events and consumer priorities make impact strategy vital.

“Because we have a climate crisis, companies are realizing that environmental impact is increasingly important—it’s something they are essentially mandated to address these days. And there is a push for them to consider the social aspect as well.”

“This includes looking at how they’re treating all of their stakeholders, from their employees to their customers to the communities where they operate, including people who may not be directly connected to the business but are impacted in some way just because that company exists.”

In addition to environmental and social mandates in every industry, customers these days demand that organizations prioritize social impact and plan accordingly.

“Consumers are much more savvy today. They’re asking, how are employees treated? Where are products coming from? Who are products made by? And they’re really good at research. They’re looking it up to see whether Pepsi, for example, is actually doing what they say they’re doing.”

Effectively collaborate to meet goals

Jerome Tennille is Manager of Social Impact & Volunteerism at Marriott and a Corporate Social Responsibility (CSR) professional designing Social Good programming for companies seeking to serve communities where they do business.

“If you push aside any philosophical ideas about why you should serve the community, I think having a social impact strategy, at its core, allows you to focus your efforts towards specific goals.”

As Tenille observes, meeting goals is only possible with active coordination and teamwork.

“It’s sort of like a rowing team, right? You want to be rowing in the same direction at the same cadence and a strategy allows you to do that.

“Social impact strategy allows you to have done all the purposeful work to really understand what you’re trying to achieve and all the different variables that might influence your being able to achieve those things. And then also all the different factors that might actually help or become barriers in your achieving the goals that you’ve created for yourself.”

Grow and sustain your business

Mark Horoszowski is the CEO at MovingWorlds, a social enterprise that helps companies scale their social impact programs by engaging employees. Horoszowski is also an RSA Fellow and a founding adjunct faculty member and lecturer on Corporate Social Responsibility at the University of Washington Tacoma.

“Social impact strategy says ‘let’s take capitalism, one of the greatest forces that we have developed as humans, and use it in a way that isn’t depleting the environment, propagating inequalities, or funding injustices.’ The business case for more sustainable and equitable operations is resoundingly clear. If the social, health, and environmental crises of this past year are not enough to compel business leaders, then leaders need to hear this: You need a social impact strategy not just to do some good, but to remain relevant and competitive.”

And it’s not even just doing good and addressing global issues—Horoszowski notes that “social impact is actually the biggest business of our time” and he identifies several reasons having an impact strategy is a business imperative:

It contributes to the global economy so more money can be made. It also diversifies the supply chain, “so companies can function and lower their costs over time”Employees demand it: “If you want to compete, you have to stand for something that really awakens people so employees understand how their contributions are going to make a difference.”It provides innovation opportunities from “new business models to new consumer groups,” and thus protects against competition by helping “keep you from getting out-innovated”

How to build your social impact strategy

Broadly speaking, social impact is the effect actions have on people and communities—at Submittable, we understand social impact as the effort to create public value that is systematic, sustainable, and innovative.

The eight following expert suggestions can ensure your organization’s social impact projects are well-organized, strongly executed, and clearly measurable.

1. Ask foundational questions

According to Alnoor Ebrahim, “any leader of a social change organization needs to answer three fundamental questions in order to get clarity on their strategy.”

What do we seek to achieve?

Ebrahim identifies this as a value proposition. “It’s an obvious question, right? But when we get caught up in the day-to-day work of social change, we sometimes forget to ask it… And we need to ask it periodically to make sure that our work is still driven and connected to that end goal. It’s more specific than mission because it asks you to be specific about the needs you’re trying to address and who your most important clients are.”

How will we bring about change?

In the language of strategy, this is your social change model. “We’ve got a whole set of tools to help with this—Theory of Change is one, Logic Model is another—but we need to understand how that work fits into a bigger picture of our system and of our society. So we understand exactly how we’re bringing about that change, what factors we can reasonably control, and where we need to partner with others to bring about systemic change.”

How will we hold our feet to the fire?

This question is about accountability. “We need to ask: what are we accountable for (that we can actually measure) and to whom are we primarily accountable—because different client groups, different beneficiaries, different donors, different members of your own organization might actually answer those questions differently. Nonprofits tend to want to be accountable to everyone for everything. But that’s not often possible, so you have to prioritize. Strategy requires making choices about what you will do and what you won’t do. ”

2. Invest enough time

Kristin Kenney advises companies building a social impact strategy to give themselves time for the process.

“You could write down a purpose statement and say ‘we’re going to donate to this nonprofit’ and call it a day, but that’s not going to perform over time. It’s not going to produce significant returns for society or for the business. The process is important—you can’t rush it. It is a soul-searching discovery process.”

She identifies vital steps to approaching this corporate strategy:

Talk to people at all levels of the organization, from customers to external stakeholders, and “ask a series of questions like, what are your greatest assets? Where do you need to improve? What have you done in the past?”Self-assess (or seek an external audit). For brands, Kenney says, “I look closely at their materials to see, for example, how they talk about themselves, what they’ve done in the past, how customers are talking about them.”Research competitors and peers. “You obviously don’t want to do the same thing that your direct competitors are doing, but you may be in the same issue area. So how can you do something differently or maybe better?”Explore general issue areas and resources. “What kind of issues could you have an impact on? And what are the greatest needs?”

“It’s putting all those pieces together that really gives you the direction for your purpose and your programs. And taking on that longer process will get you to a better place to be creative, build a program, and bring it to life.”

3. Canvas your community

The development of a smart impact strategy, according to Jerome Tenille, requires thorough assessment of community needs at the appropriate level.

“Take inventory of the communities where you do business and align goals with things that are larger than yourself. If you’re a local company, connect with local governance and small community-based organizations to really figure out those critical issues they’re trying to solve.

“If you’re a regional or state-based company, take that one level up and connect with the state. They’re going to understand the socio-economic climate better than you are as a company.

“If you’re a national or global company, then elevate that again. If you’re a global company, you might look towards the United Nations Sustainable Development Goals (SDGs) to determine where you fit strategically and then how that cascades down to the local markets because every local market is going to be different.”

Acting without a strong grasp on key issues can endanger your strategy and lessen your impact, especially if you’re working to solve problems you don’t understand.

“I think companies are almost hard-wired to take action before they actually understand the real reasons for action.”

Tenille ties this observation back to personal experience.

“When I was in the military, we did an exercise before we would deploy to understand things like terrain, geography, weather impacts on our ability to conduct operations in an area, different nuances of culture and religion, geo-political dynamics within a region … Once you have the full picture, then you’re like, Okay, now I can start operating. For companies to do that in their local communities, they need a similar process for taking an inventory of their communities before they act.”

4. Choose an assessment framework

As Mark Horoszowski suggests, selecting and implementing an established system for assessing your social impact programs is key to a good strategy.

“I think one of the important best practices is to pick a framework that you’re going to measure against AND set real targets.”

Specifically, Horoszowski recommends exploring the Global Reporting Initiative (GRI) and Benefit Corporation (B-Corps).

Regardless of the system you choose, he advises organizations to “not overdesign their measurement processes upfront, but rather pick a vital few targets that are measurable and really indicative of meaningful social impact.”

Especially with trickier metrics and partner relationships, an established framework (and the included measurement resources) can be extremely useful. “Good measurement is something that our partners struggle with the most. It’s easy, for example, to measure volunteer hours and donations, but it’s harder to measure the impact of those hours. The innovative organizations are starting with innovative and meaningful targets.”

“What a good framework does is help you actually answer questions like what, how, and why do we measure? Once it is in place, it empowers your team to build more executive support by showing your impact, and also building the case for them to keep investing to hit those targets.”

5. Be authentic

When it comes to social impact, authenticity is nonnegotiable for Kristin Kenney.

“A good social impact strategy has to be authentic. And by that I mean it has to be something that intrinsically links to a company in some way, whether that’s the company’s heritage or what they actually offer the world.”

Kenney makes the distinction between organizations established to specifically pursue positive social change and those with other diverse goals that nevertheless achieve social impact.

“You have companies founded with social impact at their core like TOMS or Warby Parker. Patagonia has always been about protecting the environment, so that’s a very clear case of ‘this is why we exist.’ But you have other companies like Unilever who are incredibly purpose-driven where, one, it’s a huge company, and two, it may be a lot less clear to determine ‘what is our actual purpose’ and ‘why is it authentic?’”

Ensuring your strategy lines up with brand values and mission requires more than just talk. 

“It’s really easy to write a purpose statement but if you can’t back it up as well then it’s not authentic. For Unilever, their purpose is making sustainable living commonplace. And they do that with a growing portfolio of products that are purpose-led and are designed to reduce environmental impact and/or improve the lives of people. With their soaps, for example, they have handwashing programs in developing countries.”

6. Ensure alignment and consensus 

Like Kenney, Jerome Tennille notes the importance of brand alignment, in addition to ensuring that all stakeholders are committed to working towards the same goals.

“With brand, community, and customer alignment, it’s easier to understand how you’re going to achieve your strategy, especially when you have the capital and the backing of employees.”

In order to put your strategy into action, consensus is key.

“One of the keys to implementation is building consensus. You need the C-Suite to become executive champions of your program—these are going to be the people who essentially sign onto the goals and approve the goals. You need them to say ‘You’ve got my support. And by the way, I’m going to hold other people and myself accountable to these goals that might be public.’”

This consensus improves accountability and lends itself to the development of transparency.

“Once you have the buy-in and all the sign-offs internally, that’s when you’re able to communicate your strategy internally and publicly. And as you’re doing that, you’re achieving a few different things: transparency to employees, transparency to the public which adds its own form of accountability, and then you’re also able to sell your social impact program or strategy as its own internal brand.”

7. Distinguish your approach

According to Horoszowski, a social impact strategy may look different depending on who’s implementing it.

“For the executive level, it’s crucial to assign ownership on key metrics, set clear targets that are mapped to SDGs, and empower managers throughout the company to be able to move on meeting target goals. These metrics must have some teeth.”

“As an example, for Apple’s CEO and Starbucks’ CEO, part of their compensation is now tied to their achievement of sustainability targets.”

For the CSR practitioner, strategy should center around two considerations: (1) doing more good and (2) doing less harm.

“We make this distinction for social impact leadership: you’re either doing more good or you’re doing less harm. And you actually have to do both.”

To do more good: “Make your products accessible, donate more, and get employees to volunteer.”

To do less harm: “Emit less carbon, make sure you’re not propagating pay inequities, remove bias from your organization with structured interview and promotion processes, for example.”

8. Measure with clarity and focus

For Alnoor Ebrahim, getting clarity around strategy requires identifying what you can reasonably measure.

“There’s a tendency within the social sector—whether it’s nonprofits or foundations or businesses with a social purpose—to try and measure long-term outcomes on society.”

This tendency can lead organizations to focus on outcomes that don’t necessarily make sense for their work. Ebrahim gives the example of an ambulance service.

“We know, for example, that in a cardiac event such as a heart attack, if the ambulance responds and administers quality care within nine to twelve minutes, chances of patients survival go way up. If they take much longer than that, chances of survival really plummet. But what can you reasonably measure? You would measure response time and quality of care. You would not measure health outcomes because it would be beyond the capacity of the organization and is beyond its strategy. Leaders must be clear about what they can reasonably measure and take credit for, given the strategy of their organization.”

Ebrahim has identified four unique strategies for social change. The ambulance service is an example of a niche strategy, which is very focused and allows you to quickly measure social impact results in the short term.

The other strategies (integrated strategy, emergent strategy, and ecosystem strategy) involve varying types of interventions, key players, and levels of complexity. You can learn more about these strategies here. Organizations can also transition from one strategy to another and be high performing regardless of the strategy type they choose.

Assemble a strategy for the future

Building a social impact strategy to help your organization make a bigger impact, meet the moment, collaborate seamlessly, and enhance financial performance takes time and attention. And clearly, the investment in these resources is worth the outcome, especially in times of crisis.

As Kristin Kenney observes regarding 2020, “companies that had a program and purpose in place were able to respond much more quickly and authentically.” 

Not only does an established strategy enhance responsiveness—a good strategy should also, as Jerome Tennille observes, “allow flexibility and nimbleness.”

“In crisis, strategy doesn’t have to change. Operations and tactics change. I think if a strategy has to change that dramatically where you’re readjusting your goals and you’re rethinking almost everything, then there’s a chance that strategy wasn’t impermeable.”

For those looking to create a modern, future-proofed social impact strategy that guides the management of top-notch programs—including corporate giving, CSR, grants, and employee volunteerism—Submittable’s cloud-based social impact platform is a winning solution. We’d love to partner with you to maximize social good and create lasting change through smart technology—find out more today.