Tag: 3BL

Through generous funding from KeyBank Foundation, the Pomerleau Family Foundation, the University of Vermont Medical Center, and many individual donors who contributed to a special matching fund, Spectrum Youth and Family Services of Burlington, VT has been able to make its seasonal warming shelter a year-round resource for homeless youth. On May 14th, Spectrum officially expanded the shelter operations from seasonal to year-round programming to fill a critical gap in the local continuum of care, offering a youth-friendly overnight option when other shelter beds are full.

“We are pleased to join forces with the Pomerleau Family Foundation and other donors to help expand the vital resources that Spectrum provides,” said KeyBank Market President, Tony DiSotto. “KeyBank is a long-time supporter of Spectrum and their mission to improve the lives of disadvantaged youth and young adults in our community.” KeyBank Foundation has provided a three-year $225,000 grant to support the Nightly Shelter.

Spectrum Youth and Family Services opened a winter warming shelter in November of 2017 to provide more beds for youth facing homelessness in the harshest months. The warming shelter was a seasonal shelter, open from November through March 31.

Over the past two years, however, Spectrum’s Basic Needs Director, Christina Brown says she has been handing out more sleeping bags and tents than ever before year-round – in fact, she can’t keep them in stock. To meet the growing need for safe youth shelter in Burlington, Spectrum’s warming shelter was re-named the Nightly Shelter and is now open year-round.

The Nightly Shelter is a low-barrier, 10-bed emergency shelter that is open every day from 5pm to 9am. Youth can then access the Burlington Drop-In Center during the day for meals, laundry, clothing, and case management.

Many of the youth who access the Nightly Shelter are new to Spectrum, and each year several youths move from the Nightly Shelter into the Landing or Pearl Street Residence, significantly increasing their odds of moving on to permanent housing.

Spectrum Youth & Family Services helps teens and young adults ages 14-24 meet their basic needs, access mental health counseling and substance use disorder, and get help with employment, education, and living independently to thrive as young adults. To learn more, visit www.spectrumvt.org.

By Jen McGivney, illumination Contributor

For more than a century, energy flowed in one direction; wires went up, electricity went out, customers were served. That’s changing, quickly. Now, multiple sources of renewable energy – like solar and battery storage – direct power back into the grid, creating multi-way power flows.

Distributed energy is transforming the work of energy utilities. These flexible energy generation and storage technologies provide energy when customers need it most. And they support the two-way power flow needed to expand cleaner energy options, while enabling grid improvements that enhance reliability for customers.

“The folks who work in the energy industry today have seen more change in the last few decades than the industry’s seen in the last 150 years,” said Jason Handley, general manager of Duke Energy’s Distributed Energy Group. “We’re evolving as a utility and as a country as we have more renewable energy on our grid.”

Before a utility can achieve the renewable dream, however, it must overcome a logistical nightmare. If the wrong kind of project connects to the grid, it could compromise the reliability of the entire grid. This creates a tough balance: How can a utility move at the speed of innovation while maintaining the pace of reliability?

Duke Energy aimed to answer that question in 2018 when it formed the Distributed Generation (DG) team. Led by Director of Interconnection Neil Bhagat, the DG team devises strategies and processes to connect renewable energy projects to the grid.

“We built this from the ground up,” Bhagat said. “It was exciting, having a start-up environment backed by a company like Duke Energy, while putting together a team that is passionate about the energy transition.”

Assembling a ‘sophisticated puzzle’

Interconnection is the complex process of connecting new electricity generators – like wind, solar and energy storage – to the electric grid.

To help maintain the safety, reliability and power quality of the electric power system, all utility-connected distributed energy projects must undergo a series of impact studies before they can be built. This process establishes what new transmission equipment or upgrades may be needed before a project can safely and reliably connect to the system.

As projects wait to be considered, they go into what’s known as an interconnection queue. Initially, several Duke Energy planning engineers handled these tasks along with their usual work. But as North Carolina and dozens of other U.S. states began passing distributed energy incentives, the number of projects in the queue grew dramatically.

So, the company brought together an in-house team of innovative engineers – the DG team – to improve the interconnection process and help connect more clean energy to the grid.

Expanding renewables is critically important as Duke Energy looks to retire its remaining coal-fired facilities, while also preparing to meet an extraordinary increase in demand for electricity. To maintain reliability for customers, the company has proposed significant investments in cleaner generation, including thousands of megawatts of zero-carbon solar and a lot more battery energy storage, devices that enable renewable energy to be stored, then released when demand for electricity is high.

“As the company executes its clean energy transition, it is assembling a sophisticated puzzle,” said Katherine Neebe, Duke Energy’s chief sustainability officer. “Each piece – energy generation and storage, grid modernization, supporting communities and working with various stakeholders, multiskilling employees and reducing carbon emissions – is essential. It’s about finding the perfect fit for each piece to create a final picture that reveals a landscape of sustainable and interconnected solutions.”

Meeting a growing demand for renewable energy

Today, the DG team is comprised of distributed energy resource thought leaders, as well as recent graduates with fresh ideas. All team members share two important traits: comfort with uncertainty and creativity with solutions. They continuously elevate their skills to solve challenges that didn’t exist a few years ago — and that keep changing as renewable technology evolves.

“The type of work we do is not, ‘Come in, open a book, and follow the same 10 to 12 steps every day. Repeat, repeat, repeat,’” said Trent Miller, the team’s lead engineer. “Here, we come in to see what today’s challenge is. What’s new to learn today? We’re changing from one week to the next.”

Duke Energy’s microgrid in Hot Springs, N.C., is one of the first major projects they studied. Comprised of a 4.4-megawatt (MW) battery storage facility and a 2-MW (AC) solar facility, the advanced microgrid can power the entire town of Hot Springs during an outage, improving reliability for customers.

New answer for an old problem

When the DG team formed, its first challenge was a daunting one. Duke Energy, like other utilities around the country, faced a queue of hundreds of renewable projects, all awaiting a lengthy review process.

This encouraged Duke Energy to reform the interconnection process. Distributed Generation went from studying projects individually to studying them in “clusters,” a process that significantly reduced interconnection queue wait times.

“That doesn’t mean they all came to fruition, or that they connected to the grid, but we found a way to move them through the queue,” Bhagat said. “Projects can drop out of the interconnection process for several reasons – for example, the upgrade costs could be much higher than they had expected.”

The team also found new ways to use modeling software to predict how potential projects may impact the grid. This became an efficient way to foresee potential disturbances and to make necessary adjustments to projects.

“This is a much more reliable and repeatable process,” Handley said, “and it provides certainty – not only for Duke Energy, but for our third-party customers who want to connect to the grid.”

‘A utility of the future’

With these new processes in place, the DG team looks to embrace the next advancements and emerging technologies that will help Duke Energy reach net-zero carbon emissions by 2050.

“Every day is a new day with different challenges. Now our focus is on energy storage and microgrids,” said Kevin Chen, team manager. “The feeling that our team has helped the company, as well as the industry, reach a new place makes me proud of my team members.”

“We’re turning into a utility of the future,” Miller added, “and we’ve gotten to be right there when it happened.”

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Originally published on June 17th, 2024 on LinkedIn

We are thrilled Sysco’s Spectrum U.S. LGBTQ+ and Allies Colleague Resource Group (CRG) has been honored as the 2024 Employee Resource Group of the Year. This award was presented at the Pride in Business Luncheon, hosted by the @Greater Houston LGBTQ+ Chamber of Commerce, on Friday, June 7.

Congratulations to our Spectrum CRG members for setting the bar high and making a significant difference within our company and the broader LGBTQ+ community. Your commitment to fostering a culture of inclusion in the workplace and making a meaningful impact in our community is truly inspiring.

About Sysco

Sysco is the global leader in selling, marketing and distributing food products to restaurants, healthcare and educational facilities, lodging establishments and other customers who prepare meals away from home. Its family of products also includes equipment and supplies for the foodservice and hospitality industries. With more than 74,000 colleagues, the company operates 334 distribution facilities worldwide and serves approximately 725,000 customer locations. For fiscal year 2023 that ended July 1, 2023, the company generated sales of more than $76 billion. Information about our Sustainability program, including Sysco’s 2022 Sustainability Report and 2022 Diversity, Equity & Inclusion Report, can be found at www.sysco.com.

For more information, visit www.sysco.com or connect with Sysco on Facebook at www.facebook.com/SyscoFoods. For important news and information regarding Sysco, visit the Investor Relations section of the company’s Internet home page at investors.sysco.com, which Sysco plans to use as a primary channel for publishing key information to its investors, some of which may contain material and previously non-public information. In addition, investors should continue to review our news releases and filings with the SEC. It is possible that the information we disclose through any of these channels of distribution could be deemed to be material information.

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New Eaton solar projects in the U.S., China and France among a fleet of renewable deployments helping the company reduce its carbon footprint Eaton’s Chief Sustainability Officer Harold Jones to deliver keynote focused on successful steps to decarbonization at Reuters Global Energy Transition 2024 

CLEVELAND, June 26, 2024 /3BL/ – Intelligent power management company Eaton is adding multiple clean energy projects to its global operations, accelerating progress on the company’s goals to reduce carbon emissions by 50% and achieve carbon neutral operations by 2030. New solar deployments will help power innovation and manufacturing, substantially reducing Eaton’s carbon footprint and energy costs. 

“Now is the time to act boldly on sustainability. At Eaton, we’re tackling the energy transition from all angles and working with our customers to do the same,” said Harold Jones, chief sustainability officer and executive vice president, Eaton Business System, Eaton. “Our latest clean energy projects will help us accelerate our decarbonization goals while improving operational efficiency and costs. This is just the beginning and there will be many more renewable projects to come.” 

Eaton’s latest clean energy investments are part of the company’s broad initiative targeting a 50% reduction in carbon emissions across its operations by 2030. Harold Jones will deliver a keynote address focused on how the company is accelerating progress on the energy transition and decarbonization across its operations and for customers during the Reuters Energy Transition 2024 event in New York City on June 27.

Eaton’s latest clean energy projects will add to the company’s onsite renewable energy deployments powering its operations, already reducing emissions more than 20,000 metric tons annually, and include:    

Clean energy microgrid project in Las Piedras, Puerto Rico that will add solar and storage to reduce carbon footprint and boost energy resilience powering manufacturing Solar PV installation in China is helping sustainably power Eaton operations in Jining was completed in 2024Solar carports at various sites in France to adhere to upcoming regulatory mandates

Eaton has deployed multiple solar projects across its global operations since 2009, helping power innovation, manufacturing and industry education. This includes Eaton’s first-of-its-kind clean energy project in Arecibo, Puerto Rico completed earlier this year.  

Eaton has taken an Everything is a Grid approach to the energy transition that enables flexible energy systems and reflects that there is no one-size fits all strategy to decarbonization. Learn more about how Eaton is simplifying a safe energy transition.

Eaton is an intelligent power management company dedicated to protecting the environment and improving the quality of life for people everywhere. We make products for the data center, utility, industrial, commercial, machine building, residential, aerospace and mobility markets. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re accelerating the planet’s transition to renewable energy sources, helping to solve the world’s most urgent power management challenges, and building a more sustainable society for people today and generations to come. 

Eaton was founded in 1911 and has been listed on the New York Stock Exchange for more than a century. We reported revenues of $23.2 billion in 2023 and serve customers in more than 160 countries. For more information, visit www.eaton.com. Follow us on LinkedIn.

Contact:

Kristin Somers 
+1.919.345.3714
Kristincsomers@eaton.com 

Regina Parundik 
Cobblestone Communications
+1.412.559.1614
Regina@cobblecreative.com 

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At Sealed Air Corporation in Asia Pacific, we are excited to celebrate the beginning of a collaboration with the Shanghai ZhongGu Charity Youth Development Center in China to support their inspiring mission. This partnership is a testament to Sealed Air’s commitment to ‘create a better world than we find it’. By donating computers, IT devices, and packaging solutions, we aim to foster a circular economy and support our local community. Together, we will be making a tangible impact towards a brighter future.

About SEE
Sealed Air Corporation (NYSE: SEE), is a leading global provider of packaging solutions that integrate sustainable, high-performance materials, automation, equipment and services. SEE designs, manufactures and delivers packaging solutions that preserve food, protect goods and automate packaging processes. We deliver our packaging solutions to an array of end markets including fresh proteins, foods, fluids and liquids, medical and life science, e-commerce retail, logistics and omnichannel fulfillment operations, and industrials. Our globally recognized solution brands include CRYOVAC ® food packaging, LIQUIBOX ® liquids systems, SEALED AIR ® protective packaging, AUTOBAG ® brand automated packaging systems, and BUBBLE WRAP ® brand packaging. In 2023, SEE generated $5.5 billion in sales and has approximately 17,000 employees who serve customers in 115 countries/territories.

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International Olympic Committee news

Ahead of World Refugee Day celebrated on 20 June, the Olympic Refuge Foundation (ORF) reiterates its commitment to building a global movement which supports refugees and displaced people to thrive through sport – whether through the IOC Refugee Olympic Team at the Olympic Games or through its programmes at community level.

In its recently published Annual Report, the ORF highlights its many areas of work which, by the end of 2023 had resulted in almost 400,000 young people affected by displacement having access to safe sport.

Recent data from UNHCR, the UN Refugee Agency, estimates that there are now more than 120 million people worldwide who have been forcibly displaced due to persecution, conflict or a threat to their safety. As the crisis continues to grow, there is growing urgency for displaced people to be active members of their host communities, and sport has an increasingly important role to play in meeting this need.

Delivering innovative solutions

The Foundation delivers context-based innovative solutions through programmes, advocacy and partnerships. Key highlights in 2023 included:

coaches from Kampala to Paris welcoming more than 34,000 young people affected by displacement into supportive sessions;69 safe sport spaces created or refurbished for improved access to sport for young people affected by displacement;a total of 63 athletes supported through Olympic Solidarity scholarships as part of the Refugee Athlete Support programme, the largest ever number of refugee athletes supported through the programme;a Refugee Team competing for the first time at continental Games at the European Games, composed of four athletes in taekwondo and boxing;new programmes launched in the vastly different displacement settings of Burkina Faso, Uganda and Jordan, aimed at supporting more than 40,000 children and young people to access safe sport through locally relevant activities.

The impact of collective efforts

By working collectively with partners and demonstrating why sport should be embedded as a core component of refugee and displacement responses, the ORF has worked to ensure that the benefits of sport continue to be scaled. In December last year, the ORF worked through the Sport for Refugees Coalition – which it co-convenes with UNHCR and the Scort Foundation – to mobilise more than 140 organisations to commit to the Multi-stakeholder Pledge on Sport for Inclusion and Protection at the Global Refugee Forum. The pledge, which was presented by IOC President Thomas Bach before heads of state, ambassadors, refugees and the wider humanitarian sector, resulted in the commitment of more than USD 50 million to benefit over 825,000 displaced people.

Following pilots taking place throughout 2023, at the end of last year the ORF also formalised a new partnership with the IFRC PS Centre, which promises to deliver and scale Sport Coach + with the aim of reaching 2,500 sports coaches in Ukraine and surrounding countries. Through this collaborative work, coaches likely to come in contact with young people affected by the Ukrainian displacement crisis will be equipped with the skills to more effectively support young players who may have experienced trauma as a result of their experiences.

36 athletes to compete in Paris as part of the Refugee Olympic Team

This year, faced with an unprecedented, and ever-growing displacement crisis, the ORF is preparing for the third IOC Refugee Olympic Team to compete at the Olympic Games Paris 2024. The 36 athletes due to compete will represent the more than 100 million displaced people around the world, and will be backed by the flagship “1 in 100 million” digital campaign, which is aiming to build a fanbase for the team while drawing attention to the scale of the global crisis. This will be the largest ever team to compete at the Olympic Games, and for the first time the team is being managed by the ORF. The 36 athletes are hosted by 15 National Olympic Committees (NOCs) and will be competing across 12 sports.

Speaking at the time of the announcement to all the team members, who had joined the meeting virtually, IOC President Thomas Bach said: “With your participation in the Olympic Games, you will demonstrate the human potential of resilience and excellence. This will send a message of hope to the more than 100 million displaced people around the world. At the same time, you will make billions of people around the world aware of the magnitude of the refugee crisis. Therefore, I encourage everyone, around the world, to join us in cheering for you – the IOC Refugee Olympic Team.”

Beyond the Games

Beyond the Olympic Games, in 2024 the Olympic Refuge Foundation is focused on delivering on the final year of its strategic plan and Recommendation 11 of Olympic Agenda 2020+5. In addition to engaging 200,000 young people through programmes, the ORF is using evidence on the benefits of sport in contexts of displacement to influence and embed sport in local and national systems, policy and practice. It is through this collective and systemic work that the ORF can work at scale, ensuring that young people affected by displacement thrive through sport.

CBRE

DALLAS, June 26, 2024 /3BL/ – CBRE Group, Inc. (NYSE:CBRE) announced expanded capabilities to provide comprehensive climate risk data for property investors and occupiers to accelerate their sustainability planning, reporting and decision making.

The company has entered into an agreement with Climate X, a risk analysis platform, to enable CBRE’s sustainability specialists to translate climate risk scenarios and hazards into easy-to-understand information that helps clients evaluate locations and pinpoint potential threats from climate risks.

“Companies are operating in a world of increasing climate risks while also trying to advance their efforts to reduce emissions across their portfolios. This challenge will become more daunting as global temperatures continue to rise. We are simplifying complexity for our clients through a transparent, end-to-end approach to climate risk assessments and decarbonization strategies at a global and asset level,” said Rob Bernard, CBRE’s chief sustainability officer.

Climate X’s platform facilitates the calculation of risk from local hazards, such as coastal flooding, drought, extreme heat, landslides, storms and wildfires. It also enables CBRE to help clients to calculate CapEx requirements and return on investment for retrofits and acquisitions that increase adaptation and resilience.

“Climate change is redefining how and where companies operate. With Climate X’s cutting-edge data analytics, CBRE is poised to deliver best-in-class solutions that empower clients to take an ROI-driven approach to mitigate climate impacts across every stage of the asset lifecycle,” said Lukky Ahmed, CEO & Co-Founder at Climate X.

As CBRE seeks to simplify the complexity of sustainability, the company will continue to expand its focus on climate risk and its potential impact on clients’ portfolios locally and globally.

About CBRE Group, Inc.
CBRE Group, Inc. (NYSE:CBRE), a Fortune 500 and S&P 500 company headquartered in Dallas, is the world’s largest commercial real estate services and investment firm (based on 2022 revenue). The company has more than 115,000 employees (excluding Turner & Townsend employees) serving clients in more than 100 countries. CBRE serves a diverse range of clients with an integrated suite of services, including facilities, transaction and project management; property management; investment management; appraisal and valuation; property leasing; strategic consulting; property sales; mortgage services and development services. Please visit our website at www.cbre.com. We routinely post important information on our website, including corporate and investor presentations and financial information. We intend to use our website as a means of disclosing material, non-public information and for complying with our disclosure obligations under Regulation FD. Such disclosures will be included in the Investor Relations section of our website at https://ir.cbre.com. Accordingly, investors should monitor such portion of our website, in addition to following our press releases, Securities and Exchange Commission filings and public conference calls and webcasts.

Media Contact
Sara Johnston
Director, Mktg & Comm

Welcome to the People Positive Palm (P3) Project Ethical Recruitment Training video, presented by the Consumer Goods Forum’s Human Rights Coalition in collaboration with the International Organization for Migration (IOM) and the Fair Labor Association (FLA).

Watch the video

In this video, stakeholders from the P3 Project discuss their commitment to eradicating forced labour in the Malaysian palm oil supply chain through ethical recruitment practices. Representatives underscore the coalition’s dedication to upholding workers’ rights across the entire value chain. Insights from the International Organization for Migration (IOM) shed light on the challenges faced by migrant workers and stress the importance of fair recruitment to mitigate risks of exploitation. They highlight the regular training workshops conducted in Malaysia and Indonesia, aimed at aligning practices with international standards.

The video features interviews with recruiters who have participated in the P3 Project’s ethical recruitment training sessions. Recruiters share their perspectives on the benefits of ethical practices and emphasise the significance of compliance in their operations. Closing remarks underscore the comprehensive approach of the P3 Project, uniting stakeholders to reform recruitment norms and ensure migrant workers are treated fairly and with dignity from recruitment onwards.

Key Highlights:

The P3 Project aims to combat forced labour in the Malaysian palm oil sector through collaborative efforts.Regular ethical recruitment training workshops are conducted in Malaysia and Indonesia to promote compliance with international standards.Interviews with recruiters provide firsthand insights into the impact of ethical recruitment practices on their operations.The project encourages a holistic approach involving stakeholders across the palm oil supply chain to ensure sustainable and ethical labour practices.

Watch the video to gain deeper insights into how ethical recruitment practices are shaping a sustainable future for the Malaysian palm oil industry. Join us in supporting the People Positive Palm Project and collaborating to transform labour practices in the palm oil sector. For more information, visit tcgfsocial.com or email us.

Applications are now open for AllianceBernstein’s returnship program, ReInvest. ReInvest is a six-month program designed as an on-ramp for Nashville or New York-based professionals who have taken a career break and are looking to re-enter the workforce. During the program, participants will work on developing their skills, attend development workshops and receive mentorship from firm leaders.

To learn more and apply for the 2024 ReInvest Program please visit: https://www.alliancebernstein.com/corporate/en/careers/reinvest-program.html

AllianceBernstein

AllianceBernstein (AB) is a leading global investment management firm that offers diversified investment services to institutional investors, individuals, and private wealth clients in major world markets. We believe corporate responsibility, responsible investing and stewardship are intertwined. To be effective stewards of our clients’ assets, we strive to invest responsibly—assessing, engaging on and integrating material issues, including environmental, social and governance (ESG), and climate change considerations in most of our actively managed strategies (approximately 70% of AB’s total assets under management as of March 31, 2024). We also strive to hold ourselves as a firm to similar practices that we ask of issues. Our stewardship practices, investment strategy and decision-making are guided by our purpose, mission and values.

Our purpose—pursue insight that unlocks opportunity—inspires our firm to act responsibly. While opportunity means something different to each of our stakeholders; it always means considering the unique goals of each stakeholder. AB’s mission is to help our clients define and achieve their investment goals, explicitly stating what we do to unlock opportunity for our clients. We became a signatory to the Principles for Responsible Investment (PRI) in 2011. This began our journey to formalize our approach to identifying responsible ways to unlock opportunities for our clients through integrating material ESG factors throughout most of our actively managed equity and fixed-income client accounts, funds and strategies. AB also engages issuers when it believes the engagement is in the best financial interest of its clients.

Because we are an active manager, our differentiated insights drive our ability to deliver alpha and design innovative investment solutions. Material ESG and climate issues are important elements in forming insights and in presenting potential risks and opportunities that can affect the performance of the companies and issuers that we invest in and the portfolios that we build.

Our values provide a framework for the behaviors and actions that deliver on our purpose and mission. Values align our actions. Each value emerges from the firm’s collective character—yet is also aspirational.

Invest in One Another means that we have a strong organizational culture where diversity is celebrated and mentorship is critical to our success. When we invest in one another, we empower our employees to reach their potential, so that they can help our clients realize theirs. This enables us to partner with clients to design and deliver improved investment outcomes.Strive for Distinctive Knowledge means that we collaboratively identify creative solutions to clients’ economic, ESG and climate- related investment challenges through our expertise in a wide range of investment disciplines, close collaboration among our investment experts and creative solutions.Speak with Courage and Conviction informs how we engage our AB colleagues and issuers. We seek to learn from other parts of our business to strengthen our own views. And we engage issuers for insight and action by sharing ideas and best practices.Act with Integrity—Always is the bedrock of our relationships and has specific meaning for our business. Unlike many other asset managers, we’re singularly focused on providing asset management and research to our clients. We don’t engage in activities that could be distracting, or create conflicts—such as investment banking, insurance writing, commercial banking or proprietary trading for our own account. We are unconflicted and fully accountable.

As of March 31, 2024, AB had $759B in assets under management, $528B of which were ESG-integrated. Additional information about AB may be found on our website, www.alliancebernstein.com.

Learn more about AB’s approach to responsibility here.

June 26, 2024 /3BL/ – True Impact, the sector’s leading social impact measurement platform, and the Association of Corporate Citizenship Professionals (ACCP), the leading membership association working to improve the effectiveness of corporate social impact, have joined forces to launch a new guide designed to aid Corporate Social Responsibility (CSR) practitioners in effectively measuring their corporations’ social impact. This resource, titled “Measuring Corporate Social Impact: Recommendations for Better Partnerships and Reporting,” offers a structured four-step process that simplifies impact measurement and promotes meaningful results without burdening nonprofit partners. The guide can be found on both True Impact and ACCP’s websites.

ACCP and True Impact’s recommendations come from decades of collective experience working with companies and their CSR programs, as well as the results of a survey of corporate social impact practitioners from global and national companies.

Meeting the Demand for Accountability in Corporate Social Responsibility

As climate change, socio-economic disparity, and other societal challenges intensify, purpose-driven employees and socially minded consumers continue to demand greater accountability from corporations regarding their social impact. According to the survey, the need for impact measurement data is pressing, with significant interest from the C-suite (76%), the Sustainability/ESG Committee (66%), marketing and communications (64%), and the general employee population (34%).

Recognizing this demand, True Impact and ACCP have crafted this guide to help CSR practitioners initiate or refine their impact measurement strategies.

A Four-Step Process for Measuring Impact

The guide introduces the following four-step process that demystifies impact measurement, enabling practitioners to proceed with confidence:

1. Determine and Track Philanthropic Priorities: Identify and monitor key areas of philanthropic focus.

2. Set Effective Reporting Requirements: Establish clear reporting expectations for nonprofit partners.

3. Claim Your Impact (No More, No Less): Accurately measure and report the impact of your CSR initiatives.

4. Maximize Investments: Use insights from your results to enhance future social and business returns on investment.

Defining “Impact Measurement”

The toolkit addresses common misconceptions about impact measurement by clarifying the distinctions between inputs, outputs, and outcomes. Impact is defined as the way a CSR program improves lives or contributes to a better society. For example, a grant supporting workforce development can be broken down as follows:

Input: $10,000 donated to job placement programs for underprivileged communities.Output: Training provided to 50 underemployed individuals.Outcomes: 43 individuals secured new, better-paying jobs.

Focusing on outcomes is the only way CSR practitioners can ensure their efforts lead to tangible improvements in the communities they serve.

Why Measuring Impact Matters

ACCP and True Impact gleaned from the results of the survey a strong case for how measuring impact can help CSR programs:

Enhance the stature of their work within the corporation.Demonstrate a genuine commitment to social impact to employees.Provide proof of impact to executives and external stakeholders.Enable continuous evaluation and improvement of their initiatives.

Finding the Right Balance

The toolkit emphasizes the importance of striking a balance between not tracking impact and overburdening nonprofit partners. It encourages practical outcomes measurement as a reasonable middle ground, ensuring CSR initiatives are both impactful and manageable.

Overcoming Obstacles to Impact Measurement

The toolkit also addresses common challenges faced by CSR practitioners, such as limited resources, lack of support, and scattered data. By providing a clear, actionable framework, the toolkit empowers practitioners to overcome these obstacles and achieve meaningful impact measurement.

To download the report visit True Impact or ACCP’s dedicated resource pages.

About True Impact

True Impact is a certified B-corporation that helps Fortune 1000 companies and their nonprofit partners measure and maximize the social impact of their philanthropic efforts. Their CSR services combine social impact experts with a best-in-class impact measurement platform to empower nonprofits while providing critical insights for CSR and foundation teams. They’ve helped thousands of funders and nonprofits measure their impacts.

About ACCP

The Association of Corporate Citizenship Professionals (ACCP) is the preeminent membership organization advancing the practice of corporate social impact. ACCP increases the effectiveness of CSR & ESG professionals and their companies by sharing knowledge, fostering solutions, and cultivating inclusive and supportive peer communities. ACCP amplifies the voices of its practitioner network to elevate strategies that work, provide innovative solutions, and expand impact.