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Accenture Employee Giving Campaign C@W Summit April 2012

Accenture Employee Giving Campaign C@W Summit April 2012. Why have an Employee Giving Campaign (EGC)?. Our People. Our Communit- ies. Our People:

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Accenture Employee Giving Campaign C@W Summit April 2012

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  1. Accenture Employee Giving CampaignC@W SummitApril 2012

  2. Why have an Employee Giving Campaign (EGC)? Our People Our Communit- ies • Our People: • Our Senior Leadership and employees are passionate about giving back to our communities. Accenture’s EGC is an easy way for our people to give voluntarily to nonprofits of their choice, through a consistent framework. Our Communities: • By leveraging “the power of Accenture” we are able to achieve economies of scales to ensure more of our donations go directly to the causes and communities we care so much about – both personally and professionally. • Nonprofitssaves valuable dollars by reducing their fundraising and other overhead costs. Our Success Our Business Our Business: • Develop or enhance business and community relationships. • Our Success: • Since 2002, Accenture employees have pledged more than $32M through our Employee Giving Campaigns!

  3. US EGC History US Accenture EGC History 2003 United Way only 2004-2008 Pilot Expansion to include Charities@Work 2008-2009 US-wide Expansion to include Charities@Work Accenture’s US Employee Giving Campaign Timeline Giving Options: United Way Money Raised: $2.9 million Number of US Offices: Approx 30 Number of US Employees: Approx 25,000 Giving Options: United Way plus Charities@ Work (select markets) Money Raised: United Way: $2.6 - $3.3 million Charities@ Work: $464K - $1.4 million Number of US Offices: Approx 30 Number of US Employees: Approx 25,000 to 30,000 Giving Options: United Way plus Charities@Work (all markets) Money Raised: United Way: $2 million - $3 million Charities @ work: $850k - $1.3 million Number of US Offices: Approx 30 Number of US Employees: Approx 30,000 3

  4. EGC Approach • Objectives • EGC is primarily a benefit for our people; any business value is secondary • Honor one of our Core Values, Respect for the Individual, by running an extremely low pressure campaign; participation is a personal, confidential and 100% optional choice of our people • Continue local and national success of past campaigns • National PMO/Communication coordination • Local Sponsor/POC framework • Further link EGC with Corporate Citizenship theme, Skills to Succeed • Build future Skills to Succeed engagement opportunities • Best practices shared across all US locations to improve performance • Enhancements to the following four campaign areas • Focus on Skills to Succeed aligned giving options • Recognition for Senior Executive and local successes • Support from local nonprofit partners • Retired Partner engagement • Employee Appreciation and Recognition – DRAFT FOR DISCUSSION PURPOSES ONLY – 4

  5. 2011 EGC Highlights • Total donations increased: $3.97 million vs. $3.69 million last year • Total participation increased: 37% vs. 33% last year • Total donors increased: 7,989 vs. 7,603 from last year • All four giving partners saw an increase in donations and participation %. • Provided robust Communication toolkit for our local leaders to leverage • Consistent national campaign look and feel driven at the local level • Increased local effort by EGC POCs, SE Sponsors • Increased coordination with local nonprofits • Senior executive participation once again set the pace for a strong campaign • Key messaging around “choices” and appealing to our people to give to those less fortunate – especially during the challenging economic environment • Identify EGC champions at large local client engagements • Friendly “competition” between locations • Rolled out national recognition program “Flair” for participants Factors contributing to the 2011 EGC success: 5

  6. 2012 EGC Opportunities Employee Engagement • Balance robust choice vs Corporate Citizenship theme • Grow overall participation rates: • Cultivate culture of giving especially with our more junior people • Continue to stress the importance and benefit of giving via our EGC compared to other channels • Increase choice • Address perception of “fees” • Upgrade and improve donor experience (website, ROI, etc) • Determine the appropriate intersection of running a cost effective program with dynamic service, functionality and support • Retain past participants while encouraging new ideas and cultivating new leaders • Incorporate with other corporate programs, themes and incentives Program/Organizational: 6

  7. Questions? 7

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