Pro Bono, Know-how-Transfer, Innovation: Globaler Trend, lokale Umsetzung

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1 #upj15

2 #upj15 Pro Bono, Know-how-Transfer, Innovation: Globaler Trend, lokale Umsetzung! Gabriele Hartmann, SAP! Christoph Selig, Deutsche Post DHL! Sandra Flicke-Lötzsch, GIZ / Lennart Raetzell, Syspons! Silke Ramelow, Bildungscent / Mirjam Rossa, Katholische Universität Eichstätt-Ingolstadt Moderation Dr. Sunniva Engelbrecht, startsocial Präsentiert von

3 Pro-Bono at SAP Social Innovation for a Better-Run World March 2015 Public Use this title slide only with an image

4 The SAP Social Sabbatical is a unique, short-term assignment for key talents who work in highly diverse teams: to solve concrete business challenges for the education and social entrepreneurship sector in emerging markets, AND strengthen their leadership competencies, cross industry sector know-how and intercultural sensitivity SAP SE or an SAP affiliate company. All rights reserved. Internal Public 2

5 The Program today Assignment locations 19 workdays, plus pre-work and travel Participants per year Teams comprised of 12 employees from across functions, multiple board areas, and diverse nationalities *Assignment locations include South Africa, India, China, Brazil, East Africa, South East Asia, Poland, Colombia & Argentina 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal 3

6 Achieving Triple Impact with the Social Sabbatical Client organizations Access to professional expertise Opportunity to address critical strategic challenges Advance service provision Participants Leadership development Gain valuable emerging market experience Extend network with & beyond SAP Shared value SAP Stakeholder engagement Talent retention & recruitment Brand recognition 2015 SAP SE or an SAP affiliate company. All rights reserved. Public 4

7 Results to date The results speak for themselves. The SAP Social Sabbatical is one of the most cutting-edge initiatives for social engagement and leadership development, demonstrated by impact on clients, participants, and SAP. PROGRESS As of 2014, 304,800 pro-bono service hours have been activated by 127 employees from 31 nations to serve 40 organizations. For , 96 were selected (44% Women, 40% Millennials) from 362 applications. PARTICIPANTS Our employees acquired, gained, and developed various critical competencies: LEADERSHIP 83% Building Trust 77% Execute for Success 67% Deliver Customer-focused Innovation GLOBAL SKILLS 78% Teamwork + Collaboration 76% Cultural Awareness 64% Problem Solving CLIENTS 98% of client organizations satisfied or highly satisfied with quality and output of the team. 97% would likely recommend SAP. SAP The Social Sabbatical builds SAP s relationship with our top talent. 93% Employee Engagement Index after Sabbatical 91% More motivated to perform work at SAP. 96% More likely to tell others about SAP. 89% Felt program learnings are relevant to SAP work. Key Coverage Stanford Social Innovation Review European Conference Board The New Global Citizen 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal 5

8 The SAP ELI (Engaging for Local Impact) program is a unique, short term volunteering offering for SAP employees. Selected employees will:! work together in cross-functional teams to solve concrete business challenges for nonprofit organizations in their local market,! connect directly with resource-constrained client organizations while gaining expertise on the concept of run simple,! and heighten their connection and engagement to SAP as an employer committed to making the world run better and improving people s lives SAP SE or an SAP affiliate company. All rights reserved. Internal Public 6

9 SAP ELI (engaging for local impact) Program 2015 SAP ELI A high-impact volunteering offering, managed by SAP Global CSR and PYXERA Global, a non profit organization based in Washington in close collaboration with local CSR & Social Sabbatical alumni Eligible employees Total number of participants Time commitment Team size and composition Program locations SAP employees in the respective location of offering only Around 120 employees 6 weeks total, with 2 virtual pre-work sessions (see slide on time commitment breakdown) Teams of about 12 employees Cross-functional Ireland, Palo Alto, Philadelphia, Canada, Bangalore, Sydney, Beijing, Shanghai, Bulgaria, Mexico City 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal 7

10 Time commitment break-down Pre-work & week 1 Mon Tue Wed Thur Fri Sat Sun 2 x 90 minute virtual pre-work sessions at dedicated time & day of week (2-3 weeks prior to start of assignment) Kick-off w/k & scope workshop with client organizations Week 2 full-time onsite volunteering with client organization Week 3-5 Week 6 8 hours virtual volunteering / week Onsite volunteering with client organizations Final presentation at SAP office Post assignment 3-5 hours for post-assignment survey & team presentations 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal 8

11 Key selection criteria for client organizations " NGOs, non-profit, private sector and governmental organizations who equip young people with the tools & skills they need to tackle society s problems and thrive in the 21 st century workforce " Social entreprises: Select social enterprises that have proven concept, potential to scale and innovative business opportunities that address a societal need CSR Objectives Client Organization Readiness " Buy-in on different levels of the organization to hosting a social sabbatical team " Ability to develop clear work packages for social sabbatical team based on the needs of the organization " Capacity to provide the needed support to social sabbatical team for duration of the assignment " Desire to be challenged " Open-minded to the results of the social sabbatical team 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal 9

12 The way forward # Implement Executive Social Sabbatical # Implement SAP ELI based on social sabbatical principles in 10 key SAP locations across the globe # Develop framework to stimulate business & product development through social sabbatical input 2015 SAP SE or an SAP affiliate company. All rights reserved. Internal Public 10

13 Thank you 2015 SAP SE or an SAP affiliate company. All rights reserved.

14 Click to edit Master text styles GOTEACH PARTNERSHIP WITH SOS CHILDREN S VILLAGES UPJ Jahrestagung 2015, Berlin

15 GoTeach Partnership with SOS Children s Villages Our partnership is designed to help young people as they make the transition from education to world of employment Strategic partner Mission Support young people of SOS Children s Villages between the ages of 15 and 25 as they make the transition to the world of work Unique Feature Local employees interact with youths and share their experience and expertise to foster their employability UPJ Jahrestagung Berlin March

16 HOW DOES IT WORK? We simply ask all DHL employee to share their individual experience regarding employability. We encourage them to become role models for the young people. 3 UPJ Jahrestagung Berlin March

17 Now I can see that the dream of working in a multinational company can become a reality. I am happy at the end of my training because my mentor was always there for me even if he had lots of work to do. I am so proud of that. GoTeach has turned me into a mature teenager. DHL is the best thing that ever happened to me. I feel the same as any other child would. DHL took me out of my comfort zone. This is way better than sitting at home and waiting for opportunities to come to me. This tutoring has changed my life in a positive way, as I have been able to learn things that nobody had taught me before. They made me dress smart and be smart. The program not only helped me gain more experience about work and skills needed for job applications, but also helped me to be self-confident enough to speak in public and not to be afraid when facing questions from an employer. 4 Kick-off Lithuania December

18 26 active partner countries around the world UPJ Jahrestagung Berlin March

19 Überlegungen zu International Corporate Volunteering (ICV) Diskussionsbeitrag im Rahmen der Jahrestagung des UPJ-Netzwerks am 19. März 2015 Berlin Seite 1

20 International Corporate Volunteering (ICV)! ICV ist eine Form des gesellschaftlichen Engagements von Unternehmen im Ausland! ICV entstand im Zuge zunehmenden Internationalisierung von Unternehmen in den USA, es wird dort von Unternehmen genutzt als! CSR-Maßnahme,! Personalentwicklungsprogramm! als Möglichkeit Märkte kennenzulernen und zu erschließen! ICV ist in Europa ein noch sehr junges und wenig etabliertes Format des gesellschaftlichen Engagements! Es liegen keine Erhebungen zur Verbreitung und Ausgestaltung von ICV in Europa vor

21 Potenzialanalyse Wen haben wir erreicht? 1. Desk Research & Explorative Interviews 2. Computergestützte Telefonbefragung 3. Vertiefende Interviews 500 umsatzstärksten deutschen Unternehmen bilden Grundgesamtheit. 265 zufällig ausgewählte Unternehmen wurden telefonisch kontaktiert. 26% Rücklauf N=

22 Aktuelle Situation Was ist der Status quo? 33% der befragten Unternehmen haben bereits ein ICV Programm und davon schätzen 57%, dass sich ihr Programm zukünftig ausweiten wird. 60% der befragten Unternehmen haben bereits ein ICV Programm oder sind an der Thematik interessiert. 33% 27% 34% 27% der Unternehmen haben noch kein Programm sind aber interessiert an ICV. Der Median für die Zeit bis zur Einführung eines eigenes Programmes liegt bei 3 Jahren (N=19; k.a. 13). 34% der Unternehmen haben kein Interesse an ICV. 6% (N=70)

23 Motivation - Warum wird ICV gemacht? 43% CSR 43% der Unternehmen sehen in ICV in erster Linie eine Corporate Social Responsibility (CSR) Maßnahme. Personalentwicklung 40% 40% der Unternehmen sehen in ICV in erster Linie eine Maßnahme zur Personalentwicklung. 5% 12% Sonstiges 5% & Keine Angabe 12% (N=42)

24 Mehrwert Wovon profitieren Unternehmen? 78% der Unternehmen wollen mit einem ICV Programm gesellschaftliche Wirkung im Entsendungsland erzielen. 70% der Unternehmen schätzen, dass ihre Mitarbeitenden soziale und interkulturelle Kompetenzen erwerben. 45% der Unternehmen wollen mit ICV Führungskompetenzen ausbauen. 41% sehen einen Mehrwert von ICV in der verstärkten Mitarbeiterbindung. 38% der Unternehmen sehen in ICV eine geeignete Team- Bildungsmaßnahme. *Mehrfachantworten möglich (N=42)

25 Danke für Ihre Aufmerksamkeit Sandra Flicke-Lötzsch Manager Private Sector Cooperation T sandra.flicke-loetzsch@giz.de Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Friedrich-Ebert-Allee Bonn Lennart Raetzell Manager T lennart.raetzell@syspons.com Syspons GmbH Raabestraße Berlin / Germany Seite 7

26 Effekte von PIL Unternehmen Programm Mitarbeiter/ Teilnehmer verbesserte Wettbew. Position CSR Kommunikation & Sozialkapital direkt Partners in Leadership / CSBLV Corporate Skills-Based Leadership Volunteering indirekt verbesserte Wettbew. Position Sozialkapital Wertschöpfungsbeitrag erhöhte Leistungsfähigkeit erhöhte Leistungsfähigkeit Fähigkeiten & Fertigkeiten Wissen Ausbau Hinzugewinn Mitarbeiter/ Teilnehmer erhöhte Leistungsbereitschaft Motivation & Einstellung vermittelt indirekter Nutzen Direktes Arbeitsumfeld des CSBLV - TN