Unlike many organisations only just leaping on the corporate social responsibility (CSR) bandwagon, international logistics provider UPS has more than half a century of experience already behind it. From building schools in poor communities to raising funds for organisations supporting people with disabilities, Andrew Connelly, vice president of UPS' Asia Pacific region, says public goodwill also makes good business sense.
It's not just about enhancing a corporate image. Connelly believes good deeds also help improve employee esteem and engagement, which help to drive the corporation toward its business goals as well.
We don't do civic work for brand recognition, he says. We do it because it is the right thing to do.
Leading by example
One reason for the programme's ongoing success is its ability to inspire and encourage workers to participate. Connelly says this is in part due to the willingness of UPS leaders to also get on board. Speaking at the Down Syndrome Association (DSA) in Singapore, a recipient of both many UPS volunteer hours and a cash grant, he points to some of his own handiwork.
I painted in here, he says, looking around a refurbished classroom. I also helped paint a school in India and remodel a school in Seattle, the birthplace of UPS.
Having leaders actively participating in volunteer work helps companies engage employees and develop a culture focused on public goodwill. But, Connelly says, leadership is not the only ingredient needed to make ideas of social responsibility stick.
Planning is also instrumental to maintaining a healthy volunteer program. At UPS, committees create three-year plans which incorporate employee volunteering, grant submissions and awards. In this way, individual and organisational beneficiaries receive tailored and integrated assistance. The DSA, for example, not only received a grant from the company's philanthropic arm, The UPS Foundation, it also benefited from more than 650 volunteer hours as UPS employees worked to ensure the organisation qualified for the money.
Importantly, UPS' CSR programme is also planned and implemented on a global scale " but with significant local input. UPS has created an intricate relationship between the Foundation and employees to ensure that charities receive needed funds and valuable volunteer hours. In 2008, the UPS Foundation provided 60 Asia Pacific charities with grants totalling $US1.5 million. Alongside this monetary assistance, more than 30,000 employees worldwide volunteered their labour.
Using the UPS Foundation focus areas as a guide, regional committees choose the most appropriate organisations for grants and volunteer benefits. They then put the non-government bodies through rigorous due diligence to ensure each potential recipient is an effective organisation with auditable financial reports and solid management.
Once the inspection has passed, the committee meets with the organisation to work out a way UPS can help. In 2008, UPS staff worked on four separate volunteer events with DSA to ensure that it could qualify for the foundation grant.
No times are too tough
While the plans are necessarily long-term, UPS' CSR programme is also flexible enough to meet changing community needs. Over many years, UPS has changed its focus from early investments in health care and education to more recent donations toward hunger relief, literacy and the wider promotion of volunteering.
Change is likely again with the turning economy, but Connelly says the total level of effort won't be downgraded. He believes public service is more important now than ever before. Despite the tough economy, the spirit of giving is alive and well at UPS and we hope to make a difference in whatever way we can.
One method is to increase the focus on volunteering within the company. UPS recently extended its popular 'Volunteer Week' into 'Volunteer Month' " a proactive campaign to get staff thinking and enthusiastic about volunteer activities. The company says there has been a 30% increase in the number of employees participating in organised activities within the Asia Pacific region, with more than half of UPS' employees volunteering a total of 1,391 hours. Their recent activities have included painting schools, assisting at food banks and renovating shelters.
Connelly says volunteering can be sometimes contagious. The more people get involved, the more interest is generated, he notes. Volunteering gives employees a sense of belonging and achievement.