CEO Conference Summaries

2010 Board of Boards New York Report

On the morning of International Corporate Philanthropy Day, CECP challenged leading CEOs to think about what the world—and the environment for business—could look like in the year 2020 if executives proactively adopt a solutions-oriented mindset on local and global social issues. This was the first in a three-part series of conferences staged by the Committee in 2010 in which global leaders will come together in closed-door sessions to investigate the opportunities and implications of the theme: Solving Social Problems through Business Strategy.

With this Executive Report, the Committee shares the results of interactive audience poll questions and highlights from this important conversation on the future of corporate community involvement.

Key Takeaways:

Increasingly, companies sitting at the top of a value chain are held accountable for the actions of their partners and vendors along it.
Long-term shareholder value is intertwined with responsiveness on social issues relevant to corporate growth strategies.
Not only are companies positioned to make a difference on social issues, but doing so is expected by consumers and employees.
It is appropriate for companies to take ownership over getting results and empower collaborators to sustain lasting solutions; governments and nonprofits cannot go it alone.

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2009 Board of Boards Report

Demonstrating that corporate philanthropy is a business priority even in a strained economic climate, 55 CEOs from many of the world’s largest companies convened on International Corporate Philanthropy Day, February 23, 2009, for CECP’s fourth annual Board of Boards conference to discuss the theme: “Global Leaders: Confronting a Crucial Decision.” Panelists Jeffrey Immelt of GE and Carlos Ghosn of Nissan engaged attendees in a dialogue, moderated by NBC’s Tom Brokaw, on the importance of corporate-community investment today. Key findings include:

Elevate and Prioritize the Social Contract. Corporate leaders recognize the interdependency between business and society, and the pressing need to regain public trust. 82% of attendees indicated that philanthropy can help restore trust in the business sector, signaling their belief that corporate giving can support a regenerative cycle in distressed communities.
Refocus on Core Strategies. Attending CEOs stated that in the current economic climate, aligning philanthropy with company values, practices and goals is imperative. Conversely, philanthropy conducted in isolation from the rest of the business will fail to deliver optimal social and business benefits.
Initiate an Inclusive Dialogue. 80% of participating CEOs consider their employees and customers to be the most important constituencies when crafting giving strategy. However, factors such as government support of threatened industries, stimulus packages, and intensifying public scrutiny are swiftly expanding the number and size of stakeholder groups.
Leverage Resources Creatively. The duration and severity of the economic downturn have eclipsed even the worst commonly-held predictions of a year ago. While this will likely have a downward effect on cash contributions, CEOs expressed their will to fill funding gaps to the greatest extent possible.

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2008 Board of Boards Report

On February 25, 2008, 40 CEOs from many of the world’s largest companies convened for CECP’s annual event to discuss “The CEO's Challenge: Leading the Company, Shaping Society.” Report highlights include:

Seize the Opportunity. Learn how companies view philanthropy not as an obligation but as a source for competitive advantage to attract and retain talent and ensure positive long-term market performance.
Be Authentic. Philanthropic efforts perceived as recognition-seeking can backfire. To counteract such criticism, companies must continue an open dialogue with critics and create transparent communication platforms that are consonant with a company’s culture.
Go International. Not all community initiatives that work at home will translate abroad, and domestic nonprofit relationships need to be sustained. However, as businesses place greater emphasis on global strategies, companies continue to develop international giving programs. Learn from international NGO leaders and empower local employees to provide input.
Incorporate a Business Mindset. CEOs who set high business standards are doing themselves and their nonprofit partners a service. Adapting business management techniques to corporate philanthropy helps giving programs withstand scrutiny while maximizing community impact.

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2007 Board of Boards Report

On February 26, 2007, 35 CEOs gathered for a roundtable discussion of “Imperatives for Corporations Investing in Society.” The program followed the structure of a business plan in recognition of the fact that corporate philanthropy is a form of social investment. This report offers a summary of the conversation. Report highlights include:

Reflect the Corporate Culture. A successful philanthropy program should mirror the culture of the company, be genuine in its intentions, be endorsed by the CEO, and resonate internally and externally with company values, products, practices, and goals.
Analyze Market Forces. Shifting dynamics that affect business performance, such as globalization, also exert their influence on philanthropy programs. Just as companies forecast change in setting overall business strategy, so too must they account for these factors in their community programs.
Pinpoint Opportunities. To reach the “sweet spot” of business and social returns, companies need to establish focus areas, execution models, and nonprofit partnerships that integrate many facets of the business — such as research and development, human resources, marketing, and branding.
Build Sustainability. Customers expect transparency and shareholders expect specificity in understanding the business value of corporate giving. Therefore, corporate philanthropy programs should be actively monitored and managed with communication and measurement efforts that ensure long-term success.

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2006 Board of Boards Report

On February 27, 2006, CECP convened CEOs for an unprecedented discussion on the most pressing topics in corporate philanthropy, with a special challenge put to the leaders in attendance to surface ideas on what corporate America could do to raise the bar on corporate philanthropy. This summary report is a detailed account of key learnings from the conference.

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