cisco and corporate social responsibility (csr)
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Cisco and Corporate Social Responsibility (CSR). Michael Yutrzenka, Executive Director, Cisco Foundation. How We Define Corporate Social Responsibility (CSR). - PowerPoint PPT PresentationTRANSCRIPT
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 1
Cisco and Corporate Social Responsibility (CSR)
Michael Yutrzenka, Executive Director, Cisco Foundation
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 2
How We Define Corporate Social Responsibility (CSR)
CSR Encompasses Responsible Business Practices and Social Investments That Drive Long-term Valueand Sustainability For Our Business and Global Communities
Our CSR Focus:
Attracting, developing, retaining and engaging the best employees
Building healthier, more productive communities and society
Minimizing our environmental footprint
Corporate and CSR governance
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 3
Cisco’s Strategic InvestmentsPeople, Products, Cash
…to Create Innovative Scalable, Replicable and SustainableSolutions ThroughMulti-Stakeholder Partnerships
Networking and communications expertise
Strategic leadership and business acumen
Collaboration
Financial strength
People
SocialInvestment
We Combine Cisco’s Core Competencies In…
ProductsCash
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 4
Business and CSR StrategySimilar Cycle of Innovation
Core Context
Identify Innovative Partners that Closely Align with our Goals and Objectives
Replicate Solution: Measuring Impact in Multiple, Diverse Environments
3
4
2
1
Deploy Solution: Identify/Measure Outcomes That Demonstrate Success/Lead to Long-Term Impact
Exit Direct Support of Solution As It— 1) Leverages Its Sustainability Factors or 2) Is Not Successful
Invest in Early Stage Ideas That Have Ability to Scale, Replicate, and Are Sustainable
Fund Next
Innovation
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 5
Education: Global Education
Cultivate critical thinking, global awareness and social responsibility
Provide authentic, student-centered learning
Use technology to teach
Provide professional developmentto support great teaching
Equipping Every Learner for the21st Century White Paper
Align Pedagogy, Technology and System Reform — to Engage Students in 21st Century Learning Experience
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 6
Education: Cisco Networking Academy
Providing ICT Education with Sustained Impact for Students for Over 10 Years
700,00+ students annually 2.6+ million students since ’97 160+ countries 88% use skills routinely 73% pursue more IT education 40% improve career outcomes in a significant way
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 7
Economic Development:CGI Sub-Saharan Africa
Goal:
Use power of ICT to address basic humanneeds, access to education, healthcareand individual economic opportunityfor least-served populations in Cameroon, Ethiopia, Kenya, Nigeria and Rwanda
$10M over four years
NGO partners:
Habitat for Humanity
Inveneo
One Global Economy
Teachers without Borders
Cisco’s 2007 Clinton Global Initiative Commitment
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 8
Economic Development: Partnership for LebanonHelping People of Lebanon FindPath to Long Term Stability andEconomic Growth
Partners:
Cisco, GHAFARI, Intel, Microsoft, Occidental Petroleum
Focused on:Expanding reach of educationand workforce training
Creating jobs/private sector revival
Building out Lebanon’s technologyinfrastructure
Connecting communitiesand government
Crisis relief and response
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 9
Economic Development: Connecting Sichuan
Assist Chinese Government In RebuildingIn Earthquake Affected Areas
Goal:Leverage ICT technologies to deliver models of 21st Century Education and Healthcare solutions that are replicable, scalable and sustainable.
Execution:
Crisis relief
Education
Healthcare
Government, non-governmental organizations (NGOs) and commercial partners
$45M investment over 3 years
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 10
Social Venture Capital and ResourcesNGO Partners and Programs
25 NGO consortium
100+ developing countries supported
Cisco engagement: Leadership fellows, cash grants
Net Hope: Collaboration to Leverage ICT Best
Practices for Effective Delivery of Services
TWB member-teachers nowin 119 countries
Leverage teaching best-practices worldwide
Certificate of Teaching Mastery
Cisco engagement: LeadershipFellows, cash grants
Teachers Without Borders (TWB):
Professional development for teachers
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 11
Social Venture Capital and ResourcesNGO Partners and Programs
Community Voice Mail: Cisco Unified Messaging Enables Those In Need to Pursue Employment and Housing Over 40K clients served each year; more than 70% reached goal
Cisco engagement: $8.5M Cisco Foundation grants, product donations, employee volunteers and donated office space
LifeLines India: Helping India’s Rural Farmers get Access to Information on Agriculture and Animal Care Partners: Cisco, BT and OneWorld Telephone-based helpline using Cisco Unified Messaging platform Database of 70,000+frequently asked questions 400 daily calls Coverage: 700 villages, 40,000 farmers, 4 states Customer satisfaction 98%, improved crop quality/efficiency, farmer profits
increased: 25 to 150%
© 2009 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialCorporate Affairs 12
Learn More About Cisco’s CSR Efforts www.cisco.com/go/csr
CSR: Creating Impact
“When a well run business applies its vast resources, expertise, and management talent to problems that it understands and in which it has a stake, it can have a greater impact on social good than any other institution or philanthropic organization”
Source: Michael Porter, Harvard Business Review
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