Corporate community involvement among leading companies in Australia and New Zealand

Strategy, structure and measurement

• Denni Arli, Gianni Zappalà
• Centre for Social Impact

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05 July 2010This paper explores the strategies, structures, measurement and patterns of corporate community involvement (CCI) among a group of 52 leading companies in Australia and New Zealand.

Data from the St James Ethics Centre Corporate Responsibility Index is explored to reveal the patterns and extent of CCI for a sample of 52 separate companies that have participated in the index since its launch in 2003.

This research reports several findings: First, the majority of companies have developed strategies, management targets and structures and processes to address community issues. Second, almost all companies have a community-business partnership as part of their CCI strategy. Companies are taking a strategic approach to these partnerships with over three quarters of participants indicating that most of their partnerships have clearly set and agreed objectives, terms of involvement and measures to evaluate the success of the project. Third, while a significant number of companies monitor their CCI, the emphasis remains on the measurement of inputs. Fewer companies measure CCI outputs and outcomes in terms of leverage, community and business benefits. Finally, while most companies publicly report on their CCI, the content remains on inputs rather than outputs and impact and few have an independent assurance process of their CCI programs.