A companion to Simplifying Strategy and developed by FSG in partnership with CECP, this brief outlines key design steps that leaders and teams can take to advance their initial strategy choices.

CECP publishes a scorecard measuring corporate performance against Environmental, Social, and Governance metrics. Data is drawn from our annual Giving in Numbers survey.

For the first time, the corporate impact investing market has been quantified and cataloged – one out of three companies report being somewhat or highly active in impact investing, creating an estimated $2.4 billion corporate impact investing market.

The Giving in Numbers Brief, represented through an infographic, includes insights on the funds, resources, and skills that companies invest in globally to solve pressing societal challenges.

Fifty CEOs from the world’s largest companies convened at CECP’s
11th annual Board of Boards on February 29, 2016 to discuss the
theme “Competing for the Long Run”

The annual CECP Summit is an experience that brings together more than 250 corporate leaders from the world’s largest
companies who drive societal investment strategies.

Under the theme Engage, the 2015 CECP Summit featured leading voices from across sectors, including global CEOs, winners of CECP’s Excellence Awards and the launch of Giving in Numbers, an analysis of 2014 corporate giving trends.

This strategy toolkit, developed by FSG in partnership with CECP, is custom built to enhance the clarity, coherence, and impact of corporate societal engagement.

The industry critically needs to assess current practices and measurement trends, clarify the demands practitioners face for impact evidence, and identify the most promising steps forward. This research report aims to meet that need, by presenting the corporate philanthropy community with an analysis of current measurement studies, models, and evidence drawn from complimentary business disciplines as well as from the social sector.

At CECP, we chose to celebrate our ten-year anniversary not by
looking backward , but instead by challenging ourselves
and our membership to consider what the world—and the
environment for corporate involvement in solving social
problems—could look like in the year 2020 if we adopt a
solutions-oriented mind-set on local and global issues.