POLICY NO: PROPOSED CORPORATE SOCIAL INVESTMENT AND SPONSORSHIP POLICY

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1 1. BACKGROUND CSI is a major cornerstone for good corporate citizenship and forms an integral part of corporate accountability. SARCC recognises its responsibility as a corporate citizen towards its stakeholders and the communities within which it operates. SARCC remains committed to sustainable development in aligning its corporate objectives to that of its performance as a corporate citizen. Consideration will be given to the extent to which such projects will yield value to SARCC in terms of: Positive enhancement of the Groups Image Increased awareness Improved community relations Positive media exposure The SARCC CSI and Sponsorship policy will be considered strategic if it supports the corporate vision, mission and strategic objectives of the SARCC. 2. PURPOSE The Corporate Social Investment ( CSI ) and Sponsorship policy seeks to regulate the spending of SARCC resources for purposes of promoting social investment activities and sponsorships. The policy provides scope for interpretation and implementation by SARCC Head Office and Regions. It is desirable that all parties adapt the policy to ensure that CSI expenditure is regulated and monitored according to these guidelines. 3. POLICY STATEMENT The CSI and Sponsorship policy provides the Corporation with networking, media, branding and stakeholder opportunities in support of the key strategic vision and goals of the Corporation. It further seeks to reposition passenger rail within Public Transport as well as in society as a whole. Furthermore, the CSI and Sponsorship policy is about gaining a positive stakeholder and media profile. To this end, CSI and Sponsorship activities should be managed in a manner that support the strategic goals of the Corporation. BUDGET: The SARCC will spend R25 Million per annum on its CSI and Sponsorship Programmes. 1

2 PROGRAMME ACTIVITIES: The CSI and Sponsorship policy will be driven first and foremost by the critical need to promote youth development and participation in the social and economic fields. The Policy will focus on education, health, arts, sports, transport initiatives and Capacity building for Stakeholders, with a special bias to youth development. 3.1 Education and Training Engineering; Maths and Science; Bursaries and Scholarships Outreach programmes such as Edutrain for learners and the Training of Safety Ambassadors Education Material and Equipment. 3.2 Health Medical, primary healthcare and welfare projects (e.g. food schemes) within the communities in which the company is operating may be considered and CSI may also be non monetary, such as organisational, administrative support, time spent by staff to help to organise an event, project or training for a beneficiary; etc; Community Aids awareness programmes aligned to government programmes. 3.3 Arts and Culture Support of developmental programmes; Training of new talent; and Development of historically disadvantaged individuals or teams Employee Choral Festival. Performing arts play a pivotal role in creating hope, sustaining ideas and establishing and nurturing leadership among young people. Projects should be aimed at affirming and promoting all aspects of South African culture including their performing talents in the fields of art, dance and music. 2

3 3.4 Sports and Recreation Sports tournaments Sports Equipment Sports academies 3.5 Capacity Building for Stakeholders: Commuter Fora Trade Unions, Non Governmental Organisations and Community Based Organisations 4. MANAGEMENT AND ADMINISTRATION SARCC CSI and Sponsorship portfolio will be managed by the Marketing and Communications Department (Head Office) in accordance with the approved CSI policy. A Committee will be established to evaluate applications, the Committee will be co ordinated by the Marketing and Communications Department and will include representatives from the stakeholder and finance departments. The Committee will meet a minimum of four times a year (once per quarter) to: To consider requests and applications and to make recommendations to EXCO for projects to funded and supported; To ensure that the SARCC brand is promoted through the CSI Portfolio; To ensure the proper Financial administration of the Portfolio; The objective of the CSI Portfolio is to assist EXCO in discharging duties relating to accountability, risk and opportunities in terms of enhancing the image of the organisation and further strengthening relations. Ownership of the CSI policy lies with the Marketing and Communications Department (Head Office) accountable to the Chief Executive Officer of SARCC. The Marketing and Communications Department, shall, based on the number of proposals and CSI initiatives to be rolled out within a calendar year, convene special meetings for purposes of evaluation and possible allocation of funds. 5. CRITERIA FOR ADJUDICATION Projects must fall within the group s focal areas; Proposals must include: o Information about the project; 3

4 o Sustainability potential; o Budget and project organisational structure; o Ongoing maintenance plans; o Contact details; and o In the case of donations, it would be a recommendation to have as part of the proposals proof that the applicant is a registered trust; a non profit making organisation or a section 21 company. o The project must be to the benefit of the greater community, such as education, and must reach a large number of community members; o It should offer opportunities for branding/naming rights/ publicity, etc, but be careful of reputation; o Project location and accessibility must promote regular visits, monitoring and measuring resulting in proactive involvement in applicable projects; and 6. MEASURING AND REPORTING Measuring the success or progress of projects and by undertaking regular reviews of budget spent will determine the benefit of CSI to the company and to the Group as a whole. This can be based on a cost benefit analysis, by assessing the inputs of the CSI programme as a cost to the business and the outputs in terms of its impact Project evaluation should be carried out annually. Evaluation methods could include: project beneficiary reporting, on site visits, collection of relevant statistics and formal research; Post mortem by means of evaluation and audits at the completion of the project should be introduced in order to gauge the impact of the CSI project and its long term sustainability; Benchmarking against other companies in a similar industry sector or with similar sized budgets (information may be obtained from CSI or company annual reports or public websites); Stakeholder reviews a valuable tool for auditing the perceptions of various groups, both within the company and externally, about the community development activities of the company; and An effort must be made to quantify financial contributions which may be attributed as a CSI activity, such as management time. In order to facilitate all of the above, SARCC IT will implement a project 4

5 management reporting system. This reporting system will be made available to all regions. Each CSI team will be responsible for entering its current and new projects, including all relevant details into this system for reporting purposes. 7. RESPONSIBILITY FOR IMPLEMENTATION AND MAINTENANCE The Marketing and Communications Department (Head Office) shall in consultation with the CEO review the CSI and Sponsorship policy when deemed necessary. 8. MONITORING a. Line Managers. b. Marketing Departments of the Regions/ Head Office. 9. AUTHORITY LEVELS a. Formulation of policy : Head Office Marketing Department. b. Authorisation of policy : CEO and Board of Control. c. Execution of policy : Line Departments. 10. OWNERSHIP / MAINTENANCE Head Office Marketing and Communication. 5