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The Coca-Cola Foundation Announces $1 Billion Giving Milestone

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The Coca-Cola Foundation has given back more than $1 billion to communities worldwide since its inception in 1984, Coca-Cola CEO James Quincey said today at the Atlanta Police Foundation’s 15th Annual Crime is Toast breakfast.

During his remarks, Quincey also announced a $2 million grant to support the youth development programs of the Atlanta Police Foundation’s Vision Safe Atlanta campaign. Funds will support efforts to reduce juvenile crimes and help our youth succeed. The At-Promise Youth Center on the city’s Westside is one of those programs. It has helped more than 300 at-risk youth earn high school diplomas, pursue a college education and find meaningful careers.

 

Helen Smith Price

Helen Smith Price

In addition to serving its hometown of Atlanta, The Coca-Cola Foundation has reached more than 655 million people worldwide over the last 30-plus years through its support of more than 2,400 organizations with a focus on protecting the environment, empowering women, education, and enhancing communities.

We spoke with Helen Smith Price, president of The Coca-Cola Foundation, about this global giving milestone and what it means to the communities Coca-Cola serves:

What is the mission and vision of The Coca-Cola Foundation?

As the philanthropic arm of The Coca-Cola Company, The Coca-Cola Foundation is focused on giving back and making a difference in the communities where Coca-Colaoperates as a business, but also where the company’s employees live and work. When you look at the Coca-Cola business model, it is not just a global company; it operates locally across more than 200 countries. Our model for the Foundation is similar. We operate a global fund that gives locally to communities around the world.

Our goal is to give back at least 1 percent of our operating income from the prior year. We give back to communities a portion of our earnings every year. The more our business earns, the more we are able to support our communities.

 

Mama and Baby

How does the Foundation decide which organizations or programs to support?

There are so many needs across the globe, and we can’t support them all. We receive thousands of requests each year to support many worthwhile community programs. However, each proposal is evaluated on a one-on-one basis to determine its alignment with the needs of the local community and our funding priorities: protecting the environment, empowering women, and enhancing communities.

 

CCF_infographic_V6

How have the priorities of the Foundation evolved?

When I began working with the Foundation, I went back and read the development plan for the establishment of the Foundation and the minutes of the Foundation’s 1984 Board of Directors meeting. I wanted to understand why the Foundation was established and the expectations behind it. It was established to ensure a long-term commitment to community. I found a quote from then Chairman and CEO Roberto Goizueta, who talked about the opportunity and the responsibility we would face in the future, and that there was a need to have a structured and efficient vehicle for giving.

There was a logical and well-thought-out decision to create this Foundation. When new members join our Board, I open each orientation session with this quote to ground everyone in the original intent of the Foundation. And while that intention is still intact today, our community investment strategy is an evolving process. In 1984, we were primarily a U.S.-based foundation focused on education and youth development programs. Over the past three decades, we have grown into a global foundation.

About 15 years ago, we conducted a survey to gauge people’s awareness of what Coca-Cola does in the community. We got as many answers as we did respondents. And they were across the board – from scholarships, to Little League baseball scoreboards, to product donations to local PTA organizations. The good news is that everyone had an answer. The concerning question was… were we making a difference?

In 2007, we assembled a team of 20 global Coca-Cola leaders, along with a few philanthropic experts, for a discussion about how Coca-Cola could be more impactful to communities in ways that made sense for The Coca-Cola Company’s business. We agreed on: water stewardship, education, women’s empowerment, and the well-being of communities. These areas are important to us as a company, and where we have knowledge and expertise.

 

Thanks a Billion

How does the Foundation measure the impact of its giving?

When organizations apply for funding from the Foundation, we ask many different questions as a part of how we assess their potential community impact. Our grantees share projections on the expected results and impact of their work, and they have to provide ongoing reports to track progress.

 

Bea and Team at Farm

How do you work with Coca-Cola teams around the world?

The global scope of the Coca-Cola system is a great advantage for us. Our Foundation can tap into the expertise of our colleagues out in the field. When we award grants across the globe, we’re not simply making decisions here in Atlanta. We’re reaching out to our peers with certain expertise, or in certain geographies, who help us identify the best potential grantees. They understand their local communities and they’re managing local relationships. We use the Coca-Cola system to make connections in the community in a way that allows the Foundation to be as globally engaged as the business.

Why is corporate philanthropy good business, and why is it now more important than ever for companies like Coca-Cola to give back?

Coca-Cola’s business is only as strong and sustainable as the communities it serves. And consumers today want to support companies that are philanthropic and make a difference. They prefer to do business with companies that are socially conscious. There is an expectation that the more a company earns, the more it gives back. And that leads into why, in 2007, the company made a public commitment to give back at least 1 percent of its operating income from the prior year.

We’ve reached a major milestone: $1 billion in grants. What will the next $1 billion look like?

Our philanthropic approach will always be in direct response to the challenges we see around the world. Today, we are focused on protecting the environment, empowering women and enhancing the communities where we live and work through education and youth development. Our goal today as well as in the future will be to improve the quality of life in the communities in which we operate.

Why are you personally passionate about the work of The Coca-Cola Foundation?

For me, Coca-Cola is such a great company from a business perspective. And the icing on the cake is that it is intentional about making a difference in the communities where it operates. It’s real… there is no gimmick. Making a difference in communities is truly woven into the fabric of the Coca-Cola culture.

Credit: https://www.coca-colacompany.com/

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NGOs - SDGs

Sahara Group Leverages Transformative Innovation For Sustainable Performance

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Sahara Group Team (Source: Sahara Group)

Sahara Group, an Energy Conglomerate has released its 2019 Sustainability Report which reflects its commitment to achieving its corporate goals and creating shared value for stakeholders through economic development, protection of the environment and building a sustainable society.

Tagged ‘Transformative Innovation’, the report highlights how Sahara continues to leverage innovation and technology in achieving its corporate goals and sustainability ambitions across its businesses in Africa, Asia, Europe, and the Middle East.

Director, Governance and Sustainability, Sahara Group, Pearl Uzokwe, said the Group had continued to foster partnerships and initiatives that have co-created a desirable future through innovation.

Uzokwe said: “We have aligned our business operations within our entities with the demands and expectations of our changing world – digitization – which in turn increases our competitive advantage for sustainable growth. Beyond measuring our performance in numbers and outcome, we have raised our lever of sustainability excellence by committing to more strategic partnerships and setting targets to achieve sustainable development from the micro to global scale.”

She said Sahara had aligned its operations and processes in furtherance of the urgent global transition to cleaner energy and low-carbon solutions. *Sahara entered an MoU with the United Nations Development Programme in 2019 to provide access to affordable and sustainable energy in sub-Saharan Africa. This is in line with UN Sustainable Development Goal 7. During the year, we were pivotal to the success of the United Nations Private Sector Advisory Group (PSAG) and joined hands with other stakeholders in  advancing the mission of the African Influencers for Development (AI4Dev), World Economic Forum’s Partnering Against Corruption Initiative (PACI) and other institutions in providing a better quality of life to the world.”

According to Uzokwe, Sahara launched its Green Life Initiative in 2019 in line with its commitment to fostering sustainable environments via the protection of the environment, promotion of a circular economy and recycling of waste within and outside our business. “Among other activities, we established a Recycling Exchange Hub in the Ijora Oloye community and executed upcycling vocational training for the conversion of tyres to usable products. In delivering more environmentally friendly fuels, we committed to complying with the African Refiners & Distributors Association (ARA) standards – the only pan-African organization for the African downstream oil sector – in 2019, as we expanded our investment in the supply of cleaner energy in the form of gas, particularly LPG’” she added.

Sahara is a foremost provider of Liquefied Petroleum Gas (LPG) in Africa through West Africa Gas Limited, a joint venture with the Nigerian National Petroleum Corporation (NNPC). WAGL operates two 38,000 cbm LPG vessels, MT Africa Gas and Sahara Gas that are driving LPG access, security, and stability in Africa. Both vessels have supplied approximately 500,000 MT of LPG across regional markets since their acquisition in 2017. Sahara Group’s 2019 Sustainability Report reflects our economic, social, and environmental activities from January 1 to December 31, 2019. The report is our fifth sustainability report, and our fourth report written in line with the GRI standard. The 2019 Sustainability Report has been organized and presented in accordance with the Sustainability Reporting Standards of the Global Reporting Initiative (GRI). The guidelines seek to achieve consistency amongst corporations reporting on their sustainability activities.

Please click here to access the sustainability report.

Sahara Group

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Philanthropy

The Mansaray Foundation Story- Saibatu Mansaray

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Saibatu Mansaray, Founder at The Mansaray Foundation (Source: The Mansaray Foundation)

In September 1997, I lost my aunt. In May 2008, I lost another aunt.

My Aunt, a proud Sierra Leone native, and mother of four, was delivering twins when she suffered a postpartum hemorrhage that not only took her life but also the life of one of her twins. This was in 1997, when my aunt and her baby were lost forever. Her five surviving beautiful children were forced to grow up without their mother. After 23 years, this loss still feels like it was only yesterday and for many more families in my home country, it very well could have been yesterday, or even today.

My family was again forced to endure the aftermath of this crisis in 2008, when a second aunt died from childbirth complications. She, too, went to deliver my beautiful cousin and succumbed to postpartum hemorrhage. Three more cousins of mine were now without their mother: left to navigate life without her loving guidance.

Sierra Leone is an amazing place with incredible people where losses like this have sadly become commonplace. My people, as foreign as it may seem to the outside world, fear childbirth.

When both of my aunts died, my uncles never remarried. They both raised my cousins without a wife, but they were never alone. Our family and the local community rallied to help. The sacrifice, resilience, and the sense of community that Sierra Leonean – and Africans as a whole – have for one another should warrant everyone’s admiration. But they need more, they need all of us to fight with them to affect change and save lives.

Ninety-four percent of maternal deaths occur in developing countries like Sierra Leone with 830 women dying every day, and an estimated 300,000 deaths annually around the world from preventable causes. My aunts were two of these women.

They are both just statistics now, but to me, their husbands, and their surviving children they are so much more. While I do not know each of these 830 women who die each day, I know they have families. They have children who love them dearly and will forever miss and long for their mothers.

The maternal deaths are staggering worldwide, but unfortunately most of Africa is far more impacted than the rest of the world.

Women in Africa have, on average, many more pregnancies than women in developed countries, and their lifetime risk of death is higher. Due to African women bearing children at an early age, their lifetime risk of maternal death is extremely high and equates to the probability that a 15 year old girl will eventually die from a maternal cause. In high income countries, this is 1 in 5,400, versus 1 in 45 in low-income countries.

Young adolescents face a higher risk of complications and death as a result of pregnancy than other women. In Sierra Leone, if we do nothing to change our unfortunate circumstances, 6% of our 15-year-old girls will die from maternal causes sometime in the future. Maternal deaths are common in rural and poorer communities and as it stands today, 1 in 75 births in Sierra Leone results in the death of a woman.

The five countries where a woman is most likely to die in a given pregnancy are Sierra Leone, Central African Republic, Chad, Nigeria, and South Sudan. As a continent, countries like Egypt, Morocco, and Libya have demonstrated that we can lower the maternal death rates.
Our beloved Mother Africa is suffering most from a health crisis that is preventable and we must all band together in order to solve this rather unfortunate inordinate number of African maternal deaths.

The Mansaray Foundation begins its work in Sierra Leone, but we envision our work spreading throughout West Africa where we are among the highest maternal mortality rates worldwide. Sierra Leone has the highest maternal mortality rates in the world but the maternal deaths in Liberia, Guinea, Gambia and Nigeria are unsettling.

The main factors that prevent women from receiving or seeking care during pregnancy and childbirth are poverty, distance to facilities, lack of information, as well as inadequate and poor quality of care.

In Sierra Leone, the foundation will focus its efforts on improving access to quality care and ensuring the rural clinics are properly resourced.

We will utilize a simple, scalable and sustainable health-systemic approach to prevent maternal mortality, promote maternal health, and prolong the quality of life of rural women in Sierra Leone through multi-stakeholder partnerships that is in line with global best practices.

Our goal is to help lead Sierra Leone from the highest maternal mortality rate globally, to the lowest five in Africa.

I look forward to returning to Sierra Leone and embarking upon a journey to address and combat Sierra Leone’s maternal mortality crisis, work tirelessly on youth and women’s empowerment efforts and strongly support local innovative and development opportunities for Mother Africa.

Our efforts must begin here, by sharing the stories of those we have lost. If you have a loss to share or would like to join the #fightforourmothers, reachout on social media. Facebook, Instagram, Twitter, and LinkedIn: @TheMansarayFdn.

We call on the pioneers, the innovators, and the educators, the global health leaders, big tech, journalists and supply chain experts to join us in this fight. Mother Africa needs you, join us:

Visit us The Mansaray Foundation

Email us info@mansarayfoundation.org.

Also Read Closing The Gender Gap: An Interview with Dream Girl Global (DGG) Founder, Precious Oladokun

Author: Saibatu Mansaray is the President and Founder of The Mansaray Foundation and Host of The Saibatu Mansaray Journey podcast. Mansaray’s life and career has been dedicated to public service seeking to effect positive change in the world and making her home country and the people of Sierra Leone proud. She works now to highlight the community and speak out on the issues and challenges we in the African community face. The Mansaray Foundation initiative is the latest step in the long line of public service by Sierra Leone-native Saibatu Mansaray, a retired United States Army officer after 23-years of service and two tours of duty to Iraq.

Mansaray served as a White House Physician Assistant and Tactical Medical Officer to President Obama and Vice President Biden followed by Director of Medical Operations and Military Aide to two Vice Presidents. Upon retiring, Mansaray joined Vice President Pence’s team as his Director of Advance. Her final assignment was as a White House senior executive and Assistant Director for Public Health at the Office of National Drug Control Policy.

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NGOs - SDGs

Wildu du Plessis: Commitment to sustainability opening doors to post-pandemic capital in Africa

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Wildu du Plessis, Head of Africa, Baker McKenzie (Image source: Baker McKenzie)

The industrials, manufacturing and transport (IMT) sector is being hit hard by COVID-19 disruption, but commitment to sustainability could very well lead the sector to recovery. This is according to Baker McKenzie’s report “Sustainable Success: Exploring environmental, social and governance priorities for industrials through COVID-19 and beyond” which revealed that industrialshave taken great leaps forward in relation to environmental, social and governance matters (ESG) in the past decade.  The report outlines how CEOs in the sector have signed up to a new holistic definition of company purpose and most public companies now report on ESG goals. Access to funding is also becoming intricately linked to a commitment to ESG principles, with industrials looking at sustainability initiatives as a way to source capital for projects in Africa.

According to the report, the economic challenges and the huge changes that have turned the world upside down in 2020 cannot be ignored, but the fundamental imperative to embed and prioritise ESG remains — and is arguably more important than ever as the fragility of the world’s current systems and norms is revealed.

The report found that sustainability can be used as a lever of recovery and competitive advantage, where companies proactively consider ESG issues as part of their COVID-19 response and decision-making. Connecting sustainability and business models more closely offers industrials the opportunity to reimagine supply chains, production and revenue streams — the basis for long-term reinvention and success. As such, sustainability is set to be a powerful guiding principle of COVID-19 recovery and a source of advantage for IMT companies. In the fight for post-pandemic capital in Africa, embracing sustainability provides a valuable edge for African industrials. Funding in some areas is already contingent on meeting certain global ESG standards and other investors have followed this lead — requiring documented, planned policies and processes in relation to ESG before investing

Access to capital will be critical to corporate recovery and in ensuring that key industrial and infrastructure projects in Africa can continue. Africa’s leaders have been assessing how best to mobilise capital from local savings pools, shore up development finance from various development finance institutions like the International Finance Corporation, the International Monetary Fund, and the World Bank, and direct capital raised via green bonds towards qualifying projects. 

The market for green and sustainable bonds is set to expand further in the coming years and industrials in Africa are likely beneficiaries of the capital raised. The African Development Bank (AfDB) Green Bond programme, for example, facilitates the bank’s green growth policy by providing capital for eligible climate change projects. Investors are able to finance climate change initiatives via green bonds, which is then allocated to eligible projects.

Green bonds are gaining in popularity across Africa and the larger economies of sub-Saharan Africa have all embraced this.  In 2019, Kenya set up the legal framework and rules for the launch of its first green bond on the Nairobi Securities Exchange,  with the aim of raising capital for green transport, water and energy infrastructure projects in the country. The country announced in 2020 that it planned to issue its first diaspora bond for green infrastructure projects this year, so that Kenyans living abroad could be given the opportunity to participate in the country’s post pandemic recovery via investments in sustainable projects.

Nigeria was the first African country to issue a Sovereign Green Bonds in 2017 and launched its the Green Bond Market Development Programme a year later. The Nigerian Stock Exchange (NSE) Green Bond Market is a platform for green bonds in the country and four bonds are listed on the platform. Late last year, the NSE signed a Memorandum of Understanding with the Luxembourg Stock Exchange to promote cross-listing and trading of green bonds in Nigeria and Luxembourg, with Access Bank’s Green Bond the first to be listed on both exchanges.

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In South Africa, in an effort to drive investment and make it easier to list and trade sustainability-linked instruments, the Johannesburg Stock Exchange (JSE) launched a sustainability segment for green bonds in June this year. In July 2020, the African Development Bank invested ZAR 2 billion in Africa’s first Sustainable Development Goals-linked bonds (SDG bonds), which were issued by Nedbank and listed on the newly launched green bonds segment of JSE. This bond issuance is expected to create jobs, promote SMEs run by members of under-represented groups in the country, and act as a catalyst for green projects.

Post pandemic, IMT initiatives in Africa are expected to have a heightened focus on improving Africa’s capacity for green, low-carbon and sustainable development, via, for example, clean energy, community healthcare, green transport, sustainable water, wildlife protection and low-carbon development projects. Wildu du Plessis believes a commitment to ESG principles is clearly taking centre stage in the quest for post pandemic funding, with access to capital for large industrial projects now likely to contain sustainability requirements.

Article by: Wildu du Plessis, Head of Africa, Baker McKenzie

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