creating social impact programs that center employees
At qb., we know that creating effective ESG policies, protocols, and oversight requires hard work and behavioral change, which is why we're shining a spotlight on the individuals who are leading the charge. In our new series: “ESG Leaders + Governance”, we highlight the people behind the transformational actions and programs that are shaping the future of business. We’ll talk to ESG leaders from different industries and backgrounds, we'll delve into the challenges they've faced, the strategies they've employed, and the lessons they've learned along the way.
Elizabeth Pianalto is the Corporate Responsibility Manager for Experian. She manages employee engagement and corporate responsibility initiatives that focus on connecting employees with causes they care about.
published 5.15.24
Learn how she creates targeted, meaningful impacts for employees and communities:
Pick depth over breadth
In our industry, there are ample opportunities for social impact efforts, but there are also significant challenges to navigate. Drawing from my experience working in the nonprofit sector, I noticed that corporate volunteers as a whole were not well-equipped to shift from hands-on volunteering to skills-based volunteer roles with nonprofits. When I started at Experian eight years ago, we needed to focus on strengthening our volunteer foundation and building a culture of giving. Once that culture became the norm, I was able to build consensus among our executive leaders for more skills-based volunteer engagement. We collaborated with the capacity-building nonprofit, OneOC, to develop a volunteer leadership training program. It was initially tailored for board leadership but later adjusted to accommodate a broader range of skills-based volunteer opportunities. I am very adamant that this program is not meant to be scaled. Each cohort has 25-30 participants, with one cohort per year. It's a unique initiative in our industry, alleviating the burden on nonprofits and empowering our employees to amplify their volunteerism and make even more meaningful contributions. I'm proud of the program's success. Leaders are eager to share their experiences with the nonprofits, fostering a culture of collaboration and knowledge sharing for the greater good.
Empower local teams to lead the way
In our work at Experian, we have various teams focused on making significant impacts in both the short and long term. While our sustainability team operates globally, collaborating with facilities teams worldwide, we empower our regional leadership teams to focus on initiatives specific to their areas. For example, in the North American region, one notable development is in Costa Rica. Over the past few years, they’ve utilized our volunteer matching program and maximized the impact of our matching funds by effectively channeling them into local community causes. By aligning volunteer efforts with our matching program, they've been able to amplify their contributions to charitable organizations, demonstrating a smart and intentional use of resources. Having local teams worldwide ensures that our impact reaches communities across all the countries we operate in, reflecting our commitment to equitable support across regions.
Center employees
One standout aspect of our CSR approach is the emphasis on an employee-centric model, which is complemented by strategic initiatives. We’ve found that it's crucial to engage employees where they are and tap into their passions to drive impact within our company's CSR efforts. An employee-centric approach ensures that employees are enthusiastic about donations and volunteer opportunities. While leadership support for social impact initiatives is vital, the program's focus shouldn't solely reflect the senior leadership’s interests. We work to tailor efforts to local issues and nonprofits and seek to understand employees' diverse interests in order to drive more meaningful engagement and impact. By maintaining an open and flexible program that encompasses a wide range of causes, we found that employee participation and engagement increased.
Because of this, we’ve seen a lot of growth in our social impact efforts. In FY24, we reached our highest number of volunteer hours tracked on record – nearly 3 hours per employee. We've expanded both our strategic funding and our support for employee-led initiatives, striking a balance between focused mission-driven work and broad community support. This approach not only enhances the employee experience but also strengthens our relationships with the diverse communities where we operate. It's incredibly rewarding to see the positive impact we're making in so many different areas.
Meet people where they are
Employee enthusiasm and dedication are integral to achieving our social impact goals, making them a cornerstone of our CSR strategy. While company-wide volunteer days can be effective, they may not suit every company's structure. For example, at Experian, our call center agents may be excluded due to work schedule constraints. Instead, we offer a variety of ways for employees to give back and opt for a more flexible year-round approach. We’ve created campaigns where employees can volunteer individually or with their teams (instead of a dedicated company-wide volunteer time off day). We've invested heavily in programs like our volunteer leadership program, matching programs, grant initiatives and Community Champions. Community Champions are employee volunteers who dedicate some of their time to support our initiatives. In my role, I aim to make their experience enjoyable and fulfilling, ensuring their volunteer work brings them joy and purpose, enriching both their lives and the impact they have on others. This adaptable approach ensures broader participation and meets people where they are at. All of these efforts empower our employees to give back and drives our company’s overall social impact.
Thanks for reading. ✨ If you’re interested in learning more about working with us, drop us a line.
