A strategic framework Reaching our full potential
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Historic summary
Page 2
Current environment and context
3
Our structure
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Our vision and mission
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Action plan
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Illustrative targets for growth
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Our income
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This strategic framework covers the three financial years from 1 April 2009 until 31 March 2012.
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Historic summary This document sets out a strategy for the coming three year period for the DHL UK Foundation. The past two years has brought significant change for the Foundation, including our change of name during 2008, the launch of the Supporting Future Generations programme, and a strengthening of the Foundation’s infrastructure.
programme reaching 35,000 children last year (increased from 12,000 the previous year) and our partnership with Outward Bound doubling in size in 2008.
We have achieved significant growth in some areas with our Trucks and Child Safety
Commission for England and Wales, the DHL UK Foundation is independent of DHL and the
Funding available to the Foundation has also grown; There has been an increasing the PH Holt Benevolent Fund amount of management merged into the Foundation support within DHL for the in late 2006 and following a programmes of the Foundation successful application to the with engagement across many Charity Commission the income levels of the organisation, derived from these assets although there have been some is no longer restricted and challenges as a result of an ever is therefore now available changing and growing DHL for expenditure. organisational structure, now As a charitable company with around 60,000 employees limited by guarantee, in the UK. registered with the Charity
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parent company of Deutsche Post DHL (DP DHL). Combined with this independence, the Foundation is strengthened by close ties with DHL. The DHL UK Foundation was formed from a merger of two organisations. The first organisation, the NFC Foundation, was formed in 1988 by the National Freight Corporation with 1% of the share capital from the privatisation of the business. The second organisation, the Philip Holt Benevolent Fund, was established by the founding directors of the Ocean Group, the Liverpool based Holt family, in the 1880s. The fund supported employees and their dependants who were in need.
After the merger of the Ocean Group and the National Freight Corporation to form Exel plc in 2000, the PHH Benevolent Fund and the NFC Foundation (by then named the Exel Foundation) were brought together into a single foundation. With effect from September 2008 this was renamed the DHL UK Foundation.
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Current environment and context Annual donations from DHL form one of two main funding streams for the Foundation, alongside investment income. DHL is one of the operating brands of Deutsche Post DHL. DP DHL is the world’s largest logistics group and offers tailored, customer-focused solutions for the management and transport of goods. Currently with 500,000 employees in more than 220 countries and territories DP DHL is one of the biggest employers worldwide. Around 60,000 of these employees are in the UK. One of the corporate values of DP DHL is ‘To accept social responsibilities’, and in the UK this translates into a community programme for DHL aimed at engaging employees to volunteer or fundraise.
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The major focus of this programme are the opportunities presented by the DHL UK Foundation. From the perspective of the Foundation, this maximises the impact of funding provided. Not only can grants be made to recipient charity and community organisations, but the energy, skills and enthusiasm of thousands of employees may be harnessed to address our social objectives.
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Our structure
Children & young people Match It! TACS Future Generations
Programmes
Other Delivery through partner organisations
Match It! funds raised
Income Financials
Voluntary Investment TOTAL
(£ 000’s)
Match It! volunteer hours
30,000
TACS - children reached
30,000
Expenditure
300 880
Charitable activities Programme management Investment management Administration
1,180
TOTAL Trustee board Investment & operations committees Small Foundation team
Team Structure / Governance
Legal independence from Deutsche Post DHL
UK community team
Deutsche Post DHL
Project steering groups Champions network DHL UK employee volunteers
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£410,000
(£ 000’s) 770 180 120 110 1,180 Notes: 1. Figures in the finance section relate to budget for financial year to 31 March 2009 and are approximate 2. Figures in programmes section for Match It! employee funds raised/ volunteer hours/ TACS reflect approximate figures for calendar year 2008
Corporate values / sustainability programme Social responsibility: Education Corporate value ‘To accept our social responsibilities’
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Our vision For all disadvantaged children and young people to have access to opportunities to develop the self confidence and skills they need to reach their full potential
Our mission We help disadvantaged children and young people achieve their full potential by engaging DHL and its employees and working with partner organisations We do this by: • Providing funding and leveraging DHL employee support, for high quality projects with organisations working with children and young people • Providing structured programmes and encouragement for DHL employees to volunteer, fundraise and use their specialist skills in community activity
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• Focussing our resources in the • Respecting the wishes of the UK, with a modest number organisations and individuals of projects being funded in who started the Foundation other countries where we have heritage activities • Maximising the impact of our funds through a structure with a small central team with external ‘in-kind’ support and regular evaluation of all projects supported
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Action plan To meet our mission we will: Funding
Match It!
Future Generations
Put in place a plan including annual timeline with steps to secure funding from DHL business units: Supply Chain, Global Forwarding, Express, Global Mail, Freight, Williams Lea. A key objective will be to aim to have multi-year agreements in place. In order to secure this, identify compelling business case outlining the business benefits of provision of funding.
DHL employees who are fundraising or volunteering may apply for a small grant from the Foundation for the organisation they are working with.
Funding is provided to a small number of charity partners for programmes to help disadvantaged children and young people achieve their full potential. DHL employees are engaged in volunteering to maximise the impact of the project. Examples include funding for Outward Bound bursary fund plus training of DHL employees to act as mentors to a group of 14-15 year olds taking part in a course of personal development through outdoor activities.
Commitment to core programmes Building on our current success we will continue to run our existing UK programmes engaging with DHL employees to deliver our mission: Match It!, Trucks and Child Safety, and Future Generations.
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Trucks and Child Safety (TACS) DHL employee volunteers are trained and CRB (Criminal Record Bureau) checked and deliver TACS demonstrations to 7-11 year olds using trucks as a visual aid. A teachers’ resource pack is available so the safety messages may be reinforced in the classroom.
Building on the work carried out already we will seek to broaden and strengthen the current charity partnerships particularly by sharing tools available within DHL.
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Action plan ‘Advantaging’ programme development Develop and launch a series of new projects during year 1. Following an assessment at end of year 1, select those that are a success to be grown and developed during years 2 and 3. Explore opportunities to develop projects in areas identified by the trustees as being of interest including employability and basic skills with a broad objective of ‘advantaging’ children and young people, and also with the potential for DHL employees to be engaged particularly in using their business skills, expertise for example HR, IT, leadership.
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Communications and Deutsche Post DHL engagement Draw up a full annual communications plan including regular progress reports to trustees to achieve: • Engagement with Deutsche Post DHL Sustainability team to ensure we are aligned with Deutsche Post DHL CSR programme and that our relevance is maintained
Monitoring and evaluation Introduce to all Foundation programmes an integrated monitoring and evaluation process, or for new programmes build this process in from the beginning. Assess all existing programmes on an annual basis against criteria agreed by the trustees. Strengthen those which are working well or if any are less effective, consider discontinuing.
• Engagement of DHL UK community team and senior management • As many UK employees as possible know about the Foundation and are actively involved
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Action plan Demonstrating value to our donors
Outputs
Demonstrate the benefits to our key donors - the various business units of DHL - of their provision of financial support.
Social benefit Value to DHL donors
These benefits include: • Improved employee morale, loyalty and retention • Opportunities for personal development for DHL employees
Programmes TACS
Match It!
Future Generation
Overseas
New
• Improved engagement of DHL with communities local to company operations • Acting as a responsible corporate citizen, and the opportunity to open up new populations as potential employees of DHL
Enablers Funding Deutsche Post DHL engagement Communications Monitoring and evaluation
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Illustrative targets for growth and increased social impact Our illustrative targets We aspire to: • Achieve a step change in the Foundation’s activities through programme development and strengthened communications to DHL UK employees
Investment income (note 1) Corporate Donation (note 2) Total income Match It! Expenditure Funds raised Vol hours Other volunteering (TACS, OB, PT, other) TACS Supporting Future Generations ‘Advantaging’ programme development Communications & engagement
Monitoring & Evaluation
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• Increase time given by DHL employees to community activity year on year
• Provide 1,350 children with the opportunity to access personal development through Outward Bound • Deliver TACS to more than 150,000 in a five year period children in a five year period
2009-10
2010-11
2011-12
£925,000 £255,000 £1,180,000
£925,000 £315,000 £1,240,000
£925,000 £375,000 £1,300,000
£340,000 £350,000 £410,000 £420,000 30,000 hrs 31,500 hrs 500 days 600 days 37,000 children 40,000 children Outward Bound- 300 children Outward Bound- 300 children Princes Trust- 6 Get Into’s Princes Trust - tbd Additional 500 children Additional 1,000 children Launch e-zine Achieve agreed targets/ activity Agree measures Achieve agreed targets/ activity 100% programmes have M&E 100% programmes have M&E
£350,000 £435,000 33,000 hrs 700 days 45,000 children Outward Bound- 300 children Princes Trust - tbd Additional 1,000 children Achieve agreed targets/ activity
100% programmes have M&E
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Our income It is intended to grow the Foundation’s income sustainably, increasing the percentage of the Foundation’s income from a corporate source, and to diversify income sources as far as possible, by approaching the various DHL UK business units. This intention is balanced by an understanding by the trustees of a tough economic environment at the time of writing (February 2009). The Foundation trustees understand that an increase in the corporate donation is more likely if Foundation programmes build on successes to date and become even more impactful and relevant to DHL, providing a compelling mechanism to motivate DHL employees as well as help children and young people achieve their full potential.
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For 2009-10 and 2010-11 the investment policy states that £800,000 (net of investment fees) should be budgeted for from investments. The assumption has been made that this policy remains in place for 2012-13 and that annual investment management fee remains at £125,000, giving total gross income to the Foundation from investments of £925,000.
In light of current market performance it is expected that investment income will be down for 2009-10 than for 2008-09 therefore it is highly likely that a capital withdrawal will be required to achieve a net income to the Foundation of £800,000 from investments. The trustees will assess on a regular basis the performance of the investment portfolio and will decide on the capital to be drawn down from the fund.
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helpline: 01285 841 914 www.dhlukfoundation.org
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