We will discuss the answers to these questions and more in this month’s webinar. During the one hour discussion we will take a deep dive into one member’s quest to maximize the impact of her CSR programs and her dollars. Christy Reeves of Blue Cross Blue Shield Louisiana, despite her finite budget and limited resources had a vision of engaging and improving the lives of citizens across the Louisiana state. She refused to settle for the programs, and therefore the impact, her own money could buy. Rather, she utilized a model taught at Boston College by FSG called the collective impact model. Christy had a problem worth solving, and an idea for a common agenda that would engage other members of the community towards this common goal. Through her ability to mobilize dollars that were not in her direct control, Christy was able to realize impacts that far exceed the original investment.

Using her visionary approach toward impact investing and through mobilizing local resources, she was able to spearhead the Foundation’s Challenge for a Healthier Louisiana. This nearly thirty million dollar project takes a multi-pronged approach toward tackling childhood obesity, nutrition education, healthy food access and neighborhood fitness.

It is evident that Christy has embraced a true “more than philanthropy” approach. She has implemented a combination of financial support, community engagement and critical efficacy analysis to all on-going programs, with the ultimate goal of helping make the world around her a happier, healthier place.

We hope you will join us on June 5^th at 12pm (EST) to hear about her story, her challenges, her strategy, and take away some key insights so that you too can make a greater impact with the budget you have. Click here to register.

Humana, a leading health and well-being company, along with partner Microclinic International, a public health and development nonprofit, is spearheading and funding this first-of-its-kind approach called Team Up 4 Health. The goal is to curb preventable chronic diseases through behavior changes that are encouraged and supported by friends and family. The program seeks to determine if, by working together, people (in this case, an entire county) can eat better, get more exercise and encourage each other to make healthier choices.

In its first year, 265 residents participated; and in this second year, nearly double that number are striving to reduce their body mass index, lose weight and keep it off, decrease symptoms of diabetes, and reduce their blood pressure. “I’ve learned that it’s about making small healthy choices every day,” says Team Up 4 Health participant Willene Black.

At the heart of it, Humana and our partners at Microclinic International and the Bell County Health Department believe that leveraging human relationships can unleash “contagious health” and make inroads against avoidable strokes, heart disease, cancer and diabetes.

Initial findings are encouraging.  Virtually all (97 percent) of first-year participants posted improvements in at least one of the four key health measures, and 90 percent improved in at least two areas.  As a group, they’ve shrunk their body mass index, lost an average of six-and-a-half pounds each, reduced symptoms of diabetes and lowered their blood pressure.

They’re making healthy behavior choices a part of their everyday life, such as buying whole wheat vs. white flour products. And 84 percent say they’ve improved their confidence in some manner. “I’ve seen hundreds of lives change in positive ways,” says Leigh Ann Baker, Program Manager at the Bell County Health Department, who implements Team Up 4 Health.

What’s most encouraging is the feedback from participants. “I’ve been able to take this to my family and friends, and when they see changes, they become more motivated as well,” says Ms. Black. “This program woke me up to a lot of stuff.”

“When I’m eating well, I feel healthier. And when I feel healthier, I feel better about myself,” says another.

The enthusiasm becomes infectious.  “We’re going to be the spark and we’re going to set the nation on fire,” asserts Jessica Mills.

Humana is paying close attention to the Team Up 4 Health program to better understand how social networks help spread healthy behaviors that can ultimately improve health outcomes and reduce the burden of disease. And while the positive power of peer influence is well-documented, Humana is looking to learn whether that influence can be harnessed to positively impact people’s health.

The pilot was inspired by Humana’s vision to help people achieve lifelong well-being and is part of the company’s broader commitment to corporate social responsibility. Whatever the conclusions of the pilot, Humana is committed to making positive impacts on society. “We understand the value of trying a new approach to preventing disease, not just treating it once it strikes,” explains Humana Chairman Mike McCallister.

Alan Player is a communications consultant at Humana Inc. and the Humana Lead of the Team Up 4 Health initiative.

Humana’s Team Up 4 Health video was a top 10 video finalist in the 5^th Annual Boston College Film Festival.

Using an online survey conducted in late 2012, the Center compiled data on 603 professionals working in corporate citizenship at all levels of seniority inside predominantly U.S. firms.

Among the report’s key findings:

• Respondents report higher levels of education and experience than found in earlier surveys.
• At every level, professionals in corporate citizenship highlight the importance of building relationships.
• Professionals in corporate citizenship are highly satisfied in their jobs – and are motivated by the opportunity to make a difference in the world and to business success.
• Workload and a lack of resources are the greatest challenges for professionals across all job titles in corporate citizenship.

The findings from the Profile of the Professionals survey allow professionals working in corporate citizenship to compare their own experience and background to that of their peers. It provides insight into how professionals at all levels assess the skills they need to be effective in their roles and what they perceive as the greatest challenges they must overcome.

The Profile of the Professionals is just one example of the research conducted by the Center for Corporate Citizenship. To learn more about the content of this research visit:  bcccc.net/ProfileOfTheProfessionals.

How did the fund develop into a formal charitable organization?  What was the motivation behind this shift?

The creation of the HCA Hope Fund gave a formal structure to what employees at HCA have always done – help each other in times of need. Employees can receive assistance under several circumstances.  These include disasters, extended illness/injury, domestic violence, death of a loved one, and other special situations.

A severe hurricane season in 2004 that devastated many HCA employees spawned the idea for a fund that could stand “at-the-ready” to assist employees in times of great difficulty. We were in the application process for creating the new charity when Hurricane Katrina hit a year later in 2005, devastating our facilities and hundreds of employees’ lives. We went from having no central fund to a fund that gave out millions of dollars in aid. Though we have a dramatic story around disaster relief, most of the grant-making we do is for illness and injury situations we see every day.

Operating the fund as an independent 501(c)3 public charity provides a tax-efficient way for employees to help their colleagues in need. It also offers a consistent platform for responding to the various needs of our employees, which is helpful from an equitable and non-discriminatory standpoint.

Where do contributions to the fund come from and how do you solicit contributions or raise awareness about the fund? 

More than 90 percent of our contributions come from employees. We have wonderful support from facility executives who see this as a great way to help their employees.  Our corporate employees are very generous and most of their donations go to support our employees in the field, which is a great model of corporate employees reaching out to help their colleagues across the enterprise. Knowing that their money is supporting colleagues provides a great impetus for employee giving.

How does the application review process work? What is the role of facility grant leaders and campaign leaders? How are they selected and what type of training do they receive?

We receive approximately 1,500 requests each year. Each employee is eligible for one grant per year, excluding disasters. We establish grant maximums for each category of assistance such as illness and injury, death, and disaster. Assistance is based on the needs of the employee and his or her family.

We ask facility leadership to appoint grant leaders and campaign leaders at their local facilities. Grant leaders review and process local grant requests, while campaign leaders are responsible for executing the local employee giving campaigns, including the Hope Fund. Human Resources and Marketing functions provide the largest share of these leaders. We like to have HR representation on the grant committees due to the sensitive nature of many of the applications we receive.

Grant leaders and campaign leaders receive training annually and we communicate updates to them at least every other month and sometimes more frequently depending on the season, such as our peak employee giving campaign season.

Once an application is received, the local committee reviews and makes a recommendation based on the guidelines established by The Hope Fund organization.  This is sent to the Hope Fund offices for further review and processing.

How is the fund managed over time? How are employees selected to run the HCA Hope Fund?

The employee assistance fund is entirely employee-run. Employees are selected based on fit and experience with job duties. We have a grants manager, employee giving campaign manager, an analyst/database administrator, a director, and president. All five of our employees have multiple roles beyond the employee assistance fund. Other roles include The HCA Foundation and HCA’s employee giving and volunteering programs.

What feedback have you received from employees? How has the fund impacted employee morale or engagement within the company?

The fund has been widely embraced by our employees. In our eight years of existence we have grown consistently year-over-year and now have more than 20,000 employee donors. We believe there is much more opportunity for growth and new ways to assist our employees in need.  This year, we will add two questions in our employee engagement survey related to the Hope Fund. This will give us new data on how the Hope Fund is viewed by our employees. Currently, our employee engagement is measured by the increasing participation and giving that we see year over year and anecdotes like these:

• “Words cannot express the emotions I am feeling after receiving a grant from the Hope Fund! I am so blessed to work with such a caring and giving company and group of employees. I have donated in the past to the Hope Fund but you never expect to need it yourself. This is a wonderful program and I look forward to being able to donate again in the future. To have this type of help when you are at such a low point in your life is truly a blessing.”

• “I just wanted to write to you and say thank you so much for the financial assistance. My husband and I have really been struggling since my pregnancy complications have left me with the inability to work. This is supposed to be an exciting part of our marriage but financial difficulties have made it difficult to be happy. The financial assistance helped us pay overdue bills and I cannot put into words how grateful I am. The assistance you provided has made me really reflect and know that I made the best decision I could have made when I joined the HCA family.”

• “I wanted to extend my gratitude to the HCA Hope Fund for the monetary gift that was given to my family recently. It is very much appreciated and will assist us in getting through a difficult time in our life. It has allowed us a little more breathing room while my husband is recovering from his cancer treatments. We are unsure if he will be physically capable to go back to his former job at the end of December, but time will tell. I hope that in the future, when we are back on our feet, I will be in a position to donate to this worthwhile cause.”

We are very proud of what we have been able to accomplish at HCA and hope to continue to provide assistance for our employees and their families.

Our keynote speakers each addressed how their firms approached the design process.

A team from The Travelers Companies, Inc., led by Executive Vice President and Chief Administrative Officer Andy Bessette, told how their secret is “collaboration that leads to innovation.” Working across business functions Travelers designs opportunity through efforts such as the Small Business Risk Education Program, which expands opportunities via small business advocacy. The Travelers team explained that much of the company’s corporate citizenship efforts connect with Chairman and CEO Jay S. Fishman’s vision of ensuring the “American opportunity.”

Timothy R. Baer, Executive Vice President, General Counsel and Corporate Secretary for Target Corporation, explained how Target is designing opportunities for their guests to access sustainable, well- designed products at affordable prices and making significant commitments to ensuring that educational opportunity is accessible to as many children as possible.

At Campbell Soup Company, President and CEO Denise Morrison leads with her belief that companies can make a profit and can make a difference. “The common link between increasing shareholder value and corporate social responsibility is enlightened leadership. Leadership that motivates, educates and paints the picture of what can happen when people dedicate time, talent, and treasure to millions less fortunate.”

An example of the kind of opportunities that result from this integrated view is Campbell’s commitment to improving nutrition and wellness in its operating communities. In addition to the many nutrition education and wellness programs that the company runs, Morrison shared an opportunity that arose from the dialogues started among the community partners. One of Campbell’s food bank partners realized that farmers were paying to send blemished, but edible produce to landfills. Working together, the food bank, Campbell’s and the farm coop turned normally discarded peaches into salsa. Campbell employees volunteered their time and resources to produce and label 40,000 jars of salsa. The combined initiative saved farmers disposal costs, generated funds for the food bank from sales of the product, reduced environmental impact of farm operations, and the salsa and peaches that were not prepared for sale were served to food pantry clients.

Jennifer Hunter, Senior Vice President, Corporate Affairs, Altria Client Services, shared the story of Altria Group’s ongoing journey to understand and address the issues it faces as a manufacturer of tobacco products. She noted that as the parent company of three leading tobacco companies Altria has unique challenges. “When you work for a tobacco company acknowledging the harm associated with your products comes with the business,” Hunter said. She remarked that whatever you call corporate social responsibility it means the same thing: “It’s about understanding what your issues are, addressing them and demonstrating that you are a well-run business.”

In evolving as a company Altria has designed opportunities through its corporate citizenship to address its issues. The company has combined its work to discourage youth tobacco use with support and investments in education, to ensure that middle-school students are prepared for success in school, in work, and in life.

Pitney Bowes Inc. Chief Financial Officer Michael Monahan explained that it embraced corporate citizenship “before the term was coined.” As a firm with diverse clients that pushes technology forward and rethinks business processes, Pitney Bowes is continually designing opportunity for its customers. Monahan cited three reasons why involvement with literacy makes sense for a company:

• Connecting with customers
• Preparing the workforce of tomorrow
• Providing opportunity for all

Pitney Bowes employee volunteers working with Reading is Fundamental have put books in the hands of children who need them most while benefitting the company internally through team building and personal development of employees.

Rob DeMartini, President and Chief Executive Officer of New Balance Athletic Shoe Inc., talked about how the company lives its core values with a mission to demonstrate responsible leadership that connects with employees, customers, and communities.

DeMartini spoke of how the company’s rapid global growth presents enormous opportunities and enormous challenges in translating values across geography and borders. New Balance looks to extend its core values through the people it hires and even the athletes who endorse the company’s products. With its rallying cry of “let’s move the world,” the company is encouraging healthy lifestyles internally and externally and has made multi-million-dollar contributions to the Obesity Prevention Center at Boston Children’s Hospital to give future generations an opportunity to live long, healthy lives.

State Street sponsored Seth Godin’s closing keynote where he noted that professionals working in corporate citizenship have “opportunities to connect and lead where it matters.” He advised that in designing opportunity, professionals should look at the world as a blank slate filled with new possibilities rather than a place to simply reshape or rehash what is already out there.

The great takeaway from these varied approaches is that the most valuable opportunities require creativity, commitment, and the courage to try something new.

Rob DeMartini, President and Chief Executive Officer, of New Balance Athletic Shoe Inc. noted that the conference theme of Designing Opportunity is a great fit for New Balance where they design opportunity with their values.

When Jim Davis took over Boston-based New Balance on Marathon Day, 1972, he and his wife began developing a company culture that energizes every member of the New Balance family. Many members of that family were in the area of the finish line when the Boston Marathon bombings took place not far from a New Balance store. Christine Madigan, New Balance Vice President, Responsible Leadership, was happy to report that there were no serious injuries among the family but there is healing that still has to happen. New Balance has made a $1 million donation to One Fund Boston, established to help those most affected by the tragic events of April 15.

Concern for the New Balance family and the communities where they live and work is part of the company’s commitment to deeply held values reflected in its mission statement: “Demonstrating responsible leadership we build global brands that athletes are proud to wear, associates are proud to create and communities are proud to host.”

DeMartini shared the story of how New Balance lived its values in the 1970s when manufacturing companies were fleeing the United States but New Balance was opening new domestic facilities. He also told of how during the economic crisis that started in 2008 not a single worker was laid off. He said these decisions were based on the company’s values and Jim Davis’ belief that “it is never a mistake to bet on the American worker.”

Commitment to values at New Balance extends to the athletes who the company selects to endorse its products. Endorsement contracts stipulate that the athletes must give back and give their time to a cause that they feel strongly about, and even supply data that backs up the authenticity of those efforts. “Most important to us is they want to make a difference,” DeMartini said.

New Balance is also making a difference in people’s lives by encouraging active, healthy lifestyles that reflect its rallying cry: “Let’s move the world.” Internally, the company has updated facilities to encourage movement and involved employees in initiatives that help them be more active. Externally New Balance’s efforts include sponsoring Boston’s Hubway bicycle sharing system and maintaining a commitment to plow the city’s popular running path along the Charles River each winter.

Sandra Fenwick President & Chief Operating Officer at Boston Children’s Hospital told about how New Balance has been a major supporter of efforts to ensure healthy futures for the next generation. The New Balance Foundation established the Obesity Prevention Center at Boston Children’s Hospital in 2011 with a $7 million contribution.

“The best organizations lead with their values,” DeMartini said. “When the choice is between right and right now, the best organizations choose right. They take the long view.”

Seth Godin, a best-selling author of several books on marketing and leadership offered some perspective on what the long view will require of those leading corporate citizenship into the future. He urged attendees to not try to do more of the same things the same way, and instead to look to make connections and be willing to take risks with them. “You have opportunities to connect and lead where it matters,” he said.

In his advice to professionals in corporate citizenship on how to approach their jobs, he offered the analogy of what it takes to be a good hockey player. You have to know the game and develop your skills, but in the end you must have the willingness to take a hit if you want to be the player who comes out of a corner with the puck. In corporate citizenship, Godin urged, “You have to go all in if you want to make a difference.”

Godin remarked that seeing the opportunities that lie ahead requires looking at the world as a blank slate and thinking about possibilities rather than approaching the world with a hammer in hand, asking what can I make of what’s already out there. There is a myth, he said, that people prefer to follow instructions. That myth exists, he said, because it’s what we’ve been taught by industries and businesses that are risk averse. In fact, he noted, people are good at figuring out where they want to go and connecting and coordinating. “Humanity starts showing up in industry because you let it in the door,” he said.

“A connection economy is going to power us going forward,” Godin commented, adding that those connections are built on generosity and the kind of creativity demonstrated through art. He told attendees that they have a platform to make a difference and do what matters.

“It’s during revolutions that change happens,” Godin observed. “And you don’t have to do it alone.”

“There are people out there who are disconnected who need your leadership.”

In closing the conference, Center for Corporate Citizenship Executive Director Katherine V. Smith encouraged the audience to follow Godin’s advice and go back to their jobs “willing to take the hit.” She thanked all of the sponsors of the 2013 conference and announced that FedEx will be the convening sponsor of the 2014 International Corporate Citizenship Conference to be held in Los Angeles, March 23-25, 2014.

Joining Smith on stage for the announcement, Cindy Conner, FedEx Director of Citizenship & Reputation Management, congratulated the Center and its sponsors on a terrific 2013 event. “I don’t know how we can top this,” Conner said. “But I’m going to take Seth’s good advice.”

The winning video tells the story of the company’s partnership with the Boys and Girls Clubs of America in the UPS Road Code program through which volunteer UPS drivers and employees teach teens about the dangers of distracted driving and give them tools to spread safe-driving advice.

This year’s Center for Corporate Citizenship competition, sponsored by Pitney Bowes, attracted global interest, with submissions from as far as Saudi Arabia. Entries covered a wide range of subjects from companies who have used video as an effective vehicle to tell their corporate citizenship stories to internal and external audiences. Videos depicted the corporate citizenship efforts of companies to address issues such as health care access, environmental impacts of products and services, unemployment and chronic disease.

The 2013 Film Festival field featured a record 74 video entries and an all-time high of more than 90,000 visitors to the Center web site cast votes in the first round to select 10 finalists. For the second consecutive year, Mary Kay Inc. won the Fan Favorite award with the most first-round votes. The other finalists selected by a panel of judges were: Aetna Inc., Amway, AT&T, Dell, Hilton Worldwide, Humana Inc., Sabre Holdings and The Dow Chemical Company.

Members of the judging panel were: Marlene Ibsen, The Travelers Companies, Inc.; Victor Neufeld, Fenton Communications; Shane O’Connor, FedEx; Kathleen Ryan Mufson, Pitney Bowes, Inc.; and Katherine V. Smith, Center for Corporate Citizenship.

Accepting the Film Festival Award, Jerald Barnes, Global Region/Districts Grant Manager of the UPS Foundation, thanked the Center and Pitney Bowes and acknowledged the work of the other finalists and all of the attendees’ companies. “Every company in this room has great programs,” Barnes remarked before asking the assembled professionals to stand and be recognized. “We are citizenship,” he said to his peers. “We are moving the ball down the field. We are the next frontier.”

In the session, Value of Reporting:
“You will be assigned your truth if you don’t tell it.”
Brendan LeBlanc, Executive Director, Climate Change & Sustainability Services, Ernst & Young

In the workshop session, Leverage the Art of Influence to Advance Corporate Citizenship:
“Use your expertise about corporate citizenship to gain power and spread your ideas, charisma, and expand your network within the firm.” Michael G. Pratt, O’Connor Family Professor, Carroll School of Management, Boston College

In the session, Consumer Engagement:
“No matter what your title, if you are about reputation, you are a brand manager.”
Kevin Martinez, Vice President, Corporate Outreach, ESPN

In the session, Designing Opportunity:
“We are seeing capitalism 2.0, where it’s not all about shareholder priorities. If we don’t address stakeholder issues in a principled way, they will come knocking at your door.”
Chris Lloyd, Executive Director Public Policy & Corporate Responsibility, Verizon Communications Inc.

In the session, Trends and Best Practices in Corporate Volunteering:
“There is no greater asset to companies than the people who choose to work there.”
Ron Brown, Educator, Boston College Center for Corporate Citizenship

In the session, Co-opetition: Innovation through partnerships:
“Radical transparency is key for collaboration.”
Kirsty Stevenson, Social/Labor Manager, Sustainable Apparel Coalition

In the session, Addressing an Education Issue that Benefits and Builds Company Talent, Ernst & Young LLP Case Study:
“When you can engage with and facilitate a meeting of 16-year-olds you can facilitate a meeting for anyone!”
Jessica Stokes, Director of Operations for Business Tax Services, Ernst & Young LLP and College MAP program director for offices across the Northeast

Four young people shared their stories of how The Travelers Companies, Inc., has made a difference in their lives through the EDGE (Empowering Dreams for Graduation and Employment) education initiative to increase the number of underrepresented students getting bachelor’s degrees and starting careers in insurance and financial services. At the end of the 2011-12 school year, of 195 students financially supported by EDGE, 81 percent were enrolled and on track to graduate or had already graduated with bachelor’s degrees.

Timothy R. Baer, Executive Vice President, General Counsel and Corporate Secretary for Target, talked about how the company has been making a difference in communities since its founding as the Dayton Dry Goods Company in 1902. But he cited a more recent example that occurred in the Boston area last week in the aftermath of the Boston Marathon bombings and investigation. Baer shared a thank you note from the Boston Police Department to Target for making the parking lot of its Watertown, Mass., store available as a command post and supplying food and water to officers involved in the exhaustive manhunt in that Boston suburb.

Baer explained that while Target’s tradition of supporting communities is a long one, there has been a monumental shift in its approach due to changes in community expectations. This redesign involves:

• Prioritizing reputation
• Leveraging business strengths
• Co-creating with partners
• Tracking and reporting
• Listening and sharing the company’s story

With this new approach, Target has focused on three areas: Education, sustainability, and public safety. While Target’s approach has changed, its commitment has not. “We do well by doing good and those two things work in harmony for us,” Baer said.

For Denise Morrison, the President and Chief Executive Officer of the Campbell Soup Company, corporate citizenship is an expression of her personal values and a desire to make a difference. It is a principle that took root when she was a young girl in New Jersey and held a penny carnival with her sister Maggie to raise funds for the Muscular Dystrophy Association. This Boston College alumna told how these values developed further as she learned about leadership, ethics and service to others from the Jesuits at her alma mater.

Morrison and Campbell’s commitment to making a difference is voiced in a statement about how Campbell’s works: “We will positively contribute to building and sustaining a safe, diverse, inclusive, engaged and socially responsible workplace focused on delivering business results with integrity.” This plays out in Campbell’s CSR Corporate Imperative 2020 Destination Goals of nourishing consumers, nourishing neighbors, nourishing employees, and nourishing the planet.

“I believe companies can make a profit and can make a difference and that is what we are doing at Campbell’s,” Morrison said. She commented that the efforts of employees and companies have a multiplier effect that enables wonderful things to happen. “And this is mmmm, mmmm good,” she added.

Altria is a company that has taken steps that make a difference in communities and in how it engages stakeholders. The parent company of three leading tobacco companies faces unique challenges.

Jennifer Hunter, Senior Vice President, Corporate Affairs, Altria Client Services, told of how Altria, then known as Phillip Morris, went from being recognized by Fortune magazine as the second most admired company in 1990 to less than 10 years later being identified by BusinessWeek as one of most reviled.

Hunter said the company learned an important lesson about falling out of step with societal expectations. “We needed to think and act differently” she said.

Today Altria understands the issues it has with its products and is working on addressing them, particularly concerning underage tobacco use. “Let me be clear,” Hunter stressed. “We do not want kids to use tobacco products. These are products intended for adults.”

In working to discourage kids from using tobacco Altria has focused on supporting what it calls Positive Youth Development programs that help kids not only avoid tobacco products but a broad range of risky practices. In partnerships with proven effective programs operated by organizations such as the Boys and Girls Clubs of America and 4H, Altria is linking its efforts and investments with education, to ensure that middle-school students are prepared for success in school, in work and in life.

“Can a tobacco company be responsible?” Hunter asked. “The answer is absolutely yes.”

Pitney Bowes is a company striving to make a difference for individuals and communities through its involvement in addressing the issue of literacy. Michael Monahan, Pitney Bowes Executive Vice President and Chief Financial Officer, told of how the company’s involvement with Reading Is Fundamental (RIF) is part of “our commitment to living our values day in and day out.”

Monahan cited three reasons for Pitney Bowes involvement with literacy:

• Connecting with customers
• Preparing the workforce of tomorrow
• Providing opportunity for all

Through volunteer opportunities working with RIF on programs such as Share the Message: READ, Pitney Bowes employees take on an amazing range of assignments to get books into the hands of children who need them most. Such initiatives have also benefitted Pitney Bowes internally through team building and personal development of employees.

Monahan gave the audience a chance to make a difference via Donors Choose gift cards placed at each seat that were pre-loaded with $15 to contribute to the online charity that allows public school teachers to post classroom project requests that are funded by donations from visitors to the site.

The International Corporate Citizenship Conference concludes Tuesday with 13 breakout sessions and more speakers to inspire attendees as they return to their work in helping companies continue to make a difference.

• The Boston Marriott Copley, site of the conference, has a number of environmental measures in place, including eco-friendly water service stations, energy-efficient light bulbs, water-conserving plumbing fixtures, and environmentally friendly cleaning supplies and laundry operations.
• Our conference materials are also part of our commitment to environmental sustainability. The conference bag attendees received is made from 100 percent recyclable material and the conference guide is printed on 100 percent post-consumer waste paper that is FSC- and Green Seal-certified. The printer is also FSC-certified and uses vegetable-based ink.
• Thanks to our Carbon Offset sponsor, Microsoft, the International Corporate Citizenship Conference and all attendee travel will have its carbon footprint offset in support of an EPA Landfill Gas Energy Project in Dartmouth, Mass. This project helps to establish a long-term solid waste management program through the recycling of landfill gases (LFG) into energy sources.

This year more than 1 billion people will take part in Earth Day. Here at the International Corporate Citizenship Conference we have 650 attendees doing their part to make a difference and help protect our planet.