Ask the Expert: SDG Impact Standards with Jeremy Nicholls

AVPN Faculty · April 13, 2023

Module Type:

This is a recording of our ‘live’ Ask the Expert session held on 3 November 2022.

About this module:

This session aims to deepen learners’ understanding of Impact Measurement and Management (IMM). Jeremy Nicholls, Assurance Framework Lead for the UNDP SDG Impact Standards, talks about how the SDG Impact Standards can be used into different investments. Our Ask the Experts series are Q&A conversations with experts from various fields of knowledge and practice in the social investment space. Spearheaded by the AVPN Academy, the series is an opportunity for learners and practitioners to directly ask renowned experts about how they could further their impact work.

About the Expert:

Jeremy Nicholls is an ambassador for the Capitals Coalition (a global collaboration to integrate sustainability into business decision making), a member of Accounting for Sustainability’s Expert Panel and chairs the project team for ISO 37005, selecting, creating and using indicators for governing bodies. He originally qualified as a chartered accountant, including time as the Finance Director for Tanzania Railways.

About Instructor

AVPN Faculty

AVPN Faculty consists of sector experts and other key stakeholders.

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Module Includes

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Inclusive Business

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)

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Creating Shared Value Through Inclusive Business Strategies

By CSR Asia

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

Corporate Foundation

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

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Corporate Social Impact Accelerator

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

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Employee Engagement

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

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Corporate Social Responsibility

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

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Corporate Impact Fund

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

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