VIM Magazine (EN)

CORPORATE VOLUNTEERING

TABLE OF CONTENTS

Introduction - Rafi Elul...............................................................................................................................3

Corporate Volunteering Model - Ido Lotan.................................................................................4-5

Figures are the name of the game...................................................................................................6-7

Volunteering Circles - Keren Lavi.......................................................................................................8-9

The Central Bottling Company.........................................................................................................10-13

Bank Leumi.............................................................................................................................................16-17

Migdal.....................................................................................................................................18-19

HP Indigo................................................................................................................................................20-21

Shlomo Group.....................................................................................................................................22-25

Bank Hapoalim.....................................................................................................................................26-27

Intel.................................................................................................................................28-31

Omrix...................................................................................................................................32-33 A form of volunteering that will save us from the climate crisis has not been invented yet, however.......................................................34-35

What is VIMagazine? A magazine focusing on volunteering in the business sector, which got its name from VIM – Volunteer Impact Measurement model - the model for measuring the benefit of employee volunteering developed by Ruach Tova (you can read more about our model in the opening article on pages 4-5.) We are proud to launch the debut issue. preferences, can provide an opportunity to promote a social agenda both internally and externally. We formulated a unique corporate volunteering model based on the participation of employees in the process of formulating the volunteer program and a wide variety of volunteering options. Ruach Tova’s activity in the corporate sector is based on many years of work to advance volunteering in Israel. Moreover, our thorough understanding of the needs of civil society in Israel, and of the motives of its citizens to volunteer, has led our work. The motivation to volunteer is connected to the emotional connection of the volunteer to the type of action, towards the beneficiaries, and for the community.

INTRO DUCTION Rafi Elul Chairman of Ruach Tova Association, part of the Arison Group O like to engage their employees in volunteer work. This solution is usually connecting the company to a single organization or a number of organizations, in a variety of sectors. About five years ago, the Ruach Tova organization went through a deep learning experience which led to a strategic paradigm shift in our work with the corporate sector. This took place within an understanding that there is significant demand on the corporate side to establish their internal policy regarding employee volunteering. ver the course of 20 years, the “Ruach Tova” organization, which was founded by Shari Arison and the Arison Group, provides a solution to companies that would In recent years, the field of corporate responsibility has developed in countless companies, which are adopting various social agendas for the greater good of their employees and their customers. We understood that employee volunteering that is based on their involvement and

We are proud to launch a magazine that is the first of its kind in the field of corporate volunteering, and invite you to join the volunteering circle in Israel.

Corporate Volunteering Model VIM - Volunteer Impact Measurement Ido Lotan CEO of Ruach Tova Association, part of the Arison Group

I n recent years, corporate volunteering has become an integral part of the activities of companies in Israel and around the world. In line with global trends, more and more companies in Israel realize that activities for the environment and for the community, are profitable and it would benefit them to adopt a volunteering program as part of their corporate strategy. Well-developed and structured corporate volunteering can meet the ever-increasing expectation from companies to be socially and environmentally aware and active. A survey published in Harvard Business Review indicates that 9 out of 10 employees are willing to earn less in order to do more significant work, and according to a global survey that was published by Forbes magazine, customers are 4-6 times more likely to purchase from companies driven by a socially valuable cause. organizations’ employees can be enabled to acquire skills such as: public speaking, interpersonal communication, teamwork, problem solving, ethics and even time management. Through volunteering,

How do companies benefit from corporate volunteering? 1. Company branding and talent recruitment- According to Deloitte two out of three employees from generation Y (born in the 1980s), are looking to contribute some of their talent and knowledge through volunteering. Another survey done in 2020 showed that 83% of employees from generation Z (the millennials), claim that whether a company has a commitment to diversity and inclusion is an important consideration when choosing their workplace. A company that adopts a volunteer program that encourages its employees to take part and contribute their skills, will benefit both in the retention of its employees, and in the pursuit of talents. 2. Employee involvement and satisfaction- The more the volunteering program is connected to the company's values, the more it’s employees will feel commited and satisfied with their workplace. Employees will cherish the opportunity given to them by their workplace to do good and contribute to society, which will be directly reflected in their professional productivity.

3. Recruiting investors- An increasing number of investors are incorporating ESG parameters as part of their investment selection process. In fact, companies are measured according to parameters of social and environmental responsibility not only by their employees and customers, but also by their investors. At Ruach Tova, we have been engaged for over 20 years in promoting volunteering in Israel, and to building the utmost optimal connection between volunteers and organizations across a variety of sectors. The association operates under the family foundation named after Ted Arison. In recent years, we have developed a unique corporate volunteering model, which enables business companies to create an annual employee volunteering program through us, which is connected to the values, the diversity, the nature of the employees and their work, and the national distribution. Each program is based on measurable goals and objectives and everything is documented in an in-depth impact report. In VIM (Volunteer Impact Measurement) model, the first of its kind together with the consulting firm Deloitte. The model is designed to measure the volunteering program’s 2019, we developed the benefit to the business. From the model data so far, it appears that employee

volunteering among companies in the annual Ruach Tova volunteer program leads to a 16% increase in employee productivity. Additional findings from the employee data within the VIM model, indicate a change in the following parameters: An increase of up to 21% in employee satisfaction An increase of up to 20% in brand immunity An increase of up to 45% in employee loyalty and commitment We understood that employee volunteering brings A decrease of up to 50% in employees’ tendency to leave a company An increase of up to 42% in corporate image An employee volunteer program should be a key element in every company’s corporate responsibility toolbox. It is based on the most important resource: the human resource. Through volunteering, you can strengthen employees and allow them a space to do good for society and thereby strengthen the ecosystem in which they operate. Adapted, organized, goal- based and measurable volunteering, which corresponds with the company's values, will yield social and business benefits.

Statistics

PROJECTS IN WHICH COMPANIES VOLUNTEERED Volunteering in the business sector 609 16,041 45,085 503 VOLUNTEER ORGANIZATIONS

HOURS OF EMPLOYEE VOLUNTEERING

EMPLOYEE VOLUNTEERS

BUDGET DONATED TOWARDS VOLUNTEERING $ 350,000

■ Hi-Tech & Defense ■ Banking & Insurance ■ Chemistry & Pharma ■ Food & Retail ■ Infrastructure & Energy ■ Law & Consulting ■ Media & Services ■ Real Estate & Transportation

TYPES OF COMPANIES PARTICIPATING IN LONG-TERM PROGRAMS WITH “RUACH ”TOVA

PREFERRED VOLUNTEER AREAS AMONG EMPLOYEES

■ Workshops with the community ■ Construction & Gardening

■ Food packaging ■ The environment

3,526 Customers, partners, employees and thier families volunteered in 2,697 projects

Volunteer Circles Keren Lavi Director of Ruach Tova’s Business Department

A t one of last year’s 'Business Community Leading Volunteering' meetings, an initiative organized by the Business Volunteering Department, we brought up examples of corporations that decided to expand their volunteer circles to include employees’ families, the company's customers, suppliers and even to the company's retirees! Just before we dive into the eight examples from representative businesses which truly value volunteering, I invite you to look at a broad view of volunteering among the business sector. Each company has a very large impact potential. If we look at our circles and direct doing good to other circles, we will get back a positive effect both on the company's brand and on the employees' sense of connectedness. According to Points of Light: Engaging Americans in Civic Life (May 2020): 41% of adults and 52% of Gen Z young adults made purchasing decisions based on corporate social responsibility. 18% of adults and 41% of Gen Z young adults have considered applying for a job at companies because they believed in the companies’ commitment to social responsibility. Here are some examples of ways you can expand volunteering circles:

Customer Volunteering Once a week, a brewery in Georgia, USA hosts community organizations, representatives from shelters and student enrichment programs and makes volunteer options available to customers such as food packaging and making blankets for the homeless. On the Ynet news site, there’s a widget that asks news readers where they would like to volunteer and in what field. With a simple click you could surf the volunteering options page. Easy app - a search engine platform with a map for finding local businesses in Israel - the app makes volunteering accessible just like restaurants, institutes and businesses are. You can find a nearby place to volunteer from anywhere in the country. Starbucks - the American coffee shop chain is considered one of the leaders in combining social and environmental impact. They joined the Volunteer Match organization and built a website for customers to find volunteering - on the website you can search for projects, or publish projects and recruit volunteers for them. They joined the volunteer match organization and built a website for customers to find volunteering - on the website you can search for projects or publish projects and recruit volunteers for them.

Coca Cola - This is the fifth year that Coca Cola is running their WOW Tour campaign in which thousands of teenagers from all over Israel come out to volunteer in various projects throughout the country and thereby collect points to participate in an incredible musical event. The top winners receive a once-in-a-lifetime trip. In the last year, Coca- Cola expanded its circle of participants by developing an application for its youth audience: youngsters, soldiers, and students, who also have access to volunteering all over the country. This way, they successfully manage to encourage young people to volunteer and collaborate with various types of organizations. Family Volunteering Most parents would aspire to raise and educate their children with values of doing good for others, contributing to the community and benevolence. These are the exact values that families receive in volunteer activities. Children aspire to be like their parents and/or siblings, and designate them as role models, and along the way build their own value system. Volunteering from a young age broadens a child's horizons, exposing them at an early age to acceptance of others, and to populations and places they would not necessarily have known otherwise.

A time suitable for this type of volunteering is ideally summer vacation, when you’ve exhausted all other activities and want to disconnect the children from the screens for a bit, connect them to nature, and the environment, planting trees, etc. The holidays of Tishrei, the month of Ramadan and the Passover are an opportunity to participate in food packaging events for the needy that well instill the value of giving. There are a variety of constellations for family volunteering: parent and child, mother and daughter, father and son and vice versa, with grandparents, older brother and younger brother, the whole family and even the extended family.

COCA COLA Ido Lotan , CEO of Ruach Tova, speaks with Harel Chaikin , CEO of the Marketing arm for The Central Bottling Company, about volunteering, corporate responsibility, and the WOW Tour campaign

I do: The collaboration between us started with marketing at Coca-Cola, which is highly unusual. We usually meet with the Corporate Responsibility Director or the Welfare Department. So what stands behind Coca-Cola's social perception of volunteering as a leading value? Harel: We searched for something that would affect people beyond the business aspect. When it comes to Coca-Cola, the younger generations’ expectation is that the brand will have an additional contribution to the world beyond conducting business. We concluded that the moment you make someone volunteer, something behavioral happens. This is especially evident with teenagers in particular; volunteering changes their perception. We held lengthy discussions, we searched for all kinds of personal empowerment programs, we considered opening workshops. Finally, we came to the conclusion that we should not be a brand that tells you what is right. And that's how we defined our statement - instead of being a larger-than-life brand, we will be a brand that is part of life, which is a huge change in perception. We want to be a part of your life. We want to be a part of causing you to do something positive in your life. What we also recognized was that teenagers do not know how to volunteer, beyond the monthly hour at school or in a youth movement.

Volunteering is seen as a spreadsheet to be filled or a chore, which is how they then treat the activity accordingly. Volunteering has barriers of time, place, and connection to the sector. We realized that we can be the bridging factor between the world of volunteering and our consumers and be a catalyst for volunteering. We realized that if we succeed in building something that will grow, we will succeed in creating a change. We also saw that if we got one person to volunteer, he brought one of his friends along and that's how it spread from person to person. This was the motivating factor - to cause a shift in paradigm, to create a better environment. Although there are many entities which are involved in such action, we said that Coca-Cola should go for it. Ido: Can you briefly describe the idea behind WOW Tour and how it worked? Harel: Coca-Cola is a life concept of fun, freedom, and enjoyment. We wanted to connect this equation to volunteering. Coca-Cola = Fun = Volunteering. If Coca-Cola promotes volunteering, it repositions the branding of volunteering, not only around ideology, but also around the value of enjoyment. With the new equation: Coca-Cola is fun, so volunteering is fun. We set off. We initiated a purely voluntary project, one completely separate from the purchase of products, in

which young people aged 16-18 took part. The initial results deeply reassured us. We met with teenagers and their parents, who told us: You changed my child's life! How many brands have the ability to change the lives of teenagers? We wanted to reinforce that volunteering is cool. We noticed that those who do good, also play sports, invest in their studies, and have enough time to do good for others. That is the new Generation Z. Ido: Which leads us to the next point: get off the couch, take action and start volunteering. This subject concerns us quite a bit. It's not so easy to volunteer if you don't know where. There are many who are ready and willing yet end up lost and give up. You managed to accomplish that with teenagers- even more so- on their summer vacation. I’ve discussed this many times with the Ministry of Education, how to successfully get youth more interested in volunteering. Yet you managed to get thousands of them to volunteer and you honored them on the billboards - real people! It's a bold move. Do you know of any other examples of such a connection between customers and brand? Harel: There are campaigns for doing good, Coca-Cola also did several campaign-type of projects that invite people to send us pictures of an activity, something that lasts a few weeks and then concludes. The WOW Tour did not

follow a campaign approach. When we started the project, we said it would not become an annual activity. By the way, that’s the reason why we also entered the Coca-Cola app. Teenagers can sign up to volunteer throughout the year and no less important, they themselves asked us: why is it only available in the summer? Usually a campaign lasts a month, WOW Tour lasted three months, a long stretch of time from May to August. It was a challenge for us to keep the program relevant among the target audience, even more so during the summer when the teenagers are either in school or at the beach. We were heavily conflicted. We were not sure if there would be any response or feedback from their side. We defined the campaign style in advance: there will be no actors involved, only the volunteers themselves. The volunteers will be our models. We followed discussions on social media and noticed that they are still involved and busy with it even after the campaign concluded. Unfortunately, Covid-19 began and disrupted everything. We had to stop all of the action. But this was a project that brought with it a lot of added value. Regarding the connection to Ruach Tova, I have not come across such a model, in which a whole system connects to a volunteering organization in order to create a platform that makes it possible to volunteer and also to make sure that they actually go out to volunteer. When it was pasted up on Coca-Cola's

the media, are connected to social networks, and do not understand why there is a gap between what is communicated to consumers and the volunteering in the organization itself. As true volunteers, it was important for us to connect the shift on a strategic organizational level internally as well. The brand conveys that volunteering is fun and important, so the company's employees are also going to volunteer. Thus, not only the brand will be promoting the concept, but also the company's employees. I think the project we did together and creating that connection between fun and doing good led to a very interesting and advanced model. The most important thing is the feedback we receive from the youth. I've sat with a few of them, and you just have to hear them get excited about it. We gave them a taste of the volunteering world, which is an experience that transforms a person completely. Ido: In conclusion, to what extent does the issue of volunteering play a strategic move in retaining and recruiting employees? Harel: There is no doubt that the best employees do one of two things internally: volunteer or guide/mentor within the organization. These are employees who provide added value, that when they volunteer, they feel a certain nobility, they manage to mobilize more strengths and force for the benefit of the issue at hand. When they volunteer in the company’s name, it gives them a deep sense of pride, they feel as if they have reinforced the company with their own personal values. This is what leads to employee retention and pride in the organization you work for. As the younger generation enters the workforce and joins the company, they expect that such social activities will be abundant. We think that volunteering is a significant element in providing a sense of belonging within the organization. Whenever we volunteer, we always end up saying: “Wow, we should do this more often”. It is a reality check.

huge windows, the feeling was ambivalent. Eventually, we asked the question: why? And what does Israeli society do? The reactions we witnessed indicated that no one had ever seen such a thing. The number of volunteers who signed up to do good was phenomenal. Ido: If we shift to the employees’ side, the work that was put into the WOW Tour also led to connections surrounding employee volunteering. You are simultaneously going through the process of unifying the corporation, via a merger of 8 companies, in addition to many other of strategic changes. Did volunteering help the process of change and unification? Harel: The concept of employee volunteering has existed in the company for years. The distinction lies between volunteering with a business strategy and volunteering with an organizational strategy. Our employees read

INTE WITH COM

ERVIEWS MPANIES

BANK LEUMI

A conversation with Keren Tairi, Head of Corporate Responsibility and Community Engagement at Bank Leumi I s there a connection between volunteering and the employees' sense of connection to the bank? In what way do you see it? Also, how does this relate in a broader sense regarding the connection between volunteering and corporate responsibility? Do you think a long-term policy of corporate volunteering affects business? How?

Our employees expect such organizational activities, and even initiate activities themselves in smaller organizational units, for example on the branch level. Joint social activity initiates social cohesion, consideration, consolidation and motivates the entire unit as a whole. Employees who partake in social action testify to a sense of pride, satisfaction, and desire to continue to involve themselves in such activities. They are also proud of the social involvement of the organization. do good for others. That is the new Generation Z. The spirit of social connectedness is a direct result of the corporate culture and rests on three cornerstones: policy, collaboration and persistence: 1. Policy - the social action is derived from the business strategy, and directly supports it. At Leumi, for example, which is the leader in digital banking in Israel, our social action includes activities and social projects with senior citizens. We focus on accompanying them and providing them with tools and knowledge in various areas of life, with the aim of helping them cross the bridge to the digital world. On the one hand, there is a sense of giving and the ability to influence the lifestyle of a population that we all identify with and are connected to (via our grandparents, for example). As we all know, this sector of the

Corporate connectedness creates a sense of belonging and responsibility within the organization. When connected and involved, employees are more invested and proactive. One of the topics which instigate the feeling of connectedness is social involvement. Studies show that over 50% of employees find it important to work for an organization that is socially active within its community. Over 70% of employees state that they feel more fulfilled when they can influence and partake in social and environmental activities within the organization. Hence, organizations have a responsibility towards their employees in the framework of social involvement. This data is seen as valid here at Leumi, as even before COVID-19, about 55% of the bank's employees took part in voluntary activities throughout the year.

population is naturally not as digitally oriented as the rest of the population. On the other hand, this supports the organization's business strategy, which advocates a gradual shift in the consumption of services in the digital world. 2. Collaborations - internal collaboration between all the relevant units within the organization to produce solutions which can be harnessed for the benefit of social action. This creates a sense of partnership and personal responsibility in the task, as well as a sense of daily involvement in the activity. This is in addition to external collaborations with partners who can help, such as specialized associations, professional experts, local authorities, and other service providers. 3. Persistence - in order to have a long- term effect and impact, it is important to be persistent in taking action, and refining projects as you go along. This is in order for it to be effective for all parties and be in line with the organization's policy. We were introduced to a project for aiding the elderly clientele of the bank, which experience technological difficulties. Share with us the development process of the project. What is the community contribution and what is the contribution to the employees who partake in such projects?

Leumi's social activity among senior citizens is actually part of the organization's overall social policy. About 4 years ago we added the elderly population to the bank's policy, which for years dealt with nurturing and promoting the future generation. Thus, we engage in a wide variety of activities for the elderly with the aim of alleviating their loneliness, especially in light of the Corona crisis. We help them transition to a digital world, starting with the accessibility of digital services through a mobile bank branch that reaches nursing homes and sheltered housing throughout the country. We conduct Zoom trainings on various digital tools that can help them on a daily basis to keep in touch with family members and friends. In addition, we provide trainings on the bank's digital services in collaboration with the Machshava Tova association. It is gratifying to see, especially in the last two years, how the elderly population has learned - despite the challenges - to use these services and tools. It’s rewarding to see them leverage digital solutions to engage in new areas of interest, make connections, and grasp the advantages and conveniences of the digital world.

MIGDAL

A conversation with Anat Ofri, Corporate Social Responsibility Manager at Migdal Insurance, about the optimal way to direct your organization towards doing significant good. M igdal Insurance Ltd. has been volunteering with Ruach Tova’s corporate volunteering department for several years and has been carrying out

• Shifting the focus to social organizations If a certain social challenge arises, the company is not the expert, but rather the organizations. The company supports and partners with the organization in building an appropriate program according to its knowledge and best practices. Yet, the principle is to lead with intention. Leading innovation within the social sector, and social entrepreneurship Corporations have the ability to lead innovation in the social sector, so it is important to uphold this principle to support social development and social initiatives. The social sector gives rise to innovative initiatives, but often there is a financial limitation, or a lack of the necessary knowledge to even reach the pilot level. Companies have both the financial advantage and the know-how needed to support such initiatives. In addition, companies have room for error, and mistakes can be afforded. Companies can also withstand the vetting period for social projects, which non-profit organizations do not have. Thus, companies can contribute both financially and also can utilize their experts to volunteer their professional know-how.

many volunteer projects in various fields. • Focusing on areas in which the company/ organization has added value When choosing a social program to invest an organization in, it is recommended to choose areas related to the core business and expertise of the company. In the case of insurance, such as with Migdal, it is less relevant to invest in environmental-focused projects, but rather on focus areas that relate to the world of insurance. Insurance companies accompany individuals until retirement and well after; therefore promoting well-being and quality of life among the elderly population is viewed as more relevant and significant. Migdal already has extensive professional knowledge regarding the needs of elderly people and is able to provide a better response to these needs. Thus, it’s possible to leverage professional knowledge already dominant in the organization, or among its stakeholders, for example, insurance agents can accompany elderly people in financial planning and financial education.

For example: the 60+ entrepreneurship space, which is a socio-economic entrepreneurship program that Migdal launched in collaboration with the Zionism 2000 Association and the Haifa municipality. This is an innovative program that is unparalleled in Israel (as well as globally), which leverages the life experience and abilities of retirees for entrepreneurship and activism among the elderly.

INDIGO HP

A conversation with Louisa Orel, Community Relations Manager at HP Indigo. P lease tell us a bit about yourself, how did you end up in your position and what significance do you see in it? My name is Louisa Orel, Community Relations Manager at HP Indigo, and I have been working for the organization for over 11 years. into the organization's annual plans? To answer, I’ll quote a sentence from our CEO, Haim Levit: "Donating to the community is an integral part of our corporate DNA, one of the cornerstones of the HP Indigo culture. We advocate and strive to be a bridge for communities, and for a better future for us all.”

I started in this position with significant experience in various sectors within the Israeli ecosystem. I started volunteering at the age of 19 in several organizations. When I started working in high-tech, I established the Community Relations Department, together with the Human Resources Department. From there I advanced to the “Latet” organization, where I managed the "Food for Life" project. Later on, I worked alongside the Knesset in promoting reforms for the "Yadid" and "Women Making Peace" associations. Over the last decade, I’ve applied my experience in my position as a Community Relations Manager and as a consultant in the field of Corporate Social Responsibility, and lecture on the subject. I see this position as my life’s calling. I strongly believe that if you are willing to do a significant role without pay then you are in the right place. I don't see my role as a job, but a mission. Tell me about volunteering at HP in general and in terms of corporate responsibility; How does employee volunteering fit

Volunteering for Indigo employees gives them a feeling that they are part of an organization that is community-focused, with an active role within it. Volunteering provides our employees with tools for career development as part of their volunteering, such as initiating projects, leadership skills, financial mentoring and more. Volunteering also allows people to actualize their dreams- we had an employee who worked in entertainment in his youth, and wanted to open a drama class for children from low socio-economic backgrounds. Thanks to him, 20 children enjoyed a drama class and created their own content which was later put on as a show that ran throughout the city. Another employee published a book that was awarded to the children of the "Encouraging Reading” project, and more! We harness our employees’ skills and translate them into social action. Another example is the "Dfasim" program, which gives professions to youth at risk, and provides them with an occupational horizon. How are social leaders appointed in each location or department? How are they

rewarded, if at all? We have about 30 team members at 2 locations who do their work on a fully voluntary basis and lead various projects in community relations. The selected team members are people with a passion for doing good, opinion leaders and representatives from different departments. That is to expose 100% of the employees to the field. Throughout the year, the team receives professional training, team days and recognition in various ways. How do you handle the challenge of recruiting volunteers? We have an annual volunteer recruitment fair that takes place at the beginning of the fiscal year, where we reveal all the different programs that are available for everyone: one-time volunteering, departmental volunteering, permanent volunteering adapted to shifts or evening hours, etc. During the year we have close to 11 one-off events, as well as events around the holidays that are adopted by a certain department in the factory. We also issue a public recruitment call for a project, if necessary. At management and departmental meetings, our representative reveals all programs available and invites employees to join. Recruitment is also done through our management, and community relations team. In addition, the “friend brings a friend” method works for us as well. And throughout the year, we have several opportunities to include family members and children in various volunteering activities.

SHLOMO GROUP

Interview with Eylon Harush, CEO of the Services Division at Shlomo Group. Eylon has been working in the group for over 23 years and has performed a long series of positions in the field of service. T he Shlomo Group decided for the first

The Shlomo Group has always contributed a lot, whether in activities or resources, however not under an organized volunteer program. We really wanted to implement Shlomo's value of giving and the personal example he instilled in us. Hence the decision to grant from the Group's human capital, with the participation of our hundreds of employees. Tell us about the process you went through after deciding to establish an annual volunteer program As a large and organized corporation, it was important for us to conduct a serious and orderly process. We treated the issue as seriously as running a business for all intents and purposes. We established an internal committee which included the HR Manager, the Welfare Manager, the company accountant, the VP of Advertising, and prepared a project file with a Gantt to get started. In addition, we sent a survey to the employees and received great feedback. We aimed for a target of 40%-50% response rate, and received in practice a 90% response rate of employees saying that they were interested in volunteering even after working hours. We saw that we are in fact an organization which has volunteering in its DNA.

time to launch an annual volunteer program which includes at least 10 annual projects. What sparked your interest in the subject and the decision to embark on a program of this magnitude? Our group has an important story. The founder of the Group, the late Shlomo Shmelzer, who passed away seven years ago, acquired companies that he would cultivate throughout his career. This was an unusual practice in the business world compared to other businessmen who purchased companies for liquidation. Throughout his career, Shlomo saw the company's employees as the most important asset, which was also his legacy. We as his successors felt a strong need to give of ourselves and continue in his way. The Shlomo Group has reached a stage in its organizational evolution, where it has become a large and profitable corporation. As an operational decision, the owner and management decided to commemorate Shlomo through his legacy, understanding that it is important to give back to the community and set a personal example.

At the beginning of the journey, we met with an organization for lone soldiers. The connection was immediate. Following that activity, one of the committee members posed the quested: why volunteer only with lone soldiers? He suggested that we simultaneously contact the "Yadid" organization. We were enthusiastic about the idea and decided that we would be happy to create an activity with them as well. Another committee member said he would be happy to volunteer with the elderly as well, and from that moment we realized there were endless possibilities. That’s when the need arose for an organized body that can manage this operation. We reached out to the organization "Ruach Tova"; I must confess that we were really excited to meet you. We felt the need to hug you. The Shlomo Group knows its craft in a variety of fields. But Ruach Tova came with years of experience in its field.

We presented the operating manual that you gave us as an example to the head committee, following which the decision to launch was made. We weren't afraid of committing to an annual plan because we knew it would be managed optimally. We wanted our volunteering project to be immense and the more we got into it, the more we realized the benefit of volunteer for the company itself. When we got to know the work of Ruach Tova, the importance and benefits of such cooperation became more apparent. Tell us about the process of launching the volunteering program When we commit to something we take it seriously. We went through a journey from the very beginning to the actual launch of the volunteering program. As mentioned, we established an internal committee for the matter and have already started designing a logo for the "Shlomo for the Community" program. We met with Ruach Tova's marketing department which gave us several ideas, such as an operating manual, and we decided to implement almost all of the suggestions: 3-4 weeks before the official launch, we sent a general email announcing that the following month we will be launching the annual volunteer program.

The Shlomo Group Community logo

A week before the launch, an email was sent with the official launch date of the volunteer program and the HQ launch date at our "Kiryat Shlomo" company headquarters in Tsrifin. We uploaded screensavers for company computers and televisions announcing the launch of the program. We distributed "Shlomo for the Community" T-shirts to the employees. In addition, on the morning of the launch, we decided to send a small gift that was distributed to each and every employee in each of our 150 branches throughout the country. We wanted the gift to be related in some way to "Shlomo for the Community", so each employee received a glass mug, to reduce the use of disposable dishes (a move that was successful – we now order 50% less disposable since then). The glasses were packaged by the "Algeva" association," (a rehabilitation work center for people with special needs) along with dried fruits, scratch cards with small tasks for doing good, and personal notes about the launch of the program and the purpose of the gift.

All employees of Kiryat Shlomo were invited to the launch. Everyone arrived with branded T-shirts. We decorated the immense lobby of the HQ with both the project logo and Ruach Tova logo, decorated with huge balloon bouquets, organized a light breakfast, and involved the C-Suite and all the senior management. Atalia Shemelzer, the president of the group, informed us that as part of the launch of the program, the Shlomo Group donated a total of 2 million dollars for the establishment of the new neurological institute at Asaf Harofeh Hospital, named after the late Shlomo Shemelzer. Assi Schmelzer, Chairman of the group, pointed out to the employees the importance of donating and giving back to the community Eylon spoke about the program and from there the entire senior management team of the Shlomo Group left in "Shlomo for the Community" branded cars for the first activity - repainting and building bookcases to store donations in the Sahi Or Yehuda location. A week after the launch, a video was distributed to all employees with photos from the first activity at Sahi Or Yehuda, a personal example of the entire management getting involved, which received enthusiastic responses. A week later, the second activity was released, and so on: After each activity, a personal email from Eylon is distributed with details about the activity and a video.

the time, but the fact that the organization accompanies and pushes us gives us a structure. Volunteering was implemented here as part of the routine. We created one structure, one partnership, with one main action. Take for example the corporate social side as well - the logistics department returned two weeks ago from renovating the Sahi Lod warehouse. They enjoyed both their physical contribution and also felt that they had a bonding day, telling me “It was an awesome time". From our point of view, this is a multi-year plan in which all parties benefit. What are the next steps, in your opinion? From our point of view, if this project will remain forever in the Shlomo Group - we have done our part. It's not an annual project, it's a mission. Our shared mission, among our management and our employees. That is how we see it. There may be some tweaks here and there, but this is really our mission in life. The ability to manage such a thing is a very difficult and intensive operation, but one that gives great satisfaction .

In addition, on a commemorative wall we made, every place where we volunteered is marked. Once a month a committee meets to discuss the continuation of the annual activity. Wherever we go to volunteer, we put up a "Shlomo for the Community" sign and try to continue the relationship with the place where we volunteered, whether through donations or regular volunteering. Do the programs work according to your expectations? Both from a performance point of view and from a marketing point of view? They expectations. We received a very high response rate, and therefore we increased the number of projects per month in the process. The embrace of Ruach Tova gives us confidence and a desire to do more. Sometimes we lack exceed our

POALIM DOING GOOD

A conversation with Ofer Samo, Manager of Employee Volunteering at Bank Hapoalim

T he social banking division of Bank Hapoalim has been operating in the utmost inspiring way. Under its wing many incredible projects are taking place such as: 'Poalim in the community' - which is responsible for gathering donations and sponsorships, as well as cooperating with organizations, and financing events for community welfare. The Financial Growth Center focuses on imparting free financial knowledge to the general public. The accessibility and integration unit strives to promote equal opportunity for underrepresented segments of the population and people with disabilities within the labor market, as well as collaborates on this effort with local authorities and regulators. In addition to the above-mentioned programs, they are also managing the employee volunteering unit. Ofer has been working for the bank for 32 years, of which 27 years were in the retail division (he managed 6 branches). About 4 years ago, he decided to change his professional direction and connected the business with society itself, whenhetransitionedtomanageprojectsofsocial- business significance: solar energy, assistance and support programs for small businesses, etc. "I took it upon myself to manage the unit for employee volunteering. We estimate that Bank Hapoalim has about 4,300 employees who regularly volunteer during their personal

time in a wide variety of fields." In 2021, over 4,300 employees volunteered as part of the annual program, while over 100,000 beneficiaries received direct or indirect assistance as part of the various activities. How does employee volunteering fit into the organization's annual plans in terms of corporate responsibility? The employee volunteering unit has an annual work plan in which volunteer activities are organized for the bank's employees. Examples of activities include: distribution of approximately 40,000 holiday gifts to children and the elderly around the holidays of Purim, Eid al-Adha and Christmas. In addition, thousands of employees participated in annual 'Good Deeds Day' (in 2022 we held a whole week of activities for the community with the participation of 3,150 employees), in activities and games with children and adults with special needs, establishment of community gardens in rehabilitation institutions, food packaging and more. We also partake in distributing food boxes on Passover and Rosh Hashanah to approximately 5,000 Holocaust survivors and families in need. We collect and distribute employee donations - school bags in August (about 800 children received school bags in 2021) and books over Hanukkah - (over 1,100 books collected for them in 2021).

the activities is varied - playing with children in special education kindergartens, entertaining the elderly in nursing homes, volunteering to help at summer camps, volunteering at animal shelters and more. Over the course of 5 weeks, the youth experience valuable activity and receive compensation for their time. This activity connects the 'next generation', the children of employees with their parents' workplace and thus strengthens the employees' sense of pride and connectedness. In the summer of 2021, despite the constraints of Covid-19, and the termination of some of the designated volunteering sites, over 1,100 youth participated in 250 volunteering activities all over the country. Over the summer of 2022, more than 1,200 youth participated in the various activities! All activities are part of the ongoing corporate plans and are reported within the 'Corporate Responsibility Report'. Employee volunteering that is done outside of working hours receives organized support from the employee volunteering unit, whether in terms of financial assistance or other means, such as donations of computer equipment, furniture, and the like. Assistance is also provided in locating and recruiting volunteers for organizations that have inquired for such, on an hourly basis. What motivates us is the desire to do good - for as many people as possible, to integrate as many volunteers as possible towards good causes, and to actualize the company’s potential for community contribution to achieve maximum impact.

The 'Summer Youth' project combines employees’ children in organized volunteering, at hundreds of locations throughout the country, during their summer break. How did it all begin? For many years, employees’ children of working age were employed during the summer vacation. About 9 years ago, it was decided that instead of engaging in work within the bank, they would be directed to associations and organizations that need volunteers in the summer months, for pay. Two months in advance, employees would register their children between the ages of 15- 18, for the volunteering opportunities offered to them - a list that includes approximately 300 options across the country. The types of

INTEL A conversation with Tal Ezra-Shemer, Volunteering Manager at Intel Israel T ogether with the use of innovative technology, the Intel Volunteer Program is making a huge difference. The difference is seen in how they have changed the concept of How do you preserve a volunteering culture during the COVID era?

Volunteering was possible for our flagship initiative “AI for Youth”, which promotes advanced technological skills for students and makes the field of artificial intelligence accessible to them - as it was possible to be done from home. Our volunteers accompanied the students remotely in various projects in the field of artificial intelligence. Another good example is the "Connected" project, in which our volunteers developed and produced a device in their homes that allows hundreds of elderly people to connect with their families during the quarantine period through a video call with the push of a button. We continued to hold social engagements on campus as well for our factory workers who worked on campus. Did the remote volunteering contribute to the connectedness of the employees like it did with physical volunteering? The employees who witnessed that Intel doesn’t give up volunteering even in such a challenging period and finds innovative ways to sustain it, ended up appreciating the company that they work for more than ever. In that sense, there was a significant contribution to employee connectedness. We worked hard to increase the sense of meaning even when the volunteering was done from home, to show them the extent of their influence, even when remote. There were moments along the way in which we felt virtual volunteer fatigue, and each time we worked towards reducing it, to let the employees feel the act of volunteering. We did this by enabling physical volunteering that reaches them at home, to allow them

volunteering and expanded it out into society, the goals they set for social involvement, the launch of the matching program and the creative donation solutions created during COVID-19. Intel has set goals for the next decade for various aspects of corporate responsibility. These are ambitious goals, and they include Intel's social involvement goals. I see volunteering as a key tool for creating a sense of belonging and pride, and therefore in my opinion it contributes significantly to employee connectedness even if the volunteering is taking place from home. A study conducted by Ruach Tova and Deloitte showed that social engagement leads to a potential increase of up to 33% in employee commitment and up to 16% in employee productivity; and with data, I don't argue. How did you manage to change the company's volunteering system during the Corona outbreak, and adapt it to work from home? During COVID, we were the first to retain our employees and allow them to work from home. All of these changes immediately applied as well to our volunteering structure. We adjusted our entire system so that it would be possible to volunteer from home.

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