Connected for change: Why collaboration is critical to the future of social impact

From climate change to educational inequality, our most pressing social challenges are complex, interconnected and fast evolving. And the search for solutions can no longer be left to governments or charities alone – businesses must be at the table, not only as funders but as collaborators.  

Traditional corporate social responsibility has often meant writing cheques or volunteering time. But while helpful, that model alone is not enough. Today’s issues require systemic change. 

Forward-thinking organisations are joining forces with the social sector to drive impact. By combining corporate resources, like skills, technology and networks, with on-the-ground expertise and experience, we can create a multiplier effect. 

Deloitte’s collaboration with The Earthshot Prize to scale innovative environmental solutions is a great example. Our support of  Notpla, a company turning seaweed into biodegradable packaging, has helped them move from concept to commercial viability. Or our work with TeachFirst to help the education sector realise the benefits of AI.

Businesses that link social impact to commercial priorities and company values are better placed to embed and scale their initiatives long-term.  

At Deloitte UK, we’re evolving our social impact strategy so it’s more closely connected to our core work; this is also being driven by our clients.  

The Social Value Act shows procurement can be a force for good. It requires Government suppliers to evidence how they will deliver social and environmental impact through their work, aligned to the government’s five mission areas – kickstarting economic growth, building an NHS fit for the future, safer streets, breaking down barriers to opportunity and making Britain a clean energy superpower. 

But businesses cannot – and should not – do this alone. There’s huge value in the private sector working with Voluntary, Community and Social Enterprises, especially if it’s a true partnership. For third-sector organisations, these relationships can be transformative.  

So, how can corporates drive greater impact? 

1. Sharing capability, assets and products: At Deloitte UK, our people are our most valuable asset, so we offer our expertise pro bono to charitable organisations. For example, workshops with industry aligned charities where our expert teams helped address their most challenging problems.  
2. Collaboration and convening: We must bring together businesses, third-sector organisations and government representatives, recognising the need to reduce duplication and focus on what works. Creating coalitions of stakeholders, from community organisations to investors, helps companies to build and sustain momentum, navigating resistance. Deloitte’s Nature & Finance Symposium, for example, invited clients, government representative and the third sector and strategic alliance partners to explore sustainable investment in nature-positive solutions. 
3. Embedding impact into service delivery: This has to be part of your organisations everyday – that way, the change will stick and will act as a key differentiator for how you deliver projects. At Deloitte, examples include choosing purpose-driven subcontractors like talent organisation Makers, adopting inclusive design principles through digital transformation, and our work with the Banking Academy. 
4. Supply chains: Engaging suppliers is a powerful route to positive change. As a member of the Buy Social campaign, Deloitte UK is requesting that our new facilities management provider procures a percentage of its services from social enterprises and local SMEs. 
5. Supporting local communities: This can range from traditional fundraising and volunteering to impact investing, a growing but still underexplored tool. This year over 25% of our people volunteered on our volunteering programme,  including our Governors for Schools initiative.  
   

Today’s employees are motivated by purpose and values, and consumers want more from the brands they buy from. Investors, meanwhile, are scrutinising ESG credentials as well as financials. 

Social impact is the right thing to do, but it’s also good business strategy.  

It’s an opportunity for innovation and growth. It helps us to attract and retain the best people, deepen our client relationships and build a more resilient and successful business.  

As we evolve our social impact strategy, we’re focusing on three key areas – a digital world for everyone, more sustainable ways of doing business and a skilled workforce for the future. 

And whether we’re advancing businesses’ transition to net zero, reducing digital exclusion, or enabling people to build the skills for the future, we believe progress comes from partnership.