 Thank you everyone. Welcome to this session where we talk about models for employee engagement. Before we do that, just given how I think intimate this conversation could actually be, given the size of the room and actually the number of people that we have here, what I wanted to do is ask people, you know, let's make this much more of a discussion. Please feel free to move up and just to kind of make it awkward for each of us just to start. I'm going to ask you to turn to your neighbor and share with them either the best thing that you've learned from the conference so far or the best piece of advice you've ever heard. And I just want us to actually, because it's just so few of us here, really kind of bring this community in. And we'll do that on the panel first just to allow people to file in and then we'll get started. I guess I'll go ahead and get started. I'm Mar-Ellen Evans with HP. Oh, I don't think he's going to have us do it. Feel free to join us up here. We're exchanging advice. Okay, I'm going to now cut off that conversation. But if I'm glad you had a chance to kind of get to know hopefully someone right next to you. And hopefully this is an enriching, nutritious dialogue for everyone in the room. That's certainly my intent. Just by show of hands, how many of you are from a company, represent a company in this room? Okay, how many of you are social entrepreneurs or entrepreneurs in this room? Okay, and how many of you represent either investors or kind of funders? Okay, great. That helps us with the composition. So my name is Premal Shah. I serve as president of Kiva. And what I want to do is turn it over to each one of these panelists. We're really lucky today to have three leading companies when it just comes to doing good and doing well. You know, so many of the folks here who have come from companies and it's so wonderful to see this year at Socap that there's over two dozen Fortune 500 companies, global Fortune 500 companies that are in attendance at Socap. It's fantastic to see that kind of participation in the dialogue. And what we know is that for the few of us that are able to come here and participate in the dialogue around money and meaning, we represent hundreds, if not thousands, if not tens of thousands of employees back home at HQ that probably would also really want to be a part of this conversation at the intersection of money and meaning. It's such a fantastic topic of kind of, you know, not going into this old frame of business on one side and charity on the other, but that there's something in the middle where it can be a powerful force for good. And these three companies, I think, are doing just incredible work. Marlon, would you talk a little bit about yourself and what HP is doing around shared value and around social progress? Fantastic. Thank you. Just happy to be here. Thank you, Premal, for inviting HP to participate because we at HP really believe this is core to who we are as a company, that it's a part of our DNA from over 75 years ago when Bill and Dave started the company that we are committed to giving back to society. And we framed our CSR strategy around what we call HP Living Progress, which is just essentially the way that we leverage our people and technology to solve society's toughest challenges around the world. And we kind of compartmentalize our work around education, health, and the environment. So we have initiatives in each one of those pillars. But at the same time, we also really feel like it's more than just a program that sits within our living progress group, but it's something that the entire company needs to take ownership over. So a program like Akiva that engages our employees in that way and really shows, provides us a platform to have collective action and to have a real feeling that the entire company is moving in the same direction. We've just been really excited about the partnership and it ties very well into our larger kind of corporate citizenship goals. Thank you, Marlon. Arthi? So Arthi Tran and I work in Deutsche Bank's Global Social Finance Group. And the way Deutsche Bank kind of thinks about corporate social responsibility is leveraging our core skills as bankers to deliver social capital to underserved communities. So we kind of do this through delivering a continuum of capital. And that kind of ranges from more philanthropic capital on the Deutsche Bank America's foundation to more commercialized debt products. So just to give you an idea of what would fall on either end of the spectrum, some of our more philanthropic initiatives have been core public-private partnerships within New York City. For example, building the capacity of immigrant entrepreneurs, which is an initiative that we worked very closely with, with the New York City government. And then something that would fall on the opposite side of the spectrum, more commercial debt, would be lending off of Deutsche Bank's balance sheet to CDFIs for the creation of affordable housing. And our newest fund is actually, we actually structure and manage funds on behalf of their party investors. So our newest fund, the Central Capital Consortium, is actually in lending to social businesses across the globe and the areas of healthcare, financial services, and energy. So that's what we do. Thanks for the set-off and alarm, too. Good morning. Excuse me. Good morning. So I'm Chris Bissell from Google.org. Google.org was formed before the company went public, where Larry and Sergey, the founders of Google, in their first founder's letter, said, if you're going to own a part of our company, you should understand that we intend to give a fair bit back. So 1% of our net income, 1% of our employees' time. The 1% of our net income flows through a number of organizations at Google, primarily Google.org, where we give away money across a variety of issues. The thing that we tend to look for is where technology plays a role, not surprisingly. So I'm one of the portfolio managers there. In addition to working with Kiva, I tend to focus on the areas of child protection and human trafficking. That's it. Now, how many of you have been to the Kiva website and understand the general flow of this? What I want to do is just ensure that all of us have a foundational understanding of what Kiva is and then how it can be used in the context of employee engagement. And I think the reason why we want to have this session is it's very early days in this new platform. And we think that it's a promising way to really have high employee engagement around this conversation of money and meaning. So Kiva, you'll see some screenshots of how these companies have used the product. But what it is, it's match.com meets impact investing or social lending for social good. And we try to make it very simple for everyday people to pick someone and that intervention could be a classic microfinance intervention abroad or even lending locally here in San Francisco Bay Area. And it can be for businesses, students, clean burning cook stoves. The issue areas are now starting to really expand across Kiva. And what we want to do is just make it simple, personal with feedback loops. And so you can lend in $25 increments as that person pays back that loan through one of our field partners around the globe. And a lot of social entrepreneurs here at SoCAP are now using Kiva to raise money for their own programs. It's 0% interest loan capital that the internet community is lending out. And they're willing to take more risk, we believe, than traditional commercial investors because there's a sense of personal connectedness and a sense of impact there. And as long as people hear about why they didn't get repaid, we think that that allows for even a kind of a greater form of risk taking on the part of the field agents on the ground. So basically as you lend out that money and get repaid, most people turn around and re lend that money to someone else and then someone else and someone else. In effect, it's a starter impact investing account for the average person. And over the last nine years now, Kiva has had over a million people around the world put in over $600 million in $25 increments to help support and finance another million small businesses, students, farmers around the planet in 80 countries. And the repayment rate on the website is 98%. So that's kind of foundationally how Kiva works. And what I wanted to do is turn it over to first Chris, you around what Google did when you were kind of looking at the problem and the challenge of employee engagement and then using the Kiva platform to address that problem. Yeah, for this, this was what you can see here is the map of Googlers making loans through Kiva. So every week, Google has an all hands meeting where the founders invite the entire company to hear what's happened in the past week, what's going to happen in the in the following week and ask questions. And presentations happen from different groups of the company. Our CFO Patrick is kind of a cultural ambassador for the company, which is ironic, given he's the CFO. But he truly is sort of the culture bear rides around Google on a on a fuzzy bike, carries a backpack that he says holds Google's money. And we told him about this program. And he said, That's fabulous. Can you have it ready for a TGIF in two weeks? And we said, Of course we can. So we got on stage and we told everyone at Google, go to this website and make loans lend out Patrick's money. And you can see everybody doing that here. And it was, you can imagine, it's just an amazing moment to engage thousands of employees from around the world in something where they can go to one place with a few clicks, pick a topic area that interests them and a geography that they care about and make an investment. And where did the money come from with the Google program? Would that come from your foundation or corporation? Yeah, it's okay from from the corporation from our from our grant budget. And it's set up as a as a loan at Kiva. And as probably said, the loans get repaid into our fund and then they get relent out by other Googlers. So it's a nice way to sort of have an initial Googler having that experience and then allow other Googlers to then have the same experience. It's interesting, I think Google is kind of world famous for the perks of being an employee, free lunches, I think free segues. How have employees reacted to a free $75 kind of starter loan on Kiva for each employee? Yeah, I mean, that was sort of fun that after people made these loans and from the fireworks going off. What was great for us was to see on social media, both internally and externally, Googlers saying, this makes me proud to work at this company. This is why I love being a Googler. It's just it was a really easy thing for them to engage in and I think made them proud, proud of the company and sort of what it stands for. Okay, great. Arthur, do you want to talk about Deutsche Bank's experience, the problem statement around employee engagement and then how you implemented the solution? Absolutely. So so our CSR department, as I said before, kind of has two arms to it. And so I think a lot of what resonates with our employees is the employee giving portion, the charitable matching gifts, kind of the more hands on volunteering. But we wanted to kind of associate our employees to the social finance side, the impact investing and getting them to kind of understand how can they as bankers create good in society and actually give back and more so also associate them to the idea of lending and philanthropy via lending and creating sustainable philanthropy. So we actually did something similar to Google where we convened our employees through a thought leaders forum. We had our CEO kind of have a very open, open talk about social finance. And you know, we've been in, we've been doing this kind of impact investing work for 20 years. So we kind of associated them to our work in the field, but then also this idea of Kiva. And we launched maybe maybe two days after that, and we gave each of our employees across the United States, which is about 10,000 individuals, $25 dollar loans to lend on Kiva. And to date, 60% of our employee base is actually made alone on Kiva, which is incredible. And more so, I think they've we've seen kind of the same results on our DB internal platform, just saying, you know, I lent to so and so and the stories and this resonated with me deeply. And then I think the second conversations were, well, I got repaid. And that's, that's no completion. And the goal was met. So I heard a story yesterday around how your CEO when he gets in the elevator with any employee will say, who did you pick on Kiva? Can you tell us a little? It seems like it's really humanized, you know, finance and kind of the impact of finance within the bank. Can you share maybe a specific story or two? Absolutely. So like I said, so we were across the United States, we're about 20 different offices across the United States and 10,000 different employees. So for us, the Kiva program, not only united us under one effort, but it also was a talking point. And it was a way for us to kind of say, Hey, who did you lend to on Kiva? Who was your Kiva loan to our corporate finance division kind of ran their own internal competition where they they actually ended up in within four weeks achieving a 98% redemption rate. And so our corporate finance, a lot of our groups kind of cover certain topics. And what we saw that was happening was a lot of the coverage groups were adopting borrowers. And they said, Hey, well, why don't we all kind of crowdsource this one borrower? And and that would resonate deeply with us. So I think it's remarkable a 60% employee engagement rate is we prior to Kiva, I worked at PayPal and eBay in the Global Citizenship Office. And I know trying to get our employees at that time to do really focus on any one effort was really challenging and getting into anything north of 50% was quite challenging. What was the key to getting a 60% within the first few months, employee engagement rate on this program? What does it take? I think the thing that really kind of drove participation within the bank were the stories. And I think, you know, we sent emails from our CEO, but people talking to people, that's that's the best form of communication you can get. And even more so, you know, employees kind of sharing their stories and sharing what resonates deeply with them. That's how it kind of carried throughout the bank and created this. It bolstered our culture and our values. So thank you. And Marlon, do you want to talk about Hewlett Packard and problem statement that you guys saw as well as how this solution worked? Yeah, absolutely. I mean, we made many people might not know, but there are we have 275,000 employees across the across the globe. So trying to think about one program that we could all be doing as a collective that was really going to be meaningful is a is a real challenge for us. As you try to think about, you know, cultural cultural differences and, you know, kind of localization of of giving back. And Kiva was one of the few, you know, programs that we could we could find that had that breath and had that had that reach, and probably, you know, on, you know, equally as important, you know, had the the capacity and the the technology to to support, you know, potentially 275,000 people coming to the your website all at all at one time. So we we saw it both as a as a great, you know, solution, you know, for us, but then also to the points, you know, made earlier, and you could see some of the, you know, the slides coming up. It's a very personal experience. We very easily how our process worked as the HP company foundation provided $7 million, which enabled every employee to have a $25 loan on the on the platform. And I think if you go back to more traditional philanthropy, it would have been very easy for us to just cut that check over to over to Kiva and say, you know, go about and continue continue forth and doing good around the world. But instead, we decided to empower employees as a part of that process. And they've truly appreciated it. They truly embraced it. They've made it their own, you know, program. We've kind of set them up and given them tools and and good, you know, good materials to use. But in the end, you know, my favorite, you know, conversations earlier, early in the process, you know, just being kind of a fly on the wall, walk, as people are walking around the the cafeteria and, you know, an employee would say to another, Hey, do you have you made your Kiva loan? And person said, Well, what's Kiva? Well, Kiva is this micro, I mean, they were able to kind of educate other employees, which I think is is really why it's it's taken off to the point now where we're at not quite 60% participation, but we're at 43% participation, which is, you know, almost 120,000, you know, employees have have made loans on the platform and and and very similar to the experience that at Google, employees are saying this is why they came to HP gets back to our roots, very proud to be a part of this type of effort. To get 100,000 people worldwide to participate in something. What what do you think is the key of, you know, HP? I mean, it's Fortune 50, 275,000 employees to activate that number in terms of how do you actually pull that off? Not sure. I mean, it's it was one of those things where when we were originally talking to, you know, to our leadership, we were putting out numbers like, you know, maybe we'll get 10% participation, maybe we'll get 25% participation, we just didn't know. So we we went at it, you know, full board from activating what we call lending leaders across the globe. So these are kind of volunteer leads who have kind of owned the program at their local site and we have over 400 of those individuals, you know, scattered across the globe who are kind of extensions of our team and who I I think if there is a, you know, magic, you know, bullet to all of it, it was it was our lending leaders because they they took the program in and ran with it. But I think it also is the ease at which people are able to, you know, to participate is is a is a big factor. And then finally, I would say senior senior support and senior leadership similar to the Deutsche Bank example with the CEO, you know, Meg has has just been a huge champion of this program. She's calling out divisions saying because we're able to track participation by business units. So she's calling out our enterprise group saying why you guys only at 30% and, you know, really pushing a sense of a friendly competition within the within the company. And I think that's really help, you know, drive our numbers to where they are. Okay, thanks. Let me tell you why this is important. Building the movement of Kiva lenders. And this is essentially kind of a freeway for employees at these companies to try personal impact investing. The more people who are part of that platform on the lender side, the more efficient it is for the social entrepreneurs in this room and around the world who spend a lot of time trying to raise capital to do more good in these market based approaches. The more efficient we can make it for you all as social entrepreneurs and social entrepreneurs worldwide to raise capital from a democratic source. And so in many ways, these employee engagement programs I view are almost priming the pump of the number of impact investors who mainstream retail impact investors who get involved and have that first experience. And what we've seen, I want to share one case study. The first time we did this program, it was not actually with a company of giving someone a free $25 trial is with the founder of LinkedIn. His name is Reid Hoffman. He is, you know, as founder, he's a billionaire now. And, you know, he said, geez, it's interesting, Kiva, you've grown, you have a high repayment rate. I'd love to put a million dollars onto the platform. But instead of me lending out the million dollars, you know, $25 at a time 40,000 times, like he's not going to do that. He's cash rich and time poor. He said, what I want to do is really give it away to the Twitter sphere. And I want to put it up on LinkedIn and Twitter and let everyday people who haven't tried Kiva yet and who haven't had a basic impact investing experience, I want to let them try it. So in a month of March of 2012, he put up a million dollars. We cut that into 40,000 free $25 trials, like coupons. We put it up on LinkedIn and Twitter. And that month, 40,000 new people tried lending out Reid Hoffman's money to people like you see on the screen. Now, as that woman say in Cambodia, or as that rickshaw driver in Pakistan started paying back that loan, the money doesn't go back to those 40,000 people. It went back to Reid Hoffman. So over 14 months, we wanted to know how much did it cost Reid Hoffman, the billionaire, and then how much new money from those 40,000 people who tried it for free did it unlock? Well, over 14 months, he got repaid $994,000. So his loss was only $6,000 of that $1 million. And then those 40,000 people who came in through his free program, they put in an incremental $1.2 million of their own money into the Kiva system. And now we're swirling it around reaching social entrepreneurs and their clients all around the planet. So for $6,000 of loss, $1.2 million of new incremental money. And when I know Chris, when you heard that early stat from Reid Hoffman, I think that really excited you to kind of take it over to your CFO and kind of discuss the program. And can any of you guys talk about where you see this program going for the future, for your companies? Yeah, you're right. I mean, when you when you hear the story and you see the sort of the the stat sheet from what Reid did, you just kind of nod your head and say, Yeah, we should, we should do that. This is kind of a no brainer. And what we do in terms of going forward is that now when new blurs, so people that are new to Google, join the company and go through our training program, they also make loans through this program. So they sort of get introduced to the culture of giving at Google through the Kiva program. And it's just a great way for new employees to see a little bit of the fabric of Google. Aren't these you want to talk about maybe the local angle and how you see that meshing? Absolutely. So for us, we're a very small group that's kind of operating with in this global bank. So our social finance team is not is not very large. So for us to kind of gain all this exposure, have 60% participation across the US really exposed us to some really great parts of the bank and put us on the map. And I think that was very valuable to us. We're expanding the program in France next week. So we're very excited about that. And again, to create this connection through employees across the Atlantic and globally, highly valuable. Good. Myland, anything but the future? Yeah, ours is a five year program. So the way our fund sets up this money is going to be recycling back to the donor advice fund over the course of the five years at which point at the end, we'll make a donation over to to Kiva for the for the balance. But I think it's really about continuing to energize our employees around this, and then kind of upsell them if you will in terms of, okay, now you've made this this Kiva loan, what are other things that you can be doing that could help embody HP living progress? How are other ways that we can get them engaged with with micro finance and social entrepreneurs? So I think the next, you know, evolution of our of our program will see more of our employees kind of stepping out from behind their their desk and getting out in the community and and doing the, you know, doing the work that needs to be done. Okay, thank you. Now I'd love to turn it over to the audience. I would love to hear not only questions, but for those of you who are doing employee engagement programs at your companies, what have you found to be successful? What are things that you'd like to share with this group on the topic of employee engagement? One possible link is like with sorry with with say with Google about increasing the world's access to information and whether that was of any relevance to participation or was that something? Because what I've seen in different employee engagement programs is this greater interest to link sort of company purpose personal purpose and the purpose of your partner. Yeah, no, specifically in our case, actually, there there wasn't. This was a fun program that we thought was a great way to engage employees. And we didn't tie try to tie it too strongly to Google's mission of organizing all the world's information. We just looked at it purely from an engagement and a mission perspective. Yeah, so I think for us, it's a bit different because we do we are we do have the social finance group. And it's again, it's kind of going back to that spectrum of capital that I was talking about. So but there's only you know, when I think about our philanthropic funds, it's only it's serving a very it's not quite serving the market that Kiva reaches. And so I think Kiva is reaching this very important borrowing base and completes, honestly, the spectrum of capital for us. So it ties in nicely to what we do. So we actually took it again as an opportunity to educate our employees about about this world of impact investing. I'd say, similarly, I mean, our, as I mentioned earlier, kind of our living progress framework, thinking about kind of people, planet, profit, you know, the economy, health and the in the environment. A lot of that is embodied on the you know, on the Kiva platform and as a way to make, you know, a connection and make that real to people in terms of, you know, what so many of these entrepreneurs are are facing on a on a daily basis in a way that we can advance their lives and therefore their community's lives and, you know, their their areas live. So I think we it was a natural connection, you know, for us, one that we didn't necessarily feel like we needed to to kind of force out there. But we're actually again, seeing this as a almost like gateway to maybe talking about maybe some of those, you know, issues that are reflected on the Kiva, you know, platform, not in a kind of an in your face, you know, way, but it's it's a it's a great starting point. It's a great opportunity to have a conversation. And this isn't to your question, but it made me think about how we're hearing a lot of stories from, you know, from employees talking about how they've brought this back to their families and having conversations around the dinner table with their with their children about anything from geography to health to, you know, things that as you look at the borrowers on the platform, you're able to read their stories and learn more about what their plight is like. So it it's it just carries kind of an impact that even we didn't, you know, foresee originally. A big part of I think what we're realizing with the platform is more than the impact in the field, perhaps just a chance to widen or broaden consciousness. Not only of, you know, I guess, you know, everyday people and adults, but honestly, kids and young people as as an entry level experience into thinking about the world and issues. We think that there's a lot of opportunity there to do it as a family and to use this as a teaching tool. You know, I read a speaking of just young people. I read in pretty, I say, heartening statistic. It was a Zogby poll that came out that said 83 percent of millennials would prefer to work for a company whose values they believe in over over a higher paying job. To what degree, even broader than Kiva, does, you know, as you think about recruiting the best talent and retaining the best talent, does, you know, these types of programs, how do you guys think about that in order to stay competitive? And, you know, frankly, just help help highlight to employees the purpose of your company is the soul of your company. I can start. So for us, we actually kind of dubbed our program named bankers for change. And, you know, not everyone who kind of sits at Deutsche Bank is a banker, but this actually enabled everyone to become a banker, which is really cool because we actually showed them how they could kind of mix what they do in their everyday workplace with actual philanthropy or lending or social finance. So I think that was kind of cool for them to see and be educated on. And they kind of thought that there is this kind of mix there and there's this intersection of banking and where, you know, money meets meaning. So I think that was show them it kind of mixed in the values. So yeah. I want to turn it over to the audience. Are there any other folks? Oh, go ahead. Thank you. Good morning. Great panel. I'm a social entrepreneur from Guatemala. We have about 120,000 rural customers using our water filter in the clean water space. And I noticed a lot of the donations are north south, you know, United States, Salvador. And I recently got my company I own engaged in Guatemala, helping some of our communities. And it started kind of as a financial contribution. And then they got really engaged in the community because they were one hour, two hours from the headquarters. And when you talked about that million dollar loan, it might be an interesting experiment to see how we could go local to local in a place like Guatemala, because I think we could make even more impact because they would be like, wow, I got my $25 back from this community. And I have this other community that I'm interested in another part of the country. And the multiplication might be much bigger. I don't know if you've run an experiment on that. But I think the local employees in Guatemala would love to have a platform that's easy. And I think we could have a pretty high multiple of impact. I think it's a brilliant insight. We've run a few now experiments where, you know, so Reid Hoffman, his free $25 went to the Twitter sphere. But we have hundreds of field partners, social enterprises like yours that work in different impact areas like water. And you have a staff. And so as a way to introduce the staff to Kiva on the ground that are doing the hard work day in and day out, we've given free $25 coupons to them just because oftentimes even just payments and credit card adoption in these countries, it's challenging. But it's a way of everyone getting more involved in understanding the possibilities of technology to connect us in new ways and support one another and participate in each other's narratives. So I think some of the challenges we're still seeing right now is that our site is still in English, right? So, you know, we rely on the browser technology and, you know, Google Chrome, for example, to translate it from English to Spanish and in the case of Guatemala. There's some challenges there. But I think over the next 10 years, you know, as we can integrate with local payment providers, so on and so forth, what we'd love to see is a lot more like kind of local and global everywhere. And that's where this Internet public good ought to ought to, you know, grow to what is one of the most heartening things that I saw recently is someone in Nairobi, Kenya, lending to someone in Oakland, California, and starting to see kind of money kind of crossing directions in terms of self to north. I thought that was interesting. Yeah, and for our programs, I think each of us, you know, offices all over the world, tens of thousands of employees or hundreds of thousands in HB's case, the ability to turn on an employee engagement program that any employee around the world can participate in and loan locally is pretty unparalleled. Like, I can't think of another program that you could do the same thing with. And we did see, you know, to your point, I think the fireworks you were referring to were primarily Googlers that were watching live in Mountain View and in the Bay Area and the United States loaning around the world. But as the rest of the world woke up and heard about the program, then they started loaning a lot more locally. We love what Kiva does at Catalytic Women, or we at Catalytic Women love what Kiva does, especially for your accessibility and the $25 price point is really fantastic. So my question has to do with your roles as employers in allowing your employees to participate in this emerging area between pure philanthropy and pure ROI. And do you see a phase two to this project that would include some kind of impact investment with a return, whether that's through your pension plans or through some other way, but to engage your employees in something that has actually an ROI in addition to the kind of social benefit that this program offers. So I don't know if that's actually our next step here, but the way we kind of actually made our deposit in Kiva was actually through the corpus of our foundation. So we don't really expect any sort of huge ROI on that. We're really looking for more social return and a way to, again, engage our employees. In terms of impact investing, I think that, again, going back to the spectrum of capital, what we've kind of realized is that that spectrum of capital is so essential in the markets that kind of Kiva is serving. It's not just important to the developing world, but it's actually also very important to the domestic world that we live in right here. So that's kind of what got us interested in the Kiva ZIP model. And that is actually a way for us to kind of associate this new type of way to invest in entrepreneurs and underserved entrepreneurs in New York City especially. So I think that we're kind of taking the Kiva model as a way to actually associate our employees to this idea and this world of impact investing and making it, again, like you said, more accessible. Yeah, I would just say that's probably not the direction we're headed as well, but we are looking actually talking to our friends at Deutsche Bank about our company foundation, looking at some different models as to how we're investing our resources, but not something that we would then take in and power our employees with. And we think the social return was pretty great here, so that's sufficient for us. One thing that is interesting that say 10 years from now or 20 years from now, I'm not really sure which way it's going to play out. One, when it comes to the question of how do we broad base or retail impact investing, right? One version of the future is that it's going to happen within our Charles Schwab account and within kind of our points of access today when we are thinking about investment. Another model could be that some crowd financing platform of the future where you can not only make a social return but an ROI positive type thing that that would be the place that would be the leading thing. And I think micro place which was an experiment run by eBay was an early kind of prototype of trying to see if you could create an impact investing platform that is social and financial return. After eight years it wound down and it didn't seem to get the consumer pick up. So I do think it's interesting to think about how employers that have the captive attention of their employee base how they could actually educate around this new space whatever solution emerges. And I think or thank you for that question. We're also fans of catalytic women. Any go ahead sir in the back. Hi there. I think this is great. I live here in the Bay Area specifically in San Francisco and I was just thinking there's been so much push back around the Google bus in certain sort of areas and gentrification. Could you use something like this from Google or other companies actually start lending more to local businesses in the communities that are actually feeling the brunt of gentrification from the tech industry? I think great segue into Kiva Zip. Yeah, so for how many of you know what Kiva Zip is? OK, so it's it's it's a small pilot that we launched about three years ago. And the thesis was, you know, we started getting customer service emails every day around. Why aren't you working locally? You know, we started abroad. We started in East Africa and Kiva is largely meant international development, I think, in the public's mind. But we get a lot of emails asking us to to support local local underserved businesses. And when we learn that, for example, seven out of 10 U.S. small businesses that apply for a bank loan get rejected for that loan. When we learn that the U.S. microfinance industry last year reached maybe about 20,000 made 20,000 loans. But the the opportunity I mean, it's eight thousand small businesses a day get rejected for a loan. It seemed like there was a huge opportunity locally to support local entrepreneurs with crowdfunding. And so we launched this pilot first through local microfinance organizations and then really inspired by Muhammad Yunus who we think developed that the big invention with microcredit in the mid 70s in Bangladesh that he invented was what we think of as social underwriting where if there's not a formal credit score, there's not good cash flow data. There's not good collateral data. How can you get your network the network intelligence around you? And in his case, you know, the six other women in your village to basically say that you have good character and together by vouching for each other, this is a safe loan to make even if the banks are unwilling to make it. And that's the kind of the basis of the microfinance model. And we would say that that's the analog version of it. Is there a digital version of it and the digital version of social underwriting? You can check out on Kiva zip dot org, which is basically people vouching for people. So a pastor at Glide Memorial Church right here in San Francisco can vouch for a member of his congregation. That member can start a small home based business and get crowd financing from people here in San Francisco and frankly around the world. And basically the system of people vouching for people. It's still a small pilot, but we're testing it here in San Francisco. The early results are 120 small businesses have been reached. Ninety five point five percent repayment rate. Sixty three percent of them are minority owned businesses. Fifty percent have been in business less than one year. So there's no cash flows. These are typically businesses that not only banks won't say yes to, but even local CDFIs and MFIs are unable to say yes to because of how speculative it is. So we're really excited about this idea of kind of a digital social underwriting way of understanding credit worthiness. Even when cash flows and credit score might not point to a formal learner saying yes we think we can make character more visible on the internet, much like how eBay has done through the online feedback system. And so what Deutsche Bank is doing is bringing this model to New York and we're going to launch this next year. And you know, in addition to the employee engagement piece where sixty percent of Deutsche Bank America's employees have already participated, the ultimate is that not only can they lend abroad, but they can lend locally in the five boroughs of New York where Deutsche Bank is Deutsche Bank America's headquarters. And then even better, they can actually get out into the community and help provide support to those small businesses in other ways, whether it's, you know, help with permitting, advisory services, just being a good customer or brand advocate. We think the opportunities to connect on a local level can be really rich when you have a twenty five dollar stake in that local business and you have an interest and a permission to have that dialogue. So that's where we'd love to take the platform to to to, you know, really support, support that that idea. And that's a great question. I mean, I think we would love to see, I think you mentioned there's a hundred or so businesses in in San Francisco currently using Kiva Zip. We have 30,000 employees in the Bay Area and to your question, it would be great to have hundreds or thousands of local businesses around the nine counties in the Bay Area so that we could do the same program that we did last year and focus it on the Bay Area. Just also further, the point when we actually did the Kiva employee engagement program, we saw that our employees were lending. We, you know, you have the top four countries that employees are lending to on the lending team page. And one of our top four countries was the United States. So that was actually the demand is there. Hi, I'm with an organization called more than money careers. And our goal is to help young people in graduate programs discover the impact sector as a viable career option. And so this really goes to Primal's question about finding engagement and getting building a pipeline of young people specifically towards impact sector. I'm curious among those for the panelists, what are some of the challenges that you guys have faced and that you guys are seeing in getting people interested in the sector specifically in impact? I mean, I don't actually we that's not a challenge for us in particular. I think the kind of employee that we attract is by and large naturally inclined to want to have impact outside of the work that they're doing from nine to five. So I guess the challenge would be to the extent that that they're not finding opportunities for our for our employee engagement group to find them the right kind of opportunities that they can participate in. Yeah, I would I would echo with that. I don't think that we find a lack of interest in this field at all. But what was really cool is what we did this past summer was we gave our interns summer interns Kiva codes. And so that kind of was they were able to leave the bank kind of saying with the real tangible experience for social finance. So that was that was pretty cool. Yeah, I would agree. And we're just looking for other ways to integrate it into some of our other programs. We have a take your children to work day that that we have an HP across the globe. And we gave all the parents who signed up for that a code so that they could make loans with their with their children like we like we mentioned earlier. But yeah, it's it's not the it's more the issue of figuring out you're being creative as to other ways that we can we can get the word out. But our our employees are are ready and willing to you know to partner us in this in this effort. There is an education that that needs to happen. I mean that folks were in the in the early days unfamiliar with microfinance and you know in some cases and how does this work and are you asking me for my own money and so you did need to kind of educate up front. But once it was clear on how the program works we were off and running. I just want to say that it's to me the bifurcation of you know there's impact over here and there's business over here. We I think all know how blurry those lines really are. And so for each of these three companies in the work that we do I think each of these three companies really enable not only Kiva but really the partners the we're just a resource engine for partners around the planet and their clients. So you know I know that there's nexus tablets right now in East Africa that are being used to lower the cost of getting the clients up onto the Kiva platform or with social finance and what Deutsche Bank has done. There's a number of programs now that Kiva investors Des Moines Iowa invested in and now they're getting to a point where Deutsche Bank is actually investing in it and really taking it to scale. And then with Hewlett Packard and the HP Life program that they do around entrepreneurial training and this is a perfect integration. So I think part of it is also reframing the the the actual work that you do as part of business around how that actually creates impact at scale and then how we can partner with the nonprofit sector so that we're better coordinated to address market failures and push out the best of the market. So I mean it's kind of an obvious point here at SoCAP but I do want to just make sure that we don't stay in that bifurcated world of we do good over here and then here's our business. There was a hand up over right here. Well it was actually just kind of echoing what you were saying and I wonder if the question is you're doing obviously amazing things internally engaging your employees and I wonder if maybe the disconnect that's happening is whether or not that message of it's possible to graduate from a program and go into a large corporation of Fortune 500 and be able to be engaged in that in that work even within your nine to five to a certain extent. Are there efforts to publicize? I know it's a bit risky whenever you're doing something good to be talking about it because then you get accused of greenwashing or whatever it might be. Are there efforts to sort of have that conversation a little bit outside of the company as well? So I would actually say it actually opens doors for us because it creates a network of people who are interested in our work. So for us we're now starting to think about more skills-based volunteering and how can we engage our employees in something that kind of lasts longer than just a day rebuilding a park or painting a school. So I think that for us we're trying to move more towards this type of volunteering that where we can actually ask for employees' time and we can actually ask them to engage in a more meaningful way. So I say it opens doors. How about you all? Whether you're actually responsible for an employee engagement or an employee of a company and you've seen something work or even as a customer of a company where they've done a great job of integrating purpose into the experience so that you could participate in it. Any reflections on things that you've seen really work? I think it has to do with the involvement of the recipient, so to speak. So the involvement of the community. So I think it needs to permeate in terms of if that is something that you have in your horizon as part of what you do or you intend to do, it would naturally permeate into your company, into your organization. And I think a lot of the people like you were saying the millennials that get involved into these kind of companies are looking for that precisely for purpose and for the values to share the values. So I think in a way you set the example by getting involved with your recipients, so to speak. Patty, do you want to talk? Oh, there's a question, but would you describe what you guys do at Groupon and Groupon Grassroots and what you've seen work as well? So I'm on the other side of that. I'm in the nonprofit community and so we're often the recipient of the organizations like yours that invite their staff to come in and do work in our communities. I find that it's much more effective when it's financial support along with the human support in there. So just sending money doesn't work but just sending people doesn't work either because one of the challenges in the nonprofit sector is that when you send a volunteer, we actually have to have the bandwidth to accommodate having a good volunteer experience for them as well. So when you send one without the other, it actually makes it very difficult on the nonprofit agency because we want to make sure that volunteer gets the support that they need to be able to have a good experience which takes time away from the staff that we're paying to be able to do that. So it's really kind of both things and I think that it's important to recognize that those of us that do this work for a living and are doing it every day, we've got to make sure that anyone that comes in to support our work is looking at our clients the same way that we do. So we're not there to rescue people. We're not there to humble people. We want them to recognize their power. And so when you send volunteers or you send financial support, it's helpful for us when that support comes in the same way of recognizing the power of disenfranchised communities and building on what's already existing. I think that's a great point. And one of the things we've piloted here in the Bay Area, we ran an impact challenge which we do throughout the world where we invite nonprofits to tell us what they would do with Google's money and then we award, we make awards. And in the Bay Area, we opened up space in the Impact Hub in downtown where a wing of it is for the nonprofits that got that financial support but where Googlers also go and do Googlers and people from the community come in and do capacity building sessions, trainings, et cetera. And we've found that to be, to work really well and really uniquely to your point that it can't be just financial support or volunteer support. Hi there. I'm Ellen Martin from the Shared Value Initiative. I'm curious about the extent you've talked about employee engagement as an opportunity where this space overlaps. And I'm wondering to what extent the companies here see the business value being created in an opportunity like this. Where is the direct business value that's created through creating social value? And how does that extend beyond just employee engagement? Which is nice and great and really important in a competitive hiring environment but I think there's more there. I can start. And this does tie back to employee engagement but we actually will correlate the employee engagement with the business return and looking at when we're doing our, what we call our voice of the workforce and we're doing our surveys. We can see that more engaged employees are more likely to stay with the company if offered another comparable position. So it helps us with retention, morale. Just their feeling of a sense of pride with the company. And we have hard statistics to support that for the employees who are engaged in those activities versus not. We're seeing 10, 20% bumps in that score. Kiva because it was supported out of our foundation and we have to kind of keep those two things separate. We're not looking necessarily for the business return but the other parts of our work around living progress. We do have shared value plays within that around some of our e-health centers work. HP Life was mentioned as well as entrepreneurship but I do think we're always thinking about how we're making those connections even if it's not necessarily stated explicitly in the partnership up front. So I would just say two things. First, I kind of already mentioned but basically the program really put us on the map with around the United States in terms of helping associate employees with what we do. And so I think for a small group like us to kind of be associated throughout the bank was really special and it's a special thing that's really connected us to a lot of different parts of the bank. And then I guess the second thing I would say is what kind of premise I mentioned earlier was that Kiva kind of steps into this early stage financing and really finances borrowers at the startup stage and then they can kind of move on in a more commercial debt provider like Georgia Bank can step in. So for us it's actually a great story for us to tell and it completes that spectrum of capital. And our mandate is pretty clear to fund good things with Google's money. So actually our employees for the most part don't know a lot of what our team does. They don't know that we're the largest, you know most years we're the largest funders of anti-trafficking groups in the world or child protection groups. This is a particular program that has a lot of awareness but no I think it's a really great mandate that we have to just fund great organizations. One of the things that I get really excited about is because this is not a one way donation but the company can actually get the money back. Today we're talking about employee engagements but I think the bigger opportunity is to talk to the CMO of companies. And you see companies buying Super Bowl ads, right? Well and that's a one way cash transfer from the CMO to the people who sell these ads. I can imagine a day especially as the world is moving from wanting to own and earn things to want to feel and belong to something and that purpose driven brands, how do we give them an unfair advantage and I think millennials will give them an unfair advantage and pay for that premium. If we believe that to be true, it seems like there's a cost effective way for CMOs. You open up a Coca-Cola bottle and you can literally lend out Coca-Cola's money. And the money comes back to Coca-Cola, sure. So the cost is only a sense on the dollar for Coca-Cola given the small default rate but it allows your customer to basically not only open happiness but give happiness to someone else courtesy of say Coca-Cola. And so we think that just starting here, first with Reid Hoffman is almost an angel investor moving it to the employee programs but then ultimately to customer facing and we think that really what it's about if you wanna run a social business sustainably and all of these businesses are proof points of that it has to give you an unfair advantage either in your value chain or a marketing benefit and we're hoping that these types of programs can give you that unfair advantage as a CMO for a marketing uplift. Any other things, we're right at time here and I know I'm holding up the group between this and lunch. I wanna thank the panelists again. Let's give them a round of applause for sharing your stories. Thanks. All right, thank you.