1999 PPL CHALLENGE #2
PPL Inc. has a successful community volunteer program, which includes
more than 1,500 employees (about 20% of PPL's total workforce) volunteering
more than 140,000 hours annually to serve their communities. Volunteer
activities include youth programs, education assistance, fund raising,
health and human services, etc. How might PPL quantify the value of this
volunteer effort? Quantifying impacts should address value and economic
impact to communities, as well as value to PPL. It is important to
note that whole dollars are the most definitive quantifying element. Also,
consider how PPL might increase participation in employee volunteerism
to at least 25% of the total work force.
Background Information:
In about five years, PPL's Community of Volunteers initiative has grown
to be examples of PPL's commitment to community involvement as a good corporate
neighbor. We have over 1,500 employees volunteering nearly 150,000 hours
a year. The Community of Volunteers program is our way to support employee
activities which build more vibrant communities. Also, it is believed that
employee volunteerism has a positive impact on employee morale and individual
self development.
In open competition, each utility provides the same product energy.
What will separate the leaders from the pack is price and auxiliary (value-added)
services that can be provided with the base product. Cynics believe that
customers will always choose the company offering the lowest price. They
also believe that corporate volunteer efforts are an attempt to generate
good public relations. PR is important, but less cynical thinkers believe
that the value of philanthropy and being an active partner in community
development are prime reasons to increased revenue and profitability.
Suggested Approaches/Considerations:
A successful corporate volunteer effort should benefit both the external
(community based organizations) and the internal (employees and the corporation)
customers. Businesses tend to think of successes in dollars and cents.
Any whole dollars that can be contributed to volunteer efforts would be
important. Less tangible, but still appropriate, are "soft considerations."
This includes quality-of-life issues in our communities, employee morale
impact, and personal development of employees who do volunteerism. Also,
strategic partnerships should be considered. Partnerships can be
a highly successful strategy for corporations. This could be partnerships
with external agencies and organizations as well as partnerships of departments
within PPL. Both external and internal strategic partnerships offer a broad
ongoing alliance. The partners become allies in the volunteer realm, joined
by a common interest. The benefits of these partnerships are two-fold:
External partnerships create new inroads with influential partners who
potentially impact PPL, while internal partnerships enhance the PPL resources
available to the community group being served.
Suggested Research Areas:
On December 3, 1996, Governor Tom Ridge signed into law the Electric
Generation Customer Choice and Competition Act (Act). The Act is watershed
legislation that will restructure the electric utility industry in Pennsylvania
to allow consumers the ability to choose their electric supplier.
The Points of Light Foundation
1737 H. Street, NW
Washington, DC 20006
(202) 223-9186
The Conference Board
845 Third Avenue
New York, NY 10022
(212) 759-0900
The Center for Corporate Community Relations
Boston College
Wallace E. Carroll School of Management
Chestnut Hill, MA 02167-3835
(617) 552-4545
Please send any comments, additions, or suggestions about
this web site to
Dr. Dan Holt.
Copyright: All rights reserved. Let's Get
Real, Inc. grants permission to distribute paper copies of this document
for educational or advocacy purposes, provided that no fee is charged (not
even to cover costs).
This document may be linked to your site.