1. Age UK’s approach to due diligence or how we choose the right businesses to partner with
Hannorah Lee

2. Age UK
Working for a world where every older person has someone to turn to when they’re most in need.
Corporate Partnerships mission: To build long-term mutually beneficial partnerships with companies who share our ambition.
Philanthropic. Strategic. Charity of the Year. Volunteering. Sponsorship. Cause related marketing. (Commercial partnerships are through Age Co.)

3. Corporate partners - assets and risks
Our corporate partners have the power to be huge assets – beyond the income they help generate. They’re out there in the public arena and like it or not, the
Age UK has first hand experience – both sides of the coin.
And I guess this is one of the reasons we take particular care when choosing who we partner with.
This morning I’m not going to tell you about all the due diligence, and best practice we exercise within the delivery of our corporate partnerships every day. I’m going to tell you about the principles and process we apply when choosing who we work with, and who we take money from.

4. Our approach
We conduct due diligence on every corporate partnership opportunity
We assess each one individually: nature of partnership as well as company 
We engage the wider organisation and older people in decision making
We consider value and values; conflict and conduct; risk, regulation and reputation
We have a policy and process to guide us
Sometimes we say no. 

5. Corporate Engagement Policy: sets out the principles
Support vision, mission, values and brand position
Provide income, services and/or social benefit 
Not imply benefit to older people that cannot be substantiated 
Allow all parts of the Age UK family to fulfil existing obligations
Adheres to Age UK’s policy positions 
Be a fair exchange 
Have manageable balance of opportunity versus risk
Comply with regulation.

6. Corporate Engagement Policy: sets out the process
New partnership briefing form
Due diligence research: financial, regulatory and reputational
Cost/Benefit analysis: ‘The Robot’
Corporate Engagement Grid: input from Influencing/Policy, Brand and Comms, Services, Safeguarding, local network, older people
Decision makers: Heads of Department, Directors, Trustees, older people
Written agreement, Concept for support, red lines and mitigation plan. (Then review annually.)

8. Thoughts on brand use It’s got a value! Don’t be afraid to say it!
…And insist on a minimum guaranteed donation
Value can be mutual. Don’t be afraid to maximise this
Red lines on product promotion and positioning
Best practice and regulation: VAT, agreement, statements at POS.

9. Maintaining standards
Keep checking in:
With sector regulation
With external experts
With peers
With older people
With new team members
….and try not to rely on assumptions.

10. When we’ve said no When we’ve said no...
7 figure donation from international Tobacco firm.
Social impact versus reputational risk.
National Home Assistance Company 
When is a Charity if the Year not a Charity if the Year? 
(£30 m fine. Biggest ever mid-selling)
Price comparison site
Our advice is free and impartial.

11. When we’ve said yes! When we’ve said yes...
Age-friendly banking project
The opportunity to influence business practice versus impartial policy and influencing.
Food delivery company:
Red lines on partnership positioning and promotion.

12. What the team say… What corporates say…
‘It’s good to have a process rather than basing decisions on opinions of whoever shouts loudest.’
‘Sometimes is slows you down.’
‘It gets you thinking more strategically about risks and opportunities - before it’s too late.’
‘In this climate it’s more important than ever that Age UK makes good decisions around who we get into bed with.’
What corporates say…
‘All we want to do is raise money for you!’
‘Due diligence is essential to us. Our charity partnerships should be good news stories. This is reassuring.’