The Wilson HTM Foundation was established in 1987 following a long history of giving by Wilson HTM Investment Group (WIG) and its predecessor firms. We asked WIG Corporate Social Responsibility Manager, Mary Jung, about their approach to philanthropy.
What has inspired you to give back to your community?
We believe that companies have a fundamental commitment to help employees, clients and the wider communities in which they operate. The establishment of the foundation— which gives out a small percentage of a growing corpus each year— ensures that this philosophy of giving can continue despite fluctuations in business growth and profitability.
In what ways do you feel good about the gifts that your organisation makes?
There are many ways. It is great to support the personal charitable interests of employees, it provides an important opportunity to support clients who are facing difficulty, helps develop employee engagement and pride via the company, and the brand is associated with positive community outcomes.
It is also highly rewarding to help facilitate projects which charities and community groups are often struggling to find support for.
In what ways do the staff and directors’ personal interests impact your philanthropic investments?
The Wilson HTM Foundation gives the bulk of donations to charities supported by employees who are actively volunteering their time, skills and energy. The process is based on “giving by staff, through staff and for staff”:
- Money is donated in response to formal applications made by employees.
- Applications are assessed via an internal staff review committee which makes recommendations to the independent Foundation Board.
- Donations are given to charities which are clearly championed and supported by a staff member.
Other charitable donations (and sponsorships) are funded by WIG and need to meet criteria around alignment with employees, clients or collaboration within the financial services sector.
What other factors go into your philanthropic decisions?
WIG aims to make a material difference through its support: often backing entrepreneurial or start up entities and projects, including cutting-edge research and “grass roots” programs. We also look for opportunities for client hospitality and entertainment, and the potential for active engagement and volunteering by employees.
As you think about the most satisfying philanthropic experience you’ve had, what was the key?
Bringing together a number of people to achieve something that everyone can relate to; the sheer “’feel good” factor of being part of a team that is working in partnership to achieve a clear and objective goal.
If you could pass along a message to the people you help with your philanthropy, what would that be?
Don’t underestimate what you have to offer: look to develop partnerships rather than seeking unencumbered handouts. The more engagement you can develop the more likely it is that the relationship can grow over time.
What one piece of advice would you give to others who are interested in philanthropic giving?
Firstly, set up your program with clearly defined parameters. There are many vehicles to achieve your aims so it is important to explore upfront what works best for you, whether it is a foundation, a workplace giving program or an employer-sanctioned volunteering schedule. Then make sure the criteria are in place to help manage expectations internally and externally about the types of causes and projects you want to support and why.