New Pathways to Achieve Social and Environmental Goals 1
New Pathways to Achieve Social
and Environmental Goals:
How Leading Corporations Use
Impact Investing to Align Capital
and Purpose
© November 2023 Global Impact Investing Network
New
New Pathways
Pathways to
to Achieve
Achieve Social
Social and
and Environmental
Environmental Goals
Goals 2
2
INTRODUCTION
The impact investing landscape is changing as new actors, such as global corporations and
corporate foundations, develop strategies to pursue social and environmental objectives.
In response, the Global Impact Investing Network (GIIN) interviewed companies and
corporate foundations to understand their approaches and support the GIIN’s field-building
in this critical space. The GIIN then published a position paper in September 2023 and the
following case studies in November 2023.1 These materials highlight the impact investing
practices and strategies companies use to pursue sustainability objectives.
CASE STUDIES
PAYPAL: USING THE BALANCE SHEET TO PURSUE DUAL OBJECTIVES 3
SCHNEIDER ELECTRIC: GOING BEYOND REGULATORY REQUIREMENTS
TO BUILD AN IMPACT INVESTING STRATEGY 5
TELUS POLLINATOR FUND FOR GOOD: A COMPLEMENTARY STRUCTURE
TO PURSUE IMPACT AT SCALE 7
ANGLO AMERICAN: SUPPORTING THE IMPACT INVESTING ECOSYSTEM
AROUND COMMUNITY DEVELOPMENT 9
JOHNSON & JOHNSON IMPACT VENTURES: INVESTING IN HEALTH CARE
INNOVATION 11
VISA FOUNDATION: MULTI-PRONG APPROACH TO SUPPORT
UNDERREPRESENTED BUSINESS OWNERS 11
1 Gilbert, S. and Ortiz Galan, A. (2023) Corporates Deploying Impact Investing Strategies: Early Observations on Emerging Practice.
The Global Impact Investing Network (GIIN).
New Pathways to Achieve Social and Environmental Goals 3
USING THE BALANCE SHEET TO PURSUE DUAL
OBJECTIVES
DRIVERS AND MOTIVATIONS
PayPal’s impact investing strategy aligns with its stated mission to democratize
financial services to ensure that everyone, regardless of background or economic
standing, can join and thrive in the global economy.2 The company made its first
commitment in 2020 in response to the racial unrest in the U.S. and the COVID-19
pandemic’s outsized impact on underserved communities. PayPal committed $535
million to support Black-owned businesses, strengthen minority communities and
fight economic inequality in the U.S.3 The commitment included short-, medium- and
long-term initiatives. It employed grantmaking to address the immediate, pandemic-
related needs for businesses and communities, and investments to address underlying
systemic issues. This included a $500 million allocation to the company’s Economic
Opportunity Fund to promote financial health, economic access and generational
wealth creation through treasury investments. As part of this, PayPal created a
sustainable investment strategy balancing capital preservation and generating financial
returns, while also channeling institutional capital to traditionally underinvested
communities and businesses.
Building on its commitment, in 2021 PayPal was the private sector lead for the
Economic Justice and Rights Action Coalition of the United Nations Women’s
Generation Equality Forum. The company pledged $108 million in global gender
equality investments.4 Similar to its earlier impact investing approach, PayPal allocated
$100 million to investments in women-led or women-focused funds and depository
institutions to support the United Nations Sustainable Development Goal 5 (SDG
5) to achieve gender equality. Additionally, PayPal set aside $8 million for grants and
in-kind investments to advance financial inclusion and economic empowerment for
women and girls by 2026.5 6
KEY ELEMENTS
SOURCE OF THE ASSETS PayPal allocated the main portion of its $600 million financial commitment from
its balance sheet assets to invest directly in funds, depository institutions and other
endeavors focused on advancing opportunities for underserved populations while
complying with policies and objectives expected from treasury assets. In comparison,
around 7% of the total was directed towards program-specific grant activity.
2 PayPal. (2023). Mission, Vision, & Values. PayPal.
3 PayPal. (2020) PayPal Announces $530 Million Commitment to Support Black Businesses, Strengthen
Minority Communities and Fight Economic Inequality. PayPal Newsroom.
4 Generation Equality. (2021) What is the Generation Equality Forum?. Generation Equality.
5 United Nations. Sustainable Development Goal 5: “Achieve gender equality and empower all women and girls.”
6 In 2021, the Generation Equality Forum launched a multi-stakeholder platform for various organizations to
announce commitments around six themes to help achieve gender equality in five years. For more information,
please visit: [Link]
New Pathways to Achieve Social and Environmental Goals 4
FUNCTION OR TEAM
RESPONSIBLE FOR
The company’s treasury and venture functions execute its impact investing
EXECUTING THE activities, each focusing on distinct elements of the investment strategy. PayPal’s
STRATEGY
social innovation function supplements these teams, coordinating impact strategies
and leading philanthropic grantmaking. The company intentionally distributes
responsibilities across multiple functions to promote the strategy’s longevity, encourage
sustainable innovation and support governance.
STRATEGY TO DEPLOY PayPal initiated the $500 million Economic Opportunity Fund to execute its initial
THE ASSETS FOR IMPACT
impact investing strategy aimed at addressing the racial wealth gap. Of this, the
treasury division allocated $400 million across investments including cash deposits
with Community Development Finance Institutions (CDFIs) and Minority Deposit
Institutions (MDIs), and fund investments. This strategy aimed to balance PayPal’s
goals for impact, capital preservation, liquidity and return. The company channeled
the remaining $100 million through PayPal Ventures, the corporate venture arm of the
company, to support minority-led venture capital funds and advance a more diverse
venture capital ecosystem.
BENEFITS
PayPal anticipates its investments will enhance the company’s sustainability and social
impact. By committing to invest in racial and gender equity, the company seeks to
foster a diverse and inclusive workplace that helps attract and retain talent. PayPal aims
to use these impact investing strategies to support underserved communities, aligned
with its corporate mission to create an inclusive digital economy.
New Pathways to Achieve Social and Environmental Goals 5
GOING BEYOND REGULATORY REQUIREMENTS TO
BUILD AN IMPACT INVESTING STRATEGY
DRIVERS AND MOTIVATIONS
Schneider Electric, a French energy company operating in over 130 countries, manages
internal and seeds external impact investment funds. The company launched its
impact investment strategy between 2008 and 2010 due to two key developments.
First, Schneider Electric’s corporate responsibility team identified a need for financing
mechanisms to enhance their existing programs – philanthropic grantmaking,
employee skills, volunteering and partnerships with non-governmental organizations –
aiming to improve access to clean and reliable energy for 50 million people. Second,
a new French law mandated that all employee saving schemes offer an impact-driven
option, investing 5%-10% in mission-driven enterprises and “solidarity” initiatives to
generate social and environmental benefits.7 8
KEY ELEMENTS
SOURCE OF THE ASSETS Schneider Electric saw potential to link this legal requirement with the company’s goal
of advancing its corporate responsibility initiatives, so in 2009 it created its first impact
financing vehicle, Schneider Electric Energy Access (SEEA). The investment vehicle
received funds from the company’s balance sheet and employees who elected to
direct a portion of their savings scheme to it. The company’s private health insurance
provider later joined the vehicle, along with a French impact fund, Phitrust. SEEA
placed initial investments into early-stage social enterprises addressing energy poverty
in France and energy access in sub-Saharan Africa. Since then, SEEA has expanded its
activities throughout Europe.
FUNCTION OR TEAM The impact investing team began as a small, discrete unit within the company, sitting
RESPONSIBLE FOR
EXECUTING THE within the strategy and sustainability function. Over time, its role evolved into what
STRATEGY Schneider Electric describes as a key component of the company’s overarching
sustainability strategy, embracing the United Nations 2030 Agenda and the
Sustainable Development Goals (SDGs). The unit remained a relatively small team but
widened its internal network by forming relationships across the company, including
with the research and development team and the Schneider Electric Foundation. The
company believes this added exposure and extended network helped advance the
goals of the impact fund and that the technical support added value for investees.
7 Brady, N. (2013) New French Investment Law could boost social enterprises. The Guardian.
8 Mazery, S. des. (2022) More than a million French using their savings for Social Good: A novel approach to
impact investing in France. The Philanthropist Journal.
New Pathways to Achieve Social and Environmental Goals 6
STRATEGY TO DEPLOY
THE ASSETS FOR IMPACT
A few years after launching SEEA, Schneider Electric accelerated impact initiatives to
contribute to its goal of expanding access to energy globally, particularly in Africa and
Asia. The company launched a series of impact funds, some it directly managed and
others managed externally. For example, two impact funds, designed to place early-
stage equity investments into startups working on clean energy access in sub-Saharan
Africa (EAV) and South and Southeast Asia (SEEAA), were launched in partnership
with Development Financial Institutions (DFIs).9 An internal Schneider team based
in Singapore manages SEEAA, whereas the company partnered with E3 Capital,10 a
Nairobi-based asset manager with expertise in Africa’s sub-Saharan market, to manage
its Africa-focused fund.
A central component of Schneider Electric’s impact investing strategy is collaboration
and co-investment with like-minded impact investors focused on SDG 7: affordable
and clean energy for all.11 This approach emphasizes co-investors who share
similar values and goals, and possess the capacity to offer support, provide follow-
on investments and bridge potential funding gaps. Schneider’s strategy involves
establishing funds with specific sustainability objectives, managed by both internal
teams and third party managers.
In its most recent partnership with Gaia Impact12 and a coalition of impact investors,
Schneider Electric launched an energy impact fund aimed at bringing energy access
to four million people across Africa, while creating 20,000 jobs and saving four million
metric tons of carbon dioxide emissions.13 In 2011, the company invested into the
Livelihoods Carbon Funds alongside other corporations, which intends to help rural
communities restore and preserve their ecosystems to improve their livelihoods. To
date, the four impact funds launched by the company and the Livelihoods Carbon
Funds have collectively garnered over 400 million euros in investment commitments.
BENEFITS
The company’s impact investing practice has increasingly taken a more centralized
role in Schneider Electric’s sustainability strategy. Today, the company views impact
investing as an important component of its strategy, and the impact generated by
investee companies contributes to Schneider Electric’s sustainability and impact goals.
The company states that its partnerships with DFIs have improved its government
relations by facilitating engagement with policymakers and supporting regulatory
compliance. The company also believes its focus on social impact investing has created
long-term business value and helped attract and retain talent, gain technical expertise
and develop a better understanding of the markets where it operates.
9 BipiZ. (2020) Schneider Electric’s management of employee savings plans to combat fuel poverty in
Europe. Réseau Alliances - World Forum for a Responsible Economy.
10 E3 Capital. Our funds. E3 Capital.
11 United Nations. Sustainable Development Goal 7: “Ensure access to affordable, reliable, sustainable and modern
energy for all.”
12 Ng, L. (2023) Launch of gaia energy impact fund II. The Alliance for Rural Electrification (ARE).
13 Schneider Electric. Impact Investing. Schneider Electric.
New Pathways to Achieve Social and Environmental Goals 7
A COMPLEMENTARY STRUCTURE TO PURSUE IMPACT
AT SCALE
DRIVERS AND MOTIVATIONS
TELUS Pollinator Fund for Good was created to build on TELUS’ long-standing
commitment to social capitalism and bring strategic benefits to the company.14 TELUS
is a global technology company working on solutions in communications, healthcare
and agriculture.
Prior to launching the fund, TELUS conducted research and consulted with peers,
including fellow corporate impact funds and TELUS’ existing corporate venture arm,
TELUS Ventures, to determine the most effective approach for developing an impact
investment fund.
The fund invests in purpose-driven startups that develop solutions across four key
pillars that are derived from TELUS’ core business and sustainability commitments:
responsible agriculture (e.g., sustainable food production, zero food waste and
nature-based solutions), transforming healthcare (e.g., women’s health, senior care
and preventative health), caring for the planet (e.g., decarbonization) and enabling
inclusive communities (e.g., lifelong learning, future of work readiness and care
economy).15
KEY ELEMENTS
SOURCE OF THE ASSETS The TELUS Pollinator Fund for Good was launched in late 2020 with an initial
commitment of $100 million from the corporate balance sheet to invest in purpose-
driven startups developing solutions aligned with the company’s four key pillars.
FUNCTION OR TEAM
RESPONSIBLE FOR
The fund functions as a separate business unit that works strategically with other
EXECUTING THE business units to identify and invest in solutions where TELUS can add strategic value,
STRATEGY
(e.g., collaborating with the sustainability team to close investments tied to TELUS’
corporate roadmap). The fund also explores commercial agreements with portfolio
companies that contribute to TELUS’ business goals.
The fund’s mandate aims to support the company’s commitment to diversity, inclusion
and Indigenous reconciliation.16 The fund also prioritizes investments in climate
solutions, such as sustainable food production, decarbonization and circular economy.17
The fund collaborates with TELUS Ventures, a separate venture arm of TELUS with
a distinct mandate. TELUS Ventures operates as a conventional venture capital fund,
while the Pollinator Fund serves as an impact fund with a clear focus on generating
measurable social or environmental outcomes. Despite these different mandates and
their unique relationships to the core business, the two funds work in a complementary
manner, offering mutual support. Teams described a continuous dialogue between
both funds to foster the creation of deal flow and operational synergy, which they
believe harnesses the strengths and expertise of each fund.
14 TELUS Pollinator Fund for Good. (2023) TELUS Pollinator Fund for Good. TELUS.
15 TELUS Pollinator Fund for Good. (2023) Our Impact. TELUS.
16 TELUS. (2022) TELUS launches fourth annual Indigenous Reconciliation & Connectivity Report. TELUS.
17 TELUS. (2022) TELUS 2022 Sustainability and ESG Report. TELUS.
New Pathways to Achieve Social and Environmental Goals 8
STRATEGY TO DEPLOY
THE ASSETS FOR IMPACT
As stated earlier, TELUS backed the fund with an initial $100 million commitment. The
fund focuses on early- and growth-stage investments with a stated intention to invest
in startups that generate financial returns and measurable impact, and advance the
broader impact investment ecosystem. As of now, the fund has made over $40 million
in investment commitments. Its portfolio comprises 28 companies, primarily focusing
on early direct investments in the health, education, agriculture and environment
sectors. Geographically, the fund prioritizes North America, following a “Canada first,
globally opportunistic”18 approach, allocating approximately 60% of its investments to
Canada and 40% to the United States or globally.
BENEFITS
The TELUS Pollinator Fund for Good’s relationship with its parent company benefits
itself and its investees. TELUS can provide investee companies with access to vast
resources and expertise in digital business, healthcare, information technology and
data center services. This collaboration allows investee companies to leverage TELUS’
network of markets and relationships, and tap into the company’s technical and
developmental capabilities.
The fund provides resources that offer entrepreneurs business support, development
and mentorship. The fund has also made significant investments in impact
management tools for early-stage founders.19 20 These resources aim to enhance the
effectiveness of the fund and help investee companies scale.
The fund aims to set an example by showcasing how its model can bring value to the
parent company and broader community. TELUS believes the fund’s focus on impact
management contributes to strong employee engagement by fostering a learning
culture and the company has noted significant benefits related to talent retention.
Additionally, the company believes the fund signals a commitment to positive change
and reinforces its role as a socially responsible organization.
18 Ortiz Galan, A. and Law, K.-H. (2023) ‘Interview with Ka-Hay Law, Investment Director at TELUS Pollinator
Fund for Good’.
19 TELUS Pollinator Fund for Good. (2023) FAQ: TELUS Pollinator Fund for Good. TELUS.
20 TELUS Pollinator Fund for Good. (2023) Our Impact. TELUS.
New Pathways to Achieve Social and Environmental Goals 9
SUPPORTING THE IMPACT INVESTING ECOSYSTEM
AROUND COMMUNITY DEVELOPMENT
DRIVERS AND MOTIVATIONS
Anglo American adopted a strategy to leverage impact capital in support of
socioeconomic and environmental goals in its Sustainable Mining Plan.21 The plan
is intended to support the development of communities in the regions where it
operates.
In 2019, a director at Anglo American proposed impact investing to bolster the
company’s sustainability goals, prompting an exploration of how to integrate this
approach. Anglo American formed an internal working group with representatives from
their corporate finance, treasury and sustainability teams. Working with consultants,
they examined South Africa’s impact investing landscape and the viability of launching
a dedicated impact fund.
Anglo American found ample capital available from impact investors, but a shortage of
ready-to-invest companies meant capital was being underutilized. Further, identifying
such companies outside of the main urban centers was costly. Anglo American opted
not to establish a dedicated fund as originally planned. Instead, it launched a pilot
technical assistance and matching program in South Africa with the objective of
breaking down barriers between small- and medium-sized enterprises (SMEs) and
investors to accelerate impact investment deals. This led to the creation of Anglo
American’s Impact Finance Network (IFN).
KEY ELEMENTS
In 2021 Anglo American launched a pilot program in South Africa to explore ways
to support local impact companies and investors in executing deals without direct
investment. The pilot aimed to test their assumptions, address key risks and showcase
the company’s innovative approach. Beginning in 2022 and 2023, Anglo American
expanded into other regions, covering both developed and emerging markets in
Southern Africa, Latin America and the United Kingdom (planned for in 2024).
FUNCTION OR TEAM A new team developed and led the program, Sustainable Business Opportunities
RESPONSIBLE FOR
EXECUTING THE (SBO). It served as an in-house program incubator aimed at creating commercial and
STRATEGY
stakeholder value through sustainable development. The SBO department operates
within the unit that oversees corporate relations and sustainability integration. In
addition to the in-house team, Anglo American chose external implementation
partners who had SME and investor networks in the target regions to accelerate
program traction.
21 Anglo American. (2023) Sustainable Mining Plan. Anglo American.
New Pathways to Achieve Social and Environmental Goals 10
STRATEGY TO DEPLOY
THE ASSETS FOR IMPACT
Instead of deploying capital directly to SMEs, Anglo American works with partners
to support impactful businesses with operations in Botswana, Namibia, South Africa,
Zambia, Zimbabwe, Chile and Peru.22 They identify businesses for impact investments
and provide tailored pre-investment technical assistance to help enterprises become
investment-ready. The team also develops partnerships with impact investors in each
region to connect them with SMEs and create a pipeline of investment opportunities.
During the transaction phase, Anglo American may provide additional technical
assistance to close the deal. To date, the company has sourced and supported 87
businesses with technical assistance and facilitated 24 investments across four
countries. So far, the companies participating in the program have raised over $30
million from impact investors. 23 24
BENEFITS
Anglo American considers the IFN critical to attain the company’s sustainability
objectives and promote long-term value for communities and stakeholders while
complementing other Sustainable Mining Plan strategies. The company views the IFN
as a key program promoting economic diversification and generating job opportunities
beyond the mining sector. It employs an evaluation process that utilizes a spectrum of
indicators aligned with the United Nations SDGs as part of the IFN, such as “five jobs
supported off site for every job on site” by 2030.25
22 Anglo American. (2023) Anglo American’s Impact Finance Network: Helping high-impact entrepreneurs drive
growth by accelerating capital raising. Anglo American.
23 Anglo American. (2023) Anglo American’s Impact Finance Network: Helping high-impact entrepreneurs drive
growth by accelerating capital raising. Anglo American.
24 Anglo American. (2023) Impact Finance Network (IFN). Anglo American.
25 Anglo American. (2023) Livelihoods. Anglo American.
New
New Pathways
Pathways to
to Achieve
Achieve Social
Social and
and Environmental
Environmental Goals
Goals 11
11
INVESTING IN HEALTH CARE INNOVATION
Established in 2019, Johnson & Johnson Impact Ventures (J&J Impact Ventures) is a $50 million impact investment
fund within the Johnson & Johnson Foundation. The foundation is an independent, registered charitable
organization funded solely by Johnson & Johnson. The J&J Impact Ventures fund was initiated to address two key
gaps: funding for the United Nations SDG 3 relating to universal good health and well-being,26 and to support
the crucial role of healthcare entrepreneurs in developing markets. The fund seeks to create ongoing impact by
recycling financial returns into new investments.
J&J Impact Ventures focuses on companies and entrepreneurs innovating to improve global health equity and
accelerate access to quality and affordable healthcare for underserved patient populations. J&J Impact Ventures’
investment approach targets early growth-stage companies, typically around Series A. The fund has flexibility across
equity and debt structures and invests selectively in other healthcare impact funds.
J&J Impact Ventures has deployed about half of the fund’s capital commitment into 16 investments across
five continents. These investments span healthcare sub-sectors and business models, including MedTech and
diagnostics, HealthTech and digital platforms, systems and supply chain, and clinical services and care delivery.
J&J Impact Ventures leverages Johnson & Johnson’s network and expertise to provide support and resources to
companies beyond the initial capital. In addition to its own portfolio of companies, it supports other mission-aligned
entrepreneurs and the broader ecosystem for healthcare impact through external partnerships and grant funding for
accelerator programs, fellowships and venture competitions.
Through this range of initiatives, J&J Impact Ventures works to advance health equity around the world and to
catalyze more impact investment in this vital field.
MULTI-PRONG APPROACH TO SUPPORT UNDERREPRESENTED
BUSINESS OWNERS
In early 2020, Visa Foundation launched the Equitable Access Initiative, a $200 million initiative to catalyze growth
and resilience for small businesses globally, with a focus on women and underrepresented business owners. Through
this initiative, the foundation combines grants and impact investments to address challenges that small businesses
face, such as access to capital, networks and digital and financial skills. In addition, Visa Foundation has found a
symbiotic link between grantmaking and impact investing, where grants nurture early-stage ideas that could evolve
into investment-ready social impact ventures.
Visa Foundation’s impact investing approach aims to address issues that impede an effective and efficient flow of
capital to small businesses and startups. In alignment with its mission, the foundation considers diversity at the fund
level, recognizing that supporting women and underrepresented investors can lead to greater investment in women
and underrepresented entrepreneurs. The foundation’s impact investing approach encompasses diverse asset classes
such as private debt, early-stage venture capital, real assets and mezzanine financing. To date, the foundation is
noting around $140 to $150 million devoted to impact investments.27
The foundation’s work is complemented by additional impact investing activity in Visa’s treasury and ventures
department. For example, Visa’s treasury team invested $110 million in Minority Depository Institutions (MDIs) to
advance economic mobility across the U.S. Similarly, the Visa Ventures team has invested in fund managers, like
Anthemis Female Innovators Lab, which they identify as impact-driven, underrepresented fund managers. Visa
Foundation’s impact investment strategy aims to drive innovation in the philanthropic ecosystem while also aspiring
to inspire the corporate sector to do good by doing well.
26 United Nations. Sustainable Development Goal 3: “Ensure healthy lives and promote well-being for all at all ages.”
27 Visa Foundation. (2023) About Visa Foundation. Visa Foundation.
New Pathways to Achieve Social and Environmental Goals 12
APPENDIX
For additional information about the organizations in the case studies and its impact investing strategies,
please visit the following:
Anglo American: [Link]
Anglo American Impact Finance Network (IFN): [Link]
finance-network-ifn
Johnson & Johnson Foundation: [Link]
Johnson & Johnson Impact Ventures: [Link]
PayPal: [Link]
Schneider Electric: [Link]
Schneider Electric Impact Investing: [Link]
Visa Foundation: [Link]
ACKNOWLEDGEMENTS
The GIIN’s Director of Corporate Impact Investing, Alonso Ortiz Galan, and Associate of Corporate Impact
Investing, Madison Friedman wrote these case studies.
Sean Gilbert, Chief Investor Network Officer, provided guidance and valuable insights throughout the process.
Min Pease, a consultant hired by the GIIN, helped design the interview process, conduct interviews and write initial
drafts. The following members of the GIIN’s communications and technology teams supported copy-editing,
reviewing and publishing: Lynda Radosevich, Hannah Munger, Garrett Jaso, Tatum McConnell, Miriam Bahrami
and Andy Zhang.
The following organizations were instrumental in providing content to develop these case studies: Anglo American,
Johnson & Johnson Foundation, PayPal, Schneider Electric, TELUS Corporation and Visa Foundation.
The GIIN’s Corporate Impact Investing Initiative is made possible by generous support from PayPal, TELUS
Pollinator Fund for Good and Visa Foundation. The document does not represent their views with the exception of
the case studies describing their own organizational activities, which were prepared using inputs from interviews with
them.
ABOUT THE GLOBAL IMPACT INVESTING NETWORK
The Global Impact Investing Network (GIIN) is the global champion of impact investing, dedicated to increasing
the scale and effectiveness of impact investing around the world. Impact investments are investments made into
companies, organizations and funds with the intention to generate positive, measurable, social and environmental
impact alongside a financial return.
ABOUT THE GIIN CORPORATE IMPACT INVESTING INITIATIVE
The GIIN launched an initiative to help corporations connect their financial assets and capabilities with impact
investing practices to realize social and environmental goals. Through the program we explore and mobilize ways
corporations can make impact investments and leverage partnerships with impact investors to achieve sustainability
goals.
For more information, please visit [Link] To learn how to join
the Corporate Impact Investing Initiative, please contact info@[Link].
New Pathways to Achieve Social and Environmental Goals 13
METHODOLOGY
The GIIN’s 2023 “New Pathways to Achieve Social & Environmental Goals: How Leading Corporations Use
Impact Investing to Align Capital and Purpose” publication incorporates data from desk research and, as detailed
in Appendix 1, semi-structured interviews with corporations and corporate foundations. An interview approach was
chosen to learn from the interviewees’ candid experiences about the corporate impact investing field and practice.
Prior to publication, the organizations who contributed interviews were permitted to review.
APPENDIX 1: LIST OF INTERVIEWEES
1. Marta Lucia Carneiro Enes, Sustainable and Impact Investment Manager, Schneider Electric
2. Joanne Gan, Head of Impact Investing and ESG, Treasury, PayPal
3. David Higgins, Investment Director, Johnson & Johnson Impact Ventures
4. Najada Kumbuli, Head of Investments, Visa Foundation
5. Ka-Hay Law, Investment Director, TELUS Pollinator Impact Fund
6. Rosita Najmi, Vice President, UPS Foundation (former head of global social innovation at PayPal)
7. Emma Parker, Principal: Sustainable Business Opportunities, Anglo American
8. Christophe Poline, Sustainable Investments Director, Schneider Electric
Legal Disclaimer
The Global Impact Investing Network (“GIIN”) is a nonprofit 501c(3) organization dedicated to increasing the scale
and effectiveness of impact investing through research, education and other activities. Readers should be aware that
the GIIN has and will continue to have relationships with many organizations identified in this report, through some
of which the GIIN has received and will continue to receive financial and other support. These materials do not
constitute tax, legal, financial or investment advice, nor do they constitute an offer, solicitation, or recommendation
for the purchase or sale of any financial instrument or security. The information contained in these materials is made
available solely for general information purposes. The GIIN has collected data from third parties for this document that
it believes to be accurate and reliable, but the GIIN does not warrant the accuracy, completeness or usefulness of this
information. Any reliance placed on such information is strictly at the reader’s or user’s own risk. The GIIN disclaims
all liability and responsibility arising from any reliance placed on such materials by any reader of these materials or by
anyone who may be informed of any of its contents. Readers should consult with their own investment, accounting,
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them.
New Pathways to Achieve Social and Environmental
Goals: How Leading Corporations Use Impact Investing to
Align Capital and Purpose
