Partnerships for Good: Why Corporate–Charity Partnerships Matter More Than Ever
2025 finds many businesses reflecting on how best to navigate the evolving ESG (Environmental, Social and Governance) landscape. Whilst it remains firmly on the agenda for many companies, the Social pillar (covering everything from employee wellbeing to community engagement) is being tested in new ways. Companies must now consider not just what they stand for, but how they can put those values into action in a way that resonates with employees, communities, and stakeholders alike.
At OKC, we believe the answer lies in partnerships - by developing meaningful collaborations between corporates and not-for-profit organisations. Done well, these partnerships create shared value for communities, for employees, for customers and for the organisation itself.
But first, it’s worth pausing to consider what the ‘S’ really means, and why it’s more relevant than ever.
The Case for Social Impact Investments
The ‘S’ in ESG centres on people - their wellbeing, inclusion and the ways in which organisations engage with both their employees and the communities around them. While environmental and governance priorities often come with clearer metrics and benchmarks, the social dimension is more human and often more complex to define.
But it is in this space that a company’s values are most visible. In 2025, against a backdrop of shifting expectations, how a company approaches social impact has never mattered more.
Not only do social impact investments strengthen internal culture and community trust, they also enhance employee morale, support talent retention and contribute to a clearer, more confident ESG narrative for stakeholders and regulators alike.
Charities as Strategic Partners
One of the biggest misconceptions in this space is that businesses must have all the answers. In fact, many of the most important and powerful answers already exist within the charitable and community sector.
Charities are not passive recipients of support. They are experts in impact. They bring deep knowledge, lived experience and proven approaches to complex societal challenges. Many are already delivering against the UN Sustainable Development Goals with extraordinary ingenuity.
When corporates collaborate with these organisations - as true partners rather than just funders - they gain access to knowledge, relationships and impact that would be difficult to build alone. Here are just a few examples of existing and emerging collaborative partnerships:
Vodafone Foundation in Ireland*:
Hi Digital programme (with ALONE and Irish Girl Guides) to help older people improve their digital skills and stay connected.
Tozi app (with DCU’s Anti-Bullying Centre and ISPCC), empowering young people to safely navigate the online world.
Mason Hayes & Curran*:
Connected Communities Fund (€1.5 million, with Rethink Ireland and Dept. of Rural & Community Development) to promote inclusive, resilient communities.
Joining the Global Leadership Foundation’s International Council to support leaders of emerging democracies.
Clinch Wealth Management*:
Diversity bursaries at The Lir Academy, widening access and fostering representation in the arts.
Support for ANU, Landmark Productions and MoLI with an immersive production of James Joyce’s The Dead, offering complimentary tickets to underrepresented communities.
Partnering with Royal Irish Academy of Music for the Wigmore Series Dublin, enabling students to attend world-class performances and benefit from masterclasses.
What makes a strong corporate-charity partnership?
We’ve seen time and again that the most effective partnerships are built on shared ambition and mutual respect. They are not transactional; they are co-created, strategically aligned and structured with outcomes in mind.
A strong partnership:
Aligns with business goals such as talent retention, stakeholder trust or enhanced brand reputation.
Embeds social impact into the organisation - not just in CSR/ESG but across teams and leadership.
Measures what matters, using both data and storytelling to track progress and learning.
Brings employees and communities along on the journey, building trust and connection.
Adapts over time, with space to reflect, refine and respond to changing needs.
A shifting landscape - pressure and possibility
In the current climate, there is growing pressure on businesses to demonstrate meaningful action, not just statements of support. ESG strategies are under more scrutiny from investors, employees and the wider public. At the same time, there is growing recognition that societal wellbeing and business resilience go hand in hand.
But it’s not easy to do alone. That’s where OKC can play a role, supporting corporates to navigate the social impact landscape, connect with the right organisations and build partnerships that make sense for their business and their values.
Why now?
As social challenges deepen, so too does the opportunity for businesses to respond with purpose. At OKC, we believe the social aspect of ESG is far more than a reporting requirement. It’s a powerful driver of culture, purpose and trust. And in 2025, it could be the space where your business makes its most meaningful mark.
We work closely with corporates to respond to this unique moment in time with clarity and care, by brokering purposeful partnerships, supporting meaningful measurement and communicating impact with integrity. If you’re exploring how to bring the social dimension of your ESG strategy to life, we’d be delighted to have a discussion.
*Vodafone Foundation in Ireland is an OKC client. Other partnerships referenced are ones we admire from friends at Mason Hayes & Curran and Clinch Wealth Management.