For corporate social investment (CSI) to be strategic, it must have a positive developmental impact and benefit the business. Since 2014, the Trialogue Strategic CSI Award has recognised projects that exemplify strategic CSI. Through this award, Trialogue aims to encourage CSI practitioners to think more strategically when planning and implementing their initiatives.
Trialogue’s Strategic CSI Masterclass
Trialogue offers a Strategic CSI Masterclass on the Trialogue Academy for senior leaders and decision-makers working in CSI. The Masterclass provides you with the tools to think strategically about CSI in your organisation and to make choices that optimise the business and development value of your CSI initiatives. The Masterclass is also offered in-person the day before the Trialogue Business in Society Conference each year.
Trialogue’s CSI positioning matrix

Based on years of experience, Trialogue has developed and refined a CSI positioning matrix, with multiple criteria behind each axis, that allows companies to position their projects according to their social and business results, and to allocate CSI funds strategically across the four categories of giving. This award seeks to identify projects that best demonstrate strategic CSI.
Strategic CSI projects deliver a combination of high positive social and business outcomes. While developmental CSI offers beneficial social outcomes, it does not always have significant corporate benefits. Similarly, commercial grantmaking prioritises corporate benefit over social return. Charitable grantmaking is typically more reactive, with social and business benefits not usually measured.
Judging criteria
Companies submit entries for CSI projects they believe are strategic, using a standard entry form. Each project is judged against its objectives, social benefits and corporate benefits, as set out below.
Objectives
Targets need to be practical and realistic. Projects should have ‘SMART’ (specific, measurable, relevant and time-bound) objectives.
Social benefits
Visible outputs: Evidence of short-term results that are immediate, visible and concrete (for example, number of houses built, people trained, supplies or pamphlets distributed, community members treated, hours of service delivered).
Beneficial outcomes: Evidence of specific changes in behaviour, knowledge, skills or wellbeing of the project beneficiaries. Medium-term developmental results that are the consequence of achieving a specified combination of short-term outputs (for example, behaviour or attitude change, new knowledge or skills, improved grades, reduced isolation, and improved access to health services).
Beneficial impact: Evidence of broader long-term (three years or more) consequences of the project. Community, society or system-level changes that are the logical consequences of a series of short- and medium-term results (for example, improved effectiveness of the education system, reduction in HIV prevalence, new social norms, more educated/healthier population, inclusive decision-making, lack of stigma, increased capacity). Government engagement, lesson sharing and advocacy are also considered when judging this element.
Business benefits
Recognition of contribution: Recognition of the project that improves the company’s reputation. This can include recognition of expenditure as socioeconomic development is in line with the BBBEE Scorecard, as well as internal and external communication of the project.
Stakeholder benefit: Meaningful engagement with key business stakeholder groups in the funding, design or delivery of the project that improves the company’s relationship with that stakeholder group. Stakeholders can include communities, regulators, government departments, suppliers, customers or employees.
Competitive benefit: Project benefits that enhance the business’ competitiveness. This can be done by securing a licence to operate, opening up new markets for the business, introducing new products, reducing costs by developing local suppliers, leveraging corporate resources or securing specialised talent.
About the judges
Gugu McLaren-Ushewokunze is the Head of Economic Inclusion at the National Business Initiative (NBI). Her responsibilities include developing and implementing the NBI’s strategy to develop and deliver programmes and initiatives aimed at developing and empowering South Africa’s youth through skills, youth employability and SMME support. She has more than 15 years of experience in social and sustainable development, having worked across sectors, with the bulk of her career in the corporate sector driving the development and implementation of sustainable development strategies. She holds a Masters of Social Science (MSocSc) in Gender and Development from the University of Cape Town.
Bhekinkosi Moyo is an adjunct professor at Wits Business School at the University of the Witwatersrand and director of the Centre on African Philanthropy and Social Investment. He was previously the CEO of the Southern Africa Trust, where he helped the organisation to adopt social enterprise tools and pivot to alternative and innovative high-impact strategies for leadership, sustainability and social change.
BritelinkMCT’s Head Start programme
Winner of the Trialogue Strategic CSI Award 2024
BritelinkMCT is a full-service optical fibre company that specialises in planning, implementing, maintaining and repairing fibre optic telecommunications infrastructure for network operators. It has active operations across South Africa. Its vision is to deliver quality, sustainable infrastructure connecting communities across all affordabilities.
BritelinkMCT’s Head Start CSI programme aims to empower unemployed young people by providing comprehensive training and work experience in the optical fibre installation industry. Each year, the programme enrols 30 to 50 candidates, offering them an opportunity to gain theoretical knowledge and practical skills over six months. The on-the-job training is designed to meet industry standards, ensuring participants are well equipped for future employment.
In addition to the training and work experience, candidates are provided with a stipend to cover travel and other basic living costs, alleviating a financial burden and enabling them to focus fully on their development. This holistic support is crucial to ensure participants engage effectively with the programme.
The initiative primarily serves unemployed youth across Gauteng, KwaZulu-Natal (KZN) and the Western Cape, targeting regions with high unemployment rates. By the end of the six-month programme participants not only acquire the skills necessary in the telecommunications sector but also have a significant chance of securing employment within BritelinkMCT, with 75% of work experience candidates typically being absorbed into full-time positions.
This programme has been running successfully since 2018, continuously contributing to reducing youth unemployment and fostering economic growth in the targeted provinces.
Social benefits – combating unemployment
The programme demonstrates quantified changes in beneficiaries’ lives. In 2023/24 a total of 216 unemployed young people enrolled in the programme, gaining valuable technical and vocational skills tailored to the optical fibre installation industry. Of the 216 participants who started the programme, 177 completed the six-month training and work experience. Seventy-five percent (121) were offered full-time employment by BritelinkMCT.
The programme also demonstrated measured outcomes over time. Participants demonstrated improved technical skills, as evidenced by pre- and post-training assessment scores, and enhanced employability. Employer feedback indicated that the trained participants met or exceeded industry standards in technical competency and workplace readiness.
Compared to similar CSI projects, BritelinkMCT’s Head Start programme stands out for its high absorption rate (75%), ensuring a substantial number of participants secure employment. The programme’s comprehensive support, including stipends for travel and living costs, contributed to higher completion rates and better overall outcomes in comparison to projects lacking such support mechanisms.
Business benefits – developing employable talent
While the societal benefits of the Head Start programme are evident, it has also had a beneficial effect on the company itself. The programme has created a robust talent pool of skilled and trained individuals in the optical fibre installation sector. By developing and employing new staff, BritelinkMCT has strengthened its workforce with specialised skills critical to the telecommunications industry.
The specialised training provided to participants has elevated the technical capabilities of BritelinkMCT’s employees, ensuring that the company has a competitive edge in delivering high-quality services and maintaining industry standards. With a trained and competent workforce, the company can improve operational efficiency, reduce training time for new employees and enhance overall productivity.
The programme has effectively leveraged corporate resources by investing in future employee development. This strategic allocation of resources should lead to long-term cost savings and better returns on investment.
By training and absorbing its trainees, BritelinkMCT has reduced costs associated with external recruitment and onboarding, while ensuring that new employees are well aligned with the company’s needs and culture. The company’s reputation as a socially responsible employer has also attracted more committed candidates, leading to a more skilled and motivated workforce.
Additionally, the programme’s investment in training and providing work experience to unemployed youth has been recognised as a contribution to BritelinkMCT’s SED points on the BBBEE Scorecard. This has enhanced the company’s overall BBBEE rating and demonstrated its commitment to social and economic development.
Internally, the initiative has been communicated within the company to highlight its social impact and reinforce the company’s values and commitment to community development. It has improved employee morale, as employees take pride in working for a company that actively contributes to social development.
The programme has also enhanced BritelinkMCT’s corporate image among its industry peers. It showcases BritelinkMCT’s commitment to addressing industry-wide challenges such as skills shortages and unemployment.
Active involvement in the programme’s design and funding requirements has improved relationships and engagement with stakeholders by demonstrating a commitment to their needs and concerns.
Finally, the programme’s success has influenced the company’s broader CSR strategy, integrating more socially beneficial practices and creating a cohesive approach to community engagement.
Programme in numbers
R967 933 | 216 | 177 | 75% |
Company expenditure on the project in 2023/24 | Unemployed young people enrolled in the programme in 2023/24 | Participants completed the six-month training and work experience | Participants absorbed into full-time employment within BritelinkMCT |
Judges’ feedback
“BritelinkMCT’s Head Start programme was a clear demonstration of a well-thought-through and designed approach that addresses the challenge of youth unemployment through skills development and employment while simultaneously ensuring skills and talent within the company. The programme has a 75% absorption rate, which indicates the clear link to business needs.”
Commendable mentions
AECI – Petco waste management programme
AECI has partnered with Petco to address waste management as a revenue stream for unemployed women and youth. To date, AECI supports 13 waste management businesses. A total of 284 jobs are created annually, managing over 400 tonnes of recyclable waste per month. Jointly, these entities generate an income of over R745 000 per month, a 53% increase in revenue after Petco support. The project has clear intentions, with M&E indicators and tracking, and clear impact across stakeholder groups.
Judges said:
“AECI’s Petco waste management programme scores well on most dimensions with a strong demonstration of its impact. The project has clear intentions, with M&E indicators and tracking, and clear impact across stakeholder groups.”
Standard Bank – OneFarm Share
This project aims to address South Africa’s hunger challenge by providing fresh, nutritious produce to those facing meal uncertainty. The goal is to contribute 100 million meals by the end of 2024. It also aims to accelerate smallholder farmer development through the provision of market access, prompt payment, market-related pricing, and increased access to business and agronomy support. Lastly, it aims to reduce fresh produce waste from commercial farmers and agro-processors by providing an alternative to juicing, landfills and open dumping. The project has clear targets and activities with impact demonstrated through case studies. The business link is clearly illustrated through new markets, products and value to clients.
Judges said:
“Standard Bank’s OneFarm Share has clear targets and activities with impact demonstrated through the case studies. The business link is clearly illustrated through new markets, products and value to clients. A strong project.”
Read more:
- Download the PDF version of the Trialogue Business in Society Handbook 2024.
- Access the online version of the Handbook.