1. Accenture Employee Giving Campaign C@W Summit April 2012

2. Why have an Employee Giving Campaign (EGC)?
Our People:
Our Senior Leadership and employees are passionate about giving back to our communities. Accenture’s EGC is an easy way for our people to give voluntarily to nonprofits of their choice, through a consistent framework.
Our Communities:
By leveraging “the power of Accenture” we are able to achieve economies of scales to ensure more of our donations go directly to the causes and communities we care so much about – both personally and professionally.
Nonprofits saves valuable dollars by reducing their fundraising and other overhead costs.
Our People
Our Communit- ies
Our Business
Our Success
Our Business:
Develop or enhance business and community relationships.
Our Success:
Since 2002, Accenture employees have pledged more than $32M through our Employee Giving Campaigns!

3. Accenture’s US Employee Giving Campaign Timeline
US EGC History
US Accenture EGC History
2003
United Way only
Pilot Expansion to include
US-wide Expansion to include
Accenture’s US Employee Giving Campaign Timeline
Giving Options: United Way
Money Raised: $2.9 million
Number of US Offices: Approx 30
Number of US Employees: Approx 25,000
Giving Options: United Way plus Work (select markets)
Money Raised: United Way: $2.6 - $3.3 million Work: $464K - $1.4 million
Number of US Offices: Approx 30
Number of US Employees: Approx 25,000 to 30,000
Giving Options: United Way plus (all markets)
Money Raised: United Way: $2 million - $3 million work: $850k - $1.3 million
Number of US Offices: Approx 30
Number of US Employees: Approx 30,000
Here is how the campaign lines up with our three “circle” areas:
Community
Raise the most money possible for the community on behalf of our US employees.
Ability to address a broader set of community issues including environmental concerns.
People
Engage as many US employees as possible through additional giving options.
Contributes to the recruitment and retention top talent.
Business
Further integrate our Corporate Citizenship strategy with our business priorities.
Create additional relationships and visibility in the community. 3

4. EGC Approach Objectives
EGC is primarily a benefit for our people; any business value is secondary
Honor one of our Core Values, Respect for the Individual, by running an extremely low pressure campaign; participation is a personal, confidential and 100% optional choice of our people
Continue local and national success of past campaigns
National PMO/Communication coordination
Local Sponsor/POC framework
Further link EGC with Corporate Citizenship theme, Skills to Succeed
Build future Skills to Succeed engagement opportunities
Best practices shared across all US locations to improve performance
Enhancements to the following four campaign areas
Focus on Skills to Succeed aligned giving options
Recognition for Senior Executive and local successes
Support from local nonprofit partners
Retired Partner engagement
Employee Appreciation and Recognition
– DRAFT FOR DISCUSSION PURPOSES ONLY – 4

5. 2011 EGC Highlights Factors contributing to the 2011 EGC success:
Total donations increased: $3.97 million vs. $3.69 million last year
Total participation increased: 37% vs. 33% last year
Total donors increased: 7,989 vs. 7,603 from last year
All four giving partners saw an increase in donations and participation %.
Provided robust Communication toolkit for our local leaders to leverage
Consistent national campaign look and feel driven at the local level
Increased local effort by EGC POCs, SE Sponsors
Increased coordination with local nonprofits
Senior executive participation once again set the pace for a strong campaign
Key messaging around “choices” and appealing to our people to give to those less fortunate – especially during the challenging economic environment
Identify EGC champions at large local client engagements
Friendly “competition” between locations
Rolled out national recognition program “Flair” for participants
Factors contributing to the 2011 EGC success: 5

6. 2012 EGC Opportunities Employee Engagement Program/Organizational:
Balance robust choice vs Corporate Citizenship theme
Grow overall participation rates:
Cultivate culture of giving especially with our more junior people
Continue to stress the importance and benefit of giving via our EGC compared to other channels
Increase choice
Address perception of “fees”
Upgrade and improve donor experience (website, ROI, etc)
Determine the appropriate intersection of running a cost effective program with dynamic service, functionality and support
Retain past participants while encouraging new ideas and cultivating new leaders
Incorporate with other corporate programs, themes and incentives
Program/Organizational: 6

7. Questions? 7