Social impact

Our social impact strategy has three essential components:


Our team wants to contribute to the community not only with donations but also by investing their time. We encourage our people to take part in projects with the NGO sector and we seek suitable opportunities for them to engage in volunteering activities. Every year we organize the "Community Impact Day", during which the whole team is involved in an activity such as reforestation, or events together with people with disabilities like sporting activities, trips to the Madrid Planetarium and theme parks. In the last years we have worked with well known organizations such as the Adecco Foundation, the Foundation Apascovi, Balia Foundation, WWF and Fundacion Juan XXIII.

social_impact1_165x110Enviromental Sustainability
Bain's sustainability initiatives were founded at a grass-roots level by the formation of "green teams" in each office. These teams focus on reducing our resource consumption. Green teams have pioneered recycling within each office and have shifted procurement to reusable, recyclable office products and caterings supplies. These teams are formed by consultants from the office who dedicate their time to these initiatives as well as promoting awareness within the office on topics such as environmental issues and recycling. Through their efforts we have reduced paper use and printing requirements, taken part in reforestation efforts and have cut down on plastic and energy consumption.

Pro bono

Since 2009 in Bain Ibérica we have collaborated closely with the Spanish Association of Fundraising (AEF) and 10 of the largest NGOs in Spain to further develop the sector. Currently, we are collaborating with NGOs to implement an ambitious program to improve the sector that will bear fruit in 2012.

In 2009, the AEF, which brings together many NGOs, had detected a sharp drop in contributions and an increase in the dropout rate among members.

  • Retention Plan (2009-2010): The aim of our first project was to reduce the dropout rate for members, which had increased since the economic downturn. We launched a four phase project which resulted in a plan of specific initiatives for NGOs, the successful implementation of the Bain loyalty toolkit – including the Net Promoter System (NPS®) – along with a manual of best practices in retention with the help of leading companies in the private sector.
  • Member activation (2011-Present): The next challenge to address was to increase the level of donor recruitment in Spain, which was very low compared to other developed countries. We conducted over 500 interviews to understand the key reasons why current NGO members don’t talk about their NGOs – and therefore don’t recommend - and defined a specific plan to activate these donors and increase the acquisition of new members through referrals.

In late 2010, a year after the retention project, most NGOs involved saw the dropout rate decrease significantly: the average rate was reduced by 4%, being lower than in 2009. One of these organizations even succeeded in reducing its dropout rate by up to 11%. In 2011, Bain organized a successful meeting between NGOs and numerous private sector leaders in customer and partner activation, out of which came a battery of specific measures to increase uptake for NGOs.

"Participating in the Bain case was like getting an MBA in loyalty."

- Eloy Álvarez, Amnistía Internacional, an AEF partner


The Madrid office does not engage in fundraising on a recurring basis, although it orchestrates a timely manner when there are major manmade or natural disasters.An example is the initiative that arose with the occasion of the earthquake and tsunami occurred in Japan on March 11, 2011, where the Madrid office, coordinating a global event led Bain's global network of offices to organize a fundraising marathon of 22 hours in length in order to help the recovery of Japan. During the 22 hours of the event, taking advantage of the 14 slots of the vast Bain network and coordinated from Madrid, each office conducted its own fundraising activities, among which can be emphasized auctions, sporting events, racing karts, sweet sales and benefit parties.

The overall result was outstanding, with total funds raised amounting to $ 160,000, a figure that was used in part to support reconstruction of infrastructure and in part to finance activities in the country by the Japanese Red Cross Society organization.