Disaster Relief

Unsurprisingly, most companies (70%) supported disaster relief interventions in 2021, a consistent increase from 49% in 2020 and only 17% in 2015. Average CSI expenditure also increased to 9%, the highest ever for this cause.

Three-quarters of the average CSI spend on disaster relief was directed to Covid-19-related responses, an increase from 40% in 2020.

Read more about the national context of disaster relief, and an overview of how CSI funds have been allocated in this sector.

Sponsor Examples

Click on the logos below to find out more about these corporate initiatives. 


Recommended Reading

  • Disaster Relief for Covid-19 and the Drought

    Declaration of the pandemic as a national state of disaster ran parallel with another national state of disaster – the ongoing drought. These declarations led to promises of emergency funding from government, but the Covid-19 response has meant that drought relief has been deprioritised to some extent. Read more.

  • Covid-19 TERS: A Relief Measure for Employees

    The UIF ordinarily covers unemployed, dismissed, or retrenched workers. During the state-mandated lockdown, the Department of Employment and Labour set aside an initial R30 billion in disaster relief in the form of the Covid-19 Temporary Employer/Employee Relief Scheme (Covid-19 TERS). Read more.

  • Covid-19 and Corporate Citizenship

    Corporate South Africa has responded to the Covid-19 pandemic with a strong sense of corporate citizenship, attempting to alleviate both the short-term and longer-term effects of the crisis. Although companies have themselves been dramatically affected by the pandemic, they have also shown how conscious capitalism can play a role in development, both during and after a disaster. Read more.

  • Response, Recovery, Reinvention - How Global Companies are Responding to Covid-19

    Covid-19 has significantly affected businesses around the world. The pandemic and ensuing economic crisis have not only revealed the vulnerabilities of the global economy but have also provided opportunities for businesses to review their operating models and reflect on their role in society. Read more.

  • When Leaders Lead

    Now more than ever, nations, communities and companies need decisive, empathetic, and ethical leadership. The pandemic has dramatically exposed the difference between effective and inadequate leaders, but it has also shown that solidarity can drive greater collaboration and lead us towards a more sustainable future. Read more.

  • Changes to Social Investment Budgets Due to COVID-19

    The Chief Executives for Corporate Purpose (CECP) is a CEO-led coalition that works to create a better world through business. It represents over 200 of the world’s largest companies and more than $23 billion in total social investments. In March 2020, CECP sent out a Pulse Survey focused on understanding what actions corporations were taking in response to the impact of the Covid-19 crisis. Read more.

  • Showing Solidarity in a Crisis

    The Solidarity Fund, an independent non-profit programme, was put in place shortly after South Africa went into lockdown in March 2020. It was created as the first of three phases of a comprehensive economic response to the pandemic. Nomkhita Nqweni, former interim CEO of the Solidarity Fund, explains the rationale behind the programme, how its mandate has changed over the months, and how it reports to its stakeholders. Read more.

  • Volunteering While Social Distancing

    The Covid-19 pandemic has created the worst social crisis in living memory. With non-profit organisations (NPOs) stretched to breaking point as they tried to meet an overwhelming need, many encouraged volunteers to contribute time, skills, and other forms of support. Physical distancing notwithstanding, these volunteers found ways to connect with communities, as Mandisa Kalako-Williams, former president of the South African Red Cross Society (SARCS), explains. Read more.

  • How Covid-19 is Reshaping the Non-Profit Sector

    The importance of non-profit organisations (NPOs) in our society and the vital role they are playing during the Covid-19 pandemic – not only in terms of service and food delivery but also advocacy for the marginalised – is undeniable. Despite this, there was no South African Government relief package announced for non-profits. How have NPOs adapted and continued operating during these challenging times, and what lasting impacts will the pandemic have on the sector? Read more.

  • Adapting M&E in a Pandemic

    Monitoring and Evaluation (M&E) practices have had to shift their focus during the pandemic. Gail Campbell, CEO of the Zenex Foundation, explains how her organisation made adaptations in the face of Covid-19, and how M&E can deliver greater impact in the education sector. Read more.

The research and resources in this section are extracted from the 2021 Trialogue Business in Society Handbook. Click here to purchase a hard copy or download a free online version.