Business Day SHIFT 2026: Driving lasting Change by Tshikululu’s Matebe Chisiza
Corporate social investment needs to show impact, rather than activity without results, writes Matebe Chisiza, social investment specialist and team lead (SI Analytics) at Tshikululu Social Investment.
Corporate social investment (CSI) is increasingly assessed not only as a compliance or reputational function, but also as a core element of social performance that supports inclusive growth and strengthens the management of long-term social and operational risk.
In South Africa, CSI remains a significant and resilient source of development capital. According to The Trialogue 2025 Business in Society Handbook, CSI grew at an estimated R12.7-billion in 2024. This sustained investment reflects a shift towards stronger governance, multiyear commitments and impact measurement, recognising that short-term, transactional giving is insufficient to address structural challenges.
Across leading corporates, social investment is a disciplined, strategic part. It prioritises social risks and opportunities where companies can influence outcomes through funding, partnerships and sustained programmes. Clear theories of change link activities to measurable results, enabling accountability and adaptive management. As stated by the Organisation for Economic Co-operation and Development (OECD), structured impact measurement frameworks are essential to ensure programmes show impact, rather than activity without results.
CSI is also increasingly deployed as catalytic capital within blended finance approaches. By supporting early-stage, high-risk investments, it can crowd in commercial or development finance while preserving social intent. The OECD’s blended finance principles outline how concessional capital can mobilise additional investment from both public and private sources.
In this context, companies are moving towards integrated social investment models that align more closely with their core business strategies. This approach recognises that social impact is intrinsically linked to business sustainability and resilience.
Structured pathways to address material social risks while embedding accountability and long-term sustainability. Water Pathways programme (2024) illustrates this approach. Rather than positioning CSI as a parallel philanthropic stream, the SIBP integrates social investment into a coherent delivery framework focused on institutional strengthening, service quality and economic resilience.
In this approach, social investment targets livelihoods, food security, GBV response and community-building organisations (CBO) capacity building within a systems-based model. Strengthened governance and financial management enable CBOs to serve and engage their own funders, while Tshikululu’s support allows social resilience.
The result is more self-sustaining communities and impact that endures beyond the funding cycle.
From an investor and governance perspective, strategic design, impact measurement and independent verification distinguish strategic CSI from discretionary spending. Clear roles between funder, intermediary and implementing partners strengthen accountability. This approach aligns with the principles of the King IV Report, which emphasises long-term value creation, responsible leadership and stakeholder inclusivity.
Corporate social investment does not need to be large to be more effective. Instead, they must be intentional, well governed and aligned to systems-level outcomes. When executed with discipline and delivered through collaborative partnerships with experienced practitioners, such as Tshikululu Social Investments, strategic CSI becomes a credible force for inclusive growth.
Rather than positioning CSI as a parallel philanthropic stream, the SIBP integrates social investment into a coherent delivery framework focused on institutional strengthening, service quality and economic resilience.