Introduction
REA Group’s workplace giving and volunteering program, Because We Care, was first established in 2015. Over the past decade, the program has evolved into a hybrid model that combines payroll giving, matched donations, fundraising support, community grants, and most notably, a thriving corporate volunteering and pro bono initiative. Grounded in the ethos that “if it’s important to our people, it’s important to us,” the program demonstrates how embedding volunteering into organisational culture can deliver shared value for employees, the business, and the community.
A Sustainable and Effective Approach
REA Group provides employees with up to seven days of paid volunteer leave each year, recognising that meaningful impact takes time. The program’s hybrid design offers both REA-sourced volunteering opportunities through established charity partners, and self-service pathways that empower employees to choose causes aligned with their passions. This flexibility has enabled long-term commitments such as mentoring, skilled projects, and board roles, ensuring the program moves beyond one-off events toward sustainable impact.
Technology plays a key role in making the volunteering journey seamless. Opportunities are shared through intranet directories, Slack channels, and newsletters, with streamlined leave logging via Workday. During a company hack day, REA employees even developed a Slack workflow that allowed instant sign-up via emoji reactions – a creative way to reduce barriers to participation.
Engaging Employees in Meaningful Ways
Volunteering at REA is intentionally linked to wellbeing and team culture. The organisation actively promotes volunteering as a first choice for team activities, positioning it as a healthier and more purposeful alternative to traditional outings. Senior leaders have endorsed the program as a company OKR, embedding it into business priorities, while employee champions amplify participation by sharing their experiences and inspiring peers.
Importantly, volunteering is also integrated into leadership development. Future leaders are tasked with organising volunteer activities, providing real-world experience in project management, budgeting, and stakeholder engagement. This integration ensures volunteering supports employee growth alongside community benefit.
Demonstrating Shared Value and Impact
In FY25, 49% of employees participated in volunteering, contributing over 7,000 hours – a record increase from previous years. Initiatives included furniture builds for Launch Housing’s crisis centres, vendor breakfasts with The Big Issue, and a Tech Futures career day with Code for Schools. These activities not only supported community organisations with practical resources but also strengthened social connections and skill development for employees.
The program has also proven to be a gateway to deeper engagement: employees who start with volunteering often expand into matched giving and grant nominations, creating a ripple effect of support for partner charities. Feedback from staff highlights a sense of pride and purpose, with 91% reporting they feel proud to work at REA.
Conclusion
REA Group’s Because We Care program exemplifies how a thoughtfully designed and culturally embedded volunteering strategy can drive sustainable, shared impact. By aligning flexibility, leadership development, and technology-enabled accessibility, REA has created a volunteering culture that strengthens community organisations, engages employees, and reinforces the company’s values.
