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Post-2015 Charter Partner Cases
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The signatories 1. Aim to contribute to sustained prosperity and dignity for all individuals, present and future;
2. Stress the following dimensions for sustainable development:
a) Leave no one behind;
b) Change unsustainable and promote sustainable patterns of consumption and production;
c) Transform economies for jobs and inclusive growth;
d) Build peace and effective, open and accountable institutions for all;
e) Forge new partnerships;
3. Acknowledge the importance of an active involvement of business and civil society in the post-2015 Global Development Agenda;
4. Acknowledge the unique role and responsibility of the State in the areas of protection of human rights,
The role of business sector 10. The purpose of businesses is to create economic, social and environmental value by providing
valuable goods and services in a profitable manner;
11. The particular role of businesses in relation to Global Sustainable Development is to:
a) Respect the human rights of people and workers and conserve natural resources;
b) Find or finance profitable business opportunities that contribute to sustainable development;
c) Innovate to find new solutions to address issues as nutrition, health care and clean technology
d) Promote a good business culture by eradicating corruption in business practices;
e) Promote good governance, law and order as well as contributing to society through taxation;
f) Be open in their communications and reporting about their impact on society;
g) Enable sustainable business practices by responsible investment policies and philanthropy;
h) Comply with the normative frameworks for International Corporate Social Responsibility and stakeholder engagement as specified in the OECD Guidelines for Multinational Enterprises, which includes the United Nations Guiding Principles on Business and Human Rights;
12. Businesses have a great potential to find value creating business opportunities including:
a) Creating inclusive, decent and fair jobs;
b) Making supply chains inclusive and sustainable, including convening parties to transform markets and linking micro and small enterprises with larger markets;
c) Creating resource efficient and circular business processes;
d) Creating inclusive products that are also accessible to the poor;
e) Stimulating and engaging in social entrepreneurship and impact investing;
13. To fulfill their complex role, civil society organizations need to define, measure and report on the impacts they have on economic, natural and social capital;
The role of cross-sector partnerships 18. Addressing the main global development challenges requires the cooperation of governments, businesses and civil society at a local, national and international level;
19. The boundaries of the state, market and civil sector will blur as their goals align, which will require close cooperation between these sectors, without affecting their independence;
20. Partnerships are of added value when organizations can achieve more by pursuing a joint strategy than by pursuing individual strategies through increased coordination and trust resulting in synergy;
21. Cross-sector partnerships are necessary to realize sustainable development, as the main challenges do not respect the boundaries of sectors and require a high degree of coordination.
Charter on the role of business, civil society and cross-sector partnerships in the Post-2015 Development Agenda
The role of civil society 14. The role of civil society is to:
a) Provide for valuable goods that should be organized independently of market and government forces such as commentary, building and transmitting intellectual capital, monitoring, watchdog activities, religious associations, voluntary associations and advocacy;
b) Contribute to the management of public goods from a civic perspective: work together with the public and business sector to manage intellectual, economic, natural, cultural and social public goods by providing brokerage, expertise and non-state representation of groups in society;
c) Provide for valuable goods for which there is no natural market and which governments are not best placed or not willing to provide; this includes providing goods in the domains of, amongst others, aid, education, culture and nature where a specific expertise, independence or representation is valuable;
d) Enable people to organize themselves outside of the state and the market;
15. It is important to recognize the vibrant, diverse and evolving nature of civil society the area outside the state, market and the family that includes amongst others non governmental organizations, non-profit organizations, civil society organizations, labor unions, informal groups and communities, social movements, philanthropists, charitable organizations, religious communities, grassroots organizations and cooperatives - and some of which increasingly undertake entrepreneurial activities;
16. Civil society has a great potential to serve society in innovative ways by:
a) Leveraging the great organizational potential of the online space;
b) Playing the role of facilitator, convener and innovator for the business and public sectors;
c) Meeting a great demand for civil society organizations in upcoming markets and democracies;
17. To fulfill their complex role, civil society organizations need to define, measure and report on the impacts they have on economic, natural and social capital;
public service delivery, good governance, and taxation of corporates and individuals;
5. Acknowledge the work of the United Nations High Level Panel of Eminent Persons on the Post-2015 Development Agenda and the Global Compact to actively involve private sector and civil society organizations in the Post-2015 debate and the work of the Social Economic Council of the Netherlands in facilitating responsible business;
6. Commit to contributing actively to the new Global Development Agenda from 2015 onwards;
7. Express intention to contribute to shaping a Dutch national multi-stakeholder strategy to further the new goals of the United Nations Development Agenda once they have been adopted in September 2015;
8. Express their intention to set up and join national and global partnerships to further the new goals of the United Nations Development Agenda once they have been adopted in Sep. 2015;
9. Endorse the content of this charter;
2015
2 Link to additional information
Inputs Activities Outputs Outcomes Impact
Resources provided by the
companies committed to
reach a desired output.
Measurable amount of work
performed to convert inputs
into outputs.
Measurable results or
products in line with the
general goals and directly
related to the amount of
work dedicated by the
committed parties.
Society
Influence of the project or
partnership on society.
Partners
Long term benefits to
companies or organizations
involved in the partnership
or project.
Society
Effects on targeted societies
and/or society as a whole.
Partners
General desired
consequences for the
committed parties.
Scalability and Replicability
The possibilities for the project or partnership to be expanded to envelop a wider scale and/or to replicate the project or partnership for other regions of the
world or different value chains.
Introduction to case template
The following pages contain examples of how partnerships are contributing to the MDGs. This page gives an explanation on what to expect in each section.
Logos of relevant Millennium
Development Goals, targeted by the
project or partnership
Names of the
committed
parties
Unique Feature
The synergizing aspect of the project or partnership.
Reach:
The regions
focused on it
the proposed
project
Industry:
Value chains
the committed
parties are
involved in
3 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
BoP Innovation Center:
Brokering Public- Private Partnerships with the
Dutch private sector
Expertise on business models and BoP
marketing
ICRA:
Interactive learning networks and
agribusiness coaching
Higher education outreach and action research
IFDC:
Networks of local and national partners
Management of large-scale agribusiness
development projects
Expertise on soil, water, input and farm enterprises
Develop and scale up agribusiness clusters of
smallholder farmers in 9
African countries
Partner with large-scale agro-enterprises by
building PPPs
Serve BoP markets Facilitate innovation of
technologies and
interactive action-research
programs
Build capacity for agribusiness cluster
partners through train-the-
trainer modules, coaches,
a community of practice
and workshops
Improve institutional environment of value
chains and governance
400 new business ideas 500 agribusiness clusters
operational
75% of operational clusters financially
sustainable
4000 SMEs involved in farmer clusters
40% of people active in agribusiness clusters are
women
10 Dutch agro-enterprises linked to clusters
30 other enterprises linked to clusters
100 operational clusters linked to large-scale
enterprises
150 clusters serve BoP markets
Society
Increased income for farm households
Increased food security for rural population and
increased economic
empowerment of small
holder farmers linked to
local value chains
Increased employment in agribusiness sector
Increased access to nutritious foods for BoP
consumers
Partners
MNCs: improvement of competitive position in
local markets
2SCALE: Leveraging private sector
investments for program
effectiveness
Society
1.115.000 farmers with increased productivity and
30% increase in income
4.000 SMEs have 50% increase in sales
1.70 mmt extra food products
550.000 mt extra food products for the BoP
Partners
MNCs (e.g. Friesland Campina, Heineken): local
sourcing of quality inputs
secured and local market
share increased
2SCALE: accelerating market effect due to
involvement MNCs
Scalability and Replicability
Program is executed in 9 different countries in Sub-Saharan Africa based on the same implementation approach (over 1 million farmers to be reached in
these 9 different countries).
2SCALE: Towards Strategic Clusters in Agribusiness through Learning in Entrepreneurship Partnership IFDC BoPInc and ICRA
Unique Feature
Multi-year, multi-country, multi-party agricultural development program that develops
public-private partnerships with multinational companies
Reach:
Sub-
Saharan
Africa
Industry:
Agriculture &
Food
4 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
Base of Pyramid Innovation
Center (BoPInc):
Brokering public-private partnerships with the
Dutch private sector
Expertise on business models and BoP
marketing
IDE/ ICCO:
Organizing farmers into producer groups
Train farmers in business skills
Facilitate agro-processing and market
linkages
Engaging with end-buyers and local
companies
Form and mobilize Farm Business Groups,
Producer Groups and
Farm Business Advisors
Build capacity of Farm Business Groups,
Producer Groups and
Farm Business Advisors
Assess market to determine existing
profitable market
opportunities
Adopt and implement demand-driven business
strategies
Farm Business Advisors trained in business skills
Production, sales and business plans developed
and successfully
implemented
Partnerships established between relevant market
actors
Rural Business Centers established
A variety of Water, Sanitation and Hygiene
(WASH)-technologies
commercially available
Awareness and adoption of balanced food intake in
households
Reduction in number of cases of malnutrition
Society
Increase in sustainable food production
Better access to sufficiently nutritious food
More efficient markets and improved business
climate
Partners
Improved competitive position in local markets
PROOFS: Leveraging private sector
investments
Accelerating market effect by involving MNCs
Society
90% of household targeted see 20% increase in
productivity
50% target households intensified land use
Improved farmer production practices
20 % increased household buying power
Improved dietary intake Increased involvement of
Dutch agro-food companies
Partners
Local sourcing of quality inputs secured for local
and Dutch companies
Local market share increased for local farmers
Scalability and Replicability.
Engagement 80.000 BoP producers and consumers in market-led rural economic development. Implementation approach to be likely replicated beyond
Bangladesh.
PROOFS: Profitable Opportunities for Food Security Partnership IDE, BoPInc & ICCO
Unique Feature
Cross-sector partnership improving food and nutrition security, providing innovation
opportunities for private sector and development parties in and outside Bangladesh.
Reach:
80.000
Bangladeshi
households
Industry:
Agro &
Food, Water
& Sanitation
5 5 5 5 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
Logistical infrastructure of WFP
Programmatic expertise of WFP
Scientific and product development expertise of
DSM
Involvement of senior management of both
parties
Reputable partner brands
Joint government and donor lobbying
Joint strategizing
Research conducted and published on nutritional
programming and
products in the field
Development and piloting of new and improved
food products
Capacity building at WFP in nutrition programming
and distribution through
training tools
Engagement of DSM employees via employee
volunteer assignments
and fundraising
9 products co-created or reformulated for
increased nutritional
content
55+ DSM employee volunteer assignments
completed
30+ partnership projects in 15 countries
3+ million euros of external funding
confirmed
Society
Fewer malnourished individuals
Increased earning and learning potential for
individuals with improved
nutrition
Higher GDP for developing countries
Partners
WFP: access to right food products, improved
beneficiary assistance
DSM: increased sales, employee pride,
increased customer and
value chain know-how
Society
21 million WFP beneficiaries reached
with improved nutrition
annually in 2013
Higher % of vulnerable beneficiaries reached
Partners
WFP: increased partnership know-how,
volunteer capacity,
nutrition research
DSM: improved product innovation, employee
engagement, increased
reputation, access to
new markets
Scalability and Replicability
More than one billion people are undernourished worldwide, there is a great need to scale up cost-effective fortified food solutions to reduce this statistic.
The roll-out and distribution of improved foods by all sectors will have a major impact on human health and development.
Improving Nutrition, Improving Lives Partnership DSM and United Nations World Food Program Partnership (WFP)
Unique Feature
Cross-sector partnership, product co-development, volunteer assignments
Reach:
Global
Industry:
food,
nutrients, food
fortification
6 6 6
Inputs Activities Outputs Outcomes Impact
Reach of client network of EY and other advisory
& accountants firms
Participation in Member network of IUCN,
WBCSD, CSR
Netherlands and sector
organizations such as
FAO
Incorporation of Natural & Social capital
accounting expertise of
EY, TruCost, TruePrice
and other participating
organizations
EY: Support Dutch green deal on Transparency on Natural
& Social capital (led by
CSR NL, IUCN,
TruePrice and dept. of
economic affairs)
EY: Support delivery and pilot test of a Natural
Capital Accounting
protocol (coordinated by
the Natural Capital
Coalition
White paper: the business case for True
Pricing
White papers of integrated reporting and footprinting
Widely accepted and pilot-tested Natural
Capital Accounting
Protocol
Society
Increased investor trust in sustainable business
models accelerating the
business uptake of such
models
Society
Increased insight into the social / environmental
risk & performance of
businesses
Enhanced investor decision making
Scaleability and Replicability
Natural & Social Capital Accounting EY
Insert logo(s) for relevant MDGs (see next slide)
Creation of a robust framework for natural & social capital accounting standards
adapted by multiple stakeholders
Reach:
Industry:
6 6 6
Inputs Activities Outputs Outcomes Impact
Reach of client network of EY and other advisory
& accountants firms
(estimate of clients?)
Participation in Member network of IUCN,
WBCSD, CSR
Netherlands and sector
organizations such as
FAO
Incorporation of Natural & Social capital
accounting expertise of
EY, TruCost, TruePrice
and other participating
organizations
EY: Support Dutch green deal on Transparency on Natural
& Social capital (led by
CSR NL, IUCN,
TruePrice and dept. of
economic affairs) (What
kind of support?)
EY: Support delivery and pilot test of a Natural
Capital Accounting
protocol (coordinated by
the Natural Capital
Coalition) (Where was
the pilot tested?)
White paper: the business case for True
Pricing (Some numbers
on distribution, #
downloads, basis for
workshops)
White papers of integrated reporting and footprinting
Widely accepted and pilot-tested Natural
Capital Accounting
Protocol
Society
Transparent and inclusive methodology for
accounting.
Increased investor trust in sustainable business
models accelerating the
business uptake of such
models
Society
Increased insight into the social / environmental
risk & performance of
businesses
More sound investor decision-making,
including societal intests
and risks
Scaleability and Replicability
(Highly scalable and replicable because of the nature of accounting standards)
Insert EY logo
Unique Feature:
Creation of a robust framework for natural & social capital accounting standards
adapted by multiple stakeholders
Reach:
Broad network
of all EY
activities
Industry:
Accounting
6 6 6 Click this link for more information (green deal ) Click this link for more information (Natural Capital Accounting protocol)
Reach of EY client network and other
professional advisory &
accountancy firms
Participation in member networks of International
Union for the
Conservation of Nature
(IUCN), World Business
Council for Sustainable
Development (WBCSD),
CSR Netherlands and
sector organizations
such as UN Food and
Agriculture Organization
(FAO)
Incorporation of natural & social capital accounting
expertise of EY, TruCost,
TruePrice
EY: Support Dutch green deal on Transparency on Natural
& Social capital (led by
CSR NL, IUCN, True
Price and Dept. of
Economic Affairs) this includes sharing of
knowledge with
companies to adopt
integrated reporting,
perform supply chain
hotspot analyses and
monetize their impacts
(signed by 30 parties)
EY: Support delivery and pilot test of a Natural
Capital Accounting
Protocol (coordinated by
the Natural Capital
Coalition)
White papers: the business case
for True Pricing (including
engagement
process with over
100 businesses),
integrated reporting
footprinting Inclusive, widely
accepted and pilot-tested
Natural Capital
Accounting Protocol
(including engagement
process with over 100
businesses)
Society
Increased investor trust in sustainable business
models accelerating the
business uptake of such
models
More sound investor decision-making
Partners / Businesses
Enhanced integrated thinking and acting within
businesses
Adoption of impact-centric / integrated
strategies
Enhanced capture of business value from
sustainability initiatives
EY: enhanced revenue
Society
Increased insight into the social / environmental
risk & performance of
businesses
Partners
Businesses: Increased adoption and market
uptake of natural & social
capital accounting and
integrated reporting
practices
EY: increased skills, know-how and
integration within existing
services
Scalability and Replicability
Driven by societal trends and trends in integrated reporting, the disclosure of value creation including social and environmental aspects- has an increasing interest with a broad range of stakeholders including capital investors. Despite difference in maturity, the above holds for all sectors and thus can be widely
adopted.
Unique Feature:
Adoption of natural & social capital accounting principles by businesses and other
stakeholders
Reach:
Global
Industry:
Advisory &
Accounting
7 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
FMO: Analysis of Nigerian banking sector and the
barriers to the
implementation of
environmental and social
risk management systems
(ESMS)
Multi-stakeholder ESMS task force (IFC, DEG,
UNEPFI, AfDB, Access
Bank, FMO, the
Sustainable Finance
Advisory, Nigerian
Conservation Foundation
and others)
Capacity development funding provided by FMO
(and IFC) for training and
organization of the CEO
roundtable
Training for Nigerian clients & bankers associations on ESMS
Access Bank: organization of CEO roundtable on
sustainability for
participating banks & the
Governor of Central Bank
(CB) (Sept. 2011)
Governor of CB: Establishment of sub-
committee on sustainability
and economic
development, comprising
Nigerian banking CEOs &
headed by CEO of Access
Bank, that develops
Sustainable Banking
Principles and sector
guidelines on oil and gas,
power and agriculture
Joint statement (Central Bank, 24 Nigerian banks
and 5 Nigerian discount
houses) committing to
integrate sustainability in
business operations,
influence public policy and
develop an industry
standard
Implementation of the Sustainable Banking
Principles by the Nigerian
Central Bank
Establishment of a Sustainable Finance
Working Group by
bankers sub-committee,
to implement guidelines,
build capacity and engage
stakeholders, meeting bi-
monthly
Society
Long-term positive impact of E&S standards on
environment and society,
through banks end clients
Partners
FMO: Lower E&S risk in Nigerian banking clients
Access Bank: Lower E&S risk, more sustainable
business model
Society
New standards in place for sustainability in the
Nigerian banking sector
Partners
FMO: Improved implementation of ESMS
among client banks
Access Bank: level playing field in which to
implement good E&S
standards; through
collaborative efforts the
fear of competitive
disadvantage is removed
Scalability and Replicability
The model for the E&S sector-wide initiative has been applied in several other countries, touching on various E&S issues specific to those contexts. The
countries are Mongolia, Bangladesh, Kenya and Paraguay. The model is also now being applied to convene the banking sector in Mongolia and Vietnam
around corporate governance issues.
FMO and Access Bank Partnership Unique Feature:
Sustainable banking practices, cross-sector environmental and social partnership
Reach:
Nigeria
Industry:
Banking
8 Click this link for more information: http://net-works.com/
Inputs Activities Outputs Outcomes Impact
Strategic and local implementation by ZSL
ZSL Philippines: community organizing,
supporting community
finance and local logistics
Concept development by Interface
Strategy and initial funding for start-up of Net-Works
sites by Interface
Interface provides business acumen and
global platform for Net-
Works program promotion
Leveraging of different skills, experiences and
networks of other partners
Community members sell nets into Net-Works global supply chain,
ensuring that end-of-life
fishing nets, now an
additional source of
revenue for residents, will
no longer be discarded on
beaches or in ocean
waters
Improving coastal environments, including
villages, beaches and
waters as well as
conditions for marine life.
Offering the possibility to bank earned income and
to apply for loans
Manufacturing of carpets made from reclaimed
wasted fishing nets by
Interface
In the first 2 years, more than 35,000 kg of
discarded fishing nets
have been collected,
helping 4,500 villagers in
24 communities in
Danajon Bank and the
Bantayan Islands in the
Philippines
10 kilograms of rice can be bought from the cash
earned by selling 25
kilograms of waste nets
Part of the 100% recycled nylon in the
yarn used in Interface
carpet tiles such as Net-
Effect
Society
Increased prosperity for local communities (e.g.
to spend on food,
education etc.)
Marine & freshwater eco-system not damaged by
discarded fishing nets
Partners
ZSL: thriving vital marine and freshwater
ecosystems
Interface: inclusive circular business, first
step towards becoming a
restorative enterprise
Society
Supplemental income Community banking Collection and recycling
of end-of-life fishing nets
Sustainability assured by market mechanism
Partners
ZSL: simple, cost-effective business model
for conservation efforts
Interface: elimination of dependence on raw
materials, increased
supplies of recycled
content for carpet tiles
Scalability and Replicability
The first Net-Works pilot began in Danajon Bank, Philippines A new Net-Works collection site is currently set up in Cameroon. A Net-Works manual is
produced to help replicate the model since the livelihood of 54,8 million people rely on the oceans and 1 billion people depend on fish for a healthy
balanced diet.
Net-Works Partnership Interface and Zoological Society of
London (ZSL)
Insert logo(s) for relevant MDGs (see next slide)
Unique Feature
Cross-sector partnership, inclusive circular business model including restoration of
ecosystems
Reach:
Philippines,
Cameroon
Industry:
modular
flooring,
carpet tiles
9
Inputs Activities Outputs Outcomes Impact
Programmatic expertise of thematic partners
Joint government and donor lobbying
Funding by ASN Bank Thematic and company
expertise on human rights
Advocacy and awareness raising through among
others ASN Bank (online)
channels, website and
sustainable community
platform
Fighting child labor and raising awareness of fair
trade
On-the-ground assistance of local partners in the
realization of project on
fighting child labor and fair
trade
Access to quality education for all children
and more inclusive
education for vulnerable
children.
Training of trainers to help local population
understanding human
rights and advise how to
claim these rights
In one year:
Helped improve the lives of employees of 17
factories in Bangladesh by
paying them a living wage
Strengthened the capacity of 400 female domestic
workers aged 8 to 18
years through non-formal
education in combination
with comprehensive life
skill training
Trained 4.331 farmers in sustainable cocoa
production
Education completed by 13.600 children
Society
More educated children Less child and forced
labor
More fair wages and less excessive work hours
More certified and ethical cocoa
Less environmental impact from cocoa
production
Partners
Contributed to the mission of the ASN Bank
to create a sustainable
society in 2050
Society
Improved understanding of human rights
Improved cocoa quality and quantity and
reduction of production
costs thereby, improving
farmers income from
cocoa
Scalability and Replicability
Approximately 1.2 billion people live in extreme poverty. By working together with NGOs and investing in companies that pay a living wage we can
contribute to overcome poverty. By working together with NGOs we can help children to get an education and also fight child labor on the other hand. This
is also done by selecting companies in our investment that forbid child labor in their supply chains and own operations.
Cordaid, Oxfam Novib, Plan & Solidaridad ASN Bank Partnership Unique Feature
Cross-sector, multi-stakeholder partnership with a holistic approach
Reach:
Global
Industry:
Various, e.g.:
retailing &
agriculture
Partners
Helped realized communication and
marketing goals
10 10
Inputs Activities Outputs Outcomes Impact
Funding from Initiatief Duurzame Handel (IDH),
ASN Bank, Ferrero,
Petra foods, Continaf and
Oxfam Novib
Knowledge sharing and awareness creation from
ASN Bank
Logistical, procurement and market expertise
from Continaf
Farmer organisation expertise from Farmers
Development Union
Nigeria
Knowledge on social issues (gender, child
labour) from Oxfam
Strong Oxfam and Ferrero brand names
Organization of farmers in functional groups
Training of trainers in good agricultural,
environmental, social and
business practices
Provision of reliable farm inputs on credit basis
Dissemination of new cocoa varieties
Organization of Farmers Field Days
Procurement, quality control, storage and
shipment
UTZ certification and payment of UTZ
premiums
7000+ farmers trained in good agricultural practices
and certified UTZ (33%
women)
5 master trainers trained in rehabilitation and grafting
29 Pruning and Spraying Service Provider (SSP)
teams set up
450 farmers trained in Gender Action Learning
System (GALS) method
20 demo plots set up Over 200.000 seedlings of
improved high yielding
varieties distributed
54MT of cocoa-specific fertilizer introduced
4000 farms GPS mapped Based on sample farmers
an increase in yield of 40%
compared to control group
Society
Sustainable livelihood from cocoa for future
generations
Increased export value of Nigerian cocoa
Partners
FADU: boosted name and reputation as a
service provider for
farmers
Oxfam: positive experience with
companies useful for
future PPPs
Continaf/Petrafoods/Ferrero: directly sourcing
from small farmers,
increased awareness of
sustainable sourcing
Society
Improved quality and quantity of cocoa and
reduction of production
costs (thus improving
farmers income from
cocoa)
More awareness of cocoa as a lucrative
crop, attracting young
farmers
Partners
Companies: demonstrate commitment to
sustainable sourcing
Oxfam Novib: next to campaigning,
demonstrates it also
works on the ground in the cocoa sector
Scalability & Replicability
The Program has shown that farmers are enthusiastic about the hands on support that they receive and the new knowledge gained through Farmer Field
Schools. They also see evidence that yields are going up and that they have to spend less on spraying. They pass on the knowledge to other farmers and
the Program has a clear ripple effect.
Kokodola Partnership Oxfam Novib, Continaf, ASN, Ferrero, Petrafoods
Unique Feature
Cross-sector partnership, training, supply chain improvement
Reach:
Nigeria
Industry:
Agriculture,
sustainable
supply chain
11 11 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
Lighting expertise from producers
Lighting test center in China
Financing mechanisms and grant funding from
Global Environmental
Facility for nation
transition plans
UNEP liaison with developing countries
Global Efficient Lighting Partnership Programme:
helping countries to
achieve a transition to
efficient lighting, providing
technical support to
develop national efficient
lighting strategies
Multi-stakeholder working groups on best practices
on quality standards,
policy frameworks,
finance, collection &
recycling
Country Lighting Assessments (both off-
grid and on-grid) for all
countries in the world
where data is available
Enlighten Toolkit to help countries with national
transition planning
Country buy-in and partnership commitments
for transition towards
energy efficient lighting
Society
Improved energy supply security, cost savings &
GHG emissions
reductions
partner countries will save over $7.5 billion
and 35 million tons of
CO2 annually
Partners
UNEP is recognized for global best practice in
PPP
Countries have access to expertise provided in a
neutral setting
Philips: increased sales, accelerated transition
from conventional to LED
lighting
Society
66 countries are developing a roadmap
towards energy efficient
lighting
Partners
Experience in multi-stakeholder partnerships,
market development for
innovative solutions both
on- and off-grid
Philips: increased reputation, access to new
markets
Scalability and Replicability
The initiative is open to all countries and the number of participating countries is still increasing. All participating countries profit from the best practices,
lighting assessments and Enlighten Toolkit.
Enlighten Partnership Philips and United Nations Environment Programme (UNEP)
Insert
Unique Feature
Multi-stakeholder partnership, replicable best practices, in-kind technical and quality
expertise, country-led roadmap development
Reach:
Emerging
markets (66
countries)
Industry:
lighting
12 12 12 12 12 12 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
Expertise of diverse public & private partners;
Expertise on: informing customers about
sustainable options for
their projects;
categorization of raw
materials within buildings
and objects; sustainable
re-use of these raw
materials; planning,
advising and supervision
of sustainable demolition,
renovation and
construction projects;
calculating the costs and
environmental impact of
various project options
Involvement of reputable ambassadors (Mayor
Cirkelstad Jacqueline
Cramer)
Undertaking sustainable demolition, renovation
and construction projects
in which the material loop
is closed: as much
building material as
possible is re-used
Employing people with a distance to the job
market (for instance
disabled people, lower-
educated people, people
reintegrating into society
and so on) both in the
projects or in partners organizations
10 people with a distance to the job market
employed
4 circular projects started in Rotterdam
5 new city initiatives inspired
More sustainable demolition: demolition of
Campus Hoogvliet in
Rotterdam leads to 67%
less CO2 emissions
compared to the
traditional demolition
method
20-30% less failure costs compared to traditional
tendering procedures
due to improved chain
cooperation
Society
Less environmental impact construction
projects
Less unemployment costs
Increased awareness of the circular economy
principles
Partners
Increased reputation Increased sales &
revenues
Increased customer & project know-how
Society
Less CO2, raw materials usage and waste
Increased labor participation
Reduction in housing and building costs
Less nuisance caused by building and waste traffic
Partners
Increased knowledge and experience on the
categorization of raw
materials and circular
economy business cases
Better local network Increased business
opportunities within the
partnership
Cost reduction
Scalability and Replicability
Construction and demolition (C&D) waste makes up 26% of the total amount of waste and only 20-30% of C&D waste is traditionally recycled or reused.
The October 2014 Green Deal envisions the principles of Cirkelstad will become the new standard within a few years in Holland. Hence, there is great potential in replicating these examples in other cities. Initiatives have already started in Amsterdam, Amersfoort, Utrecht, Leiden and Den Haag.
Rotterdam Cirkelstad Search - Cross-sector Partnership
Unique Feature
Creating circular cities, cross-sector partnerships & chain cooperation based on
circular economy principles, focus on materials (no waste) and people (jobs)
Reach:
Rotterdam
Industry:
Demolition,
renovation &
construction
13 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
Knowledge of hundreds of participants in
partnerships
Fundamental scientific and applied (action-)
research projects
Experience and expertise on partnerships in an
international knowledge
network (of more than 20
collaborating business
schools)
Financial and in-kind support of co-producers
of knowledge
Scientific literature Network of more than
100 involved scholars
around the world
Academic databases (ERIM research network)
Research; Fundamental, applied and action
research
Build-up of knowledge platforms (global network
of business schools)
Creation of a wicked Problems Plaza (partner New World Campus)
Learning : PPP labs for partnerships in water and
food (partners: SNV,
Aqua4all, CDI, Ministry of
Foreign Affairs, RVO)
Monitoring and evaluation as learning tools
Innovative experiments with novel partners
Executive training and facilitate building and
managing partnerships;
Brokering and formation
Knowledge building (gain insight into the working of partnerships)
Access to knowledge (make knowledge useful and applicable for
partnership practitioners) Capacity building
(strengthen the knowledge and skills of
stakeholders) Inclusive business
models through
partnerships at level of
NGOs, firms and in value
chains
Strategic alignment of partners (core activities)
Focus areas: water, food, health, human rights
Society
Solving wicked pro-blems surrounding sustainable development
through effective
partnerships
More sustainably gover-ned world through effec-
tive partnerships of key
global players.
Partners
Novel ways of measuring impact and learning from
partnerships
Making sure that the partnership does not crowd out other initiatives
Critical reflection creates input for greater impact in
the longer run
Society
enhanced effectiveness of cross-sector
partnerships for a
sustainable and inclusive
world
Linking inclusive business models to
inclusive growth
Partners
Effective partnership portfolio management
Rephrasing theories of change
Rephrasing value pro-position of organizations
Creating (measurable) shared value
Implement principles of Sustainable Diplomacy
Scalability and Replicability
The Partnerships Resource Centre creates, prime aim is to make experience of cross sector partnerships scalable and replicable. We do this by creating,
collecting and sharing knowledge on relevant practice partnerships for sustainable and inclusive development. The research will be published in academic journals, but also shared in practical settings with practitioners as well as further developed through action research and executive training.
Partnerships Resource Centre (PrC) Rotterdam School of Management (RSM) & multiple partners Unique Feature
Enhancing effectiveness and impact of cross-sector partnerships through research,
learning and experimentation
Reach:
global
Industry:
various
14 14 Click this link for more information
Inputs Activities Outputs Outcomes Impact
SCOPEinsights knowledge and
experience with assessing
producer organizations
(POs)
The SCOPE Pro assessment methodology,
aimed at profiling the
professionalism of POs to
enable access to finance
and markets
IFCs knowledge on agricultural value chains &
training programs for POs
IFCs client contacts to pilot the tool
Involvement of senior (operations) management
of both parties
Development and launch of the SCOPE Basic tool,
providing input for training
providers and capacity
builders
Testing the SCOPE Basic tool on 70 cocoa co-ops in
Ivory Coast in 2014
Provide training for the co-ops, based on the
assessment results
Development of IT system for distributing the reports,
benchmarking & creating
market linkages
Organizing multi-stakeholder meetings to
increase demand for the
assessments
A new assessment tool, the SCOPE Basic
An up-and-running IT system
13 local experts in Ivory Coast trained to conduct
the assessments
70 cocoa co-ops in Ivory Coast assessed on their
level of professionalism,
through which 50.000
farmers can potentially be
reached
Development of a new pilot project in Rwanda,
and potentially in
Indonesia as well
Society
More inclusive and effective agricultural
markets through
enhanced information
Improved agricultural portfolio for banks,
enabling better informed
decision making
Partners
Enabling better targeted and more effective
training programs to POs
Enabling access to finance and markets in an
efficient way
Closing the agricultural finance gap
Society
POs operating on a more professional level, as
measured through
SCOPE Basic scores
Improved access to finance, markets and
services for POs
Partners
IFC: partnership, having a tool for training more
professional POs
SCOPEinsight: partnership with first-
mover leading
organization, knowledge
building, growing demand
for product
Scalability and Replicability
The tool is built for scale and can be applied to different agricultural sectors (agriculture, dairy/livestock, forestry or aquaculture) and different regions. IFC
and SCOPEinsight will soon start new pilot programs in Rwanda and Indonesia, and continue to identify more pilot opportunities.
SCOPE Basic Partnership SCOPEinsight and International Finance Corporation (IFC) Unique Feature
Product co-development, global partnership
Reach:
Ivory
Coast,
Rwanda
Industry:
Agribusiness,
access to
finance
15 15 Click this link for more information
Inputs Activities Outputs Outcomes Impact
True Price Scan methodology and
research technique
Knowledge of monetization of social
and environmental costs.
Insight on cocoa supply chain and chocolate
production in Ghana.
Contacts with cocoa farmers from Ghana and
Ivory Coast
Data gathering; field research and expert
interviews
Calculation of social and environmental costs
throughout supply chain
of cocoa beans
Identification of material issues to be improved
(e.g. underpayment, land
use, health care,
productivity, cacao
prices)
Identification that ca. 70% of environmental
and social costs are at
farm level and Tonys Chocolonely scored
better than sector
benchmark chocolate
Slide-deck with True Price of cocoa in Ghana and
Ivory Coast
Advice on plan to bring down social and
environmental costs to a
minimum over the next 5
years
Fine-tuning of existing roadmap based on True
Price calculations towards
zero social and
environmental impact of
cocoa
Social and environmental impact of cocoa reported
in Tonys Chocolonely JaarFairslag 2013
Society
In the long-term the project contributed to
improved the living
conditions of cocoa
farmers in Ghana
Partners
True Price: Increased knowledge base and
increased awareness of
true pricing
Tonys Chocolonely: demonstration that
current business model
contributes to
sustainable development
Society
Tonys developed an ambition to go to zero
social costs and
environmental costs from
cocoa production in 2019
Partners
True Price: tool and business model for
monetization of social and
environmental impacts in
the food industry
Tonys Chocolonely: better knowledge of its
supply chain and
improved business
activities and strategy
Scalability and Replicability
True Price scan methodology is build for scale and can be applied to different sectors of products and services in different geographical regions. The scope
of the projects offers room for further and broader projects
True Price and Tonys Chocolonely Partnership
Insert logo(s) for relevant MDGs (see next slide)
Unique Feature
True Price Scan of environmental and social costs of producing cocoa in Ghana
Reach:
Global
Industry:
Food
16 16 Click this link for more information.
Inputs Activities Outputs Outcomes Impact
WVs relationships and community
understanding
Womens self-help groups design input
WV micro-loans enabled the communities to buy
the product
Local government support (Local Council
Panchayat)
Scientific expertise of Eureka Forbes
EF Working with womens self-help groups to design a
filtration unit
EF Developing community water filter
units with and providing
technical expertise
EF Providing training classes for operator and
water user committees
WV Providing micro-loans to womens self-help groups
WV Forming water user groups
WV Creating awareness on water, sanitation, and
hygiene practices
Women groups buying filtration units and selling
water to the community
EF: Supplied water purification units at low
cost
WV: 60 community water plants were installed
WV: Facilitated a stronger relationship
between the NGO and
the local government
WV: Womens self-help groups now own the
filtration systems and
generate revenue by
charging the community
for the potable water
Society
There has been a marked improvement in
the health and income
levels for people in the
community
Partners
Panchayat: additional benefits under central
Government schemes
because of water units
EF: Entered a new market for affordable
water purification units
WV: Facilitated a stronger relationship
between the NGO and
the local government
Society
23,151 households from 39 communities have
access to affordable and
safe water
Partners
Panchayat: savings on medical bills, greater
public awareness on
sanitation
EF: Product innovation employee engagement,
increased reputation,
access to new markets
WV: Increased capacity of staff to address rural
water problems
Scalability and Replicability
The project has already been scaled to 60 communities in India. Further collaboration on disaster preparedness and response has provided 10,860
purification units for flood affected communities; therefore, the partnership has provided a platform for expansion of water systems, addressing the various
water and sanitation needs of most vulnerable population.
Indian Rural Water Initiative World Vision (WV), Eureka Forbes (EF), Panchayat
Unique feature
Affordable water purification system for the rural poor in India
Reach:
rural
communities
in India
Industry:
Durable
goods /water
purification