PRIVATE SECToR oUTREACH - · PDF filePrIVAte seCtor oUtreACh RESULTS oF CoNSULTATIoNS WITH GLoBAL BUSINESS. the IMPortAnCe of PUblIC-PrIVAte PArtnershIPs ... • Milkpak • Nestl

PRIVATE SECToR oUTREACH A summary of Unilever’s programme of private sector outreach on the Post-2015 Development Agenda

2Private Sector Outreach Results of Consultations with Global Business

MethodologyWe contacted companies who we knew to be active on specific issues of relevance to the High Level Panel (HLP). We asked these companies to provide input on 10 topics: Education, Energy, Finance, Food Security, Forests, Health, Infrastructure, Nutrition, Small and Medium Size Enterprises (SMEs) and Water.

We also organised roundtable meetings in 12 countries: Brazil, Colombia, France, India, Indonesia, Liberia, Mexico, Russia, Spain, South Africa, the Netherlands and the UK. These roundtables were often co-chaired by HLP members sitting alongside the local Unilever CEo. In all instances they included representatives from government and civil society as well as business.

In China we solicited written opinions via a think tank. In Indonesia the event was hosted and facilitated by the local chapter of the UN Global Compact.

In addition to Unilever’s direct contact with individual companies (done at a CEo to CEo level), we also worked closely with a range of international business organisations (see Appendix 1), all of whom consulted with their members around the world. These organisations submitted a joint letter to the Panel – A Business Call to Action for the Post-2015 Development Agenda – which outlines recommendations as to the role of business in the Post–2015 Development Agenda. This letter is attached in Appendix 3.

AreAs of generAl AgreeMentAwareness of the Millenium Development Goals (MDGs) varied considerably by country and by industry sector. But amongst those CEos who were aware, there was a high level of engagement and interest in the Post–2015 Agenda. There was also a great deal of consensus:

• Companies felt that the MDGs (although too slow to gain traction) were helpful in focussing resources on big social issues like poverty, health, hunger, nutrition and education. The MDGs were admired for their brevity, their clarity of purpose and the fact that they were, in most instances, measurable. Several companies have even decided to report progress against the MDGs.

• Companies were quick to point out that the time period for delivery was not yet over and that the world should keep implementing the existing goals until 31st December 2015. The consultation on water – led by Nestlé – suggested setting a new, more ambitious goal, to continue the momentum to 2015 – even though the MDG on access to water has already been met.

This paper summarises the outcome of Unilever’s programme of private sector outreach on the Post-2015 Development Agenda.

We consulted with over 300 companies and worked closely with the UN Global Compact and all the major international business associations. The combined revenues of these businesses exceed 8 trillion dollars and represent over 10% of Global GDP.

RESULTS oF CoNSULTATIoNS WITH GLoBAL BUSINESS

PrIVAte seCtor oUtreACh

2Private sector outreach Results of Consultations with Global Business


WhAt CAn the PrIVAte seCtor ContrIbUte?There are a growing number of companies who are integrating sustainable development into their corporate strategies. They are doing so because they recognize that the commercial opportunities are great and the business case is compelling. Some even go further and suggest that unless they address the issue of sustainability now they will not be able to grow in the future.

The business case is built on four pillars:

1. Innovation and Growth: Addressing the needs of poor consumers at the bottom of the pyramid, helping people to adapt to climate change and tackling water scarcity opens up huge new opportunities for innovation, market development and growth.

2. Resource Scarcity: Most of the inputs which business needs – land, water, energy and minerals – are becoming increasingly scarce and ever more expensive. To remain cost competitive, forward-looking companies understand that in the coming decade they will need to do more with less.

3. Cost Saving: Managing operations sustainably by minimising the use of energy, water and packaging and eliminating waste saves companies large sums of money.

4. Employee Engagement and Retention: The best graduates are becoming more selective. They want to work for companies who are not just economically successful but whose values they share and who they feel are “doing the right thing”.

By looking at their activities through the lens of sustainable development there is much that business can contribute.

• They can create jobs and build livelihoods.

• Use their geographic reach to help billions of people adapt to climate change.

• There was strong support for the vision of “eradicating poverty”. Not surprisingly many companies felt that the best way of achieving this was through economic development and job creation.

• There was a unanimous view that we should have only one set of targets. No company wanted to separate poverty goals from environmental ones. All wanted the goals to cover the three dimensions of sustainability – the social, the economic and the environmental.

• All companies felt that business could play an important role not just in designing the new goals but also in helping to deliver them. In this respect companies were keen to have precise targets, regular milestones and clear accountability.

• Many companies spoke of the importance of public-private partnerships as a key delivery mechanism.

• Eliminate harmful practices in their extended supply chains by:

− promoting sustainable agricultural practices;

− purchasing only “deforestation free” commodity crops; and

− tackling issues of human rights and labour rights.

• Develop good data collection and reporting methods to facilitate decision-making and accountability.

• However, companies recognise that, if they are to be trusted partners of governments and NGos, they need to strengthen their own governance mechanisms and work towards the adoption of “integrated reporting” where they would provide data not just on their financial performance but also their social and environmental impacts.

WhAt goVernMent needs to delIVer?If the private sector is to succeed, governments need to set an enabling environment which is favourable to business and enterprise. The key elements of this are:

• The establishment of peace, security, the rule of law, efficient and accountable systems of public administration, as well as property, land, and gender rights.

• Set stable macro-economic policies with low inflation, low interest levels and predictable tax rates.

• Build good infrastructure (both physical and digital).

• I nvest in education, training and human capital of all kinds.

• Ensure that markets are open to all and not distorted by trade barriers and subsidies.

• Make their own procurement policies a model of best practice in terms of the standards they demand on both environmental and social issues.

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the IMPortAnCe of PUblIC-PrIVAte PArtnershIPsMany companies highlighted the importance of public-private partnerships as a delivery mechanism for the Post-2015 Goals. CEos felt these were important because:

• It was a way of achieving scale.

• It opened up the possibility of developing innovative finance mechanisms where public institutions were able to leverage private capital.

• It brought together different skill sets – the policy making and diplomatic expertise of the public sector with the delivery capabilities and supply chain knowledge of private companies.

However it was widely accepted that whilst partnerships were easy to talk about they were hard to make work. Success depends upon:

• Leadership (particularly from the CEos and political leaders involved).

• A clear sense of purpose and agreed goals.

• overcoming the suspicions and prejudice which still exist between business people and civil servants and the cultural barriers between different nationalities.

• A willingness to pool resources.

• Infinite patience.

InterPretIng the fIndIngs of thIs oUtreACh exerCIseIn interpreting the general responses above and the more detailed findings in the tables below it is important to acknowledge a number of points:

exAMPles of PUblIC-PrIVAte PArtnershIPs At sCAle

The GAVI Alliance is a public-private partnership focused on increasing access to immunisation in developing countries. GAVI is on track to immunise 250 million children against killer diseases – such as hepatitis B, measles and polio – in 73 of the world’s poorest countries by 2015.

SUN – Scaling Up Nutrition – has mobilised a coalition of 35 countries to work with multi-national food companies and hundreds of other partners to create a real movement for addressing malnutrition, especially in children. over 100 global stakeholders are providing support to countries with the opportunity to reach 59 million stunted children.

Within the Tropical Forest Alliance Partnership – the Consumer Goods Forum (CGF) is partnering with the US, Dutch and Norwegian governments to eliminate deforestation from our supply chains by 2020. The CGF represents 400 companies with combined revenues of 3.1 trillion dollars (5% of global GDP).

The 2030 Water Resources Group (WRG) is a partnership that seeks to support countries in their implementation of good water stewardship practices. The 2030 WRG has supported 5 country partnerships across Asia, Latin America, Africa, and the Middle East. It continues to build its pipeline of countries with which to engage.

M-Pesa has made mobile phone based banking commonplace in Kenya, and is being rolled out to other countries such as Tanzania, Afghanistan, South Africa and India. In sub Saharan Africa, where 80% of adults are without bank accounts, it is having a significant social impact by making basic banking and money transfer services available to low income consumers.

• The sample of companies who participated in the Unilever consultation was not wholly representative. We targeted companies and CEos who are “thought leaders” on specific topics. Even when this was not the case it was generally only those CEos who were sufficiently interested in the subject that took the time to write back. It is therefore likely that what we are reporting here is feedback from “responsible” and “progressive” business and not all business. That said, the sample was large – c.300 companies, representing many trillions of dollars of revenues.

• Although the consultation covered companies as small as a Liberian fashion designer there has been a strong bias towards big multi-nationals. We attempted to counterbalance this by getting inputs on SMEs from the International organisation of Employers (IoE) and the International Finance Corporation (IFC) but this report probably reflects the views of big business rather than small.

• In drawing out lessons and conclusions from the many responses which we did receive, we have had to employ a lot of judgement. We did not issue a structured questionnaire. We asked different questions on different themes and allowed the countries where we held roundtables to focus on the issues which were of most relevance to them.

APPendICesSet out in the two Appendices below are the detailed findings which we collected from our consultations on the 10 specific themes and from the business outreach activities held in 13 countries.

Note: Not all of the opinions expressed reflect the views of Unilever. We have reported what companies said and not imposed our own views.


RESULTS oF CoNSULTATIoNS WITH GLoBAL BUSINESSPrIVAte seCtor oUtreACh

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APPENDIX 1

THE oUTCoME oF THE THEMATIC CoNSULTATIoNS


Theme COmPANIeS OuTCOme ANd ReCOmmeNdATIONSCoMPAnIestheMe

WATer

APPENDIX 1

Peter brabeckChairman, Nestlé

• Cisco• Embraer• GDFSuez• Innovation Wings• Investor AB• Milkpak• Nestlé• Netafim• Zurich Insurance Group

WBCSD’s Water Leadership Group – 26 member companies representing 11 sectors, including:• Kimberly-Clark• PepsiCo• Shell• SAB Miller

other• AquaFed• International Chamber of Commerce (ICC)• Inter-American Development Bank• International Federation of Red Cross• Progressio• Unie van Waterschappen• Water for People• World Economic Forum (WEF)

general recommendationWater should be a “standalone” goal and not a subset of a “catch all” environmental goal.

specific Proposals on future targets• Provide universal access to safe drinking water by 2025.• Bring fresh water withdrawals in line with supply by 2030.• Provide adequate treatment of all municipal and industrial wastewater prior to discharge by 2030. • End open defecation.

The 2030 Water Resources Group should act as a body to increase collaboration across industry boundaries.

The availability of finance is the key issue. WEF and oECD estimate that capital expenditure of $20 trillion will be needed in the period to 2030 if safe water and sanitation is to be provided.



COMPANIES OutCOME ANd RECOMMENdAtIONS


APPENDIX 1

theMe

• Cargill• Dupont• Grupo Bimbo• Monsanto• Nestlé• PepsiCo • Syngenta• Yara

other• CGIAR• CropLife International• David Nabarro – Special Representative

of the UN Secretary General for Food Security and Nutrition

• International Food Policy Research Institute

• organisation for Economic Co-operation and Development (oECD)

• oxfam

general recommendations• Increase government investment in agriculture.• Empower smallholder farmers (especially women).• Embed sustainable agricultural practices everywhere.• Set measurable, actionable and time-bound targets. • Focus on the nutritional quality of food as well as the quantity available.

specific Proposals on future targets• Address the underlying causes, as well as immediate challenges, of hunger and propose

integrated solutions across the food-water-energy nexus. • Promote the sustainability of food systems. Build long-term resilience into food chains.

Implement responsible governance of land, fisheries and forests and identify areas vulnerable to climatic shocks.

• Support agricultural productivity and inclusive rural development. Empower small-scale producers and processors – especially women. Provide the training and technology to increase yields and improve access to finance. Establish effective land rights for small-scale producers (again especially women).

• Improve access to markets. Tackle waste and loss in the food chain through improved transportation and storage. Address trade barriers and tariffs that distort agricultural markets.

• Local relevance. Targets should recognize that the challenges of food security vary greatly between different regions and countries. There is no ‘one-size-fits-all’ solution. Targets should have sufficient flexibility to reflect this.

These proposals are very similar to those presented by business to the G20 Meeting in Los Cabos in 2012.

FooD

Indra nooyi Chairman and CEo, PEPSICo

daniel servitje CEo, GRUPo BIMBo


COMPANIES OutCOME ANd RECOMMENdAtIONS


APPENDIX 1

theMe

• Brittannia Foods• DSM

other• SUN (Scaling up Nutrition) Partnership

five Principal recommendations1. The Post-2015 framework needs to shift from a focus on “hunger” to a focus on “nutrition

security”. There is an economic case for this since an estimated 3% of GDP is wasted because of malnutrition. Healthy economies need healthy citizens to provide an active, vigorous labour force and to keep health costs under control. The Copenhagen Consensus claims that $1 invested in fighting malnutrition will yield a return of $30.

2. Need a strong focus on “early days” nutrition – the 1000 days between a child’s conception and its second birthday. With improved nutrition, children do better in school and go on to achieve more as adults.

3. Food and nutrition insecurity is largely an economic issue. Studies done by Save the Children and the World Food Programme confirm the correlation between income and nutrition.

4. Strong endorsement of public-private partnerships like SUN (the UN’s Scaling Up Nutrition programme). Within SUN, food companies such as PepsiCo, Unilever, DSM and Kraft are working with NGos like WFP, UNICEF, World Vision and Save the Children to address malnutrition. They are supported by 35 governments from both donor as well as recipient countries.

5. Need a strong monitoring, evaluation and surveillance system. Tools such as the UN Hunger Map could act as a compass for action. The main indicator should be stunting. Sub-indicators could be undernourishment, the Hidden Hunger Index, anaemia rates and a balanced diet index.

The role of government is to create an enabling and regulatory environment where nutritious food becomes the norm rather than the exception. The task for business is to provide products that are tasty, nutritious and affordable to all.

NUTriTioN

feike sijbesma CEo, DSM


Continued on page 10

Theme COmPANIeS OuTCOme ANd ReCOmmeNdATIONS


APPENDIX 1

HeAlTH general recommendations• Evolve to an integrated health goal that builds on the progress made by MDGs 4, 5 and 6.• Any new set of goals must be expanded to address (i) the shift in disease burden towards non-

communicable diseases, such as diabetes and obesity; (ii) diseases that primarily affect poor people, such as neglected tropical diseases; and (iii) systemic triggers that bring about either health or disease.

• Include the private sector in the creation of new goals. • Establish more multi-sector partnerships (incorporating local business and SMEs not just

Multi Nationals).• Ensure goals are clear and have a common measurement framework. 15 year goals should be

broken down into short-term milestones.Convene a small group of CEos to develop a “joined up” private sector response – including those outside the health sector – to bring broader, cross-sector expertise to bear on health issues.

specific recommendations• Fill funding gaps – more can be done to find different ways of raising money using international

capital markets and new financial products. For example the International Financial Facility for Immunisation (IFFIm) which raises funds backed by 20-year donor commitments.

• Create incentives for innovation – such as the Priority Review Voucher System developed by the Food and Drug Administration (FDA) to encourage investment in the treatment of neglected diseases.

• Focus on both ongoing and emerging issues – need to finish what has been started in regard to TB, malaria, etc, but also address new issues such as heart disease, obesity, etc.

sir Andrew Witty CEo, GSK

• CSK• Pfizer

other• IFPMA



APPENDIX 1 THE oUTCoME oF THE THEMATIC CoNSULTATIoNS

HeAlTH What role can the private sector play?• The private sector can help deliver health goals through their supply chains, distribution

networks and occupational health programmes (eg Anglo American provide HIV testing to employees and their families).

• Integrate development goals into the core business agenda – eg GSK’s decision to cap the price of drugs in developing countries improves access to medicine while providing volume-based sales incentives for the company.

• The private sector should be seen as a key partner in strengthening data collection, helping to contribute to better reporting mechanisms which in turn will lead to better health outcomes and improved transparency in this area.

What can governments do?• Create incentives for innovation – to encourage more R&D investment.• Develop innovative strategies on intellectual property rights and pricing.• Help the private sector do business in developing countries by committing to anti-bribery

standards, easing commercial entry barriers and address the taxes and duties still imposed on medicines.

Continued from page 9



general recommendations• Infrastructure, particularly transport infrastructure, is an indispensable prerequisite for both

economic growth and access to education, health and political participation – thereby feeding into multiple MDGs.

• Infrastructure should be viewed across the full spectrum of physical, digital and human assets. • Need to support both ‘hard’ (power generation facilities etc) and ‘soft’ (skilled workers, human

capital) infrastructure. • Progress needs to be measured in terms of local capacity and skills building not just ‘hard’

output. Shortages of skilled labour – particularly in developing countries – are a real barrier to progress.

• Urbanization will be key to the future development agenda. By 2050 70% of all people will live in cities – consuming 2/3 of global energy and 60% of water. Infrastructure will be central to determining the quality of life in cities.

specific recommendations on targetsTarget 1: Access to electricity. Indicator: Percentage of population with access to electricity.Target 2: Access to information/communication. Indicator: Percentage of population having access to a means of telecommunication and/or the internet.Target 3: Access to regional transportation. Indicator: Share of rural population with the ability to commute to regional economic hubs for work and/or commerce.Target 4: Access to healthcare. Indicator: Percentage of population that can reach affordable and essential diagnostic and treatment options within an acceptable time period.Target 5: Access to housing. Indicator: Percentage of population living in homes providing adequate shelter from weather.


APPENDIX 1

iNFrAsTrUCTUre • Bolloré Logistics• IBM• Siemens

other• European International Contractors

ginni rometty Chairman and CEo, IBM

Peter loscher CEo, SIEMENS




APPENDIX 1

ForesTs WBCSD’s Forest Solutions Group – 25 companies, 2 observers, including:• Ahlstrom• AkzoNobel• Empresas• International Paper• Kimberly-Clark • Metsa Group• Mondi Group• Procter & Gamble• SCG Paper• StoraEnso • Weyerhaeuser

Peter bakker President, World Business Council for Sustainable Development

general recommendations• Deforestation should be one of the environmental targets – it accounts for 17% of global

Greenhouse Gas emissions.• Initiatives like the Tropical Forest Alliance – a public-private partnership between the

US government and the Consumer Goods Forum – are one way of tackling the drivers of deforestation.

specific recommendations on targets• The targets should be consistent with the existing Aichi targets agreed at CoP 10 in Nagoya.• The two relevant ones are:

− By 2020, the rate of loss of all natural habitats, including forests, is at least halved and, where feasible, brought close to zero, and degradation and fragmentation is significantly reduced.

− By 2020, areas under agriculture and forestry are sustainably managed, ensuring conservation of biodiversity.




APPENDIX 1

general• Job creation is critical for poverty eradication and SMEs are critical for job creation – they account

for 90% of new jobs.• SMEs will only be able to create jobs if governments create a favourable enabling environment.• Different approaches to job creation will be required in different countries. In industrialised

economies it is the service and “high added value” sectors which offer the greatest opportunity for job creation. In middle income countries manufacturing will remain important, whilst in developing countries it is likely to be agriculture and the extractive industries which will provide the most jobs.

• It will be particularly important to create jobs for the young and for women.

the key elements of a favourable enabling environment for job creation include:• Stable macro-economic environment with low interest rates and sound fiscal policies.• A good regulatory regime.• Protection of property rights/rule of law.• A stable banking sector willing and able to lend.• Tax incentives to attract investment.• Good infrastructure – both physical and digital.• Support for technology and innovation.• An education system which prepares young people for work.

other• Business Europe• IFC• International organisation of Employers

(which represents 151 National Business organisations in 143 countries)

smAll AND meDiUm size eNTerPrises

brent Wilton Secretary-General,IoE

Jin-yong Cai CEo, IFC



theMe CoMPAnIes oUtCoMe And reCoMMendAtIons


APPENDIX 1

• Bank of America• Bank of New York Mellon• Banking Environment Initiative• Barclays• Deutsche Bank• PWC• Rabobank• Santander• Standard Chartered

other• HRH Queen Máxima of the Netherlands• IFC• Sustainable Development Solutions

Network

general recommendations• Financial Services are fundamental to economic growth and development. Banking and

Insurance services help citizens save money and guard against uncertainty while enabling businesses to start up, expand and compete in local and international markets.

• Private sector financial institutions have an important role to play in mobilising and allocating capital for the Post-2015 Development Agenda.

• Metrics should be carefully designed: Any goal should measure the “output” of finance rather than just the “dollar” input. In particular it needs to ensure a broad focus on creating an enabling environment to unlock private and public capital for development activity, from both domestic and international capital providers.

• Success in encouraging private capital should be a key overall measure.• Governments should mandate public institutions to leverage private capital and “success in

leveraging private capital” should be one of the key performance indicators for them.• Financial inclusion and widening access to financial services is an important driver of

development as are more vibrant domestic capital markets and mechanisms to increase investment in infrastructure.

• The Post-2015 Agenda cannot be delivered by the development finance community or private financial institutions working alone. It will require close collaboration between the public, private and non-profit centres.

FiNANCe

Peter sands CEo, Standard Chartered

Antony Jenkins CEo, Barclays

Piet Moerland Chairman, Rabobank


The OuTcOme Of The ThemaTic cOnsulTaTiOns

aPPenDiX 1


specific thoughtsPotential metrics to track progress could include: • % of public funds used to effectively leverage private capital.• % of trade facilitated by financial sector.• Number of people with a transactional bank account / with effective insurance.• Number of small businesses or farmers financed directly or indirectly. • Deposit and credit portfolio size per segment (including agriculture).• Number of mobile banking subscriptions.

FiNANCe




theMe CoMPAnIes oUtCoMe And reCoMMendAtIons


APPENDIX 1

general observations• Energy is a critical enabler of economic and social development and was absent from the MDGs. • Numerous studies have demonstrated the health, environment, social and economic benefits

of modern energy, particularly as compared to traditional fuels such as wood fuel and animal waste.

• Universal access to modern energy by 2030 is considered “doable” and various studies put the cost around $1000 billion or just under $50 billion per annum, a 5% increase on current energy investment (Institute of Economic Affairs (IEA) 2011).

• “Universal access to modern energy by 2030” should be a core goal in the Post-2015 Development Framework.

The challenge of reaching universal energy access however is huge: 2.6 billion people do not have clean cooking facilities and 1.4 billion people are without electricity.

there are two significant public-private partnerships working on access to energy:• The UN Sustainable Energy for All (SE4A) initiative established three goals for energy by 2030: − Universal access to “modern” energy services. − Double the share of renewable energy. − Double the global rate of improvement of energy efficiency. • In 2010 the Shell Foundation partnered with the UN Foundation to establish the Global Alliance

for Clean Cookstoves. The Alliance is a public-private partnership that aims to save lives, improve livelihoods, empower women and combat climate change by creating a thriving global market for clean and efficient household cooking solutions. The Alliance’s “100 by 20” goal calls for 100 million homes to adopt clean and efficient stoves and fuels by 2020.

• ShelleNerGy

doug McKay Vice President International organisations, Shell




APPENDIX 1

eNerGy An important conclusion from the UN System Task Team on the Post-2015 UN Development Agenda report “Realizing the Future we Want for All“ is that “the international community should be cautious of being too prescriptive”. Experience shows that it is not possible to prescribe what will work with energy access. Supply must be driven by demand, and supported by education. There is no “one size fits all”. Kerosene, LPG and biofuel pellets all have a role to play. For many remote communities, extension of power grids and distributed renewable electricity will be costly and economically inefficient in this time frame. And while electricity is ultimately important for economic development a core focus of these goals should be delivering improved cooking, the most damaging form of energy poverty. A key exception to this is that large development benefits will be obtained by improving the reliability of electricity supply in peri-urban environments where unreliable power results in lost economic output.

All stakeholders have a role to play: • Local governments must establish effective policies and regulations and deploy careful targeting

of (scarce) energy subsidies to reduce traditional fuel use.• Developed countries should support funding of new equipment design; expansion of

manufacturing capacity; and most importantly capacity building for local businesses.• The financial services industry should develop innovative finance vehicles which local businesses

can utilize including leveraging emerging mobile phone payment systems. • International companies should seek opportunities to provide access to modern energy

resources when their operations touch communities without. But this must not crowd out local entrepreneurs.






APPENDIX 1

• PearsoneDUCATioN Education enables sustainable development. It increases economic growth, helps families to prosper, empowers people to gain employment and live healthier more fulfilling lives.

general observations • Learning doesn’t end with primary education. It is a lifelong process.• Getting children into school is vital, but what really matters is the literacy, numeracy and life skills

that they emerge with.• A Post-2015 goal on education must combine indicators on “access” with indicators on “learning

outcomes”.• Measuring learning outcomes is difficult, but the Learning Metrics Task Force, a project

convened by UNESCo through its Institute for Statistics and the Center for Universal Education (CUE) at the Brookings Institution, has recommended six:

1. Enrolment and completion. 2. School readiness. 3. Literacy skills at both primary and secondary levels. 4. Numeracy skills at both primary and secondary levels. 5. Collaborative problem solving. 6. Exposure to a breadth of learning opportunities.

John fallon CEo, Pearson


http://www.uis.unesco.org/Education/Pages/learning-metrics-task-force.aspx

The OuTcOme Of The ThemaTic cOnsulTaTiOns

aPPenDiX 1


eDUCATioN • Pearson summarise these in one goal: “By 2030 all children should receive a quality education and have good learning outcomes that enable them to become active citizens with decent employment prospects”.

• Given the importance of education and skills to competitiveness the private sector has a role to play in delivering the goal by participating in global policy debates and linking education to core business interests.

• Business should also engage in public-private partnerships such as the Global Business Coalition for Education, the Global Partnership for Education and the Global Education First campaign.

• Governments are legally responsible for realising human rights commitments, including those around the provision of education. But with a growing learning crisis and a massive financing gap (identified by UNESCo) of $26 billion per year needed to achieve education for all by 2015, it is clear that more investment is needed from both governments and the private sector. The focus on mobilizing funding for education should not be at the expense of a productive discussion about how to ensure public funding is spent more efficiently and effectively, and with more accountability.

• There is also a critical task to work with academics and others to understand what really drives learning outcomes.

• Finally governments need to recognise the interdependencies between education and other development goals. A child who is sick or malnourished is going to have a hard time learning. Conversely investments in education can lead to better healthcare and nutrition. A child born to a mother who can read is 50% more likely to survive beyond the age of 5.



APPENDIX 2

THE oUTCoME oF THE CoUNTRY CoNSULTATIoNS


Continued


Theme ParTiciPanTs OuTcOme and recOmmendaTiOns

iNDiA


APPENDIX 2

general observations• Complete what we have started with the current MDGs. • As the world rapidly urbanises we must increasingly focus on cities.• The current MDGs have a “top-down” approach. It is important to empower people through

information inclusion, financial inclusion and education inclusion to create a “bottom up” approach.

specific suggestions on existing goals• Goal 1: − Universal energy access is critical for poverty eradication. − Universal access to information and communication technology is essential for inclusive

development.• Goal 2: − Focus should not just be on primary education but also on education to create “employability”. − Focus on digitalization of education (open source courses).• Goal 3: − Should be retained as written.• Goal 4, 5 and 6: − Combine MDGs 4, 5 and 6 to create a goal on universal access to health care.• Goal 7: − Given the climate crisis bring more focus to Goal 7 and give clarity on deadlines for hitting

targets. − End open defecation and meet basic needs for sanitation. − Provide safe drinking water.• Goal 8: − This goal should be removed or made more specific.

over 60 executives of leading companies in India, representatives of Indian government and leading India-based NGos/IGos participated in the roundtable. Companies include:• Aditya Birla Group• Ambuja Cement Foundation• Bain & Company India• Bharti Airtel Limited• Britannia Industries Limited• Cadbury• Coca Cola India Pvt Limited• DICCI• Emami Limited• Essar• Godrej Industries• HSBC• HT Media Limited• IFCI LTD• Indian oil Corporation Limited• Infosys Limited• Khed Economic Infrastructure Pvt Limited• Kotak Mahindra Bank Limited• Larsen & Toubro• Microsoft Corporation India Pvt Ltd• MIT• Moser Baer India Limited• NIIT Limited• Ranbaxy

Co-chairs: Abhijit banerjee Ford Foundation International Professor of Economics and High Level Panel member

nitin Paranjipe CEo, Hindustan Unilever


Subtitle



APPENDIX 2

• Rio Tinto India• Tata Council for Community Initiatives• Tata Power – DDL• TERI• The Royal Bank of Scotland• Vodafone India Limited

iNDiA


role of business in addressing the Post-2015 goals“The role of business should be both de-coupling growth from resources and also re-coupling growth with inclusion.” More specifically business can contribute to:1. eradication of Poverty• Employment and jobs are fundamental to eradicating poverty.• The private sector can help create both employment and employability. • Businesses need to contribute to the communities they operate in. If every company in India

adopts at least one village and converts it into a model village it would really be a game changer for the poor.

2. environment and sustainability• Make it a non-negotiable. Establish a governance framework that is transparent, measureable

and incorporate an incentive structure to ensure compliance.• Focus on renewable energy.• Mandate public reporting on the work done to reduce carbon footprint and to enhance natural

resources.3. governance• Private sector governance mechanisms need to be strengthened.


Subtitle



APPENDIX 2

theMe

• Accenture• GSK• Kingfisher• Marks & Spencer• PWC• SAB Miller

other• ActionAid• Business Fight Poverty• IBLF• ICC• JITA Bangladesh• oxfam• Save the Children• WWF

UNiTeD KiNGDom

the roundtable in london focussed on three issues:Creating the right enabling environment for job creation and private sector growth in the developing world is essential if poverty is to be eradicated. The key issues identified were:

1. Infrastructure. • An education system that produces a skilled, trained and entrepreneurial workforce.• Supporting women on questions like limited legal rights and poor access to finance. • Rule of law and enforcement of regulation: ‘Corruption and petty bribes are a trillion dollar

tax on the poorest people’.• Good governance and efficient systems of Public Administration.• Responsible business practices such as tax transparency and sustainability.

2. The role of public-private partnerships• Governments, civil society and business must work together if we are to end poverty. This is easy

to say but hard to do. Partnerships require trust, mutual respect and common success criteria.• We need to find better ways of leveraging private sector finance with aid spending. • UN agencies must set the example and build more effective partnerships themselves.


Co-chairs: Paul Polman CEo of Unilever and High Level Panel member

betty MainaCEo of Unilever and High Level Panel member


Subtitle



APPENDIX 2

theMe

UNiTeD KiNGDom

3. How to achieve scale?• The central issue is scale. The world is littered with promising “pilot” projects.• For business to achieve scale, companies must move beyond corporate social responsibility and

address issues of poverty and sustainability as part of their core business strategies.• For government to achieve scale it requires them to work with other governments and with

transnational corporations.• In the quest for scale it is important not to forget constituencies like smallholder farmers,

indigenous peoples, those at the bottom of the pyramid and women.

In order to ensure the fullest contribution from business the High Level Panel should consider how to inspire companies to understand their contribution to ending poverty.• Translate the Post-2015 agenda into language business can understand and frame development

challenges as core business concerns.• Inspire business to move beyond traditional C.S.R. to genuinely sustainable business models.• Encourage business to target the bottom of the pyramid and unlock the economic potential

of women.



Continued


liberiA


APPENDIX 2

the roundtable in Monrovia focussed on three major issues:

1. sMes• An over-reliance on extractive industries in Africa has led to largely jobless economic growth.• In Africa, as elsewhere in the world, the majority of jobs are created by SMEs. • The barriers preventing the growth of SMEs include access to finance, property rights and

women’s economic empowerment.• African entrepreneurs are not able to obtain capital for investment. Some are “unbanked”.

Banks continue to offer limited resources to SMEs. • There is a role for multinationals to design their supply chains in ways that can spur SME growth;

this can be done through ensuring a high percentage of locally sourced materials and labour.

2. the role of government• A critical role for government is the creation of infrastructure. over the last decade governments

and aid donors have placed more emphasis on social spending (such as health and education). In 2000, 32% of aid in Liberia was spent on social programmes, compared to 24% on infrastructure. By 2009, this had risen to 42% vs. 21%.

• Investment in training and apprenticeships was highlighted as a key issue, but governments need to first understand what sectors to prioritise and what skills business needs.

• Governments need to reduce the regulatory burden on SMEs. Public policies for business development in African countries are in need of reform. Some countries operate in a regulatory framework that is over 50 years old.

• Governments must encourage inward investment to stimulate local business. There is an over-reliance on multinationals.

• Anglo American• BASF• Bollore• Duopharm• Heirs Holdings• Laiterie du Berger• orange• PricewaterhouseCoopers

other• Building Markets, Liberia• Government of Liberia• International organisation of Employers• Liberia Chamber of Commerce• Liberian Business Association (LIBA)• Nike Foundation • open Society Foundation• Somalia Chamber of Commerce

Co-chairs:betty Maina Chief Executive of Association of Manufacturers of Kenya and High Level Panel member

Jean-Michel severino Chief Executive of Association of Manufacturers of Kenya and High Level Panel member



Subtitle



APPENDIX 2

liberiA


3. International business and developing countries • Multinational businesses require stable governments, predictable tax regimes and effective

legal systems if they are to invest. In Africa these ingredients have largely been missing. • one of the biggest challenges facing multinationals in Africa is the lack of skills; many continue

to rely on expatriates. • All businesses depend on good infrastructure. However, governments cannot usually fund these

capital-intensive projects alone, so there is clear role for public-private partnerships.• There was a strong call for technology transfer between foreign investors and African

businesses, this is essential for African economies to develop and grow. • The bottom of the pyramid represents 4 billion people globally, with an estimated $5 trillion in

purchasing power. It is a huge opportunity for the private sector if companies can create the goods and services relevant for this market.

recommendations from business representatives to the high level Panel:• Create a Post-2015 target for access to vocational training and/or apprenticeships to address

the urgent need to create jobs for Africa’s growing youth population. • Develop Post-2015 targets for women’s economic empowerment – this should encourage

female entrepreneurs by addressing the barriers facing them in starting businesses. • Investment in telecommunications and infrastructure must be essential features of the

Post-2015 Agenda. • Public-private partnerships must be integrated into the Post-2015 Agenda. • The ten principles of the UN Global Compact (covering human rights, labour, environmental

and anti-corruption measures) should serve as the basis for standards for business in the Post-2015 Agenda.

• Transparency and accountability, particularly over natural resource management, must be central to the Post-2015 Agenda.


Subtitle



APPENDIX 2

theMe

• Desso• DSM• Ernst & Young• Friesland Campina• Heineken• KPMG• oVG Real Estate• Phillips• Rabobank• Shell

other• African Studies Center• FME• Greenpeace• GRI• HIVoS• IDH• IoE• The Sustainability Consortium• True Price Initiative• UNGC• VNo/NCW• WBCSD• World Connectors• WWF

general Participants felt that the Post-2015 Development Agenda should:• Finish the job that the MDGs started.• Establish a clear set of achievable, measurable goals.• Take the form of one integrated agenda which addresses social, economic and environmental

issues concurrently.• Put economic development front and centre since it is key to lifting people out of poverty.• Achieve scale and impact through multi-stakeholder partnerships.• Give focus and attention to the marginalized – especially women.• Be characterised by accountability and transparency.• Be “marketed” and publicised more widely in order for the agenda to gain traction amongst the

citizens of the world.

the discussion focussed on three big issues:

1. Economic developmentEconomic development is critical if poverty is to be eradicated because it is only through economic development that jobs are created and livelihoods built. For the private sector to generate employment governments need to put in place a series of enablers:• Access to financial services.• Well-functioning public institutions which are transparent and democratically accountable.• Rule of law and robust regulatory frameworks covering things like land rights, intellectual

property rights etc.• Technology transfer and innovation. • Absence of corruption.


NeTHerlANDs

Co-chairs:Paul Polman CEo of Unilever and High Level Panel member

hrh Queen Maxima Queen of the Netherlands


theMe PArtICIPAnts oUtCoMe And reCoMMendAtIons

NeTHerlANDs


APPENDIX 2


2. Inclusive finance • An inclusive financial system should be part of the essential infrastructure of a country.• on the supply side, financial institutions should rethink their business models to give access to

previously “unbanked” people and enterprises by exploring innovative ways of working. Risks could be shared through guarantee schemes.

• on the demand side, high levels of inequality can jeopardize social cohesion. A new development agenda should therefore seek to ensure that people earn a living wage, the minimum income necessary to meet basic needs.

3. Food security• Close the yield gap by applying best practices to agricultural production in developing countries.• Help farmers to gain access to markets.• Reduce food waste throughout the value chain.

role of governmentThe central role for governments is:• To create the right macro-economic policies for business (large and small) to grow.• Promote transparency, participation, and accountability with respect to government’s policies

and expenditures, as well as their aid programmes. Business can do more to hold governments accountable.

• To set the standards for sustainable production and consumption. See point below on Integrated Reporting.

• To establish a framework for natural capital accounting. Products should be sold for the “true price”, reflecting the social and environmental costs incurred in production, distribution, selling and consumption.

• Government procurement policies should set an example for others to follow.



The OuTcOme Of The cOunTry cOnsulTaTiOns

aPPenDiX 2


role of the private sector• The private sector should integrate sustainable development into its core business strategies.• Importance of SMEs, recognizing they differ from multi-national companies and need different

forms of support.• Business should work towards the adoption of integrated reporting, meaning reporting about

the financial, social and natural capital. This a complex issue and will require broad societal agreement on the right framework.

• Companies should look into the possibility to transform into a circular economy, which seeks to rebuild capital, whether this is financial, manufactured, human, social or natural. There was even a call for hubs of “circular economy companies”, rewarded by tax-incentives (governments) and interest-incentives (banks).

NeTHerlANDs



sUbTiTle



APPENDIX 2

theMe

• 500+ public sector and private sector representatives attended the 2013 Gaidar Forum – at which a Post-2015 private sector session was held. Attending companies included:

• Cherkizovo• Euroset• Lukoil• Megaphone• RBC Media Holding• Rusal• Rusnano• Severstal• Syyaznoy

rUssiA

Co-chairs:sanjiv Kakkar Chairman of Unilever Russia

sergey naryshkin Speaker of the Duma

the russian roundtable was organised as a “side event” of the gaydar economic forum held in Moscow in January. General Observations• Broad agreement that a sustainable and inclusive growth agenda will require an enhanced role

for the private sector.• The panel discussion centred around the sustainable use of natural resources, the level of state

intervention, governance and the rule of law. • Two key themes emerged: − Ending Poverty – creating an enabling environment for private sector growth which would allow

recent gains to be maintained. − Providing Sustainable Energy for All – through achieving scale in renewable sources.

Ending Poverty • In the past decade, thanks to 7-8% annual GDP growth, Russia managed to help the majority of

its population move up from the poverty line (average income of $35 per month per capita in 1998 to an average of $65).

• To sustain progress in the future there is a critical need to diversify the economy away from its dependency on natural resources:

− Invest heavily in transport and social infrastructure (especially in the Eastern and Northern parts of Russia).

− Support the development of social entrepreneurship. − Address the challenges of inequality and fairer income distribution. − Create new jobs in high technology / high value-added sectors. − Restore trust in the food sector through sustainable agricultural practices and ensuring better

traceability of agriculture commodities.



Subtitle


rUssiA • A vital agenda for 2015 and beyond is to build an ‘innovative economy’. This will require : − Improved governance. − Better protection of private property rights which are extremely weak in Russia today. − A stronger and more independent judicial system. − Victory over corruption.

sustainable energy for all – need to build scale• A deep concern expressed was that the world is already seeing an energy crisis as billions move

out of poverty into the consuming class. • The need to build renewable sources of energy is critical to the sustainable development of

the planet. With its strong technological base in atomic and thermonuclear power, Russia can play a vital role.

• Solar energy has so far failed to meet the ‘sustainable energy for all’ challenge. There is a need for government support in this area. Additionally we need to focus on thermo nuclear sources – an inexhaustible source of green energy.


APPENDIX 2



Subtitle



APPENDIX 2

ColombiA

Co-chairs:Maria Angela holguin Minister for Foreign Affairs for the Republic of Colombia and High Level Panel member

Ignacio hojas Senior Vice President, Middle Americas, Unilever

• AES Chivor & Cia S.C.A ESP. Pacific Rubiales

• Alpina • AMWAY• ANDI• Bayer S.A.• Burson Marsteller• Carrefour• CECoDES • Cementos Argos • Confecámaras • ECoPETRoL• Ecopetrol• EEB Claro• ETB • Gas Natural Fenosa • GlaxoSmithKline Colombia• Hewlett Packard• Intel• Kimberly Clark• Microsoft• Natura• Nestlé

general outcomes• The private sector needs to play an active role in delivering the Post-2015 goals.• Roles of the private sector: (1) corporate social responsibility, (2) responsible and sustainable

business (creating “shared value”) and (3) influence and put pressure on the public policy.• Continue working on MDGs that haven’t been met and add access to food and energy.• The goals need to be measurable.• Each country should monitor its own progress against these goals.

Issues that need to be addressed: environmental sustainability, poverty, food security, nutrition, water and energyEnvironmental Sustainability• Companies should publicly commit that any future growth will not have an impact on the

environment.• Consumers should be given information on the environmental impact of the products they buy

(eg Co2 labelling). • Government should provide tax incentives that encourage green products, green factories and

green logistics.• 100% sustainable sourcing for everyone.

Poverty eradication• Greater focus on the bottom of the pyramid.• A legal environment which encourages the development of Social Business Models.



The OuTcOme Of The cOunTry cOnsulTaTiOns

aPPenDiX 2


ColombiA Nutrition and Food Security• Remove barriers to donation taxes.• Incentives for innovations that deliver nutritional improvements.

Water • Incentives for products, production processes and agriculture which use less water.• Labelling of a products’ water consumption.

Energy• Tax incentives for households which consume less energy.• Incentives to develop transportation and distribution systems with lower emissions of Co2.

• Petrobrás • Sab Miller• Syngenta• Telefónica • Terpel

other• Asociación Colombiana del Petroleo • Global Compact• Ministry of Foreign Affairs



Subtitle



APPENDIX 2

• Abril Group• Dow America Latina• Grupo Libra • Kimberly-Clark• Masisa Group• Pepsico • Siemens • Tetrapak

other• AKATU Institute • BASF Brazil• Brazilian Business Council for

Sustainable Development• Cargill Foundation• Global Compact• Minister of Environment• Ministry of Foreign office• Ministry of Foreign office

brAzil There was relatively poor awareness and understanding of the MDGs amongst Brazilian business leaders. The conversation focussed largely on the relationship between the public and private sector in Brazil on matters of sustainable development.role of the private sectorBig private sector companies must lead by example• They must set measurable goals on sustainability (renewable energy, water consumption,

reduction of GHGs etc).• A responsible private sector can embolden governments to enact “Sustainability Legislation”

(“Solid Waste Policy only happened in Brazil when the private sector pushed for it, after 18 years of useless discussions”).

Big companies must lead the “whole chain up”• By bringing their “constellation of suppliers” (big, medium and small) into sustainable practices.• It should be a gradual process as it will require “education and financing”.• Common metrics and KPI’s across the big corporations will be necessary to ensure small

enterprises can comply without incurring heavy administrative or complexity costs.

Companies must innovate more in the area of sustainability• Accelerate the launch of more sustainable products.• Develop products that improve well-being and reach every social segment, including the poorest.• Build production and distribution processes that are simultaneously “economically efficient” and

“sustainable” (using technology for a most efficient use of resources).Every company has a responsibility to educate its “workforce” and their local communities on “conscious consumption” .

Co-chairs:Izabella teixeira Environment Minister of Brazil and High Level Panel member

fernando fernandez President, Unilever Brazil



Subtitle



APPENDIX 2

brAzil


role of the government• Make Sustainable Development a key piece of Brazil’s strategic agenda and an essential feature

of the “Brazil Brand”.• Fight the powerful lobbies that that are resisting “sustainability” (eg deforestation).• Ensure a coherent governmental approach whatever the functional area (environment, finance,

development planning) and whatever the level (national, regional, cities).

Set an example as a producer and as a buyer. − Clear and strict procurement policies. − “Sustainability benchmarks” for every public company where government has a significant

holding (Petrobras).

Establish new Indicators. − where the social impact of “Sustainable Development” practices are clearly measured. − where “externalities” can be properly accounted. − where “Social Well-Being” can be assessed.

Teach “conscious consumption”. − From early years in the school. − Focus on women (70% to 80% of consumption decisions are made by them). − Get input from private sector in how to land the messages to “the common man”

(Sustainability jargon is incomprehensible for most people).

Set the Right Policies. − Regulation (eg concentrated products). − Establish “Incentives/Taxes” to encourage the right behaviour (“tobacco taxation as an example

of how to price negative externalities”).

Promote Innovation. − A clear policy to stimulate private sector “Research and Development” and cooperation

between strong Public Universities and Businesses. − Protection of intellectual property.


Subtitle



APPENDIX 2

• over 40 executives of leading companies in South Africa, representatives of the government and leading NGos/IGos participated in the roundtable. Companies include:

• ABSA• Anglo American• AngloGold Ashanti• Bank of America, Merrill Lynch for

Southern Africa• Citi SA• Deloitte Southern Africa• Discovery• Gold Fields• Izingwe Capital• Johannesburg Stock Exchange• Kagisto Investments• Matemeku Group• Nedbank• Peotona• Rothschild South Africa• ShopRite Trading Centre• T-Systems• Transman• TSIBA

soUTH AFriCA general outcomes• Awareness of the MDGs amongst the assembled group of CEo’s and politicians was low. • This led to a discussion that was a little lacking in focus.

Main points/recurring themes• Education: Lot of discussion about the importance of education for all and the need to build

human capital.• Empowerment of women: Strong belief that if women could be more empowered there would be

multiple benefits across a wide spectrum of measures. • Electricity supply: Again access to energy was emphasised because of the wide range of benefits

that it delivered.• Regional Inequalities: Need to understand the varying success rates between East and Southern

Africa and the rest of Africa so that countries could learn from best practice and catch up.• The relationship between government and the private sector needs to be open and built on trust.

This trust was often absent across Africa. • General recognition that unless the global economy was fixed it would be difficult for African

countries to finance the programmes necessary to deliver the Post-2015 goals.• The private sector cannot thrive in failing societies and the license to operate is more and

more relevant.• The importance of respecting the eco-system on which we all depend.

Co-chairs:graca Machel Founding Member of The Elders and High Level Panel member

Marijn van tiggelen Chairman, Unilever South Africa


sUbTiTle



APPENDIX 2

• Groupe Bouygues• Groupe SoS• ATD Quart Monde• Groupe Lagardère • Fitch Group• Groupe Casino• Lyonnaise des Eaux

others• Conseil Français des Investisseurs

en Afrique• WWF France• Conseil économique social et

environnemental • Unicef France• Fondation K d’Urgences

FrANCe general observations• The private sector is a key driver of development and wealth creation. • However, companies cannot act alone; they must partner with governments and international

organisations. • Companies can help define objectives, indicators and measurement tools. • These objectives should cover the three dimensions of sustainability – the social, the economic

and the environmental.

specific recommendationsSocial Goals• Respond to the universal needs of everybody for Water, Food, Health and Education. − Water: Access for all to clean drinking water and sanitation. − Food: Access for all to nutritious food (action against obesity now to be included). − Health: Access for all to basic healthcare. − Education: Girls education as a main focus.• Respect the human rights of all and fight against all forms of discrimination. • Encourage information and knowledge-sharing through digital media (both in developed and

developing countries).• Within companies, efforts should be made to generate employment for the young, the

disadvantaged and women.

Co-chairs:Jean-Michel severino Former Director of France’s international development agency and High Level Panel member

bruno WitvoetPresident, Unilever France



Subtitle



APPENDIX 2

FrANCe


Economic goals• Develop innovative new business models which are more resource efficient.• Promote and support entrepreneurial activities at the bottom of the pyramid.• Secure greater involvement from the financial sector.• Strengthen anti-corruption standards.• Connect more people to their local economies via digital means.

Sustainability on an environmental scale• Develop circular economy models.• Fight against climate change (investment choices including policies and incentives).• Favour a fair use of wealth creation through a better use of lands and natural resources and

then a fairer distribution of the wealth created by their exploitation.• Increase the proportion of products made from recycled material and use of renewable energies.



sPAiN overarching reflections• Respect and human dignity for all should be the starting point and core essence of the Post-2015

Development Agenda. • We recommend reducing the current 8 goals to 6 and redefine them as “Priority Areas” for the

Millennium Development Agenda. The 6 priority areas are: 1) Eradicate extreme poverty and hunger; 2) Primary education for all; 3) Basic health care for all; 4) Sustainable ecosystems; 5) Gender equality; 6)Transparent and accountable institutions.

• Private-public partnerships will be key to achieving scale and impact.

specific recommendations on goals and targets• Eradicate extreme poverty and hunger. Indicators: For hunger - defined number of calories per day. For poverty - minimum daily income

expressed in purchasing power parity.• Primary education for all. Focus on reading, writing and maths. Adopt standard metrics that are comparable between

countries. • Basic Health Care for all. Particular focus on maternal health and peri-natal child care.• Sustainable ecosystems with concrete KPIs on Water, Sanitation and Infrastructure. Indicators: Percentage of people with access to drinkable water within 100 metres, safe sanitation

and electricity. • Promote Gender equality. Indicators: Education access for girls vs. boys, salary differentials.• Transparent and accountable Public Institutions. Indicators: A measure of corruption.


APPENDIX 2

Chair:Jaime Aguilera Chairman, Unilever Spain(no participation of High Level Panel member)

• Acciona• CaixaBank

others• IESE• Unicef




sPAiN specific recommendations on the role of business.The private sector can play a pivotal role in achieving these goals both through its own efforts and in partnership. Specifically:• In the absence of regulation, corporations with global footprint can lead the transformation by

adopting more environmentally sustainable business practices. • Companies should build multi-industry coalitions to tackle the challenges in a more holistic way.


APPENDIX 2




mexiCo


APPENDIX 2

general observationsThe group felt that there was a lack of alignment between the sustainability and international development agendas. The Post-2015 Agenda could address these by: • Establishing common priorities on the environmental agenda.• Improving communication channels and opportunities for dialogue between public and private

sectors.• Ensuring that the decisions made by international bodies could be implemented on a

national level.

specific recommendations on food security, Water, energy and health• Expand local food production.• Coordinate efforts and actions between companies and the government aimed at ensuring health

prevention through promotion of sports and proper nutrition. • Recognize water as a vital and scarce resource and build awareness of its real value. The water

conservation and optimization strategy focuses on programs to promote its rational use.• Improve national energy efficiency, reduce greenhouse gas emissions, decrease dependence on

fossil fuels, and promote the low-carbon economy.

• Grupo Bimbo• Cargil• PepsiCo• Syngenta• Qualtia• Cinépolis• Repsol• La Costeña• Jumex• La Moderna• Natura• Jugos Del Valle• Sigma Alimentos• BBVA• Grupo Compartamos• Alpura• Nestlé• Lala• Henkel• CANAINCA• L’oréal• Monsanto• GEPP

Co-chairs:fabio Prado President, Unilever Mexico

Minister Juan sandoval MendioleaSecretary of Foreign Affairs for Mexico and High Level Panel member




mexiCo


APPENDIX 2

specific recommendations on financial InclusionThe problem of financial inclusion is a result of:• Lack of innovative, flexible banking business models.• Lack of transparency and trust in the system.• Lack of a savings culture. These shortcomings are the result of a legal and regulatory framework designed for a traditional commercial bank system. It must be changed to accommodate the needs of all customers particularly small- and medium-sized companies.

specific recommendations: governance, fighting Inequality and social InclusionThe points identified include economic inequality and multidimensional exclusion (gender, education, cultural, ethnic and regional) and problem areas that demand good governance as well as cooperation between the public, private and social sectors. This cooperation focuses on three transversal axes: quality education, transparency and accountability and participation in decision-making processes.

ConclusionIdentification of key players needed to move forward in each of the topics covered:• Multisectoral collaboration.• Synergy between the public and private sectors.• Inclusion of civil society.• Education.• Transparency and legal certainty.• Inclusion, social diversity.

others• ANIAME• Grupo Estrategia Politica • CANIPEC




iNDoNesiA


APPENDIX 2

There were over 100 participants who joined the 2 day event in Indonesia, organised by UN Global Compact. Companies include:• Accenture• APP Group• BINUS• Bisnis Indonesia• CECT-Trisakti• DSM• Rajawali Corpora• Nestlé Indonesia• Samudera Indonesia• Siemens Indonesia• Chevron Pacific Indonesia• Fortune Indonesia• Indofood Suksels

Co-chairs:Indonesian Chapter of Un global Compact

darian stibbePartnerships Director, IBLF

The Indonesian consultation was organised by the Indonesian Chapter of the UN Global Compact. Participants were asked to rank the issues which they felt were of most importance for their businesses to be successful. The ones which emerged most strongly were:• Governance and rule of law.• Education.• Social integration and inclusion.• Sustainable consumption and production.• Poverty eradication.For each of these themes participants were asked to identify actions which business could take and which would have the greatest impact. The ones which emerged most strongly were:• Job creation both within companies and along their extended value chains.• Creating a positive impact in the communities where they operate. • Developing innovative business solutions on major global issues like energy, water and carbon

emissions. Working in partnership with NGos, academia and others.



CHiNA


APPENDIX 2

CompaniesResearch – 25 Chinese experts. Companies include:• Beijing Hualian Group Investment

Holding Co. Ltd• CreditEase• Caterpiller (China)• Citibank• Grundfos• Honeycapital

In China the consultation took the form of a structured programme of research conducted by the China Development Research Foundation. The key findings of the research were as follows:• The MDG framework has played a positive role in alleviating extreme poverty everywhere. Most

participants felt that this was particularly the case in China. • More than half of participants felt that it would only be necessary to update the current MDG –

framework rather than to develop a completely new agenda. • Many targets in the current MDG framework were thought to be relevant for any future

framework. The ones mentioned most often were “ensure environmental sustainability”, “eradicate extreme poverty and hunger”, “improve maternal health” and “reduce child mortality rates”.

• When asked “what should be the top three new goals in the future development agenda”, around three quarters of participants recommended “access to a social safety net” and the “right to access to water”, “reduce socio-economic inequalities”, “food security”, “disaster risk management”, “access to minimum level of clean and safe energy”, and “cope with climate change and pollutant emissions” also scored highly.

• More than two thirds of participants were concerned that China would experience a water crisis within a decade. “Serious water pollution at river-basin level” and “serious water scarcity in urban areas” were regarded as two major risks with a high probability of occurrence. “Reducing the volume of industrial pollutants” and “limiting the use of fertilizer and insecticide in agriculture” were the most frequently recommended methods to cope with a water crisis.

• only a few experts thought there would be a food crisis in China. More than one third of those surveyed believed that China’s food security could be improved by increasing the circulation of arable land and by strengthening food safety. Less than 20% of participants surveyed agreed that privatization of rural arable land is a solution in securing China’s food supply.




CHiNA


APPENDIX 2

• The private sector, including multinationals, could play an important role in facilitating the delivery of international development goals, by providing decent employment, reducing emissions, and providing pro-poor products and services.

• Most participants argued that China should play a more active role in the future development agenda. There were four reasons for this:

− First, as the world’s largest developing country, China is facing many common challenges with other less developed countries;

− Second, many global challenges cannot be dealt with by any single country; hence it is necessary to enhance the exchange and collaboration among international communities;

− Third, as the world’s second largest economy, China now needs to take more responsibility than before;

− Fourth, participating in the process of discussion and formulation of a new development agenda is an important way for China to be involved in global governance.



APPENDIX 3

JoINT LETTER oF INTERNATIoNAL BUSINESS oRGANISATIoNS To THE HIGH LEVEL PANEL

46Private Sector Outreach Results of Consultations with Global Business 46Private sector outreach Results of Consultations with Global Business

APPENDIX 3 JoINT LETTER oF INTERNATIoNAL BUSINESS oRGANISATIoNS To HIGH LEVEL PANEL

Dear members of the High Level Panel

As international business organisations representing companies of all sizes globally we firmly believe that business has a critical role to play in the design and delivery of the Post-2015 Development Agenda.

Although business was not formally consulted in the development of the original MDGs, we recognise the pivotal role they have played in focusing efforts and resources to address major global challenges like poverty alleviation, public health, hunger and education.

The MDGs have also become the ‘common currency’ for how several businesses report progress on their contribution to the global development agenda. Today many UN Member States recognize the positive role of the private sector as an engine of growth and development.

A shAred VIsIon for AddressIng the CAUses of extreMe PoVertyWe welcome the High Level Panel’s aspiration that extreme poverty can be eradicated within our lifetime. We believe that all stakeholders – governments, civil society, private sector, academics and individual citizens – need to play their part in addressing the social, environmental and economic challenges our world is facing.

We would therefore urge that the Panel’s report call for:

• The inclusion of an overarching vision to ‘eradicate extreme poverty’ – with one integrated approach reflecting all three pillars of sustainability – social, economic and environmental – with one set of combined goals;

• Keeping the focus on delivery of the current MDG’s and the integration of a set of Sustainable Development Goals which are easy to understand and measurable with a clear differentiation between WHAT we want to achieve and HoW we will deliver this;

• The setting of precise targets, with regular milestones and clear accountabilities to evaluate progress; and

• The promotion of scalable and ‘transformational’ partnerships for development as a critical enabler. However, ‘partnerships’ is a means of delivery and not a goal in itself (under the current MDG 8) and their success depends to a large extent on creating an environment in which collaboration can thrive.

the Post-2015 goAls We need We believe that for the Post-2015 Goals to contribute to delivering the global development agenda it will be essential that they help stimulate business of all sizes around the world to grow and flourish in a responsible and sustainable manner.

Key to this would be recognition of:

• The need for good governance, rule of law and well functioning national institutions notably to protect real and intellectual property and land rights as well as reducing corruption and informality.

• The need to foster economic growth and trade and investment, promote entrepreneurship and the establishment of new enterprises.

• The importance of access to finance (particularly for SMEs), transport, water, energy and healthcare infrastructures as well as to information and communications technologies.

47Private Sector Outreach Results of Consultations with Global BusinessUnilever

APPENDIX 3 JoINT LETTER oF INTERNATIoNAL BUSINESS oRGANISATIoNS To HIGH LEVEL PANEL

• The critical need to invest in ‘education for all’ and to build human capital.

• The need to strengthen food and nutrition security.

• The empowerment of women as important contributors to economic development.

• The role of more inclusive business models - as sustainable business solutions that increase access to goods, services, and create new sources of income for low-income communities.

As business organisations we believe the Post-2015 framework should make a clear distinction between business as a partner in development and the creation of an enabling environment for private sector development.

The report should also highlight the complementary roles of public and private financing for development - recognising the catalytic role played by official development assistance (oDA) for triggering private investment into what would otherwise be “non-commercially viable” projects.

Attached you will find more detailed and comprehensive position papers that have been developed by our individual organisations as further input to the High Level Panel’s deliberations.

We stand ready to discuss these recommendations with you.

48Private Sector Outreach Results of Consultations with Global BusinessUnilever

http://www.un.org/sg/management/pdf/HLP_P2015_Report.pdf

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PRIVATE SECToR oUTREACH - · PDF filePrIVAte seCtor oUtreACh RESULTS oF CoNSULTATIoNS WITH GLoBAL BUSINESS. the IMPortAnCe of PUblIC-PrIVAte PArtnershIPs ... • Milkpak • Nestl