Post-2015 Charter Partner Cases

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.


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


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



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.


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


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


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


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



CSR NL, IUCN,

TruePrice and dept. of

economic affairs) (What

kind of support?)


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.




models

Society



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



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)


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




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



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


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



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


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/


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


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)


Unique Feature

Cross-sector partnership, inclusive circular business model including restoration of

ecosystems

Reach:

Philippines,

Cameroon

Industry:

modular

flooring,

carpet tiles

9


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


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


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.


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


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.


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


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



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


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


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


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


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


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


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.


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


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

Documents

Post-2015 Charter Partner Cases