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
4
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
Assess market to
determine existing
profitable market
opportunities
Adopt and implement
demand-driven business
strategies
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
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

EY: Support Dutch
green deal on
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
EY: Support Dutch
green deal on
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
7
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)

Insert logo(s) for relevant MDGs (see
next slide)
Unique Feature
Cross-sector partnership, inclusive circular business model including restoration of
ecosystems
Reach:
Philippines,
Cameroon

Industry:
modular
flooring,
carpet tiles
9
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/Ferr
ero: 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
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
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
13
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

Insert logo(s) for relevant MDGs (see
next slide)
Unique Feature
True Price Scan of environmental and social costs of producing cocoa in Ghana
Reach:
Global

Industry:
Food
16 16
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

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