Shared goals, Shared solutions:
BITC’s research on collaboration for a sustainable
future
Responsible Business Collaborations
March 2012
In conducting this research, we’ve looked at over 60 different collaborations, and there seems to
be five different models. This list provides further information and brief details for all of those
considered during the research. It is not an exhaustive list but one that is representative of the
different models identified. The five models identified are:
1. JOINT SYSTEM: collaborations between sector and industry players who have jointly
developed certification or monitoring systems. Most commonly used to ensure that production
value chains live up to ethical and social standards.
2. JOINT PROJECT: usually cross sector collaborations where parties come together to address
a social, local or environmental issue, through designed interventions employing the strength and
resources of the different partners.
3. KNOWLEDGE SHARING: Knowledge sharing includes a large number of collaborations, both
across, between and within sectors driven, to establish and share research, ideas and best
practice. Some knowledge sharing collaborations are close to being joint systems but have not
developed mandatory codes of conduct or monitored practice.
4. BRAND/FUNDING PARTNERSHIP: These types of partnerships represent the more
traditional corporate/charitable partnerships with a limited number of partners working together on
an issue of common interest. These often emerge as time bound partnerships but, as they
evolve, can also move towards broader collaboration or social business initiatives.
5. SOCIAL BUSINESS INITIATIVE: These types of initiatives are the newest category of
collaborations identified. They bring together concerns around social and commercial
sustainability to develop new ways of doing business and address social issues. Social business
initiatives are also deploying a range of innovation, new technologies and ways of engaging the
consumer in addressing vital issues.
1. Joint System
These are collaborations between sector and industry players who have jointly developed
certification or monitoring systems. They are most commonly used to ensure that production
value chains live up to ethical and social standards. Examples include:
Better Cotton Initiative
Focus: Promote measurable improvements in the key environmental and social impacts of cotton cultivation
worldwide to make it more economically, environmentally, and socially sustainable
Set-up: Since 2005. The founding members are adidas, Gap Inc., H&M, ICCO, IFAP, IFC, IKEA, Organic
Exchange, Oxfam, PAN UK, and WWF. Membership based association with members from Civil Society,
Producers, Retailers and Brands, and Suppliers and Manufacturers.
Governance: Council and steering committee with sector representatives.
Impact: Industry monitoring mechanism, Better Cotton System, not yet a trade mark, it does nominally certify good
cotton.
Roundtable on Sustainable Palm Oil
Focus: Promoting the growth and use of sustainable oil palm products through credible global standards and
engagement of stakeholders.
Set-up: Since 2004. Started as informal cooperation between a number of business partners and WWF. RSPO is a
not-for-profi-t association. Unites stakeholders from oil palm producers, palm oil processors or traders, consumer
goods manufacturers, retailers, banks and investors. Ordinary members: 570, Affiliate members: 101, Supply
chain associated: 85
Governance: Mixed sector membership of Executive board, currently chaired by Unilever
Impact: Aims to advance the production, procurement, finance and use of sustainable palm oil products through
grower and supply chain certification. Uptake for CSPO increased from 25.3% in 2009 to 46.2% in 2010
Responsible Jewellery Council
Focus: To reinforce consumer confidence in the jewellery industry by advancing responsible business practices
throughout the diamond and gold jewellery supply chain.
Set-up: Since 2006/2008 (trading name). An international, not-for-profit organisation, with membership of
businesses and associations within the diamond and gold jewellery industry.
Governance: 14 organisations came together to set up the organisation, including ABN AMRO, BHP Billiton
Diamonds, Cartier, World Jewellery Confederation. Board of Directors and Council is made up by member
companies. Currently chaired by Jewellers of America. 350 Members representing 26 countries.
Impact: Under the RJC system, all Commercial Members of the RJC are required to be audited by accredited, third
party auditors to verify their conformance with the RJC, Code of Practices, and become certified under the RJC
System. Also provides training to members. New supply chain Chain-of-Custody standard proposed.
Ethical Trading Initiative
Focus: To improve the lives of poor and vulnerable workers across the globe who make or grow consumer goods
Set-up: Since 1998. An alliance of companies, trade unions and voluntary organisations, with over 70 corporate
members, plus the trade unions and voluntary organisations.
Governance: ETI Board members are elected to represent companies, trade unions and NGOs respectively.
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Informed by sector Caucus Groups and issue working groups.
Impact: Members agree to adopt the ETI Base Code of labour practice. ETI help workers know about their rights
locally and brokers resolutions in major breaches of trade union rights.
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Supported more than 133,000 agreed improvements to workers' conditions
Trained more than 140 companies in ethical trading and 3,000 workers
Reached 40,000 vulnerable homeworkers in India.
Lend Lease
Focus: BuildingConfidence, a supplier pre-qualification and accreditation service for the UK construction industry
a solution to minimise the burden on suppliers whilst driving industry-wide change on carbon reduction.
Set-up: Since 2005. Lend Lease worked with Achilles, a procurement services provider, to develop
BuildingConfidence, a supplier assessment system specifically for the construction sector. Suppliers opting in to
the system fill out a standardised PQQ, covering key issues such as quality, health and safety, business continuity
and sustainability performance.
Governance: A steering group involving peer organisations from across the industry and chaired by Nigel McKay,
Head of Procurement at Lend Lease.
Impact. The system is used by six such organisations, including Skanska and Tarmac, and over 730 suppliers. As
a result, pre-qualification costs have reduced significantly both for Lend Lease and its suppliers, as well as
participating peer organisations.
2. Joint Project
Joint projects represent cross sector collaborations where parties come together to address a
social, local or environmental issue, through designed interventions employing the strength and
resources of the different partners.
International Cocoa Initiative
Focus: ICI was created to work with the cocoa industry, civil society and labour unions and governments in
collaborative efforts that seek to eliminate child labour and forced labour from cocoa production.
Set-up: Since 2002. Result of campaigner lobbying pressure, a foundation was set up. A partnership between
NGOs, trade unions and the chocolate industry and funded by industry. 20 members, hereof 8 food manufacturers.
Governance: Representatives from the major chocolate brands, processors and key cocoa related associations
and are balanced by members from civil society, including trade unions and NGOs. The Board is chaired by a copresidency that is shared between industry and civil society representatives
Impact: Community sensitization, School improvement and materials, child labour policy and perception training.
2004-2010: active programmes in 290 cocoa growing communities, 133 in Côte d’Ivoire and 157 in Ghana.
Pan-African Business Coalition on Aids
Focus: to mobilise African business in the fight against HIV/AIDS, to mitigate the impact on sustained profitability
and economic growth by establishing sustainable partnerships between the private sector and other stakeholders
on the African sub-continent
Set-up: Since 2005, formally approved from 2008. Membership of national business coalitions in 29 countries.
Governance: Board representing national coalitions.
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Impact: Achievements so far are mainly the organisations establishment and infrastructure.
Waitrose Foundation
Focus: To help improve the lives of the farm workers and smallholders who grow Waitrose produce in South
Africa, Kenya and Ghana.
Set-up: Since 2005. Waitrose in conjunction with growers, importers and exporters, passes a percentage of profits
into a trust to pay for projects. These include educational, social and healthcare projects, and are chosen by farm
workers and smallholder committees. Consumers can buy Waitrose Foundation branded products (mainly fruit).
Governance: No public information about the governance of the Foundation.
Impact: In order for Waitrose to continue to buy produce from these countries in the long term, it is vital we invest in
the farm workers and small holders that grow it. South Africa, Kenya and Ghana are important sources of produce
for Waitrose - the diverse climates and landscapes enable a wide range of products to be grown. There are 100
products in the Waitrose Foundation range, which has raised over £3 million and launched over 175 projects since
2005.
BERG (Business Emergency Recovery Group)
Focus: To provide the helping hand needed to speed recovery following emergencies through quick and coordinated mobilisation of support from business leaders.
Set-up: Since 2010. BERG is able to mobilise practical help by drawing upon Business in the Community’s (BITC)
network of business leaders and over 850 member companies, as well as liaising with BITC’s many partners and
other stakeholders. Emergencies cause major disruption to lives and livelihoods from severe weather, non-weather
emergencies, social instability situations which seriously affect local communities and economies.
Governance: The collaboration is run by a secretariat within Business in the Community and its Environment
Campaign. The board is chaired by John Varley, National Ambassador to His Royal Highness Prince Charles.
Impact: Is providing an innovative infrastructure across the UK regions and countries to enable quick action with
local businesses following emergencies. The national BERG provides a vehicle for policy advocacy and influence.
Business Class
Focus: Developing strategic, long-term and positive partnerships between businesses and schools.
Set-up: Since 2010. Business Class aims to overcome short term and piecemeal business engagement. Through
a carefully structured partnership lasting a minimum of 3 years, each business and partner school works together to
provide proven impact within the school. Business Class has a target of 500 partnerships by 2014.
Governance: The collaboration is run by a secretariat within Business in the Community and its Education
Campaign. The leadership board of business leaders is chaired by Paul Dreschler, CEO of Wates.
Impact: 38% improvement in academic achievement for students; Students’ employability increased by 40%;
Leadership and governance improved by 25%; Progress with wider goals - well over 30%
ARC
Focus: Support to social enterprises, by connecting them with expert support and business opportunities to help
them grow. Focusing on the 2012 Olympic Legacy and the Olympic Boroughs.
Set-up: Since 2011. Initiated by Business in the Community, in partnership with Social Enterprise UK and
supported by Olympic Sponsors Deloitte, BP, BT, Coca Cola, Freshfields Bruckhaus Deringer, GE, P&G and Visa
Europe.
Governance: Led by business steering group and secretariat.
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Impact: Aims to create 1000 jobs by 2015.
European Employability Alliance
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Focus: To bring access to IT, technical and other employability related skills to people from disadvantaged
groups, thus contributing to build the foundations of employability and inclusion in Europe. Target groups: Young
unemployed and underemployed, people with disability, older workers and the elderly, women (re)entering the
labour market.
Set-up: Since 2006. Alliance between Microsoft, State Street, Adecco Group and Cisco, aligned to the European
strategy for IT development and eInclusion.
Governance: Run by secretariat under the umbrella of the "European e-Skills Association" (EeSA)
Impact: Reached over 10 million lower skilled people across Europe with access to employability skills training and
curricula. Creating national partnerships with local public sector employment agencies and skills councils, and local
Chambers of Commerce and SME associations. Ambition to broaden reach by promoting volunteering activities
and increasing access to employment for people with disabilities.
Unilever Hand & Private Public Partnership for Handwashing with Soap
Focus: Promote the importance of handwashing with soap to prevent infections and diseases, most notable
diarrhoea.
Set-up: Fronted by Unilever’s Lifebouy Soap brand, a cross sector social marketing campaign working with
governments, health agencies and non-profit groups.
Governance: Various partnerships in different countries. Global Handwashing Day was launched in 2008, an
annual event backed by the Public-Private Partnership for Handwashing with Soap, of which Unilever is a founding
partner.
Impact: By 2015, it aims to change the hygiene behaviour of 1 billion consumers across Asia, Africa and Latin
America.
BASF & GAIN - Micronutrient Malnutrition Initiative
Focus: Addressing Vitamin A deficiency which kills an estimated one million people annually, through food
fortification for poor people’s diets.
Set-up: Since 2002. Partnership with GAIN, to provide reach and infrastructure in developing countries, in
particular in Africa. Local firms provided capacity building and training to produce the enhanced products.
Governance: Establishment of National Food Fortification Alliance in 2006 to manage road-map and goals
including a labelling scheme and three fortified edible fats and oils.
Impact: BASF Food Fortification now works in more than 40 countries. A world hunger map has been developed in
collaboration with Maplecroft.
Niger Delta Partnership Initiative
Focus: To establish multi-stakeholder partnerships that support programs and activities to empower communities
to achieve a peaceful and enabling environment for equitable economic growth in the Niger Delta.
Set-up: Since 2010. A new social investment model creating programs and multi-stakeholder partnerships focused
on poverty alleviation and the promotion of peace. Chevron Corporation has provided the NDPI Foundation with
initial funding of US $50 million allocated over five years from 2010 to 2014. The NDPI seeks to leverage an
additional $50 million from other donors, both public and private, in kind and in cash, to provide a total program
portfolio of $100 million.
Governance: Partnership set up to administer funding from Chevron to the Niger Delta region. Partners to the
NDPI includes UNDP, USAID, International Youth Foundation.
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Impact: Few initiatives started so far, but provides activities such as business training for farmers and youth
employment in agriculture.
ColaLife
Focus: To bring Coca-Cola, its bottlers and others together to open up Coca-Cola’s distribution channels to carry
‘social products’ such as oral rehydration salts and zinc supplements to save children’s lives.
Set-up: Since 2008. Started as online movement, with 15,000 followers. Starting partnerships with Coca Cola,
Unicef and others.
Governance: Independent non-profit organisation based in the UK and Zambia, run and staffed by volunteers.
Impact: Developed an “aidpod” to fit in Coca Cola distribution boxes. Planning pilot of concept in Zambia.
Sanofi Aventis & WHO
Focus: To cure, prevent sleeping sickness through treatment in Africa through strategic health plans.
Set-up: Since 2001. The partnership was initiated by Sanofi-Aventis following 2001 merger. The company support
focus changed from medicine donation only to strategic partnership with WHO.
Governance: Managed by special department of Sanofi-Aventis and WHO. Other partners include MSF, Tropical
Disease Research and host countries. Total corporate funding of $75 Million.
Impact: Over 150,000 patients have been treated for deadly sleeping sickness in more than 36 countries. The
number of patients treated for sleeping sickness has dropped by over 60% since then. The number of reported
new cases of the disease fell from 30,000 in 2001 to less than 10,000 in 2009.
AF Blakemore – Heart Distribution
Focus: Providing an efficient route to market for small, local producers in the Midlands region
Set-up: Local food and drink producers are typically small in size, and geographically dispersed, with the result
that distributors usually cater only for larger suppliers. Heart Distribution network supports 120 small, local
producers across the Midlands counties by distributing their goods to market. This has proven to reduce food miles
across the distribution chain
Governance: AF Blakemore & Son established Heart Distribution together with the regional food group, Heart of
England Fine Food. Local food and drink producers can drop their products at ‘mini-hubs’ on the nearby sites of
fellow Blakemores suppliers, where they collected by Blakemores vehicles and taken to the company’s central hub,
for subsequent distribution to retailers.
Impact: Has enabled local producers to supply to more and bigger retailers, whilst significantly reducing food miles
and time spent on Deliveries. Product differentiation – Blakemore has added 108 new small, local producers to its
books since launching Heart Distribution
Lafarge in Indonesia
Focus: To rebuild community in Banda Aceh after 2004 tsunami.
Set-up: Since 2005. Following the tsunami, Lafarge decided to rebuild its factory in Banda Aceh and rebuild the
local community. The emergency situation turned into a positive local investment for Lafarge as the Indonesian
Government recommended cement in new build low income housing as sturdier material.
Governance: Lafarge worked with three charities on the rebuilding project, Atlas Logistique, a French NGO on-site,
Habitat for Humanity, an international NGO, Dompet Dhuafa, a local NGO.
Impact: Rebuilding of 500 homes, 4 schools, 7 mosques. Training programmes and financial assistance to new
business start-ups.
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BAOH (Business Action on Homelessness)
Focus: Supports homeless people to gain and sustain employment and actively campaigns for the removal of
barriers to work.
Set-up: Since 1998. Initially developed in reaction to the low interest in homelessness among corporate, BAOH, led
by a board drawn from business leaders, discovered where the fit lay: in the potential that business held to support
homeless people and those at risk of homelessness to gain and sustain employment.
Governance: Lead by the Business Action on Homelessness Leadership Team, BAOH works with 140
businesses in 20 cities providing training, work placements and post-placement support to equip people with the
skills and confidence they need to gain and sustain employment.
Impact: 5500 people supported by the Ready for Work programme since 2001. 2000 people support into work
since 2001. 77% of Ready for Work graduates who gain employment sustain work for at least 3 months.
GSK and The Global Alliance to Eliminate Lymphatic Filariasis
Focus: To rid the world of the disfiguring and disabling tropical disease lymphatic filariasis (LF) currently affecting
more than 120 million people in Asia, Africa and Latin America.
Set-up: Since 2000. GSK’s aim is to donate as much albendazole as required to treat the one billion people in over
80 countries who are at risk from this disease. In addition, GSK provides grants and staff expertise to support the
coalition-building, planning, training and communication activities of the Global Alliance to Eliminate LF.
Governance: GSK is a founder member of the Alliance that now includes the Ministries of Health of LF-endemic
countries and over 40 organisations from public and private sectors, academia, government bodies and nongovernmental organisations. One of the world’s largest health initiative, the alliance is led by WHO. GSK is one of
five corporate partners.
Impact: GSK has donated over 2 billion treatments to help stop transmission of the disease in over 50 countries.
In 2010 alone, 556 million albendazole treatments were donated.
3. Knowledge Sharing
Knowledge sharing includes a large number of collaborations, both across, between and within
sectors driven, to establish and share research, ideas and best practice. Some knowledge
sharing collaborations are close to being joint systems but have not developed mandatory
codes of conduct or monitored practice.
Microcredit Summit Campaign
Focus: Brings together microcredit practitioners, advocates, educational institutions, donor agencies, international
financial institutions, non-governmental organizations and others involved with microcredit to promote best
practices in the field.
Set-up: Since 1997.
Governance: Under the parent organisation, RESULTS Educational Fund (REF) the campaign convenes a yearly
Microcredit Summit as its main activity. The executive committee has Prof. Muhammad Yunus as member.
Impact: As of December 31, 2010, 3,652 microfinance institutions reported reaching 205,314,502 clients,
137,547,441 of whom were among the poorest when they took their first loan.
ENGAGE
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Focus: Collaborative opportunity for business and community partners to positively impact a specific city
Set-up: Since 2002. Each project is designed and funded locally to address key social issues. Groups of 5-15
companies, often a mix of multinational and local companies, work together, thereby pooling available resources
and increasing the impact.
Governance: ENGAGE was set up by IBLF and Business in the Community (BITC) and is now supported by the
International Leadership Team of BITC.
Impact: There are currently 20 projects across 26 cities internationally, reaching from Beijing to Valencia. A
support toolkit is provided to measure the impact of each individual partnership.
WRAP
Focus: To help businesses and individuals reap the benefits of reducing waste, develop sustainable products and
use resources in an efficient way.
Set-up: Since 2000. Works to help the UK Governments to meet their national and international commitments and
build the green economy. Acts by helping householders, businesses and the public sector save money and make
better use of resources. Provides technical support, communication and networks for individuals, local authorities
and businesses.
Governance: Established as a not-for-profit company in 2000, WRAP is backed by government funding from
England, Scotland, Wales and Northern Ireland. WRAP (Waste & Resources Action Programme) is a private
company limited by guarantee.
Impact: WRAP has been instrumental in helping the UK recycling and reprocessing sector to quadruple in size
between 2000 and 2008; diverting 670,000 tonnes of food from landfill, saving consumers over £600 million a year.
Status: Enormously comprehensive support system, but difficult to see the partnership/collaboration element. It
encourages partnerships (within industries/localities), but do not develop/manage them itself.
Retail Energy Forum
Focus: To share best practice to reduce the carbon footprint of every member company
Set-up: Since 2006. A collection of leading retailers that closely with government in the development of the Carbon
Reduction Commitment Energy Efficiency Scheme (CRC), the End Use and Energy Services Directive, and many
other political initiatives.
Governance: 16 larger retailers are members
Heart of the City Newcomers Programme
Focus: Introducing more companies to the world of CSR.
Set-up: Since 2001. Companies and individuals that are new to the world of CSR are introduced to Experienced
Contributors who share their CSR expertise with the Newcomers through a series of workshops, online tools and
one-to-one mentoring.
Governance: The programme is run the Hearth of the City, the CSR charity in the City of London, its Trustees and
Council of members. More than 95 Contributors from the corporate membership are supporting the programme.
Impact: Since 2001, Heart of the City have enabled over 350 London businesses of all sizes and sectors to make
a positive impact on society, the environment and the wider economy.
Thun Group
Focus: To considering the particular challenges universal banks face when addressing human rights issues.
Set-up: Since 2011. A collaboration between UBS, Credit Suisse, Barclays and UniCredit to review how the UN
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Guiding Principles on Human Rights may apply within the financial sector.
Governance: The participating banks are supported by academic institutions University of Zurich and Swiss Centre
of Expertise in Human Rights. The banks will work with relevant UN bodies and other stakeholders.
Impact: A practical application guide setting out the challenges and best practice examples of operationalizing the
“Guiding Principles” in universal banks.
Sedex
Focus: Driving improvements in responsible and ethical business practices in global supply chains.
Set-up: Since 2004. Using the world’s largest collaborative platform for sharing ethical supply chain data, Sedex
works ease the burden on suppliers facing multiple audits, questionnaires and certifications. The membership
counts 23,000 organisations across more than 22 industries and 150 countries.
Governance: A not for profit membership organisation, Sedex is run by an elected board, which is made up of
representation from the different membership types.
Impact: Sedex is an online database which allows companies to store and view data on ethical and responsible
business practices. Sedex does not set any standards or determine the policy of its members. It is purely a tool for
facilitating access to information.
Global Social Compliance Programme
Focus: The continuous improvement of working and environmental conditions in global supply chains.
Set-up: Since 2006. Created by and for global buying companies wanting to work collaboratively on improving the
sustainability (social and environmental) of their often-shared supply base. 35 companies have joined since 2006.
Governance: GSCP is led by an Executive Board of representatives of members and supported by an Advisory
Board made up of individual subject matter experts.
Impact: Is developing a set of reference tools and best practice processes regarding working and environmental
requirements and their implementation at supplier level. Aim is to enable buying companies around the world, in
whatever industry and system, to work towards comparable audit approaches and outcomes.
Environmental Defence Fund
Focus: Finding innovative ways to solve big environmental problems.
Set-up: Since 1967. EDF’s solutions take a multidisciplinary approach and work in concert with other organizations
including business, government and communities and avoid duplicating work already being done effectively by
others. EDF is a leading national nonprofit organization representing more than 700,000 members, with more Ph.D.
scientists and economists on staff than any similar organization. In the 1990s, EDF was the first environmental
group to partner with a major corporation.
Governance: EDF is governed by its large board with mainly academic and scientific members.
Impact: EDF’s partnerships are designed to influence not just single companies but entire industries. Since EDF
does not accept funds from its corporate partners EDF is free to broadly share its recommendations and
innovations
Slough Business Community Partnership
Focus: To inspire businesses to work in partnership with each other and together with the public and voluntary
sector for the benefit of Slough.
Set-up: Since 2001. Formed as a non-for-profit company, it has become one of the leading Business Community
Partnerships in the UK. Current membership of 50+ organisations across the sectors. SBCP provides expertise and
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support to local companies to enable them to develop their own CSR strategy and become engage in the
community.
Governance: SBCP is governed by a cross sector Board of Governors.
Impact: Aims to combine business skills with voluntary and public sector expertise to maximise social, economic
and cultural development.
Enniskillen Business in the Community Network
Focus: Strengthening relationships between businesses and local voluntary/community groups and identify
opportunities to work together for mutual benefit.
Set-up: Since 2011. A consultation with a range of Enniskillen based businesses on the quality of relationships with
voluntary and community groups revealed a need for a more strategic approach to community engagement and for
greater impact. Enniskillen is a town of 14,000 people in Northern Ireland.
Governance: The group is co-ordinated by Business in the Community and modelled on similar networks across
NI. It’s chaired a local business leader and has participants from 11 local businesses. More than100 business
leaders are currently involved in Leadership Networks, representing many of Northern Ireland’s leading employers.
Impact: Through consultation with local community groups, facilitated cross sector meetings, information and
employee volunteering, the network has created better understanding of engagement between the private sector
and local groups. Findings have been used to develop an action plan of business assistance to help support
groups. Local charities have received specific and tailored business support.
Sustainable Agriculture Initiative (SAI)
Focus: To facilitate sharing, at precompetitive level, of knowledge and initiatives to support the development and
implementation of sustainable agriculture practices involving the different stakeholders of the food chain.
Set-up: Since 2002. Nestlé, Unilever and Danone created the Sustainable Agriculture Initiative (SAI) Platform as a
non-profit organization. 29 corporate members from food industry and 8 affiliate members (research/trade
body/NGO).
Governance: Works with Executive Committee, Advisory Panel, and issue working groups. Currently chaired by
McCain Foods.
Impact: Gathers and develops knowledge on sustainable agriculture. Best practice development and research, no
certification.
International Cooperative Alliance
Focus: As the voice of the cooperative movement, ICA ensures that co-operative enterprise is a recognised form
of enterprise that is able to compete in the marketplace.
Set-up: Since 1895. ICA is an independent, non-governmental association which unites, represents and serves cooperatives worldwide. 269 member organisations from 97 countries active in all sectors of the economy.
Governance: Democratic structure with general assembly as highest policy making body. The board has 23
members and regional representation.
Impact: Promotes and strengthens co-operatives through the exchange of information and co-ordination of people
and organisations.
Public Health Responsibility Deal
Focus: Established to tap into the potential for businesses and other organisations to improve public health and
tackle health inequalities through their influence over food, alcohol, physical activity and health in the workplace.
Set-up: Launched in March 2011 by Department of Health (England). A series of core commitments and supporting
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pledges. Each ‘theme’ has a network and uses sub-groups to develop collective and individual pledges and delivery
projects. Members must sign up to a minimum of one collective pledge.
Governance: Plenary group chaired by Secretary of State, five theme focused network groups with external chairs
(mostly from academia, relevant ‘associations’ or NGOs) each ‘supported’ by a Minister of State.
Impact: Companies and organisations that are signed up to pledges required to monitor and report progress, as in
early stages initial monitoring and evaluation results not yet available.
Sustainable Aviation
Focus: Tackling seven sustainability goals and commitments relevant to the aviation industry: social & economic;
climate change; noise; local air quality; surface access; natural resources; implementation
Set-up: In 2005, to bring together key players in aviation industry. Set out collective strategy of the industry to
tackling sustainability issues with two yearly work programme of collective and individual projects.
Governance: Council of representatives from signatory organisations; Working Group to develop workstreams
agreed by the Council (for two year period at a time); Stakeholder Panel of experts meeting independently and with
Council. Council currently chaired by Heathrow Airport Ltd.
Impact: Publishes two yearly progress reports. Early achievements included publication of CO2 roadmap for the
industry. Latest report tracks collective and member progress against major workstreams, including ‘perfect flight’
live trial that demonstrated a fuel saving of 11%.
4. Brand / Funding Partnership
These types of partnerships represent the more traditional corporate/charitable partnerships
with a limited number of partners working together on an issue of common interest. These often
emerge as time bound partnerships but, as they evolve, can also move towards broader
collaboration or social business initiatives.
Unicef & Pampers
Focus: Elimination of maternal and newborn tetanus through vaccination.
Set-up: Since 2006. Social marketing campaign each year in November/December, ‘1pack – 1 vaccine’ though
purchase of disposable diapers. Initiated as P&G marketing idea and since branched out to global social campaign.
Governance: Global agreement between Unicef and P&G. National campaigns are run with local partnerships
between P&G and Unicef. Some countries’ partnership involves key retailers and additional P&G products.
Impact: Since the partnership began in 2006, Pampers has donated funds for 300 million vaccines and is hoping to
raise the funding for enough vaccines to help UNICEF eliminate the disease by 2015. Global awareness raised of a
“forgotten” disease, i.e. not listed in MDGs.
Camfed & Linklaters
Focus: Test and development of international aid governance model, based on field study and analysis of
Camfed’s international project delivery on girls’ education.
Set-up: From 2007-2010. Time limited partnership with research and pro bono support focus, to develop both
organisations’ expertise on aid governance. Was aided by corporate donations to Camfed projects.
Governance: Bilateral partnership between law firm and charity.
Impact: Widely promoted research report. £200,000 to Camfed to enable more than 430 girls across Zimbabwe,
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Ghana, Zambia, Tanzania and Malawi to receive secondary school education.
PwC and Beyond Food Foundation
Focus: A new three-way partnership between the private, public and third sectors to help disadvantaged
individuals develop skills and find work. The project aims to support the development of the social enterprise sector.
Set-up: Since 2011. London based. A new social enterprise bistro will provide a location for individuals who have
experienced homelessness, and other vulnerable groups to participate in a catering training and an apprenticeship
programme.
Governance: Partnership between PwC, Beyond Food Foundation, De Vere Venues, and the School for Social
Entrepreneurs.
Impact: Up to 28 people each year will gain an apprenticeship through the bistro.
Dairy Sector Collaboration
Focus: To support 100 UK farms with the objective of reducing the decline in the number of dairy farms by
improving their profitability.
Set-up: Since 2011. In its pilot phase, will deliver a package of business support and advice to selected farmers to
help improve their profitability and quality of life. The workshops will be run by leading experts in the dairy sector.
Governance: The collaboration is run by a secretariat within Business in the Community and its Rural Action
Campaign. The board is chaired by Mark Allen, Mark Allen, Chief Executive, Dairy Crest.
Impact: Through getting the sector to work collaboratively on a practical pilot initiative to lay the foundations for
further action to address other challenges faced by the dairy supply chain.
Barclays Banking on Change
Focus: To improve the quality of life for around 400,000 disadvantaged people worldwide by developing access to
basic financial services.
Set-up: Since 2008.The Banking on Change programme will see a £10m commitment to support the financial
inclusion by developing savings-led microfinance services The partnership is delivering projects in 11 countries
across Africa, Asia and South America
Governance: A partnership between Barclays, Plan and CARE. Each partner plays an active role in shaping and
delivering the programme. The expertise and experience of all partners are utilised, including the established
delivery structures of CARE and Plan to promote and train community groups, and the financial expertise of
Barclays. In addition, Accenture Development Partnerships, support in an advisory capacity
Impact: By providing access to basic banking services such as savings and sources of credit, disadvantaged
communities can reduce their vulnerability to life emergencies such as illness, disease and natural disasters
KPMG & Millennium Cities Initiative (MCI)
Focus: Through MCI, KPMG delivers investment reports used to encourage foreign investment in developing cities
in Sub-Saharan Africa
Set-up: Since 2007. KPMG’s Transaction Services practices have been providing economic and commercial due
diligence work to support the Millennium Cities Initiative’s investment reports. The reports on cities in Ethiopia,
Ghana, Kenya, Malawi, Nigeria and Tanzania will be used to encourage investment to lift the local economy.
Governance: Spearheaded by KPMG’s Global Transaction Services practice, KPMG’s work with MCI brings
together KPMG professionals and member firms to provide pro bono reports, which are used by investors looking at
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commercially viable business opportunities in the regions surrounding the Millennium Cities
Impact: The goal is to create employment, stimulate domestic enterprise development and foster economic growth.
GAVI (formerly Global Alliance for Vaccines and Immunisation)
Focus: To fund vaccines for children in the world's 70 poorest countries. Its mission: to save children’s lives and
protect people’s health by increasing access to immunisation in the world’s poorest countries.
Set-up: Since 2000. Pulling the specialist skills of all the main players in immunisation into one, decision-making
body, and focusing on the urgent task of closing three critical gaps in the provision of vaccine. The role of business
partners (including Crucell, GSK, Merck, Sanofi and Pfizer) is to provide a bridge for harnessing their research and
technical expertise to making and supplying vaccines that address the needs of developing countries.
Governance: GAVI is governed by a Board of representatives of its partners. GAVI's partners include leading
multilateral organisations such as WHO, UNICEF and the World Bank, civil society organisations, public health
institutes, donor and implementing country governments, vaccine industry representatives, the financial community.
Impact: Since its launch in 2000, GAVI support has contributed to the immunisation of an additional 326
million children in the poorest countries. GAVI has committed US$ 7.2 billion in programme support to
low-income countries until 2016; GAVI support will result in the immunisation of 243 million additional
children through to 2015.
Asda OnRoute Advisory Board
Focus: Improving access to youth services to reduce crime and anti-social behaviour.
Set-up: Since 2009. A £1million nationwide programme to support mobile buses providing activities for
young people in deprived communities. Asda OnRoute provides funding and in-kind support to a range of
different organisations to develop locally-owned mobile youth buses around the UK.
Governance: Collaboration between Asda and a number of partners including the Department for Education and
the Football League Trust, to create a self-sustaining project network. Business in the Community provides the
secretariat for the project leadership.
Impact: In Burnley, 45-50 young people use the bus each night with up to 100 at weekends with criminal damage
and anti-social behaviour reduced by 885 incidents and over 1000 less deployments for police officers. One area
reported a 39% decrease in criminal damage and an 18% decrease in anti-social behaviour.
The Mark &Spencer and Oxfam Clothes Exchange
Focus: Oxfam and M&S have teamed up to help shoppers support the world’s poorest people and reduce landfill.
Set-up: Since 2008. The partnership encourages customers to bring old M&S clothes or soft furnishings to an
Oxfam charity shop in exchange for a £5 voucher to use at M&S.
Governance: Partnership between Oxfam and M&S under M&S’s extensive Plan A.
Impact: Since the Clothes Exchange started, it’s helped prevent over 2,500 tonnes of clothing going to landfill.
Selling the clothes in the partners’ shops has raised an extra £3 million for the project work.
The Prince’s Countryside Fund
Focus: Raising funds to help Britain’s rural areas become more sustainable. To reconnect consumers with
countryside issues and support farming and rural crisis charities.
Set-up: Since 2010. Each participating company has made a donation to the Fund and provided in-kind support.
Businesses that are donating money to the Fund will display The Prince’s Countryside Fund logo on their products
and in their stores and restaurants. 15 companies has signed up since 2010.
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Governance: The fund is run by a secretariat within Business in the Community and its Rural Action Campaign.
The fund’s board is made up of senior executives from retailers and food manufacturers and associated
organisations.
Impact: Raised more than £1M to distribute in grants for rural support initiatives, currently supporting 10 projects
including women in rural enterprise and teaching young people in economically deprived area.
Health Through Warmth – RWE npower
Focus: To assist vulnerable people with cold/damp related illnesses who require help with heating and insulation
measures which they’re unable to fund themselves.
Set-up: Since 2000. HTW works with existing community workers, providing training so they can identify the links
between ill health and cold, damp living conditions and refer people to the scheme. HTW develops strong networks
within communities and nationally through relationships with the Fuel Poverty Advisory Group (FPAG),
MP’s/Ministers, Dept of Health, Energy Efficiency Partnership for Homes (EEPH), NEA and charitable
organisations, including Macmillan Cancer Support.
Governance: npower Health Through Warmth (HTW) is working in partnership with the NHS and National Energy
Action (NEA). It’s a voluntary initiative, beyond the regulatory requirements of the utilities sector. The partnership is
managed through the board level RWE npower CR committee.
Impact: Over 49,870 vulnerable people have received help ; 18,596 community workers have been trained to
identify households at risk; £53.34 million of leverage (includes government grants, client/landlord contributions)
has been achieved to help fund heating and insulation measures for vulnerable people
UK Power Networks & Red Cross
Focus: Helping the most vulnerable customers during power cuts.
Set-up: Since 2008. The Red Cross Partnership was developed on the initiative of a Customer Relations Manager.
The Red Cross focuses on calling on the most vulnerable customers as identified from EDF Energy Network’s
priority service register and then continue with a door-to-door assessment of other affected customers. Practical
support is provided to around 20% of those visited.
Governance: The partnership is led by leaders and managers from UK Power Networks and Red Cross.This is the
first time the Red Cross has had a formal partnership with a utilities organisation to support communities in power
cuts.The Red Cross is mobilised: If a power cut affects more than 12 households for more than six hours and is not
expected to be restored for at least another four; in response to a need in the community, identified by an EDF
Energy Networks call centre agent.
Impact: Approximately 100,000 customers have been visited by Red Cross volunteers during power cuts, and
around 20% of those visited required some form of assistance. There are up to 140 reactive call-outs per month in
response to customers phoning our call centre when they need help (not necessarily during a power cut).
5. Social Business Initiative
These types of initiatives are the newest category of collaborations identified. They bring
together concerns around social and commercial sustainability to develop new ways of doing
business and address social issues. Social business initiatives are also deploying a range of
innovation, new technologies and ways of engaging the consumer in addressing vital issues.
M-PESA
Focus: To address the lack of efficient and affordable banking in Kenya, a contributing factor to poverty in rural
areas.
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Set-up: Since 2005. Initiated by Vodafone. Safaricom Kenya provided the local mobile telephone network,
Vodafone and DFID funded the pilot project, Faulu Kenya provided the micro-finance clients who pilot tested
MPESA and the Commercial Bank of Africa was the banker to M-PESA.
Governance: Continues as commercial partnership between Vodafone, SafariCom and Commercial Bank of Africa.
Impact: Services have been expanded to Afghanistan and Tanzania. In 2005, of 32 million citizens in Kenya only 2
million bank accounts existed. Today it is estimated that ½ of Kenya’s population uses M-PESA.
Accenture Development Partnerships
Focus: To help strengthen non-governmental organizations to forge collaborative, high-impact partnerships with
the public and private sectors and build emerging markets from within.
Set-up: Since 2004. Accenture Development Partnerships employs an innovative not-for-profit business model
that makes the core skills and assets of Accenture accessible to the international development sector.
Governance: ADP is run as a non-for-profit arm of Accenture.
Impact: Completed more than 400 projects in over 65 developing countries as well as locations across North
America and Europe. Worked with over 90 client organizations - donors, foundations, emerging governments, and
NGO’s – on projects spanning health, education, agriculture, economic development.
Juan Valdez Initiative – coffee growers in Columbia
Focus: To participate in the value chain of the coffee business and create increased visibility and recognition of
Colombian coffee throughout the world, thereby increasing the demand for, and income of, Colombian producers
Set-up: Since 2002. Development of Juan Valdez Coffee Shops, an initiative of National Federation of Coffee
Growers in Columbia (NFC) to increase coffee producers’ profits by incorporating direct sales into its commercial
model.
Governance: A fair trade chain linking communities of producers , businesses (Procafecol and other private
partners), consumers (national and international) and catalyst organizations (government and international
cooperation agencies).
Impact: By 2006, 57 coffee shops operated in the US, Spain, and Columbia, with 12 million customers and sales of
$20 million. This meant that coffee producers could be paid 25% more than average prices for their crops.
Inclusive Business – local partnership brokerage WBCSD & SNV
Focus: To address sustainable poverty alleviation through business-led initiatives across a number of Latin
American countries.
Set-up: Since 2006. Examples of initiatives: Support to milk farmer through Dairy company and Microfinance.
Creating association of banana farmers to introduce them international market, with partner Dole.
Governance: Strategic alliance between WBCSD and SNV (Dutch Development Organisation). MoU with InterAmerican Development Bank, alliance with the Ecuadorian Government.
Impact: By end 2010, establishment 40 inclusive business initiatives have the potential to improve the livelihoods
of some 400,000 low-income people. Plans to expand activities to Africa and Asia.
Grameen Danone Limited
Focus: To address malnutrition among children in Bangladesh
Set-up: Since 2006. Combining the expertise of Danone in health foods and the experience of Grameen in microcredits for deprived populations, in November 2006, Grameen Danone Foods launched a yoghurt called Shoktidoi
Governance: A joint venture between Grameen and Danone, Grameen Danone Limited exists as a social
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enterprise business.
Impact: Produces a yoghurt enriched with crucial nutrients at a price of 6 BDT (= 0.06 EUR) which even the
poorest can afford. Ambitions to open 50 production plants during the ten years between 2006 and 2016. Aims to
reduce poverty by creating business and employment opportunities for local people sourcing raw materials
including milk locally.
Unilever Hand & Private Public Partnership for Handwashing with Soap
Focus: Promote the importance of handwashing with soap to prevent infections and diseases, most notable
diarrhoea.
Set-up: Fronted by Unilever’s Lifebouy Soap brand, a cross sector social marketing campaign working with
governments, health agencies and non-profit groups.
Governance: Various partnerships in different countries. Global Handwashing Day was launched in 2008, an
annual event backed by the Public-Private Partnership for Handwashing with Soap, of which Unilever is a founding
partner.
Impact: By 2015, it aims to change the hygiene behaviour of 1 billion consumers across Asia, Africa and Latin
America.
Union of Indigenous Communities of the Isthmus Region (Mexico)
Focus: Assist in production, marketing and distribution of locally produced coffee and other products. Help small
indigenous village farmers to get better prices for their crop.
Set-up: Since 1982. A farmer's cooperative in the state of Oaxaca, Mexico.
Governance: Community representatives that meet monthly and four-person Administrative Council and a fourperson Monitoring Council. Membership: 2508 families in 55 indigenous communities.
Impact: UCIRI was a pioneer of organic coffee production and one of the first fair trade suppliers.
Impetus Trust
Focus: To break the cycle of poverty by investing in ambitious charities and social enterprises that fight economic
disadvantage, using venture philanthropy model to accelerate the growth of carefully selected charities and social
enterprises.
Set-up: Since 2003. Working with charities and investing companies to form partnerships that support the growth
and sustainability of the high potential charitable organisations through seed funding and pro bono / volunteer
management development.
Governance: Impetus Trust is a registered charity. Partners and supporters include Barclays Capital, Apax
Partners, Goldman Sachs.
Impact: Average increase in non-profit performance from supported organisations: 30% increase in number of
people helped, average income increase by 23% a year.
Organisations with a similar approach include:
 Philanthropy UK http://www.philanthropyuk.org
 Venturesome http://www.venturesome.org
 Social Business Trust http://www.socialbusinesstrust.org/
 Private Equity Foundation http://privateequityfoundation.org
 Andrews Charitable Trust http://www.andrewscharitabletrust.org.uk/
 Children’s Investment Fund Foundation http://www.ciff.org/
 Unltd Ventures http://www.unltd.org.uk/template.php?ID=13
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Inspiring Scotland http://www.inspiringscotland.org.uk/
The One Foundation http://www.onefoundation.ie/
Venture Philanthropy Foundation http://www.vpf.org.uk/
Patagonia Recycling
Focus: Common Threads Initiative – aims to reduce the company’s environmental footprint in partnership with its
customers in an innovative recycling scheme.
Set-up: Since 2005. A pledge programme between Patagonia and its customers, where the customers pledges to
buy only what I need (and will last), repair what breaks, reuse (share) what I no longer need and recycle everything
else and the Patagonia promises to build useful things that last, to repair what breaks and recycle what comes to
the end of its useful life
Governance: Integrated production operation scheme. Patagonia manufactures and sells outdoor sportswear.
Impact. Since 2005, 45 tons of clothing for recycling have been taken back and made 34 tons into new clothes.
Patagonia are aiming to get 50,000 people taking and living by this pledge of less consumption.
Kiva
Focus: To connect people through lending to alleviate poverty.
Set-up: Since 2005. Leveraging the internet and a worldwide network of microfinance institutions, Kiva lets
individuals lend as little as $25 to help create opportunity around the world. Users / consumers can go to the
website to view and select projects / entrepreneurs / groups to support. The current repayment rate on loans is
98.88%.
Governance: Kiva works with microfinance institutions on five continents to provide loans to people without access
to traditional banking systems. Board of Directors include representatives from PayPal and Linkedin.
Impact:
Total value of all loans made through Kiva: $279,894,600
Number of Kiva Users who have funded a loan: 681,921
Number of countries represented by Kiva Lenders: 216
Number of loans that have been funded through Kiva: 367,063
IBM Collaboration Jam
Focus: To bring different minds and different perspectives together to discover new solutions to long-standing
problems.
Set-up: Since 2001. IBM uses jams to involve its more than 300,000 employees around the world in far-reaching
exploration and problem-solving. Jams are online sessions where people can contribute to the discussions and idea
generation around specific topics.
Governance: IBM's Jam Program Office manages and delivers the Jam for both internal and external use.
Impact: Not restricted to business, in 2005, over three days, the Government of Canada, UN-HABITAT and IBM
hosted Habitat Jam with tens of thousands of participants from urban specialists, to government leaders, to
residents from cities around the world - discussed issues of urban sustainability. Their ideas shaped the agenda for
the UN World Urban Forum, held in June 2006.
World Economic Forum’s Green Growth Partnerships Initiative
Focus: To develop practical ways to trigger private investment at scale for green infrastructure strategies.
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Set-up: Invites expertise from many sectors to work with governments around thematic sustainability challenges
facing developing countries. Aims to develop national investment strategies that will attract significant private
finance.
Governance: WEF plays convening role in three stage process : 1. In-country research and stakeholder
engagement; 2. Design of new tools to address the high cost of finance and policy risk; 3. Engagement of the host
country government and donor governments
Impact: Working with governments of India, South Africa and Kenya with further country partnerships planned for
2012. India partnership cited by Ban Ki-Moon as one of 10 ‘Lighthouse Projects’ with significant potential to scale
up.
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