Y E A R B O O K 2 0 1 4 / 1 5
The Power of Collaboration
PARTNERSHIP TOGETHER BENEFITS GROUP TEAM THEORY PEOPLE MEMBERS
TEAMWORK B2B UNITED SOLVING ORGANIZATION
USETHE POWER OF
KNOWLEDGE PRODUCTION CONNECT
COAL SUCCESS IMPROVE HELP THEORY B2BSYNERGY PROJECTS COOPERATION LEARNING
BULT COMMUNICATION
LEADERSHIP
MANAGEMENT
Y E A R B O O K
PARTNERSHIP TOGETHER BENEFITS GROUP TEAM THEORY PEOPLE MEMBERS
TEAMWORK B2B UNITED SOLVINGORGANIZATION WORK
2 0 1 4 / 1 5
COLLABORATION USE PRODUCTION
KNOWLEDGE CONNECT
COAL SUCCESS IMPROVE HELP THEORY B2BSYNERGYPROJECTS COOPERATION LEARNING
BULT COMMUNICATION
LEADERSHIP MANAGEMENT
The Power of Collaboration YEARBOOK 2014/15
Copyright Š Global Sustain, 2015. All rights reserved.
ISBN-978-960-99967-4-7
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Yearbook 2014/15 – The Power of Collaboration
Copyright notice: All rights reserved. The material in this publication is copyrighted. No part of this publication may be reproduced in any form or by any means (electronic, mechanical, photocopied, or otherwise), or stored in any retrieval system of any nature without prior written permission by the publisher. Global Sustain encourages the dissemination of the content for educational purposes. The content may be quoted and used provided proper attribution and credit to Global Sustain are given.
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ISBN 978-960-99967-4-7 ISSN 1792-9520 Annual Publication Published in June 2015 by Global Sustain.
Copy editing: Christina V. Deligianni
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everyone is moving forward together, then success takes care of itself. if
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PUBLISHER’S NOTE
14 22 table contents 24
Michael Spanos Managing Partner, Global Sustain The Power of Collaboration
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KEYNOTE ARTICLES
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Carlos Moedas Commisioner, European Commission DG Research, Science and Innovation Sustainable Development: The European Commitment to Collaboration
Dr. Kandeh Yumkella Under-Secretary-General, United Nations & Chief Executive, Sustainable Energy for All (SE4ALL) The Global Energy Efficiency Accelerator Platform: A Real Goldmine
Georg Kell Executive Director, United Nations Global Compact Why Business Leaders Collaborate to Tackle Global Sustainability Challenges
Prof. Dr. Peter Jenni Senior Research Staff,
Dr. Fabiola Gianotti Director-General, European Organisation for Nuclear Research (CERN) The Strength of Worldwide Collaboration
INSTITUTES & NETWORKS
40 42 44
Kim Carstensen Director General, Forest Stewardship Council® (FSC®) Partnerships for Sustainable Forestry. Open Dialogue and Criticism: the Keys to Successful Collaboration
Dr. Anne Gregory Chair, Global Alliance for Public Relations and Communication Management Living in a Stakeholder World
Prof. Athena Linos Founder & President, The Institute of Preventive Medicine, Environmental and Occupational Health Prolepsis Collaborating for Protecting Public Health
48 50 54 58 60
Tom Smith Acting General Manager, Sedex Creating Collaborative Platforms for Responsible Supply Chain Management
Jeremy Nicholls Chief Executive Officer, Social Value International Collaboration for Greater Impact. Let’s Get Strategic
E D U C AT I O N & R E S E A R C H
68 70
Peter Webster CEO, EIRIS Driving Forward Corporate Human Rights Performance
Prof. Dr. Anabel Ternès, Prof. Ian Towers The International Institute for Sustainability Management, SRH Berlin (IISM)
Alastair Fischbacher
Yannis Salavopoulos
Director, Sustainable Shipping Initiative (SSI) A Coalition for Tackling Shipping’s Greatest Opportunities and Challenges
Founder & President, CAPITALS Business Circle The Power of Collaboration between Academic and Business Communities
Danielle Chesebrough Senior Manager, Sustainable Stock Exchanges Initiative (SSE) Collaboration for Sustainable Capital Markets
Fiona Reynolds Managing Director, United Nations-supported Principles for Responsible Investment (PRI) Collaboration is Key to Success for Investors
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Polly Courtice Director, University of Cambridge Institute for Sustainability Leadership (CISL) Inspiring Business Collaboration to Protect Natural Capital
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Adele Wiman, Norma Schönherr GLOBAL VALUE, Institute for Managing Sustainability, Vienna University of Economics and Business The Power of Online Collaboration for Managing Business Impacts on Development
Dr. George Ioannou Director, MBA International Programme, Athens University of Economics and Business The Power of Collaboration in Executive Education
CORPORATE
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ALPHA BANK Together for Social Responsibility
GEFYRA S.A. A Bridge Constructed by its Stakeholders
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GENESIS PHARMA Partnership and Collaboration as the Driving Force of Innovation and Growth
GREEK ENVIRONMENTAL & ENERGY NETWORK S.A. (GREEN) Partnerships for Growth
HALYPS BUILDING MATERIALS/ ITALCEMENTI GROUP Τά πάντα ῥεῖ (Everything Changes)... but Values and Principles are our Solid Roots
ICAP GROUP The ICAP Group Places Partnerships and Collaborations at the Heart of its Strategy
108 112 120 122 124
NATIONAL BANK OF GREECE Working Together to Create a New Business Generation
OTE - COSMOTE The Power Lies in Collaboration
PEOPLE BIZ Achieving Collaboration between Employees and Leadership. Collaboration: Pull Me, Not Push Me
PHARMATHEN Strategic Partnerships for Pharma Solutions
SARGIA PARTNERS The Power of Leadership Alignment
VISIONARIES
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Ralph Thurm Founder & Managing Partner, A|HEAD|ahead “Prociety or Suiciety:” Why Increased Collaboration is a Make or Break for ThriveAbility
Hazel Henderson President, Ethical Markets Media Collaboration in the 21st Century Information Age Economies
Dr. Sally Uren Chief Executive, Forum for the Future Eight Steps to Effective Collaboration
142 146 150
Tobias Webb Founder & Chairman, Innovation Forum The No Deforestation Movement is Driving Evolution in Business/NGO Partnerships
Peter Bakker President, World Business Council for Sustainable Development (WBCSD) The Road to Paris and Beyond – Global Partnerships for Bold Climate Action
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About Yearbooks
Acronyms and abbreviations
List of tables, graphs, figures, facts and stats
About Global Sustain
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Collaboration is broadly defined as “the action of working with someone to produce something�, originating from the Latin word collaborate, which means
increasing public and private spending and investment in research and development, including through public-private partnerships, should be supported.
to labor together. But, what are the key elements of sustainable collaboration? In today’s globalised economy, collaboration is crucial to organisations in order for them to operate successfully. International developments and expectations about economic, environmental and social issues have made the operation of organisations a challenging task. Collaboration connects organisations and their stakeholders with world-class partners, experts, tools and resources. Collaboration allows us to share time, cost and risk during the innovation process, and serves as a driving force for growth. Partnerships come in many forms, ranging from alliances between businesses and non-governmental organisations, to governments and civil society and they are instrumental in creating shared value for all stakeholders. Collaboration is important to advance sustainability practices globally. Partnerships are more than ever needed
This Yearbook touches upon issues such as win-win partnerships; facilitating supplier collaboration; delivering long-lasting, mutual benefits with innovative strategic partnerships; joining forces for human rights and transparency issues; quantifying and measuring partnerships true value; collaboration between academics, companies, NGOs and governments; the impact of business goals on engagement in social partnerships; encouraging and incentivising employees to engage into collaborative actions; transforming stakeholder dialogue into stakeholder collaboration; coalitions for building sustainable capital markets, communicating collaborations effectively; and collaborative actions on meeting the Sustainable Development Goals. The current edition highlights articles by CEOs, corporations and organisations from all around the world, leading the way in sustainability-driven collaborations. This publication includes research and viewpoints of top experts, decision-makers and policy formers who share their vision and expertise regarding this timely subject.
The Power of in order to address universal challenges.
Poverty, environmental degradation, climate change, population growth, access to water, energy efficiency, Michael Spanos financial disruptions are inextricably Managing Partner, related and none of these crucial problems can be successfully addressed in isolation or individually. Currently, an international collaborative effort is in progress at the intergovernmental level to meet the Sustainable Development Goals. The agenda calls for unparalleled collaboration in key areas such as enabling policy environments, developing human skills and capacities, mobilisation and effective use of public finance, stimulating trade, driving transformative change through science, research, technology and innovation, mobilisation of the private sector and capital, harnessing the positive effects of migration and monitoring accountability. It becomes evident that we need to collaborate more on systemic challenges that the world faces today and we must look beyond first mover approaches. We must embrace partnerships and collective action efforts with peers and other stakeholders that pool resources, share risks and aim to find solutions faster. Towards this end, 14
Collaboration This publication also proves that there
is a need for a new global partnership that will eventually bring a new transformative spirit of solidarity and cooperation. This global partnership should be based Global Sustain on universally common principles such as shared responsibility, mutual accountability, respective capacity, human rights, good governance, enabling regulatory environments, inclusiveness and non-discrimination. Collaboration should take into account all three dimensions of sustainable development (people-planet-profit) in a balanced manner so as to avoid working in silos and making trade-offs between difference objectives. Going beyond traditional channels of cooperation, this new global partnership needs to promote more effective and inclusive forms of multi-stakeholder collaboration. In the very near future, collaboration will become even more important and imperative in order to address sustainability issues. There is no doubt that unleashing the power of collaboration will lead us to the creation of a more responsible global community. After all, it is our common future which is at stake.
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FOCUS
OPERATIONAL PROCESSES
OUTCOMES
The Collaboration Imperative KEY STRATEGY Develop industry benchmarks and standardised systems for measuring environmental performance across the value chain EXAMPLE The Sustainable Apparel Coalition’s Higg Index
KEY STRATEGY Indentify and share industrywide operational processes that reduce emissions, natural resource consumption, and waste and protect the environment EXAMPLE Dairy Management Inc.’s efforts to reduce milk’s carbon footprint while producing renewable energy
COMPANIES ACROSS THE VALUE CHAIN
KEY STRATEGY Institute “payment for ecosystem services” models in which firms invest in funds that compensate local communities for improving conservation and protection outcomes EXAMPLE The Latin American Wate Funds Partnership between and upstream farmers and landowners
KEY STRATEGY Initiate extended collaborations that engage the business community and non-corporate stakeholders in the pursuit of operational innovations and best practices that create shared value EXAMPLE Action to Accelarate Recycling’s collaboration to change consumer behavior
COMPANIES AND NON-BUSINESS STAKEHOLDERS
PLAYERS Source: The Collaboration Imperative by Ram Nidumolu, Jib Ellison, John Whalen, and Erin Billman, https://hbr.org/2014/04/the-collaboration-imperative-2. 16
Post-2015 Business Engagement Architecture Sustainable Development Goals
Long-term Business Goals
Inclusive growth Social equity and progress Environmental
Revenue growth Resource productivity Risk management
Advances Motivates
Marketbased
Drives
Societybased
SUPP
T
T OR
Drivers and Incentives
RESPEC
Corporate Sustainability
Builds Trust
LEADERSHIP
Transparency and Accountability Public records of commitments to principles and goals
ENGAGE
Measurement practices
Reporting standards
Certification schemes
Scales up Platforms for Action and Partnership Issue platforms
Local initiatives and networks
Business sector initiatives
Technology-powered partnership hubs Source: United Nations Global Compact Activity Report 2013, May 2014. 17
In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed. Charles Darwin (1809 - 1882) English naturalist and geologist
We must learn to live together as brothers or perish together as fools. Martin Luther King Jr. (1929 - 1968) American pastor, activist, humanitarian, and leader in the African-American Civil Rights Movement
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No one can whistle a symphony; it takes a whole orchestra to play it. Halford E. Luccock (1885 - 1961) Professor of homiletics at Yale Divinity School
Talent wins games, but teamwork and intelligence wins championships. Michael Jordan (1963 - ) Retired American Professional Basketball Player
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KEYNOTE ARTICLES
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Carlos Moedas EU Commissioner European Commission, DG Research, Science and Innovation
Sustainable Development: The European Commitment to Collaboration
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The United Nations Summit for the adoption of the post-2015 development agenda in 2015 marks an important milestone in the international community’s commitment to sustainable development. The comprehensive nature of the new agenda calls for increased collaboration and a renewed partnership in which research, science and innovation are expected to play an increasingly
consumption and production, and the sustainable exploitation of natural resources. These issues do not just affect Europe, they are global in nature and they require a global response, putting our best brains together and involving governments, policy-makers, the academia, citizens and businesses. The good news is that the scientific and technological cooperation in all areas is becoming increasingly globalised. The emerging
important role. The talents of our scientists and researchers are the foundation of Europe’s global standing and potential in research, science and innovation. They generate the knowledge that leads to the scientific and technological breakthroughs that improve our lives and create new business opportunities. However, this process can only be truly effective if we work together to find sustainable solutions to the challenges we face. These range from issues, such as food security and agriculture, health, sustainable energy, integrated transport and mobility, to climate change and the environment, sustainable
economies, whose participation is essential in the quest to find sustainable solutions to our biggest societal challenges, are also becoming major players in this new landscape. Governments play an important role in creating the framework conditions for increased collaboration within and across national borders. These framework conditions also encourage investment and create the incentives for the private and public sectors to work together. The EU’s approach to Research and Innovation is all about collaboration, and with a strong emphasis on the international dimension. Collaboration is also at the heart of Horizon 2020, the EU’s Framework Programme (2014-
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2020) for Research and Innovation, which aims at strengthening Europe’s research excellence and boosting innovation and competitiveness, while at the same time addressing our biggest challenges. Horizon 2020 is open to scientists and innovators from across the world and many sustainability-centred international collaborations participate in it. At least 60% of the total budget of Horizon
in the areas of Earth Observation and climate change, where research would be inefficient if it were not coordinated at European and international level. Aligning research agendas around sustainability issues in Europe and internationally is a priority. This is why the EU encourages collaboration among its Member States. The Joint Programming Initiative on Water Challenges for a Changing World is an example
2020 will be related to sustainable development across all its Societal Challenges. EU-funded research will continue to mobilise the research community in support of sustainability. The experience of past EU Research and Innovation Programmes demonstrates the added value of European research around common sustainability challenges, including the need for international collaboration, capacity building and development of a critical mass on these issues. Examples of such added value are the EUR 2 billion European and Developing Countries Clinical Trials Partnership to fight infectious diseases in developing countries, and research
of such collaboration. This initiative launched a Strategic Research and Innovation Agenda that will provide a framework for future research, development and innovation and European investments in the water sector, which will amount to over EUR 500 million per year. Globally, the European Union will continue to engage in a range of initiatives, such as the Belmont Forum which gathers research funding agencies from different countries to work together on global sustainability issues. Collaborating on research, science and innovation is a powerful tool in building a sustainable society. Europe will keep playing its part.
Carlos Moedas is the EU Commissioner for Research, Science and Innovation. He obtained a university degree in civil engineering from Lisbon’s Instituto Superior Técnico, followed by an MBA from Harvard Business School. He has previously worked in the financial sector for Goldman Sachs and Eurohypo Investment Bank and was Secretary of State to the Prime Minister of Portugal from 2011 to 2014. On 10 September 2014, Juncker accepted the Portuguese Government’s nomination of Moedas as European Commissioner, and appointed him to the portfolio of Research, Innovation and Science, taking office on 1 November 2014. The Directorate-General for Research and Innovation defines and implements European Research and Innovation (R&I) policy with a view to achieving the goals of the Europe 2020 strategy and its key flagship initiative, the Innovation Union. To do so, the DG contributes to the European Semester by analysing national R&I policies, by assessing their strengths and weaknesses, and by formulating country specific recommendations where necessary. It monitors and contributes to the realisation of the Innovation Union flagship initiative and the completion of the European Research Area. It funds excellent Research and Innovation through Framework Programmes taking a strategic programming approach. www.ec.europa.eu/research
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Dr. Kandeh Yumkella United Nations Under-Secretary-General Chief Executive Sustainable Energy for All (SE4ALL)
The Global Energy Efficiency Accelerator Platform: A Real Goldmine
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Big changes in the way we use energy are becoming increasingly important as we address the twin global challenges of ending energy poverty and fighting climate change. Energy efficiency – sometimes called the “invisible fuel” – is a real goldmine, offering a multitude of positive side effects. Energy efficiency measures maximise benefits while reducing cost; they significantly mitigate climate change, accelerate economic development, reduce environmental pollution and alleviate extreme poverty – all priorities on the world’s sustainable development agenda. Targeted energy efficiency measures have the potential to reduce global energy-related emissions by 1.5 gigatonnes (Gt) by as early as 2020. By 2035, the International Energy Agency reports that our global economy could be USD 18 trillion better off if we adopt energy efficiency
as a “first choice” for new energy supplies. It could also be a real game-changer for the climate. Targeted energy efficiency measures could deliver close to half of the emissions reductions required to limit global warming to 2°C - a threshold that climate scientists warn should not be breached if our societies and economies are to avoid serious harm from a rapidly changing climate. So what do we actually mean by energy efficiency measures? Some of them, such as improving energy management in households and workplaces through smart metering, cost nothing to implement. Other actions range from switching to more fuel efficient vehicles and extending public transportation systems, to phasing out inefficient incandescent lamps. They include adopting efficient lighting policies and strategies in commercial and outdoor lighting, and improving energy performance in
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products that have a high environmental and economic impact, such as air conditioners, refrigerators, electric motors and distribution transformers. Another target area is insulating and generally reducing energy use in buildings, which account for about a third of global energy use, almost half of which is consumed by government, commercial and institutional facilities. Improving energy efficiency in industry can help deliver CO2 reductions of around 1.3Gt, with effective action in the chemical and petrochemical, aluminum, iron and steel, cement and paper and pulp sectors alone capable of cutting 12% of global CO2 emissions. Energy efficiency measures also include the development of standards and labels to encourage consumers to buy increasingly energy-efficient products, driving the worst performing products out of the market.
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This great potential, however, has not yet been harnessed effectively. About two thirds of economically viable energy efficiency investments will go untapped if we continue with business as usual and stick to current policies. Why is that? Energy efficiency is not yet fashionable; it is technical in nature, needs long-term investment and its results seem intangible compared to those of wind turbines or solar panels. Although opportunities for energy efficiency exist throughout our economies, the specific technologies, policies and regulations, supporting programmes and investments differ widely from sector to sector, as do the relevant actors and the actions they must take. In all cases, there is a need for strong collaboration between the public sector, which has the task of setting policy and regulatory frameworks in order to transform the market, and the private sector,
which has the technologies and the skills needed to deploy them. To enable energy efficiency to help us meet our climate change goals and support economic growth, we need to change the way we do business. One of the three key objectives for Sustainable Energy for All (SE4ALL), an initiative led by the UN Secretary-General and the President
institutions and businesses. Core areas for action include buildings, lighting, appliances, district energy systems, industry and vehicle fuel efficiency. Accelerating energy efficiency in these sectors will harness multiple benefits. The Platform is not just about cutting greenhouse gases, but also about reducing environmental pollution, promoting social and
of the World Bank, is to double the global rate of improvement in energy efficiency by 2030. How can we best do that? The key is to accelerate collaboration. Current and planned energy efficiency policies harness just one third of the economically viable potential for such action. To step up the pace, SE4ALL has created a collaborative framework called the Global Energy Efficiency Accelerator Platform to speed up action on energy efficiency, seeking out and supporting action and commitments by national, regional and city leaders, experts,
economic development, increasing productivity and improving health and well-being. A shift to efficient refrigerators could reduce global electricity consumption by more than 275 terawatt-hours (TWh) per year – equivalent to the electricity needs of Australia – and save USD 40 billion on electricity bills. The Global Energy Efficiency Accelerator Platform will promote a major scaling up of energy efficiency investment through technical assistance, mutual support and collaboration. It brings together countries,
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cities, businesses, investors, civil society and individuals ready to do more with less, ready to work together to get more out of our existing resources. The Platform can already count on important partners such as the UNEP, the UN Foundation, Philips, Danfoss, Johnson Controls, the FIA Foundation and Vattenfall, as well as numerous cities and countries and several banks. The network is growing, and public-private partnerships will create opportunities for new jobs, cost savings and lower emissions. What if someone proposed that you could save USD 11 trillion in the next 15 years, reduce CO2 emissions by 5Gt, create a huge number of jobs and help make modern energy services available to everyone around the world? Would you do whatever you could to move towards energy efficiency? We hope you would.
On 24 September 2012, the Secretary-General announced Dr. Kandeh Yumkella’s appointment as his Special Representative for Sustainable Energy for All and chief executive responsible for the planning and implementation of the Sustainable Energy for All initiative. Since July 2013, Dr. Yumkella has been leading the overall coordination of the initiative and oversees the work of the Global Facilitation Team (GFT), as well as operations at various locations, including the Thematic and Regional hubs. Prior to his appointment, Kandeh Yumkella served two terms as Director General of the United Nations Industrial Development Organisation (UNIDO), first in December 2005 and then upon re-election in 2009. He previously held various high-level positions in UNIDO, including Special Adviser to two former Directors-General and Director of the Africa and Least Developed Countries Regional Bureau. Under his leadership, UNIDO became the largest provider of trade-related technical assistance to developing countries in the
United Nations system. Kandeh Yumkella has also chaired UN-Energy since 2008, convening UN organisations working on energy issues. As its Chairman, he brought a renewed focus to global energy issues and helped to coordinate the UN response to such issues. From 2008 to 2010, he chaired the Secretary-General’s Advisory Group on Energy and Climate Change (AGECC), highlighting the lack of access to energy as a crucial constraint for development efforts. The Group’s report, which was issued in April 2010, confirmed the need to increase energy access, energy efficiency and renewable energy options in order to address the climate change challenge and realise the Millennium Development Goals. Prior to working for UNIDO, he was the Minister for Trade, Industry and State Enterprises of the Republic of Sierra Leone from 1994-1995. Between 1987 and 1996, while furthering his studies, he held various academic positions at Michigan State University and the University of Illinois.
The United Nations SecretaryGeneral’s Sustainable Energy for All (SE4ALL) initiative was launched at the UN General Assembly in September 2011 to identify and mobilise action in support of energy access, energy efficiency and of increasing the share of renewable energy. It is a multi-stakeholder partnership working with business, civil society, banks, governments and international institutions, to promote public-private partnerships that can induce significant changes in the way energy services are produced and accessed. The SE4ALL initiative aims at achieving three main targets by 2030: (i) ensure universal access to modern energy services, (ii) doubling the share of renewable energy in the global energy mix, and (iii) doubling the rate of improvement in energy efficiency worldwide. www.se4all.org
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Georg Kell Executive Director United Nations Global Compact
Why Business Leaders Collaborate to Tackle Global Sustainability Challenges
Because the world is ever more interdependent and because business has long ago gone global, sustainability has become an important issue for companies everywhere. What used to be the exclusive domain of governments or citizens now can have a huge impact on business success – from social issues such as education, inequality and
that move beyond compliance to maximise their positive impacts. Increasingly, companies realise that they cannot overcome barriers to growth or systemic risks alone. As a result, there has been a willingness to go beyond first-mover approaches and embrace partnerships and collective action efforts that pool resources, share risks and aim to find solutions faster.
discrimination, to environmental issues such as pollution, climate change, water stewardship and biodiversity, to governance issues such as the rule of law, anti-corruption and violence. In fact, five out of six CEOs believe that business should play a leading role in addressing global priority issues.1 More and more companies are using the universal sustainability principles of the United Nations Global Compact to redefine their strategies and operations not just so that they do no harm, but also take proactive steps
Collaboration and partnership are not new. However, what is new is the scale and sophistication of collaboration. Just over the past decade, we have seen enormous growth and evolution. As more and more companies understand that they must collaborate and co-invest in solutions to systemic challenges, ad hoc partnerships and opportunistic cooperation have given way to strategic alliances. We have seen massive growth of collaboration around specific issues and challenges that have the potential to be transformative.
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The UN Global Compact-Accenture CEO Study on Sustainability, 2013
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Just within the UN Global Compact family, which includes over 8,000 companies and 4,000 non-business participants in over 160 countries, we are currently witnessing an enormous increase in collaboration through our issue platforms and initiatives – for example, on climate, water, gender, peace and children’s rights. Dozens of companies, together with
these are at the local level.2 Will these change movements based on “the power of collaboration” bring about transformation and unlock sustainable pathways for human development? It is an open question. But clearly, what is needed now is to demonstrate the benefits and impact of collaboration, and we must win over those
NGOs, academia and sometimes governments, align their efforts and seek to change attitudes, behavior and policy frameworks to bring about a transformation that no individual actor alone could deliver. These efforts take shape both globally and at the country level through Global Compact Local Networks in over 80 countries that are convening like-minded companies and facilitating action on the ground. Of over 1,400 companies that responded to our survey last year, 73% are engaging in partnership projects and 93% of
sitting on the fence or working on the basis of old ideologies and sectoral divides. Critically, private sector solutions will need to inspire the public sector to work alongside other stakeholders as both a full partner and a rulesetter. In the end, the world needs effective and trusted policy making that serves the long-term interest of citizens and policymakers must realise that in an interdependent world, multilateralism and global cooperation are the only ways to build a prosperous and safe future.
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Georg Kell is the Executive Director of the UN Global Compact, the world’s largest voluntary corporate sustainability initiative with 8,000 corporate participants in 160 countries. A key architect of the Global Compact, he has led the initiative since its founding in 2000, establishing the most widely recognised multi-stakeholder network and action platform to advance responsible business practices. Mr. Kell also oversaw the conception and launch of the Global Compact’s sister initiatives on investment and business education, the Principles for Responsible Investment (PRI) and the Principles for Responsible Management Education (PRME). Mr. Kell started his career as a research fellow in engineering at the renowned Fraunhofer Institute for Production Technology and Innovation in Berlin. He then worked as a financial analyst in various countries in Africa and Asia. He joined the United Nations in 1987, and has been at the leading edge of the organisation’s private-sector engagement ever since. A native of Germany, Mr. Kell holds advanced degrees in economics and engineering from the Technical University Berlin. The United Nations Global Compact is a call to companies everywhere to voluntarily align their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals and issues. The UN Global Compact is a leadership platform for the development, implementation and disclosure of responsible corporate policies and practices. Launched in 2000, it is the largest corporate sustainability initiative in the world, with over 8,000 companies and 4,000 non-business signatories based in 160 countries. www.unglobalcompact.org
The UN Global Compact Annual Implementation Survey, 2013
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Prof. Dr. Peter Jenni | Dr. Fabiola Gianotti Senior Research Staff | Director-General European Organisation for Nuclear Research - CERN
The Strength of Worldwide Collaboration
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The enthusiasm and motivation to explore particle physics at the highenergy frontier knows no borders between the nations and regions of the planet. It is shared among physicists of widely different cultures and origins. This is evident today when looking around the large but still overcrowded auditoria where the latest results from the
LHC physics. This process of collaboration building is of course not finished yet, and many challenges remain. CERN and its experiment collaborations at the LHC’s predecessors – the Large Electron-Positron collider and the Super Proton Synchrotron collider – have long been a fertile cradle for physicists teaming up from different regions (CERN Courier, March
Large Hadron Collider (LHC) are presented, as with the announcements of the Higgs-boson discovery (CERN Courier, September 2012 p. 43). Such results are, in turn, presented by speakers on behalf of LHC collaborations that span the globe, with physicists from all inhabited continents. Today we take this for granted, but it is worth remembering that it took about two decades to grow and consolidate these worldwide scientific and human projects into the peaceful, creative and efficient networks that are now exploring
2014 p.23 and April 2014 p.16), but with the LHC collaborations, globalisation for the experiments has reached a new scale. Roughly speaking, about half of the participants in ATLAS (A Toroidal Lhc ApparatuS) and CMS (Compact Muon Solenoid) are from nonmember states of CERN. We consider it a great privilege to have witnessed this evolution from inside CERN and actively from inside the ATLAS collaboration and to have been able, humbly, to contribute to it a little. The first contacts with far-away
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countries started with several visits in the late 1980s and early 1990s, presenting the LHC dream to colleagues and decision-makers in places such as Russia (still the Soviet Union in the beginning), Eastern Europe and Japan, and later across the world. A formidable evolution took place during the past 25 years, which was a pleasure to see.
and opinions. What was also striking in the early times was the great motivation to be part of the experiment collaborations and to contribute – sometimes under difficult conditions – to the building up of the experiments. We often had the impression that colleagues in less privileged countries made extraordinary
talent, but little in the way of material resources. The years immediately following the ATLAS and CMS Letters of Intent in October 1992 were a time when the two collaborations grew most rapidly in terms of people and institutes (CERN Courier, June 2013 p. 22). The spokespersons made many trips to far-flung, non-European countries to motivate and invite participation
hemisphere is, in general, more recent, and has benefited, for example in the case of Latin America, from European Union exchange programmes, which in particular have brought many bright students to the experiments (CERN Courier, June 2014 p. 58). Yet, there is a long way to go in Africa, with many talented people eager to join the great LHC adventure.
Presenting the LHC and ATLAS in the early years could be quite an adventure. There were places where electricity for the slides was not always guaranteed, many colleagues from potential new collaboration partners barely spoke any English, and the local custom could be that only the most senior professor would be expected to speak up. Today one may find, at the same places, the most modern conference installations and – even more enjoyable to see – confident, clever young students and postdoctoral students expressing their curiosity
efforts, with many personal sacrifices, to fulfil their promises for the construction of the detectors. Those of us from richer countries should not forget that! Certainly, an experiment like ATLAS could not have been built without the massive and leading contributions from CERN’s member states and other large, highly industrialised countries, and we experimentalists must be grateful for their support in the first place. They are the backbone that made it possible to be open to other countries that have great human
and contributions to the experiments, in parallel (and sometimes even in competition) with CERN’s effort to enlist non-member-state contributions to enable the timely construction of the accelerator. It was during this period that the current healthy mix of wealthy and less-wealthy countries was established in the two collaborations, placing value clearly not only on material contributions but also on intellectual ones. The building up and consolidation of collaboration with continents in the southern
It goes without saying that fundamental physics is our mission, but attracting young people into science will help society in all regions, ultimately. CERN with the LHC, which from the early dreams now spans half of the organisation’s 60 years, can also be proud of contributing a seed to building up a peaceful global society. For us, besides the physics, the LHC has also brought many friends across the world. *Revised from CERN Courier, July 23, 2014
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Prof. Dr. Peter Jenni, Swiss, born in 1948, obtained his Diploma for Physics at the University of Bern in 1973 and his Doctorate at the Swiss Federal Institute of Technology in Zürich (ETHZ) in 1976. He participated in CERN experiments at the Synchro-Cyclotron (1972/3), at the Proton Synchrotron (1974/6), and as ETHZ Research Associate at the Intersecting Storage Rings (1976/7), the first high-energy hadron collider. During 1978-79, he was a Research Associate at the Stanford Linear Accelerator Centre (SLAC), USA. He became a CERN staff in 1980 with the UA2 experiment at the Super Proton Synchrotron (SPS) collider (major involvement in the discoveries of jets and the W/Z bosons). His strong interest was in the Large Hadron Collider (LHC) since the beginning in 1984. In 1995, after formal approval of the ATLAS project, he was elected Spokesperson (project leader) of the experiment. He was re-elected several times and retired from this post in February 2009, retaining, however, a strong involvement in the operation and physics of the experiment. He is a member of numerous international science advisory committees. During 2012-13, he was strongly involved in shaping the scientific input with the Preparatory Group for the Update of the European Strategy for Particle Physics, personally motivated to promote CERN’s future at the high energy frontier. Since his retirement as a CERN Senior Research Staff end of April 2013, Peter Jenni is a Guest Scientist and Honorary Professor with the Albert-Ludwigs-University Freiburg, Germany, keeping his full engagement with the ATLAS experiment. During 2013-14,he received
honorary Ph.D. degrees from the University of Stockholm, from the University of Copenhagen, from the Swiss Federal Institute of Technology in Zurich (ETHZ), from the Pontificia Universidad Catolica de Chile, Santiago de Chile, from the University of Nova Gorica, and from the University of Bern. Dr. Fabiola Gianotti received a Ph.D. in experimental particle physics from the University of Milano in 1989. Since 1994, she has been a research physicist in the Physics Department of CERN, and since August 2013 honorary Professor at the University of Edinburgh. She is also a member of the Italian Academy of Sciences (Accademia Nazionale dei Lincei). She worked in several CERN experiments, being involved in detector R&D and construction, software developments and data analysis. From March 2009 to February 2013, she held the elected position of Spokesperson (project leader) of the ATLAS experiment. On 4 July 2012, she presented the ATLAS results on the search for the Higgs boson in a seminar at CERN. This event marked the announcement of the discovery of the Higgs boson by the ATLAS and CMS experiments. In December 2014, she was appointed the next CERN Director-General, for a five-year term starting on 1st January 2016. She is the author or co-author of more than 500 publications in peer-reviewed scientific journals. She is a member of several international committees, including the Scientific Advisory Board of the UN Secretary-General Ban Ki-moon. She received honorary doctoral degrees from the University of Uppsala, the Ecole Polytechnique Fédérale
de Lausanne, McGill University (Montreal) and Oslo University. She was awarded the honour of “Grande Ufficiale dell’ordine al merito della Repubblica” by the Italian President Giorgio Napolitano. She was included among the “Top 100 most inspirational women” by The Guardian newspaper (UK, 2011), ranked “5th Personality of the Year 2012” by the Time magazine (USA, 2012), included among the “Top 100 most influential women” by the Forbes magazine (USA, 2013) and among the “Leading Global Thinkers of 2013” by the Foreign Policy magazine (USA, 2013). At CERN, the European Organisation for Nuclear Research, physicists and engineers are probing the fundamental structure of the universe. They use the world’s largest and most complex scientific instruments to study the basic constituents of matter – the fundamental particles. The particles are made to collide together at close to the speed of light. The process gives the physicists clues about how the particles interact, and provides insights into the fundamental laws of nature. The instruments used at CERN are purpose-built particle accelerators and detectors. Accelerators boost beams of particles to high energies before the beams are made to collide with each other or with stationary targets. Detectors observe and record the results of these collisions. Founded in 1954, the CERN laboratory sits astride the Franco-Swiss border near Geneva. It was one of Europe’s first joint ventures and now has 21 member states. www.home.web.cern.ch
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Collaborating for a Sustainable Future Post-Rio +20 experts overwhelmingly believe companies should collaborate with multiple actors, including goverments, to advance sustainability most effectively Despite pessimism of national government’s willingness and ability to make substantive progress on the sustainability agenda, experts overwhelmingly believe that progress requires companies collaborating with multiple actors, including governments.
What is the “most effective approach companies can take�?
Work within multi-actor collaborations, explicitly including government
58
Work within multi-actor collaborations, not explicitly including goverment
20
Work with government to establish regulation
12
Work with governments through discreet public-private partnerships
10
Do not collaborate with governments and await a shift in direction
2
0
10
20
30
40
50
60
Source: Collaborating for a Sustainable Future, A GlobeScan/SustainAbility Survey.
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Examples of Collaboration (and those involved) Company / Company Collaborations It is a fairly recent phenomenon that companies are working together in areas where they are directly competing. Ford and Toyota’s collaboration on the development of an advanced new hybrid system for light truck and SUV being a notable case study.
Company / NGO Collaborations Company and NGO partnerships are seen as the most traditional form of collaboration with notable examples including Coca Cola and WWF and Starbucks and Conservation Intl.
Single Industry Collaborations Single industry colaborations are where public, private and NGO actors from a single industry partner to achieve greater impact across a wider range of issues. A notable example of such a collaboration is the Sustainable Apparel Coalition which has seen many of the the top names in apparel and footwear partnering to reduce the environmental and social impacts of their industry.
Multi-Industry Collaborations Single Issue collaborations see multi-actor partnerships formed across the boundaries of industry to tackle a single (often common) issue. High profile examples include The Plant PET Technology Collaborative.
Source: Collaborating for a Sustainable Future, A GlobeScan/SustainAbility Survey.
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Individually, we are one drop. Together, we are an ocean. Ryunosuke Satoro (1892 - 1927) Japanese writer
Ἡ ἰσχὺς ἐν τῇ ἑνώσει. In unity we stand strong. Ancient Greek proverb
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I never did anything alone. Whatever was accomplished in this country was accomplished collectively.
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Keynote Articles
Golda Meir (1898 - 1974) Israeli teacher, kibbutznik, politician and the fourth Prime Minister of Israel
The strength of the team is each individual member. The strength of each member is the team. Phil Jackson (1945 - ) American professional basketball executive, former coach and president of NBA
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INSTITUTES & NETWORKS
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Kim Carstensen Director General Forest Stewardship Council® (FSC®)
Partnerships for Sustainable Forestry. Open Dialogue and Criticism: the Keys to Successful Collaboration
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The Forest Stewardship Council’s (FSC®) greatest asset is its multistakeholder engagement that stretches across companies, environmental NGOs, social advocacy groups, countries and people. The idea of FSC was born out of discussions about sustainable forestry that took place at the 1992 Earth Summit in Rio. The failure of
them has exactly the same voting power on all decisions made inside FSC. All our rules and all our decisions are based on a majority from each of the three chambers. Many prominent global NGOs and businesses are members of FSC – including environment groups such as Greenpeace and WWF, companies such as IKEA and TetraPak, and also
governments to agree on protecting the world’s forests brought together an unlikely coalition of forest companies, social actors and leading environmental NGOs in a strong commitment to one basic goal: delivering for the forests. FSC today is a reflection of the robustness of our unique three-chamber governance system: environmental, social and economic. Each chamber has representation from the Global North and Global South, and each of
social groups like trade unions and indigenous peoples’ organisations. As members, they are integral to our governance and decision-making processes; as members of our national and international Board of Directors, and as voting members at the General Assembly, which is held every three years. Our members can be our strongest critics, and even though this can look like a weakness of our system, it is actually our strength. We
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have a system of complaints resolution that is robust, and it works. This is exactly why important, critical NGOs, like Global Witness, Greenpeace and others, choose to use our rules. We work to resolve conflicts when they occur, and we work with all our stakeholders to find solutions to any gaps that are found in our system. Through our membership representing
over: from the Amazon region, where we work closely with indigenous communities to get their FSC-certified timber and timber products into the international market; to the Congo Basin, where we are improving transparency through our engagement with governments and private stakeholders; and to Malaysia, where our newly opened national office will
all groups in society, we provide a forum for open dialogue and criticism – we do not shy away from it. There is an art to harnessing the power of collaboration to achieve our goals. Our most recent General Assembly in September 2014 was a perfect example of the close cooperation we have with many businesses and organisations around the world. We are seeing results of this cooperation all
amplify the sustainable forest debate in the Asia Pacific region. We are sure our partners will continue to raise their voices in the years to come – and FSC will be all the better for it. It is precisely this diversity in thought, opinion and experience within our organisation that has led to more than twenty years of innovation and better results for the world’s forests and the people who live and work within them.
Kim Carstensen is the Director General of the Forest Stewardship Council, a position he has held since October 2012. Kim has a proven track record as a global leader within the environment and development sectors. Prior to joining FSC, Kim managed FairGreenSolutions, an environmental strategy and sustainable development consultancy that, among other things, helped link the concepts of “Green Economy” and sustainable development for clients in the Global South. His strategic approach to environment and development issues comes from a long history of global leadership at WWF, most recently as the leader of WWF International’s Global Climate Initiative. Here, he led the organisation’s development of nationally relevant climate change programmes in the world’s key economies, and WWF’s push for global climate action across governments and businesses. Prior to this, Kim was the CEO of WWF Denmark, where he worked on issues related to global environment and development policy, and to environment and development projects in the Global South. Kim’s broad development experience also comes from his prior role as Deputy Chairman of the Board of Danida (Denmark’s Official Development Assistance Agency), where he participated in broad discussions of development issues in all sectors, and from his academic training as a sociologist. The Forest Stewardship Council® (FSC®) is an independent non-governmental organisation that promotes environmentally sound, socially beneficial, and economically prosperous management of the world’s forests. FSC was created in 1994 to help consumers and businesses identify products from well-managed forests. FSC sets standards by which forests are certified, offering credible verification to people who are buying wood and wood products. Currently, more than 185 million hectares and 30,000 companies are certified to FSC standards worldwide. ic.fsc.org
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Dr. Anne Gregory Chair Global Alliance for Public Relations and Communication Management
Living in a Stakeholder World
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It is becoming increasingly obvious that we live in a world that is interconnected. Globalisation and new communication technologies are joining countries, organisations and communities together in ways that were only dreamed of 10 years ago. They are also making us more interdependent as the effects of issues
communication, communities are constituted and sustained; leaders develop and share their vision; aspirations are born and shaped and actions are instigated and achieved. At the heart of communication is the issue of trust. Trust is built through words and action, or rather words into action. When people observe a gap between what is said and what is done,
and events stretch beyond local, regional and national boundaries. However, although communities may be connected, they do not necessarily communicate. This is where my profession has a role to play. It is my privilege to lead the global community of professional communicators: men and women whose job it is to facilitate and build those formal connections between governments and citizens, organisations and their stakeholders and between different communities. It is an enormously important role, because organisations and, indeed society itself, are built through communication. Through
then trust is threatened. It is this “legitimacy gap� that has contributed to the lack of trust in leaders around the world and it is this gap that communicators with conscience seek to address. So how then can public relations and communication make a positive contribution to a stakeholder world? My view is that if they keep 4Ps in mind they will: that is the four Ps of public relations. The first is Purpose. Most ethical codes of the national profession associations in public relations say that the ultimate responsibility of practitioners is to society. In other words, they have an obligation to look beyond the narrow and immediate interests of their organisations
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and to promote the broader good. By serving society, these professionals also serve their organisations well, because they will then act in ways that generate support and re-enforce their licence to operate. The second P is Principles. Organisations usually have a set of values that are supposed to guide behaviours and decision-making. These
reality. The role of public relations is to ensure that, as far as possible, the two are aligned. The last P is Process: how the operations of the organisation are implemented and realised. In the stakeholder world, this has to be done collaboratively, cooperatively and transparently. As the business function primarily responsible for building stakeholder
values are self-selected and, therefore, it is perfectly legitimate to expect organisations to act in accordance with them. As the guardian of the organisation’s reputation, it is the duty of the public relations practitioner to look not only at decisions and behaviour, but to examine whether structures and processes are values-based. People constitute the third P and, by this, I mean the internal stakeholders of the organisation. People are the most visible and visceral expressions of the brand. How people are treated and how they themselves represent the organisation is the most powerful articulation of the brand narrative. It is through this P that brand rhetoric is grounded within
relationships, public relations is well-placed to advise senior managers on how this can be done with integrity and mutuality. In our globalised, interconnected and interdependent world, the importance, power and potential of stakeholder relationships need refined attention. Stakeholders hold the power to legitimise and support any organisation’s licence to operate or to destroy it. They also have the potential to add value immeasurably through collaboration and cooperation. Ultimately, it is through people, internal and external stakeholders that organisations thrive or perish.
Dr. Anne Gregory is Professor of Corporate Communication at the University of Huddersfield and Chair of the Global Alliance, the world-wide confederation of over 60 public relations and communication management associations which is recognised by the United Nations. Professor Gregory leads specialist research and consultancy programmes for large public and private sector organisations, is an advisor to the UK Government on capability and capacity development as well as a Reviewer of government departmental communications. She was President of the Chartered Institute of Public Relations (CIPR) in 2004, leading it to Chartered status and was awarded the Sir Stephen Tallents Medal in 2010 for her outstanding contribution to the profession. An internationally recognised scholar and speaker, Professor Gregory has written and edited 20 books, including the globally available CIPR series; authored 30 book chapters and 50 refereed journal articles and conference papers. She is Editor-in-Chief of the Journal of Communication Management. The Global Alliance for Public Relations and Communication Management is the confederation of the world’s major PR and communication management associations and institutions, representing 160,000 practitioners and academics around the world. The Global Alliance’s mission is to unify the public relations profession, raise professional standards all over the world, share knowledge for the benefit of its members and be the global voice for public relations in the public interest. The Global Alliance works on the cooperative efforts of communication professionals to tackle common problems with a global perspective. By partnering with regional, national and international bodies to increase professionalism in public relations and communication management, this Alliance works to enhance the influence of the industry among its constituents around the world. The Global Alliance for Public Relations and Communication Management is a non-profit organisation based in Switzerland. www.globalalliancepr.org
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Prof. Athena Linos Founder & President The Institute of Preventive Medicine, Environmental and Occupational Health - Prolepsis
Collaborating for Protecting Public Health
There is a common misconception that Public Health is only connected to government policy on healthcare or to particular diseases. However, this multifaceted and constantly evolving field is devoted to preventing disease and advancing the health of the population, advocating for protection and maintenance of societal health and safety.
health through scientific and health promotion initiatives on issues including smoking, alcohol abuse, vaccination and nutrition, targeting not only the general public, but also specific groups, such as children, the elderly, health care professionals and immigrants. Recently, we published one of the first epidemiologic studies that revealed the
As a non-profit organisation, Prolepsis operates under the belief that health is a fundamental and non-negotiable commodity and an inalienable human right. Protecting public health is an axiomatic moral imperative, a concept that has defined our work for over 25 years with emphasis placed on Research, Education and Advocacy. A pioneer in the field, Prolepsis has led the fight against breast and cervical cancer through research and screening programmes since 1992. Over the years, we have advanced public
carcinogenic potential of high concentrations of Hexavalent Chromium (Cr VI) in drinking water. The results where subsequently used by the state of California to issue Public Health Goals for Hexavalent Chromium in Drinking Water1. In addition to having direct benefits on the target groups and providing scientific progress, such projects indirectly create significant multiplier effects on other sectors, contributing to the improvement of the overall standards of living. Current times demand new approaches to the challenges posed by the socio-economic
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esticide and Environmental Toxicology Branch Office of Environmental Health Hazard Assessment P California Environmental Protection Agency, PUBLIC HEALTH GOALS FOR CHEMICALS IN DRINKING WATER: HEXAVALENT CHROMIUM (Cr VI). July 2011. http://oehha.ca.gov/water/phg/pdf/ Cr6PHG072911.pdf
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crisis. One third (34.6%) of the total population of Greece was at risk of poverty or social exclusion in 2012, suffering not only from material deprivation, but also from an ever diminishing prospect for healthy physical and mental development. Τhe lack of adequate healthy nutrition, one of the most serious forms of health disparity, especially
of food insecurity and the improvement of nutrition-related behavior, along with additional social and educational benefits. Over 10 million meals have been provided to a total of 440 schools with 75,000 students throughout Greece since 2012. Our goal is to provide free daily healthy meals in all schools of Greece, as is the common practice in most
during childhood, intensifies social exclusion, stimulating the caustic nature of poverty, which is innate in perpetuity, bleak in prospect and a threat to life itself. As a direct response to the crisis which leaves children, the most sensitive population group, vulnerable, Prolepsis has created the Food Aid and Healthy Nutrition programme DIATROFI, with the Stavros Niarchos Foundation as its founding donor. The Programme offers daily free healthy meals to students of public schools in disadvantaged areas, effectively contributing to the reduction
European countries, so as to meet the nutritional needs of children and ensure their physical and mental development. Addressing such issues is of crucial importance if we are to create the bedrock for a sustainable future and promote stability in societal development. Our work in the field of public health addresses broad issues directly affecting the health and well-being of individuals, families, communities, populations, and societies both now, and for generations to come.
Prof. Athena Linos, MD, MPH, Ph.D. is the Founder and President of the Prolepsis Institute, Professor and Chair of the Department of Hygiene, Epidemiology and Medical Statistics of Athens Medical School. She holds an MD, a Ph.D. and a Professorial degree from Athens Medical School in the field of Epidemiology, and an MPH from the Harvard School of Public Health. She has held positions at the Mayo Medical School, the University of Minnesota School of Public Health and Case Western Reserve University. She is a member of the Expert Committee on the European Forum on Forwarding Looking Activities, on the School Fruit Scheme and Vegetables, and on the Research, Innovation and Science Policy Experts (RISE) High Level Group (HLG) of the European Commission. Among others she has served as Special Secretary on Educational Planning, Education of Greek Students Abroad, Intercultural Education and Decentralisation at the Ministry of Education and Religious Affairs, as Vice President of the Greek Regulatory Agency for Medicines and as President of the Committee for the Prices of Medicinal Products, Ministry of Economy, Competitiveness and Shipping. The Institute of Preventive Medicine, Environmental and Occupational Health - Prolepsis is a Civil Law Non-Profit Organisation founded in 1990, located in Athens, Greece. Prolepsis’s work is focused on a variety of public health issues, including preventive medicine, medical research, environmental and occupational health, statistical analysis, and humanitarian actions. Since the Institute’s establishment, it has led or collaborated on more than 40 national and international projects, contributing to epidemiological and medical research as well as public health promotion in Greece for 25 years. www.prolepsis.gr
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Partnerships by Sector Business
Business - NGO Partnerships
Multi-sector Partnerships PPPs
Government
• Roundtables • Policy Dialogues • Collaborative Governance • Co-Management • TNNs
Community Planning
NGOs
Stakeholder Engagement
SLENs
Community
PPP = public-private partnership TNN = transnational network SLEN = Sustainable Local Enterprise Network
Source: Sustainability through Partnerships, Capitilising on Collaboration, Network for Business Sustainability, 2013. 46
Types of Business-NGO Partnerships
SHARED RESPONSIBILITY
Sustained Dyadic Partnership
Base of Pyramid Strategy
Industry Sustainability Standards
Changes in Supply Chain
Collaborative Governance N
NSIO
Short Term, Dyadic Problem Solving
E TE EATIV
Policy Dialogue
R
NC ISE O
TAL
CAPI
Phillanthropy/ Sponsorship
Eco-Labeling Environmental Impact Assessement
SCOPE (more players, more sectors, bigger problem area)
Source: Sustainability through Partnerships, Capitilising on Collaboration, Network for Business Sustainability, 2013. 47
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Tom Smith Acting General Manager Sedex
Creating Collaborative Platforms for Responsible Supply Chain Management
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The business landscape is rapidly changing. Pressure from the media, NGOs, investors and other stakeholders on companies to be transparent about the risks that exist within their global supply chains – and how they are dealing with them – has never been greater. Companies are increasingly being held to account for their environmental and social impacts and sustainability is now a key factor affecting their licence to operate. Disasters, like the tragic Rana Plaza factory collapse in Bangladesh, are a stark reminder of the devastating impacts on human life that can result from unaddressed supply chain risks. Other incidents, such as the UK horsemeat scandal, demonstrate that not knowing where the risks lie within the supply chains also have negative consequences for companies’ reputations.
Modern supply chains are often complex, multitiered networks that consist of continuously evolving relationships involving thousands of suppliers around the world. The most critical risks often lie hidden further down the supply chain – beyond first tier suppliers – but the size and complexity of global supply chains means that identifying the suppliers – and then the risks – is a challenging task. Global collaboration between companies and suppliers is essential in managing supply chain risks and driving positive change. Sedex (the Supplier Ethical Data Exchange) is a not-for-profit membership organisation working to drive collaboration, increase transparency and build the capacity that is needed to raise standards across all tiers of the supply chain. Sedex provides the world’s largest collaborative platform that is currently used by 38,000 buyers
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+27% 5.22
Tier 3
4.85 +18%
Tier 2 Tier1
4.12
0
1
2
3
4
5
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Graph 1: Sedex briefing Going Deep: the case for multi-tier transparency highlights that critical risks increase down the supply chain. The graph shows the average number of non-compliances (NCs) per audit per tier from the sample of 10 companies (shows the average # of NCs per audit in each tier) and suppliers around the world to share and
there is still much work to be done to scale-up
manage their data on health and safety, labour standards, the environment and business ethics. By connecting buyers and suppliers, not only does Sedex increase transparency down multitier supply chains, but also reduces the burden on suppliers, who have to enter their data only once in order to share it with multiple customers. A growing number of companies, including Unilever, Marks & Spencer, Pepsi Co, P&G, Nestlé, British Airways and Tesco, are already recognising the power of collaboration, but
responsible sourcing and tackle global sustainability challenges. Looking to the future, we can be certain that sustainability will be front of mind for all companies with global supply chains. However, the big issues cannot be tackled by individual companies alone – collaboration is key. It is only through scalable, collaborative action that we can tackle the substantial challenges we face and improve the global systems in which we operate.
Tom Smith is an Acting General Manager at Sedex. Since joining Sedex in 2007, he has helped the organisation grow from a staff of four to become the world’s largest collaborative platform for managing and sharing ethical supply chain data. Having worked in various roles at Sedex, including business development, marketing and membership support, he is now leading the organisation’s future strategy planning and is responsible for ensuring Sedex achieves its strategic objectives. His role is to engage all the team, members, external business and industry leaders to influence strategies and ensure Sedex remains a leader in the global supply chain sustainability and responsible sourcing community. Sedex - Supplier Ethical Data Exchange is a not-for-profit organisation that leads work with buyers and suppliers to deliver improvements in responsible and ethical business practices in global supply chains. Our mission is to drive collaboration, increase transparency and build the capacity that is needed to raise standards across all tiers of the supply chain. Having grown rapidly in the 10 years since its launch, Sedex now has 38,000 members – including Unilever, Marks & Spencer, Pepsi Co, P&G, Nestlé, British Airways and Tesco. www.sedexglobal.com
Source: Sedex briefing Going Deep: The Case for Multi-tier Transparency, November 2013
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Jeremy Nicholls Chief Executive Officer Social Value International
Collaboration for Greater Impact Let’s Get Strategic
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Our society faces many challenges, challenges that have complex causes. We know that if we are going to create significant and sustainable social change, then we will need to collaborate with others; other organisations and other groups of people. We also know that it can be hard enough to align activities towards achieving one goal within one
it will be able to take a strategic approach to collaboration. This often means recognising that change caused by an organisations work is itself not enough to create sustainable social change and significantly contribute to addressing the issues the organisation was set up to address. It also means realising that those affected by an organisation’s work have different and multiple
organisation without starting to think about collaboration. And hard enough to find the time to manage and develop one organisation without committing time to working with others. However, collaboration happens all the time, at an individual and an organisational level. But, how many of us ensure that the time we spend collaborating is strategic and effective? An organisation needs to be clear about what it is trying to achieve and recognise how its work contributes to wider outcomes before
reasons for engaging with that organisation in the first place and that they may be influenced by other organisations with similar objectives. Therefore it is important for an organisation to have an open culture in relation to managing impact and a desire to not only create change, but to create as much change as it can with the resources it has available. There are two approaches to measuring impact that can help organisations manage collaboration and these approaches can support each other.
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These are Social Return on Investment (SROI) and Collective Impact. SROI provides a process for determining which outcomes to manage. Collective Impact helps organisations that are collaborating to achieve a common agenda to ensure that their collective impact leads to lasting solutions to social problems. SROI is a principles-based method that
value of an organisation’s outcomes. Collective Impact is the commitment of a group of actors from different organisations and sectors to a common agenda for solving a complex social problem. In order to create lasting solutions to social problems on a large-scale, organisations including those in government, civil society,
provides a consistent approach to understanding and managing an organisation’s impact. In brief, it guides the process by which an entity identifies different stakeholders, involves them in determining outcomes and their relative importance, develops indicators, assesses what would have happened anyway in absence of the organisation’s work, and values the impact to arrive at a better understanding of the impact of an organisation. The aim of SROI is to account for the social, environmental, and economic
and the business sector - need to coordinate their efforts and work together around a clearly defined goal. Collective Impact is a significant shift from the social sector’s current paradigm of “isolated impact”, because the underlying premise of Collective Impact is that no single organisation can create large-scale, lasting social change alone. There is no “silver bullet” solution to systemic social problems, and these problems cannot be solved by simply scaling Training Seminar
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Measuring non-financial Value Unintended +ve
Activities
Outcomes
Intended
Framework for deciding on important outcomes - Quantity - Duration - Value - Causality
Unintended -ve
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or replicating one organisation or programme. Strong organisations are necessary but not sufficient for large-scale social change. Not all social problems are suited for Collective Impact solutions. Collective Impact is best employed for problems that are complex and systemic rather than technical in nature. Collective Impact initiatives are currently being employed to address a wide variety of issues around the world, including education, healthcare, homelessness, the environment, and community development. Many of these initiatives are already showing concrete results, reinforcing the promise of Collective Impact in solving complex social problems. Using SROI with Collective Impact There are two important questions to consider before starting a collective impact programme. • Who are the relevant participants in the
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programme? • At what scale should the participants act? SROI principles can help with the first of these. The process of SROI often starts in a single organisation. However, the focus on the stakeholders, those affected, and on understanding change will often mean the organisation recognises that it only plays a part
community project may create some shortterm outcomes but not operate at a large enough scale to create sustainable change. The outcomes alleviate issues but do not stop the underlying causes. A programme to address underlying causes can identify so many contributing factors that effective collaboration is impossible. However, thinking this through
in creating the changes that are of value. SROI will therefore help an organisation consider: • other organisations that contribute to the change; and • other people and organisations that are affected by the activity and who should be involved in developing sustainable solutions. This will help in identifying the most appropriate participants and ensuring a shared and relevant vision in a programme of Collective Impact. The question of scale is more difficult. A local
can again help an organisation determine who to collaborate with and, for example, balance its activities with short-term outcomes, with policy influencing for long-term sustainable change. Taking a more strategic approach to our collaboration efforts means taking a step back to think about who we should be collaborating with and being clear on what the benefits are expected to be. Effective collaboration then means sharing goals, information and resources.
Jeremy Nicholls is the Chief Executive Officer of Social Value International. Social Value International is the coming together of the Social Impact Analysts Association and the international activities of The Social Return on Investment (SROI) Network, where Jeremy has been the Chief Executive since 2008. He started his working life as a chartered accountant in the UK. He has also lived and worked in Tanzania, Liberia and briefly Nicaragua. His work has increasingly focused on understanding and managing the value of organisation’s activities. He set up the Cat’s Pyjamas running events to promote the value of social enterprise and shortly after started working on the development of SROI. He wrote There is no business like Social Business with Liam Black and co-wrote the UK Government supported “Guide to SROI”. In addition, he is a Director of the FRC Group – a social business based in Liverpool – and a Director of Social Evaluator, an online platform for the analysis of social returns. Social Value International is the global network focused on social impact and social value. Its members share a common goal: to change the way society accounts for value. The network works with its members to embed core principles for social value measurement and analysis, to refine and share practice, and to build a powerful movement of like-minded people to influence policy. www.socialvalueint.org www.socialvalueuk.org
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Alastair Fischbacher Director Sustainable Shipping Initiative (SSI)
A Coalition for Tackling Shipping’s Greatest Opportunities and Challenges
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Around 90% of goods are transported by sea, making the shipping industry the backbone of modern trade. Although most consumers may not be aware of how their food, goods or energy moves from A to B, the fate of shipping and the global economy are inextricably interlinked. With cargoes expected to double by 2030 to
its environmental impact, a responsibility to protect the wellbeing of coastal communities, workforces and wider society, meeting regulatory requirements and ultimately delivering this in a way that supports profitability and economic productivity. The Sustainable Shipping Initiative (SSI) is a coalition of ambitious leaders from across
20 billion tonnes, demand for sustainable and more efficient methods of operation is being felt across the industry from both customers and regulators. Despite the prolonged effects of the global financial crisis and the ensuing recession, sustainable behaviour is becoming recognised as absolutely integral to successful and enduring business strategies and commercial success. The challenges and opportunities both lie in the multi-faceted nature of the industry, the breadth of areas that the maritime industry touches, and the potential for significant and sustainable improvement. Like many other industries connected to global supply chains, this includes mitigating
the shipping industry who recognise that this scale of transformational change cannot be achieved in isolation. Our membership spans the breadth of the shipping value chain including ship owners, charterers and operators; shipbuilders, marine equipment and service providers; banks, classification societies (technical standards) and shipping customers (manufacturers and traders). We also engage with NGOs, academics, technology innovators and providers, entrepreneurs and professional advisors to understand, evaluate, monitor and develop practical solutions for the industry. It is the first time the shipping industry has joined forces on such a cooperative global scale to tackle these issues. By 2040, our
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Institutes & Networks
vision is for shipping to be a truly sustainable and more profitable industry. To achieve this, the SSI’s day-to-day focus is to show that collaborative action is possible and to mobilise support, engagement and action across the industry. By sharing both individual company and collective achievements, our members are tangibly demonstrating that shipping can contribute to – and thrive in – a sustainable future. To date, our practical work has taken a targeted approach to exploring some of the areas identified in our vision. Past work has included conducting live pilots to establish the feasibility of logging and tracking 97% of the materials used in the construction of a ship. With our long-term goal of establishing end-to-end responsibility for the use and recycling of shipbuilding materials, this has significant implications for the way that ships are constructed, maintained and particularly dismantled. Current work is now looking at responsible ship dismantling and recycling to ensure that the industry will have the right Vision Statements & Key Areas for Action
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facilities to reduce waste, eliminate pollution and provide a safe working environment. Evaluation of new technologies (such as wind-assisted or air lubrication) that have the potential to deliver energy savings of more than 10% and reduce emissions within acceptable investment pay-back periods has been an area where collaboration has delivered genuine value
in Technology working group and our Blue Skies group who keep track of macro trends that could influence future innovation. Whilst liquidity and access to capital remains low in the market, our finance work-stream has developed a ground-breaking financial model to increase access to finance for retrofitting vessels with new technologies. The Save as
in what are longer term projects. In addition to showing how collective work can limit the commercial risk of on-board trials, members were able to compare results as well as making broader cost-benefit analysis. As a result, the SSI has developed guidance for technology developers and potential purchasers to ensure the right information is available to justify the significant investments that are often required. The potential for significant technological improvement is ongoing and developments are being monitored by both our Step Change
You Sail model enables owners, charterers and financiers to identify and allocate returns on investment from retrofitting improvements for more fuel-efficient vessels to enable the changes to be financed and paid for – something that has previously been a barrier for the industry. It also comprises a set of legal considerations for third-party financing of the retrofit costs in the short-term time charter market. In other areas, SSI members that are major global charterers have been working to demonstrate how improving the sustainability
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Institutes & Networks
of shipping operations can strengthen the commercial performance, and overall resilience of supply chains. These are just a few examples of the areas in which we are working, but one of the overriding factors throughout this journey is that value cannot be unlocked without collective action, and this relies on a spirit of openness and transparency. This is a cultural shift for shipping, but one that is changing as the results are recognised. However, the SSI cannot achieve change alone. As we progress with tackling current and future challenges, we encourage the wider shipping industry to take action and welcome engagement with adjacent industries and experts. By being greater than the sum of our parts, shipping can unleash its potential as a significant enabler of sustainable, responsible growth.
Alastair Fischbacher is the Director of the Sustainable Shipping Initiative – an association of leading shipping industry organisations who are working together towards a more sustainable shipping industry. Alastair is also the Chairman of the Sailors Society, a charity that supports seafarers and their families at sea and at home. Previously Alastair was General Manager, Fleet Management for Rio Tinto and was responsible for supervising the specification, construction, bringing into service and on-going operation of 17 ships ranging from 70-205,000 deadweight bulk carriers. In 2011 Alastair joined the inaugural board of the World Ocean Council and in 2013 was appointed Chairman. He was a director of Rightship Pty. Ltd., the dry and wet ship vetting company from 2008 and in 2009 was appointed chairman until 2013. Alastair has been a member of the Class NK, Lloyds Register and DNV British Committees and remains a member of the Lloyds Register Classing Committee. He was also a director of the UK Chamber of Shipping from 2013 to 2014. Alastair started his career as a deck cadet and qualified as Master Mariner before coming ashore as cargo superintendent and ship operator in South Africa. He then moved into chartering before moving to coal
marketing and coal projects, including coal processing, coal terminals and coal mine acquisition. At that time he completed an MBA. He joined Rio Tinto in 2001. The Sustainable Shipping Initiative (SSΙ) is an ambitious coalition of shipping leaders from around the world, which is taking practical steps to tackle some of the sector’s greatest opportunities and challenges and achieve a vision of a shipping industry that is both profitable and sustainable by 2040. SSI members are leading companies from around the world, including ABN AMRO, AkzoNobel, American Bureau of Shipping, Bunge, Cargill, Carnival Corporation, China Navigation Company, Gearbulk, IMC, Lloyd’s Register, Maersk Line, Namura Shipbuilding Co, U-Ming Marine Transport Corporation, Unilever and Wärtsilä, as well as NGOs Forum for the Future and WWF. www.ssi2040.org
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Danielle Chesebrough Senior Manager Sustainable Stock Exchanges (SSE) Initiative
Collaboration for Sustainable Capital Markets
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Stock Exchanges have an important role to play in advancing sustainability in the capital markets. The Sustainable Stock Exchanges (SSE) initiative provides an effective platform for dialogue among the UN, stock exchanges, investors, companies and regulators. By exploring how stock exchanges can work with these actors, the SSE is working to create more sustainable capital markets. Created by the United Nations in 2009, the SSE was named by Forbes magazine as one of the “World’s Best Sustainability Ideas”. To date, 20 exchanges around the world have become SSE Partner Exchanges, by making a voluntary public commitment to promote sustainability in their market. The SSE maintains an open invitation to all Stock Exchanges, to join as partners. The SSE also welcomes participation from securities regulators, investors, companies and other key stakeholders.
SSE Partner Exchanges 1.
BM&FBovespa, Brazil
2.
Bombay Stock Exchange
3.
Borsa de Valores De Lima
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Borsa Istanbul
5.
Bucharest Stock Exchange
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Colombian Securities Exchange
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Deutsche Börse
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Egyptian Exchange
9.
Jamaica Stock Exchange
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Johannesburg Stock Exchange
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Lima Stock Exchange
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London Stock Exchange
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Mexican Stock Exchange
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Nasdaq
15.
Nairobi Securities Exchange
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Nigerian Stock Exchange
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New York Stock Exchange
18.
Santiago Stock Exchange
19.
Stock Exchange of Thailand
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Warsaw Stock Exchange
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Institutes & Networks
An infographic from the BM&FBovespa Communication to Stakeholders
Sharing a common commitment to encourage responsible investment and enhanced ESG disclosure and performance among listed companies, Partner Exchanges utilise the SSE to discuss best practices and to learn from their peers and other strategic stakeholders. In addition to providing research and tools to advance sustainability across markets, the SSE facilitates
on Trade and Development (UNCTAD), the United Nations Environment Programme Finance Initiative (UNEP FI), the United Nations Global Compact and the UN-supported Principles for Responsible Investment (PRI). In support of the wider SSE initiative, a group of PRI signatories led by Aviva Investors created the Sustainable Stock Exchanges Investor
discussion on strategic issues - one example being its national, regional and global events. In 2015, Partner Exchanges also began publishing a Communication to Stakeholders to engage capital market participants in a dialogue on responsible investment and sustainable business practices. The purpose of these communications is to explain and clarify each exchange’s approach to promoting sustainability among investors and companies. As a complimentary effort, the SSE Secretariat maintains a database of Fact Sheets that detail the sustainability initiatives of all major stock exchanges. The SSE initiative is co-convened by four organisations: the United Nations Conference
Working Group, which is coordinated through the PRI, to engage with global exchanges. The primary focus is to encourage exchanges to promote sustainable business practices, such as through enhanced reporting requirements on ESG issues. In addition to this work, many investors had been - and continue to - engage directly with exchanges on ESG issues outside of the Working Group. Similarly, the UN Global Compact recently formed a Corporate Working Group. The main objective of this group is to provide advice and share knowledge with the SSE as representatives of an important stakeholder within capital markets.
Danielle Chesebrough is the Coordinator of The Sustainable Stock Exchanges (SSE) Initiative. She is Senior Manager of Investor Engagements with UN Global Compact at Principles for Responsible Investment, coordinating and promoting global investors’ collaborative engagements with publicly listed companies, stock exchanges and policy makers on a range of environmental, social and governance (ESG) topics. Danielle facilitates joint projects and information sharing between the PRI and UN Global Compact organisations. She holds a BA in Political Science from Clemson University and a Master’s of Social Work, with a focus on Policy and International Studies from the University of Connecticut. The Sustainable Stock Exchanges (SSE) initiative is a peer-to-peer learning platform for exploring how exchanges, in collaboration with investors, regulators, and companies, can enhance corporate transparency – and ultimately performance – on ESG issues and encourage sustainable investment. SSE is co-convened by the UN-supported Principles for Responsible Investment, the United Nations Conference on Trade and Development, the United Nations Environment Programme Finance Initiative, and the UN Global Compact. www.sseinitiative.org
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Fiona Reynolds Managing Director United Nations-supported Principles for Responsible Investment (PRI)
Collaboration is Key to Success for Investors
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At the Principles for Responsible Investment (PRI), we believe that by collaborating with one another, investors can use their collective influence to encourage companies in which they invest to improve their management of environmental, social and corporate governance (ESG) issues. Finding ways to bring investors together is key.
collaborate are usually posted by asset owners or investment managers, all PRI signatories can be involved in collaborative proxy voting and engagement activities, thereby increasing their power and legitimacy when exercising their ownership rights to promote responsible business and long-term value creation. While many collaborative engagements
Using the PRI Clearinghouse, a unique global platform for collaborative engagement initiatives, PRI signatories are provided with a private forum to pool resources, share information, enhance influence and engage with companies, stakeholders, policymakers and other actors in the investment value chain on ESG issues across different sectors and regions. To date, close to 500 PRI signatories have been involved in at least one collaborative initiative since the platform was launched at the end of 2006, and close to 600 collaborative proposals have been posted. While invitations to
posted through the Clearinghouse are led by PRI signatories, the PRI Secretariat also directly coordinates a number of collaborative engagements through the Investor Engagements team. PRI engagements have covered a wide range of ESG-related topics from integrating ESG issues into executive pay to anti-corruption. Signatories find that collaboration has numerous benefits including avoiding questionnaire and engagement fatigue, as well as allowing organisations to collect broader feedback on overall ESG strategy.
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Best Practices for Collaboration No matter how enthusiastic they are, a group of investors must have clear guidelines in place if they are to achieve the maximum benefits from the collaborative process. In the first instance, successful collaboration with a company is predicated on a well-informed investor group with a solid understanding of the unique characteristics and circumstances of the company, the materiality of the issues, and the business case for the company to act. It also depends on agreed upon goals which enable an investor group to track changes in company performance over time and evaluate the progress of the collaboration. Further, successful engagement often requires sustained effort. Group members should be prepared to put time and energy into the dialogue, often through a series of meetings over an extended period of time. And there needs to be an escalation strategy
where the group agrees on the strategies that may be needed to escalate engagement, in cases where the company is not open to dialogue or where dialogue has not been constructive. Finally, the group needs to consider whether engaging with policy makers could be helpful. In addition to engaging with companies, engagement with policy makers can be a valuable and effective tool that is often a complementary part of an engagement strategy. PRI recently published The Case for Investor Engagement in Public Policy, which outlined some of the steps that investors can take to engage effectively with policymakers. Following the collaborative process, investors should publicly highlight engagement outcomes and lessons learned. This documentation can encourage other investors to collaborate and send a clear signal to companies that shareholders take ESG issues seriously.
Fiona Reynolds is the Managing Director of the PRI. Prior to joining PRI, Fiona was the Chief Executive Officer at the Australian Institute of Superannuation Trustees (AIST) for six years. She has more than 16 years of experience in the pension sector and has played a role in advocating pension policy change on behalf of working Australians. Fiona has formerly been a Director of AUSfund, Industry Funds Credit Control, and the National Network of Women in Super. In September 2012, she was named by the Australian Financial Review as one of Australia’s top 100 women of influence for her work in public policy. The United Nations-supported Principles for Responsible Investment (PRI) initiative is an international network of investors working together to put the six principles for responsible investment into practice. Its goal is to understand the implications of ESG issues for investors and support signatories to incorporate these issues into their investment decision making and ownership practices. In implementing the principles, signatories contribute to the development of a more sustainable global financial system. www.unpri.org
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Varieties of Collaboration All forms of collaboration are expected to increase over the next five years, though experts see collaboration over a broad set of issues and actors as least likely to increase From more traditional forms of collaboration (company-NGO partnerships such as Starbucks and Conservation International) to more expansive multi-actor partnerships across the public, private and NGO sectors, experts are bullish that we will see more of all of these varieties in the next five years.
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22
12
4
Multi-company, single industry collaboration on broad set of issues
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26
11
4
Multi-company, multi-industry collaboration on single issue
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28
Company-NGO collaboration on single issue
Company-company, single industry collaboration on single issue
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26
50
Multi-actor collaboration on broad set of issues across private, public and/or NGO sectors
4+5 (Likely)
3
29
1+2 (Not Likely)
11 13 19
3 4 2
DK / NA
Source: Collaborating for a Sustainable Future, A GlobeScan/SustainAbility Survey.
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Prerequisites for Collaboration Whether partnering with an NGO or company, shared purpose and the transparent exchange of information are important pre-requisites for collaboration
Executive level commitment
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9 33 31
Shares common goals Shares information
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21
Financial resources
20
5
19
Distinct competencies and strenghts
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17
Credibility among stakeholders
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15 14
Able to scale solutions
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Responsible to other actors 0
5
10
19 15
20
25
30
35
40
45
50
55
Partnering with companies
Partnering with NGOs
Source: Collaborating for a Sustainable Future, A GlobeScan/SustainAbility Survey.
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No one person, no one alliance, no one nation, no one of us is as smart as all of us thinking together. James Stavridis (1955 - ) Former US Navy admiral and 12th Dean of the Fletcher School of Law and Diplomacy at Tufts University
The purpose in life is to collaborate for a common cause; the problem is nobody seems to know what it is. Gerhard Gschwandtner (1942 - ) American businessman, president and CEO for Personal Selling Power, Inc.
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Teamwork remains the one sustainable competitive advantage that’s always been largely untapped. Patrick Lencioni (1965 - ) American writer and president of the Table Group
It is literally true that you can succeed best and quickest by helping others to succeed. Napoleon Hill (1928 - 1970) Author and journalist
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EDUCATION & RESEARCH
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Peter Webster CEO EIRIS
Driving Forward Corporate Human Rights Performance
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Identifying, managing and reducing human rights risks is a collaborative venture engaging an increasing number of companies, their investors and other stakeholders. The Corporate Human Rights Benchmark (CHRB), the first wide-scale project to rank companies on their human rights performance, aims to make a contribution to that process and
criteria on which they are built, and researching and analysing corporate performance on environmental, social and governance grounds. VBDO is an association of investors and brings experience of creating benchmarks; Aviva Investors and Calvert Investments offer further investor perspectives; the Business and Human Rights Resource Centre tracks the human rights
to the discourse on corporate human rights, by spurring companies on in a competitive race to the top. Formally launched at the third annual UN Forum on Business and Human Rights in December 2014, the initiative intends to research and rank 500 public companies from key sectors such as Agriculture, Apparel, and Extractives, as well the very largest global companies from any sector. The project will encourage disclosure and focus on publicly available information. The initiative has collaboration at its heart. The six parties leading the CHRB bring different competencies, expertise and valuable external relationships to the table. EIRIS brings longstanding experience of creating ratings, the
impacts of companies; and the Institute for Human Rights and Business is a global think tank working to deepen understanding of human rights challenges. Together we are working on the best way to create and publish the ranking. The UN Guiding Principles on Business and Human Rights adopted in 2011 have enhanced human rights standards. The work of organisations such as SHIFT is helping companies to put the Guiding Principles into practice. Nevertheless, many companies have yet to change their practices. A report of the Working Group on human rights to the Human Rights Council of the UN General Assembly found that many businesses are without a public statement on human rights; and moving from
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Education & Research
policy to practice and implementing human rights performance in business relationships remain key challenges. The CHRB aims not just to work with others to produce a benchmark, but to work in such a way that the parties understand, respect and complement each other’s objectives. The output is intended to have long-term,
online open-source resource. The criteria, methodology and rankings will all be transparent. It will empower global stakeholders with the information and leverage to pursue their own goals. Some investors have had access to such information on a fee paying basis, but taking data out from behind a pay wall has the potential for much greater impact. Collaborative
sustained impact, as well as mutual benefits and value. The initiative seeks to play its part in empowering communities, equipping investors, incentivising business, and providing resources for policymakers to focus further activity. Input was sought from representatives of over 100 human rights organisations, companies, investors, international organisations, trade unions, academics and others at stakeholder meetings. Their support will be vital to the impact of the initiative. To that end, the CHRB will be conducting a global consultation in 2015 on the proposed methodology, followed by a pilot ranking of companies that will be tested with stakeholders. The output of the initiative will be an
modes of operating can be extremely powerful: engagement with stakeholders can help companies fully understand the risks at stake and how best to respond; dialogue with competing companies can bring resolution that benefits a whole sector or community. The responsibility of business to respect human rights impacts has been underlined by the Guiding Principles, but now businesses can and should do more to address those responsibilities. The CHRB welcomes stakeholder input on all fronts. Working collaboratively we can make the greatest contribution towards driving forward corporate human rights performance.
Peter Webster has led EIRIS since it was founded in 1983. As CEO of EIRIS, he has focused on the challenges of providing environmental, social and governance (ESG) ratings and research to a wide range of owners and managers, helping investors to make good use of that research and advancing the concept of responsible investment. He is a regular speaker on themes ranging from fiduciary duty to individual ESG areas and their global evolution, as well as how responsible investment can contribute to a more sustainable and robust financial system. He was treasurer of the UK Sustainable Investment and Finance Association for 20 years until the end of 2011. In October 2013, he was elected by the UN-supported Principles for Responsible Investment (PRI) asset manager and service provider signatories to be a member of the PRI Advisory Council. EIRIS is a leading global provider of independent environmental, social, governance (ESG) research and analysis for responsible investors. Its mission is to empower responsible investors with independent assessments of company ESG performance and advice on integrating this with investment decisions. In addition to offices in London, Paris, Boston and Washington, D.C., EIRIS has a global network of partners in Australia, Germany, Israel, Mexico, South Korea and Spain to further extend our research coverage and keep us abreast of responsible investment issues at the local level. As a social enterprise, EIRIS works to help its clients develop the market in ways that benefit investors, asset managers and the wider world. www.eiris.org www.business-humanrights.org/en/corporate-human-rights-benchmark
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Prof. Dr. Anabel Ternès | Prof. Ian Towers General Manager | Programme Director The International Institute for Sustainability Management, SRH Berlin (IISM) Yannis Salavopoulos Founder & President CAPITALS Business Circle
The Power of Collaboration between Academic and Business Communities
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Empowering collaboration between academic and business communities nurtures a more socially responsible corporate world, a more sustainable educational system and leads to sustainable economic growth and prosperity.
the business world through communities, with a long-term perspective provides added value not only to both interested parties, but also to society at large. It bridges the academic science and research with the corporate world and business practice, creating added value and a win-win relationship.
Collaboration between Academic and Business Communities is Vital in the Global Economy of the 21st Century
Yesterday – The Ivory Tower
The global knowledge economy has intensified the need for strategic partnerships between the academic and the business world, which goes beyond solely case-by-case project cooperation or project funding. The power of collaboration and cooperation between the academia and
Until recently, universities concentrated on areas of inquiry and themes that were of interest primarily to academics. As a result, there was a large distance between the seats of learning and the real world of business and commerce. It is fair to say that neither group had much respect for the other. Business people would complain about academics stuck
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in their ivory tower, while academics would refer disdainfully to business people who thought about money and nothing else, and for whom thinking on an abstract level was a waste of time and effort instead of something to be praised and nurtured. Academic freedom was traditionally interpreted by professors as freedom in doing
not to be measured in terms of return on investment, immediate use value or even meeting deadlines.
as they choose in their research and teaching. They tended to choose areas of research that were intrinsically interesting to them, but whose applicability in business and commerce was at best limited. Researchers were free of any pressure to produce results that might lead to new opportunities for generating revenue, or saving money, or finding and exploring new business prospects. Their output was
business have never been closer, and the influence of the outside world on universities has never been greater. Just as business organisations have more influence on the academia, so do developments in society. An ever larger segment of society thinks sustainability is the only way into the future. Business needs to be more sustainable, but how?
Today – The Academia, Business and Society Working Together The situation today is very different – relations between institutes of higher education and
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The International Institute for Sustainability Management (IISM) and SRH Hochschule Berlin address this problem in cooperation with outside parties. We have aligned the curriculum (since research and teaching in a university are inevitably closely related) with the requirements of business and society to a much greater extent than ever before. This is why we make sure that sustainability and concepts related to it form part of the curriculum of our study programmes. A good example of how we use the close links of today between academia and businessrelated organisations to promote sustainability is the work we do with the CAPITALS Business Circle (CBC). One of the activities that we do together is organising a forum on the topic of sustainability strategy and company
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performance. Representatives from the academia, the business world and other organisations come together to learn from each other about how sustainability can be planned and implemented. In the future, we will build on this relationship to raise awareness and spread knowledge about CSR and sustainability to the many partners of CBC.
The Power of Interactive Communities in Collaboration Communities are the networks that connect these two worlds and one of their main added values is interactive knowledge transfer and the creation of an ecosystem culture sharing scientific and business knowledge among more than just two stakeholders. One of the
years and shows a positive trend. Universities and their specialised Research Institutes in Sustainability and CSR (such as IISM) can provide to business communities (such as CBC) and their partners the scientific knowledge, models and research, which can be shared within the community, acting as multipliers and promoting synergies and positive impact for both parties.
This kind of cooperation is vital for the academia, society and business to be able to work ever more closely together. One of our guiding principles at the IISM is to foster and build on the already close links we have with business and other partners to make them more aware of sustainability and how to become more sustainable. When we do, our experience shows that the universities, business and society all win.
main factors that made legendary Silicon Valley in the long run sustainable and successful is precisely the power of collaboration between local universities and the companies through interactive communities and the culture of building a sustainable and innovative ecosystem within the society with the active contribution of both parties. This culture of collaboration has gradually gained a footprint in Europe during the recent
The Positive Multiple Effects of Such Collaborations Here are some positive effects and consequences of collaborations between universities and the business world: • Connecting business innovation with university research. • Communities and companies gain from this direct scientific knowledge and
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The team of the IISM
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research, since they can use it for their own sustainability strategy and projects and also give their feedback to universities about how new models can be applied in practice and how they can be improved. •C ompanies can join forces with universities and support with human resources research or programmes, making them more
• They can join forces in order to raise awareness or inform a specific business sector or organise a community forum, or even develop in partnership a community in sustainability in order to transfer knowledge and raise awareness. • They can better prepare students to become the socially responsible leaders
• It creates a healthier business environment, increasing the perspectives of prosperity by connecting the business leaders of today with the business leaders of tomorrow.
• There are limited resources on both sides to be involved actively in such a collaboration.
The Challenges of Such Collaboration: •C ommon goals and win–win benefits are difficult to define at the beginning.
Fostering a Culture of Collaborative Ecosystems Cooperation between the academia and the corporate world has a broader positive impact on the economy, social prosperity and cohesion
practice-oriented (e.g. cooperative study programmes). • C ompanies can provide funding to Universities, research, programmes or new projects. • They can join forces to apply jointly for state public funding or EU funding for joint research projects. • This connection fosters more R&D at companies and universities.
and managers of the future by bringing them closer to business practice. • It is a great pool of talents for the companies and a great access for students as regards their first job (internships and better talent recruiting). • I t also cultivates a culture of sustainable entrepreneurship, increasing the number of socially responsible entrepreneurs and corporations in the future. • It encourages more and sustainable spin-offs.
• Universities look for funding of their programmes, R&D, etc., therefore they look first for partnerships with large companies. • SMEs and start-ups do not have the capital to cooperate with the academia, although these are the ones which need more the R&D support by the universities. • Management at companies is focused mostly on sales and growth and has limited resources for such collaborations.
in the long term. In order to have sustainable economic growth, we need companies with sustainable performance, but we also need a socially responsible educational system, close to the business world, that can prepare the managers of the future. The community element brings added value with interactive knowledge transfer and networking, creating a sustainable and socially responsible ecosystem.
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Prof. Dr. Anabel Ternès is the General Manager of the International Institute for Sustainability Management (IISM), programme director and professor of Communication, E-business & Social Media, Demography & Health Management at SRH Berlin. She is a member of several advisory boards, a presenter and a speaker. Anabel Ternès co-founded several start-ups besides her international management positions in marketing, sales and business development, for instance in Samsonite and Fielmann. She is a communication scientist, journalist and a master of business administration. Prof. Dr. Ian Towers has worked internationally for companies producing telecommunications equipment. He holds a doctorate degree in management and his research interests include sustainable management, marketing trends and the transfer of management knowledge. He has taught in universities on several continents and is currently a professor of management at SRH Berlin, where he teaches HRM & Ethical Leadership and Corporate Social Responsibility. He is also the Director of the International Business Administration programme and a member of the International Institute for Sustainability Management.
Yannis Salavopoulos is the Founder and President of CAPITALS Business Circle. After having worked as a Lawyer in Athens with expertise in corporate law for a few years, he entered the Diplomatic Corps. He held posts at the Embassies of Greece in the United Arab Emirates, Dubai (2006-2007), and in Germany, Berlin (2007–2014). As First Embassy Secretary for Economic & Commercial Affairs first in Dubai and then in Berlin, he was responsible for the bilateral economic, trade and investment relations as well as for economic, finance, energy, climate and sustainability policy issues. Later on (2014-2015) he became the Desk Officer for the bilateral economic relations of Greece to Germany, USA, Canada, Austria, Switzerland and Cyprus at the Ministry of Foreign Affairs. He is an Expert on German economic and trade policy issues. He is a Member of the Supervisory Board of the German European Business College. He was elected twice President at the Club of Economic & Commercial Diplomats in Berlin. The International Institute for Sustainability Management (IISM) views sustainability as a phenomenon that is shaping the future and as a space where economic, social, cultural and ecological systems come together. The Institute is engaged in the
development and implementation of concepts relating to sustainability that are relevant and practical and can be used by businesses and organisations of all sizes, in all areas of activity, all around the world. We approach sustainability by focusing on the following areas: change management, marketing communications, cross-cultural management, corporate social responsibility and green energy. The IISM cooperates with top-ranked national and international research establishments. www.srh-hochschule-berlin.de/en/research/ research-departments/international-institute-ofsustainability-management-iism/ CAPITALS Business Circle is an international, english speaking, senior level, business club, linking the new to the old economy and business to politics and diplomacy, connecting global thinking companies and professionals from various sectors, inspiring entrepreneurship and leadership with social responsibility and discussing global economic and business topics with the support of high-level senior speakers. www.capitalsbusinesscircle.org
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Official Development Assistance as Share of Gross National Income 0.07 - 0.1 0.26 - 0.45 0.1 - 0.13 0.45 - 1.07 0.13 - 0.26 Not available Minimum value: 0.07 Maximun value: 1.07
Official development assistance (ODA) consists of grants or loans that are undertaken by the official sector with the objective of promoting economic development and welfare in recipient countries. Disbursements record the actual international transfer of financial resources, or of goods or services valued at the cost of the donor. ODA is here presented as a share of Gross National Income (GNI). GNI at market prices equals Gross Domestic Product (GDP) minus primary income payable by resident units to non-resident units, plus primary income receivable by resident units from the rest of the world. The EU made a commitment to collectively reach official development assistance of 0.7% of GNI by 2015 and of 0.56% of GNI as an intermediate target by 2010.
Source: Organisation for Economic Co-operation and Development (OECD), Eurostat.
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EU financial Contributions to Activities of the UN
1,600 C1,630 1,400
In million Euros
1,200 1,000 800 600 400 200 0 2000
2001
Directorate General For Humanitatian Aid
2002
2003
Directorate General EuropeAid Cooperation Office
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Total
Source: Saving and Improving Lives- Partnership between the United Nations and the European Union in 2013. 77
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Polly Courtice Director University of Cambridge Institute for Sustainability Leadership (CISL)
Inspiring Business Collaboration to Protect Natural Capital
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Current upward trends across the globe for consumption, population and – in some parts of the world – economic growth are placing enormous pressure on natural resources, and the accompanying impact on the environment looks set to increase at an alarming rate. This creates long-term risks to business, consumers and
of environmental degradation, and as yet none have delivered on their goals. The issues are complex and far-reaching; businesses simply cannot realise their ambitious visions singlehandedly. Effective solutions and business opportunities depend on cross-sector collaboration. That’s why the University of Cambridge Institute for
wider society who fundamentally depend on the Earth’s natural resource base. It is widely recognised that we need a step change in practical approaches and policy to deal with these growing challenges. Progressive businesses are setting targets to reduce their impacts upon the natural environment, outlining objectives to become “Net Positive” (Kingfisher) or create “Shared Value” (Nestlé). But few companies have determined how to solve the underlying problem
Sustainability Leadership (CISL) brings leading companies together – to build the business leadership capacity necessary to help tackle critical global challenges. Our Natural Capital Leaders Platform provides space for companies to share analyses and determine strategies to address their impacts and dependencies on natural resources. We are working in partnership with the University of Sussex and the University of East Anglia on a “Nexus Network”, funded by
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Education & Research
the Economic and Social Research Council (ESRC). This network connects the private sector with academia so that businesses can begin applying “nexus thinking” to their decision making and corporate strategies; that is to take into account the interdependencies and trade-offs required to deliver food, energy, water without exacerbating climate change
line, to inspire long-lasting change. This much-needed and trusted empirical data will help companies to construct commercially interesting arguments for tackling environmental degradation, and push government for effective policies. Together, businesses, academics and policy-makers can inspire positive change that can sustain long-term business activity
or destroying natural capital. Nexus thinking is too often confined to conceptual discussions. In our work we are focused on applying it to tangible business contexts. Many large companies have compiled anecdotal case studies and set short-term environmental targets, but these only go so far to protect natural capital. CISL is working with companies and academics to build up a substantive body of evidence showing environmental degradation is bad for the bottom
whilst also delivering to environmental and societal goals. At the Cambridge Institute for Sustainability Leadership, we will continue to encourage business leaders to work effectively with each other and with stakeholders to strategically address critical global challenges. This is the only way to reconcile sustainability and profitability, and catalyse real systems change. In essence, collaboration is not just prudent, it is essential.
Polly Courtice, LVO, is Director of the University of Cambridge Institute for Sustainability Leadership (CISL) which helps to build strategic leadership capacity in business and government to tackle critical global challenges. She is also Founder Director of The Prince of Wales’s Business & Sustainability Programme and Academic Director of CISL’s Master of Studies in Sustainability Leadership. Polly is a member of the University of Cambridge’s Board of Executive and Professional Education, the University’s Environmental Policy Review Committee, and the Northwest Cambridge Development Quality Panel. She is a Director of Jupiter Green Investment Trust, and is on the environmental/sustainability advisory boards for AstraZeneca, Freshfields Bruckhaus Deringer LLP, Lloyds Banking Group and Nespresso. She is also a member of Northern Ireland’s Prosperity Advisory Panel. In 2008 Polly was made a Lieutenant of the Victorian Order (LVO) announced in the Queen’s Birthday Honours list. Polly is a graduate of the University of Cape Town and has an MA from the University of Cambridge. The University of Cambridge Institute for Sustainability Leadership (CISL) brings together business, government and academia to find solutions to critical sustainability challenges. Capitalising on the world-class, multidisciplinary strengths of the University of Cambridge, CISL deepens leaders’ insight and understanding through its executive programmes, builds deep, strategic engagement with leadership companies, and creates opportunities for collaborative enquiry and action through its business platforms. Over 25 years, CISL has developed a leadership network with more than 5,000 alumni from leading global organisations and an expert team of Fellows, Senior Associates and staff. HRH The Prince of Wales is the patron of CISL and has inspired and supported many of our initiatives. www.cisl.cam.ac.uk.
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Adele Wiman | Norma SchĂśnherr Research Fellows GLOBAL VALUE, Institute for Managing Sustainability, Vienna University of Economics and Business
The Power of Online Collaboration for Managing Business Impacts on Development 80
The role of business in global sustainable development is changing, with increasing public attention turning to the impacts of business on development. Measuring business impacts on development is no easy task. Socio-ecological effects of business activities materialise along complex pathways spanning global value chains.
stakeholder processes may be prohibitively complex, costly or time consuming. Moving stakeholder collaboration online to tap into their collective intelligence can help companies better manage their impacts at several intervention points throughout the process, particularly in (a) scoping material impact areas, (b) validation and interpretation of impact
Diverse stakeholder groups are affected by business impacts, including shareholders and customers, but also suppliers, factory workers and local communities or host governments. Collaborating with these stakeholders, e.g. for the purpose of maintaining social license to operate, has become good common practice for many companies as a result. One difficulty multinational companies face when attempting comprehensive stakeholder collaboration is the geographic dispersal of potentially relevant groups. Face-to-face
measurement results, and (c) prioritising action alternatives. Scoping material impact areas involves deciding on what matters most – it is not an exercise that companies can accomplish in isolation. First, companies themselves may lack knowledge on where significant impacts are realised and secondly, scoping is an inherently normative process. The normative values and interests of the company may not always coincide with the priorities of those most affected by corporate activities. Crowdsourcing can
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Key Steps of Corporate Impact Assessment & Management
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Adele Wiman is a Research Fellow at the Institute for Managing Sustainability at the Vienna University of Economics and Business. Before joining the Institute, she was responsible for brokering cross-sector collaborations at a large development organisation. Currently, she is coordinating the Expert Crowd in the GLOBAL VALUE project. Her main areas of expertise are Corporate Social Responsibility, cross-sector collaboration and business role in development. offer an entryway for interaction with a broad variety of stakeholders at the global scale in this context. Joint mapping, validation and interpretation of
potential trade-offs with other societal actors as well, or to use online dialogues for early detection of potential conflicts. Crowdsourcing carries a great potential and
data can significantly enhance the robustness of impact assessments. In the interest of transparency, credibility and sound interpretation results, this is a step well suited for reverting to online discussion with stakeholders once again. They can provide validation of the assessment and help come up with new potentially promising options for action. Prioritising action alternatives yet again involves decision-making based on multiple, potentially conflicting criteria. In many cases, it may be beneficial to companies to discuss
can be useful at several stages of the impact measurement and management process. Online collaboration among diverse experts from all around the world coming from different stakeholder groups can be used as a tool for effective collaboration supplementing traditional stakeholder engagement processes. For dialogue and collaboration at the global scale, it is a cost-effective way of drawing on diverse knowledge from different stakeholders to an extent face-toface interactions cannot.
Norma Schรถnherr is a Research Fellow and Project Manager at the Institute for Managing Sustainability at WU Vienna. Before joining the Institute, Norma worked for an international environmental organisation and as a research fellow at an independent research institute. In the latter position, she co-developed a mixed-method approach for impact assessment in the area of sustainable consumption and production. Her main areas of expertise are CSR, international sustainability governance and corporate impacts on global sustainable development. GLOBAL VALUE is one of the largest EU-funded research projects to date addressing business impacts on global sustainable development. The project is coordinated by the Institute for Managing Sustainability at the Vienna University of Economics and Business. It is implemented by 11 research institutions, civil society organisations and companies representing some of the leading minds in CSR and development research across Europe, Asia and Africa. The project is exploring the potential of crowdsourcing for sound impact measurement and management. For this purpose, GLOBAL VALUE has built a global online Expert Crowd (www.global-value.eu/expert_crowd) with currently 200 members from 55 countries. By collaborating with a global multi-stakeholder online expert community, we are tapping into crowd intelligence to help advance the ways we currently measure and manage business impacts on development. www.global-value.eu, www.sustainability.eu 81
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Dr. George Ioannou Director MBA International Programme, Athens University of Economics and Business
The Power of Collaboration in Executive Education
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Collaboration is the key to longterm business success and competitiveness. As the world becomes more and more complex, the need for teaming becomes a prerequisite to leverage creativity, experience and resources, to bring about innovation quickly and to find more efficient ways to achieve common goals. Business Schools and MBA programmes, responsible for educating leaders and executives to whom the future of business and society
objectives and needs, to build a collaborative work environment, to work with others to pursue a common goal, to handle conflict, and to reach win-win solutions. Such initiatives help students become better prepared for entering and thriving in the workforce, as they have a deeper understanding of how organisations depend on interdisciplinary or multifunctional teamwork and collaborations. This collaborative spirit should also be evident in the relations that Business Schools develop
can be entrusted, can play a crucial role in their students developing the skills required to build trusted relationships and to collaborate efficiently. Since its establishment back in 1998, the MBA International programme (i-MBA) places particular emphasis on developing a collaborative spirit among its students. Through the Personal Skills Development Programme (PSDP), a personalised coaching and development stream which runs in parallel with other courses and uses a number of pedagogical activities, i-MBA cultivates the interpersonal skills necessary for effective collaboration. The PSDP helps students acquire the traits of excellent communicators, attain the behaviour and the qualities required to establish and sustain trust, to identify common
with other institutions and the private and public sector, both locally and globally. In this framework, i-MBA has established a range of important academic collaborations with MBA programmes in France, Spain, China, India, Singapore, Thailand and South America, which will be further extended in 2015 to include Universities in the USA and the UK. These partnerships enable student exchanges and collaboration in teaching and research and aim to enhance students’ learning experience. They also include networking events with other Universities that help students share their experience on education or other issues of particular interest to the communities involved. A recent example is the networking event organised by the i-MBA programme for
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the Bentley University’s MBA students during their study trip in Athens. The event provided the opportunity to Bentley students to hear about the situation of the Greek economy and exchange opinions with i-MBA students on related issues. This comes as a natural evolution of similar precrisis initiatives with Cornell MBA. Business schools can also act as a meeting point for academics and practitioners interested in addressing the challenges of business. Collaborations of higher education institutions with
to finding ways to address issues that affect social welfare and reach solutions that serve the public at large, while providing opportunities for value creation and business development. A recent example of such a partnership is the collaboration of the programme with a major pharmaceutical company and an NGO to help researchers and start-ups develop their ideas into successful business. The pharmaceutical company provided scholarships to aspiring entrepreneurs to attend the programme;
the private sector can facilitate the identification of skill gaps and the responsiveness to the needs of the market. The strong bonds of i-MBA with the market, through its Career Office and the Business Advisory Council of the programme, helped us identify a clear gap in management education related to e-skills. This fact led the programme to develop a partnership with a US-based leading provider of web-based digital marketing training courses in order to offer to its students an extended e-skills curriculum. The initiative was commented by the Digital Agenda of the EU and was recognised as a global innovation, the reward being the Association of MBAs Innovation Award 2013 granted to the programme. Public-Private Partnerships can also contribute
the i-MBA programme offered the academic framework and support, provided coaching and mentorship and transferred its knowledge and know-how to help promising entrepreneurs to translate their big vision and plan to smaller practical achievable steps to establish their new businesses. Collaborations can bring significant impact to individuals, organisations and the public. Through them, new ideas can be brought forward, opportunities can be shared, challenges can be addressed and common missions are accomplished. Building bridges for collaboration can empower us to create a resilient and sustainable future for business and society.
Dr. George Ioannou is a Professor of Operations Management at the Athens University of Economics and Business (AUEB). He is the Director of the MBA International Programme, and of the Management Science Laboratory. He holds a Ph.D. in Mechanical Engineering from the University of Maryland at College Park, USA, and he has previously served as Assistant Professor at the Department of Industrial and Systems Engineering of Virginia Tech, directing the Manufacturing Systems Integration Laboratory. He has been sponsored by research organisations and private companies from the USA, Europe and Greece, while his publications have appeared in top academic journals. He has consulting experience in various sectors and has received many awards, including the Microsoft Excellence in Education. He has served as Member of the Innovation Council of the Greek Ministry of Development and Competitiveness and is Member of the Global Networking Committee of the School of Business at AUEB. MBA International is an innovative MBA programme offered by the Athens University of Economics and Business. It is taught exclusively in English and is geared towards developing managers with practical, real-world skills, relevant to today’s fast-moving and challenging business environment. The programme is fully accredited by the Association of MBAs (AMBA), the international accreditation authority, and has recently been the recipient of the AMBA MBA Innovation Award. A rich, constantly evolving academic programme allows students to customise the curriculum to fit their personal and professional needs and interests, while helping them strengthen their interpersonal and managerial skills, and cultivate their entrepreneurial capabilities. With students from more than 20 countries, and faculty members and invited speakers from four continents, the Programme embraces diversity and creates a unique multicultural environment that assists students in building a global outlook and network. www.imba.aueb.gr
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Regional SDG Investment Compacts
Regional SDG Investment Compacts Partnerships between governments in regions
Integrated investment agreements (liberalisation and facilitation)
Partnerships between public and private sectors
Joint infrastructure development projects
Regional SDG Investment Compact
Joint programmes to build absorptive capacity
Partnerships between governments and international organisations
Joint investment promotion mechanisms and institutions
Source: World Investment Report 2014.
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Working with Sustainable Suppliers
Extent that Companies Consider Adherence to The Global Compact Principles by Supply Chain Partners 32% 19%
17% 18%
13%
not considered
required
1
2
3
4
5
Companies not Doing Enough to Push Supply Partners Toward Sustainability Provide resources to suppliers for specific improvement projects Review and comment on supplier remediation plans Assist suppliers with setting and revewing goals
11% 16%
Audits by third party Verification of remediation activities
16% 9%
18%
Source: Global Corporate Sustainability Report 2013.
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Coming together is a beginning, staying together is progress, and working together is success. Henry Ford (1863 - 1947) American industrialist and the founder of the Ford Motor Company
A fantastic model of collaboration: thinking partners who aren’t echo chambers. Margaret Heffernan (1955 - ) International businesswoman and writer
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We have to abandon the conceit that isolated personal actions are going to solve this crisis. Our policies have to shift. Al Gore (1948 - ) American politician, advocate, philanthropist and former vice president of the US
In the past, a leader was a boss. Today’s leaders must be partners with their people. They no longer can lead solely based on positional power. Kenneth Hartley Blanchard (1939 - ) American best-selling author and management expert, writer of “The One Minute Manager� book, Chief Spiritual Officer of The Ken Blanchard Companies
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CORPORATE
88
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Social Responsibility ALPHA BANK
Together for Social Responsibility
90
Key Objectives In the context of the social contribution policy of Alpha Bank that has been under way for several years, Alpha Bank developed, organised and coordinated the social programme “Donations of pharmaceutical supplies and other equipment to Greek islands”. The key objective of this Programme is to support as
needs of each Health Centre (emergency or long-term care) were recorded, prior to the beginning of the project. This social initiative was also combined with the donation of books by the Bank to enrich the libraries of nursery schools on these islands. Difficulties Τhe different needs of each island and the
many as possible of the Greek islands that encounter difficulties in securing pharmaceutical supplies, especially given the recent financial and social crisis in Greece. In order for the Programme to be effective, the Bank collaborated with the Non-Governmental Organisation “Agoni Grammi Gonimi”. The vision of the Agoni Grammi Gonimi Project is to ensure equal access to pharmaceutical supplies for all people, regardless of their place of residence. The ultimate objective of the Project is to fight against the exclusion from health services that residents of some islands face. In order for this goal to be achieved, the
conflicting opinions and interests of the local communities constituted a major challenge for the implementation of the Programme. Additionally, in the first phase of the Programme and in order to achieve value for money, the resources had to be managed in a way to respond to most of the needs recorded. Finally, the absence of medical staff and experts for a long period of time on some islands that has been recorded made the donation of adequate pharmaceutical supplies even more urgent, in order to relieve the residents and make them feel safer.
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Results and Benefits for Local Communities The supplies and equipment were delivered to the local Health Centres of the islands of Tilos, Lipsi, Nisyros, Kassos, Astipalaia, Karpathos, Patmos and Symi in the presence of representatives of the Bank and local organisations and stakeholders. Apart from the residents, many tourists, who visited these islands in the summer, benefited from this Programme as well. Through this Programme, the feeling of being isolated that local residents have is, in a way, decreased. Besides, the improved psychology of the staff working at these Health Centres is the most significant benefit, given the fact that, currently, safety and social cohesion are more important than ever before. Through this Programme, the Bank strengthened its local presence on these islands and, by donating the necessary medical equipment, upgraded the infrastructure of the local Health Centres. The Programme is going to be continued on other Greek islands. www.alpha.gr
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Panayiotis Papanikolas Chairman & CEO, GEFYRA S.A. Country Manager Greece, VINCI CONCESSIONS
A Bridge Constructed by its Stakeholders
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The “Harilaos Trikoupis� RionAntirrion Bridge, an eternal wish of the Greeks, was given to operation in August 2004. However, since the implementation of the relevant concession agreement between the Greek State and the company GEFYRA S.A., the numerous participants in the business activity of the company offered the necessary stimuli to a project of international range which was completed four months ahead of its contractual schedule, without exceeding the relevant costs and without any work-related employee accident. The Bridge worksite was established in the middle of a regional community which offered the labor force, supplied the materials and all kinds of services required to meet the needs of a human team that reached up to 1,200 members. Its public character was due to the
fact that all involved from the elected and nonelected members of the local administration, the national and local world of businessmen and scientists, the local community as well as the citizens themselves who saw the significant improvement of their everyday life tied with the success of this vision, voluntarily participated in the project materialisation. Among the current employees of the Bridge, there is still a majority of people who are locals, who worked during the construction period and are still working in the operation of the bridge and are participating in the local life around the Bridge in their various capacities (as voters, as election candidates, as members of various associations, as owners of land and properties, as consumers, etc.). Thus, the identity of a Bridge stakeholder can be diverse. The same
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The “Harilaos Trikoupis” Rion-Antirrion Bridge
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The “Smart” Link The Bridge is not simply an infrastructure constructed to survive, in commercial terms, thanks to the collection of tolls, but a live link destined to play a key role, in addition to the
GEFYRA S.A. as a Corporate Citizen GEFYRA S.A. as a corporate citizen plays now a key role in all fields of interest as regards the corporate affairs. The Citizenship concept governs all our corporate aspects in order to vindicate the Greek citizen who invested much more than a simple hope in the construction and the operation of the “Harilaos Trikoupis” Bridge.
rights, thanks to the support of the company (e.g. the independent volunteering team of the “Gefyristas ”). Our external relations abide by rules of directness and proximity which required by the regional community, where “everybody knows everybody”. Both traditional and online communication means ensure the direct and
financial side, at the very heart of this community; this was evident since the very beginning and is still being confirmed during the last 18 years. Closely observing this fact, the Corporate Communication and Sustainable Development Directorate (CCSD) of GEFYRA S.A. functions as a link between the company and the community. Its officials undertook the double role to carefully see and observe the community around the Bridge and internally within the company.
Referring directly to the CEO, the CCSD Directorate implements the specific strategy within the company thanks to the interdepartmental collaboration and externally thanks to the continuous (and sustainable) maintenance of the “bridges” built towards the stakeholders. Within the company, the citizenship concept is founded on the communication of the codes of ethics namely that a citizen has obligations and
personal contact on a daily basis between the stakeholders and us, a team of people, and not just another corporation.
applies to its “leading” stakeholder, who is its client/user.
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Dialogue is the Greatest Bridge In our company, we are proud to say that the first tool used by the first worker employed at the worksite of the Bridge in Antirrion was dialogue (with our neighbors, our suppliers, the authorities, our colleagues, etc.).
This approach has proven to be so successful that, after the end of the construction, GEFYRA S.A. was faced up against the challenge of enhancing and making this dialogue more systematic. The creation of permanent “platforms” of dialogue with the stakeholders was such a great opportunity from the corporate responsibility point of view as it led to “bridge-building”, to synergies and to connections. Our most innovative corporate initiatives to this end are the following: • The creation of the “SOLIDARITY PYLONS”: a platform for 70 social institutions located in Western Greece chaired by the former President of the Hellenic Republic, Mr. Kostis Stefanopoulos. It aims at our funding these institutions as they face challenges
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
due to the financial crisis through our own resources, such as advertising revenue, revenue from our corporate products of GEFYRA S.A. (e.g. e-pass); • T he creation of the “AZURE SOCIETY” of the Gulfs of Korinthos and Patras platform for the protection of the marine environment. This platform was created through the partnership of our company, the ARCHIPELAGOS Institute, the yachting clubs and the environmental organisations of the region so as to preserve the marine mammals and turtles, and to stop the spread of micro plastics in both Gulfs; • The creation of the platform “LABORING DEVELOPMENT” to promote tourist and cultural development actions;
• The launch of the “+SOCIETY” programme promoting the engagement of the local population in social solidarity projects of the civil society.
to enjoy services up to the fare he/she pays.” Thus, GEFYRA S.A. is the first company that has ever created a specially designed venue to interact with its stakeholders and this venue operates 365 days a year .
The Center of the Citizen/Client Destined to be a mini-museum near the Customer Service building, this area that
Judged by the Outcome The GEFYRA corporate citizen is held in high
has hosted for many years events with the stakeholders has been arranged in a way to promote events, and at the same time it raises the quality of life standards, providing services and facilitating the prominent stakeholder, namely the Citizen/Client. This is reflected when in 2010 we stated that “in the user of the Bridge we cannot see only a client who pays tolls; we shall also remember that this very person is a citizen who deserves
esteem by its stakeholders, who can distinguish us because of our quality values that cannot be found in other companies. A simple assumption helps us approach, in terms of figures, the impact of the policy of the Bridge concession company on the population of Western Greece (680,000 inhabitants): given that approximately 100 citizen associations are in direct contact with GEFYRA S.A., it has been estimated
that 20,000 citizens have a direct privileged relation with and are aware of the policies of the company. The number of those who have realised the actions undertaken by the company is evidently multiple. Finally, this specific policy choice, which has been de facto considered as sustainable, is in line with the values system and the philosophy of the company itself and of its major shareholder (VINCI Group). The feedback from our stakeholders allows GEFYRA S.A. officials to believe that the course of action has been successful. This will be the case as long as the company will be in a position to successfully fulfil its contractual role, since this role guarantees the success of the strategies beyond its strictly contractual obligations. www.gefyra.gr
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Constantinos Evripides CEO GENESIS Pharma
Partnership and Collaboration as the Driving Force of Innovation and Growth
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Through our long-standing strategic alliances with some of the leading multinational pharmaceutical companies committed to cutting edge R&D, we have been able to ensure direct access to novel medicines for thousands of patients in Greece suffering from severe and rare diseases and at the same time ensure our company’s growth and create value for our employees and the economy, even in times of crisis�. Constantinos Evripides, CEO The Greek pharmaceutical company that has joined forces with global biotech leaders For GENESIS Pharma, the power of collaboration lies at the heart of its business model and its success throughout the two
decades of its operation. Today, the company has a strong product portfolio of more than 20 innovative branded medicines for the treatment of various chronic, rare and life-threatening diseases. Its operations spread in five countries given that, although it is based in Greece, it has expanded its activities to Cyprus through a subsidiary company, and also to the broader region of Southeast Europe, mainly in Bulgaria, Romania and Croatia. It employs more than 200 professionals and, during the last ten years, it has been ranking among the largest pharmaceutical companies operating in the local market by turnover, being firmly amongst the leaders in hospital sales in the country. Its significant growth rates and overall business performance have been awarded with numerous European and national
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distinctions by renowned organisations such as the European Business Awards, Europe’s 500, Ernst & Young, the Hellenic Chamber of Commerce, the ICAP Group and others. GENESIS Pharma was founded with the aim to combine the rapid scientific advances of the global pharmaceutical industry with a successful commercial business venture and with a mission
The 90’s was the decade that global biotech companies invested heavily in R&D and new innovative products of cellular and molecular technology were registered with the American and European Medical Association. Most of these companies did not have the resources for panEuropean operations and this gap became an opportunity for GENESIS Pharma, as it managed
for some of the largest global pharmaceutical companies committed to cutting-edge R&D, such as Biogen and Celgene that rank among the largest biopharmaceuticals by market capitalisation worldwide. This business model has allowed the company to create a portfolio of innovative drugs from all around the world and maintain the impressive rate
to address unmet patient needs through innovation. The company managed to become one of the first companies in Europe specialising in the marketing, sales and distribution of biopharmaceutical products, at a time when biotechnology was still at an early stage of its development, and it successfully opened a new market area in the Greek pharmaceutical sector, mainly by investing in a strong network of international allies.
to accomplish strategic partnerships with major American and European biopharmaceutical companies for the marketing and distribution of their products, thus becoming their regional marketing partner. Throughout its two decades of operation, GENESIS Pharma has a strong track record of building such partnerships which, in most cases, are exclusive and long-term. Today, the company is the Greek partner of choice
of 1.5 product launches per year, at a time when the new branded products marketed worldwide are not more than 25 or 30. In addition, it has helped GENESIS Pharma acquire deep knowledge in pharmaceutical innovation, follow global developments in the pharmaceutical sector and promptly identify trends, adopt international management and marketing practices and develop state-of-the-art operation tools so as to meet global guidelines and requirements.
“We have earned the trust of such great global companies with our expertise and professionalism, our commitment to quality and transparency and our daily efforts to deliver outstanding results. The fact that our partners’ investments in R&D are significant makes us optimistic that we will be able to ensure patient access to more therapies in the near future, creating at the same time significant growth prospects for our company. However, not only do we invest in maintaining and extending all existing partnerships, but we are in constant search for new partnership opportunities so as to take advantage of the ongoing developments of the global pharmaceutical R&D for the benefit of patients and our company’s sustainable growth”. www.genesispharma.gr
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Ambition and Execution on Sustainability Include sustainability objectives in employee performance assessment and remuneration
47%
73% 26%
Incorporate sustainability issues into discussions with financial analysts
47%
73% 26%
Practice integrated reporting of financial and sustainability metrics Incentivise managers to prioritise the achievement of long-term sustainability goals over short-term sales/profits
74% 25%
49%
70% 23%
47%
Measure both positive and negative impacts of their activities on sustainability outcomes Engage in industry collaborations and multi-stakeholder partnerships to address sustainable developments goals Seek to move responsibility for sustainability from the seperate department toward intergration throughout corporation functions and divisions
93% 19%
74% 69%
83% 14% 76% 13%
63%
Discuss and act on sustainability issues at the board level
85%
Companies should
My company does
94% 9%
Performance gap
Companies continue to demonstrate a “performance gap� between ambition and execution on sustainability To what extent do you agree with each of the following statements about environmental, social and corporate governance issues? Source: The UN Global Compact-Accenture CEO Study on Sustainability 2013, Architects of a Better World, 2013 98
Partnerships and New Solutions for Sustainability Example actions
% of respondents selecting “Agree” and “Strongly Agree” Transformational
Realism & context
Growth & differentiation
Value & performance
Technology & innovation
Partnership & collaboration
Engagement & dialogue
Advocacy & leadership
Understanding and appreciation of the scale of global sustainability challenges - and the opportunities they present.
Engage in scenario planning and business impact modeling.*
Sustainability as an opportunity to stand out with consumers and customers; to access new market segments with new products and services; and to grow into new markets.
Innovate to solve specific environmental and social challenges.
Measurement, monitoring and management of sustainability metrics; quantification of business value; and tracking of impact on sustainability outcomes.
Integrate sustainability metrics into financial reporting.
Investing in technology and business model transformation-led solutions to sustainability challenges; generating competitive advantage through new technologies and innovative business models. Partnerships within and across industries and sectors to find new solutions for sustainability.
Scan the horizon for future opportunities.
Seek opportunities to enter new markets through addressing sustainability challenges.
Measure and truck impact on community and society. Build sustainability into employee assessment and reward. Develop new business models, e.g. circular economy.
Notional
Global average
Business as a whole is making sufficient efforts to address global sustainability challenges.
14%
20%
33%
My company approches sustainability primarily as an opportunity for growth and innovation.
81%
65%
78%
My company practices integrated reporting of financial and sustainability metrics.
67%
45%
49%
My company will invest in and deploy new technologies on sustainability in the next five years.
Deploy new digital technologies e.g. data analytics. Harness demand for smart infrastructure and Intelligent Cities. Cooperate with industry peers to develop voluntary standards. Partner with NGOs and other groups to maximise on-the-ground impact.
Listening to and understanding the needs and wants of all stakeholders; establishing constructive two-way dialogues to negotiate the role of business in sustainability.
Collaborate with consumers to design new products and services.
Leadership in developing new systems and shaping the business contribution to global challenges; willingness to advocate for policy and market incentives that change the game.
Publicly advocate for a greater business contribution to sustainability.
Work with investors to quantify and communicate the business value of sustainability.
Actively engage with governments and policymakers to shape future regulations and systems.
95%
95%
84%
Cross-sector partnerships will be instrumental in enabling in delivering positive social and enviromental outcomes over the next five years.
100%
75%
78%
Investor interest is currently an incentive to invest in sustainability.
76%
65%
52%
Business should lead efforts to define and deliver sustainable development goals.
90%
75%
84%
Source: The UN Global Compact-Accenture CEO Study on Sustainability 2013, Architects of a Better World, 2013. 99
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Byron N. Vassiliades Chairman & CEO Greek Environmental & Energy Network S.A. (GREEN)
Partnerships for Growth
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Greek Environmental & Energy Network S.A. (GREEN) is one of the leading as well as one of the first Greek companies to supply and trade electrical energy, operating not only in Greece, but also in the Balkans and the Southeastern Mediterranean region. GREEN holds an electricity trading license granted by the Greek Ministry of Energy and has signed agreements with a significant
• The GREEN Energy Trading DOO Beograd in Serbia is licensed for power trading and supply in Serbia and Montenegro. • The GREEN Energy Trading DOOEL in Skopje is licensed for power trading and supply in FYROM. • The GREEN Energy Trading in Albania is licensed for power trading in the local market. During the first months of 2014, GREEN
number of European energy system operators. Headquartered in Piraeus, Greece, GREEN started its operations in 2010. Since then, by offering reliable services and competitive pricing, GREEN managed to expand its business activities in Italy, Serbia, Skopje, Hungary, Montenegro, Albania & Turkey. In today’s rapidly globalising economy, GREEN believes that a well-planned and prioritised geographic expansion strategy is an absolute requirement. By accessing new markets through subsidiaries, local alliances or synergies, GREEN is creating a robust energy network to fuel its future growth. In the particular, GREEN has expanded its business in the Balkans by establishing three subsidiaries:
obtained a power trading license in Hungary and its subsidiary GREEN Energy Trading DOO Beograd was successfully registered in the Montenegro Power Market. Additionally in the next few months, GREEN is expected to acquire a license in Bulgaria. In addition to its geographical expansion, GREEN is already trading power with more than 50 active partners, utilities and exchanges all over Central and South East Europe. More specifically, GREEN is active in the following energy exchanges in Central and Southeastern Europe: • LAGIE – Greece • GME – Italy • HUPX – Hungary • PMUM –Turkey
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
• EPEX – Germany • EXAA – Austria • BSP South Pool – Slovenia • OPCOM – Romania Furthermore, GREEN is registered in CASC, MAVIR, EMS, MEPSO, CGES, SEE-CAO and CENTRAL-AO to participate on Cross Border Capacity Auctions of Southeast Europe. GREEN develops and maintains solid commercial
voltage in Greece. In that way, the company is able to secure one of the leading positions amongst private power suppliers in the country. Moreover, GREEN offers competitive pricing and constant support to small commercial and industrial consumers connected under low voltage. GREEN supplies electricity to some of the biggest multinational companies in Greece, like industrial companies, malls,
relationships with an array of energy market participants. Beyond the existing partnerships in Europe, GREEN is also active in other parts of the continent, either via partnerships either through a local business establishment. In particular, we are trading power with Public Power Corporation S.A. and all major Greek producers, traders and suppliers. We are also trading power with major European Trading Firms all over Europe and with public utilities like MVM in Hungary, EPS in Serbia, ELEM & EVN in Skopje and KESH in Albania as well. GREEN is also active in the Greek electricity retail market by establishing itself as an excellent business partner to large commercial and industrial consumers connected under medium
private colleges, commercial buildings and banks. Each customer is treated separately according to its special requirements. GREEN also offers energy consulting services in order to decrease energy expenses and increase energy efficiency. Despite the challenging economic environment in Greece, 2014 was a year of progress for GREEN. Financial results for 2015 are expected to be even better. One of GREEN’s main goals is to extend its network of trading partners all over the region through effective and efficient collaborations, add more flexibility to its operations and further invest in business growth. www.green.com.gr
101
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Serge Schmidt Managing Director Halyps Building Materials / Italcementi Group
Τά πάντα ῥεῖ (Everything Changes)... but Values and Principles are our Solid Roots
102
The world has changed during the financial crisis of the last few years, and it will continue changing as it strives to achieve a new equilibrium. In any field or sector, change is never a univocal phenomenon originating from the decisions or determination of individuals. Change that successfully creates better conditions is the result of full cooperation
all stakeholders, caring for the varied needs of communities and supporting their role in promoting civil society. From a more industrial viewpoint, our focus on cooperation in our energy-intensive line of business takes the form of initiatives and projects to limit and replace the use of fossil fuels. We have been developing new wind
among all concerned. The Italcementi Group has always believed that the foundation for the lengthy collaborative effort required to create a scenario of lasting economic and social well-being consists of human rights, equal opportunities, shared access to resources and information, and satisfaction of basic social needs. For the Italcementi Group, this means putting the values and principles of sustainable development at the heart of its growth, through a commitment to engaging
farms and photovoltaic arrays in a number of countries for some years and are now seeing the first tangible results; meanwhile, pilot testing has begun of an innovative concentrated solar power plant developed in cooperation with the Moroccan Government, Zurich University and other private partners. Cooperation with universities also continues to deliver excellent advances in the development of innovative construction materials, following the proven example of “photocatalytic” cements that reduce
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
The Jury of the 2014 ArcVision Prize From left to right: Benedetta Tagliabue, Vera Baboun, Suhasini Mani Ratnam, Martha Thorne, Shaikha Al Maskari, Samia Nkrumah, Elena Zambon, Odile Decq.
environmental pollution in major cities. This extends to a new challenge, the application in cement products of graphene, a material whose development and use is as revolutionary today as plastic was in its time. Looking ahead to the future in our cities, where more than half the world population now lives (compared with just 2% in the early 19th century), the Italcementi Group is setting up a variety of cooperation models with universities, architects and government agencies to promote sustainable urban development, guarantee social integration and environmental efficiency, and safeguard the land. The issues on which the Group is active concern appropriate use of land and ways of restoring the territory through the regeneration of the urban fabric and the requalification of buildings, from an energy viewpoint too. This is also the thinking
behind the ArcVision Prize, now in its third year, through which Italcementi supports and rewards the work of the world’s best women architects engaged in sustainable projects for the community. The power of collaboration also generates a virtuous path in daily life, enabling the company to be seen not only in terms of its economic value, but also as a force for subsidiarity working toward common goals of well-being. In this area, the Italcementi Group supports projects for the education and training of young people and their social integration. One example is the “Mitera Foundation” initiative promoted by Halyps Building Materials S.A. in Greece. Our company embraces the courageous act of fostering a child, and supports the needs of the children living in the “Mitera Infants Center” that has been set up to secure a normal psychological
and social future for unprotected, abandoned and abused children through adoption and fostering. In view of the growing needs in this area, Halyps and its customers believe they have a responsibility “to give back” to society. That’s why they have started a closely intertwined effort -- based on the solid loyalty of their cooperation -- by which they desire,
on one hand, to improve the living conditions of the children in the center and, on the other, to assure the local community that our social “consciousness” permeates every aspect of our activity. www.halyps.gr www.italcementigroup.com
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Nikitas Konstantellos CEO ICAP Group
The ICAP Group Places Partnerships and Collaborations at the Heart of its Strategy
104
Founded in 1964 by a group of Greek and international investors, the ΙCAP Group has always formed powerful partnerships and alliances with leading international companies and organisations. Since 2007, the ICAP Group’s majority shareholder is the SEEF Fund of Global Finance, the largest private equity firm in Southeastern
to establish new partnerships that expanded its capabilities. Creating partnerships among stakeholders In co-operation with the environmental agency GREENiT ENVIRONMENTAL, the ICAP GROUP has recently launched the GREEN ANGELS community, aiming at reducing the
Europe, while Coface, one of the world’s largest credit insurers and business information providers, is the Group’s minority shareholder. In this new era for ICAP, collaborations were a key element of its new strategy. Building upon its solid knowledge of the Greek market and respecting the company’s long tradition as a valuable Business Partner for companies operating in Greece, ICAP developed from a medium-sized traditional business information local company into a large, multidisciplinary Group that offers a wide range of innovative B2B services in South Eastern Europe. Drawing upon its growth strategy that identifies delivery of new strategic partnerships as one of four major milestones, the Group moved on
environmental footprint of Greek enterprises. This national effort is being implemented under the auspices of the Greek Ministry of Reconstruction of Production, Environment and Energy, with the scientific support of the National Technical University of Athens, the cooperation of the Hellenic Association of Volunteer Fire Brigade Greece and hundreds of agencies nationwide. Through a specially designed plan and a standard green mechanism that uses modern tools, the two companies aim to improve the environmental and economic performance of enterprises that participate in the GREEN ANGELS community. In another area, ICAP has recently established partnership with the distinguished newspaper
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
Real News (ENIKOS Group) in creating the innovative online service “Finnews” that enables the subscribers of findbiz.gr to gain access and thoroughly analyse financial data of Greek businesses. Delivering social value through collaborations As the largest service provider in Greece and the Balkans and the owner of ICAP DataBank, the ICAP Group is considered to be the most reliable source of information; thus, realizing its responsibility to keep various social groups informed on matters of business. Under its Corporate Social Responsibility programme,
Dun & Bradstreet, the worldwide leader in the provision of credit risk services and business information in Greece, Bulgaria and Romania, supplying, amongst other things, information on companies for more than 240 million business records from more than 190 countries. Likewise, Dun & Bradstreet distributes worldwide quality information on Greek, Bulgarian and Romanian companies to its customers, supplied exclusively by ICAP, thus, taking advantage of the largest and most reliable business database in the Balkans. GOOGLE The ICAP Group is recognised by Google as
which can either be provided independently or as part of a comprehensive programme for performance improvement. TNS GROUP TNS Group is the second largest market research group globally and the largest one in Europe. TNS and ICAP have established in Greece the TNS ICAP S.A. leading firm which aims at providing integrated market research services. HOGAN ASSESSMENTS The ICAP Group has been the exclusive distributor of HOGAN Assessment Systems in Greece and Cyprus for the past seven years.
the international outsourcing provider NorthgateArinso in Greece since 2011. NorthgateArinso is a leading global Human Resources software and services provider offering innovative HR business solutions to employers of all sizes, including global Fortune 500 companies and many public sector organisations. Cut-e Since 2009, the ICAP Group has been the representative of the multinational German company Cut-e for Greece, Bulgaria, Serbia, and Cyprus. Cut-e is an international leader in designing and applying online assessment tools to be used in the selection and professional
ICAP collaborates with the academic community via hosting student meetings and supporting institutions with sectorial and other data needed for their project and research. Also, in order to support several stakeholders and foster international relations, ICAP provides embassies and other government authorities, as well as the media, with valuable and updated economic information. The ICAP Group’s network of international partnerships The ICAP Group has established strategic alliances with top international companies, offering a clear, competitive advantage to its customers. The main partnerships are the following: DUN & BRADSTREEET The ICAP Group is the exclusive partner of
a Google SME Premier Partner for the disposal of AdWords service in Greece. Google has entered into this important agreement, which allows ICAP to undertake the sale of AdWords and customer support in the above markets on behalf of Google. HUTHWAITE INTERNATIONAL The ICAP Group represents Huthwaite International in the markets of Greece, Cyprus and Bulgaria. For 30 years, Huthwaite has been researching and analysing educational data in order to upgrade sales performance under all possible conditions and situations. Having researched what successful salespeople do, in every phase of a sales cycle (buying cycle), a series of courses have been developed
As the international authority in personality assessment and consulting, HOGAN has more than three decades of experience in helping businesses hire the right people, develop key talent, and evaluate leadership potential. KENEXA The ICAP Group is the representative of the global American company KENEXA for Greece, Bulgaria, Romania, Serbia and Cyprus since 2010. KENEXA is an international leader in the market of advanced assessment tools. The company has developed evaluation models towards the successful identification of a professional’s potential (both existent and potential). NORTHGATEARINSO ICAP is the exclusive representative of
development of employees. In addition to the above, as an active member the ICAP Group has built a wide network with leading international B2B associations, such as FEBIS (Federation of Business Information Services), SIINDA (Search & Information Industry Association), INAC (International Network of Executive Search Consultants), FEACO (European Federation of Management Consulting Associations), SESMA (Association of Management Consulting Firms in Greece), the Hellenic-American Chamber, the GermanHellenic Chamber of Commerce and Industry and the Hellenic-Netherlands Chamber of Commerce. www.icap.gr
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The Need for Collaboration
90% of executives and managers agree that collaborations are needed for sustainability
47% state that their companies collaborate on sustainability
Effectively addressing sustainability issues can not be done alone but requires collaboration.
Is your organisation engaged in sustainability-related collaborations?
Of these, 61% assess their sustainability collaborations as successful How successful are the sustainability collaborations your organisation is engaged in?
67% 43% 18%
23% 5%
3%
1%
1%
47%
27% 8%
34% No
Yes
Agree Neither Disagree Disagree Agree strongly somewhat agree nor somewhat strongly disagree
Don’t know
Very
Quite
Somewhat Slightly
0% Not at all
19%
Don’t know
Source: Joining Forces - Collaboration and Leadership for Sustainability, The Growing Importance of Corporate Collaboration and Boards of Directors to Sustainable Business, 2014 Sustainability & Innovation Global Executive Study and Research Project, MIT Sloan Management Review, The Boston Consulting Group and the United Nations Global Compact, January 2015. 106
4% Don’t know
Types of Sustainability Collaborations
To what extent is your organisation engaged in the following types of sustainability collaborations?
43%
Strategic
30%
Transformational (i.e., change the rules of the industry and market) Philanthropic Opportunistic / Ad-hoc
31% 24%
20% 12%
Great extent
19% 25%
Moderate extent
16% 6% 3%
19% 21%
19%
31%
Some extent
Small extent
12% 11% 16% 19%
7%
Not at all
Source: Joining Forces - Collaboration and Leadership for Sustainability, The Growing Importance of Corporate Collaboration and Boards of Directors to Sustainable Business, 2014 Sustainability & Innovation Global Executive Study and Research Project, MIT Sloan Management Review, The Boston Consulting Group and the United Nations Global Compact, January 2015. 107
Working Together to Create a New Business Generation 108
In today’s highly competitive global business environment, we need more than ever to develop a sound economy based on knowledge and experience. This means that we must build on talent, highlevel education, innovation, and technological leadership. In other words, we need to create an economy that will both promote and be based
scientific community, with the guiding hand of institutional and non-governmental bodies. The aim of these partnerships is to ensure the future success of a business idea or an initiative by offering the necessary expertise and guidance. In the case of Greece, the support and encouragement of youth entrepreneurship comprises a key driver of growth of both the
on young entrepreneurship. As the custodians of specialised scientific fields and related actions, universities, institutional bodies and NGOs play a central role in the endeavor to channel reliable knowledge to the business community – knowledge that is a source of strength, quality and sustainable ongoing operations. Accordingly, given the experience that each business sector possesses, a framework exists for developing a two-way working relationship between the industry and the academic and
economy and its competitiveness, as such endeavors are based above all on the triptych: innovation, export-orientation and job creation. One of the strategic priorities of the NBG Group is to actively support a new generation of domestic, healthy, dynamic and export-oriented businesses that will form the backbone of the Greek economy. Businesses of this kind, backed by the proper knowledge and guidance, can grow into powerful medium and large enterprises. In this light, we launched our NBG Business Seeds programme – an initiative that builds
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
on partnership and cooperation between the financial industry and universities, institutional bodies, such as the Hellenic Federation of Enterprises (SEV), and the Endeavor Greece NGO, in order to actively support youth and innovative entrepreneurship. This pioneering business support programme is essentially a strategic tool that effectively
frontline role in the sphere of financing, depending on the stage of development at which the business stands. With an initial budget of EUR 15 million, NBG offers financing solutions either in the form of angel financing (with share capital participation) or special purpose loans that can be converted into equity, as well as loans to more mature SMEs depending on
links up knowledge with experience, mentoring and training, and seeks appropriate financial solutions so as to cultivate rapidly a crowd of healthy start-ups capable of supporting the recovery of the Greek economy. ΝΒG Business Seeds covers all phases in the growth course of a new business, including: • Spotlighting the business idea • Developing the business plan • Making the business idea reality • Growing the business NBG Business Seeds reflects the Bank’s
their credit standing. The bank has already decided on a number of angel financing projects for start-ups in the sectors of programming tools and transport, and is exploring the potential to finance companies in the fields of bioinformatics, tourism and educational games. Our i-bank Innovation & Technology competition is playing an important role in the NBG Business Seeds programme. Over the past five years the i-bank Innovation & Technology competition has served as an
109
incubator for young entrepreneurs, rewarding promising original business ideas based on new technologies and innovation. The competition was launched to enhance collaboration between universities and the market so as to foster the skills, talent and creativity of the younger generation in Greece.
sustainable development in Greece. NBG and its staff are participating in this joint project by offering: • Mentoring on strategic issues • Financing and questing for investment proposals Accordingly, NBG has moved ahead with financing new investment projects in agricultural
Working Together – NBG and Endeavor Greece
product processing and in tourism, while the process is underway for arranging financing for companies engaged in trading agricultural products, developing security for IT systems, and digital advertising.
In 2014, NBG commenced collaborating with Endeavor Greece, a non-profit organisation, which through a network of top business leaders and investors worldwide provides guidance to innovative, growing businesses. This collaboration aims at giving support to innovative firms that present high growth potential in various sectors, and particularly to scale-up firms that are able to create jobs and generate profits, thereby contributing to The winning teams of the 5th i-bank Innovation & Technology Competition, at the award ceremony, May 2015
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Working Together – NBG and the Athens University of Economics & Business In recent years, NBG has forged close collaboration with the Athens University of Economics & Business (AUEB):
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- The bank has undertaken to sponsor the Ennovation competition, an international competition for students focusing on innovative digital ideas by younger generation entrepreneurs, the winners of which can go straight to Phase 2 of the i-bank Innovation and Technology competition run by the bank. - For its part, the AUEB offers teams that
Hellenic Federation of Enterprises), where more specifically we focus on the EkinisiLAB action. EkinisiLAB is an initiative launched by SEV in cooperation with the Athens City Council, with a view to providing effective incubation for innovative business plans by young entrants in the business scene who need support to turn their business ideas into
Through these partnerships, NBG is showing the way ahead, highlighting the importance of cooperation between universities and non-governmental organisations on the one hand, with the real market on the other. Knowledge meets experience, businesses need expertise, and research and innovation support the world of the market in a two-way,
have participated in the i-bank Innovation and Technology competition the opportunity to participate in its teaching programmes: “Management and development of sustainable innovative start-ups” and “Entrepreneurship boot camp”. So far, three teams have participated in the second of these two courses.
fully fledged business plans. Our cooperation provides a framework for: • participation of teams that took part in the i-bank Innovation & Technology competition in the EkinisiLAB mentoring and incubation programme. • participation of two teams that achieved distinction in EkinisiLAB in Phase 2 of the i-bank Innovation & Technology competition. • inclusion of firms that participated in the SEV programmes in NBG Business Seeds.
mutually beneficial relationship. In this way, we can foster the productive reconstruction of the economy by backing the qualitative upgrade of the country’s human resources and potential. NBG believes and invests in the growth of a new generation of healthy, outward-looking and technology-oriented businesses that will create jobs, provide top quality services and competitive products, and be active in today’s uncertain and volatile business environment. www.nbg.gr/en/nbgseeds
Working Together – NBG and SEV Especially important is the mutual cooperation between NBG and SEV (the
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OTE - COSMOTE
The Power Lies in Collaboration
112
“A new era in synergies between businesses and the academic community”
It is acknowledged that the present situation in global financing promotes collaborations, since individual organisations can hardly act alone. OTE and COSMOTE have not only acknowledged the necessity and power of unity, but have also put this realisation in action, true to their core corporate values and objectives.
COLLABORATION WITH THE ATHENS UNIVERSITY OF ECONOMICS AND BUSINESS (AUEB) One of the major problems that Greece has been facing during the recent austerity crisis is the loss of young talented academics and scientists who opt to seek a better future abroad (known also as the “brain drain” phenomenon).
The message, in a nutshell, is “The Power Lies in Collaboration”, paraphrasing an ancient Greek quote that says “in unity we stand strong” (“Ἡ ἰσχὺς ἐν τῇ ἑνώσει” in Ancient Greek). OTE and COSMOTE consider cooperation as a fundamental factor in sustainable growth. Thus, they have developed initiatives and synergies, and formed collaborations with many stakeholders, amongst which are NGOs, the state and the academic community, promoting social solidarity, culture and science, education and environmental protection.
In the OTE Group, we are certain that these young men and women are the most significant asset our country possesses, its most valuable capital and the powerful engine needed to reboot the national economy. Based on this, we make our own contribution and we offer Greek youth incentives and opportunities to stay in the country. In this context, we have joined forces with one of Greece’s most prestigious universities, the Athens University of Economics and Business (AUEB). This collaboration includes
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Corporate
synergies in areas of common activities, in know-how exchange between the two partners and in seeking solutions as regards both technical and business issues for upgrading products, applications, and services. This collaboration also includes the establishment of a joint technological laboratory, located within the premises of the OTE Group, along with the participation of OTE and COSMOTE executives, as well as faculty members and students of the AUEB. This lab will serve as a hub of operations for the R&D projects, both European and national, that will be jointly implemented by the two collaborating parties, with ΟΤΕ undertaking the role of the Technology Partner. This agreement inaugurates a new era in synergies between businesses and academic community, offering talented students the opportunity to put their theoretical knowledge
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“OTE and COSMOTE Next Generation Networks supporting a cultural research project” into practice and realise their potential, while accumulating essential experience for their future as regards their entering the labour market and launching their professional careers.
Culture), the Hellenic Navy and the non-profit organisation Woods Hole Oceanographic Institution of Massachusetts. This shipwreck was discovered by a group of sponge divers in 1900, who spent a year salvaging hundreds of exquisite works of art,
THE “RETURN TO ANTIKYTHERA” PROJECT
such as bronze and marble statues that are now exhibited in the Athens National Archaeological Museum galleries, as well as the mysterious Antikythera Mechanism, a complex device used for the prediction of celestial movements and a magnificent example of ancient Greek ingenuity, engineering, and technology. Technology was the protagonist in this expedition as well: first, the divers needed state-of-the-art equipment to safely reach the deep waters the vessel has sunk in, as well as technologically advanced communication
A perfect example of cooperation between the business world, the State, and the scientific community is the “Return to Antikythera” project, a collaborative effort to explore and retrieve invaluable artefacts from the 1st century B.C. Roman shipwreck off the island of Antikythera, which involved OTE and COSMOTE as telecommunication providers and communication sponsors, along with the Hellenic Ephorate of Underwater Antiquities (Ministry of
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networks. The latter was provided by OTE and COSMOTE that undertook the critical role of communication sponsors, with a strong sense of responsibility. OTE and COSMOTE covered all the telecommunication needs of the divers and archaeologists and equipped the island of Antikythera with New Generation telecommunication infrastructure. The new network included both fixed and mobile broadband services in order to provide uninterrupted communication among the members of the research team in Greece and abroad and at the same time enable them to upload and share their data fast. After the completion of the expedition’s targets, the infrastructure remained at the disposal of the island’s inhabitants.
After months of research, the endeavour proved successful since the “Return to Antikythera” has yielded more treasures, such as a 2 meter-long bronze spear, tableware, a bronze rigging ring and a lead anchor. These treasures have been retrieved thanks to the technological support provided by our companies and, true to the spirit of the Antikythera mechanism, the OTE Group has put technology at the service of the people and culture, projecting a modern Greece that does not end at its borders, but puts in use “Next Generation Network” technology connecting this historical place with the entire world. At the OTE Group, we believe that highend technology is the driving force for any contemporary society and economy, but
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Technology was the protagonist in the “Return to Antikythera” project, via the provision of OTE - COSMOTE infrastructure
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“OTE and COSMOTE strongly support equal opportunities regarding access to technology” we also value the significance of history and tradition. Hence, we are proud to be a member of the international team that succeeded in this underwater archaeological expedition and also proud of the collaboration with our partners and the way we employed
that OTE and COSMOTE collaborated with the NGO “50+” and the Municipality of Ilioupoli, and at the same time the programme was extended to provide courses for the elderly in the Municipality of Agios Dimitrios. The project has been designed with the purpose
hardware: PC units, smartphones and tablets. From the beginning of the initiative until June 2014, the individuals trained were approximately 480. During 2014-2015, in which the programme was expanded in two Municipalities, it is expected that more than
technology to highlight culture, a valuable asset for growth and an integral part of our Greek identity.
to bridge the digital gap between the younger and the older generations, offering the latter the opportunity to join the digital world. It entails a series of free lectures about basic computer and Internet use, as well as practical information on other applications of contemporary technology, such as touchscreens, smart-phone use, etc. OTE and COSMOTE provided the necessary infrastructure to equip the Centre for the Protection of the Elderly, located at the Municipality of Ilioupoli, with all the necessary
1,400 elderly people had trainings in enhancing their PC and Internet use skills. With the view that technology plays a critical part in life nowadays, and is a necessary tool that enables and facilitates communication, OTE and COSMOTE strongly support equal opportunities regarding access to technology, especially for those among us that did not grow up having it as part of their everyday life. www.ote.gr www.cosmote.gr
THE “ACCESS TO THE DIGITAL WORLD” INITIATIVE It is never too late to learn something new, to become involved, to communicate, and to embrace technology. That is the main message of this particular initiative, targeting the less tech-savvy, older generation. 2014 was the second consecutive year
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Sustainability Related Collaborations How many sustainability-related collaborations has your organisation been involved in over time? 40%
30%
20%
10%
0%
Before 2000
2000 - 2005
2006 - 2010
2011 - present
In future
0
1-3
4-10
11-25 26-50
>50
The reasons companies collaborate continue to favor brand and company reputation Why is your organisation engaged in sustainability collaborations?
50%
Increase reputation and brand building
28%
39%
Innovate products and services
28%
Foster market transformation towards sustainability
32%
25%
Risk management
30%
27%
12% 6% 2% 17%
22% 20%
Expand into new markets
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Moderate extent
Some extent
Small extent
24%
25%
8% 6%
Stakeholder demand
12% 7%
Follow industry trends
21%
12% 9%
Preempt regulatory action
21%
Exchange and share assets, logistics and expertise Great extent
29%
18%
20%
32%
22%
31% 22% 24%
13% 12% 10% 9%
25% 22% 25%
13% 8% 16% 18%
16% 12%
Not at all
Source: Joining Forces - Collaboration and Leadership for Sustainability, The Growing Importance of Corporate Collaboration and Boards of Directors to Sustainable Business, 2014 Sustainability & Innovation Global Executive Study and Research Project, MIT Sloan Management Review, The Boston Consulting Group and the United Nations Global Compact, January 2015.
Strategic and Transformational Collaborations Companies that are strongly involved in strategic or transformational collaborations tend to partner more accross public and private sectors, as well as civil society. With which of the following entities does your organisation collaborate on sustainability?
Government
39%
45%
Public Sector
47% 50%
Academia Industry associations
59%
Business (across industry)
58% 57%
Business (same industry)
65% 68%
Private Sector
61%
47% 51%
NGOs / NPOs
Civil Society Multilaterals
26%
35%
All Companies
Companies heavily engaged in strategic and transformational collaborations
Source: Joining Forces - Collaboration and Leadership for Sustainability, The Growing Importance of Corporate Collaboration and Boards of Directors to Sustainable Business, 2014 Sustainability & Innovation Global Executive Study and Research Project, MIT Sloan Management Review, The Boston Consulting Group and the United Nations Global Compact, January 2015.
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Alicia Marie | Paula Fracasso Founder and Managing Director | Business & Life Coach People Biz, Inc.
Achieving Collaboration between Employees and Leadership. Collaboration: Pull Me, Not Push Me
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Most leaders have read books, attended seminars and have ideas about how to achieve collaboration between employees and leadership – and yet they still search for the answer. Collaboration guidelines include: • Articulate the business vision • Engage employees in the vision through
feeling falsely superior to the employee. They feel that they should have all the answers. • Tell and direct. They use a “command and control” style of communication that works to a degree. At best, they have loyal soldiers, but not collaborative employees. • Resort to fear and consequences. They can get a lot of people to do a lot of work
continuous sharing • Involve employees in the business planning process • Build processes and systems into the business environment that require collaboration • Reward and recognise performance and growth • Focus on a culture of learning. And these principles actually work! Yet, most leaders fall short of integrating them into their organisation. Why? Because most leaders are attached to traditional concepts about leadership. Most leaders: • Get caught in their ego. A hard-earned position and vast experience may have them
using fear. What they don’t get is the employees’ best effort, their passion nor their trust. The result of these three scenarios is competition, not collaboration. The leader pushes employees into collaboration. By contrast, the word “collaborate” comes from two Latin root words meaning “to labor together.” This suggests everyone is pulling in the same direction. Pull, not push. Making the shift from competition to collaboration is not simply a new method. It is a total shift in traditional operations. To authentically collaborate, the leader has to completely give up thinking they know
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everything. They must become as curious as a child. Think about it… • If the leader already knows, why would any of the employees want to make suggestions? • What would happen if the leader admitted that they didn’t know? • What would be possible if everyone agreed
doubts of employees at every stage of growth. They believe in healthy debate, growth as a whole, embracing change, full participation and that there is no difference between the leader and the employee. They believe everyone is their equal. They believe that the only difference between a leader and an employee is in the responsibility each assumes. A transformational
that the leader is not supposed to know? To engage employees in true collaboration, leaders must completely give up attachment to position, status and authority over others. Leaders must believe that everyone has something to offer. All perspectives not only matter, but they are imperative to collaboration. Only when this mindset takes hold will employees respond with great enthusiasm and will true collaboration take place. Until then, they will pretend to have an opinion, but the one they will have is their leader’s opinion. This is known as the Transformational Leadership Principle. A transformed leader at heart always welcomes comments, feedback, views, suggestions, objections, concerns and
leader is responsible for the quality of the relationships they have with their employees. I invite you to consider that it may not be the employee. It may be you, the leader. What traditional concepts about leadership will you have to let go of in order to achieve true collaboration? If your employees are not engaged in collaboration, look at yourself first, focus on your own growth and be willing to let go of everything you know about leadership. You will know you have embraced these concepts fully when the burden of having to know it all and do it all disappears, and you are truly free to relate and collaborate.
Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000 with the intention of providing total personal and professional development solutions for individuals, teams and organisations. She specialises in creating customised programmes based on desired outcomes that include learning vehicles such as training, professional coaching and consulting. This article was written in collaboration with Paula Fracasso, who specialises in supporting individuals and teams through personal, organisational and cultural change. Paula brings her experience as an executive and philanthropic manager, as well as her deep study of adult human development and learning, to foster development and transformational results for her clients. People Biz, Inc. is a learning organisation that focuses on transformational leadership initiatives for individuals, teams and organisations. Their award winning leadership programme “Leading Change” uses the fundamental principles of Transformational Leadership to not just talk about leadership, but to develop powerful leaders. www.peoplebizinc.com
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Vassilios Katsos President & CEO PHARMATHEN S.A.
Strategic Partnerships for Pharma Solutions
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Headquartered in Athens, Greece, Pharmathen was founded as a private pharmaceutical company back in 1969. The company specialises in developing and marketing health care products, with a strong focus on generics. As one of the fastest growing pharmaceutical companies in Europe with a global reach, Pharmathen generates 70% of its turnover from exports. The company’s most valuable asset is a workforce of 1,000
million annually in R&D having more than 65 patents in its portfolio, whereas another seven patent applications will be granted or submitted within the year. As a result, Pharmathen has become one of the most important European developers; according to the EC report “EU R&D industrial scoreboard 2014�, Pharmathen is ranked 42th among 4,500 pharmaceutical companies based in the EU. The in-house developed products are
employees involved in R&D, manufacturing, quality assurance, regulatory affairs, and the sales and marketing of pharmaceuticals. With a long history in development and manufacturing of generic products, Pharmathen has emerged as one of the largest development companies in Europe with an attractive portfolio of pharmaceutical products. Pharmathen currently has a development pipeline of more than ten new molecules every year, supported by three advanced laboratories and with more than 160 research and development personnel. Pharmathen is investing more than EUR 20
registered nowadays in all major EU markets and licensed to the largest pharmaceutical companies in Europe, Canada, Australia, South Africa and the United States. Through strategic partnerships, Pharmathen has expanded its international activities and exports to over 85 countries with more than 5,500 Marketing Authorisations worldwide, creating strong partnerships with all major companies. In addition, Pharmathen is able to provide a complete backwardly integrated service to its clients, from the synthesis of the API, to the formulation and finally to the production and
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marketing of the finished product. Over the last years, the company has also made a dynamic entrance into the field of innovative products and technologies. Pharmathen recently announced its most recent achievement: its Research and Development Department of innovative healthcare products is developing Long Acting Injectable (LAI) Technologies, that is sustainedrelease injectable products. Pharmathen recently set its newly established
with the strictest drug production standards
Pharmathen has received among others, the
of the Year Award” (EBA). Furthermore, the company is also consistently ranked among the 50 largest and most profitable companies in Greece (sources: ICAP and Stat Bank), among the largest exporting companies in Greece (sources: Stat Bank, EL.STAT) and among the top 50 largest EU based, R&D pharmaceutical companies (source: the European Commission). Pharmathen’s unparalleled success story would not have been possible without the support,
second manufacturing facility at Sapes, Rodopi, Northern Greece, in operation. Pharmathen’s new manufacturing unit, an investment totaling EUR 41 million, is one of the most technologically advanced drug producing units in Europe, and it has already become the manufacturing backbone of the company, thus increasing Pharmathen’s overall capabilities. The need for this investment became necessary due to the international expansion of Pharmathen given that approximately 90% of its production is destined for the global market. The new unit was designed and constructed to comply
internationally. Furthermore, in keeping with our overall strategy for continued growth, we have already almost concluded our EUR 120 million investment plan for the period 2010-2015, while the company plans to invest a further EUR 100 million over the following years, focusing on reinforcing our R&D operations with the development of specialty products, advanced technologies and infrastructure. Due to its impressive growth rates and its overall operational success, Pharmathen has become the recipient of important distinctions and awards. Over the last few years alone
awards: “Best Workplaces” (2011, 2012, 2013, 2015) (Great Place to Work Institute), “Research and Innovation” (Athens Chamber of Commerce and Industry, 2011), “True Leaders” (ICAP, 2011-2014), the Ruban d’Honneur 2011 of the European Business Awards for the HSBC Import/Export Award, 1st Exporting Industry Award (Export Awards – Ethos Media), Ruban d’Honneur 2012/13 for “The International Growth Strategy of the Year Award” (EBA), “Employment Growth” (ACCI 2014), and the Ruban d’Honneur 2015 award for “The International Growth Strategy
contribution and collaboration of our employees, shareholders, business partners and suppliers, and all those who have always believed – and still do so today – that a Greek business Group has all the qualities that enable it to distinguish itself in the domestic and international markets. In particular, the dedication and passion of our employees and the creation of a working collaborative environment based on the values of mutual respect, justice and comradeship, have played a key role in our overall successful course to date. www.pharmathen.com
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Georgia Kartsanis Founder & CEO SARGIA Partners
The Power of Leadership Alignment
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As the business world is rapidly changing in methods, needs, technology, and distance, it becomes very difficult to predict the future. Companies must work on their responsiveness and adaptability in order to survive by enabling their people to respond to the new circumstances. Developing their Collaborative Intelligence would lead
capability to develop mutual understanding for their teammates’ needs and difficulties and be supportive. Teams can learn how to develop this empathetic ability through active listening, and open communication. Eventually, the key to a successful collaboration is to learn how to function together, how to develop the appropriate shared mental models that will
directly to this capability. Collaboration is a composite skill which taps to a team’s Emotional & Social Intelligence, and takes exponential advantage of every available resource within a team or organisation. Collaborative Intelligence, also known as the “C Factor”, as a measurable team dimension per se is independent from other kinds of intelligences within the team, in total or on averages. The variables that mostly enhance this collective intelligence are social sensitivity, and empathy. The whole idea is based on members’
provide them with the ability of understanding. It is very important for the organisations to realise that collaboration starts at the top and it then permeates all hierarchical levels by embedding a cooperative culture. The leadership team is responsible to manifest cooperative behaviors and for its members to be the role models for everyone else. However, in times where more stakeholders are engaged in decision making, and more diverse expertise is brought into leadership teams, it becomes a great challenge for
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“Inspiring leaders to develop a bigger mind with vision, mindfulness and agility”
members to align their behaviors towards their common vision. Many leaders believe that collaboration is just a matter of matching and synchronising members’ diverse skills, but it is something much deeper than that. It is the collective belief that they all work for a common purpose; it is the answer to the question “why do we exist together?”. Working together towards a common and highest organisational goal is what creates accountability and the sense of interdependence.
The pitfall is that there is an illusion of collaboration that is often created. Everything seems “cooperative” when having a strategic meeting, but outside the room, where the real action starts, misalignment becomes apparent. It takes members’ full commitment and engagement to implement agreed upon behaviors reflecting their ways of working. Not only processes and actions must be coordinated, according to their strategies and metrics, but their values as well. That is actually the essence of leadership alignment, the ability to act
together and in sync with time, space (physical or virtual) and approach (values). The leaders’ role is vital for the organisation. They are the ones to inspire others to success, and recreate their future. When teams come to alignment, everything seems easy. There is a feeling of confidence and achievement orientation, while each member sees their
visions, mental models and behaviors. Therefore, understanding how the system and individuals work and developing a shared vision and commitments for the future, on the personal and team level, are fundamental to collaboration. People need to learn and be able to act together. Aligned behaviors and open communication will unlock their creativity
colleagues as their alter ego in the common effort towards shared goals. Collaboration in an aligned team represents a more promising and effective way forward. Research suggests the key reason why some leadership teams fall is that its members are not well-prepared to make the transition from individual contributor to team member. In SARGIA, we start with the premise that the team is a living system, a learning team – more than the sum of its individual parts. The system is affected by the individuals’ personal
through knowledge sharing. Then, the collaborative advantage will also become their competitive advantage. In SARGIA, we recognise the importance of creating team synergy through behavioral transformation. Leadership teams would be able to tap to their competencies and change their attitudes by embedding a continuous learning and collaborative culture. The overall gains would be resilience and agility, trust, and better decision making. www.sargiapartners.com
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The Private Investment Chain
S oci a l
Inv e s t m
en
Inclusive Growth • Human Rights • Productivity & Taxes • Jobs & Labor Standards
t
Foundations Mandates
People
Asset Owners
Debt, Insurance, Guarantee
Investment Managers
Investors
Human needs & Capabilities • Health • Education • Women • Empowerment
SDGs Companies Co
po
r
Institutional
Portfolio Investment
ra
te
In v e
F st m e nt &
DI
Banks and Insurance
FINANCIAL ECONOMY
• Private Finance for Public Investment (ie. Sovereign and Municipal Debt, Infrastructure) • Taxes
REAL ECONOMY
Governments
• • • • •
Corporate Governance & Enabling Environment • Infrastructure • Technology • Human Rights • Anti-Corruption
Natural Resources • Food & Agriculture • Energy & Climate • Water & Sanitation
Good Governance & Rule of Law Enabling Environment Sustainable Financial Regulation Incentives & Catalytic Finance Public Private Partnership
INVESTMENT CHAIN
Source: Private Sector Investment and Sustainable Development, UN Global Compact, UNCTAD, UNEPFI, PRI, 2015.
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A Virtuous Circle of Innovation to Achieve the SDG’s
Governments and Development Banks • Create the enabling environment to mainstream sustainable approaches • Provide incentives • Promote continuous innovation
Investors • Allocate capital to support new approaches and solutions • Influence companies social and environmental performance
Foundations • Greater risk appetite to develop new sustainable approaches and solutions • Pioneers to address market failures • Convene and mobilise action
Companies • Ensure the adoption and scaling up of new solutions through market mechanisms
Source: Private Sector Investment and Sustainable Development, UN Global Compact, UNCTAD, UNEPFI, PRI, 2015.
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Several technological and political forces have converged, and that has produced a global, Web-enabled playing field that allows for multiple forms of collaboration without regard to geography or distance – or soon, even language. Thomas Friedman (1953 - ) NY Times columnist and Pulitzer Prize winning author
A leader is someone who steps back from the entire system and tries to build a more collaborative, more innovative system that will work over the long term. Robert B. Reich (1946 - ) American politician and writer
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Because as craftsmen say, even the largest stones need smaller stones to support them. Plato (427 - 347 B.C.) Greek philosopher, student of Socrates, teacher of Aristotle and founder of the Academy, best known as the author of philosophical works of unparalleled influence
One hand washes the other. Epicharmus (5th c. B.C.) Greek dramatist and philosopher
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VISIONARIES
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Ralph Thurm Founder & Managing Partner A|HEAD|ahead
“Prociety or Suiciety”: Why Increased Collaboration is a Make or Break for ThriveAbility
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The year 2015 is a make or break year, the number of initiatives to convince governments to come to the right conclusions on a new binding climate change agreement and on the Sustainable Development Goals is exploding. Both are seen as a segway into a more sustainable world. Lobbyism of all sorts is at full throttle, and the wanted outcomes
to be net positive, up to what is now called “thriving” (meaning: gross positive), the climate targets and the SDGs won’t fix the problem, as they won’t go much further than to describe a state in which all sorts of negative impacts are to be avoided. For every person that will benefit from lesser climate devastation or the salvation mechanism
still have to be delivered. But then? Say a feasible number of SDGs will be accepted, say a climate agreement will be found to keep us within the 2 degrees limit of global warming: are we safe then, and will we be happy? The truth is that on a continuum from denial to being less bad (the majority of us today), to be negative impact neutral,
of any of the SDGs, these agreements are certainly a blessing. But for all of us: where does the excitement to engage towards net and gross positive – a total shift in mind-set if we are to survive as a human race – come from instead? The excitement can only come from an avalanche in involving the masses: every human being on this planet has a role to
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play in that picture. If we do not collectively develop the world view necessary to nurture “thriving” for all, we are most likely a doomed “suiciety”. However, if we are able to build the necessary mental glue, we can call ourselves a successful “prociety”. Progress towards our biggest challenge is in the making: The ThriveAbility Foundation has developed an equation that has the potential to moving beyond sustainability with its focus on impact minimisation, to ThriveAbility with its focus on thrival maximisation, and a way how businesses and policymakers must radically simplify the task. This demands a way more seamless understanding of how to collaborate with all stakeholders. At its simplest, ThriveAbility describes the
way we can thrive individually while flourishing together by imaginatively and systematically closing three gaps: right now we are attempting to close the sustainability gap on its own, but we can see after more than 40 years that this is not working. Unless we also close the organisational and cultural/leadership gaps, and provide the incentives to do so, we will
seeking to “shrink our way to sustainability”, to harnessing the innate human drive to live a better life. The Great Acceleration that created unprecedented wealth and progress since the Industrial Revolution is now overtaxing the very ecological and social systems that undergird the business-as-usual pursuit of perpetual growth. Many companies respond by doing
while also generating much greater positive impacts. Such transformational change needs to scale across the gap that spans from the core of an organisation to the way the industry embraces the transformative challenge. This kind of shift needs to be seeded deeply in the organisation, taking root to grow until it encompasses the entire enterprise as well
not close the sustainability gap in time to avoid runaway global warming and irreversible damage to our biosphere and us. Optimising ThriveAbility as an integrated, simultaneous equation will be helping to close the Three Gap Problem: 1. Changing the way we think about sustainability (closing the Sustainability Gap) – the mental shift we need to make, from
things “less bad”, that is not fit-to-task. Indeed, they demand transformative change. 2. Changing the way we run our organisations (closing the Organisational Gap) – a journey from being in denial about the serious negative impact on our planet, to looking for ways in which all organisations can design and deliver innovative products and services that rapidly reduce negative impacts
as its key stakeholders. Such organisational transformation needs to scale across industries as new processes and practices spread across entire sectors. 3. Changing the way we develop leaders in business and for-impact organisations (closing the Socio-Cultural Gap) – a way of developing the leaders in our organisations who can think systemically and creatively
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The 3-Gap-Problem and how the ThriveAbility Journey and Index will Capture them
Source: Wood, Robin/ThriveAbility Team, “A Leader’s Guide to ThriveAbility”, 2015 (t.b.p.)
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about complex challenges, while engaging and aligning the political, technological and economic forces needed to deliver the shifts, needed to delight our key stakeholders through innovations and breakthroughs that help them flourish now and in the longer term. Individuals within organisations can similarly span very different socio-cultural stages of
Being able to harness this natural development trajectory can help open individual minds to the kinds of systemic thinking necessary to create the breakthrough innovations that can deliver ThriveAbility. In order to close the Sustainability Gap, the Organisational Gap and the Cultural/Leadership Gap, we need to apply integrated thinking and
development, shifting from less developed mind-sets to frames of thinking capable of managing increasing complexity. Closing the sustainability and organisational gaps requires increasing numbers of leaders who can think and act across larger spans of space and longer spans of time with much greater depth.
measurement to the activities and decisions made at every level in an organisation. That is the purpose of the ThriveAbility Approach and the ThriveAbility Index, to embed this integrated way of thinking about an organisation and its positive and negative impacts into every decision.
Ralph Thurm, Founder & Managing Partner of A|HEAD|ahead, is a global sustainability leader, with extensive experience in Europe, the Middle East and China. He was first head of sustainability strategy council of Siemens, then COO of the GRI & Director Sustainability & Innovation for Deloitte. Curator of Reporting 3.0 Platform (with BSD Consulting), blogger at www. aheadahead.wordpress.com, Senior Advisor of Verso, Crowd Impact, GISR. Ralph also holds several additional board roles in various foundations and organisations. A|HEAD|ahead is a management consultancy focusing on transformational change towards sustainable innovation, business modelling and reporting, as well as “ThriveAbility�. www.thriveability.zone www.aheadahead.wordpress.com
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Hazel Henderson President Ethical Markets Media
Collaboration in the 21st Century Information Age Economies
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In the 20th century industrial economies, manufacturing was waning as a percentage of their output while services and information rose to predominate. However, economic textbooks and statistical models still trailed – over-valuing and reporting on goods you could drop on our foot. Material goods are basically competitive, or as
to take over as workers were replaced by robots. Trade unions and social movements raised fundamental issues around how the fruits of automated production and the growing cornucopia of goods and series would be distributed. If the machines took one’s job, then one had better own a piece of that machine! Employee stock ownership,
economists say “rival,” for instance if you own a house, a piano or a car that others do not. Therefore, such material goods were scarce and under competition – as in most of the history of human production. Money being the predominant unit of account tracked and mirrored this general scarcity of material goods and their exchange. Thus, economics was founded on the ideas of scarcity and competition and amplified fears and urges to hoard, accumulate and maximise one’s selfinterest. Indeed, these are the definitions of “human nature” in economic texts. In today’s 21st Century Information Age, we see the digitisation of sector after sector of post-industrial societies. Automation began
cooperative enterprises, guaranteeing basic minimum incomes were all proposed as a way of maintaining purchasing power and aggregate demand to keep those automated factories humming. The ideas of scarcity and individual competition were challenged as automated abundance grew. Unlike goods, information is not scarce! If you give me information, I am richer and you still retain it! Competition made less sense – except that economic textbooks and banks still had not caught up. They kept the traditional unit of account: money as scarce as before. While people and communities recognised the new Information Age abundance and began to share and collaborate, central
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banks and politicians, fearing loss of control, tried to impose austerity. I tracked the rise of these new paradigms of community sharing and creation of local co-ops, farmers markets, co-housing and local currencies since the 1960s. Today, they have converged with the digital economies of opensource software, voluntary, peer-to-peer service and hybrid companies, such as Uber, AirBnB, Task Rabbit, peer lending and crowdfunding, as goods became ever more efficient. Today, information is more valuable than money as we see in 24/7 financial TV shows, high frequency trading, electronic front-running and the drive for inside information. Even bad information trumped money as we saw in the 2000 dot. com bubble! In our global, multi-media company, Ethical Markets Media, our strategy for growth is based on collaboration and information sharing. We do not seek to grow in the material world. Instead, we replicate our cultural DNA, that is our intellectual products and services: our “Ethical Markets” and “Transforming Finance”
TV series distributed globally by www.films. com; our Green Transition Scoreboard® and Principles of Ethical Biomimicry Finance to help asset managers understand today’s new global trends beyond textbook finance: our EthicMark Awards for advertising that uplifts the human spirit and society; and our MOOC, the Ethical Markets Exploratorium, free for global citizen activists and lifelong learners. Collaboration, linking with other networks, sharing our goals and values, exchanging news, articles, e-books, logos are far more efficient than trying to compete with these new players give that they reduce the need for lengthy contracts and entrepreneurial law firms benefiting from conflicts. We see how the money-scarcitycompetition-fear-austerity paradigm is losing its grip as millions of citizens recognise that true wealth is based on communities collaborating and shifting from wasteful material production and consumption of the resources and energy in Earth’s crust to simply harvesting the abundant daily free photons from our Sun.
Hazel Henderson, D.Sc.Hon., FRSA, President, Ethical Markets Media, is a futurist; an evolutionary economist; co-author Planetary Citizenship (2004) with Japanese Buddhist leader Daisaku Ikeda; author of award-winning Ethical Markets: Growing the Green Economy and many other books. She has advised the US Office of Technology Assessment, National Academy of Engineering and National Science Foundation. She founded the EthicMark® Awards for Advertising, and created the Green Transition Scoreboard® and the Principles of Ethical Biomimicry Finance®. In 2012, she received the Reuters Award for Outstanding Contribution to ESG & Investing at TBLI Europe; she was inducted into the International Society of Sustainability Professionals Hall of Fame in 2013, and in 2014 she was again honored as a “Top 100 Thought Leader in Trustworthy Business Behavior” by Trust Across America. Her 2014 monograph, Mapping the Global Transition to the Solar Age, published by ICAEW and Tomorrow’s Company, UK, is available for free download from www. ethicalmarkets.com. With over 40 years of foresight, insight and integrity in our leadership, Ethical Markets Media (USA and Brazil) works to reform markets and metrics to grow the green economy worldwide. Ethical Markets Media is a micro-multinational social enterprise, Certified B Corporation, providing news and perspective with the Green Transition Scoreboard®, Principles of Ethical Biomimicry Finance®, the Transforming Finance initiative and Transforming Finance TV Series, research on Beyond GDP, finding strong support worldwide for ESG metrics in national accounting, and with reports, articles, newsletters and analysis by Hazel Henderson, on EthicalMarkets.com. The company focuses on systems thinking and best practices to raise global standards. Ethicalmarkets.tv streams original Ethical Markets productions and video gathered from around the world. www.ethicalmarkets.com 137
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Dr. Sally Uren Chief Executive Forum for the Future
Eight Steps to Effective Collaboration
The scale and nature of today’s sustainable development challenges mean that collaboration has never been so critical. Having spent the last ten years designing and delivering multi-stakeholder collaborations with my colleagues at Forum for the Future, and acting as an expert advisor to others, I believe that there are broadly eight steps to follow to deliver effective collaboration. 1. Confirm the need, clarify the purpose Identify an issue that you and others have the need and incentive to change. This might be a complex issue in a shared supply chain, or a shared need for a performance improvement across an entire sector. Having a strong and clearly stated goal that everyone understands and supports is critical. This purpose may shift as the project unfolds, but it must always be shared. 2. Convene partners Build a consortium of anchor partners who are committed to working together and have the power to create change. This may require many exploratory conversations before there is
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enough momentum to form this initial group. But this group carries the commitment and vision to the change you want to create together, and works, where needed, to convene a wider forum. 3. Scope and diagnose Define the scope of your work. Look to understand the context you’re operating in, the opportunities and challenges. Methods include interviews, desk research, workshops with stakeholders, learning journeys or systems mapping. Diagnose the system together and build up a shared picture of what’s happening and the nature of the challenges you face. 4. Explore emerging futures Bring people together to think into the future and out of the box; to understand the challenges and opportunities ahead and develop a shared understanding of what needs to change. This is where techniques such as horizon scanning, trends analysis and scenario planning are invaluable. 5. Align around a vision Build a shared vision or set of principles that embodies the change you want to create.
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“If you want to go quickly, go alone; if you want to go further, go together” – African proverb Visions act as an inspiring and strategic anchor for people and organisations, providing a clear set of goals to work towards. 6. Create strategies Brainstorm potential solutions. Prioritise the solutions where collaborative action has the most potential to create change. 7. Take collective action
structural work to a building without scaffolding. Take Competition Law, for instance. While compliance with anti-trust legislation may add a layer of complexity to any collaboration process, it is not a barrier in itself. As long as there is no sharing of any commercially sensitive data, and there are clear benefits to the end consumer (and let’s face it, a sustainable future will benefit us all),
Develop parallel projects to deliver the shared vision. These are led by dedicated working groups tasked with finding the best way to approach a problem or opportunity. 8. Remain open to change Keep learning, and be open to evolving governance structures at this stage. What worked in terms of strategy development might not work when it comes to implementation. There are then two critical success factors for any collaboration. The first is governance and legal frameworks. These are essential, because they help to provide safety and stability while navigating uncertainties and challenges. Otherwise it is as if you are performing major
this potential barrier is more perceived than real. The second is culture: the values and behaviours behind the process. The most successful initiatives pay as much attention to the collaboration process – which informs how people listen to each other and respond – as to the content. Individuals will have different needs and responses, so the process needs to be reviewed together and adjusted on an ongoing basis. That’s a lot to get right. If eight steps sounds like an uphill struggle, just think how much steeper it would feel if you were to go the journey alone. Collaboration is not easy, but it is achievable. And significant change cannot be achieved without it.
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Dr. Sally Uren is Chief Executive at Forum for the Future with overall responsibility for delivering Forum’s mission to create a sustainable future. This involves working with leading global businesses, including Unilever and Kingfisher, both in one to one partnerships, and also as part of multi-stakeholder collaborations designed to address system-wide challenges, particularly in food and energy. As well as lead the organisation, Sally oversees a small number of projects. Recent projects have included Consumer Futures, Dairy 2020 – a collaborative project delivering a vision for a sustainable dairy sector, and she is currently Project Director of a global multi-stakeholder consortium focused on delivering a sustainable tea value chain, Tea 2030. Sally speaks regularly at international and national conferences on topics as diverse as future trends in retail and food, sustainable business models and brands, and scaling up for system change. She also writes for a range of publications, with recent articles in the New Statesman, Huffington Post and Management Today. Before joining Forum in 2002, Sally set up the Sustainability Group at private consultancy Casella Stanger (now owned by Bureau Veritas). But the true passion for sustainability began a long time before that; helping clean up the Manchester Ship Canal as part of her first degree, saving heathlands for her Ph.D., and then encouraging rainforest regeneration in the depths of Borneo. Forum for the Future is an independent non-profit that works globally with business, government and others to solve complex sustainability challenges. We believe it is critical to transform the key systems we rely on to shape a brighter future and innovate for long-term success. The organisation has a 19-year track record of working in partnership with pioneering partners; advising and challenging organisations such as Unilever, Pepsico, Skanska, Akzo Nobel and Telefonica O2. www.forumforthefuture.org 139
Thematic Breakdown of EU Contribution to UN Activities
Humanitarian Assistance and Emergency Relief
35%
Essential Services (Health, Education, Water and Sanitation)
26% 17%
Sustainable Livelhoods: Socioeconomic Development, Food Security, Rural Development, Agriculture Governance, Rule of Law, Access to Justice Security 9% 6%
Crisis and Conflict Prevention and Recovery, Disaster Risk Reduction
6% 3%
Environment, Natural Resources Management, Sustainable Energy Human Rights, Gender Equality and International Standards
Source: Saving and Improving lives, Partnership between the United Nations and the European Union in 2013, 2014.
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Top 10 Countries Benefitting from EU Support Through the UN
Top 10 countries benefitting from EU support through the UN in 2013 250
In million Euros
200
150
100
50
0 Syria
oPt
Lebanon
Zambia
Nigeria
Niger
Zimbabwe
Madagascar
Somalia
South Sudan
Source: Saving and Improving lives, Partnership between the United Nations and the European Union in 2013, 2014.
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Tobias Webb Founder & Chairman Innovation Forum
The No Deforestation Movement is Driving Evolution in Business/NGO Partnerships
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The relationship between NGOs and companies is ever-evolving. Twenty years ago, things were simpler. An average large company which wanted to be seen and to feel if they were doing good, would hand over some cash, perhaps host a press conference or an event, and crow about their support for their community in their public relations materials.
to feel guilty and “give back,” because you did not take anything in the first place. To add some nuance to this throwaway line, a sustainably minded company manages negative impacts, and optimises positive impacts, aiming for a net positive result. This is a nascent area, and measurement is complex. The key to improved corporate sustainable
There were, of course, exceptions, but this was more or less the rule. Today, we see a much more complex picture. Giving money away to charity or setting up a foundation to do so is still very popular. Many nations raise their expectations for companies with regard to “putting something back”, but this is not sustainability, and it is not sustainable business. Sustainable business says you do not need
performance, and sustaining and improving it, is stakeholder relations. NGOs are no less important than any other stakeholder, and, in some sectors, they are today vital to the future strength, the license to operate and the business expansion opportunities of large companies. Consider agro-forestry. In this sector, where climate change management pressure is likely to fall the hardest in the coming years, many large businesses are realising their NGO partners
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Visionaries
are as important an asset as their employees or investors. This is true, because NGOs, and, in many cases, only NGOs, can help companies both understand localised impacts of their operations, and help them improve social performance. And, in forestry, you cannot today improve environmental performance much unless you
been species and forest protection orientated. They have had tremendous success, for example by helping persuade more than 90 percent of the world’s palm oil traders to embrace zero deforestation targets. Now, however, just as companies have had to evolve their sustainability strategies from philanthropy to value chain impacts, these NGOs need to
manage the social issues inherent in forested areas that are often under pressure from poverty-stricken communities. These social issues are often regarded as human rights issues. Fortunately, frameworks for business to manage impact better now exist. The UN Guiding Principles on Business and Human Rights can and are helping companies to drive positive change. However, in forestry, many of the NGOs have
evolve, and create partnerships of their own. These partnerships, with companies and with other NGOs, must drive on the ground social change to ensure the survival of forests. This is because up to half of deforestation in some areas (numbers vary) is now caused by poor communities seeking better livelihoods. So, how should NGOs with their roots in the environment grasp and help tackle complex social issues? They can adapt, as the companies
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Visionaries
they engage are doing, or they can partner and help build capacity in others. Many are doing both. Take Greenpeace for example. The world’s most effective environmental campaign group has plunged into practical solutions alongside campaigning. Greenpeace has played a key role in the creation of the Palm Oil Innovation Group, an alliance of NGOs and companies moving beyond the limitations of the Roundtable on Sustainable Palm Oil. The campaign group that many see as an awareness raiser is also heavily engaged with other non-profits, such as TFT, who help giant companies such as Asia Pulp & Paper, Golden Agri Resources, Nestle, 3M and many others, implement their policies on the ground, and work with local NGOs in monitoring and improving social progress.
Not only that, but Greenpeace has helped push forward the debate and methodologies around vital tools, such as High Carbon Stock calculations, which help companies work out what kind of land can be used and what kind of land must be set aside. Greenpeace’s evolution is echoed elsewhere in the NGO sector, and non-profit mission driven consultancies, such as TFT and Shift (on human rights) amongst others, help companies and NGOs bridge the divide between them, and communities. This evolution is both vitally important and deeply significant. As companies come under increasing pressure to deliver on their often ambitious policies and targets, such relationships, and the NGO ability to help deliver solutions matter now more than ever before.
Tobias Webb is the Founder and Chair of Innovation Forum. Prior to founding Innovation Forum, Tobias founded, and ran Ethical Corporation from 2001-2014. He has been responsible for more than 100 conferences around the world on sustainable business since 2001, he has published approximately 1,500 blog posts and more than 9,000 articles on the topic, alongside more than 20 research reports. He has worked with many of the world’s largest companies and most influential NGOs as a journalist, commentator, facilitator, trainer and consultant. Tobias teaches Corporate Responsibility and Sustainability at Birkbeck, University of London, and King’s College, London, to both post and undergraduate students. Tobias speaks and facilitates regularly at conferences and meetings all over the world. During 2006 to 2009, he created and co-chaired the Independent Working Group on Corporate Responsibility, which reported to David Cameron with its policy suggestions now being implemented. Innovation Forum (IF) is an events, analysis and publishing business founded in 2014. IF works in the field of sustainable and responsible business where innovation is paramount. IF produces high-level events and analysis around sustainability trends and opportunities for businesses in emerging markets. With over 30 years’ experience in the sustainability field, the IF team has developed an extensive readership and a wide network of senior CSR and sustainability professionals, along with strong ties to NGOs, academics, governmental officials and the media operating in this field. www.innovation-forum.co.uk
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Peter Bakker President World Business Council for Sustainable Development (WBCSD)
The Road to Paris and Beyond - Global Partnerships for Bold Climate Action
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Harsher droughts. More destructive floods. Wilder tropical cyclones. These are just some of the devastating events we can expect to suffer more often as a result of human-induced climate change. There is international consensus that to avoid catastrophic consequences, we must limit
for all, is to make the transition to a low-carbon economy – and fast. In December 2015, a global climate agreement to limit emissions will be brokered at COP21, the Paris Climate Change Conference. This is a key moment for all stakeholders to contribute to serious climate action and shape
global temperature increases to no more than 20C. If we cannot achieve this, the consequences of climate change will be disastrous for people, the environment and economies worldwide. The only way to do this, and to secure sustainable economic growth and prosperity
the post-2020 climate regime. Businesses will work with governments to shape a novel technology and solutions agenda to support efforts for an ambitious climate agreement. A robust business-led contribution to the United Nations Framework Convention on Climate Change (UNFCCC) negotiations is now
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Global Sustain Yearbook 2014/15 The Power of Collaboration | Visionaries
underway, led by the World Business Council for Sustainable Development (WBCSD), the Sustainable Development Solutions Network (SDSN) and the International Energy Agency (IEA). This new initiative is part of WBCSD’s Road to Paris and Beyond programme, and it will
future technologies. Within this context, a series of technology roundtables will be hosted to enable business engagement with governments. This initiative is an unprecedented opportunity for businesses to become involved in delivering low-carbon technology solutions with high
work with the world’s leading companies and policy-makers in the run up to COP21. It aims to: • Increase the pace at which existing low carbon technologies are reaching scale in the market • Develop new partnerships to accelerate research on potentially game-changing
impact. It will raise global confidence and drive ambition by showcasing best-practice and demonstrating the high de-carbonisation potential that the right partnerships, policies and financing can offer. This is a critical process that will shape the future of our planet.
Peter Bakker is the President of the World Business Council for Sustainable Development. Mr. Bakker is a distinguished business leader who, until June 2011, was the CEO of TNT NV, the Netherlands-based holding company of TNT Express and Royal TNT Post. Under his leadership, TNT rose to the forefront of Corporate Responsibility via a ground-breaking partnership with the UN World Food Programme and ambitious CO2 reduction targets from its Planet Me initiative, holding multiple-year top-ranking positions in the Dow Jones Sustainability Index. Mr. Bakker is the recipient of the Clinton Global Citizen Award (2009); the SAM Sustainability Leadership Award (2010); and has been an Ambassador Against Hunger for the UN World Food Programme since 2011. In addition, he is the Chairman of War Child Netherlands. The World Business Council for Sustainable Development (WBCSD) is a CEO-led organisation of forward-thinking companies that galvanises the global business community to create a sustainable future for business, society and the environment. Through its members, the Council applies its respected thought leadership and effective advocacy to generate constructive solutions and take shared action to drive business action on sustainability in the coming decade and beyond. The WBCSD aims to be the leading voice of business that will support companies in scaling up true value-added business solutions and in creating the conditions where more sustainable companies will succeed and be recognised. www.wbcsd.org
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Tomorrow Makers
Collaborative futures
Problem solving coalitions
Pioneering business
Pathways to scale
Source: Forum for the Future
148
To a Sustainable World in 2050
2050
Our V ision
The pathway and its nine elements that lead us to Vision 2050
Sustainability embedded in all products, services & lifestyles
Key for Tra themes nsform Times ation
Sustainable living becomes mainstream
Understanding & encouraging change through cooperation
Basic needs of all are met
Billions of people lifted out of poverty
Meas ures of su ccess
tion T ime forma
Key th e Turbu mes for lent T eens
Trans
2020
Ecosystems & enterprises help create value
Building trust, entrepreneurialism, inclusiveness
haves
” by 2
020
New measures of success
“Must
Turbu lent T eens
One World People & Planet
Deeper local & environmental understanding
Access to basic services
Economic empowerment of women
Incentives for behavior change
Opportunities for an aging populution
Enough food & biofuels through a new Green Revolution
Cost of carbon, water & other ecosystem services internalised
Agricultural output doubled by improved land & water productivity
True values help drive inclusive markets
Redefining progress
Global, local & corporate leadership Removal of subsidies Commitment to true value pricing
Growth in global trade, crop yield & carbon management
Cultivating knowledgeintensive agriculture
Training of farmers
Recovery & regeneration
Secure & sufficient supply of low-carbon energy
CO2 emissions reduced by 50% worldwide (based on 2005 levels)
Deforestation halted, carbon stocks in planted forest bdoubled from 2010
Momentum grows for forest protection & efficient production
Driving progress through carbon incentives
Agree on how to manage GHGs Cost of renewables lowered
Yield gains
Water efficiency Long-term financing models
Human development
Four to tenfold improvement in the eco-efficiency of resources & materials from 2000
Smarter mobility
Turning the market toward energy efficiency
Global carbon price
Not a particle of waste
Near universal access to reliable and low-carbon mobility, infrastructure & information
Smarter buildings, wiser users
Tilting & leveling the playing field for energy
Commitment to carbon cuts
Safe & low-carbon mobility
All new buildings use zero net energy
Greenhouse gas emissions peak & decline
Freer & fairer trade Yield gains
Close to zero net energy buildings
Closing the loop
Doing more with less
Improving overall transport through a holistic approach
Landfills phased out
Energy awareness Tough energy-efficiency rules
Biofuels standards
Closed loop design
Infrastructure investment Value chain innovation
Integrated transport solutions
Demand-side efficiency More agri R&D
Integrated urban management
People’s values
True value, true costs, true profits
Dissemination of technologies
New crop varieties
Economy
Agriculture
Water efficiency
Forests
Energy and power
Business models integrate all actors
Buildings
More efficient & alternative drivetrains
Energy efficiency in production
Innovation with consumers
Mobility
Materials
From business as usual Source: Vision 2050 – The new agenda for business, The World Business Council for Sustainable Development . 149
About Global Sustain “Lead sustainable change for a better future� Founded in 2006, Global Sustain creates awareness, inspires and supports companies and organisations to embody sustainability, through advisory, communications, networking and training, with a focus on the people-planet-profit philosophy. Its members include corporations, non-governmental and non-profit organisations, municipalities and local authorities, educational foundations, the media, professional bodies, think tanks and other public or private entities. Global Sustain is a signatory to the Ten Principles of the UN Global Compact and the Principles for Responsible Investment (PRI), a Global Reporting Initiative (GRI) Data Partner and Organisational Stakeholder (OS), an affiliated member of the Academy of Business in Society (ABIS), member of the European Foundation for Quality Management (EFQM) and Social Value International and collaborates with international organisations such as FSC International, CSRwire, Ethical Performance, CEO Clubs, Institute of Directors, TBLI, CAPITALS Business Circle, Financial Times and Ethical Corporation. Global Sustain operates as a carbon neutral company, supports numerous sustainability conferences around the globe and organises the annual Sustainability Forum, a training, networking and professional development event.
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Global Sustain is headquartered in London (UK) and Athens (Greece) with offices in Basel (Switzerland), Berlin (Germany), Brussels (Belgium), Colombo (Sri Lanka), Dubai (UAE) and Melbourne (Australia). www.globalsustain.org www.sustainabilityforum.gr www.sustainabilitylearning.gr
@GLSustain Global Sustain Global Sustain Global Sustain
About Yearbooks About Yearbooks • 8 publications with • 230+ contributors from • 20+ countries • 14,000+ recipients in • 50+ countries The Yearbook series aims at highlighting critical sustainability issues and constitutes a catalyst for constructive dialogue and positive change. This annual global publication is trusted by leading companies and important stakeholders from all around the world. Each year, Global Sustain selects a topic of universal interest relevant to the people-planet-profit concept and analyses all aspects through the views of internationally renowned personalities, business leaders, politicians, visionaries and academia. Industry opinion formers and decision makers across the world contribute with policy and business intelligence to the publication, while leading corporations showcase their best practices and flagship products and services in the sustainability field. The hard copy publication is presented every year in special events and venues, with high level participants and is distributed to more than 50 countries.
The Spirit of the Forest Yearbook 2007 (ISBN 978-960-14-1799-8)
Innovation for Excellence Yearbook 2012/13 (ISBN 978-960-99967-2-3)
Green Development & Sustainability Yearbook 2008 (ISBN 978-960-14-1995-4)
Beyond Borders Yearbook 2013/14 (ISBN 978-960-99967-3-0)
It’s a Matter of Culture Yearbook 2009 (ISBN 978-960-14-2237-4)
Y E A R B O O K 2 0 1 4 / 1 5
The Power of Collaboration
The Power of Collaboration Yearbook 2014/15 (ISBN 978-960-99967-4-7)
The Future of Responsible Investing Yearbook 2010 (ISBN 978-960-99967-0-9)
Leadership for Sustainability Yearbook 2011/12 (ISBN 978-960-99967-1-6)
151
Acronyms and abbreviations ACCI
Athens Chamber of Commerce and Industry
D.C.
District of Columbia
DG
Directorate-General
API
Application Programming Interface
DK
Don’t Know
AUEB
Athens University of Economics and Business
DNA
Deoxyribonucleic acid
DNV
Det Norske Veritas
DOO
Limited Liability Company
DOOEL
Limited Liability Company
D.Phil.
Doctor of Philosophy
Dr.
Doctor
D.Sc. EBA
FIA
Fédération Internationale de l’Automobile (International Automobile Federation)
FRSA
Fellows of the Royal Society of Arts
FSC
Forest Stewardship Council
GDP
Gross Domestic Product
GHG
Greenhouse Gas
GISR
Global Initiative for Sustainability Ratings
GME
Gestore dei Mercati Energetici SpA (Electricity Operator Italy)
Doctor of Science
GRI
Global Reporting Initiative
European Business Awards
Gt
Gigatonnes
Central Allocation Office
EC
European Commission
HRH
Royal Highness
CEO
Chief Executive Officer
e.g.
exempli gratia
HRM
Human Resource Management
CERN
European Organisation for Nuclear Research
EIRIS
Ethical Investment Research Services
HUPX
Hungarian Power Exchange
ELEM
Macedonian Power Plants
ICAEW
CGES
Montenegrin Electrical Transmission System
EL.STAT.
Hellenic Statistical Authority
Institute of Chartered Accountants in England and Wales
EPEX
European Power Exchange
ID
Identity Document
ClassNK
Nippon Kaiji Kyokai
EPS
Electric Power Industry of Serbia
i.e.
id est
CO2
Carbon Dioxide
ESG
Environmental, Social, Governance
CO2eq
Inc.
Incorporated
Carbon Dioxide equivalent
Co
Company
etc.
et cetera
ISBN
International Standard Book Number
COO
Chief Operating Officer
EU
European Union
ISSN
International Standard Serial Number
COP
Communication on Progress
EUR
Euro (Symbol €; ISO code: EUR)
IT
Information Technology
COP 21
Conference of the Parties 21
EXAA
Energy Exchange Austria
Jr.
Junior
C(S)R
Corporate (Social) Responsibility
FDI
Foreign Direct Investments
KESH
Albanian Power Corporation
AUSfund
Australia’s Unclaimed Super Fund
BA
Bachelor of Arts
B2B
Business to Business
B.C.
Before Christ
B.Sc. / B.S.
Bachelor of Science
C
Celsius
CASC CENTRAL-AO
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Capacity Allocating Service Company
LAGIE
Operator of Electricity Market Greece
L.L.P.
Limited Liability Partnership
L.P.
Limited Partnership
Ltd.
Limited
LVO
Lieutenant of the Royal Victorian Order
MA
Master of Arts
MAVIR
Hungarian Independent Transmission Operator Company
OECD OPCOM
Organisation for Economic Co-operation and Development
t.b.p.
To Be Published
TV
Television
Romanian Gaz and Electricity Market Operator
UAE
United Arab Emirates
UK
United Kingdom
UN
United Nations
UNCTAD
United Nations Conference on Trade and Development
UNEP
United Nations Environment Programme
UNEPFI
United Nations Environment Programme Finance Initiative
UNGC
United Nations Global Compact
US(A)
United States (of America)
USD
United States Dollar (symbol: $; ISO code: USD)
VBDO
Dutch Association of Investors for Sustainable Development
WBCSD
World Business Council for Sustainable Development
WU
Wirtschaftsuniversität Wien Vienna University of Economics and Business
WWF
World Wide Fund for Nature
oPt
occupied Palestinian territories
OTE
Hellenic Telecommunications Organisation
PC
Personal Computer
Ph.D.
Doctor of Philosophy
PMUM
Piyasa Mali Uzlaştırma (Electricity Operator Turkey)
MBA
Master of Business Administration
MD
Doctor of Medicine
MEPSO
Electric Utility Company
PR
Public Relations
MIT
Massachusetts Institute of Technology
PRI
Principles for Responsible Investment
MOOC
Massive Open Online Course
Prof.
Professor
MPH
Master of Public Health
Pty.
Proprietary limited Company
M.Sc.
Master of Science
R&D
Research & Development
MVM
Hungarian Electricity Power Limited Company
RSPO
Responsible
S.A.
Société Anonyme
SAM
Sustainable Asset Management
SD
Sustainable Development
SDGs
Sustainable Development Goals
SEE-CAO
South East Europe Coordinated Auction Office
NA
No Answer
NBA
National Basketball Association
NBG
National Bank of Greece
NGO(s)
Non-Governmental Organisation(s)
No.
Number
NPO(s)
Non-profit Organisation
SEEF
Southern Eastern Europe Fund
Num.
Number
SME(s)
Small Medium Enterprise(s)
NY
New York
TBLI
Triple Bottom Line Investing
153
List of tables, graphs, figures, facts & stats
154
TITLE
SOURCE
PAGE
The Collaboration Imperative
The Collaboration Imperative
16
Post-2015 Business Engagement Architecture
UN Global Compact
17
Collaborating for a Sustainable Future
GlobeScan, SustainAbility
34
Examples of Collaboration
GlobeScan, SustainAbility
35
Partnerships by Sector
Network for Business Sustainability
46
Types of Business-NGO Partnerships
Network for Business Sustainability
47
Risks in the Supply Chain
Sedex
49
Measuring non-financial Value
Social Value International
52
Vision Statements & Key Areas for Action
Sustainable Shipping Initiative
55
6 steps to significant change
Sustainable Shipping Initiative
56
Communication to Stakeholders
Sustainable Stock Exchanges Initiative
59
Varieties of Collaboration
GlobeScan, SustainAbility
62
Prerequisites for Collaboration
GlobeScan, SustainAbility
63
Official Development Assistance as Share of Gross National Income
OECD, Eurostat
76
EU financial Contributions to Activities of the UN
UN, EU
77
Key Steps of Corporate Impact Assessment & Management
GLOBAL VALUE
81
Regional SDG Investment Compacts
World Investment Report
84
Working with Sustainable Suppliers
Global Corporate Sustainability Report
85
Ambition and Execution on Sustainability
UN Global Compact, Accenture
98
Partnerships and New Solutions for Sustainability
UN Global Compact, Accenture
99
The Need for Collaboration
MIT Sloan Management Review, Boston Consulting Group, UN Global Compact
106
Types of Sustainability Collaborations
MIT Sloan Management Review, Boston Consulting Group, UN Global Compact
107
Sustainability Related Collaborations
MIT Sloan Management Review, Boston Consulting Group, UN Global Compact
118
Strategic and Transformational Collaborations
MIT Sloan Management Review, Boston Consulting Group, UN Global Compact
119
Leadership Team Alignment
Sargia Partners
125
The Private Investment Chain
UN Global Compact, UNCTAD, UNEPFI, PRI
126
A Virtuous Circle of Innovation to Achieve the SDG’s
UN Global Compact, UNCTAD, UNEPFI, PRI
127
The 3-Gap-Problem and how the ThriveAbility Journey and Index will Capture them
Wood, Robin ThriveAbility Team
134
Thematic Breakdown of EU Contribution to UN Activities
UN, EU
140
Top 10 Countries Benefitting from EU Support Throught the UN
UN, EU
141
Responsible Supply Chains
Innovation Forum
144
Tomorrow Makers
Forum for the Future
148
To a Sustainable World in 2050
WBCSD
149
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ANIZATIONB2B PARTNERSHIP TOGETHER TLEADERSHIPWORK BENEFITS GROUP TEAM OOPERATION THEORYPEOPLEMEMBERS NECT LEADERSHIP TEAMWORK B2B UNITED THEORY
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RGYCOMMUNICATION LEARNING TS PRODUCTIONKNOWLEDGE PRODUCTION ATION IMPROVE COALSUCCESSCONNECT IMPROVE HELP NGTOGETHERB2BSYNERGYPROJECTS ORGANIZATION VING UNITED WORK COOPERATIONLEARNING COOPERATIONUSEBULTCOMMUNICATION RSHIP PROJECTSLEADERSHIPMANAGEMENT THEORY
Global Sustain www.globalsustain.org ISBN-978-960-99967-4-7