Workshop 6 daan de wit idh

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Workshop 6 daan de wit idh

  1. 1. Public Private Partnerships to Upscale & Accelerate Sustainable Trade <ul><li>Daan de Wit </li></ul><ul><li>Partos Workshop </li></ul><ul><li>14 oktober 2010 </li></ul>
  2. 2. Content <ul><li>Context </li></ul><ul><li>CSR 2.0 </li></ul><ul><li>IDH: Potential – sectors – phases in transformation </li></ul><ul><li>Cooperation: conditions – drivers – obstacles – lessons </li></ul><ul><li>Discussion </li></ul>
  3. 3. Context of IDH <ul><li>Companies: growing scope of controll, more international, growing issues on integrity and social responsibility </li></ul><ul><li>NGOs : confrontation and campaigning & cooperating </li></ul><ul><li>Governments : withdrawing </li></ul><ul><li>Public : growing awareness on sustainability </li></ul><ul><li>2050 , 9 billion people – scarcity of agro commodities </li></ul>
  4. 4. CSR 2.0 <ul><li>Business agenda : securing supply of commodities </li></ul><ul><li>Sustainability is core business for front running multinationals Sustainability must be profitable Scale is important 100% commitment </li></ul><ul><li>NGO agenda : reaching millennium goals </li></ul><ul><li>Merging agenda’s!! </li></ul>
  5. 5. Key ingredients of IDH <ul><li>Market demand driven programs </li></ul><ul><li>High ambitions: market transformation </li></ul><ul><li>Coalitions of the willing ( multinationals, NGOs and governments) </li></ul><ul><li>Intersectoral learning </li></ul><ul><li>Endorsed by business, unions, NGOs and governments </li></ul>
  6. 6. The potential for market transformation <ul><li>Demand driven programs </li></ul><ul><li>Multinationals/retailers go for </li></ul><ul><li>100% sustainable sourcing </li></ul>Public facilitation: Sustainable procurement, public investments, laws & regulations Private investments: Multinationals, retailers & banks invest in sustainable sourcing Supply chain upgrading: Civil society organizations train and certify sustainable farmers
  7. 7. IDH programs and goals
  8. 9. Coalitions of the willing: Conditions <ul><li>To pursue common goals </li></ul><ul><li>To join resources </li></ul><ul><li>To capitalize respective strength </li></ul><ul><li>Controll, Transparency and Trust </li></ul><ul><li>C ompatibility – C apability – C ommitment - C ontroll </li></ul>
  9. 10. Coalitions of the willing: Drivers <ul><li>Businesses : </li></ul><ul><li>legitimacy, reputation, status & recognition, securing </li></ul><ul><li>commodities sourcing, market share </li></ul><ul><li>NGO: funding, greater scope of controll, reaching MDGs. </li></ul>
  10. 11. <ul><li>Inadequate understanding of what parties can offer </li></ul><ul><li>Unwillingness to compromise </li></ul><ul><li>Ineffective institutionalisation </li></ul><ul><li>No recognition of differences </li></ul><ul><li>Mutual distrust on motivation </li></ul><ul><li>Different governance drivers – plans & vision v.s. profit & profile </li></ul>Coalitions of the willing: Obstacles
  11. 12. <ul><li>Acknowledging differences </li></ul><ul><li>Mutual understanding on goals </li></ul><ul><li>Understanding the process & dynamics </li></ul>Coalitions of the willing: Solutions
  12. 13. <ul><li>Understanding of what parties can offer </li></ul><ul><li>Willingness to compromise </li></ul><ul><li>Institutionalisation </li></ul><ul><li>Recognition of differences </li></ul><ul><li>Mutual trust </li></ul><ul><li>Join resources and capitalize respective strength </li></ul>Coalitions of the willing: Result

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