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Partnerships between
companies and civil society
In Belgium
The Shift
The Shift
SDGs
SDGs
6
Partnerships We define sustainable partnerships as …
“Initiatives where private sector companies and non-profit entities...
7
« Partnerships between the private sector and civil
society have deeply changed during the last ten
years, going from an...
8
Les partenariats entre acteurs économiques et
structures d’intérêt général se sont structurellement
transformés en 10 an...
9
WHO
Companies and NGO’s are the dominant types
of partners
Social enterprises, while gaining in importance
in the Belgia...
10
Social-Profit -Tangible
0% 20% 40% 60% 80% 100%
Supply chain
Business value
Innovation
Organizational vitality
Knowledg...
11
Profits and social-profits engage most in challenges
related to economy, climate and consumption
* Sustainable Developm...
12
Top 5 – Profit:
1. Expertise
2. Local community access
3. Convening power
4. Ability to influence opinion
5. Financial ...
13
Social-Profit
0% 50% 100%
Poor management collaboration
Insular thinking
Financial consequences unclear
Quantifying tan...
Smart
Collaboration 7 Principles of Smart Collaboration
Sustainable development can only be achieved in partnership with o...
15
2
Proof of
success
Visionary
leaders
Development
of staff
competent in
partnership
skills
More
awareness
generation
1 2...
FUTURE
WINNERS
2016 PermaFungi
LIFE Elia
WINNERS
2016
SDG VOICES
COP21
MOBILITY
FOOD
SDG4D
THANK YOU!
www.theshift.be
#WeMakeTheShift
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Partnerships tussen bedrijven en non profit (Sabine Denis)

Presentatie van Sabine Denis (The Shift) - Socius-studiedag 'Partnerships met de profit: ethische kwesties' (27 oktober 2016)

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Partnerships tussen bedrijven en non profit (Sabine Denis)

  1. 1. Partnerships between companies and civil society In Belgium
  2. 2. The Shift
  3. 3. The Shift
  4. 4. SDGs
  5. 5. SDGs
  6. 6. 6 Partnerships We define sustainable partnerships as … “Initiatives where private sector companies and non-profit entities enter into an alliance to achieve a common purpose linked to the Sustainable Development Goals and pool core competencies, and share risks, responsibilities, resources, costs and benefits”
  7. 7. 7 « Partnerships between the private sector and civil society have deeply changed during the last ten years, going from an exchange paradigm, to a constructive dialogue for co-creation » Partnerships
  8. 8. 8 Les partenariats entre acteurs économiques et structures d’intérêt général se sont structurellement transformés en 10 ans, passant d’une logique « d’échanges » à une démarche de dialogue, voire New types of partnerships to scale up social solutions! SOLIDARITY NEW PRACTICES TRANSFORMING BUSINESS MODELS Philanthropy Responsible practices and economical collaboration Social innovation COMPANY CONTRIBUTION TO SOCIETY STARTING CORPORATE SOCIAL RESPONSIBILITY CO-CREATION OF SOCIETAL VALUE 1990 2005 2012 Typeof partnership Objectivesof partnerships Partnerships
  9. 9. 9 WHO Companies and NGO’s are the dominant types of partners Social enterprises, while gaining in importance in the Belgian non-profit landscape, do not yet prominently feature as sustainable partners Traditional charities struggle to be recognized as “real” sustainable partners by private sector companies
  10. 10. 10 Social-Profit -Tangible 0% 20% 40% 60% 80% 100% Supply chain Business value Innovation Organizational vitality Knowledge acquisition Brand enhancement Stakeholder management % of respondents 0% 50% 100% Employee engagement Publicity or endorsement Commercial/business expertise Collaborative campaigning Products/services development Resources access Skills access Social impact scale % of respondents WHY Profit - Intangible
  11. 11. 11 Profits and social-profits engage most in challenges related to economy, climate and consumption * Sustainable Development Goals 0% 10% 20% 30% 40% 50% 60% %ofrespondents SDG’s*Profit Non-profit WHAT
  12. 12. 12 Top 5 – Profit: 1. Expertise 2. Local community access 3. Convening power 4. Ability to influence opinion 5. Financial support Top 5 – Non-Profit: 1. Business/technical expertise 2. Other relationships networks 3. Financial support 4. Convening power 5. Ability to influence public opinion VALUE
  13. 13. 13 Social-Profit 0% 50% 100% Poor management collaboration Insular thinking Financial consequences unclear Quantifying tangible effects Lack of cultural fit Lack of support from leadership Lack of trust among partners Shifting priorities and motivations Lack of resources 0% 50% 100% Insular thinking Poor management collaboration Lack of cultural fit between partners Lack of support from leadership Lack of trust among partners Quantifying tangible effects Financial consequences unclear Shifting priorities and motivations Lack of resources % of respondents relevant vant Obstacles Profit
  14. 14. Smart Collaboration 7 Principles of Smart Collaboration Sustainable development can only be achieved in partnership with others #1 Identify a challenge core to your sustainability strategy and relevant to stakeholders #2 Mobilize a team of complementary actors #3 Be transparent on why you participate #4 Be clear on desired outcome + result driven #5 Share each other’s assets #6 Manage the partnership #7 Keep an open and appreciative attitude #8 Measure outcome
  15. 15. 15 2 Proof of success Visionary leaders Development of staff competent in partnership skills More awareness generation 1 2 3 4 FUTURE Top 4 priorities across profit and non-profit entities
  16. 16. FUTURE
  17. 17. WINNERS 2016 PermaFungi
  18. 18. LIFE Elia WINNERS 2016
  19. 19. SDG VOICES
  20. 20. COP21
  21. 21. MOBILITY
  22. 22. FOOD
  23. 23. SDG4D
  24. 24. THANK YOU! www.theshift.be #WeMakeTheShift

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