Partnerships with the Private Sector: Principles and Practice Richard Welford Chairman, CSR Asia Presentation for UNESCO, 24 th February, 2016

Limitations to Philanthropy A ‘charity’ or ‘welfare’ approach that is not sustainable Fails to recognise the resources and strengths of communities and built on an outside perception of needs Often not addressing root causes of problems Often not aligned with the core business of the company – a ‘feel good add on’ Does not link to the assets and expertise of the business

Key Principles for Partnering Equity Transparency Mutual Benefit Source: The Partnering Inititative

Different Ways to Work Together Philanthropic relationship: Fundraising and charity Employee engagement Long term partnerships and community investment to work with companies to tackle sustainable development issues Advocacy Shared value Essentially 4 types Philanthropic support Collaborating on common projects Seeking change in the business world Commercial iniaiives serving social needs

Common Challenges for Partnerships Finding the right partners Engaging employees in appropriate and meaningful ways Achieving results – for communities and for your business Meaningful communication demonstrating impact

Recent research by the Centre for Corporate Public Affairs, shows that 72 per cent of Australian companies have ‘increased employee morale, engagement and teamwork’ as one of their key corporate responsibility goals. Our school’s been painted so many times I can’t remember what colour it’s supposed to be. I’d much rather companies gave us what we need: expertise, mentoring and resources. Schoolteacher, commenting to Our Community’s Business Community Intelligence newsletter. July Source: Allen Consulting Group Global Trends in Volunteering Volunteering?

Strategic, Skills-based Volunteering "For the developing communities the transfer of crucial skills gives the opportunity for sustainable growth. For our employees, it provides the opportunity to make a personal contribution whilst developing their skills in leadership, collaboration and project management as part of their career development. And for the company it is an important part of our commitment to the developing world and an investment in our future with globally orientated managers." David Brennan, Chief Executive, AstraZeneca

Some Lessons Learned Finding the right partners and the right fit Resourcing partnerships and misallocation of costs and benefits Power relations Planning for exit

Characteristics of Successful Innovative Partnerships Leadership Commitment: Explicit support and involvement of the senior leadership team is crucial; the representatives at the partnering table must be senior enough to make decisions on behalf of the organization. Open to Change: The partners must be committed and open to real change. Strong Relationships: Partnerships need to be built upon an honest and transparent relationship – each partner must be committed to being committed. Shared Goals: All partners must have ownership over the partnership goals and work collectively to make the partnership a success.