Partnering for a better Belgium? Results of the survey “How do profit and non-profit collaborate for the greater good in Belgium?” Presentation – May

Contents 2 1About the survey 2Key findings 3Conclusions

1 About the survey 3 More than 205 respondents from profit and non-profit organizations in Belgium participated in the survey Survey design Five topics: o Who? o Motivations? o Characteristics? o Obstacles? o Outcomes? Conducted during the second half of March Short questionnaire with closed- ended questions, most with ordinal scale (e.g. from « very relevant » to « completely irrelevant ») Survey participants were invited by e- mail to respond via a web link with controlled access Full scope in terms of organization type, size, geography and sector Total number of respondents: 205 o Profit organizations: 97 o Non-profit organizations: 108

Contents 4 1About the survey 2Key findings 3Conclusions

5 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” 2 Key findings

6 A large majority of respondents is engaged in sustainable partnerships 2 Key findings – Who? More than three quarters of profit and non-profit organizations is engaged in partnerships The reasons for not engaging in partnerships are mostly of a practical nature. More precisely: Lack of knowledge about the partners to collaborate with Lack of resources (time, manpower, financing) Less than 1% of respondents perceives engaging in partnerships as “not generating value add” for their respective organization

7 Companies mainly partner with NGO’s, other companies and academia. Non-profits find partners among companies, public authorities and (other) NGO’s Companies and NGO’s are the dominant types of partners for profit and non-profit organizations alike Social enterprises, while gaining in importance in the Belgian non-profit landscape, do not yet prominently feature as sustainable partners, i.e. there exists unfulfilled potential vis-à-vis social enterprises Traditional charities struggle to be recognized as “real” sustainable partners by private sector companies Type of partners Top 3 – Profit: 1. NGO’s 2. Other company/ies 3. Academia Top 3 – Non-profit: 1. Company/ies 2. Public authority/ies 3. (Other) NGO’s 2 Key findings – Who?

8 Across the spectrum, skills, knowledge and resources are drivers for partnerships Companies are motivated by “intangibles”: brand and stakeholder relations Non-profits pursue partnerships more for “tangible” reasons: the realization of the mission, as well as access to skills and resources Companies start to view partnerships as instrumental to business value and innovation, spelling opportunities for shared value creation Why partner? – Profit Why partner? – Non-Profit 2 Key findings – Motivation % of respondents

9 Profits and non-profits engage most in challenges related to economy, climate and consumption It is a combination of environmental & resources- related and social & economic development goals that attract profit and non-profit organizations most * Sustainable Development Goals 2 Key findings – Characteristics

10 Typical “hygiene” activities appear to be important in initiating and executing partnerships Non-profits attach great importance to alignment on objectives and crystallization of the value case of the partnership Companies put a premium on alignment and partner selection Success measurement (in terms of business value & impact) is not (yet) perceived as an important activity when initiating and executing partnerships 2 Key findings – Characteristics

11 Profit and non-profit organizations first and foremost acknowledge the expertise and skills brought by the partner(s) Partners are particularly appreciated for the expertise (skills, knowledge, insights) they bring to bear on both sides of the profit vs. non-profit spectrum Companies value the community access brought by the partners and the enhanced platform to convene and influence For non-profit actors, linking with other networks and attracting support are valued qualities of partners 2 Key findings – Characteristics 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 and/or technical expertise 2. Other relationships networks 3. Financial support 4. Convening power 5. Ability to influence public opinion

12 Resources constraints represent the most important barrier to successful partnerships For profit and non-profit organizations, lack of resources and shifting priorities represent significant challenges when executing partnerships Strengthening trust among partners remains a relevant improvement area, particularly as perceived by non-profit organizations An inward orientation does not represent an insurmountable show-stopping barrier to partnerships ProfitNon-Profit 2 Key findings – Obstacles % of respondents

13 More than 80% of companies express satisfaction when it comes to the impact achieved through the partnership. Satisfaction re- business value registers just below the 80% mark More than 90% of non-profit organizations express satisfaction in terms of successful partnerships Outcomes – Profit Outcomes – Non-Profit The majority of profit and non-profit organizations is satisfied with the accomplishments of the partnership 2 Key findings – Outcomes % of respondents

14 A combination of visionary leaders and success stories is what is required to further boost sustainable partnerships in Belgium Outspoken heads of organization together with tangible success stories are the two most important elements to propel sustainable partnerships Regulatory interventions by authorities are not considered critical to further the spread of partnerships. The same applies to (new) sustainability standards Top 4 priorities across profit and non-profit entities 2 2 Key findings – Future Proof of success Visionary leaders Development of staff competent in partnership skills More awareness generation 12 34

15 Contents 1About the survey 2Key findings 3Conclusions

16 3 Conclusions More than three quarters of companies and non-profit organizations is engaged in sustainable partnerships. More fundamentally, 90% of respondents view collaboration as instrumental to tackle societal and environmental challenges Skills, knowledge and resources remain important reasons underpinning partnerships. At the same time: Companies start to view partnering as a vehicle for business value creation and innovation Non-profits engage in partnerships first and foremost to create impact Thus, there exists a real opportunity for shared value in Belgium While principles of sound project management are diligently applied in most partnerships, robust measurement (of impact and business value) constitutes an improvement area

17 Profit and non-profit partners are very satisfied with the outcomes generated by partnerships Profit and non-profit organizations struggle most with keeping focus and committing resources. Importantly, lack of trust is still perceived as an obstacle 3 Conclusions Emblematic success stories and outspoken visionary leaders are required to further propel sustainable partnerships in Belgium

Thank you for your attention!