The document discusses partnerships between companies and civil society organizations in Belgium. It notes that over the last ten years, these partnerships have moved from simple exchanges to more constructive dialogues and co-creation efforts. The document outlines different types of partnerships that have emerged over time, from philanthropy to social innovation and co-creation of social value. It also discusses the objectives, partners involved, motivations, challenges, and priorities for strengthening partnerships between profit and non-profit organizations in Belgium.

1. Partnerships between
companies and civil society
In Belgium

2. The Shift

3. The Shift

4. SDGs

5. SDGs

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
« 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
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
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
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
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
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
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. 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
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. FUTURE

17. WINNERS
2016 PermaFungi

18. LIFE Elia
WINNERS
2016

19. SDG VOICES

20. COP21

21. MOBILITY

22. FOOD

23. SDG4D

24. THANK YOU!
www.theshift.be
#WeMakeTheShift