Strategic alliances Reconciling economic and social value creation Philippe Lévêque, Executive Director, CARE France – May 2009
Strategic alliances
Reconciling economic and social
value creation
Philippe Lévêque, Executive Director, CARE France – May 2009
CARE’s approach to NGO-corporate partnerships
PARTNERSHIPS
Staff involvment
Development
projects
Company’s local
impacts
Philanthropy
CSR H
.R.
Company
Economic BenefitsEconomic Benefits Commercial
venture profit-
making
Low
High
Can help in the
short term but is
NOT self-
sustaining
Does not provide
sufficient help to the
community
Inclusive Business
Business
philanthropy non-
profit
Towards strategic engagement
Source : Community Engagement Handbook, Australian Government
Community engagement :
From information to empowerment
The fight against HIV/Aids, a business issue
LAFARGE
HIV-related deaths
Lafarge at a glance
• World leader in building material (n° 1
in Cement, n° 2 in Aggregates, n° 3 in
Concrete, n° 3 in Gypsum)
• 79 countries
• 84,000 employees
• 2,187 production sites
• 7000 employees have access to
information and voluntary testing
• In 2007, 1388 employees, dependants
and community members were offered
free HIV-related medical care
• 500 are receiving anti-retroviral
treatment
Summary
• Why CARE ? Expertise on HIV + holistic approach
• Goal : Impact in the south + influence on the industry
• Activities: HIV business impact assessment ; work on the group policies
and management tools ; SD panel
• Achievements : integrated HIV program for Africa ; towards an integrated
health approach ; a new partnership closer to Lafarge’s core business
• Challenges : stigma ; measuring impact ; keeping staff motivated
Promoting Access to Education and Staff involvement strategies
SOCIÉTÉ GÉNÉRALE
• A global partnership
with SGCIB
• 1 million € over 3 years
• 3 education projects:
– Peru : Bicultural
education
– Mali : Rural education
– Bangladesh : child labour
A commitment in dire times
Bringing people together
• A global employee giving scheme
• Employee participation in selection of project
• Workplace events (presentations, quizz, race)
• Projects visits
Summary
• Why CARE ? Member in France + global network +
education portfolio
• Goal : Impact in the south + staff involvment
• Activities : corporate philanthropy + staff
involvment
• Outcomes: 3 projects co-funded + events + projects
visits
• Challenges : Finding the right balance between
employee involvment and projects cost-
effectiveness
Selling goods at the Bottom of the Pyramid
BATA & UNILEVER
Rural sales program
RURAL SALES
PROGRAM
A multi-partner project
Rural sales program
RURAL SALES
PROGRAM
A multi-benefit project
Summary
• Why CARE ? CARE is a prominent NGO in Blangladesh + dedicated private sector
team
• Goal : Empower women
• Activities: Co-created an inclusive rural sales model generating economic and
social value
• Outcomes: Boosted the revenues of women living in rural areas
• Challenges : Not a full time job ; Finding a balance in profit distribution
Fairtrade& Smart philanthropy
STARBUCKS
Building the future
Starbucks and CARE
• Partners since 1991
• Last project : $500,000 to a three-year
program in Western Hararghe, a part of
rural Ethiopia known for its high-quality
coffee.
• Objectives: to improve economic and
education prospects for more than
6,000 people
• This grant will help 1,500 households
improve adult literacy, reduce crop
losses, and establish microcredit and
microfinance services
Summary
• Why CARE ? CARE is a global brand ; working with coffee-growing
communities in many countries
• Goal : « Smart philanthropy » (connected to core business)
• Activities : projects funding ; in-shop promotion ; presentations to staff ;
local fundraising events
• Achievements : Project funding ; a relation of trust
• Challenges : rolling out a partnership at a global level
Do’s and Don’ts!
NGO-CORPORATE PARTNERSHIPS
Challenges / lessons learned
Cultural differences
Access to core business
Venture capital
Support from top management
Partnerships take time
Step by step approach
Do’s and Don’ts
Transparency
Mutual Benefit
Fairness
Greenwashing
One shot operations
Disconnection with strategy
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