strategic alliances - care

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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