Building Partnerships for Effective Sustainability Projects

On May 22, 2025, Microsoft signed a deal to purchase over 600,000 tons of #lowcarbon cement from Sublime Systems ; cement produced without fossil fuels, using an innovative electrochemical process. Just a few days later, on May 28, Google expanded its partnership with Arable an agtech startup helping U.S. farmers save 2 billion liters of #water using smart irrigation technology. These aren’t CSR headlines. They’re clear signals that environmental goals and financial sustainability are not in conflict. This is happening in the US even with the strong stance on #sustainability. When driven strategically, sustainability is both a climate solution and a long-term value play. But what’s even more powerful is the catalytic effect of such moves: 1- Microsoft’s purchase enables Sublime Systems to scale its technology faster and cheaper. 2- Google’s validation helps Arable prove its model and unlock broader adoption. When industry giants act as early adopters, they don’t just decarbonize they create entire markets! This is exactly the kind of thinking that can supercharge the #startupecosystem in the #GCC. With ambitious sustainability agendas, national champions in the region can turn their assets into real world #testbeds, validating technologies, shortening the path to commercialization, and nurturing homegrown solutions. We often speak of ecosystems. But ecosystems thrive not in isolation, but through interdependence between the boldness of big players and the brilliance of small innovators. #Sustainability #Innovation #ClimateTech #CircularEconomy #GCC #Startups #GreenGrowth #WaterManagement #GreenConstruction #CenterForSustainableFuture Elias Aad Dragos Fundulea

With climate change posing unprecedented global challenges, the Water as Leverage framework provides an excellent way for transformative, inclusive urban water projects. The framework benefits cities in developing sustainable solutions and unlocking otherwise underutilized private-sector financing. The framework applies the eight principles—from fostering inclusivity and scalability to integrating systemic perspectives—and #WaL initiatives could support scaling up water security and innovation where water connects people, economies, and ecosystems. WaL can support and catalyse a global movement in urban water resilience for cities, private investors, and communities alike. Water-related projects often face challenges attracting private sector investors because of perceived risks, high upfront costs, and limited immediate revenue returns. However, the WaL approach offers a compelling framework to mitigate these barriers: Clear Revenue Opportunities: Projects like Demak's mangrove restoration created direct economic benefits—improved aquaculture incomes, ecotourism activities, and carbon trading credit mechanisms—while reducing coastal erosion. By monetizing ecosystem services, these initiatives become attractive to investors. Blended Finance Mechanisms: The WaL framework encourages diverse funding approaches, including grants, public-private partnerships, and innovative tools like green bonds. These mechanisms de-risk projects and make them more appealing to private investors seeking fiscal returns and reputational gains from investing in sustainability. Long-Term Sustainability: Strong emphasis on adaptive operations and maintenance ensures projects remain functional and practical. For example, enhanced flood defences implemented through Rebuild by Design in Lower Manhattan attracted significant private funding due to their meticulous feasibility studies and maintenance protocols. Proof of Concept: Demonstration pilots, such as the Water Balance Pilot in Chennai, prove scalable and replicable solutions that private investors can confidently support. Guideline is here https://lnkd.in/gg2Ej5V9 Sandra Schoof Meike van Ginneken Kotchakorn Voraakhom Wiwandari Handayani Elijah Hutchinson

The old model of foreign aid is dying. And that might be the best news the climate transition has had all year. For decades, the approach was straightforward: governments provided aid to fund specific projects. But the scale of the climate crisis demands a bigger, smarter and more collaborative playbook. That new playbook is emerging right now across the Indo-Pacific. It starts with catalytic public funds. Australia's aid budget, for example, now includes a A$126 million 'Climate Catalyst Window' designed to de-risk projects. This initial spark of public funding is designed to unlock scale-up finance from development banks, creating the blended finance model needed to attract private capital. This incredible photograph from the Kyeema Foundation is the story in microcosm. It shows a coral gardener in Fiji from the Community-led Coral Reef Restoration project, a groundbreaking initiative that propagates heat-tolerant 'super corals' to build local resilience. The story behind this project is a fitting example of the new financial ecosystem at work. It's a community-led initiative, implemented by Marijke Frantzen's brilliant team at Kyeema, and supported by the Climate Resilient by Nature (CRxN) initiative. CRxN itself is a partnership between the Australian Department of Foreign Affairs and Trade and WWF-Australia. Making this new financial architecture actually work on the ground requires a whole new kind of collaboration. It’s a complete ecosystem. You need the strategic practitioners like Lee Stewart (ESG Strategy), who design the frameworks for these community-led projects. You need the on-the-ground leaders like Eunice Wotene (Oxfam in the Pacific), who ensure this work creates real, equitable impact. And you need the brilliant communicators who can translate these complex partnerships into compelling public narratives – the vital work being led by people like Tui Marseu (WWF-Pacific), Veronica Joseph (WWF-Australia), Sheldon Chanel (UNCDF), Denali H. (CFAN), Hamish Wyatt and Mue Bentley Fisher (The World Bank) and Epeli Nakautoga (IUCN). It’s an exciting new era of financial innovation. Our job as storytellers is to craft the human narratives that will help direct this capital to where it’s needed most. #ClimateFinance #InternationalDevelopment #ClimateStorytelling #IndoPacific #BlendedFinance

How should an ideal partnership between a local African civil society organization and an international non-governmental organization in nature conservation look like to achieve better collaboration and bigger collective impact? What are the barriers, challenges and opportunities that exist? Those timely and pertinent questions are being addressed in a highly instructive study released by Maliasili, an organization on the mother continent that aims to "help talented local conservation organizations overcome their challenges and constraints so that they can become more effective agents of change in their landscapes, communities, and nations." As highlighted in the report, local organizations in #Africa often join forces with international non-governmental organizations (INGOs) to enhance their impact. These partnerships bring in funding, expertise, and resources that local groups struggle to access. However, such collaborations face challenges related to (a) unclear intentions; (b) external agendas; (c) power dynamics and imbalances; (d) colonial legacy; (e) lack of appreciation of local context, knowledge and experience; (f) differing expectations; (g) weak communication; (h) lack of meaningfully sharing credit; (i) exhausting and complicated administrative procedures; (j) short-term approaches; (k) lack of trust and respect - and so on. In summary, to overcome real and perceived barriers, local African organizations suggest the following changes: (1) Shift from transactional to more meaningful partnerships based on shared purpose, trust, respect, equity, strategic alignment, and collaborative co-creation; (2) Clarify the position and role of INGOs, both broadly within the African conservation space and in specific partnerships with local organizations; (3) Recognize local capacity and expertise, trusting the knowledge and capability of local organizations; (4) Move toward more intentional ways of working that are less administrative and bureaucratic and are more adaptive, contextual, and supportive; and (5) Place more value in local networks and support local organizations by influencing the conditions, policies, and governance processes that impact them and their work. In sum, the report brings out the voices and perspectives of local organizational leaders on creating effective partnerships: what they consist of, current barriers they experience, and how they can be strengthened. These perspectives emphasize the importance of shifting the approach to partnerships from one that’s transactional and project-focused to one that develops deeper, more effective, and meaningful relationships that can catalyze true collective action and systemic change. Invaluable guidance for #philanthropy, #development agencies, and anybody interested in #decolonization and driving significant #conservation outcomes for #nature and #people! 🙏🏽🌍🌳 See full report below, or download in the following link: https://lnkd.in/ekkBgD24

I was in London today to participate in CCS Strategy Europe 2024 and shared my thoughts on how to build and nurture effective partnerships and collaborations to drive net zero progress, together with Arup, Schneider Electric, and Wood Mackenzie.   So, what elements make a partnership thrive? Here are my three key tenets of successful partnership in the world of Carbon Capture and Storage (CCS):   1) Understand the business you are in: CCS is a waste disposal business and as such is akin to public good with different risk-reward profile from conventional oil & gas or industrial activities. Partners need to align on business model and adjust their corporate outlook. With a public service mindset, partners will focus on making the project sustainably and economically viable, while still receiving a decent portion of the pie. 2) Establish red lines early on. Stakeholders come in various forms and from diverse backgrounds, each with their unique mindset, risk appetite, and tolerance to uncertainty. Projects also take longer than expected, at times going through several leadership changes. And finally, there are many unknown at the outset of projects, and circumstances will change over time. With all this, having clarity early on each partner’s boundaries, such as risk adjusted returns or liability exposure, is crucial to help maintain a course of action throughout the ups and downs of project development. 3) Bring in partners with expertise. As soon as an industry is fashionable, everyone becomes an expert. Partnerships should be established to help reduce overall project risk. Seek for partners with relevant track record and who are natural owners of specific risks, such as engineering, subsurface or commercial. Partners should be expected to bring in resources and expertise in the initiation phase. A lot can be brought from past experiences to help streamline and build cost effective solutions.   To move CCS projects forward, we cannot work on a snail pace, but we need to be street smart. Partnership is not about pleasing everyone, but all parties need to align on the goals and shared values and have some tolerance to make some steps to execute and make things happen.    #SLB #NewEnergy #CCS

Collective impact is becoming increasingly essential. But how do we make collaboration last and help it adapt when things change? This resource from Tamarack Institute for Community Engagement - A Guide for Building a Sustainable and Resilient Collaboration - offers a clear, practical look into what makes partnerships endure. Key insights: 1️⃣ Sustainability isn’t just funding. It’s about shared leadership, strong ties, and embedding collaboration into community systems. 2️⃣ Resilience is a practice. The most effective collaboratives learn to navigate disruption, not by returning to the old normal, but by adapting together. 3️⃣ Equity sits at the centre. Sustainable change depends on shifting power, listening to lived experience, and ensuring those most affected help shape the solutions. 4️⃣ Reflection creates longevity. Ongoing learning keeps collaborations aligned with evolving needs, resources, and opportunities. As the authors write: “When thinking about collaborative sustainability, think about how your insights (successes and failures!) can be shared to build the greater community capacity for change.” A must-read for anyone working in cross-sector partnerships or systems change.

Why Global Firms Need Local Partners in Qatar? Qatar’s rapid transformation under Vision 2030 is impossible to ignore. From mega-projects like Lusail City and Hamad International Airport’s expansion to sustainability initiatives and AI-driven advancements, the country is positioning itself as a global leader. But for foreign consultancy firms looking to contribute, success isn’t just about expertise—it’s about having the right local partner. Why Local Partnerships Matter: Cultural Fluency Is a Game Changer Business in Qatar isn’t just about policies and paperwork; it’s built on relationships and trust. While global firms bring cutting-edge methodologies, local consultancies provide the keys to navigating the system: • Understanding Qatarization policies and the emphasis on national talent. • Leveraging relationship capital (wasta) to accelerate approvals and avoid roadblocks. • Aligning with cultural norms, from family-owned business dynamics to community-driven decision-making. Trust Is Everything In Qatar, trust isn’t won through proposals—it’s earned through long-term relationships. Local consultancies bring: • Credibility with key stakeholders in both government and private sectors. • Community alignment, ensuring projects fit within Qatar’s social and economic priorities. • Risk mitigation, from navigating labor laws to meeting ESG expectations under Vision 2030. A global brand’s reputation goes much further when backed by a local partner that already has stakeholder confidence. Innovation Happens at the Intersection of Global and Local: Qatar isn’t just building skyscrapers—it’s shaping the future of tech, education, and sustainability. The best projects don’t just apply global solutions; they adapt and co-create solutions that work within Qatar’s unique ecosystem. How to Build Meaningful Partnerships 🔹 Listen first – Local expertise isn’t just valuable; it’s essential. 🔹 Co-create solutions – The best strategies blend global frameworks with local realities. 🔹 Think long-term – Partnership in Qatar isn’t transactional; it’s built on mutual growth. Final Thought: A Call to Action This isn’t about global vs. local—it’s about working together to drive real impact. The firms that embrace collaboration will lead Qatar’s transformation, not just participate in it. - Global firms: Let’s collaborate. Qatar’s opportunities are growing—let’s make a lasting impact together. - Local consultants: Let’s step up and show why our insights and expertise are indispensable. Because the best legacies aren’t built alone.

Stakeholder Engagement Map for Sustainability 🌎 Sustainability advances when companies move from speaking to stakeholders toward building solutions with them. Engagement becomes powerful when it shifts from information-sharing to participation and co-creation. Employees are not passive recipients of corporate policies. When positioned as innovators and ambassadors, they can drive cultural change that scales faster than top-down initiatives. Investors increasingly evaluate not only financial returns but also resilience and impact. Open dialogue and credible disclosures create the foundation for financing models that reward long-term value creation. Regulators and policymakers shape the boundaries of what is possible. Proactive collaboration ensures that emerging rules both protect society and enable business innovation. NGOs and civil society connect business with pressing social and environmental realities. Partnerships with them help translate global challenges into concrete, measurable corporate actions. Customers bring more than purchasing power. Through collaboration and product co-design, they accelerate the adoption of sustainable solutions and redefine what markets demand. Suppliers and partners extend responsibility beyond a single enterprise. Joint innovation in sourcing, standards, and technology transforms sustainability into a shared endeavor across the value chain. Communities ground sustainability in place. When businesses co-invest in local development, they secure trust and create ecosystems that benefit both society and the enterprise. Media and opinion leaders influence how actions are perceived. Transparent storytelling backed by evidence strengthens legitimacy and reinforces accountability. Academia and experts contribute the critical lens of science and independent validation. Engaging them ensures that strategies are rooted in knowledge, not convenience. Risk and resilience demand collective approaches. Working groups and cross-sector alliances elevate sustainability from individual commitments to systemic impact. True engagement means entering a space of shared design. It is in these interactions that sustainability moves from compliance to transformation, and from promises to outcomes. #sustainability #business #sustainable #esg

Why do most climate adaptation projects fade after funding ends—and a few don’t? Our new research from three farming communities in rural Jamaica shows something rare: adaptation that didn’t just survive beyond the project cycle, but thrived - more than five years after formal closure of two UNDP-supported agricultural initiatives. What made the difference wasn’t better tech or bigger budgets. It was relationships. The study identifies 7️⃣ interlinked enablers that together form the social infrastructure of durable adaptation: 1️⃣ Sustained volunteerism 2️⃣ Embedded community leadership 3️⃣ Strong local-institutional partnerships 4️⃣ Alignment with national support systems 5️⃣ Locally tailored livelihoods 6️⃣ Perceived fairness and inclusion 7️⃣ Enduring collective enthusiasm These aren’t “nice-to-haves.” They reflect an ethos of adaptation as a relational, justice-centered practice. The article, coauthored with Mara Cat D., Emma Bouton, Timmons Roberts & D'Arcy Carlson, MSc, advances a relational model of adaptation, reframing sustainability not as a static outcome but as a co-produced process that is anchored in trust, recognition, institutional connectivity, and shared agency. When these foundations are reinforced by context-sensitive amplifiers (like income generation and policy alignment), adaptation becomes part of the community fabric. Key policy takeaway: If donors and governments want adaptation to last, they must invest in continuity of care, not just continuity of capital. That means budgeting for post-project engagement, peer learning, and community-led monitoring - long after ribbon-cutting. This matters as the international community works to operationalize the Global Goal on Adaptation (GGA). The Jamaican cases offer a corrective: 👉 What sustains adaptation over time often lies beyond what can be easily measured. We need more ex-post, field-based studies that document what holds - not only what fails. If we want adaptation to move beyond project logic, we have to take relationships seriously. 📄 Read the full article here: https://lnkd.in/er7Kc2GD #ClimateAdaptation #GlobalGoalOnAdaptation #ClimateJustice #DevelopmentPractice #SIDS #AdaptationFinance Photo credit: Forbes