1.10 Innovative partnerships

As introduced above, MDG-PPPs constitute a new phenomenon, which entails an innovative business model linked to CSR. Partnerships concluded by MNCs with international organisations, local governments and/or NGOs signify a new approach from a reputational perspective. For example, the Netherlands-based MNC TNT, a mail and express services provider, has entered into an MDG-PPP with the international organisation, the World Food Programme (WFP).1 TNT assists WFP by taking care of the transportation of food and medicines to crisis areas. TNT employees have indicated that they are very proud to be a part of this partnership. It adds positively to TNT's reputation.

MDG-PPPs concluded by pharmaceutical companies with the World Health Organisation (WHO) and African governments with an aim to contributing to the reduction of HIV serve two purposes from the perspective of the company: (i) gaining a foothold in the African market, and (ii) boosting its reputation.2 Similar motives can be found behind an innovative partnership established by the Dutch government jointly with a number of Dutch MNCs with the goal of introducing health insurance to African countries.3 It presents an interesting mix of development cooperation and business targets. The companies involved have a clear long-term perspective. Indeed, the new markets envisaged will not be there tomorrow, but they may grow as of today and will be there in the near future. Chapter 11 records about the activities of some MDG-PPPs in the field of water.

Another category of innovative partnerships emerges in the field of the pro-biodiversity business. Companies are collaborating with NGOs, communities and local governments in projects that are intended to protect biodiversity and ecosystems and at the same time generate profit for the private actors involved. Chapter 13 sets out a number of new markets that are developing.

MDG-PPPs structures look like business joint ventures as they are set up by multiple parties and (partly) have a business focus. However, in practice, they are only marginally similar. They are comparable on a number of issues which need to be arranged, such as governance models and exit provisions. However, they appear to be different in that respect that they are concluded with a new type of contract party, i.e. international organisations, governments and NGOs. They also differ from genuine business partnerships in their aims and the ways of measuring success.4 Finally, these partnerships can often benefit from new sources of finance, e.g. including donations from charities, development assistance funds, and soft loans from development banks. For example, the GAVI Alliance5 is a global health partnership comprised of large charities (Bill and Melinda Gates Foundation, Rockefeller Foundation), international organisations (UNICEF, WHO, World Bank), and some pharmaceutical com-panies.6 The goal of the partnership is to improve the access to immunisation for people in poor countries by providing finance and medicine.

In conclusion, almost any MDG-PPP is unique in its set-up, financing, operations and goals. The new approach accounted for by MDG-PPPs is just one of the opportunities that CSR offers to business and the other stakeholders; it is meant to create a win-win situation.