IC-Actors in the Private Sector

Transcription

cinfo
IC-Actors in the Private Sector
Study
16 September 2013
Excerpt of the original study in German (Chapters 3–6.1)
On behalf of
Carried out by
Nina Prochazka
cinfo
Zentralstrasse 115
2500 Biel-Bienne
KEK – CDC Consultants
Universitätsstrasse 69
8006 Zürich / Schweiz
+41 44 368 58 58
Martina Frank
frank@kek.ch
Fiona Wigger
wigger@kek.ch
Markus Engler
engler@kek.ch
Translation: Louise Rapaud and Bina Sanghavi
The private sector in international cooperation
Table of Contents
Summary
4
3.
The Swiss Private Sector in Development Cooperation
5
3.1
Foundations
5
3.1.1
Definition
5
3.1.2
Overview of foundations with international activities
6
3.1.3
Networks
12
3.1.4
Trends and challenges
13
3.2
3.3
3.4
4.
6.
15
3.2.1
Definition
15
3.2.2
An overview of companies with international CSR activities
17
3.2.3
Actors and approaches
20
3.2.4
Networks
23
3.2.5
24
Inclusive Business
25
3.3.1
Definition
25
3.3.2
26
3.3.3
28
Social Enterprises
30
3.4.1
Definition
30
3.4.2
31
3.4.3
33
Private Sector Development in International Cooperation
34
4.1
4.2
4.3
Definition
Approaches
Actors
34
35
37
4.3.1
Swiss NGOs in private sector development
37
4.3.2
Swiss government actors in private sector development
40
4.3.3
Swiss financial and consulting institutions in private sector development
41
4.3.4
Social investors (non-commercial)
42
4.3.5
Networks in private sector development
42
4.4
5.
Corporate Social Responsibility
44
Employee Profiles
44
5.1
5.2
5.3
5.4
5.5
44
46
47
47
48
Working at foundations
Working in CSR
Working for inclusive business ventures
Working as or for social entrepreneurs
Working in the area of private sector development
Conclusions
49
6.1
49
International cooperation actors in the private sector
2
Annex 1:
References
Annex 2:
Interview Partners
Annex 3:
Stiftungen Gesamtübersicht (3. Ebene)
Annex 4:
Stiftungen Auswahl (2. Ebene)
Annex 5:
IZA Aktivitäten in CRS von Schweizer Unternehmen
Annex 6:
Schweizer PSD Akteure
Annexes 3–6 in German
3
Summary
This comprehensive study on the role of the Swiss private sector in international
cooperation (IC) analyses the importance of the activities of companies and foundations
and provides an overview of the actors engaged in private sector development in
developing and emerging economies. It highlights the increasing influence of new
models such as inclusive business, which promotes the development of affordable
products for people „at the bottom of the pyramid“, or social entrepreneurs who
incorporate their desire to address a social problem into their own business ideas and
interests.
“Doing good” and talking about it can generate a strong competitive edge even for a
traditional company. Almost all of the largest Swiss companies have developed a charter
on their Corporate Social Responsibility (CSR) and about half of the analysed 36
companies are involved in charitable work in developing countries - often through
partner NGOs. The estimated funding runs into billions. A strong trend is the promotion
of sustainable value chains, which, in conjunction with the development of labels of
social and environmental standards, aim to create improved production conditions in
countries of the South. Companies themselves see this as their primary responsibility.
The foundation sector is characterised by great diversity. It is difficult to identify
commonalities between the multitude of small foundations on the one hand and
multimillion dollar corporate foundations on the other, and amongst the array of topics.
There is general interest in focusing on areas such as education, water and health,
which account for almost half of all activities.
The second part of the report shows that the private sector is not only a financial or
entrepreneurial actor in developing countries, but represents also a target group for
development projects. It is generally recognised that the promotion of education, health
and infrastructure projects cannot lead to development if the private sector in these
countries remains unproductive. While state development actors focus on improving
conditions and frameworks, NGOs and social investors are active mainly in the field of
microcredit or in the promotion of Small and Medium Enterprises (SME).
Networks play an important role for all stakeholders. Transnational networks are
essential to harness the increasingly global discussion. Nevertheless, there are several
Swiss-based umbrella organisations, networks and exchange platforms that promote
conferences, publications and forums for exchange and to reward innovation.
The demands on employees of the twelve actors interviewed for the study are as
heterogeneous as the organisations themselves. International experience and
intercultural competencies are expected from all employees and are necessary in the
often international teams. Career paths are rarely linear, with changes between private,
public and non-profit organisations common and enriching for both employers and
employees.
There is a substantial range of consulting and training opportunities. Many organisations
have positioned themselves as consulting or training institutes in recent years, especially
in the field of CSR and in the foundation sector. In addition, there is a trend towards
interactive online training tailored to specific target groups and portable to any location.
4
3.
The Swiss Private Sector in Development Cooperation
Private actors play different roles in development cooperation. They act as one-off
sponsors or as long-term donors of development projects. They can also address
development cooperation issues vis a vis their value chains and sustainable business
models in countries of the South, whether through philanthropic engagement, genuine
corporate social responsibility or through business models that target poor populations in
developing countries. In Switzerland, the private sector also contributes significantly to
foundations, which further invest in projects in international cooperation as donors.
This study does not analyse the comparative weight of private and state actors, but
provides an overview of the many actors and their networks.
Important results of the study are found in the tables in the Appendices (CSR of Swiss
companies, Overview of Foundations, levels 1 and 2). Together with the report findings,
they form the extensive documentation that underlies this overview of Swiss actors.
3.1
Foundations
3.1.1 Definition
The study reviews so-called non-profit foundations. A foundation is an asset with a legal
personality. Art. 80 of the Civil Code states that a foundation is established by the
endowment of assets for a particular purpose. The endowment of assets involves the
contribution of assets of one or more donors in favour of the newly established
foundation for this purpose. This initial funding must be substantial enough to enable the
foundation to conduct a reasonably significant activity. The amount of the foundation’s
assets must be commensurate with the foundation’s respective purpose. 1
The terminology used in the foundation sector is multifaceted and complex.
SwissFoundations presents a few definitions of common terms that will be adopted
here. 2
Traditional or non-profit foundation: Personalised special-purpose assets that are
earmarked for non-profit and altruistic purposes and that the donors want to fulfil with
financial and other resources. Non-profit foundations are as a rule tax-exempt and
subject to public supervision. Their endowment funds can also be supplemented with
subsequent contributions, donations or active fundraising.
Charitable foundation (formerly grant-making foundation): Non-profit foundations that
have their own assets and develop charitable activities with the assets or income earned
from the assets. These are not restricted exclusively to the disbursement of funds to
beneficiaries, but include measures that are strategic, mentoring and monitoring in
nature. A charitable foundation can act as an operational foundation with its own projects
or programmes.
Corporate foundations: The purpose of a corporate foundation can be of a charitable
or economic nature or even a combination of both. For this reason, it is often difficult to
1
2
http://www.edi.admin.ch/esv/01174/index.html?lang=de
http://www.swissfoundations.ch/de/glossar
5
draw a clear distinction between them and traditional foundations.Tax-exemption is only
granted in the context of the charitable purpose.
Umbrella foundation: For dependent foundations and smaller assets, this form allows
asset pooling in the area of investments, as well as in the field of project funding. The
umbrella foundation is also suitable for donations and bequests. It conducts professional
management of investment and funding and, especially for smaller assets, is an
attractive alternative to establishing an independent foundation.
The Federal Department of Home Affairs is responsible for the supervision of
foundations that are of national and/or international significance. All Swiss foundations
are registered in the directory of foundations under one or more key words in
accordance with their purpose.
3.1.2 Overview of foundations with international activities
The 2013 Swiss Foundation Report reports a sustained growth of the Swiss foundation
sector. 376 new foundations were established in Switzerland in 2012. Combined with the
total of 12,957 non-profit foundations that are registered in the foundations register, this
represents a vibrant civil society and plays an important role in philanthropy. According
to estimates the total assets of all foundations are over 70 billion Swiss francs. With this
concentration of foundations and estimated per capita endowment, Switzerland remains
at the forefront in Europe. Basel has the highest concentration of foundations while most
foundations are registered in Zurich. 3
For the present study only those foundations that support activities in a developing
country are of interest. A total of 280 foundations that are active in international
cooperation match the criteria of this study. These foundations support various projects
in Asia, Africa, South America and Eastern Europe and are engaged in issues that
include human rights, sustainable development and humanitarian aid. The list in Annex 3
serves as a reference list. Of these 280 foundations, 56 were selected for deeper
analysis (see also Annex 4, foundation selection 2nd level). Data from these foundations
are the basis for subsequently presented quantitative analyses.
3
CEPS / University of Zurich / Swiss Foundations: The 2013 Swiss Foundation Report.
6
Figure 1 illustrates the average annual disbursements of foundations. 4
Figure 1: Average annual disbursements of foundations in CHF
(n=27)
15%
22%
kleiner
Mio. CHF
less than
CHFals
0.30.3
mio.
30%
CHF 0.3–1
0.3 -million
1 Mio. CHF
1-10million
Mio. CHF
CHF 1–10
33%
more than
CHFals
10 10
mio.
grösser
Mio. CHF
Of the 56 foundations, 29 provide no information regarding their annual disbursements.
The 27 foundations that do provide such information can be classified according to the
amounts of their respective annual distributions.
Over half of these foundations (55%) annually disburse more than CHF 1 million each.
Taking into account the fact that 22% of the selected foundations disburse over
CHF 10 million, these 27 foundations alone allocate a significant sum to international
cooperation.
Figure 2 provides an overview of the employees at the foundations. For 40 of the 56
foundations, the information could be surveyed online.
Figure 2. Employees at foundations (n=40)
23%
35%
min. 1
2-6
mehr
als 6 6
more than
42%
4
The last year for which figures are available was used as the reference year (mostly 2012 or 2011).
7
A large number of foundations operate with a small back office in Switzerland, 35%
operate with at least one employee, sometimes supplemented by staff working on a
voluntary basis. Another 42% employ from 2 to 6 employees. Large foundations that
employ 7 or more persons represent almost a quarter of the sample (23%).
Figure 3 provides an overview of the broad thematic areas that foundations support.
Figure 3. Thematic commitment of foundations (n=56)
Bildung
Education
2%
4%
Wasser
Hygiene, Gesundheit
Water sanitation,
health
4%
5%
27%
Frauen
Kinder
Women&and
children
6%
Humanitäre
Hilfe
Humanitarian
aid
8%
Ländl.
Entwicklung, Infrastruktur,
Rural development,
infrastructure,Wohnen
housing
8%
18%
8%
10%
Soziales
& human
Menschenrechte
Social and
rights
Umwelt,
Energie
Environment,
energy
Mikrokredite
& Versicherungen
Microcredit and
insurance
Kleinunternehmer
Small businesses
Kultur
Culture
Mission
(Religion)
Missionary
work (religion)
Note to Figure 3: 142 disclosures from 56 foundations, i.e., foundations often commit to more than one area.
The most common purposes of foundations are promoting education (27%), health,
sanitation and water issues (18%) and issues affecting the target group of women and
children (10%). This applies especially to children's homes, activities for disadvantaged
children, and mother-and-child projects.
6 foundations (11%) also promote small businesses and thus fall into the category of
actors that promote private sector development. Some are therefore picked up in the
second section of this report, e.g., 1to4.
An example of a large foundation with an emphasis on educational issues is the Jacobs
Foundation, portrayed here.
8
The Jacobs Foundation – development and education for current and future generations
The Jacobs Foundation is a foundation internationally active in the field of child and youth
development, which was founded by entrepreneur Klaus J. Jacobs in 1989 in Zurich. The Jacobs
Foundation supports research projects, intervention programmes and scientific institutions with an
annual budget of around 40 million francs. The goals of the Jacobs Foundation are to promote
innovation in research and practice and to combine scientific findings with practical applications.
The foundation also wants to foster public dialogue and create networks to bring about social
change in the area of child and youth development.
Activities: The Jacobs Foundation’s programmes and project funding are internationally
oriented. Within the framework of its medium-term plan 2011-2015, the foundation focuses on
four key areas in various regions: “Early Education” in Switzerland, “Educational Biographies” in
Germany and Switzerland, “Life Skills for Employability” in Argentina, Brazil and Columbia, and
“Livelihoods” in Burkina Faso, Ivory Coast, Senegal and Uganda. In promoting international
support for the thematic priorities “Life Skills for Employability” in Latin America and “Livelihoods”
in Africa, the foundation works with partners that have good local contacts with government and
private organisations as well as with policymakers and civil society. In Latin America the
foundation focuses on projects that promote the integration of young people into the labour
market. In Africa the foundation supports projects that improve livelihoods (living conditions) of
families in rural areas. Livelihood projects work with various members of a rural community to
improve opportunities for children and youth in (further) education and thereby improve access to
the labour market. Currently 15 projects are supported for three to five years with an annual
budget of approximately CHF 2 million.
Employees: The Jacobs Foundation currently has 16 employees in Zurich, of which one person
is responsible for international projects. The foundation developed its international projects in
close cooperation with local and international NGOs that take over implementation of the projects
at the local level. The employees in the intervention areas have at least a university degree and
many years of work experience (at least 10 years). In international cooperation, on-site
experience, especially in the foundation’s focus countries, is considered just as important as
experience with NGOs, private and governmental organisations.
Case Study: In 2012, the Jacobs Foundation started the new programme “Fortalezas” in
Argentina, Brazil and Columbia in its thematic priority “Employability”. Latin America has a large
number of youth who have not completed secondary school and are not engaged in any
vocational training. The foundation works with local civil society organisations that, for example,
support youth affected by violence to attain important social and professional skills. The goal is
that as many of these youth as possible find jobs that would enable them to live under decent
conditions. The intervention programmes work with integrated approaches that combine various
measures, for example, the catching up of basic education and vocational training with “life skills
training” (developing social skills), mentoring and cooperation with employers.
Opportunities: The foundation focuses its interventions on a few countries, based on the
hypothesis that this produces a stronger impact. At the same time the interventions are
supervised by external evaluators from the outset, both to track implementation as well as to
apply the lessons learned to bring in new projects. Synergies and partnerships should also be
established, not only with the education sector in the intervention countries but also with other
national and international partners that support similar projects.
9
Figure 4 refers to the geographic focus of 56 foundations.
Figure 4. Geographic focus of foundations (n=56)
6%
Weltweit
World-wide
10%
Afrika
Africa
42%
17%
Asien
Asia
Lat.-Amerika
Latin America
Europa
Europe
25%
42% (27) of the foundations are active worldwide, without a specific country focus. A
quarter of the foundations are focused on Africa. Of the remaining 29 foundations, 20
(52%) are active on one continent and 9 on two continents (16%), of which more are
active in Africa than in Asia. An even smaller number of the foundations (10% and 6%
respectively) are engaged in Latin America or Europe (especially Eastern Europe).
In addition, the following qualitative analysis can be made of the 56 foundations
selected.
Foundations that are supported by companies (mostly “corporate foundations”):
The focus is normally related to the core business of the firm responsible for the source
of funds. The Swiss Re Foundation, for example, supports measures for disaster risk
reduction, the Novartis Foundation for Sustainable Development aids the improvement
of health care and the Syngenta Foundation for Sustainable Agriculture focuses on
smallholder farmers that to date had to rely solely on their own means. These
foundations are professionally organised, have several employees and, while they
operate independently of the parent company’s core business, nonetheless mutually
benefit from synergies.
Foundations that were established with the personal assets of company owners or
private persons (mostly “charitable foundations”): How funds are thematically
allocated varies widely according to predetermined criteria or personal commitment. The
Jacobs Foundation was established with the coffee producer’s private assets and
promotes various projects in the field of education that focus on children and youth,
domestically and abroad (see also profile).
Private initiatives often have a narrow focus, such as the support of institutions for
children in a particular region (e.g., Bleu Ciel, Arcanum Stiftung) that are regularly
financed with donations.
10
Usthi provides a portrait of a foundation established by a committed individual.
Usthi Foundation – dedicated philanthropy with a personal touch in India
Usthi Foundation is a private foundation established in 1976 by Swissair pilot Kurt Bürki with
headquarters in Rapperswil-Jona. The foundation supports projects in the fields of education,
health and integration, with a focus on children, youth and women in India and Nepal. The
foundation places particular emphasis on the sustainability of its interventions in social, economic
and environmental terms. Investment in small enterprises (Social Business Ventures) supports
the medium-term financial independence of local partners, which in turn enables the longer-term
economic sustainability of projects. As a private sector actor, Usthi not only supports specific
thematic areas but also contributes directly to private sector development.
Activities: Usthi currently supports 16 projects in the two countries. The goal is to support these
projects financially until they can run independently. Some projects are already nearly
independent, such as the health network in Somagiri, while others will be supported over the long
term. The Tribal Health Centre (“jungle hospital”), for example, which treats patients from 133
villages, has been financially supported by the Foundation for 26 years. The foundation has made
available an annual budget of approximately one million Swiss francs. The funds come from
various sources, with about 40% from donor foundations, 40% from private donations and 20%
from public sector donors such as communes, cantons and parishes. An important approach of
the foundation is to increasingly support projects that are based on new financing models and
have a business orientation.
Employees: 3 persons (equivalent to 220 percent full-time posts) currently work at the Usthi
Foundation in Switzerland. A Swiss intern is in Orissa, India for 18 months to support the
implementation of a new health and education project. The two senior employees in Switzerland
have degrees in international relations, general management and geography. All employees have
international cooperation experience. The projects financed by Usthi and its partners support a
total of 350 employees in the project countries. The local employees have diverse qualifications nursing staff and managers in the “jungle hospital” or teachers in the schools.
Case study: The Asha Jyothi vocational training centre is an integrated education and support
project for children, youth and single mothers in Hyderabad. The centre offers specific training
models in various professions to youth who have not completed high school. The goal is to
establish an education centre that is economically independent, thereby ensuring its sustainability
in the medium- and long-term. This is done through the following four pillars:
1) production centre, 2) service centre, 3) fees paid by trainees and 4) microcredit as initial aid for
graduates. A net profit increase of 30% is expected in 2013 - and the full economic independence
of the vocational training centre in 2014.
Opportunities: The trend at Usthi - and at foundations in general - is the support of integrated
projects. These are projects that are implemented with local or international partners as part of a
network. These projects provide the foundations new financing models that are focused on
sustainability and have a business orientation.
11
3.1.3 Networks
Various Switzerland- and Europe-wide networks and organisations offer support and
advice to the foundations in Switzerland that are internationally active.
SwissFoundations is an association established in 2001, in which membership is
exclusive to regionally and internationally active grant-making foundations. It represents
foundations from all three parts of the country and over 20% of the total estimated
amount distributed by all non-profit foundations. The names of members are publicly
available. The association’s broad-based activities and an administrative office are
financed through membership dues. 5
SwissFoundations notes that, despite the sustained growth and increasing importance of
Switzerland’s foundation sector, to date no professional association has been formed to
act socially and politically as an independent force. The foundation sector is, in fact,
highly under-organised.
From SwissFoundations’ point of view, three main reasons are responsible for this:
(1) the wide variety of types of foundations, (2) the preponderance of small and micro
foundations, and (3) the close ties many foundations have to law firms and banks.
In addition to Swiss Foundations, proFonds also offers membership to all types of nonprofit organisations (associations, fund-seeking foundations, unions, and traditional
foundations) and interested private persons. Information regarding the number and
identity of the members is not published. The management is based in a Basel law firm.
According to its own reports, this umbrella organisation engages in political lobbying in
the legislature and other authorities for framework conditions and regulations that make
it possible for non-profit foundations and associations to carry out their tasks effectively.
ProFonds also promotes the exchange of knowledge and experience among non-profit
organisations and with the public by organising the annual "Swiss Foundations Day",
authoring publications as well as offering consultancy services. 6
Of importance in this regard is the Centre for Philanthropy Studies (CEPS), which is
affiliated with the University of Basel. In conjunction with the University of Zurich, the
Foundations Report is published annually. The CEPS is an interdisciplinary research and
training centre for the Swiss foundation sector and is regarded as a think-tank for the
multifaceted field of philanthropy. The CEPS also wants to improve the scientific basis
for philanthropy through its activities and offers foundations direct benefits with training
and consulting offers.
FSG Foundation Strategy Group: The non-profit consulting firm for foundations,
companies and NGOs, with a branch office in Geneva, works with the Creating Shared
Value principle and leads the Shared Value Initiative. It developed the value chain for the
Optimus Foundation, which formed the basis for the foundation’s strategic grantmaking.
Consulting, research, partnerships, events and publications are all within FSG’s area of
responsibility.
Donors and Foundations Network Europe DAFNE acts Europe-wide and brings
together 24 donor networks, including SwissFoundations. 7
5
6
7
www.swissfoundations.ch
www.profonds.org
www.dafne-online.eu
12
The European Foundation Centre in Brussels is the umbrella organisation of major
European foundations. Ten foundations registered in Switzerland are members,
including the Jacobs Foundation. 8
3.1.4 Trends and challenges
The Swiss foundation sector has experienced uninterrupted growth. The financial crisis,
however, has clearly demonstrated how much the latitude of foundations is dependent
on developments in financial and capital markets. Many foundations have drawn lessons
from the lean last few years: On the one hand, they pay more attention to their
investments and on the other they consider new methods like mission investing. Mission
(related) investing means the implementation of an investment strategy, i.e., investing
the endowment (or part of it) in accordance with the foundation’s purpose or at least not
contrary to the foundation’s purpose. 9
A trend of many foundations that are active in developing countries is so-called catalytic
philanthropy – do more than give 10. What drives this new approach is the experience
that financial support alone is not sustainable and the donor plays a pro-active role. The
question of how a foundation can generate the best and most sustainable impact is
central to this approach. Close cooperation with all stakeholders, involving local partners
and the promotion of innovations that tackle social or environmental problems are key
strategies of foundations that are not themselves primary donors, but instead act as
active partners. The sustainability of projects after the foundation’s financing ends often
represents a challenge, especially in developing countries. Even though most
foundations work with local partners, it is often difficult to generate local resources,
expertise and local leadership for projects. Implementation of the foundation’s catalytic
role implies that new and innovative projects must be integrated with existing systems in
developing countries. Finally, these are the same challenges that development
organisations face.
The Optimus Foundation promotes the catalytic philanthropy approach. The following
profile provides some insight.
Optimus Foundation - catalytic philanthropy to improve children’s opportunities
UBS Optimus Foundation was founded 14 years ago with the goal of improving the lives of poor
children in developing countries. In 2007/08, with help from the Foundation Strategy Group
(FSG), a new programme strategy was developed which focused on education for children, global
health and protection of children. A new Landscape Analysis from 2012/2013 confirms that there
is still a strong need for educational opportunities for children in developing countries and that the
foundation’s approach should take a multidimensional perspective of poverty in these countries.
Local partnerships and networks are becoming increasingly important to successful support and
long-term implementation of projects. Analysis results also show that a limited country focus (1520 countries) is more effective and can show a greater long-term impact than a wider focus of
over 50 countries.
The funds for the foundation come from UBS bank customers. Optimus has its main office in
8
9
www.efc.be
2013 Swiss Foundation Report, p. 31
10
Crutchfield/Kania/Kramer, Mark R. (2011): Do more than give. The 6 Practices of Donors Who Change the World.
13
Zurich, and in addition opened a new Asia office in May 2013 in Hong Kong. The Hong Kong
office’s main task is to fulfil the philanthropic requirements of the bank’s Asian customers.
Activities: The foundation has a rigorous grantmaking approach and supports approximately 100
projects per year with its Optimus-specific “value chain” procedures. Three phases of a “value
chain” run throughout a successful project: 1) innovation phase, 2) project phase and 3)
programme phase. Projects are supported for up to 10 years, depending on the results of
implementation. The more successful the projects, the longer they are supported financially with
annual contributions of between 100,000 and 2,000,000 Swiss francs. In general, especially in
the area of global health, those projects are promoted that strengthen health care, improve
access to health care or include innovations to combat health problems. The foundation’s main
goal is to identify projects that are self-supporting after a certain period of time. Collaboration with
local partners from various sectors is essential to anchor the projects in the field. The local
partners should also assume important leadership roles - a central strategy to strengthening the
ownership of projects.
Employees: 12 employees currently work at Optimus in Zurich and two in the new office in Hong
Kong. Half of the employees have an area-specific background, while the other employees are
responsible for fundraising. The “grant makers” bring an average of 20 years’ experience in the
health or education sectors and work with donors. Some also have sound field experience, which
is important for implementing the projects and evaluating their feasibility.
Case study “Access to quality education in India and Ghana”: The project supports local
private schools in Ghana and India, so that these children from poor backgrounds receive high
quality education. The project concept is based on research results that indicate that poor families
in the affected countries are increasingly sending their children to private schools. This was only
made possible by the fact that new private schools with affordable school fees have sprung up,
some in places that previously lacked even public schools. The project partner’s vision is to build
a global chain of affordable private schools. In total there already are 34 schools with 18,000
students in Ghana and 20 schools with 8,000 students in India. Even though the quality of
education in these schools is often better than in public institutions, the difference in quality
between the schools nonetheless represents a challenge. To compensate for these differences
and ensure the quality of education in private schools in the future, the schools need to be
supported for a longer time period.
Opportunities: The trend at Optimus and other foundations shows that they increasingly see
themselves in a catalytic role as donors who promote and support innovative projects and
approaches in the fields of education and health in developing countries. Optimus Foundation
works only with local partners to strengthen the community’s acceptance. New projects should be
integrated with existing structures so that they are strengthened and expanded, thereby ensuring
the sustainability of projects.
14
3.2
Corporate Social Responsibility
Increasing globalisation, in particular the outsourcing of production to developing
countries, has led Swiss companies to shift their social engagement to the poor in the
vicinity of their operational sites around the world. Approximately three quarters of all
Swiss companies are committed to social issues, although how they perceive their social
responsibility varies. 11 This chapter describes how Swiss companies engage themselves
in social issues.
3.2.1 Definition
Sustainability, corporate citizenship, creating shared value, social commitment and triple
bottom line: the terminology of Corporate Social Responsibility (CSR) varies, with even
greater differences in the interpretation of this responsibility. The European Commission
defines CSR as a "concept that provides a basis for companies to voluntarily integrate
social and environmental concerns into their activities and in their interaction with their
stakeholders.” 12
The concept of CSR began in the USA in the 1950s. The demand for sustainable
business practices increased in the 1970s and in the 1980s, environmental protection
became an issue, although the topic was taken up in Europe much later (from 2000
onwards). Economic, environmental and social sustainability can defined as the
cornerstones of CSR. According to some, these three factors can also be extended to
include philanthropic responsibility. 13
Consumers increasingly expect larger firms to address social and environmental
problems through CSR activities and to produce results. 14 It is common for larger
companies to report on CSR according to certain criteria including energy consumption,
women’s empowerment and measures for workplace safety. Members of the UN Global
Social Compact voluntarily comply with its reporting mechanisms (see also chapter
1.1.4). Many large firms provide information about CSR in English on their websites, an
indication of the strong American influence on CSR. While CSR efforts focus on
increased transparency and fairer production conditions, it can also constitute a
competitive edge.
Understanding CSR as necessary for a company’s survival is particularly evident in the
writings of C.K. Prahaldad, an Indian-American economist who developed the “bottom of
the pyramid” concept. He wrote: "We have come to a point now where the agenda of
sustainability and corporate responsibility is not only central to business strategy but has
become a critical driver of business growth.” 15
11
12
13
14
15
Schweizer Arbeitgeber (2009): Unternehmen in der Schweiz uebernehmen gesellchaftliche Verantwortung
http://de.wikipedia.org/wiki/Corporate_Social_Responsibility
http://de.wikipedia.org/wiki/Corporate_Social_Responsibility
C.K. Prahalad (2010) “The Fortune at the Bottom of the Pyramid. Eradicating Poverty Through Profits”, S.19
C.K. Prahalad (2010) “The Fortune at the Bottom of the Pyramid. Eradicating Poverty Through Profits”, S.19
15
Three levels can be identified at which companies engage in CSR activities abroad.
16
Diagram 3. Levels of corporate responsibility.
General market conditions
mitgestalten
Responsibility for the social
environment (corporate citizens)
Training
Culture
Social
Community
Responsibility for the
sustainable shaping of core
business
Employees
Customers
Suppliers
Environment
Source: Anna Peters, Endeva
In the innermost circle, the company assumes responsibility towards its stakeholders in
those areas with the biggest potential for influence. These include, in particular, fair
working conditions in their supply chain or CO2 emissions from production. It is after all
at this level that negative consequences often appear, for example as a result of the
production process. In the middle circle, the company is engaged outside of its core
business. This involves more of a philanthropic engagement, with the aim of anchoring
the company in a community and fostering a good image. Addressing improved market
conditions at a macro level allows interested companies to exercise creative influence.
Examples of this level of engagement include the development of standards and labels
for a particular country or sector.
This study focuses on the second circle, the level of the society. The oft-stated
motivation of a company at this level is to give something back to society from the
increased wealth, of which there is a tradition in Switzerland.
It is worth highlighting at this point that projects that focus on sponsoring and donations
have little to do with the concept of sustainable CSR. Furthermore, these commitments
are the first to be dropped or reduced in times of crisis because their benefit to the
company is not measureable. Their added social value is also often minimal because
16
Compare model from Anna Peters, Endeva. Z.B. In: CSR Worldwide (2012) or Pathways out of the Crisis – CSR as a
Strategic Tool for the Future.
16
comprehensive solutions to social problems cannot be achieved within limited donation
budgets. 17
3.2.2 An overview of companies with international CSR activities
To provide an overview of CSR activities of Swiss companies in international
cooperation, the thirty biggest companies, as measured by their turnover according to
Handlungszeitung, were chosen. 18 Because this list included no financial service
providers or insurance companies, the four biggest Swiss banks and two biggest
insurance companies were added to reflect these sectors. An additional five Swiss
companies were included, all of which undertake CSR activities in international
cooperation and are members of the UN Global Compact but are not amongst the thirtysix biggest Swiss companies.
Of the 41 Swiss companies surveyed, all but one have a CSR charter, undertake CSR
reporting or refer to a commitment to sustainability on their website. This commitment
often revolves around the well-being of their employees (safety, women’s
empowerment), environmental protection, energy consumption in the production process
or Swiss interests in sponsoring cultural or sporting events, etc.
Nearly half (49%) of the Swiss companies also have an international focus to their
activities that goes beyond the company’s direct stakeholders (see Diagram 3). The
selection includes both traditional Swiss firms like Nestlé, Coop or Swisscom, as well as
raw commodity and international trade companies that are headquartered in Switzerland
due to its attractive tax conditions.
Figure 5 presents the thematic focus of the 20 Swiss companies with CSR activities (see
also Appendix 5, International Cooperation Activities in CSR of Swiss companies).
17
18
Peters (2009): Pathways out of the Crisis, S.8
http://www.segmentas.ch/top500
17
Figure 5. Thematic focus of CSR (n=20)
Figure 5: Thematic focus of CSR (n=20)
Gesundheit
Health
3% 2%
Wasserand
& Hygiene
Water
sanitation
5%
21%
7%
Bildung
Education
Ländl.development,
Entwicklung,
Rural
Infrastruktur &and
Wohnen
infrastructure
housing
10%
Soziales
Social
issues
19%
Umwelt
Environment
Humanitäre Hilfe
Humanitarian
aid
16%
Förderung
Kleinunternehmen
Support
to small
businesses
17%
Mikrokredite and
& insurances
Microcredits
Versicherungen
Note for figure 5: n = 20 companies with international CSR, total 58 thematic responses
The most popular issue is health (21%), followed closely by water (19 %). These two
related topics cover 40 % of the thematic areas. Pharmaceutical companies (an obvious
choice) are not alone in committing to health issues: many others (in total twelve firms)
also address it, for example by supporting an NGO with health programs, such as the
Swiss Red Cross. Eleven companies support water projects, including firms such as
Geberit and Nestlé who have an obvious link to the issue. Of interest is the support given
by three companies to encourage small business (Holcim, Glencore) or micro-credit and
insurance (Syngenta). This crosses over into private sector development, which is
explored further in this study.
Development cooperation activities are not always clearly reported in a company’s
portfolio, but most list at least one organisation whose projects they support on a regular
basis (such as SRK, Friends of Humanity). Less often, firms undertake activities
themselves or pick and choose projects from different NGOs. Sponsorship, donations
and fundraising activities are to some extent complementary, for example, in response to
natural disasters.
18
Figure 6 provides an overview of the geographic focus of activities.
Figure 6: Geographic focus of CSR projects (n=20)
weltweit
World-wide
7%
Africa
Afrika
7%
14%
45%
Lateinamerika
Latin
America
Asien
Asia
10%
17%
Nordamerika
North
America
Europa
Europe
Note to Figure 6: n=20 Companies with international CSR, total 29 geograph. locations indicated
The geographic focus is as wide as the thematic focus. Multinational companies often
support countries in which they do business. When a company chooses not to
implement or select projects itself, it supports international NGOs to run projects
worldwide. Projects in Africa are most commonly considered, followed by Asia and Latin
America. Two companies are active in Eastern Europe or in North America, focusing on
specific disadvantaged groups.
Half (50 %) of the 20 companies have a general, global focus, four (20%) companies are
essentially globally but with a specific commitment to a continent, three (15%)
companies are active mainly in two regions and three (15%) companies have a clear
geographical focus on a country or a continent.
Swiss companies spend a substantial sum each year on international CSR activities.
Figure 7 presents the disbursements of 10 Swiss companies. There is no information on
the other half (10).
19
Figure 7: Disbursements for CSR projects in international
cooperation in CHF/year (n=10)
30%
40%
kleiner
als22mio.
Mio.
less than
22–18
- 18 mio.
Mio.
grösser
als18.
18 mio.
Mio.
more than
30%
The amounts vary considerably. The four biggest companies (Glencore, Novartis,
Holcim, Syngenta) each spend more than CHF 18 million / year for development
cooperation activities within CSR. The amounts of the five smaller companies (Global
Compact members) are not known, but are certainly not of the same magnitude. Some
companies, such as Glencore or Holcim, link their CSR disbursements to annual profits.
With over 2 billion USD, Novartis spent by far the largest amount on total CSR activities
in 2012. Glencore intends to devote at least 1% of its annual profit on Community
Investments in 2013, which received $140 million in 2011. As mentioned, in many cases
it is not possible to determine disbursements on CSR from published figure. Nestlé
distributes these disbursements across individual country budgets; Roche and Clariant
provide indicators but no actual budget figures. Others do not, or cannot, monetise their
CSR commitments, such as Swiss Post’s support of know-how and material to postal
organisations in developing countries.
Despite incomplete data, the magnitude of the largest Swiss companies’ engagement in
development cooperation activities is clear: 2,271 billion USD was spent on international
CSR projects during the past financial year (2011 or 2012) by the 10 companies that
quantified their commitment. Novartis’ contribution stands far above the others: the other
nine companies spent a total of 220 million USD. Contributions to their own corporate
foundations are, as a rule, not factored into these figures.
3.2.3 Actors and approaches
While the CSR policies of almost all of the 41 companies in the study express
commitment to their employees and the environment in their operational areas, the
extent of concern beyond the immediate environment varies considerably. In general,
but not always, there is a thematic relevance to the company. So, for example, the
building materials company Holcim supports affordable housing and microcredit for the
20
poor, amongst other things. In contrast, the global transport company Panalpina
provides general support to a campaign of the Swiss Red Cross against blindness.
SECO: SECO interprets CSR today as being more than a process of supporting a few
charitable projects: it is about sustainable production, an efficient business strategy and,
not least, a risk mitigation strategy. SECO supports companies in developing countries in
the export of know-how, environmentally friendly production methods, labour standards,
etc. Companies are supported to produce according to the demands of Western
consumers and SECO mediates between producers in developing countries and buyers
in Switzerland. Particularly in demand at present are the certification processes,
supervised by SECO, in which technical, quality, environmental or social standards are
developed.
The Department of Trade Promotion is overwhelmed by requests from Swiss companies
seeking advice or wanting to participate in one of SECO’s programs. These companies
recognise that biodiversity, work safety, environmentally friendly methods of production
and the sustainable use of resources are an increasingly important selling point for
consumers. But they also recognise that their survival depends on the continued
existence of natural resources. For example, Givaudan, the Swiss global leader for
fragrances and flavours, promotes biodiversity and the sustainable production of plantbased raw materials in the preparation of natural essences in 50 countries.
A re-evaluation is also taking place in the gold and jewellery industry, an example being
the recent collaboration between SECO and Cartier. Concerned about its reputation, the
jewellery brand has reacted to pressure from civil society, amongst others (e.g., with the
"No Dirty Gold" campaign of the Society for Threatened People - GfBv 19).
Another model for CSR engagement is a partnership with a (Swiss) relief organisation,
as described in the profile of Geberit.
Geberit – CSR addresses water
The Geberit Group is the leading company in the European market for sanitary technology, with
headquarters in Rapperswil-Jona (SG) and production capacity in seven countries. Since its
founding in 1874, the company ranks among the pioneers in the industry and has received
numerous awards for efforts in the area of sustainability. Products with improved environmental
performance and which minimise water consumption are vital to this traditional company: as they
say in the company “they are in the genes of Geberit”.
Activities: The Environment and Sustainability Department is responsible for CSR and the
company’s social commitment, including issues such as sustainable and water-efficient
construction. Social projects are defined within a strategy and should be closely aligned to
Geberit’s core business of water. Since its products are not designed for the "bottom of the
pyramid", Geberit does not have direct access to people in developing countries. Nonetheless,
the company believes it has a responsibility to work for improved access to water by the less
privileged.
Employees: Geberit has more than 6,000 employees worldwide, mainly in production and
development. The CSR department consists of two managers with a background in
environmental sciences. The social projects are also partly supported by the Communications
Department.
19
http://www.gfbv.ch/de/kampagnen___projekte/no_dirty_gold_.cfm
21
Case study: Geberit strives to contribute to improved water supply and to reach people not
generally in contact with their products through two initiatives. Since 2008, eight students from
Switzerland, Germany and Austria travel each year for two to three weeks to conduct voluntary
work in a country with Geberit representation. They replace old, defective plumbing systems in
public institutions such as schools, homes or hospitals and organise local community education
activities on water and sanitation. Examples of this contribution include a school building in a
township in South Africa, a hospice for cancer patients in Romania and a school of the Swiss
Foundation Usthi in India.
Geberit Switzerland has also supported Helvetas for the last three years in its water campaign.
New Geberit customers who recommend a particular toilet model to others are rewarded with a
commission either paid directly in cash or doubled by Geberit and donated to Helvetas. Geberit
selected Helvetas for the partnership because of their common dedication to the issues of water
and sanitation.
Opportunities: Water, the lack thereof, and the need to conserve this precious resource will
continue to preoccupy Geberit. On the one hand, it is caught between demands for ever-cheaper
products and on the other, expectations on firms for sustainable production. Geberit sees a future
role for the private sector in shaping framework conditions and in contributing to initiatives such
as the Millennium Development Goals or to networks such as the Global Compact or specific
water networks.
Holcim has also successfully formed a partnership in the non-profit sector. It has a longestablished strategic partnership with the Swiss Red Cross to ensure access to water
and shelter for people in conflict-affected areas. Through this partnership, Holcim is
actively engaged in humanitarian aid and has recently received the Humagora Award for
its commitment. This annual award honours the most successful partnership between a
company and a non-profit organisation. However, as shown in the profile below, Holcim’s
CSR policy goes much further.
Holcim - CSR as a social investment for a sustainable business strategy
Holcim was founded in 1912 and is a leading cement and concrete company with 50 subsidiaries
on all continents. The CSR programme has been a part of the company’s sustainable
development business strategy for the last ten years. This strategy focuses on renewable energy,
the environment, climate, water, biodiversity, social responsibility and stakeholder engagement.
Activities: CSR activities emphasise infrastructure (e.g., support for the construction of individual
housing), education (e.g., vocational training for masons) and community development (e.g.,
community projects to promote human rights). In addition, microcredits are given to small
businesses to strengthen their long-term outlook. Another key CSR activity is in the area of
stakeholder engagement. Cooperation with local stakeholders establishes a direct relationship
with the company, ensures regular dialogue, and promotes local ownership. These in turn
strengthen project sustainability. Central to CSR activities is Holcim’s philosophy of social
investment that states that CSR is not philanthropic but strategic and is therefore a core part of
Holcim’s business. The separate Holcim Foundation, "Foundation for Sustainable Construction"
focuses exclusively on the field of sustainable construction.
Employees: The global CSR department (based in Switzerland) currently has 3 employees. An
estimated 200 local employees are engaged in the field of social sustainability in the various
22
subsidiaries worldwide. While the profiles of the on-site employees vary considerably, a majority
have a technical educational background or training in the social sector. CSR employees are
generally experts with specific, thematic knowledge in a defined area. More generally, it is very
important for CSR employees to show initiative, be engaged and motivated, and have strong
communication skills because CSR is caught in the tension between the company’s interests and
those of local stakeholders.
Case study: Holcim Apasco's "Mi Casa" programme in Mexico supports poor people to construct
their own homes and gives them access to affordable building materials. Since 1996, Holcim
Apasco brings together the experts necessary to develop integrated housing solutions. Within 8
years (2000-2008) "Mi Casa" supported the construction and renovation of approximately
250,000 homes across the country. This programme is based on the findings of a previous
Holcim survey that indicated that, when building their own homes, people require particular
support in safety and legal advice as well as financial assistance.
Opportunities: The challenge of the social investments concept is in selecting the "right" projects
in which to invest. Compliance with international standards is also important and needs to be
monitored regularly. In addition, Holcim believes that its inclusive business model provides
opportunities to support the spread of sustainable development while opening up new markets in
certain areas.
Companies expend large amounts of money annually for natural disasters and other
issues. The Centre for Philanthropy Studies estimates the amount of donations from
companies in 2009 at CHF 1 billion. 20
It is noteworthy that many international companies (Kuoni, Swatch Group) devote their
CSR activities on their employees, value chains, policies (labour rights, child protection,
etc.), without expanding to target groups abroad. A further tendency is that the smaller
and more "Swiss" the company, the more the philanthropic commitment through CSR is
related directly to production or employees, or on funding institutions in Switzerland,
often in the context of sponsorship of sporting or cultural events.
The situation in Germany also shows that companies are increasingly engaging
themselves in the most pressing social challenges. A 2012 study by the Bertelsmann
Foundation compared industries and examined the social responsibility of 51 German
companies abroad. 21 Four overarching CSR issues were identified across different
industries: environmental protection, responsible management of the value chain,
support for local community development and staff recruitment and promotion. 22
3.2.4 Networks
Numerous networks and consulting firms have been established at the interface
between the private sector and development cooperation. While most operate
internationally, some, such as Philias, focus primarily on the Swiss market.
The United Nations Global Compact is the most important international network,
founded in 2000, and sees itself as "a strategic policy initiative for businesses that are
committed to aligning their operations and strategies with ten universally accepted
20
21
22
http://ceps.unibas.ch/service/philanthropie-in-zahlen/
http://www.endeva.org/fileadmin/user_upload/publications/CSR_Weltweit_final_handout.pdf.pdf
Bertelsmann Stiftung (2012), S.10
23
principles in the areas of human rights, labour, environmental protection and anticorruption.” The organisation is a novelty, in that a major political institution requests the
private sector to conduct business ethically, albeit without sanctions. Since its inception,
more than 10,000 companies and NGOs have become members. 105 members are
from Switzerland, of which 62 are private companies. The network is organised
regionally and has a seat in Switzerland that organises members’ events. 23
Industry initiatives exist in different sectors to which firms can independently make
voluntary commitments. 24 The Business Social Compliance Initiative (BSCI), an
initiative of the Foreign Trade Association (FTA) 25, is an example, which provides a code
of conduct for commercial enterprises and controls for labour law violations in production
facilities in at-risk countries.
The Philias Foundation sees its task as "promoting and implementing the social
responsibility of a company – in other words, corporate social responsibility." 26 Philias
manages a network through consulting and training services, and organises, for
example, the Humagora Award for "effective, innovative projects in the field of corporate
social responsibility ". 27
CSR Europe is the largest European network with 70 multinational members. Its
purpose is to develop the credibility, capacity building, promotion and implementation of
CSR practices. A network of partner organisations supports CSR Europe to promote
corporate social responsibility at the national level. Philias represents the CSR Europe
Network in Switzerland. To date, only two Swiss companies are members, Axa Winterthur Insurance and Novartis.
BSD Consulting: The Zurich consulting firm now has offices on four continents and
supports companies like Migros and Nestlé to build sustainable supply chains. It also
provides support for and training in sustainability reporting, such as a course on the UN
Global Compact principles and the required progress reporting.
The CSR trend in companies is growing in Switzerland and worldwide. The term
"corporate citizen" requires companies to become institutional citizens of society and
thus take their responsibility for the society in which they live and operate seriously. CSR
activities in developing countries focus on social, environmental and economic
sustainability in the value chain. Companies are also increasingly under pressure to
document and communicate their sustainability through sustainability reports - "Do good
and talk about it". 28
Companies today are confronted with varied expectations from their stakeholders.
Transparency in the content and manufacturing of products is demanded. Employees
insist on fair working conditions, while residents local to a production site expect a
company to act as a "good citizen" in terms of the environment, education or health. 29
23
24
25
26
27
28
29
http://www.unglobalcompact.org/NetworksAroundTheWorld/local_network_sheet/CH.html
Bertelsmann Stiftung (2012): CSR WeltWeit – Ein Branchenvergleich, S.7
http://www.bsci-intl.org/about-bsci
http://www.philias.org/de/pages/qui-sommes-nous/mission.html
http://www.philias.org/de/categories/news/articles/humagora-awards-2013-die-gewinner.html
Öbu (2007): Werte schaffen mit Nachhaltigkeitsreporting: Best Practices in der Schweiz.
Bertelsmann Stiftung (2012), S.11
24
But companies can also strengthen their image by presenting sustainable production
methods as an opportunity for the economies of developing countries. High public debt
has heavily eroded the administration and state-owned enterprises in many countries
(e.g., Egypt), strengthening calls for the establishment of large corporations to urgently
create new jobs.
Companies perceive their global responsibility to their core business as more important
than purely social engagement that supplements their primary activities. Companies see
themselves as contributing to progress in developing countries by paying taxes, being an
employer and helping to improve economic conditions. Nevertheless, the philanthropic
engagement of Swiss companies through CSR or donations to their foundations is not
insignificant, in particular the impact that individual multinationals make through their
disbursements.
3.3
Inclusive Business
3.3.1 Definition
The world is experiencing a comprehensive shift in economic and political power from
traditional industrialised countries to so-called developing countries, home to 80% of the
world’s population lives and estimated to grow by another 3 billion by 2050. The GDP of
these people is greater than that of the inhabitants of richer countries. If development
continues on its current course, the demand from the growing and increasingly
urbanised population for energy and natural resources will further exacerbate pressure
on the environment. It is obvious that “business as usual is not an option”. 30
Inclusive business models step in at this point. On the one hand, they offer innovative
solutions to generate affordable products and services that meet the needs of the poor
and thereby open up new markets. On the other hand, they are concerned with income
generation and local jobs - either directly or through the value chain as suppliers,
distributors, retailers or service providers. 31
An inclusive business model is supported by the development of sustainable business
models, which are part of the mass production model within a firm, but target a different
consumer group. Enacting the philosophy of "do well by doing good" makes it possible to
operate a business that has a positive effect on the development of poor communities. 32
The understanding of the term is not always clear, with some companies referring to
such business models as Shared Value (for example, Nestlé). Implicit is the philosophy
that the poor are involved at various levels in the production and distribution and as
clients and customers.
One of the best-known advocates of this business model is Professor K.A. Prahalad,
already introduced in chapter 1.2.1. He saw enormous consumer potential in the “people
at the bottom of the pyramid”. He called these ideas „creative capitalism“ and defined the
challenge as achieving a system in which market incentives, inclusive profit and
appreciation lead to more being done for the poor. The poor therefore become, as
30
31
32
Marcel Engel on Guardian Sustainable Business Blog, 18-07-2011
Engel (2011)
Def. Wikipedia
25
mentioned previously, a “latent market” for goods and services. 33 While the margins
may be small, significant profits can be achieved through sheer quantity.
Various industries work in this market. It is no longer dominated by multinationals; actors
are now often regional firms familiar with markets and customers in developing
countries. However, an increasing number of multinationals develop specific products in
consultation with the public that both meet the needs of and are affordable for the poor,
for example by offering small packaging or products that contain additional benefits,
such as food products enriched with certain vitamins that the poor often lack.
Target groups of inclusive business models are not primarily the poorest populations but
people with a daily income of between 2 and 4 USD. Different industries use different
approaches to access these markets.
Foodstuff: Nestlé, together the Foundation Strategy Group (FSG), developed the
Creating Shared Value approach, and is one of the best-known Swiss food
manufacturers to develop food products specifically for poor populations. Examples
include assisting smallholders with milk production, cacao cultivation and in the area of
water.
Pharmaceutical: Novartis implements an inclusive business model that focuses on
access to drugs by the poor (easy storage and use, comprehensible package insert,
small portions, etc.) and innovative distribution structures in rural areas. The study
"Bringing Medicine to Low Income Markets" 34 shows how various pharmaceutical
companies use innovative approaches to develop and distribute products for the
poorest. The inclusive business model has evolved to such an extent within Novartis that
the company sees itself as part of the solution to many global health problems in
developing countries. More than five billion people in developing countries currently have
no access to medicines. They represent the target group for Novartis’ inclusive business
model.
Agricultural products: Syngenta today generates nearly half of its sales in developing
and emerging countries and develops seeds and herbicides for small farmers in the
South. Again, the company focuses on innovative distribution networks, providing advice
and adapting to affordable, small packaging.
Services: (Insurance, microcredit and mobile services) Swiss Re is a leading player in
the micro-insurance market, e.g., for harvesting and building insurance. These products
are mostly developed in a PPP, often in cooperation with other (Swiss) firms.
Networks
Various global institutions offer support to develop business models and facilitate
networking amongst specialists. Until now there are almost no national networks or
associations in Switzerland. The reason for this may lie in the fact that inclusive business
is used primarily as a model for large global companies, and holds less significance for
national issues or exchange platforms.
SECO plays an important role at the state level as intermediary between producers in
the South and western companies. SECO’s Section for Economic Cooperation and
33
34
Prahalad (2010), S. 19 u. 29.
BMZ (2012): Bringing Medicines to low-Income Markets
26
Development supports social, environmentally friendly, inclusive and sustainable trade.
Above all, it supports the export performance and competitiveness of companies in
partner countries. The instrument "Swiss Import Promotion Programme SIPPO" supports
local businesses to tap into new sales channels in Europe, thereby improving their local
economy. It also advises and mentors Swiss companies, such as Syngenta’s telephone
application for smallholder farmers (through the Foundation) or suppliers of cosmetic
ingredients to Givauden. In addition, SECO supports developing and transition countries
in the elaboration of social and environmental standards.
Following is an introduction to the most important global networks and consultancies of
relevance to Swiss companies.
WBCSD (World Business Council for Sustainable Development) 35: The organisation is
supported by CEOs of companies such as Toshiba, Unilever and Bank of America. The
honorary chairman is the Swiss, Stephan Schmidheiny (founder of the Avina
Foundation). WBSCD’s core policy is "Business solutions for a sustainable world" and
within this it offers networks, blogs and publications. In addition, various tools, methods
and principles have been developed to support members on their path to increased
sustainability. The annual WBCSD Liaison Delegate Meeting takes place in Montreux.
The organisation acts in accordance with the credo that the leaders of tomorrow will be
those who can foresee trends in developing countries and can align profitable business
models with the needs of society.
IFC International Finance Corporation (World Bank Group): 36 The Inclusive Business
Models Group at IFC is at the forefront of identifying inclusive business successes,
analysing models, and providing a platform for private sector actors around the world to
collaborate and learn from one another. It aims to redefine people “at the bottom of the
pyramid” as valuable and talented business partners and value conscious consumers.
IFC invests not only in firms that hold a competitive advantage, but also development
agencies that see inclusive business as an important approach to address their
concerns for sustainable growth and development. Since 2005, IFC has invested in
inclusive businesses for customers in more than 80 countries to promote business
models for the poorest.
UNDP Growing Inclusive Markets Initiative: Under the slogan “Business Works for
Development - Development Works for Business”, UNDP is also active in this area in
networks, events and publications. Its latest empirical study is the report “Realizing
Africa’s Wealth. Building Inclusive Businesses for Shared Prosperity” 37, the first UNDP
study to focus on inclusive businesses in sub-Saharan Africa.
Shared Value Initiative (SVI) 38: SVI is a new initiative, a network of firms and NGOs,
created in 2012 to implement the 2012 Clinton Global Initiative and to position itself as a
knowledge platform and learning hub for business and other stakeholders.
Endeva: Enterprise solutions for development - the German consulting firm Endeva
works as a network of experts for institutional clients such as GIZ, BMZ, the Bertelsmann
Stiftung or for companies in the field of CSR and inclusive business. In addition to
35
36
37
38
http://www.wbcsd.org/
http://www.ifc.org/wps/wcm/connect/AS_EXT_Content/What+We+Do/Inclusive+Business/
UNDP (2013): Realizing Africa’s Wealth. Building Inclusive Businesses for Shared Prosperity.
http://sharedvalue.org/
27
studies and handbooks, they offer, for example, training in the development of an
inclusive business and assist in the development of a PPP.
Syngenta believes that business models geared to smallholder farmers are no longer an
experimental field reserved only for the most innovative companies. All actors in the
agricultural sector have recognised that there are millions of potential customers in poor
societies who can buy products and services or will be able to do so in the near future.
Creating a favourable position and achieving long-term brand recognition in these
markets is therefore important.
Other experts find this differentiated view of a multinational corporation rather limited.
Endeva, for example, believes that inclusive business entails more than just doing
business with the poor. It is also about closely monitoring the negative impacts of
business. Inclusive business is not just about selling small packages of a product in poor
countries, but demands an intelligent and astute approach that takes into account the
entire value chain.
Novartis sees the inclusive business model as an economic and ideological opportunity
to take on the global health challenges in developing countries.
Novartis – medicines for the “base of the pyramid”
Novartis is a leading global provider of medical products, operating in more than 140 countries. It
developed its inclusive business model for developing countries in 2007, targeting consumers
from lower socio-economic strata who can manage to buy affordable medicines and so become
independent from aid projects.
Activities: Novartis’ corporate responsibility portfolios currently focus strongly on the
implementation of various inclusive business models. The “Novartis Foundation for Sustainable
Development” is also part of the CSR portfolio and pursues a philanthropic approach to target the
poorest populations in developing countries. Because health problems in developing countries
are complex and multilayered, they cannot be adequately addressed through a philanthropic
approach alone, but also require an inclusive business approach oriented towards the future and
sustainability. This would enable the target group to purchase their own medicines rather than
remain dependent on donors. Although there are synergies between the foundation and the
inclusive business model, the foundation is legally and operationally independent from its parent
company.
Employees: 600 people work for Novartis globally in regional inclusive business programmes.
The employees are based on-site in different project countries. In Switzerland there are three to
four employees in CSR. In addition there is a “social business group” based in Singapore and
responsible for projects in Vietnam, India and Kenya and the development of programmes in
Indonesia. Each team receives in-house training in the Entrepreneurial Leadership Programs
(ELP) to develop new inclusive business models. While employees have very different
professional backgrounds, business-like thinking and action are essential for all.
Case study: The first pilot project, “Arogya Parivar” (Healthy Family), was established in India in
2007 and now operates in ten states across India, with pilot projects set up in 2012 in Vietnam
and Kenya. “Arogya Parivar” is implemented successfully in over 30‘000 villages and aims to
meet the health needs of the poorest through commercial innovations. This “for-profit” programme
is based on four pillars: 1) health education programmes for poor people to increase their
28
understanding of the causes of disease, 2) affordable medicines available in small packs, 3)
distribution networks that ensure the availability of drugs even in the most remote areas, 4) all
aspects of the programme are adapted to local conditions.
Opportunities: Sustainability is gaining importance. Investors increasingly focus less on purely
philanthropic engagement and more on the medium- and long-term economic independence of
developing countries. Novartis’ context-specific inclusive business model seeks to achieve this
independence.
Inclusive business has become a promising business model for donor countries and, in
conjunction with public-private partnerships (PPP), heralds a new approach in
development cooperation. Donor countries can easily justify this support politically,
because everyone wins in the best case scenario: Companies from donor countries
benefit financially and improve their reputation while the poor get access to useful
products or services and the economies of developing countries receive a boost.
It is clear that this model contains risks: competition from local products, dependency,
negative environmental effects from, for example, non-recyclable packaging. Companies
risk expending significant effort into developing products that are not in demand. New
markets always present big challenges for the private sector and the situation in
developing countries is often more complex.
WBCSD has identified three essential elements for companies that want to successfully
implement inclusive business projects. (1) Focus on core competencies (2) partner with
government agencies, civil society groups and development NGOS with on-the-ground
experience (3) tap into local networks to gain knowledge of regional markets. 39
Syngenta implements these three factors in its inclusive business, as shown in the
profile.
Syngenta – not only, but also: inclusive business with smallholder farmers
The Basel agricultural technology company Syngenta was formed in the year 2000 from the
merger of the agricultural divisions of Novartis and the Swedish-British company AstraZeneca.
Approximately 90 percent of Syngenta's customers today are smallholder farmers and half of the
company’s turnover is achieved in developing countries. Syngenta develops and distributes
seeds and products for plant protection, and is active in over 90 countries.
Activities: Inclusive business is not a new field for Syngenta but its actual business model.
Commercial smallholders (smallholder farmers with access to basic agricultural production
methods and markets) are second to large agricultural companies as the most important clients
requiring products tailored to their needs. The department "Food Security Agenda" was
established four years ago to test new business models for this target group, and to scale up
Syngenta’s business units. This department is allowed more time to develop its products and
approaches than other business branches. It targets smallholder farmers, whose production
methods are traditional and, until now, less profitable.
Providing largely self-explanatory small packs, developing simple, reliable programs, such as
relevant training modules and establishing agricultural information centres can open up new
markets. Syngenta’s higher-quality products remain more expensive than, for example, products
from Asian rivals, but are nonetheless competitive.
39
http://www.wbcsd.org/newsroom/brand-window-stories/business-in-developing-countries.aspx
29
Syngenta has long standing partnerships with USAID, NGOs, academic institutions and other
local and international companies, for example in the area of microfinance and insurance, in order
to continuously increase the income of smallholders.
Although independent from the company, the Syngenta Foundation for Sustainable Agriculture
addresses similar issues, but focuses primarily on pre-commercial farmers, who require different
approaches and partners than commercial smallholders. There is a lively exchange of experience
and knowledge between the foundation and company.
Employees: Of the roughly 27,000 people who work for Syngenta globally, approximately a
quarter works in research and development, with a great number focused on the development of
products for new target groups. Local structures play a central role in the development of
innovative approaches. Syngenta’s smallholder farmer strategy, “Food Security Agenda”, is
implemented by its Basel-based team. This three-member team with economic and agricultural
backgrounds coordinates the global activities, a job requiring intercultural skills and a willingness
to travel regularly to countries where the pilot projects are run.
Case study: The pilot project "Nirmiti", in eastern India, tested new models for the distribution of
agricultural products used in rice cultivation. One young, well-connected person is selected from
each village, trained in advising local farmers and maintains close contact with the regional
Syngenta Agronomic Centre of Excellence. Microloans and insurance will soon be offered in
addition to agricultural products. The advisor receives a commission and enables Syngenta and
other companies to bring their products to remote regions and to adapt them to local needs.
Cooperating with local partners helps Syngenta to be cost-effective in bringing appropriate
assistance to farmers.
Opportunities: A more efficient agricultural sector is essential to nourish future generations.
Smallholders will be decisive in achieving global food security. Syngenta will increasingly rely on
partnerships with micro-insurance and financial companies in order to protect smallholder farmers
against the financial consequences of a bad harvest. Syngenta is convinced that smallholders
have an untapped productivity potential, making them an important target group for all agrotechnology companies.
3.4
Social Enterprises
3.4.1 Definition
The idea of social entrepreneurs emerged at the beginning of the 20th century. A
company should not only secure the livelihood of its founder, but also contribute to
solving social problems. Social challenges still persist, particularly at the global level,
with respect to climate change, health, education, poverty and youth unemployment. 40
Social entrepreneurs are often young business people who, alone or in a team, apply
commercial skills and methods to solve social problems. The goal of a social enterprise
is to maximise social impact and contribute effectively to solving a social problem.
40
http://www.uzh.ch/news/articles/2012/social-entrepreneurs--mehr-als-ein-hype.html
30
Five decisive features should be highlighted here:

A social enterprise pursues a social objective and applies an entrepreneurial
approach to tackling social challenges.

Innovative approaches or significant improvements (incremental change) of existing
services or products.

Social enterprises can be based on a non-profit or for-profit business model.

Social enterprises are often based on profit-oriented business models, their
surpluses are often invested back into the business or into the company or flow back
to investors. 41

Measurable objectives are set on financial and social (social and environmental)
levels. 42
Because social entrepreneurs are often individuals who implement projects in
developing countries with the support of networks and organisations, this part of the
study focuses on the organisational support of young companies. As a rule in this
country, prototypes are developed by innovative researchers looking for a commercial
partner for implementation. 43
Financial support for innovative business ideas comes from various sources, for example
from foundations with funds for young companies, investors or asset managers such as
ResponsAbility, for example. The LGT Venture Philanthropy Foundation of Lichtenstein
Bank supports social entrepreneurs with long-term capital and technical advice offered
through the ICats Fellowship Programme. 44 The goal is the scaling up of tested
solutions.
Ashoka: Ashoka is worldwide one of the oldest and best-networked social
entrepreneurs. Since 2009 Ashoka is also active in Switzerland and wants to serve as a
bridge-builder and link among Swiss companies, foundations, family businesses and
social entrepreneurs. To date only seven Swiss Fellows are active - worldwide there are
over 3,000 – who shape the “Everyone a changemaker” vision and were elected under a
rigorous selection process.
SEIF: The Social Entrepreneurship Initiative & Foundation describes itself as “a platform
where innovative knowledge, social resources and the entrepreneurial potential of all
social entrepreneurship actors are being brought together to achieve the highest
possible social impact”. With the annual SEIF Awards for Social Entrepreneurship,
several projects that tackle social challenges are supported with awards of CHF 10,000
each. The projects come from various areas such as, e.g., health, education,
environment, energy, IT, integration, but to date only a few of these are in developing
countries.
41
42
43
44
http://www.centreforsocialenterprise.com/what.html
Social Entrepreneurship Initiative & Foundation, SEIF, (http://seif.org/social-entrepreneurship)/
Swiss researchers are developing a toilet system for developing countries, e.g., an experienced firm is being sought for
the production and distribution of such a system in response to the Bill and Melinda Gates Foundation’s “Reinvent the
Toilet Challenge”.
www.lgtvp.com/icats
31
Schwab Foundation for Social Entrepreneurship: 45 Each year the foundation with
headquarters in Geneva selects 20 to 25 companies in the context of the “Social
Entrepreneur of the Year” competition. The goal includes a peer-to-peer exchange
among the 260 current members of the community. Opportunities for networking and
seeking financial support are also offered. The foundation itself gives no money to the
social entrepreneurs. Numerous projects relate to developing countries, and many of the
entrepreneurs have roots in these regions.
MyImpact is a leadership and career consulting firm that helps build conscious
(“meaningful”) careers for persons and organisations wanting to bring about positive
changes with their work. The Zurich organisation is based on a philosophy similar to that
of the Social Entrepreneurs and writes as a guiding principle: “There’s a field, where
conscious professionals and mindful organisations meet and real innovation happens…”.
To document the various meaningful career paths, the founders of MyImpact have
created an innovative online platform, “The Future Makers”. This platform documents
various meaningful careers with profiles, often also from social entrepreneurs who have
successfully made a worldwide impact with their projects.
Global Social Venture Competition This global network was founded by an MBA
student at the University of California, Berkeley and cooperates with universities in
Europa, Asia, Africa and Latin America. Social entrepreneurs with the best ideas receive
prizes of USD 50,000 along with coaching to support implementation of the ideas. In
2013, 650 projects from 40 countries were submitted for the competition.
HUB is a global network of over 30 “communities” or HUB premises that work on 5
continents to improve the world with innovative ideas and projects. An essential
philosophical attitude is “collaboration” – cooperation. The success of HUB projects is
not built on competition and competitiveness, but on the global cooperation of the
various social entrepreneurs in a network. The first HUB was founded in 2005 in London
and currently 30 new HUBs are being formed worldwide. The motivation, as for all social
enterprises, is not financial profits from projects, but rather the need to find long-term
solutions for social problems. The HUB as an institution promotes and supports the
social entrepreneurs with coaching, networking and the renting of flexible workspaces.
The HUB Zurich is presented here in the form of a portrait.
HUB – networked social entrepreneurs for a better world
HUB Zurich is a network and coaching organisation for social entrepreneurs that would like to
implement its ideas worldwide. HUB Zurich was founded two-and-a-half years ago and is a part of
the global HUB network, which has a total of 30 centres with over 5,000 members. HUB Zurich
offers the following services: coaching, premises, an international network and access to donors
46
and raising awareness. Through its partnership with the University of St. Gallen (HSG) , young
people have the opportunity while studying there to develop solution-oriented projects for existing
problems. HUB members are selected on the basis of three criteria: 1) personality fit, 2) project
suitability and 3) ecosystem suitability – i.e., the extent to which the project fits with the other
project ideas within HUB.
45
46
http://www.schwabfound.org
E.g., in the context of social entrepreneurship seminars, such as in the context of this MBA:
http://www.mba.unisg.ch/programmes/full-time-mba/electives-overview/entrepreneurship/impact-investing-socialentrepreneurship.php
32
Activities: As a “hub” (centre) for social entrepreneurs, HUB supports people with innovative
ideas in tackling social challenges using economic approaches and methods. Social enterprises
are companies with the goal of solving social problems with the most important aspect of this goal
being maximising its impact.
HUB offers the following activities for its members: Innovative4climate, HUB Fellowship with
WWF and Novartis or Summerpreneurship.
HUB works with investors (wealthy private persons) and financial organisations, such as
ResponsAbility, for example, to support Social Entrepreneurs’ projects financially. About 20% of
HUB projects have been implemented in developing countries and are focused on health care,
renewable energy, water, sanitation and the environment. There is a wide spectrum of social and
environmental challenges that require attempts at innovative solutions. Problems in developing
countries are increasingly also being tackled by local social entrepreneurs themselves.
Employees: 7 employees and 5 volunteers currently work at HUB Zurich. The employees have
professional experience and an academic background, such as in management or development
economics or a basis in natural sciences. HUB employees work independently and have an
entrepreneurial approach, something that is essential for HUB. Other skills are important, such as
leadership training, for example, but also quality management, including project management.
Case study: The “Summerpreneurship” programme comprises summer school and internship
and aims to bring together start-up companies with talented students for 8 to 10 weeks. In this
way students have the opportunity to learn about the approach of social entrepreneurs. At the
same time the company receives support for its plans for advancing the project. An innovative
tutorial providing background information is also offered.
Opportunities: As a relatively new organisation, HUB Zurich is still in a period of growth. The
thematic areas of the social entrepreneurs’ projects reflect current concerns and require
innovative solutions that can be implemented in a sustainable manner. These solutions can only
be implemented with partners in developing countries. On the one hand, projects should be
integrated with existing cultural and economic structures and, on the other, new structures must
also be created. HUB is not a “donor model”, i.e., it does not deliver simple products, but rather
supports the entrepreneurial and fair thinking of social entrepreneurs and its target group in
developing countries.
Ideas, innovation and social impact are the driving forces of social entrepreneurs. For
young entrepreneurs who often come from an academic background, the transition from
innovation to business strategy and project implementation is not always easy. They
move in a transition environment in which social entrepreneurs are supported by
networks and other actors. Whether with business plan development, consultations
regarding the financing of projects, or by making offices available to them, social
entrepreneurs need networks and coaches in order to transform their ideas into projects.
The concept and philosophy of social entrepreneurs is relatively new in Switzerland and
will be observed and further developed with growing interest by students at the HSG,
ETH and the University of Zurich. Especially in business studies, where entrepreneurial
thinking is required and encouraged, the application of economic methods for the
solution of social problems is a growing trend. In seminars at the Universities of Zurich
and St. Gallen, students are motivated during their studies and supported as potential
33
social entrepreneurs who pursue their own projects. Social entrepreneurs are members
of generation Y – people who demand self-determination and meaningful work 47. They
are part of the global, networked world (conceptually and virtually via social media) that
knows almost no limits. They are often passionate, cooperative and visionary in their
ideas and innovations and turn away from traditional structures.
According to a HUB Zurich co-founder, this of course implies challenges for the social
entrepreneur sector. Social entrepreneurs often work with little start-up financing and are
usually part of a loose network that cannot support all their needs. Supporting ideas in
developing countries also requires local know-how and expertise. When it comes to
technical innovation, finding qualified employees at the local level can be a challenge.
Social entrepreneurs in developing countries are also often confronted with the “donor
problem”, i.e., the target group of the innovation expects it to be provided for free. These
attitudes can influence the financing and sustainability of the projects.
4.
Private Sector Development in International Cooperation
The second part of the report, which represents the actors and approaches of those
classified as “group I”, shows that the private sector appears not only as donors or
entrepreneurs in developing countries, but also represents a target group for
development projects. It is generally recognised that the promotion of education, health,
infrastructure projects, etc. cannot lead to independent development so long as the
private sector in these countries remains unproductive.
In development cooperation, private sector development is thus still a relatively young
field, apart from projects in vocational training and agriculture, in which Switzerland has
already been active for decades, at least in some areas of private sector development
(PSD).
Because cinfo is well acquainted with two key players, SDC and SECO, the report
primarily reviews lesser-known organisations. The scope of this study does not allow for
a detailed examination of the broad topic of private sector development.
The tables (Swiss PSD actors) in Annex 6 are also an important result of the survey.
4.1
Definition
Unemployment and underemployment remain among the most serious development
problems. Only when more people have access to productive and reasonably paid
employment, and thus receive an income, can global poverty be sustainably reduced
and the Millennium Development Goals (MDGs) reached.
A stronger and more competitive private sector is an essential component of economic
growth. Normally the private sector is the driving force behind the creation of jobs and
income opportunities. It thus contributes at least partially to relieving poverty. But
47
“Es menschelt in der Arbeitswelt” (http://www.zeit.de/studium/hochschule/2013-08/generation-y-arbeitswelt)
34
realising the private sector’s potential requires stable, appropriate framework conditions,
a positive investment climate and functioning markets.
The development of the private sector comprises measures such as access to markets
and capital, improving the legal framework and business development (see also the
Figure in Chapter 4.2: Approaches). SDC and Swisscontact also assign the field of
vocational training, i.e., Vocational Educational Training VET or Vocational Skills
Development VSD to private sector development. Most of the issues covered by the
term employment and income also fall under PSD. Training in informal systems in
particular is usually strongly tied to the private sector. Moreover, well-trained and
qualified employees arguably favour the establishment of new companies and represent
a locational advantage.
Because the area is well documented elsewhere and to reduce complexity in this study,
vocational training as an element of the PSD has been omitted.
4.2
Approaches
The following diagram provides a systematic overview of the fields of intervention of
PSD. The fields of intervention are associated with 4 areas that essentially form the
basis for the functioning of the private sector. Business Development Services thus
collectively stands for know-how and technology.
The designation and mutual boundaries of the fields of intervention correspond to the
terminology commonly used in PSD. The list of the fields of intervention mentioned is not
exhaustive.
35
Diagram 4. PSD fields of intervention
Finance (access to)
Regulatory Framework
Development
of a stable
finance sector
Improvement
of business
environment
Access to
long-term
capital
Access to (micro-)
finance for small
enterpreneurs
Private Sector Development
Capacity / performance
of Business Associations
Capacity /
perfomance
of enterprises
Competitiveness
of sectors /
enterprises
Economic and
Fiscal
Policy/Reform
Improvement of
Government Services
Standards,
Intellectual
property rights
Trade
Policy/Reform
Value chains
Access to markets:
goods, services, labor
Markets for
the Poor (M4P)
Business Development Services
Markets (access to)
Fields of Intervention / Objectives of PSD
Concepts / approaches in PSD
36
4.3
Actors
This chapter will provide examples of organisations. An overview of actors in the area of
PSD (Who is who), with additional characteristics, can be found in Appendix 6 (in
German).
4.3.1 Swiss NGOs in private sector development
Private sector development has long been a low priority for NGOs in Switzerland. Not
seen as a crucial element of development, it was left to SECO. NGO donors were not
attracted to the issue: health and education could sell better than loans and training
courses for entrepreneurs. However, it is now recognised that support to local
economies in countries of the South and East helps their integration into global value
chains, which ultimately contributes to poverty reduction. Projects in the field of
microcredit or in the promotion of so-called microbusinesses have a longer tradition
amongst NGOs. However, there are few Swiss NGOs with specific expertise in PSD or
microcredit. A non-exhaustive list is given in Appendix 6. The promotion of (small)
entrepreneurs and support in the development of value chains are certainly important
issues for traditional relief organisations like Helvetas Intercooperation and HEKS, but
are not part of their core business. These NGOs were therefore not considered in this
study.
The NGOs presented here are very heterogeneous. There are few similarities between
the Khan Agency for Microfinance, a huge organisation particularly active in Muslim
countries, and the small NGO, 1to4, from western Switzerland. Some directly implement
programs in the field while others are grant-making organisations that provide support
from Switzerland to their partner organisations or directly to chosen projects.
The following portraits present some of the organisations, starting with Swisscontact, as
the Swiss PSD organisation.
Swisscontact – “help for self-help”, PSD as a core activity
Swisscontact, founded in 1959, refers to itself as the development organisation of the Swiss
economy. It is the implementing agency for the majority of projects funded by Swiss development
agencies like SDC and SECO as well as for international donors such as BMZ / GIZ, USAID or
development banks. In addition, Swisscontact works on individual projects with companies in a
public-private partnership to create sustainable value chains.
Activities: The development of the private sector is at the forefront of the following four
programme areas:
1.
Promotion of skills and vocational training;
2.
Support to small and medium enterprises (SMEs) and improvement of their business
environment;
3.
Development of financial services: improvement of saving and credit options for SMEs with
microcredit and financial services.
4.
Support for resource efficiency: reduction of environmental pollution in cities.
Swisscontact’s activities mostly reflect donor interests and the thematic focus changes according
to development policy agendas.
Employees: Swisscontact has over 800 employees worldwide in 19 project offices on most
37
continents. 34 people work in Zurich and there are more employees in branch offices in the USA
and Germany. In addition, experts make themselves available for consultation on a voluntary
basis through the Senior Expert Corps. The ratio in project offices is 1:10, meaning one expatriate
for every ten local employees. The size and breadth of Swisscontact provides many professional
development opportunities for employees. It is not uncommon for employees who were posted in
the field to return to Switzerland to a job in SDC or SECO, which have more positions in
Switzerland.
Case study: Swisscontact implements the “Sustainable Cocoa Production Program” (SCPP) in
cooperation with SECO, the Sustainable Trade Initiative IDH and the Embassy of the Netherlands
in Indonesia. Private cacao companies are also involved, among others Nestlé and Mars.
Between 2012 and 2015, 60,000 Indonesian cacao farmers should receive training in
sustainability and improving the efficiency of value chains. In addition, 40,000 households will
receive training on nutrition to promote the consumption of vegetables and balanced meals and
improve the health of farming families.
Opportunities A current trend within companies is towards improved and more credible CSR
approaches. Swisscontact sees itself as a neutral service provider between buyers and producers
in building sustainable value chains. Swisscontact has experienced an increased demand over
the last few years for activities in private sector development, an area that was previously not
considered development cooperation in the service of the poor.
The study provides an overview of the Aga Khan, an actor with an enormous budget.
The Aga Khan Agency for Microfinance – a strong PSD actor in the Muslim world
The Aga Khan Development Network is one of the world’s largest private development
organisations with various thematic agencies. It is supported by its founder, His Highness Prince
Aga Khan IV, leader of the Ismailis and major shareholder in various companies, who belongs to
the club of the world’s richest. The headquarters for various Aga Khan organisational entities,
including the Aga Khan Agency for Microfinance (AKAM), is Geneva, a place the Aga Khan feels
closely connected to because he spent his teenage years by Lake Geneva.
While AKAM is primarily an implementing organisation, it also works with local partners. In
addition to the Aga Khan and the Ismaili community, donors include various government and
multilateral development agencies like SDC, DFID, USAID and IFC. Partners also include
companies, such as the large Swiss cotton trading company Paul Reinhard AG.
Activities: While various Aga Khan organisations address issues such as education, health,
nutrition or architecture, the AKAM branch of the organisation deals with microcredit and Saving
Groups. AKAM’s engagement dates back to the 1950s and continues today, coupled with rural
development, including income support, construction and financial support for housing. It focuses
on poor Muslim regions and works across 30 countries in central and southeast Asia, the Middle
East and east and west Africa. The total budget of the Aga Khan development organisations
exceeds 600 million USD per year. The Aga Khan Fund for Economic Development (AKFED) is
based on a commercial model in which all profits are reinvested.
Employees: Around 80,000 people work for the Aga Khan Network worldwide. In the area of
microfinance and income support, there are about 3,400 employees in the field. 80 persons are
employed in various divisions in the Geneva headquarters, including AKAM. As an implementing
agency, it employs above all technical specialists, supported by administrative staff. In general,
these people are qualified experts with many years of field experience. Recruitment takes place
38
through their online career centre or occasionally through leading print media. A particular
challenge is the posting of people to countries with difficult security situations and precarious
living conditions. The Aga Khan Universities in Central Asia and East Africa provide further
education.
Case study: The First Microfinance Bank Ltd, part of AKAM in Pakistan, began operating in
2002. The bank pursues the goal of poverty reduction through economic development. It provides
access to money for vulnerable sections of the population in the form of loans, savings and life
insurance, combined with efficient and low-cost remittance services. The bank is represented in
133 locations in the country and by mid-2013 put USD 263 million into circulation through 1.2
million micro-credits. Two bank customers were recently awarded prizes for their particularly
innovative small businesses.
Opportunities: Historically, AKAM focused on improving the supply side, especially in
construction. Financing was seen as merely a means to an end. But a new approach also
increasingly looks at the demand side - at the diversity of financial services and the need for
regulations and services - in order to increase the reach and impact of interventions. Numerous
players must work together in order to make the financial markets more accessible for the poor.
There is no one-size-fits-all solution, but many actors can work towards making economic
opportunities and financial participation available at all levels of the financial system.
Following is another example. In contrast to Aga Khan, the start-up organisation 1to4
operates on a modest budget and on a different scale, but still uses interesting
approaches.
1to4 – innovative approaches in fundraising for impact investing
Overview: A business couple founded the small and fledgling NGO based in Neuchâtel in 2011.
Having sold their medical equipment company, they followed their vision to facilitate access to
credit by small enterprises in developing countries and social entrepreneurs. They work closely
with the American NGO, Microcredit Enterprises (MCE), which is similarly structured. The NGO is
still evolving and developing new fundraising models, seeking partners and working on
broadening its donor base.
Activities: Fundraising is done directly through the organisation’s network, through two streams.
In the first, so-called “guarantors” are sought to bear liability for CHF or USD 1 million, which is
granted to a microfinance institution in a developing country, which in turn provides small loans to
individuals. "Guarantors" are usually wealthy individuals, occasionally also firms or foundations.
The target group is composed of persons who do not donate often, but can be convinced to
engage themselves in other ways. In the second stream, funds are generated by people making a
so-called “GiftVest”, a start-up investment in a social entrepreneur’s project in a developing
country. This is called “impact investing”. These projects are chosen by 1to4 and supervised in
the initial stages, until money can be borrowed from regular financial markets. In ideal cases, the
start-up capital is later repaid and can be newly invested in another start-up. India is an important
market, although currently projects are supported in a total of 25 countries. Wealthy donors are
also approached in these countries to commit CHF 10,000 for five years.
Employees: The NGO is run with two full-time positions, filled by the founding couple. A lawyer
supports the administration part-time. The founders have a background in business, as well as a
technical background and a special empathy with start-ups in developing countries. Their
commitment to the NGO is on a voluntary basis. The goal is to soon create a paid position to
39
manage the growing portfolio.
Case study: An ongoing recipient of support, the social enterprise "InVenture” specialises in
providing the poor access to credit, thanks to a credit worthiness tool. The product is called
"InSight" and is a mobile phone platform that allows people with low incomes to account for their
income and expenditure using a mobile application via SMS, as a result of which they can gain
access to capital from a (micro) financial institution. So, for example, a baker can buy a new
oven, when, thanks to the tool, the bank can determine in a timely manner that the applicant has
a solid source of income that would enable him to pay interest on the loan.
Opportunities: According to 1to4, the American model of “guarantors” is creating interest in
Switzerland. It attracts new target groups to social causes. The idea of investment rather than
donation is also behind “GiftVest” and this convinces more people. The partnership with a USbased foundation enables better pooling and a joint selection of supported institutions. Because
the microfinance market is already quite established (especially on the Indian subcontinent), 1to4
wants to focus strongly on firms that need a somewhat larger investment but are still too small for
local banks.
4.3.2 Swiss government actors in private sector development
Under the original division of responsibility for development cooperation between the
federal agencies, PSD fell under the remit of SECO’s Department of Economic
Cooperation and Development. In the last few years, SDC has also taken up the issue
following on from its experience in rural development projects, which highlighted that
PSD (e.g., the 'value chain' approach) is an important complement to existing
instruments to improve the sustainability of support measures. While there are now
certain overlaps, SECO continues to support PSD for small- and medium-sized
enterprises (SMEs) and promotes better business environments, while SDC’s support
directly targets the poor and underprivileged sections of communities.
SECO: PSD is implemented in three streams: (1) improving the business environment of
companies (2) access to long-term investment capital (3) improving business skills. This
support aims to improve the attractiveness of partner countries and the competitiveness
of SMEs, thereby encouraging both domestic and foreign investment and leading to the
creation of new jobs.
SECO makes long-term loans available to financial institutions and SMEs in developing
countries through outsourcing to the Swiss Investment Fund for Emerging Markets
(SIFEM). Since 1999, over CHF 400 million have been invested in this way.
SECO – broad-based private sector development
Overview: The State Secretariat for Economic Affairs SECO, through its Department of
Economic Cooperation and Development, contributes to the improved functioning of local
financial markets in emerging economies and to the evolution and promotion of competitive
entrepreneurship. The goal is to improve the attractiveness of partner countries to attract
domestic and international investment. The area of trade promotion focuses above all on
improving value chains, for example, through the introduction of labels, and helps local producers
in the South or East to link up with business partners in the North.
Activities: SECO’s interventions fall along three action lines:
40
1.
2.
3.
The improvement of business environments for companies is implemented through support
for regulations, laws, inspections, registration, etc.
Access to investment capital for SMEs is enabled through technical support for the
improvement of financial infrastructure.
Leaders of SMEs and financial institutions are supported to improve their entrepreneurial
skills. Companies can become more competitive through the support of corporate
governance and accounting standards.
SECO works in targeted middle income countries such as Indonesia, Vietnam, South Africa,
Ghana, Tunisia, Egypt, Columbia and Peru. SDC and SECO have shared cooperation offices and
interfaces in their work in various countries in Eastern Europe and Central Asia.
SECO is not responsible for investment capital from companies in partner countries. This is
outsourced to a private company (SIFEM, Swiss Investment Fund for Emerging Markets). Private
actors also play a role in financing. ResponsAbility, for example, seeks sustainable investments
for their funds.
Employees: A total of 107 people work in the “Economic Cooperation and Development” area,
with another 30 employees in those countries with a SECO programme. The “Private Sector
Development” department in Bern employs 9 people with a wide range of qualifications.
Employees come from the private and government sectors as well as NGOs – one can find a
philosopher working next to a former commodities trader and people with many years’ experience
abroad in development cooperation. For professionals from the financial world, SECO offers an
attractive change to meaningful work. This is also an attraction for younger professionals. SECO
often demands highly specialised profiles with thematic expertise as well as knowledge of the
country and language skills of the particular geographical region of responsibility.
Case study: The Business Advisory Services (BAS) Programme in Central Asia helps small- and
middle-sized firms to improve their competitiveness through support, usually from local business
consultants. They receive advice on accessing new markets, product or service quality, access to
financial services, etc. The advisor works on a risk-sharing basis. SECO’s partner is the
European Bank for Reconstruction and Development (EBRD). Until 2011, SECO supported 272
projects and more than 30,000 people profited from advice through the BAS Programme.
Opportunities: The enormous unemployment rate and the dismantling of state institutions in
many countries have led to demands for stronger firms to provide employment. Developing
countries are more open today to the global economy and investments from foreign companies.
This presents SECO and NGOs with the opportunity to promote social and environmental
standards, thereby increasing the added value. But the organisation of the local business
environment is, as never before, essential for economic development.
SDC: In the area of private sector development and financial services, SDC uses
approaches and methods that support socially and environmentally sustainable
economic growth, from which the poor and marginalised sectors of society are also able
to benefit, whether as employees, producers or consumers. To this end, SDC works
with, amongst others, the market systems approach of 'Making Markets Work for the
Poor' (M4P).
4.3.3 Swiss financial and consulting institutions in private sector development
Interest from bank clients to invest in sustainable funds in developing countries has led
to the development of numerous offers. Here, as with CSR, investors increasingly feel a
sense of duty in relation to the issues of responsibility and sustainability. However, no
banking departments offering such investment opportunities were considered for the
41
study. Only ResponsAbility, Bamboo Finance and Blue Orchard, as financial institutions
working exclusively with sustainable and social investments appear in the list in Annex 6.
The investment company Obviam, which manages and advises the public fund, SIFEM,
as well as funds from private individuals, in cooperation with the ResponsAbility is also
worth highlighting.
FIDES is an important consulting company for government development agencies (SDC,
SECO, GIZ, KfW, etc.) for questions such as the development of rural microfinance
institutions, as well as for research and training in this area.
4.3.4 Social investors (non-commercial)
In addition to sustainable funds that pay investors a return – even if at a lower rate than
conventional markets – there are some social investors, mainly organised on a
cooperative basis. A well-known example from the German-speaking countries is
Oikocredit, which has a branch and a circle of supporters in Switzerland. Donors do not
receive interest but instead are issued share certificates that they can later reclaim. This
money is then mostly used to support microfinance institutions in developing countries.
The International Fund de Garantie (FIG) functions in a similar way, but acts as
guarantor for local microfinance institutions instead of providing credit 48.
4.3.5 Networks in private sector development
Networks also play an important role in PSD. Two important networks based in
Switzerland are presented below, although they are not alone. One is the Swiss
Microfinance Platform whose goal is to bring together the most important (Swiss) actors
in the field of microfinance. Members come from both the NPO sector (Aga Khan Agency
for Microfinance, Helvetas Swiss Intercooperation, Swisscontact, etc.) as well as the forprofit sector (FIDES, Zurich Insurance, etc.). The second is the World Microfinance
Forum Geneva (WMFG), which has a commercial orientation in the field of responsible
investments. Accordingly, members are generally from the finance or consulting fields,
with some development organisations, for example GIZ. Internationally, the World
Bank’s Financial and Private Sector Development Forum is the leader.
The graph on the following page completes the diagram from section 2.2. by detailing
the most important actors in the different areas of PSD.
48
The area of social investors was not examined in depth for this study.
42
Diagram 5. Actors’ engagement in PSD by fields of intervention
Finance (access to)
Regulatory Framework
Development of a stable finance sector
SECO
Bank Institute, University St.
Gallen
SECO
SIFEM (Swiss
Investment Fund for
Emerging Markets)
ResponsAbility, Bamboo Finance
DEZA
Aga Khan Agency for Microfinance,
Oikocredit, 1to4, Opportunity
International
SECO
Swisscontact
ideas
Private Sector Development
Capacity / performance of Business Associations
SECO
Swisscontact
DEZA
FIDES
Competitiveness of sectors / enterprises
SECO
Swisscontact
FIDES
DIAS
Business Development Services
Improvement of Government Services
SECO
DEZA)
ideas
Standards, Intellectual property
rights
Trade Policy/Reform
SECO (IIHEID & IDEAS)
SECO (Federal Institute of
Intellectual Property)
Access to markets: goods, services, labor
Capacity / perfomance of enterprises
SECO
DEZA
Swisscontact
Helvetas/ Swiss Intercooperation
Aga Khan Fund for Economic
Development
SECO (IFC, IMF)
Improvement of business
environment
Access to long-term capital
Access to (micro-) finance for small enterpreneurs
Economic and Fiscal Policy/Reform
SECO
SIPPO (Swiss Import Promotion Programme,
implemented by OSEC)
Swisscontact
FiBL, Agridea
Markets (access to)
43
4.4
As already discussed under CSR, there is a striking trend towards the design of
sustainable value chains. Businesses must increasingly comply with the cleanest
possible social and environmental standards in order to protect themselves against
negative press. This generally helps local partners in developing countries. They benefit
from improved production conditions by a closer involvement at various levels and can
enhance their competitiveness. But these improvements are only possible under the
right conditions.
The design of political and legal frameworks in transition and developing countries is one
of the greatest challenges in private sector development. Conditions must be stable and
markets must be healthy to create incentives for projects and investments in the private
sector. Many countries still have large deficits, such as lack of standards or
implementation strategies, lack of transparency in the pricing policy, outdated technology
and infrastructure or restricted market access.
There is a trend in the development agencies towards support for measures at the
macro level, i.e. policy development and implementation. The latter constitutes a great
challenge in affected countries because often the means for the implementation and
enforcement of new standards are lacking.
Finally, one of the greatest challenges of PSD is the question of its relevance and
effectiveness in terms of poverty reduction. The question when working with the poorest
is whether their sustainable participation in economic affairs can be achieved. And the
implicit question when supporting policy development for private sector regulation is
whether PSD actually results in a trickle-down effect.
One thing is certain: the importance of the private sector, and thus PSD, to development
continues to increase and new forms of cooperation continue to evolve.
5.
Employee Profiles
In the following sub-chapters the profiles of employees, required competencies and
forms of recruitment in various areas are presented. The information is based in part on
the results of the findings described in the 'Trends and challenges’ sections. The
information was obtained from discussions with the 12 organisations interviewed.
5.1
Working at foundations
Competencies
The number of employees at foundations varies significantly, as shown in Chapter 3.1.
Teams are normally small because partners implement operational activities.
Foundations thus employ mainly professionals with special expertise that match the
foundation’s focus, e.g., expertise in vocational education, agriculture and health.
Internationally active foundations also require “field experience”, i.e., experience with
projects in foreign countries, preferably in the countries in which the foundation supports
44
projects. Strategic thinking is essential because projects are selected and financially
supported from a large number of applications on the basis of various criteria. The
catalytic philanthropy approach of becoming strongly embedded in donor networks and
local structures requires prudent and forward-looking action and negotiation skills with
partners.
Corporate foundations have somewhat different requirements. They are often an
extended arm of the parent company’s CSR department. Similar profiles are thus
required in foundations as in research and development (e.g., product applications for
the poorest) or in CSR project management.
Recruitment
The foundations surveyed recruit suitable employees through cinfo and other online jobsearch sites, as well as through their own networks and personal contacts. The
foundation usually has clear ideas about the ideal candidate’s profile (i.e., technical
expertise, international cooperation and field experience, languages, and a combination
of strategic and entrepreneurial thinking and intercultural competence/cultural
sensitivity). The so-called soft skills are very important to the selection, especially for
internationally active foundations.
For large international foundations, recruitment typically focuses not only on the Swiss
market, but also throughout Europe.
Support needs
Foundations are interested in the following services

Short training courses (1-2 days) on innovative approaches (e.g., M4P)

NADEL courses for continuing education (PCM, etc.)

Career advice for employees

Generally: Online platform for internationally active foundations to ensure the
exchange of “best practice” programmes and projects with other foundations.
45
5.2
Working in CSR
Competencies
The CSR department of a company is generally interdisciplinary, being at the interface of
environment, clients, employees and suppliers. A variety of competencies are required
to manage the very diverse tasks that arise. Ideally, the candidate brings commitment:
s/he has a clear vision and enthusiasm for innovative engagement.
Communication is very important to the daily business of CSR departments, as reporting
on the company’s engagement takes on the nature of PR work. At the same time
systematic reporting is a daily duty, which requires an understanding of accountability
methods, e.g., measuring impact. Managing value chains is also a part of the position,
requiring experience in the sustainable supply management. Labelling and certification
processes must be supervised. Intercultural competence is required, particularly in
relation to the last two tasks, which involve working and negotiating with different
partners.
Recruitment
CSR teams in the Swiss branch office or headquarters are usually small. Novartis
employs only three persons in their department, Geberit only two. But internationally,
large corporations may employ over 100 people in their projects on site (e.g. Glencore in
the Community Projects). In general, experts are recruited internally from within the
company and have very different backgrounds (communication, supply chain, human
resources).
If the profile for a CSR specialist cannot be filled internally or “fresh talent” from outside
is being sought, then companies partly try to poach people from CRS consulting firms.
This is a common practice at least in Germany, which has a bigger consulting market
than Switzerland.
Support / training
The growing number of consultancies and networks around CSR suggests that
entrepreneurs have a notable need for support. This requirement relates, inter alia, to
the following topics:

Increasingly more initiatives and memberships in the area of sustainability require
appropriate reporting. The market demands training in reporting because the skills
are often missing (and because CSR is increasingly being used as a communication
tool).

Development of indicators that deal with standards (e.g., ISO 26000 for CSR) or
'Key Performance Indicators' for sustainability occupies many large companies and
often requires external support.

The development and review of sustainable value chains is a challenge for
businesses and requires interdisciplinary skills from employees. Consultants are
also used in this area.
46
5.3
Working for inclusive business ventures
Competencies
Employees in inclusive business must possess multifaceted competencies. On the one
hand, they must be able to work in the private sector and have business skills. On the
other hand, they require technical expertise in a relevant branch (e.g., pharmaceuticals
and medicine for Novartis). International business experience is essential.
Creativity and innovation are required for the development of new business models.
Because companies work in complex markets in developing countries, conceptual and
integrated thinking is an important requirement for the development of plans.
A sense of social justice and sensitivity for the needs of the target group is required to
develop products for 'the bottom of the pyramid’.
Recruiting
Recruitment generally takes place internally, as with CSR, because (big) companies can
draw on a large pool of employees.
Support / training
5.4

Inclusive business models are still new and many development workers and
persons in developing countries have yet to be convinced.

Market information is often missing, for example, on how best to access new
markets in developing countries, or indeed, whether they should be (Novartis
conducts such research internally).

The biggest companies develop their own inclusive business know-how or integrate
their local branch office. Small- and medium-sized companies are more in need of
advice and support.
Working as or for social entrepreneurs
Competencies
Social entrepreneurs are a very heterogeneous group of mostly young people. Central to
these persons is their idealism, which drives their commitment to expend substantial
effort while earning low wages, at least in the beginning. In addition to the spirit of
innovation and creativity, entrepreneurial skills are required. Social entrepreneurs
typically must raise their own funds and thus need good negotiating skills and good
networks. Almost all have academic backgrounds with professional experience, e.g., in
development economics, business administration or in a technical area (environmental
sciences, engineering, medicine, etc.).
Recruitment
Organisations do not recruit social entrepreneurs per se. What makes them social
entrepreneurs is their own initiative to solve a social problem with their own innovative
ideas. With this attitude however they must first “find” start-up capital, either by
fundraising (through investors) or through prize money for innovative projects. Social
entrepreneurs thus also need support through networks and organisations (see Chapter
3.4).
47
Social media (Twitter, Facebook, LinkedIn) or their own networks are especially used to
recruit employees of organisations that support social entrepreneurs, such as, e.g., HUB
Zurich. The training courses described below are relevant for employees of
organisations or networks that support social entrepreneurs.
Support / training
5.5

Skills in project management and accounting are in strong demand.

Leadership training is considered important to strengthen soft skills, such as
developing and implementing visions, promoting communication skills or leading
teams.

Traditional training courses are of little interest. From the social entrepreneurs’
perspective, training courses should be interactive and, if possible, also be available
online via social media, which more closely matches this group’s mobility. Such
learning modules are usually offered internally.
Working in the area of private sector development
Competencies
For organisations that are active in private sector development, very different profiles
apply. These come in part from employment experiences with NGOs, at government
agencies such as the SDC and SECO or in the private sector (e.g., if a person who
previously worked for a large distributor works in promoting trade at SECO and then
switched to a position at SECO in the CSR department of a jewellery label). Alternating
between government agencies and the private sector is viewed as a positive
accumulation of experiences from different fields of work. The requirements of state
agencies and NGOs, however, often differ because NGOs are often directly involved in
the implementation of projects that require more operational capabilities.
Apart from government development agencies, labour markets between the for-profit
and non-profit sectors are still not very permeable. Even though PSD profiles are very
heterogeneous, a move from the private sector to an NGO is clearly more feasible than
the other way around from a Swiss NGO-career into the private sector. For state actors,
this permeability in both directions is rather a given. But persons from NGOs far more
often go later into government development cooperation than the other way around,
which is in part due to the wage gap. Earlier, SDC actively supported its employees in
working locally for an NGO and took the people back again later. This is now no longer
possible.
Recruitment
Skilled personnel generally work in private sector development. Getting good talent and
professionals with extensive experience is almost a struggle and networks are hugely
important.
NGOs especially try to build their own staff internally and to offer employees
development prospects. Networks of persons from the PSD field are particularly critical
in those sectors with lower wages than the government sector, e.g., with partner
organisations or former employees. In some, countries, moreover, recruiting wellqualified local personnel is increasingly possible and common.
48
For NGOs that are active in project implementation, particular skills in project
management are in demand, coupled with private sector experience and, depending on
the project, experience as a vocational trainer is a big advantage. With its thousands of
employees, Aga Khan has its own professional recruitment portal.
Support / training
6.

Training courses are usually selected individually for each person. Internal
professional and thematic exchanges are promoted as much as possible, along with
the use of existing resources. The Springfield Institute in Durham, UK, is considered
a well-known institute for continuing education in the PSD area, offering advice and
training courses in the Market Development area, often under the theme ‘Making
Markets Work’.

Partner organisations of SDC in part also have the opportunity to use SDC training
offers (e.g., in the area of security).

Aga Khan has its own universities that also offer training courses for employees.
Conclusions
The study provides a broad overview of the private sector’s involvement in international
cooperation. It describes with examples the issues and actors in this area. It shows that
dissimilarities outweigh similarities. The results of the study confirm the fact that groups I
and II are very heterogeneous and barely show a common denominator. As a result, the
conclusions are restricted to a few, generally applicable findings and specific interfaces
between the two groups.
6.1
International cooperation actors in the private sector

The private sector plays an increasingly important role in development cooperation.
Swiss firms annually spend an estimated single-digit billion on development
projects, as part of CSR or through their foundations. At the same time, several
hundred foundations likewise support development projects (in the area of private
sector development) with substantial funds.

In addition to this numerical importance, NGOs and governmental development
agencies perceive the private sector in developing countries and emerging
economies as a partner and/or target group for development projects and
accordingly provide encouragement and support. This arises out of the finding that
sustainable development needs a functioning economy and thus favourable
economic conditions.

Philanthropic motivation for aid projects is replaced by more concrete and specific
expectations on international cooperation, such as, e.g., socially and
environmentally sustainable value chains. The demands of local consumers create
incentives for companies to ensure better working conditions for producers in the
South and to use resources more carefully. Demands for socially and
49
environmentally sound products are increasing, to which the various certifications
certainly make an important contribution.

The markets of developing countries and emerging economies, and thus poorer
sectors of society, ultimately are interesting as target groups for Swiss companies in
that they present new opportunities and challenges for the development of products
for the bottom of the pyramid.

The role of the private sector in development cooperation is, as compared to its
obvious and substantial contribution and relevance to development, still little known.
That can be explained at least in part by the heterogeneity of the actors and their
approaches, and the private sector’s traditional business role.

Several organisations share an interest in having a better overview of foundations
(Centre for Philanthropic Studies, SwissFoundations, etc.) and even the
Confederation finds a clear deficit in the database of foundations. Given the number
of foundations, the systematisation and maintenance of such a database are above
all a question of resources.

Social enterprises in particular lack a systematic overview in Switzerland. This can
be explained in part by their global networks and the fact that the concept of social
entrepreneurs is relatively new in Switzerland.

The areas of CSR, inclusive business and social entrepreneurs are increasingly
becoming global and the corresponding networks international. Here lies a potential
for fruitful synergies through partnerships with development agencies. But this
requires a stronger exchange among the actors and innovative thinking to develop
new forms of cooperation for development projects.

What the two groups have in common is that, to improve their sustainable value
chains, companies cooperate with actors from the PSD area and governmental
development agencies, and also with NGOs in the form of Public Private
Partnerships for their CSR. The private sector is often dependent on the support of
other actors to position itself in new business models focused on the poor.

Companies occasionally support activities that promote the private sector in
developing countries as part of their philanthropic commitment. Donations are
frequently larger for popular issues such as health or education. Even foundations
are known to include issues such as supporting small businesses through
microcredits or know-how as part of their portfolio. The so-called “help for self-help”
is an interesting concept, and in this country a welcome argument for foundations to
promote the economic independence of target groups.

Finally, it should be noted that the inclusion of foundations under the term ‘private
sector’ is not really true. Foundations are certainly private, in the sense of nongovernmental. But even NGOs are often organised as foundations. Foundations
mostly receive funds from private sources (individuals, companies), but occasionally
also receive public funding for their projects.
Figure 1. Categories of Swiss international cooperation actors in the private sector
50
Group I
Swiss IC actors
• State actors (SECO)
• Non-state actors,
(Swisscontact, Aga Khan,
1to4, )
Private sector
support in
development
contexts, e.g.:
• Microfinance
• Support to
companies
• Value chains
Group II
Who?
Actors from the Swiss private sector
• Foundations (UBS Optimus, Jacobs
Foundation, Usthi)
• Companies engaged in corporate
social responsibility (Holcim,
Geberit)
• Inclusive buisness (Novartis,
Syngenta)
• Social enterprise (HUB Zurich)
What?
Social
commitment in
developing
countries:
• Health
• Education and
training
• Renewable
energy
51
Annex 1
References
Bertelsmann Stiftung (2012): CSR WeltWeit – Ein Branchenvergleich. Die
gesellschaftliche Verantwortung deutscher Unternehmen im Ausland. (im Auftrag der
Bertelsmann
Stiftung) http://www.endeva.org/fileadmin/user_upload/publications/CSR_Weltweit_final_
handout.pdf.pdf
BMZ (2012): Bringing Medicines to Low-income Markets. A guide to creating inclusive
business models for pharmaceutical companies. (Published by giz, developed by
Endeva)
CEPS (2013): Der Schweizer Stiftungsreport 2013.
cinfo (2013): Bericht zum Schweizer Arbeitsmarkt der IZA 2011/12
Crutchfield, Leslie R./Kania, John V./Kramer, Mark R. (2011): Do more than give. The 6
Practices of Donors Who Change the World.
Endeva (2010): Inclusive Business Guide. How to Develop Business and Fight Poverty.
Engel, Marcel (2011): “Business as usual is not an option”. Guardian Sustainable
Business Blog, 18-07-2011 http://www.theguardian.com/sustainablebusiness/blog/population-growth-developing-world-business-solutions
Gentile, G./ Lorenz, C. / Wehner, T. (2009): Unternehmen in der Schweiz übernehmen
gesellschaftliche Verantwortung. In: Schweizer Arbeitgeber 15, 13. August 2009
International Business Leaders Forum (2010): Inclusive Business Sourcebook.
Öbu (2007): Werte schaffen mit Nachhaltigkeitsreporting. Best Practices in der Schweiz.
In: Schriftenreihe SR 27 / 2007
Peters, Anna (2009): Wege aus der Krise – CSR als strategisches Rüstzeug für die
Zukunft (im Auftrag der Bertelsmann Stiftung)
Pleiderer, G., Seele, P.(Hg.) (2012): Wirtschaftsethik kontrovers: Positionen aus Theorie
und Praxis162
Prahalad, C.K. „The Fortune at the Bottom of the Pyramid. Eradicating Poverty Through
Profits” (2010)
Thönen, Reto (2005): Public Private Partnerships in Afrika. In: Die Volkswirtschaft, 102005
UNDP (2013): Realizing Africa’s Wealth. Building Inclusive Businesses for Shared
Prosperity.
Waibel, Piera / Herrndorf, Martin (2011): Der Privatsektor entdeckt die „base of the
pyramid“ In: NZZ, 27.9.2011
A1/1
Annex 2
Interview Partners
For Profile

Syngenta: Ellen Jobling, Food Security Agenda

HUB Zurich: Niels Rot, Co-Founder, HUB Zürich

Geberit: Theres Meyer, Sustainability Communications

Holcim: Ariane Lüthi, CSR Consultant

Optimus Foundation: Ann-Marie Sevcsik, Program Director, Global Health
Reserach

Usthi: Judith Schuler, Geschäftsführerin

Jacobs Foundation: Constanze Lullies, Program Officer

Novartis: Dorje Mundle, Global Head of CSR

Swisscontact: Peter Bissegger, Sybille Schmutz

Aga Khan Agency for Microfinance: Sam Pickens, Communications AKDN

SECO: Thomas Knecht, Leiter Abt. Privatsektorförderung; Hans-Peter Egler,
Handelsförderung

1to4: John Ayliffe, Director
Others

Endeva: Anna Peters, Consultant
A2/1
Annex 3
Stiftungen Gesamtübersicht (3. Ebene)
Stiftung (alphabetisch)
Stichwort (wie im
Stiftungsreg. erfasst)
1 to 4 Foundation
A Better Life Foundation
Addax Petroleum Foundation
Africa
Progress
Panel
Foundation
Afrikanische
Innovations
Stiftung
AGAPE Foundation
Aid Governance Stiftung
Ameropa Foundation
Ananda Foundation
Antenna
Arcanum Stiftung
arco foundation
Argidius Foundation
Arthur Waser Stiftung
Association Mail-Mali
Avina Stiftung
Biovision
Stiftung
ökologische Entwicklung
für
BOOKBRIDGE FOUNDATION
Bushveld Foundation
Centre of Housing Rights and
Evictions
Christa Foundation
Colour the World Foundation
Convention of Independent
Financial Advisors
Cooperaxion,
Stiftung
für
nachhaltige Entwicklung und
interkulturellen Austausch
CSI
Schweiz
(Christian
Solidarity International)
Die Johanna Heumann Stiftung
Dr Jenö Staehelin Foundation
ECLOF Int.
Eduki Foundation, aka Centre
for Education and AwarenessRaising
of
International
Cooperation
EFG Int.
Efico Foundation
El Refugio
Elea Foundation for Ethics and
Globalization
URL
Armut
Dritte Welt
Nachhaltige
Entwicklung
www.1to4.ch
www.ablf.org
Afrika
www.africaprogresspanel.org
Entwicklungshilfe
Dritte Welt
Entwicklungshilfe/Entw
icklungszusammenarb
eit
Humanitäre Hilfe
Asien
Internationales/ Dritte
Welt
Humanitäre Hilfe
http://www.africaninnovation.org/
www.agape.ch
Internationales
Nachhaltige
Entwicklung
Dritte Welt
Afrika
Entwicklungszusamme
narbeit / Südamerika
Entwicklungszusamme
narbeit
Entwicklungszusamme
narbeit/Internationales/
Zusammenarbeit
Afrika
www.addhopefoundation.org
http://www.aidgovernance.org/
http://www.ameropa.com
www.anandafoundation.org
www.antenna.ch
http://www.arcanum-stiftung.ch
http://www.arcofoundation.ch/de/unterstuetzte-projekte.html
www.argidius.com
http://www.arthur-waser-stiftung.ch/
www.mail-mali.ch
http://www.avinastiftung.ch/index.html
http://www.biovision.ch/
http://www.bookbridge.org/
http://www.bushveldfoundation.org/
Menschenrechte
Afrika
Dritte Welt
http://www.cohre.org/about-us
www.christa-foundation.org
www.colourtheworld.org
Humanitäre Hilfe
Entwicklungszusamme
narbeit / Nachhaltige
Entwicklung
http://cifango.org
Menschenrechte
Afrika
Humanitäre Hilfe
Armut
http://www.csi-schweiz.ch
jhs-foundation.org
http://jstaehelin.com/
www.eclof.org
Dritte Welt
Selbsthilfe
Dritte Welt
Dritte Welt
http://www.mandint.org/en/edukieducational-project
www.efginternational.com
http://www.eficofoundation.org/
http://www.refugio.ch/
Armut
www.elea-foundation.org
www.cooperaxion.org
A3/1
Annex 3
Elisabethenwerkstiftung
Elsy Amsler-Stiftung (Mama
Elizza)
Ernst Peyer Gedenkstiftung
Schweiz
Ethos - Fondation Suisse pour
le développement durable
EurAsia Heart - A Swiss
Medical Foundation
Evoluos Foundation
Fairmed-Gesundheit für die
Ärmsten
Fondation Addax et Oryx
Fondation Aide aux Enfants
Foyers ''Bambi''
Fondation Alkarama
Fondation Alliance Armenienne
Fondation
Antenna
Technologies
Fondation Article 15
Fondation
Assistance
Internationale
Fondation Augusta Energy
Fondation Aurore Happy Home
Fondation Avenir au Meilleur
Togo
Fondation Avenir Madagascar
Fondation Boustany
Fondation Calcutta-Espoir
Fondation Carène
Fondation
Carpe
Vitam
International
FONDATION
CIOMAL
de
l'Ordre de Malte
Fondation Concept
Fondation
Coopération
Pédagogique en Afrique
Fondation
de
l'insitut
Panafricain
pour
le
développement
Fondation
des
droits
de
l'homme au travail
Fondation des Trois Vallées
(The Three Valleys Foundation)
Fondation Diagonale
Fondation DIGGER
Fondation du docip
Fondation Edmond Adolphe de
Rothschild
Fondation Espace Afrique
Fondation Génération Avenir
Fondation Hinduja Suisse
Fondation ImpactHope
Entwicklungshilfe
http://www.frauenbund.ch/ew.html
Afrika
www.mama-elizza.com
Humanitäre Hilfe
Nachhaltige
Entwicklung
www.peyerstiftung.ch
Asien
Südamerika
www.eurasiaheart.ch
http://www.evoluosfoundation.org
Armut
Nachhaltige
Entwicklung
www.lepra.ch
Südamerika
Menschenrechte
Asien
http://www.fondation-aide-enfants.org/
http://fr.alkarama.org
www.faa-arm.org
Menschenrechte
Menschenrechte
Humanitäre Hilfe/Dritte
Welt
Afrika
Dritte Welt
http://www.antenna.ch/team
www.article15foundation.org
http://www.fondationassistanceinternationale
.ch
www.augusta-energy.com
www.aurorehappyhome.ch
Humanitäre Hilfe
Dritte Welt
Humanitäre Hilfe
Dritte Welt
Dritte Welt
http://www.fam-togo.org
www.avenir-madagascar.ch
www.fondation-boustany.org
www.calcutta-espoir.ch
http://www.fondationcarene.org/
Dritte Welt
http://www.carpevitam.se/
Humanitäre Hilfe
Entwicklungszusamme
narbeit
www.ciomal.ch
Afrika
www.fondationcpa.ch
Afrika
www.paidafrica.org
http://www.fdht.org/spip.php?page=plan&lan
g=fr
Menschenrechte
Dritte Welt
Nachhaltige
Entwicklung
Humanitäre Hilfe
Menschenrechte
Entwicklungszusamme
narbeit
Afrika
Afrika
Humanitäre Hilfe
Menschenrechte
/
Nachhaltige
Entwicklung
http://www.ethosfund.ch
addax-oryx-foundation.org
http://www.conceptfoundation.org/index.php
http://www.3valleys.org/index.php
www.fondationdiagonale.org
www.digger.ch
www.docip.org
http://www.edrfoundations.org/defaulten.aspx
www.f-espaceafrique.com
http://www.generationavenir.org/accueil.htm
hindujagroup.com
http://www.impacthope.net/index.php/en/who
-we-are
A3/2
Annex 3
Fondation Infantia
Fondation Internationale du
Banc d'Arguin (FIBA)
Fondation Katia Van Weel
Fondation Kémi-Malaika
Fondation Le petit coeur
Fondation Medicines Patent
Pool
Fondation Meredith
Fondation Miracles
Fondation Nicolas
Fondation Nicole Niquille hôpital
Lukla
Fondation Partager le Savoir
Fondation Philias Business and
Society
Fondation pour l'étude des
relations internationales et du
développement
Fondation Prince Albert de
Monaco
Fondation Princesse Margarita
de Roumanie
Fondation Rafad
Fondation Resurgens
Fondation Save Our Lives
Ghana
Fondation Shanti
Fondation Simon I. Patiño
Fondation
Sinopec-Addax
Petroleum
Fondation suisse d'Aide à la
Pauvreté Très Importante
Fondation Suisse de Déminage
Fondation Suisse Maroc pour le
Développement Durable
Fondation Swissclinical
Fondation Switcher
Fondation Université d'été des
droits de l'homme
Fondation Vision for All
Fondazione Alta Mane
Fondazione 'Asha' 'Speranza'
Fondazione
Bambini
Cardiopatici
Fondazione Dottore Marcello
Candia
Fondazione Margherita Lugano
Fondazione Nuovo Fiore in
Africa
Fondazione Opera Umanitaria
Dr.Maggi
Fondazione Renato Grandi
Fondazione Saint Camille de
Nachhaltige
Entwicklung
Entwicklungszusamme
narbeit
Dritte Welt
Afrika
Humanitäre Hilfe
www.infantia.org
http://www.lafiba.org/
www.fondationkatiavanweel.org
www.kemimalaika.com
www.lepetitcoeur.com
Dritte Welt
Selbsthilfe/Afrika
Osteuropa
Armut
http://www.medicinespatentpool.org/
www.fondation-meredith.ch
www.miraclesthecharity.org
www.fondation-nicolas.ch
Humanitäre Hilfe
Nachhaltige
Entwicklung
Nachhaltige
Entwicklung
http://hopital-lukla.ch/wp/
www.partager-le-savoir.org
www.philias.org
Nachhaltige
Entwicklung
Nachhaltige
Entwicklung
graduateinstitute.ch
www.fpa2.com
Humanitäre Hilfe
Südamerika/Afrika
Dritte Welt
Afrika
Humanitäre Hilfe
Südamerika
www.fpmr.ro
www.rafad.org
www.resurgensfoundation.com
http://saveourlivesghana.org/wordpress/over
-ons/?lang=en
www.shanti-foundation-switzerland.ch
www.fondationpatino.org
Afrika
http://www.addhopefoundation.org
Armut
Humanitäre Hilfe
Nachhaltige
Entwicklung/Afrika
Dritte Welt
http://fondationapti.org/
http://www.fsd.ch/mine-action
Humanitäre Hilfe
Entwicklungshilfe
/
www.fsmd.ch
http://www.fondationswissclinical.org/
http://www.switcher.com/index.php?option=c
om_aboutswitcher&task=fondation_switcher
&module=1&sort_menu=2&Itemid=11
Menschenrechte
Dritte Welt
Humanitäre Hilfe
Humanitäre Hilfe
http://universitesdh.ifaway.net/
http://www.visionforall.ch/fr-1-accueil.html
http://www.altamane.org/en/e_index.html
http://www.fondazioneasha.ch/
Humanitäre Hilfe
http://www.bambinicardiopatici.ch/
www.fondazionecandia.org
Südamerika
Selbsthilfe
http://www.fondazionemargherita.ch
www.nuovofioreinafrica.org
Afrika
Afrika
Humanitäre Hilfe
Afrika
fondazionemaggi.ch
http://www.fondazionerenatograndi.ch/
www.fondazione-st-camille.org
A3/3
Annex 3
Lellis
Fondazione Santa Lucia
Fondazione
Umanitaria
Arcobalenco
Fonds der Lions-Clubs des
Multi-Districts 102
Fontana Foundation
Foundation Emanuele Antola
Foundation for Innovative New
Diagnostics (FIND)
Foundation for Innovative New
Diagnostics (FIND)
Foundation for Microprojects in
Vietnam
Foundation
For
Technical
Education
Foundation
hope
house
Education for the future
Fritz Surer-Stiftung
Fundacion Ayudamexico
Fundacion para los indios de
Ecuador
Gandhi Care
Geneva Centre International de
Déminage
Global Labour Institute
Global Leadership Foundation
Goutte d'eau - A child Support
network
Guilé Foundation
Hagar International Foundation
Hasankoca-Stiftung
Heart for India Foundation
Hekla Stiftung
Hilfswerk Bassotu
Hilfswerk Margrit Fuchs Ruanda
Hiob-Stiftung
Holcim foundation
Human Dignity Foundation
ICRC Foundation
ICT for Peace foundation
IDE International Foundation
INTER-ASSIST,
Schweizerische Stiftung für
internationale Unterstützung
INTERCOOPERATION, Swiss
Foundation for Development
and International Cooperation
International Society of Internal
Medicine
Iris Stiftung für Strassenkinder
JAF Foundation
Joshi Foundation
Humanitäre Hilfe
http://www.hsantalucia.it
Humanitäre Hilfe
http://www.fondarco.ch/fua/
Humanitäre Hilfe
Armut
Armut
http://www.lionsclubs.ch
fontana-foundation.org
www.emanueleantola.org
Dritte Welt
www.finddiagnostics.org
Humanitäre Hilfe
Nachhaltige
Entwicklung
http://www.finddiagnostics.org
Dritte Welt
http://www.ftefoundation.org/ftefoundation
Asien
Dritte Welt
Humanitäre Hilfe
www.hopehouse.ch
http://www.fritz-surer-stiftung.ch/stiftung.html
http://www.ayudamexico.com
Südamerika
Selbsthilfe
www.ecuadorindios.org
http://www.gandhicare.org
Humanitäre Hilfe
Menschenrechte
Nachhaltige
Entwicklung
http://www.gichd.org/
http://www.global-labour.org/
Asien
Nachhaltige
Entwicklung
Entwicklungshilfe
Osteuropa
Asien
Afrika
Afrika
Armut
Humanitäre Hilfe
Dritte Welt
Nachhaltige
Entwicklung
Armut
Humanitäre Hilfe
Humanitäre Hilfe
Armut
http://www.gouttedeau.org/
http://www.microprojects-vietnam.org/
www.g-l-f.org
http://www.guile.org/home
http://hagarinternational.org/international/
http://hasankoca.com/
www.heartforindia.org
www.121ethiopia.org
www.hilfswerk-bassotu.ch
www.ruanda.ch
/
http://www.hiob.ch
http://www.holcimfoundation.org/
www.human-dignity-foundation.org
http://www.icrcfoundation.org
http://ict4peace.org
www.ideorg.org
Humanitäre Hilfe
www.inter-assist.ch
Entwicklungszusamme
narbeit
http://www.helvetas.ch/de/
Internationales
Südamerika
Entwicklungszusamme
narbeit
Humanitäre Hilfe
www.isim-online.org
www.iris-strassenkinder.ch
http://www.jaf.org/
http://www.joshi-foundation.ch
A3/4
Annex 3
Kalangos Foundation
Kindernothilfe Schweiz
Kofi Annan Foundation
Krian Stiftung
la fondation pour la formation
hôtelière
La Terra Nostra 'Das Lächeln
der Kinder von Mostar'
Latin Link (NPO)
Leopold Bachmann Stiftung
LGT
Venture
Philanthropy
Foundation Switzerland
Liberia Renaissance Foundation
Life and Help Foundation
Malaika Stiftung
Martin Stucki Stiftung Kamerun
Obang
Mava Stiftung für Naturschutz
Max Havelaar-Stiftung
McCall MacBain Foundation
Medair
Medair Invest in Aid Foundation
Medical Center la Ceiba Stiftung
Meltwater
Entrepreneurial
School of Technology
Miracle
Africa
International
Foundation
More Than A Drop
Nestle Foundation
Nicolas Neuhaus Stiftung
Nordesta Reforestation and
Education
Nouvelle Planète
Novo
Nordisk
Hämophilie
Stiftung
Nyrstar Foundation
Paneco
Stiftung
für
nachhaltige Entwicklung und
interkulturellen Austausch
Pende Foundation
PPF
Prevent
Poverty
Foundation
Prema Foundation
Pro Adelphos Schweiz
Pro Huancarani
Raduga Stiftung
Rajendra and Ursula Joshi
Foundation
(Rajendra
und
Ursula Joshi Stiftung)
Roche Employee Action and
Dritte Welt
Entwicklungshilfe
Armut
Dritte Welt
http://www.coeurspourtous.ch/presentation/f
ondation-kalangos.html
http://www.kindernothilfe.ch/
kofiannanfoundation.org
http://kiranvillage.ch/joomla15/
Afrika
www.lafondation.org
Osteuropa
Südamerika
Humanitäre Hilfe
Humanitäre Hilfe
Dritte Welt
Afrika
Humanitäre Hilfe
Dritte Welt
www.laterranostra.ch
www.latinlink.ch
http://www.lb-foundation.ch
/
http://www.lgt.com
http://www.our-school-liberia.com/
/
http://www.lifeandhelp.org
http://www.albert-wunsch.de/malaikastiftung.html
Dritte Welt
Afrika
Nachhaltige
Entwicklung
Entwicklungszusamme
narbeit
Afrika
Internationales
Humanitäre Hilfe
Dritte Welt
http://www.martin-stucki.ch/
Afrika
Entwicklungszusamme
narbeit
Humanitäre Hilfe
Dritte Welt
Dritte Welt
Nachhaltige
Entwicklung
Entwicklungszusamme
narbeit / Dritte Welt
Nachhaltige
Entwicklung
Entwicklungshilfe
www.meltwater.org
Nachhaltige
Entwicklung
Nachhaltige
Entwicklung / Dritte
Welt
Entwicklungshilfe
/
Armut
Humanitäre Hilfe
Armut
Südamerika
Humanitäre Hilfe
Humanitäre Hilfe
Dritte Welt
Entwicklungshilfe
en.mava-foundation.org
http://www.maxhavelaar.ch
www.mccallmacbain.org
http://relief.medair.org/
http://relief.medair.org
http://www.hospital-suizo.com/de/
http://miracleafrica.org
http://www.morethanadrop.org
http://www.nestlefoundation.org/e/
http://www.nicolas-neuhaus-stiftung.ch
http://www.nordesta.org/
http://www.nouvelle-planete.ch/de
http://www.nnhf.org
http://www.nyrstarfoundation.org/
www.paneco.ch
www.pendefoundation.com
http://www.prevent-poverty.ch/
http://www.premafoundation.com
http://www.proadelphos.ch/
http://www.pro-huancarani.ch/
http://www.raduga-stiftung.com
/
http://www.joshi-foundation.ch/
http://react.roche.com/home.htm
A3/5
Annex 3
Charity Trust
Roma Education Fund
Rudolf Embacher Stiftung
Ruedi
Leuppi
Stiftung
Elfenbeinküste
Schmitz-Hille Stiftung
Schweizer Foundation
Schweizerische Akademie für
Entwicklung, SAD
Schweizerische Stiftung des
Interantionalen Sozialdienstes
Schweizerische Stiftung für
Orgeln in Rumänien
Secours Dentaire International Dental Aid International
Sinobome (we have life) day
care centre
skat foundation
Solidaritätsfonds für soziale
Befreiungskämpfe in der Dritten
welt
Stiftung AMURT
Stiftung Apoyo
Stiftung Arthelps
Stiftung Barfuss Schule
Stiftung Beat Richner
Stiftung Bildung für Kinder und
Jugendliche in Afrika
Stiftung
Bildung
und
Entwicklung
Stiftung BLEU CIEL
Stiftung BPN
Stiftung Brot für alle
Stiftung Burundi-Kids Schweiz
Stiftung Convivenza
Stiftung Eco Vida
Stiftung ecohelp
Stiftung Faaba
Stiftung für Humanitäre Hilfe
Stiftung
für
indianische
Gemeinschaften in Paraguay
Stiftung
für
Schulund
Sozialprojekte
Stiftung Gandhicare
Stiftung Georges Oettli
Stiftung Global Harmony
Stiftung goutte d'eau - a child
support network
Stiftung Green Ethiopia
Stiftung
Gritli
Schmied
Indienhilfe
Stiftung Hilfe Kinder und alte
Osteuropa
Asien
http://www.romaeducationfund.hu
www.rudem.ch
Afrika
Dritte Welt
Afrika
Entwicklungszusamme
narbeit
www.stiftungleuppi.info
www.schmitz-stiftung.de
www.schweizer-foundation.ch
Internationales
www.ssiss.ch
Osteuropa
www.ssor.ch
Dritte Welt
www.secoursdentaire.ch
Afrika
Entwicklungszusamme
narbeit
www.sinobome.ch
Menschenrechte
Entwicklungszusamme
narbeit
http://www.solifonds.ch
Armut
Armut
Afrika
Humanitäre Hilfe
http://www.sad.ch/index.php/de/die-sad
http://www.skat-foundation.org/
http://www.amurt.org/
http://www.stiftungapoyo.ch/#Erfolgsgeschichten
www.arthelps.de
www.barfuss-schule.ch
http://www.beat-richner.ch/
Afrika
Nachhaltige
Entwicklung
Entwicklungshilfe
Armut
Entwicklungszusamme
narbeit
Afrika
Menschenrechte
Südamerika
Humanitäre Hilfe
Afrika
Humanitäre Hilfe
Südamerika / Dritte
Welt
www.bildungafrika.ch
Entwicklungshilfe
Armut
Entwicklungshilfe
Humanitäre Hilfe
http://www.stiftung-ssp.ch
www.gandhicare.org
www.oettli-stiftung.ch
http://www.global-harmony.org/
Dritte Welt
Nachhaltige
Entwicklung
Welt
www.gouttedeau.org
Asien
Osteuropa
/
www.globaleducation.ch
http://www.bleuciel-foundation.org/
www.bpn.ch
www.brotfueralle.ch
http://www.burundikids-schweiz.ch/
www.convivenza.ch
www.ecovida.ch
http://www.ecohelp.ch/
faaba.ch
http://www.humanitaerehilfe.ch
www.indigene-paraguay.ch
Dritte
www.greenethiopia.org
www.indienhilfe.ch
www.rumhilfe.ch
A3/6
Annex 3
Menschen in Rumänien
Stiftung
Hilfswerk
der
Evangelischen Kirchen Schweiz
Stiftung
Hilfswerk
von
Schwester Consolata Brasilien
Stiftung
House
of
Encouragement
Stiftung
interkonfessionelle
Aktion Solidarität Dritte Welt
(SDW)
Stiftung JAM Schweiz
Stiftung Kimongo-Hilfe
Stiftung Kinderdorf Pestalozzi
Stiftung kindergarten und Forum
Falcau
Stiftung Leben für alle
Stiftung Lotti Latrous
Stiftung M.A.Center Switzerland
Stiftung MadagasCare
Stiftung Mehrwert
Stiftung NAK-Humanitas
Stiftung
Opportunity
International Schweiz
stiftung Osteuropa Mission
Stiftung Pro Diamantina
Stiftung Pro Manaira
Stiftung Rainbows4children
Stiftung Seeschau
Stiftung Solarenergie
Stiftung Soleil d'Afrique
Stiftung
SOS-Kinderdorf
Schweiz
Stiftung Sozialwerke Paz
Stiftung St. Martin
Stiftung Steps for Children
Schweiz
Stiftung Symphasis
Stiftung Te Amo
Stiftung Terre des Hommes
Stiftung trigon-Film
Stiftung Tuwapende Watoto
Stiftung Uniquedirect
Stiftung Unsere Kleinen Brüder
und Schwestern
Stiftung Usthi
Stiftung Vivamos Mejor
Stiftung Wakina Mama
Watoto
Stiftung We Help
Entwicklungszusamme
narbeit / Humanitäre
Hilfe
Südamerika
Afrika
http://www.heks.ch/
www.hilfswerk-brasilien.ch
http://www.houseofencouragement.org/de/di
e-stiftung/
Dritte Welt
Selbsthilfe
/
Entwicklungshilfe
Entwicklungshilfe
Entwicklungszusamme
narbeit
www.sdw-stm.ch
Selbsthilfe
Humanitäre Hilfe
Afrika
Armut
Humanitäre Hilfe /
Dritte Welt
Selbsthilfe / Dritte Welt
Humanitäre Hilfe
Entwicklungshilfe
/
Armut
Asien / Osteuropa
Südamerika
http://www.kindergarten-falcau.ch
http://www.lfa.ch
www.lottilatrous.ch
www.amma-schweiz.ch
Südamerika
Entwicklungshilfe
Nachhaltige
Entwicklung
Entwicklungshilfe
Afrika
https://www.jam-schweiz.org/
www.kimongo-hilfe.ch
http://www.pestalozzi.ch/de/home/
http://www.madagascare.ch
http://www.stiftung-mehrwert.ch/
http://nak-humanitas.ch
www.opportunity-schweiz.ch
www.osteuropamission.ch
http://www.diamantina.org/
http://www.manaira.org/hilfswerk_in_kuerze.
html
http://www.rainbows4children.org/
www.stiftungseeschau.ch
http://www.stiftung-solarenergie.ch
www.soleil-d-afrique.ch
Entwicklungshilfe
Südamerika / Dritte
Welt
Afrika
www.sos-kinderdorf.ch
Afrika
Nachhaltige
Entwicklung
Dritte Welt
Menschenrechte
Dritte Welt
Afrika
Afrika
http://www.stepsforchildren.de
Dritte Welt
Ausland
Entwicklungszusamme
narbeit
www.nph.org
www.usthi.ch
Afrika
Humanitäre Hilfe
www.wakina.ch
http://www.we-help.ch/
www.pazperu.ch
www.martinstiftung.ch
https://www.symphasis.ch/
www.teamo.ch
http://www.tdh.ch/de/about-us
http://www.trigon-film.org
http://www.tuwapende-watoto.org/
www.uniquedirect.org
http://www.vivamosmejor.ch/
na
A3/7
Annex 3
Stiftung Welt Ohne Minen
Stiftung Zoodo
Swiss Malaria Foundation
Swiss Re Foundation
Swiss WaterKiosk Foundation
SWISSAID
Schweizerische
Stiftung
für
Entwicklungszusammenarbeit
Swisscontact, Schweizerische
Stiftung
für
technische
Entwicklungszusammenarbeit
SwissCross Foundation
Swisshand
Stiftung
Offene
Hand
SWO-docu,
Swiss
Welfare
Organisation,
Stiftung
für
Strassenkinder
Tamils Aid
The Brighter Life Foundation
The
Global
Alliance
for
Improved Nutrition
The Green Tree Foundation
The
International
Bhutan
Foundation
The Lotus Flower Foundation
The Millennium Foundation for
Innovative Finance for Health
The Paco Foundation
The
Rainbow
Children
Foundation
The
Usitawi
Network
Foundation
Trafigura Foundation
TRESTLE Group Foundation
Tutator Foundation
Humanitäre Hilfe
Afrika
Dritte Welt
Humanitäre Hilfe
Armut
http://www.wom.ch
www.zoodo.ch
www.swissmalaria.ch
http://www.swissrefoundation.org
swisswaterkiosk.org
Entwicklungshilfe
http://www.swissaid.ch
Entwicklungszusamme
narbeit
Humanitäre Hilfe
http://www.swisscontact.ch/
http://www.swisscross.org/
Armut / Dritte Welt
www.swisshand.ch
Südamerika
Humanitäre Hilfe
Asien
www.swo-docu.ch
http://www.tamilsaid.ch
www.brighterlife.ch
Dritte Welt
Humanitäre Hilfe
Nachhaltige
Entwicklung
Asien
Entwicklungszusamme
narbeit
Humanitäre Hilfe
www.gainhealth.org
http://www.greentreefnd.org/
Dritte Welt
Nachhaltige
Entwicklung
Humanitäre Hilfe
Dritte Welt
Dritte Welt
www.childrenworld.ch
Ubuntu-Stiftung
World Children's Fund
YouthAdvancement Foundation
Menschenrechte
Armut
Entwicklungshilfe
www.bhutanfoundation.org
www.thelotusflowerfoundation.org
http://www.millenium-foundation.org/
http://www.pacofoundation.ch
www.usitawi.org
www.trafigurafoundation.com
www.trestlegroupfoundation.org
http://tutator.net/
http://www.ubuntufoundation.ch/de/kontakt.html
http://www.worldchildrensfund.org/
http://theadvancementfoundation.org/
Aus 1027 Einträgen im Stiftungsregister unter verschiedenen Stichworten betreffend die
Entwicklungszusammenarbeit wurden 280 Stiftungen in die Tabelle aufgenommen. Kriterien:
Vorhandensein Internetseite, zwei operative MitarbeiterInnen oder in min. 2 Ländern tätig, oder
ein vielfältiger Themenfokus (nicht nur ein Anliegen).
Unter den ausgewählten Stiftungen finden sich vereinzelt auch NGOs, die operativ tätig sind
und nur von der Rechtsform her als Stiftungen registriert sind.
A3/8
Annex 4
Stiftungen Auswahl (2. Ebene)
56 Stiftungen
Unterstützung
sozialer Projekte
Avina Stiftung
Anschubfinanzie
rung für
Vorhaben
k.A.
4
x
X
0.5 Mio. (2011) für
IZA
min. 1
k.A.
6
2.2 Mia. (2012)
13
750'000 .-
min 1
6.2 Mio (2012)
1-2
k.A
min. 4
1.9 Mio (2011) für
Lateinamerika (Total
12 Mio. 2011, v.a. in
CH)
2
x
x
X
x
x
x
x
x
Burundi
x
x
x
Mitarbeitende
in CH
X
x
x
Finanzieller
Aufwand in CHF
pro Jahr
x
x
x
Europa
Arthur Waser
Stiftung
Asien
Projektunterstüt
zung zur
Arbeitsplatzbesc
haffung
Lateinamerika
Argidius
Foundation
x
Afrika
Kinder in Afrika
x
Länderfokus
(wenn max. 3
Länder)
Weltweit
Arcanum Stiftung
x
Kultur
Technologie für
die Ärmsten
x
Mission (Religion)
Antenna
x
Geograph. Fokus
Bildung
Innovation und
Entwicklung
x
Mikrokredite &
Versicherungen
African Innovation
Foundation
Soziales &
Menschenrechte
Hilfe zur
Selbsthilfe
x
Frauen & Kinder
adDta
x
Kleinunternehmer
Gemeinnütziges
Engagement
Umwelt, Energie
Accentus
Ländl. Entwicklung,
Infrastruktur, Wohnen
Kernanliegen
Humanitäre Hilfe
Name Stiftung
Wasser Hygiene,
Gesundheit
Thematisches Engagement
x
x
x
x
x
Ghana,
Äthiopien,
Tansania
x
x
x
A4/1
Annex 4
x
DKSH
Scholarship
Foundation
Stipendien für
Erdbebenopfer
Edmond de
Rothschild
Foundations
Individuelle
Befähigung
x
Fondation Aide
aux Enfants
Foyers ''Bambi''
Kinderheime
x
Fondation
Alliance
Armenienne
Bedürftige
Armenier
x
x
x
x
x
x
x
x
k.A.
k.A.
43'000.- (2010)
k.A.
X
k.A. zu Ausgaben
diverser Fonds,
mehrere Millionen
pro Jahr
min. 1
X
5 Mio. (2012)
15
x
k.A.
k.A.
x
k.A
k.A.
1 Mio. (2012)
k.A.
ca.800'000.-
k.A.
Südafrika
x
x
Japan
x
Indien,
Tanzania, Kenia
x
Kolumbien
x
Armenien
Europa
Religionsfreiheit
und
Menschenrechte
3
Asien
CSI Schweiz
(Christian
Solidarity
International)
300'000.- (2010)
x
X
x
x
Lateinamerika
x
x
Mitarbeitende
in CH
Ruanda
x
x
Finanzieller
Aufwand in CHF
pro Jahr
Afrika
Soziale Anliegen
x
Länderfokus
(wenn max. 3
Länder)
Weltweit
CS Foundation
Kultur
HIV/AIDS
Waisenkinder
Mission (Religion)
Bushveld
Foundation
x
Geograph. Fokus
Bildung
Mikrokredite
Mikrokredite &
Versicherungen
BNP Paribas
Soziales &
Menschenrechte
Kinderhilfe in
Ruanda
Frauen & Kinder
Bleu Ciel
Kleinunternehmer
Kernanliegen
Umwelt, Energie
Name Stiftung
Humanitäre Hilfe
Wasser Hygiene,
Gesundheit
x
x
x
A4/2
Annex 4
Jacobs
Foundation
Berufsintegratio
n und Soziales
La Terra Nostra
'Das Lächeln der
Kinder von
Mostar'
Bildungsförderu
ng in B&H
LGT Venture
Philanthropy
Foundation
Switzerland
Investitionen in
Lösungen für
Soziale
Probleme
x
x
x
x
x
x
x
x
x
x
X
1.51 Mio. (2011) für
EZA
min. 1
x
k.A.
min 1
X
32 Mio.
35
k.A
k.A.
k.A.
9
20 Mio. CHF (2012)
12
k.A
k.A.
k.A.
k.A.
Indien
x
Europa
Nachhaltige
Architekturförder
ung
x
Mitarbeitende
in CH
Asien
Holcim
Foundation for
Sustainable
Construction
x
Lateinamerika
x
x
Finanzieller
Aufwand in CHF
pro Jahr
Afrika
Unterstützung
für Bedürftige
Länderfokus
(wenn max. 3
Länder)
Weltweit
Gandhi Care
Kultur
x
x
Mission (Religion)
Medizinische
Diagnostik
Geograph. Fokus
Bildung
Foundation for
Innovative New
Diagnostics
(FIND)
Mikrokredite &
Versicherungen
Autonomie- und
Unabhängigkeisf
örderung
Soziales &
Menschenrechte
Fondazione
Margharita
Frauen & Kinder
Unabhängige
Dachstiftung
Kleinunternehmer
Fondation des
Fondateurs
Umwelt, Energie
Kernanliegen
Name Stiftung
Humanitäre Hilfe
Wasser Hygiene,
Gesundheit
x
X
x
Bosnien und
Herzegowina
x
x
X
A4/3
Annex 4
Rajendra and
Ursula Joshi
Foundation
(Rajendra und
Ursula Joshi
Stiftung)
Duales
Berufsbildungsm
odell
x
React Roche
Foundation
Wasser- und
Gesundheitsver
sorgung
x
Roger Federer
Foundation
Bildung in
Afrika
k.A
7
10,61 mio CHF
(Budget 2013)
5
X
3.2 Mio. CHF (2012)
6
X
k.A.
min. 1
X
x
x
x
x
x
x
x
x
x
x
x
x
x
Indien, Nepal,
Tibet
x
k.A
1
Indien
x
k.A
2
total 11 mio CHF bis
2011 (inkl. Spenden
von MA)
3
2.8 Mio. (2012)
1
X
x
Europa
x
Mitarbeitende
in CH
Asien
Pende Foundation
Armutsbekämpf
ung in
buddhistischen
Regionen
Lateinamerika
Soziale
Aufbauprojekte
x
Finanzieller
Aufwand in CHF
pro Jahr
Afrika
Oettli-Stiftung
Länderfokus
(wenn max. 3
Länder)
Weltweit
x
Kultur
Unterstützung
für HämophilieErkrankte
Mission (Religion)
Novo Nordisk
Haemophilia
Foundation
Geograph. Fokus
Bildung
x
Mikrokredite &
Versicherungen
Gesundheitsver
sorgung der
Ärmsten
Soziales &
Menschenrechte
Novartis Stiftung
für Nachhaltige
Entwicklung
Frauen & Kinder
x
Kleinunternehmer
Nothilfe und
Wiederaufbau
Umwelt, Energie
Medair
Kernanliegen
Humanitäre Hilfe
Name Stiftung
Wasser Hygiene,
Gesundheit
x
A4/4
Annex 4
Stiftung JT
Katastrophenhilf
Peru, Swaziland
x
x
x
Finanzieller
Aufwand in CHF
pro Jahr
Mitarbeitende
in CH
k.A.
k.A.
430'000.- (2011)
1
(x)
x
X
ca. 87'000.-
2
x
x
x
2.254 Mio.
6
x
k.A
k.A.
1.6 Mio. (2011)
k.A.
k.A.
k.A.
k.A.
5
x
x
Peru
x
x
Europa
Schul- und
Sozialprojekte
x
Asien
Stiftung für Schulund
Sozialprojekte
(Stiftung SSP)
Osteuropa,
Balkan
Lateinamerika
Existenzsicheru
ng der
Indigenen
x
Afrika
Stiftung für
indianische
Gemeinschaften
in Paraguay
Länderfokus
(wenn max. 3
Länder)
Weltweit
Minderheiten,
Konfliktvermittlu
ng
x
Kultur
Stiftung
Convivenza
x
Mission (Religion)
Stiftung BPN
Unternehmertu
m in
Entwicklungslän
der
x
Geograph. Fokus
Bildung
Frauenförderung
x
Mikrokredite &
Versicherungen
Schweizerischer
Katholischer
Frauenbund,
Elisabethenwerk
x
Soziales &
Menschenrechte
Verbesserung
der
Lebensumständ
e
Frauen & Kinder
Sahee foundation
Kleinunternehmer
Bildungsförderu
ng für Roma
Umwelt, Energie
Roma Education
Fund
Kernanliegen
Humanitäre Hilfe
Name Stiftung
Wasser Hygiene,
Gesundheit
x
x
Indien, Pakistan
x
X
A4/5
Annex 4
Europa
Asien
Lateinamerika
Afrika
Länderfokus
(wenn max. 3
Länder)
Weltweit
Kultur
Mission (Religion)
Geograph. Fokus
Bildung
Mikrokredite &
Versicherungen
Soziales &
Menschenrechte
Entwicklungshilf
e für Diözesen
Frauen & Kinder
Stiftung KimongoHilfe
Kleinunternehmer
e
Umwelt, Energie
International
Kernanliegen
Humanitäre Hilfe
Name Stiftung
Wasser Hygiene,
Gesundheit
Finanzieller
Aufwand in CHF
pro Jahr
Mitarbeitende
in CH
k.A.
min. 1
ca.100'000.-(2011)
6
k.A.
k.A.
k.A
k.A.
k.A.
4
k.A
Min. 1
k.A.
15
k.A
k.A.
Dem.Republik
x
x
x
x
x
Kongo
(Kimongo)
Stiftung Mehrwert
Soziale Arbeit
Stiftung
Solarenergie
Solarenergie für
Entwicklungslän
der
Stiftung
Uniquedirect
HIV/AIDS
Waisen
Swiss Re
Foundation
(Global
Programmes)
Vorbeugung von
Katastrophen
und
Unternehmertu
m fördern
Swiss WaterKiosk
Foundation
Wasserversorgu
ng
Syngenta
Foundation for
Sustainable
Agriculture SFSA
KleinbauernUnterstützung
The Brighter Life
Förderung
x
x
x
x
x
x
x
x
x
x
x
x
x
Bulgarien,
Äthiopien
x
Äthiopien,
Kenia,
Philippinen
x
Kamerun
x
x
x
X
Bangladesh,
Tansania,
Mosambique
x
x
x
x
x
X
x
Sri Lanka
x
A4/6
Annex 4
UBS
Optimus
Foundation
Kinder in Not
x
Usthi
Frauen- und
Kinderförderung
x
Vitol Foundation
Kindsentwicklun
g
x
Volkart
Stiftung/Vision
Menschenrechte
x
Z Zurich
Foundation
Unterstützung
zur
Risikoverminder
ung
x
x
x
x
x
x
x
x
x
Europa
Lateinamerika
41 Mio. (2011)
12-20
X
6.43 mio USD
(2011)
4
X
Beitrag UBS:
663'000 CHF (2011)
plus
Verwaltungskosten
Stiftung
10
530'000.- (2012)
4
Asien
X
Afrika
Mitarbeitende
in CH
x
X
Mexiko,
Ostafrika
x
x
Finanzieller
Aufwand in CHF
pro Jahr
Nepal, Indien
x
x
x
Länderfokus
(wenn max. 3
Länder)
Weltweit
x
Kultur
Arbeitsplatzbesc
haffung
Mission (Religion)
Trafigura
Foundation
Geograph. Fokus
Bildung
x
Mikrokredite &
Versicherungen
Unter-/
Mangelernährun
g
Soziales &
Menschenrechte
The Global
Alliance for
Improved Nutrition
Frauen & Kinder
BehindertenHilfswerke
Kleinunternehmer
Foundation
Umwelt, Energie
Kernanliegen
Name Stiftung
Humanitäre Hilfe
Wasser Hygiene,
Gesundheit
k.A.
x
X
x
k.A.
4
5.5 mio USD (2011)
Min. 1
A4/7
Annex 5
IZA Aktivitäten in CRS von Schweizer Unternehmen
Sortiert nach IZA in CSR Aktivitäten (36 grösste Unternehmen) plus 5 Schweizer Unternehmen die UN Global Compact Mitglieder sind und IZA
Aktivitäten implementieren.
nein
Nestlé
ja
Novartis
ja
Roche
nein
ABB
ja
Migros
ja
Holcim Group
ja
TE Connectivity
ja
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Europa
Nordam.
Asien
Lateinam.
Stiftung mit IZA-Fokus
x
min 1% d. Jahresgewinns:
140 Mio. USD für
Communities (2011)
x
integriert in Budgets von
Departementen bzw.
Länder
x
2,051 Mia. USD für
gesamtes CSR (2012)
Novartis Stiftung für
Nachhaltige Entwicklung
k.A.
React Roche Foundation
x
5.5 Mio. USD, 5’000
mandays Freiwilligenarbeit
ABB Jürgen Dormann
Foundation for
Engineering Education
(nur Stipendien für
Ausbildung in eigenen
Unternehmen)
x
1 Mio. CHF (jedes Jahr
seit 1979 f. Hilfsfonds), nur
z.T. international
x
x
x
Finanzieller Aufwand
für int. CSR
Afrika
Direkte
Privatsektorförderung
Weltweit
Humanitäre Hilfe
Geografischer Fokus
Mikrokredite
Versicherungen
x
Soziales
x
Kleinunternehmer fördern
x
Umwelt
Bildung
Glencore
Xstrata
Gesundheit
(orange=keine
IZA in CSR)
UN
Global
Compact
Member
Ländliche
Entwicklung,
Unternehmen
Wasser Hygiene
x
x
x
mehr als 1% des
Unternehmensgewinns, 45
Mio. CHF (2012)
x
x
Holcim Foundation for
Sustainable Construction
2.57 Mio. USD (2012) +
0.5 Mio für Stiftung
A5/1
Annex 5
Syngenta
ja
Tetra Pak
nein
x
Richemont
nein
x
Die
Schweizerische
Post
nein
Panalpina
nein
Clariant
nein
UBS
ja
Elite rent-a-car
ja
Geberit
ja
Lonza
ja
Renova Group
ja
x
u-blox
ja
x
x
x
x
x
x
19 Mio. USD (2012)
x
x
k.A.
x
4.32 Mio. EUR
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
k.A.
k.A.
x
1.2 mio USD (2012)
x
k.A.
x
k.A.
x
x
x
Optimus Foundation
k.A.
x
x
Syngenta Foundation for
Sustainable Agriculture
SFSA
200'000 CHF p. Jahr
x
x
Europa
Nordam.
Asien
x
x
x
Lateinam.
für int. CSR
Afrika
Direkte
Weltweit
Humanitäre Hilfe
Geografischer Fokus
Mikrokredite
Versicherungen
Soziales
Umwelt
Bildung
Gesundheit
(orange=keine
IZA in CSR)
UN
Global
Compact
Member
Ländliche
Entwicklung,
Unternehmen
Wasser Hygiene
k.A.
k.A.
Keine IZA CSR-Aktivitäten
Vitol
nein
Vitol Foundation
Trafigura
nein
Trafigura Foundation
Ineos Holdings
S.A
nein
Coop
ja
Adecco
ja
Kühne + Nagel
nein
A5/2
Annex 5
Europa
Nordam.
Asien
Lateinam.
für int. CSR
Afrika
Direkte
Weltweit
Humanitäre Hilfe
Geografischer Fokus
Mikrokredite
Versicherungen
Soziales
Umwelt
Bildung
Gesundheit
(orange=keine
IZA in CSR)
UN
Global
Compact
Member
Ländliche
Entwicklung,
Unternehmen
Wasser Hygiene
International AG
Alpiq Holding
nein
Swisscom
nein
MSC
Mediterranean
Shipping
nein
Liebherr
International
nein
Transocean
nein
Schindler
nein
Also Actebis
Holding
nein
SBB
nein
Swatch Group
nein
DKSH
nein
DKSH Scholarship
Foundation
Credit Suisse
ja
CS Foundation
Swiss Re
ja
SwissRe Foundation
Zurich
Versicherung
ja
Z Zurich Foundation
Gulf of Mexico Foundation
(zusammen mit Shell, BP,
Marathon Oil, etc.)
56 Stiftungen
A5/3
Annex 6
Schweizer PSD Akteure
Diese Darstellung ist nicht abschliessend und versteht sich als eine Auswahl von Organisationen, die sich hauptsächlich mit PSD beschäftigen.
NGO im Bereich Mikrokredit und Einkommensförderung
Name
Aktivitäten
Geographischer
Fokus
MA in CH
MA
weltweit
Mittelherkunft
1to4
Impact Investing: Mikrofinanz, Finanzierung von
Kleinunternehmen, Capacity Building
Weltweit
3
0
150'000 CHF pro Jahr für
GiftVest (Zielgrösse 2012),
bisher 6 Guarantors in CH
mit je 1 Mio.
vermögende
Privatpersonen
und Unternehmen
Opportunity International
Schweiz
Microfinanz, Kredite, Sparen, Versichern,
wirtschaftliche Rahmenbedinungen verbessern
(christliche Motivation)
Afrika, Asien (8 Länder)
5
0
780'000 CHF
Spenden
Swisscontact
Hilfe zur Selbsthilfe: Zugang zu Märkten,
Informationen, Finanzdienstleistungen (Sparund Kreditmöglichkeiten) und
Erwerbsmöglichkeiten
Weltweit, 19 Länder mit
lokalen Büros
25
500
51 Mio. CHF (2011)
Unternehmen,
Verbänden,
Stiftungen,
Gemeinden,
Kantone, Bunds,
Private Spenden.
Aga Kahn Agency for
Microfinance AKAM
Steigern von ländlicher Produktivität (Raising
Rural Incomes): Mikrofinanz, KMU Support
Weltweit, aber Fokus auf
muslimische Länder.
Schwerpunkt in
Zentralasien
80 in Genf
(für
gesamtes
Netzwerk,
nicht nur
AKAM)
3‘400
Kredite: 220 Mio. USD
(2011); Gesamtbudget Aga
Khan Netzwerk: 600 Mio.
USD
KfW, European
Investment Bank,
Bill and Melinda
Gates Foundation,
USAID, CIDA,
DEZA, Sir Aga
Khan, Ismailitische
Gemeinschaft
Agridea
Ländliche Entwicklung durch: Supply Chain
Management, Produktherkunftsbezeichnungen /
Labelling, Forschung
Weltweit, 34 Länder
9
keine
k.A.
k.A.
Ideas Centre Geneva
Wirtschaftliche Rahmenbedingungen:
praktische, Resultat orientierte Beratungen für
Regierungen und Projektimplementierer
Entwicklungs- und
Tranisitionsländer
6
0
k.A.
k.A.
A6/1
Annex 6
BPN
Für starkes Unternehmertum: Kredite,
Seminare, Workshops
Kirgisien, Mongolei,
Benin, Ruanda und
Nicaragua.
2
5
1.6 Mio Kreditportfolio
(2012)
Spenden,
Patenschaften
Association GRAFE
Vergabe von mehreren Tausend Mikrokrediten
an die Landbevölkerung
Afrika: Senegal,
Bourkina, Cote d'Ivoire
3
0
ca. 30'000 CHF/Jahr
Spenden
ECLOF International
Mikrokredite & Mikroversicherungen
Südamerika, Afrika,
Asien
unklar
Nationale
Büros in 20
Ländern, 900
MA
Kreditportfolio von 41 Mio.
USD 2012
ökumenische
Partner weltweit,
z.B. Brot für alle
RAFAD Research and
Applications for
Alternative Financing for
Development
Beratung, Unterstützung und
Rahmenbedingungen für locale Organisationen
und KMU
2
0
k.A.
Spenden, DEZA,
Kt. GE, VD
Agridus Foundation
Kleinunternehmen fördern (employment
promotion)
2
0
6.2 Mio Euro
k.A
Mittelherkunft
Lateinamerika, Afrika
Social Investors (genossenschaftliche, non-profit)
Name
Aktivitäten
Geographischer
Fokus
MA in CH
MA
weltweit
Oikocredit (Förderverein
D-CH)
Ethische Geldanlagen. In Menschen investieren
(Genossenschaft), Mikrokredite via Partner,
Kleinkredite für Landwirtschaft direkt durch
Oikocredit vergeben.
Weltweit, 70 Länder
1 in CH, (ca.
70 in
Europa)
Ca. 180
557 Mio. Euro Kreditportfolio
(30 Mio. aus der CH)
Spenden: Private,
Firmen
FIG (Fonds International
de Garantie)
Bankgarantien für lokale Mikrofinanzinstitute
(Genossenschaft)
Afrika, Lateinamerika
3
0
Einnahmen 360’000.- (2010)
Mehrheitlich von
getätigten
Investitionen
2.4 Mio USD Kaptial (2012)
Venture South
International
Investitionen und Darlehen an KMU: “Financing
the missing middle”
Philippinen, Kolumbien
3
0
ca. 2.3 Mio. UDS
Kreditportfolio
Private
A6/2
Annex 6
Social Investors (kommerzielle)
Name
Aktivitäten
Geographischer
Fokus
MA in CH
MA weltweit
Finanzieller
Aufwand
Mittelherkunft
ResponsAbility
Vermögensverwalter mit Spezialisierung auf
entwicklungsrelevante Sektoren in aufstrebenden
Volkswirtschaften
weltweit
Von 98 MA
unklar wer in CH
und wer Ausland
98 MA in 5 lokalen
Büros
k.A.
Private, Banken,
Organisationen
Bamboo Finance
Marktorientierter Ansatz zur Finanzierung von
sinnvollen sozialen, umweltfreundlichen Vorhaben
mit einem finanziellen Gewinn für die Investoren
Asien, Afrika,
Zentralamerika
10
14 in anderen
Filialen
k.A.
Private, Banken
Blue Orchard
Investitionen in Mikrofinanz
k.A.
39
0
k.A.
Private, Banken
Beratungsfirmen
Name
Aktivitäten
Geographischer
Fokus
MA in CH
MA weltweit
Auftraggeber
FIDES Financial
Development Services
Entwicklung und Management von nachhaltigen
ländlichen Mikrofinanz-Instittuten und angewandte
Forschung
weltweit
5
5
DEZA, SECO, GIZ, KfW, IFAD
DIAS
Direct Investment Advisory Services (gegründet von
KPMG)
weltweit, OECD und
Transitionsländer
11
0
Früher SECO, jetzt unabhängig
Obviam
Manager von SIFEM
weltweit
13
k.A.
SECO, SDC und weitere Partner
im Ausland
A6/3
Annex 6
Netzwerke
Name
Aktivitäten
Swiss Microfinance
Platform
Alle Schweizer Mikrofinanz-Organisationen
zusammenbringen
World Microfinance
Forum Geneva WMFG
Unterstütz sog. “high-level stakeholder” bei
deren Entscheidungen betreffend
verantwortungsvolle Investitionen in und
„inclusive finance“
Mitglieder
17 Non-Profit Mitglieder; Aga Khan Agency for Microfinance, Caritas Genève, Helvetas, Swisscontact, Terre des
Hommes, World Vision Schweiz¨
7 profitorientierte Mitglieder: FIDES, responsibility, Zurich Financial Services, 2 supporting und 7 Individual
Members
16 Mitglieder: GIZ, Ernst&Young, Accion international, Banco Compartamos SA, BlueOrchard Finance SA
A6/4

IC-Actors in the Private Sector

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