Enhancing Business Community Relations Go Green Case Study January 2003

PARTNERSHIPS FOR DEVELOPMENT

This case study is one of ten that was chosen as part of the Enhancing Business Community Relations Project. The purpose of this study is to document successful experiences as learning tools in the field of Corporate Social Responsibility (CSR) in Lebanon. The Go Green case will highlight the importance of forming strategic long-term partnerships with various stakeholders. Through a well-established process and set of environmental awareness activities, the Go Green project managed to reach a large audience and bring significant benefits to its partners and the community as a whole. The enclosed case study was written based on a detailed inquiry including a series of one-on one interviews and focus group discussions with various stakeholders (employees and community members), as well as collection of documentation on corporate social activities through secondary sources, company documentation and media sources. The findings and recommendations reflected in the document are those of the author and do not necessarily reflect those of UNDP/UNV or the New Academy of business. It is important to note that these cases were written as examples of positive initiatives that have contributed to community. They do not constitute a comprehensive assessment of any of the mentioned companies socially responsible behaviors. The Enhancing Business Community Relations project is a joint initiative between The United Nations Volunteers (UNV) and the New Academy of Business. Implemented in seven developing countries, the purpose of the initiative was to collect and document information on business-community practices as perceived by all stakeholders, build partnerships with them and promote corporate social responsibility practices. It is also intended to enhance international understanding of business-community relations through information sharing and networking with other countries especially those participating in the project - Brazil, Ghana, India, Nigeria, Philippines, South Africa and Lebanon.

Kindly note that all partners of the 2002 Go Green partners have read this case study

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Enhancing Business Community Relations Go Green Case Study January 2003

In todays world, the private sector is the dominant engine of growth the principle creator of value and managerial resources. If the private sector does not deliver economic growth and economic opportunityequitable and sustainable- around the world, then peace will remain fragile and social justice a distant dream. () That is why I call today for a new partnership amongst governments, the private sector and the international community. Kofi Annan, Secretary General of the United Nations

Business State Community Civil Society

1- Introduction
One of the pioneering multi-stakeholder initiatives in Lebanon is the Go Green partnership that was implemented in 2002. What exactly is Go Green? What made this initiative so successful and unique? What was the process for implementing this partnership? What were the challenges faced while implementing it? Finally, what are the recommendations for improving it? This case study will address these questions in detail with the hope of inspiring many other similar initiatives to be implemented in the near future. Before introducing the Go Green initiative, it is worthwhile to provide an overview of the partnership concept. Partnership is not the first word that comes to mind when business and environmental groups are mentioned in the same breath. Originally, the relationship between the two parties are founded, based and reinforced around conflict. This began to change in the early 1990s when the emergence of the business- environmentalist partnership phenomenon began to offer new hope for building consensus towards global sustainability.1 A partnership is an alliance between organizations from two or more sectors that commit themselves to working together to undertake a sustainable development project. Such a partnership undertakes to share risks and benefits, review the relationship regularly and revise the partnership as necessary. R.Tennyson and L..Wilde, The Guiding Hand, Brokering partnerships for sustainable development

A decade ago, community related partnerships both locally and globally were limited, focusing primarily on philanthropic donations (cash and in-kind products) or corporate sponsorships. Currently, in Lebanon we have reached a state where donations are not only relatively old fashioned, and less effective than partnerships, but also, in a sense, are akin to taking the easy way out and reinforcing the individualistic culture we are already deeply immersed in. We all share common needs, problems and trepidations and that is what makes humanity whole- one that needs to come together regardless of what sector we fall under. Otherwise, if all we ever do, is rely on what has been done before us by keeping up with the habit of traditional philanthropy, then we would be lacking innovation, hindering Why partnerships? improvement and inhibiting a fresh perspective on things. Because the current challenges the current challenges are far too complex for one for The growing interest on community partnerships has been due individual sector to deal with and resources are to a culmination of factors. The good news is that globally, limited. By pooling resources one can achieve things started to change drawing the focus on, and around more and gain long-term sustainability. partnerships and away from traditional sponsorship. This has been mainly due to the realization that strategic partnerships Julian Parr yield many more effective results to everyone involved, UNIDO partnership with private business report. businesses, employees, communities, etc. As a result, nowadays, companies are taking an increasingly active role in the communities where they operate, and recognize that social and environmental responsibility is no longer an option, but a self-enhancing imperative. They are forming partnerships with non-profit organizations, government agencies, and other stakeholders to fulfill a wide variety of community needs. These partnerships reflect a newfound understanding of the limited resources of governments and community service organizations to address specific issues. They also reflect a growing realization that individual entities- governments, nonprofits and businesses

In the Company of Partners, David F. Murphy and Jem Bendell, 1997

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Enhancing Business Community Relations Go Green Case Study January 2003

which traditionally acted independent of one another - can create powerful synergies when working together for common interests and concerns. Risks Possible lack of commitment and involvement on behalf of one or more of the partners Expanded contact Possible clash between network various partners resulting from different cultures, motives, backgrounds, etc. Information sharing and Lack of motivation and enthusiasm due to amount of learning among partners time to view tangible results and benefits Enhanced trust and Lost independence for the initiating agency or other goodwill in local partners communities Possible lack of Such partnerships, which take time and skill to Greater impact and communication channels, develop, typically involve both a benefit and a risk sustainability in the processes, realistic objectives, element to companies, but the benefits far community etc. outweigh the challenges. Although it can be Enhanced creativity in Possible abuse resulting from challenging to maintain motivation and enthusiasm, project execution one partner using the others especially if positive results do not happen quickly, name, contacts, logo etc. in a they often result in a spirit of sharing and negative manner. cooperation. Much of what has been mentioned in this introduction is very symbolic of the Go Green partnership one that provided win-win benefits for its partners and the community alike. The partnership strategy is considered the most evolved paradigm for engagement as it is founded on mutual respect, understanding and agreement as well as equitable (as opposed to equal) sharing of benefits and risks among all players, including business. It stands as the most effective means of ensuring development as it ensures ownership and commitment among all partners. In an environment wherein these aspects are not present and cannot be introduced, a partnership cannot properly ensue or may not be the most appropriate strategy. In an environment where these aspects are lacking but can be built, building the capacities of all potential partners to share risks equitably becomes part of the partnership strategy. Benefits More efficient use of financial resources

2- The Go Green partnership

Over the past three years, Schtroumpf, a local restaurant chain has actively raised awareness on environmental issues and has taken active measures to ensure that its operations are environmentally friendly. Activities such as a university contest, an environmental forum, corporate volunteerism river clean ups, and more, as discussed separately in Schtroumpfs case study have been implemented and managed within the framework of Scthroumpfs Go Green environment programme. In 2002, after gaining further insight about strategic community involvement through multi-stakeholder partnerships, Mr. Omar Sakr, Schtroumpfs environment program manager, wanted to enhance the impact of the companys environmental activities. As a result, he grouped a few of these activities and packaged them under the Go Green project, which was proposed for UNDP/UNVs partnership through the project Enhancing Business-Community Relations (EBCR), as well as other organizations. With the objective of promoting social and environmental awareness, the Go-Green project was initiated by Schtroumpf, as a symbol of its continuous support to environmental awareness. The springboard for the initiative and the origin of its nameis the Go Green motto and Schtroumpfs environmental programme. For Schtroumpfs environmental manager, Mr. Omar Sakr, this was a natural step towards a better implementation of the companys community philosophy. As a result, in 2002, Schtroumpf and UNDP/UNV became the main organizers of this project, while the FTML, Coca-Cola and Tetra Pak East Med became the official partners. 2 So, how did the partnership emerge and blossom into a breakthrough initiative in the field of business community relations, especially in Lebanon? The following sections will outline the objectives and activities of this partnership as well as the exact steps that were followed to make it a successful reality.

Please refer to Appendix 1- for more information on the partners.

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Enhancing Business Community Relations Go Green Case Study January 2003

2.1 Objectives of the Go Green project: The Go Green project had various objectives as jointly determined by Schtroumpf and UNDP/UNV, as follows: a) Promote the concept of corporate social responsibility (CSR) as a critical element in human development; b) Enhance awareness of environmental issues especially among youth by encouraging them to create a wide range of environmental projects. c) Promote and strengthen the concept of sustainable partnership building between different stakeholders (Civil society, public institutions, private sector, international organizations etc) by actively encouraging different sectors to work together through the Go Green activities mentioned in section 2.2 below; d) Exchange strategies, experiences, and identify common interests in relation to environmental protection and sustainability; e) Identify problems, constraints and priorities on one hand, and opportunities and possible areas of cooperation with various stakeholders on the other and, f) Build social capital by bringing various stakeholders together for networking and cooperation 2.2- Activities of the Go Green Project: The Go Green project incorporated the following activities implemented over a five-month period: 2.2.1 Go green media awareness campaign To kick off the Go Green project, a press encounter was held on 23 April 2002. Attended by many media representatives, the press encounter generated several articles on the initiative as well as the importance of business community relations (BCR) and environmental protection. During the press encounter, the Go Green project and its objectives were fully explained to the audience. This was followed by a brief overview of Corporate Social Responsibility (CSR) and its benefits. Finally, each of the Go Green partners spoke about its social programs and expressed their commitment to supporting their community. Apart from the press encounter, the media was invited to attend most of the Go Green projects activities mentioned below. The campaign was continuously adapted to the audience it was directed at. To target students, articles were written in popular student magazines, while other business-oriented magazines were targeted to promote the concept among other private sector organizations. Overall, the media was supportive of the campaign, as all activities enjoyed a good amount of media coverage. To date, 25 articles have been written in major newspapers and magazines. The initiatives also received a good amount of coverage on major TVs as well, either through news segments, or live 15-30 minute interviews. Altogether, 12 TV live interviews where held either about the initiative or had mentioned it. It was also mentioned on 4 websites. More information on the media awareness campaign can be found in appendix -3-. 2.2.2- Go Green university awareness campaign A university awareness campaign ran parallel with the media one. This campaign focused on promoting the Go Green environmental contest and forum through flyers, placemats, posters, billboards, presentations, etc. Altogether around 80,000 copies of three distinct flyers were widely distributed. The first was a small leaflet that mentioned details of the contest, as well as statement outlining each partners commitment to the community. 20,000 copies of this leaflet were distributed in most universities across Lebanon, at Schtroumpfs premises and to the partners employees. Another 60,000 copies of a similar placemat were disseminated; half of those promoted the contest, while the other half, the forum. In some universities, stands were set up where these flyers were distributed. In addition to all this, many posters were posted on campuses, and in some cases e-mails were sent to advertise the university seminars that were held. Finally, a total of 125 billboards were set up on panels across Lebanon a week prior to the forums launch. Apart from all the above, the Go Green partners became personally involved in the campaign. As a result, to express the importance of environmental sustainability, they visited most participating universities and held a PowerPoint presentation that provided more than 1000 students with an overview of their social programs. These visits were very beneficial as they allowed students and corporations to network together and become closer. A complete list of these university visits can be found in Appendix 4-

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Enhancing Business Community Relations Go Green Case Study January 2003

2.2.3 Go Green environmental contest With the objective of sensitizing youth to environmental issues, the Go Green contest encouraged students to come up with environmental projects in the fields of engineering inventions and communicative artwork. It targeted close to 20,000 students in major universities across Lebanon. Altogether, around 200 projects were submitted and a total of $USD 11,000 was distributed during the closing ceremony of the Go Green environmental forum. The private sector can play a very important role in the community and should make every effort join hands with the public sector in order to complete each other for the sake of a cleaner and safer environment

H.E. Michel Moussa The jury, composed of professionals in the environmental field gathered Minister of Environment and rated projects on creativity, practicality, usefulness, dedication and presentation. Due to the fact that many outstanding projects were received, the jury decided to divide the amount of money distributed to each category. Appendix- 4- includes a listing of all the winners, as well as the types of projects that won. 2.2.4 Go Green environmental workshop With the objective of facilitating the development of partnerships that could address todays most pressing environmental issues, the Go Green workshop was held on 12 June 2002. During the workshop, various stakeholders from private and public sector institutions, academic institutes, associations, NGOs, UN agencies gathered at Schtroumpfs main branch in Jounieh to participate in the event, hoping to find solutions and come up with ideas that could contribute to environmental enhancement. The environment workshop was my favorite in the Go Green project, because it allowed me to network with many in the field. This led Tetra Pak tot team up with an NGO to try new recycling methods such as breaking down cartons into compost Ms. Kelly Boucher, Regional Director Food for development office - Tetra Pak

The spirit of the day was captured by speeches by Schtroumpfs management, UNDPs Resident Representative, the Minister of Environment, as well as the Go Green partners. In addition to the speeches, a presentation was held on the Lebanons State of Environment Report. The report, which was launched on 5, June 2002 and discussed the current state of the environment in Lebanon and how it is affected by various human activities in different sectors. Following the morning session, participants were grouped in roundtables on waste management, air pollution, organic food and eco-tourism. These roundtables allowed participants to state their concerns, discuss possible solutions, and come up with recommendations for joint multi-stakeholder projects to address environmental problems. They also allowed them to exchange strategies and experiences of best practices. After discussing an action plan within each working group, the moderators then came back to the audience and presented their projects. Many ideas were raised. However, each group decided to focus on an awareness campaign targeting a specific topic. For example, the organic food group focused on increasing understanding on the differences between organic and non-organic food; The waste management group advocated the use of paper and/or textile shopping bags instead of plastic; The ecotourism group recommended the development of an eco-tourism guide coupled by guided student visits to Lebanons protected areas; Finally, the air pollution group recommended a campaign to reduce car pollution. More information on the outcome of each working group can be found in Appendix 2-. The most positive aspect of all this, is that these recommendations are on their road to implementation through the 2003 Go Green campaign. Attended by close to 100 individuals, the workshop caught the attention of many and received outstanding feedback from all those touched by the uniqueness of the Go Green project. The important aspect of this activity is that it allowed people to meet and network with others in their field, and the working groups provided individuals from various sectors the opportunity to sample collaborative efforts on specific ideas. 2.2.5 Go Green environment forum The Go Green Forum held on 12-14 July 2002 celebrated the United Nations International Year of Eco-Tourism with a wide range of activities and seminars related to Eco-tourism3, mountains and alternative energy with the aim of integrating fun and games with environmental awareness and action. Among many others, these included Telescope
3

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Enhancing Business Community Relations Go Green Case Study January 2003

(Astronomy), Mongolfiere, Tyrolean, Rappelling and wall climbing. Every night a theme was celebrated with great enthusiasm and liveliness. Friday night was Energy night, Saturday was Mountains night, and Sunday marked the wrap-up of the forum, during which the awards of the Go Green contest were distributed to various university students. Apart from the above-mentioned activities, students projects were displayed to the public all over Schtroumpfs premises and stands were set-up for various NGOs working in the field including LAssociation Libanaise dEtude Speleologique (ALES), the UNDP Ozone office and BIOCOOP Lubnan. Those participating in the stands provided explanations about environmental issues. Furthermore, BIOCOOP Lubnan also offered an organic food tasting campaign. Altogether, close to 3000 individuals participated in the forum throughout the three-day period. Some came with the objective of learning about environmental initiatives, others to find out if they have won in the contest, either way, the forum generated a lot of awareness in a very easy going setting. 2.2.6- Go Green Volunteerism The final activity that wrapped-up the Go Green initiative was a river clean-up at Nahr Ibrahim in partnership with the Spring Valley Operation. Employees of the Go Green project, as well as many enthusiastic individuals from the Lebanese boy scouts, took the opportunity to celebrate the International Year of Eco-tourism through a recreational and outdoor trip that simultaneously helped clean up the environment. FTML has always been a strong supporter of Corporate Volunteerism through our Generations program. Employees love participating in such activities because they get a lot of selfsatisfaction and a sense of belonging to their community In all our actions, we aim to sensitize customers to learn about the environment through creative communicative mediums, such as colorful placemats, or the activities that were displayed in the environment forum Omar Sakr Environment Program Manager, Schtroumpf

The objective of the trip was to promote the idea of Corporate Volunteerism, which is voluntary community service by corporate Ms. Carine Mourad employees and one aspect of Corporate Social Responsibility. The Volunteer Coordinator, FTML activity was quite unique since it is one of the first in Lebanon bringing together employees of various organizations. During the activity, participants confirmed that volunteerism yields excellent benefits to everyone involved including: corporations, the community and the employees themselves. 2.3- The process of implementing the Go Green project Similar to the process of baking a cake, which requires certain ingredients to be mixed in a specific order, the exact method can be applied to community partnerships. Such approaches and methods are numerous and varied, but there are several basic steps that were embraced in the implementation of the Go Green project to ensure its success in a manner that yielded win-win benefits for all. The following paragraphs provide a detailed description of what was done from A to Z in the execution of the Go Green project. For a summary on this process, please consult the National Research Report of the Enhancing Business Community Relations project. a) Heres how the story began The whole process started very informally where some members from the United Nations Development Programme (UNDP) visited Schtroumpfs premises during the 2001 Environmental forum. Impressed by the restaurant environmental commitment, a dialogue started between the two offices. In order to strengthen his environmental program, Mr. Sakr, Schtroumpfs environment program manager decided to partner with other organizations working towards the same objective. As a result he informally approached UNDP/UNV to explore the potential for developing a partnership, as he had learned that the UNDP had a comprehensive environmental program, as well as a project promoting Corporate Social Responsibility called: Enhancing Business Community Relations (EBCR). b) We (Schtroumpf and UNDP/UNV) started by defining what needed to be done... Mr. Omar Sakr along with the EBCR project manager, and UNDPs environment program manager, met on several occasions and identified what activities needed to be done, in line with both Schtroumpfs and UNDP/UNVs mandates. While brainstorming, a review of Schtroumpfs environmental activities in the past was done (Strengths, weaknesses, impact, sponsors, etc.). The chosen activities were then packaged with the Go

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Enhancing Business Community Relations Go Green Case Study January 2003

Green project name. The reason why this name was chosen was because it corresponded to Schtroumpfs environment programs name Go Green. Schtroumpf and UNDP/UNV then identified the next steps to be done, which included Schtroumpfs official request to UNDP/UNV for partnering in the implementation of the partnership. c) We ensured internal support... Support of upper level management is always critical to increase the projects internal visibility and success, keep the project on the companys agenda and motivate self- participation. As a result, after drafting the partnership request, internal support needed to be built within Schtroumpf and UNDP/UNV. Initially, it was necessary for Schtroumpf to sell the partnership approach to the companys own senior management. It was equally important to have UNDPs management on board. As a result, after securing initial interest on behalf of both parties, meetings were held with UNDPs Resident Representative for final approval. The idea was taken with enthusiasm, as Schtroumpf and UNDP/UNV, became the organizers and co-managers of the Go Green project. Although UNDP was unable to offer Schtroumpf financial support, it was able to offer technical support by assisting in the projects day-to-day implementation, as well as its expertise in Role of the partnership broker environmental and business-community issues. Carries responsibility for the process of building a successful partnership and d) We identified a partnership broker securing its effective functioning long term. After jointly deciding to involve various other organizations in Supports the partners in designing and the projects implementation, it became necessary to identify a implementing the project that they agree to neutral, credible and trusted partnership broker to coordinate undertake. among all partners. Given UNDP/UNVs impartiality, Ms. Acts as an intermediary and builds Forzley, who was managing the Enhancing Business collaboration between the partners Community Relations initiative was given that role. Inspires others in the initiating organization and the partner organizations to follow the e) Then we set criteria for choosing other partners and partnership approach developed a comprehensive proposal Encourages the adoption of behaviors to After reviewing the objectives of the project together, help the partnership to function effectively Schtroumpf and UNDP/UNV prepared a comprehensive and grow. proposal, which outlined the objectives of the partnership, its Protects the principles and vision of the activities, expected budget, and a list of all the expected partnership partner returns. The appropriate sector or sectors with which to partner (whether business, education institutions or non profit organizations) were researched to ensure that any organization that supports the project, meets certain criteria and has a culmination of qualities which complement and add-value to the project. Among these were consistent goals with the project organizers; previous track record in supporting community initiatives; a solid management structure, and finally, the availability of the appropriate skills and resources to effectively carry out the partnership. We were quite objective in picking partners. We wanted to make sure this partnership We picked our partners provides a learning experience. Here the After finalizing the proposal, finding partners was the next mix between local and multinational as well essential element to be done. A brainstorming session was as small and large organizations was held to identify a set of organizations that could possibly fit the critical. criteria mentioned above. The proposal was then distributed to all potential partners. This was then followed by a series of Lubna Forzley meetings with each of these organizations to explain the Business Community Relations Specialist project, its implications, and required involvement. After careful UNDP/UNV consideration, FTML, Coca-Cola and Tetra Pak East Med were carefully identified as the most suitable partners. Before finalizing our choice, each organization was called individually to ensure that they are in agreement and not in any conflict with the other organizations we selected. g) Then we introduced partners to each other A brainstorming session was held at UNDP/UNVs office, in order to introduce the partners to each other. During this session, all aspects of the project were discussed among all partners, and each partner participated in the decision-making process by providing their opinion on the projects implementation. Ideals and desired outcomes were set as it was important that parties involved agreed on what they expected from one another and from the project as a whole. During the meeting, ground rules were also jointly identified.

f)

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Enhancing Business Community Relations Go Green Case Study January 2003

h) We established communication channels Once the relationship was on the road to delivery, it was a crucial moment to establish effective communication channels. This was essentially what created the mechanism for growing and developing the relationship between parties involved. Such communication channels were as simple as identifying one person as a champion in each organization to represent his/her organization throughout the partnership. This person was then added to an e-mail mailing list and provided with regular updates on the project. That person was also provided with all the promotional material to be distributed internally throughout his/her organization. i)

This was the second year we partner with Schtroumpf in the implementation of the Go Green project. Our contribution stems from our commitment to supporting the environment in Lebanon, and engaging in multi-stakeholder partnerships for the betterment of the community we operate in. Antoine Tayyar Public Affairs Manager, Coca Cola

We signed contracts with each partner based on a set of protocols We established a set of protocols defining structures and procedures that underpin the partnership such as use of logo, ways to reference the partnership, financial arrangements, channels of communications, etc. All these conditions were outlined in a contract that was signed between each partner and UNDP/UNV. In addition, to this, a separate execution agreement between Schtroumpf and UNDP/UNV was signed. From that point on, Schtroumpf and UNDP/UNV both managed the budget and projects overall implementation. We committed financial and human resources After each partner signed the contracts, we ensured that the required finances were transferred to UNDP for the projects execution. Schtroumpf managed the day-to-day budget, and submitted all payments to UNDP in order to reclaim the spent amount. Receipts from UNDP/UNV were sent to each partner as proof of payment. It was equally necessary to secure human resources as this project was created in a way that heavily required the partners personal involvement. Therefore, all partners were encouraged to participate in all activities and to help in the projects implementation in any possible way.

j)

k) Then started the ball rolling.. Once we had the necessary finances and the partners commitment, we moved ahead in full speed in implementing together all the activities of the Go Green project. Throughout these activities, we tried to maintain motivation and enthusiasm, and to build a strong working relationship between the partners, one that is capable of withstanding difficulties and challenges. l) We had lots of fun along the way We tried to maintain a positive attitude despite the level of workload. We took lots of photos along the way, laughed a lot and even became friends

m) We thanked and appreciated Throughout the whole process, we didnt forget to thank and appreciate each others efforts. n) We all used our contacts In order to ensure the optimum output, all partners were encouraged to share any contacts that could help in the projects implementation. For example, a media contact list was compiled with the help of each of the partners. o) We consulted at all times Involving partners in the overall implementation of the project was a very important step in the whole process. Partners were consulted at all times, and sought for advice. For example, prior to publishing press releases or promotional material, they were sent to everyone for comments and approval. p) We created a learning culture Throughout the implementation of the project we created a learning culture in which the partners learned from each others experience. Here the mix between local and multinational partners was very important. q) We disagreed sometimes and made mistakes along the way So, much like anything in life, we disagreed sometimes and made a few mistakes along the way. This step was inevitable, yet necessary for assessing the strength of the partnership and the compatibility of the partners. With a

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Enhancing Business Community Relations Go Green Case Study January 2003

little give and take, patience and listening, we came together to an outcome that eventually satisfied everyone. Partners understanding that openness to learning and critique was essential and ultimately added to their own professional development. r) We also encouraged the whole organization to get involved Partners were encouraged to channel this learning culture into their own organizations. In this regard, we tried as much as possible to build the partners capacity to take increasing responsibility for leading and developing the partnership without the day-to-day interventions of the broker. s) We always checked if we were on the right track.. Knowing that one of the most important aspects of project management is stocktaking; we occasionally sought partners feedback on the projects progress. This was done through several organizers meetings, where partners were encouraged to provide their input and critique on the past and future. Flexibility and the ability to adjust very quickly were necessary at this point. t) We held regular external evaluations In addition to the ongoing feedback we received from our partners, we sought the publics opinion on two particular occasions. During the environmental workshop and forum, evaluation forms were widely distributed to participants to assess their level of satisfaction with the project and to tabulate their level of awareness of each of the partners social programs. This, in turn, made the whole process all the more effective and productive. u) We analyzed and shared results As we tabulated the results of all the evaluation forms, we analyzed the strengths and weaknesses and shared these with the partners. v) We also encouraged the partners to see the long-term benefits of the partnership Often in partnerships, some benefits are not always visible immediately. Therefore it was necessary to encourage partners to focus on the long term and see beyond short-term results such as publicity and visibility. Some of the many benefits we encouraged partners to reflect upon, included: the networking that was made; capacity built in the community; awareness generated, experience gained, and finally all the exposure received. w) After finalizing all the activities, we wrapped up the partnership We wrapped up the partnership through a feedback session during which a partnership evaluation form was discussed thoroughly. During the session, recommendations for improved activities and outputs were also provided. x) We documented our success story Our success story was captured in a video that summarized the whole journey. It was also documented in the form of this case study, and in partnering companies brochures, which were distributed in various venues. To top this off, all the partners also mentioned it during their own activities and speeches, which added to the projects visibility. y) We kept in touch Although the project was concluded, we all kept in touch to remember the good times and to discuss other ways of enhancing our community. z) Finally, we prepared the 2003 Go Green campaign in order to sustain the momentum. Based on all the feedback received in 2002, Schtroumpf and UNDP/UNV re-started the whole process and prepared for a much bigger campaign to be held in 2003. Developed in a manner that promotes public-private partnerships, and celebrates 2003 as the International Year of Water, Go Green 2003 is currently being implemented jointly with UNDP/UNV, the Ministry of Environment, the Ministry of Agriculture, and a few other organizations.

2.4- Partners returns: Although measuring the returns of a partnership is a very hard and subjective task, the following is a listing of all the immediate returns that the partners received from participating in the Go Green initiative.

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Enhancing Business Community Relations Go Green Case Study January 2003

a) Enhanced visibility: The Go Green campaign generated a significant amount of exposure to all partners among thousands of individuals, especially the young generation, which is actively targeted by all partners. This was achieved through the appearance of each of the partners logos on: All press releases, official letters, invitations, project descriptions, evaluation forms, posters, banners, etc. In addition, they were displayed on all 80,000 flyers, of which 20,000 included statements outlining each of the partners commitment to the community. The billboard campaign, which clearly displayed each companys involvement all over the country. A series of PowerPoint presentations that were displayed in most universities across Lebanon, as well all other activities of the Go Green campaign mentioned in section 2.2 b) Enhanced Reputation: The Go Green initiative was referenced as success story, which enhanced each of the partners reputation as well. Following its implementation, many individuals from the public became more aware of the partners commitment to the community. The project was also well publicized by each of the partners as part of their own activities, events, press conferences, etc., giving each other additional visibility. For example, a summary was captured in a video and shown in many of UNDP/UNVs events and workshops both locally and globally. It was also referenced during Coca-Colas year-end gathering, and in Tetra Paks seminar addressing students at the American University of Beirut (AUB). Due to their interest in the project, many graduate students have approached the organizers to learn more about it, and further research work on the field of social responsibility that references the initiative is currently being conducted by the AUB. c) Media publicity Many of the articles that were written in the papers mentioned each of the partners names. In addition, whenever possible, all partners names were mentioned in live TV interviews on major stations watched by thousands of individuals. (Please refer to Appendix 3- for more info) d) Experience and sharing of best practices The partners enjoyed sharing experiences and learning from each other, which is usually regarded as a significant return in partnerships, as it leads to enhanced operations and practices. e) Networking As mentioned earlier during the process, the Go Green activities created a significant medium for partners to network with other organizations that they could eventually partner with as well. A good example of this is the networking that resulted from the environmental workshop, which has ultimately let to other potential partnerships that are currently being developed.

3- What made the Go Green project different than other community initiatives in Lebanon?

What made the Go Green initiative very successful was the fact that there was a clear partnership building process being followed and that yielded a significant amount of benefits to the partners and the community. Such a process has built Schtroumpfs capacity to self manage and re-implement the program in 2003 on a much bigger scale with the objective of achieving sustainability in the long run. The Yves de San uniqueness of Go Green also lay on the fact that it reached a wide range UNDP/UNV Resident Representative of stakeholders from educational institutes, UN agencies, government institutions, NGOs, etc. Another important aspect of the initiative was that instead of taking the traditional sponsorship approach of making a donation in return for visibility, the companies signed on as partners by committing both their human and financial resources for the campaign. Financially, through pooling resources, Go Green; provided the community with a lot of benefits. On a human resource level, the partners became involved in all aspects of the campaign. This included personal participation in university seminars, activities, organizers meetings, etc. Their involvement and provision of contacts, advice and feedback assisted in increasing the projects impact.

The Go Green initiative is indeed a very unique one, because it illustrated the refreshing trend that UNDP/UNV supports to raise awareness through participatory dialogue and the development of partnerships among different stakeholders.

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Enhancing Business Community Relations Go Green Case Study January 2003

4 Challenges faced
One of the challenges faced during the execution of the university awareness campaign, was the low turnout in attendance. This may be drawn back to the lack of information from one side, and the possible lack of interest in environmental issues from another. This on it is own, confirms the need for raising awareness further on the environmental field. Another possible reason for this low turnout could be attributed to the timing of the seminars, which coincided with the exam period as well as the time when students, due to the insecure political situation, were holding frequent demonstrations. Finally, the last reason why some students might not have participated could be due to the fact that these seminars were not a priority as they were not required of their courses. Another challenge that was faced, was the medias attitude related to corporate community engagement. Unfortunately, many media representatives had a certain reluctance to name all the partners when covering Go Greens activities. Some TVs had put certain conditions and requested the project organizers to refrain from mentioning the other partners names during the live TV interviews. When asked for reasons why they did that, many mentioned that giving visibility to some corporations free of charge causes decreased profits. Due to time constraints and the very busy schedules they led, some partners were unable to attend all the projects activities. Although this can be understood, it had an effect on the projects impact, as the most important aspect of a partnership that distinguishes it from a sponsorship is that of the partners active involvement. For example, the corporate volunteerism activity would have been much more successful had there been more active participation on behalf of all the partners employees. Picking the right partners was something that was critical to the projects success. Although having four partners was a good idea, it was nevertheless a very time consuming and strenuous approval exercise. It was also quite difficult to coordinate at times with all the partners schedules. Finally, based on feedback, some individuals felt that some partners were less compatible for the project than others.

5.0- Recommendations to Schtroumpf for the 2003 Go Green campaign

5.1 Overall set up a) Follow the same partnership process that was implemented in 2002, integrating all the learning that took place and as many of the below-mentioned recommendations as may be fit, to ensure consistency and success b) Assign a very neutral partnership broker to follow up on all activities and to coordinate between partners c) Involve as many different sectors and individuals as possible in the campaign. Approach the Ministry of Environment and the Dry lands Development Center to become official partners in the campaign. d) Advocate the partnerships principles through suppliers, customers and employees, and encourage their participation. This can be done through personal invitations to all activities, encouragement to take on environmental projects, etc. e) Insist from the outset that one of the requirements of the project is active involvement on behalf of the partners, and follow up on this to ensure that they are fully integrated in the day-to-day activities of the project including mobilizing their own contacts, etc. f) Develop a Go Green foundation to oversee Schtroumpfs environment program specifically the Go Green campaign. A board of directors from Schtroumpf, the Ministry of Environment, UNDP/UNV, a few NGOs and other partners could oversee the foundation. Schtroumpfs environment manger can then continue to manage the partnership and head the foundation. g) Launch a separate website for Go Green, which could include the project description, photo gallery, information regarding the contest and winners, etc. One of the web site management companies could be approached to offer its services free of charge. h) Encourage advertising agencies of the participating partners to participate in the campaign by developing all promotional material in house. i) Develop a few additional banners and posters that act as promotional tools to be displayed in partners premises. In addition, a week prior to the forum an advertising campaign can be displayed on the street leading to Schtroumpf s premises. This can be done in the format of a teasing campaign for a few weeks prior to the event where the streets can be decorated with banners mentioning Go Clean, Go Green, Go Schtroumpf, etc. j) Increase this years budget to allow more room for further awareness and program development. k) Establish and implement measurement systems on an ongoing basis (through surveys, questionnaires, focus groups) to ensure that activities yield the appropriate levels of impact for all partners and the community.

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Enhancing Business Community Relations Go Green Case Study January 2003

5.2 Go Green media awareness campaign a) Time all activities requiring media coverage in a way that is compatible with the medias schedule. (e.g. not in evenings or weekends) For example, to ensure the medias participation in the forum, schedule a press encounter the second morning following the announcement of the contest winners. b) Involve the media in the projects implementation from the start. This can be done through an initial focus group discussion about environmental issues to encourage them to write about environmental problems and to support the campaign throughout. c) Actively engage in personal follow up with the media. d) Use part of the funds that were paid for the billboard campaign towards recruiting a private sector media agency to manage the media campaign 5.3 Go Green university awareness campaign a) Develop a more focused publicity campaign, through specific classes related to the contests categories. This campaign should also be paralleled by the organization of environment days, during which a stand could be set up to promote the program, and to raise awareness over environmental issues. Furthermore, the campaign could be advertised in university journals and in student clubs related to the field. b) Negotiate with graphic design/marketing classes professors of participating universities to have the design of the flyers or any other aspect of the campaign (e.g. Billboard Campaign, TV spot) as part of their course curriculum. c) Have all entry forms with clear guidelines available in student faculties. 5.4 Go Green contest a) Focus the campaign in a few universities (Maximum of 6), and a few (2-3) final grades in high schools, and introduce the contest as part of class requirements (e.g. to be graded as a project replacing a midterm) b) Ensure that the amount of money advertised for each category is awarded at the end of the campaign and not split up between participants. c) As part of entry in the contest, introduce other requirements such as a letter of intent explaining what the project is expected to address. This should be submitted to Schtroumpfs premises around May for prescreening to avoid duplication of projects. Students should also be required to prepare a two-minute presentation for the jury, as well a summary explaining their project, This summary can them be displayed on plaques beside the project. Finally students should be made aware that they will not be able to retrieve their projects following the campaign. d) Provide students withL examples of possible ideas in each category; a listing of previously done projects to avoid duplication; a list of environmental contact such as NGOs the Ministry of Environment, etc. e) Reduce the jury to a maximum of seven individuals who can then assess each of the projects together through panel interviews with students. This can be set up the same evening of the forum, over 4-5 hours, during which the jury can rate each student as he/she explains his/her project. This process can be done through an organized schedule for students. The final announcement can then follow the same evening. f) Re-name the awards and activities more creatively and consistently with the campaign. e.g. Green design - Green engineering, etc. It is also equally important to introduce new categories or focus on specific themes on a yearly basis to avoid duplication. For example this year, an Organic food advertising campaign can be useful, since it is consistent with Schtroumpfs business, and since this field lacks awareness in Lebanon. Another example could the International Year of Fresh Water, which is the UNs theme in 2003. g) Encourage the development of practical projects that can contribute to the Ministry of Environment, UNDP, and/or the partners mandates. This will ensure that such projects are put to good use after the campaign. For example, it might be interesting to encourage the development of TV spots, billboard campaigns, etc. that can actually be used following the following years Go Green campaign. h) Follow up with the winners of the contest and highlight their projects either through encouraging the Ministry of Environment to adopt them; displaying them in museums and special venues; and finally highlighting them through other separate projects. (e.g. Publicize via a billboard campaign the images of the photography winners) i) Encourage the Ministry of Environment to further develop and/or highlight the students winning projects. 5.5 - Go Green workshop a) The list of invitees for all the projects activities should be more selective. b) Project proposals for the working groups could be distributed prior to the workshop to familiarize each group with the topics to be discussed.

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Enhancing Business Community Relations Go Green Case Study January 2003

5.6 - Go Green forum a) Set up the forum in a more lively manner to include more live interviews with the jury, the partners, important personalities, etc. to create more excitement. This can also include ongoing videos and PowerPoint presentations on environmental issues and on the 2002 Go Green campaign j) Encourage students that win the contest to briefly explain their projects to the public. k) Display the Go Green banner, as well as other promotional material and students projects in Schtroumpfs premises for a few weeks after the completion of the campaign. 5.7- Go Green volunteerism a) Develop a few environmental volunteerism activities (Under the name of Green Volunteerism) related to issues in need of awareness such as organic food planting, beach clean ups, etc. These activities should be held in partnership with clubs in universities, Lebanese boy scouts, NGOs, eco-tourism operators, etc. and of course with the very active involvement of partners employees. Include promotional material in these activities.

6 - Conclusion:
Go Green serves as an exemplary awareness campaign and a breakthrough in the business community relations field in Lebanon, as it was able to touch many and bring together various sectors of society to work together on one cause. The Go Green project has demonstrated that an initiative does not require a huge sum of money in order to be successful, and that a well-established strategy and process is key, to a long-lasting impact. It also demonstrated that time is a precious commodity and because it is so precious, donating time to further a charitable cause, can be a tremendously valuable contribution, one that is much more valuable than the one that could be made through traditional philanthropy. The 2003 campaign, which is currently being implemented on a bigger scale, is expected to further demonstrate the importance of partnership development, especially among public and private institutions. The public sectors endorsement of the 2003 Go Green campaign is already a positive step in the right direction. Things to Keep in mind when implementing a partnership Commitment to the partnership is a critical success factor. * A partnership is essentially a means to an end, not an end itself. * Building stakeholder relationships involves building trust, clarifying responsibilities and ensuring that everyone understands each others place in the overall scheme. * It is critical to pick partners that are on the same wavelength and have the same beliefs. Transparency and accountability are crucial for building trust It is important to build networks from all sectors that can help strengthen the entire project. Ongoing reflection, effective planning, prioritization, self-motivation, communication, consultation, feedback and evaluation are key to sustaining a partnership Liveliness, swiftness, vibrancy and strategy are all essential components of successful partnerships Maintain a flow of communication internally to ensure employees motivation to participate in the project. Flexibility and the ability to adapt to different situations is very important Tailored awareness campaigns are always best for optimum exposure and involvement. Active listening to partners, feedback and handling criticism constructively is key for partnership success. One has to be ready to make firm and very quick decisions and to take responsibility for such decisions. Picking the right partner is a very important basic step that should be handled with a lot of prior research and care. A balance between partners that have different strengths and weaknesses can be beneficial. Dreaming and realizing that with the power of partnership, such dreams can be achieved is very important. It is very important to engage in public relations at every stage of the partnership Neutrality and objectivity are crucial, especially for the partnership broker. It is important to understand the needs and culture of the partners and acting accordingly to them Appreciating and rewarding good practice is imperative for maintaining the motivation. Keep in mind that managing people is equally important to managing the partnerships itself. Delegation and trust become quite important, especially at times when things get very busy. Trust, open communication, honesty, perseverance, confidence and knowledge are the basics of partnerships Continuous learning and development is what drives the partnership forward. It is essential for all partners to act as role models and to practice what they preach at all times. Without sincere and strong belief for the cause itself, no partnership could sustain. It is important for partners to be sensitive to each other; manage expectations; protect and defend each other. Create a chain effect by advocating beliefs everywhere, to suppliers, customers, employees, etc. Have lots of fun along the way and capture the memories. *The Guiding Hand, Brokering partnerships for sustainable development, Ross Tennyson and Luke Wilde
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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 1 Go Green partners social statements

Schtroumpf
Schtroumpf, a local restaurant chain, is the initiator and co-manager of the Go Green project. The companys environmental mission is to proactively strive to improve the environment by enhancing awareness through a sustainable development program that seeks to ensure a better quality of life in Lebanon. Over the past few years, Schtroumpf has actively raised awareness on environmental issues and has taken measures to ensure that its operations are environmentally friendly. Examples of such practices include partnering with educational institutes to raise environmental awareness; continuously recycling and using recyclable products; and organizing a wide range of activities mainly targeting youth including environmental contests, forums, seminars, etc.

UNDP/UNV
The UNDP operates through a network of 134 country offices covering 174 countries and territories. In Lebanon, UNDP, through its different projects has assisted the Ministry of Environment in setting the basis for environmental protection in the country and has helped in building capacity of national stakeholders. UNDPs position as a trusted, impartial advisor across the developing world is expressed in its role to act as a facilitator and convener at the country level: brining together civil society, government and the private sector to identify and address common development approaches to a broad range of issues and problems such as environmental conservation and regeneration. With the private sector playing an important and inevitable role in human development, UNDP/UNV implemented the Enhancing Business Community Relations project in seven developing countries including Lebanon. This project aimed at promoting the field and at developing key strategic partnerships between the private sector, civil society and government on issues relating to key socio-economic priorities, similar to what the Go Green project achieved.

FTML- Cellis
FTML, a subsidiary of France Telecom worldwide group/Orange created in 1994, has been actively involved in corporate social responsibility initiatives. FTML respect for the environment is paramount. The company applies strict rules and policies, which prevent pollution and degradation of the landscape in setting up their network. FTML firmly believes in protecting the environment and enhancing their communities. In addition to environmental initiatives, in August 2000, the company launched a Childhood Protection Program under the name of Generations. This project aims at supporting non-confessional associations and local NGOs in order to set up support programs for children who are rejected, abused, exploited in their work environment, for whom education is not provided or who are at risk of delinquency.

Coca-Cola
Coca Colas approach to environment issues is a top priority and is guided by a simple principle: while quenching the thirst of consumers each day, the company focuses on the environment, always conducting the business in ways that protect, preserve and enhance the worlds resources. The company has supported the Lebanese community in various causes including the environment. Recently the company launched the Cedar Roots project, which included building the first cedar forest in the South of Lebanon (Jezzine). The projects aim was to help in bringing back the cedars to Jezzine where cedar forests once thrived, contribute to the Ministry of Environments plan to reforest Lebanon, and finally to offer students in the South the chance to have a forest in their proximity.

Tetra Pak East Med

Tetra Pak takes active measures to ensure that its activities and products are environmentally friendly. As a result, at every stage in the products and services lifecycle, from design and purchasing, to transportation, filling, consumption and disposal, careful actions are in place to assess the overall environmental impact. In addition to its environmental initiatives, Tetra Pak supports health and education through the development of the Captain Mike school-feeding program that aims at providing better nourishment for children, as well as raising awareness on different health and environmental issues.

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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 2 Environment Workshop Recommendations

Organic food
The organic food-working group proposed a campaign to raise awareness about the difference between organic and non-organic food. This included compiling a guide, brochures, posters and other promotional material to be distributed to the public. The campaign also encouraged local farmers to implement organic farming days where consumers can spend a day at their farm to learn more about the benefits of organic food. The last aspect of the campaign involved a checklist to be used by farmers in order to ensure they meet certain control standards.

Waste management
The waste management group proposed a campaign to encourage the use of textile/paper shopping bags. This included talking to consumers and supermarkets about the positive effects of plastic bag reduction, as well as implementing the campaign through various strategies such as charging a fee for plastic bag use or giving out free textile/paper bags. The campaign also included raising awareness on the importance of reducing the use of plastic bags by developing and distributing brochures in various venues, especially supermarkets.

Eco-tourism
The eco-tourism group proposed a campaign to encourage eco-tourism in Lebanon. Among the many ideas that were proposed where organized student tours and sporting activities in areas in Lebanon that are less popular among the public. Such visits should be held according to eco-tourism standards, meaning they will not interfere with the environment, while at the same time, enhance the local economy where they are held. In addition to tours and visits, it was recommended that eco-tourism guides be compiled and distributed to the public, in order to provide information on various regions in Lebanon.

Air pollution
The air pollution group proposed a campaign called Stay in your lane to reduce car pollution. This included a comprehensive media campaign, inducing print and TV media to encourage citizens to stay in their lane while driving in order to reduce air pollution caused by traffic jams.

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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 3Media Awareness Campaign

No. of articles 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 PRINT MEDIA Newspapers/Magazines UNDP Newsfront Journal of Corporate Citizenship Revue du Liban Monday Morning LOrient Le Jour Daily Star Al Bayrak LOrient Le Jour Al-Liwaa An-Nahar Al-Mustaqbal Assinaa Walikdissad Echo LAgenda Culturel La Revue du Liban LOrient Le Jour As-Safir Daily Star Executive Magazine An Nahar Daily Star Daily Star Todays outlook Hospitality News Kesrwan Magazine AUDIO VISUAL COVERAGE TV Stations LBC Live - Nharkoun Saiid LBC Live - Nharkoun Saiid LBC Live - Nharkoun Saiid FTV - Live @MTV- Live New TV Live CNBC NBN- Live NTV News LBC News MTV *** NTV *** NBN *** FTV *** Date 9 May 2002 January March 2002 19-26 July 2002 21-28 July 2002 16 July 2002 16 July 2002 16 July 2002 14 June 2002 13 June 2002 13 June 2002 13 June 2002 June 2002 May 2002 15-28 May 2002 27 April-4 May 2002 25 April 2002 24 April 2002 24 April 2002 November 2002 4 December 2002 29 April 2002 17 July 2002 23 August 2002 March 2002 Date 17 May 2002 10 June 2002 6 July 2002 24 June 2002 23 June 2002 18 July 2002 25 May 2002 6 July 2002 12 June 2002 12 June 2002 6 July 2002 20 June 2002 19 June 2002 8 June 2002

*** The following interviews held by Coca-Cola on their CedaRoots project also mentioned the Go Green project WEBSITES No. 1 2 3 4 Address www.schtroumpflb.com www.undp.org.lb www.undp.org www.new-academy.ac.uk

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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 4GO GREEN UNIVERSITY AWARENESS CAMPAIGN

2002 'Go Green' University Awareness Campaign

UNIVERSITY
AUB USJ-CAMPUS DES SCIENCES HUMAINES-RUE DE DAMAS BALAMAND-FACULTY OF HEALTH & SCIENCES (ACHRAFIEH) USJ-CAMPUS DES SCIENCES HUMAINES-FACULTE DE MEDECINE USJ-MAR ROUKOZ(IUT-IGE) LAU BYBLOS LAU BEIRUT NDU BALAMAND (NORTH) MIDDLE EAST COLLEGE UL (FACULTY OF EDUCATION) UL (FACULTY OF LITERATURE-FANAR) UL(FACULTY OF ENGINNERING-ROUMIEH)-STAND VISITORS UL(FACULTY OF BUSINESS) ACHRAFIEH USEK HAIGAZIAN COLLEGE AUT AUST ALBA TOTAL 1137 300 300 160 12 22 100 26 60

ATTENDEES
30 7 120

E.MAILS
6000

FLYERS
6000 500 200 300 1000 1000 2200 1700 1000 200 300 500 900 500 1400 300 500 1000 500 20000

POSTERS
25 10 4 3 10 7 12 12 10 5 5 5 5 10 10 5 12 5 10 165

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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 5WINNERS OF THE GO GREEN CONTEST

Category Environmental Engineering Inventions 1st Prize 1st Prize (2) 2nd Prize 2nd Prize Free communicative environmental artwork Handcraft category 1st prize Active advertising awareness category 1st prize Active advertising awareness category 2nd prize Active advertising awareness category 2nd prize Photography category - 1st Prize Photography category - 2nd Prize Amount US $ 2000 US $ 2000 US $ 500 US $ 500 US $ 2500 US $ 1000 US $ 500 US $ 500 US $1000 US $ 500 Winner Joe Malek Ahmad Houri Joanna Chatila Issam Barhouchce Rami Fawaz Nadine Farah Sandrine Anid Maya Nehme Marwan Ouwegan Joanna Chkeir Projects Name Hybrid vehicle Biodiesel Urban household composting bin Green Wheel Sous wa nokta Campagne de Reboisement Journee Mondial de Leau Journee Mondial de Leau A Lebanese Holy Beauty Stop Pollution

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Enhancing Business Community Relations Go Green Case Study January 2003

APPENDIX 6SOURCES USED Various Go Green press releases, articles, and speeches Go Green evaluations Various literatures and case studies of partnering companies The Guiding Hand, Brokering partnerships for sustainable development, Ross Tennyson and Luke Wilde, 2000 www.ctic.purdue.edu/KYW/process/Build the Partnershsip.html www.renewal.net

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