Multi-stakeholder partnerships

Multi-stakeholder partnerships play a pivotal role in advancing the United Nations' Sustainable Development Goals (SDGs). Recognizing the scale and complexity of the global challenges the SDGs aim to address, these partnerships bring together actors from the public sector, private sector, civil society, academia, and more. By leveraging the unique resources, perspectives, and capabilities of diverse stakeholders, these partnerships can significantly enhance our collective ability to achieve the SDGs.

Multi-stakeholder partnerships can facilitate innovative solutions to complex issues. For example, collaborations between technology companies, governments, and NGOs can create digital solutions that improve access to education (SDG 4) or health services (SDG 3). By sharing knowledge and resources, partnerships can also address the issue of poverty (SDG 1) by creating sustainable job opportunities, providing financial resources, and offering necessary training and education.

Beyond fostering innovation, these partnerships promote inclusivity and leave no one behind, a fundamental principle of the SDGs. By ensuring that all voices are heard - from marginalized communities to large corporations - multi-stakeholder partnerships can create solutions that are equitable and effective, thereby promoting SDG 10, which calls for reduced inequalities.

Additionally, multi-stakeholder partnerships exemplify the spirit of SDG 17, which advocates for the strengthening of the means of implementation and revitalization of the global partnership for sustainable development. SDG 17 acknowledges that our global challenges are interconnected and that collaborative and coordinated efforts are crucial to achieving the SDGs.

However, to be effective, multi-stakeholder partnerships must be governed by principles of transparency, accountability, and mutual respect. Clear communication, defined roles and responsibilities, and regular assessments of progress are also crucial for success.

The Blueprint for Business Leadership on the SDGs aims to inspire all business — regardless of size, sector or geography — to take leading action in support of the achievement of the Sustainable Development Goals (SDGs). It illustrates how the five leadership qualities of Ambition, Collaboration, Accountability, Consistency, and Intentional can be applied to a business' strategy, business model, products, supply chain, partnerships, and operations to raise the bar and create impact at scale. The Blueprint is a tool for any business that is ready to advance its principled approach to SDG action to become a leader. This chapter relates specifically to SDG 17.
Models of university-utility collaboration.
In the face of intensifying stresses such as climate change, rapid urban population growth, land use change, and public concern with rates and use restrictions, water management is becoming increasingly complex in the cities of the American West. One strategy to improve water management practices in this changing social-ecological context is to develop collaborative relationships that facilitate the engagement of multiple stakeholders at multiple scales.
Network organization Amsterdam Data Science (ADS) and Elsevier are collaborating together on several fronts, including research and development, joint promotion of Amsterdam as a data science center, and data science talent development. This partnership marks the first long-term collaboration agreement signed by ADS and is interetsed in advancing SDG 9 targets 5, B and C. A number of projects have already started. These are focused on improving data search and reproducibility of research that will ultimately result in higher quality research outcomes.

Despite a significant increase in research and practise linking corporate social responsibility (CSR) and human resource management (HRM), a comprehensive examination of the relationship between these two constructs has yet to be undertaken. Scholars associating CSR and HRM rarely explicate their understanding of the connection between CSR and HRM (CSR–HRM) or the assumptions they make when exploring this relationship. Thus, we argue that a comprehensive review of the literature of the CSR–HRM nexus is relevant and necessary.

Contributing to SDGs 3 (Good Health and Well-being) and 17 (Partnerships for the Goals), this concept note explores an integrated approach for the international drug control regime.
Sustainability transitions have been studied as complex multi-level processes, but we still know relatively little about how they can be effectively governed, especially in transnational domains. Governance of transitions is often constrained by the equivocality of sustainability goals, the idiosyncrasy of niche experiments and the multiplicity of governance actors and interests. We study the role of transnational standard-setters in mitigating these challenges and governing sustainability transitions within a transnational sector.
Linking to SDG 17, this microsite features Project Breakthrough tools, intelligence and examples, including a series of video interviews, cases, interactive mappings, topic briefs and opinion blogs to advance all the SDGs.
Linking to Goal 10, this webinar explains the importance of integrating human rights considerations into Mergers & Acquisitions processes and provides guidance on how companies can do so.
Linking to Goal 17, this report finds that fiduciary duty is not an obstacle to asset owner action on ESG factors. This report looks at fiduciary duty across eight markets (US, Canada, UK, Germany, Brazil, Australia, Japan and South Africa).
Linking to Goal 17, this report supports Asset Owners, including their Board of Trustees and Executives, in the development and formulation of their investment strategy.

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