CHILDREN ARE EVERYONE’S BUSINESS: WORKBOOK 2.0 2 UNICEF, www.unice.org/csr. Acknowledgements, disclaimer and copyright This publication was developed through a consultative process and benefted rom the expertise o a wide range o contributors, including the companies that provided eedback as part o the UNICEF Business and Children’s Rights Tools Pilot 2013: Arcor, Aviatur, Banco Popular, BSR, Cisneros, Conederation o Indian Industry, Danish Institute or Human Rights, DTAC, Enodo Rights, Etipres, Grupo ICE, HCL Technologies, IKEA, ING, Kuoni, Mercantil Banco Universal, Nissan, Nomogaia, Nordic Choice Hotels, Novo Nordisk, Pyramid Consulting, Rosy Blue, Sanoma, Sime Darby, Sansiri, Srinivasan Services Trust, Svenska Cellulosa Aktiebolaget SCA, Teleonica, Telenor, Telenor Pakistan, TwentyFity, Two Tomorrows, Unilever, Vision Banco and Zynergy Projects & Services Private Limited. A frst drat o the workbook was developed in 2011 by Joanne Dunn, Maya Forstater, Margaret Wacheneld and Simon Zadek, and benefted rom the expertise o the ollowing individuals: Chris Avery, Carlotta Barcaro, David Bull, Malena Bengtsson, David Clark, Sara Damber, Aidan Davy, Rachel Davis, Michele Ferenz, Colleen Galbraith, Gianluca Galdenzi, Adrienne Gardaz, Rina Gill, David Girling, Halshka Graczyk, John E. Grova, Susan Gunn, Julia Hawkins, Adrian Henriques, Alison Holder, Bettina Kaltenhaeuser, Ravi Karkara, Harpreet Kaur, Theresa Kilbane, Gerison Lansdown, Mauricio Lazala, Larissa Luy, Lesley Miller, John Morrison, Rada Noeva, Yoshie Noguchi, Erik Nyman, Clare O’Brien, Isabel Ortiz, Ludimila Palazzo, Camilla Ravnboel, Judita Reichenberg, Rita Roca, Verity Rowles, Vesna Savic Frances Sheahan, Ben Smith, Clara Sommarin, Simon Steye, Camelia Tepelus, Elizabeth Umlas, Berit Wirths and Ursula Wynhoven. All rights to this guide remain with the United Nations Children’s Fund (UNICEF). No part o this document may be replicated or redistributed without the prior written permission o UNICEF. A reerence to a non-UNICEF website does not imply endorsement by UNICEF o the accuracy o the inormation contained therein or o the views expressed. Reerences to specifc organizations or companies are included to highlight activities and practices in relation to children’s rights; they are not to be considered an endorsement o particular organizations, companies, products or services. For more inormation, please contact us at firstname.lastname@example.org. Research, writing, design and editing UNICEF Corporate Social Responsibility Unit: Amaya Gorostiaga, Bo Viktor Nylund, Eija Hietavuo, Ida Hyllested, Joanne Patroni and Subajini Jayasekaran. UNICEF Private Fundraising and Partnerships Design Unit: James Elrington and Bruno Rocha. Editor: Catherine Rutgers. December 2013 © 2013 United Nations Children’s Fund (UNICEF), Geneva.
Gérard Bocquenet took up his position as Director, Private Fundraising and Partnerships (PFP) in Geneva on 1 May 2014. For the frst PFP Newsletter under his leadership, the Internal Communication team sat with Gérard to talk about his take on the new role, the perspectives he brings to the job rom his past experience in the French National Committee, and lie in Geneva. In the Private Fundraising and Partnerships Plan for 2014-2017, the UNICEF family has committed to ambitious targets with regard to mobilizing funding and support from the private sector for UNICEF programmes. Six weeks into your time as the new PFP Director, are you losing any sleep over reaching those targets? Well, I generally don’t sleep much anyway – but not any less now than beore joining PFP. However, I do wake up very much aware o the act that the income targets o the Plan are ambitious and that this income is absolutely key or the organization. The Executive Director highlighted the importance o private sector undraising or UNICEF during his speech to the Executive Board in New York on 3 June. Everybody in the UNICEF private sector community – in the National Committees, the country ofces and in PFP – is well aware o the strategic priorities we defned in the Private Fundraising and Partnerships Plan. In order to achieve our goals, we must stay ocused on those priorities especially because we are working in very competitive markets. By the way, I think we should not be araid o talking about ‘competition’ when it comes to undraising; even though we know that some o our competitors are at the same time our partners in the feld. You are now the second former National Committee Executive Director having taken up a senior leadership role in ‘UNICEF international’ (Paloma Escudero, DOC Director is a former Executive Director of the Spanish National Committee). What perspectives do you think you bring to UNICEF HQ that may be different from that of other Division Directors? Paloma and I have two things in common when it comes to our previous work experience: We have led two airly large National Committees or a number o years but we have also both spent years in the private sector prior to joining the UNICEF amily. Paloma was previously at Procter and Gamble and I worked in the ood and the electronic goods industry. So what we bring to our respective roles are years o experience and expertise rom working in large private corporations in addition, o course, to the years with the National Committees. Both these dimensions o my experience are obviously important or my role here in PFP. First o all: I we want to work with the private sector, we need to understand how the private sector works – and I believe I do. My vision is to run PFP as a Division just as one would lead a private sector organization. And secondly: Having led the French National Committee or six years and having been on the Standing Group or three years, I also understand how National Committees work. It is important or us to keep in mind that not all National Committees work in the same way – because their markets and cultural settings are dierent. With 90 per cent o the revenue projected to be generated over the our years o the Private Fundraising and Partnerships Plan still coming rom the National Committees, these dierences need to be actored in when it comes to how we in PFP support them in terms o communication, advocacy and undraising. So coming back to your question: Yes, I suppose that my experience and perspectives are somewhat dierent but should be quite helpul to the work that we do in PFP. About PFP The Private Fundraising and Partnerships Division (PFP) was established in 2008 to coordinate private sector fundraising activities of UNICEF (including individual and corporate fundraising and sales of cards and products), to manage strategic relationships with National Committees and provide support to child rights advocacy activities of the National Committees. The Division is also responsible for broader corporate engagement with the private sector, including non-fundrais- ing partnerships, and coordinating, across the UNICEF family, the implementation of the ‘Strategic Framework for Partnerships and Collaborative Relationships’ adopted in 2009. Want to know more about PFP? Click here to access the PFP Intranet: National Committees HQ / RO / CO INTERVIEW WITH THE PFP DIRECTOR