For the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdfFor the Shell Foundation, sustainable solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. The Foundation knows from experience that its work is much more likely to result in a sustainable solution if it gives More Than Money. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. In this case, it meant creating EMBARQ as the World Resource Institute’s Centre for Sustainable Transport – and as an intermediary organisation designed to act as a catalyst for change. It also meant the Shell Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included: Business DNA Even though EMBARQ is non-profit, we’ve worked with them to get the structure of a business. It has an internal board, it has a business plan and it is incentivised to achieve its targets. Business management techniques and expertise have also been adopted from the Shell Group. EMBARQ therefore gains knowledge from the Foundation and Group then transfers that knowledge to its partners. Partnerships Partnerships are at the heart of the EMBARQ model. It acts as a magnet drawing together government, business, civil society and transport experts to create public-private partnerships that deliver results. EMBARQ only gets involved if it can convince a city to go into partnership. Usually this involves the establishment of a local EMBARQ Centre for Sustainable Transport. It has a physical location and is staffed and run by locals. Another important element is the involvement of both the local private sector and the leveraging of international capital and interest from the multinational private sector. For example both BP and Ford are involved in our project in Istanbul. Market Oriented Ideas EMBARQ’s business model ensures it is market-oriented. Its business is to secure partnerships with cities and then help get interventions agreed. Cities are its clients, its target market, from a business point of view. It looks for city governments that are progressive and that are financially viable in terms of the international capital market. Then the focus is on coming up with a transport system that can pay for itself. The city can therefore go out and borrow money against this. The other dimension is getting companies to participate in helping those city partnerships to go forward, because of the commercial benefits. Money In 2002, we made an initial $3.5 million commitment over the first five years with a challenge element that, if EMBARQ raised the same amount, we would put in another $3.5 million, which we did. We have made the same commitment for the second five years of the programme. This incentive scheme lead EMBARQ to sign up other investors, for example the construction equipment giant Caterpillar has invested $7.5million. Shell Resources EMBARQ has benefited from Shell Group’s technical expertise on things like air quality, traffic management and fuel efficiency, as well as its links within the industry. It has learned a tremendous amount about project and risk management. We have also benefited from the political access the company’s in-country offices can get us, particularly in places like China and Turkey.We also now have another major corporate sponsor – Caterpillar. It is clear the Shell brand was key in bringing Caterpillar in. Source: 32. United Nations. Department of Economic and Social Affairs/Population Division. World Urbanization Prospects: The 2003 Revision. New York: United Nations, p.3. Web site: http://www.un.org/esa/population/publications/wup2003/WUP2003Report.pdf