Breakout 3 - Yellow

‘Managing the conflict of interest issue

inherent in collaborations’

Co-hosted by the Union for International

Cancer Control (UICC) and Bupa

Nicola Roxon

Former Australian Health Minister & Attorney General

Chairman of Cancer Council Australia

Non Executive Director of BUPA (ANZ)

(1)Government (Plain Packaging)

(1)Partners across government

(2)Partnership with NGOs and health professionals

(3) Isolation of tobacco industry

(2) Not­-for-profit with commercial partner (CCA & Coles)

(1) Fundraising together

(2) What makes a successful long term partnership?

SUCCESSFUL COLLABORATIONS

GOVERNMENT PARTNERS IN THE CAUSE – NGOS, DOCTORS, COMMUNITY LEADERS

The Tobacco Plain Packaging Bill

could destroy brands that a worth

millions, if not billions of dollars.

No company would stand for having its

brands taken away and we’re no

different. And it may infringe international

trademark and intellectual property law.

The government could also end up

spending millions in legal fees defending

an idea unproven anywhere in the world.

GOVERNMENT TOBACCO INDUSTRY TRYING TO ATTRACT OTHER INDUSTRY PARTNERS

GOVERNMENT MAJOR RETAILERS DISTANCE THEMSELVES FROM TOBACCO INDUSTRY

Coles and Cancer Council

- an iconic partnership -

20-Year Collaboration

Delivered over $21 million

Through Cancer Council signature event Daffodil Day

(August)

Funds raised for local Cancer Council support services

across Australia

Partnership was renewed every year

Fundraising dollars increased 7.2% YOY over the past

5 years.

Reach:

• 755 Coles Supermarket stores nationally

• 635 Coles Express outlets (past 5 years only)

Engagement:

• Shelf space – merchandise boxes

• Branded product – environment bags

• Fresh daffodils

• Fly Buy donations and incentives

• Staff engagement and team fundraising initiatives

• Communications across Coles communication

channels (internal and external)

Exclusive Supermarket Partner

Managing the Partnership

Developed fundraising product (incl 2015

exclusive Peppa Pig products)

Produced co-branded merchandise boxes.

Coordinated distribution of boxes with 3rd party

pro bono supporter, Star Track

Coordinated merchandisers to restock boxes in

Coles Supermarkets across the campaign

Oversight of partnership communications across

Cancer Council channels

Leveraged Daffodil Day event ambassadors to

point to Coles.

The Future?

• Trend away from passive philanthropy to shared

purpose/common cause?

• Greater impact & reach with right partners

• Care to protect integrity - beware “healthwash”

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Managing the Conflict of Interest Issue

Inherent in Collaborations

Gary Cohen

Executive Vice President and President, Global Health and Development

BD (Becton, Dickinson and Company)

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Process Factors to Avoid Potential for Conflict

1. Establish clearly defined objectives and goals up-front.

2. Create Memorandum of Understanding articulating objectives, roles,

responsibilities, commitments and planned actions of each partner.

3. Clearly define nature and purpose of collaboration, including whether it

is philanthropic, CSR, shared value creation or other form. Avoid any

direct commercial benefit from philanthropic and CSR initiatives; for

shared value note benefit openly and transparently.

4. Clearly identify participants - both organizations and people (including

their business functions); try to avoid purely commercial roles.

5. Identify what each party seeks to gain; avoid ‘quid pro quo’ situations such as favorable treatment in business dealings.

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Process Factors to Avoid Potential for Conflict

6. Where possible, open to other industry participants, but be mindful of

engaging direct competitors to avoid circumstance for collusion.

7. Conduct retrospective auditing and ‘look-backs’ utilizing an independent

third party organization to aid transparency and accountability.

8. Avoid any personal benefits accruing to partner organizations or

individuals beyond what is specifically indicated in the MOU, such as:

• Favorable treatment for company beyond scope of collaboration

• Advance knowledge of procurement plans, tenders or specifications

• Biasing research in favor of collaborating organizations

• Favoring expensive medical procedures over more routine ones

• Any type of personal financial benefit including ‘luxury’ meetings

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Soft Factors to Avoid Potential for Conflict

1. Understand motivations of each organization and individual, avoid or be

transparent about ulterior motivations.

2. Trustworthiness and integrity apply to both organizations and to people. Assess integrity and reputation of the organization and personal

character of its representatives, research previous experiences.

3. Avoid biases, prejudices and ideological positions (‘greedy’ company,

‘corrupt’ official, ‘incapable’ agency). Choose people with open minds.

When properly planned and designed with the right steps and

partners, cross-sector collaborations can accomplish goals

beyond what any one organization or sector can do on its own.