ISO/DIS 44008:2026(en)

ISO/TC 286

Secretariat: BSI

Date: 2025-12-19

Collaborative business relationship management — Guidelines for collaboration in achieving the UN Sustainable Development Goals

© ISO 2026

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Contents

Foreword iii

Introduction iv

1 Scope 1

2 Normative references 1

3 Terms and definitions 1

3.1 Sustainability collaboration (SC) 1

3.2 Sustainability partner 2

3.3 Interested parties 2

3.4 Relationship management 2

4 Structure of this document 2

5 Implementation of the principles for collaboration in achieving UN SDG 1

5.1 Relationship management 1

5.2 Visions and values 2

5.3 Business objectives 3

5.4 Collaborative leadership 4

5.5 Governance and processes 5

5.6 Collaborative competence and behavior 7

5.7 Trust and commitment to mutual benefit 8

5.8 Value creation 9

5.9 Information and knowledge sharing 9

5.10 Risk management 11

5.11 Relationship assessment and optimization 12

5.12 Exit strategy 13

Foreword

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Introduction

Sustainability impacts all levels of society, including governments, businesses, non-profits and civil organizations. Influencing factors for social development range from environmental, economics, and governance. The United Nations Sustainable Development Goals (SDGs) capture 17 key areas for organisations to consider:

Today’s increasingly complex and interdependent world requires collaborative efforts to achieve these goals, as they cannot be accomplished in isolation. The 17th goal emphasizes partnership, urging organizations and individuals to collaborate effectively to address challenges, manage change, and align benefits. Yet the terms “partnership” and “collaboration” can mean different things to each partner. ISO 44001 offers a framework for partners to jointly explore and define these concepts, whether through formal or informal arrangements.

This document seeks to inspire innovation and progress among partners and interested parties involved in or affected by the implementation of sustainable initiatives supporting the UN Sustainable Development Goals.

Collaborative business relationship management — Guidelines for collaboration in achieving the UN Sustainability Development Goals

This document provides guidance for governments, businesses, and other stakeholders in using the 12 principles of collaborative business relationships provided in ISO/TR 44000 to improve their capability to align their aims and objectives to contribute to the UN Strategic Development Goals (SDGs).

The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

ISO/TR 44000:2019, Principles for successful collaborative business relationship management

ISO 44001:2017, Collaborative business relationship management systems — Requirements and framework

ISO 44002:2019, Collaborative business relationship management systems — Guidelines on the implementation of ISO 44001

ISO 44003:2021, Collaborative business relationship management — Guidelines for micro, small and medium-sized enterprises on the implementation of the fundamental principles

ISO 44004:2021, Collaborative business relationship management — Guidelines for large organizations seeking collaboration with micro, small and medium-sized enterprises (MSMEs)

ISO 44007:2025, Collaborative business relationship management – Guidelines for ecosystem collaborations

For the purposes of this document, the following terms and definitions given in Collaborative business relationship management — Guidelines for collaboration in the application of UN SDGs, as well as the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— IEC Electropedia: available at https://www.electropedia.org/

— ISO Online browsing platform: available at https://www.iso.org/obp

3.1

Sustainability collaboration (SC)

A structured partnership among two or more interested parties that jointly design and implement activities aimed at achieving one or more of the 17 United Nations Sustainable Development Goals (SDGs).

3.2

Sustainability partner

Any individual or organization that collaborates with other interested parties in structured efforts to contribute to one or more of the 17 United Nations Sustainable Development Goals (SDGs).

Examples include governments, suppliers, regulators, civil society and special-interest groups, non-governmental organizations, businesses, academic institutions, industry associations, local communities, and investors.

3.3

Interested parties

In the context of sustainability, any person or organization that can affect, be affected by, or perceive itself to be affected by a decision or activity related to sustainability collaboration.

Examples include customers, communities, suppliers, regulators, non-governmental organizations, investors, and employees.

Note 1 to entry: To “perceive itself to be affected” means the perception has been communicated to the organization.

3.4

Relationship management

The planned, coordinated and continually improved use of systems, processes, engagement mechanisms and evaluations that enable partners to sustain an effective collaboration and achieve their agreed outcomes in support of the United Nations Sustainable Development Goals (SDGs).

This document is based on the 12 principles of ISO/TR 44000 ‘Principles for successful collaborative business relationship management’

The principles are:

For each principle there are three main subclauses:

What: a summary of the intent of the principle.

Why: an explanation of its potential application in sustainability.

How: guidance on its implementation.

The principle of relationship management is essential to sustaining collaborative relationships that are focused, ethical and socially responsible. These relationships are foundational to the long-term success of any SDG-aligned initiative. While the process need not be complex, it should clearly capture the shared vision and objectives of all participating parties. It must also be easily understood, accessible, and communicated across all stakeholders, whether directly or indirectly involved in the collaboration.

Different stakeholders often have varying goals and pressures, which can lead to differing priorities. To promote success, each initiative should focus on building and managing strong, collaborative relationships. This can be achieved by agreeing on a shared engagement process that aligns with common goals and desired outcomes. A structured approach to relationship management supports consistency and continual improvement, especially as circumstances and personnel change. It also enables individuals to make informed decisions while respecting the expectations and responsibilities of others.

A jointly agreed-upon relationship management framework helps align focus, build trust, and establish a culture of shared accountability.

Identifying relationships

Effective collaboration between sustainability partners begins with a clear understanding of the initiative's context and the identification of relevant interested parties. These may be government agencies, legislators, businesses, supply chain partners, trade associations, investors, developers, planners, local communities, non-government organisations (NGOs), academics, special interest groups, and other commercial or civil societies.

In addition to primary participants, it is equally important to identify and recognize indirect interested parties, those who may be affected by or benefit from the outcomes of the initiative. A comprehensive stakeholder map should be developed to ensure all relevant voices are considered, thereby promoting transparency, inclusivity, and long-term support. When mapping both direct and indirect interested parties, partners should also consider power dynamics and ensure that marginalized voices are adequately represented.

Establishing organization and leadership

The participating organisations should form a joint management team that includes members of senior leadership of the organisation or clear delegation from the senior leadership. This team should clearly identify the senior administrative personnel—or their designated representatives—who will be responsible for overseeing the initiative. Additionally, the team should define each member’s role, responsibilities, and decision-making authority. The joint management team needs to build and create the environment to support the implementation of any initiative, including but not limited to the resources, equipment, property, personnel and risk management. The joint management team should ensure continual management and focus on the objectives and governance requirements. The joint management team may engage additional collaborative partners as the initiative develops so that all partners can benefit from it.

Establishment of the Relationship Management Plan (RMP)

Partners should develop a joint RMP to clarify the objectives of partners and stakeholders and their environment, including the external and internal elements of achieving their objectives. The plan should also include designation of the partners, collaboration environment and interested party expectations. Typical relationship management plans may also include governance models, escalation processes, metrics by which to measure progress, and communication mechanisms.

The formulation of joint RMP may be an iterative and continual optimization process.

The visions and values of a collaboration should be co-created and reflect the alignment of objectives, concepts, and nature of collaborative work, avoiding moral or ethical clashes, and to articulate the future direction, culture and values required to effectively work with partners. At the same time organisational values need to be actively cascaded throughout the organisation to ensure that decisions and actions consistently reflect them, even when they may at times conflict with internal processes, incentives and performance targets. Regular review should reconcile such conflicts and confirm that the shared vision continues to support the partnership’s sustainability goals.

Vision and values serve as guiding principles for organizations, individuals, partners, and interested parties. They help ensure alignment in areas such as development strategy, culture, ethical standards, and overall behaviour. Consistent expression of shared values builds trust, strengthens internal focus, sets expectations with partners, and enhances the reputation and credibility of the partnership among broader community of interested parties.

Articulating the organisational visions and values

The core values of an organization influence its culture, decisions, and partnerships. Identifying what matters most, internally and externally, is essential for clarity of focus and impact. This process should include input from all levels of the organization to ensure values are authentically reflected in daily operations. When entering into collaborative partnerships, organizations should assess compatibility of values with those of their partners to establish a strong foundation for effective cooperation.

Implementing the visions and values of collaboration

The joint visions and values of all parties should be recognised throughout the collaboration, so that they are reflected in all activities, management and governance. Examining areas of alignment and difference in vision and values is an important step in understanding the underlying impetus for establishing collective aims that align to SDG targets and support the activities of both partners and the needs of wider stakeholder communities and interested parties.

The aims of sustainability and SDGs should be developed together within the context of the business objectives of the partners to ensure that collaborative working is not constrained by conflicting priorities. Where sustainable outcomes can contribute to business outcomes there will be a greater probability of success. For example, many underlying aspects of the SDGs can drive positive commercial returns as well as beneficial social impacts from industry and government investment. Therefore, business objectives and sustainable outcomes should be treated as one integrated value proposition, supported by shared KPIs and reviewed at agreed intervals, so that neither is pursued in isolation.

A clear, shared statement of the collaboration objectives directly drives consistent actions and behaviour across all parties. The effectiveness and feasibility of these objectives form the basis for optimising limited resources, enhancing competitive advantage and creating shared value for every partner and all interested parties. The clarity of the objectives is the basis for effective collaboration and provides guidance on the implementation of activities, key decisions, development direction and behaviour for all parties. Integrating measurable contributions to the SDGs ensures sustainability targets are not treated as lower priorities; and instead stimulate innovation whilst supporting traditional measures of performance and success. Regular reviews keep objectives aligned with changing context and partner priorities.

Establishing collective objectives

All the parties need to have a clear and consistent understanding of their objectives and should consider the value of participating in the collaborative arrangement. In the context of sustainability objectives, it is likely that partners may and perhaps should be involved in representing different sectors of interested parties. Encouraging cross-sector participation where applicable can provide diverse contributions to innovation and change. This diversity will also likely lead to a spectrum of objectives which should be harmonized through dialogue and materially alignment to ensure they are not in conflict.

Each party should define its own objectives, understand the objectives of others, and work toward a shared framework of joint objectives that promotes compatibility, mutual benefit, and inclusive participation. Objectives should be aligned with one of the 17 Sustainable Development Goals, or the 169 SDG targets.

The agreed objectives should be captured in an “objective matrix” within the Relationship-Management Plan, linked to shared KPIs and reviewed at planned intervals to reflect progress and changing context.

Coordinating preparation

All parties should state and align their objectives and values if the collaboration is to be effective and deliver outcomes that are collectively supported. Defining and documenting objectives up-front will ensure that the collaborative approach can be carried out constructively to improve the effectiveness of the relationship in order to achieve and maximize desired outcomes. Each party should recognise the actual context and consider the risks in a holistic manner according to the relevant conditions of the collaboration cycle, so that risks are shared, managed and, where possible, reduced. The agreed objectives, values and key risks shall be incorporated into the Relationship-Management Plan and reviewed at planned intervals to reflect progress and changing circumstances.

Refining objective

Objectives should be refined iteratively, setting phased goals that distinguish between short-term wins, medium-term progress indicators, and long-term strategic outcomes. These objectives should be measurable, time-bound, and linked to transparent milestones and KPIs. Refinement should occur through structured review cycles that incorporate partner input, external factors, and feedback of interested parties.

Implementing objectives

The parties should formulate clear joint action plans that are directly linked to the agreed objectives. In the process of implementation, it is necessary to effectively communicate progress and issues transparently to all interested parties. The creation of joint action plans should fully assess the actual capabilities and influencing relative factors of each party to ensure that the plans can be executed, quantified, assessed and adjusted through shared KPIs and review points.

Adjusting target

In the process of achieving the objectives, the partners should operate a clear, jointly-agreed revision mechanism for adjusting targets, including evaluating their impact on achieving the SDG targets. The mechanism should consider:

— the conditions that trigger a review (e.g., scope change, new requirements, SDG policy shifts);

— who can propose a change and how proposals are documented;

— the decision path and timeline for approving or rejecting revisions; and

— how updated targets are recorded and communicated to all parties.

The success of any collaborative venture relies on the commitment of senior leadership and their skill in collaborative leadership: leadership that facilitates rather than directs, builds consensus and models transparency and trust. Partners should appoint senior leaders who are accountable and empowered to remove internal barriers, supporting the sustainable initiatives both collectively and within their own organisations, and creating an environment conducive to collaboration.

For specific joint programmes or projects, the senior leaders may agree to appoint a leader and team drawn from across the collaboration who are empowered with clear decision rights, expected to facilitate consensus and model transparency and trust, and are fully supported to deliver the targeted outcomes.

The participation of senior leaders provides direction, focus and trust for all parties directly involved in the collaboration, which in turn establishes the environment and behaviours of all involved. Senior leaders should be clearly committed to the relationship and empower their teams to collectively drive the delivery of objectives whilst maintaining the values of their organisations.

They set the tone and provide an example for those working to achieve the desired outcomes and where necessary work to overcome any barriers within their relative organisations. They are responsible for establishing and strengthening the relationship among partners and to promote collaborative behaviour and ensure the success and sustainable development of relationships and projected outcomes.

Appointing senior leaders for collaborative ventures

All partners in the collaboration should agree on the specific requirements, responsibilities and accountabilities of their equivalent senior leaders from each organization within the collaboration.

Where appropriate the partners may appoint programme-level leaders who possess the skills, experience and can facilitate behaviours needed to deliver the jointly agreed outcomes. This should include competencies, experience and skills in relation to implementation of actions to achieve the SDGs.

Provisioning required resources

The partners should allocate appropriate resources required to support the collaboration including, but are not limited to processes, systems and funding where necessary, and personnel with relevant experience, ability and competence. This should include competencies in relation to implementation of actions to achieve the SDGs.

Influencing collaborative relations

Senior leadership from each partner should establish a joint management model to ensure that the relationship between partners is kept on track. Senior leaders facilitate consensus, model transparency and trust, and monitor the relationship, intervening when necessary to overcome internal conflicts and solve problems that cannot be effectively dealt with at the working level. In addition, they will establish a shared communication-management framework suited to the partners’ resources and stakeholder needs.

Governance and processes of collaboration are important elements for structuring, sustaining and achieving the goals among partners whilst maintaining ethical performance and respect for partners and interested parties. Through the establishment of organizational structure, system and process, a joint management team should be established to achieve good governance, power balance and benefit sharing. A standardized operational joint Relationship Management Plan (RMP) may be developed to avoid potential conflicts or misunderstandings in the process of collaboration.

Establishing governance is a dynamic process. It is necessary to clarify the responsibilities and division of labour, and to form an efficient interaction between the partners. With the deepening of collaborative work, a complete and effective internal and external structure of joint governance is constructed for long-term interaction and mutual reputation. At the same time, roles and responsibilities relating to specific activities should be established to support behaviours, build trust, develop confidence, enhance performance and deliver objectives. Over time, the composition and processes of governance may change to reflect the changes in the collaboration.

Planning implementation

The partners, having established mutual objectives, make overall plans for all the necessary processes to better harmonize and optimise the collaboration whilst balancing the interests of all parties and achieving mutual benefit.

The partners should make necessary arrangements and agreements or terms of contract and agree a multi-dimensional governance framework that includes who will manage specific activities and how this will contribute to overall performance. These requirements should be captured in a joint RMP to ensure a reference base over time.

Implementation phase

In developing relationships, the partners should understand their advantages in the collaboration and identify where they will have a sustainable contribution. Such collaborations should not only align with the legal and policy environment within which they operate but also make use of the incentives made available through this environment.

During the initial implementation, the achievement of phased goals should include a management plan, scope, implementation plan and development of a project plan, cost management, resource supply, coping methods and support.

Management phase

The governance structure should incorporate an integrated operational management framework that supports the effectiveness of the collaboration. This may include mechanisms for performance reporting, Key performance indicators (KPIs), ongoing risk and opportunity management, value creation initiatives, engagement with interested parties, operational behaviours and issue management as documented in the RMP.

The role of the senior leaders or their designated representatives should be clearly defined in terms of providing strategic oversight and actively support the collaboration in achieving its shared objectives, including shared commitment to the United Nations Sustainable Development Goals (SDGs).

Solving problems

In collaborations involving diverse organisations—particularly where partners are working to generate additional value and foster innovation—operational challenges are likely to emerge. Proactive issue management and dispute resolution are important to prevent escalating into conflict or eroding the trust and collaborative behaviours that support successful partnerships. A clearly defined issue management and dispute resolution process should be established, including agreed roles, escalation pathways, and timeframes for resolution. Where appropriate, senior leadership engagement should be available to support resolution in a manner that maintains the integrity of the relationship and upholds constructive collaboration. Throughout the process, open communication, transparency, and mutual respect are vital to sustaining long-term trust and collective performance.

The competence and behaviours of partners and their personnel is a critical factor in creating effective collaborations and building trust. Partners should be encouraged to identify or develop personnel that have experience in working within integrated teams and who have a collaborative mindset, in addition to the required technical competences. This may be particularly relevant when the partners are drawn from diverse organisations, sectors and cultures. Diversity provides a valuable influence but can equally inadvertently create barriers to collaboration.

The foundation of collaboration is the ability of different organisations and their people to work together in an integrated arrangement to achieve outcomes which they could not do alone. This can be a significant issue when considering the diverse stakeholders involved in driving sustainable outcomes.

It is necessary for partners to understand the capabilities, organizational culture and behaviours of collaborating parties in order to promote the desired competence and behaviours of each partner. At the same time, collaboration, competence and behaviours can underpin the ability to create greater value and better outcomes. In parallel by driving the right behaviours partners will build trust to further enhance the performance and through those behaviours create confidence of the wider stakeholder community.

Clarifying collaboration ability and behavior

The partners should define their technical skills and experiences and the culture of their operations which combine to create the behaviour of their people. Collaborative behaviour training should be set up to support common behaviour standards and a common language across all partners.

Enhancing collaboration competence and behavior

Partners should identify the input of key personnel and resources of each partner and ensure that the personnel have matching or complimentary skill levels to support collaborative work. This will ensure sufficient resources to support the relationship. Where necessary Partners may need to improve and enhance capabilities and behaviours through regular development of personnel which can also provide the opportunity to share knowledge and experience across diverse partners to build collective capability.

Assessing collaboration competence and behavior

It is likely that across diverse partners involved in on-term sustainable initiatives, there will be changes in external drivers, partner strategy and people as well as internal organizational and personnel changes which may result in variable levels of skill, knowledge and behaviours. It is important to monitor behaviours to ensure that the desired behaviours are maintained to sustain the collaborative culture and performance.

Bridging Cultural Differences

In alliances, cultural misalignment is a common cause of partnership underperformance and, in some cases, failure. Cultural differences, whether organizational, professional, national, or regional, can influence decision-making, communication styles, trust-building, and conflict resolution. It is important to proactively identify, assess, and address these differences to sustain collaborative culture effectiveness.

To bridge cultural differences effectively, organizations should consider:

— Evaluating cultural norms, values, and working styles of all partners early in the alliance lifecycle, using structured tools, interviews, or facilitated workshops.

— Developing agreed-upon principles and shared working practices that respect and integrate the cultural strengths of each partner.

— Periodically reviewing cultural alignment as part of performance assessments, particularly during times of organizational change, leadership turnover, or shifts in strategic direction.

— Providing joint training or facilitated sessions to enhance cross-cultural competence among alliance participants, ensuring that cultural awareness is embedded into day-to-day operations.

Embedding cultural alignment practices into the alliance management framework reduces the risk of misunderstandings, strengthens trust, and supports sustainable performance over the life of the collaboration.

The trust and commitment to mutual benefit established through collaborative working need to be observed by all partners. It is crucial that those involved in collaborative programmes recognise the importance of maintaining the focus on building trust, finding mutual benefit, managing risk and driving towards agreed outcomes.

Trust is the cornerstone of any collaboration among partners and the commitment to future joint efforts to reduce the uncertainties that may exist in the collaboration across different organisational, geographical or regional cultures. Where trust and commitment are not shared, the level of engagement, and innovation, time for decision-making, risk and eventually performance and outcomes can be impacted.

Establishing collaboration through trust and commitment

A structured approach to creating collaborative relationships should provide the openness that is required as a foundation for establishing trust and commitment to develop. Collaborations are established by aligning the cultures, resources, personnel, ethics, integrity, and reputation of the partners. It is important to include within the governance structure, operating processes to monitor and assess trust as part of the overall joint management.

Senior leadership can play an important role in modelling behaviour. Experts in building and managing partnerships can also help by monitoring the partnerships and explaining what is working well and what is not and suggesting changes in practices.

Value creation is a process of jointly identifying, delivering and continually enhancing those benefits that emerge when partners work together. It is the core of any collaborative working relationship and maintaining a focus on continual improvement that will make relationships more effective and sustainable.

In sustainability initiatives, organizational values should be sustained through collaboration. Partners can include a diverse set of entities, each with their own drivers and motivations. Value and values therefore need to be aligned, or the partners may struggle to maintain focus.

SDGs call on all sectors of the world to recognise the collective responsibility to address the goals and there is a wealth of knowledge and capability in the various stakeholder communities. The diversity of drivers of behaviour may cause conflict and should be recognized. Value creation through the generation of value or the reduction of loss should be viewed as a collective responsibility. For example, many aspects on which the SDGs focus can be the catalyst for creating economic value and investment as well as delivering social value. Examples are shown in Annex A Sustainability values to value opportunities through collaboration.

Determining value

The starting point for the partners should be to individually define what value means in the context of their environment, community or organisation. When these are jointly assessed the aim should be to establish an understanding of where there is common ground, pinpoint those areas of potential tension and to collectively identify solutions for those areas which may seem initially to be not aligned.

Managing value creation process

Value creation is a dynamic process throughout the life of a collaboration. The partners should build learning organizations, respecting the culture of the partners, and enhance their reputation and social credit through collaboration whilst actively expanding the scope of collaboration to create greater value. By managing value this way, the collaboration strengthens reputations, unlocks fresh investment and keeps the partnership focused on delivering sustainable outcomes.

Information and knowledge sharing are key ingredients to exploit the potential of collaboration. This is particularly beneficial when bringing together diverse organisations that are from the different cultures and experiences as they can offer new perspectives on improving current practices.

The partners should recognize that to embrace information sharing and knowledge management in a collaboration, they should manage information security because partner information may be considered sensitive or proprietary.

The sharing and management of information, knowledge, experience and technology is a crucial factor for effective collaboration. It is important the partners agree in a spirit of openness what can and what cannot be shared. The acquisition, analysis, creation, storage, control and updating of information should be clearly defined, and knowledge management standards need to be established. The management responsibilities of the partners should be clarified, with a consensus reached on the ownership and control of intellectual property rights, in order to protect information security and reduce risks. The more each party can contribute the greater the collective capability to drive better outcomes.

Making plans

The partners should jointly develop clear guidelines and objectives for information and knowledge sharing. This plan should:

— Classify information by sensitivity, ownership and intended use, with corresponding security controls and access rights.

— Set rules for acquisition, analysis, storage, updating and disposal of data, documents and technology assets.

— Define a confidential-information procedure that balances openness with legal, ethical and intellectual-property obligations.

— Name responsible roles for managing each information class and specify escalation paths for breaches or disputes.

— Include exit provisions that detail each party’s responsibilities and liabilities—such as data return, deletion or continued access—when a partner leaves the collaboration.

In addition, partners should establish and adhere to a mutually agreed-upon digital and data management process for sharing knowledge and information. This should include, where appropriate, agreement on the use of common platforms, interoperability standards, and cybersecurity measures to safeguard confidential information.

Capturing these elements in the living Relationship-Management Plan (RMP) ensures that essential information is shared appropriately, securely and in support of the partnership’s sustainability goals.

Executing management

Throughout the duration of the collaboration, the partners should monitor and maintain the integrity of the agreed management processes. Partners need to regulate and manage the information and comply with management standards of information acquisition and use of proprietary data and ownership of intellectual property.

When new knowledge is jointly developed—whether technical innovations or data sets with wider commercial or social value—the partners should agree on ownership, licensing and benefit-sharing terms that reflect each party’s contribution and respect applicable IP regulations. These terms, together with procedures for ongoing utilization, should be recorded in the Relationship-Management Plan (RMP) and reviewed at planned intervals.

Risk is a factor that every organisation must manage to some greater or lesser degree. It is also a major influence on behaviours as it impacts organisational culture, decision making, engagement, investment and reputations. The collective management of risk through collaboration provides the partners with the ability to identify, share, mitigate and manage risk whether internal or external to the collaboration.

Risk appears in many dimensions including financial, reputational, performance, health and safety, and influences both individuals and organisations at every level. The perception and appetite for risk can strongly influence decision making and engagement with others. The benefit from collaborative working is it can help in developing joint management of risk. It should also be recognised that collaborative arrangements can introduce risk where there is an integrated approach and by association with diverse partners. Joint risk management can facilitate a collective focus to address actual or perceived risk of the partners, provide shared ownership where appropriate, develop mitigation strategies and, as a result, enhance engagement among the partners.

Establishing Joint risk management

The partners should develop a joint risk management process which captures and records both joint risk and those of the partners which may be varied given the diverse organisations that may be involved in the collaboration. This joint approach should recognise that a partner-specific risk which may not necessarily be the more common commercial or safety risk profiles but can equally impact collective performance and may be addressed through the expertise of all the partners.

Developing risk management

Where practical, a joint risk management team can be created to support the joint management team or alternatively risk assessment, and associated actions can be part of the joint management approach. As a minimum, a joint risk register should be in place and regularly reviewed and actioned appropriately to mitigate, manage or remove risk. A risk management approach should establish for all defined risks how joint management measures can be developed and where necessary contingencies can be put in place.

In the process of risk management, the partners should make transparent the risk itself, its causes, consequences and problems related to risk measures. They need to provide real, relevant and accurate information, and help to enhance engagement, stakeholder confidence, and impacts on achieving the desired outcomes.

Identifying behavioural risk

Risk and the perception of risk has a major influence on behaviours and as such, can potentially impact outcomes. Based on the perception of risk, the risk management team can recommend actions to address and build confidence. The joint management team should equally monitor behaviours to identify any issues which may be as a result of perceptions of risk or attitudes that might introduce risk which may undermine the collaboration.

Relationships are the foundation of effective collaboration and as such monitoring and managing the behaviours is a crucial aspect of any collaboration. The early identification of relationship issues can provide insight to potential performance issues and tensions among the partners and their people.

Relationship assessment and optimization refer to the continual attention and measurement of the health level of collaborative relationships. The assessment should consider the type of partner organizations involved, the motivations and cultures of the partners.

In any collaborative work, changes in the partner organisations, replacement of people or the external environment may pose a challenge to the relationship. To maintain an adaptive and resilient partnership, the joint management team should implement a structured change-management and continuous learning process. This includes regular lessons-learned reviews, maturity assessments, and onboarding resources to retain institutional knowledge and support smooth transition. Ongoing monitoring of organizational changes, personnel shifts, and external factors enables early identification of potential challenges, allowing partners to proactively address issues and optimize performance toward shared goals.

Determine the content of the assessment

The joint management team should consistently monitor and analyse progress towards objectives, application of processes and behaviours, and evaluate the effectiveness of the arrangements. These may include assessing the behaviours, the execution of targets, recognition of influence factors, the effectiveness of training, and the maturity of the relationship. A key indicator of the strength of the relationship is often the degree of added value being created and shared.

Findings are logged in the Relationship-Management Plan (RMP), discussed at governance meetings and translated into improvement actions with owners and timelines.

Feedback evaluation results

The collaborative performance reflected in the relationship assessment is the basis for continual and optimized performance. Through assessment, the joint management team may find that areas, risks and opportunities where improvements can be jointly implemented to maintain a stable operation.

Findings from each relationship assessment provide the evidence base for continual improvement. The joint-management team should:

— review the results alongside performance, value-creation and risk dashboards.

— identify strengths, gaps, risks and new opportunities;

— agree corrective or enhancing actions, with owners, resources and timelines; and

— record those actions in the living Relationship-Management Plan (RMP) and track them to closure.

The exit strategy is a jointly-agreed, forward-looking plan the strategic arrangement that governs disengagement of the collaboration whether this is related to the completion of programmes, achievement of objectives or the early withdrawal of a partner in order to safeguard continuity, obligations, and the interests of all parties.

The exit strategy should be viewed as a constructive element of the collaboration as it promotes mutual understanding among partners, reduces-uncertainty and supports sustained and effective engagement. A well-considered exit strategy outlining post-exit strategy also helps protect reputations and long-term sustainability outcomes by ensuring responsibilities, shared assets, and community benefits are transferred in an orderly and responsible manner. Establishing these expectations early in the partnership increases confidence among interested parties and minimizes the risk of disputes when the partnership concludes.

Formulating exit strategy

From the start of a collaboration, partners should jointly identify key considerations for disengagement. These include the transfer and future access of knowledge and data—ensuring appropriate ownership, confidentiality, and protection—as well as the distribution of assets such as intellectual property, permits, equipment, and shared resources. The exit strategy should address financial matters like cost settlements, outstanding obligations, and residual liabilities; impacts on personnel, including reassignment, termination, and duty of care; and the continuation or handover of relevant technologies. It should also consider broader stakeholder implications, including the continuity of community benefits and legacy responsibilities. To stay relevant and effective, the exit strategy should be documented in the relationship management plan and reviewed regularly—or when significant internal or external changes occur—to align with evolving objectives, regulations, and sustainability goals.

Activation of the exit strategy

The joint management team should agree when to activate the exit strategy by applying clearly defined, pre-agreed trigger criteria. Prior to activation, the partners should conduct an exit review to assess environmental, social, operational, and financial impacts, and confirm that all relevant issues have been appropriately addressed. Responsibilities, timelines, and required actions should be documented in the Relationship Management Plan (RMP). The partners should communicate the decision and transition arrangements to both internal teams and external interested parties, ensuring transparency. Suitable provisions should be made to transfer critical knowledge, data, and assets, and to provide a meaningful legacy for communities potentially affected. Where appropriate, a post-exit monitoring plan should be put in place to ensure long-term obligations and sustainability commitments are fulfilled.

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   Sustainability values to value opportunities through collaboration

The following are suggested areas for organisations to consider and evaluate where adopting a collaborative approach offers both direct and indirect benefits. Note that direct and indirect benefits may vary by organisation, industry sector or region. Each organisation can choose to map their approach by ranking these High, Medium or Low.

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   (informative)
   
   Sustainability partnering maturity matrix