Accelerating the transition to a sustainable future requires a radical shift in how organisations work together. The UK has committed to reduce emissions by 68% by 2030 compared to 1990 levels, but only about one-third of the emissions reductions required to meet this target are covered by credible plans (CCC, 2024). To achieve this ambitious goal, we need bold leadership and a significant acceleration of collective action.
While regulatory frameworks and stakeholder pressures have pushed many organisations to commit to sustainability, these efforts often fall short of addressing the scale and complexity of systemic change required. The climate crisis is not an isolated problem—it is an interconnected challenge that spans industries and value chains. No single organisation can solve these challenges alone.
As we outlined in The Partnership Era, we are living in a time when technology, data and global connectivity are enabling organisations to collaborate in ways that were once unimaginable. This shift toward greater interdependence has opened up new possibilities for collaborative and innovative approaches to tackling climate challenges.
‘Good business’ today means working across value chains to drive system-wide impact. This isn't just a moral imperative—it’s a growing commercial opportunity. A 2021 McKinsey report found that supplying the goods and services to enable the global net-zero transition could unlock £1 trillion for UK businesses by 2030. Realising this potential requires organisations to move beyond reducing their individual carbon footprints to embrace bold, collective action.
Mapping the partnership ecosystem
Recognising the critical role of collaboration, we recently conducted research to deepen our understanding of the partnership ecosystem for sustainability. Our goal was to map the diverse structures that organisations are using to collectively scale solutions or create joint demand for sustainable products.
Through this process, we developed a database of over 100 partnerships and identified three primary models shaping the sustainability landscape:
Bilateral partnerships involve two organisations pooling resources, expertise and capital to address a specific problem. These partnerships typically aim to deliver tangible outputs, such as a product, technology or service, and are often favoured for large-scale projects requiring significant investment and long-term collaboration. They are practical and outcome-driven, designed to tackle a clearly defined challenge or create a specific solution.
Case Study - Unilever and Genomatica: Unilever and Genomatica have formed a partnership to revolutionise the production of palm oil alternatives through biotechnology. By combining Genomatica’s expertise in bio-based innovation and fermentation technology with Unilever’s market leadership and global supply chain, the partnership has developed lab-grown alternatives to palm oil, which are being integrated into Unilever’s cleaning and personal care products. This collaboration demonstrates how bilateral partnerships can pool resources and expertise to deliver tangible, market-ready solutions, addressing critical sustainability challenges such as deforestation and carbon emissions. |
Membership models bring organisations together under a shared framework, granting participants access to resources, platforms or knowledge. These partnerships are common in sectors driving collective action, such as coalitions targeting net-zero commitments or regenerative agriculture practices. Membership-driven partnerships often succeed in creating momentum across industries by offering actionable tools and fostering accountability through collective goals.
Case Study - EP100: An initiative led by the Climate Group, EP100 unites companies committed to improving energy productivity as a means to reduce emissions and cut costs. Businesses participating in EP100 pledge to double their energy productivity by adopting advanced energy management practices, such as smart building technologies and optimised operations. By leveraging innovative tools, companies reduce operational costs while lowering their carbon footprint. This shared commitment fosters accountability and knowledge-sharing among members, amplifying their collective impact on sustainability goals. |
Collaborative partnerships bring together multiple organisations across the value chain to tackle complex, systemic challenges through strategic transformation. These partnerships align incentives around a shared vision and leverage integrated business models, technology, financing and delivery capacity. Collaborative partnerships address interdependent issues, create scalable solutions and drive systems change. They aim to deliver both commercial success and broader environmental and social impact, often reshaping entire industries or ecosystems.
Case Study - Pineapple Partnerships, NatWest, British Gas, Places for People, and Sero - Pineapple Homes: The Pineapple Homes consortium is piloting an alternative financial model to support housing providers in expediting the retrofit of thousands of homes. Our streamlined supply chain, innovative funding solutions and cross-industry partnership aims to deliver significant up-front capex reductions and accelerated project timelines, making energy-efficient social housing a reality. |
Reach out to us
At Pineapple, we prioritise collaborative, commercial partnerships as a key driver of systemic change. The private sector plays a vital role in the sustainability transition, and aligning commercial and impact incentives is essential for developing scalable, long-term solutions that benefit both people and the planet. By uniting technology, financing and delivery capacity, we address complex, value chain-wide challenges with the speed and scale required to make a meaningful impact.
Are you an organisation looking to scale sustainability solutions or explore partnership opportunities? We’d love to connect. Together, we can build a more sustainable future.
Please email us at chat@pineapplepartnerships.com.
