Balancing broad influence with deep engagement and trust Deciding who joins an industry alliance involves balancing trade-offs between the broad influence that comes with a large group of members and the deep engagement and transparency that come with a smaller group of members. A large membership base can expand reach and resources but risks diluting focus and trust. Optimal membership scope and structure depend on the alliance’s goals, maturity and sector fragmentation. For example, Built by Nature, operating in the highly fragmented construction sector, currently engages ~50 participating organizations in its national networks. BbN convenes smaller topic-focused sessions to foster trust and open dialogue, even on live projects. Meanwhile, Together for Sustainability operates in a different context: the breadth of its coverage is core to its value proposition. With 57 of the largest chemical companies as members, TfS can set de facto global standards for ESG performance in supply chains and increase value for members by maximizing its database of supplier audits and assessments, while ensuring transparency and trust by leveraging a trusted platform for data-sharing. Aligning on strategic priorities Effective alliances co-create their objectives and priorities with members via a structured process, to ensure focus, buy-in and faster progress. BbN surveys all members annually on their most urgent barriers and solutions, to help shape each year’s agenda. Meanwhile, CAD Trust uses a robust governance model with clearly defined forums to gather members’ expert perspectives and to align on strategic direction. Its central council sets strategic direction and priorities, based on inputs from dedicated technical and user committees in which members address specific questions. The council may mobilize task forces to address cross-cutting issues, with double-counting being a recent example. Structured engagement and governance enable transparency and agility; this helps the alliance to stay closely aligned with the organizational and business needs of members, which in turn accelerates adoption and progress. Engaging members long-term Sustained member commitment is essential for alliances that are built upon knowledge-sharing and collective problem-solving. This engagement begins with a compelling purpose and value proposition. For example, CAD Trust was created to address barriers to implementing Article 6 of the Paris Agreement, while BbN arose to tackle silos in the fragmented construction industry that prevent progress in the timber building transition. Even after 14 years, TfS has only increased in relevance with ever-rising industry regulations. To keep members engaged, alliances must continually demonstrate value. CAD Trust, for example, is moving to a “use case” model to showcase to different users the benefits of participation, such as carbon market integrity and interoperability. Formalized commitments – such as the dedicated resource contributions provided by TfS members – can further solidify engagement. For BbN, this is a complex consideration. Although its philanthropic funding enables the alliance to maintain operational independence, BbN also recognizes the potential value of financial contributions, both in boosting engagement and to enable more formalized review cycles with members. Setting achievable, accountable targets To maintain credibility, alliances must go beyond high-level pledges and set concrete, measurable, time-bound goals – as well as supporting members in achieving them. For example – based on research from thinktank InfluenceMap – Unilever has assessed 26 of its key trade association memberships to ensure alignment with its climate policy objectives.20 TfS embeds accountability in its articles of association, requiring members to commit resources to supply-chain decarbonization and to adhere to science-based targets. Meanwhile, BbN takes a tailored approach, helping members define realistic goals suited to their sphere of influence, given the relatively early stages of transforming the timber-building industry. While targets are not mandatory, BbN members are encouraged to share and benchmark commitments within similar sub-sectors, promoting transparency and mutual accountability. Key success factors – industry-wide alliances A large membership base can expand reach and resources but risks diluting focus and trust. To keep members engaged, alliances must continually demonstrate value.Model 2 Making Collaboration Work for Climate and Nature: Practical Insights from GAEA Award Winners 16