“Starting small” with a few highly engaged stakeholders or an existing model.Establishing collaboration Stage 1 Many GAEA Awards winners and finalists highlight the value of starting small, building on trusted relationships and existing networks to form effective climate and nature partnerships. Deep, early engagement with a focused group of aligned stakeholders can accelerate trust, streamline decision-making and reduce complexity. For example, TfS grew from six founding members to industry-wide coverage by anchoring early efforts in a tightly aligned group. Similarly, HYBRIT emerged from trusted supplier-buyer relationships, while the RPLC model built upon existing community, business and philanthropic engagement in local projects. Starting with a small group of aligned actors helps partnerships converge around shared goals and tackle early challenges. Organizations need not reinvent the wheel. Many sectors already have collaborative platforms – such as trade associations, industry alliances or regional philanthropic networks – that can support and accelerate more ambitious collective action. Rather than duplicating efforts, new initiatives should consider tapping into these existing structures, practices and experiences. For instance, companies in trade associations can elevate sustainability targets, formalize membership requirements, enhance data sharing and co-develop sector-specific solutions. Similarly, innovation partnerships can scale-up impact by expanding the adoption of proven technologies or practices across their industry. By building on proven relationships, models and platforms that already exist, organizations can accelerate the formation of effective partnerships and create stronger foundations for success. Deep, early engagement with a focused group of aligned stakeholders can accelerate trust, streamline decision-making and reduce complexity. Transparency and trust through robust, inclusive governance and operational independence.Building trust and measuring impact Stage 2 As demonstrated by the case studies, rigorous and structured governance with clear engagement guidelines, inclusive decision-making processes and well-defined roles, responsibilities and discussion forums are not only an operational necessity for climate and nature partnerships but a key differentiator in enabling effective collaboration. Strong governance frameworks are essential for building transparency, trust and shared ownership, helping to overcome common barriers such as unclear accountability and reluctance to share data. Inclusive, member-led decision-making supports the alignment of complex priorities across diverse stakeholders and is vital in building cooperation among competitors, which is particularly important for industry-wide transformation.For example, TfS’s general assembly highlights the role of transparent, member-led governance in coordinating across the highly competitive and complex global chemicals sector. CAD Trust, BbN and TfS demonstrate the value of transparent, independent governance, combined with clear anti-trust guidelines to maintain focus on collective progress over individual gain. In cross-sector partnerships, inclusive governance is just as critical. GEAPP and RPLCs show that engaging a diverse cohort of partners across sectors – from global philanthropies and businesses to local NGOs and community organizations, often with differing levels of influence – calls for inclusive and transparent decision- making forums where all voices are effectively represented and adequately resourced. Strong governance frameworks are essential for building transparency, trust and shared ownership, helping to overcome common barriers such as unclear accountability and reluctance to share data. Making Collaboration Work for Climate and Nature: Practical Insights from GAEA Award Winners 21