These words were part of the closing overture from outgoing COP26 high-level Climate Action Champion, Nigel Topping, and provide a beacon of hope from the private sector´s main custodian in the zenith of three years of global climate action discussions.

Heading 1

Topping´s words are both timely and illustrative of a future model of global collaboration and governance: This is a model that:

Recognizes that the uncertainty and complexity of global challenges necessitates a new level of ambition and much deeper collaboration

Involves actors from different spheres intentionally breaking down traditional barriers, complement their respective capacities in long-term trust based and vision-guided alliances

• This
• Is an example
• of a bullet list

In this day and age, you would have to look far and wide for businesses that do not in some shape or form have a partnership focus. International organizations are built around the idea. Countless academic pieces have been written about the topic and the neoliberal origins of the public-private-partnerships as a way for governments to outsource tasks to the private sector. The market decides the future of the service at hand.

1. This is an example
2. of a numbered list
3. Test

Heading 2

But, too often, partnerships are treated as an add-on to rather than foundation of the business case. At its worst, discussion of partnership can be window dressing without real merit or impact.

So, for a business that genuinely does have partnerships as a founding principle, what does this mean to us?

Enter the notion of partnerships based on radical collaboration.

For us, this concept entails a whole different level of partnership. One that is based on true shared vision. Deep trust. Long-term thinking, shared capacities and mutual benefit. We work under the premise that partnerships at all levels are a key enabler of who we are as a company and how we achieve results for all stakeholders. Allow me to dive in a bit with a few examples from the Urban Partners´ world.

Heading 3

Large scale urban development is a complex endeavor. When we entered deliberations around the largest development project in our portfolio, the Railway City (Jernbanebyen) – a 365.000m2 brownfield development in the heart of Copenhagen, we started with a vision. This vision encompassed not just the area’s transformation, but the partnerships needed to deliver this. With plans to develop the world’s healthiest and happiest neighborhood with 25% social housing, car free zones, and 11 acres of green space, we feel with the establishment of a trusted, diverse group of partners the most important part of the project is complete – even before the cranes move in.

These partners include:

The municipality of Copenhagen

A group of global impact partners and industry specialists (Gehl, Novo Nordisk, Ingka Group, C40 Cities, COBE, COWI, Archival Studies)

A strong group of landowners (Freja, DSB, Novo Holdings, Industriens Pension)

A diverse group of early users and occupants of the area, including community and youth groups working together already in creating social infrastructure, a human bond and community.

For a single project development, this is unique, and we believe this will pay off for all stakeholders in the long run.

These words were part of the closing overture from outgoing COP26 high-level Climate Action Champion, Nigel Topping, and provide a beacon of hope from the private sector´s main custodian in the zenith of three years of global climate action discussions.

Topping´s words are both timely and illustrative of a future model of global collaboration and governance: This is a model that:

Heading 3

Recognizes that the uncertainty and complexity of global challenges necessitates a new level of ambition and much deeper collaboration

Involves actors from different spheres intentionally breaking down traditional barriers, complement their respective capacities in long-term trust based and vision-guided alliances

• This
• Is an example
• of a bullet list

In this day and age, you would have to look far and wide for businesses that do not in some shape or form have a partnership focus. International organizations are built around the idea. Countless academic pieces have been written about the topic and the neoliberal origins of the public-private-partnerships as a way for governments to outsource tasks to the private sector. The market decides the future of the service at hand.

1. This is an example
2. of a numbered list
3. Test

But, too often, partnerships are treated as an add-on to rather than foundation of the business case. At its worst, discussion of partnership can be window dressing without real merit or impact.

So, for a business that genuinely does have partnerships as a founding principle, what does this mean to us?

Enter the notion of partnerships based on radical collaboration.

For us, this concept entails a whole different level of partnership. One that is based on true shared vision. Deep trust. Long-term thinking, shared capacities and mutual benefit. We work under the premise that partnerships at all levels are a key enabler of who we are as a company and how we achieve results for all stakeholders. Allow me to dive in a bit with a few examples from the Urban Partners´ world.

Partnerships to deal with urban complexity

Large scale urban development is a complex endeavor. When we entered deliberations around the largest development project in our portfolio, the Railway City (Jernbanebyen) – a 365.000m2 brownfield development in the heart of Copenhagen, we started with a vision. This vision encompassed not just the area’s transformation, but the partnerships needed to deliver this. With plans to develop the world’s healthiest and happiest neighborhood with 25% social housing, car free zones, and 11 acres of green space, we feel with the establishment of a trusted, diverse group of partners the most important part of the project is complete – even before the cranes move in.

These partners include:

The municipality of Copenhagen

A group of global impact partners and industry specialists (Gehl, Novo Nordisk, Ingka Group, C40 Cities, COBE, COWI, Archival Studies)

A strong group of landowners (Freja, DSB, Novo Holdings, Industriens Pension)

A diverse group of early users and occupants of the area, including community and youth groups working together already in creating social infrastructure, a human bond and community.

For a single project development, this is unique, and we believe this will pay off for all stakeholders in the long run.