World Benchmarking Alliance2024 Annual Plan

November 2023

Table of contents
The WBA journey and future focus .................................................................... 4
Strategy House and Theory of Change.............................................................. 6
Strategic pillars and organisation overview ....................................................... 7
Scaling ............................................................................................................................................ 7
Strengthening ................................................................................................................................ 7
Sustaining ...................................................................................................................................... 7

Institutional accountability framework ..............................................................10
Strategic priorities per function ...........................................................................13
Research and Digitisation priorities ........................................................................................... 13
Engagement and Communication priorities .............................................................................. 15
Finance and Operations priorities ............................................................................................... 17
Impact, Learning and Development priorities ........................................................................... 19

Mapping priority activities to our Theory of Change .....................................21
WBA institutional ........................................................................................................................ 21
Social system ................................................................................................................................ 24
Decarbonisation and energy system .......................................................................................... 27
Digital system .............................................................................................................................. 29
Food and agriculture system ....................................................................................................... 32
Financial system ........................................................................................................................... 35
Nature system .............................................................................................................................. 37
Urban system ............................................................................................................................... 39

Annual calendar ..................................................................................................... 42
Learning Agenda ................................................................................................... 46
Organisational footprint 2024 ............................................................................ 49
Process for prioritisation and adjustments ................................................................................ 49
Funding pipeline .......................................................................................................................... 49
Rolling forecast ............................................................................................................................ 50
Liquidity forecast ......................................................................................................................... 50
Quarterly resources allocation meeting ..................................................................................... 50
Process for prioritisation and adjustments in the new way of working ................................... 51

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Priority budget 2024 ............................................................................................. 52
Aspirational budget 2024 .................................................................................... 53
Funding gap 2024 ................................................................................................. 54
Annexe: Mapping activities to our Theory of Change .................................. 55
WBA Institutional ........................................................................................................................ 55
Social System ............................................................................................................................... 56
Digital System .............................................................................................................................. 58
Food and Agriculture System ...................................................................................................... 59
Financial System .......................................................................................................................... 60
Nature system .............................................................................................................................. 61
Urban System ............................................................................................................................... 62

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The WBA journey and future focus
The World Benchmarking Alliance (WBA) has been on a journey since 2019, growing,
strengthening and evolving. Each year since our inception, we have focused on a central theme
to guide our activities:
2020: Scale first, depth later
2021: Organisational resilience and the deepening of our relations
2022: Alignment
2023: Learning organisation
2024: From delivery to impact
Our initial aim in 2020 – Scale first, depth later – helped us to grow our capacity and capabilities
in pursuit of our first objective: to assess the world’s 2,000 most influential companies acrossseven systems transformations that we believe are necessary for achieving socially inclusive andenvironmentally sustainable economies and societies (SDG2000). We are on track to achieve thiscritical objective by the end of 2024.
A focus on Organisational Resilience and the Deepening of our Relations in 2021 helped us
strengthen WBA in light of disruptions and uncertainty caused by global events such as theCovid-19 pandemic. Throughout this continued phase of growth and building resilience, we
trialled various approaches with respect to our research, engagement and communications
efforts. This led to a diversification of focus which did not optimise our output or impact, and in
2022, we placed a more explicit focus on Alignment. This alignment of approaches acrossdifferent transformations proved to be a foundational step in our transition towards a Learning
Organisation in 2023.
Building credibility and legitimacy
Our efforts over the past years have helped us to build an organisation and an Alliance that isperceived as credible – an essential quality as we seek to close the corporate accountability gap.
Credibility earns us trust and helps us build relationships with organisations that have influence
over companies, be they investors, policy regulators or global civil society organisations (CSOs).
But being credible is not enough to create impact. For this to happen, we need to demonstratethat our work is legitimate. Legitimacy ensures that we are driving the change that matters.
Legitimacy, in our case, is achieved by engaging with people and organisations that represent
those that are directly or indirectly impacted by the companies we benchmark.
From delivery to impact
In 2024, we will shift our primary focus: From Delivery to Impact. We will focus our core activities,
both on an institutional and transformation level, such as methodology reviews, insights reports,
collective impact coalitions, communities of practice and impact case studies – on the issues that
can improve people’s lives.
Our finance and operations will need to evolve in step with this shift. We need to learn to not
only allocate and report based on planned and delivered activities, but to also create financial

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insights related to the outputs and outcomes generated. This will help us assign funding to those
activities that have the biggest potential for impact.
Preparing for a future transformation
Looking beyond 2024, we see a need to make our research process more efficient. We havechosen to assess all 2,000 keystone companies during 2025 and release the benchmarks,
scorecards and datasets simultaneously in January 2026 and biennially thereafter. Working in thisway, we can dedicate our research teams’ time in the year after publication to activities that help
drive impact, such as conducting research and producing impact reports in support of ourcommunication and engagement activities. Working towards one key launch every two years will
also make us more predictable for companies, Allies, and the media.
Successfully transitioning to this new way of working will require time and preparation, bothfrom a practical and operational point of view, as well as strategically, mitigating any risks andmaximising the opportunities generated from such a shift. Therefore, we plan to use 2024 to fully
prepare for this organisation-wide transformation.

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Strategy House and Theory of Change
FIGURE 1: WBA STRATEGY HOUSE

FIGURE 2: WBA THEORY OF CHANGE

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Strategic pillars and organisation overview
Scaling
The scaling pillar focuses on growing the global reach of our engagement, disseminating ourdata more widely and improving the efficiency and predictability of our benchmark publications:
We engage and collaborate with a growing number of globally diverse multistakeholders.
••

Our Alliance membership grows to include all global regions and stakeholder types in abalanced fashion.
Growing numbers of companies engage on their performance on sustainable
development.

We publish corporate benchmarks predictably, efficiently and at scale.
••Our benchmark methodologies and scoring guidelines become simpler, clearer andmore harmonised.
Our benchmark process is increasingly automated and digitised.

Our benchmark data is widely disseminated.
••

Our detailed benchmark data and documentation are published transparently.
Our data and research products can be easily accessed by stakeholders.

Strengthening
The purpose of the strengthening pillar is to make the impact of companies consequential to thesuccess of companies. We seek to achieve this by creating clarity on what is expected fromcompanies, empower stakeholders in holding companies accountable and bring in the voice andneeds of those most impacted by companies. To this end, we formulated three aspirational goals
and corresponding success factors:

Our methodologies, insights and results create clarity for companies and are used as a roadmap
for change.

••

Companies use our benchmark methodologies as a guide for their strategies andpriorities.
Our (benchmark) insights influence the views of stakeholders as well as public opinion.

Our methodologies, insights and results are used by key stakeholders to hold companies toaccount.

•

Stakeholders engage with us during the benchmarking cycle.

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•

Stakeholders use our methodologies, insights and results to inform (collective) action tochange company behaviour.

We bring the voice and needs of those most impacted by companies into the corporate
accountability process••

Our methodologies for assessing companies evolve with the needs of those mostimpacted by companies, particular those living in developing countries.
Our engagement and communication include and amplify the voice of those impacted
by companies or bring it to those that can legitimately speak on their behalf.

Sustaining
The sustaining pillar aspires to ensure that corporate accountability is included in the post-2030
Agenda. Stakeholders will acknowledge that corporate accountability is necessary to drive
systemic action in the private sector, and it will be integrated into intergovernmental processes.
To support this, WBA aims to become a centre of excellence on corporate responsibility,transparency and accountability, so that stakeholders, including governments, can rely on therobustness of our methodologies and assessments.
We ensure corporate accountability is included in the post-2030 Agenda.
•

We are making sure stakeholders acknowledge the necessity of corporate accountability
in achieving the global agendas, including the understanding all stakeholders are
required in the process.

•We establish a high-level Group on Corporate Accountability, recommending pathways
to integrate Corporate Accountability in the intergovernmental system.

We are recognised as a centre of excellence on corporate accountability for sustainble
development.
•

We have an external profile as a thought leader.

•

We become a widely cited source of knowledge on corporate accountability forsustainable development.

People and Organisation
WBA seeks to close the corporate accountability gap through widespread collaboration acrossregions and stakeholder groups and enabling others to collectively drive change. This requires
WBA to be strong enough to build a movement that can hold 2,000 keystone companies toaccount, but small and agile enough to prevent us from getting in the way of the movement.
With a footprint of 128 people (123 FTE), structured around four functions – Research andDigitisation, Engagement and Communication, Finance and Operations and Impact, Learning and

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Development – we will continue to work together in a way that is both healthy and productive,that enables people to grow, with a sense of belonging and purpose.
A strong funding coalition of governments and philanthropic foundations will collectively
contribute a total of €70 million to our work over the next five years, and a total of €112 million
until 2030.
Our values: Be aspirational, be inclusive, stay independent and make it simple.
Our culture is based on three fundamental principles: wholeness, self-management andevolutionary purpose at its heart.
Our appreciation of differences: We strive for an environment in which people see and value
the other person and are aware of the fact we need each other to create impact. (UBUNTU in
practice).
Our operational support: We aim to provide the support, insight and forecast the organisationneeds for swift and quality decision making.

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Institutional accountability framework
To execute our long-term strategy, we have created an accountability framework that connects
aspirational goals to critical success factors and key performance indicators. Critical successfactors are the objectives that need to be accomplished in order to fulfil our goals, and key
performance indicators help us measure progress. The institutional accountability framework
below will be translated to functional accountabilities made specific to each role.

Scaling
ASPIRATIONAL GOALSCRITICAL SUCCESS FACTORS

We engage and collaborate with agrowing number of globally
diverse multi-stakeholders.

••We publish corporate benchmarks
predictably, efficiently and at scale.

••Our benchmark data is widely
disseminated.

••

Our Alliance membership grows to include all
global regions and stakeholder types in abalanced fashion.
Growing numbers of companies engage on theirperformance on sustainable development.
Our benchmark methodologies and scoring
guidelines become simpler, clearer, and more
harmonised.
Our benchmark process is increasingly
automated and digitised.
Our detailed benchmark data and documentation
are published transparently.
Our data and research products can be easily
accessed by stakeholders.

Strengthening
ASPIRATIONAL GOALSCRITICAL SUCCESS FACTORSOur methodologies, insights andresults create clarity forcompanies and are used as aroadmap for change.

•

Our methodologies, insights andresults are used by key
stakeholders to hold companies
to account.

•

WBA 2024 Annual Plan••

Companies use our benchmark methodologies as a
guide for their strategies and priorities.
Our (benchmark) insights influence the views of
stakeholders as well as public opinion.
Stakeholders engage with us during thebenchmarking cycle.
Stakeholders use our methodologies, insights andresults to inform (collective) action to change
company behaviour.

10•We bring the voice and needs ofthose most impacted bycompanies into the corporate
accountability process•

Our methodologies for assessing companies
evolve with the needs of those most impacted
by companies, particular those living indeveloping countries.
Our engagement and communication include
and amplify the voice of those impacted bycompanies or bring it to those that canlegitimately speak on their behalf.

Sustaining
ASPIRATIONAL GOALSCRITICAL SUCCESS FACTORS

We ensure corporate
accountability is included in the
post-2030 Agenda.

••

We are recognised as a centre ofexpertise on corporate
accountability for sustainable
development.

••

We are making sure stakeholders acknowledge thenecessity of corporate accountability in achieving
the global agendas, including the understanding all
stakeholders are required in the process.
We establish a high-level Group on Corporate
Accountability, recommending pathways tointegrate Corporate Accountability in theintergovernmental system.
We have an external profile as a thought leader on
corporate responsibility, transparency andaccountability.
We become a widely cited source of knowledge on
corporate accountability for sustainable
development.

People and Organisation
ASPIRATIONAL GOALSCRITICAL SUCCESS FACTORS

We are agile in our operations
and responsive to the constantly
changing and complex
sustainability world.

•••

Our organisation is healthy, viable
and resilient.

•••

WBA 2024 Annual Plan

We provide a supportive learning environment.
We are an organisation with diverse talents,
reflecting the global and multistakeholder natureof our work.
We have a culture in which we appreciate eachother’s differences, live up to our values and apply
the principles of a TEAL organisation.
We are financially stable.
We focus on maximising impact, efficiency andeffectiveness.
We demonstrate good stewardship of theorganisation and its people.

11

We are accountable for our
impact.

••WBA 2024 Annual Plan

We measure, evaluate and learn -and adapt ouractivities and output accordingly to maximise our
impact.
We follow the rule of radical transparency in how
we work and what we do.

12Strategic priorities per function
Research and Digitisation priorities
1. Prepare for the rolling assessment of all SDG2000 companies starting from 1
October 2024. This includes:
1. Planning the execution of the SDG2000 assessment.
2. Recruitment and training of researchers.
3. Preparing the tools and technology required.
4. Contracting research suppliers when needed.
2. Publish all benchmarks needed to complete the SDG2000 and seven systems by theend of 2024.
3. Increase the transparency, harmonisation and standardisation of WBA research.
The focus of Research and Digitisation (R&D) in 2024 is overwhelmingly on scaling, given theshift in our way of organising research as well as the deadline we have communicated externallyto benchmark all SDG2000 companies under seven systems transformations by the end of 2024.
Alongside scaling activities, R&D will also continue with workstreams for strengthening andsustaining. Some items under all three priorities will already be completed by the end of 2023,
including:••••Standardisation of SDG2000 attributes.
Testing and implementation of automated scorecard workflows.
Data collection through Airtable.
Publication of element-level benchmark datasets.

The remaining items that need to be completed before the end of 2024 are listed in thefollowing table:

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Research and Digitisation
Scaling

•
•
•
•

•
•
•
•

Strengthening

Develop and implement version two of the Data Warehouse.
Begin planning and consultation for an improved website publication
tool to meet the needs of Reality A.
Test and implement automated document discovery.
Publish the following benchmarks: Urban, Decarbonisation and Energy,
Heavy Industries, Transport and Nature (for the companies in scopethat have not yet been included in the Nature Benchmark).
Publish a second iteration of the Financial Benchmark.
Publish the Social Benchmark for all SDG2000.
Harmonise and simplify the Assessing low Carbon Transition (ACT) andCorporate Human Rights Benchmark (CHRB) methodologies.
Translate the methodologies for the Nature, Social, Climate, Food,
Digital and Financial System benchmarks into self-assessment
methodologies and develop an online tool for companies to use
beyond our independent assessment.

Publish facts, figures and insights on the SDG2000, in particularinsights related to developing country impacts.
• Publish transparent, clear and detailed scoring guidelines for all
benchmarks.
• Increase the capability to generate quality actionable insights from thedata, on demand, through training and best-practice sharing.
• Decide on a modular approach, i.e. indicators shared by multiple
benchmarks to enable cross-transformation insights.
Sustaining• Begin drafting a paper outlining the selection of the SDG2000, to besubmitted to a prestigious peer-reviewed scientific journal such as
Nature or Science.
• Increase the dissemination of WBA data to top academic research
institutes and policy research think tanks.
People and Organisation
•
•
•

•

Recruit and build an institutional research team with solid research expertise.
Continue recruitment of researchers from SDG2000 company regions that remain
underrepresented.
Identify fundraising opportunities specifically for research initiatives.

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Engagement and Communication priorities
1. Work through and with the Alliance to explore each of our roles in closing thecorporate accountability gap.
2. Grow, strengthen and balance credibility and legitimacy.
3. Prioritise pathways for corporate accountability through engaging with the UN
and Member States.
The focus of Engagement and Communication in 2024 is to further socialise WBA’s Corporate
Accountability white paper. This will support stakeholders acknowledging the need for corporate
accountability in pursuit of sustainable development, emphasising it as a process that includes
each and every one of us, at the same time enabling them to better understand their own role inclosing the corporate accountability gap.
We will explore ways of using our data, insights and cross-transformational learnings todemonstrate where companies stand in relation to the aspirations of our global agendas, and willcontinue to join forces with Allies and stakeholders to explore what collective action is needed toachieve sustainable corporate action. Particularly, we will engage with policymakers andgovernments to develop a greater understanding of how to embed corporate accountability into
global agendas. We need to balance our work so that we maintain our credibility while focusing
more on legitimacy, for instance, by growing our Allies in under-represented regions such as
Asia.

Engagement and Communication
Scaling

•
•
•
•
•

•

Strengthening•••

WBA 2024 Annual Plan

Continue to focus on the growth of Allies in under-represented regions(Asia, Africa and Latin America).
Host the Allies Assembly in the Asia region.
Establish and strengthen our relationships with Allies’ communications
departments.
Streamline activities for Allies to step into the community throughgrouping around topics, stakeholder groups or regions (as appropriate).*Continue to create impactful communication moments for our (new)benchmark launches when we are completing the final list of 2,000
companies (SDG2000).
Soft launch the online self-assessment tool with support frominstitutional stakeholders and prepare for a formal launch with potential
founding partners.
Strengthen our engagement with existing Allies by focusing on
community-building activities.
Host dialogues with our Alliance and other stakeholders to leverage thevalue of the SDG2000 to develop cross-transformational insights andengagement approaches.
Support the establishment of new transformation-led CICs whileproviding guidance for existing collective engagements, identifying
best practices and areas of greatest impact.

15

Continue to equip journalists and Allies with insights so that they cancontinue to hold companies accountable in between benchmark
launches.
• Engage in the final negotiations on the EU Corporate Sustainability Due
Diligence Directive (CSDDD).
• Engage in ASEAN policymaking processes within the ASEAN Post-2025
Vision, to support negotiations and the establishment of an ASEAN
Inclusive Business Center.
• Build relationships at the C-Suite level of leading SDG2000 companies,
engaging with them through events such as the World Economic
Forum, to better understand the challenges that companies face instaying focused on transformational change. Prioritise learning fromexisting Communities of Practice to strengthen company engagement
following the publication of our benchmarks.
Sustaining• Socialise the WBA Corporate Accountability white paper withstakeholders, with the aim of having corporate accountability
acknowledged as a process an ultimately building an understanding of
how to work together on the identified pathways to address gaps incurrent corporate accountability.
• Convene a supportive group of governments that champion the needfor corporate accountability, helping to build an understanding on how
to embed corporate accountability into global agendas and initiating
actions around Pathway One outlined in the Corporate Accountability
white paper, which focuses on the role of the UN in articulating
business responsibility in new and/or updated global agendas.
People and Organisation
•

•

•

•

Input stories and data on a consistent basis to the Results Management Framework(RMF), ensuring that we capture this vital information which can support WBA in
moving from delivery to impact.
Identify new funding opportunities from an SDG2000/institutional basis that can
support our focus on accountability and people (legitimacy) and contribute to ourfinancial stability.
Continue to build an inclusive and diverse Engagement and Communication team.

*Aspirational activity

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Finance and Operations priorities
1. Increase digitisation and automation.
2. Implement explicit processes, tools, best practice and policies.
3. Provide ongoing insights and strategic advice.

In 2024, the Operations function will adjust and solidify its structures as well as standardising thePeople Operations (PO) and Finance processes through digitising and automating activities
where applicable. We will make our processes and policies more explicit and visible within theorganisation, develop toolkits and best practices, and we will provide ongoing insights andstrategic advice.
For the Finance function, the building of a reserve, the automation of more data processing tasks
and developing the skills of all finance team members will be key to successfully transitioning
our focus from delivery to impact. This includes the knowledge transfer and advice to People
Leads, efficient use of BambooHR and Papaya systems, as well as the integration thereof, andequalisation of compensation for equal accountabilities.
With governance embedded in the foundation of our support structure, ensuring that we meetlegislative regulations, governance and accounting standards as well as best practices is aconstant priority.

People Operations
Scaling

Strengthening

WBA 2024 Annual Plan

Transitioning from manual to digitisation and automation:• Effective use of the existing People Operations (PO) systems.
• Digitisation and automation of processes.
• Continuing to gather feedback from the Commitment Setting Cycle(CSC).
• Salary calibration process.
• Tracking absenteeism and sick leave.
• Integration of human resource information system (HRIS) and payroll
system.
Transitioning from implicit to explicit processes, tools, best practice andpolicies:• Increasing the visibility of explicit People Operations processes,
policies, best practices, global legislative knowledge and tools, andupdating or creating them where needed.
• Contributing to key workstreams.
• Appreciation of differences between workstreams.
• Building out WBA’s internal accountability framework in relation toeach role at WBA and connecting roles and accountability tocompensation, as well as automating processes.
• Ensuring interconnection of Impact, Learning and Development andPeople Operations.
• Implementing employee journey quality control.
• Implementing internal controls and ensuring consistency across these.

17Ensuring knowledge transfer and advice to People Leads.
Equalisation of compensation and benefits globally, as well as ensuringorganisational compliance in all countries/regions where WBA staff arelocated.
Transitioning from reactive to proactive ongoing provision of insights andstrategic advice:• Maintain the PO dashboard, providing quarterly narrative and insightsfrom HR analytics (attrition, diversity, absenteeism, recruitment,
performance etc.).
• Contribute to strategic decision making based on information at hand.
• Forward looking, proactively identifying gaps/solutions, providing thedirection for the PO team and maintaining our agility to adapt tochanging conditions.
••Sustaining

Finance
Scaling

Effective use of the existing finance systems.
Digitisation and automation of processes.
Deliver Monthly Actual Reports (Benchmark Allocations).
Develop and review the organisational budget and create futureforecasts.
Strengthening• Explicit and visible Finance processes and policies, improving internal
controls, best practices and tools, and updating or creating them where
needed.
• Implementing a grant management tool.
• Building files on audit requirements.
• Contributing to key workstreams.
• Implementing an internal accountability framework.
• Improving our financial stability.
Sustaining• Maintaining the Finance dashboard, providing quarterly narrative andinsights from a Finance perspective (variances, deviations, liquidity
matrix, etc.).
• Contribute to strategic decision making based on information at hand.
• Forward looking, proactively identifying gaps/solutions, providing thedirection for the team and maintaining our agility to adapt to changing
conditions.
Fostering good governance
•
•
•
•
•
•
•

•
•
•
•

Supervisory board succession planning.
Maintain active, supportive and challenging relationship with the subcommittees and thesupervisory board.
Conduct interim and annual audits.
Donor reporting.
Maintaining good relationships with our strategic partners.
Maintenance of the Risk Register.
Meet legislative regulations, governance and accounting standards as well as bestpractices.

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Impact, Learning and Development priorities
1. Creating insights for impact-focused learning.
2. Creating legitimacy by focussing on “Impact on Peoples’ Lives”.
3. Creating a supportive learning environment.
For the Impact, Learning and Development (IL&D) team, our priority in 2024 is to continue to
execute the Learning Agenda identified in 2023, throughout the year. This includes increasing thequality and useability of impact-related data and developing more meaningful insights that allow
the organisation to learn and improve, bringing impact on the ground to the forefront of ourwork. We will add one impact project and two additional case studies to the workstream. We will
analyse our RMF data, impact stories and the learning questions from the 2023 Learning Agenda
to create insights on which interventions are the most influential and impactful in changing
company behaviour and why.
For People and Organisation, we will implement an organisation-wide accountability framework,
connect personal learning and development to accountability, and we will focus on collective
learning and development across the organisation, along with the Appreciation of Differences
workstream, to increase impact.
Impact, Learning and Development
Scaling•

Strengthening•••

Sustaining

WBA 2024 Annual Plan•

Increase quality and useability of impact-related data to ensure
impact-focused learning:• Clean the impact data in the engagement tool.*• Enhance automation for logging/showcasing RMF data andimpact stories.*• Further integrate RMF data with the Data Warehouse.
• Increase our discipline of logging RMF data and impact stories toensure relevant data and impact stories are recorded andtracked.
Complete one impact project and two case studies.
Share insights on what interventions are most influential/impactful inchanging company behaviour and why, through:• Analysis of RMF data and impact stories.
• Analysis of learning questions included in the Learning Agenda
2023.
• Outcomes of case studies, impact project, and the 2023
independent evaluation.
• Making RMF data more accessible and visual.*
Capacity building through:• Coordination/facilitation of impact-focused thinking, planningand reporting to effectively align deliverables with our Theory of
Change.
• IL&D Point of Contacts (POCs) will facilitate impact-driven
decision making through data and insights, utilising RMF dataand impact stories.
POCs will ensure methodology reviews in the pivot year incorporate
an impact lens (including people-centric approaches, most impactfulindicators and developing country angles).

19Explicit and consistent gathering of impact stories acrossbenchmarks.
• Conduct an impact study examining whether behavioural change
within companies improves peoples’ lives in low income/developing
countries.
People and Organisation
•

•
•
•

•
•

Implement the accountability framework across the organisation, including for all
functions and roles.
Evolve the Commitment Setting Cycle into Impact Development Conversations toconnect personal learning and development to accountability.
Increase impact through collective learning and development for:• Executive Team
• People Leads
Increase impact through co-leading the Appreciation of Differences workstream
throughout the organisation.
Host a Learning Week*** For these activities, IL&D depends on the Data and Digitisation team.
** Aspirational activity.

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Mapping priority activities to our Theory of
ChangeThis section examines the three prioritised activities, first at an institutional level and then foreach transformation, in the context of our Theory of Change. Outputs, outcomes, impacts andimportant assumptions which can lead to learning questions are addressed for each activity.

WBA Institutional
Activity 1: Start to build relationships with C-Suite level representatives of
SDG2000 companies.
Outputs
In parallel to continuing with our Communities of Practice to provide companies with a neutral,
facilitated opportunity to engage in peer-to-peer learning from benchmark assessments, we will
host our annual C-Suite Roundtable at the World Economic Forum (WEF) to better understandthe challenges which stand in the way of companies making progress with transformationalchange. We will also socialise (to companies) the WBA Corporate Accountability white paper andthe recommended pathways identified in the paper to bridge the accountability gap.
Furthermore, we will use other global moments such as UNGA and COP to bring companies into
roundtable discussions and high-level events.
Outcomes
In view of the lack of multi-stakeholder consultation and a lack of collaboration between
companies and their leadership, we seek to increase the understanding among C-Suite on how
corporate accountability can support them in transformational change. Unless lagging
companies are held to sufficient account, the leading companies also won’t receive therecognition or business reward they deserve. We seek to increase understanding among
business leaders that effective corporate accountability would make our global agendas
consequential to the success of all companies. This should lead to more companies supporting
the notion of corporate accountability and communicating this through their own
communications and at WBA events.
Impacts
Companies will increasingly support the need for corporate accountability and will be viewed aspart of the growing movement, rather than the target and/or opposers of the movement. The
increasing support of corporate accountability from companies themselves will signal to otherstakeholders, such as governments, that they support measures that would result in companies
having to change behaviour and align business practices to sustainable development.
Assumptions
We are assuming that C-Suites lack awareness of the need for corporate accountability and theway in which it can only be achieved through a multi-stakeholder process. We assume also thatWBA 2024 Annual Plan21

support for corporate accountability is followed by action across the company, but thecommitment must come from leadership. This will lead to companies improving their sustainable
practices, as well as driving meaningful change on behalf of other actors in the corporate
accountability process.

Activity 2: Develop relationships with governments and stakeholders that support
the need for corporate accountability in intergovernmental processes.
Outputs
Convene a group of supportive governments to develop an understanding and build
recommendations on embedding corporate accountability into global agendas, like the SDGs
and Paris Agreement. The recommendations will build on Pathway One of the WBA’s Corporate
Accountability white paper, which focuses on the role of the UN and its member states toarticulate the responsibility of business in new or updated agendas. We will use lessons learned
from transformation teams that are engaging with intergovernmental organisations to embedaccountability.
Outcomes
Our recommendations will start to embed corporate accountability within the intergovernmental
system, providing a pathway for WBA’s evidence and data to inform those that set the global
agenda (the UN and its member states). We will focus initially on the Summit of the Future 2024,
which offers a unique, and perhaps last opportunity to boost meaningful progress towards the
SDGs. The UN can start the process of strengthening corporate accountability by articulating the
responsibilities of business to complement those of Member States. Governments and otheractors within the UN system will use the recommendations in their engagements with theSummit of the Future processes to advocate for corporate accountability.
Impacts
The influence of these governments and UN actors will lead to new ways of embedding
corporate accountability into global agendas, therefore influencing companies to change
behaviour and improve sustainable practices. Furthermore, by convening supportive
governments and developing recommendations on pathways, common language andexpectations can be clarified.
Internally, this activity will inform other transformation teams on how to position theirbenchmarks as accountability mechanisms in the UN or inter-governmental fora.
Assumptions
We are assuming that, we will have a core group of governments and UN actors supportive of
the need to focus on corporate accountability, and that these governments will deliver
recommendations on how to embed corporate accountability into global agendas, which feed
into the Summit of the Future processes.

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Activity 3: Continued relationship development with European policymakers andinputting to relevant EU policymakers on the EU Corporate Sustainability Due
Diligence Directive (CSDDD).
Outputs
Engage in the final negotiations on the CSDDD – the upcoming EU regulation on holding
companies accountable for their social and environmental impacts. To do this, WBA will continue
to use its methodologies and results to provide insights on the gaps in corporate performance.
EU policy makers can use these insights to strengthen the final CSDDD rules that will holdcompanies to account. WBA will send input via email, and participate in meetings with key EU
policymakers, as well as engage with the press, to inform the narrative on the need for the
CSDDD to help fill the corporate accountability gap.
Outcomes
We will provide policy recommendations based on our data sets to the European Parliament,
Council and Commission. We will also engage with supportive Allies, e.g. investor groups, CSOs,
and progressive businesses to align on calls for a robust CSDDD. By doing this, we aim to ensurethat the final CSDDD addresses the gaps in corporate behaviour as highlighted by WBA in its
benchmarks. This will allow WBA to be recognised as an objective authority on corporate
performance by EU policymakers and as an accountability mechanism to monitor the applicationand enforcement of the CSDDD.
Impacts
The CSDDD will have a significant impact both within and outside the EU as it will capture mostof the major multinational companies within its scope. This means that more companies willchange their behaviour and improve sustainable practices in line with the directive.
Internally, this activity will inform WBA on how to position benchmark data on different
policymaking processes, and will pave the way for the possibility of WBA benchmarks to monitor
the application of policies. WBA will use this legislative process to identify key learnings that
inform future policy engagement.
Assumptions
We are assuming that the CSDDD will be passed through trialogue discussions in early 2024, andthat a strong and aspirational expectation remains for business and financial institutions
regarding thier environmental and social responsibility. We are also assuming that WBA will
provide comparable data across the full 2,000 companies (SDG2000) to be able to monitor theapplication of the CSDDD.

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Social system

Activity 1: Launch and socialise the Social Benchmark at the High-Level Political
Forum on Sustainable Development (HLPF) in 2024 as a status report on corporate
accountability for the SDGs’ promise of “Leave No One Behind”.
Outputs
Compile existing core social indicator (CSI) data for all SDG2000 companies, analyse the data
based on several parameters such as sector, region, thematic, etc. and publish the ranking of all
SDG2000 companies on CSI scores on the WBA website. Following this, we will publish an
insights report with the key findings, ranking and analysis. The ranking will link to CSI datasets
already published on the website.
We will then hold a side-event at the HLPF 2024 in collaboration with one or more of thefollowing: a strategic government partner, a foundation, UNDESA, the UN Foundation, OHCHR,
etc. to socialise the results and insights.
Outcomes
Address the need for a comprehensive global benchmark measuring the social performance ofcompanies at scale and act as a proxy for measuring the status of corporate accountability on
the SDGs’ Leave No One Behind promise.
Multilaterals, CSOs, investors, media and governments can use the data for driving corporate
actions and harmonising social-related policies and standards. Governments can also use thedata to inform the incorporation of corporate performance into their respective Voluntary
National Reviews (VNRs).
Impacts
Provide internal and external triggers for SDG2000 companies to act on societal expectations.
Assumptions
We are assuming that the Social Benchmark will find corporate accountability gaps and thereby
establish the risk of not adequately contributing to the Leave No One Behind promise. We also
assume that multilaterals, CSOs, investors, media and governments will find the benchmark data
and key findings insightful and actionable, and that governments presenting VNRs in 2025 will
see the need for incorporating corporate performance.

Activity 2: Refresh the CSI methodology with better alignment between the
Corporate Human Rights Benchmark (CHRB) and the Gender Benchmark.
Outputs
Publish a harmonised CHRB methodology that eliminates overlaps in elements, reduces thenumber of indicators and simplifies the scoring guidelines between the CSI, CHRB and Gender
Benchmark for the same companies, to create efficiencies. This work will be informed by thefollowing actions:

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Determine which elements between the CSI and CHRB have full or slight overlap andthen which CHRB elements can be acquired by the CSI and therefore removed from the
CHRB methodology.

•

Take into consideration CSI findings and feedback to remove elements that are too“fundamental” and consider replacing them with more “transformative” elements on thesame topic which have already been tested via the CHRB and Gender Benchmark.

•Undertake a consultative evaluation on five iterations of the CHRB to better understandwhich indicators have the most effect on influencing company actions.

We will also create overall transformational insights gathered from the CSI, CHRB and Gender
Benchmark.
Outcomes
Harmonised scoring guidelines should lead to more effective company engagement and better
responses.
The CSI would shift from “fundamental” to “transformative” as we take elements from the CHRB
and Gender Benchmark to help bring CSI topics to the next level. This will also help us focus
attention and resources on measuring what truly matters, based on learnings from the CHRB and
Gender Benchmark.
Impacts
Streamlined methodologies will enable more effective company engagement and help improvecompany performance.
Assumptions
We are assuming that overlaps between the CSI and CHRB exist and can be harnessed andscaled to improve and strengthen the CSI methodology.

Activity 3: Create a Social Collective Impact Coalition (CIC) on a gender topic.
Outputs
Bring together key Allies (especially CSOs, investors and business platforms) that are willing tocollectively influence company actions based on results from the Gender Benchmark, and identify
a gender topic for the CIC, based on the findings of the Gender Benchmark and a mapping of
the ecosystem of existing initiatives and gaps.
Co-design the CIC strategy and workstreams and facilitate the CIC by enabling, supporting, andcoordinating Allies’ actions, as well as monitoring progress and learnings.
Outcomes
Transform evidence from the Gender Benchmark into multi-stakeholder action and impact(particularly on company behaviour change and rebalancing power).
Gain a better understanding on which Allies are interested in collaborating for collective action
to improve company performance on gender, and what the Allies need from WBA to enable
collective action.

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Determine which collective actions can directly influence companies to prioritise action on
closing the gender gap(s), and which collective actions can help create an enabling environment
for companies to act.
Impacts
Provide external triggers for companies to improve performance on gender equality.
Assumptions
We are assuming that our Allies can find the time and capacity to join the CIC and that CIC
members agree on a common gender topic.

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Decarbonisation and energy system
Activity 1: Sustaining ACT and Just Transition within the UNFCCC.
Outputs
In 2023, WBA started to convene an international working group of experts to build common
guidance on the assessment of companies’ transition plans. This working group will contribute toharmonising the assessment of companies’ transition plans and creating more efficiencies forcompanies, independent assessors and intended users of such plans (streamlining processes andoutputs). It will help foster the development of relevant and ambitious transition plans and will
provide recommendations to the UNFCCC and governments. Similarly, in 2024, WBA will
convene an international working group on a just transition, looking at how governments andsocial partners can hold companies accountable in specific contexts and the importance of
tracking the just transition progress. This working group will also provide recommendations at
the UN level and to governments.
Outcomes
Inform the UNFCCC’s independent expert group that will develop recommendations ontransition plan validation; and help enhance WBAs climate offering.
Inform WBA’s future online ACT tool (Assessing low Carbon Transition) to further scale thenumber of companies that build capacity through this tool.
Support WBA’s positioning on a just transition at the multilateral/governmental level, withregards to the UNSG, OECD, the UNFCCC just transition work programme and the G20.
Impacts
Help drive the development and uptake of a corporate accountability framework within the
Global Climate Action Agenda, and position WBA as a recognised centre of excellence on
corporate climate transition plan integrity, transparency and accountability.
Assumptions
We are assuming that stakeholders will actively participate in the working groups, enabling us tocreate papers with joint recommendations.

Activity 2: Sharing learnings and insights in Asia through one of our Communities
of Practice.
Outputs
Host one of our Communities of Practice (CoP) during the Allies Assembly in Asia to sharelearnings and insights with the region. The CoP is focused on capacity building of the ACT Stepby Step methodology with stakeholders. Depending on the location of the Allies Assembly, thespecific focus could either be on influencing capacity building with state-owned companies or
through the rollout of the ACT Step by Step methodology.
We will also develop a toolbox during the rollout of the ACT Step by Step methodology to train
at least 20 certified consultants or other organisations on developing credible transition plans.

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Outcomes
A blueprint that informs how to further scale up the ACT Step by Step methodology beyond theuse of benchmarking and to inform how it will help companies enhance their development ofcredible transition plans.
Impacts
Drive the development of more credible company transition plans, ultimately creating stronger
climate and social commitments and plans for implementation.
Assumptions
We assume that this collaboration will increase the legitimacy of our work and that the toolbox
or guidance document that we create will influence stakeholders and public opinion, to help
scale up the ability to design credible transition plans.

Activity 3: Launch a Collective Impact Coalition on Transition Planning.
Outputs
Launch the second Collective Impact Coalition (CIC), focused on Transition Planning, as a follow
up to the international working group that WBA convenes on assessing transition plans (formed
in 2023). This second CIC should comprise a globally inclusive stakeholder group that will
implement the recommendations of the international working group.
Outcomes
Mobilise the stakeholders from the working group and beyond with input from WBA’s analysis
on driving collective engagement to improve the delivery of credible transition plans. In 2025,
Nationally Determined Contributions (NDCs) will be renewed, and WBA aims to contribute its
recommendations on how corporates are positioned to deliver on these potentially higher
ambitions. It will use the 2024 assessment of 450 companies’ transition plans, allowing for crossindustrial and deep insights into the performance of the companies and the areas wherecollective engagement is to be accelerated.
Impacts
Make the lack of progress consequential to companies. This will result in the translation of more
ambitious climate strategies by companies and their contributions to reaching the Paris
Agreement goals.
Assumptions
We are assuming that we can mobilise the right stakeholders that have the leverage over thesecompanies to hold them to account in developing more credible transition plans, which in turnwill increase the chances of the private sector in delivering on the goals of the Paris Agreement.

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Digital system
Activity 1: Expand and grow the Collective Impact Coalition for Digital
Inclusion (Digital CIC).
Outputs
Expand the Digital CIC to include additional asks of companies, in particular, evidence of
implementation of artificial intelligence (AI) principles and evidence of impact assessment. We
will continue broadening engagement to reach additional companies evaluated in the 2023
Digital Inclusion Benchmark (DIB), including the 50 newly benchmarked companies. The DIB
team will continuously collect data on AI disclosures to inform the CIC and ensure that it reflects
the current state of transparency in this area. The new phase of the CIC will work in close
coordination with other coalitions that tackle aspects of AI, including existing initiatives on digitalrights, facial recognition and mental health.
We will also bring more investors and CSOs into the CIC, prioritising groups located indeveloping countries and asset managers focused on emerging markets. The impact of thisrenewed phase of the Digital CIC will be captured in an annual progress report.
Outcomes
Strengthen corporate accountability surrounding AI, reduce the chances of “ethics washing” andhold companies to account for following their stated principles.
Allow investors and civil society groups to rekindle the conversation with companies that alreadyhave principles while articulating strengthened expectations towards all 200 companies in thebenchmark.
Generate higher-quality information about AI policies and practices among companies witharticulated principles, and significantly accelerate the adoption of companies that have not yet
published their principles.
Lastly, by collaborating closely with related initiatives, we can better reflect the scale and breadthof AI concerns, with specific technological use cases (e.g. facial recognition).
Impacts
Help businesses, investors and civil society groups to identify, raise awareness of, manage and/or
mitigate the potential harms and risks of AI, at a time when generative AI tools are proliferating.
Assumptions
There are multiple concurrent initiatives tackling the use of AI among technology companies. We
assume that all of them will support more coordination and joint reflection to increase ourcumulative impact. We also assume there will be continued investor interest in scrutinising the
ethical and human rights implications of AI.

Activity 2: Launch a series of deep dive reports to highlight and explore important
topics within the Digital Inclusion Benchmark.
Outputs
Launch several reports in 2024 containing deeper and more focused insights from our data on

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specific topics, building on the 2023 DIB Insights Report. We will work in collaboration withrecognised external partners and will organise and oversee Communities of Practice around eachof the reports to deepen input and distil overarching themes. The reports are expected to cover arange of topics, including child safety online, digital inclusion trends in developing countries andtransparency reporting.
Outcomes
Address the strong demand among key stakeholders such as civil society and investors for
insights on how the operations of the companies we evaluate affect societies in the global south
and marginalised people worldwide. We expect these reports to set new baselines for progress
and identify areas that are most in need of pioneering action by companies. The thematic deep
dives will also act as gateways to new communities and partnerships, particularly those looking
to independently assess companies with a strong local- or national-level presence. The reports
will thus increase potential Allies’ awareness of the DIB and how it can be used to advancecorporate accountability.
Impacts
Push companies to accelerate the adoption of commitments to child safety online, improvedisclosures on specific ways in which companies safeguard children’s rights and enhance thequality of their transparency reporting. We also hope to inspire civil society-led researchevaluating companies on these topics in individual countries, leading to an inaugural third-party
adaptation of the DIB methodology.
Assumptions
It is critical to our mission that reports such as these be carried out in collaboration with experts
and organisations which can provide additional lenses on the issue. We assume that we will
identify the optimal partners for each deep dive and formally initiate the project with theirsupport.

Activity 3: Deliver rich element-level data from the Digital Inclusion Benchmark.
Outputs
Curate and begin publishing detailed, granular data expanding on the public dataset delivered
with the 2023 DIB. Following our methodology review and publication of the revised DIB
methodology in early 2024, we will enhance the broad quantitative indicator-level data that iscurrently available to the public with element-level data showing how well each company fulfils
precise expectations in all four measurement areas (enhancing universal access to digitaltechnologies; improving all levels of digital skills; fostering trustworthy use; and innovating
openly, inclusively and ethically). We will complement this with a nuanced progress analysis,breaking down the areas in which companies improved or declined across three editions of the
DIB and aim to identify what underpins the success of leading companies.
Outcomes
The release of granular data from the 2023 DIB will put more pressure on the benchmarked
companies to quicken their progress, as the precise areas on which they outperform or
underperform against their peers will be brought to public awareness. Over the longer term, the
DIB’s “transparency upgrade” will strengthen the structure and accuracy of the benchmark by

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encouraging more public discussion about the findings. Our revised methodology and enhanced
disclosure of data will come together in the next edition of the DIB in January 2026.
Impacts
The new level of detail will unlock an unprecedented level of public access to DIB data. This will
generate new analyses by both WBA and third parties, unearthing hidden trends, sparking or
strengthening collective action around digital inclusion topics and reinforcing the credibility andresilience of our research. The DIB will embody the level of transparency expected of data thatserves as a public good, raising the bar for similar initiatives.
Assumptions
The launch of a detailed dataset requires an additional layer of careful and measured internal
quality control. We assume that the DIB team will have the time and capacity to engage in thisanalysis amid other organisational priorities. We also assume some flexibility in how the detailed
data will be published (e.g. in segments or through a single launch).

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Food and agriculture system
Activity 1: Sustaining the Food and Agriculture Benchmark (FAB) within the UN
Food Systems stocktaking process.
Outputs
Co-develop a corporate accountability framework for the 2025 UN Food Systems Stocktaking
Moment, working together with the UN Food Systems Coordination Hub (the Hub) and expert
organisations including WBCSD, the Private Sector Mechanism, World Economic Forum (part of
the Private Sector Stakeholder Engagement and Networking Advisory – SENA – Group of theHub) and also One Planet Network, OECD, World Bank, IFAD, UNEP, ATNI, GAIN, Food
Foundation and SUN Movement, which are supporters of this mission. To ensure progress andsecure buy-in from governments that need to approve of such a framework to be implemented
for the stocktaking process, we will set up quarterly virtual meetings and aspire to hostworkshops for the expert organisations mentioned here, and for government partners (theNetherlands, Switzerland, Germany and the UK in addition to at least three governments fromthe global south, which are still to be identified).
We will socialise the WBA Corporate Accountability white paper during the meetings andworkshops and will exchange the learnings we have come across in other UN fora: the work ofWBA’s Decarbonisation and Energy (D&E) team with the UNFCCC, and WBA’s Nature team with
the UN Convention on Biological Diversity.
Outcomes
Improve the development and uptake of a corporate accountability framework within the UN
Food Systems stocktaking process, and have WBA recognised as a centre of excellence on
corporate responsibility, transparency and accountability.
Impacts
Embedding corporate accountability in a multilateral forum such as the UN Food Systems
stocktaking process will ensure that the most influential food and agriculture businesses will beheld accountable for delivering on the sustainable food systems transformation agenda from2025 onwards.
Assumptions
We assume that external parties will actively participate in this initiative and that governments
and other relevant stakeholders will welcome and approve the framework.

Activity 2: Publish several insights reports.
OutputPublish at least four insights reports focusing on the following:•

Deep dive of the overall findings from the 2023 Food and Agriculture Benchmark (FAB).

•

Insights on nature and biodiversity loss in relation to our FAB and Nature Benchmark
data.

•

Insights on gender (women) in relation to our FAB and Gender Benchmark data.

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•

Insights on small scale producers in relation to our FAB, Access to Seeds Index and
Seafood Stewardship Index.

For the insights report on small scale producers, we will utilise the Allies Assembly in Thailand tocombine the national and regional work of our Allies in the region with our global data. The coauthor should be an authoritative institution like IFAD or FAO, and/or a regional representativeof one of our existing Allies. The region or country of focus should be linked to where companies
assessed in the FAB have a large footprint (either through their subsidiaries, or sourcing activities
for certain commodities).
Outcomes
Create cross-transformational findings allowing stakeholders to use our data and insights more
holistically. Furthermore, the collaboration with regional organisations will increase thelegitimacy of our work.
Impacts
More tailored insights reports allow for increased uptake of our findings and better engagementby our stakeholders to hold the private sector accountable to deliver on the sustainable foodsystems transformation agenda. A regional focus of an insights report linked to the Allies
Assembly will also help influence stakeholders and public opinion more directly.
Assumptions
We assume that the Allies Assembly will generate interest among regional organisations inworking with us.

Activity 3: Launch a second Collective Impact Coalition for Food and Agriculture.
Outputs
Launch a second Collective Impact Coalition (CIC) for the Food and Agriculture transformation,
following the first CIC in 2022, which focussed on regenerative agriculture. The topic of the CIC
should primarily focus on effects in developing countries rather than developed countries. We
will ensure that we have strong and reliable investor partners involved from the start, while also
ensuring that organisations that represent those impacted (e.g. farmers and vulnerable
communities) have an equally important voice in the CIC.
Outcomes
Create meaningful engagement with several Allies on the chosen topic, and develop a publicstatement or call to action, agreed by all relevant stakeholders.
Impacts
Compel businesses to take action on this important, often overlooked topic affecting those indeveloping countries.
Assumptions
Our assumption is that having dedicated investors on board from the start will increase theprobability of formulating an investor statement that targets lagging companies (as a minimum
action) and ideally agreeing on a collective action involving multi-stakeholder CIC members. A
further assumption is that the actions generated by the Food and Agriculture CIC will make iteasier for our Allies to use data from our benchmark to hold companies to account. A final

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assumption is that by the third iteration of the FAB, we will be able to measure the impact of the
CIC’s work through improved benchmark performance by companies on the CIC topic.

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Financial system
Activity 1: Prepare and successfully deliver the second iteration of the Financial
System Benchmark.
Outputs
Assess, rank and produce score cards for 400 global financial institutions. This will involvecommunicating with all 400 institutions about the information we will be seeking in theirsustainability reports and the timelines for the next benchmark production. It will also involve
selectively identifying the leaders in each sub-industry and geographical location to ensure their
engagement with the benchmark. This will strengthen the benchmark findings.
Outcomes
Providing clarity on expectations of transparency beyond regulatory requirements should
encourage more organisations to disclose sustainability information, along with an increase in
the engagement rates of financial institutions with WBA.
Impacts
Greater transparency and engagement provide us with a clearer picture on the status of thefinancial system and more meaningful data and insights for all stakeholders. This will increase
both our legitimacy and credibility to engage and drive change with the financial institutions in
the benchmark.
Assumptions
We assume that there will be a second iteration of the benchmark prior to 2026, enabling us toshow progress in company results to funders and ensuring we continue to remain credible as anaccountability mechanism.

Activity 2: Support and build momentum on the Collective Impact Coalition ofasset owners to influence asset managers on sustainability governance at thehighest levels.
Outputs
Deliver a suite of activities ranging from engagement with asset owners, identifying leading asset
managers with best industry practices, preparing to target asset managers, bringing in Allies
focused on governance, communicating our work through webinars and engaging with themedia through articles and commentary.
Outcomes
By increasing the profile of the initiative, we can continue to receive multi-stakeholder support,
and asset owners will remain motivated to influence asset managers on the need for increasing
and improving governance oversight on sustainability.
Impacts
Increase transparency and strategic focus on sustainability, thereby improving financial sector
performance on governance and strategy indicators.

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Assumptions
We assume that our work with this coalition will continue to be supported by our funders in
2024.

Activity 3: Champion transparency and support capacity building on transition
finance.
Outputs
There is a significant push for alignment and coordination across all stakeholders in the financial
ecosystem to scale up transition finance. We will build on initiatives that we supported in 2023 todrive for clarity and momentum around transition finance in 2024. As the commitments andaction needed by finance become clear following COP28, we will focus on the indicators in ourbenchmark that reflect climate solutions, nature-positive financing and inclusive financing. We
will be looking to bring together influential financial institutions within the benchmark withpublic and civil society stakeholders to create best practices for initiating and increasing
public/private finance. We aim to lead with institutions that can signal demand and trigger action
across the financial system. We also want to deepen our relationships on sustainable finance with
UNDP and the World Bank, as well as GFANZ and other initiatives focused on capacity building
and scale.
Outcomes
WBA is recognised as an important accountability mechanism across the full financial system,with important data and insights on the state of play and pathways forward on sustainablefinance. We want to ensure that the CSOs which present wider stakeholder voices become partof the solution in scaling transition finance to rebuild trust and expedite action.
Impacts
Help accelerate the flow of finance from the global north to the global south and to high-priority
sectors for decarbonisation. Recognition across the multilateral and finance ecosystem will also
strengthen our ability to engage with financial institutions in future benchmarking.
Assumptions
We assume that influential actors in the finance ecosystem will continue to value therelationships and support from WBA in 2023, and we can continue to deepen relationships. We
assume our funders will continue to support these actions in 2024.

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Nature system
Activity 1: Position the Nature Benchmark as part of the feedback loop for theKunming-Montreal Global Biodiversity Framework (GBF).
Outputs
Ensure that the results of the Nature Benchmark are prominently featured and used at COP16,
positioning the benchmark as part of the feedback loop for the GBF. This includes building ourdirect relationship with the UN Convention on Biological Diversity (CBD) Secretariat, and Businessfor Nature’s COP16 Business Action Campaign which urges companies to publish credible Boardapproved sustainability strategies that include nature.
Outcomes
Maintain the momentum of the GBF at COP16 to ensure that the private sector contribution
remains high on the agenda, and position WBA within the UN system for nature. We also aim togenerate media interest and build the credibility of WBA through our results and insights.
Internally, we will use the results for informing cross-transformation workstreams.
Impacts
Building WBA’s reputation as a trustworthy, credible partner regarding corporate action on
nature will help ensure the COP16 “global moment for nature” drives corporate accountability.
Assumptions
We are assuming we can work closely with Business for Nature on their COP16 campaign, andthat we will have the resources to play a role in the verification of companies’ nature strategies.

Activity 2: Coordinate and grow a globally inclusive Nature Collective Impact
Coalition.
Outputs
Develop a globally inclusive Nature Collective Impact Coalition (Nature CIC) encouraging
companies to assess and disclose their impacts and dependencies on nature through at least one
shared action (a public statement for example).
Outcomes
Companies will be encouraged to assess and disclose their impacts and dependencies on nature.
They will deepen their understanding on how their business relies on nature, the locations they
impact and the relevant part of their value chains that cause the impacts, and will be able toprioritise actions accordingly. This will help improve the rate of just 5% of companies in our 2022
Nature Benchmark assessing their impact and just 1% assessing their dependencies on nature.
Impacts
Reduce the chances of greenwashing and help determine which company actions addressing
nature are effective. Furthermore, by focussing first on this topic in 2024 and 2025, we can thenscale up our ambition on other topics with a more direct impact on peoples’ lives.
Assumptions
We are assuming that we can focus on a first step that applies to all geographies and companies

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that a wide group of stakeholders can agree with. We also assume that the companies which
perform and disclose this assessment will better understand how nature creates risks andopportunities for their business, and are therefore more likely to be taking meaningful action on
the topic.

Activity 3: Publish a focused assessment on specific indicators for the companies
assessed in the 2022 Nature Benchmark.
Outputs
Publish a focused assessment on one or two indicators for the 389 companies we assessed in
2022 (Apparel and Footwear, Chemicals, Construction and Engineering, Construction Materials
and Supplies, Containers and Packaging, Metals and Mining, Pharmaceuticals and Biotechnology,
Tyres and Rubber).
Outcomes
A small, focused assessment on the indicators related to the Nature CIC enables us to track andmeasure corporate progress since COP15. WBA and Allies can use the comparison of the firstand second assessments of these companies to demonstrate progress/lack of progress.
Impacts
Sharing concrete data on company performance will strengthen our ability to build momentum
within the CIC and will enable participants to design activities which lead to improved corporate
performance on nature.
Assumptions
We are assuming that stakeholders participating in the Nature CIC want to see data showing
company progress/lack of progress between 2022 and 2026, to inform their actions.

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Urban system
Activity 1: Publish the Urban Benchmark research and results.
Outputs
Publish the Urban Benchmark which assesses 300 keystone companies in the urban sector, tohelp establish a baseline understanding of how companies that operate in the sector perform interms of their contributions to the SDGs.
The Urban Benchmark methodology is designed in accordance with the principles of planetary
boundaries and the Doughnut economics, which recognises both the environmental thresholdwithin which companies and cities need to operate in order to safeguard the environment, andthe basic social needs of its residents. Given the lack of clarity between public and private
sectors’ accountabilities in shaping the urban environment, the first iteration of this benchmark isalso expected to help identify the roles and responsibilities of private actors in urban
development, to inform future discussions on the accountabilities of companies in the urban
sector.
The Benchmark is due to be published at a side event of the World Urban Forum (to be
confirmed), currently scheduled for 4-8 November 2024, in Cairo, Egypt.
Outcomes
Inform policymakers, CSOs and other development actors on areas to be improved from theirprivate sector counterparts’ operations, while also apprising companies themselves on how they
can improve in supporting local governments and communities through their products, services
and operations.
Multilaterals, local government associations, investor groups and companies can utilise theinsights derived from the benchmark results to begin raising awareness on how corporate
accountabilities affect urban development and inform local policymakers on how they can
engage with businesses to improve urban environments. The results can also serve as
communication materials helping potential Allies – partners, collaborators or donors – to amplify
their work.
Lastly, the Urban Benchmark will set the tone for subsequent iterations, and if needed, theestablishment of spotlight benchmarks based on topics or urban sub-sectors.
Impacts
The baseline established by the benchmark will be key in enabling subsequent transformation
activities. Furthermore, being the last benchmark to be published under the WBA’s sevensystems transformations approach, the release of the Urban Benchmark represents a key
milestone for WBA’s journey to catalyse systemic changes throughout the global businessecosystems and encourage private sector contribution towards the achievement of the SDGs.
Assumptions
Our assumption is that there remains a gap between the public sector or CSO development
stakeholders’ understanding over the roles of private sector actors in contributing to asustainable urban environment, and what they could potentially contribute to. The Urban
Benchmark will help to close this gap by introducing a consistent, comprehensive methodology
to measure corporate contributions in shaping the urban sector, and allow all development

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stakeholders – public, private, and other non-state actors – to work together to address thesegaps.

Activity 2: Build relationships with pertinent regional actors in the urban sector.
Outputs
Address the wide variation in urban development issues and challenges across regions byregularly engaging with or co-organising virtual or in-person consultations with local
government associations, multilaterals, regional/local CSOs and companies in countries wheretrends are identified. We will begin by participating in regional urban events once the Urban
Benchmark research results are available and have been potentially formulated into a pre-insightreport. These events include Rotterdam Urban Future (UF24), which will be leveraged as apotential pre-event for the benchmark’s results, and events in Asia and other regions (still to be
decided) between June and August 2024 (depending on research progress).
Outcomes
Achieve benchmark buy-in from local actors (such as local governments, CSOs and communities)
as they play an important role in ensuring that company operations at the local level aligns with
global expectations and will help ensure the legitimacy of the benchmark.
Identification of the most pertinent urban issues in particular regions and economies, based on
stakeholders’ understanding of the benchmark results.
Using preliminary research results and gathering ideas and thoughts from engagements withlocal actors to inform CICs and CoP topics (to be formed in 2025).
Development of stronger WBA relationships with pertinent regional actors, in addition to global
urban development stakeholders.
Impacts
Establishing the relevance of the Urban Benchmark, especially in emerging economies, could
potentially legitimise the benchmark’s relevance for official development assistance (ODA)
donors and UN agencies.
Assumptions
The Urban Benchmark assumes that there are three key urban development groups pertinent toestablishing the benchmark’s relevance: 1) local government associations; 2) businessassociations and investor groups; and 3) pertinent UN agencies (e.g. UN-Habitat, UNDP and
UNDRR).
Considering the locally varying nature of urban issues, the Urban team thought it necessary to
identify clusters of local urban development actors and build relationships across these local
actors. Local government will also be important in ensuring that the findings and results of thebenchmark can eventually be translated into policy recommendations that are applicable at the
local level.

WBA 2024 Annual Plan

40

Activity 3: Publish an insights report containing descriptive-level analysis ofcompany performances on the Urban Benchmark's environmental, social andeconomic indicators by region.
Outputs
Publish an insights report that explores whether our initial hypothesis is probable – that cities
and stakeholders, particularly private sector actors, have different priorities and views on theconcept of sustainable urban development (see Assumptions below for the full hypothesis).
Catalyse subsequent works and reports to examine local priorities by WBA, global stakeholders
and companies themselves in more detail. Subsequent insights reports could explore:•

Differences in outcomes in the performance of companies based in advanced andemerging economies.

•

Differences of company performances, and the issues they prioritise by ESG pillars acrossdifferent regions.

•

Whether the CSI indicators also show similar variances in the results of companies’
assessment, across different regional contexts (working together with the Social team).

Outcomes
Develop a more nuanced understanding of the differences between how companies operate andhow stakeholders in different regions might prioritise different urban issues. The baseline
insights report can then be used to inform subsequent Urban Benchmark iterations in terms ofindicators, research methods and stakeholders to be engaged.
Global “urban” stakeholders, i.e. multilaterals, UN agencies (UN-Habitat, UNDRR, UNDP, etc.), canuse the insights to inform their programme and policy approaches.
Internally, WBA can incorporate pertinent aspects of the assessment towards workstream 5(WS5) activities.
Impacts
Increase the Urban Benchmark’s influence among key external stakeholders.
Formal identification of the issues prioritised by companies could inform subsequent global andlocal efforts to enhance private sector participation in achieving the SDGs.
Assumptions
We assume that companies are likely to prioritise different issues in their implementation of ESG
standards, as measured by the Urban Benchmark, due to the differences in issues andgeographic and socio-economic contexts of regions and localities. Differing demographic
contexts, geographic factors, socio-economic situations, culture and an overall different stage ofdevelopment, among other things, have often influenced the trajectory of urban developments
across the world, directly affecting the physical forms of cities, along with the urban issues thatemerge in each locality. Given these differences, it may be hypothesised that cities and theirstakeholders, particularly private sector actors, may have different priorities and views on theconcept of sustainable urban development.

WBA 2024 Annual Plan

41

Annual calendar
2024

Scaling

January

-

-

-

-

February-

Strengthening

Start Urban
Benchmark research(researching 300
urban companies,
projected up until
June)
Start Nature
Benchmark researchfor 48 companies
needed to complete
the SDG2000
Recruit and hire
research analysts
needed to complete
the 2024 deliverables(Urban, Financial,Social and SDG2000)
Prepare datacollection processes
for the 2024
benchmarks-

Publish updated
Digital methodology
Start development of
Data Warehouse v2
Start consultations
on scorecardfocused website
update

-

-

-

-

-

-

-

March

-

WBA 2024 Annual Plan

Continue Gender
Benchmark research(assessing thesecond batch of
1,000 companies oncore genderindicators)--

Sustaining

Launch FAB CIC
topic
FSB climate financeroundtable at World
Economic Forum(WEF)
Socialisation of thenext Financial
Services Benchmark(FSB) (Jan – April)
Publish updated
SDG2000 list, alongwith related insights
piecesLaunch 3-year DIB
data update (DIB)-

Publish an insights
report on the 2023
FAB
Hold an FAB CoP
Launch second
phase of DIB CIC (anew series ofengagements withexpanded focus)
Launch updated DIB
methodology
Launch Nature CIC
Publish insights
report on the 2023
Nature Benchmark
Publish DIB deep
dive case study
Engage with theCommission on the
Status of Women(Gender Benchmark)Publish FAB &Gender insights

-

-

-

Launch ACT
reference point forcorporate
disclosure andtransitional plan on
the UNFCCC Global
Climate Action
Portal (GCAP)(D&E)
Engage with Global
Digital Compact(DIB, ongoing)

FAB Q1 meetingwith the UNFS Hub
Review, consult andstart to implement
improvements toinstitutional
knowledge sharing
and collaboration

42

-

-

April

-

-

Start FSB research(assessing 400
financial institutions)Publish D&E Heavy
Industries
Benchmark-Start FAB
methodology update(April-Sept)
Publish results for 48‘unique to nature’
companies.

-

-

-

-

May

-

Hold a CoP on
Gender

-

-

June

-

-

Recruit and hire
research analysts
needed to carry out
2025 deliverables(assessing all
SDG2000 companies
against all
benchmarks)
Finalise selfassessment online
tool

-

-

-

WBA 2024 Annual Plan

Launch D&E Just
Transition CIC
Launch potential
Finance CIC (AGM
season)Climate financefocused FSB CIC.
With asset owners &asset managers.
Hold DIB CoP
Hold CoP on
Transition Planning(D&E cross sectoral)
Launch D&E CIC on
Transition Planning
Hold the second
FAB CoP
Launch CIC on
Gender (date TBD)
Publish FAB insights
on small-scale
producers (coauthored with a
WBA Ally)
Hold Nature CoP
meeting/roundtable
Socialise new DIB
methodology andrecent activities at
WSIS+20 (DIB)

Finalise FAB small-scale
producer module andseafood module(aspirational target,
sustaining spotlights)

Publish deep divecase study on DIB
Organise Allies
Assembly (Finance,
Climate, FAB, Social,
DIB)
Engage atRotterdam UF24 andpublish preliminary
Urban insights
reportEngage at World
Circular Economy
Forum

43

July

-

August-September---

October--

Publish Social
BenchmarkPublish Social
insights report
Publish updated
Nature methodology
Start planning for thedevelopment of ourpublic data platform-

Launch Social
Benchmark at UN
HLPF
Publish Greening
report (ITV/DIB)-

Position Social
Benchmark at UN
HLPF and national
VNRs-

Hold DIB CoP
Publish Digital CIC
report (DIB)--

Hold third FAB CoP
Publish deep divecase study (DIB)
Participate at UNGA
2024
Participate in New
York Climate Week
Participate inEuropean Businessand Nature Summit
Participate in
Finance Climate
week-

Developpositioning on
climate adaption
alongside
mitigation forstrengthening the
ODA narrative
Participate in
Global Digital
Compact Launch(DIB)
FSB profile raisingat Climate
Week/UNGA in
New York.

Research capacity
building sessions
ahead of the start ofthe 2025 research
cycle
Finalise all
methodologies in
preparation for
integration with ourtools and training of
external research
providers (forexample FAB, Social
and Climate)
Soft launch selfassessment online
tool
Publish Transport,
Automotive andCapital Goods D&E
benchmarks (130companies)
Finalise company
and indicator
allocation

Publish CoP
retrospective (DIB)
Support launch ofinaugural DIB
adaptation (DIB)
Participate in the2024 Internet
Governance Forum(IGF) (DIB)
Publish FAB andNature insights
Publish Impact
Update (DIB)
Publish deep divecase study (DIB)
Final stages
preparing the
Finance Benchmark
launch at WEF 25-

Engage with COP16
to position the
Nature Benchmark
as part of the
feedback loop on
corporate
contribution to the
GBF (drawing on
insights report)-

Defining WBA’s FSB
position in theecosystem(COP29?)

-

-

-

-

-

November-

WBA 2024 Annual Plan

Publish ‘pulse check’on the Nature CIC
indicator for 389
companies
Begin rollingassessment withcompanies thatreport in October

-

-

-

44

-

-

December-

WBA 2024 Annual Plan

Continue rollingassessment forcompanies thatreport in November

Launch Urban
Benchmark results atthe World Urban
Forum (4-8
November)Participate in UN PRI(Finance)-

Participate in CBD(COP16)
Participate in
COP29

45

Learning Agenda
In 2023, WBA presented its first Learning Agenda, built on our 2023 Annual Plan, an
organisation-wide impact, learning and development survey and in-depth interviews. We arecontinuing to execute the 2023 Agenda in 2024, but foresee some updates (see Table 1 below).
We are also planning for a more extensive update of the Learning Agenda to be included in the2025 Annual Plan. The main drivers of these changes are:•A new approach to our research processes involving a rolling assessment of all SDG2000
companies.

•

Outcomes of the second IL&D employee survey (to be conducted in November 2023).

•

Outcomes of WBA’s second independent evaluation (expected mid-December 2023) andcase studies.

•

Progress on internal WBA workstreams.

•

Outcomes and Insights Learning Week (October 2023).

•

Updated institutional and transformational priorities.

TABLE 1: LEARNING QUESTIONS UPDATESCALING

2023

2024

1

How can we coordinate and organise our researchacross different transformations in a way that is
efficient and maximises company engagement?

2

To what extent can we standardise themes andindicators across benchmarks without compromising
relevance?

Incorporate 2023 learnings: How
do we effectively roll out theassessment of all SDG2000
companies?
Incorporate 2023 learnings: How
can we increase the transparency,
harmonisation and standards of
WBA research?
Delete – significant progress
expected in 2023.

3

What safeguards or standards are needed to ensure
consistent, high-quality research when working withresearch partners?
4 What tools need to be optimised and developed toincrease efficiency in the research process andpromote ease of access to data and metadata?
5 How do we continue to maintain inclusivity as the
Alliance grows?
6 How can we embed knowledge in our organisational
memory and make it accessible?
STRENGTHENING
2023
1
2

What are the most effective ways to increase company
engagement?
How do we maximise the relevance and usefulness of
our methodologies, results and insights for key
stakeholders?

WBA 2024 Annual Plan

A more focused learningquestion is expected toincorporate 2023 learnings.
No change expected, long-term
learning question.
No change expected, long-term
learning question.
2024
No change expected, long-term
learning question.
No change expected, long-term
learning question.

46

3

4

How have our CICs and CoPs influenced changes incompany policies and practices? Which actions wereeffective in driving change?
How do we identify and respond to emerging issues
and what is the role of the Alliance in these responses?

5

What are effective mechanisms for facilitating intraAlliance partnerships and encouraging co-creation
within the Alliance?
6 How do we increase the visibility of WBA and WBA
benchmarks among key audiences?
SUSTAINING
2023
1

What are the most effective UN or intergovernmental“homes” for transformational benchmarks as anaccountability mechanism?
PEOPLE AND ORGANISATION
2023
1 What is needed to become an inclusive learningorganisation?
2 What competencies are needed to deliver on thepillars of our strategy?
3 What competencies do People Leads need toeffectively contribute to learning and development,
and performance and talent management?
4 How do we align individual, functional andorganisational goals and learning questions?
5 How can we meaningfully link our finances to ourimpact?
6 How can we create an operational structure of supportand insight that can facilitate decentralised decision
making?
IMPACT AND LEARNING
1

2

3

4

No change expected, long-term
learning question.
A more focused learningquestion is expected toincorporate 2023 learnings.
No change expected, long-term
learning question.
No change expected, long-term
learning question.
2024
No change expected, long-term
learning question.

2024
No change expected, long-term
learning question.
No change expected, long-term
learning question.
A more focused learningquestion is expected toincorporate 2023 learnings.
No change expected, long-term
learning question.
No change expected, long-term
learning question.
No change expected, long-term
learning question.

2023

2024

To what extent does strong performance in thebenchmark cascade through to positive impact on
people and the planet?
How do benchmarks and stakeholder actions based onbenchmark results stimulate companies to improvetheir impact on people, workers, communities and theenvironment?

No change expected, long-term
learning question.

How can we use the results of our independent
evaluation to inform decision making, promoteaccountability and prioritise learning?
How can we best monitor the effects of stakeholder
actions that are informed by WBA results and insights?

Minor update: How do the
behavioural changes that occur
within companies as a result ofour benchmarks improve peoples’
lives in low income/developing
countries?
No change expected, long-term
learning question.
No change expected, long-term
learning question.

LEARNING AND DEVELOPMENTWBA 2024 Annual Plan

47

1

2

3

4

2023

2024

How do we develop a shared understanding of what
learning and development means at WBA and why it isessential?
How do we maximise the learning and development
potential of people by combining self-managementwith encouragement?
How do we balance experimentation with
implementation on learning?

A more focused learningquestion is expected toincorporate 2023 learnings.
No change expected, long-term
learning question.

What does it mean to show up whole and what can it
bring?

5

WBA 2024 Annual Plan

A more focused learningquestion is expected toincorporate 2023 learnings.
A more focused learningquestion is expected toincorporate 2023 learnings.
New: How can we maximise
impact through collective learningand development?

48

Organisational footprint 2024
The steady growth that we predict throughout 2024, particularly from October onwards, will gear
us up for the benchmarking activities in subsequent years, with an internal staff focus on data
quality as well as analysis and insights. This growth will also give us space and capacity toachieve our objectives while prioritising the wellbeing of our people.

Process for prioritisation and adjustments
Each year, WBA sets an annual plan based on the requirements of the strategy and ouraspirations. Since WBA is still a growing organisation and many of our funding agreements areshort term, with new funding secured at various times during the year, the plan is not limited by
the funding we have secured at the start of the year.
Should we fail to close the funding gap during the year, WBA would need to scale back activities.
The first activities that would either be postponed or removed from the plan are the activities
marked as “aspirational” in the annual plan. To inform further prioritisation and adjustments
throughout the year, we have a process in place which relies on the use of our funding pipeline
and the rolling forecast, as well as the liquidity forecast. This information is then brought into thequarterly resources allocation meeting, where decisions for prioritisation and adjustment are
made.

Funding pipeline
The funding pipeline, which is updated monthly, contains potential funders, funders we are inconversation with, proposals in assessment and secured funding. At each stage we make a best
estimate on how much funding we aim for, for which activities (transformation-specific or
institutional) as well as when we expect it to be confirmed. This pipeline works as a funnel, andWBA 2024 Annual Plan49

we anticipate that not all prospects will materialise into secured funding. The process allows us
to better predict our income, allowing us to identify potential shortfalls earlier and act
accordingly.

Rolling forecast
On a quarterly basis we update our forecasted spend, with a 24-month horizon. This gives amore accurate reflection of the organisation and transformation budgetary needs during theyear compared to the annual budget, which is only set at the beginning of the year.

Liquidity forecast
Our liquidity forecast only includes actual and expected committed cashflows on a rolling, 12month horizon, ensuring we never commit to more expenses than we have in secured inassessment funding. The liquidity forecast is updated on a monthly basis.

Quarterly resources allocation meeting
We hold a quarterly resources allocation meeting, during which we discuss any changes thatmight need to be made to our plans. These can be discussions on expenses related to activities
that were not in the annual budget and plan, or activities and expenses that were in the annual
plan and budget but that can no longer be taken forward or need to be postponed because of afunding gap. In the case of shortfall during the year, the following principles help us to effectively
prioritise on a quarterly basis:
1.

A balance between our scaling, strengthening and sustaining agenda ismaintained.
This means our initial principle of “Scale First, Depth Later” will become less prominent in
2024 as we put more emphasis on strengthening and sustaining as set out in the 20222026 strategy.

2.

Those that are impacted by the decision are consulted.
As an organisation, we follow the principle of Teal, whereby no activity is cancelled orchanged unless those impacted by the decision have been consulted and had a chance todiscuss alternatives.

3.

Activities that significantly rely on earmarked funding take priority over activities
that predominantly rely on institutional funding.
The continuity of the organisation, however, always takes ultimate priority, so this may
require us to ask for more flexibility from our donors.

4.

Retaining existing staff takes priority over hiring new staff.
This may of course result in people needing to take on different tasks or even different roles
within the organisation.

5.

Benchmarks that have already asked companies to review/submit data takepriority over those that have not yet contacted companies.
This also means that data collection cannot start unless all required resources are in place
or we collectively agree to take a calculated risk.

WBA 2024 Annual Plan

50

Process for prioritisation and adjustments in the new way of working
We acknowledge that not all of these principles are fit for purpose in the new way of working,where the research and publication of all benchmarks takes place simultaneously. This is, forexample, the case for Principle Five. As part of preparing for the new way of working, we will
therefore need to update these principles, and we plan to have the new principles in place by
May 2024. This is when we start the Annual Plan cycle for 2025, and when we need to start therecruitment to expand the organisation (primarily the research function), enabling us to build thecapacity needed to deliver on the new way of working.

WBA 2024 Annual Plan

51

Priority budget 2024

WBA 2024 Annual Plan

52

Aspirational budget 2024
WBA

Annual Plan 2024 (Aspirational)

Details

Benchmarks

PolicySDG2000

Impact andLearning

Operations

Budget 2024

- Salaries and Wages- other employee expenses
Total Salaries and Wages€€€

8.281.297
8.281.297€€€

500.893500.893€€€

1.213.387
1.213.387€€€

759.898
170.000
929.898€ 1.001.084€€ 1.001.084€ 11.756.559€
170.000€ 11.926.559- Roundtables- Stakeholder relations- Communication (Media / Publication tool)- Front end technology (publication tool)
Total Outreach and communication

€
€
€
€
€

150.700
243.100
319.714713.514€€€€€35.00043.00078.000€€€€€190.000
45.600110.713346.313€€€€€129.500
1.800
131.300

€
€
€
€
€

€
€
€
€
€

505.200
331.700
457.22775.0001.369.127- Downstream & Research partners- Research partners- Back end platform technology- Other consultancy expenses
Benchmark operations€

843.865€

10.000€82.400

€

-

€

€
€
€

94.400938.265€€€

10.000€€€82.400€€€25.00028.75053.750€€€250.000
20.000270.000€€€€€

936.265369.400
48.7501.354.415- Office expenses- Financial expenses- Supervisory board expenses
Total Organisational support

€
€
€
€

-

€
€
€
€

-

€
€
€
€

-

€
€
€
€

-

€
€
€
€

196.269
395.767
35.000627.036€€€€

196.269
395.767
35.000627.036- Interest income- Exchange / payment differences
Other P&L items

€
€
€

-

€
€
€

-

€
€
€

-

€
€
€

-

€
€
€

-

€
€
€

-

TOTAL

€

€

588.893€

WBA 2024 Annual Plan

9.933.076

1.642.100€ 1.114.948

53

25.00075.000100.000-€ 1.998.120€ 15.277.137

Funding gap 2024
Transformation
FAB
SSI
ATSI
CEB
NatureDIB
FinSysUrban
SocialPolicySDG 2000
Impact and Learning
Institutional
Total

WBA 2024 Annual Plan

Total costs
€
€
€
€
€
€
€
€
€
€
€
€
€
€

984.998
2.193.812
1.148.273
896.864
1.195.547
1.358.444
1.459.548
454.994
1.590.370
1.118.283
1.491.365
13.892.499

Total funding(Secured & Inassessment€
390.716€18.289€€1.829.234€
444.858€
1.176.797€
149.361€€862.056€
100.000€€
548.445€4.444.554€
9.964.310

Funding GAP
€
€
€
€
€
€
€
€
€
€
€
€
€
€

-594.282
18.289-364.578-703.415
279.933-1.046.186-1.358.444-597.492-354.994-1.590.370-569.838
2.953.189-3.928.189

54

Annexe: Mapping activities to our Theory of Change
WBA institutional

WBA 2024 Annual Plan

55

Social system

WBA 2024 Annual Plan

56

Decarbonisation and energy system

WBA 2024 Annual Plan

57

Digital system

WBA 2024 Annual Plan

58

Food and agriculture system

WBA 2024 Annual Plan

59

Financial system

WBA 2024 Annual Plan

60

Nature system

WBA 2024 Annual Plan

61

Urban system

WBA 2024 Annual Plan

62

Our funding partners

COPYRIGHT
This work is the product of the World Benchmarking Alliance. Our work is licensed under the Creative
Commons Attribution 4.0 International License. To view a copy of this license, visit:www.creativecommons.org/licenses/by/4.0/

DISCLAIMER
Information available on our website, visit: www.worldbenchmarkingalliance.org/disclaimer

WORLD BENCHMARKING ALLIANCE
Prins Hendrikkade 25, 1021 TM Amsterdam The Netherlands. www.worldbenchmarkingalliance.org

WBA 2024 Annual Plan

63