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By Laurence Schwesinger Berlie

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106 NGOs’ ability to detect changes not only applies to society but also to the legislative sphere. 107 This cognitive capacity of NGOs, which business gains access to, applies to two areas: doing together and thinking together. These two aspects should be distinguished from each other according to their starting points. , new product/process, label, environmental policy for the business, management of an environmental resource), thinking together is more in the order of ideas, suggestions or design innovations, which do not necessarily have to be applied within the framework of the partnership.

The MSC conducts research on marine resources and develops regulations for better managed and more sustainable fishing, as well as a label for marine products meeting this standard. ) Forests: The Plus Group Alliance was set up in 1995 by WWF and companies such as B&Q, Boots the Chemist, the Body Shop, Railtrack, Sainsbury, Tesco, to develop regulations favouring the sustainable management of forestry resources and an eco-label. This working group has given rise to the creation of the Forest Stewardship Council, an independent NGO bringing together members of the industrial sector and the non-governmental sector, which assesses, accredits and supervises forest management practices.

An NGO can therefore provide the company with a complementary interpretation of its environment. 104 The cost of this insularity is that of not being able to anticipate what society thinks. Going into partnership with an informed NGO may reduce this cost because the NGO serves as a detector of society’s concerns. 106 NGOs’ ability to detect changes not only applies to society but also to the legislative sphere. 107 This cognitive capacity of NGOs, which business gains access to, applies to two areas: doing together and thinking together.

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