Environmental Marketing

INVOLVEMENT OF
NON-GOVERNMENTAL ORGANIZATION &
ADVOCACY GROUPS

Group 3
Egana, Jolina
Doloriel, Maria Carmela
Ferrer, Rosalinda
Gaganti, Christine
Ilagan, Venus
Laureano, Airha
Lisbe, Girlie
Madera, Roxanne Mae
Magat, Nicole
Lusterio, Audrey Belle
Villanueva, Veronica

Mr. Robin Pablo

Subject Professor

Table of Contents:

What is NGO?.........................................................................................
 - History...........................................................................................
- How it works ...............................................................................
- Philippine Civil Society Today...................................................
- Environmental NGOs you can volunteer today……………..
- The Most Powerful Green NGO You’ve Never Heard………
- Registration ................................................................................
- Importance ...............................................................................
- Major Contributions ..................................................................
- Strategic Planning.....................................................................
- Importance of NGO’s strategic planning..............................
3 Things NGO offers to corporations...................................................
What corporations bring to NGO? .....................................................
NGO Collaborations..............................................................................
- Greenpeace ..............................................................................
- Rotary International Organization ...........................................
- World Wildlife Fund.....................................................................
Interrelationship of Greenpeace, Rotary, & Wwf..............................
References ............................................................................................

What is NGO?

NGO stands for non-governmental organization. While there is no universally agreed-

upon definition of an NGO, typically, it is a voluntary group or institution with a social mission
that operates independently from the government.
 NGOs or similar organizations exist in all parts of the world. What is considered an NGO
in one country may not qualify as an NGO in another, as legal definitions, permitted activities,
monitoring, and oversight differ from country to country. The term can encompass many types of
organizations. 

A non-governmental organization (NGO) is a group that functions independently of any

government. It is usually non-profit. NGOs, sometimes called civil society organizations, are
established on community, national, and international levels to serve a social or political goal,
such as a humanitarian cause or the protection of the environment. For example, NGOs might
focus on activities involving health or health emergencies, education, infrastructure, advocacy of
minority rights, support of the poor, and reducing crime. 

It’s no secret that numerous non-profit organizations are dedicated to assisting

underrepresented groups in improving their quality of life. NGOs contribute to developing a
better society. Therefore, volunteers take part in different roles to support various causes. As one
of the most trusted non-profit organizations in the Philippines, Childhope has pioneered
programs for other sectors. These programs and advocacy groups assist impoverished people,

particularly street children.

The basis for civil society in the Philippines is provided by the filipino concepts of
Pakikipagkapwa (holistic interaction with others) and kapwa, which means “shared inner self”.
in practice, in the Philippines, voluntary assistance or charity connotes an equal status between
the provider of assistance and the recipient, which is embodied in the terms Damayan
(assistance of peers in periods of crisis) and Pagtutulungan (mutual self-help). the western
notion of Kawanggawa (charity) may have been introduced to the Philippines by catholic
missionaries.

History of NGO
 Ferdinand Marcos, who became President in 1965, envisioned a “new society” with little
space for civil society and no tolerance for advocacy NGOs. His administration became
increasingly associated with suppressing civil, human, and political rights. As a result, such
organizations either fled underground by joining the armed struggle of the National Democratic
Front or sought shelter from Marcos’ security forces by affiliating with a university or religious
institution, such as the catholic church’s National Secretariat for Social Action (NASSA), the
Share and Care Apostolate for Poor Settlers, the Association of Major Religious Superior of the
Philippines, etc. other anti-Marcos organizations operated under innocuous names, such as the
Agency for Community Education Services and the Organization for Training. The activism of
these and additional costs eventually contributed to the overthrow of the Marcos regime in the
“people power” revolution of 1986, which marked the beginning of a resurgence in civil society.
During the dictatorship, many NGOs built strong relationships with poor communities. That was
one of the reasons why post-Marcos governments partnered with NGOs in service delivery and
public policy. 

Several pieces of societal legislation favorable to civil society’s development were

passed, including the local government code, the Urban Development and Housing Act, and the
Women in Development and nation building act. Government line agencies opened ngo- liaison
offices, and NGOs could negotiate directly with bilateral funding institutions for financing.

Many in the Philippine development community began to welcome ngo management of

overseas development assistance, seeing NGOs as valuable channels for funneling support to
needy communities. The number of NGOs mushroomed during the administration of President
corazon aquino. In addition to those with noble pursuits and good intentions were those of
dubious integrity and engaging in questionable practices. Politicians, businesspersons, and
bureaucrats established some of these to advance personal, rather than public, welfare. In
response, 10 of the largest NGO networks formed the Caucus of Development NGO Networks
(CODE-NGO) in 1991 to promote professionalism, expand reach, and increase the effectiveness
of NGOs.

How does NGO works?

Any group of people who desire to carry out tasks in the public interest can establish an
NGO. They may have personnel and funds. NGOs may do international business. The
government has no control over them and has no input into their operations or tax-exempt status.
They are frequently non-profit, but they can also be. They receive their revenue from
membership fees, grants, and donations. Any group of people who desire to carry out tasks in the
public interest can establish an NGO. They may have personnel and funds. NGOs may do
international business. The government has no control over them and has no input into their
operations or tax-exempt status. They are frequently non-profit, but they can also be. They
receive their government membership fees, grants, and donations.
 NGOs are volunteer organizations that are often not connected to any form of
government. They seek to assist, support a cause, and promote a position. The size, scope, and
methodology of NGOs differ considerably around the world. They all agree on one thing,
though: collaboration is the key to changing the world.

NGOs keep a single focus on assisting in the development of the community while
having a variety of causes they support. That stated, both the government and NGOs need to be
involved in a number of societal issues. Here is a list of the areas that NGOs do projects for.

Advocacy. There are several policies for

the underprivileged and disadvantaged. NGOs
work to influence program development to
ensure that it will benefit the broader population.

Information Distribution. NGOs also

assist the government in reaching rural residents
and alerting them of news and governmental
developments. They also aid in increasing
community awareness.

Research and Development. Another

factor that NGOs emphasize is innovation. To
more effectively address social issues and
identify solutions to present problems, they conduct research and case studies.

Training. NGOs offer classes on earning a living and training to empower vulnerable
people.

Organization of Philippine Civil Society Today

The civil society sector has made great strides over the last two decades. NGOs and other
civic groups have increased their effectiveness through networking and coalition building,
campaigning for policy reform, adopting good practice standards, and advancing "sustainable
development" as a uniting vision for all organizations. The country's two most important civil
society categories are NGOs and peoples' organizations (Pos)— the Filipino equivalent of what
in other countries is commonly called community-based organizations. 

Pos are generally composed of disadvantaged individuals and work to advance their
members' material or social well-being. Pos are grassroots organizations, and their members
typically work voluntarily. NGOs are intermediaries between the state and Pos. They advocate
and work for disadvantaged individuals who are not necessarily their members. Many NGOs
work to strengthen Pos by providing financing, establishing linkages, and undertaking advocacy.
In addition to engaging volunteers, NGOs employ staff members. Several characteristics of
Filipino civil society are unique. Firstly, political activism is more significant for Filipino
organizations than elsewhere. Indeed, NGOs and Pos played substantial roles in achieving
Filipino independence from the Spanish and the Americans and toppling the Marcos regime. 

Secondly, welfare activities from the non government sector are clearly distinguished
from religious or state-initiated welfare activities. Whereas the Spanish catholic church once
dominated charitable and philanthropic activities, Filipino civil society has had a solid secular
foundation since the American colonial administration. 

Finally, NGOs in the Philippines have benefited from government administrations that,
since the mid-1980s, have generally supported civil society. This has resulted in one of the most
well-developed and institutionalized civil society sectors in the developing world. The conducive
environment for NGO activity is reflected by the headquarters or secretariats for several regional
and international civil society networks, including the Asia Pacific Alliance for Reproductive
Health, Clean Air Initiative for Asian Cities, South East Asian Committee for Advocacy, and the
Southeast Asia Coalition to Stop the Use of Child Soldiers. as noted in a study prepared by the
Synergos Institute, Philippine NGOs have successfully advocated for a more significant role in
the delivery of social services, stressing their strong relationships in local, poor communities.
This commitment grew out of working with poor communities under the Marcos dictatorship.
The impacts of development NGOs in community development and community economic
development have demonstrated the capacity of these NGOs to be flexible, adaptable, and
capable of innovative approaches to development challenges. Further, NGOs have typically
incurred lower costs under less bureaucratic project implementation measures than the
government.

Environmental NGOs in the Philippines You Can Volunteer for Today

Haribon Foundation. Haribon Foundation is the Philippines’ pioneer organization for
environmental conservation.  As a non-profit advocacy organization, Haribon aims to bring out
the biodiversity champion in everyone.

Through constituency-building, community empowerment, and multi-disciplinary

approaches, Haribon pushes for the conservation of biodiversity in the Philippines.

Brief history. Now in its 48th year, Haribon Foundation shows no signs of slowing down.
Founded in 1972 by a group of passionate volunteers, Haribon Foundation gave way to the
Philippine environmental movement. From a small birdwatching society, Haribon has come all
the way, as they have now evolved into a large foundation that mobilizes thousands of volunteers
to fight for the country’s environment.

Volunteer programs (from interview notes and website). For Haribon, volunteers are at
the heart of the organization. Every year, the foundation organizes a thousand volunteers for their
two main projects:
 Forests for Life Movement. Since 2005, this initiative aims to restore Philippine
rainforests through Adopt-A-Seedling and Tree Planting programs. Volunteers get to plant and
nurture tree seedlings that donors pledge for every year. With this program, Haribon
Foundation’s vision of restoring rainforests with an 80% average survival rate is close to reality.

Biodiversity On Wheels (BOW) Program: Created in April 2012, BOW is an

environmental education program which visits public schools all around the Philippines to teach
kids all about environmental topics and issues through engaging and interactive activities like
storytelling, coloring activities, and origami-making. With the help of almost 2,000 volunteers,
the program has now reached more than 75,000 students nationwide.

Examples of milestones reached with help of volunteers. Haribon Foundation’s wide

reach has inspired many to mobilize for our country’s environment. Thanks to Haribon’s tree
planting initiative, over a million seedlings have been planted across the country in the last
decade. Moreover, Haribon Foundation volunteers have also made the legislation of NIPAS
(National Integrated Protected Areas System Act) possible, due to their research and evaluation
efforts in collaboration with the DENR.

How you can help. You can get involved with Haribon Foundation by becoming a
Haribon member, or by becoming a Haribon intern. You may also choose to donate to them!

How to contact. Despite the pandemic, Haribon is still calling on for volunteers to help
out even in the comfort of their own homes. If you are keen on volunteering for Haribon, you can
contact them on their website, or send them a message through their Facebook page.

Earth Island Institute. Earth Island Institute is an international environmental

organization that promotes awareness, grassroots environmentalism and activism for the
protection, conservation and restoration of nature. The organization is led by two primary
departments: the advocacy team and the dolphin safe monitoring team. The former deals with
organizing activities and projects related to the organization’s advocacy, whereas the latter
accredits companies globally fishing in Asia Pacific waters.

Brief history. Earth Island Institute was first founded in 1982 by American
environmentalist David Brower. With the help of other dedicated environmental activists,
Brower sought to empower and educate people in order to preserve the environment.

Volunteer programs. Wild for Wetlands: First initiated last February 2017, Wild for
Wetlands is a yearly celebration of International Wetlands Day. This program seeks to highlight
the country’s wetlands with a commemoration of the culture and the arts, with activities such as
concerts.
 Quick Protest Action: Even the pandemic won’t stop Earth Island Institute in organizing
(health protocol-compliant) protests. This year, biker volunteers of Earth Island Institute
organized a protest in front of the Japanese Embassy against the yearly dolphin slaughter in
Japan.

Examples of milestones reached with help of volunteers. Volunteers of Earth Island

Institute have truly proved that collective action sparks concrete change. The organization is
primarily responsible for the improved condition of Freedom Island, as they continuously strived
to organize dedicated volunteers to clean up the said conservation site in Parañaque.

How you can help. You can help out Earth Island Institute by signing their petitions about
the Manila Bay reclamation, Beluga whale importation, or Cebu Ocean Park Dolphin and Sea
Lion show cessation. You can also consider volunteering for Earth Island!

How to contact. Earth Island Institute continues to look for volunteers who are as
passionate about the environment as they are. Interested? You may reach out to them via their
website, or through the organization’s Facebook page.

As the old saying goes, “Even the smallest stone creates a ripple in the water.” Every
moment you choose to spend volunteering for these organizations significantly contributes to the
improvement of our environment.

The Most Powerful Green NGO You’ve Never Heard

When you think about non-governmental organizations focused on environmental issues,
you might think of Greenpeace, Sierra Club, World Wildlife Fund, Environmental Defense, The
Nature Conservancy, Conservation International, or the Natural Resources Defense Council. For
decades, these powerful organizations have launched global pressure campaigns, attracted many
millions of members, and in recent years, they have even worked closely with former enemies
(large corporations) to change business as usual.

But by wielding a tool more powerful than legal action, protests, or even partnership, a
relative upstart — the Carbon Disclosure Project (CDP) — has rapidly become the NGO to
watch.

The UK non profit began in 2000 with a simple idea: ask the world’s largest companies
to publicly share information about their carbon emissions and the actions they’re taking to
manage them. I spoke recently with CDP executives and then attended the recent launch of their
2010 annual report to find out just how far they have come. It’s pretty far: of the 500 largest
companies in the world, an astonishing 82% now answer the CDP’s questions.

But since some corporate executives might find it unwise to share so much data, why do
they answer CDP when it comes calling? Well, it’s not just CDP that’s asking. CDP ‘s
“members” include 534 of the world’s largest banks and institutional investors, representing $64
trillion under management. This smart NGO was always intended to give voice to concerns
about climate risk stirring within the investment community.

Stepping away from the old-style NGO approach to companies, the CDP and its leaders
are both optimistic and relentlessly pro-business. At the core of the organization’s mission is a
commitment to the power of data to improve business performance (which I wholeheartedly
agree with), and a strong belief that for companies that tackle climate change, the opportunities
far outweigh the risks.

The latest report bears this last point out: large companies are moving from an emphasis
on risk management to “one that now also embraces opportunity.” Over one quarter of
respondents are developing products and services to help their customers cut emissions.
“Corporations are critical to the delivery of solutions to climate change,” CDP founder Paul
Dickinson summed up.

CDP also plays a critical role in driving transparency on carbon emissions globally.
Christiana Figueres, the UN’s Climate Secretary said at the launch, “CDP is to the future of
business what the X-ray was to the then-future of medicine — without it, we would never have
seen the insides of the patient’s health.”

The insight into corporate carbon practice that CDP provides would be enough of a
reason to watch the organization closely. But recently CDP has made some interesting bids to
expand its influence further, including:

 Highlighting performance, not just disclosure: CDP created a new Carbon Performance
Leadership Index and praised 48 companies that demonstrate a commitment to strategy,
governance, communications, and actual emissions reductions.
 Driving transparency up the supply chain: The CDP Supply Chain group organized
respondents such as HP, Pepsi, P&G, and Tesco to prod their suppliers to answer the
questions.
 Advocating specific solutions for combating climate change: CDP issued a report earlier this
year, “The Telepresence Revolution,” on the substantial carbon and cost savings from
connecting virtually (they then walked the talk, using Cisco’s Telepresence to seamlessly
connect 5 continents during the meeting).
 Providing advisory support: The new CDP Reporter Services, in conjunction with Accenture,
Microsoft, and SAP, helps companies to report emissions.
 Extending the issue list: Earlier this year, CDP launched its Water Disclosure Project,
modeled closely after the original.
 Although things could get muddy when the organization asking for data and transparency
also advises companies and promotes particular solutions, CDP seems to be staying true to its
overall mission with these brand extensions.

So keep an eye on this group that has managed to take a proactive, pro-business approach
to a tough issue. Both CDP’s report and website are quickly becoming core hubs of information
on carbon performance and best practice. And investors and key customers are increasingly
using this data to rate and judge companies — and to determine how they invest and with whom
they even want to do business.

NGO Registration
Registration is optional for cases in the Philippines. Still, only registered organizations
benefit from a legal identity that permits them to open a bank account, sue and be sued, etc.
Further, registration is officially required to accept donations or to participate in government
projects. Cos that choose to register usually do so with the Securities and exchange commission
(sec), cooperative development authority (ca), or Department of Labor and Employment (dole).
The sec registers nonstock, nonprofit corporations under the corporation code of the Philippines.
Eligible organizations are established for religious, charitable, scientific, athletic, cultural,
rehabilitation of veterans, and social welfare purposes. The code registers cooperatives as
provided for in the cooperative law of the Philippines and the cooperative development authority
act. Dole registers labor unions, labor federations, and rural workers’ associations following the
labor code of the Philippines. 

Additionally, nonprofit corporations and associations intending to perform social work

and to function as mutual benefit associations and trusts for charitable purposes obtain licenses
from the Department of social welfare and Development and the insurance commission,
respectively. Nonprofit educational institutions and health organizations obtain permits from the
Department of Education and the Department of Health.

Philippine NGOs have been at the cutting edge of ngo self-regulation. code-ngo, the
largest coalition of NGOs in the country, established the “code of conduct for development
NGOs” in 1991. it was the first Asian Ngo coalition to adopt a code of conduct in Asia and
probably one of the first in the global Ngo community. More than a thousand NGOs have since
signed code-ngo’s code of conduct which was recently updated to provide for more apparent
enforcement mechanisms. In 1998, six of the largest Ngo coalitions established the Philippine
Council for Ngo certification (Pcnc). It represents one of the few government-recognized Ngo
certification systems worldwide and has been the subject of discussion and possible replication
by NGOs in different countries. Both initiatives are repeatedly cited as models of good practice
and analyzed extensively.
Importance of NGO
As was already established, the main goal of NGOs is to make people's lives more
bearable, especially those who are marginalized. Hope for a better future exists thanks to NGOs
who have heeded the call.

Additionally, there is no doubting the significance of non-profits because they play a

critical part in assuring the success of state-building. There is actually a vast list of NGO
initiatives that provide insight into the populations of various islands in the archipelago. Some of
them center on human rights, security, health, and education.

Major Contribution of NGOs

It's no secret that a large number of charitable organizations strive to improve the lives of
marginalized communities. NGOs contribute to the development of a better society. As a result,
volunteers take part in a wide range of activities to further various causes.

As one of the most renowned charitable organizations in the Philippines, Childhope has
created programs for a variety of businesses. These programs and advocacy organizations help
the disadvantaged, particularly street children.

Strategic Planning for NGOs

Most organizations agree that planning
is an essential process for good governance and
management. Be it a NGO or a Government
Organization or a Private corporate house,
strategic planning is required by all entities
towards achieving success.  Most organizations
devise their own strategic plan, a document that
articulates with an organization about its goals
and objectives, the essential steps and actions need to be taken to accomplish those goals and
other important elements that are developed amidst planning.

Strategic planning is important, but at the same time can be a complex issue especially
for new and small organizations. Looking at the NGO sector, one may find that many NGOs do
not have well drafted strategic plans and the few NGOs that have the plans are written in a very
complex way. These are either too lengthy or too complicated to implement and are therefore not
put into use.

Strategic plan in reality is a living document which directs the overall functioning of any
organization.

Importance of Strategic Planning for NGOs

 Just like any other organization, strategic planning is equally important for Non-
Governmental Organizations (NGOs). A strategic plan is not only important for promotion but
also worthwhile for organizational development of NGOs. Primarily, strategic planning is
important for the following reasons:

1. An effective strategic plan helps in building up the main initiative behind a NGO. It clearly states
the mission and vision of the organization and gives an overall direction to its way-forward.
2. Best decisions are taken when NGOs have a strategic plan in hand. At any given instance,
members can refer to the vision and define its further course of action. Therefore, a complete plan
acts as a useful guide all throughout the organizational journey.
3. Through a strategy plan, NGOs can have a good idea and understanding about its strengths and
capacities, weaknesses and problems as well as resources. A SWOT (strength, weakness,
opportunity, threats) analysis shall enable the organization to analyze their strengths and build
upon opportunity. In this process, they can also determine their core competency.
4. By means of strategic planning, NGOs shall know what all it needs to do in order to accomplish its
set targets. They can execute their duties and functions in accordance with their strategic planning.
This shall make its activities more organized and well planned.
5. Proper and well efficient management of time, money and human resources becomes easier
through strategic plans.
6. NGOs can manage their investment and resources, define a budget for a specific time period and
proficiently utilize its funds.
7. The NGOs members can share responsibility and be accountable for specific work. This will also
enhance organizational management and better the utility of human resourcess.
8. NGOs can have both short-term and long-term objectives and can conveniently work towards
achieving its goals.
9. Strategic planning also helps in updating for addressing changes within the environment. When it
becomes a part of organizational culture, people become more disciplined, things run smoothly
without any flaws and NGOs witness better performance.
10. Strategic planning results in increased energy which arises from removing conflicts and disorders
from important matters.
11. A strategic plan helps people to focus more on the important affairs and matters of the NGOs and
give less attention to the insignificant projects and initiatives. It also informs them about the
specific areas that demand attention at a specific period of time. At times, it guides them to shift
their focus from one project to another, in order to aim for a bigger picture. Hence, there is
increased capacity and efficiency.
12. With good decisions and proper administration, come highly productive results. NGOs can have
innovative solutions and better thought-process while working on any initiative or during any
course of action.
13. NGOs can enjoy good competitive advantage by following their strategies. They can develop a
good image and reputation and gain market recognition. Furthermore, they can create their own
identity and secure a good position in the marketplace.
14. Finally, by channeling their activities, NGOs are sure to enhance their success and achievements
and look into further prospects in the long run.

According to The book of Andy Last —

the author of Business on a Mission: How to
Build a Sustainable Brand. NGOs typically offer
corporates three things in partnerships:
credibility, expertise and reach.

Credibility. If your company collaborates

with NGOs whose main objective is to spread good deeds, the public will more likely to trust and
believe in you or your business because you are somehow connected with the aforementioned
NGOs.

Expertise. NGO’s can also contribute their knowledge and can influence the business as
they may share their own related expertise which brings its own value to the partnership. For
Example: Domex brand that has been working together with UNICEF, influence to tackle about
unsafe sanitation and improve hygiene. ( just an additional info: The Domex and UNICEF
partnership is not just about building toilets, it’s about behaviour change and the development of
sustainable, community-led approaches to sanitation and hygiene in schools, public places and
homes.)

Network &Reach. The goals of an NGO can sometimes correspond with those of its
business partners. A good illustration would be UNICEF's collaboration with Lifebuoy. UNICEF
programs target communities who belong to the poorest of the poor. Lifebuoy targets consumers
who buy soap. Some of these are low- income consumers who overlap with UNICEF’s targets.
Others are in higher- income groups. UNICEF doesn’t target the higher-income groups, Lifebuoy
doesn’t target the poorest of the poor. But in the middle is an overlapping group where the two
organizations can work together towards common aims. However, in terms of network, NGO
bring access to networks that are often not available to the private sector: networks in civil
society, existing relations with government, relations with the scientific community.

Businesses, governments and nongovernmental organizations (NGOs) — the private,

public and third sectors — are getting more and more used to working together, and any business
that wants to engage in a more productive and sustainable relationship with society has to form
partnerships at some point with the NGOs and other organizations that exist to champion social
and environmental causes.

How ‘bout the corporation? What

they bring to NGO’s?

Do customers really care

about your
environmental impact?”.
Corporates bring a lot of the same things to their NGO partners: access to distribution systems
and supply chains; access to resources, whether if it’s money, people or expertise; and the sort of
knowledge and IT systems that exist in the private sector. They can also bring credibility,
depending on the reputation of the company and the community the partnership is looking at, and
the convening power to attract other partners.

The answer here is YES! Because according to Forbes, an American Business Magazine:
87% of consumers will have a more positive image of a company that supports social or
environmental issues. 88% will be more loyal to a company that supports social or
environmental isues. 92% will be more likely to trust a company that supports social or
environmental issues. This study confirm that people are expecting companies to be engaged in
the process of making an impact when it comes to social and environmental matters. 

NGO Collaboration
Cross sector partnership” Cross sector partnerships of organisations from different sectors
(business, government and civil society). Such partnerships are typically put in place to achieve
sustainable development goals at strategic and/or operational levels.

NGO-business collaborations have been growing for a while. These new partnerships not
only increase the social acceptability and legitimacy of businesses, but they also and most
importantly increase the accessibility of basic commodities and services to a larger population.
These collaborations enhance the effectiveness of NGO initiatives while changing how
corporations view their operations in developing nations.

1. The Greenpeace Organization

History. A concerned group of people organized Greenpeace in 1971 to protest US
nuclear testing off the coast of Alaska. As part of a shared purpose to create a greener and more
peaceful planet, hundreds more others have subsequently followed the example set by the first
Greenpeace activists' bravery, dedication, and nonviolent protest.

As a global organization, Greenpeace concentrates on the most important global dangers

to the ecology and biodiversity of our planet. By "bearing witness" to environmental damage,
exposing environmental abuse, and taking it on, we have been effective in our campaigns since
our inception to stop environmental deterioration. Greenpeace's research, inquiries, information
campaigns, lobbying activities, and work on solutions have been crucial in influencing
government legislation and changes in corporate behavior to address environmental issues.

Logo. Greenpeace chose a simple word logo for itself. This is the title in green. (1965 –
1985) The term is made up of the letters green (for green) and peace (for peace). It states that the
company is dedicated to preserving the environment. On the society's website, this is described
as a "green peaceful future". This entails eliminating resource abuse, halting deforestation, and
putting an end to the killing of endangered species as well as harmful emissions. This is the issue
the group is protesting.  The company's logo also states that it only organizes nonviolent
demonstrations. Nonviolence is one of the guiding principles.

The visual sign's letters are written carelessly. They are disproportionate and of varying
sizes. This demonstrates how different and unique each person on Earth is. However, they are
essential to the maintenance of life on the planet and make up its entire flora and fauna. Every
member of an ecosystem contributes to the formation of a planet, just as different components
combine to produce letters and words. Greenpeace thus embraces and defends everyone
and employs just capital letters and supports the concept. This illustrates the concept of everyone
on the world having equal significance and value.

Additionally unstable is the group's financial status. Governments and political parties have
no financial influence over Greenpeace. It is supported through gifts and grants. The letters'
varying lengths of strokes signify several financial booms and busts.

The color green was chosen for the logo to visually reinforce the theme of vegetation and
scenic landscape that Greenpeace aims to preserve as well as to repeat the name of the
organization.

The official logo since (1985 – PRESENT. The Greenpeace International Organization first
established in 1979, bringing together dispersed offices that had previously operated
independently in several nations.

The color was impacted by changes to the logo. It turned pale green. A new era for Greenpeace
began after disagreements and miscommunications between various communities were resolved,
as well as the identification of the movement's founders and the formulation of the organization's
overall strategy. Growth, development, and formation. The color light green personified them.

Additionally, the French security forces destroyed a Greenpeace ship in 1985 while it was
carrying protesters against nuclear testing and whale slaughter. It served as the demonstrators'
mascot. One expedition member perished in the explosion who had boarded the ship despite the
threat.

This led to melancholy and a re-evaluation of priorities, which was expressed in the logo.
The tint has made the visual sign appear lighter and more airy. Our fundamental principles have
become clear, and we must keep moving ahead for them. They lead the Greenpeace activists
despite all challenges and adversity.
 The logo's e letters are larger and situated closer to one another. This shows that the group's
participants have solidified their convictions even further and are working to improve their
interpersonal ties. When dissatisfaction is directed in their direction, they are prepared to support
one another. The revised organization's offices are now connected. Their work is guided by a
coordinating center.

Greenpeace Philippines. Greenpeace Southeast Asia, a regional office having presence

in four nations in the region—Indonesia, Malaysia, the Philippines, and Thailand—comprises
Greenpeace Philippines. Since the 1990s, Greenpeace has been actively involved in the
Philippines. After our flagship Rainbow Warrior made its initial trip to the area as part of the
"Toxic-Free Asia Tour," Greenpeace formally established an office there in 2000.

Since our organization's inception, Greenpeace Philippines has used environmental

investigations, scientific research, reports, and lobbying efforts accompanied by dramatic, non-
violent direct actions to advance our campaigns' ability to influence government and corporate
attitudes and win significant environmental victories.

Timeline of Victories.
Act.(1999) - Greenpeace successfully led
the campaign for the passage of Republic Act No.
8749, otherwise known as "The Philippine clean
Air Act of 1999" which includes an
unprecedented national ban against waste
incineration.

Ecological Management Waste Act 2001

- Together with partner environmental groups and communities, Greenpeace successfully pushed
for the approval of the Philippine Ecological Waste Management Act (Republic Act No. 9003)
which mandates the implementation of front-end strategies, namely waste reduction, separation
and recycling to solve the country's waste crisis. The taglines of Greenpeace Philippines
is “Together we are making change.”

Core Values (The Mission). Their goal is to ensure the ability of the earth to nurture life
in all its diversity and that means Greenpeace organization in the Philippines wants to:
✓ protect biodiversity in all its forms
✓ prevent pollution and abuse of the earth’s ocean, land, air and fresh water
✓ end all nuclear threats
✓ promote peace, global disarmament and non-violence

The core values represents the following;

▪ Personal responsibility and nonviolence. We take action based on conscience. This means we are
accountable for our actions and take personal responsibility. We are committed to peacefulness;
everyone on a Greenpeace action is trained in nonviolence.

▪ Independence. We do not accept money from governments, corporations or political parties.

Individual contributions, together with grants from foundations, are the only source of our
funding.

▪ Greenpeace has no permanent friends or foes. If your government or company is willing to

change, we will work with you to achieve your aims. Reverse course, and we will be back. What
matters isn’t words, but actions.

▪ Promoting solutions. It’s not enough for us to point the finger; we develop, research and promote
concrete steps towards a green and peaceful future for all of us.

Transparency and Accountability

Greenpeace works actively to ensure transparency and public accountability in its
campaigning, fundraising and financial management practices. Greenpeace is a Member of
Accountable Now, a platform of international civil society organisations. Together, we strive to
be transparent, responsive to stakeholders and focused on delivering impact. We have signed ten
globally-agreed-upon Accountability Commitments and seek to respect human rights, be
independent and work ethically and professionally.

Annually Greenpeace reports publicly on our economic, environmental and social

performance according to the Accountable Now Reporting Framework to an Independent
Review Panel. Learn more about our work and responsibility towards our stakeholders in our
Accountability Reports.

Greenpeace Philippines Advocacy (who they are?). Greenpeace is an independent,

international advocacy group that works to alter attitudes and behavior, safeguard the
environment, and advance world peace.

They expose environmental offenders and take on the government and businesses when
they fall short of upholding their duty to protect the environment and the future.

They have neither permanent allies nor opponents in carrying out the objective. They
encourage frank and knowledgeable discussion of society's environmental decisions. In addition
to high-profile, non-violent creative confrontation to improve the level and caliber of public
discourse, they use research, lobbying, and covert diplomacy to further our objectives.

And they think that it's not about us in fighting to protect the planet's future. It concerns
you. With 2.8 million supporters globally, Greenpeace has a powerful voice and inspires many
more to take action every day. They rely on donations from individual supporters and foundation
funds to keep their independence; they do not accept donations from organizations affiliated with
governments or businesses.

They borrow the Rainbow Warrior, our flagship's name, from a myth associated with the
Cree Nation of North America. It discussed a time when the Earth had become ill due to human
greed. A tribe of individuals referred to as the Warriors of the Rainbow would rise up at that
point to protect her.

The presence of Greenpeace has helped to protect the Filipinos' constitutional rights to a
stable and healthy ecosystem. Since opening its Manila office on March 1, 2000, Greenpeace has
worked to promote renewable energy, fight illegal fishing and promote clean seas, support and
amplify the call for climate justice made by the Filipino people, and call for the elimination of
toxic chemicals from our environment. As the Philippines works to develop and expand in the
direction of a sustainable future, Greenpeace Philippines still makes a positive difference in the
lives of millions of Filipinos today.

Greenpeace International 
Global map of Greenpeace office locations
Formation 1969; 54 years ago – 1972
Vancouver, British Columbia, Canada

Type International NGO

Purpose Environmentalism, Peace
Headquarters Amsterdam, Netherlands
Region Served Worldwide
Interim Executives Director Norma Torres
Main Organ Board of Directors, elected by the annual general meeting

Budget €236.9 million (2011)

Staff 2,400 (2008)
Volunteers 15,000
Website greenpeace.org (https://www.greenpeace.org/international/)

Formerly called Don't Make a Wave Committee (1969–1972)

 
Founded in Canada in 1971 by American immigrants and environmental activists Irving
and Dorothy Stowe, Greenpeace is an independent global campaigning network. Greenpeace
campaigns on global issues such climate change, deforestation, overfishing, commercial whaling,
genetic engineering, and anti-nuclear issues. The organization's stated mission is to "ensure the
ability of the Earth to nurture life in all its diversity". It pursues its objectives through direct
action, advocacy, research, and ecotage.

In addition to a co-ordinating body, Greenpeace International, with headquarters in

Amsterdam, the Netherlands, the network consists of 26 independent national/regional
organizations in more than 55 countries in Europe, the Americas, Africa, Asia, and the Pacific.

Three million individual donors and foundation donations are the only sources of funding
for the international network, which rejects sponsorship from governments, businesses, or
political parties. Greenpeace is a founding member of the INGO Accountability Charter, an
international non-governmental organization that aims to promote the accountability and
openness of non-governmental organizations, and it holds general consultative status with the
UN Economic and Social Council.

One of the most well-known environmental organizations in the world, Greenpeace is

renowned for its direct efforts. It has influenced both the public and private sectors and brought
environmental issues to the attention of the general population. A petition from more than 100
Nobel laureates urging Greenpeace to stop its campaign against genetically modified organisms
(GMOs) was one of the criticisms leveled at the group. Because of the group's direct efforts,
Greenpeace activists are now facing fines and suspended sentences for harming a test plot of
genetically modified wheat and, in the
government of Peru's opinion, the Nazca
Lines, a UNESCO World Heritage site.

Organization Structure.
Governance. In addition to 26
regional offices functioning in
55 countries, Greenpeace is made up of
Greenpeace International (formally known as StichtingGreenpeace Council), which is situated in
Amsterdam, the Netherlands. Working under the direction of Greenpeace International, the
regional offices operate largely independently. The board members of Greenpeace International
choose the organization's executive director. Norma Torres currently serves as Greenpeace
International's temporary director, and Ayesha Imam currently serves as board chair. Globally,
Greenpeace employs 2,400 people and has 15,000 volunteers.

A regional executive director is in charge of each regional office; they are chosen by the
regional board of directors. The regional boards also nominate a trustee to the annual general
meeting of Greenpeace International, when the trustees choose or dismiss the organization's
board of directors. Along with the trustees of regional offices and the board of directors of
Greenpeace International, the annual general meeting also serves as a forum for discussion and
resolution on general principles and strategically significant matters for Greenpeace.

Funding . Funding for Greenpeace comes from both private donors and charitable
organizations. It screens all significant donations to make sure it doesn't get any that aren't
wanted. The organization does not take funding from governments, intergovernmental
organizations, political parties, or companies in order to prevent their influence, with the
exception of the Netherlands' National Postcode Lottery, the largest government-sponsored
lottery in that nation.

Donations from foundations that are supported primarily by governments or international

organizations, political parties, or both are declined. Donations from foundations are also
declined if they impose excessive terms, limitations, or restrictions on Greenpeace's activities or
if they will undermine the organization's independence and objectives. Greenpeace was a pioneer
in the practice of face-to-face fundraising, when fundraisers aggressively seek out new
supporters in public areas and sign them up for a monthly direct debit donation. This was done
since the number of supporters began to decline in the mid-1990s.

The majority of the organization's €202.5 million in donations in 2008 came from its 2.6
million regular donors, many of whom were from Europe. The organization made roughly €300
million ($400 million) in annual income in 2014, despite incurring a loss of about €4 million ($5
million) due to currency speculation.

Public Interest Watch (PIW) complained to the Internal Revenue Service (IRS) in
September 2003 that Greenpeace USA's A tax returns were false and illegal. The IRS conducted
a thorough investigation and determined in December 2005 that Greenpeace USA still met the
requirements for its tax-exempt status. The Wall Street Journal stated in March 2006 that
according to PIW's "federal tax filing, covering August 2003 to July 2004, stated that $120,000
of the $124,095 the group received in contributions during that period came from Exxon Mobil".
In 2013, following claims of politically motivated IRS audits of organizations associated with the
Tea Party movement, Greenpeace U.S. A Congressional probe of all politically motivated audits,
 including those purportedly targeting the Tea Party Movement, the NAACP, and Greenpeace,
was demanded by Executive Director Phil Radford.

Digital Transformation. Kumi Naidoo, the organization's international executive

director, referred to the 2009 Copenhagen Climate Change Conference as a "colossal failure" and
said the group was at a "burning platform" moment. Naidoo urged the international executive
directors of Greenpeace to adopt innovative ideas and techniques or else risk becoming obsolete.
Greenpeace engaged Michael Silberman to establish a "Digital Mobilization Centre of
Excellence" in 2011, which later changed its name to the Mobilization Lab ("MobLab"), in order
to carry out a new strategy that was authorized in 2010. The MobLab, which was created to serve
as a resource for best practices, testing, and strategy creation, also concentrated on boosting
digital capability and encouraging community-based campaigning in 42 different nations.
Through a combined investment by Greenpeace and CIVICUS World Alliance for Citizen
Participation, the MobLab was set off from Greenpeace in March 2017.

Actions. In the late 1960s Greenpeace evolved from the peace movement and anti-
nuclear protests in Vancouver, British Columbia. Moreover, Greenpeace is known for its direct
actions and has been described as the most visible environmental organization in the world.
Greenpeace has raised environmental issues to public knowledge, and influenced both the private
and the public sector.

Go Beyond Oil  - Greenpeace have launched the "Go Beyond Oil" campaign. The
campaign is focused on slowing, and eventually ending, the world's consumption of oil. With
activist activities taking place against companies that pursue oil drilling as a venture.

Forest Campaign - Greenpeace aims at protecting intact primary forests from

deforestation and degradation with the target of zero deforestation by 2020. Greenpeace has
accused several corporations, such as Unilever, Nike, KFC, Kit-Kat and McDonald's of having
links to the deforestation of the tropical rainforests.
And due to their campaign in protecting the environment and world peace, Greenpeace was
involve to defend Amazon rainforest against McDonald's. 
• In 2003, Greenpeace began an investigation on McDonald’s because it was curious as to how the
company fed the chickens that it used in its food. Greenpeace members traced the production of
McDonald’s food to the Amazon. 
• Upon this discovery, Greenpeace prepared to launch a campaign against McDonald’s. The use of
soya for feeding animal is extremely destructive for the Amazon.
• Greenpeace, once it had successfully negotiated with McDonald’s, was able to institute change
within the broader market involved with soya production. In 2008, companies and negotiators
renewed the moratorium for an additional year.
GREENPEACE SAY NO TO :
• Genetically modified organisms (GMOs)
• Nuclear power
• Toxic waste
Priorities and campaigns 
• Defending our oceans by challenging wasteful and destructive fishing, and creating a global
network of marine reserves. 
• Protecting the world’s remaining ancient forests which are depended on by many animals, plants
and people. 
• Working for disarmament and peace by reducing dependence on finite resources and calling for
the elimination of all nuclear weapons.
• Creating a toxin free future with safer alternatives to hazardous chemicals in today's products and
manufacturing. 
• Campaigning for sustainable agriculture by encouraging socially and ecologically responsible
farming practices.

Greenpeace organization aims to protect our living creature. They aim to defend our

animal from any harm, they want to give them the life that they deserve. By making our
environment a toxic-free, many animals living either land or sea, will be safe.

This organization is not just focusing for the goodness of the people but also for the lives
of our loving animals, trees, forest, and ocean. 

2. Rotary International Organization

        History. American lawyer Paul P. Harris created Rotary International, also known as
Rotary, also known as Rotary (1905–12) Rotary Club of Chicago and (1912–22) International
Association of Rotary Clubs. Harris is credited for founding the group and coming up with the
concept of a civilian service club, a group of men and women from various commercial and
professional backgrounds who come together to foster fellowship and volunteer community
service. Harris first suggested the name Rotary because meetings would alternate between
members-workplaces. 

        The Rotary Foundation was founded in 1928 to raise and disperse funds in support of local
and international service projects that Rotarians around the world plan and implement. Rotary is
made up of individual Rotary clubs, Rotary International, an umbrella organization that
coordinates Rotary's global programs and initiatives, and the Rotary Foundation. The Rotary
Foundation has given more than $4 billion in charity awards by the beginning of the twenty-first
century. Providing clean water, preventing disease, supporting basic education and literacy,
boosting local economies, saving mothers and children through readily available healthcare, and
safeguarding the environment are the seven main areas in which Rotary creates service projects.
 Rotary. Rotary International is an association of local clubs whose purpose is to bring
together business and professional leaders to provide humanitarian services, and encourage high
ethical standards in all locations and promote peace and goodwill around the world. Rotary
international and its associated clubs encourage the development of friendship as an opportunity
to foster the ideal of service as the basis for an organization whose members exemplify the
Rotary motto of “service above self.” 

The five (5) avenue of Rotary International Organization 

        • Club Service
        • Vocational Service 
        • Community Service 
        • International Service 
        • Youth Service 

Mission of Rotary International Organization . To provide service to others, promote

integrity, and advance world understanding, goodwill, and peace through our fellowship of
business, professional, and community leaders.

Vision of Rotary International Organization. Together, we see a world where people unite
and take action to create lasting change — across the globe, in our communities, and in
ourselves.

Values. (Diversity, Equity, and Inclusion) Rotary values diversity and recognizes the
contributions of people from all walks of life, regardless of age, ethnicity, race, color, abilities,
religion, socioeconomic status, culture, sex, sexual orientation, or gender identity. Rotary is a
global network that works to create a world where people come together and take action to bring
about lasting change.

Rotary International Programs 

By sponsoring projects that improve the world and prioritize peace, Rotary's programs
are fostering the next generation of leaders. And not just club members can participate in our
programs. 

Rotary Peace Fellowships. For committed leaders from all across the world to attend one
of their peace centers, Rotary offers fully financed fellowships each year. The Rotary Peace
Centers program increases the capacity of peace and development professionals to become
powerful catalysts for peace via academic training, practical experience, and international
networking opportunities. The fellowships cover the costs of tuition, fees, housing and board,
round-trip transportation, internships, and fieldwork.

More than 1,600 fellows have been trained by the Rotary Peace Centers since the
program's inception in 2002, and they are now employed in more than 140 nations. Numerous
people have leadership positions in governmental bodies, non-governmental organizations
(NGOs), educational and scientific institutions, organizations responsible for maintaining
international peace and order, law enforcement agencies, and global institutions like the World
Bank.

Rotary Community Corps. RCC members work with other Rotary clubs to organize and
complete projects in their neighborhoods. An RCC, which is sponsored by a Rotary club,
collaborates with clubs to organize and carry out charitable projects, utilizing Rotary's network,
reputation, and mentorship. By utilizing the skills and abilities of locals to better their
community via sustainable initiatives, RCCs broaden the influence and reach of Rotary.

There are more than 12,000 corps spread across 257 districts and 105 nations. RCCs are
active everywhere Rotary is present, including in industrialized and developing nations, urban
and rural areas, and both. The annual Rotary Community Corps report has more information on
RCC developments around the world.

Rotary Youth Leadership Awards (RYLA). Local Rotary clubs and districts plan RYLA
activities for participants between the ages of 14 and 30. RYLA may take upon itself the form of
a one-day seminar, a three-day retreat, or a weeklong camp depending on the needs of the
community. Events typically run 3 to 10 days and feature presentations, activities, and
workshops that cover a range of subjects.

A RYLA event may be held in your town for young professionals to learn ethical
business practices, for university students to develop innovative problem-solving techniques, or
for secondary school children to develop their leadership potential.

Rotary Youth Exchange. Rotary Youth Exchange promotes peace by training young
people one at a time. Students gain knowledge of a another language and culture, and they
genuinely become global citizens. Rotary clubs in more than 100 different countries fund
exchanges for students between the ages of 15 and 19. Students participating in long-term
exchanges live with several host families and attend nearby schools for the whole academic year.
Most frequently designed as camps, trips, or homestays that take place when school is not in
session, short-term exchanges range in duration from a few days to three months. 

Long after their exchanges are over, young leaders who participate in Rotary Youth
Exchange are motivated to promote social justice and peace in their home communities and
around the globe.

New Generations Service Exchange. A short-term, adaptable program called New

Generations Service Exchange is available to university students and working adults up to the
age of 30.
 Participants can create exchanges that pair their career objectives with a charitable
endeavor. 

By Rotary club or district, prices change. In order to cut costs, Rotary members
frequently offer homestay choices, set up cost-free internship or job-shadowing programs, and
provide additional financial aid. 

University students and professionals up to the age of 30 are urged to apply, as well as
present and former Rotaractors, Interactors, recipients of Rotary Youth Leadership Awards, and
Youth Exchange participants. Rotary membership is not required to take part in an exchange.

Grants. Some of the world's most difficult problems are solved with the help of Rotary
members who donate their knowledge, resources, and skills. Grants from the Rotary Foundation
help bring ideas for charitable projects to reality, from supplying clean water to fostering world
peace. 

Small-scale, short-term projects that address needs in both your neighborhood and
communities abroad are funded by district grants. Large-scale worldwide projects with
verifiable, durable results are supported by global grants in Rotary's priority areas. Grants for
disaster response help with relief and reconstruction operations in areas hit by natural disasters.
Grants for programs of scale support Rotary members' deliberate efforts to scale up successful
program models in our areas of focus in order to reach more people, in more places, and to create
long-lasting change. 

Scholarships. By supporting scholarships for undergraduate and graduate education, the

Rotary Foundation and clubs invest in their next generation of leaders and philanthropists. 

Types of scholarships: 
 Scholarships for secondary, college, or graduate study are available from clubs and
districts. Local fund-raising efforts or donations from the Rotary Foundation's district or
international offices can support these scholarships.
 Scholarships for college graduates and working adults to study peace and conflict
resolution are available from the Rotary Foundation. Candidates who wish to enroll in a
master's or diploma program at one of their six partner universities may apply for a
Rotary peace fellowship.

3. World Wildlife Fund

 History. Since 1961, the World Wildlife Fund (WWF)has been one of the world’s leading
conservation organizations. The role WWF plays on planet earth is a vital one, working in nearly 100
countries with more than five million supporters. WWF is helping people and nature thrive, working to
combat the climate crisis, and to halt the degradation of the environment.

Many WWF supporters instantly recognize the organization by its logo: a small, gentle
black and white panda. Is a real panda the inspiration for their logo or simply a symbol dreamt
up by a creative? Let’s travel back to 1961, the same year WWF was created, to discover the
answer.

A Panda Named Chi-Chi. In 1961, a giant panda arrived at the London Zoo. The panda,
a transfer from the Beijing Zoo, was a giant, furry bear with a distinctive black and white coat.
Her name was Chi-Chi.

Chi-Chi’s arrival was perfectly timed. A group of passionate individuals were hard at

work launching a new organization that same year. It was called the World Wildlife Fund.

Founding of the World Wildlife Fund. After reading a series of articles in a UK

newspaper written by Sir Julian Huxley about the destruction of habitat and wildlife in East
Africa, businessman Victor Stolan immediately reached out to several like-minded individuals
for a meeting of the minds. An international organization needed to be established to raise funds
for conservation.

Among those Stolan spoke to included Max Nicholson, Director General of British
government agency Nature Conservancy. Nicholson, enthusiastically on board, drafted a plan for
the basis of WWF’s founding in April 1961. The executive board of the International Union for
Conservation of Nature (IUCN) endorsed the plan. The document was known as the Morges
Manifesto.

Sir Peter Scott, a member of the IUCN’s executive board, had signed the Morges
Manifesto. Scott, Nicholson, and two dozen other individuals worked together to launch the
World Wildlife Fund, with Scott later becoming the WWF’s first vice president. WWF’s mission
was simple and significant. Funding secured through the organization would be used to protect
places and species threatened by human development.
 First official poster of WWF from 1961. This official poster was so designed that it could be easily
produced with the wording in any language. Designed and produced by Ogilvy & Mather.

Ad agency Ogilvy & Mather designed and produced the first official WWF poster in
1961. While nobody at the ad agency is credited for creating the logo, David Ogilvy was
associated with the founding of WWF. He was also on the early formation of the board of
directors for the World Wildlife Fund. This poster was intentionally designed so that it could be
easily produced with wording in any language. The panda quickly became more than a symbol
for the WWF. It was an icon for the conservation movement.

Impact of Organization. Collaborate with local communities to conserve the natural

resources we all depend on and build a future in which people and nature thrive. Together with
partners at all levels, we transform markets and policies toward sustainability, tackle the threats
driving the climate crisis, and protect and restore wildlife and their habitats.

Goals. Recognizing that the problems facing our planet are increasingly more complex
and urgent, WWF focuses its work on six ambitious goals. Through this integrative approach,
they believe they can challenge the planet’s greatest threats and ensure a healthy future for
people and nature.

Create a climate-resilient and zero-carbon world. The world is changing faster than
anyone predicted. Already, freshwater supplies are shrinking, agricultural yields are dropping,
our forests are burning, and rising oceans are more acidic—all, in part, due to a warming climate.
As our natural world changes around us, so does our way of life. Coastal home values drop as
insurance premiums rise; drought reduces feed for American farmers’ cattle and water for their
crops; more pollen and dust in the air aggravates asthma and allergies in kids and adults alike. At
WWF, we believe we can fight this consequential threat and build a safer, healthier and more
resilient future for people and nature. We must rethink the way we produce and consume energy,
food, and water; protect the world’s forests; and help people prepare for a changing world.

Protect freshwater resources and landscapes. All life needs water. It is the world’s most
precious resource, fueling everything from the food you eat, to the cotton you wear, to the energy
you depend upon every day. Freshwater habitats—such as lakes, rivers, streams, wetlands and
aquifers—house an incredible proportion of the world’s biodiversity: more than 10% of all
known animals and about 50% of all known fish species. Yet despite the massive role water
plays for people and nature, it is a surprisingly finite resource. Less than 1% of the world's water
is fresh and accessible. Protecting fresh water cannot happen alone. WWF partners with
governments, businesses, international financial institutions and communities to ensure healthy
freshwater systems exist to conserve wildlife and provide a sustainable future for all. Together,
we can create a water-secure future.

Rebuild food systems to nourish people and nature. Around the globe, food production,
distribution, management and waste threaten wildlife, wild places and the planet itself. Today,
7.3 billion people consume 1.6 times what the earth’s natural resources can supply. By 2050, the
world’s population will reach 9 billion and the demand for food will double. So how do we
produce more food for more people without expanding the land and water already in use? We
can’t double the amount of food. Fortunately we don’t have to—we have to double the amount
of food available instead. In short, we must freeze the footprint of food. In the near-term, food
production is sufficient to provide for all, but it doesn’t reach everyone who needs it. About 1.3
billion tons of food are wasted each year—four times the amount needed to feed the more than
800+ million people who are malnourished. By improving efficiency and productivity while
reducing waste and shifting consumption patterns, we can produce enough food for everyone by
2050 on roughly the same amount of land we use now. Feeding all sustainably and protecting our
natural resources. WWF works to secure a living planet that will sustain a more affluent
population. From refining production and distribution to combating waste and environmental
impacts, we want to improve how the world grows, transports and consumes this precious fuel.

Achieve healthy oceans and nature-positive seascapes. The oceans inspire and offer hope
—for nature and people worldwide. Oceans are therefore worth protecting, restoring, and
nurturing. At WWF, we believe that healthy oceans benefit the planet, people, prosperity, and
peace. We take an integrated approach to our oceans, combining place-based conservation work
to create Nature-Positive Seascapes with global scale Markets and Blue Finance initiatives. And
under Oceans Futures we incubate, develop, and launch new innovative programs at the
intersection of climate change, ocean health, and peace and security. Our 2030 impact targets are
audacious because the times call for it:

1. Planet: halt, recover and grow ecosystems and marine resources in the places where we
work

2. People: deliver resilient food and livelihood security for 100 million people

3. Prosperity: protect billions in economic infrastructure through nature-based solutions

4. Peace: reduce conflict, crime, and societal instability via effective marine natural
resource management

Conserve the world’s most important forests. The dawn chorus of birds singing, monkeys
howling, frogs calling and insects buzzing. The crystal clear waterfalls that are perfect for a
refreshing afternoon swim. Fireflies illuminating trees at night. The beauty and tranquility of
forests all over the world—from the tropics to the tundra—inspire all of us. We know forests are
home to most of the world’s life on land. More than 3 billion people—75% of all people outside
urban areas—live within 1 kilometer of a forest, too. And more than one-third of the world’s
population has a close dependence on forests and forest products. But threats to the world’s
forests are growing.

Expanding agriculture, due to an increased population and shifts in diet, is responsible for
most of the world’s deforestation. Illegal and unsustainable logging, usually resulting from the
demand for cheap wood and paper, is responsible for most of the degradation of the world’s
forests—the largest threat to the world’s forests. In degraded forests, small trees, bushes and
plants often are severely damaged or dead; rivers are polluted; slopes are eroded; and more. The
threats are so severe that we are losing huge swathes of forests at an alarming rate. The Amazon,
the planet’s largest rainforest, lost approximately 17% of its forest cover in the last half century
due to human activity—mainly clearing trees to create new or larger farms and ranches. WWF is
working to address the threats to forests: By 2030, we must conserve the world’s forests to
sustain nature’s diversity, benefit our climate and support human well-being. Most of WWF’s
work is being done in tropical rainforests, which are the most biologically diverse and complex
forests on Earth—forests in the Amazon, the Congo Basin, the Greater Mekong and other
regions near the equator. But it also is taking place in temperate regions, such as the Russian Far
East and the United States.

Conserve wildlife and wild places . Saving nature is at the very heart of what we do as
WWF. For 60 years, we have made it our mission to find solutions that save the marvelous array
of life on our planet by applying the best science available and working closely with local
communities. But our work is far from done. Humans are behind the current rate of species
extinction, which is at least 100–1,000 times higher than nature intended. We’ve seen an average
decline of 69% in species populations since 1970, according to WWF's Living Planet Report
2022. And the impacts will reach far beyond the potential cultural loss of iconic species like
tigers, rhinos, and whales. The good news is we’ve also seen what’s working. WWF has been
part of successful wildlife recovery stories ranging from southern Africa’s black rhino to black
bucks in the Himalayas. And this, in turn, is helping to protect rich and varied ecosystems while
ensuring people continue to benefit from nature. This much is clear: we cannot afford to fail in
our mission to save a living planet.

How they work?. As the world’s leading conservation organisation, we work in nearly
100 countries to tackle the most critical issues at the intersection of nature, people, and climate.
People and communities, a collaborative approach to conservation grounded in the role of
Indigenous people and local communities as stewards of their own lands. Sustainable
infrastructure, strategic and sustainable development that provides for humanity's needs and
allows nature to thrive and changes the nature of business. 
 Marketing Mix of World Wildlife Fund for Nature (WWF) – Definition &
Explanation. Neil Borden of Harvard Business School first used the term “Marketing Mix” to
explain the set of activities that a firm uses to execute its marketing strategies. According to Neil
Border, organisations blend the various elements of marketing mix into a marketing strategy that
helps the organisation to compete and develop a differentiated positioning in the marketplace.

The 12 core elements of Neil Borden Marketing Mix are:

1 - Display,
2 - Personal Selling,
3 - Pricing,
4 - Marketing Research – Fact Finding and Analysis,
5 - Merchandising – Product Planning ,
6 - Physical Handling - Logistics,
7 - Branding,
8 - Promotions,
9 - Packaging,
10 - Advertising ,
11 - Servicing,
12 - Channels of Distribution

Consolidation of 12 elements of Marketing Activities into 4Ps of Marketing Mix.

Jerome McCarthy consolidated the 12 elements of marketing mix and other critical components
into a simplified framework – 4Ps of Marketing Mix. The 4Ps of Marketing Mix are :
1. Product – The products Wwf Environmental is making or are in the pipeline to capture
potential markets.
2. Price – Pricing strategy that Wwf Environmental is pursuing in various customer segments it
is operating in.
3. Place (Channels of Distribution ) – Distribution mix of Wwf Environmental has taken a new
dimension with the emergence of Online Retailing & domination of players such as Amazon.
4. Promotion (Communication Strategy of Wwf Environmental) – The emergence of social
media and online advertising has changed the landscape of Wwf Environmental communication
mix and communication strategy.

Products – 4Ps in World Wildlife Fund for Nature (WWF) Case. In marketing
strategy, a product is not viewed as a tangible product, but the source of value to be delivered to
the customers. Value to the customers of Wwf Environmental can be delivered in numerous
ways such as – installation and repair services, quality assuring brand name, point of sale equity,
convenience of availability , word of mouth references, physical product , priming and pre
purchase education provided by sales staff, financing plans to purchase the products etc. These
numerous ways to understand product concepts provide marketing managers of Wwf
Environmental an opportunity to differentiate its overall value proposition from that of the
competitors.

4 Stages of Product Management as part of Marketing Process

Identification of Opportunity – Market research and customer research is done to identify
the needs of the customers that Wwf Environmental can cater to with its present and acquired
resources.

Design and Testing – Product is designed based on the value proposition that customers
are seeking and one that Wwf Environmental can deliver. The key considerations regarding
product design and testing are – customer value proposition, regulatory requirements, Wwf
Environmental skills and resources, opportunities for differentiated positioning, and profitability.

WWF Environmental Product Launch – It includes decisions regarding pricing,

communication strategy, distribution channel management, and building infrastructure to provide
post purchase services.

Product Life Cycle Management of WWF Environmental products – Once the product is
launched the company needs to manage the life cycle of the product through its various stages
such as – introduction, growth phase, cash cow stage, and finally decline stage.

Product Line Planning Decision- There are three major product line planning decisions
that WWF Environmental can take – Product Line Breadth decision, Product Line Length
decision, and Product Line Depth decisions. Some of the considerations that marketing managers
at company name need to take while making product line decisions are:

1. Will the product be viewed completely different from the existing products of the firm
and how much is the risk of cannibalization of the present brands by a new brand.

2. Does the product launch or product extension launch satisfy potential customer needs
and wants in a way that can deliver profits to the firm.

3. How the new product brand launch will impact the overall brand equity of the Wwf
Environmental present brands and products. For example, often launching a no frill product may
end up impacting the image of the company as an innovator in the field. This is one of the
reasons why Apple stopped selling its plastic phones as it negatively impacted the image of the
company as a deliverer of superior hardware products.

Product Line Breadth Decision for Wwf Environmental. As the position of Wwf
Environmental in its industry is well established it can expand to the adjacent segments where
the customers are using complementary products from other brands to get the maximum value
out of the products.
 Product Line Length of Wwf Environmental. The decision regarding the product line
has to be balanced between complexity of the present products and service required, and
available niche space available in the marketplace. From my perspective at present Wwf
Environmental should stick with the present merchandise mix rather than launching new
products to expand the product line.

Product Line Depth of WWF Environmental. These are decisions regarding how many
different Stock Keeping Units (SKU) of a given product. For example Apple has its iPhone in
various colors even though the hardware and software is the same.

Product - Broad Recommendations

1. WWF Environmental can think of ways - how features and value can be added to existing
brands that help them in consolidating and increasing their market position.

2. WWF Environmental can try to reposition the products from the existing brands within one
line.

3. WWF Environmental can introduce a new brand in the existing product line or it can strive to
establish a whole new product line.

4. WWF Environmental can stop selling the products that are either not profitable or not creating
enough differentiation from the existing products.

Interrelationship of Greenpeace, Rotary International, & World Wildlife Organization:

The 3 NGO’s individually only focus on one aspect on earth.

 Greenpeace focuses on the most crucial worldwide

threats to our planet’s biodiversity and environment.
 Rotary brings together business and professional
leaders to provide humanitarian services, encourage
high ethical standards in all locations and promote
peace and goodwill around the world.
 World Wildlife Fund who focuses on natural
resources.

Yes they can stand alone or individually but to be able to make a project effective and
efficient they will be needing other NGOs help. Since they focus on only one aspect like
mentioned it’ll be hard or it won’t be as effective and efficient if these NGOs work on a project
alone than doing it all together. Working together indeed would make their project effective and
efficient because they can tackle or help more aspects. 
 Today marks a historical milestone as the Coca-Cola Company, Unilever, McDonald's
and key players join forces to promote innovative ways to fight global warming and ozone layer
depletion resulting from commercial refrigeration. The initiative is supported by Greenpeace and
the United Nations Environment Program (UNEP).

The “Refrigerants, Naturally” conference, held in Brussels, calls on industry players to

join Coca-Cola, Unilever and McDonald’s initiative to address an issue that affects every one of
us – climate change.  The conference is an important step to bringing together the food and drink
industry, its supply chain, international organizations and NGOs, to reduce the global
environmental impact of commercial refrigeration.  It is the first time such a group has met on
such a scale.

Coca-Cola, Unilever Ice Cream and McDonald’s, who between them operate 12 million
coolers and freezers, have been developing with their suppliers over the last four years,
innovative, HFC-free refrigeration technologies that reduces the global warming impact of their
commercial equipment.  HFCs are gasses that have strong global warming potential.  According
to independent research unveiled at the event by Greenpeace, if current trends were to continue
in the industry, HFC’s contribution to global warming would increase from 1.5 percent today to
between 6.2 and 8.6 percent by 2050.(1)   

The three companies and their suppliers have developed and are actively deploying and
testing, innovative, HFC-free refrigeration technologies that reduce global warming as well as
energy usage.The technologies, which are explained and showcased at today’s event, include
hydrocarbons, carbon dioxide, Stirling, thermoacoustic and solar cooling.  Developments and
tests confirm that these technologies, while at different stages of commercial availability, are
viable, efficient and reliable.  Other options are also being explored.  

The companies’ research and development efforts are accompanied with clear
commitments to move to an HFC-free, commercially viable and more energy efficient future. 
Although technical challenges and the state of progress differ across the technologies, the
companies have already initiated or are prepared for commercial roll-out in the imminent future.
Whereas technologies like hydrocarbon and carbon dioxide are already, or will soon be operating
in the marketplace, others need further development and optimization.

Furthermore, Coca-Cola, Unilever and McDonald’s are precipitating change in

refrigeration technology buying and supplier trends, and call upon other businesses within the
industry to join their initiative. The companies depend on refrigeration manufacturers to supply
them with the equipment they need and today they urge them to share their innovations and to
work together to supply them with the quantities they need in a commercially viable way.  
 Interrelation of the Greenpeace Org, Rotary International Org, World
Wildlife Fund  in terms of achieving a strategically effective and efficient project.

The Greenpeace Organization, Rotary International, and the World Wildlife Fund
(WWF) are all renowned international
organizations that work toward various
environmental and social causes. While they
have different approaches and areas of focus,
they can collaborate and complement each
other's efforts to achieve a strategically
effective and efficient project. Here are some
ways these  organizations can interrelate in
their work: 

Shared Goals: Despite having different missions and methods, all three organizations are
concerned about environmental conservation and sustainability. They can identify common goals and
work together on projects that align with their shared objectives. For example, they can collaborate on
initiatives related to climate change mitigation, biodiversity conservation, or promoting renewable
energy sources.

Knowledge Sharing and Expertise: Each organization possesses unique expertise and

knowledge in different areas. By exchanging information and collaborating, they can benefit
from each other's experiences, research, and specialized skills. Greenpeace's expertise in direct
action and advocacy, Rotary International's network and community mobilization skills, and
WWF's scientific research capabilities can all contribute to a more comprehensive and effective
project.

 Resource Pooling: Cooperation between these organizations can lead to the pooling of

resources, including funding, technology, and human resources. By combining their strengths
and leveraging their respective networks, they can maximize the impact of their projects and
initiatives. For instance, Rotary International's extensive network of volunteers and local
community connections can facilitate the implementation of joint projects supported by the
funding and technical expertise of Greenpeace and WWF.

 Awareness and Education: Each organization has a substantial reach and can contribute
to raising public awareness and educating communities about environmental issues. By
collaborating on educational campaigns, joint publications, or public events, they can amplify
their messages and engage a broader audience.

 Policy Influence: Greenpeace, Rotary International, and WWF can collectively advocate

for policy changes at local, national, and international levels. By aligning their efforts and
leveraging their networks, they can effectively lobby for environmentally sustainable policies
and regulations. This unified approach increases their influence and enhances their ability to
bring about systemic change.

Local and Global Impact: Greenpeace, Rotary International, and WWF have extensive
networks and operations at both the local and global levels. They can collaborate to implement
projects that address environmental challenges in specific regions or countries. By combining
their localized efforts, they can create a ripple effect that contributes to global change.

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