Thirty (30) years of circular economy (CE) collaboration in Zimbabwe: success factors and barriers of networks in the Business Council for Sustainable Development Zimbabwe (BCSDZ)

Abstract

Over a period of 30 years from 1993 to 2023, the Business Council for Sustainable Development Zimbabwe (BCSDZ) network has implemented Circular Economy (CE) initiatives in different sectors in Zimbabwe, but has not evaluated its impact. This research aims to assess the success factors and barriers of network collaboration. Case Study design and data collection methods including questionnaires, interviews, direct observation and content analysis are used. Performance of the association is analysed over a 30-year period to derive a time-series analysis. The research concludes that the BCSDZ promotes CE through training, capacity building, workshops, demonstration projects and field visits. Success factors include a wide stakeholder network, presence of Group Standards at Multinationals and affiliation with international organisations as it is the interconnection and integration between various actors (nexus). Furthermore, international agreements and national laws, have had an effect of increasing the demand for collaboration. Barriers include lack of financing and different organisational priorities. The research concludes that in order to overcome barriers, blended financing models are required.

Full text

Vol.:(0123456789)
Sustainability Nexus Forum (2024) 32:9
https://doi.org/10.1007/s00550-024-00548-8
SCIENCE-POLICY PERSPECTIVES
Thirty (30) years ofcircular economy (CE) collaboration inZimbabwe:
success factors andbarriers ofnetworks intheBusiness Council
forSustainable Development Zimbabwe (BCSDZ)
TawandaCollinsMuzamwese1
Received: 1 June 2024 / Revised: 29 August 2024 / Accepted: 6 September 2024 / Published online: 12 September 2024
© The Author(s) 2024
Abstract
Over a period of 30years from 1993 to 2023, the Business Council for Sustainable Development Zimbabwe (BCSDZ) net-
work has implemented Circular Economy (CE) initiatives in different sectors in Zimbabwe, but has not evaluated its impact.
This research aims to assess the success factors and barriers of network collaboration. Case Study design and data collection
methods including questionnaires, interviews, direct observation and content analysis are used. Performance of the associa-
tion is analysed over a 30-year period to derive a time-series analysis. The research concludes that the BCSDZ promotes
CE through training, capacity building, workshops, demonstration projects and field visits. Success factors include a wide
stakeholder network, presence of Group Standards at Multinationals and affiliation with international organisations as it is
the interconnection and integration between various actors (nexus). Furthermore, international agreements and national laws,
have had an effect of increasing the demand for collaboration. Barriers include lack of financing and different organisational
priorities. The research concludes that in order to overcome barriers, blended financing models are required.
Keywords Circular economy· Sustainable business networks· Barriers· Success factors· Collaboration
1 Introduction
Ever since the year 1993, the Business Council for Sustain-
able Development Zimbabwe (initially called the Environ-
mental Forum of Zimbabwe) has been promoting the sus-
tainable development agenda in Zimbabwean industry in
response to the burgeoning ecological challenges affecting
the world. However, over the thirty (30) years of its opera-
tion, there has been no scientific study to analyse success
factors and barriers encountered in its involvement in the
Circular Economy agenda.
There is scholarly confirmation that human induced
anthropogenic activities are widely responsible for the
environmental catastrophes confronting the planet earth
(Brundtland 1987). These challenges present complexities
to society and humanity (Mebratu 1998). Circular Economy
(CE) breaks the pattern of environmental pollution through
promoting re-use of resources instead of linear models of
development (Ellen MacAthur Foundation 2012). Amongst
some of the key challenges addressed by circular economy
concepts includes climate change, solid waste, hazardous
chemicals management, deforestation and high resource
intensity. In order for CE interventions to work, there is need
for training, capacity building, policy support and collabora-
tion amongst organisations.
“Networks of organisations” grouped together to coop-
erate on CE initiatives are considered as effective drivers
for sustainable socio-economic development (Muzamwese
2023). Inter-organisational networks can be geographically
clustered together (Mbohwa etal. 2010), whilst on the other
hand they can be made up of organisations located in differ-
ent parts of the world.
Key examples of regional networks include the Afri-
can Roundtable on Sustainable Consumption and Produc-
tion (ARSCP) as well as the Global Resource Efficient and
Cleaner Production Network (RECPNet). Networks can steer
industrial transformation towards improved circularity and
closing the loop in the quest for sustainable development
(Blasi etal. 2022; Jager and Piscisceli 2021; Leising etal.
* Tawanda Collins Muzamwese
tmuzamwese@gmail.com
1 Department ofTechnology andGovernance
forSustainability, University ofTwente, Enschede,
TheNetherlands
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Sustainability Nexus Forum (2024) 32:99 Page 2 of 16
2018; Mbohwa etal. 2010; Varrichio etal. 2012; Veleva and
Bodkin 2018).
“Idiosyncratic organisations” may struggle to innovate
faster in the domain of sustainable development due to lack
of information, limited collaboration and inability to access
finance (Muzamwese etal. 2023). In order for networks to
be effective, they need good governance, financing and clear
planning of CE activities.
Zimbabwe has seen the emergence of networks such as
the Business Council for Sustainable Development Zimba-
bwe (BCSDZ) as an answer to the call for mainstreaming
circularity in different economic sectors. Since its estab-
lishment in 1993, the BCSDZ has promoted CE activities
in various industrial sectors such as manufacturing, min-
ing, construction, financial services and other sectors of the
economy.
The country experiences the effects of climate change
including recurrent droughts and recent extreme weather
events such as Cyclone Idai. The pollution of water bodies
such as Manyame River, Mukuvisi River and Lake Chiv-
ero is widely documented as a source of environmental and
health concern (Mbohwa etal. 2010). In order to improve
the capacity of organisations to deal with environmental
sustainability challenges, networks can be effective “agents
of change”. The “nexus” between stakeholders can be
facilitated through inter-organisational collaboration in the
domain of the Circular Economy, thereby attaining collec-
tive outcomes towards sustainable development. A “nexus”
approach to sustainable development, through collaboration
can attain long-term interactions amongst organisations. In
recent years nexus approaches have gained global promi-
nence (Brouwer, etal. 2024). However, there is also cri-
tique associated with the nexus approach as observed by who
infers that the concept has always been implemented and is
not highly novel (Wichelns 2017).
Networking and collaboration for sustainable develop-
ment emerged in Zimbabwe especially after the 1992 United
Nations Conference on Environment and Development
(UNCED). One of the first collaborative efforts on sustain-
able development emerged in 1993, through the formation
of a CEO led association called the Business Council for
Sustainable Development Zimbabwe (BCSDZ) which at
that time was referred to as the Environmental Forum of
Zimbabwe (EFZ).
The BCSDZ became a Global Networking Partner of
the World Business Council for Sustainable Development.1
However, despite undertaking CE networking activities, the
BCSDZ has not been assessed to establish its effect on CE
implementation in Zimbabwe. This research aims to assess
the role of BCSDZ in promoting CE activities in Zimbabwe,
determine barriers and success factors, in order to recom-
mend strategies for enhancing its impact. The following
research questions are assessed through this research:
(i) What is the role of the Business Council for Sustain-
able Development Zimbabwe (BCSDZ) in promoting
Circular Economy (CE) in Zimbabwe?
(ii) Which barriers and success factors determine the
sustainability of the network of the BCSDZ?
2 Literature review
2.1 The quest forasustainable future
The current patterns of consumption and production have
proven to be unsustainable in different parts of the world
(Brundtland 1987). In many countries, a crisis is beckon-
ing, which if left unresolved may result in fatal outcomes
for the survival of humanity. Sustainable development is the
development which meets the needs of the present genera-
tion, without compromising the needs of future generations
to meet their own needs (Brundtland 1987) (Mebratu 1998).
Attaining sustainability is an imperative for the survival of
humanity (Aisbert etal. 2023; Baah etal. 2023; Mebratu
1998; Ghisellini etal. 2016).
Over the years, the United Nations Conference on Envi-
ronment and Development in 1992 further cemented the
urgency of sustainability and consequently Agenda 21 was
formulated. Consequent political processes such as the
World Summit on Sustainable Development (WSSD) in
2002 further strengthened the case for a sustainable future
with the Johannesburg Plan of Implementation (JPOI) (Ska-
navis and Sarri 2004). Furthermore, in 2012 at the RIO + 20
summit, the Green Economy was touted as a possible ena-
bler of attaining sustainable development (Houssam, etal.
2023). The eventual blueprint entitled “The Future We
Want” lay a foundation for the modern day sustainability
work amongst stakeholders. Key priorities to emerge from
the RIO + 20 Summit, relate to a Green Economy and the
Institutional Framework for attaining a Green Economy. The
year 2015 also marked the finalisation and launch of the Sus-
tainable Development Goals (SDGs) and the historic signing
of the Paris Agreement. In addition, within the last decade,
the case for CE model has escalated in both developing and
developed countries as a means for attaining sustainable
development. The strategic importance of CE to the eco-
logical rescue of humanity is acknowledged as an imperative
(Ellen MacAthur Foundation 2012) (Ghisellini etal. 2016).
1 The World Business Council for Sustainable Development is Head-
quartered in Geneva Switzerland and comprises of more than 200
members worldwide.
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Sustainability Nexus Forum (2024) 32:9 Page 3 of 16 9
2.2 Sustainable development throughinteraction
amongststakeholders, networks
andcollaboration
Sustainable development cannot be achieved without col-
laboration amongst and between stakeholders (Muzamwese
2023). Before the establishment of inter-organisational net-
works, many organisations operated in isolation or in what is
commonly called “idiosyncrasy”. Networking and collabo-
ration enables organisations to learn from other organisa-
tions and to adopt practices which help to unlock the firm’s
maximum potential. This interaction amongst stakeholders
is essential for collective decision making on dealing with
burgeoning environmental challenges. In other perspectives
these forms of collaboration are called Collaborative Innova-
tive Networks (COINs) (Petzel etal. 2010). Despite being in
collaborative arrangements, networks are diverse and hetero-
geneous (Cholez etal. 2023) (UNIDO 2011). Furthermore,
success of policy interventions is determined by the context
within which they operate (Bressers 2007).
2.3 Benefits ofnetwork collaboration
Networks enable organisations to have one voice on issues
of sustainable development (Muzamwese etal. 2023). In
addition, when engaging regulators, government and policy
makers–organisations are taken more seriously when they
present their issues as a group, association or network; in
comparison to individual organisations (Muzamwese 2023).
Access to finance is a challenge to many organisations
which operate in isolation. However, with network participa-
tion it is possible to increase the chances of access to finance
through joint proposal and harnessing the economies of
scale. Access to training and education opportunities is pos-
sible through network support and subsidised programmes.
Therefore, organisations seeking to attain a CE can draw
strength and experiences from other organisations that have
gone through similar processes. This way, technology trans-
fer can be achieved at a minimal and limited cost.
Networks establish lobbying platforms for legislative and
policy measures that are conducive for the growth and devel-
opment of the industrial domain. In order for this to happen,
good leadership is required in networks (Petzel etal. 2010).
Benefits of networks in SMEs have been studied by (Suchek
and Franco 2023) and there has been sectoral applications in
sectors such as plastic manufacturing (Samitthiwetcharong
etal. 2023).
2.4 Network typologies indeveloping
andtransition countries
Networks vary in terms of their orientation, organisation and
structure. Firstly, some networks are formed as industrial
clusters within the same locality. Industrial clusters are
groups of organisations which are located in geographical
proximity to each other (Mbohwa etal. 2010). They coop-
erate with each other on ecological issues due to their geo-
graphical closeness. In recent years, clusters have evolved
into more sustainable concepts such as Eco-Industrial Parks
(EIPs). In industrial clusters it is possible for “industrial
symbiosis” to take place between organisations in the clus-
ter. Industrial symbiosis is a situation where one waste from
another organisation becomes a raw material to another
organisation. Literature effectively documents successes and
failures of industrial clusters in different country contexts
(Mahuni and Bonga 2016) (Mbohwa etal. 2010).
Secondly, networks can be geographically dispersed at
town, city, national, regional or international level. The
effect of geographical proximity on network success is doc-
umented in research by several scholars (Boschma 2005)
(Fadly and Fontes 2019) (Madanhire and Mupaso 2018)
(Mahuni and Bonga 2016) (Xu etal. 2023). Geographical
spacing of networks has also been possible, with effective
results. There are several global networks which promote
CE, such as the Greening of Industry Network and the
Global Resource Efficient and Cleaner Production Network
(Global RECPnet).
Thirdly, networks can be supply chain networks which
are based on supply chain interactions (Berlin etal. 2022).
These present a novel way of interaction through supply
chain networks. There is a possibility of both formal and
informal networks existing and undertaking CE work. Some
formal networks are established through a Charter, Constitu-
tion, registration documents, certificate of incorporation and
other legal documents depending on their legal status. Other
networks are merely loose associations with “no strings
attached”. In both cases, networks still undertake their col-
laboration whether or not they are formally registered. The
only major limitation that exists with unregistered networks
is the fact that they may struggle to access financing for
their projects due to the lack of documents proving their
legal status and other administrative aspects such as audited
accounts. However, there is no authoritative literature prov-
ing that formalisation results in higher impact on networking
or an improved attainment of CE.
2.5 Barriers andchallenges affecting networks
andcollaboration
Networks are constantly affected by a number of barri-
ers that are context specific. Some of the main common
barriers include the lack of adequate financing to support
network activities and initiatives such as technological
upgrades within member organisations. This may also be
associated with the business and financing model being
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Sustainability Nexus Forum (2024) 32:99 Page 4 of 16
utilised by the network; external economic environment
and ability to unlock finance from other stakeholders such
as donors.
Differences in the levels of prioritisation of CE needs,
is also regarded as a major barrier to the success or failure
of the networks and collaboration. In collaboration, organ-
isations do not always agree and neither do they attain
homogeneity (Cholez etal. 2023) (Tura etal. 2019). For
organisations that originate from multinational companies,
the CE agenda is very high up on the agenda of the organi-
sation. Therefore, they may see relevance of the sustain-
able business networks and the subjects that they profess
to implement. For Small to Medium Sized Enterprises
(SMEs), there is a less propensity to implement concepts
that promote human health and safety, as they see it as a
peripheral issue in comparison to survival of the business,
salaries of their employees and other operational costs
(Mudavanhu etal. 2013). Power dynamics and govern-
ance issues have a possible effect on the success or failure
of networks in both developing and transition countries. In
the case where the network is affected by tussling for con-
trol and lack of clear succession processes, there may be
constant in-fighting which threatens the implementation of
sustainable development initiatives by the network.Politi-
cal behaviour of organisations can be very intricate and
complicated (Jafariani etal. 2012)
2.6 Knowledge gaps andthemissing jigsaw puzzle
ofnetwork collaboration
Although many collaborative networks have been formed
to facilitate dealing with sustainable development chal-
lenges, very few scientific studies have been undertaken,
to research on networks. In the context of Zimbabwe,
there is no research that has been undertaken to under-
stand networks and collaboration in the context of the CE.
Although many studies on inter-organisational networks
cite barriers affecting network collaboration, in the con-
text of Zimbabwe there is no research that has been done
on collaborative organisations. Whilst barriers are ana-
lysed in other country contexts, it is not clear what are the
context-specific barriers that affect Zimbabwean network
organisations such as the Business Council for Sustainable
Development Zimbabwe (BCSDZ). Furthermore, there are
knowledge gaps related to the success factors that favour
the proliferation of sustainable business networks. Under-
standing these knowledge gaps, will assist both existing
and new forms of networks to overcome failure and attain
a significant impact in the promotion and implementation
of Circular Economy (CE). These existing knowledge gaps
form a justification for undertaking this study on the expe-
riences of the BCSDZ.
3 Materials andmethods
The research was based on Case Study Research method-
ology, with the Business Council for Sustainable Devel-
opment Zimbabwe (BCSDZ) being the research unit. The
Case Study method was selected due to its ability to draw
advanced analysis of depth versus breadth (Yin 2003) (Ves-
churen and Dooreward 2010). Within the case study, content
analysis was undertaken of network documents, member-
ship records, results of projects, programme reports, sub-
scription schedules, constitution, event records, case study
reports, monitoring and evaluation reports. Documents were
evaluated from June 2023 to December 2023 and covered
an extensive period of 30years in order to assess the pro-
gression of the association. A total of fifty documents were
assessed in order to understand the dynamics of the network
and its operational activities. These documents are available
in the database maintained by the association from 1993 to
2023. Their selection was purposive rather than systematic,
as the researcher was looking for information associated
with roles, activities, barriers, challenges, success factors,
subscription and scale up of Circular Economy practices.
The selection of the case study of the Business Council
for Sustainable Development Zimbabwe was strategic sam-
pling and based on pre-defined criteria for selection. Firstly,
consideration was given to networks which were domiciled
in Africa. Further consideration was given to their topi-
cal focus, in particular undertaking activities on CE. With
regards to registration of the organisation as a legal entity,
both registered and unregistered networks were prospective.
Another consideration was given with regard to existence
of a focal point of communication. In the case of BCSDZ,
this was through the Secretariat. Figure1 explains the Case
Study selection protocol.
A questionnaire was sent to the association through its
Secretariat, in order to assess the implementation of CE
activities by the association. The questionnaire assessed
issues to do with network activities, formation, training
events, capacity building, network governance, structure,
Location preferably in
Africa
Topical focus on
Circular Economy or
related field
Registration status
including formal legal
status and
unregistered networks
Existence of focal
point, Secretariat or
liaison centre
Case Study selection
Fig. 1 Criteria for selecting Case Study-Business Council for Sustain-
able Development Zimbabwe (BCSDZ)
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Sustainability Nexus Forum (2024) 32:9 Page 5 of 16 9
legal status, barriers and success factors. The questionnaire
comprised of both qualitative and quantitative questions that
provided information necessary to answer the research ques-
tions. Separately there was also another questionnaire sent to
network members in order to solicit their views on network
participation. This questionnaire had information concerning
network participation, activities, benefits of participation,
implementation of CE measures, motivations, barriers, fac-
tors affecting participation, network evaluation on relevance,
effectiveness, efficiency, sustainability and impact. Further
exploration was undertaken on success factors and barriers
to network participation. The questionnaires were designed
based on the theoretical framework of Circular Economy
and Sustainable Development related literature including the
fundamental concepts of the Sustainability Theory (Brundt-
land 1987), Circular Economy (Ghisellini etal. 2016), driv-
ers and barriers of Circular Economy models (Hina etal.
2022). Fundamentals of case study research were also
adapted from (Yin 2003). The questionnaire to network had
some of the following key information:
(i) Date of establishment
(ii) Legal status
(iii) Type of Circular Economy activities
(iv) Projects and programmes
(v) Membership metrics
(vi) Sectors covered by the network
(vii) Mode of engagement
(viii) Influence of regulations and policy
(ix) Successful CE projects and programmes
(x) Barriers to network success
(xi) Success factors to network success
(xii) Network governance
These information requirements on the questionnaire,
required a combination of both quantitative and qualitative
responses.
In order to assess the perspective of network members,
a questionnaire was sent to network members, with slightly
different questions but those focused on network collabo-
ration within the same network. This was to get an inde-
pendent view beyond the network secretariat. At the time
of concluding this research article, the survey had been
completed by 20 organisations who were members of the
Business Council for Sustainable Development Zimbabwe
(BCSDZ). The questionnaire to network members covered
a number of different issues of focus such as.
(i) Membership status
(ii) Motivations and cognitions of network participation
(iii) Factors affecting participation
(iv) Appropriateness of services
(v) Implementation of identified CE options
(vi) Barriers and challenges of network participation
(vii) Modes of communication
(viii) Leadership and governance
(ix) Goals, Objectives and Values
(x) Network rating of disseminating CE measures
Direct observation of network events and activities was
also undertaken. This included observation of network activ-
ities such as Sustainability Reporting, Circular Economy,
Energy Efficiency and Climate change networking events
by the membership. Observation of networking dynamics,
content delivery and collaborative antics of the network was
undertaken. The observations enabled a clear understanding
of the subject matter that was under discussion by the net-
work as well as providing a framework of tracking impact
of the network activities. Observations were undertaken for
both events which were held physically and those which
were undertaken virtually.
Interviews were also undertaken with selected network
members of the association. Interviews were for key inform-
ants who had knowledge and experience in Circular Econ-
omy related concepts. The interviews were semi-structured
and were undertaken in a hybrid manner including both
physical and virtual means. Interviews were transcribed in
order to effectively capture findings from the interviews.
The justification for undertaking interviews was based on
the need to triangulate information from questionnaires and
that from the document review so as to converge on reliable
information. Interviews also allowed further exploratory
analysis of the issues which were in the questionnaires, but
could not be expanded in the questionnaire.
In order to analyse the data; trend analysis and thematic
analysis was used to identify common trends on factors
causing barriers and challenges to sustainable business net-
works. Furthermore, trend analysis and thematic analysis
were used to identify common thematic patterns. Qualita-
tive analysis of the information was undertaken using the
inductive analysis approach of analysing data without prior
determined theories and classifications. This was to ensure
further exploratory analysis.
Due to the need to achieve reliability and validity of the
data collected, there was triangulation of sources and trian-
gulation of methods. Combining methods of questionnaires,
content analysis and direct observation ensured that there
was an element of cross checking with different methods
in order to come up with a similar conclusion. Data was
analysed using trend analysis and qualitative methodologies
of CE data analysis. In order to ensure external validity of
the research, case study approaches of data collection have
been used in other forms of network configurations to ensure
that there is a high ability to apply the findings in real world
scenarios (Muzamwese 2023; Muzamwese etal. 2023; Ber-
lin etal. 2022).
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Sustainability Nexus Forum (2024) 32:99 Page 6 of 16
4 Results anddiscussion
4.1 Development oftheBusiness Council
forSustainable Development Zimbabwe
(BCSDZ)
The Business Council for Sustainable Development Zim-
babwe emerged in 1993, initially being called the Environ-
mental Forum of Zimbabwe (EFZ). The business network
was formed in the aftermath of the United Nations Confer-
ence on Environment and Development (UNCED) which
had been concluded in Rio De Janeiro, Brazil; in the year
1992. BCSDZ was formed as a “CEO-led organisation”
where corporate leaders found reason to come together and
collaborate to deal with the unprecedented environmental
challenges affecting the country and the world at large. The
association later renamed itself to be the Business Coun-
cil for Sustainable Development Zimbabwe (BCSDZ) and
became the first “Global Networking Partner” of the World
Business Council for Sustainable Development (WBCSD).
Throughout the years of its establishment, the BCSDZ
honed structures, developed institutional capacity and
promoted sustainable development initiatives within the
Zimbabwean industrial sector. Members were drawn from
multiple industry sectors such as mining, manufacturing,
agro-processing, financial services sector, Non-Governmen-
tal Organisations (NGOs) and civil society.
4.2 Structure, legal status andformalisation
Figure2 shows the structure and organisation of the Business
Council for Sustainable Development Zimbabwe (BCSDZ).
The structure of the BCSDZ is anchored on good corporate
governance and division of responsibilities. The structure
of the network is headed by the Chairman of the associa-
tion, who is elected by Council for two maximum terms of
three years each (BCSDZ 2006). A Chairman may choose to
serve for only one term or even less. In addition, Chairmen
can resign or retire anytime during their tenure. Assuming
Chairmanship is on a voluntary basis and there is no expec-
tation for payment in the role. The Chairman also chairs
the Council of the network, which provides governance and
oversight to the association. The Council can comprise of up
to 12 senior representatives of member companies. However,
these councillors may vary from time to time depending on
their availability and commitments as well as the possibility
of some of them taking on other endeavours. Participation
in Council2 is on a voluntary basis, just like Chairmanship.
In order to separate “governance” from “management”
of the network, there was established a Secretariat which is
involved in the day-to-day running of the association. It is
Fig. 2 Structure and organisation of the Business Council for Sustainable Development Zimbabwe (BCSDZ) collaborative network
2 Office Bearers of the BCSDZ are specified in the Constitution of
the BCSDZ finalised in the year 2006.
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Sustainability Nexus Forum (2024) 32:9 Page 7 of 16 9
headed by an Executive Director, whose role is to lead the
sustainable development programming, recruit new mem-
bers, engage key stakeholders, seek financing opportunities
and arranging CE networking activities of the association.
The Executive Director is assisted by the Secretary of the
network who supports the administrative functions of the
association. Both the Executive Director and the Secretary
are paid individual experts of the association remunerated
on a monthly basis. The Secretariat is heavily involved in the
management of the BCSDZ and setting the annual agenda
of the association.
One of the major functions of the Secretariat is organ-
ising, preparing and coordinating of the BCSDZ Annual
Conference. The conference is a multi-stakeholder event
that brings different members together to discuss sustain-
able development and transition towards a CE. The BCSDZ
Secretariat also maintains a register of active members of
the association, administers subscriptions and follows-up on
membership payments. The management of payments by
members is in line with the business model of the associa-
tion which requires payment for network membership. Ulti-
mately, the Secretariat reports to the Council of the BCSDZ.
In order ensure that CE topics are effectively articulated,
the BCSDZ has established 10 Technical Committees (TCs)
comprising of subject matter experts in the area of sustain-
able development. The TCs are in the domains of climate
change and emissions, energy, water, waste, occupational
safety and health, safe chemicals management, research and
development, sustainability reporting, biodiversity and leg-
islation. These committees lay out the agenda for the issues
that the association should collaborate on; and they make
recommendations to the BCSDZ secretariat.
Following the TCs, will be the General Membership of
the BCSDZ which consists of a wide range of member-
ship categories. Within the membership, exists Champions,
which are a special category of corporate members. These
Champions are distinguished members who have existing
sustainable development initiatives within their companies
such that they can be examples to other companies. Becom-
ing a Champion Member requires approval from the BCSDZ
Council.
“Corporate Members” also exist, comprising of profit-
making organisations which are committed to sustainable
development. In order to cater for the NGO and Civil Soci-
ety category; there is membership dedicated to not-for-profit
organisations. Furthermore, due to a significant number of
consultants within the BCSDZ, a new category for “consul-
tancy firms” has been established. There are further catego-
ries such as “Affiliate Members” and “Associate Members”.
These may comprise other organisational forms which do
not fall into the other categories, Key examples could be
government departments and state-owned enterprises.
4.3 Circular economy (CE) activities
From the research undertaken it was noted that the BCSDZ
undertook workshops, training, capacity building, confer-
ences and projects in the domain of CE. Some of the events
were centred on CE approaches to dealing with waste man-
agement. The association was also a strong advocate of both
climate mitigation and adaptation. Training programmes
undertaken by the BCSDZ were in association with exter-
nal experts. Since 1993, the BCSDZ was undertaking regu-
lar workshops annually, targeting both corporate leadership
and other levels of employees within companies. Specific
collaboration with ministries such as Ministry of Environ-
ment, Water and Climate as well as Ministry of Energy and
Power Development also enabled early adoption of climate
mitigation strategies within industry. The collaboration with
the ministries enabled member companies to respond better
to the Nationally Determined Contributions (NDCs)3 set by
the country in line with the Paris Agreement.
On an annual basis, the BCSDZ undertakes an Annual
Conference, bringing key stakeholders from Zimbabwean
industry to discuss on issues to do with a CE. At its peak, the
BCSDZ Annual conference has been able to bring experts
from Switzerland, Ghana, South Africa, Uganda, Kenya and
Zimbabwe. Toolkits and information from the annual confer-
ence have been effectively distributed to the entire member-
ship as a means of knowledge transfer. Through information
dissemination, the BCSDZ managed to transfer knowledge
and experience on attaining the CE. Figure3 presents the
network orientation and how in instils Circular Economy
practices.
The association also organised site visits at different
organisational sites in order to identify elements of best prac-
tice in CE. These site visits are a clear illustration of “learn-
ing by doing”. Their approaches deploy practical means of
demonstrating a CE. Some of the key case studies where the
organisation undertook site visits include visiting project
sites involved in platinum mining, agricultural production,
irrigation and manufacturing industries. A key example of
site visits and study tours that were undertaken with a focus
on CE include the site visit to PETRECOZIM–an organisa-
tion involved in the recycling of Polyethylene. The number
of CE activities undertaken in the year 2023 is presented in
Table1 illustrated below. These activities are benefitting
over 88 companies. The number of beneficiaries fluctuates
from time to time due to the differing number of organisa-
tions joining the networks at a given time.
3  Zimbabwe formulated its Intended Nationally Determined Contri-
bution to reduce greenhouse gas emissions by 33% in the energy sec-
tor. This was later revised to a Nationally Determined Contribution of
40%, covering more sectors beyond energy.
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Sustainability Nexus Forum (2024) 32:99 Page 8 of 16
Figure4 shows that the membership of the association
has had an undulating pattern over the years of its existence.
Whilst the research could not establish the exact number
of organisations at the inception of the network in 1993,
IDIOSYNCRATIC
ORGANISATION
BUSINESS COUNCIL FOR
SUSTAINABLE DEVELOPMENT
NETWORK (BCSDZ)
Information dissemination, training, capacity building,
technical assistance and demonstration projects on
Circular Economy (CE)
IMPROVED
FIRM LEVEL
CAPABILITIES
ON CIRCULAR
ECONOMY (CE)
Network communication and information
exchange on Circular Economy
Organisational experiences, case
studies, policy support and
knowledge products
Legal environment Technological contextInternational conventionsGroup Requirements
Economic environment Power dynamics Business Models Barriers
Internal
network
dynamics
External
Context
Fig. 3 Business Council for Sustainable Development Zimbabwe network orientation in the context of internal and external context. Source:
Author
Table 1 Number of circular
economy activities and
beneficiaries of the BCSDZ in
year 2023
Circular economy activity undertaken Frequency
Number of circular economy training sessions 5
Number of circular economy projects 5
Number of CE related workshops, events, seminars and symposia 10
Number of organisations benefitting from the network 88
Fig. 4 Number of network
members of the Business Coun-
cil for Sustainable Development
Zimbabwe (BCSDZ) for the
period 2003–2023
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Sustainability Nexus Forum (2024) 32:9 Page 9 of 16 9
we were able to determine the number of members in the
early 2000s. In the year 2002, there were 155 members in
the association. Over the years there was a bit of decline
in including in 2008 where 73 members existed. This also
coincided with the time when Zimbabwe encountered hyper-
inflationary economic environment and subdued economic
performance. Sustaining membership to professional bodies
during the time of economic challenges is a difficult under-
taking for most organisations, therefore, the decline in mem-
bership during this period. In 2015 a total of 67 members
were recorded in the documented history of the BCSDZ,
whereas in 2018 membership rose to 80 members. At the
peak of the Covid-19 pandemic in 2021, the BCSDZ mem-
bership stood at 100 members, later on declining to 88 by
the year 2023.
It can be noted from the membership patterns that for
sustainable business networks; membership is not perma-
nent. Members join and leave at their own time. Various
factors can explain the fluctuating patterns including dif-
fering organisational priorities, costs of subscriptions and
corporate culture towards sustainability. Therefore, the main
challenge for sustainable business networks is to maintain
relevance so that members continue to see value in the
membership. Organisations vary in terms of their priority
and corporate culture. During times of company takeover,
changes in management and other reasons related to cor-
porate culture, we noted that some members needed to be
re-engaged from scratch. This means that networks should
always maintain high levels of communication with their
members so as to facilitate constant communication.
Other factors influencing membership patterns include the
economic conditions that prevail in the country or countries
where the network is operational. There are situations where
the economic environment can be challenging to organisa-
tions, resulting in subscription fees to networks becoming
the first costs to be scrapped from the budget. Surprisingly,
the BCSDZ network did not decline membership during
the Covid-19 pandemic and galvanised more membership
in Covid-19 than in the previous year. The use of virtual
means became a key way to communicate with members.
There were two (2) Annual Conferences and several work-
shops which were carried out online due to the incessant
lockdowns. Therefore, from the results, we note that it is
possible to have contrasting patterns than generally expected
during pandemics—in this case a rise in membership.
4.4 Membership persector
Figure5 shows that membership of the BCSDZ is wide and
diverse. A plethora of industrial sectors always seek to join
the association depending on their technical needs in the
area of CE. The drawing of members from multiple sec-
tors is a means of resilience for the association, such that
if there is a problem affecting one sector, then other sectors
can still be part of the association and still contribute to
the payment of the subscriptions. The highest proportion of
members of the BCSDZ were drawn from the manufactur-
ing sector4 which had 47% of the entire membership. This
is due to the fact that the manufacturing sector is faced with
Fig. 5 Membership by distribution sector of the Business Council for Sustainable Development Zimbabwe (BCSDZ)
4 Within the manufacturing sector, there are a diverse range of mem-
bers drawn from cable manufacturing, food and beverages, agro-
processing, plastic manufacturing, manufacturing of dairy products,
fertiliser manufacturing, manufacturing of roofing products, manufac-
turing of gaseous products, seed processing, timber products, manu-
facturing of cement, chemical production and tyre manufacturing.
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Sustainability Nexus Forum (2024) 32:99 Page 10 of 16
a range of environmental challenges such as those related
to wastewater, emissions, energy, and hazardous chemicals.
The network is dominated by manufacturing companies as
they were the bulk of the members which founded the asso-
ciation. Therefore, they would naturally dominate as it is a
network where they had a major role in its formation along
other sectors such as mining, which experienced related
environmental and social challenges. Even if they have
opened to other sectors such as banking and consultancy,
the primary needs of the BCSDZ and what it addresses is
geared for the manufacturing stakeholders.
Joining industry associations such as the BCSDZ is seen
as a means of gaining new knowledge on CE to improve pro-
duction processes. The manufacturing sector was amongst
some of the sectors which are highly regulated and also one
which needs to follow sustainability requirements. Within
the BCSDZ there were technical committees on legislation
which would stand on behalf of industry to lobby for certain
legislation or discuss the possible legal reliefs for industrial-
ists. If an organisation attempted to do these engagements
idiosyncratically without pulling the energies of the network,
it would have been difficult to attain results.
Consultancy firms are the second highest proportion of
the membership of the BCSDZ, standing at 26% of the entire
membership. However, their subscriptions are on a lower
level when compared to corporate members. This is due to
the fact that from time to time, consultancy members would
render their services to the association and deliver keynote
presentations–therefore, they are offered lower subscriptions
in exchange of specialist knowledge. However, in order to
increase financial viability, consultancy members should be
considered as Corporate Members and pay appropriate fees
as they still receive the same benefits at events such as semi-
nars, annual conferences and field visits.
Thirdly, mining firms form a proportion of 12% of the
membership of the association. This is due to the fact that
Zimbabwe is endowed with mineral resources such as plati-
num, lithium, gold, graphite, diamonds and other mineral
endowments. The sector has significant levels of environ-
mental degradation and therefore joining the association
focused on CE can assist in developing environmental reha-
bilitation plans.
Other essential sectors making up the BCSDZ include
NGOs and Civil society (10%), Financial Services (2%),
Research and Academia (1%), Standards Bodies (1%) and
Power Utilities (1%). The multistakeholder approach of the
BCSDZ is responsible for its long-standing success over the
last 30years. It is essential to note that the BCSDZ does not
rely on any one membership group, although manufacturing
is dominant. The existence of the other sectors shows that
the association has wide depth and diversity. Despite the
network members which exist, the BCSDZ has not grown
exponentially as earlier envisaged. It has sort of maintained
stable number of network members, but needs to grow expo-
nentially so as to reach financial independence including in
times of shock.
4.5 Business model, financing andsubscription
levels
Figure6 illustrates the subscription levels of the BCSDZ.
The subscriptions vary depending on the category of mem-
bership. The highest level of subscription is $3 000 annually
and it is paid by Champion Members. These are a special
group of corporate members that are leading in sustainable
development and also take lead by paying higher subscrip-
tions to ensure financial viability of the association. Corpo-
rate Members are usually profit making organisations, who
are required to pay $1000 annually. Consultancy category as
well as the NGO and Civil Society categories are subsidised
at a fee of $100. Associate and Affiliate members usually
do not pay subscriptions or alternatively, the level of sub-
scriptions may be determined on application. Examples of
organisations that may qualify for non-payng categories may
include Minsitries or regulators.
The BCSDZ therefore relies significantly on the payment
of subscriptions in order to generate revenue for the associa-
tion. Other forms of business models include donations from
members. Donor support on selected projects is also possible
as the BCSDZ is a not-for-profit organisation. Typical pro-
jects that have received donor support include the Climate
Technology Centre and Network (CTCN) Energy and Water
Efficieny audits; Inclusive Business Forum and the Green
Industry Initiative.
Surviving and operating for period of 30years since
1993, deomonstrates that the business model of the
BCSDZ is effective and forward looking. The association
has managed to maintain financial viability over a long
period of time. One of the main reasons why the network
has attained longevity has been due to good corporate
governance and effective financial management of the
BCSDZ financial accounts. Good corporate governance
of the BCSDZ is demonstrated in its constitution BCSDZ
Fig. 6 Subscription levels of the Business Council for Sustainable
Development Zimbabwe (BCSDZ) in $USD
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Sustainability Nexus Forum (2024) 32:9 Page 11 of 16 9
of (2006) where succession of office bearers is manda-
tory. Furthermore, minutes of Annual General Meetings
sampled, demonstrated succession. At the Annual Gen-
eral Meetings, it was observed that financial accounts
were presented to members of the association. Audited
accounts were also required and produced each and every
year in order to provide assurance over the network finan-
cial information (sourced from document review of finan-
cial statements). The separation of management and gov-
ernance of the association through Secretariat (Executive
Director and Secretary) reporting to the Council showed
that there was good corporate governance as well as
accountability. The research brings to the fore, notions
that in order for networks to succeed, they require robust
administrative capabilities. Recruiting paid Secretariat
with an Executive Director and Secretary, ensures that
there is follow-up on payments within all members. With-
out a business model to sustain network activities it is
clear that networks may struggle.
4.6 Case studies ofsustainable development
implementation intheBCSDZ
The Business Council for Sustainable Development Zimba-
bwe, undertakes various projects on the Circular Economy,
in conjunction with a variety of stakeholders. These projects
can be with WBCSD, development partners, international
agencies, government and private sector. In this research,
we present in Box1 and Box2 two examples of case stud-
ies implemented by the BCSDZ, which were implemented
in conjunction with development partners. The information
presented in Box1 and Box2 illustrates some of the actions
undertaken as well as the results that were attained as a
result of the initiatives.
Other key activities which were undertaken by the asso-
ciation, included training and capacity building on Sustain-
ability Reporting using Global Reporting Initiative (GRI)
standards. The adoption of sustainability reporting practices
included companies who were listed on the Zimbabwe Stock
Exchange (ZSE) as well as those which were not listed.
These activities facilitated evolution of organisations in four
Box1 Green industry initiative in Zimbabwe
The BCSDZ has pursued the Green Industry initiative in Zimbabwe partnering with UNIDO Office in Zimbabwe to promote energy efficiency,
waste management, safe chemical management and efficient water utilisation. The initiative included a combination of activities promoting
sustainable development, such as Green Industry Study Tours, green industry training and green industry policy support. Training of indus-
tries on green industry as well as capacity building of policy makers in formulating industrial development policies with the green industry
component was undertaken. Some of the key impacts of the Green Industry Initiative included the following:
• Onsite recycling of waste in selected industrial clusters reducing waste by 20%
• Chemical Leasing business model in painting where there was high chemical intensity
• ISO 50001 and ISO 14001 certification for selected enterprises in the manufacturing sector
• Reductions of specific water consumption from 16hl/hl to 6,0hl/hl in selected alcoholic beverage case study sector
• Reduction in effluent heavy metals concentration by 20% in the foundries sector
• Implementation of the hair-save technology in leather industries
• Increased uptake of RE for productive use at industrial levels e.g. 1MW solar installation at beverage company which was a member of the
BCSDZ
• Training of policy makers on Green Industry Policy
• 22 760 tonnes of carbon dioxide equivalent emission reductions form case studies
• Developed the Green Industry Policy Gap Analysis, submitted to the government
• Formulation of knowledge management and communication products for green industry, such as the energy and water management videos
and the Energy and Water Manual for Zimbabwe
Box2 Climate technology center and network (CTCN) energy and water projects
The Business Council for Sustainable Development Zimbabwe (BCSDZ) has implemented successful initiatives involving Energy and Water
Audits in different industry sectors under the financing of the Climate Technology Centre and Network (CTCN). A total of 10 large scale
organisations were assisted in undertaking investment grade energy audits and identification of options for energy and water efficiency. The
resultant 161 options for energy and water efficiency have the potential for implemented in organisations with resultant financial, environ-
mental and social benefits. Financial savings resulting from energy and water efficiency options exceed USD$ 4 272 304. Training of 46
experts on energy and water efficiency was undertaken in order to build local capacity. Through the CTCN consortium of UN Environment,
UNIDO and the policy support of the Government of Zimbabwe through the Ministry of Environment, Water and Climate, it was possible for
the BCSDZ to scale up energy and water efficiency within the network. The project has facilitated capacity building and training of industry
representatives on issues of energy and water efficiency. An excerpt from the BCSDZ Secretariat states the following assessment of the
CTCN project and with regards to its impact on members “The extent is yet to be determined but positive outcomes have been noted follow-
ing the CTCN project. Members are implementing the recommendations from the audit and are realising positive results in terms of water
and energy consumption, and reducing carbon footprint” – Extract from Interview 1
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Sustainability Nexus Forum (2024) 32:99 Page 12 of 16
thematic phases from Strategic Avoidance Disclosure to a
level of Advanced Disclosure as articulated in Fig.7.
4.7 Success factors influencing theBCSDZ network
collaboration
In order for networks to succeed, there are several success
factors which are essential. These factors may be influenced
by external or internal factors. The BCSDZ success over the
last 30years has been anchored on various success factors
ranging from organisational specific, country, regional and
international conditions.
High level management commitment of the CEO driven
network is a major reason for the successful implementation
of initiatives by the BCSDZ over the last 30years. Because
the individuals involved in network activities were senior
company representatives, it was easier to cascade and del-
egate knowledge to other levels of the organisation. New
knowledge emanating from this research and insights for
existing networks, pertains to the need to involve senior
management in CE networks. Whilst traditional practice
has been to second practitioners such as Safety, Health,
Environmental and Quality Management experts, techni-
cal managers, environmental officers and other junior staff
to networks–implementation remained poor in several net-
works because they had to escalate issues to more senior
people after their experiences with networks.
Existence of governance structures within the association
was a major determinant of success. Firstly, the separation of
management and governance of the association enabled the
Council to act as Board of the Association and the Executive
Director to lead the Secretariat in day-to-day management of
the BCSDZ. The Council and the Chairman, played a major
role of enabling checks and balances, monitoring technical
implementation of CE and also checking the financial affairs
of the association. Modern forms of networks should ensure
that financial management is of high priority and that funds
are effectively accounted for. The strategic plan of the asso-
ciation presented by the Secretariat is scrutinised by the
Council.
Effective business models and financing through a strong
subscription base was another success factor identified by
the research. Even if the BCSDZ is a not-for profit organisa-
tion, it does not survive on hand-outs. The founders of the
association effectively designed its operation to be based
on subscriptions from the members. The structure of the
subscriptions ensures that each and every year, the members
pay fees which would sustain the association for the rest
of the year. Funded projects were also another source of
income which ensured that the association had project activi-
ties financed by international organisations. Sponsorships
received before, during and after CE events demonstrated
the financial mobilisation power of the BCSDZ Secretariat.
Because of a robust business model and predictable finance,
the BCSDZ continued operations for the last 30years, being
able to meet its costs, pay secretariat, arrange CE events, the
BCSDZ has never filed for liquidation or bankruptcy due to
its viable financing model (information sourced from Annual
General Meeting Minutes, financial accounts and BCSDZ
Secretariat).
External Group requirements of Multinational Corpora-
tions (MNCs) were a major success factor of the network.
Some of the notable organisations which were MNCs
belonged to the beverages sectors, cement production,
mining and tobacco processing, agro-processing. Emerg-
ing network configurations can gain significant experience
from MNCs and their interactions with local organisation
in developing novel CE solutions. This contextual factor
of external group requirements of international companies,
could be used as a success factor to facilitate accelerated
adoption of CE practices.
Existence of a high number of consulting experts in the
domain of Circular Economy (CE) within the association
was a key determining factor. Earlier in this research paper,
reference as given to the fact that consultancy organisation
constituted nearly a quarter of the members of the associa-
tion at 26%. This gave the BCSDZ an advantage over other
CE networks because, the association was able to draw
from the experiences of the experts during CE workshops,
field visits and other activities initiated by the association.
The arrangements with consultants was based on the fact
that they would enjoy lower subscription fees in exchange
of their expertise whenever a CE topic requiring capacity
building of members arose.
Affiliation with international bodies such as World Busi-
ness Council for Sustainable Development (WBCSD) played
a very important role in catapulting the BCSDZ to the top
Fig. 7 Sustainability reporting maturity model (SRMM) and the
effect of network collaboration. Source: Author
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Sustainability Nexus Forum (2024) 32:9 Page 13 of 16 9
of CE networking in Zimbabwe. Affiliations of the network
to other international networks and even regional networks
proved to be a strategy that wooed members. The effect of
being affiliated with international and regional bodies helps
to build “legitimacy” and “credibility” of the association
or network. The BCSDZ drew a lot of expertise from the
WBCSD which had its own toolkits and initiatives. Some
of the major initiatives included the Vision 2050, Natural
Capital Protocol, Action 2020, Cement Sustainability Initia-
tive amongst other sustainable development programmes.
Succession planning was also another key step towards
longevity and continuity. The BCSDZ effectively followed
its constitution over the years resulting in Chairmen, Coun-
cillors, Executive Directors and other key office bearers
assuming office and retiring without any qualms.
Constitutionalism was a key success factor of the network
as it was built on adhering to its constitution. The aspects
of constitutionalism which were very essential included,
the term limits for BCSDZ leaders, undertaking manda-
tory meetings such as Annual General Meetings (AGMs) as
well as Council Meetings. In global experiences of networks,
some networks are affected or enter into demise mode due to
lack of constitutionalism and the capture of the network by
individuals. In the case of the BCSDZ, the association has
always been greater than individuals and this is reflected in
the smooth transition of power and the lack of jostling for
positions. The BCSDZ had a constitution during the initial
years when it was called the Environmental Forum of Zim-
babwe and later on amended its constitution in 2006. Whilst
the 2006 constitution has been in effect for about 17years,
amendments are now in motion to include clauses which
create the office of the Vice Chairman. Subject to approval
by Tax Authorities, amendments to the constitution can be
finalised.
Relationships with stakeholders was a major success
factor of the BCSDZ. The network had long-standing rela-
tionships with stakeholders from industry, government,
international organisations, financiers, academia and other
key sectors. This ensured that the association had diverse
option and was not captured by any constituency or one
major stakeholder group. Diverse stakeholder partnerships
facilitated improved resilience and access to finance on CE
projects.
High frequency of value adding activities enabled the
BCSDZ to remain relevant in the CE space. The associa-
tion was on average, undertaking a monthly CE activity and
an Annual conference every year. Regular communication
was attained through the BCSDZ Newsletter to members. In
2022, the association started to undertake update meetings
on a monthly basis to ensure that there is regular communi-
cation with members.
Practicality of concepts on CE was a strategic decision
of the BCSDZ. There was greater emphasis on field visits
and also observing the concepts on the ground rather than
just theoretical concepts. Therefore, the approach of visiting
organisations and presenting practical case studies on CE
facilitated better acceptance of technology and its validation
from pre-existing members.
Policy support on Circular Economy related concepts
accelerated the growth and development of the BCSDZ.
Promulgation of the Environmental Management Act 20:27,
Climate Change Response Strategy, Nationally Determined
Contributions (NDCs) and other associated instruments had
an effect of encouraging organisations to implement CE ini-
tiatives. Therefore, associations such as the BCSDZ have
managed to develop; as organisations seek knowledge on
how to navigate the legal and policy terrain.
Development of Regional Strategies and continental blue-
prints also brings a regional push for adoption of sustain-
able development and CE. Southern Africa Development
Community (SADC) developed a Green Economy Strategy
and Action Plan for Sustainable Development, which pro-
vides a framework of attaining sustainable development
in the Southern African region. At the continental level of
Africa, the African Union finalised Agenda 2063 which aims
to deliver inclusive and sustainable development in Africa.
4.8 Barriers andchallenges totheBCSDZ
collaboration network
Over the last 30years it has been able to navigate through
the barriers and challenges in order to continue being rel-
evant. The barriers and challenges are externally induced by
the contextual environment, whilst some are institutional and
organisation specific. The barriers and challenges changed
over time depending on the current situation prevailing,
whereas some barriers remain permanent. Barriers were
identified through interviews, questionnaires as well as
document review of the BCSDZ.
Firstly, financing in-company improvements was a major
challenge. Whilst the network is able to provide training,
capacity building and information regarding the adoption
of CE practices; it does not provide financial resources
for organisations to invest in CE. Therefore, over the past
30years some of the most brilliant CE ideas have not been
implemented in every organisation, despite them being dis-
cussed by the networks. Addressing the financing gap of
networks is essential in order to attain a CE transition.
Secondly, the other challenge facing the association from
a membership perspective is the reduced of the association
in the last quarter of the year due to shifts in the timeline of
the Annual Conference. Scheduling is a key element for the
success of networks and leaving the last quarter of the year
relatively lean on activity, creates a gap within the member-
ship, which requires resuscitation right at the beginning of
the calendar year.
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Sustainability Nexus Forum (2024) 32:99 Page 14 of 16
Following up non-paying members has been a chal-
lenge since the formation of the association. Amongst the
membership, there are other members who pay and also
on the other hand members who do not pay despite being
invoiced for subscriptions. In cases where members do
not pay in a calendar year, there has not been full imple-
mentation of recovering the subscription. The key decisive
decision is whether to charge subscriptions on a pro-rata
basis or waive them in the following year.
Different priorities of companies, present another bar-
rier of network development. In a network where there are
over 88 companies, there is abound to be diverse opinions
and prioritisation. This means that organisations are not
always going to agree on a certain way of doing things
or CE priorities. The network does not aim to harmonise
priorities, but to ensure that organisations implement CE
within their own organisational contexts.
Policy implementation and changes in policy at a
national level had a ripple effect on the success or failure
of the network. Policies related to climate change, waste
and environment had an effect of determining the incentive
to implement a CE amongst organisations. In periods when
there was stronger enforcement of policy and promulgation
of regulations, there was a spurt in the number of enquiries
for joining the network. Significant periods included times
when the Nationally Determined Contribution (NDC) was
finalised and also when there was significant enforcement
of Air Quality management and licensing. The type of
prospective members seeking enquiries also depended
on sectors where enforcement blitz activities were being
undertaken. However, when policy implementation was
subdued. the demand for membership was difficult to
justify.
Geographical spacing of members and the need to distrib-
ute events is a key barrier in selected situations due to the
fact that the network is comprised of members dotted around
the country. Whilst the association had major branches in
Harare, Bulawayo, Mutare and Chiredzi; rarely did the asso-
ciation undertake activities at places outside the capital city,
Harare. Bulawayo, the second largest City in Zimbabwe and
Mutare had chances to host events; but not as frequent as
Harare.
Pandemics such as the Covid-19 Pandemic have an effect
on the undertaking of network events. Since its inception,
the BCSDZ was anchored on physical events such as work-
shops, conferences and seminars. It was also one of the
most significant sources of revenue. However, the Covid-19
pandemic affected the gatherings of the BCSDZ for nearly
2years especially between 2020 and 2021. The key lesson
from the barrier of pandemics, is that networks must be pre-
pared for uncertain events which may threaten the existence
of the network. Network resilience strategies are essential
to prepare networks and associations for unforeseen events.
5 Conclusions
In order to answer the first Research Question “What is the
role of the Business Council for Sustainable Development
Zimbabwe (BCSDZ) in promoting Circular Economy (CE)
in Zimbabwe?”, the research considered the activities of the
BCSDZ in the period under review. The research concludes
that networks such as the BCSDZ play a leading role in pro-
moting the attainment of a CE through training, capacity
building, workshops, conferences, demonstration projects and
field visits. The BCSDZ disseminates CE through training,
capacity building, seminars, webinars, Annual Conferences,
field visits and through the BCSDZ Newsletter. Through
technical committees (TCs), information is disseminated
to members. The network also uses toolkits and protocols
developed by the World Business Council for Sustainable
Development (WBCSD). Some of the leading toolkits for
information dissemination include Vision 2050, Action 2020,
Cement Sustainability Initiative, Natural Capital Protocol,
Below 50 campaign, amongst other initiatives. A range of
success factors are responsible for the success of the BCSDZ.
In order to answer the second Research Question “Which
barriers and success factors determine the sustainability
of the network of the BCSDZ?”, we first considered the
success factors of the collaboration and then explained the
barriers. The involvement of top management of corpora-
tions, clearly made the BCSDZ be identified as a “CEO
driven network collaboration”. Due to the fact that its
activities were pitched at the highest level in the organi-
sation, it was perceived with seriousness and CE meas-
ures were implemented with priority. Moreover, Nation-
ally Determined Contributions played an important part in
increasing the level of membership within the association.
Secondly, international commitments and events happening
at a regional and global level played an accelerating role
to increase the relevance of CE networking. Key examples
include the United Nations Conference on Environment and
Development which led to the formation of the Environ-
mental Forum of Zimbabwe (EFZ), later to be renamed as
the Business Council for Sustainable Development Zimba-
bwe (BCSDZ). The Southern Africa Development Commu-
nity (SADC) Green Economy Strategy and Action Plan for
Sustainable Development as well as Africa’s Agenda 2063
played a key role of facilitating the increased relevance of
networking amongst organisations. Other success factors
include the Group Requirements of Multinational Corpo-
rations, stakeholder relationships and affiliation to inter-
national bodies such as the WBCSD. Having a wide net-
work of members from different industrial sectors reduced
the reliance on one industry sector and hence guaranteed
a wide pool of subscriptions for the association. Good
governance practices and adherence to constitutionalism
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Sustainability Nexus Forum (2024) 32:9 Page 15 of 16 9
played a major role in growing and retaining the reputation
and value creation of the BCSDZ over a period of 30years
without liquidation or bankruptcy.
The progression of the BCSDZ is not without strife.
Some of the major obstacles faced by the network include
lack of financing to support in-company CE measures such
as replacement of old production equipment, insulation of
boilers, installation of renewable energy equipment and
installation of energy efficient equipment. Most financing
from subscriptions, donors and other sources was restricted
to training, capacity building, advocacy, policy advise, semi-
nars, webinars and annual conferences. Very little if any was
allocated to individual company investment. This makes, the
BCSDZ contribution to CE limited to awareness raising and
information dissemination. The BCSDZ could have a bigger
impact if it can partner with financiers to implement pro-
jects that have a financing component focusing on in-plant
improvements. Other barriers relate to the differing culture
amongst organisations, hence the level of appreciation of
CE varies. Furthermore, geographical spacing of members
presents logistical challenges in ensuring equitable distribu-
tion of activities amongst BCSDZ Members scattered across
Zimbabwe. Pandemics such as Covid-19 presented major
barriers as it was difficult to meet with members and the
association undertook events virtually for 2years without
a physical meeting due to the Covid-19 pandemic. Whilst
most revenue emanates from subscriptions and donor financ-
ing, this is not enough to finance in-company initiatives. The
association must explore emerging financing models such as
crowdfunding, consultancy model where it also charges for
some of the technical advice it provides. This may allow the
association to undertake consultancy assignments. In order
to navigate this terrain, the BCSDZ may have to consider
its not-for profit legal status and experiment with other legal
status types that allow for great flexibility in fundraising.
Categorisation of consultancy category in proper corporate
membership category is highly recommended. The need
to geographically distribute activities and have coverage
in remote and marginalised areas is an imperative if the
BCSDZ is to endear itself with new members and existing in
areas outside the capital city. Although the BCSDZ currently
has a decent, membership of 88, this can be improved with
an aggressive Membership and Recruitment drive. Tapping
into new industry sectors beyond the traditional manufac-
turing, mining and primary production sectors is a key step
towards building a long lasting network. The research also
draws recommendations in line with other trends in research
within the domain of sustainability such as (Sala etal. 2020).
Drawing from the research presented in this study, policy
makers can establish measures that promote networking and
collaboration in the areas of sustainable development. Fur-
thermore, business enterprises are recommended to affiliate
to groupings that champion Circular Economy (CE) and
enable the exchange best practices. In the case of the Sustain-
able Business Networks themselves, new ways of resource
mobilisation are essential in order to facilitate long-term sus-
tainability. Diversifying income sources is another key rec-
ommendation essential for scaling up networks and collabo-
ration. The findings of this research have external validity and
recommendations can be applied in multiple contexts. The
relevance of the findings extends beyond academic discourse.
This sync with the approaches adopted by other researchers
such as; (Schneider etal. 2022) who have done research that
transcends the scientific research community.
5.1 Future research paradigms
Future research should explore the effects of network par-
ticipation on organisational culture as well as the effect of
network participation on revenue of an organisation. The
interaction between governance regimes on the sustainabil-
ity of the network is also a possibility of further exploration.
Empirical applications of business models are necessary in
order to find out how to generate income in networks. Finally,
the effect of legal status on the efficiency and effectiveness of
a network remains under-researched and could provide neces-
sary clues for sustainable development networks.
Data availability Data is available on request.
Declarations
Conflict of interest On behalf of all authors, the corresponding author
states that there is no conflict of interest.
Open Access This article is licensed under a Creative Commons Attri-
bution 4.0 International License, which permits use, sharing, adapta-
tion, distribution and reproduction in any medium or format, as long
as you give appropriate credit to the original author(s) and the source,
provide a link to the Creative Commons licence, and indicate if changes
were made. The images or other third party material in this article are
included in the article’s Creative Commons licence, unless indicated
otherwise in a credit line to the material. If material is not included in
the article’s Creative Commons licence and your intended use is not
permitted by statutory regulation or exceeds the permitted use, you will
need to obtain permission directly from the copyright holder. To view a
copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.
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