SE-ON-202100-3062-MFS Stockholm University Minor Field Studies (MFS) är ett Sida-finansierat stipendieprogram som ger studenter möjlighet att genomföra fältstudier i länder där Sverige bedriver utvecklingssamarbete. Projektets övergripande mål är att, genom att ge studenter erfarenhet av fältarbete i de länder där den svenska regeringen har beslutat om strategier för svenskt utvecklingssamarbete, främja spridning av kunskap om internationellt utvecklings-samarbete inom svenska lärosäten och till externa aktörer både i Sverige och i utlandet. Insatsen förväntas leda till en ökad och mer systematisk användning av svenska studenters kompetens och erfarenheter inom svenskt internationellt utvecklingssamarbete. Sida (The Swedish International Development Cooperation Agency) mfsprogramkontor@su.se https://www.su.se/enheter/minor-field-studies-programkontor 13457000 9659000 SE-ON-202100-3062-GRP Stockholm University The Global Resilience Partnership brings together 90+ partners working towards a resilient world in a shifting risk landscape. Together, we translate resilience science and innovation into policy, investment, and impact. GRP operates as a partner organisation through two distinct yet aligned organisational units, one located in South Africa, through the independently registered GRP Non-Profit Company (GRP NPC), and the other in Sweden, through the Stockholm Resilience Centre (SRC). While they share a unified vision and mission, each operates as a separate legal entity. We implement projects drawing from our vast network of collaborators and partners, strengthened by additional technical expertise as required. Our capacity to implement at scale is enabled through funding and support from a diverse set of funders, such as Sida, FCDO, Trafigura Foundation, Shockwave Foundation, and Munich Re Foundation. The partnership consists of: 1. GRP Partners – 90+ Organisations active in resilience that share GRP’s vision and values and who have formally joined the Partnership. 2. Advisory Council – The Advisory Council is an independent advisory body, selected to enhance Partner capabilities, resources, and networks to increase the scale and impact of our work. 3. GRP Secretariat – An agile team that convenes and catalyses actions by the Partners and implements specific activities on behalf of the Partnership. GRP is working together with our Partners through our key programmes to drive systemic change for resilience. The key programmes are: * Innovation challenges * Resilience Science Must-Knows * Resilience Hub * Mobilising Business for Resilience * Seeds of Transformative Resilience * South to South Resilience Academies * WYSER leaders: Women and youth scaling engagement in resilience GRP’s work is built around an integrated resilience model that connects innovation, knowledge, and policy influence. These are not separate programmes. They are one system. Together, this integrated approach strengthens pathways from ideas to implementation and from evidence to action. The four long-term outcomes are: * Outcome 1 : Transforming Food and Financial Systems * Outcome 2 : Scaling Innovative Formal-Informal Collaborations * Outcome 3 : Increasing Inclusive Transdisciplinary Learning * Outcome 4 : Embedding Resilience in the Private and Financial Sectors * Our vision is: An inclusive world in harmony with nature, that is better prepared to cope with shocks, adapt to change, and transfor - all within planetary boundaries. * Our Impact contribution: By 2030, we aim to have supported 15 million people and to have leveraged $100 million in resilience initiatives and programmes. The Swedish International Development Cooperation Agency, Sida SOLOS Ltd Migrasia, The Migrasia Center for Global Assistance Inc. Youth Innovation Lab The partnership was launched in 2014 by the Rockefeller Foundation, Sida, and USAID, and operated under a host organization model. Global Resilience Partnership Ida Gabrielsson Senior Project Manager igabrielsson@globalresiliencepartnership.org https://www.globalresiliencepartnership.org/ Global Resilience Partnership 55 Salt River Road, Salt River, 7925 Cape Town Global Resilience Partnership Stockholm Resilience Centre Stockholm University, Roslagsvägen 28 | SE-10691 Global Resilience Partnership Emma Ludvigsson Operations Director eludvigsson@globalresiliencepartnership.org Global Resilience Partnership Ida Gabrielsson Communications Director Places where focus on building resilience where it is needed most include countries in sub-Saharan Africa, South and South East Asia and Small Island Developing States (SIDS) in the Pacific and Caribbean. The regions and local groups with observed high human vulnerability risk is identified in the Working Group II contribution to the IPCC Sixth Assessment Report, 2022. GRP will therefore focus its efforts on Official Development Assistance (ODA) eligible countries that are vulnerable to climate change impacts, whilst also recognising that global drivers (e.g. trade, markets, or finance) are likely to be located elsewhere. Building systemic resilience requires working at the local and regional levels as well as tackling the global and more distant drivers. See above description. See above description. GRP support to environmental governance, partnerships, and institutional capacity to strengthen resilience to climate and environmental challenges. GRP support to the protection, restoration, and sustainable management of ecosystems to strengthen biodiversity, ecosystem services, and resilience to climate change. GRP support to integrated water resources management and ecosystem-based approaches to strengthen water security and resilience to climate-related risks. GRP support to climate-resilient and sustainable agricultural development to strengthen livelihoods, food security, and adaptive capacity to climate change. GRP support to resilient rural livelihoods and sustainable food systems to strengthen long-term food security and resilience to climate-related shocks. GRP support to disaster risk reduction by strengthening resilience, preparedness, and adaptive capacity to climate-related and natural hazards. GRP support to climate-resilient urban development, planning, and governance to strengthen cities' resilience to climate-related and other shocks. GRP support to the restoration and sustainable management of ecosystems to strengthen biodiversity, ecosystem services, and climate resilience. GRP strengthens resilience and adaptive capacity to climate-related hazards through locally led action and innovation. GRP builds multi-stakeholder partnerships to mobilize knowledge, finance, and innovation for resilience. GRP support to ecosystem restoration and nature-based solutions to strengthen biodiversity and ecosystem resilience. GRP promotes resilient cities and communities through sustainable planning and disaster risk reduction. GRP support improvements of water security and sustainable water resource management to enhance climate resilience. GRP support strengthening of resilient food systems and climate-smart agriculture to improve food security. GRP support reduction of vulnerability by strengthening the resilience of communities and livelihoods to climate and environmental shocks. The activity strengthens the resilience of vulnerable communities, institutions and ecosystems to the impacts of climate change through locally led adaptation, knowledge generation and innovative resilience solutions. Reducing disaster risk is a principal objective of the activity through improved preparedness, risk-informed planning, adaptive capacity and resilience to climate-related and other natural hazards. Environmental sustainability is a principal objective of the activity, integrating ecosystem stewardship, sustainable natural resource management and nature-based solutions to strengthen long-term resilience. Gender equality is intentionally integrated throughout the activity by promoting the participation, leadership and empowerment of women and girls and addressing gender-related barriers to resilience. The activity promotes inclusive governance by strengthening participation, local ownership, accountability and collaboration among communities, governments, civil society and other stakeholders in resilience decision-making. 15000000 15000000 9000000 Strategy document for the period 2024-2029 2.1 The overall objective (s) of the Project is to together with Partners, work to advance climate resilience by identifying and scaling locally-led innovations, sharing and generating knowledge, and shaping resilience policy and investments. Global Resilience Partnership’s (GRP) theory of change is organised around four long-term outcomes, namely: - Transforming food and financial systems - Scaling innovative formal – informal collaborations - Increasing inclusive transdisciplinary learning - Embedding resilience in the private and financial sectors Progress Summary The following section presents a summary of progress across our four long-term outcomes. Outcome 1 : Transforming Food and Financial Systems Through our Innovation Challenges, we delivered strong, measurable results in advancing locally-led climate innovation. HKH-ICE grantees supported over 10,700 people across four countries and mobilised approximately USD 961,000 in follow-on investment, signalling early commercial viability and investor confidence. Across RAIN 2 and 3 cohorts that implemented their projects for 12 and six months, respectively, grantees delivered locally adapted solutions in agriculture while building partnerships and accessing new financing opportunities. The 11 RAIN 2 grantees supported 48,511 people and mobilised USD 742,046 at the end of the grant period. RAIN 3 projects collectively supported 23,583 individuals and mobilised USD 562,936. GRP continued to generate actionable knowledge on transformative resilience through the Seeds of Resilient Food Systems. Through the Seeds research, 28 RAIN initiatives (19 from RAIN 2 and 9 from RAIN 3) were assessed, producing structured evidence on what enables locally led transformation in food systems. This work resulted in the development of initiative-specific fact sheets for RAIN 2 grantees, translating complex research into practical, user-friendly outputs that initiatives have already begun using to reflect, adapt, and strengthen their strategies. The research also identified clear system-level insights, including the importance of community alignment, flexible financing, and strong partnerships in enabling scale and resilience outcomes. Findings from the Seeds research informs GRP’s policy and investment priorities, while learnings from the projects on the ground are used to inform the development of new theory on transformative resilience as well as a forthcoming peer-reviewed publication. Outcome 2 : Scaling Innovative Formal-Informal Collaborations In 2025, we focused our efforts advancing scaling of climate resilience solutions in informal urban contexts through Urban Resilience in Informality by combining community-led action with innovation pipelines. Through the Roof Over our Heads (ROOH) Campaign, over 7,000 people were supported across 60 settlements in 38 cities, while over 1,000 people were trained, strengthening local construction ecosystems for heat-resilient housing. The establishment of 60 settlement-level ROOH Labs created functioning local adaptation markets, generating evidence, workforce capacity, and demonstrated demand for climate-resilient infrastructure. ROOH elevated informality within global climate policy processes, contributing to new institutional recognition (e.g., Informality Working Group) and embedding grassroots housing within COP30 discussions. This shifted the narrative from vulnerability to investible opportunity, supported by new investor linkages and increased visibility of community-led solutions. Complementing this, the RISE Urban Challenge attracted 577 applications globally, selecting high-potential innovations addressing urban resilience in informal settings. By the end of implementation, RISE projects aim to support over 72,000 people and mobilise more than USD 630,000, demonstrating strong projected impact. The Resilience Hub contributed to amplifying local voices and translating resilience knowledge into policy and investment outcomes. In 2025, the Resilience Hub convened over 15,000 participants and 77 partner organisations, strengthening its role as a leading global platform for coordinated climate resilience action. The introduction of an open Expression of Interest process broadened participation, with 44% new organisations engaged. It contributed directly to policy and investment outcomes by supporting the launch of key frameworks and initiatives, including the Resilience Science Must-Knows. It also facilitated concrete national policy signals, such as adaptation planning processes in countries like Sri Lanka and Peru, demonstrating influence beyond dialogue into implementation. New coalitions and platforms mobilised action and finance, including initiatives targeting USD 3 billion in resilience investment, while campaigns like Race to Resilience reported cumulative impacts reaching hundreds of millions of people and mobilising USD 4.2 billion. The Resilience Hub also strengthened links between local actors and global processes, ensuring frontline perspectives shaped global agendas. The Resilience Hub also mobilised USD 935,000 in sponsorship. Outcome 3 : Increasing Inclusive Transdisciplinary Learning GRP strengthened the uptake and application of resilience knowledge globally through Transformative Learning. The Resilience Science Must-Knows initiative synthesised 150 inputs into nine core insights, and engaged 162 decision-makers across 134 organisations, producing a widely recognised, actionable framework for resilience decision-making. At COP30, the Resilience Science Must-Knows report was launched at the Resilience Hub. The Southern African Resilience Academy (SARA) convened an in-person meeting held in April 2025 with representation from eight working groups to begin their synthesis work and develop plans for both academic and non-academic knowledge products. This meeting was followed by two online skill clinics in July and November 2025 for six of the working groups, focusing on building synthesis skills and monitoring and evaluation. SARA proceeded with the finalisation and dissemination of the “Equitable Resilience” (SARA2) Special Issue on the scientific journal “Ecology and Society”. Due to funding cuts, the agreement between CST and GRP was terminated from 1 January 2026, and SARA plans for 2026 activities were cancelled. In 2025, GRP also started a collaboration with the Universidad Autónoma Metropolitana, Mexico to set up a Latin American South-to-South Academy (LARA). Through the year, a model for the Academy was developed in collaboration with SARA. A system and plan for advertising a call for working groups was set up as well as a date and programme for launching in December 2025. These plans were cancelled as, due to funding cuts, the Academy will not proceed. The Women and Youth Scaling Engagement in Resilience (WYSER) Leaders initiative aims to empower young professionals and women in climate resilience through targeted mentorship, innovation support, and gender-responsive policy development. Through the Global South Talent Pool, two out of three interns transitioned into full-time roles. Following a landscape assessment of youth leadership in climate resilience, GRP designed a structured Virtual Youth Leadership Academy, which will take place in 2026. The academy will draw on insights from the Youth Learning Report (launched early 2026) and stakeholder consultations to develop an accessible and practice-oriented curriculum. Consultations and curriculum development are ongoing, and delivery has been scheduled for 2026. Outcome 4 : Embedding Resilience in the Private and Financial Sectors GRP launched the Mobilising Business for Resilience (MBR) platform at COP30, securing eight founding corporate signatories (Aon, ASTM, Bentley Systems, Blue Marble, Danone, LinkedIn, Mercy Corps Ventures, and Pula), as well as a strategic knowledge partnership with the International Finance Corporation (IFC). This marked a concrete step in rebuilding momentum following the PREPARE Call to Action, and sustaining private sector commitment to mobilising over USD 3 billion for resilience. Through high-level engagements, including London Climate Action Week and COP30, GRP convened 17 major companies across key sectors including finance, food systems, infrastructure, and technology, alongside global policymakers, directly influencing dialogue on barriers to private sector investment and identifying pathways to unlock co-investment, de-risking mechanisms, and enabling conditions for scaling resilience finance. The initiative also delivered tangible outputs to strengthen the business case for resilience. The Climate Resilience Awards for Business attracted 142 case studies from 45 countries, with 83% participation from SMEs. In 2025, the Mobilising Business Schools for Adaptation (MBA) initiative engaged 22 students from leading global business schools, providing technical assistance to locally led adaptation initiatives across 15 countries. This engagement contributed to supporting innovation and capacity development in the Global South. One of the key achievements of this initiative was the delivery of targeted training and business school curriculum integration. The flagship case-based training module on climate resilience and adaptation finance reached 143 students in person, with additional participants engaged online. Through structured learning formats, including case analysis, value-chain mapping, and applied problem-solving, participants developed practical skills to identify financing barriers and design market-based resilience solutions. Indicator Progress at a glance In 2025, the Global Resilience Partnership: Supported over 82,000 people to build resilience Mobilised over US$3.2 million investments into resilience Generated over 50 knowledge products and events More than 51,000 individuals reached by knowledge products and events. 5.3 Operations and Finance The Operations and Finance team continues to support the GRP Secretariat’s operations and activities during this reporting period. We follow our Routines and Procedures document, which guides GRP’s operations at SRC. The revised document was approved in early 2025 by the Leadership at SRC and has previously been shared with Sida. It outlines the due diligence work GRP performs on our Implementing Partners (including screening against EU Sanctions Lists), as well as Stockholm University’s guidelines on anti-corruption, guidelines for gifts and hospitality at Stockholm University, SRC’s Food and Drinks Policy, GRP’s Whistleblower Function, Stockholm University's hotline for anonymous tips about harassment, intimidation, and corruption, SRC and GRP’s risk management plans, etc. GRP at SRC also follows SRC’s HR Policy, SRC’s Code of Conduct, and Stockholm University’s Gender Equality Policy. GRP staff need to confirm that they have read and intend to comply with the SU document Harassment and victimisation to prevent any harassment, victimisation and discrimination. Our Implementing Partners provide measures taken on anti-corruption and SEAH in their annual narrative reports. The GRP Secretariat completed the United Nations Office on Drugs and Crime’s training: Introduction to Anti-Corruption and U4 Anti-Corruption Resource Center - Anti-Corruption I: The Basics. GRP staff at SRC together with SwedBio also attended a half-day anti-bribery and anti-corruption training led by PwC in December. During this reporting period, we have managed contracts and procurements as well as agreements with both funders and implementing partners. The finance team has compiled financial reports as required by donors, on quarterly, half year and yearly basis. Regular internal budget updates have been provided to the team. To support the Resilience Hub at COP30, the Operations and Finance team managed one sponsorship agreement, provided financial overview, supported with contracting and procurements including being the link to Stockholm University to ensure all procurement rules were followed, payments and invoices were processed, as well as ensuring all follow-up and audits were completed as required. We have been audited on a financial level regarding our Sida project 2025 and on our two UNDP projects. UNDP performed a HACT Spot check for UNDP funds received between 2022-2024, all audits had no or minor remarks. This is a result of previous years’ work in establishing routines and procedures that consider risk and compliance as well as providing support for all staff to follow the regulations. Over this reporting period, GRP’s programme at SRC has had the following active funding agreements: Sida (2024-2026) UNDP ISGAP LTA (2023-2026) ORRAA Inc for work with ORRAA with funding from Canada (2023-2026) ORRAA Inc for work with ORRAA with funding from UK DEFRA (2023-2025) FCDO via Rockefeller Philanthropy Advisors (RPA) for support to COP30 While SU’s financial system continues to face ongoing challenges and system errors since its launch in 2022, issues which have been reported in previous annual reports, it is important to note that SU’s systems remain highly regulated and operate in accordance with established protocols. Additionally, there have been long waiting times to begin procurements, which has caused some delays in dispersing funds. This caused a minor issue with extending the contract for the previously procured Agent of Record for contracting interns for the Global South Talent Pool. However, due to funding cuts, we decided not to proceed with the Global South Talent Pool and therefore cancelled the larger procurement for the Agent of Record service. In 2025, GRP had one implementing partner under the Sida workplan, Centre for Sustainability Transition (CST) at Stellenbosch University. The agreement with CST was for the period 2024-2027. CST’s efficiency audit was finalised in 2025 as planned. The audit reviewed CST’s operational and financial control systems, such as Risk Management, Anti- Corruption, and Anti-Bribery. The efficiency audit recommendations included regular risk management training and review to verify adherence to the anti-corruption policy across suppliers and partners. CST held training sessions about internal control during the year and matters of internal control and anti-corruption are continuously addressed in weekly staff meetings. CST signs agreements with service suppliers and competitive quotes are compulsory aligning with settled procurement regulation’s threshold amounts. Guidelines for Internal control have been uploaded on the CST-intranet for easy access and use, and all financial transactions are reviewed with regard to risk and anti-corruption compliance. Along with their financial and narrative reporting for 2025, CST have reported the measures and actions they have performed in regards to the efficiency audit recommendations. In December 2025, GRP was informed by Sida that it should no longer forward funds to CST due to strategic changes within Sida. GRP notified CST and formally sent a termination of agreement notice in January 2026. In 2025, we also started the due diligence process for the RISE Innovation Challenge Grantees. Three of the RISE grantees, Youth Innovation Lab, Migrasia, and SOLOS, will be supported by Sida funding through forwarding of funds in 2026. The grantees completed an organisational self assessment (OSA) form and included relevant documents such as their anti-corruption policy, financial policy, previous audits, and proof of registration. All the grantees were also screened against the EU Sanctions List. GRP had close contact with Sida about this process and shared all due diligence documents with Sida as well as the process for selecting the final grantees. Sida gave the final approval of forwarding funds to the grantees in early 2026 and agreements were successfully signed with the three organisations.