Hacia una nueva relación entre empresas y comunidades

Transcripción

1. 0:06 I want to share with you a personal story that changed my life.
2. 0:12 Well, that story goes back to the time sustainability concept was being carved many, many years ago.
3. 0:18 And this is something that's very much in our minds today, so it's kind of actual.
4. 0:23 So, I was very close to nature all my life.
5. 0:26 Since I was two years old, my grandfather and his friend, an indigenous Brazilian guy, would take me to nature.
6. 0:32 And they taught me everything I know and love about nature.
7. 0:36 But during a period of my life, later on, I spent almost over a decade away from nature,
8. 0:44 because I became an Olympic athlete, and played for my country, and also studied medicine.
9. 0:51 And that combination took me away from nature for a long time.
10. 0:56 Well, that drove me completely crazy, and I decided to create a strategy to go back to nature,
11. 1:02 so my coach wouldn't kill me.
12. 1:04 And that strategy was to go on an expedition.
13. 1:08 So, I led and designed and led several expeditions all my life, some 25,
14. 1:16 to the farthest corners of the world, the wildest places, like the climb da Concagua, for example,
15. 1:23 the highest mountain out of the Himalayas, southern Argentina, southern Andes, Argentina, Chile.
16. 1:32 Twice.
17. 1:33 Once, I took over, I took up there a very big TV crew.
18. 1:37 The second time, I soloed, I did it alone.
19. 1:40 I walked the glaciers of Patagonia, went to Pantanal, Central Africa, across the Sahara, east-west,
20. 1:49 and the times you could do that, because I could drive then.
21. 1:52 Today, if you fly over it, you may be shot down, so times had changed.
22. 1:58 And climbed Kilimanjaro and many different things.
23. 2:01 So, I've been...
24. 2:01 You name it, I've been there.
25. 2:05 By being there, I was exposed to problems of nature that I had no clue existed, really didn't.
26. 2:13 And I started to...
27. 2:14 That bothered me very much, so I started to research and realized a lot of people already knew about this,
28. 2:20 but I didn't, so there's already environmental movements going on.
29. 2:25 This is about mid-80s.
30. 2:27 And so, I decided...
31. 2:31 I decided to understand what was going on.
32. 2:35 So, I reached out to people that I felt was much smarter than I am.
33. 2:40 Well, they still are.
34. 2:42 But those people were basic businessmen.
35. 2:44 They were not environmentalists.
36. 2:46 I didn't have environmentalist friends at the time.
37. 2:48 So, mostly businessmen, one big scientist, and I started to talk about it.
38. 2:52 And we concluded at the end that most...
39. 2:56 A big part of the reason for the environmental degradation,
40. 3:01 was money, was making a buck.
41. 3:05 Let's elaborate on that.
42. 3:08 You get...
43. 3:10 Let's separate two very, very extreme groups.
44. 3:14 Very big industry, and the poorest of the poor.
45. 3:18 Big industry, they make money by producing things and selling things,
46. 3:23 and they raise a lot of...
47. 3:24 They make a lot of money, they pay dividends to their shareholders.
48. 3:26 That's how it works.
49. 3:28 In doing so, they use some technologies that are not...
50. 3:31 Not really the best, or they weren't perfect at the time,
51. 3:36 and it generated environmental consequences
52. 3:39 that probably they weren't even aware of those consequences at the time.
53. 3:46 In the other side of the spectrum,
54. 3:48 you have the poor of the poor, the little families.
55. 3:51 Let's picture one family in the middle of Amazonia,
56. 3:54 living out of directly natural resources.
57. 3:57 They have to chop one hectare per year of that forest.
58. 4:00 Otherwise, they...
59. 4:01 They die.
60. 4:02 So, simple enough, they have to do it.
61. 4:05 So, basically, both of them are about making money,
62. 4:08 and they're generating a negative impact in nature.
63. 4:12 So, with that conclusion,
64. 4:15 I got back those people that I mentioned a little while ago,
65. 4:20 those smart guys,
66. 4:21 and we created an institution,
67. 4:24 Pro Natura,
68. 4:26 as a form of contribution.
69. 4:28 It was our contribution to try to address the problem.
70. 4:31 Pro Natura was born in 1985 in Brazil
71. 4:34 as an environmental sustainable development agency,
72. 4:43 media agency.
73. 4:45 And it had...
74. 4:48 We came up with a 50-year plan, 5-0,
75. 4:51 not common at the time, not my idea either,
76. 4:54 one of the smart guys,
77. 4:56 and that was very helpful,
78. 4:58 one of the best things we've ever done.
79. 5:00 And we...
80. 5:01 We then went on,
81. 5:02 and what Pro Natura did,
82. 5:04 its focus was to build sustainable economic anchors
83. 5:09 in impoverished regions
84. 5:12 with sensitive populations
85. 5:14 that needed a different economic model
86. 5:17 to have a dignified quality of life
87. 5:20 without destroying nature.
88. 5:22 That was the purpose.
89. 5:24 So, we started doing it,
90. 5:26 developed the methodology,
91. 5:27 we implemented it in some 60,
92. 5:29 over 60 countries,
93. 5:31 and 30 years went on of the 50-year plan.
94. 5:35 And we then decided to scale it up.
95. 5:39 That was part of the plan.
96. 5:40 The next 20 years was scaling it up.
97. 5:41 But so, we then partnered
98. 5:43 with the best institution we found for that.
99. 5:46 This was the International Finance Corporation.
100. 5:50 That is the private investment arm of the World Bank.
101. 5:54 The best and the biggest financial institution
102. 5:58 specialized in development.
103. 5:59 They had 60 years of experience,
104. 6:02 twice as what we have,
105. 6:04 that's the way we had at the time.
106. 6:06 So, this was about 2015.
107. 6:08 And together we created something we call today
108. 6:12 the Shared Value Platform.
109. 6:14 The Shared Value Platform
110. 6:16 is an operational and financial structure
111. 6:19 that deploys sustainable,
112. 6:24 climate-friendly, inclusive economies
113. 6:27 in those...
114. 6:29 impoverished regions,
115. 6:31 the farthest corners of the world,
116. 6:33 but with a specific characteristic.
117. 6:35 Those regions must be on the area of influence
118. 6:38 of very, very large investments.
119. 6:41 Oil, mining, road, rail, hydro, so forth.
120. 6:46 Why is that?
121. 6:47 Why do we choose to do that in these areas of influence?
122. 6:52 It's because those industries,
123. 6:53 the purpose of the Shared Value Platform
124. 6:55 is to create real-scale economic models,
125. 6:59 models of sustainable economic living.
126. 7:02 So, those areas around those big industries,
127. 7:07 big investments, mega-investments,
128. 7:09 multi-billion dollar,
129. 7:11 those industries are capital-intensive,
130. 7:14 they are not labor-intensive,
131. 7:16 they don't employ much,
132. 7:19 and the little bit they employ
133. 7:20 is very high-quality and skilled people
134. 7:24 that you don't find in that region.
135. 7:26 However,
136. 7:27 they do create
137. 7:29 an illusion
138. 7:29 and an impression of wealth.
139. 7:32 Billions of dollars come into my region,
140. 7:34 I'm going to get rich,
141. 7:35 or at least I'm going to get a job.
142. 7:36 I'm going to make a buck.
143. 7:38 And it never happens.
144. 7:40 And once that doesn't happen,
145. 7:42 it generates frustration.
146. 7:44 Frustration leads to social unrest,
147. 7:48 social unrest leads to social degradation,
148. 7:50 violence,
149. 7:51 and leads to the mess we have today.
150. 7:54 The difference between regions
151. 7:56 that those investments happen
152. 7:58 and regions that don't
153. 7:59 is that when they happen,
154. 8:01 they accelerate the process
155. 8:03 and the region gets destroyed much faster.
156. 8:05 Well, the platform has a methodology
157. 8:08 that reverts that process
158. 8:10 and creates a much faster example
159. 8:14 of positive impact.
160. 8:17 The platform uses the financial muscle
161. 8:19 that goes into a region with such investments
162. 8:23 and turn them into a sustainable economy
163. 8:25 for those regions.
164. 8:27 Reducing everybody's risk,
165. 8:29 the business,
166. 8:30 the government,
167. 8:31 the communities,
168. 8:32 and nature.
169. 8:33 I'll tell you how that works.
170. 8:36 It works in two phases.
171. 8:39 Phase one is we go into a region,
172. 8:43 map stakeholders,
173. 8:45 engage them.
174. 8:46 First exercise we do is choose the value chains
175. 8:50 that are appropriate for them,
176. 8:52 with them.
177. 8:53 They need to own this.
178. 8:55 So, let's imagine,
179. 8:56 we come up with between four and eight value chains
180. 9:00 of an economy that could be linked somehow
181. 9:02 to the investment,
182. 9:03 but ideally not.
183. 9:04 Ideally, they would become independent someday.
184. 9:06 So, once you have, let's say,
185. 9:08 six business plans,
186. 9:10 you have an investable pipeline.
187. 9:12 With investable pipeline,
188. 9:14 you can know exactly how much money you need
189. 9:17 to bring those business to fruition.
190. 9:19 Those are all social businesses, okay?
191. 9:22 But they need to grow at scale
192. 9:24 to become an economic anchor.
193. 9:25 So, once you have that picture
194. 9:29 of how much money you're going to need
195. 9:30 through a period of time,
196. 9:33 usually 10 to 15 years,
197. 9:36 more to 15 than to 10,
198. 9:37 to build them properly,
199. 9:39 you then raise the money.
200. 9:42 And the money has special characteristics in this case.
201. 9:45 It's something called a blended finance facility.
202. 9:50 A blended finance works like this.
203. 9:53 About 20% of the amount of money
204. 9:55 raised are necessary for building the business plans,
205. 10:00 investing on them,
206. 10:01 is non-profit impact,
207. 10:03 philanthropic capital.
208. 10:05 And 80% is for-profit impact capital.
209. 10:10 The 20% of this invests
210. 10:13 in de-risking that portfolio of investments
211. 10:16 so that the for-profit money
212. 10:19 has the appetite to invest.
213. 10:22 Otherwise, it would not show up.
214. 10:23 Private sector investors,
215. 10:25 they have to measure risk and return,
216. 10:28 and if the risk is too high,
217. 10:30 they just don't invest.
218. 10:31 So, the money would not be available
219. 10:32 to those businesses.
220. 10:33 By de-risking them, they invest.
221. 10:36 So, let me give an example of that.
222. 10:39 Let's imagine we're going to do
223. 10:40 over the middle of Amazonia,
224. 10:41 in an area we have a big hydro dam,
225. 10:43 and you then have 30,000 fishermen,
226. 10:50 subsistence fishermen,
227. 10:50 that went out of fish,
228. 10:52 because it's no longer a river,
229. 10:54 it's a lake now.
230. 10:54 So, they want to continue to do fish,
231. 10:57 so they have to become fish farmers.
232. 10:59 In order for them to become fish farmers,
233. 11:01 you need to teach them a lot of technology,
234. 11:04 because it's a big jump
235. 11:05 from one to the other.
236. 11:08 So, you use that impact capital
237. 11:11 for non-profit impact philanthropic capital
238. 11:14 to train them.
239. 11:16 Once you train them,
240. 11:18 the for-profit capital is going to look,
241. 11:20 okay, I have this business to invest,
242. 11:21 I have this skilled labor right here,
243. 11:23 so I'm safe to invest.
244. 11:26 So, they do.
245. 11:27 Otherwise, they wouldn't.
246. 11:28 So, this is an example of the blended finance,
247. 11:30 how it works.
248. 11:32 So, once this is the phase one,
249. 11:35 and what I just gave you is an example of a pilot.
250. 11:39 We always do, within phase one,
251. 11:41 one pilot of one of the business chains,
252. 11:44 so we can show to the communities
253. 11:46 what we're talking about,
254. 11:47 what they should look forward to,
255. 11:49 and to investors,
256. 11:51 a proof of concept of that investment.
257. 11:53 So, that's all fine.
258. 11:55 So, once this is all designed,
259. 12:00 we go to the market, raise the money,
260. 12:02 make investments,
261. 12:03 and then this phase two
262. 12:05 is making the investments over 15 years.
263. 12:07 Now, the level of complexity
264. 12:10 that we're talking about here,
265. 12:12 at the scale we're talking about,
266. 12:15 millions of people involved,
267. 12:17 billion-dollar investments in social businesses,
268. 12:19 this is never done before,
269. 12:20 has never been done.
270. 12:21 So, we need,
271. 12:23 the only way to do it is two partnerships.
272. 12:25 You need all sectors of society,
273. 12:28 government, private sector, academia, NGOs,
274. 12:32 everybody needs to be part of this process.
275. 12:36 So, the first step we did
276. 12:37 in order to gather all those people
277. 12:39 is the International Finance Corporation
278. 12:41 partnered with Fundação Getúlio Vargas,
279. 12:44 which is a very big think tank in Brazil,
280. 12:46 very prestigious,
281. 12:47 one of the five biggest in the world.
282. 12:49 They gathered 200,
283. 12:51 of those different institutions
284. 12:53 from all walks of life,
285. 12:54 for two and a half years,
286. 12:56 working very hard
287. 12:58 in six different thematic groups,
288. 13:00 and they came up with a set of guidelines
289. 13:03 that would make large investments
290. 13:06 in the Amazonia ecosystem
291. 13:09 sustainable and generating a positive impact.
292. 13:13 What should happen
293. 13:14 for that to be positive impact,
294. 13:17 not negative impact?
295. 13:18 So, with the guidelines scheduled,
296. 13:21 whether it's 200 institutions in the world,
297. 13:24 we matched with the methodology
298. 13:26 of the Shared Value Platform
299. 13:28 and it was a perfect match.
300. 13:30 So, we decided to implement it.
301. 13:33 We decided for four countries,
302. 13:36 implemented first.
303. 13:39 Peru, Brazil, Mozambique, and Nepal.
304. 13:43 I won't go into details why each one,
305. 13:45 but believe me,
306. 13:47 these are choosing each one for a reason.
307. 13:50 Once we decided to implement it,
308. 13:52 we brought in,
309. 13:53 we had Pro Natura,
310. 13:54 an international finance corporation,
311. 13:56 so we invited two other partners,
312. 13:58 the Water Resources Group,
313. 14:00 which is a structure that came out
314. 14:02 of the World Economic Forum,
315. 14:05 and it's formed by the World Bank leading it,
316. 14:08 and Harvard University.
317. 14:09 So, very good pedigree.
318. 14:11 And another group was Madeira Group.
319. 14:14 The Madeira Group is a private independent group
320. 14:18 that measures the sustainability results
321. 14:23 of private sector investments.
322. 14:26 It's a very specific niche
323. 14:28 and you need this independently done,
324. 14:31 as Madeira does,
325. 14:33 for attracting the impact capital
326. 14:36 that wants the impact,
327. 14:37 apart from their profits as well.
328. 14:40 So, we started the implementation of that
329. 14:43 and in the end of the day,
330. 14:46 the platform really doesn't,
331. 14:48 want to save the world.
332. 14:50 We're not arrogant enough,
333. 14:51 a little bit,
334. 14:52 but not enough,
335. 14:53 to say we're going to save the world.
336. 14:55 What we want to do with the platform
337. 14:56 is to create real scale models
338. 15:00 that can be then replicated
339. 15:05 and dissipated around the world
340. 15:06 for everywhere.
341. 15:07 Nothing succeeds more than success.
342. 15:09 So, very smart guy told me that too.
343. 15:12 So, you having good examples,
344. 15:15 it's going to be replicated
345. 15:16 and there we go.
346. 15:18 So, one last piece of message
347. 15:22 that we really believe in
348. 15:24 is that private sector
349. 15:26 has a very important role to play here.
350. 15:29 It has the cash,
351. 15:30 it has the technological resources.
352. 15:35 Arguably, those were used
353. 15:36 to create the problem,
354. 15:38 in some instances,
355. 15:40 but they are the ones
356. 15:41 that need to be leading this process
357. 15:43 to create the solution
358. 15:45 at the scale we need.
359. 15:48 And one last element,
360. 15:50 if you want to pinpoint
361. 15:52 one success factor for this alone,
362. 15:57 is partnerships.
363. 15:58 No one does this alone.
364. 16:00 So, with new communications and all that,
365. 16:02 we really need everybody to come together
366. 16:05 and to do this together.
367. 16:06 So, this is a very good example
368. 16:08 of a solution through partnerships.
369. 16:10 And that's what I had to tell you today.
370. 16:12 Thank you.

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