Tot el model capitalista i el model econòmic en que tu i jo fèiem negocis i, de fet, continuem fent negocis, està construït sobre el que, probablement, Milton Friedman va descriure concisament. I Adam Smith, és clar, el pare de l'economia moderna en realitat va dir fa molts i molts anys, la mà invisible. que és, "Si continues treballant en benefici propi faràs el millor per a la societat."
The entire model of capitalism and the economic model that you and I did business in, and, in fact, continue to do business in, was built around what probably Milton Friedman put more succinctly. And Adam Smith, of course, the father of modern economics actually said many, many years ago, the invisible hand, which is, "If you continue to operate in your own self-interest you will do the best good for society."
Ara, el capitalisme ha fet moltes coses bones i hem parlat sobre moltes coses bones que han passat, però igualment, no ha estat capaç de satisfer alguns dels reptes que hem vist en la societat. El model en que, almenys jo, vaig créixer i molts de nosaltres fent negocis hi vam créixer era una de la que hem parlat és la que jo anomeno les tres G del creixement: creixement que és constant, quatrimestre a quatrimestre; creixement que és competitiu, millor que l'altra persona; i creixement que és rendible, per a que continuïs produint més i més valor per l'accionista. I tinc por que això no será suficientment bo i hem de passar d'aquet model 3G a un model que jo anomeno la quarta G: la G del creixement que és responsable. I és això el que ha d'esdevenir una part molt important del crear valor. De no simplement crear valor econòmic sinó crear valor social. I les empreses que prosperaran són aquelles que acceptaran realment la quarta G. I el model 4G és força simple: Les empreses no poden permetre's ser simples espectadors innocents del que està passant al voltant en la societat. Han de començar a fer el seu paper en quant a servir les comunitats que realment les sostenen. I hem de passar a un model de i/i que es com guanyem diners i fem bé? Com ens assegurem que fem un gran negoci però també un gran ambient al voltant de nosaltres? I aquest model es tracta de fer bé y bo.
Now, capitalism has done a lot of good things and I've talked about a lot of good things that have happened, but equally, it has not been able to meet up with some of the challenges that we've seen in society. The model that at least I was brought up in and a lot of us doing business were brought up in was one which talked about what I call the three G's of growth: growth that is consistent, quarter on quarter; growth that is competitive, better than the other person; and growth that is profitable, so you continue to make more and more shareholder value. And I'm afraid this is not going to be good enough and we have to move from this 3G model to a model of what I call the fourth G: the G of growth that is responsible. And it is this that has to become a very important part of creating value. Of not just creating economic value but creating social value. And companies that will thrive are those that will actually embrace the fourth G. And the model of 4G is quite simple: Companies cannot afford to be just innocent bystanders in what's happening around in society. They have to begin to play their role in terms of serving the communities which actually sustain them. And we have to move to a model of an and/and model which is how do we make money and do good? How do we make sure that we have a great business but we also have a great environment around us? And that model is all about doing well and doing good.
Però la questió és mes fàcil de dir que de fer. Però com podem aconseguir fer-ho? I jo realment crec que la resposta a això serà el lideratge. Serà la de redefinir els nous models de negoci que entenen que l'única manera de fer es combinar aquestes coses. I per això necessites negocies que realment poden definir el seu paper en la societat en quant a un propòsit més gran que els productes i marques que ells venen. I empreses que realment defineixen un camí veritable, coses que no son negociables si els temps són bons, dolents, lletjos -- no importa. Hi ha coses que representes, Valors i propòsits seran els dos conductors de software que crearan les empreses del demà.
But the question is easier said than done. But how do we actually get that done? And I do believe that the answer to that is going to be leadership. It is going to be to redefine the new business models which understand that the only license to operate is to combine these things. And for that you need businesses that can actually define their role in society in terms of a much larger purpose than the products and brands that they sell. And companies that actually define a true north, things that are nonnegotiable whether times are good, bad, ugly -- doesn't matter. There are things that you stand for. Values and purpose are going to be the two drivers of software that are going to create the companies of tomorrow.
I ara passaré a parlar una miqueta sobre les meves experiències personals Vaig entrar a Unilever el 1976 fent d'aprenent de gerencia a l'Índia. I el primer dia de treball Vaig entrar i el meu cap em diu, "Saps perquè estàs aquí?" Vaig dir, "Estic aquí per vendre molt sabó." I ell va dir, "No, estàs aquí per canviar vides." Estàs aquí per canviar vides. Ja saps, vaig pensar que era bastant graciós. Som una empresa que ven sabó y sopa. Què fem per canviar vides? I és llavors quan vaig adonar-me que simples actes com vendre una barra de sabó pot salvar més vides que companyies farmacèutiques. No sé quants de vosaltres sabeu que cinc milions de nens no arriben als cinc anys degut a simples infeccions que poden ser previngudes en l'acte de rentarse les mans amb sabó
And I'm going to now shift to talking a little bit about my own experiences. I joined Unilever in 1976 as a management trainee in India. And on my first day of work I walked in and my boss tells me, "Do you know why you're here?" I said, "I'm here to sell a lot of soap." And he said, "No, you're here to change lives." You're here to change lives. You know, I thought it was rather facetious. We are a company that sells soap and soup. What are we doing about changing lives? And it's then I realized that simple acts like selling a bar of soap can save more lives than pharmaceutical companies. I don't know how many of you know that five million children don't reach the age of five because of simple infections that can be prevented by an act of washing their hands with soap.
Nosaltres dirigim el programa més gran de "Rentar-se les mans" al món. Dirigim un programa d'higiene y salut que arriba a 500 milions de persones. No es tracta de vendre sabó, hi ha un proòsit més gran allí. I les marques, de fet, poden estar a l'avantguarda del canvi social I la raó per això és que quan dos mil milions de persones utilitzen la teva marca això és un amplificador. Petite accions poden marcar una gran diferència.
We run the largest hand-washing program in the world. We are running a program on hygiene and health that now touches half a billion people. It's not about selling soap, there is a larger purpose out there. And brands indeed can be at the forefront of social change. And the reason for that is, when two billion people use your brands that's the amplifier. Small actions can make a big difference.
Considera un altre exemple, Estava caminant en un de les nostres pobles a l'Índia. Ara, aquells de vosaltres que ho heu fet sabeu que no és caminar en un parc. I hi havia una senyora que era una petita distribuidora nostra -- bonica, la seva casa era molt i molt modesta -- i ella estava allí fora, ben vestida, el seu marit al darrere, la seva sogra darrere i la seva cunyada darrere d'ella. L'order social estava canviant perque aquesta senyora és part del nostre Projecte Shakti que està ensenyant a dones com fer petits negocis i com difondre el missatge de la nutrició i la higiene. Tenim 60.000 dones així ara a l'Índia.
Take another example, I was walking around in one of our villages in India. Now those of you who have done this will realize that this is no walk in the park. And we had this lady who was one of our small distributors -- beautiful, very, very modest, her home -- and she was out there, dressed nicely, her husband in the back, her mother-in-law behind and her sister-in-law behind her. The social order was changing because this lady is part of our Project Shakti that is actually teaching women how to do small business and how to carry the message of nutrition and hygiene. We have 60,000 such women now in India.
No es tracta de vendre sabó. És tracta d'assegurar que en el procès de fer-ho pots canviar la vida de les persones. Petites accions, gran diferència.
It's not about selling soap, it's about making sure that in the process of doing so you can change people's lives. Small actions, big difference.
Els nostres companys d'I+D no estan únicament treballant per donar-nos detergents fantàstics, sinó que estan treballant per assegurar que utilitzem menys aigua. Un producte que hem tret recentment, un esbandidor que permet estalviar aigua cada vegada que rentes la teva roba. I si podem fer que tots els nostres usuaris l'utilitzin, això és 500 bilions de litres d'aigua. Per cert, això és equivalent a un mes d'aigua per a un gran continent sencer Així que, pensa-hi. Hi ha petites accions que poden marcar una gran diferència.
Our R&D folks are not only working to give us some fantastic detergents, but they're working to make sure we use less water. A product that we've just launched recently, One Rinse product that allows you to save water every time you wash your clothes. And if we can convert all our users to using this, that's 500 billion liters of water. By the way, that's equivalent to one month of water for a whole huge continent. So just think about it. There are small actions that can make a big difference.
I puc continuar i continuar. La nostra cadena alimentària, els nostres magnífics productes -- i perdó per mencionar-vos alguns patrocinadors -- Knorr, Hellman's i tots aquells productes meravellosos. Estem compromesos a assegurar que totes les nostres matèries primeres agrícoles provenen de fonts sostenibles cent per cent fonts sostenibles.
And I can go on and on. Our food chain, our brilliant products -- and I'm sorry I'm giving you a word from the sponsors -- Knorr, Hellman's and all those wonderful products. We are committed to making sure that all our agricultural raw materials are sourced from sustainable sources, 100-percent sustainable sources.
Vam ser els primers a dir que compraríem tot el nostre oli de palma de fonts sostenibles. No sé quants de vosaltres coneixeu l'oli de palma, i no comprarlo de fonts sostenibles, pot generar desforestació que és responsable del 20 percent dels gasos d'efecte hivernacle Nosaltres vam ser els primers a acceptar-ho, i és perque venem sopa y sabó. I la qüestió que estic presentant aquí és que empreses com les vostres, empreses com la meva han de definir el seu propòsit que accepta responsabilitat i entén que hem de fer la nostra part en les comunitats en les que ens movem.
We were the first to say we are going to buy all of our palm oil from sustainable sources. I don't know how many of you know that palm oil, and not buying it from sustainable sources, can create deforestation that is responsible for 20 percent of the greenhouse gasses in the world. We were the first to embrace that, and it's all because we market soap and soup. And the point I'm making here is that companies like yours, companies like mine have to define a purpose which embraces responsibility and understands that we have to play our part in the communities in which we operate.
Nosaltres vam presentar una cosa anomenada "El Pla de Vida Sostenible Unilever", que deia, "El nostre propòsit és fer comuna la vida sostenible , i canviarem les vides de mil milions de persones per l'any 2020." Ara la qüestió aquí és, on anem a partir d'aquí? I la resposta a això és molt simple: No canviarem el món tot sols, Hi ha molts de vosaltres i molts de nosaltres que ho entenen. La qüestió és, necessitem associacions, necessitem coalicions i de manera important, necessitem lideratge que ens permetrà portar això des d'aquí i ser el canvi que volem veure al nostre voltant. Moltes gràcies. (Aplaudiments)
We introduced something called The Unilever Sustainable Living Plan, which said, "Our purpose is to make sustainable living commonplace, and we are gong to change the lives of one billion people over 2020." Now the question here is, where do we go from here? And the answer to that is very simple: We're not going to change the world alone. There are plenty of you and plenty of us who understand this. The question is, we need partnerships, we need coalitions and importantly, we need that leadership that will allow us to take this from here and to be the change that we want to see around us. Thank you very much. (Applause)