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."
Cijeli model kapitalizma i ekonomski model u kojem smo vi i ja poslovali, i, u stvari, u kojem još uvijek poslujemo, izgrađen je oko onoga što je vjerojatno Milton Friedman rekao prilično sažeto. (Isključivi posao gospodarstva jest da stvara profit.) I Adam Smith, naravno, otac moderne ekonomije koji je u stvari izjavio, prije jako puno godina, nevidljiva ruka, koja znači, "Ako nastavimo djelovati imajući na umu samo vlastiti interes onda činimo najbolje za društvo"
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.
Ipak, kapitalizam je napravio mnogo dobrih stvari i ja sam govorio o mnogo stvari koje su se dogodile, ali jednako tako, ne može riješiti neke izazove koje smo vidjeli u društvu. Model unutar kojeg sam ja odgojen i unutar kojeg je većina nas koji poslujemo, odgojena, je bio onaj koji je govorio o nećem što ja nazivam 3G rasta: rast (growth) koji je konzistentan, kvartal na kvartal; rast koji je konkurentan, bolji nego kod drugih; i rast koji je profitabilan, tako da kontinuirano možete stvarati sve veću vrijednost za dioničare. I bojim se kako ovo neće biti dovoljno dobro i da se moramo odmaknuti od 3G modela prema modelu koji ja nazivam četvrti G: G rasta koji je odgovoran. I upravo to mora postati jako važnim djelom stvaranja vrijednosti. I to ne samo stvaranja ekonomske vrijednosti već i društvene vrijednosti. I kompanije koje će prosperirati će biti one koje će prigrliti četvrti G. A model 4G je prilično jednostavan: kompanije si ne mogu dozvoliti poziciju nedužnih promatrača i gledati što se događa u društvu. One moraju započeti igrati svoju ulogu u smislu služenja zajednici koja ih u stvari održava. I moramo se okrenuti inkluzivnom modelu i/i modelu koji nam govori o tome kako možemo stvarati novac i raditi dobro? Kako možemo osigurati da imamo dobar poslovni model ali ujedno imamo i sjajno okruženje oko nas? I taj model se svodi na to da nam je dobro jer činimo dobro.
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.
Ali to pitanje je jednostavnije postaviti nego napraviti. Ali kako u stvari možemo učiniti da se to dogodi? A ja vjerujem kako je odgovor na to - vodstvo. Ono će morati redefinirati novi poslovni model koji razumije kako se dozvola za djelovanje jedino može dobiti ako obuhvaća sve ovo. A za to trebate poduzeća koja uistinu definiraju svoju ulogu u društvu u smislu dugoročnije svrhe od puke prodaje svojih proizvoda i robnih marki. I kompanije koje uistinu determiniraju pravi sjever, stvari oko kojih se ne pregovara bez obzira jesu li vremena loša, ružna -- nije važno. Postoje stvari za koje se zalažete. Vrednote i svrha će biti dva pokretaća programa koji će kreirati kompanije sutrašnjice.
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.
A sada ću prijeći i govoriti vam malo o svom iskustvu. Pridružio sam se Unileveru 1976. kao trener menadžmenta u Indiji. I prvog radnog dana ušao sam u šefovu sobu koji mi je rekao, "Znaš li zašto si ovdje?" Odgovorio sam, "Ovdje sam da prodam puno sapuna." A on je rekao, "Ne ovdje si da promjeniš živote." Ovdje si da promjeniš živote. Znate, mislio sam kako je to prilično duhovito. Mi smo kompanija koja prodaje sapune i juhe. Kako mi to mijenjamo živote? I onda sam shvatio kako jednostavan čin poput prodaje sapuna može spasiti više života od farmaceutskih kompanija. Ne znam koliko vas zna kako pet milijuna djece ne doživi petu godinu zbog jednostavnih infekcija koje se mogu spiječiti pranjem ruku sapunom.
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.
Mi vodimo najveći program pranja ruku na svijetu. Vodimo higijenski i zdravstveni program koji sada utječe na pola milijarde ljudi. Ne radi se o prodaji sapuna, postoji šira svrha. Robne marke mogu stvarno biti predvodnice društvenih promjena. A razlog za to je u veličini, jer kada dvije milijarde ljudi koristi tvoje robne marke to je osnaživač. Male akcije mogu donijeti veliku razliku.
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.
Uzmite drugi primjer, hodao sam oko jednog od naših sela u Indiji. Oni među vama koji su to napravili shvaćaju kako to nije šetnja po parku. I postojala je ta gospođa koja je bila jedna od naših malih distributera -- prekrasna, jako, jako skromna, njezin dom -- i ona je bila tamo, obučena lijepo, njezin muž u pozadini, punica iza i šogorica iza nje. Društveni poredak se mijenjao jer je ta gospođa bila dijelom našeg Shakti projekta koji u stvari podučava žene kako voditi mali poduzetnički pothvat i kako nositi poruku zdrave prehrane i higijene. Sada imamo 60.000 takvih žena u Indiji.
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.
Ne radi se o prodaji sapuna, radi se o tome da smo sigurni kako tijekom tog procesa možete ljudima promijeniti život. Male akcije, velika razlika.
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.
Naši ljudi iz istraživanja i razvoja ne rade isključivo na tome da nam osmisle sjajne deterdžente, već rade i na tome da osiguraju da trošimo manje vode. Proizvod koji smo nedavno plasirali na tržište, One Rinse proizvod osigurava smanjenu potrošnju vode svaki puta kada peremo našu odjeću. I kada bismo sve naše korisnike mogli potaknuti da to koriste, uštedjeli bismo 500 milijardi litara vode. Čisto da znate, to je mjesečni ekvivalent korištenoj vodi za cijeli naš veliki kontinent. Samo razmislite o tome. Postoji male akcije koje mogu napraviti veliku razliku.
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.
I mogao bih tako nabrajati dalje. Naš lanac hrane, naši sjajni proizvodi -- žao mi je što sada zvučim kao sponzor -- Knorr, Hellman's i svi ti prekrasni proizvodi. Predani smo tome da osiguramo da sve naše poljoprivredne sirovine dolaze iz obnovljivih izvora, 100 posto obnovljivih izvora.
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.
Mi smo prvi koji su izjavili da ćemo kupiti svo palmino ulje iz održivih izvora. Ne znam koliko vas zna kako je palmino ulje, koje kupujete a ne dolazi iz obnoljivih izvora, odgovorno za deforestaciju i posljedično 20 posto stakleničkih plinova u svijetu. Bili smo prvi koji su to shvatili, i sve to se dogodilo jer prodajemo sapun i juhe. Ono što želim reči jest da kompanije poput vaših, kompanije poput moje trebaju definirati svrhu koja će prigrliti odgovornost i razumijeti da svatko od nas treba odigrati svoju ulogu u zajednici unutar koje djelujemo.
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)
Mi predstavlja nešto što zovemo Unileverov plan održivog življenja, koji kaže, "Naša svrha je stvoriti održivo mjesto za življenje i mi ćemo promijeniti živote milijarde ljudi do 2020." Dakle ovdje se postavlja pitanje, gdje ćemo odavde? A odgovor je prilično jednostavan: nećemo promijeniti svijet sami. Postoji jako puno vas i jako puno nas koji to razumijemo. Pitanje je, potrebe za partnerstvom, potrebe za savezima i važno, potrebe za vodstvom koje će nam omogućiti da to preuzmemo odavde i da budemo promjena koju želimo vidjeti oko nas. Hvala vam puno. (Pljesak)