A few years ago, all the developed countries in the world -- the wealthier ones -- and all of the charities together donated about 200 billion dollars to developing countries in the world -- the ones that bear most of the burden, the heaviest burden of the world's biggest problems: poverty, hunger, climate change and inequality. That same year, businesses invested in those same countries 3.7 trillion dollars.
Pred nekaj leti so vse razvite države sveta — tiste bogatejše — in vse dobrodelne organizacije skupno darovale približno 200 milijard dolarjev državam v razvoju — državam, ki nosijo večino bremen, najtežja bremena najhujših svetovnih težav: revščine, lakote, podnebnih sprememb in neenakosti. Istega leta pa so podjetja v te iste države vložila 3,7 bilijona dolarjev.
Now, I get to travel a lot in my work and I'm privileged to see the amazing things that NGOs and some governments are doing with some of that 200 billion dollars: helping malnourished children or families that don't have access to clean water, children who wouldn't be educated otherwise. But it's not enough because the biggest problems in our world need trillions not just billions. So if we're going to make lasting and significant progress in the big challenges in our world, we need business, both the companies and the investors, to drive the solutions.
Zaradi številnih službenih potovanj imam privilegij, da vidim neverjetne stvari, ki jih NVO in nekatere vlade počno s temi 200 milijardami: pomagajo podhranjenim otrokom, družinam, ki nimajo dostopa do pitne vode, otrokom, ki sicer ne bi imeli izobrazbe. A to ni dovolj, saj največje svetovne težave terjajo bilijone, ne le milijard. Če torej želimo dolgoročen in učinkovit napredek pri velikih izzivih našega sveta, potrebujemo poslovni svet, tako podjetja kot vlagatelje, da nas pripeljejo do rešitev.
So let's talk about what business should do. And when I say that, you probably think that I'm going to talk about corporate philanthropy or corporate social responsibility. CSR is the norm today, and it's very useful. It provides a route for corporate generosity and that generosity is important to many corporations' employees and customers. But you know what? It's just not big enough, or strong enough, or durable enough to drive solutions to the biggest problems in our world today because it's incremental cost. Even when business is booming, CSR just isn't designed to scale. And then of course in a downturn, it's one of the first programs to be cut. So no, CSR -- corporate social responsibility -- isn't the answer, but TSI -- total societal impact, is.
In kaj naj bi ti poslovneži počeli? Zdaj, ko sem to rekla, zagotovo mislite, da bom govorila o podjetniškem prostovoljstvu ali družbeno odgovornem poslovanju. DOP je dandanes norma, zelo učinkovita. Odpira pot podjetniški velikodušnosti. In ta velikodušnost je pomembna za zaposlene in stranke številnih korporacij. Pa veste kaj? Enostavno ni dovolj obsežna, dovolj močna, ali dovolj trajna, da bi rešila najhujše težave sveta, saj povzroča dodatne stroške. Tudi če posel cveti, ne bo dodatnih izdatkov za DOP. In v primeru upada gospodarske rasti, bo to prva stvar na seznamu za preklic. Torej ne, DOP — družbeno odgovorno poslovanje — ni rešitev, pač pa je to SDV — skupni družbeni vpliv.
TSI is the sum of all of the ways business can affect society by doing the real work: thinking about their supply chains, working on their product design and manufacturing processes and their distribution. The real work of business, when done with innovation, can actually create core business benefits for the company and it can solve the meaningful problems in our world today.
SDV je skupek vseh načinov, na katere podjetja vplivajo na družbo, tako da opravljajo dejansko pomembno delo: razmišljajo o oskrbovalnih verigah, izpopolnjujejo proizvode in proizvodne procese ter njihovo distribucijo. Takšno poslovanje, opravljeno inovativno, lahko dejansko ustvarja bistvene poslovne koristi za podjetja in razreši pomembne težave današnjega sveta.
So what does TSI look like? Focusing on TSI means incorporating social and environmental considerations. And you know what? It's something that isn't completely new. It's been thought about for a while. But the hard part is that corporations almost exclusively still think about something called TSR: total shareholder returns. But TSI -- total societal impact -- needs to stand alongside TSR as an important and valid driver of corporate strategy and corporate decision-making. And we've got the data to show you why and how.
In kako pravzaprav izgleda SDV? Usmerjenost v SDV pomeni vključevanje družbenih in okoljskih dejavnikov. In veste kaj? To ni čista novost. Ta misel je prisotna že kar nekaj časa. Težava je v tem, da imajo podjetja še vedno v mislih skoraj izključno to, čemur pravimo SDD: skupni donos delničarjev. A SDV — skupni družbeni vpliv — mora obstajati vzporedno z SDD kot pomemben in veljaven gonilnik korporativne strategije in sprejemanja odločitev. In mi imamo podatke, da vam pokažemo zakaj in kako.
Some companies are already making this happen. They're beginning to make it happen. So let me tell you the story about Mars. Mars is the sixth-largest private company in the United States. If you're like me, they make some important products, like coffee and chocolate. So not surprisingly, one of their most important ingredients is cocoa. And some of their competitors are actually really worried about the sustainability and the availability of cocoa supplies. But not Mars. They're confident in the stable supply of that crop for the long term. And why is that? It's because they partner with NGOs around the world that are working with small shareholder farmers. And those certification agency's NGOs are working to help farmers improve crop yields, they're making sure that they get a fair, premium, livable wage and they're helping them address any human rights potential issues in supply chains, and they're helping minimize the effects on the environment, like deforestation. Mars is on a path to 100 percent certified cocoa, so this is a good program for farming communities, it's a good program for the environment, and it's a good program for Mars, who has solved a significant risk in their supply chain.
Nekatera podjetja to že uresničujejo. Začenjajo uresničevati. Naj vam povem zgodbo o Marsu. Mars je šesto največje privatno podjetje v ZDA. Če ste kot jaz, so njihovi izdelki za vas pomembni, kot sta kava in čokolada. Nepresenetljivo, je torej ena izmed njihovihn ajpomembnejših sestavin kakav. In nekatera konkurenčna podjetja so precej zaskrbljena zaradi trajnosti in razpoložljivosti zalog kakava. A ne Mars. Zanašajo se na trajno zalogo tega pridelka. Zakaj? Ker po vsem svetu sodelujejo z NVO, ki delajo z lastniki manjših kmetij. Te certificirane nevladne organizacije si prizadevajo, da pomagajo kmetovalcem povečati donos pridelkov, zagotavljajo jim pravično plačo z dodatki, s katero lahko preživijo in pomagajo jim pri vprašanjih človekovih pravic, morebitnih težavah v oskrbovalni verigi, prav tako pa pripomorejo k minimiziranju vplivov na okolje, kot je krčenje gozdov. Mars je na poti do 100 % certificiranega kakava, kar pomeni, da je to dober program za kmetijsko skupnost, dober program za okolje in dober program za Mars, ki se je uspel izogniti visokemu tveganju pri svoji oskrbovalni verigi.
But now let's get to the data, because it's actually really awesome. And let me explain exactly what the data points I'm going to talk about are. When analysts and financial people look at companies, they think about a lot of different statistics. I want to talk about two of the most important ones. I'm going to talk about the overall value of a company -- its valuation -- and I'm going to talk about its margin. Basically the difference between all of its earnings and all of its costs.
Preidimo zdaj k podatkom, ker so pravzaprav precej osupljivi. Naj pojasnim, na katere podatko se bom osredotočila. Ko analisti in finančniki preverjajo neko podjetje, upoštevajo več različnih statistik. Jaz bom govorila o dveh najpomembnejših. O splošni tržni vrednosti podjetja — njegovem vrednotenju — in o njegovem dobičku. To je pravzaprav razlika med celotnimi prihodki in celotnimi stroški podjetja.
So in our study, we looked at oil and gas companies, and the oil and gas companies that are performing most strongly on TSI -- total societal impact -- see a 19 percent premium on their valuation. 19 percent. When they do really well on things like minimizing the impact of their company on the environment and water, and when they have very strong occupational health and safety programs. And when they also add in strong employee training programs, they get a 3.4 percentage point premium on their margins.
V naši raziskavi smo se osredotočili na naftne in plinske družbe. In tiste med njimi, ki ustvarjajo najboljši SDV — skupni družbeni vpliv — imajo za 19 % višjo tržno vrednost. 19 odstotkov. Ko so uspešni pri stvareh, kot je minimiziranje vpliva podjetja na okolje in vodne vire, in ko omogočajo dobro zdravstveno varstvo pri delu in dobre varnostne programe. Ko pa dodajo še močne programe za usposabljanje zaposlenih, ustvarjajo za 3,4 % višji dobiček.
But what about other industries? Biopharmaceutical companies that are the strongest performers on TSI see a 12 percent premium on their valuation. And then if they're best at expanded access to medicines -- making medicines available for the people who need them -- they see a 6.7 percentage point premium on their gross margins.
Kaj pa ostale industrijske panoge? Biofarmacevtska podjetja, ki imajo najboljši SDV imajo za 12 % višjo tržno vrednost. In če omogočajo dober dostop do zdravil — če so zdravila dostopna vsem, ki jih potrebujejo — ustvarjajo za 6,7 % višji bruto dobiček.
For the retail banks that are strongest on TSI, they see a three percentage point premium on their valuation, and then for those that differentially provide financial inclusion -- access to financial products for people who need it -- they see a 0.5 percentage point premium in their net income margin. Now, these numbers for banks may not seem very big, but in highly competitive industries, even really small differences in margin matter a lot.
Banke, ki poslujejo s prebivalstvom in ki imajo najboljši SDV, imajo za 3 % višjo tržno vrednost, in tiste ki nudijo finančne usluge vsem — ki omogočajo finančne produkte ljudem, ki jih potrebujejo — ustvarjajo za 0,5 % višji neto dobiček. Te bančne številke se morda ne zdijo visoke, a v tako tekmovalni industriji tudi izredno majhne razlike v dobičku pomenijo veliko.
Now, what about those consumer goods companies -- the ones who make those products we love like coffee and chocolate? Consumer goods companies that perform best on total societal impact see an 11 percent valuation premium. And then if they do those smart things with their supply chain -- inclusive and responsibly sourcing their product -- they see a 4.8 percentage point premium on their gross margins. These numbers are significant. We've long known that things like fundamental financials, growth rates and financial risks are key drivers of valuation, but this rigorous analysis shows that social and environmental factors -- total societal impact measures -- are also linked to valuations and margins. Wow. All else equal -- we didn't confuse the analysis with anything. All else being equal, companies that perform strongly on social and environmental areas achieve higher margins and higher valuations.
Kaj pa podjetja, ki proizvajajo potrošniško blago — izdelke, ki jih tako obožujemo, kot sta kava in čokolada? Podjetja s potrošniškim blagom z najboljšim skupnim družbenih vplivom imajo za 11 % višjo tržno vrednost. In če premišljeno upravljajo s svojo oskrbovalno verigo — če vključujoče in odgovorno nabavljajo svoje izdelke — poslujejo z 4,8 % višjim bruto dobičkom. Te številke so bistvenega pomena. Že od nekdaj vemo, da so stvari, kot so finančni temelji, stopnje rasti na trgu in finančna tveganja, ključni dejavniki tržne vrednosti podjetja, vendar ta natančna analiza kaže na to, da so družbeni in okoljski dejavniki — merilniki skupnega družbenega vpliva — prav tako povezani s tržno vrednostjo in dobičkom. Vau. Če je vse ostalo nespremenjeno — te analize nismo zamešali z ničemer. Če vsi ostali dejavniki ostanejo isti, podjetja, ki uspešno delujejo na družbenih in okoljskih področjih, ustvarjajo večje dobičke in višjo tržno vrednost.
Now, I do understand that companies are under a lot of short-term earnings pressures. But fortunately, the investors who create some of this pressure are actually more and more themselves starting to think longer-term and starting to think with this TSI lens. In our conversations and surveys with investors, 75 percent of them say they expect to see improved revenues and improved operating efficiency for companies that are thinking with a TSI lens. And they're actually starting to incorporate this in their own investing behavior. Last year, 23 trillion in global assets were in the category of socially responsible investing. Now, that's five billion over just the last two years. And it represents a quarter of the total global assets managed in the world.
Razumem, da so podjetja pod pritiskom, da dosegajo kratkoročne rezultate. A na srečo vlagatelji, ki ustvarjajo del tega pritiska, začenjajo tudi sami misliti na dolgi rok in gledati skozi prizmo SDV. V pogovorih in intervjujih z vlagatelji, jih je 75 % odgovorilo, da pričakujejo boljši dobiček in boljšo operativno učinkovitost pri podjetjih, ki mislijo skozi prizmo SDV. In to že dejansko vključujejo v lastne investicijske odločitve. Lansko leto je 23 bilijonov svetovnega premoženja spadalo v kategorijo družbeno odgovornih investicij. To nanese na 5 milijard samo v zadnjih dveh letih In to predstavlja četrtino svetovnega premoženja, s katerim se trguje.
I know that some of you may be cringing a little bit right now. Because in my decades of strategy consulting with businesses and NGOs and governments around the world, I find that many businesspeople are hesitant to talk or even sometimes think about the business benefits of doing good. They somehow think it's going to negate the value of the benefits they're creating for society. Or that they'll be perceived as heartless or even mercenary. But we really do need to think differently. We need to think differently because the only way we're going to make substantial progress on the challenging problems of our time is for business to drive the solutions.
Vem, da ste se nekateri malo zdrznili. V desetletjih dela kot strateška svetovalka za podjetja, NVO in vlade po vsem svetu, sem ugotovila, da se mnogi poslovneži izogibajo pogovorom ali celo misli na poslovne koristi, ki jih prinašajo dobra dela. Nekako mislijo, da bodo s tem nasprotovali vrednosti koristi, ki jo prinašajo družbi. Ali pa da bodo izpadli brezsrčni ali celo pohlepni. Res moramo začeti razmišljati drugače, Drugače moramo razmišljati, saj je edini način za občutno napredovanje pri spreminjanju hujših težav dandanes ta, da začne poslovni svet utirati pot do rešitev.
The job of business is to meet customer needs and to do so profitably. They need to to survive. So one of the best ways for businesses to help ensure their own growth, their own longevity, is to meet some of the hardest challenges in our society and to do so profitably. And when they do that innovatively, when they do that ethically, responsibly, incredibly, they should be proud.
Naloga podjetij je, da ustrežejo potrebam strank in pri tem ustvarjajo dobiček. Pač morajo preživeti. Eden najboljših načinov za podjetja, da si zagotovijo rast in obstoj, je, da se soočijo z najtežjimi izzivi v naši družbi in pri tem ustvarjajo dobiček. In ko to počno inovativno, ko to počno etično, odgovorno, neverjetno, so lahko ponosni.
But if you still aren't sure about this, let's talk about a few more examples. What if you're a technology company and you're trying to grow your platform and you're trying to grow your customers? Like, Airbnb. Airbnb has a portfolio of total societal impact activities. They're all spot-on their core business. In one initiative, they're helping enable their community to provide housing for free to those in disaster: crisis survivors and relief workers. In another effort on their part, they're actually helping and working with NGOs to ensure that people can provide housing for free for refugees. Now, what I love about this program is that I don't think most people would've figured out how to express their generosity and open their homes for those in such dire need -- certainly not so quickly or so easily or efficiently -- without this innovation by Airbnb. But at the same time, this is core to their corporate strategy and core to their growth because they grow by increasing the number of hosts and guests using their platform. But if they'd only been thinking exclusively about the return side of things, I'm not sure they would have ever figured out this route to growth, because they're not charging transaction fees. So it's a pretty exciting way, when they were thinking about how to bring their capabilities to a need in society and at the same time drive their own growth.
Če vas še vedno nisem prepričala, si poglejmo še nekaj primerov. Kaj če imate tehnološko podjetje in skušate razviti svojo platformo in pridobiti več strank? Kot recimo Airbnb, ki ima portfelj vseh dejavnosti v okviru SDV Popolnoma ustrezajo njihovi temeljni poslovni usmerjenosti. Z eno samo iniciativo pomagajo svoji skupnosti zagotavljati brezplačna prenočišča za ljudi, ki so jih doletele katastrofe: tako za žrtve kot za humanitarne delavce. Po drugi strani dejansko delajo z NVO in pomagajo ljudem pri nudenju brezplačnih prenočišč beguncem. Pri tem programu mi je najbolj všeč to, da večina ljudi najbrž ne bi znala izraziti svoje radodarnosti in odpreti svojih domov za ljudi v hudih stiskah — vsaj ne tako hitro, lahko in učinkovito — brez inovacije Airbnbja. Hkrati pa je to temelj njihove poslovne strategije in temelj njihove rasti, saj rastejo tako, da pridobivajo na številu gostiteljev in gostov, ki uporabljajo to platformo. A če bi mislili izključno na to, kaj dobijo v zameno, verjetno nikoli ne bi našli te poti do rasti, saj ne računajo provizije za transakcije. To je precej osupljivo, saj so ob iskanju načina, kako bi s svojimi močmi pomagali družbi, našli način, kako spodbuditi lastno rast.
But what if you're trying to find new customer segments? Let's move to South Africa, and let's talk about Standard Bank. In South Africa, the government has a regulation that requires all banks to donate 0.2 percent of their profits to small and medium black-owned enterprises. And many banks just donate this to the entrepreneurs, but Standard Bank thought creatively. And what they did is they took those funds and they invested them in an independent trust, and they used that trust to fund loans to these black entrepreneurs. This is a highly leveraged model. They can support a lot more entrepreneurs with capital, and because their success is completely intertwined with the success of the entrepreneurs, they're actually also using the fund to provide technical assistance. More entrepreneurs supported, more people and communities being lifted out of poverty. And it's successful for Standard Bank. So successful that they're actually working on expanding this program to other areas in their portfolio.
In če iščete nove potrošniške segmente? Vzemimo za primer Južno Afriko in njihovo banko Standard. Južnoafriška vlada je uveljavila predpis, ki od vseh bank zahteva donacijo v višini 0,2 % njihovih prihodkov vsem manjšim in srednje velikim podjetjem, ki so v lasti temnopolte osebe. Večina bank podjetnikom le donira, banka Standard pa je bolj kreativna. Oni so ta sredstva vložili v neodvisen sklad, ki ga koristijo za dajanje posojil temnopoltim podjetnikom. To je zelo učinkovit pristop. S tem finančno podprejo več podjetnikov in ker je njihov uspeh odvisen od uspeha teh podjetnikov, koristijo sklad še za tehnološko podporo. Več kot je podjetnikov, ki prejme pomoč, več je ljudi in skupnosti, ki se rešijo revščine. Banka Standard pri tem dosega uspehe. Tako so uspešni, da dejansko skušajo razširiti ta program še na druga področja svojega delovanja.
It's not like we haven't been trying to solve the problems in our world for a long time. We have, and they're still here. We're making progress, but it's not far enough, or fast enough, or universal enough. We need to flip our thinking. We need to have business -- both companies and investors -- bring creative, innovative corporate strategy and capital to solving the biggest problems in our world. And when they do that innovatively, and when they do that with all of their thinking and all of their strategy and all of their capital, and they're creating both total shareholder returns and total societal impact, we know that we will solve those problems, both profitably and generously.
Saj ne, da ne skušamo najti rešitev za sodobne težave že dolgo. Skušamo, a so še vedno prisotne. Napredujemo, a ne dovolj obsežno, dovolj hitro ali dovolj vsestransko. Spremeniti moramo svoje mišljenje. Poslovni svet — tako podjetja kot investitorji — mora prinesti kreativne, inovativne poslovne strategije in kapital, da bi rešili največje težave sveta. In ko to počno inovativno, ko to počno z glavo, strateško in vlaganjem kapitala, ko ustvarjajo tako donos lastniškega kapitala kot skupni družbeni vpliv, potem vemo, da se bomo znebili teh težav na dobičkonosen in velikodušen način.
Thank you.
Hvala.
(Applause)
(Aplavz)