The advance of the businesses of triple impact no longer has reverse and today no company can think about obtaining economic benefits without considering the social and environmental effect; the consumers demand it, but also the employees; the CEO and the entrepreneurs.
Viability is a term that acquired as much transversality that already entered in as dissimilar scopes as the legal one and the one of the investments. This subject was boarded in the first panel of the day of Viability, organized by La Naci³n and that was integrated by Diego Luzuriaga, director of the School of Postgraduate courses of the ITBA; Constanza Connolly, senior lawyer of the study Beccar Varela and co-founder of Legal Group B; Mara Laura Tinelli, co-founder of Acrux Partners; and Andr©s N¡poli, executive director of the Ambient Foundation and Recursos Naturales (FARN); and he was moderate by journalist Carla Quiroga.
The route is long and has several ways to arrive at a same destiny: an income-producing and viable organization.
The director of the Buenos Aires Institute of Technology (ITBA), Jos© Luis Roces, explained how the university can contribute to create a viable mentality in all the leadership. He shelp that, finally, in the Argentina enterprise ones are getting to conciliate two dynamic that during decades was separated: economic and the social one. The yield for those companies that manage to unify them is the credibility, argued.
On the other hand, Diego Luzuriaga (ITBA) advised to move away both of the theory of pockets, a vision of the investors that implies that the business and viability run by different routes, and explained its consequences for the projects of triple impact. Constanza Connolly (Beccar Varela) spoke of the law of benefit societies and collective interest, whereas Andr©s N¡poli (FARN) explained why it is important that Argentina tells on a norm of evaluation of environmental impact national level, and Mara Laura Tinelli (Acrux Partners) described its work in a investment fund of triple impact.
Luzuriaga was based and was to the front of Equitas Ventures, a bottom of triple impact formed by Argentine investors whom 2010 enter and 2014 bet by 10 projects. We managed to establish that the concept was possible, it summarized, and it explained that those of triple impact are investments difficult to traccionar both by the theory of pockets: business and viability are not united but they run by different routes, when the second concept would have to be contracted directly in the model of businesses and not including as a compensatory practice.
Tinelli spoke of investments, its specialty. First it made an introduction on the evolution of the triple impact: At the home of this century, the investors engaged lawyers to calculate the risk and experts in futurologa for the return. Today we happened to a triple vision: risk, return and impact. The one that is not looking this, is going for back, it maintained. It mentioned a study of Robert Eccles, expert in the subject and professor of Harvard, that followed during 18 years 180 companies, 90 of them with a strategic glance of viability and 90 that they did not have good policies in this sense. The companies that made the things good had major shareholding value that those that no. This is only an example of which, if it is wanted to generate good return, there is no another way, aimed.
It explained that in the investment of triple impact there is an advance of tweezers. One of those tweezers constitutes the new generations of workers and consumers. Another one, the investors, who from the financial crisis of 2008 decided to follow principles of responsible investment. Today there are US$ 114,000 million that are being reversed with an idea of triple impact. 4% of that number arrive at Latin America, but not still to Argentina. That that capital arrives here it is not so much more difficult that to obtain that the traditional capital comes. We cannot both look this as a niche nor under the theory of pockets. Any bottom that is wanted to capitalize in the outside or wants to be placed in stock market must look this, and here it is the clamp that comes from above, it stood out.
Luzuriaga thought that the viability concept happened to be associated to the green thing to think as triple impact, that is to say that in addition to making businesses, the companies began to consider the consequences in the society and the atmosphere where the companies are inserted. It thought that the companies still are adapting slowly. What so related are going to be the model of businesses and viability? For Luzuriaga, much, because they already begin to see consequences in the talent. More or less a 50% of the employees at global level say that if the company where it works does not have this concept in its strategy, it goes away, it aimed.
From the world of the companies, Constanza Gorleri (Galicia Bank) connected viability with the talent retention, and Karina Stocovaz (Nature) did the same, but with the new exigencies of the consumers. Florencia Salvi (AmCham Argentina) and Francisco Murray (System B) also advanced on the agenda that comes. And Robert Strand (University of Berkeley) added itself through the screens to speak of the roll of the viability managers and of why the position must have date of victory.
The social entrepreneurs also were protagonists. Matas Gonz¡lez de Biase (FC Ball) narrated how he happened of a NGO to a company with social impact; Roco Gonz¡lez (Daravi) explained why there is to manage scale to generate impact; Matas Fern¡ndez Moores (Vacavaliente) remembered how their reclaimed leather designs arrived at the New York Museum of Modern Art; Marcos Heyd (the Tip) stood out how he thinks to disrumpir construction industry with the recycling of materials, and Jer³nimo Batista Bucher (Henko) related how their glasses of seaweed opened the doors to him to an encounter with the German chancellor, Angela Merkel.
Sources: La Naci³n