Post on 10-Aug-2021
1
Acknowledgements
THE REPORT WRITING TEAM
This report was produced as a joint effort of a
dedicated team made up of members from
UNDP Brazil CO, SEBRAE, IICPSD and its
partners from academia. A core team from
Brasilia and Istanbul was involved at all stages
of the study.
Supervisors
Gülçin Salıngan
Deputy Director at UNDP IICPSD
Zeynep Gürhan-Canlı
Migros Professor of Marketing and Dean of the
College of Administrative Sciences and
Economics at Koç University
Valeria Barros
Senior Technical Analyst
SEBRAE
Luciana (Trindade de) Aguiar
Private Sector and Innovation Specialist
UNDP Brazil
Authors / Research Team
Dicle Yurdakul, Project Coordinator & Lead
Author
Assistant Professor of Marketing at Altınbas
University, Turkey
Olcay Tetik, Co-Author
Research Analyst UNDP IICPSD
Interns, UNDP IICPSD
Will Spurr
Cynthia Antypa
Razane Cherk
Anna Brunet
Sheila Casserly, UNV
BUSINESS ASSOCIATIONS
FECOMERCIO
FIAM (Amazonas)
FIEB (Bahia)
FIEMG (Minas Gerais)
FIEP (Paraná)
FIEPA (Pará),
FIEPE (Pernambuco)
FIESC (Santa Catarina)
FIERGS (Rio Grande do Sul)
FIESP (São Paulo)
Global Compact Brazil Network
REVIEWERS
Prof. Edgard Barki – FGV
Profa. Graziella Comini – USP
Maristela Baioni – PNUD Brazil
Cristiano Prado – PNUD Brazil
Carlo Pereira – Global Compact Brazil
Network
RESEARCH ASSISTANTS
Natalia Sant’Anna Torres
Marcelo Dias
Maria Paula Marques
OPERATIONAL ASSISTANCE
Serdil Cevheri Avcı
Service Support Associate, UNDP IICPSD
2
Foreword
The 2030 Agenda demands integrated,
systemic solutions and collective efforts of
public and private Private Sector is a vital actor,
together with governments and civil society in
advancing the Sustainable Development Goals
bringing onboard innovation, dynamism, and
expertise. In the average developing country,
the private sector accounts for 60 percent of
gross domestic product (GDP), 90 percent of
jobs and 80 percent of capital flows.1 Private sector stands to gain immeasurably by transforming
its business practices towards being inclusive, sustainable, and impact-driven.
The remit of the Istanbul International Centre for the Private Sector in Development (IICPSD) is to
work with both the private sector and governments to increase business contributions towards
achieving the Sustainable Development Goals (SDGs). In practice this means working to work with
investors and companies, of all sizes, so the SDGs are used as the main framework for private
sector strategies and operations so that all business outputs are contributing to the SDGs.
UNDP/IICPSD aims also to support governments to establish enabling policy and regulatory
environments while facilitating multi-stakeholder partnerships.
As a commercially viable and scalable practice, inclusive business is one of the thematic working
areas of IICPSD. Not only do inclusive business models drive progress towards SDG 8 – decent
work and inclusive economic growth – they have the potential to catalyse progress across the board,
whether in gender empowerment, zero hunger, or reduced inequalities.
As part of IICPSD’s work, Business+ reports were launched to provide an improved depth of
understanding about the status of inclusive business around the world. We believe that this can
complement the work of legislators and market actors – both globally and locally - in fostering an
enabling environment for the inception, implementation, and integration of inclusive business
practices. Thus far, the Business+ series has covered Turkey (2015) and the Philippines (2017),
wherein it provided suggestions to pursue a network-based approach which incentives and supports
innovations in inclusive business. In both countries, several inclusive firms already existed, yet low
awareness of the inclusive business, limited support and collaboration among stakeholders, has
precluded coordinated efforts to structure and foster a vibrant inclusive business ecosystem, despite
palpable enthusiasm from all stakeholders to entrench inclusive business into effective development
strategies.
Therefore, I am delighted to together with UNDP Brazil and SEBRAE we are now launching the
third Business+ report in Brazil. Throughout my career, I have paid close attention to the
developmental challenges in Brazil. The progress Brazil has made in lifting 29 million people out of
poverty in a short space of time has been breath-taking. I believe that private sector that generates
decent-paying income opportunities, creating new markets for the untapped, and enhancing
business models through innovation will contribute to a more inclusive and sustainable business
environment, which can be achieved with a nation-wide awareness raising programme and an
effective collaboration among actors to enhance the capacity of inclusive business models in Brazil.
Marcos Neto, Director, UNDP Finance Sector Hub
3
UNDP – Country Office in Brazil
Inclusive and social impact businesses have been increasingly relevant within the context of
Agenda 2030 and to the localization of the Sustainable Development Goals (ODS) in Brazil, a
universal agenda, that among its many challenges, seeks to eradicate extreme poverty and hunger
in Brazil and in the world. At the same time, this is an agenda of opportunities. It is estimated that
approximately 3 to 4 trillion dollars per year will be directed towards investment in developing
countries.
In the last decades, Brazil managed to reduce extreme poverty by 75%. In addition, the middle
class increased to 29 million people, which contributed significantly to the achievement of the
poverty reduction target for the Millennium Development Goals.
However, according to UNDP's most recent Regional Human Development Report on
Multidimensional Progress, there are 224 million Latin Americans at risk of returning to poverty: 35%
of the region's population. In Brazil, 3.6 million people are already in this situation.
The biggest challenge now is working to achieve and reach new levels of development, prioritizing
the inclusion of more vulnerable groups. After all, persistent inequalities remain, above all, in the
participation of black women, ethnic and juvenile minorities in the economic system and in the
spheres of citizenship. These gaps need to be removed from the country and the productive sector
in order to move forward.
UNDP adopts the articulation and expansion of innovative partnerships with key national and
subnational organizations, intensifying its involvement with the government, as well as public and
private companies, working daily to build a fairer and more equitable country.
In this sense, it is essential to adopt measures that lead to new business models capable of
generating scalable solutions to respond to concrete problems in essential services, as well as
business strategies that include the lower income population as partners in their value chains.
In addition, the private sector, through its capacity to promote innovation, the construction of
productive chains and the generation of value, can proactively contribute to the construction of a
more inclusive society in a dynamic, complex and multifaceted country like Brazil.
In this aspect, it is vital to mention the important role of small businesses in their capacity to
innovate, generate employment and contribute to 27% of GDP in Brazil.
Economic growth is an important driver of development. However, it is not enough to grow. After all,
an economy must grow with a shared vision of prosperity, inclusiveness, and respect for the
environment. UNDP believes that this is the path that may lead the country to grow in a more
harmonious way. This is also the aim of this publication as it sets standards for the companies to
understand and plan how they relate with low income population and entrepreneurs in their
business models.
Together with the micro and small enterprises, the main route of articulation has been through the
implementation of actions with SEBRAE, within the scope of the Iniciativa Incluir, to sensitize and
serve 2,000 entrepreneurs, as well as to support inclusive and social impact business in the country,
to accelerate the implementation of ODS.
Jose Eguren, Resident Representative a.i., UNDP, Brazil
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SEBRAE
SEBRAE and UNDP have been partners since 2016 in the implementation of the Project INCLUIR -
Strengthening Inclusive and Social Business in Brazil. Together, we have reached excellent results.
SEBRAE has included in its strategic framework the commitment to support small businesses in
alignment with SDG 17, as stated in the Strategic Guidelines for Attending Social Impact BusinessI.
These innovative business models distinguish themselves by some fundamental aspects:
generating social and/or environmental impact through their main business activity (i.e., when
sustainability is inherent to its core business, and it is not only an idea or initiative); developing
innovative solutions which are aligned with a digital or traditional business model (i.e., when
innovative solutions are in its distribution model, product and services or pricing system); having
profitable business models that offer scalable solutions (i.e., when entrepreneurs and collaborators
are committed to improving the quality of life of low-income people, presenting a structured
economic model that guarantees profitability from the commercialization of products or services);
and, finally, adopting an innovative and horizontal management model.
The digital paradigm has brought to companies the need to accelerate the process of developing
and repositioning small businesses in different markets. In addition to B2B (business to business),
B2C (business to customer) and B2G (business to government), business have also to consider
M2M (Machine to Machine) in their models, shortening distances between the value chain links. An
"end-to-end" link, that connects productive value chains, could shorten the distance between the
different convergence points in their value chains and is vital for small businesses’ digital
acceleration.
Certainly, organizations and their activities offer different contents according to their products and
services, generating intelligence faster and in a more horizontal way. With digital transformation,
understanding the internal value chain of an organization demands attention and knowledge about
connectivity, infrastructure, marketing, data standardization, working processes, risk and people
management.
In this transformation from traditional to digital business models, it is essential to combine the social,
intellectual and human capital generated by small businesses with the local assets existing in the
territories where they are positioned. As a way to integrate stakeholders and find common solutions
created by a collective intelligence for sustainable development.
In this context, the intelligence produced in the Business+ Brazil report will contribute to disseminate
the awareness about the gaps and opportunities on how businesses can achieve social and
environmental impact in a more effective way. Moreover, the study enhances the understanding on
how companies can solve social problems in large scale through their value chains.
Have a good reading.
Vinicius Lages, Technical Director, SEBRAE
I Available at: www.sebrae.com.br
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Table of Content
List of Abbreviations
List of Key Figures
1.0 Executive summary
2.0 Context
2.1 The Brazilian Context
2.2 SDG Progress in Brazil
2.3 Why the Private Sector Matters for Sustainable Development
3.0 Introduction
3.1 Inclusive Business
3.2 An Inclusive Business Ecosystem
3.3 Business+ Reports’ findings
3.4 Obstacles to IB
3.5 Why this study?
3.6 The Purpose of this study
3.7 Who are the poor in today’s Brazil?
4.0 Methodology
4.1 Operationalization of key constructs (level of inclusiveness, business model
innovation, collaborations, contextual factors)
4.2 Stages of the research done in Brazil (in-depth interviews, survey, profile of the
participants)
5.0 Findings
5.1 Findings Summary
5.2 Participants
5.3 Inclusive Business Findings
5.4 SDG Findings
6.0 Policy Implications: What’s next?
Appendix
End notes
6
Acronym List:
BoP – Base of the Pyramid – Population living off <$8/day (2011 PPP)
BRIC - Brazil, Russia, India and China
CEPAL – United Nations Economic Commission for Latin America and the
Caribbean
CEO – Chief Executive Officer
ESG – Environmental and Social Governance
ECLAC - Economic Commission for Latin America and the Caribbean
G20 – Group of 20 – International Organisation.
GDP – Gross Domestic Product
GNI – Gross National Income
HDI – Human Development Index
IB – Inclusive Business
IICSPD – Istanbul International Center for the Private Sector in Development –
UNDP Specialist Hub for the Role of the Private Sector in Development.
MDGs – Millennium Development Goals
MERCOSUR/L – Southern Common Market – Latin American Trading Bloc
MSME – Micro-, Small-, and Medium-sized Enterprises
OECD – Organisation for Economic Collaboration and Development
PPA – Multi-Year Plan – Brazilian Policy Tool
PPP – Purchasing Power Parity
SEBRAE – Serviço Brasileiro de Apoio às Micro e Pequenas Empresas -
Brazilian Service of Support for Micro and Small Enterprises
SDGs – Sustainable Development Goals
UNDP – United Nations Development Programme
WBCSD – World Business Council for Sustainable Development
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List of Key Figures
Figure 1 Brazil Fact File Figure 2 SDG Internalisation Cycle Figure 3 IB Engagement Entry Points Figure 4 Programa Vivenda Case Study Figure 5 G20 IB Ecosystem Figure 6 Turkey and Philippines Business+ Comparisons Figure 7 Respondents by Sector Figure 8 Approximate Number of Employees Figure 9 Company Size by Category Figure 10 Do the Respondents Work Outside Brazil Figure 11 Employment Format versus Organization Size Figure 12 Employment Type by Sector
Figure 13 Organisational Format in which Low Income People Fit in the Business Figure 14 Key Learnings Figure 15 Prior Knowledge of IB Figure 16 Interest in Learning About IB Figure 17 Emphasis of the poor in the Business Strategy controlled for Organisation Size Figure 18 Interest in UNDP IB Workshops and Seminars Figure 19 Management’s Intention to Engage with BoP in the Next 5 years. Figure 20 Inclusivity by Entry Point Figure 21 Prioritisation of Inclusivity Entry Point Figure 22 Top 5 SDGs by Present Impact Figure 23 Top 5 SDGs by Business Opportunity Figure 24 SDG Prioritisation by Organisational Structure Figure 25 Actions to be taken by the business towards achieving the SDGs
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1.0 Executive Summary
The key findings of this report follow as such; awareness of inclusive business amongst respondent
business is low, their appetite to learn more – especially through UNDP workshops – is high.
Moreover, the survey and extensive literature review indicate that the ease of doing business is low
in Brazil, informality is high, and capacity is limited. Notwithstanding, inclusive business has the
potential to considerably enhance the resilience of developmental gains in Brazil, as well as lifting
further people out of poverty.
The United Nations Sustainable Development Goals (SDGs) set targets for overcoming global
economic, social, and environmental sustainability challenges by 2030. Governments remain a key
player in driving sustainability, but private sector solutions are also necessary to bring onboard the
dynamism, innovation and expertise required to meet the ambitious 2030 Agenda.
One of the most effective ways businesses can contribute to the SDGs is through Inclusive Business.
The G20 (2015) defined Inclusive Business as ‘a private sector approach to providing goods,
services, and livelihoods on a commercially viable basis, either at scale or scalable, to people living
at the base of the economic pyramid (BOP) making them part of the value chain of companies’ core
business as suppliers, distributors, retailers, or customers.’ Inclusive Business models provide a
sound basis for building a resilient economy that gives due importance to human and economic
development while providing an alternative model for businesses to be profitable and responsible.
Given the potential of Inclusive Business in delivering market-based solutions to the SDGs, the
United Nations Development Programme (UNDP) decided to accelerate the implementation of
Inclusive Business practices by identifying capacity gaps and barriers to the adoption of relevant
models and the revelation of any drivers that would enable businesses to better promote and
practice Inclusive Business models. UNDP thus developed Business+ research study as a tool to
understand the inclusivity in the private sector in different countries and guide development actors
toward a more inclusive economy.
Following successful surveys in Turkey (2015) and The Philippines (2017), in close collaboration with
UNDP Brazil, esteemed academics, business associations, IICPSD initiated the Business+ survey in
Brazil in late 2017. Brazil provides a particularly interesting context for Inclusive Business; it is a
country that has made huge developmental leaps over the past few decades and is central to the
industrial drive of the Latin American continent. Nonetheless, the past few years have witnessed
unfortunate backsliding in Brazil’s developmental progress, and the resilience of the nation’s
growth has been exigently tested. 78.5 million Brazilians fall under C.K. Prahalad’s2 definition of the
base of the economic pyramid (BoP) insofar as they live off less than $8 (2011 PPP) per day. As
inclusive business is to be understood as creating wealth with the BoP, then inclusive business
contains the potential to have a hugely transformative effect on Brazil.
As such, the priority for stakeholders henceforth is to unlock the potential of inclusive business in
Brazil; the research herein suggests that the key identifiable barriers to this are limited knowledge
and information, awareness, and institutional capacity.
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Context
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2.0 Context
The 21st century was proclaimed to be ‘Latin America’s century’3. The opening decade witnessed a
rising tide of continent-wide democratic consolidation4, booming growth, declining inequality5II and
poverty6, and significant advancements towards achieving development targets7III. The continent is
home for 650 million people, as well as major biodiversity hubs and resource reserves and remains
pivotal for the realisation of the Sustainable Development Goals (SDGs).
With the recent economic downturn and its impact, the region faces pressing challenges. The
absolute poverty rates increased from 8.2% in 2014 to 10% in 2016, and the total size of low-
income population increased from 28.5% to 30.7% over the same period.8 25 to 30 million people in
the region risk falling back into income poverty, which amounts to more than a third of the
population that quit poverty since 2003.9 And the large vulnerable class that represents around
40% of the population in 2015, increased from 34% in 2000.10
Despite the challenges, the region is undergoing a subdued recovery after a decline in economic
activity. The Economic Commission for Latin America and the Caribbean (ECLAC) estimate 1.7%
region-wide growth for 2019. 11 Also there is a positive momentum towards sustainable
development in the region with growing awareness and enthusiasm about sustainable
development among businesses. 70% of Latin American CEOs believe that a ‘sustainability strategy
is necessary for a competitive company’12 and the World Business Council for Sustainable
Development (WBCSD) claims that sustainable development could unlock $1.2 trillion in annual
additional value for Latin America by 203013.
With one third of the region’s population, and around 40% of its GDP14, the economic and political
fates of Brazil and Latin America are intricately interwoven15IV. Despite a recession between 2014-
2017, Brazil remains the strongest economic and political force in the region. Investors remain
confident in Brazil’s prosperous trajectory, with Brazil being currently ranked 8th for global
investment16. It holds pivotal seats in several of Latin America’s diplomatic and economic
multilateral organisations, such as the Lima Group, MERCOSUR/L, and CEPAL. Additional, Brazil has
the largest capital stock and vote share of any Latin American country in the Inter-American
Development Bank17. Moreover, with Brazil’s macro-economic outlook improving, and business
confidence returning to pre-crisis levels18, the time is right to mobilise resources towards
harmonising economic growth and inclusive, sustainable, business; Brazil will play a pivotal role in
Latin America’s developmental future.
II As per the GINI coefficient, from 0.538 in 2002, to 0.467 in 2016. III As per HDI. From a regional average of 0.686 in 2000, to 0.758 in 2017. IV Brazil’s 2017 Human Development Index score is 0.759 which is almost identical to the regional average for 2017, 0.758.
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Figure 1: Brazil Factfile
2.1 The Brazilian Context
After experiencing decades of structural inequalities along axes of class, race, gender, and
geography, Brazil stepped into the 21st century abound with promise and progress. Between 2003
and 2013, Brazil experienced a period of economic and social progress when more than 29 million
people left poverty and inequality declined significantly. The GINI coefficient dropped 6.6% (from
58.1 to 51.5) during that time while the income level of the poorest 40% of the population
increased by an average of 7.1%.19
Since 2015, however, the pace of poverty and inequality reduction seems to have stagnated. The
country's growth rate has been slowing since the beginning of the decade, from an annual growth
rate of 4.5% (between 2006 and 2010) to 2.1% (between 2011 and 2014).20 There was a significant
contraction in economic activity in 2015 and 2016, with the GDP dropping by 3.6% and 3.4%
(respectively).21Poor economic performance threatens to undermine the substantial developmental
progress made over the past few decades. The recession22has slowed the consolidation of
development gains. A 2018 report released by the Instituto Brasileiro do Geografia e Estatistica
noted that between 2016 and 2017, poverty levels increased from 25.7% to 26.5%, driving
approximately 4 million people back into poverty, and a further 1.8 million have fallen into absolute
poverty23.
Growth has been primarily export-driven – with trade comprising between 25-30% of GNI in the
21st century24 - and Brazilian per-capita investment into research and development remains less
than 10% of other exporting giants such as South Korea, Germany and Japan 25 . The
12
underinvestment in skills development, industry and innovation mean that breaking out of a
primary-product dependent growth model, contingent as it is on the whims of global markets, will
be remarkably difficult26. Additionally, significant capacity gaps still remain: infrastructure remains
sparse in Brazil’s expansive rural Northern states; businesses still face bureaucratic challenges, high
taxes27V, and a paucity of incentives; finally, structural inequalities still fracture society, creating a
fragmented base upon which to build further progress towards achieving the SDGs28. The Brazil
economy remains obstructed from global markets, and consistently scores amongst the bottom
10% of nations for ease of doing business29.
In the context of global anthropogenic ecosystem degradation, mass extinction, and climate change,
Brazil remains a stronghold of ecological resistance. 60% of the Amazon rainforest is found within
Brazil’s borders, Brazil is home to more species of animals, birds, fish and plants than any country in
the world. Unfortunately, this great ecological reserve is often at risk due to the demands of
industry. For example, of the 1.5-3.5 million hectares of forest lost each year in Brazil; cattle
ranching, farming, land speculation, internal irregular migration, and (il)legal mining and logging,
are cited as the leading causes.
Despite these setbacks, economic stability looks to be returning to Brazil. The unemployment rate
fell to 11.6%VI in January 201930 and the inflation rate has decreased to 3.45%31 - less than the 4.5%
central bank target32. Whilst 2017 witnessed Brazil’s tentative climb back to a positive GDP growth
– 1% - growth in 2018 appears to have stagnated at 0.2%33. The slowing down of macroeconomic
progress has required the Brazilian government to adopt a new inclusive growth strategy that is no
longer reliant on strong economic growth to deliver developmental results34. The new inclusive
growth strategy involves taking steps to alleviate asymmetries of information between commerce,
government, and citizens. The Brazilian Service of Support for Micro and Small Enterprises
(SEBRAE)35VII, a private non-profit organization, has been one of the key actors advancing this
strategy. SEBRAE, established in 1972, is part of the S SystemVIII – a term stablished by the Brazilian
Constitution that defines a set of corporate entities focused on professional training, social
assistance, consulting, research and technical assistance, and supports the development and
growth of small businesses while fostering the competitiveness and sustainability of micro- and
small-scale ventures across the country.
There have also been other efforts to reform the Brazilian economic-governmental matrix via the
reduction of informality, such as law of the ‘individual entrepreneur’36, and the streamlining of
investment, as with the creation of a strategy to support inclusive and social incubators and
VI However, this figure conceals record levels of informality, and 0.4% in the following month. See Endnote 34. VII SEBRAE and her seven sister organisations (which together form the ‘S’ system of industrial information and education organisations) make manifest efforts to build bridges between governance and industry. VIII The following are part of the S system: National Service of Industrial Learning (SENAI); Social Service of Commerce (SESC); Social Service Industry (SESI); and National Service of Learning of the Commerce (SENAC). There are also the following: National Rural Apprenticeship Service (SENAR); National Cooperativism Learning Service (SESCOOP); and Social Transportation Service (SENAT).
13
accelerators. As such, within the Latin American – indeed, global – context, the economic situation
in Brazil continues to offer reasons for cautious optimism.
2.2 SDG Progress in Brazil
Achieving and frequently surpassing the targets of the Millennium Development Goals (MDGs),
Brazil acted as a key interlocutor and reference point for the negotiation and establishment of the
SDGs 37 and continued its integral position in the process through the internalisation and
dissemination of SDGs into its domestic policy38IX. Indeed, the post-2015 SDG agenda was launched
in Brazil at the United Nations Conference on Sustainable Development Rio+20, which took place in
Rio de Janeiro, Brazil on 20-22nd June 2012.
The Brazilian government keenly integrated the SDGs into its domestic agenda with the
establishment of National Commission for the Sustainable Development Goals (CNODS) in 2016. 39X
The 86% correspondence between the targets of the SDGs and the targets of the national multi-
year plan (Plan Plurianual, PPA)40 proved its enthusiasm. The crossover was most notable in the
areas of hunger alleviation and healthcare improvements41. Real-time quantitative checks on
Brazilian SDG progress – indicator-by-indicator – is publicly available through the Instituto Brasileiro
do Geografia e Estatistica online SDG platform42.
Another significant step was the localization of the SDGs. Brazil was one of the first countries to
adapt the Human Development Index (HDI) to the municipal level, in 1998. The Government also
developed a guide for municipalities to incorporate the SDG agenda into their local planning43.
However, it is important to note that the implementation of the SDGs will depend on each
territory´s distinct development challenges, the engagement of local actors, and the capacities of
state and municipal government to deliver. Due to this reason the 2030 Agenda is still a major
challenge, from awareness raising to implementation on the ground.
Moreover, several platforms and information hubs were created to inform and foster dialogue and
debate between civilians, civil society, business and government agencies 44 . For example,
participa.br offers a social media driven platform for citizens and civil society organisations to
deliberate, whereas the Municipal Vulnerability Atlas provides a detailed and open-access needs-
map of social vulnerability in 5,565 municipalities throughout Brazil45. The final tenet of the
National Commissions action plan is to assist and monitor the progress of the SDG-internalisation
process, including the preparation of periodic reports46. The steps it takes to enact this can be
condensed as such:
14
Figure 2: SDG Internalisation Cycle
2.3 Why the Private Sector Matters for Sustainable Development
47
Sustainable development is a multifaceted process and requires cooperation from all sectors:
government, civil society, academia and the private sector. Given its potential, the private sector
stands as a critical partner in achieving the Global Goals by 2030. In the average developing
15
country, the private sector accounts for 60 percent of gross domestic product (GDP), 90 percent of
jobs and 80 percent of capital flows.48
Transition to sustainable and SDG-aligned business models offer economic opportunity to
companies. As highlighted by the Business Commission on Sustainable Development, up to $12
trillion in new economic opportunities could be generated through investments in areas such as
agriculture, cities, energy and health and 380 million jobs created (90% in developing countries) by
2030. Businesses are increasingly seizing the SDGs as a market opportunity and reconfiguring their
business models accordingly.49 For instance, 87% of CEOs perceive SDGs as a chance to reconsider
approaches to sustainability, and almost half say that businesses are the most important actors in
delivering the goals.50
UNDP in partnership with governments, civil society and businesses seeks to enhance the private
sector’s role as a vital actor in advancing the SDGs through the adoption of the SDGs as the main
framework for private sector strategies and operations so that all business outputs are contributing
to the SDGs. UNDP aims to support governments to establish enabling policy and regulatory
environments while facilitating multi-stakeholder partnerships.
The private sector plays a key role in delivering sustainable solutions at a local level, creating
employment opportunities, leading innovation, developing market-based solutions by mobilizing
private finance and promoting viable investments, assisting the cities in keeping up with
technological and cultural transformations, and facilitating the transformation towards
environmentally-conscious operations.51 A successful alignment of business objectives with the
SDGs can simultaneously achieve the Global Goals and generate revenue, as exemplified by the
following figures: Individuals with a daily income between US $2.97 and US $8.44 invest a total of
US $710 billion every year in infrastructure, and consequently, a provision of infrastructure
products and services presents a unique opportunity for the private sector (PS).52 Likewise, the
SDGs open up US $12 trillion worth of market opportunities in four economic systems: food and
agriculture, cities, energy and materials, and health and well-being.53 The total economic value that
can be unlocked in the Latin America and the Caribbean region is estimated at US $1.2 trillion, and
that figure would increase further were one to factor in the evaded-costs of averting natural and
social catastrophes that would amount through a ‘business as usual’ approach.54 These numbers
indicate a proliferation of the understanding that businesses constitute a vital partner in achieving
SDGs55
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Private Sector plays a crucial role in Brazil’s development. There are 12.9 million companies in Brazil
employing approximately 40 million people (33 million are workers and 7 million are partners or
business owners). Small and medium enterprises (SME) deserve attention as they account for 85%
of this universe, responding for 52% of formal job positions. 56 Brazil has a higher rate than other BRIC
countries in the creation of new businesses.13 However, reducing business discontinuation rate is still a
challenge.14 Business environment can be strengthened by stimulating incentives, investments, access
to information and implementation support for business models capable of serving the low-income
segments. 57 Moreover, global growth in the market for sustainable investment has been
recapitulated in Brazil, with almost $3bn USD having been procured for green bonds since 201558.
The 2015 UNDP-led Inclusive Markets in Brazil59 report offers extensive insight into the early
developments regarding the corporate-SDG alignment in Brazil. It tracks exciting early movers, such
as the adaptive learning platform Geekie, which makes use of machine learning and online
connectivity to provide tailored education, research and recommendations for all Brazilians. The
firm has global aims and works to empower BoP citizens to improve their chances and build their
personal capacity. Additionally, fintech firms are booming in Brazil, a country with high bank
concentration and low rates of formal financial transactions among low-income population.
Investments in this unattended market may reconfigure the financial services industry, benefiting
small and medium-sized enterprises (SMEs) and reducing the financing gap for the productive
sector. Given the size of this market, the number of potentially benefited population and the high
possibility of scale, fintech firms are seen as strategic by social development institutions. As such,
SmartMEI – a digital account and mobile application for business finance management – and Firgun
– a platform for collective financing – are two fintech firms selected as finalists of the Incluir 2017
call for start-ups that have identified business opportunities to serve low-income entrepreneurs
and clients in Brazil.
On a national scale, civil non-profit organisations, such as the Brazilian Business Council for
Sustainable Development, work to raise awareness and approval of sustainable business strategies
whilst also coordinating the energy of the private sector towards the realisation of the SDGs.
17
Introduction
18
3.0 Introduction:
3.1 Inclusive Business
According to the G20 Inclusive Business Framework, the inclusive businesses are defined
as:
60
IB models have the capacity to improve the livelihoods of BoP populations, serving as a conduit to
affordable products and services, and increasing productivity – activities that can yield inclusive
growth and sustainable development61. In other words, IB models stand as potent steps towards
achieving the SDGs.
The BoP is understood to be the 4-4.5 billion people – with a collective buying power of
$5trn/year62 – who earn less than $8 per day (PPP, 2005). In contrast with Corporate Social
Responsibility (CSR), inclusive business does not depend on the munificence of a business, but
instead, creates value with the BOP that is essential part of inclusive businesses. Inclusive business
practices are therefore commercially viable and seek to align corporate self-interest with the
interests of the BOP. Businesses can integrate the BOP into their value chain in five key manners:
19
Figure 4: IB Actors63
3.2 Inclusive Business Ecosystem
‘Business Ecosystems’ refer to the network of relations, synergies, and co-dependencies present
within an environment of businesses. Businesses within an ecosystem require one another to thrive,
and actors within the ecosystem influence each other and co-create norms of practice.
• Skills Development, outreach, and education programmes for BoP employees.
20
As such, inclusive businesses operate more effectively within an ecosystem of other inclusive
businesses, and within a regulatory and commercial framework that supports the particularities of
inclusive businesses. Hence, this report provides several policy recommendations and guidelines for
governments, the media, independent organisations and other companies to create the conditions
for their success. The G20 Inclusive Business Framework defined the actors of IB Ecosystem as:
Figure 5: An IB Ecosystem. Source: G20 Inclusive
Business Framework
The 2015 Inclusive Markets in Brazil64 report effectively outlines the various actors within the
emerging Brazilian IB ecosystem. It examines the ecosystem from the lenses of:
a) Information
b) Implementation support
c) Investment
d) Incentives
Whilst these perspectives are often interconnected and interdependent, key actors, such as
research institutions, national organisations like SEBRAE, IBGE, NGOs, firms, and international
development organisations all act as information hubs in the IB ecosystems. However, inclusive
business (IB) actors still often experience difficultly in receiving, interpreting, and functionalising
market information.
3.3 Business+ Reports’ findings
The UNDP IICPSD has already compiled two reports analysing the state of inclusive business
practices in two focus countries; Turkey (2015) and the Philippines (2017). These cases followed a
very similar methodology to the Brazil report, yet the questions were adapted to the local context.
There were several commonalities between the two cases, however, there were differences too.
21
Figure 6: Similarities and Differences between Business+ findings in Turkey and the Philippines.
Business+ reports are publicly available through the UNDP website65.
3.4 Obstacles to Inclusive Business
Although the strong potential of IB models in fostering inclusive growth is recognized, there exist
substantial difficulties in the implementation of IB models and activities. The barriers can roughly
be categorized as external (market) and internal (organizational) barriers. The former category
includes obstacles such as rules and regulations, financial resources, information and capacity.66
The latter group refers to issues that relate to the particular context of the companies such as size
and origin; i.e. a local SME in the northern hemisphere or a large corporation from the southern
hemisphere.67
Whilst there have been stirrings in the financial world towards SDG alignment - global multilateral
banks have allocated US $15 billion for IB approaches and private investors have garnered an
additional US $6 billion for businesses with explicit social goals68 – there remain significant
obstacles towards securing appropriate financing for IB enterprises. Just as investment is a key
component for a fully functioning IB ecosystem, difficulty in securing appropriate investment is an
obstacle to IB.
Limited or lack of information is another obstacle for IBs to develop. The first Business+ Study
conducted in Turkey showed that although the opinion of private sector’s role in development is
22
moderate, “companies in Turkey have very low levels of engagement in IB models and activities”69.
Likewise, this study’s predecessor, Business+ Philippines, which engaged more than 200 businesses,
revealed that the current levels of awareness and engagement in IB practices is significantly low.70
Against this backdrop, for IB models and activities to be sustainable and commercially successful,
three pillars have been identified: business model (inclusivity as a core business strategy),
partnerships (collaboration with stakeholders), and innovation.71
Studies in Turkey and the Philippines suggest that addressing these issues requires building
awareness and interest, capacity building, building a stronger ecosystem, operating in a more
favourable regulatory environment, and implementing IB-supportive policies.72
3.5 The purpose of this study
The purpose of Business+ studies is to quantitatively analyse the inclusiveness of the private
sector’s business operations and to understand the level of companies’ awareness, knowledge and
engagement of IB models. The tool is designed to generate meaningful results to be used by policy
makers, business leaders and development practitioners that are specific, measurable, and realistic
towards creating a conducive IB ecosystem.
As such, in the countries studied thus far - Turkey and the Philippines - awareness of inclusive
business practices is understandably low, even where companies have inclusive business models
without explicitly referring to themselves as ‘inclusive’. Moreover, the contextual and global
nuances of inclusive business practices mean that more work is required to enrich and challenge
the understanding of inclusive business. As the wealth of data improves, more detailed guidelines
can be established to help assist both policy makers and market actors navigate the possibilities of
inclusive business, especially to incentivise and assist implementation of IB practices.
The pilot Business+ survey, undertaken in Turkey, proposed recommendations for improvements in
three main fields: awareness-raising, promotion of innovative IB models and practices, and multi-
stakeholder collaboration. The steps taken include: Informative website created by the Science,
Industry and Technology Ministry to engage private sector actors73, IB workshop series74 created by
the Turkish Informatics Association, undergraduate courses on IB offered by Koc University75.
Following the report, two IB projects have been initiated: Turk Telekom’s Life is Simple with Internet
project, and Koton’s Handmade CollectionXI. The former initiative targets underprivileged groups in
less economically-developed cities in Turkey, and provides them with basic skills for internet usage,
bringing almost 30,000 people online within two years after its launch. The latter project, by a
textile company, relocated embroidery work to women’s groups in four cities in Eastern Turkey.
XI For more information on these two initiatives, see: https://www.turktelekom.com.tr/en/AboutUs/SocialResponsibility/Pages/turk-telekom-group-social-responsibility-projects.aspx and https://www.businesscalltoaction.org/member/koton respectively.
23
The Filipino government has taken several positive steps over recent years to create a regulatory
environment that is conducive to a healthy IB ecosystem76. For example, the Philippines is a
permanent invitee to the G20 IB dialogue as of 2015. In addition, since the Business+ Philippines
report, the Filipino Senate passed the Sagip Saka bill, which provides tax incentives for firms who
purchase directly from agricultural suppliers, rather than through middle-men. Given that primary
producers are often BoP citizens, this fits the IB requirement of incorporating the BoP into a
corporate value chain as a supplier. The UNDP Country Office in the Philippines continues to work
on improving awareness of IB, whilst also improving IB models and seeking to build capacity. To list
a few concrete initiatives; the office has partnered with two business associations - the Board of
Investments and PH Business for Social Progress – to host an Inclusive Business Leaders Conference.
This provided an opportunity for active participants in the IB ecosystem to showcase, share, and
develop their knowledge. Moreover, the Board of Investments is currently completing the first full
year of its 2017-2019 Investment Priorities Plan, wherein there are provisions for an IB incentive
scheme aiming to stimulate IB activity. Finally, the Country office is working to strengthen strategic
partnerships with both governmental and private agencies to harmonise and co-develop their IB
strategies. In conjunction, these efforts seek to break down the incentive and capacity barriers that
were highlighted as being obstacles to a healthy IB ecosystem in the Philippines.
The internal developmental progress that Brazil has already made render it a fascinating case study
for assessing the present state of inclusive business. Two decades of conscious effort towards
advancing development goals have consolidated a widespread cognizance of both the terminology
and practices of development. It is in this spirit that the world’s 9th largest economy by GDP77 can
help align private sector strategies with the SDGs, and potentially act as a global leader in inclusive
business practices.
In 2015, UNDP released a comprehensive report entitled Inclusive Markets in Brazil outlining the
status, challenges and opportunities of IB in Brazil78. This report presented the key actors,
institutions and theory associated with fostering Brazil’s immature IB ecosystem and provided
recommendations. For example, attempts to overcome infrastructural capacity gaps and onerous
bureaucratic systems were cited as integral for the advancement of IB enterprises.
This Business+ Brazil report aims to analyse the state of Inclusive Business in Brazil three years on
from the comprehensive Inclusive Markets in Brazil report. Furthermore, this report generates
specific recommendations which could be useful for policy makers, business leaders and
development practitioners towards advancing the inclusive business practices and the role of the
private sector in development.
3.6 Who are the poor in today’s Brazil?
Absolute poverty decreased from 11.1% to 2.3% of the national population between 2002-2014 79,
however, the aforementioned shifts in national fortunes – coupled with structural reforms to lower
24
welfare spending80 - have seen a reversal in the trend, with a further 1.1% of Brazilians dragged
back into extreme poverty81 by 2015.
Despite remarkable improvements in nationwide living standards over the past two decades,
relative poverty and its attendant correlates remain prevalent among disadvantaged populations.
Race and location sharply influence one’s likelihood of numbering amongst the extreme poor.
‘White’ Brazilians earn, on average, twice as much as ‘black’ Brazilians82. Whilst significant steps
have been taken over the past few decades to narrow racial gaps in income, employment, schooling
and health83, significant disparities remain. 52.9% of Brazilians self-identify as black or brown-
skinned, over 70% of Brazilians living in extreme poverty come under this same category84.With a
high degree of intersectionality, we can also analyse regional disparities in wealth. Wealth is
concentrated around Brazil’s southern coastal economic hubs – namely São Paolo and Rio de
Janeiro. By contrast, whereas 27.7% of the population live in the North-East, they only account for
15% of national GDP85. This disparity is also reflected and refracted through the lenses of
schooling86 and urban/rural87 inequality. For example, rural Brazilians account for 46.7% of people
living in absolute poverty in Brazil, despite comprising only 15% of the nation’s population88.
Women remain underrepresented in the labour market; despite the gender employment gap
halving since 1990, still only 52% of women are actively employed in the labour market89,
compared to 74% of men90. Moreover, male workers are paid, on average, 50% more than women,
which forms a gender pay gap that is 10% higher than the OECD average91. This is likely due to
higher concentrations of women in low-paid labour sectors, such as domestic labour (98% female)
when compared to industries such as general commerce (33% female) and public administration
(38% female)92.
Youth unemployment, during the 2014-2017 recession, climbed to 45%, leaving 4.5 million
Brazilians under the age of 24 out of work93. This occurred despite improving levels of education for
young people; indeed, student debt repayments are both negating the potential productivity of this
generation and transforming the group into a demographic burden through forcing them to either
drain the resources of economically active family members, or to take jobs that do not compliment
their skill sets. Hence, youth inclusion is another perspective through which to understand the ‘tight
nexus94’ between productivity and inclusive growth.
In 2015, 38.11% of Brazilians earned less than $8 (2005 PPP)95XII per day. This means that 78.5
million Brazilians can be considered as part for the Base of the Economic Pyramid (BoP96XIII), and
hence prospective participants in inclusive businesses. Brazil, it seems, has come a long way in
terms of development. Yet there remains a great deal of capacity for improvement; as the engine-
house of the Latin American economy, and with such a large low-income population.
XII To generate this figure using world bank data, $8 has been converted to its 2011 PPP figure, $9.21 for input into the World Bank PovCal Net. XIII The Base of the Economic Pyramid (BOP) concerns men and women earning less than $8/day (2005 PPP).
25
Methodology
26
4.0 METHODOLOGY
4.1 Operationalization of key constructs
Level of Inclusiveness
The level of inclusiveness was measured through 7-point likert scale with 8 items where a response
of “1” indicated that poor people were not at all included in a company’s operations, while “7”
showed that the given domain included poor people to a great extent. In the first 6 items,
participants were asked to rate how much they included the poor people in their business models
for different entry points. Entry points refer to the roles the poor can take in an inclusive business
model: being an employee, consumer/customer, supplier, distribution channel member,
entrepreneur, or local community. The last two items are questions about the extent to which
inclusivity is emphasized in the mission statements and business strategies of the companies; which
reveals whether inclusivity is integrated into the core strategy of the business.
Organizational format
Participants were asked to select the organizational format in which low income people fit in the
business through a nominal scale. The items which were derived from the literature and in-depth
interviews include formal worker, informal worker, self-employed, informal company,
microenterprise, individual microentrepreneur, small business, agricultural producer and
cooperative.
Inclusivity Intention
Intention of top management of the companies to include poor people in company operations in
the next five years was asked through a 7 point likert scale.
Inclusive Business Awareness
Participants were asked whether they were aware of the concept of Inclusive Business before
participating in the research.
SDG Adoption
Participants were asked to select top five SDGs they think their businesses (including the value
chain) currently have the greatest impact in, and top five SDGs which could provide a business
opportunity for them in the future.
SDG Implementation
Companies were asked to select the actions which will be taken by them within the next five years
to implement the SDGs that they selected as prioritized in the previous questions.
Interest in Inclusive Business Models
Participants were asked about their willingness to know more about and participate in activities
related to inclusive business.
27
4.2 Stages of the Business+ Brazil research
Literature Review: Recent academic and non-academic studies on inclusive business and the role of
private sector in development were reviewed, including articles, books and grey literature reports
published by development agents, private sector and public institutions such as UNDP, OECD,
World Bank and Ministry of Planning, Development and Management for the Republic of Brazil. The
information derived from the literature guided the future stages of the research in constructing and
adapting the in-depth interview and survey questions, as well as forming a strong base for the
discussions in this report.
In-Depth Interviews: Five semi structured in-depth interviews were conducted in Brazil with
owners or managers of companies with varying sized from different sectors including technology,
health and services. Participant companies have different levels of involvement in development
efforts, which provided the research team with context-based insights to adapt the Business+
survey tool to suit the needs of this research.
Survey: Business+ survey tool was developed as a baseline survey to understand the current level
of awareness, knowledge and engagement of inclusive business in the private sector in different
countries. This tool was first developed during the Business+ Turkey project, which was followed by
Business+ Philippines and Business+ Brazil projects. A majority of the questions included in the
survey are universally operative; however, adaptations are needed for some questions and items
related to the contextual factors in order to reach better insights and increase the potential impact
of the project.
Findings of the in-depth interviews were used in adapting the survey to the Brazilian context. A
series of meetings were conducted to adapt the questions and items, which was followed by a pre-
test. The survey was finalized with the implementation of the feedback received from the
participants of the pre-test. The final survey tool included 9 main sets of questions with multiple
items, followed by demographic questions, and consisted of 7-point, Likert-scale questions, open-
and semi-open-ended and multiple-choice questions. The link to the online survey was sent by an
email to senior executives of companies from various sectors. 355 responses were included in the
data set for analysis.
28
5.0 FINDINGS
5.1 Findings Summary
The general takeaway point from the findings corresponds with the results of the previous
Business+ reports in Turkey (2015) and The Philippines (2017); enthusiasm for inclusive business is
hindered by a lack of conceptual awareness. Companies are not averse to IB, but rather they are
often unaware of its relevance to their work. Moreover, when they learn about IB, they usually
seem inclined to both learn more, and to explore the possibilities of transforming their business to
benefit from inclusivity and skills development.
This intuition was clear from the headline findings of the Business+ Brazil study; of the 355
participants, 69.86% were unaware of the concept of IB, and yet 89.82% want to learn more about
IB, and 84.98% indicated their wish to participate in UNDP-led IB workshops. This underlines the
urgent need to raise awareness of the existence and merits of IB, so that all stakeholders can
communicate through a shared terminology. Beyond volition to learn more, respondents also
expressed a moderate interest in adopting IB practices, scoring 4.06 out of 7 with respect to their
intention to integrate the BoP into their activities in the next five years. The connected desires to
both learn about and shift towards IB practices indicate the imperative need to educate and
facilitate companies towards effectively making the necessary changes to their business practices.
Enhanced focus on IB practices will build upon existing inclusivity within Brazilian business. At
present, respondent businesses scored 3.4 out of 7 for their degree of inclusiveness, with
‘employing poor people’ (3.67), and ‘considering poor people as entrepreneurs’ (3.69) being the
strongest forms of engagement. These two options are interesting insofar as they form very
distinct forms of IB engagement. The former is a good start for working with the BoP yet needs to
be coupled with skills development to ensure that wealth is created with, rather than at the BoP.
The latter, however, strongly emphasises the dynamic power of the BoP as wealth creators.
Respondents were also asked about their involvement with incorporating the SDGs into their
business practices. Brazilian businesses were asked to rank the top 5 SDGs on which they feel they
have the greatest impact, and the top 5 that they believed provided the best business
opportunities. For both questions, SDG number 8, ‘Decent Work and Economic Growth’ scored
highest, followed by SDG #3 ‘Good Health and Well-Being’, SDG #4 ‘Quality Education’ and #12
‘Responsible Consumption and Production’. Interestingly, SDG #1 ‘No Poverty’, which is the first
SDG to be targeted by inclusive business models, was ranked fifth in the list of top 5 SDGs
businesses are currently contributing to. This finding is in line with the low inclusiveness scores of
the participant companies. Futhermore, SDG #1 was not listed among the top 5 SDGs that could
provide a business opportunity for the companies in the next 5 years. This finding points out the
urgent need to create awareness regarding the business opportunities that are brought by inclusive
business models.
Fortunately, more so than IB, businesses are eager to both learn more and engage with the SDGs.
93.80% of participants aim to take positive steps towards SDG alignment over the next 5 years, with
partnership formation being the most popular option for SDG alignment. Effective partnership
29
creation will provide an excellent platform to develop effective understanding and action towards
the SDG amongst businesses in Brazil.
5.2 – Participants
The survey included 355 participants standing for a broad spectrum of industrial sectors. The best-
represented sectors were Administration and Consultancy (72), Education (42), and Information
Technology (48) respectively. Importantly, labour intensive industries such as Construction,
Services, manufacturing jobs also accounted for a significant number of participants. Employment
size matters because greater employment reach provides greater scope for engaging with the BoP
through employment.
30
Figure 7: Respondents by SectorXIV
XIV * Participants were allowed to choose more than one options to define the industries in which they operate. Full List
of ‘other’ respondents, including their approximate clusters, is found in the annex.
31
Figure 7 demonstrates the diverse spectrum of sectors accounted for within the 355 participants;
noticeably, ‘other’ (see annex) is still the largest group, hence demonstrating the reach of the
survey throughout the different facets of the Brazilian economy.
From figures 8-10, it is possible to ascertain the spread of business sizes, which is important as it
directly the effects the amount of wealth that can be creating through IB. Most respondent
companies were small: 85% of respondents had fewer than 100 employees, with 55% having fewer
than 10. This is fairly reflective of the broader picture of Brazilian businesses by size97, with 66.7%
of firms comprising of 1-9 employees, although respondents do comprise an over-representation of
large firms: 3.7% of respondents considered themselves ‘large companies’, and an approximate
8.6%XV of respondents had 200-400 employees; whilst only 1.2% of Brazilian businesses are of this
size. 90.99% of the participating companies are characterised as Micro-, Small- or Medium-sized
enterprises.
XV Assuming a uniform distribution throughout the 200-400 employee category.
32
Only 15.99% of respondents undertake operations outside of Brazil, and only 0.58% describe
themselves as Multinational Corporations. In turn, Social Enterprises comprise 4.65% of
respondents.
33
Figure 11: Employment Format versus Organisation Size
34
The main employment format of the BOP for individual microentrepreneurs and microenterprises
are as micro-entrepreneur and informal worker, as Figure 11 elucidates. On the other hand, more
organized forms of businesses including small and large companies, BOP takes the role of formal
workers and small businesses. This reveals that, currently, microenterprises are engaging with the
BOP through a vulnerable form of employment as informal workers which points out the need for
regulations and control within this domain. The findings for social enterprises are more severe, as
the poor dominantly takes the role of informal companies or informal workers in their business
models. This finding points out a contradiction and needs further elaboration in future studies,
considering that the generally accepted mission and strategy of social enterprises is to create long-
term social impact through sustainable ways of doing business. Finally, cooperatives emerged as a
main employment format only for large companies, but not listed as a major way of interacting
with the poor for the other organization types.
35
The proportion of informal workers is higher in administrative sector, followed by the educational and IT sectors. The same applies for self-employed and individual micro entrepreneurs. Individual micro entrepreneurs present a higher proportion of employment format in IT if compared to other sectors.
36
5.3 Inclusive Business Findings
Participants were asked the roles of the BoP with whom they interact for their business activities
(i.e. as informal workers, small business, agricultural producers etc.). The leading roles were as self-
employed agents and individual micro-entrepreneurs (141 companies reported working with the
BoP in this capacity respectively).
One key takeaway from the format in which the BoP fit into the businesses is the probable
vulnerability of several of the employment formats; 150 companies report working with informal
workers or informal companies. In contrast, cooperatives – a more stable employment form which
collectivises risks and can secure legal recognition – were only engaged with by 53 participating
companies.
Inclusivity, awareness of inclusivity, and impetus to become more inclusive form the backbone of
this study, and thus the following findings form the crucial learnings from the survey:
37
Figure 14: Key Learnings
Conceptual awareness of IB is currently low, with 69.86% of being unaware of what IB means prior
to the survey. Nonetheless, from the brief priming garnered through participation in the survey,
89.82% of respondents stated their desire to learn more about IB, and 84.98% indicated their wish
to participate in UNDP-led IB workshops. Concrete commitments towards IB were less forthcoming,
yet not altogether absent. Participants were asked to declare, on a scale from 1-7XVI, the extent of
their intention to shift their business activities towards IB. The results averaged 4.06 – showing the
intention of participants to integrate the BoP into their activities to a moderate extent going
forward. The distribution of responses fits closely with a normal distribution with a slight weighting
towards to; that is, approximately one third of responses answered between 1-3 (29.85%), 4
(34.65%), and 5-7 (35.49%).
XVI Wherein 1 represented no intention to incorporate the BoP into business activities, 7 indicated an intention to integrate the BoP ‘to a great extent’, and 4 acted as a medium point of a ‘moderate extent’.
38
Figures 15 and 16: IB current knowledge and appetite.
39
Emphasising the poor as a part of the business strategy (controlled by sector) highlights a possible
cross-section of differing emphases of inclusivity depending on company size. As one may expect,
social enterprises rate, on average, their emphasis on the poor in their business strategy at 6 out of
a possible 7, making them the most inclusive sector in this regard. The average score, 3.4, was
elsewhere surpassed by micro-enterprises, large companies, and multi-national companies. One
postulation for explaining this could be that ‘emphasising the poor in a business strategy’ is a
necessity for some, and a luxury for others. For example, for micro-entrepreneurs and enterprises
are likely to be located peripherally to core business districts and will be more likely to deal first-
hand with small-scale clients, and thus they are more likely to directly deal with the BoP. In
contrast, large and/or multinational companies will be more likely to have the resources to
designate strategy formulation to professionals and/or consultants, who will be versed in ESG/SDG
terminology, the inclusion of which can help the firm to derive value from improved public
relations. Sitting between these two extremes are small and medium sized firms, which are less
likely to have the necessity of engaging with the BoP but will also lack the corporate know-how to
add value to their operations through weaving a verisimilitude of social and environmental
contentiousness.
40
Given that small and medium sized firms form the bulk of respondents, this brings to light the
necessity of raising awareness of IB amongst MSMEs. Especially when this consideration is
tempered with the enthusiasm that respondents show towards learning more about IB. This
includes a 79.7% majority of respondents in favour of attending seminars and workshops on IB
models, as per figure 18.
41
With respect to how current activities relate to IB, participants responded with their involvement in
certain inclusive practices. Once again, responses were graded on a scale from 1-7, wherein
participants answered the extent to which they engage in the given practices. The average figure
for inclusivity amongst the respondents was 3.40, indicating moderate engagement in inclusive
practices for participating Brazilian businesses. Of the eight available options, the range between
the weakest-scoring form of engagement, ‘targeting poor people as consumers’ (3.05), and the
strongest, ‘considering poor people as entrepreneurs’ (3.69), is only 0.64. Hence, across the 355
participants, there is no strong difference in the prevalence of the different types of inclusive
practices. One general trend sees a slight emphasis towards engagement with the BoP through
employment and strategy, and away from seeing the BoP as customers and distributors, which
points out to a lack of awareness regarding the opportunities brought by targeting the BOP markets
as customers and meeting their previously unmet needs.
42
Despite a fair degree of homogeneity amongst entry points of the poor, distributions of responses
to each entry form were more diverse. For example, ‘investing in less developed neighbourhoods’
scored the same as the mean IB result for all practices – 3.40 – yet within this figure, 30.42% of
respondents selected ‘1’ – indicating that they do not invest at all in less developed
neighbourhoods. This heavy weighting towards ‘not at all’ is counter-balanced by 49.58% selecting
4-7. Similar distributions are replicated throughout the other responses, with ‘1 – not at all’ and ‘4 –
to a moderate extent’ being the largest and second largest response in each case.
‘Emphasising the poor in your business strategy’, as was expanded by sector in figure 17, scores
above average, 3.63, perhaps indicating the growing problem of SDG/inclusivity-washing amongst
large firms and demonstrating the disjoint between pledges and action. Alternatively, it can
demonstrate an implementation lag between identifying the potential value of IB and making
structural changes to one’s value chain to benefit from these changes.
A similar logic can apply to ‘emphasising the poor in your mission statement’, which also scores an
above-average 3.45. The reduced disparity from the mean value in this case may be due to mission
statements being more pithy, binding, and central to a firm’s identity than its strategy.
‘Considering the poor as entrepreneurs in your business’ model is the highest scoring response at
3.69. The popularity of this option may profit from its vagueness, as it is not something particularly
tangible that will have a clear quantifiable impact on the business. This acts as a sharp contrast to
43
the second most popular option – employing poor people – which scores 3.67. Employing poor
people acts as a strongly tangible metric for inclusivity. However, whilst IB foundationally concerns
corporate engagement with the BoP, employing poor people is only a helpful step in inclusivity if
employees share in the wealth creating in the firm. For example, a firm which develops the skills of
BoP employees, and provides them with education and assistance can be considered more inclusive
than a firm which would take the same people on in either an unpaid or minimum-wage format.
Nonetheless, employment is the most popular form of tangible engagement with the BoP. It
scores considerably higher than the below-average-scoring engagement through distribution,
treating the BoP as customers, and dealing with the poor as suppliers. This may be a consequence
of labour being considered as a commodity for which the BoP can provide the lowest price, yet for
supply, distribution, and custom, reliability, established relations, formality, resources, and
economies of scale may be prioritised. This means that a working priority for IB awareness-raising
can be expanding firms’ understanding of the breadth of IB potentialities, and their concomitant
advantages.
Figure 22 demonstrates the spread of results within each entry point. All entry points spike for the
values of 1 (not at all) and 4 (to a moderate extent). More popular options see a padding around 5,
6, and 7, and thus carry a slight bulge to the left of their radar diagrams. ‘Emphasising the poor in
your business strategy’ witnesses a slight bulge for ‘2’, implying that several firms give passing, yet
not thorough, mention to the BoP in their strategy. Which shows that the relevance of inclusivity in
the Brazilian context is extensive, if not intensive.
44
Figure 21: Prioritisation of Inclusivity by Entry Point
45
5.4 SDG Findings
Corporate SDG-alignment is a central pillar to the 2030 Agenda and is integral for the provision of
resources and dynamism towards securing sustainable development. Brazilian businesses were
asked to rank the top 5 SDGs on which they feel they have the greatest impact, and the top 5 that
they believed provided the best business opportunities. For both questions, SDG number 8,
‘Decent Work and Economic Growth’ scored highest. SDGs 3, 4, and 12XVII also appeared in both
lists, with SDG 1 – ‘No Poverty’ – changing for SDG 9 – ‘Industry, Innovation and Infrastructure’ – in
the list of business opportunities. This suggests that Brazilian business still see their contributions to
the SDGs within the writ of economic development and the offshoot of their products and services
– rather than embracing diverse aims into the core business model. Whilst this is not incongruous
XVII ‘Good Health and Wellbeing’, ‘Quality Education’, and ‘Responsible Consumption and Production’ respectively.
46
with the ethos of the SDGs, effective SDG education should include how all SDG-engagement can
be relevant to the successful running of a profitable business.
Figur
e 22: Top 5 SDGs Impacted by Respondents
47
48
Figure 23: Top 5 SDGs to be Prioritised by Respondents
49
Companies were also asked what actions they intend to take to implement SDG-alignment. The two
most frequently occurring strategies are ‘Establishing Partnerships in line with the SDGs’ (198
respondents) and ‘Embedding Target SDGs to Core Business Strategies’ (172). These findings are in
line with the main findings of the previous Business+ studies and the extant literature, emphasizing
the importance of establishing partnerships and making sustainability a core part of the business
strategy rather than thinking of it as an ancillary activity to flourish inclusive and sustainable
business models. The emphasis on establishing partnerships points to the continued relevance of
the UNDP’s role in encouraging the private sector to realise the benefits of multi-sector action
towards achieving the SDGs.
In contrast, the two rarest strategiesXVIII were ‘Making Donations in line with Target SDGs’ (56) and
‘Mentioning SDG Contributions in Company Reports’ (82). With the rising awareness regarding the
more sustainable ways of contributing to development efforts, companies’ focus more on creating
higher social impact with their activities and embedding social responsibility into the core strategy
of the business, rather than making donations. This awareness may form the basis of a perspective
shift towards the adoption and implementation of SDGs. On the other hand, companies should also
be aware of the benefits of embedding the SDGs and the inclusiveness mindset into their core
strategies, ranging from an improved brand image to access to alternative sources of finance
through impact investment. As indicated in the previous Business+ studies, measuring and
communicating the impact created through adopting Inclusive Business and the SDGs is a key
success factor for companies. Low scores for ‘Mentioning SDG Contributions in Company Reports’
points out the need to emphasize the importance of measuring and communicating the impact.
XVIII Excluding the null option – ‘None’ – which 22 companies opted for.
50
51
Policy Implications; What’s Next?
52
6.0 Policy Implications: What’s Next?
The recommendations and policy implications presented in this section were derived from the
findings of the Business+ Brazil research and are supported by empirical evidence from previous
studies in the field as the UNCT Brazil SDG Action Plan MAPS Brazil Engagement Report (2018) and
the Human Development Report (2016). It is important to note that it is beyond the aim and scope
of this project to advise the actors who should be responsible for the development and
implementation of these strategies as such would require further research. A coordinated effort is
required to clarify the roles different actors can take in the ecosystem and to strengthen the
collaborations among them in the way to increase the impact. The implementation of the policy
recommendations should be tailored according to territory´s distinct development challenges, the
engagement of local actors, and the capacities of state and municipal government to deliver.
Building upon the literature review and survey data, the following conclusions can be deduced,
which then provide a platform to ground policy implications. These are:
53
This provides indication for the integral working areas of IB policy. These policy measures should
complement the current state of policy-based multi-sector IB support.
6.1 - Raising awareness
An encouraging outcome from the Turkish (2015) and Filipino (2017) Business+ studies is the big
appetite to learn more about IB amongst respondents following a brief priming on the subject
matter through the survey.
Similarly, the Business+ Brazil study revealed that 89.98% of the respondents are interested in
learning about inclusive business, which provides fertile ground to deliver assistance on IB
implementation. This interest is particularly manifested in figure 18 indicating 84.98% of interest in
attending UNDP-led workshops on IB business models.
Therefore, the opening imperative with awareness raising is to bridge the gap between intention
and knowledge.
Awareness Working Areas:
(1) Conceptual Awareness
Most respondents had not previously heard of the term ‘inclusive business’. As such, priming
exercises such as the Business+ survey create the first step in developing recognition of the role the
private sector can play in sustainable development through engagement with the BoP. The initial
exercise should indicate that IB practices are widely applicable and can generate additional revenue
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sources through tapping new markets, fostering systemic innovations, and unlocking impact-
minded finance.
One the most efficient ways to build this awareness is to collaborate with partner networks in the
private sector, such as SEBRAE, to disseminate knowledge and connect potential IB practitioners
with educational resources.
UNDP has an extensive track record of organizing awareness-raising programmes.
There are a number of ongoing and foreseen SDG-related training activities amongst Government
institutions and IB can be integrated to these activities. The National School of Public
Administration (ENAP) is preparing courses on specific SDGs or groups of SDGs, with support of UN
Agencies and other partners: on food security (SDG2) environment (SDGs 13-15), innovation and
industrial policy (SDG 9), gender equality (SDG 5) and Partnerships (SDG 17).98
One latent source of IB theory resources is the iBAN resource archiveXIX, which includes all G20
publications on the concepts and roadmaps required for IB. The website also contains a knowledge
sharing platform, and IB training tools. While the IBAN resources archive contains a plethora of
global resources on IB, which are beneficial for understanding IB in a variety of forms, sectors and
regions, IB implementing actors in Brazil may also profit from the stories and experiences of local
companies with IB models. Case studies from Brazilian Business Call to Action member companies
such as Banco Santander, Natura, PUPA, SAMBAZON and Itaú Unibanco can provide relevant, local
insight to carrying out IB in Brazil in a variety of different models and sectors. These case studies
demonstrate how IB can engage the BoP as employees, suppliers and entrepreneurs as well as
customers and consumers of their goods and services.
Finally, information hubs within the potential IB ecosystem: such as universities, quangos, NGOs,
IOs, and governmental organisations, should be prompted through partnerships to focus on
providing reliable and applicable theory and data about local applicability, network, and
opportunities for IBs.
(2) Awareness of the Commercial Viability of IB
Central to IB awareness-raising – passive and active – is the need to clearly distinguish that IB
models are, by definition, commercially viable, and will augment, rather than hinder, revenues. The
BoP are underserved by mainstream business, despite having an enormous wealth-creating
potential; and making full use of the talents, specific needs, and spending power of the BoP is a
profitable exercise. Participants will also be interested in learning about the scope for social impact
that inclusive business can have, and how it can directly improve opportunities and resilience in
their communities. It is estimated IBs has the potential to unlock the $5 trillion market at the base
of the pyramid99 .
XIX IBAN. (2019). Retrieved from: https://www.inclusivebusiness.net/
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(3) Awareness of Implementation Strategies
The success of sustainability-oriented incubators, innovation hubs, and accelerators can be drawn
upon to develop a range of methodologies and roadmaps for either transforming business models
into IB models or creating new IB models. This can help to rectify an implementation lag between
the identification of the potential value of IB to a firm and the business-model transformation
necessary to start generating impact and wealth through IB. To assist in the provision of effective
implementation strategies, IB support-networks must build upon the previous awareness-raising
steps; these include open-access UNDP IB workshops, free access to IB resources online, open
publication of IB transformation methodologies, effective network support, and continuing hands-
on consultation. Moreover, these access points for awareness raising can provide a two-way
information exchange – with participant firms providing a continuous flow of data learnings, best
practices, and feedback about the IB implementation process.
Multi-stakeholder platforms like the Business Call to Action (BCtA), a global membership
community for inclusive business practitioners hosted by UNDP, seek to create a worldwide
community of practice for IB. Such membership platforms enable companies to tap into best
practices in their industry and region as well as explore success stories from other countries and
sectors. In effort to provide further insight for companies into IB implementation, BCtA worked
partnered with the multinational professional services company, Deloitte, to map the journey of
inclusive business maturity and subsequently create a report and accompanying tool for companies
to identify their own maturity to implement IB. Helping companies understand that IB is not
something that a company either is or is not or has or does not have, but is rather a journey from
awareness to exploration to building to championing, is critical to long-term adoption and success
of IB.(4) Network interchange
Existing IB platforms within Brazil should be utilised so as to facilitate knowledge exchange and
resource awareness. Mainstreaming these interchanges will also provide effective multi-lateral
entry points for stakeholders within the IB ecosystem in Brazil; for example, a communicative
exchange network can work to connect impact-minded financiers with capital-seeking IBs, or to
connect IBs with similar business to promote unionisation and accreditation. To facilitate this kind
of collaborative environment, convening parties such as UNDP and SEBRAE can develop platforms
to enable free exchange of knowledge and network access to IB practitioners in Brazil.
6.2 – Institutional Capacity Building
Although, Brazil has a higher rate than other BRIC countries in the creation of new businesses, the
literature review provided a diagnosis of capacity gaps impeding business in Brazil. These capacity
gaps are notably burdensome in peripheral regions and amongst low-income communities. These
capacity gaps include ‘last mile’ infrastructure deficiencies, bureaucratic burdens, high levels of
informality, and a tightening politicised oversight of potential supportive actors. 100 Suggesting
improvements in physical infrastructure requires centralised governmental action; the suggestion
56
of which is beyond the remit of IB policy implications. Instead, the issue can be viewed as an
opening for IBs to overcome obstacles posed by physical capacity shortfalls; as with the Programa
Vivenda case study (page 19), which creates amenity renovation packs specially tailored to poorly
connected favela-dwellings. However, reducing business discontinuation rate is still a challenge.14
Business environment can be strengthened by stimulating incentives, investments, access to
information and implementation support for business models capable of serving the low-income
segments.
Incentive Frameworks
Establishing institutional capacity to underpin a healthy IB ecosystem should be prioritised.
According to the foundational G20 IB framework – for a flourishing IB network; information
incentives, finance, and capacity are the four conjunctive catalysts to foster IBs.XX For incentives,
flagship initiatives, such as the Incluir call for businesses can help to spur interest in IBs, and thus
raise public and investor awareness of their practices. As the implementing partner in this survey,
SEBRAE can examine the scope for creating incentive frameworks for IBs; these could include tax
holidays, network support schemes, accreditation systems, and regular competitions.
Legal assistance and one-stop-shops
Beyond incentivisation, changes in the policy environment are necessary to aid the creation of
inclusive businesses. For example, the previously cited consistent low score for ‘ease-of-doing
businessXXI’ in Brazil and prolific informality are particularly harmful to many IBs, which live, by
nature, on the peripheries of mainstream business activities. Several approaches can be taken to
overcome this situation: The first would be data collection on the informal economy and use
learnings from this research to advise both the government and businesses on how to ease
formalisation. Not only will formalisation aid governmental direct resource mobilisation, enhanced
ease of doing business will allow business to grow sustainably. Policy measures to build institutional
capacity in this regard can include the creation of ‘one-stop-shops’ in low-income districts,
providing free legal consultation and paperwork for all the steps needed to legitimise a business.
Moreover, tailoring this service to IB can include protracted consultative assistance, for example,
keeping the network of IB clients informed about any legislative changes and incentives that may
directly affect their business.
Developing Innovative Capacity
Innovation, that is, the emergent property of components of a system actively or passively
communicating to improve operational efficiency, is a core ingredient in IB models. This is because
engagement with the BoP in a business environment requires atypical practices, and often involves
the need for inventive systemic solutions, such as alternative payment and financing solutions, or
inventive products tailored to BoP-specific requirements. The imperative going forward, therefore,
is to inculcate the relevance and potential of IBs into the innovation hub scene.
Accreditation and Certification
XX See section 6.3 XXI See endnote 40
57
Accreditation and certification can provide inroads for the calibration and benchmarking of IBs. This
can provide IBs with a new value channel whilst simultaneously generating awareness and
enthusiasm for IBs. Furthermore, a system of accreditation or certification provides the opportunity
for participating firms to form IB unions and associations which can advocate the interests and
practices of IB firms and share information and best-practices between each other.
6.3 – Enhancing capacity of inclusive businesses
Impact measurement
Demonstrating the value of IB to governing entities or impact investors will require a demonstrable
positive impact. Moreover, given the SDG-internalisation priority area, as outlined by the Brazilian
Voluntary National Report (VNR), SDG-impact will be fundamental tool in conveying impact.
Ascertaining reliable insights on impact will require close continual partnerships with IB
practitioners, which can be developed through effective network support mechanisms.
To unlock investments in the SDGs, which would also be also relevant to IBs UNDP launched SDG
Impact in September as a one-stop shop for investors of all types - from profit-seeking to
philanthropies to access information, tools and resources. SDG Impact – a partnership between
UNDP and the Impact Management Project's network of partners (including IFC, GRI, GIIN, Social
Value, WBA, PRI, GSG) will offer the following resources:
o Standards that will clarify the policies and practices for impact measurement and
management that they will be expected to adhere to, voluntarily, when making “SDG-
enabling” investments;
o On-line training and a certification training programme for accredited independent
certifiers;
o An SDG Impact Seal will be given to authenticate a firm’s adherence to the standards,
which will aim to leading companies/investors, to want to achieve the SDG Impact Seal.
o While in its early stages, the SDG Impact’s tool kit will also include investor facing
country mapping reports and investor convenings, all of which will be very helpful for
firms interested in identifying opportunities for SDG enabling investments.
Moreover, Business Call to Action (BCtA), launched the online ‘Impact Lab’ with an aim to support
companies in identifying, measuring and managing company’s impact to support company’s
business decisions. It covers the full impact measurement cycle to support companies in
understanding, proving and improving their impact and integrating insights back into their strategic
and operational management decisions. The Lab uses the SDGs as a framework for measuring
company’s impact and supports businesses to visualize how operations, strategies and goals link
and contribute to the SDGs.
Building on Brazilian companies’ stated eagerness to establish partnerships for achieving the SDGs,
as well the need to measure and communicate company impact, government, development and
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private sector actors in Brazil can look to a regional success story from Colombia. Partnering with
and utilizing synergies from the Global Reporting Initiative (GRI), UNDP and BCtA, the National
Planning Department of Colombia and the Government of Colombia developed a roadmap to
collect and analyse data from the private sector about its impact and contribution towards the
SDGs in order to inform the Colombian VNR at the High-Level Political Forum in 2018. A multi-actor
team worked with companies across the country to align frequently reported corporate
sustainability metrics with the SDGs and capture company impact in a more streamlined manner.
Identifying, adapting and building on even the most nascent corporate sustainability reporting such
that its impact on the SDGs and low-income communities is clearer will further lead companies to
better understand how their core business intersects with sustainable development and
commercial and social profit.
Improved data collection
Vital to operative impact assessment is reliable data collection. There are several integral actors in
this process: collaborative and continuous assistance for IBs through local networks will allow an
access corridor for up-to-date information exchange; information hubs such as the UNDP, research
foundations, IOs can develop similar research processes to the Business+ to provide more precise
insights into the status of IB in Brazil, which can then be openly published to assist implementation
partners; businesses can be encouraged to publish accurate reports on their IB activities; and an
effective and well-curated IB platform will help with data collection through the provision of direct
access to businesses.
UNDP Brazil in partnership with SEBRAE have launched a set of reports to provide relevant data for
the inclusive and social impact businesses ecosystem in Brazil, such as:
• Knowledge Management of inclusive and social business ecosystem
• Inclusive and social Business Acceleration: an overview of current practices
• Profile of social impact business in Brazil
Information distribution network development
Although the distribution of information should be based on the target audience, business courses
enriched with IB in universities and other learning institutions is one way of information distribution.
Alternatively, practicing IBs or IB-convening organisations can recycle data back into their
business/advisory practices to act as a guide.
Connecting IBs to specialised finance
Building on the solid foundations of the IB Framework, a unified set of IB criteria would be very
imperative to identify IBs more effectively and consistently. A structured set of high-level
commonly used features would provide Governments with further guidance to set up IB promotion
policies, support investors to identify IB investments and provide companies with self-assessment
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tool. Having clear understanding of what constitutes an IB is important also for business
associations, incubators, and development partners to align their work more effectively around IB.
Convening agents can assist IBs in presenting their impact data in the appropriate format for
potential investors and can also provide networking events or specialist-training sessions to
connect IBs to appropriate financing systems. Treating the BoP as entrepreneurs may require the
utilisation of non-traditional financing mechanisms, such as microcredit, peer-to-peer lending, and
crowdfunding; as such, fostering appropriate financing solutions, as well as providing concomitant
financial literacy skills development trainings, will be a vital policy step towards creating a vibrant IB
ecosystem in Brazil.
Increasing Businesses’ resilience and enhance continuity
“Focusing on how to build “resilience”, or. This is particularly important for the region’s 200 million
vulnerable people: those who are neither “poor”, living below a US$4/day poverty line, and have been
unable to move to middle class status (over US$10 /day). Initial estimations put 29 million people in risk of
sliding into poverty or vulnerability
90.99% of the participating companies in this survey are characterised as Micro, Small or Medium-
sized enterprises and business discontinuation is recognized as a challenge in Brazil.101 The ability to
absorb external shocks—financial crisis or natural disasters—without major social and economic
setbacks is key. In this regard, MSMEs can be strengthened by stimulating incentives, investments,
access to information and implementation support for business models capable of serving the low-
income segments. In order to create more resilient communities and increase local capacity, UNDP
provides operational and technical support to MSMEs for them to develop ‘Business Continuity
Plans’ through the Connecting Business Initiative (CBi).
60
Annex and Endnotes
61
ANNEX 1: LIST OF COMPANIES LISTED UNDER ‘OTHER’ FOR THEIR SECTOR (SEC 4.2):
*Other Comércio Internacional
Camping e Hospedagem Licitações Públicas
Certificação Revenda de Bijuterias, e Perfumes
Comércio de Alimentos Secos e Molhados com Assados aos Finais de Semana
Turismo
Prestação de Serviços Supermercado
Logística Bijuterias (Vendas)
Comércio de Bebidas e Alimentos Química
Recuperação de Áreas Ind. de Cosméticos
Viagens e Turismo Industria Brinquedos
Reliogoso Feiras e Eventos
Psicoterapias Holdings
Auto Peças Comércio
Logística Integrada Saude e Beleza
Desenvolvimento de Projetos COOPERATIVA
Autoescola Comunicação
Serviços de Contabilidade e Consultoria Serviços Especializados de Personalização e Fornecimento de Equipamentos de Primeira Linha para Pilotos do Automo
Importacao e Exportação Serviços
Comercio de Alimentos Naturais Silvicultura
Marketing Marketing
Beleza Prestação de Serviço
Importacao & Fornecimento de Capacetes + Acessorios para Automobilismo, e Personalização (Pinturas Especiais Personalizadas em Capacetes para Automobilismo)
Consultoria em Pesquisas
Mobiliário Turismo
Consultoria e Treinamento Alimentação Natural
Beleza Iluminação e Elétrica
Medicinas ALTERNATIVAS Saúde Integrativa
Comércio de Higiene e Limpeza Consultoria
Consultoria de Engenharia e Meio Ambiente Transporte
Advocacia Papelaria
Alimentos Veículos
Panificação Escola de Consciencia e de Meditação - Mindfulness Advaita
Coaching Desenvolvimento de Bairros Planejados
Comercio Representação
Conservação Ambiental Empoderamento de Mulheres
Terceirização Cemitério
Apoio Governamental Agroindustria
Capacitação para gestão eficaz nas ações de políticas públicas voltadas aos maiores de 60 anos.
Consultoria Contabil e Financeira
Assessoria para o Terceiro Setor Contabilidade e Advocacia
Palestras e Treinamentos Varejo Alimenticio
Latoaria Fitness
Desenvolvimento de produtos globais - bens duráveis e semi-duráveis. Importação, exportação e distribuição.
Turismo de Base Comunitária, Produção Associada ao Turismo, Economia Criativa
Juridico Celilos
1 Organisation for Economic Co-Operation and Development. (2015). Development Co-operation Report 2015: Making Partnerships Effective Coalitions for Action. OECD Publishing 2 Prahalad, C. (2014). The fortune at the bottom of the pyramid. Upper Saddle River: Pearson Education. 3 Shifter, M. (2010). Oscar Guardiola-Rivera's "What If Latin America Ruled the World,." Retrieved from http://www.washingtonpost.com/wp-dyn/content/article/2010/11/05/AR2010110503427.html?noredirect=on
62
4 Shixue, J. (2010). Latin American Politics after the “Third Wave” of Democratization and Its Future Prospects. Procedia - Social And Behavioural Sciences, 2(5) 6 By 15.2% between 2002-2016. Ibid. 8 OECD/CAF/ECLAC (2018), Latin American Economic Outlook 2018: Rethinking Institutions for Development. Retrieved from https://repositorio.cepal.org/bitstream/handle/11362/43514/1/LEO2018_en.pdf 9 UNDP. (2016). Regional Human Development Report for Latin America and the Caribbean Multidimensional progress: well-being beyond income. 10 OECD/CAF/ECLAC (2018), Latin American Economic Outlook 2018: Rethinking Institutions for Development. Retrieved from https://repositorio.cepal.org/bitstream/handle/11362/43514/1/LEO2018_en.pdf 11 ECLAC. (2018). Latin America and the Caribbean: Growth Projections for 2018 and 2019. 12 Price Waterhouse Coopers. (2014). PwC Survey on Sustainable Development in Latin America. PwC. Retrieved from https://pwc.blogs.com/files/pwc-survey-on-sustainable-development-in-latin-america-report-1.pdf (p.5) 13 World Business and Sustainable Development Commission. (2017). Sustainable Business Opportunities in Latin America and the Caribbean. Retrieved from http://s3.amazonaws.com/aws-bsdc/BSDC1017_LATAM_final3.pdf 14 World Bank Open Data. (2018). Retrieved from https://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?locations=ZJ-BR
17 Inter-American Development Bank. (2017). The Year in Review. Washington D.C. (p.27). 18 OECD. (2018). Brazil Economic Survey. OECD. Retrieved from http://www.oecd.org/eco/surveys/Brazil-2018-OECD-economic-survey-overview.pdf 19 World Bank. (2018). Brazil Overview. Retrieved from http://www.worldbank.org/en/country/brazil/overview 20 Ibid. 21 Ibid. 22 Brazil GDP. (2018). Retrieved from https://tradingeconomics.com/brazil/gdp 23 Instituto Brasileiro do Geografia e Estatistica. (2018). Síntese de Indicadores Sociais. Sao Paolo: IBGE. 24 Martinez-Diaz, L. (2009). Brazil: The “B” Belongs in the BRICS. In L. Brainard & L. Martinez-Diaz, Brazil as an Economic Superpower? (p. 2). Washington D.C.: Brookings Institute 25 Schneider, B. (2009). Big Business in Brazil: Leveraging Natural Endowments and State Support for International Expansion. In L. Brainard & L. Martinez-Diaz, Brazil as an Economic Superpower? (p. 180). Washington D.C.: Brookings Institute. 26 Ibid (p.161) 27 Deloitte. (2018). Corporate Tax Rates 2018. Deloitte. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Tax/dttl-tax-corporate-tax-rates.pdf 28 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. New York: UNDP. 29 Ease of Doing Business in Brazil. (2018). Retrieved from https://tradingeconomics.com/brazil/gdp 30 Taxa de desocupação, jan-fev-mar 2012 - nov-dez-jan 2019: Monthly dissemination. (2019). Retrieved from https://www.ibge.gov.br/en/np-statistics/social/labor/16833-monthly-dissemination-pnadc1.html?=&t=series-historicas 31 Brazil Inflation Rate. (2018). Retrieved from https://tradingeconomics.com/brazil/inflation-cpi 32 Including a 1.5% tolerance band. Ibid. (p.7). 33 Brazil GDP. (2018). Retrieved from https://tradingeconomics.com/brazil/gdp 34 OECD. (2018). Brazil Economic Survey. OECD. Retrieved from http://www.oecd.org/eco/surveys/Brazil-2018-OECD-economic-survey-overview.pdf
36 Law no.128/2008. Ibid. (p.49) 37 Conheça os Objetivos de Desenvolvimento Sustentável. (2017). Retrieved from http://www4.planalto.gov.br/ods/assuntos/sobre-os-ods 38 Monteaparto, C. (2017). Comissão Nacional ODS. Retrieved from http://www4.planalto.gov.br/ods/menu-de-relevancia/comissao-ods
63
40 Ministry of Planning, Development and Management for the Republic of Brazil. (2017). Brazil Voluntary National Review. (p.26). New York: UNDP; Decreto No. 8,892, de 27 de outubro de 2016, D.O.U. de 27.08.2016. (Brazil). 41 Ministry of Planning, Development and Management for the Republic of Brazil. (2017). Brazil Voluntary National Review. (pp.26-28); Comissão Nacional ODS Brasil. (2017). Plano de Ação 2017-2019 (pp. 28-30). 42 Relatório dos Indicadores para os Objetivos de Desenvolvimento Sustentável. (2019). Retrieved from https://indicadoresods.ibge.gov.br/relatorio/sintese 43 Ministry of Planning, Development and Management for the Republic of Brazil. (2017). Brazil Voluntary National Review. (p.38) 44 About National Agenda Brazil. (2017). Retrieved from https://www.sdgphilanthropy.org/group/43/about 45 Ibid. 46 This corresponds to article 2, clause 3 of Decreto No. 8,892, de 27 de outubro de 2016, D.O.U. de 27.08.2016. (Brazil), and axis 5 of Comissão Nacional ODS Brasil. (2017). Plano de Ação 2017-2019 (p.33). 47 Guterres, A. (2017). “Remarks to Economic and Social Council on Repositioning the UN Development System to Deliver on the 2030 Agenda.” Retrieved from https://www.un.org/sg/en/content/sg/statement/2017-07-05/secretary-generals-remarks-economic-and-social-council-repositioning 48 See for DCED evidence on how private sector development increases income and welfare for poor people
https://www.enterprise-development.org/what-works-and-why/evidence-framework/
49 Deloitte. (2017). 2030 Purpose: Good Business and a Better Future. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-2030-purpose-report.pdf 50 Accenture. (2018). Transforming Partnerships for the SDGs. Retrieved from https://www.accenture.com/tr-en/insight-un-global-compact-ceo-study 51 United Nations Development Programme and Deloitte. (2016). Uncharted Waters: Blending Value and Values for Social Impact Through the SDGs. Retrieved from https://www.businesscalltoaction.org/sites/default/files/UncharteredWatersReport_January2017_web.pdf 52 Ibid. 53 Business and Sustainable Development Commission. (2017). Better Business Better World. Retrieved from http://report.businesscommission.org/report 54 Business and Sustainable Development Commission. (2017). Better Business Better World Latin America and the Carribean. Retrieved from http://report.businesscommission.org/uploads/Better-Business-Better-World-Latin-America-the-Caribbean.pdf 55 Steiner, A. (2018). “How the Private Sector Can Align to the SDGs.” Retrieved from http://www.undp.org/content/undp/en/home/news-centre/speeches/2018/how-the-private-sector-can-align-to-the-sdgs.html 56 United Nations Brazil Country Team. (2018). Mainstreaming, Acceleration and Policy Support (MAPS): SDG Action Plan Brazil Engagement Report. 57 Ibid 58 Patzdorf, L. (2018). Brazil Green Finance Initiative (BGFI) holds first meeting for 2018. Retrieved from https://www.climatebonds.net/2018/04/brazil-green-finance-initiative-bgfi-holds-first-meeting-2018 59 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.30) New York: UNDP. 60 Ibid. (p.3). 61 Ibid. 62 Why Inclusive Growth Is a Model for the Future. (2018). Retrieved from https://emerge85.io/Insights/why-inclusive-growth-is-a-model-for-the-future/ 63 G20. (2015). G20 Inclusive Business Framework. Retrieved from http://g20.org.tr/wp-content/uploads/2015/11/G20-Inclusive-Business-Framework.pdf 64 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.65) New York: UNDP. 65 UNDP IICPSD. (2017). Business+ Philippines. UNDP IICPSD. Retrieved from http://www.ph.undp.org/content/philippines/en/home/library/privatesectorsustainabledevt/InclusiveBusinessPhilippines.html 66 Ibid. 67 Deutsche Gesellschaft fur Internationale Zusammenarbeit. (2013). Inclusive Business Models: Options for Support Through PSD Programmes. Retrieved from https://www.giz.de/fachexpertise/downloads/giz2014-ib-models-rz.pdf
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68 G20. (2015). G20 Inclusive Business Framework. Retrieved from http://g20.org.tr/wp-content/uploads/2015/11/G20-Inclusive-Business-Framework.pdf 69 UNDP and IICPSD. (2016). “Business +: Inclusive Business: A New, Sustainable and Innovative Private Sector.” Retrieved from http://www.iicpsd.undp.org/content/istanbul/en/home1/library/reports/BusinessPlus.html 70 UNDP, IICPSD and Philippines Board of Investments. (2017). Business+ The Philippines. Retrieved from http://www.iicpsd.undp.org/content/istanbul/en/home1/library/reports/business--philippines.html 71 UNDP and IICPSD. (2016). “Business +: Inclusive Business: A New, Sustainable and Innovative Private Sector.” Retrieved from http://www.iicpsd.undp.org/content/istanbul/en/home1/library/reports/BusinessPlus.html 72 IICPSD and Philippines Board of Investments. (2017). Business+ The Philippines. Retrieved from http://www.iicpsd.undp.org/content/istanbul/en/home1/library/reports/business--philippines.html 73 Sürdürülebilir Kalkınma İçin Kapsayıcı İş Modelleri. (2017). Retrieved from http://anahtar.sanayi.gov.tr/tr/news/surdurulebilir-kalkinma-icin-kapsayici-is-modelleri/9357 74 Arama Konferansi: Kapsayıcı Piyasalar İnşasına Yönelik İş Modelleri Geliştirme. (2018). Retrieved from http://www.tbd.org.tr/arama-konferansi-kapsayici-piyasalar-insasina-yonelik-is-modelleri-gelistirme/ 75 Subalti, T. (2017). Koç Üniversitesi'nden sosyal girişimcilere fırsat. Retrieved from https://www.istekadinlar.com/kadin-akademisi/koc-universitesi-nden-sosyal-girisimcilere-firsat-h1336.html 76 UNDP. (2017). Inclusive Business in the Philippines (pp. 19-21). UNDP. Retrieved from https://www.businesscalltoaction.org/sites/default/files/resources/BCtA_InclusiveBus_Philippines_FINAL%20WEB.pdf 77 Smith, R. (2018). The world's biggest economies in 2018. Retrieved from https://www.weforum.org/agenda/2018/04/the-worlds-biggest-economies-in-2018/ 78 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.65) New York: UNDP. 79 PovcalNet. (2018). Retrieved from http://iresearch.worldbank.org/PovcalNet/povOnDemand.aspx 80 Ministry of Planning, Development and Management for the Republic of Brazil. (2017). Brazil Voluntary National Review. (p.13) 81 World Bank Open Data. (2018). Retrieved from https://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?locations=ZJ-BR 82 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.31) New York: UNDP. 83 Bertola, L., & Williamson, J. (2017). Has Latin American Inequality Changed Direction?. New York: Springer. 84 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.30) New York: UNDP. 85 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.30) New York: UNDP. 86 North-eastern Brazilian over the age of 60 have 2.2 fewer years of schooling than South-eastern Brazilians. Ibid. 87 15.6% of Brazilians live in urban areas, yet they account for 46.7% of the extreme poor. Ibid. 88 Ibid. 89 OECD. (2018). Brazil Economic Survey. OECD. (p.8). Retrieved from http://www.oecd.org/eco/surveys/Brazil-2018-OECD-economic-survey-overview.pdf 90 United Nations Development Program. (2015). Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem. (p.65) New York: UNDP. 91 OECD. (2018). Brazil Economic Survey. OECD. (p.8). Retrieved from http://www.oecd.org/eco/surveys/Brazil-2018-OECD-economic-survey-overview.pdf 92 Amsterdam Institute for Advanced Labour Studies. (2009). An Overview of Women’s Work and Employment in Brazil. Amsterdam: Amsterdam Institute for Advanced Labour Studies. 93 Guilherme Gerbelli, L. (2017). Brazil faces lost generation of young workers after recession. Retrieved from https://www.reuters.com/article/us-brazil-unemployment/brazil-faces-lost-generation-of-young-workers-after-recession-idUSKBN1AH327 94 OECD. (2018). Brazil Economic Survey. OECD. (p.10). Retrieved from http://www.oecd.org/eco/surveys/Brazil-2018-OECD-economic-survey-overview.pdf 95 PovcalNet. (2018). Retrieved from http://iresearch.worldbank.org/PovcalNet/povOnDemand.aspx 96 G20. (2015). G20 Inclusive Business Framework. (p.3). Istanbul: G20. 97 OECD (2019), Enterprises by business size (indicator). doi: 10.1787/31d5eeaf-en (Accessed on 18 February 2019) 98 United Nations Brazil Country Team. (2018). Mainstreaming, Acceleration and Policy Support (MAPS): SDG Action Plan Brazil Engagement Report
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99 Antúnez-de-Mayolo, C. (2012). The Role of Innovation at the Bottom of The Pyramid in Latin America: Eight Case Studies. Procedia - Social And Behavioral Sciences, 40, 134 – 140. 100 Reuters. (2019). Bolsonaro: Brazilian Oversight of NGOs Will Be Tightly Controlled. Retrieved from https://www.voanews.com/a/bolsonaro-brazilian-oversight-of-ngos-will-be-tightly-controlled/4732617.html 101 United Nations Brazil Country Team. (2018). Mainstreaming, Acceleration and Policy Support (MAPS): SDG Action Plan Brazil Engagement Report.