private social investment strategy 2018 2025
TRANSCRIPT
Private Social Investment
Strategy
2018 • 2025
A N D R É A N D L U C I A M A G G I F O U N D A T I O N
3 Mission, Vision and Values
4 Introduction
6 Private Social Investment Scenarios and Opportunities
7 2018-2025 Strategic Planning
8 AMAGGI Social Investment Strategy
9 2018-2025 Strategic Map
11 Performance
27 Bibliographic References
28 Boards and Management
Team
29 Institutional Information
Index
Mission
Contribute to local and human development.
Vision
Transform peoples and communities for sustainable development.
Values Integrity - To be ethical, fair and consistent with what it thinks, says and does.
Socio-environmental awareness - Promote culture, and environmental and social education. Simplicity - Focus on the essential, aiming to achieve significant results.
Humility - Respect all peoples, and their diversity of ideas and opinions.
Participative management - Encourage stakeholder participation and engagement in the Foundation’s projects.
Commitment - "Fly the flag", be passionate and proud of the Foundation’s work and strive for its success.
Pioneering - Value creative, innovative, participative, bold, talented and enthusiastic peoples, who make the difference.
Respect for stakeholders - Cultivate good relations, with dialogue and transparency.
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A N D R É A N D L U C I A M A G G I F O U N D A T I O N 3
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
Introduction
The André e Lucia Maggi Foundation is an institution with no economic
purpose, responsible for managing AMAGGI's Private Social Investment.
Its headquarters are located in Cuiabá (MT) and it also has two units, the
André and Lucia Maggi Foundation Collective Space, in Rondonópolis (MT);
and the Velha Serpa Cultural Center Collective Space, in Itacoatiara (AM). It
also develops projects and actions in the strategic regions for AMAGGI and
the Foundation.
Through its activities, the Foundation seeks to contribute to the
Sustainable Development Goals (SDGs), established by the United Nations
(UN); and with AMAGGI's Global Sustainability Positioning, with the premise
of contributing to strengthening the social role of youngsters and leaders
for sustainable local development.
Institutional Information
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
Private Social Investment (ISP)
According to the Institutes, Foundations and
Companies Group (GIFE), the term includes the entire
transfer of financial resources on a voluntary, planned
and monitored basis for social, environmental and
cultural projects of public interest, which aims to
promote the common good and society development*.
This means that, for social issues, AMAGGI has a Private
Social Investment Policy that establishes how it invests
in the localities where it operates. Based on the
provisions of this Policy, the company spontaneously
transfers financial resources for the Foundation to
carry out the management.
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
Private Social Investment Scenarios and Opportunities
Large companies in Brazil and in the world carry out their Private Social Investment
in a structured manner, acting strategically to create shared value and cause a
collective impact on the communities where they operate.
In 2016, in terms of volume of investment in Brazil, according to the GIFE census,
large companies together with their foundations and/or institutes invested BRL 2.9
billion in actions and projects that contributed to areas such as education, health,
local development, among others. Regarding the origin of these funds, 99% came
directly from the transfer from sponsoring companies to the Social Investments
carried out.
There is a tendency to question, more and more, the performance and the role
played by these companies, so that their generated actions and impacts (whether
positive and/or negative) become objects of constant social control.
Corporate Social Investment has the important role of favoring and qualifying this
movement of bringing the company closer to society, acting in line with public
policies, as well as supporting the strengthening of Civil Society Organizations.
In order to align the Foundation’s actions with AMAGGI's performance in strategic
communities for the company, the Foundation carried out its second Strategic
Review in 2017. The background of this discussion was to listen to company areas
and external stakeholders to understand how much the Foundation has been adding
value to the business, and how much it is possible to improve investments in actions
and projects.
It was understood, from this work, that the Foundation's performance must remain
aligned with the purpose of contributing to local and human development, adding
value to AMAGGI's performance, whose Vision is “To be a reference company in
sustainable development”, demonstrating the company's social commitment to the
communities where it is present.
The Foundation’s performance until 2025 will be supported by being a reference
institution in the localities where it operates, by the ability to work with local
partnerships, accelerating local development in strategic regions for AMAGGI and
the André and Lucia Maggi Foundation.
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
2018-2025 Strategic Planning
The André e Lucia Maggi Foundation
defines, in its 2018-2025 strategic
planning, the need to consider short,
medium and long-term results in its
performance, always in line with the
impacts and opportunities of the themes
assumed by AMAGGI in global commitments
for sustainable local development. Every
participatory construction process with
internal and external stakeholders is
relevant to ensure that it is in line with the
business demands and needs, linked to the
dynamics and local context demands.
The agendas taken into account in the
2018-2025 Strategic Planning were:
Institutional commitments
made by AMAGGI that the
Foundation can contribute to:
Child Friendly Company Seal -
ABRINQ Foundation
National Pact for the
Eradication of Slave
Labor
Sustainable
Development
Goals - SDG
United Nations Global
Compact - UN
On the right track
program - Na Mão Certa
- Childhood Brasil
AMAGGI Global Sustainability Positioning
AMAGGI and the Foundation’s Performance Prioritization Matrix
AMAGGI Materiality
Sustainable Development Goals
Trends and Practices Guide
of Corporate Social
Investment
IFC Strategic Community Investment Principles
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
AMAGGI Social Investment Strategy
Steps towards developing a robust
Community Investment strategy
From well-intentioned to strategic
By involving key stakeholders to identify existing local demands and how effective
their actions and projects can be, taking into account local development, the
Foundation concluded that the greatest contribution it can make to community
demands is to understand the knowledge, practices, and the extent to which the
diversity valorization and social inclusion can be recognized as great potentials for
transformation, forming more just and sustainable community bases.
Assess Business Context
Business Plan
Risks and
Opportunities
Basic Skills
Internal
Alignment
Project Cycle
Assess Local Context
Socio-
economic
evaluation
Stakeholders and
Networks
Institutional
Mapping
Partners
Engage Communities
Community
Planning
Advantages
and
Opportunities
Vision and
Prioritization
Management
Expectations
Genre
Invest in Training
Assess Needs
Target Groups
Types of
Capabilities
and Skills
Option and
Strategies
Define Parameters
Objectives,
Guidelines
and Criteria
Investment
Areas
Exit
Strategy
Budget
Select Implementation Model
Company
Implementation
Third Party
Implementation
Partnership
Involving all
Stakeholders
Foundation
Hybrid Models
Measure and Communicate Results
Baseline
Indicators
Participatory
Methods
Community
Perceptions
Return on
Investment
Communication
Strategy
Source: Quick Guide - IFC Strategic Community Investment Principles
AMAGGI and the André and Lucia Maggi Foundation, within their new strategy of
analyzing local demands, believe that some steps are of essence during this
investment process:
The company, as part of a community, must take actions aimed at mitigating its
impacts, which go beyond legal matters to be respected. This process must be
internally accompanied and monitored by specific areas of the company.
Although AMAGGI's Private Social Investment Policy cannot be considered as
impact mitigation management, it can be effective in aggregating opportunities
for articulation and involvement in relevant issues, such as focusing on groups or
issues that are not necessarily, or should not be, the company's knowledge.
.
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI Social Investment Strategy
2018-2025 Strategic Map
2018-2025 Strategic Map
Four guiding issues were taken into account in the
André and Lucia Maggi Foundation’s 2018-2025
Strategic Planning process. These were:
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A N D R É A N D L U C I A M A G G I F O U N D A T I O N 9
1 FOCUS 2 COLLABORATION
3 ARTICULATION
4 PERENNITY
It is necessary to establish action focus in order to generate value to its stakeholders
To strengthen and innovate in its performance, it is necessary to establish ways to collaborate capable of generating transformative impacts
Search for excellence in results, ensuring an articulated performance, that seeks to diversify knowledge and practices
Consolidate the
ability to continuously
change and grow in order to guarantee strategy execution
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025 Strategic Map
2018-2025 Strategic Map
Mission: Contribute to local and human development
Vision: Transform people and communities towards sustainable development
Ambition: Be a reference institution, for the capacity to work in partnerships,
accelerating local development in strategic regions for AMAGGI and the Foundation
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025 Strategic Map
TEXTO DA TABLE Added Value Dimension Shared benefits VA1: Foster network action to structure transformative solutions. VA2: Strengthen social performance in the agribusiness production chain. VA3: Stimulate the role of future generations in local development. VA4: Provide the development of individual and collective skills. VA5: Ensure the Foundation’s growth and continuity. Interested Parties Dimension Strengthening and Innovation PI1: Extend the capacity of realization and articulation of partnerships PI2: Share knowledge and co-create solutions in strategic regions. PI3: Promote the integral formation of youngsters and new leaders. Collaboration PI4: Unite people and forces for shared value. Internal Processes Dimension Articulated Performance PrI1: Expand institutional partnerships PrI2: Approach and align AMAGGI’s and the Foundation’s strategies. PrI3: Strengthen institutional communication with stakeholders. Knowledge PrI4: Capture and internalize knowledge and best practices Resources PrI5: Diversify fundraising Operational efficiency PrI6: Improve administrative and accounting management for the Foundation's future challenges PrI7: Build metrics for performance evaluation and value demonstration. Learning Dimension & Technology Capital Development AD1: Structure technology platform appropriate to strategy and projects. Human capital AD2: Develop skills needed to implement the strategy Organizational Capital AD3: Consolidate Foundation Governance Processes AD4: Ensure collaborators alignment to the strategy. AD5: Develop performance monitoring and management.
AMAGGI Social Investment Strategy
The prominence role in
communities’ development
The word prominence is a term widely used in theater, cinema, soap operas and
advertising, to refer to the main staging character. It can be considered the person who
plays or occupies the main role in a literary work or an event. Every person can be the
protagonist of his trajectory, becoming a transformation agent.
Stimulating prominence is important so that more people can reflect on their dreams and
on what mobilizes them as individuals so to strengthen themselves due to their life stories
and their identity.
Each person can participate and collaborate with activities that go beyond the scope of their
personal interests, guaranteeing Collective Spaces for healthy discussions that express
everyone's desire for a common good. Anyone, regardless of their social, physical and
economic condition is capable of tracing a future that can contribute to a
more just society, based on the incorporation of democratic and
participatory values through dialogue, negotiation and co-existence with
social differences. Thus, prominence always presupposes a commitment to
the democracy and citizen participation.
Define a life project based on what you want to transform into your own
reality. We understand that leading, in this case, is a state of emotion, the
direction towards something that we dream of and that we want to achieve.
Organizations, companies, schools, communities are made up of people,
and engaging prominence, in line with the values that each person has, is
a way of contributing to the communities’ development.
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Social Prominence Strengthening
At AMAGGI, these values guide the company’s
performance, which always seeks to encourage its
employees to assume prominent roles in their lives.
These same values guide the company's relationship
with the communities where it operates.
The André and Lucia Maggi Foundation seeks to encourage
social prominence strengthening of youngsters and leaders
for sustainable local development.
SUSTAINABLE LOCAL
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Strengthen the
social
prominence of
youngsters and
leaders for
sustainable local
development
Advocacy for Sustainable Local
Development
• Participate and/or prepare booklets, articles,
research and materials to strengthen themes related to sustainable local development;
• Participate and/or hold annual forums, events and conversation circles;
• Present the strategy to AMAGGI units;
• Take part in social movements, as well as instances of social control.
Reach: institutional
Relates SDGs:
Strengthening
prominence
Priority themes:
• Youth prominence;
• Social entrepreneurship;
• Social business;
• Social initiatives.
Public:
Youngsters; social leaders; College students; social entrepreneurs, linked or not to a social initiative.
Reach: municipalities where AMAGGI operates and the Foundation’s Collective Spaces.
Related SDGs:
Community Social Investment in Municipalities
prioritized by AMAGGI
Specific agenda for strategic regions,
through:
• Foundation’s Social Technologies;
• Co-managing partners prospection;
• Co-financing partner prospection;
• Public notices, public calls, and others,
specific to these municipalities.
Reach: municipalities prioritized by AMAGGI.
Related SDGs:
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Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Advocacy for Sustainable Local Development
Related SDGs:
The term advocacy comes from the Latin advocare, which means helping someone who is in need. It is used as a synonym for defense and argument in favor of a cause. It is a process of claiming rights that aims to influence the formulation and implementation of Public Policies that meet population needs. For the Foundation, advocacy is to defend and discuss important issues for local development. Contribute to debates and take part in agendas for discussions on important topics for sustainable local development, through Private Social Investment practices.
Participation in the preparation of booklets, articles, research, and materials to strengthen the
themes related to sustainable local development.
Reach: institutional
Justification: The Foundation seeks to play a role of
influence and reference in promoting
agendas that discuss issues relevant to local
development.
It also seeks greater capacity to act in
partnerships in regions strategic for the
Foundation and AMAGGI, as well as favorable
scenarios for the impact on public policies
aimed at sustainable local development.
The organization already takes part in
discussions and agendas that foster debate
and local development, through practices
related to Private Social Investment: either
participating in associations, networks and
initiatives, or in its own agendas to stimulate
relevant themes.
Proposals to contribute to a local
development agenda:
• Institutional participation in councils,
committees, forums and campaigns;
• Advisory and advocacy activities and
guarantee of rights in the social
assistance policy field;
• Participation in articles, dissemination of
press releases and publications;
• Education and coordination with interest
groups and networks;
• Contribution, association and articulation
with Working Groups;
• •Participation and contribution in
research to strengthen the agenda;
• Promotion of discussions, in its network,
on topics that contribute to strengthening
the agenda;
• Other agendas in which the Foundation
identifies its participation as opportune.
Associations and initiatives participation:
• Associated with the Institutes,
Foundations and Companies Group (GIFE);
• Associated with RedEAmérica - Inter-
American Network of Foundations and
Business Actions for Basic Development;
• Associated with INATS - Amazônia North
Institute for Support to the Third Sector;
• Participation in the Social Assistance, and
Children and Adolescents Municipal
Councils;
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Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
• Participation in the Educational Territories Network- Itaú Social (Cuiabá);
• Child Friendly Company Seal - ABRINQ Foundation;
• Participation in the Innovation Project in Local Development (Local ID), at the Sustainability
Studies Center - Fundação Getúlio Vargas (FGV)
Themes:
• Strategic Private Social Investment;
• Youth prominence and local leadership;
• Strengthening Civil Society Organizations (OSCs);
• Sustainable Development Goals - SDGs.
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Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Themes:
Youth prominence;
Social entreperneurship;
Social business;
Social initiatives.
Public:
.
Reach:
Municipalities where AMAGGI operates;
Municipalities with Foundation’s Collective Spaces.
Related SDGs:
Proposals
André and Lucia Maggi Foundation Global Challenge Movement
.
Steps:
1 - Awareness and dissemination of the 4 steps to participate in the
Global Challenge Movement Notice (Feel, Imagine, Do and Share
2 – Notice disclosure;
- Selection;
– Immersion and award;
– Monitoring and mentoring.
Objective:
Concession of the Foundation's Collective Spaces with the objective of
promoting the debate of opinions, reflections, and activities among the
community to foster the social prominence strengthening of youngsters
and leaders for sustainable local development.
Concession types:
Space concession;
Co-management (concession + the Foundation’s participation in the action);
Co-financing (concession + financial support).
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Appreciative Inquiry
Developed in the United States
by David Cooperrider in the
early 1980s, initially as a theory
to support changes within
organizations. It involves the
practical art of asking questions
that strengthen a system's
ability to anticipate and
increase its positive potential.
Appreciative Inquiry ate the
André and Lucia Maggi
Foundation
The Foundation uses tools to
identify, understand, and bring
to life the inherent forces of
each environment.
Questions are used to strengthen
the group’s positive potential.
It is a theoretical and practical
approach to change, taking a
holistic vision. It is based on
“social constructivism”. A vision
in which human systems are
created and imagined by those
who take part. This thought is
well expressed in David
Cooperrider’s words: “We do
not describe the world that we
see, but we see the world that
we describe”.
Problem solving
• “Perceived need”
And problem identification;
• Cause analysis;
• Possible solution analysis;
• Action planning;
• Assumption: the organization
is a problem to be solved;
• What´s in the way
of what we want?
Deficit
perspective
Appreciative inquiry
• Appreciate and value the
best of what already
exists;
• Imagination: what it could be;
• Dialogue: what it should be;
• Creativity; what will be;
• Assumption: the organization
is a mystery to be solved;
• What do we really want?
Possibility perspective
Specific agenda for strategic
regions through:
Foundation’s Social Technology;
Co-managing partner prospection;
.
Related SDGs:
DISCOVERY
Based on the Appreciative Inquiry method
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Ste
p 1
Ste
p 2
Ste
p 3
Ste
p 4
AMAGGI is present in several regions of Brazil with
different areas of operation. The stage of choosing the
locations, starting from the action contexts survey, is
extremely important to better allocate efforts and
resources.
Main internal areas that should be involved in
localities prioritization:
• Business Areas (Agro, Commodities, Logistics and Operations and Energy)
• Sustainability;
• Communications;
• Human Resources;
• Legal;
• Compliance;
• New Business.
Success indicators:
• Boosts business performance strategy;
• Communication improvement (company - community);
• Social License to operate;
• Achieving global certification standards;
• Reputation;
• Local labor improvement;
• Risk management;
• New business.
Analyzes that need to be inserted when prioritizing locations:
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Entry
Locality prioritization
Locality Characterization
Participatory Diagnosis Ste
p 1
What?
The process of choosing locations for a Strategic Social
Investment intervention will take into account the
themes and municipalities prioritized in AMAGGI's
Prioritization Matrix, which is composed of an intense
study that links impacts (those positive and negative),
opportunities, and risks of the business areas to the SDGs,
as well as the company's Global Sustainability Positioning,
with the purpose of structuring actions as a company and
a Foundation in order to monitor and control their
impacts.
Who?
• Business Areas (Agro, Commodities, Logistics and Operations and Energy)
• Sustainability;
• Communications;
• Human Resources;
• Legal;
• Compliance;
• New Business.
When?
When updating the AMAGGI Performance Priority Matrix or at the
beginning of Foundation’s annual planning.
Define priority locations for the Foundation’s performance (short,
medium and long-term), through a survey of high impact themes and
municipalities, based on AMAGGI's Prioritization Matrix.
How?
• AMAGGI's Prioritization Matrix analysis;
• Define priority themes x Alignment with the Foundation’s strategies;
• Analyze the local context (secondary data) and business;
• Analyze image and reputation risk;
• Analyze the expansion plan in the locality;
• Business areas Contribution to the consolidated ranking;
• Decision making for action in the coming years.
Products:
• Socio-economic study of the localities (secondary data);
• Priority municipalities ranking.
Entry
Locality prioritization
Locality Characterization
Participatory Diagnosis
Important: The choice of how many municipalities will be chosen for the Foundation’s social activities per period will depend on the resources available in the organization;
To raise the level of engagement in the prioritization process, it is necessary to include information with a greater number of municipalities for decision making and involve the largest number of areas and internal teams;
The more comprehensive the consultation, the more consistent the prioritization.
Ste
p 1
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Characterization of the localities is a moment in which the
knowledge about the local reality is deepened in the eyes
of those who experience the social demands of the region:
local AMAGGI employees. This is due to issues in which the
company is invited to participate because it is part of the
community, such as festive activities, requests for
support, issues related to impacts arising from the
operation, or local demands in which the company feels
there are difficulties, but cannot act directly due to the
inefficiency of public services structuring, such as low
qualification of the local workforce, health and
educational services with structural and public policy
problems, or the unavailability of cultural and leisure
services, among others.
Characterizing the localities means knowing more about the environment where we
operate, so that we can trace short, medium and long-term actions for the development
of the Foundation’s Project Portfolio.
What? Identify company and Private Social Investment challenges and opportunities in the locality.
How?
• Present the locality prioritization stage;
• Define priority themes x Alignment with the Foundation’s strategies;
• Analyze the local context (secondary data) and business;
• Analyze the expansion plan;
• Prioritize relevant themes and of local intervention;
• Decision making for action in the coming years (validation).
Who?
Business unit - local managers and employees.
When?
1st quarter – year 1 (entry).
Products:
• Locality characterization (list of challenges and opportunities);
• Theme prioritized by the unit Matrix.
Ste
p 1
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Entry
Locality Characterization
Participatory Diagnosis
What?
Analyze the contexts for defining a short, medium and
long-term Strategic Social Investment agenda with the
company in order to clarify actions, as well as align
expectations, in order to establish priorities and avoid
the dispersion of efforts. The Foundation understands
that demands are infinite and resources limited,
therefore, the alignment of where the performance of
the Private Social Investment begins and ends, as well as
the time dedicated, is extremely important for this stage
of action.
Who?
• Business unit - local managers and employees;
• André and Lucia Maggi Foundation’s team;
• Local network.
When?
1st quarter – year 1 (entry).
Products:
• Aspects/Points to consider Matrix;
• Validation of prioritized themes (short, medium and long term);
Work on aligning expectations and communication with the AMAGGI business
unit and the local network, ensuring transparency on the steps and actions for
a strategic Private Social Investment.
How?
• Analyze products from previous steps;
• Identify important aspects for the success of the next stage (participatory diagnosis);
• Mapping and first contact with the network of local actors;
• Identify points that need to be considered when structuring the diagnosis;
• Present structure and forms of investment (short, medium and long-term);
• Validate the action;
Document considering all points of the initial work - Performance beginning
celebration;
• Stakeholder matrix to be considered for priority themes;
• Investment that can be allocated to local Private Social Investment (short,
medium and long term).
Different Types of Investments for Different Phases and Business Objectives
• Celebrate the start of operations at the locality.
Ste
p 1
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Rapid Impact Projects
High Visibility Projects (sometimes
called “ribbon cutters”). These
projects can be carried out quickly
in the early stages to create
goodwill, demonstrate tangible
benefits and earn “social
permission”.
E.g.: Infrastructure projects.
Long-Term Investments
Productive investments that
generate local training over time.
These investments leverage long-
term business plans, such as risk
and reputation management,
productivity and sustainability.
E.g.: Professional training and
family support.
Discretionary Funds
Donations entirely directed
to community requests.
Although, as a rule, short-
term and punctual, these
investments enable the
company to be seen as
sensitive to local needs.
E.g.: Support for local sports
festivities and activities, or
supply donation.
Entry
Locality prioritization
Locality Characterization
Participatory Diagnosis
Participatory Diagnosis is a set of techniques and tools that allows
communities to make their own diagnosis and from there start to self-
manage their planning and development.
With this step, the Foundation seeks to initiate a conversation with
the community on the points that were initially raised as local
demands in light of business demands and to identify ways of acting in
which efforts and potential, already existing in the locality, are taken
into account.
What?
Carry out the Participatory Diagnosis with the mapped network and AMAGGI’s business units.
How?
• Analyze the local network to be invited to work;
• Analyze the economic, social and cultural reality;
• Identify existing problems related to themes to be worked on;
• Assist the network in prioritizing its problems, identifying causes and effects;
• Assist the network in prioritizing its strengths, potentials and opportunities for groups and actors;
• Identify the correlation of network forces (groups, leaders and public authorities);
• Identify local allies and partners;
• Identify negative leadership;
• Validate diagnosis results;
• Elaborate proposals or an action plan looking to the future.
Who?
• Business unit - local managers and employees;
• André and Lucia Maggi Foundation’s team;
• Local network.
When?
2nd quarter – year 01 (entry)
Products:
Participatory Diagnosis (final document);
Document considering all points of the initial
work;
Short, medium and long-term action plan
(establishing annual deliveries and goals).
Material
Foundation’s Guide for a Participatory Diagnosis
Ste
p 1
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Entry
Locality Characterization
Participatory Diagnosis
In the Validation stage, the information and data collected,
from the Participatory Diagnosis and validated with the local
network, will be analyzed. The Foundation will define the
scope of the project to be applied in the locality. The
Participatory Diagnosis will be the guiding document for the
forms of action definition to be developed:
• Foundation’s Social Technologies;
• Co-managing partners Prospection;
• Co-financing partners Prospection;
• Specific notices for municipalities.
It is in this phase that activities, indicators, goals and
instruments, which will be used during the execution of the
project with the local community, will be defined.
E.G.: Generator theme: training of local labor
Another point to be taken into account is the process of understanding the resources
that already exist in the local network and that can be considered as local assets for
action development.
Mark 0 Year 1 Year 2 Year 3
Products: Document considering all points of the initial work
- performance beginning celebration;
Milestones that will be monitored for performance
success.
Validation
Partner and local networks mapping and monitoring;
Portfolio validation;
Planning for the future.
CHALLENGE/ OPPORTUNITY
GENERATING FACTOR 1
SPECIFIC OBJECTIVES 1
Support Indicators
GENERATING FACTOR 2
SPECIFIC OBJECTIVES 2
Support Indicator
MACROACTION 1
MACROACTION 2
DESIRED CHANGE
MACROACTION 3
MACROACTION 4
CHALLENGE/ OPPORTUNITY
DESIRED CHANGE
Ste
p 2
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
MARKERS
MARKERS
What?
• Validate the diagnosis made;
• Define performance in the short, medium and long-terms so that all future
deliveries are aligned.
How?
• Diagnosis presentation;
• Planning for the future and the annual macro sessions presentation;
• Presentation of indicators and goals to be followed by the business and the
network of interested parties.
Who?
- Business units - local AMAGGI managers and employees - Interested local partner
network.
When?
1st quarter – year 1 (entry).
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Validation
Partner and local networks mapping and monitoring;
Portfolio validation;
Planning for the future.
Ste
p 2
An important point for the Foundation is to have mapped,
together with the AMAGGI local unit and network, which
resources already exist in the community that can be
considered as local assets for action development and for
there to be no activities overlap.
The hands-on step development will depend on the priority
themes, as well as the André and Lucia Maggi Foundation's
management ability.
More specific themes considered local demands and that
impact the unit, such as local labor qualification, labor
migration in seasonal periods, among others that may arise,
are not themes within the Foundation’s scope of action, but
will require a study of the network to understand how the
Foundation can contribute with this agenda for the
municipality.
What?
Foundation’s Social Technologies:
• Formation of social organizations and local leaders, to strengthen local development focused on the prioritized themes and related Sustainable Development Goals (SDGs);
• Empowerment of the local network to contribute to the process of changing attitudes, in view of the prioritized themes;
• Public calls, letter of invitation and/or specific public notices for the locality, which contribute to the discussion of the prioritized themes;
• Investments (notices) for projects with a short-term impact so that the community can perceive the Foundation’s performance in the themes, as well as for the perception of the AMAGGI unit engagement to the theme.
2018 • 2025 P r i v a te S oc i a l I nv e s tm ent S t r a t egy
How?
Co-managing partners prospection
Search for local partners, such as universities, Brazilian Constitution’s S
System, among others that can contribute to the agenda, in a specific
technical training process.
Co-financing partners prospection
Foster partnerships with companies and other social organizations that can
contribute with financial resources to maintain the agenda, as well as
expand the use of existing Collective Spaces, leveraging the practices of
disseminating social prominence, engaging and strengthening leaders and
the community.
Who?
• Professionals from the public elementary and high school network and professionals from Civil Society Organizations;
• Technical professionals and local leaders working in civil society organizations.
When?
From the 1st year’s 2nd semester until the 3rd year of operation.
A N D R É A N D L U C I A M A G G I F O U N D A T I O N 25
Products:
Projetos co-criados com a rede participante;
Participação da rede nos editais da FALM;
Co-gestão com parcerias técnicas.
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Ste
p 3
Hands-on
Projects and actions
execution
Solutions: Foundation’s
Social Technologies and
partnerships
The Destination stage will be the moment to boost the local
network’s autonomy and the strengthening. Stakeholders
will be encouraged to develop collaborative projects, in
partnership with public or third sector organizations, in
order to carry out activities taking into consideration the
Sustainable Development Goals (SDGs).
What?
Contribute so that the network strengthens its actions with the
Sustainable Development Goals agenda.
How?
Through participation in public notices, support funds,
fundraising and other incentive means.
Who? • Professionals from the public elementary and high school
network and professionals from Civil Society Organizations;
• Technical professionals and local leaders working in Civil
Society Organizations.
When?
3rd operational year.
2018 • 2025 P r i v a te S oc i a l I nv e s tm ent S t r a t egy A N D R É A N D L U C I A M A G G I F O U N D A T I O N 26
Local development agenda;
Active local leaders;
Participant prominence and autonomy in the local network.
Destination
Strengthening of co-creative networks investment Co-management
Ste
p 4
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Guide to Trends and Practices for Corporate Social Investment – GIFE. Available at: http://www.
movesocial.com.br/wp-content/uploads/2018/01/01-publicacao-guia-do-investimento-empresarial-
VFinal.pdf
AMAGGI Global Sustainability Positioning. Available at: https://www.amaggi.com.br/
sustentabilidade/posicionamento-global/
United Nations (UN) Sustainable Development Goals (SDGs). Available at:
https://nacoesunidas.org/pos2015/agenda2030/
Social Action Strategy - Votorantim Institute. Available at: http://www.institutovotorantim.
org.br/wp-content/uploads/2017/11/Guia-de-Planejamento.pdf
Strategic Community Investment - International Finance Corporation (IFC). Available at:
http://documents.worldbank.org/curated/en/265591491469328493/pdf/57787-v2-PORTUGESE-
GUIA-RAPIDO-IFC-PT-FINAL-PUBLIC.pdf
What is advocacy? - Politize. Available at: https://www.politize.com.br/advocacy-o-que-e/
Design for Change: http://www.dfcworld.com/
Article: Design for Change – Student Protagonism. Available at: http://www.sebrae.com.br/
sites/PortalSebrae/artigos/design-for-change-o-protagonismo-do-aluno,c8e597c13cc9c510VgnVCM
1000004c00210aRCRD
Activism Challenge - Arymax Foundation. Available at: http://arymax.org.br/ativismo_social.html
Appreciative Inquiry and Positive Psychology. Available at:
https://www.psicologiapositivabr.com/artigos/76-investigacao-apreciativa-e-psicologia-positiva.html
CoCreate Collaborative Practices. Available at: https://cocriar.com.br/quem-somos/sobre-cocriar/
Appreciative Inquiry Methodology. Available at: https://www.catuete.com/metodologias/
investigacao-apreciativa/
Appreciative Inquiry (Outside the Box Kit). Available at: https://medium.com/
educa%C3%A7%C3%A3o-fora-da-caixa/investiga%C3%A7%C3%A3o-apreciativa-kit-fora-da-caixa-
1095e417ad52
Guide to Participatory Diagnosis - FLACSO Brasil. Available at: http://flacso.org.br/files/2015/08/
Guia-do-Diagnostico-Participativo.pdf
Rapid Participatory Diagnosis. Available at; http://crescentefertil.org.br/projetoriosesmaria/site/ wp-
content/uploads/6.-DRP.pdf Metodologia Diagnóstico
Participative Strategic Diagnosis Methodology - UFG. Available at: https://diagnosticoufj.jatai.
ufg.br/up/341/o/Metodologia_do_Diagn%C3%B3stico_Participativo.pdf?1462820887
Bojer, Marianne Mille; Magner, Colleen; Roehl, Heiko; e Knuth, Marianne. Mapping Dialogues: Essential Tools for Social Change, 2010.
Cooperrider, David. Human Development and Positive Psychology, 1980.
Referências
educador
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Performance
Boards and Management Team
Curator Council
Belisa Souza Maggi (president)
Leonardo Maggi Ribeiro (vice-president)
Nereu Bavaresco
Claudinei Francisco Zenatti
Dante Pozzi
Maria de Fátima Maggi Ribeiro
Pedro Jacyr Bongiolo
Samuel Maggi Locks (alternate)
Judiney Carvalho de Souza
(alternate)
Fiscal Council
Derli Teobaldo Halberstadt (Fiscal
Council President)
Claudio Roberto Sucla
Marcelo Tadeu Fraga
Letícia Gomes Pedrini Gaitan (alternate)
Management Committee:
Juliana de Lavor Lopes (Executive
Director)
Aletéa Palomares Rufino dos Santos
(Operations Manager)
Project Coordinator:
Lorraine Lopes Souza
Administrative Coordinator:
Simone Teixeira
HR and Accounts Coordinator:
Aline Saviczki
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Performance
Headquarters
André and Lucia Maggi Foundation Collective Space - Cuiabá (MT)
Av. André Antônio Maggi, 303
Centro Político Administrativo | CEP: 78049-080
Telephone: (65) 3645-5347/5354/5337
Collective Spaces
André and Lucia Maggi Foundation Collective Space - Rondonópolis (MT)
Rua João XXIII, 164
Bairro Santa Cruz | CEP: 78.710-700
Telephone: (66) 3426-2445
Velha Serpa Cultural Center Collective Space - Itacoatiara (AM)
Rua Borba, s/n
Bairro Pedreiras | CEP: 69.101-030
Telephone: (92) 3521-
8135/8136/1044
Mission,
Vision and Values
Introduction Private Social
Investment
Scenarios and
Opportunities
mento
2018-2025
Strategic
Planning
AMAGGI
Social
Investment
Strategy
2018-2025
Strategic
Map
Performance