Companies from emerging economies are increasingly making their presence felt in the global business community. Not only are they acquiring more and more companies in the developed world, but they are also pursuing strategies that are highly competitive with those of established businesses in western markets.
Market Movers: Lessons from a Frontier of Innovation explores whether such emerging economy firms are also managing to embed sustainability in their business strategies in ways that stand comparison with companies anywhere else in the world. It tells the stories of four firms ranging across the globe from Beijing to Sao Paulo – in many cases operating in some of the most challenging environments in which to foster commercial success – and how they have found business value in strategies based on sustainability.
Case Study 1: Amanco
Amanco, a Latin American water pipe manufacturer that decided to develop a new water-tight technology and cater to low-income customers.
Case Study 2: Deqingyuan
Deqingyuan, an ambitious Chinese entrepreneur who supplies high-quality eggs in Beijing.
Case Study 3: Jubilant Organosys
Jubilant Organosys, an Indian chemical producer that has been able to reassure and attract investors with its high environmental, health, and safety record and efficient sustainability reporting.
Case Study 4: MAS Holdings
MAS Holdings, a Sri Lankan apparel manufacturer that increased the retention of its mostly female employees by offering them benefits, including training courses in information technology. The company is now a supplier to some of the world’s leading retailers.
IFC's 2005 Sustainability Report shows how the institution is using its unique position and resources to respond to global challenges such as climate change, poverty, corruption, HIV/AIDS, participation of women in private sector development, and the preservation of natural resources. The report also provides more information than ever before about how sustainability is integrated into decision-making throughout IFC's investment cycle. Additional highlights include progress on IFC's commitment to manage its own social and environmental footprint, and how the organization is leading by example through its new environmental and social standards and by promoting the business case for sustainability among its financial sector clients.
Over the last few years, sustainability has become a core operating principle of IFC’s work. This third annual Sustainability Report showcases the impressive range of social, environmental, and governance initiatives underway at IFC that serve to maintain the Corporation's catalytic role in private sector development in emerging markets. Highlights in 2004 include the overhaul of IFC's policy architecture; IFC’s leadership on sustainability services for emerging market banks and private equity funds; IFC's new gender initiative, and commitment to grow IFC's portfolio of renewable energy and energy efficiency projects through direct and indirect investments in the sector. Ongoing challenges covered in the report include developing an institutional approach to human rights, implementing recommendations from the Extractive Industries Review, and minimizing IFC's own corporate footprint.
IFC prepared its first Sustainability Review as part of its 2002 Annual Report. For 2003, the Sustainability Review was prepared as a separate report. The Review shares annual metrics and results related to IFC's efforts to improve the sustainability of private sector activity in emerging markets.
This publication, prepared by IFC in partnership with the U.K.-based consultancy SustainAbility and the Ethos Institute in Brazil, highlights business benefits and risks associated with company environmental and social performance in an emerging market context. The study's findings are based upon 240 company case studies from Africa, Asia, Latin America and Central and Eastern Europe.
