Private Social Investment Strategy 2018 2025

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.

2 0 1 8 • 2 0 2 5 P r i v a t e S o c i a l I n v e s t m e n t S t r a t e g y

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


Investment

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Opportunities

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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


Investment

Scenarios and

Opportunities

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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,

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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,

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Investment

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Opportunities

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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.

.

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2018-2025

Strategic

Planning




Four guiding issues were taken into account in the

André and Lucia Maggi Foundation’s 2018-2025

Strategic Planning process. These were:



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

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Strategy



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

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Strategy


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.


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.

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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

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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:

2 0 1 8 • 2 0 2 5 P r i v a t e S o c i a l I n v e s t m e n t S t r a t e g y 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 13

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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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• 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.



Mission,

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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).

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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

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Ste

p 1

Ste

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Ste

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Ste

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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:

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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



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

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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

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Entry



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?


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

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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




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

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Entry



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

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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?


Mission,

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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.


Products:

Projetos co-criados com a rede participante;

Participação da rede nos editais da FALM;

Co-gestão com parcerias técnicas.

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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

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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


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http://www/

http://www.amaggi.com.br/

http://documents.worldbank.org/curated/en/265591491469328493/pdf/57787-v2-PORTUGESE-

http://www.politize.com.br/advocacy-o-que-e/

http://www.dfcworld.com/

http://www.sebrae.com.br/

http://arymax.org.br/ativismo_social.html

http://www.psicologiapositivabr.com/artigos/76-investigacao-apreciativa-e-psicologia-positiva.html



http://www.catuete.com/metodologias/

http://www.catuete.com/metodologias/

http://flacso.org.br/files/2015/08/

http://crescentefertil.org.br/projetoriosesmaria/site/

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,

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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


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mailto:[email protected]

Documents

Private Social Investment Strategy 2018 2025