WEBVTT

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FEMSA is a company that was founded
in 1890 in Monterrey, Mexico.

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It started as a brewery.

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We are present in 18 countries

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and have a little over 350,000 employees.

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It operates today
through three business units.

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Social value has always been
part of FEMSA’s mission.

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We want to support our employees

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in their social mobility
and their professional development.

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We also believe in the power
of being good neighbors and collaborating

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with the local community in strengthening
the social fabric of that community

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and empowering underrepresented
populations within those communities.

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We had several challenges.

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One of them was the size of the company
and the diversity of the industries

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in which we participate,
and we needed to focus on that

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that was common, and true to FEMSA’s values,

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but also allow for some specificity
and flexibility for the business units.

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So together

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with FEMSA, BCG opted for an approach
that sought out to maximize impact,

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align with business strategy, and improve
operational efficiency, with a high-impact

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and structured methodology
that involved first setting a North Star

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and then a strategy that would boost
the social value that FEMSA creates.

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Ultimately, this required transforming
from a broad portfolio

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of scattered initiatives
into an integrated framework

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that prioritized, first, a set of topics,
and secondly, a set of flagship programs.

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We focused on two main flagships,
the first being promoting

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the holistic development of our employees
and their families,

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and the second, strengthening
the social fabric of our communities

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through inclusion
and economic development.

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Taken together, this sets out
a new operating model for FEMSA

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that reinforces and builds on
what was already a strong set of programs

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on high impact initiative that impacts
the broader region where FEMSA operates,

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and ultimately, this will allow regions
to adapt and implement

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programs while still getting the benefits
of central guidance.

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We are already doing a lot.

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Last year we did over 1200 initiatives
internationally in our communities,

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and we invested around
$200 million in social value.

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So for me, there's several lessons
learned that I take away from this effort.

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First, I would say integrating
social initiatives into the broader

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strategy to boost impact and not have it
run a separate, isolated effort.

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Second, building programs on
top of business strength.

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So actually focusing on the target
audiences you serve in the communities

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where you operate.

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That allows you to build on core strengths
and ensure the programs are sustainable.

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Third, going into metrics
and tying it to incentives.

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I think this ensures
that there’s strategic alignment,

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but also accountability
across the organization

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And finally, to leverage on what makes each
company unique and advantageous.

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So actually coordinating the goals
and anchoring and designing the programs

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around the core strengths
of the organization

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and the areas where it is
uniquely positioned to have impact.

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Some key lessons for me were, one,
it's really important to listen

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to the stakeholders, that we need to focus
on the human impacts of our company.

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And the other would be to build trust
in relationships because, I think, on

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the long run, this is an effort that needs
the support of everyone in the company.

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And so I think that that's also important
to build trust in the relationships

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going forward.