2018 Abstract Volume

Water stewardship and business value: Creating abundance from scarcity
Presenting
Author:
Co-Authors:
Mr. Andre Fourie, ABInBev, South Africa
Mr. David Grant, ABInBEv, South Africa
Mr. William Sarni, Water Foundry, United States
Keywords
water stewardship, industry, business value, watershed, innovation
Highlights
The private and public sectors are reframing water as more than a scarcity and risk issue, through innovation
in public policy, technology, financing and business models. Water can ‘fuel’ economic development,
business growth, social well-being and ecosystem health.
Introduction and objectives
For the private sector to invest in addressing water risks beyond the fence line we must quantify the value to
businesses.We need to expand our view of the value of water and, more importantly, drive improvement in
how the private and public sectors are incentivized to incorporate our expanded view of the value of water
into their strategic planning. Without action in these areas we fear that we are destined to continue to
‘manage’ water instead of being stewards of our most valuable natural resource, failing to meet the needs
of all stakeholders.
Methodology approach
The methodology in developing the case for the business value of water and a roadmap for action consisted
of 20 case studies, 6 interviews with industry leaders across a range of sectors, participation in innovation
programs and research on brand value. Case studies and interviews included: Nestle Waters NA, Microsoft,
Ford, The Coca Cola Company, Intel, Water for People, Oxford University and ABInBev.
Research on corporate brand value, socially responsible consumers, investors and rating/ranking frameworks
was also performed to quantify business value and, in turn, investment in beyond the fence line actions.
Analysis and results
Companies are just beginning to experiment with strategies of abundance by funding prize competitions,
crowdsourcing technology solutions and establishing venture funds. These actions are not held captive by
CSR, CR and Sustainability programs – they are more aligned with creating business and societal value.
If companies frame water as a critical resource and part of their business strategy (a ‘license to grow’ water
strategy) they will invest in outside the fence line initiatives. A 21st -century water strategy is defined by:
• Building and catalyzing ecosystems of stakeholders. Not collective action – tangible joint business
planning and execution.
• Quantifying the value of water – business value and economic value (including natural capital).
• Fully integrating energy – water – food – ecosystem nexus considerations in business growth and
economic development.
• Quantify the brand value of a water strategy – what is the intangible value in a water strategy?
• Develop an innovation plan – technology, financing, partnerships (business ecosystems) and
business models (also for the public sector).
• Embrace ‘radical transparency’ about water risks and opportunities.
Seminar: Industry’s role in ecosystem and watershed management 105