 What kind of world do I want to live in? I think about this question a lot. For our generation and for specifically my group of people, which is refugees, the circumstances might dismantle any vision of the future that we have. You're trying to rebuild, you're trying to make a future for yourself, and then the climate-related disaster comes and you start again. It's not about how it's affecting you now. It's about how it's affecting you your entire life. The first step to understand is that we're all a part of it. None of us are going to be left out by the crisis. We're at a stage where if we don't act now, really there won't be very much left. There are generations that will never see certain things that we grew up seeing in real life. We have to start treating this like the emergency it is. To achieve the 17 sustainable development goals, we have to go from an intention to a serious commitment. Business leaders really need to rethink how they conduct their business and invest in creating systems that are climate-friendly. I would like to see is accountability, structures being put in place where countries aren't just asked to do something, but they're kept accountable to the decisions that they make. There has to be that strong collaboration between government, between corporations, between youth activists to drag change forward. The world I would want to live in is a world where imagining the future is not a privilege. I want to live in a world where people do not give up on hope. Hope that a positive change is possible. The fact that you're listening today means that you are willing to make a change. Welcome everyone to this great session we have on intrapreneurship. My name is Gib Bulloch. I am author of a book called The Intrapreneur, Confessions of a Corporate Insurgent. And I can't tell you how delighted I am that this topic is on the agenda of the World Economic Forum. And we've got a great panel of speakers that are going to come and talk about not just the opportunities that there are in driving ESG goals within a company, the opportunities for moving beyond just mere compliance to actually finding the upsides in the business opportunities and tapping into the innovative potential that employees actually have within their organizations. And how do we move from beyond just unilateral action from one company to joining the dots up and having intrapreneurs and different organizations start to come together around tough global issues and drive collaborative action. So it's going to be an interesting discussion. And let me briefly just say who the panelists are for once. We have, first of all, Ezgi versus Arnaz, who is the Chief Sustainability Officer at AB INBIV. And before that, she's been on the foundation and still is on the board of the foundation for AB INBIV. Welcome. And we have also Harold Nisser. Harold is a seasoned intrapreneur working in the health sector with Novartis and has recently moved to Gilead, where he is the head of Global Patient Solutions at Gilead. Then we have Ben Jordan. Ben is a Senior Director for Environmental Policy. In the Coca-Cola Company. And he has been at the forefront of driving some of the innovative solutions, particularly around plastics and broader solutions in the global supply chain of Coca-Cola. And last but not least, we have Steve Kruskos, who is the Global Managing Partner for Business Enablement in EY. And again, I think he will have some very interesting perspectives from a seasoned career in EY about what this topic of intrapreneurship and ESG means for clients of a global management consultancy. So without further ado, let me move into some questions. And I'm going to start with you, Ezgi. I can just talk to you about the sort of enormous potential that there are in the extended supply and distribution channels of an organization like AB, MBIV. Where do you see the opportunities for innovation within that kind of system and the role that intrapreneurship can play in tapping into these opportunities? Thank you, Gib. And the web team, thanks for having me today. It's a pleasure to join the panel. So is the leading global brewery has operations in nearly 50 markets? What makes us quite unique for a company our size is how we buy, make, sell over 90% of our products locally. So when we are working to tackle our sustainability challenges for our business, that means those are sustainability challenges for our entire value chain and the communities where we live and work. So take climate, for example, we've got 100% renewable electricity target, a 25% emission reduction target across the whole value chain in an 80-year time frame. These are really ambitious targets. So given how 80% of those emissions lie in scope three, we know that we can tackle them alone inside our four walls. So we would have to work with our supply chains for packaging, logistics, product cooling in our agricultural supply chain. So because these fall again outside our four walls, we need to find new ways. And I would say work up and down the value chain to create that real change. So when you say where does the innovation opportunity lie, I would say it is very much in how we engage with our supply chain in more strategic and collaborative ways to find new ways of working, new innovations, cutting-edge solutions to our shared challenges. This is why we launched a 100-plus accelerator program a few years ago, which is an open platform to support promising ideas and new innovations where we can take them, pilot them, and scale them up if we find the solutions to be helpful to solve our shared challenges. And I think that's again, that's where the real opportunity is for us to create that lasting change across the whole value chain and in the communities. That's great. No, I love that. And the fact that you're sort of, you know, inspiring entrepreneurs, social entrepreneurs, and others outside of the organization, but also there must be links with the entrepreneurs that exist inside your organization as well. I mean, are there any kind of examples of where that's worked, where you're sort of taking, you know, where you're creating new sources of value that you perhaps hadn't envisaged before or that hadn't come out of the R&D department? Yeah, absolutely. You know, we're looking to create that value in every part of our organization. One recent development is how we take our, what we call our Brewer's Spent Grain. So the grain that's left over at the end of the brewing process is high in protein, high in fiber. So now we created a company called Evergrain that AB&BF supports to create, you know, plant-based protein solutions for the world. And we're looking to learn from our R&D teams internally. We're partnering with R&D and research teams externally as well. Again, the idea is how do you create value and how do you really put yourself as part of a broader food systems, right? And how we work with our farmers on agricultural supply chains or how we look at our raw materials or, or spend screen at the end of that, that brewing process so that we can create value for all. Super. No, thanks, Sezgi. And, and Harold, I mentioned that you are sort of a practitioner and well-known practitioner in the entrepreneurship space. It's not easy, right, to, to, to drive change from within an organization. It's different from being a startup in the outside. I mean, can you talk about either what you were doing a little bit in terms of your experience in health and some of the challenges that there are within the fighting this corporate immune system, as I sometimes call it. Thank you, Gep. Yes, of course. I mean, for me, it's important to start with outcomes that you want to achieve, not necessarily outputs, which are predetermined through an ESG metric set, but, but to really define from within the core business what you, what you want to achieve and target those outcomes to the most material topics of a company within pharmaceuticals. That is availability and affordability of medicines to mitigate the risks from not having those medicines available and affordable on one hand, but even more importantly, to drive a constructive forward-looking narrative that this is actually helpful for shareholders as well. All too often social entrepreneurship is interpreted as introducing an innovation with positive societal intent within the corporation. Ideally, this can then be internally adapted, scaled and used as one of the few CSR initiatives that make it to the annual report or even into an investor call. However, and let me be a little provocative here, CSR initiatives manifest the status quo. ESG reporting often is a rhetoric exercise unless material topics are linked to the core business strategy. To me, social entrepreneurship is not less than pioneering an intentional process originating in a corporation designed to fundamentally change the components and structures that prevent the creation of positive societal outcomes. Social entrepreneurship, therefore, needs to span across functions and hierarchies in a company and reach far beyond. So can I ask you a provocative question back, I suppose? I mean, is the CSR department, or has your experience of the CSR department been a help or a hindrance to you as an entrepreneur? And I speak as someone with his own challenges in that front. Now, let's put it that way. A well-functioning corporate responsibility department engages into corporate decision-making processes and has the material outcomes, be it societal outcomes or environmental governance outcomes in mind, and incorporates that into the decision-making, into the usual business decision-making. It can, of course, occasionally be hindering, as well, when there's too much of a focus for public relations and a short-term-oriented corporate bus externally. And what determines success ultimately is to link initiatives to the core fundamental business strategy and then also have a narrative towards shareholders based on primary data and not just indices. Yeah, I buy into that. And the upside is huge. Thanks, Aril. Turning to you now, Ben, I was interested to read in your profile that you grew up in a big department in Georgia, and that sort of got you into this environmental movement. And now you're in the senior role within corporate change and organization. The latent potential you must have has been coca-cola to drive change for this movement. Can you talk about that? There's a good sound noise, but hopefully you can hear me. Sure. Thanks, Gib. And so I just passed the 25-year mark at the Coca-Cola Company, and I've been very fortunate to work in a number of different sustainability-related roles on the global and the North American side of our business. And one of the key roles that I've worked in for several years was leading our sustainable agriculture programs within our procurement organization. So that was coming full circle a little bit from having grown upon a farm and knowing a little bit about farming, but also real appreciation for how that links to social and environmental impact, but good as well. When I think about our work, and I'll just maybe build on something that, as he said, about the 100-plus accelerator. So ABN-VEV is now in their third class of innovators and startups that they've engaged through the 100-plus accelerator. And for year three, they recruited us and Colgate and Unilever to be a part of that process. And we've really taken that on. And now across the four companies, we're engaging with over 35 startups. But the way we use that and taking that on within Coca-Cola is we've sort of gotten infected by the infectious enthusiasm of the social entrepreneurs that we're now working with on these pilot projects. One of the areas that I lead now is around plastic and circular economy. Three years ago, we launched our World Without Waste effort globally as a business initiative, a top three priority business initiative of our CEO, not a sustainability initiative per se. And with that, we motivated 750,000 Coca-Cola people, the Coca-Cola company and our bothers around the world to be a part of that. Bring us your ideas, come be a part of the program. And through doing that, we've unlocked a handful of ideas that we would not have unlocked otherwise just by having a champion by the sustainability team to get to another one of your, of your points. Collaboration for us has been outside of Coca-Cola, has been a key part of that program. And in addition to the 100 plus accelerator work with A.D.M. Bez and Colgate and Unilever, we are of course part of the global plastic action partnership led by Kristen and Wes and engaging with other corporations that see Nestle Dow as part of that. And really driving national plastic action partnerships in a handful of pilot countries to really, as multi-stakeholder initiatives involving government, industry, NGOs, community groups. And again, I think a big push on our part and our side is how do we leverage those innovative ideas externally and bring those in to kind of infect us, if you will, internally to make more change. That's great. Fantastic. Thanks, Ben. Turning to you now, Steve, I have certainly a degree of affinity having come from a big consultancy background of 20 years. And I see huge potential in tapping into this potential of entrepreneurship in the ESG agenda within commercial clients and driving change. What's ES, what's EY's approach to this? How do you see this being an opportunity to move from just working with the C-suite as opposed to empowering those further down the organization? Thanks, Gibbon, and thanks for having me. You know, look, we at EY, first of all, we had the privilege of working with WIFI-BC and the development of the metrics, which has just been a fantastic situation. I think we have the opportunity of a lifetime and maybe the obligation of a lifetime to really harness power of our EFIS system, right? When you think about the large corporate clients that we have access to from both in a test as well as consulting perspective, when you think about the private equity portfolios that we and firms like us have access to, and you think about, you know, the unparalleled access we have to, you know, fast-growing entrepreneurial businesses and social entrepreneurs through our entrepreneurial services practice and market segment, we have the ability to bring that ecosystem together, share ideas, and help all of these companies really partner together to develop a better future. You know, whether we're working with a business on strategy or on their supply chain or on their customers and channels, or in helping them develop measures, right, for their business, or a testing in those measures, sustainability has to be a common thread now in everything we do. A little bit like digital technology was, you know, several years ago when that concept came into being, I think this is even bigger, the whole of ESG and especially the sustainability part is something that we have to infuse in every single service that we offer and every discussion and every forum. Great. I'm going to, I'm conscious that we have to draw the sort of public session to a close shortly and move to the private session, but I'm going to go back to each speaker very quickly in turn, just for literally a tweet, a one sentence or 140, however many characters we're allowed now, just in terms of what you see as the latent potential for your organization of entrepreneurship. So I'll come back to you in a second, Steven, let you, maybe I start with you actually and just say, you know, in a nutshell for EY, what is the potential? It's really to live our purpose of building a better working world and to help other organizations live and fulfill their purpose. And that then goes across the whole of your organization, which is great outside of the department. Where will I go next? I'm going to go to Harold, perhaps a tweet on entrepreneurship. Employee attraction, development and retention. Well said. I concur with that totally. Esgi, what's your tweet? Yeah, I would say all of the above, but at ADI we have a, you know, long term vision to build a company for the next 100 plus years. And again, I do want to make that point around the materiality of ESG. I fully agree with my fellow panelists here that the approach has to be rooted in what is material for the business and for our stakeholders around the world. Thanks Esgi. And Ben, your tweet. I was going to go towards the same direction, but it's all about integrating with the business, you know, and making sure that it's business value, business integrated, not a sustainability initiative itself, but really drive and progress across the business. Well, thank you all very much. Hopefully that's been something of a short, sharp sort of tour of some of the great things that are going on in some of these large organizations and people can get just a sense of the potential of entrepreneurship.