Zermatt Summit Executive Summary 2013

www.zermattsummit.org
Executive Summary
4th
Zermatt Summit - June 20 to 21, 2013
Business & NGOs: Building Partnerships of Winners

Dear Friends, dear Partners,
In the recent years, we have all experienced the drastic change created by globalization in the
economic, social and political fabrics of societies.
A widening wealth distribution gap, a lack of long-term employability, climate change, in-
creasing volatility in the global economy, growing skepticism and even suspicion towards
existing institutions…These are just a few examples of the challenges we are facing.The re-
sponses so far have been less than adequate. It is now time to act; time for a more compre-
hensive, holistic approach integrating the contribution that all key players – government,
business, civil society - need to bring to the table.
Compartmentalizing problems used to be a successful approach in many cases. However,
some of the issues we are facing today are so complex that it is impossible to address them
successfullywithouttakingintoaccountthewholepicture;withoutlookingatthewaysissues
impact one another.
A key illustration of this new paradigm is that it is now nearly impossible to look at economic
activity, to make economic or corporate policy decisions, without consideration for the social,
human, environmental impact of such decisions.
In the same way, while fully recognizing the logic and objectives of business, we increasingly
realize that there is more than “just” a business dimension to the activities of Multinational
corporations.
Putitsimply:governments,corporations,individualsneedtoembracenewperspectives,new
ways of approaching issues, new operating processes. Up to the last part of the 20th century,
government and business – the state and the private sector – were mostly the two key actors,
the movers and the shakers.The emergence of civil society as a very potent and increasingly
assertive force has been a major new development brought by globalization.
In the same way – also as a result of globalization – theWestern world absolute prominence on
the global scene is now being replaced by a new power architecture in which emerging market
countries are more and more asserting their voices, their priorities and their expectations.
More than ever, we need to put the human being back at the very center of economic activity.
We have to integrate the concepts of finance serving the economy, economy serving the
common good and the common good serving the human being.
We also have to recognize that business and civil society cannot exist and operate at best in
a silo mode, at worst in confrontation. They increasingly need to find efficient collaborative
formula that will respect their respective specific roles. In the same way, while the profit and
non-profit sectors have their own logic, they need to be seen more and more as complemen-
tary in their mission as well as with respect to the domains they cover.
“On behalf of the Board, I am proud to present this
Summary of the 4th
edition of the Zermatt Summit.This
year the Zermatt Summit paved concrete paths towards
Changing Hearts and Minds with its high quality speakers
and rich content, reaffirming that not only new leader-
ship is possible but that dialogue is possible between
civil society and business fulfilling the aims of Zermatt
Summit Declaration and Manifesto.”
2

The Rana Plaza tragedy in Dakha, Bangladesh – 1,300 workers dead under the rubles of a
grossly inadequate building, has forced major clothing brands to audit their supply chains in
order to ensure greater safety and better working conditions for the people at the bottom of
the global supply chain.These 1,300 deaths, and all those that had gone unnoticed before by
the international media, could – and should – have been avoided if there had been a better
collaboration between the corporations and the NGOs involved. And if governments had not
waited until the tragedy happened to stop turning a blind eye to unacceptable abuses.
The overall theme of this fourth Zermatt Summit – building a partnership of winners between
NGOs and business – aimed at encouraging a broader and more productive action-oriented
dialogue between actors who have yet to move from suspicion, or awkward collaboration, to
a genuine mode of partnership taking different forms.
These partnerships are in line with two guiding principles: the need to put the human being
at the center of the economic process, and the role that hybrid organizations bringing together
the profit and non-profit dimension can now play in creating more inclusive prosperity.
Our objective during our discussions was to make the Zermatt Summit an enabler of a broader
and more successful collaboration between business and civil society – and the platform of
reference when it comes to creating a more, sustainable and human globalization.
“The current crisis is not only economic and financial but it is rooted in an ethical and anthropo-
logical crisis. Concern with the idols of power, money and profit rather than with the value of the
humanpersonhasbecomeabasicoperatingnormandcriticalcriteriafororganizations.Wehave
forgotten something important that is over and above business logic and market parameters.
That “something” is men and women in as much as they are human beings by virtue of their pro-
found dignity: we need to offer them the possibility of a dignified life actively participating in the
Common Good” .
With the Zermatt Foundation we strive to serve rather than be served and to adopt everyday
practices which prove that another path is possible.We invite you to join us on this path next
year on the 26th
and 27th
June 2014 for another giant step in the Zermatt Summit direction.
Again, on behalf of the Board, I would like to thank all the actors of this edition of the Zermatt
Summit, the speakers, our sponsors as well as our organization team who worked so hard to
make this event a success.
ChristopherWasserman
Founder, President of the Board and CEO – Zermatt Summit
3

Declaration on
the Common Good to
Humanize Globalization
Jean-René Fournier
HI and RH Archiduke Rudolf of Austria of Habsburg-Lorraine
Daniel Lauber
Antonin Pujos
Théodore Roosevelt Malloch
Father Nicolas Buttet
Nicolas Michel
We, the members of the Zermatt Summit Foundation Board*, signatories of this Declaration,
*
4

Affirm that the dignity of the human person
and the inviolability of his/her rights must be
the foundation for relations between the cit-
izens of the world and that respect for these
two principles must prompt States, other na-
tional and international public authorities,
civilsocietyandeconomicoperatorstogovern
decisions and actions resolutely towards the
Common Good;
Point out that human dignity is the principle
from which all Human Rights stem, and that
thisprincipleisinvokedbymanyConventions
and Universal or Multilateral Declarations, as
well as by many national Constitutions;
Support the values of freedom, equality, sol-
idarity, subsidiarity and respect for creation,
and affirm the necessity of protecting the
cultural diversity of humankind;
Are convinced that the resolution of the
present crisis depends on greater accept-
ance of responsibility and determined com-
mitment by each individual to promote the
Common Good in a spirit of service and love.
This appeal is all the more urgent in that the
great challenges facing humanity are be-
coming more threatening;
Note that social market economy as well as
free enterprise have enabled humanity to
makerealprogressandhavemadegoodsand
services available to an ever greater number
of people;
Would like to see an economy driven by the
concern for the Common Good supported by
financial mechanisms at the service of the real
economy which are keen to foster develop-
ment that respects the human person, in par-
ticularthosewhoaremostvulnerable,andthat
cares for the natural world and the ecosystem;
Reaffirm that the exercise of power is legiti-
mized by seeking the Common Good, by the
humanization of social life and by respect for
fundamental freedom, in particular freedom
of conscience and freedom of worship;
Deplore that exclusive desire for profit and
thirstforpower,whichisattherootofsomuch
human drama, hinders the development of
the whole man and of all men to the full;
Encourage, consequently, each and every
person, particularly those who exercise eco-
nomic or political power and who are active-
ly involved in all levels of society in both the
public and private sectors, to serve the Com-
mon Good of the whole human family with
courage and boldness and to actively pro-
mote peace in the world;
Recommend that firm and effective refer-
ence be made as widely and constantly as
possible to the Common Good as the guid-
ing principle for humanity to commit to reg-
ulating its activities with greater solidarity
while considering each person as an end and
not as a means;
Propose to share with all women and men of
good will our reflections on the importance
oftheCommonGoodbyvirtueofwhicheach
one is called to see his or her own good in the
good of others; and our conviction that, by
making the Common Good the guide for our
actions and the criterion for our decisions, we
can individually and collectively work for civ-
ilization and progress while respecting our
human nature and nature generally, with a
view to achieving shared prosperity, sustain-
able development, peaceful coexistence and,
ultimately, the realization of our natural and
universal aspiration to happiness;
Invite all women and men of good will to
commit themselves to the Common Good
and to the signing of this Declaration.
5
JoinusbysigningtheDeclarationonlineatwwww.zermattsummit.org

Civil society is now a diverse, vibrant, very in-
fluentialplayerthatcannolongerbeignored.
Two important developments are happening:
– Civil society has to be seen increasingly
not only at the third player - along with
business and government - but also as the
glue between business and government.
– Business and NGOs cannot be seen any
moreasseparaterealities.Inmanydomains
the lines have been blurred between the
two.This is illustrated by the emergence of
new types of companies – hybrid corpo-
rationswhicharecreatedforprofitbutalso
forPurpose.Newformsofincorporationsin
the USA are reflecting this new reality.
Socialentrepreneurshipexpressesthisreality
but we need to find ways for social entrepre-
neurs to be able to scale up their concept.
Whatwearelookingat,here,aresocialentre-
preneurs who are mission-driven, have a
strategic approach, are resourceful be-
cause money is not always available in the
amounts needed, and who have at the same
time the notion of profitability and the
ability to integrate new measurements
beyond wealth creation towards talent crea-
tion, social capital creation.
These developments imply a rethinking of
therelationshipbetweenbusinessandNGOs,
the setting – or the broadening – of new rules
of engagement. In that respect, we need to
address the crucial issue of trust between the
two – and we need to realize that building
trust is a process that takes time and pa-
tience.BusinessesaswellasNGOsneedtorid
themselves of of the “unconscious arrogance”
that sometimes color their behavior and
their decisions, the“I know how to deal with
it”syndrome.
If we want to achieve a more efficient collab-
orationbetweenbusinessandNGOsweneed
a much sharper focus on where when and
howthis collaboration can provide optimum
results, a full clarity on each party’s agenda
and objectives.
The withdrawal of the state from some areas
where it had exclusive responsibility until re-
cently has broadened the potential domains
for collaboration between business and NGO
and heightened the necessity for this collab-
oration.
Business and NGOs need to focus more on a
setofissuesthatarecrucialforensuringamore
efficient collaboration:
– Legitimacy of NGOs and their modus op-
erandi but also the broader legitimacy of
the corporation.
– Transparency – who funds what and for
what purpose?
– Accountabilityintermsofresultsachieved.
The explosion of social media has also added
anewdimensiontotherelationshipbetween
business and NGOs as it has inverted the pyr-
amid in some ways. It is no longer only money
thatspeaksoutloud.Civilsocietyhasfoundan
incredibly efficientamplifier thatnobusiness
or government can ignore. With the spread
ofsocialmedia,businessesareunderincreas-
ing pressure to be more ethical.
However,asbusinessandNGOstrytoachieve
a better collaboration the role of the state
cannot be underestimated when it comes to
set the major orientations and create the
overall framework for activity. We need to
take into account that sovereign states are
not the sole players anymore in the interna-
Some highlights from
the fourth edition
6

tional community. Non-state actors are in-
creasingly active, contributing to shaping
the international legal order. States had to
learn to work with civil society even before
business had to do it.
So our objective should be to leverage and
multiply a number of successful examples
where government/business/civil society
have been acting in convergence like the
Kimberly Process to deal with the“blood dia-
monds”issue,ortheGlobalCompactinitiated
by the UN.We should aim at creating a whole
web of such examples of convergence of
government/business/civil society efforts to-
wards addressing some global issues.
This might be a piecemeal approach but this
wouldhelpadvancetheagendaintheabsence
of global formal agreements that are becom-
ing more and more difficult to achieve as we
have seen with the failure of the Doha Round
ortheverymeagerresultsoftheRio+20Sum-
mit on climate change.
We see a lack of leadership – on the political
side–toaddresstheglobalissuesthatweare
facing – as this is illustrated for example with
respect to the climate change challenge. We
cannot wait for global leaders to make deci-
sions that will then prompt us to act. This
leads to one unavoidable conclusion: There
is a need to push from the bottom to initiate
the changes that are so necessary.
This requires new kinds of leaders, globally
responsible leaders whether at the head of
corporationsorofNGOs–anditisworthnot-
ing that globally responsible leadership as a
notion did not exist 10 years ago.
What does this kind of leadership require?
– Personal level transformation of the heart
and soul
– Transformation at the level of the corpora-
tion, which might involves retrofitting the
existing organization
– Being engaged in the transformation of
the System
In that respect, we all realize that despite all
the progress made these last few years Cor-
porate Social Responsibility is not yet fully
embedded in many corporations, that it re-
mains vulnerable to the uncertainties of the
business cycle. We are just at the beginning
of this process which will take time.
In the same way, we have now the tools for
monitoring and measuring performance in
ensuring greater transparency and account-
ability. It is for us to ensure that these tools
are used in a very assertive way.
All this gets back to the notion of transforma-
tion,ofredefiningthefinalityofeconomicand
business activity, of optimizing the outcomes
of economic activity for the human being.
This is a process that we need to engage into
because business as usual is not enough
anymore as the trust deficit towards busi-
ness leaders and corporation shows in a very
dramatic way.
Very tellingly, we need to draw the lessons
from the fact that this trust deficit is not the
result of missing economic or business tar-
gets but is generated by corporations failing
to put customers ahead of profit, by how em-
ployeesaretreated,bylackoftransparencyin
the supply chain. Increasingly, it is the failure
7

on the part of business leaders and corpora-
tions on the so-called soft issues that is gen-
erating this lack of trust.
This leads to a very important point that we
need to find a way to translate into our daily
approach to business. The smart thing to
do is not to try to “maximize” the return
but to“optimize”it.
This change of mindset, this heart and mind
transformation, has to go beyond compli-
ance in the narrow, technical, legal meaning
of the term. Because technical or legal com-
pliance does not address the key question of
“what are my values and how do they con-
nect to the impact that my decisions and ac-
tivities have on other people?”
It is only by redefining the raison d’être of the
corporation in a broader sense, that we can
playourroleasleadersinaddressingthecon-
tradictory pressures that we are confronted
with and that we can remain ourselves and
help align management on the long-term view
ofthewherethecorporationshouldbeandthe
values it needs to abide to and help transmit.
This much needed change of mindset will
take time. It is a process. And what we are
doinghere is a step inthat direction.Itisa
process in which we are all – here – in-
volved and to which we are all – here –
contributing.
Cross-sector collaborations are increasingly
perceivedtobeeffectivecatalystsofeconomic,
environmental and social sustainability. Yet,
thesepartnershipsfaceapotentialcredibility
gap.The number of multi-stakeholder collab-
orations has increased significantly over the
recent years, but their overall impact is not
yet on a par with the magnitude of the global
challenges our society faces. In addition, the
relationships between the parties involved
– business, civil society representatives and
governmental agencies – have long been
characterized by mutual suspicion.
Howcanoneenhancetrustbetweenunnatural
partners that have vastly different agendas
and operating cultures? Around what con-
sensus can effective collaboration be articu-
lated? What are the organizational models
and accountability channels that maximize
the potential of delivering an effective com-
bination of economic and social value to the
community at large?
This is why we already invite you
to join us for the 5th edition of
the Zermatt Summit, next year
June 26 to 27, 2014.
8

Globalization and technological progress
have unlocked individual potential and giv-
en unprecedented power to civil society.The
latter is diverse, vibrant and highly influen-
tial. Acting as “glue between the public and
the private sectors”, it plays an active role in
the formulation of a “shared vision” for the
future and in the defense of the values asso-
ciated with the common good.
Civil society representatives are also actively
involved in the development of social ven-
tures and new formats for cross-sector col-
laboration. As a result, one witnesses a blur-
ring of the lines between identities and
traditional organizational models. For exam-
ple, employees of large corporations are also
members of civil society who sometimes act
as social entrepreneurs within more tradi-
tional business organizations.
A rapidly evolving
playing field
AtJamiiBoraBank,oneofthefastestgrowingbanks
in Kenya, all the staff are current or ex-clients. Iden-
tities have become plural and they often overlap.
Organizational and sectoral barriers are also disap-
pearing: international banks like BNP Paribas or
Morgan Stanley now have microfinance depart-
mentsalongwithanimpactinvestmentofferingfor
their clients.
Socialentrepreneurshipisoneofthemanyreflections
of civil society’s growing appetite for the articulation
of innovative solutions to pressing social needs.
Socialentrepreneursarefullyawarethattheinvolve-
ment of other actors in their projects may allow
them to leverage additional resources.
“Social Entrepreneurship is a bottom-up
movement […] that seeks to come up with
a business-based, sustainable answer to
social issues”
Arnaud Mourot
CEO, Europe, Ashoka
“Social entrepreneurship is not a
charity with a revenue stream. It
is about reforming a system that
creates negative externalities.”
Soushiant Zanganehpour
Head of Strategy & Operations, Skoll Center for Social Entrepreneurship, Oxford University
9

lotteWolff, Group Head of Corporate Respon-
sibility mentioned, that meant making the
decision to become in Liberia a capacity
building partner for the State and commit-
tingto“helpputthecountrybackinbusiness”3
after Liberia’s second civil war. For Novartis, it
involved creating a drug supply chain inTan-
zania to help ensure its medicine could reach
the rural patients that needed them.
Agreeing to a partnership is not the same as
delivering one. As Rodrigo Jordan, Vertical,
highlighted, business is often viewed as“un-
consciously arrogant”. Such perceptions are
a reflection of important differences in oper-
ating cultures and in long-term agendas. In
addition, corporations and NGOs both face
important trust and legitimacy issues. As
Alexander Fink, CEO Edelman Switzerland,
summed it up, this largely results from a per-
ceived failure – especially on the part of the
privatesector–tomeetpublicexpectations.4
With globalization, large corporations are in-
creasinglyperceivedtohavebrokenthesocial
contract, thereby reinforcing the notion that
concepts such as“shared value”or“win-win”
are fiction.
Cross-sector partnerships carry a series of
financial, reputational, and operational risks
for the parties involved.When Heineken first
decided to provide antiretroviral therapy its
employees and their families in Sub-Saharan
Africa,itlaunchedatreatmentprogramwith-
out knowing what the overall costs to the
company would be.
Cross-sector partnerships allow for a unique
combination of skill-sets and capabilities.
Governments bring scaling potential, and
sometimes a long track record of collabora-
tion with civil society. Cities and regions are
particularly effective partners that provide
incubation and supporting frameworks to an
increasing number of social ventures.
InpartsoftheworldwheretheStateandgov-
ernmental institutions are more fragile, the
dynamic of the relationship differs somewhat
but remains of equal strategic importance.
Business sector participation facilitates ac-
cess to funding and to infrastructures that are
required for a project to come to scale.
Increasingly, business, civil society and gov-
ernmental agencies recognize the benefits
they can derive from effective cross-sector
partnerships. For businesses, participation in
social ventures increases the attractiveness of
their organizations for recent graduates and
helpsdrivecurrentemployeeengagement.In
emerging economies, acting as the develop-
ment partner of a country may also provide
corporations first-mover advantage. NGOs
and social entrepreneurs find themselves in a
position to act as a “catalyst for change”1
as
they provide business and governments with
privileged insights into innovative approach-
es to better product/service delivery.
For the private sector, scaling such innova-
tions may unlock previously untapped mar-
kets. For governments, there may be oppor-
tunitiestocurbpublicspending,increasethe
quality of services provided to constituents,
anddelegatetheprovisionofpublicservices.
Thescopeofmulti-stakeholdercollaborations
has expanded significantly over the recent
years. For companies, it often implies going
beyond traditional business activities and
embracing the notion of “extended leader-
ship”2
. In the case of Arcelor Mittal, as Char-
New bases for
value creation?
Cross-sector partner-
ships are rife with
execution challenges
10
1
Erin Ganju, Co-Founder and CEO, Room to Read
2
The Regeneration Roadmap, SustainAbility http://theregenerationroadmap.com/files/reports/Changing-Tack.pdf, last accessed July 3, 2013
3
Charlotte Wolff, General Manager, Group Head of Corporate Responsibility, Arcelor Mittal
4
2013 Edelman Trust Barometer – additional information available upon request

As SAP decided to partner with NGO Special-
isterne and hire autistic people for its soft-
ware-testingdepartment,ithadtoweighthe
risks of being accused of merely looking for a
source of cheap labor. Private sector actors
also need to be strategic in selecting the
NGOs they want to work with. Failing to carry
out proper due diligence and choosing an
organization of the wrong size may result in
scalingasymmetriesthatthreatentheoverall
outcome of the venture.
The successful delivery of a combination of
economic and social value that is scalable is
complex and difficult to track. As Michael
FuerstfromNovartis,stressed,measuringsocial
impact in the health sector is a delicate exer-
cise. Attributing social impact is difficult: is
the doctor making the diagnosis to be cred-
ited or the infrastructure through which the
drugs are made available to the patients?
Probably both, but in what proportions?
The question is all the more important as it
has governance implications.Viable partner-
shipsrequireappropriateincentivesschemes
for all the actors involved. In addition, tradi-
tional indicators can fail to be an accurate
gauge of the success of social innovations. In
the case of microfinance for example, the key
evaluation criteria should not be repayment
rateandprofitability,buttherateofgraduation
to SME status of the loan recipients – which
remains very low… An important underlying
issue is that there are no established bench-
marks that assess sustainability.
Zermatt Summit participants highlighted
that the lack of a common language be-
tween business and civil society representa-
tives remains the biggest challenge to the
success of cross-sector collaborations. As
Carlos Braga from IMD put it, business and
NGOs“lie in the same bed, but they have dif-
ferent dreams”. Arnaud Mourot from Ashoka,
called for“a change in the conversation”.
Differences in terminology are not only a po-
tentialchallengetotheexecutionofaventure,
they also point to conflicting views of its suc-
cess. Quoting research conducted at Oxford
University, Bérangère Magarinos-Ruchat from
FirmenichandChairpersonoftheGlobalCom-
pactNetworkSwitzerlandstressedthat“client”
and“beneficiary”arenotinterchangeableterms;
theyunderpindifferencesinuserempowerment
and overall goals.
It is precisely that difference that prompted
Ashoka fellow Jean-Baptiste Bapst to create
a network of social groceries allowing its users
tore-allocatesomeoftheireconomicresources
towards projects important to them. The
goaloftheprojectwasnotthemereprovision
of affordable food products but included sev-
eral strategies to empower individuals to exe-
cute on personal aspirations.
Todate,cross-sectorpartnershipsstilllacksuf-
ficient incubating support and the specific
platforms they require in order to develop
successfully.ForMarkFoster,Chairmanofthe
International Business Leaders’Forum, this is
likely due to insufficient funding. Other Zer-
matt Summit participants contended that
there should be more direct involvement
from business schools in the creation of a
dedicated support system.
11

What are the building blocks of successful
co-creationandothermulti-stakeholderven-
tures? Such collaborations require the clear
formulation of common goals, strong gov-
ernance,clearchannelsofaccountabilityand
organizational transparency. It is the combi-
nation of these elements that determines
legitimacy in the eyes of the public. This rec-
ognition has become essential because of
the unprecedented influence acquired by
civil society through social media. As Marlyn
Tadros Founding President & Executive Di-
rector, Virtual Activism and Professor at the
New England Institute of Art emphasized,
social media platforms have become the“ul-
timate amplifier”that can make or break any
organization’s credibility.
Effectivecross-sectorcollaborativeworkcalls
for “globally responsible leaders”, a phrase
that was coined only ten years ago, Mark
Drewell, CEO Globally Responsible Leader-
shipInitiative,pointedout.Whatcharacterizes
thisnewgenerationofdecisionmakers?They
have an extended view of the scope of their
responsibilities; their strategy is focused on
optimizing profit rather than maximizing it.
Overall,theyassesstheirdecisionsagainstadif-
ferentsetofcriteriathatinclude:whoisaffected
by what I do? What kind of suffering could I be
“co-creating”? The grooming of these deci-
sion-makers and their counterparts requires a
significant amount of action-based learning.
A roadmap to stronger, more effective and
resilient multi-stakeholder partnerships
Many Zermatt Summit participants empha-
sizedthetransformativepowerofexperience
and the value of programs such as the Inter-
national Business Leaders’Forum’s“Crossing
Borders”or“Leaders’Quest”that allow mem-
bers of senior management to go beyond a
merelyconceptualapproachofsustainability
related issues. More broadly, educational in-
stitutions need to empower the younger
generations with a new combination of skill-
sets that is not just technological.
Jean-Louis Homé, Former Chairman, Fair-
trade International, President MDIN, stressed
the crucial importance of investing in em-
powering the end-users of an infrastructure/
service and of involving the public sector –
where pertinent – in the implementation
process. Carlos Braga from IMD concurred
that failure to do so may mean the demise of
aproject.Hethusexplainedthatthedistribu-
tion of LifeStraw individual water filters in
Kenya was not successful because people
were not given the opportunity to appropri-
ate this innovation and integrate it into their
daily habits.
Personal engagement from senior business
leaders is another key driver of effective
cross-sector partnerships. Figures like Peter
Brabeck-Letmathe Chairman of Nestlé or
Peter Voser, CEO of Royal Dutch Shell, have
played central roles in shaping their organi-
zations’contributions to addressing environ-
mental issues.
Yet, involvement from the top leadership is
not effective if mid-level management does
notactivelybackitup,BettinaFerdman-Guer-
rier, Founder & CEO Philias Foundation, high-
lighted. As Jan Noterdaeme from CSR Europe
putit,forittoyieldsizeableresults,CSRneeds
to be closely related to the specific area of ex-
pertise of an organization, and“embedded in
the DNA of company”.
“The power of social entrepre-
neurs does not lie in their P&L,
but in their vision of society”
Arnaud Mourot
CEO, Europe, Ashoka
12

The current 18-29 generation presents an
unprecedented strategic opportunity and
untapped body of talent for business and
civil society organizations alike. They are the
“first globals”, and they show strong interest
in social and environmental issues. Indeed,
surveys indicate they will agree to a 15% pay
cut to work for a company whose social mis-
sion they strongly identify with.
Several Zermatt Summit participants also
highlighted that the only way out of the trust
deficit crisis that business – and to a certain
extent, civil society organizations – face im-
plies greater transparency and clearer chains
of accountability. CSR Departments should
be able to act as the“internal NGO”within a
business organization, and have, as Jan
Noterdaeme put it, the same amount of free-
dom as a King’s fool.
Organizational models also need to evolve.
Sebastian Winkler from the Global Footprint
Network,describedthecurrentsystemasbe-
ing governed by the “3 Cs” (command, con-
trol and compliance). He contended that
self-regulation and compliance are not
enough and called for new guiding princi-
ples, which he described as the“3Is”: innova-
tion, integration and incentives. Fredrik
Galtung from Integrity Action also under-
lined the limits of the compliance model and
advocated for the development of an alter-
native.Through tools like the“fix rate”which
aim to provide an objective and reliable
measure of organizational transparency, his
organization thus advocates for the imple-
mentation of a“proactive integrity model”.
Claude Smadja highlighted the need for a
culturalchangeintherhetoriccurrentlyused
to refer to sustainability issues. We should
abandon the Malthusian discourse that has
beendominantsincethecreationoftheClub
of Rome and start highlighting all the tech-
nological capabilities that can be used to ad-
dress current problems. Renat Heuberger,
CEO South Pole Carbon Asset Management,
agreed that people“don’t want to listen to a
sad story”, and that communication around
environmental issues should remain ap-
proachable and positive.
Lastly and perhaps most importantly, Zer-
mattSummitparticipantsstressedthatsocial
and environmental issues will start being ad-
dressed more effectively by the private sec-
tor once it is in a position to accurately price
the cost of not doing so. Triple bottom-line
reporting and the development of impact
investing are a clear indication of progress in
this direction. Consumers are increasingly
willing to pay a premium for socially respon-
sible products and services, but the accurate
pricing still remains a challenge today.
Final conversations in Zermatt emphasized
the need to “start mobilizing from within”.
Our generation finds itself faced with the
challenge of re-articulating moral values and
economic priorities. This implies restoring
the political dimension of business and put-
ting the human being back at the center of
the economic process. As Mark Foster from
International Business Leaders Forum, summa-
rized, we find ourselves at a “dangerous mo-
ment”,with“alongjourneyofawarenessahead”.
“Enlightened self-interest
should replace“Greed is Good”.
Mohan Munasinghe
Nobel Peace Prize co-recipient
13

09:00-09:10 Welcome and opening remarks
Founder & Chairman, The Zermatt Summit
09:10-10:30 Opening plenary
Business and civil society: rethinking the terms of the relationship
After a period of mutual suspicion and controversies, relationship patterns between business
and the third sector have evolved towards the recognition that collaborative strategies can
be mutually beneficial and are powerful tools to address sustainability issues. However,
misperceptions and unmet expectations still mar the business-NGO relationship.What issues
need to be addressed to achieve smoother, more successful civil society-corporate engage-
ments?What should be the rules of engagement between business and civil society? How can
partnerships involving various stakeholders remain accountable, transparent, and focused on
specific, measurable issues?
Serena Brown
Global Development Initiative Senior Manager, KPMG
Rodrigo Jordan
Mountaineer and President, Vertical S.A.
Nicolas Michel
Professor of International Law, University of Geneva, and Geneva Graduate Institute of International and Development Studies
Danny Sriskandarajah
Secretary General, World Alliance for Civic Participation
MarlynTadros
Founding President & Executive Director, Virtual Activism, Professor of Computer Science at the New England Institute of Art
Moderator: Claude Smadja
President, Smadja & Smadja
11:00-12:30 Debate
Social entrepreneurship and the business of positive social change
Globalization and technological advances have unlocked individuals’ potential to tackle
societalneedseffectively. Challengingthetraditionalnotionofprofitability,anewgeneration
of mission-driven entrepreneurs is using business skills and expertise to address social and
ecologicalissues.Whatinnovativebusinessmodelsarethesenewagentsofchangedeveloping?
Are there limitations to social entrepreneurship’s impact potential? In what ways can social
entrepreneurship be a force for change at the economic and social levels?
Gustavo Montero
Founding Partner, GAM Consulting Group
Arnaud Mourot
CEO, Europe, Ashoka
Soushiant Zanganehpour
Head of Strategy & Operations, Skoll Center for Social Entrepreneurship, Oxford University
Moderator:Yaël Smadja
President, Smadja & Smadja USA
Program
Thursday 20 June 2013
14

11:00-12:30 Panel discussion
Business and civil society: championing social innovation
Over the recent years, governmental agencies have been opening up public services to new
types of providers. In some instances, service provision has been partially or fully delegated.
In others, governments have supported partnerships with private capital, social entrepre-
neurs and the public to foster more efficient and economical approaches to pressing social
needs. What can business-NGO partnerships do better than governments? How can they add
valuetogovernment-providedservices?Howcanwecreate“SiliconValleysofsocialinnovation”?
Are there specific areas where business-NGO intervention achieves best results?
Berangère Magarinos-Ruchat
Director of Sustainability Partnerships, Firmenich/ Representative, Global Compact Switzerland
Carlos Braga
Professor of International Political Economy, Director, the Evian Group
Michael Fuerst
Corporate Responsibility Manager, Novartis
Moderator: Delia Meth-Cohn
Director, Global Rethink
12:45-14:15 Working lunch
Win-win co-creations between the social and business sectors
What would the world look like if the barriers between the business, social and public spheres
were torn down? How can economic performance, social impact and innovation be conciliated
tocreateopportunitiesforscalablesocialandbusinessco-creations?Discoverconcreteexamples
ofhybridcollaborationsandcontributetothedefinitionofinnovativecollaborativesocietalsolutions.
Arnaud Mourot
CEO, Ashoka, Europe
Stéphanie Schmidt
Director, Full Economic Citizenship Europe, Ashoka
AnkaWittemberg
Chief Diversity & Inclusion Officer, SAP AG
15

14:30-16:00 Plenary session
It is more than“just” business: How business leaders can contribute to
moving a country up
We are witnessing the limits of what governments can do to foster economic and social devel-
opment.How can the corporate world – without neglecting its responsibilities towards share-
holders – contribute to greater social cohesion and inclusive growth? How should the share-
holder-stakeholder relationships be balanced? What should business do better and/or
differently when dealing with the community at large?
Mark Drewell
Chief Executive, Globally Responsible Leadership Initiative
Antonin Pujos
Former Chairman and Founder, the Research Club, French Institute of Directors
Mallika Sarabhai
Dancer and social activist
CharlotteWolff
General Manager, Group Head of Corporate Responsibility, Arcelor Mittal
How can civil society and the private sector be partners in addressing
the employability challenge?
Globally, it is estimated that nearly 300 million of 15-24 year olds are not working or studying.
Of that total, 26 millions are in OECD countries. In emerging economies, where young people
are the fastest growing segment of the population, this severely hampers current and future
economic growth. In Western countries, governments remain unsuccessful in dealing with
their growing NEET (Not in Employment, Education orTraining) population.The ILO describes
the age group as a“scarred”generation of young workers. How can civil society organizations
and businesses improve their collaboration to facilitate access to education and to create a
better match between training and skills demand? In a world of fast evolving technology and
market needs, what are the strategies that will ensure greater employability?
Philippa Frankl
Executive Director, Street Kids International
Erin Ganju
Co-Founder and CEO, Room to Read
Serena Brown
Global Development Initiative Senior Manager, KPMG
AnkaWittemberg
Chief Diversity & Inclusion Officer, SAP AG
16

the environment challenge?
For most global businesses, the greenwashing of the early years is long gone.Well-articulated
environmental goals are increasingly becoming part of corporate strategies. Yet, the overall
impact of business activity on the planet keeps intensifying. Emerging economies need to
find ways to curb environmental damage without constraining economic growth. More de-
veloped countries are also struggling with elaborating and implementing policies that will
reconcile environmental sustainability and profitability. Advocacy groups have been pressur-
ing corporations and governments to move faster and more decisively on these issues.What
are the areas of potential conflict between the private sector and NGOs on this topic, and how
can they be successfully addressed? How can we foster genuine synergies between NGO and
corporate initiatives?
Renat Heuberger
CEO, South Pole Carbon Asset Management
Stuart Orr
Head of WWF’s Water Stewardship
SebastianWinkler
Director, Europe, Global Footprint Network
Moderator: DougalThomson
The Economist
18:00-18:15 Connecting the dots…
A look back on the day’s discussions to highlight its key outcomes

Rodrigo Jordan
Mountaineer and President, Vertical S.A.
19:00-19:45 Concert: Piano & Orchestra
Soloist: Elizabeth Sombart, accompanied by the Orchestre Solidaire Résonnance and con-
ducted by Diego Miguel-Urzanqui
19:45-21:45 Official dinner
Whatthebusiness/civilsocietypartnershipcandoNOWforasustainable
future

Keynote speaker: Mohan Munasinghe
Nobel Peace Prize Winner, Physicist, Sri Lanka
17

09:00-10:30 Plenary session
Creating the virtuous circle: ethics +transparency =trust
Ethical lapses from MNCs and compensation issues have tarnished corporate image in most
parts of the world. Negative perceptions also affect NGOs and civil society organizations since
they are reproached with a lack of transparency in their use of resources and/or governance
models. Legitimacy is also sometimes called into question. In which areas would greater
transparency help foster public trust in corporations as well as in NGOs? To what extent do
corporations and NGOs need to respect similar ethical principles?What are the indicators and
reporting tools that will create accountability and enhance public trust?
Alexander Fink
CEO, Edelman Switzerland
Fredrik Galtung
Chief Executive, Integrity Action
Guido Palazzo
Director of the Department of Strategy, Professor Faculty of Business & Economics, University of Lausanne
President, TeroLab Surface Group, Chairman, The Zermatt Summit
Moderator: Claude Smadja,
the health challenge?
In the Western world, the health-related costs incurred by the Welfare State are becoming
increasingly untenable. In less developed economies, broadening access to health care, fight-
ing infectious diseases and malnutrition are crucial priorities. Civil society organizations and
the private sector have created successful patterns of collaboration, especially in emerging
countries.What are the lessons to be drawn from successful examples of collaboration? How
can they be expanded?
Jean-Louis Homé
Former Chairman, Fairtrade International, President, MDIN
Vinay Nagaraju
COO, Riders for Health
Arie de Groot
Director, Investment Fund for Health in Africa
Friday 21 June 2013
18

11:00 -12:30 Panel discussion
The Future of Impact Investing
Questioning the notion that there has to be a trade-off between achieving economic perfor-
mance and contributing to social progress, a rapidly growing number of actors are investing
in,orcreatingcompanies,organizationsorfundsthatwillgeneratebotheconomicandmeas-
urable social/environmental returns. Although relatively new, the market is growing in size
and sophistication.Who are the actors on this market?What are the criteria and requirements
for impact investment?What is its economic and social potential?
Wolfgang Hafenmayer
Managing Partner, LGT Venture Philanthropy
Nicolas Hazard
President, Comptoir de l’Innovation
Emmanuel de Lutzel
Vice President, Social Business, BNP Paribas
Martin Rohner
CEO, Alternative Bank
12:45-14:45 Luncheon
The inestimable value of“soft”values
Keynote speaker: Robin Cornelius
Founder and President, Switcher
15:00-16:45 Plenary
Corporate Social Responsibility as an integrated part of corporate
strategy even in tough economic times
Companies that succeed in incorporating their Corporate Social Responsibility (CSR) goals
into their overall corporate strategy reap reputational, human capital and operational bene-
fits. CSR is no longer a PR gimmick or a notion to be paid lip service to: it is becoming part of
risk mitigation and opportunity-seeking strategies. How can corporations ensure that CSR
genuinely becomes part of their organizations’culture and day-to-day operations? How can
triple bottom line reporting be used as a progress-tracking tool for corporate performance?
Can we prevent that CSR obligations should become lesser priorities in difficult times?
Bettina Ferdman-Guerrier
Founder & CEO, Phillias Foundation
Christian Leitz
Head, Corporate Responsibility Management, UBS
Jan Noterdaeme
Senior Advisor, CSR Europe
Karl Friedrich Scheufele
Co-President, Chopard
19

17:00-18:30 Closing plenary
Government/Business/Civil Society: Gettingtogetherto achieve sustain-
ability
There is a growing consensus that a number of issues are today too complex to be addressed
successfully only by government or by the business world and without the involvement, or
at least acquiescence of the civil society. Recent, global examples show that sustainable and
inclusive growth can best be achieved through genuine collaboration and a convergence of
objectives between government, business and civil society. What are the requirements to
create goal-oriented partnerships that contribute to economic progress and greater social
cohesion? How do we ensure that economic, social and environmental sustainability become
part of an integrated approach to inclusive prosperity?What rules of engagement will ensure
long-term win-win partnerships?
Father Nicolas Buttet
Founder, Philanthropos European Institute
Rob Cameron
Executive Director, SustainAbility
Mark Foster
Chairman, International Business Leaders Forum
Marcelo Palazzi
Harvard Advanced Leadership Fellow, Director, B Corporation, Europe
Moderator: DougalThomson
The Economist
18:30-18:45 What do we take home? Key highlights and conclusions from the Summit
Founder and Chairman, The Zermatt Summit
Saturday 22 JUNE 2013
08:00-12:00 The Matterhorn Leadership Excursion
RodrigoJordan
Chilean mountaineering and leadership expert
20

Several examples of cross-sector col-
laborations were discussed or referred
to in Zermatt.The index below lists the
ones that were discussed in greater
detail and provides contact points for
additionalinformationwhererelevant.
LifeStraw- Kenya
Carlos Braga
IMD
www.vestergaard-frandsen.com/
carbon-for-water/how-it-works.html
SMS for Life (Tanzania)
Michael Fuerst
Novartis
www.malaria.novartis.com/innovation/
sms-for-life
Jamii Bora Bank
Stephanie Schmidt
Ashoka
http://jamiiborabank.co.ke/about
Housing for All
Stephanie Schmidt
Ashoka
http://india.ashoka.org/sites/india/
files/AccesstoHousing.pdf
A.N.D.E.S social groceries network
Stephanie Schmidt
Ashoka
www.epiceries-solidaires.org
Making More Health
Stephanie Schmidt
Ashoka
www.makingmorehealth.org
SAP-Specialisterne
AnkaWittenberg
SAP
www.sap.com/news-reader/index.
epx?pressid=20938
GIZ- Arcelor Mittal
CharlotteWolff
Arcelo Mittal
www.giz.de/themen/en/29510.htm
WWF/H&MWater consumption in
the Brahmaputra river
Stuart Orr
WWF
http://wwf.panda.org/what_we_do/
how_we_work/businesses/corporate
_support/business_partners/handm.cfm
Juniper Network/Not For Sale
www.slideshare.net/fibonaccidesign/
juniper-networks-not-for-sale
Integrity Action/Google
Fredrik Galtung
Integrity Action
www.integrityaction.org/prashant/
integrity-action-winners-google-
global-impact-challenge-2013
Room to Read
Erin Ganju
Room to Read
www.roomtoread.org/page.aspx-
?pid=315
Riders for Health
Vinay Nagaraju
Riders for Health
www.riders.org/where-we-work/zambia
Switcher
Robin Cornelius
Swicher
www.respect-code.org/Main.action
For a deeper dive…
Royal DSM andWorldVision
(Tanzania)
http://wvi.org/pressrelease/royal-
dsm-world-vision-announce-partner-
ship-nourish-millions-world’s-most-
vulnerable
WFP, USAID, Pepsi (Ethiopia)
www.wfp.org/stories/wfp-pepsico-
and-usaid-fight-child-malnutrition-
ethiopia
Deutschen Gesellschaft für Inter-
nationale Zusammenarbeit (GIZ)
BASF, Cargill (Philippines)
www.giz.de/en/mediacenter/10790.
html
Syngenta Foundation
Safaricom (Kenya)
https://gc21.giz.de/ibt/GC21/
area=gc21/main/en/usr/modules/
gc21/ws-FLEXdialogue/info/ibt/
downloads/CaseStudyAdaptation_
SyngentaKenya.pdf
UNEP, Greenpeace
Unilever and Coca-Cola/Pepsi
www.refrigerantsnaturally.com/
statements/greenpeace.htm
21

In the competitive market economy, our present development model has shown a con-
tinuous ability to be creative and to increase wealth. At the same time there has been a
progressive blurring of its link with the global Common Good, and a significant loss of
our capacity to regulate it.
Economics have been unlinked from ethics and politics as financial capitalism tends to
nurture a speculative race where money serves to create more money without suffi-
ciently investing in the real economy, producing goods or services useful to people.
Destruction of the planet and of biodiversity, poverty and growing inequalities, situa-
tions of injustice, exclusion and alienation are some of the dysfunctions likely to have
significant negative consequences for future generations.
Our current model of development runs the risk of becoming unsustainable, losing its
moral and political legitimacy. In such a context we feel that change is necessary and it
is time to give ethical and political dimensions back to economic activity. Humanizing
globalization becomes a priority.
We strongly believe that enterprises are the main economic agent in society, creating
value through their production of jobs, of innovation, of goods and services and of
taxes. Business leaders – given the power of the corporation today – bear critical re-
sponsibility.They should accept to review, to rethink and broaden the purpose of their
enterprise, integrating a concern for the Common Good.
The Zermatt Summit
Manifesto
22
Professor Philippe deWoot
Professor Henri-Claude de Bettignies

We want to redefine the purpose or “rai-
son d’être” of business – We strongly be-
lieve that the “raison d’être”of an enterprise
must be anchored in its entrepreneurial
identity i.e. initiative, creativity and innova-
tion in small, medium and large business or-
ganizations.Furthermore,intoday’sborderless
world, entrepreneurship (and its potential to
innovate) can be more consciously oriented
toward the global Common Good and the
challengesofourtimeratherthanbeingsub-
ordinate to the vagaries of speculation.
We need to transform the business culture –
the perspective of the Zermatt Summit is the
transformation of our system according to
the following philosophy: finance to serve
the economy, economy to serve the Com-
mon Good, Common Good to serve the per-
son. This new perspective should help the
decision-takers to revisit the “raison d’être” of
the business firm and embed ethical and po-
litical dimensions in their strategies. To con-
tribute to this paradigm shift, economic and
financial participants will have to re-invent
their corporate culture to find a new balance
between its key roles: entrepreneurship,
leadershipandstatesmanship.CorporateSo-
cial Responsibility and Corporate Social Val-
ues practices are emerging in many sectors
and are first steps in the right direction.
We want to stimulate Entrepreneurship –
We believe that an enterprise has to enhance
its entrepreneurial action, to be creative in a
real world of goods and services, as opposed
to the mere logic of short term financial and
quarterly results. It is mainly through its en-
trepreneurial capacity that it can serve the
Common Good and contribute to face the
challenges ahead. Shareholder value is but
one of several measures of business perfor-
mance. Defining the“raison d’être”of the cor-
porate enterprise in terms of economic, hu-
man and societal development will influence
its strategies, its structures and its managerial
behaviour as well as its specific contribution
towards the Common Good. Business leaders
and managers will pay greater attention to
the societal consequences of their decisions,
to the “externalities” of their actions and to
the problems of our time which they could
helpsolvebytheirentrepreneurialinitiatives.
The creative capacity of business will also
gain in addressing needs of those at the“bot-
tom of the pyramid”, by literally reaching out
to assist the poorest and contributing to lift
them from extreme poverty. This encounter
and ensuing actions can change its perspec-
tive; transform its mind-set and its corporate
culture.
We want to promote a new definition of
Leadership – Management is no longer
enough. We want to put ethics back into the
heart of economic activity.What we need are
notonlymanagersoradministratorsbutanew
type of leadership: leaders as “sense givers”
and “sense makers”, leaders as “architects of
corporate conscience”1
, leaders as ethical
stewards. If one narrowly defines manage-
ment, one might say that it consists above all
of the administration of things: objectives,
budgets, strategic analysis, plans, methods,
procedures. But leadership, as the art of di-
recting human reality, influences, motivates,
communicates and induces participation.
We need “servant leaders” able to convince
people of the values we collectively wish to
implement, willing to assume full responsi-
bility for their decisions and actions and pre-
paredtoactuallyservethecommunitiesthey
are in charge of. Such leadership relies on
moral authority through which ethics are
passed down into the organization.
Giving back economic activity its
ethical and political dimensions.
1
Kenneth Goodpaster
23

Wewanttoplayamoreresponsibleroleinthe
emergence of a new culture of co-operation,
negotiation and debate. Addressing com-
plexity, paradoxes and conflicts requires put-
ting aside the usual unilateral business think-
ing.Themulti-stakeholdercompanywillhave
to adopt a much more political approach if it
wants to become socially responsible. By
broadening the political dimension of our
strategieswewillincreaseourcollectiveability
to transform the economic system into a
moresustainablemodel,topreservetheearth,
better share its resources and help reduce
poverty and inequality.
Can leaders transform companies and the
system that they lead without transforming
themselves? Changes in structures will not
happen“on command”. They will only come
to life if they are driven from within, by people
of good will.
Weneedtorelyuponanddeveloptheper-
son as a whole – At a time when – beyond
rationality – we talk about emotional and
spiritual intelligence, let us remember that
nearly every civilisation offers a vision of man
that includes three dimensions. This vision
goes beyond mere rationality to open up the
less tangible but more profound realities of
the heart and the soul. By trying to unify the
whole person we will liberate new energies
for our personal development and acquire
greater maturity in our relations with others.
Responsible leadership implies the whole
person commitment.
We want to let our spirituality guide us – It
isourconscienceandourspiritualdimension
that invite us to become more humane and
to develop a world with more freedom, jus-
tice and peace. In considering the evolution
of the universe, one cannot help but ques-
tion this movement, this momentum, which
drives matter to life and life to man, being
2
Berten, I., L’enseignement social de l’Eglise: bilan et perspectives (The social teaching of the Church: balance and perspectives),
in Berten, Buekens and Martinez, Enterrée, la doctrine sociale ? (Is social doctrine buried ?) Bruxelles, Lumen Vitae, 2009, pp 15-37
3
Ibidem
WewanttoencourageStatesmanship–As
leaders we recognize societal interdepend-
ence and the urgency to shift to a more sus-
tainable model of development. To facilitate
its emergence, we have to participate actively
in the research and definition of the Com-
mon Good of our global world and try to in-
corporate it into our sphere of activity. We
have to play a responsible role in the emer-
gence of a new culture of debate, concerta-
tionandco-operationthatwouldreplacethe
current simple“lobbying”, We need to play a
more active role in the search and creation of
new forms of governance.
In this perspective we will add to our role of
entrepreneurs and leaders that of statesmen
willing to contribute to the debate on global
CommonGood.Statesmanshipisthewaywe
can give back to our business activity its po-
litical dimension.
The Common Good can be defined as the set
of social conditions that allow all people and
all groups that make up society to achieve
their own accomplishments in the most pos-
itive manner.2
If one accepts this definition,
the criterion of the Common Good presents
a fundamental principle of moral judgement
of the organisation of a society, including the
global system.3
The United Nations suggests
the concept of sustainable development as
defined in the Brundtland Report:“Sustaina-
ble development is development that meets
the needs of the present without compro-
mising the ability of future generations to
meet their own needs.”
Business statesmanship goes further. It ad-
dressestherealpoliticalquestionofourtime:
what kind of world do we want to build to-
gether with the vast resources and the skills
at our disposal. In entrepreneurial terms it
can be translated as how shall we use our
creative capabilities to build a better world?
We need to change
hearts and minds
24

capable of freedom, creativity, love and won-
derment. Are there not elements here to be
utilised as a guide, a pathway, a positive drift
towards what might be called the humanisa-
tion of the world? Would our spirituality not
be this guide, this call to life, this impetus for
love, this light that illuminates the road and
invites us, despite the limits of evil, suffering
and death, to become and remain alive by
adhering only to the deeper values? Do we
use enough of the extraordinary power of
transformation that spirituality can give us
when it is lived out in all aspects of our life?
We want to transform the relationship
into encounter – We must dare to transform
relationships into encounters.The encounter
commits the heart. It is the personalised rela-
tionship, on an equal and reciprocal footing,
without mediation of money or power. It is
the place of mutual acceptance, listening,
watching, the place where one can be“called
byhisname”,acceptingitsfragility,recognising
theother,makingitexist,helpingittostandup.
We need to accept being fragile and cou-
rageous at the same time – Introducing
more humanity implies recognising oneself
not only as creator, but also as being fragile
in relation to each other. It is sometimes dif-
ficult for a creative entrepreneurial leader.
The real hero is not the cosmic hero of myths
orromancebutonewhoco-existswithothers
all the while being open to his own fear of
finitude as well as to that of others.4
Formanycivilizationscourageisamajorvirtue,
but today it differs from the traditional cour-
ageofancientheroes.Itshouldnotbesought
primarily for personal success, prestige or
“glory” but for the coming of a world of jus-
tice,peaceandlove.Rootedinahumannature
that knows fragility, courage then becomes a
continuous, humble, patient and concrete
existential effort. It can also be seen in terms
4. Arnsperger, Ch., Critique de l’existence capitaliste, Paris, Cerf, 2005
of initiative and creativity, as“the courage to
begin”, the courage to undertake.
We want to become an international plat-
formofreference–Bringingtogetherstake-
holders for the purpose of adding more hu-
manity into the process of globalization and
makingpracticalrecommendationstoleaders
for an economy serving the human person
and the Common Good.
We will draw on the works of our members
and their various networks to create, gather
and refine innovative experiments, concepts
and research results capable of supporting
andenlighteningourmainthemes.Ourambi-
tionistobecomeathoughtprovokingdriving
force and to build a utopia that will allow us
to be pulled by the future instead of being
pushed by the past.
But if there is a sense of what is real… there
must be something that one might call the
sense of the possible… a flight of fancy, a will
to build, a conscious utopia which, far from
fearing reality, treats it simply as a task and a
perpetual reinvention (Robert Musil).
Philippe deWoot and
Henri-Claude de Bettignies
25

Archduchess of Austria Marie-Hélène
Triple A Gestion S.A.
Archduke of Austria Rudolf
Triple A Gestion S.A.
Barbot-Maire Stephane
Smadja & Smadja
Bellemo Giulia
Zermatt Summit Foundation
Boixader Lu
OSRé - Fondation Résonnance
Braga Maria Isabel
IMD
Brown Serena
KPMG International
Brunner Stephan
ghost.company
Buttet Nicolas
Eucharistein Fraternity
CamerataThomas
South Pole Carbon
Cameron Rob
SustainAbility
Cerda Juan Pablo
TECO Group
ChandranYadavan
Darpana Academy of Performing Arts
Cipriani Simone
Ethical Fashion Initiative, International Trade Centre
Coll Blanca
Collis Roulet
Imogen ICR Business Strategies
Cornelius Robin
Switcher SA
Culillas Diana
Chopard & Cie S.A.
de Beauchamp Collenette Carla
WWF International
de Bettignies Henri-Claude
INSEAD
de Groot Arie
IFHA Fund
de Lutzel Emmanuel
BNP Paribas
Dewitte Jean-François
ImpactHope Foundation
Doupeux Chantal
Worldwidepress.info
Drewell Mark
The Globally Responsible Leadership Initiative
Edwards Magdalena
Ayudar.cl
Estermann René
myclimate foundation
Falco Ana
Favarger Schmidt Marie-Noëlle
Terolab Surface Group
Favre Monique
Fondation Résonnance
Ferdman Guerrier Bettina
Philias Foundation
Fink Alexander
Edelman Switzerland
Foster Mark
International Business Leaders Forum
Frankl Philippa
Street Kids International
Fruchaud Olivier
Ashoka
Fürst Michael
Novartis AG
Gallet Denis
Fundación Desafío de Humanidad
Galtung Fredrik
Integrity Action
Ganju Erin
Room to Read
Garcés Marc
Garcia Hector
Garcia Sandra
Goldscheider Daniel
Paperless Inc.
GonzalezTamara
Gorrias Adria
Grivat Olivier
L’Agefi
Gunnarsson Catherine
TeroLab Surface Group SA
HafenmayerWolfgang
LGT Venture Philanthropy
Participants 201326

Hazard Nicolas
Le Comptoir de l’Innovation
Heuberger Renat
South Pole Carbon
Hinojosa Alba
Home Johanne
Smadja & Smadja
Homé Jean Louis
MDIN
Joan Clara
Jordan Rodrigo
Vertical
Jouhet Esther
Réseau Economie et Conscience
Landau Herve
Cyrus Family Office
Lauber Daniel
Lecha Javier
LECLERC Fabrice
Wild Keepers Sàrl / HEC Lausanne
Leitz Anja
UBS
Leitz Christian
UBS
Luggen Daniel
Zermatt Tourism
Magarinos-Ruchat Bérangère
Global Compact Network Switzerland
Manini Jacqui
Mariño Margarita
Markowsky Fanny
McKinnon Sheila
Meldem René
BOBST SA
Meth-Cohn Delia
GlobalRethink
Michel Nicolas
Université de Génève
Miguel-Urzanqui Diego
Résonnance Espagne
Montero Gustavo
GAM Consulting
Moratti Carlo
ghost.company
Mourot Arnaud
Ashoka
Munasinghe Mohan
MIND
Munoz Gonzalo
Aconcagua Summit
NagarajuVinay
Riders for Health
Noterdaeme Jan
CSR Europe
Orr Stuart
WWF International
Otte JanThomas
NZZ
Palazzi Marcello
Progressio Foundation
Palazzo Guido
University of Lausanne
Paqué Elisabeth
Juice Plus
Pietzner Cornelius
Alterra Impact Finance
Pillet Line
Pillet & Partners Training Services
Pitton Julien
ISO
Braga Carlos Primo
IMD
Pujos Antonin
Razavi Schirin
University of Zurich
Rodriguez Ana
OSRé c/o Fondation Résonnance
Rohner Martin
Alternative Bank Switzerland
Rosenkilde Christensen
Christel Treasure Consulting
Sanz Laura
Sarabhai Mallika
Darpana Academy of Performing Arts
Schalekamp Romano
DEVAS Consulting SA
Schellekens Onno
PharmAccess Group
Scheufele Karl-Friedrich
Chopard & Cie S.A.
Schmidt Stephanie
Ashoka
Shani Ornit
University of Haifa
Siaterli Romina
Philip Morris International Management SA
Smadja Claude
Smadja & Smadja
SmadjaYael
Smadja & Smadja
Sombart Elizabeth
Sriskandarajah Danny
CIVICUS
Tadros Marlyn
Virtual Activism
Thomson Dougal
The Economist Group
Torrigiani Luiggino
LT
Toth Jozsef
ErMe
Urech Fabian
NZZ
van derWant Eva
myclimate foundation
Vaquerizo Laura
Wasserman Christopher
TeroLab Surface Group
Wassmer Fabian
Swiss Economic Forum
Winkler Sebastian
Global Footprint Network
Wittenberg Anka
SAP AG
Wolff Charlotte
ArcelorMittal
Zanganehpour Soushiant
SkollCentreforSocialEntrepreneurship,OxfordUniversity
27

ZermattSummit
Zermattsummit
Zermatt-summit-foundation
TheZermattsummit
ZermattSummitFoundation
HEAD OFFICE
ZermattSummit
WorldTradeCenter
Av.Gratta-Paille2
CH-1033Lausanne•Switzerland
Tel.+41(0)216442054
contact@zermattsummit.org
Forenquiriesonsponsorship
partners@zermattsummit.org
Forenquiriesonpress
press@zermattsummit.org
5th
Zermatt Summit - June 26 to 27, 2014
The Courage to Dare
We look forward to welcoming you
FeaturingSpeakersfromthefollowingCompanies
www.zermattsummit.org
Klimaneutral gedruckt
Nr.: OAK-ER-11924-01113
www.oak-schwyz.ch/nummer

Zermatt Summit Executive Summary 2013

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (6)

Similar to Zermatt Summit Executive Summary 2013

Similar to Zermatt Summit Executive Summary 2013 (20)

More from Zermatt Summit Foundation

More from Zermatt Summit Foundation (10)

Recently uploaded

Recently uploaded (20)

Zermatt Summit Executive Summary 2013