Heineken Brasil launches Spin ecosystem in landmark event at Parque Villa-Lobos

A Heineken Brazil has just officially launched Spin, its new impact business ecosystem. The announcement took place last Wednesday (26) at a memorable event at the Villa-Lobos Park Ferris wheel, the largest in Latin America. Under the motto “Spinning in favor of the world”, the brewery symbolically made the wheel spin in the opposite direction, reinforcing its commitment to a new business model where positive impact and financial results go hand in hand. At the end of the afternoon, the attraction was lit up green.

“It took years of study and conversations to create the Spin ecosystem, which today reflects our desire to ensure that growth and positive impact move forward together. With the initial learnings and results of this ecosystem, we hope that new companies, directly or indirectly linked to the sector, can join us to inspire solutions that are good for business and, above all, better for the world,” says Mauro Homem, Vice President of Sustainability and Corporate Affairs at the Heineken Group.

With an initial investment of R$150 million, Spin represents Heineken Brazil’s biggest advance in its ESG journey since it arrived in the country in 2010. The collaborative ecosystem’s mission is to go beyond beer production to contribute to the transformation and decarbonization of its value chain. To this end, it relies on strategic partnerships with companies and entities such as Ambipar, Better Drinks, CUFA, Raízen, Rizoma and Ultragaz, recognized for their exemplary socio-environmental practices.

“In the face of so many extreme events, we believe that collaboration is the best way to bring about the transformation that needs to happen in the business world. The wheel of capital can keep turning if we are able to give new meaning to this gear. Our most ambitious move begins now with Spin, which goes against traditional models of verticalization in the chain,” adds Mauricio Giamellaro, CEO of Heineken Brazil.

Spin has four pillars of action defined based on the relevance of each one in the climate emergency that the world is facing, with distinct business models, but aligned with the same commitment to generate shared value. They are:

• Regenerative agriculture: in partnership with Rizoma, the first phase of this business model will be in an area of ​​over 800 hectares in the city of Itu (SP), where the companies will produce organic lemons using technology offered by nature itself in a productive and regenerative agroforestry system. With this solution, it is possible to sequester carbon from the environment, reinforce the region’s water resilience and generate at least 100 new jobs. The fruits will be sold and the profits will be reinvested in expanding the business model to other regions of the country;
• Glass circularity: through a new circularity system developed in partnership with Ambipar, the brewery intends to recycle more glass bottles than it currently puts on the market. The starting point for the business is to cover areas where the volume of packaging is high, but glass collection is almost non-existent, due to the high cost of reverse logistics for this material. Glass receiving, sorting and processing centers will be built so that, at the end of the process, the waste can be reincorporated into the glass chain, increasing the percentage of recycled content in the group’s bottles. This is a closed system that guarantees reverse logistics and better remuneration for all links in this chain, including recyclable material collectors, essential players in this process;
• Impact marks: this pillar reflects the ambition to bring the socio-environmental agenda closer to consumers and materialize it. Together with Better Drinks and the CUFA School of Business in the Favelas, Spin proposes an unprecedented partnership model with small and medium-sized entrepreneurs, in which traditional financial support is replaced by sharing the best that each company has to offer. On the brewery’s side, for example, there is access to raw materials, the production line and an efficient distribution system. On the partners’ side, there is the development of brands that carry purpose and innovation at their core. In addition to mutual learning, the partnership will increase the brands’ market reach and the results will be shared between the companies;
• Energy transition: In addition to producing beer with energy from renewable sources, the Heineken Group already has one of the largest renewable energy platforms in the country, Heineken Energia Verde, the result of a partnership with distributors Raízen and Ultragaz, which are now also part of Spin. Under the same ecosystem, it will be possible to expand the scope of the program and its benefits, such as facilitating access to clean energy and reducing the cost of electricity bills for bars, restaurants and consumers.

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