Opinión – Nexos+1

El Niño 2026: Prevenir para emplear

Diego Monteza — Fri, June 19, 2026 7:55:56 PM +0000

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Preparing for El Niño 2026 is an opportunity to create jobs, strengthen supply chains, and ensure business continuity.

Marian Buraschi - Libélula Partner and Director

El Niño is a structural and predictable risk that climate scenarios for the 2026–2027 period have once again placed on companies’ risk management agendas. ENFEN, SENAMHI, and NOAA continuously monitor the Pacific and agree on the need to strengthen preparedness for extreme events. For companies, the current challenge is to turn this preparedness into an opportunity to strengthen the country’s economic resilience.

Peru knows the cost of being unprepared. The 1997–1998 El Niño caused losses exceeding US $3,200 million (CAF), while the 2017 Coastal El Niño caused damage amounting to US $3,124 million (Macroconsult), affecting infrastructure, productive activities, and thousands of businesses.

However, viewing these events solely as losses is a strategic mistake. Prevention can become a tool for job creation and regional development. Programs such as Llamkasun Perú and other prevention initiatives mobilize the local workforce and stimulate regional economies. According to estimates from the Ministry of Labor and Employment Promotion (MTPE), for every S/ 100 million invested, between 1,500 and 2,000 direct temporary jobs are created. With larger-scale investment, the potential could reach between 40,000 and 60,000 jobs in the most vulnerable regions.

The true value of these jobs lies in the skills they build. With certification of their competencies, workers re-enter the job market with skills that are transferable to various productive sectors. Thus, prevention ceases to be an expense and becomes an investment in human capital.

For companies, this agenda is a business decision. In sectors such as mining, energy, and agribusiness, water availability and logistics connectivity are critical factors. A blocked highway or a flood results in cost overruns and lost productivity. Being prepared is a strategy to protect investments and ensure operational continuity.

The vulnerability is even greater for micro and small enterprises (Mypes), which account for more than 99% of the country’s businesses (PRODUCE and INEI). According to estimates from the Lima Chamber of Commerce (CCL) and the Peruvian Federation of Municipal Savings and Credit Unions (FEPCMAC), a small business affected by flooding or service disruptions can lose between 40% and 60% of its monthly working capital in just one week. Strengthening prevention measures means protecting suppliers, jobs, and local economies.

Solutions must be tailored to the local geography. While in the north the priority is on drainage and riverbank protection, in regions such as Puno, Cusco, and Junín the focus should be on reservoirs and water conservation measures to address water stress.

Resilience cannot be improvised during an emergency; it is built with a long-term vision. Investing in prevention is now a strategy capable of transforming climate risks into jobs, capabilities, and operational continuity. The question for companies is no longer whether they should prepare for a more uncertain future, but rather who will lead the resilience agenda that will define Peru’s competitiveness in the coming years.

Published in the Gestión Newspaper

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High Performers y Habilidades verdes

Diego Monteza — Tue, 26 May 2026 02:49:09 +0000

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The talent gap is forcing companies to develop leaders capable of connecting sustainability, business and management.

Marian Buraschi - Libélula Partner and Director

Retaining talent is key: the 75% of the high performers prioritizes companies with a socio-environmental purpose, and providing training with impact increases retention by 34% (McKinsey, 2023). Empowering your best talent with sustainable skills is not an expense, but a continuity strategy. The labor market is undergoing a profound transformation: 53% of green hires are in traditional roles such as finance, technology or marketing (LinkedIn, 2025). All key positions are evolving towards a climatic and social perspective.

In Peru and Latam, this is a condition of viability. As a vulnerable region, key sectors (agriculture, mining, energy) are under international scrutiny. Multilatinas face strict global regulations such as the European CSRD directive. In addition, in industries where energy accounts for 20% to 40% of the cost (MINEM, 2024), or where 70% of the population lives on a coast with less than 2% of available water (ANA, 2023), environmental management is linked to social viability. Success requires a triple bottom line approach where financial value coexists with population impact, and translates ambitious ESG goals into business impacts.

Therefore, equipping your talents with these capabilities turns them into strategic allies for senior management, strengthening their sense of belonging and commitment to the company. This profile is trained to act as a «universal translator» capable of reading regulations; anticipating risks and aligning objectives; assisting the CFO and operations in translating eco-efficiency into savings and mitigating risks. It does not replace traditional specialties, but connects them to ensure corporate sustainability with a systemic view.

Compared to shortages, where these profiles are 54.6% more likely to be hired (LinkedIn, 2025), cutting-edge companies empower their leaders through Communities of Practice, spaces for inter-learning among peers who share the same role or challenge, as the most efficient vehicle for applied learning under three pillars:

Update: Regulations change from month to month. What a professional solved last week is shared immediately, accelerating the corporate response.
Co-creation: Instead of reviewing past cases, members bring current challenges from their operations, collectively resolving them and generating immediate efficiencies.
Resilience: Mitigating resistance to change generates attrition. The Community of Practice acts as a containment network against change. burnout and strengthens managerial maturity.

The market is relentless. Will you start today to strengthen the resilience of your business by empowering your high performers with the strategic capabilities that today's Peru demands?

Published in Diario Gestión

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La oportunidad de un país diferente

Diego Monteza — Tue, 28 Apr 2026 15:12:58 +0000

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Investment with a strategic vision will be the path to the viability and stability of our country. and stability of our country.

Marian Buraschi - Libélula Partner and Director

Peru is at a political and economic crossroads. The growth projections for the GDP at around 3% reflect stability, but are insufficient to close gaps. To transform this reality, we need to bet on investment that not only generates profitability, but also solves social and environmental challenges.

The viability of our country depends on a trinomial of stability: economic, social and environmental. The country's stability is achieved when we understand that companies are the ones that generate wealth, stability and employment. The private sector is the main driver of well-being: in Peru, companies generate approximately 80% of formal employment, while the public sector comprises the 20% remaining. . Without a strong private enterprise that integrates social and environmental sustainability into its strategy, the model will lack the stability needed to endure.

Peru faces critical challenges: more than 29% of the population lives in poverty (INEI, 2025-2026) and more than 3 million Peruvians do not have access to safe water, a figure that exceeds 40% in rural areas of the highlands (INEI, 2024). In addition, waste management in the cities has collapsed, affecting public health; water stress threatens the environment and the environment. 70% of the population and Amazon deforestation, which is advancing relentlessly and destabilizing the climate. These are not only environmental problems; they are risks that affect competitiveness and the continuity of investments.

I propose to focus on three critical agendas that are already proving to be drivers of formal employment and territorial development:

Waste management (circular economy)
The Circular Economy Roadmap projects more than 300,000 jobs by 2030 and an additional contribution of S/. 14,000 million to GDP (MINAM).
Water security (planting and harvesting of water)
Programs such as Sierra Azul have generated more than 90,000 jobs in high Andean areas (MIDAGRI). In a country where the mining portfolio exceeds US $$53,000 million (MINEM), water management is key to make investments viable.
Amazon and regenerated forests
Sustainable forest management already generates more than 21,000 jobs (ADEX, CIEN). Its expansion would reduce deforestation and develop a higher value industry.

The invitation to the business community is to concentrate our efforts: let's choose three strategic territories and let us resolve these three issues in them and then scale them up. By articulating investment with the needs of the territory, we are not only raising the GDP; we are building a country where progress is felt in the decent jobs, the air we breathe and the water we drink.

Peru's future is viable if we decide to play a leading role in its regeneration. Let's make growth finally sustainable and for everyone. Will you join us?

Published in Diario Gestión

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Blindando el EBITDA frente al clima

Diego Monteza — Tue, 24 Mar 2026 15:13:52 +0000

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Climate variability is already impacting costs, demand and operations.

Integrating it into the strategy is key to business competitiveness.

Marian Buraschi - Libélula Partner and Director

The weather is already having a direct impact on business profitability. At the beginning of this year, estimates by business associations warned that, in the event of a possible Coastal El Niño scenario, Peru could face losses of up to S/. 291 million per day in seven regions, affecting sectors such as commerce, tourism and agribusiness.

This is not an isolated event, but the expression of a structural situation: the weather and its changes have a direct impact on costs, demand and operations. The facts and data confirm this. Events associated with the El Niño phenomenon have generated millions of dollars in losses in the country, affecting infrastructure and supply chains. Sectors such as agribusiness, fishing, trade and tourism already operate in an environment where climate variability impacts production, demand and margins.

In Peru, these effects are already being translated into concrete business decisions. The BCRP and the Ministry of the Environment warn that, without adaptation, the country could sacrifice up to 6% of its potential GDP by 2030. In regions such as Arequipa, the rains have generated losses in excess of S/ 100 million, affecting tourism and agro-exports and highlighting the vulnerability of operations and logistics chains. In Lima, extreme heat impacts inventory turnover in retail and increases logistics costs. In fisheries, changes in sea temperature affect the availability of species and the productivity of the sector.

These impacts are not only a consequence of the climate, but also of the failure to incorporate climate scenarios into business decision-making. Today, the ability to anticipate them is necessary for business continuity and success.

Faced with this reality, the financial system and public policies are beginning to integrate this variable. What was previously perceived only as risk also opens up opportunities. Lima today faces the challenge of adapting to more frequent rains and heat waves, generating new spaces for investment. In this context, I highlight three key strategies for the business sector.

Asset resilience and critical infrastructure. Protecting CapEx from weather events involves investing in nature-based solutions and resilient design, reducing operational disruptions and maintenance costs.
Real estate sustainability and energy efficiency. The incorporation of passive climate control and reflective materials in commercial assets optimizes OpEx, improving energy efficiency and protecting margins.
Demand anticipation and inventory management. Climate analytics allows adjusting the product mix and supply according to thermal variations, avoiding overstocking and liquidations, and strengthening EBITDA.

For senior management, integrating climate risk into strategy must be part of business management. It is not just a matter of reacting, but of anticipating.

Climate is no longer an external variable, it is a determinant that directly impacts EBITDA. However, you cannot manage what you do not measure. The first step for companies is not to react, but to assess their exposure to climate risk and incorporate it into their decision making.

Has your company already taken that first step?

Published in the Diario Management

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El “oro oculto” de 2026: Por qué el próximo gobierno debe apostar por el reciclaje

Diego Monteza — Tue, 24 Feb 2026 16:44:04 +0000

An industry capable of contributing S/. 14 billion to the GDP and generating 300,000 jobs if formalized and scaled up.

Marian Buraschi
Partner and Director of Libélula

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In the countdown to the 2026 presidential elections, promises of economic recovery are flooding the public debate. However, while the candidates focus on traditional recipes, Peru continues to literally bury a fortune. Our country generates 8.7 million tons of waste per year and only manages to recover about 2%. The real opportunity lies not only in what we extract from the earth, but in what we recover from our cities.

The recycling chain is not a peripheral «green» agenda; it is the next great efficiency frontier. According to the Ministry of Environment (MINAM), the transition to a circular economy could contribute an additional S/. 14,000 million to the national GDP and generate more than 300,000 green jobs by 2030. Investing in this sector is not only an environmental issue, it is an industrial competitiveness strategy.

Informality is the sector's biggest bottleneck. Currently, 90% of the recycling work is in informal hands, which prevents a serious and constant supply for the national industry. The National Society of Industries (SNI) estimates that a real order in the sector would promote the creation of up to 180,000 new micro-enterprises (MYPEs) in the short term.

To transform these projections into a palpable fiscal and economic reality, the next government must urgently implement a ‘shock’ of smart incentives. In the circular economy ecosystem and trade associations, concrete proposals are already being discussed to formalize the chain and boost industrial demand. I highlight three of them:

Circularity Deduction: Allow companies to deduct up to 150% of their expenditures on recycled inputs from formal sources. This would generate an immediate demand that does not exist today and would force the formalization of recyclers' associations and companies in order to be able to issue payment vouchers. To date, there are only 452 formalized organizations (MINAM, 2025); the potential for growth is massive.
Zero-rate IGV for the commercialization of recyclable solid waste materials: The gap between the informal (without IGV) and the formal sector encourages an annual evasion of 500 million. The zero rate eliminates this disadvantage, allowing 180,000 recyclers to bank and sell legally. Waste sales by formalized recyclers in just 11 cities generated 3.8 million soles between 2024 and 2025.
MSE Formalization Bond: A simplified regime for waste recovery microenterprises that exempts them from municipal taxes and excise duties during their first 3 years if they demonstrate an increasing recovery rate and traceability.

Producing with recycled material consumes up to 95% less energy than using virgin sources. In a context where the projected GDP for 2026-2028 remains at a modest 3%, saving on energy and import bills is a direct route to profitability.

The candidate who understands that waste is a mismanaged strategic asset will have in his or her hands a real tool for growth. It is time to stop seeing recycling as a municipal cleanup responsibility and start seeing it for what it is: a smart investment for the nation. In 2026, the vote should be for whoever dares to unearth the potential of our own economy.

Published in the Diario Management

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IA y sostenibilidad: El nuevo binomio de la rentabilidad corporativa

Diego Monteza — Fri, 23 Jan 2026 14:34:28 +0000

From data engineering to financial resilience: how AI-based decisions optimize assets and protect EBITDA in the face of climate risk.

Marian Buraschi
Partner and Director of Libélula

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In the current scenario of climate volatility, corporate sustainability in Peru is no longer a public relations exercise but a critical data engineering challenge. With the Central Reserve Bank of Peru (BCRP) warning that phenomena such as El Niño could subtract up to 1.5 percentage points from the national GDP (BCRP, 2025), Artificial Intelligence (AI) emerges as the indispensable operating system for the financial resilience of the private sector. For the Peruvian CEO, AI is not only a productivity tool, it is the key to manage climate risks and optimize assets in real time in a geographically complex territory.

The integration of Machine Learning in critical processes is demonstrating immediate returns. In intensive sectors such as mining and agribusiness, the use of advanced analytics enables energy savings of between 8% and 15% (EY, 2025), optimizing EBITDA without requiring massive investments in fixed assets. This anticipatory capability allows production to be adjusted to avoid tariff peaks and water stress episodes that directly protect operating margins. Likewise, AI acts as a shield on reverse logistics, reducing collection costs by up to 22% (MIT CTL, 2024). This approach strengthens resilience to climate change and reduces risks in the face of virgin product volatility, making it possible to recover part of the S/ 1.1 billion that the country loses annually in usable waste (MINAM).

However, this progress faces a critical energy paradox, as the growth of data centers projects unprecedented pressure on global electricity demand (IEA, 2024). Managing reputational and financial risk involves adopting an honest assessment of the digital carbon footprint and Scope 3 emissions measurement; otherwise, the risk of AI-washing, automating processes at an unsustainable energy cost, will negatively impact the company's valuation with conscientious investors.

Finally, AI is at the heart of compliance risk management. By integrating operational data with sustainability metrics, companies can align their results with IFRS S1 and S2 standards, which are already required by 2026 (IFRS Foundation, 2025). This ability to transform non-financial data into auditable assets mitigates legal risks and unlocks access to sustainable financing. As BloombergNEF (2025) warns, capital today flows to organizations that demonstrate control and traceability.

In the AI adoption roadmap, are you strategically considering its link to climate resilience and sustainability as a profitability driver?

Published in the Diario Gestión.

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Economía circular como motor de rentabilidad y empleo | Opinión

Diego Monteza — Tue, 23 Dec 2025 14:00:20 +0000

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With 23,000 tons of waste per day, the challenge is no longer just environmental: but also economically.

Marian Buraschi - Libélula Partner and Director

In the current scenario of volatility in raw material prices, waste management in Peru has ceased to be an operating cost and has become a strategic business unit. The Ministry of the Environment (MINAM) states that 23,000 tons of solid waste are generated in the country every day, which poses the challenge of transforming an underexploited «urban mine» into an engine for economic reactivation. According to MINAM, 77% of this waste has potential for recovery, but we recycle only 1.9%. This gap is not only an environmental problem; it is a financial inefficiency that the business sector must lead to capture value.

The recycling value chain is, by nature, labor-intensive. While final disposal in landfills is a linear process that generates little added value, recycling creates an ecosystem that today supports close to 500,000 Peruvian families. The key for the business community lies in the formalization of the 180,000 grassroots recyclers (MINAM). Data to 2025 show that, in districts where recyclers have been integrated into the formal logistics chain, the collection efficiency of usable materials increased by 46%. In the last year alone, the sale of this waste generated revenues of more than S/. 3.8 million in the formal sector, demonstrating that professionalization reduces costs and secures inputs.

One critical sector is the recovery of Waste Electrical and Electronic Equipment (WEEE). In Peru, 3.3 kg of WEEE are generated per inhabitant per year. For the industry, this represents high purity «secondary mining». Recovering gold, silver and copper from discarded electronic boards is now more efficient and economical than primary extraction of certain components. Technology companies that implement reverse logistics are recovering assets that have already been paid for, reducing their exposure to virgin input inflation and closing the product life cycle under international standards.

Compliance with Legislative Decree No. 1278 has become a standard of competitiveness. Companies that adopt circular economy models not only mitigate regulatory risks before the OEFA, but also improve their risk profile to access sustainable financing (Green Bonds). By integrating recycled material, companies report a growth in waste valorization of 35.4% per year, optimizing their EBITDA and strengthening their corporate reputation with investors who now prioritize ESG criteria.

Recycling in Peru should no longer be seen as philanthropy, but as an audit of operational efficiency. Every ton of waste that is not used is capital that the company has already paid for and has decided to bury. The transition to a circular economy is the most strategic way to generate massive employment and ensure resilience in the Peruvian market. Will you join us?

Published in Gestión Newspaper.

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La nueva ecuación empresarial tras la COP30

Diego Monteza — Tue, 25 Nov 2025 14:00:43 +0000

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Climate finance, risk management and transparency as key investment elements.

Marian Buraschi - Libélula Partner and Director

This month's COP30 in Belém marks a turning point for the private sector. In a context of economic volatility, extreme weather events and regulatory pressure, sustainability is no longer a reputational issue but a determinant of the cost of capital, market access and operational resilience.

The COP30 presidency has put forward a Action Agenda aimed at mobilizing stakeholders to accelerate solutions that promote climate justice, food security and reduced inequalities. Dan Ioschpe, Brazilian entrepreneur and High Level Champion, summed it up as a “mutirão”: a global collective effort that connects governments with solution drivers on the ground.

This political momentum comes at a decisive time. To date, 113 countries, including Peru, have submitted new or updated Nationally Determined Contributions (NDCs), which represent 70% of global emissions and define more demanding frameworks for sectors such as energy, infrastructure, agribusiness and transportation. According to the WBCSD, companies are calling for clear and predictable policies that make investments in decarbonization and nature protection viable. Latin America is no exception: standards such as IFRS S1 and S2 are beginning to be integrated into financial systems, driving a regulatory convergence that will transform how companies report, manage and finance their transition.

Climate risk is already a factor in financial decisions. The Global Investor Survey reveals that 73% of investors would increase their investment in companies that build resilience to physical climate risks. For boards and executive teams, this means incorporating climate scenarios into strategic planning, assessing impacts on costs, supply chains and new investments, and prioritizing actions that strengthen resilience.

Climate transparency is another key pillar. Just as countries report their progress through Biennial Transparency Reports (BTRs), companies must adopt comparable and auditable metrics that integrate environmental performance, risks and opportunities. Global sustainability standards, including IFRS, are moving towards becoming a financial market requirement. Early adopters will gain access to better credit conditions, reduce costs and gain credibility with investors who already incorporate climate criteria.

After COP30, Latin American companies face three inescapable tasks: assess how climate risks may affect their operations and costs; integrate climate metrics into investment, financing and corporate management decisions; and participate in spaces such as the Action Agenda, The standards that will guide trade and sustainable investment in the next decade will be defined. The path is set. Are Peruvian companies ready?

Published in the newspaper Gestión

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Circularidad: Innovación rentable

Diego Monteza — Tue, 28 Oct 2025 22:26:34 +0000

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The circular economy drives innovation, reduces risks and can contribute S/14 billion to the Peruvian economy by 2030.

Marian Buraschi - Libélula Partner and Director

The linear economic model - extract, produce, use and dispose - is exhausting its profitability and exposing companies to increasing financial risk due to the volatility of raw materials. The Central Reserve Bank of Peru (BCRP, 2024) warns that global consumption of materials will double by 2060, reflecting the dependence of economic growth on finite resources. In this context, the circular economy should not be seen as an additional cost, but as a strategic lever for competitiveness.

Peru has already formalized this vision with the National Circular Economy Roadmap 2030 (HdRNEC). Its implementation could contribute S/14 billion to the economy -approximately 2% of GDP- and generate more than 300,000 sustainable jobs by the end of the decade (PCM, 2025). It is not an environmental aspiration, but a concrete economic opportunity for companies.

Adopting the circular economy offers above-average returns and strengthens the resilience of supply chains. International studies estimate that the circular transition could reduce the global need for materials extraction by one-third (Circle Economy Foundation, 2024). Such efficiencies are based on “inner circle” strategies: reuse, repair, remanufacture and refurbishment, which extend the useful life of materials, preserve value and avoid manufacturing replacements (European Environment Agency, 2019).

At the national level, the HdRNEC projects a reduction of more than 75 million tons in materials consumption by 2030 (MINAM, 2025). For companies, this implies lower input costs, less risk of interruptions and a competitive advantage over those who maintain linear models.

Capitalizing on this opportunity requires focusing on three strategic levers. First, the redesign of value: the potential is defined from the conception of the product; criteria such as disassemblability or modularity facilitate the recovery of components. Second, measuring lost value through circularity indicators, which generates savings and improves access to green financing, where impact measurement is key. Finally, to promote industrial symbiosis, where waste from one company is converted into inputs for another, reducing costs and strengthening local value chains.

Circularity transcends the simple label of sustainability to become an essential management discipline. It is the tool that maximizes asset value, optimizes material efficiency and ensures business resilience. For the private sector, its adoption is no longer a reputational choice, but an unavoidable strategic decision with a direct impact on the bottom line.

The circular economy is not the future, but the competitive advantage of the present: companies that integrate it will not only lead markets, but will define how value is created in the next decade. Is your organization ready to capitalize on it?

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[Opinión] Agua: motor de la minería sostenible

Diego Monteza — Thu, 25 Sep 2025 14:42:04 +0000

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By Dragonfly

The mining sector in Peru uses about 2% of the country's freshwater (PERUMIN,2023), a fact that demonstrates the need to care for this resource responsibly and efficiently. In a context of climate change and growing demand for critical minerals, efficient water management becomes a central axis to ensure sustainable and competitive mining, capable of generating value for the country and the region.

In this scenario, the incorporation of the Water Forum into the agenda of PERUMIN 37, Peru's most important mining convention being held this week in Arequipa, takes on special relevance. Putting water management under discussion opens the debate on how to achieve a more productive and efficient mining industry that is aligned with the challenges of climate change.

During the Forum, strategies, technologies and innovative solutions will be presented, from replicable local experiences to global approaches. Key topics such as the impacts of the water cycle in watersheds with mining activity, the fight against illegal mining and sanitation, green water infrastructure, and the role of mining in financial innovation through instruments such as blue bonds will be addressed. All this with a special emphasis on the effects of extreme events and sustainability in water resource management.

These debates are connected to other central sustainability challenges that will also be addressed this week: energy transition, decarbonization, energy efficiency and the adoption of new mining standards. They all converge in the same purpose: to identify opportunities to reduce environmental impacts, strengthen the resilience of the sector and consolidate a competitive mining sector in the long term.

Managing these challenges in a responsible manner becomes even more relevant if we consider that Peru has one of the largest copper reserves in the world, 8 of the 17 critical minerals and a portfolio of 67 projects worth more than US$64 billion. The way in which these resources are developed, combined with efficient water management and the sustainability of the sector, defines its strategic role in the global energy transition and the development of new technologies.

PERUMIN 37 represents a unique opportunity to project responsible leadership in mining: mining that not only provides critical minerals to the world,responsible leadership in mining that not only provides critical minerals, but also drives companies to invest in water innovation, partnerships and sustainable solutions."

Water management is key to the future of mining. Measure and optimize your water footprint for a more sustainable and competitive mining industry.
Find out how we can help you.

Published in the newspaper Management.

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