In recent years, the ESG agenda has begun to gain traction as a competitive advantage within the advertising market. At the same time, the industry has had to adapt to changes driven by the need to build brands that are more culturally connected to society, as well as the pursuit of more flexible, diverse, and sustainable business models. As an independent advertising agency with a 24-year history, we exemplify this by being certified as a B Corporation for meeting B Lab’s standards for social and environmental performance, transparency, and accountability.

This achievement is the result of a strategic and operational transformation process led by the agency in recent years, marked by the adoption of a business model that seeks to integrate growth, positive impact, and efficiency in a systemic way. More than just compliance with ESG criteria, this shift reflects a worldview that GINGA has been consolidating in its institutional positions: that the brands of the future will need to operate in a more adaptable, collaborative, and impact-conscious manner. Part of this performance is linked to the restructuring of the agency’s operations, guided by an impact assessment based on 10 of the UN’s 17 Sustainable Development Goals (SDGs).

“The B certification is part of an accelerated operational transformation process that has taken place over the past three years, but one that was already rooted in a human-centered and conscious management mindset —a mindset that has always guided GINGA’s operations since its founding. We believe that the major transformation of the market going forward will be cultural, not just technological. More than just communicating, brands today are jointly responsible for the impacts they generate. The certification recognizes a change that had already been taking shape internally. Our model seeks to integrate business results with systemic responsibility,” explains Pedro Del Priore, co-founder and CEO of GINGA.

Operational Model, Growth, and Integrated Impact

GINGA’s growth in the advertising market in recent years has been accompanied by a structural overhaul of its operations, which now incorporate goals and practices aligned with a positive-impact agenda as part of the company’s growth strategy.

Today, GINGA connects more than 700 professionals in Brazil and abroad and employs an operational model focused on expanding cultural repertoires, interdisciplinary collaboration, and environmental efficiency. A study based on the GHG Protocol indicates a reduction of approximately 60% in greenhouse gas emissions compared to centralized operations. Internally, the operation is organized around the concept of COLABORIDADE, which integrates structured collaboration, repertoire diversity, and strategic intelligence.

The operational and cultural reorganization was also one of the factors that contributed to the agency’s achievement of B Corp certification, by integrating impact metrics into business management. This approach is summed up in the phrase “BR isn’t 011, it’s +55,” which the agency uses to emphasize the value of Brazilian cultural diversity as a strategic asset for creativity and innovation.

ESG as a Strategy for Sustainable Growth and Regenerative Transformation

As part of the effort to become a Certified B Corporation, the ESG agenda was integrated across the entire operation, in line with advertisers’ demand for partners that combine efficiency and responsibility. More than just a parallel initiative to the business, the agenda has come to guide the agency’s operational, cultural, and management decisions.

On the social front, the company maintains an ongoing employee wellness program that includes mental health support, financial education, and nutrition guidance, as well as incentives for physical activity. The internal satisfaction rate hovers around 90%, a significant indicator in an industry known for high levels of stress. Currently, women make up 65% of GINGA’s total workforce and 53% of its leadership positions, while LGBTQIA+ individuals account for 42% and Black and Brown individuals for 24.5%, with targets for further progress by 2030 and pay equity policies in place.

“Diversity isn’t just about representation. It translates into listening methodologies, space for experimentation, and individual development programs that respect each person’s pace and unique characteristics. Belonging shouldn’t require conforming, but rather being welcomed,” says Paulo Martinez, COO and co-founder of GINGA, who is also a co-founder of the GIRA community—a GINGA Group platform that connects professionals in the marketing economy and offers training in emerging technologies and the future of work.

On the environmental front, in addition to structural emissions reductions, GINGA has been conducting carbon inventories and offsetting carbon emissions since 2024 and has adopted decarbonization guidelines for its productions and events, recycling more than 80% of solid waste (compared to a national average of about 4%) and composting organic materials that would normally be sent to landfills.

“When an operation is designed using systems thinking, the positive impact is no longer merely a byproduct but rather a consequence of the model itself. With its B Corp certification, GINGA reinforces its strategy of establishing a model in which vitality, efficiency, and sustainable growth operate in an integrated manner, signaling a broader movement toward transformation in the communications industry,” concludes Martinez.