Last year, the planet reached the limit set in the Paris Agreement of 1.5ºC above the average temperature of the pre-industrial period. There is still time to achieve emissions neutrality by 2050. But for this to happen, we need to get back on track as citizens, companies, governments and society towards the agri-food and energy transition that will lead us to this goal.
We work hard at Imaflora throughout the year to further this agenda. We collaborate with public policies and develop projects with a socio-environmental and climate impact. We attended the Biodiversity and Climate COPs.
But all these initiatives, projects and private partnerships would not be possible without the contribution of various teams, whose work is often invisible when we look at the results and impacts of the activities.
In this video, which is part of the series that makes up Imaflora's 2024 Annual Report, we would like to recognise the Finance, People Development, Information Technology and Communications departments, as well as the local offices located in Alter do Chão and São Félix do Xingu, in the state of Pará.
Despite their diverse areas of expertise, what stands out in each of their messages are the core values that define Imaflora: collaborative networking, connecting key players across production chains, working both on the ground and alongside businesses and governments, always striving for solutions to the environmental and climate challenges we face today.
Our aim of bringing environmental conservation to the rural areas and the forest continues to be increasingly more urgent. So we need to bring this vision to the younger generations as well. And this transformation begins at home.
In recent years, we have worked to establish an even more structured governance model, ensuring that everyone can continue their development journey and be prepared to take on leadership roles when the time comes.
Through the Flore’Ser’ project, we have provided learning guidance on topics such as human-centered leadership, management, and positive communication.
This initiative reflects our investment not only in people but also in tools and technologies that enhance management accuracy and support our decision-making processes.
In 2024, we also took a major step in strengthening diversity within Imaflora carrying out a census to better understand the profile of our team. This was the first step in a necessary journey to increase our representation in ethnic-racial matters, people with disabilities and neurodiversity.
But when we speak of diversity, it's not just about bringing people into the organisation; we also need to embrace each individual’s uniqueness and invest in their development. To advance this agenda, we created a Work Group aimed at fostering a team with multiple perspectives, expanding the impact we seek to achieve.
For Imaflora to reach these positive outcomes in the field and the forest, it is essential that our financial accounts remain transparent and reliable. This way, everyone involved can follow how our projects and actions are resonating with others. That is why, throughout 2024, we invested in programmes and systems integration to optimise these processes and drive data generation and demonstration.
Once again, Imaflora reached record revenues, supported by important financial backers, who endorse the organisation’s credibility and also require reliable information—a standard ensured by the new internal platform we implemented this year.
In 2024, we mobilised over BRL 47 million to drive positive impact for people and the environment
In line with our collaborative approach, Imaflora shares its accountability model with other institutions to help boost the capacity and growth of fellow social organisations.
Having offices in the heart of the Amazon is a natural fit with our strategy of aligning environmental conservation with sustainable production. Being close to those who live and work in the forest deepens our relationships with local communities and builds trust with producers.
Our work in these regional offices follows the same principle: sharing knowledge and joining forces with communities and other civil society organisations to drive lasting impact. Our doors are always open, and many people from other organisations use the infrastructure in our offices.
We opened a new office at the end of 2024 in Alter do Chão in the north of Pará state with all the necessary infrastructure for the full development of the team's work. As well as visits from members of Imaflora itself and other institutions, we receive visits from public officials and the rural producers with whom we work.
In São Félix do Xingu and Alter do Chão, we have been able to liaise more with local governments, universities and rural associations and, as such, leverage our influence and impact.
Imaflora is where transformation takes place: in the fields, in the forests, in the projects and discussions that shape the future. We believe that real change happens when we are present and connected to the people and places where we work. In 2024, we consolidated a new way of operating, where communication evolved from a supporting tool into a strategic pillar—fully aligned with Imaflora’s Strategic Plan and positioned as a central driver in delivering on our mission.
This year, we expanded our capacity to connect people and ideas through more integrated and purposeful communication. One of the great advances was the implementation of the brand architecture, creating synergy between all the fronts - Cause, Advocacy and Business - while maintaining their specificities. Updating our visual identity has reinforced this evolution, bringing modernity and coherence to our institutional expression. The brand architecture we develeoped in 2024 is more than a guide - it's the network that connects all the parts of Imaflora, strengthening our collective identity.
At the same time, we have invested in team development, expanding communication skills for more strategic action at all levels. New partnerships with media outlets such as Vozes do Agro, Um Só Planeta and Exame have opened valuable channels to share our knowledge. At the same time, we have begun to structure our Marketing and Market Intelligence efforts, leveraging data and dashboards to support more assertive decision making.
This year also marked the beginning of Imaflora's 30th-anniversary celebrations, starting with a first phase focused on internal engagement and valuing our team - those who build this legacy on a daily basis. Behind every project lies a firm belief: communication is about building bridges. Bridges connecting rural areas and urban centers, the present and the future, Imaflora and the wider world.
And the challenge now is to keep innovating: engaging new generations, exploring new ways to communicate and expanding our impact. Because for us, communication is more than just sharing information, it's a tool for transformation.
