Towards the end of 2001, Argentina found itself it the midst of a sweeping economic crisis. Social riots had already taken the streets. And Silvio José Schlosser, CEO of Fundación YPF, Repsol YPF's foundation in Argentina, was flocked by people seeking funds for social projects. He was confronted with an unprecedented amount of enquiries, many of which were brought forward by Repsol YPF employees. They were advocating for ways to finance social projects on behalf of friends and neighbours.

Obviously, he knew, the foundation was going to grant funds. But the question was: how? Was he supposed to grant funds to those who knocked on his door first? Or was he supposed to grant funds to those who asked for them the loudest? Obviously not.

So, Schlosser's challenge was to grant funds in a fair way; in a way that benefited many and many effectively; and, in a way that possibly also benefited Repsol YPF.

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