In terms of theoretical implications, the results reveal how a profit-based organisation not only supports the resolution of complex environmental and social problems but also transforms them into an opportunity to generate sustainable products and services as part of its value chain. Thus, we can conclude that social learning for sustainability, from the viewpoint of a for-profit organisation, is as much a process (a means) as an end. As a process, engaging in dialogue with a reality and transforming it requires (1) a support strategy for the development of sustainable business in a network of social actors, (2) a systemic implementation and management model and (3) coordination capacity. As an end, the results are the development of competencies. In the case of the Chemical Company Crop Protection Unit, these competencies involved recovering ciliary forests. In sum, social learning for sustainable agriculture, as a process, revealed itself through the capacity for coordination and organisation on behalf of the Foundation, which allowed a joint decision-making process among the involved social actors regarding the problems they faced.