The Book of Goodbiz.
Table of Contents
Goodbiz Community 4 Foreword by Ann Branch 8 State of the Art – Slovenian example by Mojca Štepic 12 European Trends – Social Finance by Wolfgang Spiess-Knafl & Yiorgos Alexopoulos 18 Voices of Goodbiz 34 Goodbiz Pioneers 42 Transnational Goodbiz Peers 92 Manage your Impact 100 Check your Goodbiz Status 102
The Book of Goodbiz is dedicated to a growing and diverse community of entrepreneurs and enterprises established with the intention to take on society’s challenges and design sustainable entrepreneurial solutions to tackle them. It is also dedicated to the Voices of Goodbiz and our transnational peers – all those organizations and individuals that are on the mission to re-invent financial and non-financial resources to build better support systems for the pioneers of a better economy.
The book in front of you reflects Europe’s vibrancy and diversity by showcasing the stories of partners and friends that touched the activities of the project Hive for Better Investments and the program Goodbiz from Slovenia and its partners BB Consulting, Donar, Linea Directa, Punkt and coordinator Zavod Viva. The common thread uniting our stories is the ambition to boost the development of a more inclusive and sustainable European market. We all do so in variety of ways – by developing and running social enterprises, building bridges between sectors, promoting the value that social entrepreneurs create and by building support systems for social entrepreneurs and investors. Moreover, we are united in the belief that transnational cooperation brings added value to our individual stories – through internationalization of our markets and exchange of knowledge and experience. And why do we believe that the future belongs to social impact creators? Because we live in rich and exciting times in which, however, we still face a lack of social inclusion and insufficient measures to protect the environment. We believe that the potential to address these challenges lies in people that design innovative solutions combining the power of the ambition to make the world a better place with the power of value creation embedded in entrepreneurship. A huge thanks to all such pioneers presented in this book for co-creating this publication and helping us capture one good moment in time! We invite the readers of this book to join us on this marvelous journey.
Gostilna dela gostilnadela.si
IFUA Nonprofit partner nonprofitpartner.hu
Zavod Viva, zavod za boljše življenje v Sloveniji www.zavodviva.si
Zavod Mladi podjetnik www.mladipodjetnik.si
Fund 05 - Foundation for Social and Impact Investment www.sklad05.si
Bisnode Slovenija www.bisnode.si
The Vision of Slovenia, Government Office for Development and European Cohesion Policy
Financing Agency for Social Entrepreneurship firstname.lastname@example.org
British Council britishcouncil.si
BB Consulting www.bbconsulting.si
Faculty of Economics, University of Ljubljana www.ef.uni-lj.sI/en
Cene Štupar - CILJ www.cene-stupar.si
SPIRIT Slovenija www.spiritslovenia.si/en
Smart Kolektiv www.smartkolektiv.org
Linea Directa www.linea-directa.eu
CEED Slovenija www.ceed-slovenia.org
Steklarna Hrastnik www.steklarna-hrastnik. si/en/
Mikado Consulting www.mikadoconsulting. com/en/
Boosting jobs, growth and investment is one of the main priorities of the European Commission. The Commission is therefore very committed to supporting social enterprises as strategic partners in promoting inclusive job creation, better social cohesion, a more entrepreneurial and more sustainable economy, and fight against poverty and discrimination. The key role that social enterprises play in these fields has been recently recognised in the 2016 Commission communication on a Start-up and Scale-up Initiative1 which builds on the previous Social Business Initiative2. One of the main barriers that social enterprises face has to do with their limited access to finance, which is in turn an indication of the low development of social finance markets. Our mapping report of social enterprises and their eco-system in Europe3 showed that impact investors, intermediaries and instruments targeting the specific needs of social enterprises are non-existent
Ann Branch Head of the »Job Creation« unit in the »Skills« Directorate, Directorate General for Employment, Social Affairs and Inclusion, European Commission
1 https://ec.europa.eu/docsroom/ documents/20262/attachments/1/translations/en/ renditions/native 2 http://eur-lex.europa.eu/legal-content/EN/TXT/ PDF/?uri=CELEX:52011DC0682&from=EN 3 http://ec.europa.eu/social/ BlobServlet?docId=12987&langId=en
or under-developed in most European countries. However, the overall picture is positive: markets are vibrant and show a growing trend.
social enterprises to support their consolidation, growth and scaling) remains a priority.
To tackle difficulties faced by social enterprises in accessing finance, the European Commission has earmarked budget under the EU programme for Employment and Social Innovation (EaSI), for stimulating, broadening and speeding up the development of social finance markets across Europe between 2014 and 2020. The main strength of the financial instruments under the EaSI lies in their close link to a policy targeting the whole financial ecosystem for social entrepreneurship support.
A useful lesson is that transnational cooperation and mutual learning between organisations and projects is a key element for their success. Despite national differences, projects can greatly benefit from exchanging with their peers in other countries. Goodbiz has been a positive example of how one project can, with a small budget, create synergies with other European projects. The results are not only useful for the development of the Slovenian market for social finance, but the European market at large can benefit from their work.
Building the eco-system needs a long-term approach and the Commission has been working in this direction since 2013, when it launched a first call for actions to develop the demand and supply side of social finance markets and thus prepare the ground so that countries can better benefit from the financial instruments developed under the EaSI programme. A second call was launched in 2016 and the Goodbiz project was among the successful initiatives, working on the development of the Slovenian market by providing support for impact measurement, investment readiness and raising awareness about the role of social enterprises.
At DG Employment, Social Affairs and Inclusion, we hope this publication will provide inspiration to the relevant stakeholders of the social finance market in Slovenia, as well as elsewhere in Europe, and that it will help start a debate around how all the actors in the social finance space can collaborate and join the movement to reduce unemployment and to lift people out of poverty and social exclusion.
The results of the actions implemented by Goodbiz and other 19 projects which benefit from an EU grant confirm that the finance market for social enterprises in the EU is still developing, and that more time and resources are needed to build a fully-fledged social enterprise ecosystem. Building the capacity of the supply side (finance providers/intermediaries) to create partnerships and develop new funding instruments for social enterprises, as well as of the demand side (through capacity building and investment readiness schemes for
State of the Art – Slovenian example
»Development of social entrepreneurship, cooperative society and economic democracy« is a strategic project of the Government of the Republic of Slovenia. The aim of the project is to elevate the Slovenian social entrepreneurship sector to the EU level.
Mojca Štepic, State Secretary in the Office of the Prime Minister and the Head of the Sector for social entrepreneurship, cooperatives and economic democracy at Ministry of
In 2010, social enterprises provided employment for 14.5 million Europeans, Economic Development and Technology, and in October 2016, according to the latest data from the European Commis- Slovenia sion’s Social Expert Group - GECES, employment in the sector already depicts 10% of all jobs and 8% of GDP in the European Union1. One out of four companies established each year in the European Union is a social enterprise2. Social enterprises, which are characterized by rapid growth, have also proved to be 1 European Economic and Social Committee, Social highly resilient to the economic and financial crisis in recent years; they have economy in the European Union, report, José Luis Monzón and Rafael Chavez, 2012. proven their ability to overcome various obstacles and the ability to withstand 2 COM (2011) 682, final.
shocks and ensure stable employment due to specific characteristics such as responsible business and profit management. One of the key activities for achieving the above mentioned goal of the government project is adoption of an appropriate and modern legislation regulating the field of social entrepreneurship. Hence on 15 February 2018 the National Assembly of the Republic of Slovenia adopted the amendment to the Social Entrepreneurship Act. Its main purpose is to eliminate legal deficiencies that in practice discouraged subjects from registering the social enterprise status and the introduction of a social impact measuring system. Social impacts are precisely the ones that separate social enterprises from other business entities therefore the need to manage and measure them in is inscribed in the Social Entrepreneurship Act. With the additional regulation on measuring social impact Slovenia wants social enterprises to precisely determine, annually report and publicly announce their achievement of at least three key social effects that they produce through the implementation of their activities. In this way we want to increase the broader understanding of social enterprisesâ€™ activities and their visibility. By measuring and exposing social impact Slovenia will install its social entrepreneurship policy accordingly to the Europe 2020 Strategy, so the adopted policy will effectively contribute to smart, sustainable and inclusive growth through economic, social and environmental impacts. The strength of social entrepreneurship is based on four values: cooperation, solidarity, pluralism and sustainable development. But a positive social impact, meaning a beneficial effect of particular behaviour on society, is no longer merely in the domain of social enterprises. Despite the fact these organizations are directly involved in providing social impact, the 14
latter is becoming an accentuated or even essential element in all organizations. It is therefore necessary to invest in the development of a supportive environment, financial intermediaries and financial infrastructure as well as to ensure the synergy of public funds with private investors. The financial market for organizations that generate social impact is still in its early development stage in Slovenia. As examples from other countries indicate, at least two ex-ante conditions must be met. The first one is the broad (public and private) understanding of a positive social impact and the understanding of the differences that various organizations create by their business operations and activities while producing the same types of products and implementing of the same kind of services. The second one is a sustainable support system that provides organizations with broad and diverse business development and capacity-building services (education, training, consulting, mentoring) and financial services. The latter must not be standardised, but has to be diverse and flexible in order to meet specific needs of different target groups. Different funds and financial instruments must be interlinked in order to increase their effectiveness. Today in Slovenia some of the aforementioned services and resources which provide solutions that promote positive social impact are already available in the form of public and private sources (refundable and non-refundable) with public resources drawn primarily from European Structural and Investment Funds. The initiative of Zavod Viva to support the growth of the social entrepreneurship market in Slovenia shows a good example of the potential of hybrid partnerships to address the needs of social entrepreneurs and the development of social finance market. Throughout the years the initiative of Zavod Viva developed from a purely private initiative of a non-profit organization to 15
what is today Goodbiz – a good example of a multi-stakeholder support environment with access to European markets. In the example of Goodbiz we can also recognize the value of systemic support from the European Commission to tackle difficulties faced by social enterprises in accessing finance on the transnational level. The financial support of the EU programme for Employment and Social Innovation (EaSI) between 2014 and 2020 did not only enable program Goodbiz to scale, but it will also offer valuable information to inform further national steps in the structuring of mechanism for stimulating, broadening and speeding up the development of social finance market in Slovenia.
further development of quality support environments including programs to encourage investment readiness,
development and adaptation of appropriate models for measuring and managing social impact.
I am strongly convinced that the above goals can only be achieved in close cooperation between the public and private sector and by increasing the visibility and importance of sectors creating social impact.
However, challenges to providing a systematic and sustainable approach to the development of the market remain. Among them are addressing partial solutions on how to upgrade selection criteria for projects within public tenders and public procurement to include social impact, as well as long-term solutions, such as tax relief and programs aimed at comprehensive support for organizations that create social impact. Last but not least, in this phase of the market development in Slovenia it is crucial to additionally spark the development of support mechanisms that will ensure long-term sustainability of social entrepreneurs after they exit the start-up phase. In all this regards, the evaluation of the program Goodbiz, and of the EaSI program in general, will be very valuable. To further develop the potential of this market three immediate challenges have to be addressed: •
adaptation of the social finance ecosystem to include a wide range of instruments for different types of business entities ranging from subsidies to various types of investments and hybrid financial solutions;
European Trends – Social Finance
Wolfgang Spiess-Knafl Background Take a minute and think about the world 20 years ago. Can you remember & Yiorgos Alexopoulos any talk about the ban of plastic bags? Did you get fair-trade coffee in your local supermarket? Were students or young graduates thinking about creating social enterprises as a career choice?
Those are all signs of the underlying trends, which have an impact on societies across Europe. This introductory article looks at current developments, analyzes the structure of the European social finance market, covers key developments and concludes with an outlook.
The underlying trends can be clustered as: • New generations’ search for meaning • Changing consumers’ demand • New corporate strategies • Changing role of the public sector
Across Europe courses on social entrepreneurship and related topics are among the most popular courses. The Munich-based Social Entrepreneurship Academy offers courses and programs in all four local universities. Younger generations are increasingly looking for opportunities to pursue more meaningful careers. Talents4Good, Recruit for Good, On Purpose are offering paths into jobs with impact. Consumers are also asking for better choices. There has been a migration from niche to mainstream markets for many products. Fair-trade food is a good example. Bananas or cocoa, among other products and goods, with a fair-trade certificate can nowadays be even found in discount supermarkets. Ethical fashion brands are getting more popular and certificates such as “Child Labor Free” or “Fair Wear” are being recognized by consumers. Similar trends can be seen in the beverage or catering industry.
GOODBIZ STAT* *Goodbiz statistics are based on the national survey Supply and demand side for social finance in Slovenia conducted by Goodbiz partners. The number of participants in the survey is 95, representing the supply and demand side of the Slovenian social finance market. On the following pages we present main findings.
Both trends contributed to a new awareness in the corporate sector that there is a need to reconsider their role in society more actively. The momentum developed over many years. What began with corporate social responsibility has gradually evolved into more sophisticated approaches which focus on social impact. The Nobel Peace Prize for Muhammad Yunus and the Grameen Bank “for their efforts to create economic and social development from below” had a noticeable effect on mainstream According to the respondents, the biggest obstacle to companies and spawned a number of social businesses. the development of social It is nowadays going so far that asset managers launch campaigns to remind entrepreneurship in Slovenia is a companies of their social responsibility. Given that BlackRock is managing general lack of knowledge about more than $6 trillion it can be expected that there will be a lasting effect. social entrepreneurship (40 %).
There was also an interesting change of the role of the public sector. For many, crises have also been considered as an opportunity for change. In the aftermath of the recent multi-dimensional one, while public authorities were forced to scrutinize, and become more prudent with, public spending, the most innovative of them, have also started experimenting on new roles in pursuing public policy objectives. Social enterprise development strategies highlighted the role of public authorities as conveners of stakeholders and operators and were even more coupled with initiatives to facilitate sharing of good practice and peer learning. Thus, gradually their legislative and rule setting functions to support social enterprises was matched with a corresponding institutional development in the public sector and an equivalent development of social enterprise institutions. Social Finance That is the background for something which started as venture philanthropy in the 1990s. Philanthropists were looking for ways to adapt a venture capital-like approach to the social sector. Instead of distributing grants widely, they have taken a focused approach and funded only a handful of social enterprises. However, this approach might be less promising without attractive investees. While social enterprises have existed for decades or even centuries, a number of reasons contributed to an emerging wave of development in the last two decades of the 20th century. Pressure on public budgets necessitated the development of entrepreneurial business models in addition to public services. Work integration enterprises started
to expand and offer valuable services, while further social enterprise models When asked what the three and approaches emerged to cover increased social and societal needs. main characteristics of social The definition used by the European Commission started to become the entrepreneurs are, the majority main definition for social entrepreneurship in Europe. It is flexible enough to of respondents said social include all relevant organizational forms and reflect the different business entrepreneurs address a social models seen in the field: and/or environmental challenge with their business model, “Social enterprise“ means an undertaking, regardless of its legal product and/or service (77 % form, and which: of respondents). The second (i) in accordance with its Articles of Association, Statutes or any other most commonly identified statutory document establishing the business, has as its primary objective characteristic were the fields of the achievement of measurable, positive social impacts rather than activity of social entrepreneurs, generating profit for its owners, members and shareholders, where the those being environment, health, fair trade, sustainable undertaking products and services, social • provides services or goods which generate a social return and/or • employs a method of production of goods or services that embodies its services, education and skills development, migration, poverty social objective; reduction and social inclusion (ii) uses its profits first and foremost to achieve its primary objective and (64 % of respondents) and the has in place predefined procedures and rules for any circumstances in which third characteristic was their profits are distributed to shareholders and owners, in order to ensure that reinvestment of profits in the any distribution of profits does not undermine the primary objective; development of the enterprises (iii) is managed in an entrepreneurial, accountable and transparent way, in (57 % of respondents).
Since the early 2000s the sector expanded rapidly. The European Venture Philanthropy Association (EVPA) has more than 210 members from 29 countries. Social investments are common throughout Europe. Governments are developing social enterprise strategies, an important element of which focus on the creation of enabling social finance communities. The structure of the social finance market will be discussed in the following chapter.
particular by involving workers, customers and/or stakeholders affected by its business activities.
Structure of the European Social Finance Market
The market is focused on the financing of social enterprises. As in every market, it consists of a demand and a supply side as well as intermediaries bridging both sides. The supply side is about mobilizing investors and financiers and developing appropriate financing instruments. The intermediaries are working on the one-hand to get social enterprises investment-ready and improve their technical capacity, and on the other to work with the supply side to cultivate a more investor-ready community that would understand better and appreciate more social enterprisesâ€™ models and objectives. Their role in emphasizing actual risks and adequately inform and alter perceived risk related to social enterprise financing has been instrumental. In that vein, the demand side has also taken important steps in professionalizing their social ventures as well as in trying to avoid mission drift and keeping social impact at the core of their entrepreneurial activities. 24
The following table shows the different organizations, which can be found on each side. Each side has dedicated networks which host conferences, facilitate exchange and help to share knowledge among the network partners.
When asked to assess on the demand side (N=67) which services support organizations should offer in order to develop the social finance market in Slovenia, 85,5 % of respondents identified access to a network of potential investors as very important or important, followed by support in preparing for investment (76%).
Intermediaries (between demand and supply)
Demand-side networks Aspen Network of Development Entrepreneurs (ANDE), Schwab Foundation for Social Entrepreneurship
Networks of intermediaries BiD Network, ennovent, COP-SE
Supply-side networks European Venture Philanthropy Association (EVPA), Global Impact Investing Network (GIIN)
Social investment advisors
Ethical banks and cooperatives
SocialFare, France Active
ClearlySo, Big Society Capital, Financing Agency for Social Entrepreneurship (FASE)
Triodos, First GREEN Bank, Vancity, GLS Bank, Charity Bank, Credal, Coop Bank of Karditsa
Social stock exchanges and crowdfunding platforms
Funds Bridges Ventures, BonVenture, PhiTrust
Social Stock Exchange (SSX), Social Venture Connexion (SVX), BetterPlace, Green Rocket, Indiegogo Equity, Kiva Table 1: Structure of the social finance market and examples of participants
Demand side Social enterprises need capital to finance their business model, both for liquidity, or upfront financing of services offered, and for investments on assets. For obvious reasons, there is a strong preference for grants, which, however, limit their entrepreneurial flexibility, necessitate a non-profit form and are too often project-focused. Therefore, there is an increasing demand for more commercial capital in the form of equity, debt, mezzanine or hybrid capital. 25
Investment-readiness support organizations which are featured in this book help social enterprises achieve a certain readiness to accept capital.
platforms are social stock exchanges. Ideas are being discussed for years and it seems that widespread use is still some years away.1
Supply side Actors on the supply side provide the necessary capital. These actors can be differentiated according to their risk return appetite.
Intermediaries between supply and demand As in every market there are intermediaries bridging supply and demand. They match social entrepreneurs with investors and follow and adapt approaches known from investment banks or investment advisors. For this reason, they are often called social investment banks or social investment advisors. One example is the Financing Agency for Social Entrepreneurship (FASE) which is also featured in this book. While their role in educating the demand side on the benefits and risks in accepting external finance is quite self-evident, their role in training investors in avoiding social washing and tracing instead meaningful social enterprise to support, has also been extremely important.
Banks are built on a high repayment rate and an associated low-risk business model of the companies in the loan portfolio. As social enterprises were, and probably for many conventional banks are still, considered as high-risk ventures, the so-called Stakeholder-Value based banks, that is banks that are part of social economy themselves, were among the leading actors offering dedicated services and products to cover the needs of a vibrant social enterprise community. Examples include UK-based Charity Bank, German GLS Bank, Italian Banca Etica, Dutch Triodos Bank or Merkur Coooperative Bank in Denmark. Commercial banks have soon stepped in and tried to introduce relevant initiatives into their portfolio.
When asked to assess the importance of different factors contributing to the development of social finance market in Slovenia, the three factors scoring highest as either important or very important were attracting investors (96 %), followed by stable business operations of social entrepreneurs (93 %) and Venture philanthropy funds or social venture capital funds usually invest user friendly tools for managing equity capital and can take more risk in their investment decision. Well-known and measuring social impact examples include Munich-based BonVenture, French PhiTrust or Lon- (81 %). don-based Bridges Ventures. Those funds have their own association in the form of the European Venture Philanthropy Association (EVPA). Crowdfunding platforms are another actor on the supply side. Projects and enterprises are financed through many individuals referred to as crowd. The platforms can be clustered along the form of financing they provide. They are either equity, debt, donation or reward-based. Similar to crowdfunding
1 â€ƒHowever, there are some examples of companies which started as social enterprises being listed on traditional stock exchanges. Part of this process was a mission drift in which they have dropped a part of their social mission.
Key developments in social finance
The last years have seen an astonishing growth of the European social finance market. The European institutions such as the European Commission and the When asked to assess the European Investment Fund have taken a lead role in funding and supporting importance of different parts of a support environment for social enterprises. social entrepreneurship 88 % In what follows, emphasis is further placed on the changing role of the public of respondents said market institutions, the sustained interest which led to the establishment of new awareness and entrepreneurial institutions and the growing impact orientation in the sector. culture are either very important or important. They were followed by Historically, support for social enterprises has come largely from public sourclegislation and public policies and es, using relatively unsophisticated financial instruments. This has led to a low entrepreneurial education. capacity among social enterprises in accessing private finance and a low level of interest from financial institutions in developing appropriate products.
Insufficient or less suitable financial products, mechanisms and corresponding legal frameworks, limited availability of data, a weak culture of social investment in the financial sector as well as limited investment readiness of social enterprises and difficulties in assessing social impact were also reported to justify relevant interventions. While the general economic environment is currently viewed mainly as a constraint on the continued development of social enterprise it may also provide potential opportunities in new areas of activity and diversification of markets and income sources as well as to a transition from a generalized grant dependency to a mix of financial products. The underlying notion here is that while grant funding is important at certain stages, the dependence on grants is a key barrier to the long-term sustainability and growth of the sector. In terms of policies, more innovative institutional arrangements between governments and financial institutions are pursued through policy measures that co-invest with the private sector and seek social returns as well as financial ones. Examples of this exist in several countries. Moreover, governments facilitate access to private capital through tools such as credit guarantees or fiscal incentives for potential investors through tax credits. This trend will probably continue over the next years as social entrepreneurship will continue to keep its prominent role for public authorities and successful examples are being replicated. Across Europe it is noteworthy how much interest the sector continues to draw from diverse institutions and persons beyond public authorities. This trend is surely driven by impressive success stories and the need for social innovations given the need to address manifold societal problems. Social entrepreneurship is one promising way to address them. 29
This leads to sometimes surprising intersectoral cooperation agreements. Mainstream companies cooperate with social enterprises, traditional welfare When asked what the three main organization want to increase their innovation capacity or private individuals areas to which social enterprises contribute the most are, the start volunteering. majority of respondents chose an This hybrid thinking necessitates a north star and impact orientations are one increase of sustainable products way to make this approach feasible. Social impact assessment is an integral and services on the market (65 part of the social finance market. It can be observed that actors in this market %). The second most common such as foundations, but also social enterprises are starting to focus more on answer was development of quality impact and assessing it. jobs, especially for members of vulnerable groups (63 %), and the New organizations are created almost weekly. It is likely that we will continue third development of services in to see business model innovations in this sector. New customer segments and public interest, like social care, target markets will be identified, and new revenue mechanisms or cost strucaccess to education, access to tures will be tested. Digitalization in particular can be used to reduce the cost health services, preservation of structure of some business models. public spaces, etc. (50,5 %).
This chapter concludes with an outlook on what needs to be done in the coming years. It will cover European integration, social tech and the development of a common language. For-profit companies are used to invest, sell and operate in other European countries. However, it is rather unlikely to see a French organization being active in Germany or an Italian social enterprise expanding to neighboring Slovenia. The same is true for transnational philanthropic activity. In spite of domestic tax reasons and local preferences, there is potential to increase transnational activities. An interesting development relates to the initiation of a structured dialogue on the role that public-good foundations and the philanthropic sector could play in the design and deployment of EU social financial instruments under the post 2020 multiannual financial framework (MFF) and
in stimulating the further development of social economy, social enterprises and the broader social investment sector in line with sustainability objectives. There are various options to further increase the efficiency of the market. Some of them are tech-related. Blockchain solutions might create trust and facilitate some transactions, some parts of investment readiness programs could be digitalized and there are other tools which could be implemented in the sector. A crucial successful step forwards has proven to be the development of a “common language” among public/local authorities and the social finance and social enterprise communities. This “common language” facilitates a better understanding of the particularities of social enterprises and an appreciation of a distinct approach that social enterprises take in addressing social needs and problems. Consolidating the “common language” has in some cases resulted to a level playing field for access to public funding and support schemes, while in the more interesting cases innovative ventures for developing payment by results schemes in order to increase funding options in the provision of social services of general interest have been initiated. With time, skepticism surrounding the risks related to the application particularly of social impact bonds was replaced by the understanding that SIBs are tools which do not replace public policies but instead – if structured well and nested within social enterprise logics and approaches – may offer advanced opportunities to efficiently meet social public policy objectives. However, as interests of private investors do not necessarily coincide with the public interest or interests of governments, when discussing private investment in social services, public regulation is required to guarantee that the social added value will be reinvested in social goals. 32
Ensuring the sustainability of social enterprise finance and building an enabling ecosystem is the responsibility of many different players including the state, the social finance community and the social enterprise community. Availability of appropriate funds, instruments and tools (public or private) should, however, be accompanied with an appropriate institutional and regulatory framework to ensure that social enterprises’ access to finance is sustainable. Hence, public funding seeks synergies rather than crowding out impact investing; it leverages private money within the system and focuses on niches not yet de-risked by social finance intermediaries. Additional reading: Commission Expert Group on Social Entrepreneurship (GECES). Social enterprises and the social economy going forward. Available under: https:// ec.europa.eu/growth/content/social-enterprises-and-social-economy-going-forward-0_en. 2016. Spiess-Knafl, Wolfgang, and Barbara Scheck. Impact Investing: Instruments, Mechanisms and Actors. Springer, 2017. European Commission. A map of social enterprises and their eco-systems in Europe Country Reports – Mapping. Available under: http:// ec.europa.eu/social/main.jsp?langId=en&catId=89&newsId=2149. (2014 ongoing).
Voices of Goodbiz
Among the Voices of Goodbiz are organizations and individuals on the mission to re-invent financial and non-financial resources to build better support systems for boosting the growth and development of social entrepreneurs. They do so in a variety of ways â€“ by building bridges between sectors, promoting the value that social entrepreneurs create, developing new tools for impact management and measurement and by offering quality support to entrepreneurs and investors alike. With the organizations presented on the following pages, Goodbiz partners actively co-created program activities, raised awareness about the European social finance market in Slovenia, opened avenues for transnational cooperation and by that co-created the impact of the Goodbiz program.
Smart Kolektiv Serbia
We create change by connecting business and society – we enable business to adopt social values and society to adopt business skills.
Mikado is a not for profit social enterprise established in 2007 committed to serve sustainable development and to yield social impact by creating innovative models and solutions for sustainability and inclusion challenges. Mikado is proud to be Turkey’s first certified B Corporation.
We are a non-profit organization founded in 2003 and a pioneer promoter of the concept of corporate social responsibility and social entrepreneurship in Serbia. We help companies to cooperate articulately and strategically with the community while helping various social groups to gain the business sector’s attention. Smart has developed a unique and efficient model of support for social entrepreneurs. The approach combines tailored technical support, access to finance and direct support to social enterprises such as enabling access to companies, securing mentors from the business sector and promotion. To date, we provided funding and expert support to 100 social enterprises and invested in them 600.000 EUR. Over the last 10 years, we supported 7.000 civil society organizations, social entrepreneurs and other young entrepreneurs willing to make a change for the better in their communities.
More information and contact: www.smartkolektiv.org email@example.com
In our work we support private sector companies to form and implement their sustainability and inclusive business strategies, develop and implement capacity building and social impact maximization projects with NGOs and develop multi-stakeholder social innovation. Through our activities, we strengthen organizations’ capacities and mobilize their resources in a way to help them better fulfil their responsibilities and contribute to sustainable development. Social innovation, social impact and sustainability are the main pillars of Mikado. Monitoring and evaluation mechanisms are in place for all our programs and we measure social impact of our activities. We strongly believe that “what can be measured can be managed”.
More information and contact: www.mikadoconsulting.com/en/ firstname.lastname@example.org 37
Financing Agency for Social Entrepreneurship Germany
NESsT Hungary and Romania
Financing Agency for Social Entrepreneurship (FASE) supports selected social enterprises in raising growth capital. We identify investors and financiers across the entire spectrum, ranging from private investors, family offices and foundations to social investors and banks. We specifically focus on combining several types of investors and different financing instruments. We are pioneers in the development of innovative financing approaches that can serve as role models and blueprints for the future development of the social finance market.
Over the last 20 years NESsT has been investing in entrepreneurial solutions that lift people out of poverty and provide dignified employment in emerging markets. We raise philanthropic capital to invest in and develop social enterprises that create employment and viable income opportunities for the poorest communities facing isolation, discrimination, lack of job skills and poor education.
Our mission is to assist social enterprises with outstanding concepts in finding appropriate financing. Through our consulting, we enable social enterprises to finance significant growth steps across the rigid boundaries between donors, investors and the public sector. Our goal is to offer solutions to the expansion of social innovation in Germany and to create a rich ecosystem for impact investing.
More information and contact: www.fa-se.eu email@example.com
At NESsT we leverage donations and patient capital from supporters into investments in social enterprises. We use an engaged approach providing tailored financing and one-on-one business development support to social entrepreneurs. We commit to these social enterprises for five to seven years, helping them through the tough transition of moving from start-up to fully scaling businesses. Altogether, we invited 170 social enterprises to enter our portfolio, providing them with an average of four years of support and investing more than US$14 million in capacity building and direct funding. Our impact are over 49,000 dignified employments and sustainable income opportunities created. More information and contact: www.nesst.org firstname.lastname@example.org 39
IFUA Nonprofit Partner Hungary
SIMPACT Nonprofit Ltd. Hungary
IFUA Nonprofit Partner was established in 2009 as part of the social responsibility activity of IFUA Horvรกth & Partners. Our goal is the development of NGOs via management consultancy, organizing skills-based volunteering programmes and training.
We increase the positive impact social purpose organizations and their supporters can have on our society. We serve NGOs, social enterprises, church organizations, small and large companies, private individuals, social investors and funders in five countries. We combine business and non-profit expertise and mobilize a range of professional partners. We offer services in strategic, management and social business consultancy, organizational development, training, impact management, CSR and volunteering programmes.
Our activity is based on three pillars and executed by a team with non-profit and for-profit business experience. To date we have managed more than 40 consulting projects in 4 countries, delivered over 40 training days and over 20 university lectures to non-profit and for-profit organizations, and managed 3 skills-based volunteering programs with more than 30 expert volunteer mentors. We are currently working on the largest volunteer-based program so far - the SEEDS program. The program is a social enterprise development program aimed to support Hungarian social entrepreneurs to become ready to apply for debt financing and/or investment pitching. In the SEEDS program, we work with nearly 90 volunteer mentors from the business sector and 67 participating social enterprises. More information and contact: www.nonprofitpartner.hu email@example.com
Our funders and employees learned their craft at well-renowned multinational consultancies (such as Ernst & Young, Deloitte, IFUA Horvรกth & Partners), corporations and non-profit organizations (such as IFUA Nonprofit partner). As a social enterprise, SIMPACT re-invests profits into our social purpose.
More information and contact: www.simpact.hu firstname.lastname@example.org email@example.com 41
Social entrepreneurs use the tools of entrepreneurship to address some of the toughest social challenges we are facing. They are designing democratically led and stakeholder-oriented business models and develop products and services with the intention to create measurable social impact. These entrepreneurs are inspiring and dedicated people who design solutions for more sustainable and inclusive societies and reinvest profits to scale their impact. Social entrepreneurs are purpose-driven individuals who create social value coupled with financial value. They are the true pioneers of a new economy who are using their superpowers to address contemporary social and environmental issues. On the following pages, they present themselves through their missions, entrepreneurial ideas and investment opportunities for scaling their business and impact. We invite you to meet 14 entrepreneurs from the Goodbiz program and 10 of their peers from across Europe. Together they are building a new market based on the values of quality jobs for all, social cohesion and entrepreneurship.
Mission Educate people to eat with their mind, not just their cutlery. Challenge The rise of chronic non-communicable diseases, obesity epidemic and environmental pollution are three big issues with a common denominator – inappropriate diet. Despite an enormous amount of information, we are still not eating right. By eating better we could prevent many health problems while at the same time decrease the amount of discarded food that ends up in the trash. Approach Through various forms of information and communication, we raise awareness and educate people about how to tackle diet and nutrition in a better way. Our thematic lectures and workshops are tailored for groups of adults and children. We develop special interactive “debate workshops“ for adopting healthy eating habits in practice, including cooking lessons. We offer personalized counseling for people with specific needs.
Superpower Years of experience working with people prove that we have the right touch and approach that helps bring individuals to a positive change in their eating habits and diet. Change We wish to see more people aware of what food they put on their plate and empower them to become more critical about big promises of shortcuts to their health. More information and contact: www.dietetik-priporoca.si firstname.lastname@example.org
Opportunity The next step is acquiring a new multipurpose venue for lectures, group and personal consultations, and a kitchen for practical workshops. Investment would enable the development of innovative didactic tools, including publications on specific approaches to healthy eating, food and nutrition. 44
Mission Create new, people-friendly jobs in the textile industry. Challenge In the labor market of Bela Krajina region in Slovenia there is a growing need for textile workers and a shortage of qualified ones. Remaining businesses in this traditional textile region do not have a long-term sustainability vision and are therefore not attractive employers. Our main challenge is to get the textile industry to change course from competing on the market solely with the price of the product. Only development of the textile industry based on a vision of sustainability can ensure economic, environmental and social security for the people of the Bela Krajina region. Approach We create new opportunities for the employment of people from vulnerable groups in Bela Krajina by providing training and development of an in-house sustainable textile brand. We aim to cooperate only with suppliers who provide transparent information on the origin of raw materials, basic and auxiliary. It is our vision to develop label Etriketa for our textile brand that would guarantee to our final customer that the products they are buying were made on the Etri principles: ecology, ergonomics and ethical economy.
Opportunity The investment would be used for acquiring five machines to enable training for 20 people with at least three employments for people with disabilities. In addition, the investment would provide the opportunity to hire young designers and accelerate the development of new textile products. Superpower Clear business vision of social responsibility coupled with innovative business models with social impact for individuals and the community as a whole. Change We want to see more conscious consumers who are aware of the consequences of their buying decisions. More information and contact: www.etri.si email@example.com
Mission Create inspired, quality and effective communication support for projects, services and products with social impact. Challenge Promotion of greater social inclusion, active engagement of people in public life, promotion of inclusion, fight against discrimination and the development of quality jobs.
Superpower We make our clients tell better stories. More information and contact: www.izprincipa.si firstname.lastname@example.org
Approach We are social marketing people committed to the promotion of positive changes in society. Through our work, we contribute to the promotion of positive values, mutual understanding, preservation of the environment and improvement in the quality of life. We are experienced experts in the field of marketing and design, witty creators and innovative concept-makers dedicated to our clients and true to our mission to change the world for the better. Opportunity The next steps which would require additional investment are the expansion of our capacities and the team. We would employ a person for digital communications and move our offices to a new venue. We also wish to launch an amazing awareness-raising campaign we do not yet have a client for.
Mission Connect all generations into an inclusive information society. Challenge Slovenia is ranked as number eight in the world by rapid ageing population. By 2030, it is estimated that 28 percent of the population in Slovenia will be over 65. The isolation of the elderly, social exclusion and a huge digital gap between generations are becoming an increasing social problem facing Slovenia. Approach As part of the solution, Simbioza is developing a digital online assistance platform Magda for integrated home care with a 24-hour call center. The platform will connect existing providers of quality products or services to make it possible for the elderly to stay in their home environment for as long as possible. Magda will be an online meeting point for all the important aspects of active aging and lifelong learning based on intergenerational cooperation. It will also address the issue of informal care in Slovenia.
Opportunity Investment is needed for the completion of the development of a highly functional digital assistance platform and for the preparation of the information and marketing campaign at the national level for the platform. Superpower A trusted brand for intergenerational cooperation and lifelong learning. Change A world where intergenerational cooperation is the richest dialogue society can have. More information and contact: www.simbioza.eu email@example.com
Mission Create a carefree short supply chain for food safety. By providing food and produce from local farmers, we improve the quality of eating in public institutions. Challenge The fast life and the fast food we consume have a huge negative impact on our health, quality of life and our communities. For many of us, especially children, sick people and the elderly, the only proper daily meal is the one prepared in a public institution, such as kindergarten, school, hospital or home for the elderly. Approach We cooperate with farms from all over Slovenia based on principles of short supply chain. We then supply this food to kitchens in public institutions. We do not store food but make sure there is as little time as possible between the order and delivery and that the routes are as short as possible. Operational processes are designed in a way that minimize food waste. At present, we supply 40 public institutions with local produce and food.
Opportunity We would use the investment for the development of digital tools to further optimize our business processes and take new steps towards internationalization of our business. The needs of kitchens and farm capacities will be harmonized with efficient improvements. Everyone involved in the ecosystem ORCHit will function as a well-tuned orchestra. Superpower Our superpower is keeping our promises. Change We want everyone to always have the best food available. Become a food safety ambassador yourself. More information and contact: www.moja-stacuna.si firstname.lastname@example.org
Mission Replace plastics with biodegradable plastic-like materials made from food waste. Challenge Over the past decade, we witnessed a sharp rise in the production and consumption of plastics. Every person annually discards over 120 kg of waste plastic products. Micro particles penetrate groundwater, rivers and oceans, eventually entering human bodies. The impact of irresponsible plastics disposal into natural environments is devastating with artificial substances imposing a huge risk on human health. Approach We believe in biodegradable plastic-like materials made from renewable resources as a sustainable alternative to plastic. Evegreen, in cooperation with Slovene and European partners, developed a formula and the technology for the production of biodegradable plastics from protein-rich discarded foods (beans, wheat). From this material, we designed an eco-flowerpot which three months after planting in the soil becomes food for microorganisms, and transforms itself into plant fertilizer. Additionally, it protects the young sapling from pest.
Opportunity An investment would enable a purchase of a new four-nest mould that would optimize production process. This would open up at least one new employment from vulnerable groups, lower the costs of the production process, and thereby decrease the price of the final product. Superpower From one ton of protein-rich discarded food, we can produce 20.000 organic biodegradable flowerpots. Change We want to live in a world where all plastic materials are replaced with a biodegradable alternative. More information and contact: www.bioplasticpot.com email@example.com
Mission Replace existing candles with environmentally responsible and health friendly candles from waste materials made by people with mental disabilities. The challenge Household waste edible oil is most often discarded in the household drain, causing unnecessary harm to people and nature. As little as one liter of waste oil after potato frying can pollute as much as 1.000 liters of fresh drinking water. Scented paraffin candles we usually buy in the shops contain crude oil, which during burning releases a variety of toxins. Their alternative, candles from plant waxes, interfere with the food chain. In respect of a social impact, the challenge we seek to address is the low inclusion rate of people with mental disabilities on the job market. Approach We offer plant-based candles made of carefully treated waste edible oil and a DIY kit for candles made from household waste oil under the brand name Oilright. Our candles do not enter the food chain and have been tested for environmental and health hazards. Our production is designed to fit the needs of people with mental disabilities on the job market.
Opportunity With a capital investment we would be able develop environmentally friendly and completely biodegradable candles. A 10% market share with about 1.000.000 sold candles per year would provide three new employments for people from the most vulnerable groups of society. Superpower Relaxed attitude and a firm belief that people with mental disabilities can become active co-creators of a more inclusive and sustainable economy. Change For every person to think before buying about who has made the product, whatâ€™s the story behind, where it comes from and how it affects the environment. More information and contact: www.oilright.si firstname.lastname@example.org
Mission Develop new possibilities and perspectives of the digital world for the blind and visually impaired. Challenge Digital educational content for the blind and visually impaired is underdeveloped and multisensory digital games for the blind and partially sighted are not available. A few existing solutions on the market are one-dimensional, expensive, non-responsive and have limited mobility. Approach Feelif is on the mission to empower blind and visually impaired people by developing user-friendly and highly personalized information-communication technologies. For this purpose, Feelif developed a transparent on-screen silica net and an application for existing tablets, which enables multisensory access (vibration, sound, voice) to digital education and entertainment content. At the same time, Feelif promotes independence, creativity and access to knowledge of its users by enabling access and smart use of a wide range of digital content.
Opportunity Seed capital would be used to develop new digital content and an open online platform for the community of our users. It is Feelifâ€™s ambition to penetrate European and global markets with this patented technology. Superpower Our superpower is our team â€“ our colleagues, community of the blind and visually impaired who co-create our solutions, parents of blind children who use our technology, and our global ambassadors. Change To erase the boundaries between the world of sighted and the world of those who do not see. More information and contact: www.feelif.com email@example.com
Mission Contribute to a world free from garbage, where no resources are wasted and everything circulates - just like it does in nature. For Smetumet the goals are empty dumpsters and happy fish. Challenge Todayâ€™s market is flooded with cheap and environmentally harmful products. The amount of garbage we produce as a society is shocking â€“ and by 2030, this amount of waste is estimated to double. At the same time, the majority of the business community is not equipped to make a switch to sustainable operations. Approach We design solutions and products that turn waste into high-quality and well-designed usable products. We offer our clients solutions that help them understand how much waste they produce, where the waste comes from and prepare solutions for them to deal with their waste in a sustainable way.
Only in partnership, we can make a pioneering step towards new standards of dealing with the increasing amount of waste we produce. Superpower Our superpower is our creativity. The majority of people see waste as a problem, for us it is a creative challenge. Change A society where business designs circular solutions to minimize the amount of waste. More information and contact: www.smetumet.com firstname.lastname@example.org
Opportunity We are in search of a strategic partner with whom we would develop a pioneering approach to circular waste management and set an example for others to follow. We believe that the transition from linear to circular economy is possible. With Smetumet our strategic partners get a ticket to a circular world. 60
Mission Create job opportunities and vocational training for young people with disabilities to support their successful entry on the labor market.
Opportunity We are currently looking for a new place for our business to expand our operations.
Challenge In Slovenia only 4 % of people with disabilities are among the working population. Due to inadequate education, lack of knowledge, skills and work experience, social constraints and insensitivity people with disabilities often face huge barriers to entering the labor market. This is especially true for young people aged 17-25 with no formal education, young people with disabilities and individuals with other special needs.
Super power A unique and versatile team, perseverance, resilience, optimism and a pinch of humor.
Approach Gostilna dela is tackling the social problem of undertrained and unemployed young people with disabilities. Through various tailor-made training programs run by experienced mentors we support the development of working habits and give work experience to young people to work in the hospitality industry. By supporting integration of young people with disabilities into the labor market, Gostilna dela aims to reduce the rate of long-term unemployment and social exclusion in this group.
Change We strongly believe that everyone has a right to a decent life and everyone with the ability an obligation to help those in need. More information and contact: www.facebook.com/gostilnadela email@example.com
Mission Contribute to a healthier lifestyle and a cleaner planet. We develop services and sell products for living in a clean environment and in harmony with nature. Challenge A clean, safe and healthy home is something we all wish for our families. Yet there are still a lot of toxic chemicals in our domestic and business environment endangering our health both at home and at work. Approach Pupillam - Green Solution Center represents everything that is needed for an eco-friendly home: organic washing, dishwashing and cleansing agents, courses and workshops on re-using and re-making things. We offer a range of organic cleaning and washing products and recycled products. Trough training courses and lectures, we empower users to be more responsible towards fellow human beings and the planet.
Superpower We developed our own cleaning products and a resource efficient no-detergent cleaning method that can contribute to the rehabilitation and employment of vulnerable groups. Change The change begins with you. When you begin to change yourself, the world will begin to change. Each step counts - letâ€™s set an example! More information and contact: www.pupillam.org firstname.lastname@example.org
Opportunity We need funds for equipping new premises, renovating the sales area and widening the selection of organic cleaners and detergents on offer.
Mission Raise awareness among users of medicines and dietary supplements for a more effective and successful treatment as well as overall well-being.
Superpower We are a devoted family business in constant personal contact with our customers.
The challenge On average only 50 % of chronic patients take medication as prescribed. The majority of mistakes people make happen when they take medication and dietary supplements at the same time, which, contrary to expectations, can be very dangerous. Even a slight change in metabolism and drug concentration can be toxic.
Change We wish to see more people using medicines and dietary supplements properly and responsibly. More information and contact: www.lekarna-pusnik.si email@example.com
Approach At pharmacy Lekarna PuĹĄnik we provide a personal medicine card, combining our pharmaceutical knowledge and understanding of peopleâ€™s behavioral patterns and needs. With this practical tool we support people in telling their doctor and pharmacist about how they feel and what they observe about their medicine treatment. Opportunity Investment would ensure further development of the personal medicine card and increase the reach of our promotion and communication.
Mission Support the growth and development of small Istrian tourist service providers by developing sustainable tailored-made business products. Challenge Touristic offer of the four Slovenian coastal municipalities is still largely based on its classic elements â€“ lodging, the beach, usual day-trips with a conventional meal. In the hinterland of Slovenian Istria there is great potential for sustainable tourism development, but the providers are small, fragmented and the quality of their offering average and variable. Approach IstraTerra, a socially responsible local tourist agency is building a community connecting many small local providers in the quest to develop a tailor-made heritage experience in the hinterland of Istria. By complying small providers with our quality standards, we offer guests a unique opportunity to truly and actively learn about the local environment from the locals. Together with our providers and guests, we are developing quality standards for a green, sustainable and socially responsible Istria.
Opportunity The next step for IstraTerra is to strengthen promotional activities, in particular through digital marketing and active presence at tourist fairs and stock exchanges. Our plan is to create three to five new jobs in the sustainable tourism sector in line with the standards of our agency and thereby increase the quality of the tourist offer in the hinterland of Istria. Superpower A dedicated team of hard working and warm-hearted enthusiasts, who understand, know and appreciate Istria. Change A community that lives and works in a green, sustainable and socially responsible Istria. More information and contact: www.istraterra.com firstname.lastname@example.org
Mission Ensuring a holistic development of children‘s abilities through playing with a single toy and decreasing the amount of childhood clutter. Challenge Childhood is often surrounded by excessive consumption. Parents spend a fortune on clothes, furniture and especially on toys that often end up discarded, producing excessive waste. An increasing challenge also is to give children an attractive incentive to develop their full potential and creativity with active leisure.
Super power Our team’s strong belief in our product and its potential. Change We would like to see parents spend more time with their children, building happy and healthy relationships and developing better habits. More information and contact: www.lucky3in1.com email@example.com
Approach LuckyOne developed a toy combining three most popular childhood vehicles in one: a kick scooter, a propeller scooter and a tricycle. We thereby reduce the amount of redundant toys, save families’ money and ensure a long-term use of one single toy. With our toy, children acquire a comprehensive learning experience and develop faster both in respect of their physical as well as mental abilities. Opportunity We need an investment to employ one more person for promotion and sales on foreign markets and to optimize our stock.
LICEULICE Smart Kolektiv, Serbia Mission LICEULICE is dedicated to both social and economic empowerment of individuals from marginalized groups and to creating conditions in which they are able to generate revenue and achieve independence. Approach Our core activity is the publication of a street magazine called LICEULICE. The magazine is distributed through a vendor network of members of marginalized groups. The vendors directly get 50% of every sold issue goes, Liceulice has also started several projects that raise awareness for certain socially relevant issues, among others, the Street festival of activism “Vreva”, a platform for socially engaged design and illustration “For good causes”, an open, online assistance for homeless people “My neighbour without a roof”, and socially engaged T-shirts “Štenderaj”. LICEULICE initiated the publication of similar magazines in other countries in the region, in Pristina, Sarajevo and in Skopje.
Superpower By supporting (or partnering with) LICEULICE you have the opportunity to literally change someone‘s life. change A global welfare state. More information and contact: www.liceulice.org firstname.lastname@example.org
Opportunity Market expansion to all bigger cities in Serbia and the region where BCS (Bosnian/Croatian/Serbian) language is spoken.
RADANSKA RUĹ˝A Smart Kolektiv, Serbia Mission Radanska ruĹža is committed to providing long term employment for women from marginal social categories and to increase their economic security. Challenge Our municipality, Lebane, is one of the most devastated areas in Serbia with a dramatic unemployment rate. The problem is even bigger in respect of women with disabilities, single mothers, women over 55 years of age, women from rural areas, and women from other vulnerable social groups. Approach Radanska ruĹža engages women with disabilities, single mothers and other women having problems finding work and provides them with a job in the production of high quality and handmade fruit and vegetable spreads, using traditional recipes from the South of Serbia without the use of any chemical additives. Our subcontractors mainly come from small agricultural households from poor rural areas of our municipality, who otherwise could not sell their products on the market. In addition, our non-profit, limited liability status enables us to invest one part of our profits into social services in the community and another part back into in our social enterprise.
Opportunity We would invest in the improvement of our organic production, both primary production (through the enlargement of land portion on which we organize production) and production of final organic products (through the purchase of new equipment and rearrangement of space in which equipment is stored). Superpower Employing dedicated women and producing top quality products made by PEOPLE not by machines. More information and contact: www.radanskaruza.rs email@example.com
Mediรกtor รs Tรกrsa Nonprofit Kft. SEEDS Program, Hungary Mission We create jobs for handicapped people whose work capacity has been limited due to various forms of disability. Our intention is to develop products that enable people with disabilities to take part in different social and leisure activities.
Opportunity Requisite investment would allow us to develop and produce 20 catamarans. In parallel, the construction of marketing channels to identified target groups is to take place.
Challenge Our product development is focused on boat/water touring products for families with young children, the elderly and disabled people. We aim to employ disabled people and to increase the numbers of their employment activity annually. In addition, we plan on broadening our portfolio with new branch-related products based on environmentally friendly production processes and clean energy use (such as photovoltaic energy) .
Superpower We have the idea, plan, determination and innovative spirit to overcome limitations for the disabled in the most unexpected areas. Even water sports.
Approach Using the same technology as in making sport boats, we opened new possibilities for many disabled people in touring and camping. Our first product we wish to develop is a double bodied sport and touring boat. The crucial advantage of this catamaran is its user-friendly assembly (on the spot), easy transport and simple storage. Services would be directly attached to the product and disabled people would be employed both in the manufacturing and service phases.
Change We want to see humanity in the world. We want to see that people respect each other not just in words but in their actions. More information and contact: firstname.lastname@example.org
MĂłra-BOOKR Kids Ltd. SEEDS Program, Hungary Mission Let reading become a natural and widespread habit. BOOKR is a place where stories come to life. Challenge Today, children read less literature than ever before in the modern age, causing major problems, such as text comprehension, not only in the educational process but life in general. Meanwhile, kids spend more time using different smart technology, particularly tablets and smartphones. Digitization of childrenâ€™s literature remains severely underdeveloped and we believe there is currently no appropriate form that would address childrenâ€˜s changed patterns of content consumption. Approach BOOKR Kids offers mobile applications containing interactive e-books for children and educational institutions. Our stories are interactive versions of original books and tales with extra features that help children not only to improve their reading skills but also to internalise reading as a natural habit. There are more than 230 classical and modern storybooks in just one mobile and tablet application, which expands weekly.
Opportunity New investments will primarily support sales and an increase in marketing budget. We will set up a sales team focusing on international markets and employ our developers on a full time basis in order to ensure constant app improvement and development. Superpower Preserving classical values in the digital age. Change We want to create a bridge between the classical values and the digital world in which children can learn about the beauty of reading on their favourite and most popular interface. More information and contact: email@example.com www.bookrkids.com
Discovering hands® FASE, Germany Mission Discovering hands® is committed to the social “win-win” of our business model and our belief in the strength of blind women. While offering meaningful employment to these women and creating an opportunity for them in areas of their competitive strengths, they are helping to improve the breast cancer early identification situation and raise awareness. Challenge Breast cancer is the most common type of female cancer in the developed and less developed world. It is estimated that worldwide over 508.000 women died in 2011 due to breast cancer, which represents about 12 percent of all new cancer cases and 25 percent of all cancers in women. Early detection remains the cornerstone of breast cancer control. To date, the most effective screening method is mammography screening, which is very costly and not available to everyone. Approach Discovering hands® trains and deploys visually impaired women with their highly developed sensory skills to detect the early signs of breast cancer. The “Medical Tactile Examiners” (MTEs) are trained to deliver physical breast examinations at doctors’ practices. Additionally, they are trained in communication skills and breast-specific psychology, as well as administrative tasks typically carried out by a doctor’s assistant. 80
Opportunity Breast cancer in women has an increasing importance in the developed and less developed world. Therefore, Discovering hands® is planning to substantially increase the number of MTEs in Germany and around the world. Superpower We offer a sustainable solution to the increasing numbers of breast cancer by discovering and employing the strength and the special skills of visually impaired women who are becoming an important part in solving this problem. Change Discovering hands® is committed to both of our social targets: including visually impaired women in the society by boosting their special skills and improving the early identification of breast cancer worldwide. More information and contact: www.discovering-hands.com firstname.lastname@example.org
Team U FASE, Germany Mission Our vision is a society that boosts entrepreneurial courage, is open to change and embraces crisis as opportunity. We aspire for a culture of dealing with failure as a learning opportunity and a culture of giving innovative individuals, who failed once, a second chance. Challenge In Germany, courageous entrepreneurs, who were unsuccessful at the first business attempt and had to face bankruptcy, are excluded from economic and social participation for ten years. We are convinced that the number of bankruptcies can be reduced by more than 35 percent in the next years. Approach We make companies stronger and prevent them from falling into bankruptcy. For this purpose, we have developed a consulting approach for turnaround consultation based on the U-Principle, built a network of our own turnaround consultants and partners that we train and qualify through our Team U-Academy. Our social impact is not only the preservation of businesses, jobs and taxpayers and the reduction of economic damage, but also the creation of new prospects for people with bankruptcy experience.
Opportunity Changing the way of dealing with bankruptcy is not a German issue alone. We are therefore planning to scale our business and support to entrepreneurs in other European countries, such as Switzerland. Superpower Through our holistic consulting approach, we enable sustainable success in re-emerging from the crisis for both entrepreneurs and consumers. Change Our vision is a society that encourages entrepreneurial courage and in which failure is understood as a learning opportunity. More information and contact: www.team-u.de email@example.com
Matyodesign NESsT, Hungary Mission Transferring 200 years old pieces of Hungarian ethnographic culture onto modern, comfortable clothes and accessories. Keeping Matyó culture alive.
Opportunity An investment will allow us to enter the United Kingdom market, part of our scaling strategy, while consolidating our local sales.
Challenge One-third of the population of Hungary lives in small, isolated villages where there is little opportunity for dignified jobs and livelihoods. Tard is one such village located in the Matyó region with an 80% unemployment rate. The Matyó culture is renowned for the beauty of its traditional embroidery and craftsmanship, however, it is endangered as the number of people skilled in these techniques dwindles.
Superpower Creating a brand that provides the livelihood for an entire village.
Approach We work towards boosting Matyóland’s economy, building a bridge between generations, and drawing attention to responsible buying. To achieve all of this, we have been developing our enterprise for the past five years. We buy most of our material in and around the village of Tard, Hungary, and we provide job opportunities for the local women. Matyodesign creates clothing embellished with traditional motifs from the region. The clothing is embroidered by local women who are experts in this traditional art form. All our products are unique and handmade with love.
Change We believe in every single step we take, and we give our hearts and souls in order to be able to give back at least a small part of the treasures we received during our childhood years in Tard. More information and contact: www.matyodesign.hu/en / firstname.lastname@example.org
Humanamente MAZE, Portugal Mission Fostering a shift of service providers and caregivers for elderly people with dementia from a traditional approach to one focused on a person- and well-being. Challenge We are facing an epidemic of dementia and a sharp rise in patient numbers. One of the major risk factors for developing dementia is aging. Portugal is one of the oldest countries in the world, with 20% of the population over 65 years of age and 182,000 people with dementia.
Change Wellbeing of the patient at the centre of the medicinal care. More information and contact: www.humana-mente.pt email@example.com
Approach Humanamente is developing sensory and cognitive stimulation products for people with dementia. In addition to these products, Humanamente provides training and consulting services to formal institutions and caregivers. Our approach contrasts with the more traditional one still predominantly used in Portugal focused on the symptoms and on an excessive use of antipsychotic medication and physical restraint. Our scientifically tested approach reduces the use of medication and leads to an increase in the well-being of patients with dementia and their caregivers. Superpower First-hand experience and care for the people.
E- Bursum / E-Scholarship Mikado, Turkey Mission E-bursum exists to minimize inequality of opportunity in education Challenge Every year millions of students in Turkey search for funds and scholarships to continue with their education, but only a few succeed in this difficult quest because of numerous adversities in finding and gaining the right financial support. Approach E-Bursum is an online scholarship platform that offers different services for scholarship granters and students. It provides students with the necessary information about most of the scholarships offered in Turkey and enables them to make online applications. On the other hand it supports scholarship granters to handle scholarship programs efficiently online. To date E-Bursum provided 13 million TL scholarship to more than 4.000 students.
Superpower E-Bursum is a social enterprise that systemizes and centralizes granting of scholarships in Turkey and by that contributing to a more transparent, democratic and equitable scholarship system. change A more egalitarian and democratic education system. More information and contact: www.e-bursum.com firstname.lastname@example.org
Opportunity This investment for social impact would enable a better focus on the social impact that we want to create and increase our motivation to achieve our mission. At the same time it gives us a chance to be financially sustainable.
Geleck Daha Net / Future is brighter Mikado, Turkey Mission Increasing employability of young people in Turkey. Challenge In Turkey half of the population is under the age of 30,17% of the population is aged between 14 and 25 years. At the same time youth unemployment rate is 24%. Part of the problem is that young people do not have knowledge and guidance when they make decisions about their life â€“ they do not know what to expect from themselves and are not knowledgeable enough about occupations and career paths.
Superpower Fast, accessible and free e-mentoring service supported by a one-stop-shop for young people to make career choices. Change Employed, self-fulfilled and happy young adults. More information and contact: www.gelecekdaha.net email@example.com
Approach GDN encourages youth to be proactive members of the society by providing them access 21st century life-skills and empowers them to make more informed life, education and career choices. Our approach is a combination of free online and offline mentoring, coaching and skills development. We cooperate with 506 mentors, most of them professionals that work as volunteers for our organization. Opportunity Reach more disadvantaged young people with GDN services.
Goodbiz transnational peers have a variety of missions, but share the same goal - to contribute to the development of a social enterprise and finance eco-system across Europe. They operate at different geographical levels and specialize in different types of activities to strengthen both the supply and demand side of the social finance market. The variety of the presented profiles reflects the specifics of the market in different geographies as well as the different stages of market development across Europe. For us, the value of this network is the synergic effect it has provided throughout the duration of the Goodbiz program in terms of peer learning, exchange of experience and realization that being part of community is always easier than doing things on your own. We invite you to meet them and discover their superpowers on the following pages. 93
MIKROFONDEN SVERIGE Sweden
TANDEM SOCIAL SCCL Spain
RÉSEAU FINANCITÉ Belgium
Mission: Offering social investing and guarantees to cooperatives Mission: Doing good and achieving the best and NGOs Area of operation: National Area of operation: National Main activities: Start-up support, growth support, scaling Main activities: Start-up support, social finance ecosystem support, social innovation, social finance ecosystem building, building, facilitating hybrid finance development and establishment of social finance instruments and mechanisms, facilitating hybrid finance Superpower: Network in all of Sweden’s cooperative sector Superpower: Impact management capabilities Change: Creating social impact to include people in the economy Change: An impact oriented civil society
Mission: Working in tandem and supporting sustainable growth
Mission: Promoting responsible and solidarity-based finance
Area of operation: National, European
Area of operation: National, European (French-speaking, mostly Belgium)
More information and contact: www.mikrofonden.se firstname.lastname@example.org
More information and contact: www.tandemsocial.com/en email@example.com
PHINEO GAG Germany
More information and contact: www.phineo.org firstname.lastname@example.org
Main activities: Start-up support
Main activities: Social innovation, social finance ecosystem Superpower: Tandem Social is a super-empowerer of social busibuilding, development and establishment of social finance instrunesses and organisations. We have trained and mentored nearly ments and mechanisms 2000 social businesses since 2011 through 38 programs. Superpower: 30 years of experience in solidarity-based finance Change: We want to see a rich, strong and mature ecosystem of social businesses and a broader social economy, mainstreaming Change: A more human relationship to money solutions with a positive impact in respect of consumers’ and social needs. The business of the future will be social or it will not exist!
More information and contact: www.financite.be email@example.com
EHTA RAHA COOPERATIVE Finland
DEMOS HELSINKI Finland
Mission: Development of NGOs via management consultancy, Mission: We help solve social problems and challenges to create organizing skills-based volunteering programs and training a more democratic and sustainable society in which everyone can shape the future in personally meaningful ways. Area of operation: National Area of operation: Global Main activities: Start-up support, growth support, social innovation, social finance ecosystem building, development and Main activities: Start-up support, social innovation, consulting establishment of social finance instruments and mechanisms, Superpower: Co-creation, foresight and strategic experiments facilitating hybrid finance, crowdfunding campaigns, consulting, Change: A more democratic, fair and sustainable society accounting Superpower: We build the needs-based economy together with our clients. Change: A world where money and finance are used as a tool to create common good
Erste Group Bank AG- Social Banking Development, initiative: “step-by-step”
Mission: We work alongside the most promising impact ventures Mission: Step-by-step is Erste Group’s new approach to the develin Portugal to give them the capital and skills they need in order to opment of Social Banking, which focuses on making an impact in our achieve outstanding financial and impact outcomes. societies by improving financial stability and inclusion for people with low incomes, enabling job creation and self-employment by financing Area of operation: National, European starting entrepreneurs, fostering development and enlarging the Main activities: Start-up support, growth support, scaling impact of social organizations. Part of the initiative is the Erste SEEDS support, social innovation, social finance ecosystem building, Program in Hungary. development and establishment of social finance instruments and Area of operation: Central and Eastern Europe mechanisms, facilitating hybrid finance Superpower: We are a group of millennials doing justice to our Main activities: Start-up and growth support, social innovation, reputation – we thrive at challenges and at finding purpose in the social finance ecosystem building, development and establishment lives we lead. Inside the maze, we keep our feet firmly on the ground. of social finance instruments and mechanisms, facilitating hybrid We also accept uncertainty as a part of life and choose to surf it finance instead of taking on predictable waves. Change: All ventures embed social impact in their business model
Superpower: Creating access to financing and capacity building for social organizations and enterprises in the CEE region Change: People being empowered by the access to financial services and financial literacy to achieve financial stability and strong social organizations addressing the most challenging issues in our society
More information and contact: www.ehtaraha.fi firstname.lastname@example.org
More information and contact: www.demoshelsinki.fi/en email@example.com
More information and contact: www.maze-impact.com firstname.lastname@example.org
More information and contact: www.erstegroup.com/en/about-us/social-banking email@example.com
COOPERATIVE BANK OF KARDITSA Greece
OKSIGEN LAB Belgium
Mission: Develop and establish the Greek Social Enterprise Guar- Mission: Accelerate soci(et)al entrepreneurship antee Fund to suit the needs of social enterprises in Greece. Area of operation: European Area of operation: National Main activities: Start-up support, growth support, scaling Main activities: Start-up support, growth support, social innova- support, social innovation, social finance ecosystem building, tion, development and establishment of social finance instruments development and establishment of social finance instruments and and mechanisms, facilitating hybrid finance mechanisms Superpower: Financial support and business development sup- Superpower: Coaching and support to organisations willing to port for social enterprises solve societal challenges in an entrepreneurial way and building the Change: Broad range of available financial and non-financial European social innovation and finance ecosystem services to social enterprises, based on excellence in services and products offered, transparency in processes, procedures and operation. All this with a commitment to support sustainable and innovative ventures that efficiently address social and societal needs.
Change: We believe that societyâ€™s most pressing challenges can be tackled using an entrepreneurial approach that simultaneously creates social and economic value. That is why we work together with aspiring social entrepreneurs and businesses, non-profits and existing businesses aiming to increase their soci(et)al impact.
More information and contact: www.bankofkarditsa.gr firstname.lastname@example.org
More information and contact: www.oksigenlab.eu email@example.com
CREDAL Belgium Mission: Building a better society where money is used to promote fairness and solidarity. Credal transforms citizensâ€™ money into credit and coaching for the Social Economy. Area of operation: National Main activities: Start-up support, growth support, social finance ecosystem building, development and establishment of social finance instruments and mechanisms, facilitating hybrid finance Superpower: Transforming solitary money into solidarity money Change: A world where projects that make sense for society and are economically viable find the finance they need
More information and contact: www.credal.be firstname.lastname@example.org
MAXIMISING IMPACT Stage Four - Revise
Stage One - Plan
Develop ideas and improvements for products and services
Identify problems and solutions and develop an operations and impact plan
Assess risk of each option
R and evie Ma w ke
Identify stakeholders and conduct focus groups
ic e s
Analyse data. Consider overlap of shared outcomes, characteristic and values.
Stage Three - Assess
Identify Data Insights
You can download the complete publication Maximise your impact, A guide for social entrepreneurs here: www.knowyourimpact.ku.edu.tr.
Manage Your Impact
Im pa c
Op era tio
Identify viable options
s ion ns pt io O ev is R
Design surveys based on changes in peopleâ€™s lives
Collect information from stakeholders
Stage Two - Do
Put data in to a spreadsheet
Check Your Goodbiz Status
Goodbiz enterprises are enterprises established with the intent to create positive social and environmental impact in an economically sustainable way. They do so by designing innovative and inclusive business models, services and products that contribute to more inclusive and sustainable societies. They are the pioneers of the new economy committed to the creation of inclusive jobs, increased social cohesion, a more entrepreneurial and sustainable economy, and fight against poverty and discrimination. At the core of their entrepreneurial operations is a commitment to impact. The impacts they create are quantifiable and verifiable, regularly measured and managed in order to maximize the impact potential of their business operations. The commitment to impact is also reflected in their business decisions in which they put the interests of stakeholders in their business operations before
the interests of shareholders. The stakeholders of Goodbiz enterprises include employees, consumers, users and the wider social and natural community.
Impact business models
To help you on the journey of identifying and articulating your social impact, we prepared a brief questionnaire that will:
give you an overview of the different social impact business models that carry a commitment to impact at their core;
help you identify and articulate the change you wish to create with your enterprise;
guide you in articulating your theory of change, preparing a logic model for the change you wish to achieve and help you set key performance indicators of your success, i.e. the change you want to achieve and see in society.
Choose the option(s) that best describes the design of your business The list is inspired by The B Corp Handbook: How to Use model: Business as a Force for Good 44 Our enterprise is co-owned by our employees who actively participate in (2014) methodology and a the management of the enterprise. We inscribe the participation of our synthesis of existing European employees in the founding documents. and Slovene guidance on social 44 Our enterprise does not re-distribute any profits to its owners. We re- entrepreneurship. The list is by no means exhaustive and is open to invest all profits into the functioning of our enterprise. further suggestions. 44 Our enterprise creates at least 50% of revenue on the market and combines it with other revenue streams (e.g. grants and donations). 44
Our enterprise is organized as a cooperative owned by the producers and/ or suppliers of our product on the market (e.g. farmers, artisans, etc.).
Our enterprise is dedicated to the creation of a dignified life for all members of our supply chain. With all members of our supply chain we respect the rule of decent payment, educate and contribute to their skills development and have long term supplier contracts.
Our enterprise is based on a micro-distribution model in which the intermediaries and the sellers get at least 50% of their income from working for our enterprise.
Our enterprise employs individuals from vulnerable groups in percentage of total employees above legal requirements, i.e. individuals with disabilities, long-term unemployed, the unemployed above 55 years of age, Roma, minors with no formal education, unemployed people after their release from prison, migrants in integration programs, former addicts and the homeless.
Our enterprise was established with the intention to revitalize the local community in which we operate.
We do not recognize ourselves in the above descriptions.
The change we want to achieve and see in society From the list below, choose positive social impacts to which your busi- The below catalogue is a ness model and/or primary product of your enterprise contributes: combination of impacts created by existing and previous social 44 improved access to health services, entrepreneurs Zavod Viva and its partners worked with 44 poverty reduction, and an extraction of strategic 44 increased intergenerational cooperation, development documents like Start-up and Scale-up Initiative, 44 empowerement of producers in developing countries, Social Business Initiative, Vision of 44 decrease in discrimination based on any personal circumstance (race, Slovenia 2050 and UN Sustainable gender, ethnicity, nationality, age, disability, religion, class, etc.), Development Goals. 44
better integration of migrants,
healthier lifestyle for all, regardless of gender, age or socio-economic status,
increased quality of social and family care and/or care for people with disabilities,
quality and accessible formal and non-formal education,
support for art and preservation of cultural heritage,
socio-economic empowerment of vulnerable groups, 107
increased access to products and services previously unavailable to members of disadvantaged groups (social stores, organization of small suppliers, promotion of certified suppliers, etc.),
development and accessibility of science, research and education,
increased accessibility of tourist services,
increased accessibility to different form of finance, especially for people and organizations historically excluded from access to finance,
not relevant for our enterprise,
decrease in the use of toxic chemicals and other harmful substances,
prevention of pollution,
quality research and awareness raising about environmental challenges,
increase in accessibility of different types of finance for the realization of environmental goals,
increase in food self-sufficiency,
development of green tourist services and products,
development of sustainable technologies in industry,
not relevant for our enterprise,
From the list below, choose positive environmental impacts to which your business model and/or primary product of your enterprise contributes: 44
reduction of energy use, increase of energy efficiency and/or enabling access and development of renewable sources of energy,
increase in ecological food production,
decrease in the use of natural resources and/or maximization of natural resources efficiency use,
waste reduction (use of secondary materials and re-use of waste),
Theory of change, logic model and indicators of the change you are creating Theory of change Theory of change explains how and why your business model and/or product and/or service lead to positive change, i.e. specific changes in society you selected in questions 2 or 3. Your theory of change explains which social problem you are tackling, with which entrepreneurial activities, and how this leads to a desired change in society. In a short statement write down your theory of change:
Logic model Logic model is a tool that helps you define and outline the assumption about your theory of change. It lays out the links between inputs, activities, output, outcomes, and, ultimately, impact of your enterprise. Logic model is a tool used to show clearly to your founders, buyers, investors and other relevant stakeholders the social value you are creating with your entrepreneurial activities. We source our explanation from the materials developed by European Venture Philanthropy Association (2013) and Making sustainability work, Best practices in Managing and Measuring Corporate Social, Environmental and Economic Impacts (2014). To define your logic model, follow the 5 steps below
Theory of change is one of the most commonly used tools that guides social entrepreneurs in articulating the change they wish to see in society. We source our explanation from the materials developed by European Venture Philanthropy Association (2013) and Measuring and Improving Social Impacts (2014).
(ČRTA / OKVIRČEK)
ČRTA / OKVIRČEK
Our inputs: all resources, both capital and human, invested in entrepreneurial activities …
Financial resources, people involved and other non-financial resources of your enterprise
Our activities: strategy, structure, systems, programs and actions of our enterprise …
Management, development and implementation of programs, development of products and services, building new infrastructure, etc.
Social impact: the attribution of an organisation’s activities to broader and longer-term outcomes.
The change achieved in society that would not happen without you.
ČRTA / OKVIRČEK ČRTA / OKVIRČEK
Our outputs: the tangible products and services that result from our activities …
Number of people reached, items sold, etc.
Key performance indicator The last step of your impact journey is setting key performance indicators, i.e. verifiable, measurable and manageable indicators that show that you are achieving the envisaged change.
ČRTA / OKVIRČEK
Indicators are an assessment and benchmarking tool that help you assess your achievements and guide your future business decisions. They can relate to quantity and/ or quality of your service on your quest to achieve the desired change (number of training hours provided and/or level of beneficiary confidence):
Our outcomes: the changes, benefits, lessons learned or other effects (both long and short term) that result from our organisation’s activities …
Achieved change in society.
ČRTA / OKVIRČEK
Sources and suggestions for further reading: A Practical Guide to Measuring and Managing Impact (2013), European Venture Philanthropy Association. Source: http://www.oltreventure.com/wp-content/uploads/2015/05/EVPA_A_Practical_Guide_to_Measuring_and_-Managing_Impact_final.pdf Epstein J., Marc in Adriana Rejc Buhovac (2014) Making sustainability work, Best practices in Managing and Measuring Corporate Social, Environmental and Economic Impacts. San Francisco, Berrett-Koehler Publishers, Inc. Epstein J., Marc in Kristi Yuthas (2014) Measuring and Improving Social Impacts. San Francisco, Berrett-Koehler Publishers, Inc. Europe’s next leaders: the Start-up and Scale-up Initiative (2016), Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions, available at https://ec.europa.eu/docsroom/documents/20262/attachments/1/translations/en/ renditions/native Honeyman, Ryan (2014) The B Corp Handbook: How to Use Business as a Force for Good. San Francisco, Berrett-Koehler Publishers, Inc. Social Business Initiative (2011), Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions, available at http://eur-lex.europa.eu/legal-content/EN/TXT/ PDF/?uri=CELEX:52011DC0682&from=EN UN Sustainable development goals, available at https://sustainabledevelopment.un.org/ sdgs Vizija Slovenije 2050, available at https://slovenija2050.si/wp-content/uploads/2017/01/Vizija-Slovenije.pdf Zakon o socialnem podjetništvu (Uradni list RS, št. 20/11, 90/14 – ZDU-1I in 13/18), available at https://www.uradni-list.si/glasilo-uradni-list-rs/ vsebina/2018-01-0545?sop=2018-01-0545
The Book of Goodbiz. Editors: Anja Šerc and Tili Kojić Design: VBG - design studio DTP: Luka Pajntar, kaloop.si Print: Tiskarna Cicero Publisher: Zavod Viva, zavod za boljše življenje v Sloveniji Number of copies: 150
This publication has received financial support from the European Union Programme for Employment and Social Innovation "EaSI" (2014-2020). For further information please consult: http://ec.europa.eu/social/easi. The information contained in this publication does not necessarily reflect the official position of the European Commission. The publication is for promotional purposes only and is free of charge. Ljubljana, March 2018 CIP - Kataložni zapis o publikaciji Narodna in univerzitetna knjižnica, Ljubljana 658:316 The BOOK of Goodbiz / [editors Anja Šerc and Tili Kojić]. - Ljubljana : Zavod Viva, zavod za boljše življenje v Sloveniji, 2018 ISBN 978-961-288-311-9 1. Šerc, Anja 294041344 116
Published on Apr 17, 2018
The Book of Goodbiz is dedicated to a growing and diverse community of entrepreneurs and enterprises established with the intention to take...