Tfg tsc 17.06.2016 vd

a Social Business based on the Economy for
the Common Good

Irene Bullón Closas
Dra. Mercè Carreras-Solanas
Degree in Business Administration

If one dreams by himself, he stays a dreamer; but if you start dreaming with the others,
that is the beginning of a new reality.

RAPHAEL FELLMER

ABSTRACT

In this study we want to measure in which level does a social enterprise, “The Social
Coin”, contributes to the Common Good of our society. This company is in charge of
tracking different acts of kindness in a business, city or among the citizens.
We obtained the results after interviewing the CEO’s company, Ivan Caballero, and the
Matrix-Group components with the “Quick-Test”. We will try to establish a weighting
between the Test and the Matrix punctuation. Our main goal is to answer this two
questions while doing the project:
-Do the products and services that “The Social Coin” provides, increase the CG level of
their customers?
-Do they do it as a company for the ECG according to the CG Matrix evaluation? What
is the stakeholder’s opinion?

Keywords: Common Good Matrix, Human City Platform, Economy for the Common
Good, “Quick-Test”, The Social Coin, SPARK.

RESUM

Avui dia, l’Economia del Bé Comú és encara un concepte molt nou, desconegut per la
majoria de les persones. Sens dubte, el segle XX va ser un període ple d’avanços
tecnològics i descobriments científics que van canviar la història i el propi món en el
que vivim. Però el segle XXI podria anar, fins i tot, un pas més enllà. Mentre la societat
canvia, també ho fa l’educació, la tecnologia, el sistema d’assistència sanitària, l’estil
de vida i l’economia. A causa d’aquestes múltiples transformacions, sorgeix l’Economia
del Bé Comú, sent així el nou model econòmic futur desitjat.
D’acord amb l’Índex de Kauffman d’Activitat Emprenedora, la tassa empresarial als
EE.UU. i Europa ha superat la bombolla dot.com de fa 15 anys. Des de 2011, hi ha més
de 20 milions d’empresaris, amb empreses de nova creació. Aquest fet em va fer
pensar i voler estudiar un cas real: “The Social Coin”. La finalitat d’aquesta empresa és
realitzar un seguiment de les accions ètiques que pugui portar a terme una empresa,
una ciutat o individus.

En aquest estudi volem mesurar en quin grau contribueix aquesta empresa a
incrementar el Bé Comú de la societat. Els resultats els hem obtingut a través del Test-
Ràpid, entrevistant d’una banda el director general de l’empresa, i per altra banda els
agents socials de la Matriu. L’objectiu es poder respondre dues preguntes al llarg de
l’estudi:
-Els productes i serveis que “The Social Coin” proveeix, augmenten el nivell del bé
comú dels seus clients?
-Segons l’avaluació de la Matriu del Bé Comú, ho fa com una empresa del Bé Comú?
Que en pensen els agents socials?

Paraules clau: Economia del Bé Comú, Human City Platform, Matriu del Bé Comú, The
Social Coin, SPARK, Test-Ràpid.

1
TABLE OF CONTENTS

CHAPTER I: INTRODUCTION………………………………………………………………………… 3
1.1. Acknowledge…………………………………………………………………………………………... 3
1.2. Motivation goals……………………………………………………………………………………… 3
1.3. Chapters overview and methodology………………………………………………………. 4

CHAPTER II: MARKET AND GOVERNANCE……………………………………………………. 6
2.1. People vs. Corporations…………………………………………………………………………… 7
2.2. Local vs. Global………………………………………………………………………………………… 8

CHAPTER III: HOW CAN KNOWLEDGE EMPOWER CITIZENS?.......................... 11
3.1. The Economy for the Common Good Model……………………………………………. 12
3.1.1. Introduction of this concept………………………………………………………. 12
3.2. The Social Coin…………………………………………………………………………………………. 14
3.2.1. Company evolution……………………………………………………………………. 14
3.2.2. Introduction to the HCP project…………………………………………………. 18
3.2.3. Measures to maximize Impacts……………………………………………….…. 20
3.2.4. Implementation…………………………………………………………………………. 21
3.2.5. Ethics and Security…………………………………………………………………….. 24
3.3. Technical-tools…………………………………………………………………………………………. 24
3.3.1. Big Data……………………………………………………………………………………… 24
3.3.2. IoT and AI…………………………………………………………………………………... 25
3.3.3. Blockchain………………………………………………………………………………….. 25

CHAPTER IV: CASE STUDY: “THE SOCIAL COIN” TESTED BY THE COMMON GOOD….26
4.1. The Balance Sheet and the “Quick-Test” ………………………………………………….. 26
4.2. Application of the “Quick-Test” ………………………………………………………………… 28
4.2.1. The CEO………………………………………………………………………………………. 29
4.2.2. The Stakeholders…………………………………………………………………………. 30
4.2.2.1. Suppliers……………………………………………………………………..… 30

2
4.2.2.2. Investors……………………………………………………………………. 30
4.2.2.3. Employees including business owners……………………..… 31
4.2.2.4. Customers/Products/Services/Business Partners…….…. 31
4.2.2.5. Social Environment………………………………………………….…. 32
4.2.3. Contrasting the results…………………………………………………………..... 33
4.3. Application of the Common Good Balance Sheet Calculator…………………... 33
4.3.1. Description of calculation process……………………………………………. 33
4.3.2. Contrasting the significant results……………………………………….……. 35

CHAPTER V: CONCLUSIONS…………………………………………………………………….…… 44
5.1. Contributions……………………………………………………………………………………….…. 44
5.2. Conclusions………………………………………………………………………………………….…. 44
5.3. Improvement proposals and next lines of research…………………………….….. 46

CHAPTER VI: BIBLIOGRAPHY…………………………………………………………………….... 48
ANNEX I……………………………………………………………………………………………………… 51
ANNEX II…………………………………………………………………………………………………….. 52

3
CHAPTER I: INTRODUCTION

1.1. Acknowledgement
I would like to start giving a massive gratitude to three people: Anna Closas, Ivan
Caballero, and last but not least, Mercè Carreras-Solanas.
First of all, thank Anna Closas who was the first one motivating and encouraging me to
do a study about The Social Coin. Second of all, thank Ivan Caballero for his time and
commitment. Third of all, thank Mercè Carreras, my advisor. She made this project
possible and guided me through this economic model and made me realize about the
innovative future.
Thanks to Ling Liu who helped me to develop the project and also for his time and
dedication.
To my family and friends, thank you as well.
Finally, I would like to thank the University of Barcelona because without them this
project would have never been done.

1.2. Motivation goals
These four years in college I have learned many things about economy, management
and business. We are taught that to succeed as a company you have to be sneaky and
fight against any adversity. The way you succeed is indifferent as long as you reach the
break-even point, where you pass from losing money to start making profit. People
mislead, betray, and do anything to be on the top of the market. We have got to the
point where we are selfish people, just looking out for our interests and forgetting
about concepts such as teamwork, welfare, humility or cooperation.

I have been traveling and studying abroad in the past few years. I did an exchange
program in Karlsruhe, Germany, for about two years. Thanks to this experience, I met a
lot of people from different cultures around the world. Also, I have been able to work
for different companies in three different countries like Germany, Austria, and Spain.
Even though Germany and Austria were not home for me, I felt loved and comfortable
in both countries. For that reason, I would like to be part of some kind of social
company and learn more about the new economies, specifically the Economy for the

4
Common Good. We have had a capitalist system in our economy in the last two
centuries and this new concept of economy can make a huge impact.

1.3. Chapters overview and methodology
Chapter 1 belongs to the introduction. In one hand, I start appreciating all the people
who made this study possible. On the other hand, I explained what motivated me to
do this project and also the methodology I used to achieve it.

Chapter 2 wonders about what we call local and what we call global. Each person has a
different view of these two concepts. It is explained with help of the current moment
concerning about market, governance, citizenship and corporations.

Chapter 3 shows how technologies can empower the citizenship through a social
company, “The Social Coin” and other technical-tools. Also explains the concept of the
Economy for the Common Good.

Chapter 4 explains the results of implementing the “Quick-Test” to the CEO of “The
Social Coin” and comparing the answers with all the Matrix group components of the
ECG. We matched the results from the “Quick-Test” to the CG Balance Sheet. As the
results are generated and observed, is this concordant with all what is expected about
the company? This will be discussed in this chapter.

Chapter 5 states 3 parts: the contributions made to this project; the conclusions after
it, and finally, the suggested improvements of the project that we can contribute with
all what we have learned so far.

Chapter 6 contains the whole bibliography used.

Annex shows other information about the project that could not be on the main
chapters.

5
The methodology used to accomplish the study consists of: First, the information
about the company, “The Social Coin”, and their new project. This information gave us
a general idea about how their projects looks like. Secondly, the CG-tools available on
their webpage: such as the ECG calculation (excel document), the Guidelines for an
ECG Report, the “Quick-Test” and the Common Good Matrix.
Later on, as a reference, we consulted two university projects:
-One from a Pompeu Fabra’s University student which topic was “The Electric Bikes
market in Shanghai and Barcelona”. They used the Spanish version of the “Quick-Test”
and we will be using the English version, so there might be a tiny difference between
them.
-The other one is from a University of Barcelona’s student, named “L’economia del Bé
comú i la seva aplicabilitat a la Universitat de Barcelona”.
Finally, the main information comes from the well-known book named “La Economía
del Bien Común” by Christan Felber, the founder of this economic model.

6
CHAPTER II: MARKET AND GOVERNANCE

The economy, the market and the regulations that rules us today in our country, has
led us to the current state. High unemployment rate, evictions of entire families,
empty flats that banks cannot sell, exorbitant prices, etc.
The implementation, at the end of the 20th
century, of a politico-economic mainstream
capitalist model by developed countries and the Great Recession in 2007-2008,
triggered the real estate bubble burst and the international financial collapse, thus
jeopardizing thousands of countries.

The market is the best way to allocate resources, but history shows us that the current
market has several shortcomings. Most countries have a capitalist system where the
market plays a leading role: uncontrolled capitalism with private debt, environmental
destruction by multinational companies, outrageous employment conditions, etc.
But, at the same time, we find that there are still a few countries ruled by a communist
system trying to find a formula to integrate the market in their current economy (such
as China and Cuba). Therefore, the planned economy, as demonstrated by the failure
of the USSR, has proved to be unworkable.
The great advantage of these economies should be the more equitable distribution of
income, but the truth is that planners cannot know the preferences of consumers and
the potential shortages of basic goods and surplus (loss of labour and materials). There
is no effective coordination of production required by the market.

For many decades it has been said that there is no alternative, but the whole world is
seeking for a political and economic change. We note from a few years ago, a palpable
exponential evolution of technology and the creation of many start-ups (many with
social initiatives). They face a challenge to use this technology optimally and adapt it to
continuous technological change, both in the public and private sector.
We need a new market model and mostly knowing how to govern it.

7
2.1. People vs. Corporations
People and corporations are one, that means they have a common feature: they need
each other.
Since the Great Recession, as explained above, we find a dissatisfied population.
People take to the streets to protest (such as 15-M in Spain) and strikes of all kinds are
held to put pressure on the government and thus, catch politics attention.

Companies do not look after their workers; wages are incompatible with the
dedication of their job positions neither with their personal life. The contracts are
contrary to human dignity and there is a daily worker insecurity for fear of being fired
at any time.

“Viele Menschen glauben, dass wir die Welt nicht verändern können, aber die Wahrheit ist, wenn wir uns
ändern, verändern wir die Welt!”
1
(Raphael Fellmer)

We found a very interesting real case in Germany, of a person against society,
government, business and everything in general. Raphael Fellmer is a German activist,
born in Berlin in 1983, famous for leading a money strike for 5 years (2010-2015): a life
with no incomes, no bank account nor unnecessary consumption. It was a way to claim
a different way of life and, in turn, raise awareness and make people think critically
about how we live.
It all started when he began to question the way that we live. That is why he decided
to travel to Mexico without a budget and trying to survive without money. Thanks to
people’s generosity and, on the other hand, for society’s bad habit of throwing tons of
food, he could reach his goal. People who had nothing were willing to share without
expecting anything in return. After the trip he involved himself into various projects:
collaborative consumption, fight against waste of food and he was the founder of
"Lebensmittelretten"
2
.
On the other hand, he began a social act of placing “Social Fridges” in Berliner streets.
Tons of food in supermarkets containers, for the simple fact of having reached its
1
In English: “Many people think that we cannot change the world, but the truth is when we change ourselves, then
we can change the world.” http://www.playgroundmag.net/articulos/entrevistas/raphael-fellmer-vivir-sin-dinero-
eotopia_0_1501649825.html
2
“Food rescue”, in English (web page https://foodsharing.de/ )

8
freshness date, when we could actually still consume them. Globally we discard 40% of
the whole food production and like he says: “Stuffed dumpsters and empty stomachs”
3

Figure 1. “Social fridges” in Berlin

With this protest acts he could encourage other people and try to change their
mentality in corporations, in order to modify the market direction. The ECG (explained
in Chapter III) could compensate, for example, the supermarkets that do not throw
thousands of food in a good condition. This could be related to the Matrix-Box: E3
Reduction of environmental impact.

2.2. Local vs. Global
There have always been cultural, ideological and religious differences. This may create
conflicts among neighbours (such as the Balkan’s War), cities, countries and continents
which sadly, often results in wars, racism and social inequalities. There is a Socrates
famous quote that says: "I am not an Athenian or a Greek, but a citizen of the world."
Therefore, we find the ambiguity between what is local and what is global. We are a
very individualistic society that looks first for ourselves and after that, we may do
something for the others.

3
http://www.playgroundmag.net/articulos/entrevistas/raphael-fellmer-vivir-sin-dinero-
eotopia_0_1501649825.html

9
This can be reflected at a municipal, community, or state level. Even though society
have the possibility of contribute to the Common Good, they rather make profit for
their particular interests and sometimes in a highly unethical way. In Spain we have
uncovered cases of corruption, tax offenses or tax havens, which are taking place more
often since the crisis, such as the “Panama Papers’ case” where politicians and
important figures in many first world countries were involved.

Adam Smith said: “The best result comes from everyone in the group doing what is best for
himself”. Two centuries after, an American mathematician and university professor,
John Forbes Nash, who made huge contributions to game theory and partial
differential equations, reached one definitive conclusion: “Adam Smith’s statement was
incomplete, because the best result will come from everyone in the group doing what is best for
himself AND THE GROUP”.4

Thanks to globalization, projects that could have only been local were able to expand
outwards to exterior markets. This fact has his advantages and disadvantages, because
one runs the risk of being ambitious, wanting to grow and to spread uncontrolled
worldwide.
For this reason, the Economy for the Common Good bets for a regional economy and
encourages to purchase local products and services. The first steps with this model are
to be made at a local level, where the initial measures are taken.
In TSC’s case (explained in detail in section 3.2.) at the beginning of the Kindness Chain
their acts are at a local zone, but later the “social coins” (plastic physical tokens with a
coin shape) spread just to other countries and thus, becoming a global project.

TSC began as a B2C company: they created a “Pay It Forward”5
movement, such as the
Kindness Chain, among citizens through a “social coin” and its geographical movement
without borders; starting the chain in Barcelona and in some cases reaching the United
States, India and South America.
4
Scene from the film: “A Beautiful Mind” (2001, America).
5
For more information, please watch this video: https://www.youtube.com/watch?v=ZQLkhL_DOhc

10
Currently they are a B2B enterprise: the products and services offered are addressed
to companies. They offer a range of boxes with varying prices depending on the
characteristics required for each company. Inside of them, we can find TSC’s
merchandising, access to the platform for 6-12-24 months and its implementation,
useful information about the company and the “social coins” to distribute among
employees.

Since 2015 they are involved with a new project: the “Human City Platform”. This is a
platform for the inhabitants of a city (beginning at a local-level), but whose aim is to
extend on as many cities as possible around the world (become global).
They have not done yet any pilot-test, so we do not know how the results will be.

11
CHAPTER III: HOW CAN KNOWLEDGE EMPOWER CITIZENS?

All the current citizen empowerment is possible thanks to technology and the First
World countries’ development (such as the example of HCP, discussed above).

But what about all the countries that do not have access to these resources?
For now, we can predict that those are measures aimed at First World cities, thus
excluding underdeveloped countries that do not have Internet access nor the
technological innovations.
This concept is called Digital Divide, defined as the difference between those who can
access the Internet and can make use of the new services offered by the World Wide
Web, and those excluded from these services. This gap is due to the geographically
and socio-economic status differences, in conjunction with other cultural inequalities.
Underdeveloped countries do not have the same quality of technological
infrastructure nor the cultural capital to transform the circulating information to
relevant knowledge, as the First World countries can do. Likewise, we must also take
into account the divergences between the different literacy levels and the ability to
use ICT6
effectively that the citizens of poorer countries can have.
Latin America, for example, is working proactively with the inclusion of technology in
their education systems.
In India, from the moment that Muslim women were allowed to have a personal
mobile phone, they got back part of the freedom that their husbands denied to them,
thus living more independently. As an example, they are now able to communicate
with farmers and compare the prices of their products by simply making a call.

6
ICT: Information and communications technology.

12
3.1. The Economy for the Common Good Model

3.1.1. Introduction of this concept

“En la Economía del Bien Común, una empresa privada solo puede ser exitosa si también aumenta el
éxito de la sociedad"7
(Chrisitan Felber)

The ECG is an alternative model to the economic systems that we currently have. This
concept arose out of a meeting between Christian Felber (Salzburg 1972) and a few
Austrian entrepreneurs in 2009.
What the theory claims is nothing "new", since what it proposes is to be congruent
with the fundamental constitutional values and with the relationships that we already
have with economical behaviour.
At this time, there are almost 2000 companies, spread over 15 countries, interested in
joining the movement and more than 350 that already implement the Balance of the
Common Good (explained in paragraph 4.1.).
Today's businesses use a financial report (Statement of Financial Position, Profit and
Loss Account) to measure and compare the company's success.
But what the ECG determines is that the benefit should only be a vehicle towards the
main goal, not the main goal itself. As the economist Leopold Kohr said: "Growth is a
means to reach the optimal size"; meaning that each organisation, depending on its
market and purpose, has a specific ideal size. It is not necessary to grow physically and
economically, in order to succeed year after year.
Some municipalities and City Councils have already expressed their interest, in order to
contribute on a better and decent model, the Common Good.
The following table shows us some ECG measures taken in a Spanish City Council and a
relation with the ECG-Matrix (explained in section 4.1.):
- Miranda de Azán (Salamanca, Spain): in 2011, the City Council wanted to
implement this new economic model. As a result, they were the first Spanish
town to introduce the ECG concept.
7
In English: “In the Economy for the Common Good, a private Enterprise can only be successful if it also increases
the society’s success”. (http://www.rtve.es/noticias/20151110/felber-afirma-empresas-deben-contribuir-interes-
general-crecimiento-medio-para-lograr-bien-comun/1251680.shtml)

13
Table 1. Relation between some municipality’s ECG measures and the corresponding indicators
MIRANDA DE AZÁN ECG indicator
1.
Municipal regulations: adapt the ECG values to the
municipal regulations.
-
2.
Application of the Gross National Happiness (GNH): an
indicator that measures the quality of live in a more
holistic and psychological way than the GDP does.
-
3.
Local providers: Providers accomplish, at least, 5 points of
the ECG.
A1: Ethical Supply Management

4.
Pay equity: Fair employment and payment policies,
flexible work hours, work-life balance, equal opportunity.
C1: Workplace quality and
affirmative action
5.
Conferences, curses and chats: approach, dissemination
and citizen participation to the ECG concept.
C3: Promotion of environmentally
friendly behaviour of employees
(citizens in this case)
6.
Citizen involvement with political issues: citizens have
the right to participate on political decisions, concerning
about their own town.
C5: Corporate democracy and
transparency (in this case City Council
transparency)
7.
“Mercado Campesino”: (Farmer’s market) support the
production and sales of ecological products, local
craftsmanship. Their main goal is to achieve an ethical-
responsible consumer.
E2: Contribution to the local
community
8.
Ethical hiring and proximity purchase: buying local
establishments and cooperation with municipal
companies.
E2: Contribution to the local
community
9.
Environment defender: increasement in the creation of
more green zones. Concern among citizens about the
environment protection and promotion of a “green
economy”.
E3: Reduction of environmental
impact

10.
Neighbourhood assembly: the main reunion objective is
what the neighbours propose should be performed by
them.
E5: Social transparency and
codetermination.
Source: Made by the author, based on the document: “Miranda de Azán, Balance Municipio del Bien Común
Informe 2014”
8

8
See the following link:
https://www.google.es/url?sa=t&rct=j&q=&esrc=s&source=web&cd=9&ved=0ahUKEwjdi92PmePMAhVIsxQKHcSfC
HoQFghWMAg&url=http%3A%2F%2Fwww.economia-del-bene-comune.it%2Fde%2Fdl_de%2Finforme-miranda-de-
azan-2014.pdf&usg=AFQjCNHAqVHhRGaBFC43d868NU6k8f7PCA&sig2=cvmthMAjnIz2SjugY0gIww&cad=rja

14
With this table, we can observe that this municipality is really committed with the ECG.
In 2014 the City Council carried out a Balance Sheet Report with all the details of the
covered points. After the next elections in Spain (26th
of June 2016), their goal is to
produce a CG Index.
We took this municipality as an example of the ECG model, where the HCP (explained
in section 3.2.2.) could be useful and beneficiary for their citizens. It is a good, and
surely, a successful start for the TSC to implement his new platform.

3.2. The Social Coin

3.2.1. Company evolution

The Social Coin is a social start-up founded in Barcelona (Spain) by the CEO Ivan
Caballero, in 2013. They are still a small company with only 5 employees, but they do
have outsourcing projects with other companies on the same sector. With his team,
Ivan has developed the idea of a solution for measuring actions based on a chain of
favours. They created a social coin (physical) which travels from person to person
building a Chain of Kindness Acts. An individual (or company or university) obtains the
coin, who is now in charge of doing some good deed for his own city and citizens (or
for his company if she/he is an employee).

15
How does it work?

Figure 2. Kindness Chain steps
Source: Made by the author based on the company’s information provided

Each coin has a unique code number and a QR code, so the individual
can track and see the its movement. The coins are produced with
biodegradable materials and inside of it contains a seed. The user has a
profile page with statistics, such as points earned (1 act = 1 point). If you are an
employee, for example, your company can reward and recognize your efforts of
kindness.

Figure 3. Social coin’s characteristics
Source: Made by the author

1st step
•An individual receives a social coin
2nd step
•Proposes an act of kindness
•Begins the chain
3rd step
•Carries out the act
•Passes the coin to an other person
4th step
•The coin recipient updates the platform
5th step
•Kindness Chain grows after each act
•Every act is traceable on the platform
6th step
•After 3 months the coin can be planted
Social coin
Rose seeds
Unique code
number
QR code

16
The Social Coin is based on 6 components:

Figure 4. Components of TSC

Along these three years they became more influent among their market and many
companies (like Cisco, Telefonica, Iberdrola) and universities were interested in
participating and knowing more about the company.
Doing conferences and participating in several fairs around the world they reached an
admirable popularity.

The following sectors, detected a lack on their Corporate Social Responsibility (CSR), to
which TSC offered an opportunity:
• For companies
Companies can distinguish themselves from their competence using CSR as a tool for
brand differentiation, employee engagement and sustainable practices. TSC can
monitor, share and report their CSR activities to investors, employees and
shareholders. They also provide Key Performance Indicators (KPI) regarding CSR goal
efficacy and connects their communities to reinforce corporate reputation.
Schneider Electrics has already expressed his interest.

The Social
Coin
components
Mobile
Application
Platform
Dashboard
Social Coins
SPARK
scoring
Application
Program
Interface

17
Figure 5. Company Benefits with TSC platform
Source: Made by the author, based on https://thesocialcoin.com/company

• For universities and schools
Schools can promote global civility from the beginning of kids’ education. This will be
done by using, as a tool, the different citizenship values. Working on social and civic
competences in terms of knowledge, attitudes and skills they can learn a pedagogical
method. Students will also be a force to make TSC go viral.
The University of California-Berkeley is interested on TSC’s products and tools.

• For town and city councils
Currently there is no way of measuring kindness and solidarity ratings. This data will be
very useful for tourism, investment and social policy purposes allowing City Councils
understand better the citizens’ behaviour. In fact, a city’s GDP is no longer a trustful
measure for quantifying the economic wealth nor to attract investors to a city.
COMPANY
BENEFITS
Inspire your
employees
with
corporate
challenges.
Impact your
local
communities.
Have metrics
on Social
Responsibility
programs.
Engage
employees in
advocacy
activities.
Retain talent
Transform
your
company’s
culture.

18
Several big cities (Barcelona, Palo Alto, Santander and Tel Aviv) have already confirmed
their interest in implement a platform solution like this.
Barcelona City Council will be part of their new project, the Human City Platform
(explained in the next section).

Figure 6. City Benefits with TSC’s platform.
Source: Made by the author, based on https://thesocialcoin.com/cities

• For individuals:
With TSC’s platform, for instance, EU individuals can be motivated on integrations’
value, solidarity and citizenship.

3.2.2. Introduction to the HCP project

As they are a young and ambitious company, their current goal is to expand and go
viral. That is why they are currently working on a challenging project: “The Human City
Platform”, in order to be the unique digital platform to civic engagement in Smart
Cities. “The Social Coin” wants to improve their reputation system for individuals,
companies and communities through the SPARK (Scoring of Positive Acts of Real
Kindness).

CITY BENEFITS
Inspire
citizens with
city challenges
Engage
communities
with advocacy
activities .
Imapct in
people's real
needs
Have metrics
on locations,
communities
or challenges
Improve
people's lives!
Transform
your cities’s
culture.

19
What is the SPARK?
They developed a new unit of kindness measure: it means a new reputation layer for
the new economy based on the impact. Cities will incorporate this measure as a part of
their main “City Performance KPI Dashboard” to track citizen’s social activity and be
more citizen-oriented.
This project is funded by the European Commission, allowing TSC to position
themselves with a differentiated product and minimize technological risks.

Objectives and Ambition
The objectives set are:
1. Create a new unite to measure kindness (the SPARK) to make tangible good
deeds. They will collect data using API, WSS techniques and some others.
2. Increase viral rate by developing different types of “social coins” and lowering
the production costs to wide spread them among citizens.
3. Scale up on their current SaaS (Software as a Service) by including the third
participant: the city. Therefore, they need to develop a Dashboard to control
and make a good use of the information.
4. Carry out an exceptional pilot test.

The novelty of the project and the added value of their innovation, places them in
advantage towards other companies in the same market.
One of their main goals is to develop the platform to further understand of human
behaviour and organizations will be able to generate predictions and analytics to
improve better CSR strategies, human connections and business efforts. TSC wants to
improve on consumer-based behavioural data, industry and city behaviour-based
reports and mapping services.
City Councils have, currently, several metrics such as traffic, productivity, tourism and
so on, but not metrics on citizen engagement and values.
That is why they want to pioneer the SPARK, to track acts of kindness among citizens
and understand human behaviour of their own city.

20
3.2.3. Measures to maximize Impacts

TSC wants to include six key market users in his business:
1. CSR market: in general, technology and healthcare companies, together with
governments, are the biggest investors in CSR. Social media is accelerating the
engagement on CSR efforts, even in emerging countries such as China, Brazil
and India.
2. Employee engagement: Companies want to work on initiatives to create
discretionary employee effort, which leads to positive outcomes for the
enterprise.
3. Smart Cities market: Smart Cities will spend on citizen empowerment unlike
other cities whose main concern are mobility and energy areas.
4. Public relations: Organizations can take profit of TSC’s platform by improving
their reputation, such as community-conscious values, transparency and
burnish their image towards the public.
5. The Green Consumer market: They are valued potential consumers for
enterprises. When a company is concerned about the environment, social and
economic change, these green market will definitely be interested on their
products and services. Which means, they can gain another market-
segment/target consumers.
6. Big Data Market: It is envisaged that Big Data hardware, software and global
spending services will grow exponentially. With TSC, companies can identify
those CSR activities that fits better with employees, observe those employees
who are not actually engaged and respond to that.

The uniqueness of this value proposal enable them to offer a CSR SaaS solution for
organizations and win fast market attraction.
At this time, their market feedback has been highly positive, with lots of top
organizations using the TSC platform.

21
3.2.4. Implementation

Work Plan
HCP allows us, the individuals, to track stories of human connections and good deeds
and create the SPARK. For organizations with accurate CSR policies, they encourage
positive acts of kindness in society, being rewarded depending on which reputation
scoring the employee gets. EU wants also to implement this measure of transparency
on Big Companies, in order to report environmental and social matters.

The project is divided in 8 work packages and each one in different tasks:
• WP1: Scale up SaaS platform
The objective is to specify the functional and technical requirements of the HCP and
after this WP, a Specification Document of the new platform will be generated.

• WP2: Viralization
The system must guarantee viralization. What are the APIs for? It allows the platform
to be opened to external system and will integrate the most relevant social networks
through some connectors.
If they manage to find a low production-cost there will be, apart from the physical
ones, virtual coins accessible for everyone at zero cost.

• WP3: SPARK (subcontracted to Ateknea)
Here, they will analyse the current techniques and source tools based on semantic
analysis and implement a system to measure acts relevance based on their impact in
social media. This process will enable the creation of the SPARK, lead by a
subcontracted company, Ateknea Solutions Catalonia (further explanation below).
They will be in charge of the whole WP3.

• WP4: Integration & testing
WP4=WP1+WP2+WP3, that means an integration of the components developed in
previous steps. Actually, in order to guarantee a proper operation and a good
performance of the tasks, there will be partial tests along all the work packages.

22
• WP5: Pilots demonstration
This WP is in charge to validate the entire platform. As we said before, three world top
organizations have expressed interest on being part of the pilot demonstration
(Schneider Electrics, BCN City Council and the University of Berkeley). The outputs
generated (feedback, statistics, information, etc.) produces new inputs for WP4 to
provide the best solution.

• WP6: Commercialisation activities
The business innovation plan will be useful for commercializing the activities and a
financing plan will be regularly revised.

• WP7: Communication activities
Some outputs from WP5 are used in WP7 to promote campaign-based activities during
the period of the grant. In this work phase the objective is to capture attention, to
attract business and potential partners who could take benefit by adding this platform
at his organization.

• WP8: Management
They can review and assess the work reached at this point, optimize resources and
incorporate them back in to the WP6 and in WP7.

The Workpackage’s process will be as follow: firstly, the integration of the WP1, 2 and
3 components, and thus building the WP4. Secondly, the outputs generated in WP5
will produce new inputs for the previous step and also will be used in WP7 to promote
campaign activities. Finally, after all the process, the WP8 will review the gathered
information and incorporate it back to WP6 and 7.

Limitations, Risks and Contingency Plans
TSC has to deal with some barriers and risks as a company, such as entering a growing
market. They have several limitations on SaaS platform, as they are not a big company
and they have a small-sized team work:

23
- In order to scale up the current platform into a Human City Platform it is required
more technological development to integrate cities. The homogenization will allow
comparison among different companies, universities, cities and individuals. When they
reach this point of technology they will be able to obtain a “Human Kindness Score”.
- The social coins are made with biodegradable materials and that means an elevated
production-cost. At this moment, buying coins is only affordable for big companies and
universities, but not for its massive adoption by citizens. Therefore, it is required to
develop a new social coin with lower production-costs.

Figure 8. Ateknea Solutions

With the current contract of collaboration with “Ateknea Solutions” they can solve
these limitations, as they are specialists on technology.
Ateknea is a leading European engineering centre with huge experience in supporting
companies to transform their ideas into tangible projects. They provide research,
consulting and technology development, specifically in SMEs.
Due to its successful trajectory, they were who best suited with TSC’s needs and also
because of the geographic proximity. They are located in Cornellà de Llobregat
(Barcelona), only 10 kilometres far from TSC’s company situation.

24
3.2.5. Ethics and Security

Figure 9. TSC ethics

Concerning about the ethical issues, TSC set some security measures:
- Participation on the platform is not mandatory.
- They will not collect any sensitive personal data, only the one that the user allows.
- Multiple platforms data (such as Facebook, Twitter, Instagram) will be not crossed for
enriching user profiles, they will just aggregate information and create anonymous
data visualization.
- The information will be stored in Spain’s servers according to privacy regulations.

3.3. Technical-tools
If TSC, for instance, wanted to implement the HCP in Miranda de Azán they should use
some technical tools, apart from the ECG ones (such as the “Quick-Test” and the CG
Balance Sheet, explained in detail in paragraph 4.1.).
Down below some technical tools, used by The Social Coin, are described.

3.3.1. Big Data

The HCP is basically related with Big Data. This concept refers to a massive collection of
data and the procedures used to extract value from this data. Its main challenges
include: analysis, data curation, search, sharing, storage, transfer, visualization and
Does NOT work with:
-Humans embryos/foetuses
-Human cells/tissues
-Animals
-Environmental & Health
safety
-Dual use
-Misuse
Does work with:
-Humans
-Third countries
-Protection of personal data
-Other ethic issues
TSC Ethics

25
information privacy. For example, TSC could serve Smart City customers by gathering
terabytes of Big Data, regarding kindness behaviour of individuals at even a
neighbourhood-level in cities like Barcelona. This data could be used also at a
consumer-level by individuals, as part of their renting and real estate purchase
decision.

3.3.2. IoT and AI

The Internet of Things is one of the Big Data’s
applications in the media sector. It is an inter-
connectivity between devices, buildings, vehicles,
basically physical items, together with the Internet.
This leads us to a possible transformation of the media
industry, companies and even governments, driving us
to a new era of competitiveness and economic growth. The big amount of data
generated allows an elaborate layer on the present purpose mechanisms of the
industry. The social coins, for example, are IoT (tokens) that allows people to be
connected to a platform with a personal code.
Apart from that, the Artificial Intelligence studies the creation and design of systems
capable of solving everyday problems by themselves. Through computer science, logic,
mathematics and philosophy these machines are developed to reason like human
beings.

3.3.3. Blockchain

A Blockchain, or data base, is a public ledger of all performed Bitcoins9
transactions. It
is constantly growing up whenever a completed block is accomplished. These blocks
are added to the blockchain in a linear, chronological order. TSC will integrate it to
offer an open, secure and regulated environment. Platform participants will receive a
bitcoin “payment”, consisting actually of a reward.
9
A Bitcoin is a payment system where everyone has equal rights. Transactions take place between users directly,
without an intermediary, and they are recorded in a public distributed ledger called Blockchain.

26
CHAPTER IV: CASE STUDY: “THE SOCIAL COIN” TESTED BY THE COMMON
GOOD
4.1. The Balance Sheet and the “Quick-Test”
The Balance Sheet (or Matrix 4.1.) is the most important tool used in order to measure
the contribution to the ECG.
It consists of the 5 most frequent values contained within most occidental
democracies’ constitutions, which are: human dignity, cooperation and solidarity,
ecological sustainability, social justice and democratic co-determination and
transparency.
These values are related to the most important stakeholders of each company:
suppliers, investors, employees including business owners, customers/ products/
services/ business partners and social environment. From the intersection of values
and stakeholders emerge 17 indicators. The relationship between the different
variables creates 17 indicators of the Common Good and each one can get a score up
to a maximum 1000 points.

Figure 10. Matrix scores

The score is used to know to what extent the company maximizes the Common Good.
Therefore, the main objective is to inform consumers in advance before they choose
one product over another. Products will have a coloured label with a colour (red
indicates the worst punctuation and green the best one) corresponding to the score of
that company’s production and informing the customer about how much they are
contributing to the ECG.

27

Figure 11. Common Good Matrix 4.1.

On the Matrix when the row variables (letters) and columns (numbers) converge, they
generate a box that explains one of the 17 indicators. Those will be related to a "Quick-
Test” question.

The "Quick-Test” is an ECG tool that gives a quick overview of whether our company is
moving in the right direction. There are a total of 27 questions that connect the
company’s values with their stakeholders. Each one will be scored from 0 (minimum)
to 4 (maximum value), taking into account two facts:
• Some aspects from the Test have a special importance in the ECG; therefore,
the results of the questions 19, 21, 23, 25 and 26 must be multiplied by 2.
• In the case of One-Person Enterprises (OPE), the questions 7, 10, 11,12,13,14
and 26 must not be applied; the total is divided by 25 and multiplied by 32 (the

28
aspects given double importance, such as the question numbers mentioned
above, will be taken into account).10

4.2. Application of the “Quick-Test”
The best way to have a quick glimpse of the contribution that a company makes to the
ECG is by applying the test to an employee or, even better, to the owner of this
company. That is the reason why we applied the “Quick-Test” to TSC’s CEO, Iván
Caballero, with the corresponding 27 questions. The result was 117 points over 12811
.
This score is in the first section (the best one), which means that TSC has an
outstanding future projection towards the ECG main goal.

As for now, there is no direct relation between the “Quick-Test” and the Common
Good Matrix; we have been seeking an algorithm to solve this issue. We have found an
easy way to connect them with a rule of three.
In each of the 17 Matrix indicators there is a number, referred as the maximum
amount that can be obtained. So we took the maximum amount in the same indicator
on the “Quick-Test”, being the largest percentage and applying the rule of three with
the punctuation answered by the CEO. It is listed below:
- Maximal punctuation
- Real punctuation
*: questions 19, 21, 23, 25, 26 (D3, D4, E1, E3, E4 respectively) are multiplied by 2.

Table 2. Weighting between the Quick test and the CG Matrix
TEST
PUNCTUATION
MATRIX
PUNCTUATION
A1 = 12
->12
A1 = 90
X = (12*90)/12 = 90
B1 = 4
->2
B1 = 30
X = (2*30)/4 = 15
C1 = 12
->12
C1 = 90
X = (12*90)/12 = 90
C2 = 4
->3
C2 = 50
X = (3*50)/4 = 37,5
C3 = 4
->4
C3 = 30
X = (4*30)/4 = 30
10
See the Annex: The “Quick-Test”
11
See the Annex: The complete test punctuation.

29
C4 = 8
->8
C4 = 60
X = (8*60)/8 = 60
C5 = 12
->9
C5 = 90
X = (9*90)/12 = 67,5
D1 = 8
->7
D1 = 50
X = (7*50)/8 = 43,75
D2 = 8
->7
D2 = 70
X = (7*70)/8 = 61,25
D3 = 12*
->12
D3 = 90
X = (12*90)/12 = 90
D4 = 8*
->8
D4 = 30
X = (8*30)/8 = 30
D5 = 4
->3
D5 = 30
X = (3*30)/4 = 22,5
E1 = 16*(question
19 is also E1)
->16
E1 = 90
X = (16*90)/16 = 90
E2 = 4
->4
E2 = 40
X = (4*40)/4 = 40
E3 = 8*
->8
E3 = 70
X = (8*70)/8 = 70
E4 = 8*
->8
E4 = 60
X = (8*60)/8 = 60
E5 = 4
->2
E5 = 30
X = (2*30)/4 = 15
TOTAL = 912,5
Source: Made by the author based on the QT results

The result was 912,5 over 1000 points. This means that “The Social Coin” company is
within the best punctuation range, the dark green one (between 751-1000 points).

After applying the test to the CEO, we interviewed the company’s stakeholders.

4.2.1. The CEO

CEO: 117 points over 128.
Concerning many criteria and goals, TSC is contributing in a 90% to
the ECG. They are an exemplary enterprise and of course a long-
standing industry leader in the sustainability and social business
scene. Figure 12. Iván Caballero

30
It is an inspiration for other ethical-companies and co-enterprises, due to their pioneer
market position. We now recommend that they create a Common Good Report and
share it.
Ivan Caballero began his career with a senior level position in technology-focused
multinational companies. Meanwhile, he supported social impact start-ups, venture
acceleration, fundraising, client outreach and other functions.
He holds a Master and Bachelor degrees in business administration and marketing. His
main work experience lies in the social uses of technology and the Internet that work
to enhance communication, social entrepreneurship and impact, and citizen-oriented
cities. With his work at TSC, he has been inspiring people worldwide, participating
several times in TED talks and also speaking at the Mobile World Congress.

4.2.2. The Stakeholders

4.2.2.1. SUPPLIERS
(A1): 10 over 12.
Estel Tàpia is a Catalan association, whose main projects are socio-occupational
integration for people with a risk of social exclusion. They collaborate with TSC and
are in charge of the coin production.

4.2.2.2. INVESTORS
(B1): 2 over 4
As it was not possible to contact the investors, we searched for information about
them and about how ethical they are. There are only two investors in the Company:
- Startupbootcamp: is a Danish company whose main goal is to accelerate new start-
ups and try to share all the information about the market. Forbes called
Startupbootcamp “Europe’s Biggest Start-up Accelerator created by born again
Entrepreneur”12

- Mobile World Capital: is a Catalan organization which helps companies understand
the digital transformation and build a better society through technological digital
12
“Bootcamp: Europe’s Biggest Accelerator created by born again entrepreneur” (See the Web page:
http://www.forbes.com/forbes/welcome/)

31
transformation. Other goals are to empower young people in the digital world,
contribute to accelerate the digital transformation of society and support digital
entrepreneurs (like The Social Coin). They are in charge of the Mobile World Congress,
an internationally known event. We consider that they are completely transparent,
based on the information available on their webpage. More specifically in the
transparency portal, they include internal and organisational information; economic
and administrative management; relevant legal information13
.
Currently, they have a financial relationship with Banc Sabadell14
. They have a
Corporate Ethics Committee, meaning that they are involved and interested in ethical
issues concerning the organization’s philosophy. Following this explanation, we rate
the TSC’s investors with 2 points over 4 in the ECG metrics.

4.2.2.3. EMPLOYEES
(C1+C2+C3+C4+C5): 36 over 40
Anna Closas is one of the Company members of TSC. She is in charge
of the enterprise sales and partnership efforts at TSC, as an enterprise
technology sales expert and social entrepreneur with large experience
in sales management and product strategy.
In her last job, at Cisco, she held different positions, including retail
and healthcare account manager, as well as product sales specialist.

4.2.2.4. CUSTOMERS/PRODUCTS/SERVICES/BUSINESS PARTNERS
(D1+D2+D3+D4+D5): 20 over 40
We have talked to two different Social Coin’s customers. The first one is a customer on
the education sector, to whom we applied the Test through an interview.
This stakeholder should have answered 8 questions, instead of only 4. Number 17th

and 18th
are not answered due to the non-existence of competitors.
Jesuïtes School is a foundation with several schools in Catalonia, most of them in
Barcelona. Last year, March 2015, they began an initiative in collaboration with TSC,
where 13-year-old pupils participated in an altruistic favour chain.
13
Oficial Web Page: http://mobileworldcapital.com/transparency-portal/ 
14
At the end of this year, TSC, wants to change bank relations and work with Triodos Bank, a 100% ethical banking.
Figure 13. Anna Closas

32
This favour chains were related to acts of solidarity, to interaction between people and
to fostering social changes. The main goal was to exemplify the theme “Petites coses que
fan un món millor”
15
and observe the global impact with their small acts.

The other customer is a City Council who gave very positive feedback about the
company’s work. This is a clear example of a successful collaboration between “The
Social Coin” and The City Council of Sant Vicenç dels Horts (Barcelona). The positive
feedback was given by an employee, Yolanda Martín, who is a specialist on citizen
participation and cohabitation:
“The challenge of kindness is starting to flow and begins to incorporate new habits associated
with kindness, communication and interpersonal relations. I’ve seen that personal conversations
have greatly increased, even among people who didn’t normally use to speak in those terms.
This working environment improvement […] boosts the quality of strictly professional
performances.
In an area like ours, where we are all working for the public, […] the sensitivity to the diversity of
human beings is essential to provide quality public services.
A project like The Social Coin shares the idea that participation should serve as a tool for
transformation and pursues the co-responsibility of the different stakeholders. […] collaboration
between organizations, and even new forms of relationships and the services that they offer to
institutions, to citizens and to public administration.”
16

4.2.2.5. SOCIAL ENVIRONMENT
(E1+E2+E3+E4+E5): 8 over 32
This stakeholder should have answered 5 questions, instead of only 1 (as it happened
with the customers), due to lack of information.
Cristina Poblet Farrés is the Agent of the Principal for Foreign Relations and Students
in the University of Barcelona. She joined last year the BSWomenB-GWUB and
participated in a conference about “The Social Coin” held by Anna Closas, where she
received a social coin.

15
In English: “Little things that makes the world a better place”. See web page:
http://www.casp.fje.edu/es/node/8306
16
Original language version of the email is in Catalan.

33
4.2.3. Contrasting the results

-CEO’s total sum (A+B+C+D+E): 12+2+36+37+30 = 117 over 128
-Stakeholder’s total sum (A+B+C+D+E): 10+2+36+20+8 = 76 over 128
(See more details in Annex II: excel Table)

Table 3. Test results table in percentages

Source: Made by the author based on the Excel Table (see Annex II)

-Table overview: It is clear that the stakeholder’s company overview is weaker in
terms of Sales (D) and Social Environment (E) indicators. We will analyse carefully
these sections, due to the differences between what the CEO assumes to contribute to
the Common Good and the currently stakeholders’ vision.
Many of the divergences stem from the several questions that the stakeholders could
not answer and that therefore had 0 points. (Further explained in paragraph 4.3.2.)

4.3. Application of the Common Good Balance Sheet Calculator

4.3.1. Description of calculation process

Using the official ECG webpage17
on the Guidelines folder, we have access to:
- The Guidelines for Creating an ECG Report (Word document)
- An ECG calculator 4.1.3. English (Excel document)

17
http://balance.ecogood.org/matrix-4-1-en/guidelines-1
INDICATORS CEO STAKEHOLDERS
A 100% 83,33%
B 50% 50%
C 90% 90%
D 92,50% 50%
E 93,75% 20%
TOTAL 91,4% 59,4%

34
After applying the “Quick-Test”, if the company agrees, it is recommended that an
exhaustive review is carried out. We used the previous tools, in order to create an ECG
Report from “The Social Coin”. This can be executed due to the similarities between
the “Quick-Test” and the CG Balance Sheet (as we explained in paragraph 4.2.). With
the CG Balance Sheet, we will obtain more accurate scores than the ones we obtained
with the QT.

We used the following methodology in order to match the results from the test:
1. We compare the Test-question with the corresponding Balance Sheet indicator and
consider if there are the same number of questions. In all indicators (except in A)
we see that they do not match with the number of sections, but we still continue
the process.
2. The percentage we give to each section varies according to the test number:
0= 0% ; 1= 25% ; 2= 50% ; 3= 75% ; 4= 100%
3. The allocated weights to each section also follow a pattern:
Everything on the indicator is mentioned on the QT
- AVERAGE: indicators which have the same number of subsections and the
content matches (this only occurs in variable A), as well as, when all the sub-
sections of one indicator are reflected on the corresponding Test question
(even if there are four subsections in the BS and the Test has only 1: such as
B1).
Only some of the sub-indicators are mentioned on the QT
- HIGH: the sub-indicators are consistent with the QT.
- LOW: the sub-indicators do not appear on the QT.
- DOES NOT APPLY: the stakeholder does not answer the question or it is
unknown, which means that sub-indicators are rated with zero points (variable
D questions: 17, 18, 19, 22; variable E: 24, 25, 26 ,27).

The weights are the same in both cases, except on the variables D and E, since the CEO
has answered all the questions and the stakeholders have not. This is the reason there
are many DOES NOT APPLY weights in the stakeholder’s BS.

35
We started with the stakeholders’ case, since it was easier to fill the gaps. We had no
weighting done, so new data had to be generated.
Nonetheless, the CEO Balance Sheet was harder to calculate. In this case, we had
already done a weighting before, so we should approximate the values from it to the
BS. For example, if in one indicator we had a maximum value on the matrix, C3 = 30
being a 100%, on the BS we should have the same percentage.

As a result, we obtained a total sum for the CEO = 915 (very rough to the 912,5 from
the weighting) and a total sum for the stakeholders = 553.
Why did we obtain such a huge difference between both of them? This will be
answered in the next paragraph (4.3.2.).

4.3.2. Contrasting the significant results

Why is the CEO’s vision so positive (almost the maximum, 1000) and the stakeholder’s
vision only half score (550)?18

We have observed that the major divergences are between the variables E and D. For
this reason, in this section we will compare and analyse them.
- Total percentage of variable D: CEO 93%; Stakeholder 34%.
- Total percentage of variable E: CEO 95%; Stakeholder 31%.
We should examine each variable and their respective indicators in detail, in order to
answer these questions.

18
On page 41 and 42 we have the two Matrixes, the first one corresponds to the CEO and the second one to the
stakeholders.

36
o VARIABLE D:

Graphic 1: Variable D

Source: Made by the author based on the Balance Sheet

-D1: Ethical Customer Relations. [CEO (90%); Stakeholders (100%)]
The stakeholders’ opinion, customers in this case, is that they are fully satisfied with
the service they receive from TSC. The CEO also scores it as exemplary, but believes
they can still improve a little more.
Ethical values, satisfaction of basic needs, transparency with the products or services
offered; this is why the customer scored it as exemplary.
However, the CEO feels that they can even further improve by developing its product
and the sales and after-sales service that they offer. They also want to improve in the
areas of transparency in their products, fair prices and the ethical selection of clients.

-D2: Cooperation with businesses in the same sector. [CEO (90%); (Stakeholders
(0%)]
The CEO considers that cooperation with companies in the same sector is almost
perfect, but what we find most surprising is the huge difference regarding the client’s
opinion, who did not answer the question.
The 17 and 18 Test questions (corresponding to D2) were not asked to the stakeholder
due to the non-existence of competitors. Therefore, that part of the Test scored 0
points and on the BS classified as DOES NOT APPLY. CEO’s punctuation is so high
0%
20%
40%
60%
80%
100%
D1 D2 D3 D4 D5
CUSTOMERS/PRODUCTS/SERVICES/PARTNERS
CEO Stakeholders

37
because he has all the information concerning the company, unlike the clients who
have no access to it.

-D3: Ecological design of products and services. [CEO (100%); (Stakeholders (30%)]
We note the highest score given by the CEO, thus being exemplary on this indicator.
Customer’s valuation is not even half of the total.
TSC’s products and services are sector leaders, such as the coins (their main product)
which are cradle-to-cradle (it is obtained and planted after 3 months, and later grows
into a plant with seeds), thence the CEO rated D3 with a 100%.
In contrast, the client does not know certain information like, for instance, as
mentioned above, whether TSC’ products are sector leaders and if they are active for
ecological utilization. Nevertheless, they consider exemplary the active communication
of ecological and lifestyle aspects as a key part of customer relations.
D3.1. and D3.2 were allocated as DOES NOT APPLY, but D3.3 is scored, so we have
allocated this sub-indicator with a HIGH weight.

-D4: Socially oriented design of products and services. [CEO (100%); (Stakeholders
(50%)]
The CEO considers this indicator as exemplary agreeing with customer’s opinions.
Both scores match in the Test, but we can see that the same does not happen to the
Matrix.
This issue occurs because the sub-indicator "D4.2: Structures worthy of promotion are
supported by sales policies" is not in test-question number 21 (D4). For this reason, we
have set: DOES NOT APPLY and the stakeholder does not get any percentage (0%).
However, the CEO has a maximum rate because it should be strictly limited to the
weighting that we have already done.

-D5: Raising social and ecological standards. [CEO (80%); (Stakeholders (0%)]
The CEO believes he has an exemplary assurance and verifiability of higher standards,
such as external audits, cooperation with NGO’s; a high transparent lobbying process;
concerning all major socio-ecological aspects. We assume that the CEO knows about all
this information and therefore scores it highly.

38
Once more, we allocate D5 stakeholder’s indicator with a DOES NOT APPLY weight.
The client has not responded, due to the lack of available information.

o VARIABLE E:

Graphic 2: Variable E


-E1: Products/services meet a basic need or serve the development of human
beings/the community/the earth and generate positive use. [CEO (100%);
Stakeholders (100%)]
Both CEO and Social Environment’ stakeholders place the punctuation on a maximal
level and thus, exemplary. Up to 100% of TSC’s products and services meet basic
needs, have a positive impact and solve major societal problems. They also have a
higher quality in terms of social and ecological aspects (for example, mobility: train,
bicycle).

-E2: Contribution to the local community. [CEO (100%); (Stakeholders (0%)]
Clearly there is a total divergence, since the CEO values the indicator as perfect and
the stakeholder does not give any score. This is because the stakeholder knew nothing
about this indicator and we decided to put a zero score, as well as a DOES NOT APPLY
weight.
Again, we emphasize the fact that they do not have enough public information and we
are not able to respond in terms of how much money/resources/efforts contribute to
0%
20%
40%
60%
80%
100%
E1 E2 E3 E4 E5
SOCIAL ENVIRONMENT
CEO Stakeholders

39
societal commitment and social responsibility, or even if they collaborate with NGOs.
The stakeholder also has no data concerning which societal effects TSC aims to achieve
nor the experience-level they have reached and how stable is their commitment.

-E3: Reduction of environmental impact. [CEO (100%); Stakeholders (0%)]
Once again, the CEO scores it at 100% believing that TSC’s ecological print is low in
their sector and has few negative ecological effects.
The stakeholder could not answer to this indicator, due to the lack of information.
We can assume that they are an innovative and sector leader enterprise, due to the
fact that they are a social start-up.
On the other hand, we cannot measure the absolute impact due to the unpublished
environmental data and parameters information in ecological aspects (such as use of
materials, energy and water consumption, emissions, waste).

-E4: Investing profits for the Common Good. [(CEO 100%); (Stakeholders: 0%)]
The CEO has a maximal score, unlike the stakeholder who has no punctuation.
We can observe a massive discrepancy because the stakeholder has no information
about the external dividend pay-out of the company and if their use of profits is
oriented to the Common Good. That is why the CEO has this score, because he has all
the information about this indicator and knows how to punctuate it.

-E5: Social transparency and co-determination. [CEO (50%); Stakeholders (0%)]
The CEO thinks they can improve much more in terms of societal transparency and co-
determination: TSC have not done yet an official CG Report, but already have shown
their interest in doing it (as they have given us permission to procure a report on this
study). The stakeholders have again no data about this indicator.

40
After using the tools and with the help of tables and charts in this study case, we reach
conclusion.
Firstly, we recommend to the company that it be more transparent. Most of the
stakeholders, specially the Clients and the Social Environment, lack some information
about the company, which would be very useful as a simply enterprise overview.
Secondly, they should disclose and publish more data, in order to covering new
markets and possible customers. They would be, due to the pioneer market position
and their projects, as an inspiration for the other ethical-companies and co-
enterprises.
And finally, we recommend more communication and co-determination among the
CEO and the company’ stakeholders, to achieve a lower divergence between their
different opinions. Not all the significant data should be published, but maybe the
main stakeholders, such as providers and clients, should be able to consult them. This
would be beneficial for both of them.

41

Company:,Year:2015
Valueu
Stakeholdersq
A:Suppliers90from90100%
B:Investors15from3050%
90from90100%40from5080%30from30100%60from60100%63from9070%
0from-100
Non-disclosureof
subsidiaries
0from-100
0from-100
Note:Thisisnotanauditedbalance
0from-100
Excessiveincomeinequality
withinabusiness
Jobcutsormovingjobs
overseasdespitehaving
madeaprofit
Non-disclosureofpayments
tolobbyists
Equityyieldrate>10%
ViolationofILO
norms/humanrights
Hostiletakeover
Massiveenvironmental
pollution
Productsdetrimentalto
humandignityandhuman
rights
Blockingpatents
CGBalanceSheetCalculator,Version4.1.3
D4:Ecologicaldesignof
productsandservices
COMMONGOODMATRIX
Balancesum:
Outsourcingtoor
cooperatingwithcompanies
whichviolatehumandignity
Dumpingprices
Plannedobsolescence(short
lifetimeofproducts)
C2:Justdistributionoflabour
D:Customers/
Products/Services/
BusinessPartners
D1:EthicalCustomer
Relations
C:Employeesincl.
BusinessOwners
0from-2000from-200
E1:Products/servicesmeet
abasicneedorserve
humanity,animallife,nature
0from-150
0from-200
EcologicalSustainabilitySocialJustice
A1:EthicalSupplyManagement
C1:Workplacequalityand
affirmativeaction
Grossviolationof
environmentalstandards
0from-150
0from-2000from-200
from1000Points915
E:SocialEnvironment
NegativeCriteria
0from-200
0from-200
0from-150
0from-200
Subsidiariesintaxhavens
Unequalpayforwomenand
men
0from-200
Prohibitionofaworkscouncil
0from-150
E4:Investingprofitsforthe
CommonGood
E5:Societaltransparency
andco-determination
C3:Promotionof
environmentallyfriendly
behaviourofemployees
D3:ÖkologischeGe-staltung
derProdukte
undDienstleistungen
HumandignityCooperationandsolidarity
D5:Raisingsocialand
ecologicalstandards
B1:EthicalFinancialManagement
E2:Contributiontothelocal
community
E3:Reductionof
environmentalimpact
D2:Cooperationwith
businessesinsamesector
Co-Determinationand
Transparency
C4:Justincomedistribution
C5:Corporatedemocracy
andtransparency

42

Company:,Year:2015
Valueu
Stakeholdersq
A:Suppliers72from9080%
B:Investors15from3050%
HumandignityCooperationandsolidarity
D5:Raisingsocialand
ecologicalstandards
B1:EthicalFinancialManagement
E2:Contributiontothelocal
community
E3:Reductionof
environmentalimpact
D2:Cooperationwith
businessesinsamesector
Co-Determinationand
Transparency
C4:Justincomedistribution
C5:Corporatedemocracy
andtransparency
0from-200
Prohibitionofaworkscouncil
0from-150
E4:Investingprofitsforthe
CommonGood
E5:Societaltransparency
andco-determination
C3:Promotionof
environmentallyfriendly
behaviourofemployees
D3:ÖkologischeGe-staltung
derProdukte
undDienstleistungen
from1000Points553
E:SocialEnvironment
NegativeCriteria
0from-200
0from-200
0from-150
0from-200
Subsidiariesintaxhavens
Unequalpayforwomenand
men
0from-150
0from-200
EcologicalSustainabilitySocialJustice
A1:EthicalSupplyManagement
C1:Workplacequalityand
affirmativeaction
Grossviolationof
environmentalstandards
0from-150
0from-2000from-200
Outsourcingtoor
cooperatingwithcompanies
whichviolatehumandignity
Dumpingprices
Plannedobsolescence(short
lifetimeofproducts)
C2:Justdistributionoflabour
D:Customers/
Products/Services/
BusinessPartners
D1:EthicalCustomer
Relations
C:Employeesincl.
BusinessOwners
0from-2000from-200
E1:Products/servicesmeet
abasicneedorserve
humanity,animallife,nature
ViolationofILO
norms/humanrights
Hostiletakeover
Massiveenvironmental
pollution
Productsdetrimentalto
humandignityandhuman
rights
Blockingpatents
CGBalanceSheetCalculator,Version4.1.3
D4:Ecologicaldesignof
productsandservices
COMMONGOODMATRIX
Balancesum:
0from-100
Non-disclosureof
subsidiaries
0from-100
0from-100
Note:Thisisnotanauditedbalance
0from-100
Excessiveincomeinequality
withinabusiness
Jobcutsormovingjobs
overseasdespitehaving
madeaprofit
Non-disclosureofpayments
tolobbyists
Equityyieldrate>10%

43
Figure 14. CEO and stakeholder’s Value Star

Figure 15. CEO and stakeholder’s Stakeholder Star

HUMAN DIGNITY 246 from 254 97%
COOPERATION AND SOLIDARITY 164 from 184 89%
ECOLOGICAL SUSTAINABILITY 211 from 214 99%
SOCIAL JUSTICE 171 from 174 98%
CO-DETERMINATION AND TRANSPARENCY 123 from 174 71%
SUM 915 from 1000 92%
BALANCE SHEET OVERVIEW
CG Balance Sheet Calculator, Version 4.1.3
Value Star for
HUMAN DIGNITY
COOPERATION AND
SOLIDARITY
ECOLOGICAL
SUSTAINABILITY
SOCIAL JUSTICE
CO-DETERMINATION AND
TRANSPARENCY
HUMAN DIGNITY 247 from 254 97%
COOPERATION AND SOLIDARITY 67 from 184 37%
ECOLOGICAL SUSTAINABILITY 74 from 214 35%
SOCIAL JUSTICE 92 from 174 53%
CO-DETERMINATION AND TRANSPARENCY 71 from 174 41%
SUM 553 from 1000 55%
Value Star for
HUMAN DIGNITY
COOPERATION AND
SOLIDARITY
ECOLOGICAL
SUSTAINABILITY
SOCIAL JUSTICE
CO-DETERMINATION AND
TRANSPARENCY
SUPPLIERS 72 from 90 80%
INVESTORS 15 from 30 50%
EMPLOYEES 284 from 320 89%
CUSTOMERS / PARTNERS 92 from 270 34%
SOCIAL ENVIRONMENT 90 from 290 31%
SUM 553 from 1000 55%
Stakeholder Star for
SUPPLIERS
INVESTORS
EMPLOYEESCUSTOMERS / PARTNERS
SOCIAL ENVIRONMENT
SUPPLIERS 90 from 90 100%
INVESTORS 15 from 30 50%
EMPLOYEES 283 from 320 88%
CUSTOMERS / PARTNERS 252 from 270 93%
SOCIAL ENVIRONMENT 275 from 290 95%
SUM 915 from 1000 92%
Stakeholder Star for
SUPPLIERS
INVESTORS
EMPLOYEESCUSTOMERS / PARTNERS
SOCIAL ENVIRONMENT

44
CHAPTER V: CONCLUSIONS

5.1. Contributions
This project is based on research on the Economy for the Common Good. It explains
and analyses this new economic model. To carry out the study, we have used the
different tools at our disposal.

The contributions that we have made to the ECG with this work are as follows:
- The examination of a social enterprise in connection with the ECG and the “QT”
application to the different social agents. Our case study reveals the kind of results
that we could obtain from a CG Report.
- We have carried out a weighting between the Test and the Matrix. So far we have
not observed any direct relationship between them, due to the numerous factors on
which a company depends (including, the uniqueness of each company being valued).
However, we estimated it because it can allow to have a quick glimpse while
comparing the values.
- An easier English translation of the "Quick-Test" questions but, in this case, adapted
to the company “The Social Coin”.

5.2. Conclusions
The concept of the Economy for the Common Good is increasingly present in our lives.
There are a lot of motivated people working and researching this new economic
model, in order to ensure that it does not remain only an utopian dream and
something impossible to achieve in our society. Many would like to this model become
a reality with help and collaboration from everyone.
This project has marked a before and after, not only at the academic or professional
level, but also at a personal level beyond learning. I consider myself extremely
fortunate to have had the opportunity to conduct a study about this economic model
and to have been able to examine it in depth. Doing a project of this magnitude implies
a challenge and entails a great deal of responsibility. Thanks to the help and guidance
of my tutor and others who contributed to this work, we have seen that this concept is
compatible with our current society.

45
We have verified that this model is already present in some towns at a local-level, but
the ultimate goal is for it to become a worldwide applicable model.
Thanks to the case study we have noted that an increasing number of companies focus
their business practices to the contribution of the CG, and thus undergoes the benefits
that entails. “The Social Coin” is a social enterprise, therefore, quite geared towards
this new model. That is why, they do not hesitate to take on new challenges and
projects such as the “Human City Platform”. This is a project that goes further and aims
to cover all citizens and their good deeds, to contribute to the Common Good of their
own city.
After the study we can answer the questions initially raised:
- Do the products and services that “The Social Coin” provides, increase the CG level
of their customers?
According to section 4.2.2., this project has proved that the TSC is one of those 2000
enterprises interested in being part of the Economy for the Common Good. The
products and services offered, clearly increase the CG level of their customers, as well
as the other stakeholders.
However, we want to especially focus on customers. Thanks to the two examples
mentioned in paragraph 4.2.2.4, we ascertained that, on the one hand, with their
products (the “social coins”, the platform, the application) they create beautiful
projects that build ties among a wide range of people and acts of kindness are
performed.
On the other hand, the services offered to the City Council of Sant Vicenç dels Horts
(Barcelona) proved that communication among workers increased and the overall
involvement was affected in a very positive way. For instance, through new
collaborations between entities and improvement of their offered services to
institutions, citizens and Public Administration.
Therefore, we believe that TSC increases the level of common welfare of their clients.

46
- Do they do it as a company for the ECG according to the CG Matrix evaluation?
What is the stakeholders’ opinion?
We got two different views with the case study, one from the CEO and the other one
from the stakeholders.
The CEO is ambitious and aims to achieve the maximum ECG goal; thus he got a high
score based on his positive overview of the company and the objectives set.
The stakeholders are generally also satisfied with the company, its values and
practices. But we want to highlight the customer’s and social environment’s opinions,
with which we went deep with the analysis.
We observed a lack of public information, as well as the difficulties to access such
information and to consult issues about social cooperation, ecological sustainability
and democratic co-determination and transparency. Stakeholders did not respond to
some questions about these factors due to the low transparency of the company.
Finally, we would like to add that a better communication between the stakeholders
and the CEO could reduce those differences between them. Thus, if we take as an
example the questions we asked an employee (indicator C), we observe a clear
communication and connection among the CEO and the employee, thus being the
stakeholder with the most similar percentage between them two (88% CEO and 89%
the stakeholder).

5.3. Improvement proposals and next lines of research
Throughout the study some problems have emerged, which we have had to deal with.
Firstly, in reference to the “Quick-Test”, we propose to rewrite it in order to match a
few differences that we have noticed between the German, the English and the
Spanish translation. Which are:
- Question number 10: “In my enterprise there is a maximum income divide of
1:4 […]” on the English and German version; “Mi empresa tiene una diferencia
salarial máxima de 1:3 […]” on the Spanish version; and finally on the ECG official
book (C. Felber) it is written on page 313 that “[…] the maximum income should
be ten or twenty times the lowest paid salary […]”. Which one should we take
as the correct one?

47
- We have estimated the total sum questions and we obtained a result of 128
points, not 126.
- In general, both translations (Spanish and English) should be checked over in
order to be more accurate to the original version.

In addition, as we have already said, the “Quick-Test” is only a prompt overview of the
company, but we suggest to adjust it in order to suit the different forms of enterprises,
depending on:
-The size: whether it is an OPE; a microenterprise; or a small, medium or large
business.
-The difference between public or private company.
-The sector to which it belongs: primary, secondary, tertiary.
-The year of foundation.
-If it is an NGO (non-profit company) or a profit one.
Secondly, relating to the Balance Sheet CG Report, the Test questions did not match
with the BS often. This happens, because the BS is much more extensive and detailed
than the Test. For this reason, we want to point out that the final score is only an
approximation. Finally, we want to emphasize the difficulties that we had to access the
information about the company. As we said, the CEO gave us some data, which he
thought it was enough, but as time went by we saw that this was insufficient.

After the investigation that we have done, we have seen that some future lines of
research could be done, like the performance of several interviews with different
people from each group of stakeholders, in order to have an extensive field of study.
Furthermore, it would be very interesting to compare “The Social Coin” to another
social enterprise.

48
CHAPTER VI: BIBLIOGRPAHY

Articles
Economía del Bien Común. Madrid. (2013). Miranda de Azan, un pequeño-gran
municipio. [online] Available at:
https://ebcmadrid.wordpress.com/2013/03/11/miranda-de-azan-un-pequeno-
gran-municipio/ [Accessed Apr. 2016].
Elbierzonoticias.com. (2015). El pueblo del bien común. [online] Available at:
http://www.elbierzonoticias.com/frontend/bierzo/El-Pueblo-Del-Bien-Comun-
vn25431-vst1482 [Accessed Apr. 2016].
Felber, C. (2015). Felber afirma que las empresas deben contribuir al bien común y que
el crecimiento es un medio para lograrlo - RTVE.es. [online] RTVE.es. Available
at: http://www.rtve.es/noticias/20151110/felber-afirma-empresas-deben-
contribuir-interes-general-crecimiento-medio-para-lograr-bien-
comun/1251680.shtml [Accessed Nov. 2015].
Grupobancosabadell.com. -. [online] Available at:
https://www.grupobancosabadell.com/es/RSC/RESPONSABILIDAD_SOCIAL_CO
RPORATIVA/ [Accessed Apr. 2016].
Mirandadeazan.com. (2016). 2. Fomento de la EBC en el Municipio - Ayto Miranda de
Azan. [online] Available at: http://www.mirandadeazan.com/municipio-del-
bien-com%C3%BAn/semillas/2-fomento-de-la-ebc-en-el-municipio/ [Accessed
Apr. 2016].
PlayGround Magazine. (2015). Feliz sin dinero: o cómo renunciar al consumo para salir
ganando. [online] Available at:
http://www.playgroundmag.net/articulos/entrevistas/raphael-fellmer-vivir-sin-
dinero-eotopia_0_1501649825.html [Accessed Apr. 2016].

Books
Felber, C. (2015). La economía del bien común. 2nd ed. Barcelona: Ediciones Deusto.

Digital Files
Pinotti Baldrich, J., Ribera Esteve, M. and Sánchez Martín, J. (2015). Balance Municipio
del Bien Común Informe 2014. [PDF] Miranda de Azán. Available at:
https://www.google.es/url?sa=t&rct=j&q=&esrc=s&source=web&cd=9&ved=0a
hUKEwjdi92PmePMAhVIsxQKHcSfCHoQFghWMAg&url=http%3A%2F%2Fwww.
economia-del-bene-comune.it%2Fde%2Fdl_de%2Finforme-miranda-de-azan-
2014.pdf&usg=AFQjCNHAqVHhRGaBFC43d868NU6k8f7PCA&sig2=cvmthMAjnIz
2SjugY0gIww&cad=rja [Accessed Mar. 2016].
Slideplayer.es. (2016). La presentación "Segundo Encuentro Internacional Municipios
por la Felicidad Expositor: Orlando Valle. Contador Auditor, Magíster en
Tributación y miembro del campo de.". [online] Available at:
http://slideplayer.es/slide/9477129/ [Accessed Apr. 2016].
Test Rápido de la "Economía del Bien Común". [online] Available at: http://economia-
del-bien-comun.org/sites/default/files/EBC_Test_Rapido_Empresas.pdf
[Accessed Nov. 2015].

49
List of Figures
Figure 1: http://www.playgroundmag.net/noticias/actualidad/Lebensmittelretter-
foodsharing-frigorificos-comida-Berlin_0_1436856303.html [Accessed April 2016].
Figure 2: Based on the company’s main information provided.
Figure 3: https://www.google.es/search?q=the+social+coin&biw=1140&bih=605&sour
ce=lnms&tbm=isch&sa=X&sqi=2&ved=0ahUKEwiVkPeO4KTNAhXGyRoKHRPRBzMQ_A
UIBigB#imgrc=StkZaedBbvHbAM%3A [Accessed Mai 2016].
Figure 5: https://thesocialcoin.com/company [Accessed March 2016].
Figure 6: https://thesocialcoin.com/cities [Accessed March 2016]
Figure 7: https://www.google.es/search?q=ateknea+solutions&source=lnms&tbm=isch
&sa=X&ved=0ahUKEwiLx_rh5KTNAhXIfRoKHQrtD_UQ_AUICCgB&biw=1140&bih=605#i
mgrc=sn5l1IMeFWdA0M%3A [Accessed March 2016]
Figure 9: https://www.ecogood.org/gemeinwohl-bilanz/was-ist-die-gemeinwohl-bilanz
[Accessed June 2016]
Figure 10: http://balance.ecogood.org/matrix-4-1-en/ecg-matrix-en.pdf [Accessed Feb.
2016]
Figure 11: https://www.google.es/search?q=the+social+coin+team&espv=2&biw=1140
&bih=605&tbm=isch&tbo=u&source=univ&sa=X&ved=0ahUKEwiq7Yii6aTNAhVDbBoK
HSXPATgQsAQIWw#tbm=isch&q=ivan+caballero&imgrc=TDgXiYdTElzPvM%3A
[Accessed April 2016]
Figure 12: https://www.google.es/search?q=ateknea+solutions&source=lnms&tbm=isc
h&sa=X&ved=0ahUKEwiLx_rh5KTNAhXIfRoKHQrtD_UQ_AUICCgB&biw=1140&bih=605
#tbm=isch&q=anna+closas&imgrc=O2yQQx4eWfrtyM%3A [Accessed April 2016]
Figure 13: Based on the Balance Sheet made by the author.
Figure 14: Based on the Balance Sheet made by the author.

Publications
Balance.ecogood.org. (2015). TesiLaurea SustainableTerritorialDevelopment MAvesani
inglese — ECG - Balance Website. [online] Available at:
http://balance.ecogood.org/articles-and-academic-papers/masters-
theses/tesilaurea-sustainableterritorialdevelopment-maves.pdf/view [Accessed
Apr. 2016].
Campabadal, Sara; Diví, Maria (2015). “The electric bikes market. The Economy for
the Common Good in Barcelona and Shanghai”. Degree Project. University of
Pompeu Fabra (Barcelona).
Rodríguez Tobalo, M. (2014). “L’economia del bé comú i la seva aplicabilitat a la
Universitat de Barcelona”. Degree Project. Universitat de Barcelona.

Videos
Vimeo. (2012). Singulars - Christian Felber: l'economia del bé comú (TV3, 10/4/2012).
[online] Available at: https://vimeo.com/111032660 [Accessed Oct. 2015].
YouTube. (2013). Documental "The Social Coin" - La aventura del Saber @RTVE 3/2013.

50
[online] Available at: https://www.youtube.com/watch?v=WuryfmB35o0
[Accessed Sep. 2015].
YouTube. (2014). IFTF #10YF2014: A Pay It Forward Economy #10projects10years.
[online] Available at: https://www.youtube.com/watch?v=ZQLkhL_DOhc
[Accessed Mar. 2016].
YouTube. (2013). La economía del bien común: Christian Felber at TEDxMurcia. [online]
Available at: https://www.youtube.com/watch?v=Wz2OUD3ILzk [Accessed
Dec. 2015].
YouTube. (2013). The Social Coin: Anna Closas Pou at TEDxPeralada. [online] Available
at: https://www.youtube.com/watch?v=bBlmZxaMYhY [Accessed Feb. 2016].
YouTube. (2015). The Social Coin - Engaging people to make a better world.. [online]
Available at: https://www.youtube.com/watch?v=k51y0_dZIVM [Accessed Oct.
2015].
YouTube. (2013). The social coin: Ivan Caballero at TEDxBarcelona. [online] Available
at: https://www.youtube.com/watch?v=vk0WVtEFSSY [Accessed Feb. 2016].
YouTube. (2015). What if the common good was the goal of the economy? | Christian
Felber | TEDxVienna. [online] Available at:
https://www.youtube.com/watch?v=dsO-b0_r-5Y [Accessed Dec. 2015].

Websites
Balance.ecogood.org. Handbook — ECG - Balance Website. [online] Available
at: http://balance.ecogood.org/matrix-4-1-en/guidelines [Accessed May 2016]
Balance.ecogood.org. Matrix 4.1 (en) — ECG - Balance Website. [online]
Available at: http://balance.ecogood.org/matrix-4-1-en [Accessed Feb. 2016].
Christian-felber.at. Christian Felber - Startseite. [online] Available at:
http://www.christian-felber.at/ [Accessed Apr. 2016].
Coordination.ecogood.org. HANDBUCH ZUR GEMEINWOHLBILANZ FÜR
GEMEINDEN. [online] Available at: http://coordination.ecogood.org/aktuelles-
2/blicke/dokumentenablage/blicke-nr-1-02-16/handbuch-fuer-gemeinden
[Accessed Apr. 2016].
Ecogood.org. Home. [online] Available at: https://www.ecogood.org/ [Accessed Apr.
2016].
Foodsharing.de. (n.d.). Lebensmittel teilen, statt wegwerfen - foodsharing Deutschland.
[online] Available at: https://foodsharing.de/ [Accessed Apr. 2016].
Forbes.com. (n.d.). Forbes Welcome. [online] Available at:
http://www.forbes.com/forbes/welcome/ [Accessed Apr. 2016].
Mobile World Capital Barcelona. (n.d.). Transparency portal - Mobile World Capital
Barcelona. [online] Available at: http://mobileworldcapital.com/transparency-
portal/ [Accessed Apr. 2016].
Participació en la campanya The Social Coin. [online] Available at:
http://www.casp.fje.edu/es/node/8306 [Accessed May 2016].
The social coin. (2016). The Social Coin. [online] Available at:
https://thesocialcoin.com/ [Accessed Oct. 2015].

51
ANNEX I

Acronyms:
• API: Application Program Interface
• BS: Balance Sheet
• B2B: Business to Business
• B2C: Business to Client
• EU: European Union
• GDP: Gross Domestic Product
• HCP: Human City Platform
• ICT: Information and Communications Technology
• IoT: Internet of Things
• NGO: Non-Governmental Organization
• OPE: One-Person Enterprise
• QT: “Quick-Test”
• TSC: The Social Coin
• SME: Small- and Medium-Enterprise
• SPARK: Scoring of Positive Acts of Real Kindness
• WP: Work Plan/Package
• WSS techniques: Wide Spread Spectrum techniques

52
ANNEX II

1. We used the English version of the “Quick-Test” when we interviewed Iván
Caballero (TSC’ CEO):

1.
A1
My enterprise takes into account, in all essential purchasing of products and services (P/S),
the best regional, social and ecological alternatives and finds innovative solutions to avoid
critical materials with no superior alternative.

4
2.
A1
My enterprise cooperates actively with suppliers to better implement social and ecological
aspects. There is a proven system of control, i.e. all purchased P/S are internally or externally
certified (e.g. with labels „Bio“, „Fairtrade“, ...).

4

3.
A1
My enterprise pays fair prices, nurtures long-term cooperation with suppliers and has
developed basic innovative structures with the goal of ensuring fair prices.
4
4.
B1
My enterprise works exclusively with ethical-ecological financial service providers (bank,
employee provision fund) and invests/finances itself 100% through them.
2
5.
C1
My enterprise offers all people who participate in the work of the enterprise structures and
development possibilities. These are to take into account the individual differences of these
people and meet their personal and professional needs.
For OPE: My working situation meets my needs and makes a good life/work balance possible
for me.

4
6.
C1
My enterprise offers the highest level of workplace safety, as well as health promoting
workplace conditions for all people who participate in the work of the enterprise. Different
working hour schemes and family friendly conditions enable all employees of the enterprise
to live their personal work-life balance.
For OPE: I live a work-life balance, which is optimal for me, and shape my work in a
predominantly health-conscious way.

4

7.
C1
My enterprise actively contributes to equal opportunity and promotes diversity concerning
gender, origin, age, disability, sexual orientation amongst others through structural and
awareness creating measures. There is equal pay for equal work, people are treated equally
in their complete diversity on all levels of hierarchy of the company. We make no
equalization payments since we meet the legal equality requirements.
(not
OPE)

4

8.
C2
My enterprise has no all-inclusive work contracts and reduces overtime. Instead of new
overtime, new co-workers are employed. We are contributing to the reduction of
unemployment.
3

53
9.
C3
My enterprise promotes and requires ecologically sustainable behaviour of co-workers (e.g.
organic, regional, low meat/no meat nutrition during working hours, use of environmentally
friendly transport etc.) through comprehensive further training measures and financial
support.

4
10.
C4
In my enterprise there is a maximum income divide of 1:4, i.e. the highest paid salary is
maximum four times the lowest paid salary.
(not
OPE)
4
11.
C4
My enterprise pays a minimum net salary of 1250 euro (£900) a month for a full-time
position.
(not
OPE)
4
12.
C5
My enterprise has high internal transparency and all co-workers can participate in the
consensual decision-making concerning fundamental issues of their team.
(not
OPE)
4
13.
C5
In my enterprise co-workers elect management, evaluate it regularly and can relieve it of its
position.
(not
OPE)
3
14.
C5
Our enterprise belongs to all co-workers or to an independent foundation. There is no
superior power of a few owners.
(not
OPE)
2

15.
D1
My enterprise has an overall concept for ethics in sales and ensures price transparency and
fair prices and avoids customers who act in an ethically questionable way (especially
concerning business customers and other enterprises).
3
16.
D1
My enterprise includes customers in product development and relevant decision-making. 4
17.
D2
My enterprise nurtures an open source policy and passes on its own know-how, calculations
and sources of supply to cooperative co-enterprises. Together an independent product
information system is created so that customers are optimally informed and can compare
offered services well.
4
18.
D2
My enterprise passes on orders to co-enterprises when it cannot take them on itself,
supports co-enterprises with its own employees at bottlenecks and offers cooperative co-
enterprises capital for borrowing at a fair interest rate.
3
19.
D3/
E1
The P/S of my enterprise are compared to co-enterprises ecologically industry-leading and of
highest quality, e.g. energy efficient or cradle-to-cradle. We are forerunners of ecological
quality and of minimizing ecological footprints of the P/S.
(times 2)

(4x2)=8

Tfg tsc 17.06.2016 vd

Recommended

Recommended

More Related Content

Similar to Tfg tsc 17.06.2016 vd

Similar to Tfg tsc 17.06.2016 vd (20)

More from Mercè 梅尔瑟 Carreras-Solanas

More from Mercè 梅尔瑟 Carreras-Solanas (16)

Recently uploaded

Recently uploaded (20)

Tfg tsc 17.06.2016 vd