This document discusses the need for a new social contract between businesses, communities, governments, and other stakeholders that balances competitiveness with community enrichment. It argues that companies need to operate sustainably and consider social and environmental impacts, while stakeholders must understand the business needs of global competitiveness. A balanced, mutually beneficial relationship is required where productivity increases are rewarded and all sides work as partners towards shared prosperity.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Social enterprise is touted in especially developed
economies as a clever long-term approach to social
change. Bridget Fury (Owner: Bridget Fury Consulting) scopes the extent of SE in South Africa, who is doing it and to what effect, and poses hard choices for social investors to consider in this field.
Social enterprise: What is it and what to considerNICVA
A presentation by Amanada Johnston from Social Enterprise NI helping participants understand more about what social enterprise is, what you need to consider if thinking about starting a social enterprise, what support is available and gave some examples of local social enterprises.
The Global Social Impact Investment Steering Group (GSG) was established in August 2015 as the successor to the Social Impact Investment Taskforce, established by G8. The GSG is continuing the work of the Taskforce in catalysing a global social impact investment market across a wider membership. Its members include 13 countries plus the EU, as well as active observers from government and from leading network organisations supportive of impact investment.
Across the world, attitudes are changing. Old certainties about tightly defined roles for government, civil society and business are dissolving. Social sector organisations are becoming more business-like, and business is looking ever more to delivering sustainable value.
Social Enterprise - Portrait of the FieldBob Northey
The US based Social Enterprise Alliance recently partnered with Community Wealth Ventures and Duke University’s Center for the Advancement of Social Entrepreneurship to assess the state of social enterprise in the nonprofit sector in the United States and Canada. The survey effort, which was funded by REDF, was designed to advance the field by identifying trends and best practices among nonprofit organizations engaged in social enterprise activities.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Social enterprise is touted in especially developed
economies as a clever long-term approach to social
change. Bridget Fury (Owner: Bridget Fury Consulting) scopes the extent of SE in South Africa, who is doing it and to what effect, and poses hard choices for social investors to consider in this field.
Social enterprise: What is it and what to considerNICVA
A presentation by Amanada Johnston from Social Enterprise NI helping participants understand more about what social enterprise is, what you need to consider if thinking about starting a social enterprise, what support is available and gave some examples of local social enterprises.
The Global Social Impact Investment Steering Group (GSG) was established in August 2015 as the successor to the Social Impact Investment Taskforce, established by G8. The GSG is continuing the work of the Taskforce in catalysing a global social impact investment market across a wider membership. Its members include 13 countries plus the EU, as well as active observers from government and from leading network organisations supportive of impact investment.
Across the world, attitudes are changing. Old certainties about tightly defined roles for government, civil society and business are dissolving. Social sector organisations are becoming more business-like, and business is looking ever more to delivering sustainable value.
Social Enterprise - Portrait of the FieldBob Northey
The US based Social Enterprise Alliance recently partnered with Community Wealth Ventures and Duke University’s Center for the Advancement of Social Entrepreneurship to assess the state of social enterprise in the nonprofit sector in the United States and Canada. The survey effort, which was funded by REDF, was designed to advance the field by identifying trends and best practices among nonprofit organizations engaged in social enterprise activities.
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
Alignment of tax policy and CSR can facilitate greater societal impacts from business investment and operations
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/crossroads
Developing a sustainable rural social enterpriseDavid Bozward
Rural Social enterprises are built from a single vision to improve the lives of the communty or deep desire to give something back to the community, but this can often overshadow the thorny subject of sustainability. Few businesses – social enterprise-based or not – have a deep understanding of sustainability. It refers to an organisation whose actions and purpose are grounded in environmental, social and financial concerns, but focussing in equal measure on all three areas is very challenging. In this session we highlight five ways any social enterprise can create a more sustainable future for both the organisation and its community.
The Rural Entrepreneurial Leaders Network (RELN) is a network designed to facilitate active exchange between functioning participants within the rural economy. These may be from different professions, rural professionals and research communities from across the world. Through the use of open access blogs, events and online interactive sessions we hope to stimulate knowledge acquisition and discussion on key topics of interest to rural professionals.
A presentation by Peter Laurie, author and former Ambassador of Barbados to the USA at a September 21 seminar in Barbados, a follow-up to the September 12-13 AEC Justice and Peace Seminar.
This training about social entrepreneurship is aimed at business support organisations, sectoral agencies and public authorities which would like to know how they can be better support social entrepreneurship in their region.
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
Alignment of tax policy and CSR can facilitate greater societal impacts from business investment and operations
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/crossroads
Developing a sustainable rural social enterpriseDavid Bozward
Rural Social enterprises are built from a single vision to improve the lives of the communty or deep desire to give something back to the community, but this can often overshadow the thorny subject of sustainability. Few businesses – social enterprise-based or not – have a deep understanding of sustainability. It refers to an organisation whose actions and purpose are grounded in environmental, social and financial concerns, but focussing in equal measure on all three areas is very challenging. In this session we highlight five ways any social enterprise can create a more sustainable future for both the organisation and its community.
The Rural Entrepreneurial Leaders Network (RELN) is a network designed to facilitate active exchange between functioning participants within the rural economy. These may be from different professions, rural professionals and research communities from across the world. Through the use of open access blogs, events and online interactive sessions we hope to stimulate knowledge acquisition and discussion on key topics of interest to rural professionals.
A presentation by Peter Laurie, author and former Ambassador of Barbados to the USA at a September 21 seminar in Barbados, a follow-up to the September 12-13 AEC Justice and Peace Seminar.
This training about social entrepreneurship is aimed at business support organisations, sectoral agencies and public authorities which would like to know how they can be better support social entrepreneurship in their region.
CSR is a process by which an organization thinks about and evolves its relationships with stakeholders for the common good and demonstrates its commitment in this regard by adoption of appropriate business processes and strategies. Thus, CSR is no charity or mere donations.
CSR is a way of conducting business, by which corporate entities visibly contribute to the social good. Socially responsible companies use CSR to integrate economic, environmental and social objectives with the company’s operations and growth.
Many other names are used to refer to CSR such as socially responsible business, responsible business conduct, responsible entrepreneurship, corporate citizenship, corporate accountability or corporate sustainability.
It is the continuing commitment by businesses to behave ethically & contribute to economic development while improving the quality of life of the workforce & their families ,local communities and the society at large
CSR requires companies to acknowledge that they should be publicly accountable not only for their financial performance but also for their social and environmental record.
It encompasses the extent to which companies should promote human rights, democracy, community improvement and sustainable development objectives throughout the world.
CSR is the commitment of businesses to contribute to sustainable economic development working with employees, their families, the local community and society at large to improve their quality of life in ways that are both for business and good for international development
This guide aims to explain to any and all young people exactly what a social enterprise is. It includes information on legal structure, shining examples, organisations offering support, and the money available to social enterprises. Altogether, this guide should be all you need to learn the basics about social enterprise.
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This article is done with specific emphasis on emerging markets where many local communities lack the resources or a sustainable way to create a higher standard of living for all. Examples are used to illustrate what countries and regions can do to resolve this challenge.
Essentially, it also endorses the fact that true competitive advantage lies in what a company can truly do authentically.
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Disruptive innovation adds enormous value and margins to companies. If a company can create a new industry, this growth is exponential.
Yet, few companies do it well.
Yet, within it, innovation holds its own paradoxes: regular innovation creates expectations from investors and customers. Once the rate starts falling, the company is almost penalised for it, disproportionately.
Most companies pay lip service to innovation.
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We then review the process and questions as to how to make it work for your brand.
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Uj Sustainability
1. Sustainability in business – towards a social
contract that balances community enrichment with
global competitiveness?
21 October 2010
Perceptual asset managers
2. Company success creates wealth. Without that, there is
no wealth to share
• A company should be “good” – it must contribute to society; it must reward
investors; it must create jobs; it must inspire people and communities; it must
empower people; it must inspire the youth; it must encourage innovation in
industry; it must put more back into the environment than it takes out; it must pay
taxes; it must reward productivity.
• People will be productive when they believe in their future – this is only partly a
function of wages and benefits – it increasingly lies in their participation in the
future of the company.
• In all societies, even low paying jobs slowly grow into higher wages and better
standards of living.
• As the ambassador of Mexico to the US said, the alternative of low-paying jobs
is no jobs! Ultimately, once the multiplier of income starts working, most societies
increase the wealth of their people.
3. Yet today, it is about a social conscience & reciprocity,
not only profit
• A company has to be globally competitive to survive long term. It needs to
operate well and be productive – without that, it will not succeed. That
means extracting greater value from the same resources as its rivals. This
has nothing to do with governments, these rules are set by global
competitive forces. A company can ignore these – and go out of business,
which means no jobs at all!
• To stay in business, you have to do “the business-of-business” well.
• Today no company will survive without a social and environmental
conscience that is real. It is actions, not talking, that matter now.
• Society enables the company to operate. Countries, governments and
communities set the rules of what they expect from the company – in that
respect, they will also ultimately only deal with companies that satisfy their
requirements. Companies will invest where they feel welcome and it is easy
for them to operate. Yet, society has a right to demand respect and returns,
exactly like investors.
4. The new balance of power requires both sides
to understand their mutual expectations and obligations
• What the workers and society want and need to increase their standards of
living, working conditions, happiness and future potential.
• What business requires to be globally competitive and what it is able and
required to “pay” for that.
• This requires a “social contract” between workers, communities,
governments and companies.
• A social contract means that society cannot just demand without committing
to reciprocal increases in productivity which will make a company globally
more competitive.
• On the flipside, a company cannot expect more productivity without actively
engaging with society and empowering it to create a prosperous future.
• The one without the other will never work.
5. 5Presentation title
Business depends upon a complex set of stakeholders
who needs to co-exist within a state of equilibrium
The individual
Investors & Shareholders
The community
Government and
other interest
groups
The environment
6. 6Presentation title
The traditional scenario was fairly one-sided
The individual – be
productive and
flexible
Investors & Shareholders
The community
Government and
other interest
groups
Invest for maximum
short-term return
Pay taxes, stimulate
investment into the
economy
Creating wealth
through jobs and
taxes, enables
communities and
political support
Create jobs
Leverage the
resources of
people, raw
materials and
capital
7. 7Presentation title
The demands of customers - and the challenge
of competitors - create a highly competitive mega-context
The individual – be
productive and
flexible
Investors & Shareholders
The community
Government and
other interest
groups
Invest for maximum
short-term return
Pay taxes, stimulate
investment into the
economy
Creating wealth
through jobs and
taxes, enables
communities and
political support
Create jobs
Leverage the
resources of
people, raw
materials and
capital
8. 8Presentation title
The traditional balance of power –
workers create investor wealth, often against all odds
The individual – be
productive and
flexible
Investors & Shareholders
The community
Government and
other interest
groups
Invest for maximum
short-term return
Pay taxes, stimulate
investment into the
economy
Creating wealth
through jobs and
taxes, enables
communities and
political support
Create jobs
Leverage the
resources of
people, raw
materials and
capital
9. 9Presentation title
The changing balance of power – a finite balance: the
right to operate balanced with the right to superior returns
The individual – be
productive and
flexible
Investors & Shareholders
The community
Government and
other interest
groups
Invest for maximum
short-term return
Pay taxes, stimulate
investment into the
economy
Creating wealth
through jobs and
taxes, enables
communities and
political support
Create jobs
Leverage the
resources of
people, raw
materials and
capital
The rights of workers and society cannot be met and will not be
sustainable if a company is not globally competitive – society
has to balance its own demands within the context of global
competition.
Companies will simply operate elsewhere if these demands are
to great.
However, the more the company listens, the more productive the
workforce, the more productive the workforce, the more
successful the company.
Ultimately the greatest mutual benefit will come from this delicate
balance.
10. 10Presentation title
The drivers of this new balance of power
The individual – be
productive and
flexible
Investors & Shareholders
The community
Government and
other interest
groups
Invest for maximum
short-term return
Pay taxes, stimulate
investment into the
economy
Creating wealth
through jobs and
taxes, enables
communities and
political support
Create jobs
Leverage the
resources of
people, raw
materials and
capital
• The democratisation of the individual
• Democracies in most countries
• Open-societies and opportunities
• The globalisation of labour
• Open information flow and access
• The importance of meaningful work for people
• Greater government accountability
• Greater democratic demands
• Greater demands from labour and trade unions
• Greater say of the individual in how taxes are spent
• Difficulty in disguising bad practices
• Social media and natural and organised communities everywhere
• The mobility of labour
• Global competition for investment and scarce resources
• The demands of customers
11. 11Presentation title
The future scenario
The individual –
balance productivity
with enrichment and
job satisfaction
Investors & Shareholders
The community
Government and
other interest
groups
Invest for the longer term wealth
creation, without entirely
jeopardising short-term results.
Have a social conscience. Be
prepared to trade benefits for
returns. Listen. Be a partner in
all respects.
Pay taxes, stimulate
investment into the
economy, attract
investment into the
country
Creating wealth through jobs and
taxes, enables communities and
political support. Create an
investment and sustainability
conscious environment
Create jobs that pay
and reward well
Sustainable
management of
people, the
environment,
health, safety and
natural resources
12. 12Presentation title
What has MTN done in Africa?
• Connects people with family, friends and jobs.
• Creates jobs – directly in their operations, with entrepreneurs who sell
airtime, cleaning services, advertising services, office rentals, security
services – it generates the economic multiplier.
• Creates a positive atmosphere for other investments into the countries.
• Pay taxes which enables government to invest back into the communities
with infrastructure development.
• Creates infrastructure where none exist (in place of rail, roads).
• Inspire the youth.
• Upliftment programs.
• How can that be bad? In fact, if it did not make money, it could not do that!
The most important thing it did in Africa: makes people believe in
themselves. And gradually, makes the world believe in Africa.
13. 13Presentation title
A discussion with Mark Cutifani,
CEO of AngloGold Ashanti
• Reciprocity – caring for people and the environment, balanced with superior
short and long term returns.
• The way people are treated, and the way you integrate into - and respect -
the communities within which you operate, will determine your results
through greater commitment of staff and greater productivity.
• It is never either/ or. The global scenario today demands that – but it is also
the right thing to do!
14. 14Presentation title
Conclusions
• Be aware of the changing context.
• Be open to all sides. Listen. Understand the new social contract.
• Be willing and able to balance apparent conflicting viewpoints.
• A new style of leadership is required.
• The demise of corporate philanthropy and social responsibility. Integrate society with
business strategy.
• Vision now more important than management. People will buy into a vision, from
investors to workers.
• Balance interests. Be open about issues and demands. Reward productivity with
greater returns for people.
• Ultimately, without productive business, there is no wealth to distribute, salaries to
pay or jobs. Neither factors predominate – it requires balance. But yes, the balance is
not as simplistic as in the past!
• Accept that every individual co-creates the future of a company and of society – it
does not belong to the CEO or the executive.
• Do it willingly!
15. 15Presentation title
If we do this well….
• We will create a new paradigm of how business operates within society.
• It will create a new sense of mutual respect.
– Business will not be seen as exploitative and demanding.
– Workers will not be seen as demanding without increased obligations.
– And society will not feel they do not benefit from their resources.
– And future generations will respect us for enabling them a better standard of living and a
healthy planet.
• Being an emerging economy ourselves, we are in a unique position to set the
benchmark for how to integrate how society creates wealth.