Print Page   |   Sign In   |   Register
Notes from the Network
Blog Home All Blogs

SEAF Launches Gender Equality Scorecard ©

Posted By Robert Webster, Small Enterprise Assistance Funds (SEAF), Monday, August 27, 2018

SEAF Launches Gender Equality Scorecard ©

 

Washington, D.C. (August 27, 2018)

 

SEAF, the emerging market impact investing firm, has announced the launch of its proprietary Gender Equality Scorecard (“GES”), which will be a vital tool to support the promotion and achievement of women’s economic empowerment and gender equality in SEAF’s global investments.  The GES is initially being piloted in SEAF’s investments in Southeast Asia and it is expected to be used eventually across SEAF’s world-wide, impact investing platform.

                               

Jennifer Buckley, SEAF Senior Managing Director, stated, “SEAF’s Gender Equality Scorecard is launched with the conviction that those firms that realize internal gender equality in terms of compensation, leadership and other factors are superior financial performers and powerful drivers of women’s economic empowerment.  In this way, SEAF sees enormous potential in using the GES to create shared value for women, investors and entrepreneurs.”

 

SEAF’s Gender Equality Scorecard will assess potential and existing SEAF investees on gender equality, scoring across six key gender equality vectors:  pay equity, leadership and governance, workforce participation, benefits and professional development, workplace environment, and women-powered value chains.  These assessments will identify opportunities to improve gender equality and hence guide SEAF’s critical post-investment value creation work.

 

The Scorecard was born out of SEAF’s current gender lens investing initiative, the SEAF Women’s Opportunity Fund.  This Fund was launched in partnership with the Investing in Women (“IW”) initiative of the Australian government and focuses on women-led/owned businesses in Vietnam, the Philippines and Indonesia.  The Criterion Institute, the gender lens investing think tank and an IW partner, has played a critical role in GES’ development.

 

“SEAF’s Gender Equality Scorecard represents an exciting and innovative development to advance gender equality and women’s economic empowerment in the impact investing space,” explained Joy Anderson, President and Founder, Criterion Institute. “We are delighted to partner with SEAF and look forward to the GES’ continued development and influence.”

 

Bob Webster, SEAF Managing Director, said, “The Gender Equality Scorecard is the next key step in our gender lens investing journey and we look forward to working with our partners, including future stakeholders such as asset managers and academic institutions, in assessing its validity and improving it over time.  After its pilot use in the SEAF Women’s Opportunity Fund, its use will be expanded to SEAF’s next generation of gender lens investing initiatives, which are currently under development.”

Download File (PDF)

Tags:  creating shared value  emerging market  financial inclusion  gender equality  impact investing  impact investment  inclusive business  innovation  womenCreating Shared Value  women's economic empowerment 

PermalinkComments (0)
 

5 steps you can take today to start measuring your business impact

Posted By Nazila Vali, Business Call to Action at UNDP, Monday, July 16, 2018

How to start measuring the impact of your business to advance the Sustainable Development Goals.

By Rabayl Mirza, Impact Management Specialist at the Business Call to Action 
 

Shea nut worker, Burkina Faso. Credit: Ollivier Girard/CIFOR
Impact measurement can be challenging if you have never done it before and don’t know where to start. Even the savviest professionals sometimes find it hard to choose between various tools, methodologies and frameworks available. Truth is, knowing what impact you’re making doesn’t have to be complicated. We have identified a few simple things anyone can do to kickstart impact measurement:

1. Write down your goals and put them up so you can refer to them every day. Having specific, measurable goals visible serves as a daily reminder to you and your team about what you’re working towards. Integrating your goals with the Sustainable Development Goals as a first step is a practical way to chart your progress towards the global agenda. 

2. 
Define your beneficiaries. Saying your project helps women and children is not enough. Identifying the exact demographic and profile is a critical step towards quantifying impact. It is especially important to get feedback on your impact from your beneficiaries and to not make any assumptions. L’Occitane, an inclusive business, worked with BCtA as part of the BIMS (BCtA Impact Measurement Services) to learn more about the women farmers they source their shea butter from. The specific insights emerging from that process about the needs of their beneficiaries helped them make their engagement more impactful. Read their case study

3. 
Give yourself a deadline. Breaking down targets into short term and long term is valuable so you can keep track of progress over time and know what needs to be prioritized. Aligning your targets with the SDG targets positions your efforts globally and helps communicate your impact clearly to your stakeholders.

4. 
Find out what your peers are doing. Research similar business models, get in touch with relevant experts in the field, and apply best practices where appropriate. The BIMS case studies, for example, represent a great source of information about the impact measurement journey of 21 inclusive businesses. 

5. 
Sign-up for the Lab! The Business Call to Action has developed an online lab, which takes you through 4 integrated modules to assess your readiness for impact measurement, define your goals and plans, monitor your impact data, and finally, analyze impact data and report your results. Signing up takes a minute and you can keep coming back to refine, review and update your impact measurement plans.  
 

Tags:  Africa  impact  impact management  impact measurement  inclusive business  inclusive innovation 

PermalinkComments (0)
 

Risky business: how to de-risk your fintech startup before it’s too late

Posted By Akansha Kasera, Bankable Frontier Associates, Friday, April 6, 2018
Updated: Friday, April 6, 2018

By Maelis Carraro and Elizabeth Davidson

If you’re a fintech entrepreneur, it’s probably not news to you that failure is more likely than success. After all, an estimated 70% of tech startups fail, typically within the first two years after their first round of financing.

Catalyst Fund has been working with inclusive fintech startups, a field that presents unique challenges for entrepreneurs, over the past two years. In many countries, it is a sector that presents more regulatory constraints, limitations as to how companies can handle information, and stringent operational and capital requirements.

Different startups, common risk challenges

Despite working with a wide variety of fintech startups across different geographies and sectors, we have seen some themes emerge on the most common risks that can pose a threat to the success of the business at the early stage. All startups mention they lack the financial and human capital they need to grow their businesses. “Finding funding is a huge burden. The average startup CEO spends 70% of his time fundraising, which remains the number one challenge faced by local startups,” says Yoann Berno of Flowigo.

Finding people with the right skill sets who are willing to give up more secure job alternatives is also big barrier, yet fundamental to raising capital and ensuring smooth execution. “The biggest challenge is getting the team with the right skill set at first, especially when you’re a young company and don’t have a system or protocol for hiring and then you start growing rapidly,” says Destacame’s Jorge Camus. “It then gets challenging to manage the team, train them and really build a culture that allows you to get to your goals.”

Over 70% of our fintech entrepreneurs also noted that not getting to product-market fit is a major challenge they face. They felt they did not have a full understanding of their customers needs to build strong value propositions. Additionally, 40% mentioned they faced technology risks, including lack of accessible data to refine their products, and 33% pointed to specific ecosystem dynamics that might threaten their business ability to scale.

Want to mitigate risks? Start early!
Early identification of key risks can help fintech startups invest in the business support they need early on before a risk takes down the business. These risks can scare off investors, who want to ensure that entrepreneurs understand the key challenges they face. Instead of waiting for entrepreneurs to identify key risks, early stage investors can work with startups to tackle these risks before or in conjunction with their investment.

Catalyst Fund has taken just this approach. By working with our entrepreneurs to identify risks, we can tailor technical assistance to solve these risks so that investors are more confident in the future success of the business.

Taking an honest look at their own key risks can be difficult for entrepreneurs, who may be too deep in the weeds to step back and look at the bigger picture. This is why the Catalyst Fund developed a risk diagnostic to help startup leaders get a better grasp on their challenges, and understand those within or outside of their control. The tool offers a checklist of possible mitigation strategies for the entrepreneur. Here are a few strategies we applied through our technical assistance engagements:

Understand your customer to offer strong value propositions
For Miguel Duhalt at Comunidad 4uno, that meant better understanding what his customers valued most about its product in order to focus on high value customers and tailor their offering. When we first met 4Uno, a financial services distribution platform offering insurance, health benefits and payments services for domestic workers in Mexico, they struggled with picking the right product offering for the right customer segment. After working with them on customer research, we helped them segment their customer base to refine their product offering and marketing strategy. Since then, they tailored product packages for insurance to specific client profiles and also offer salary payment services via an app, which resulted in a growth spurt.

Figuring out the right way to engage with customers is also a challenge for entrepreneurs in these markets and a big risk to the company’s ability to take off. How can a mobile-based startup communicate its value proposition clearly and consistently with a rural customer base when only 50% own phones and only 20% are literate? WorldCover, a platform providing insurance to low-income farmers around the world, used a marketing MVP, or minimal viable product, composed of simple and clear images to cater to the illiterate majority of potential customers. They tested various solutions, from SMS systems to a “microphone man” going to communities to play a recorded message and frequent community meetings. Community meetings, with 95% attendance rates, allowed WorldCover to maintain a human touch with customers. Farmers trusted WorldCover more after more face-to-face interactions because “an impostor wouldn’t show up at your house every week after taking our premium money,” said WorldCover’s CEO, Chris Sheehan.

Build a product vision and roadmap that meets your business needs
On the other hand, PayGo, a pay-as-you-go gas solution in Kenya, realized they were struggling with technology risks. They needed to integrate with a scalable payments solution, track key gas system indicators, and find tools to measure, monitor, and run their field sales team and customer service, yet they did not have the tech skills in the team build the necessary back-end software technology. We worked on designing their product architecture and built a new version of the app they are still using today. “The architecture we built with Catalyst still holds,” says Nick Quintong, PayGo’s CEO. “It was fundamental for a team that doesn’t have software expertise to bring someone in to show us how it can be done with off-the-shelf software modules.” Without these key technology investments early on, PayGo would not be poised for the growth it’s enjoying today.

In Colombia, we helped Escala, a savings fund for corporate employees and their children, with similar challenges. Initially, technology was holding Escala back and preventing them from reaching more clients who could benefit from their services. We worked with Escala to identify and integrate the right tech processes to match their stage and helped them avoid spending important resources on expensive and unnecessary CRM tools. 


“We believe ESCALA Educación’s story proves that a model like CF is very valuable to get a company investment-ready.” 

Escala used their new tech structure to more successfully manage their two sets of clients — companies and their employees — and to raise a seed round, which included members of Catalyst Fund’s Investors Committee such as Accion Venture Lab. “We believe ESCALA Educación’s story proves that a model like CF is very valuable to get a company investment-ready,” said Tahira Dosani, co-managing director of Accion Venture Lab, at the SOCAP conference this year. “ESCALA combines a strong management team and exciting customer acquisition and engagement strategies” says Vikas Raj, co-managing director of Accion Venture Lab.

Get the timing right
Unfortunately, not all risks can be mitigated. For Flowigo CEO Yoann Berno, “timing is everything.” Flowigo, a SaaS company seeking to enhance operations of pay-as-you-go product distributors in Africa, faced timing risks that ultimately backfired. Its markets lacked the client density necessary from them to scale, and key infrastructure issues like connectivity posed an ongoing challenge. SaaS companies like Flowigo need dense networks of businesses to flourish, but in Africa, industries that count more than a few dozen major players are rare. Scaling a SaaS business while addressing 10 to 15 customers is a hard sell. Ultimately, Flowigo succumbed to the timing risk, deciding to pivot and wind down this line of business.

Overall, while not all risks are avoidable, you can’t avoid the risks you don’t know about or aren’t focused on. So for fintech startups and investors alike, identifying and mitigating risks early is key to success. To get started on identifying your fintech startup’s key risks and think of your mitigation plan, check out Catalyst Fund’s new risk diagnostic.

You can also check out De-risking your Fintech startup webinar where we go over the toolkit and risk assessment for Catalyst Fund companies here

 Attached Thumbnails:

Tags:  Business  emerging markets  entrepreneurship  finance  impact investing  inclusive business  inclusive innovation  Incubation  Risk; Risk Assessment; ANDE Members  SGBs; Environment; accelerators; energy  social business  social enterprise  social entrepreneurship 

PermalinkComments (0)
 

BCtA Webinar Series: Women’s Economic Empowerment and Inclusive Business

Posted By Nazila Vali, Business Call to Action at UNDP, Wednesday, January 17, 2018
Updated: Thursday, January 18, 2018

WHAT CAN BUSINESS DO FOR WOMEN AND WHAT CAN WOMEN DO FOR BUSINESS:

A Perspective from and for the Base of the Pyramid to Enhance Economic Opportunities for Women and Accelerate the Realization of the SDGs.

 
1st Webinar: Tuesday 30th Jan 2018, 4:00-5:00 pm (GMT+3)
2nd Webinar: Tuesday 6th Feb 2018, 4:00-5:00 pm (GMT+3)
3rd Webinar: Tuesday 13th Feb 2018, 4:00-5:00 pm (GMT+3)

We are excited to announce BCtA’s new webinar series featuring presentations and discussions with key experts who have helped to empower women at the Base of the Pyramid (BOP) market through their research, products or services development, policy or advocacy work. This is a unique chance to engage on both conceptual and practical issues around women’s economic empowerment for the BOP market.

The initiative is built on the recognition that there is a documented business case for the private sector to actively engage women as consumers, producers, suppliers, distributors of goods and services or employees. Women’s empowerment is a prerequisite, as much as it is an outcome, for achieving all the SDGs. Our webinars will demonstrate that businesses can be profitable and contribute to a company’s overall objectives while also helping to serve the interests of women at the BOP. 

Webinar discussions will feed into an insight report that will provide a comprehensive knowledge base to better understand the needs of BOP women at the BOP, thus informing and improving future programme and product design.

1ST WEBINAR | Women’s Economic Empowerment: the (Inclusive) Business Case
  • Aditi Mohapatra, Director, Women’s Empowerment at BSR
  • Anna Falth, Global Programme Manager, Empower Women at UN Women
  • Katy Lindquist, Communications Executive at AFRIpads
Moderated by Paula Pelaez, Programme Manager, Business Call to Action
To register and read more click here

2ND WEBINAR | Women's Economic Empowerment: Navigating Enablers and Constraints
  • Georgia Taylor, Technical Director at WISE Development     
  • Mashook Mujib Chowdhury, Deputy Manager, Sustainability, at DBL Group  
  • Nicole Voillat, Group Sustainability Director at Bata Brands
Moderated by Carmen Lopez-Clavero, Programme Manager Specialist, Private Sector and Economic Development at Sida
To register and read more click here

3RD WEBINAR | Women’s Economic Empowerment: Measuring Inclusive Businesses Impact   
  • Dr Catherine Dolan, Reader in Anthropology at SOAS, University of London, Visiting Scholar at Saïd Business School
  • Diana Gutierrez, Global Programme Manager, Gender Equality Seal for Private Sector Global at UNDP     
  • Anuj Mehra, Managing Director at Mahindra Rural Housing Finance Limited, India
  • Vava Angwenyi, Founder, Vava Coffee LTD, Kenya
Moderated by Nazila Vali, Knowledge and Partnerships Lead, Business Call to Action at UNDP
To register and read more click here

You will have the opportunity to share questions and comments when registering, during the webinar itself, and immediately following via a post-event feedback form.

We hope you can join us! Space is limited, so please register via the link below:

REGISTER HERE

Tags:  business  inclusive business  sustainability  wee  women  women's economic empowerment 

PermalinkComments (0)
 

Crowdsourcing innovations that enhance economic stability. Submit by September 15!

Posted By Phil Psilos, FHI 360, Wednesday, August 16, 2017

Have your organization, investees, or clients created a product, program, or policy that enhances economic stability for poor and vulnerable people?  We'd like to hear about it!

FHI 360 is working with support from The Rockefeller Foundation to surface global innovations that improve economic stability for individuals, communities, local governments and businesses .

The research team is looking for innovations that enhance several dimensions of economic stability: (1) income and asset stability through more consistent employment, wages, and safety nets; (2) specific financial products, skill development approaches, or other means that help people plan for and invest in the future (3) innovations that improve people’s confidence in economic management, regulatory quality, and dispute resolution, or allow them to participate more effectively in shaping these environments in ways that enable better decisions at the household and business levels.  

Top innovations will be featured in an Atlas of Stability Innovation published by FHI 360 in early 2018, in our online media campaigns, and promoted in global media.

Please submit your innovations by September 15, 2017 at at the submission page or visit the project website to learn more. You can also reach us at innovation4stability at gmail dot com          

Tags:  crowdsourcing  emerging markets  Global. Development  inclusive business  inclusive innovation  innovation  Microfinance  social enterprise  social innovation 

PermalinkComments (0)
 

MIF Awards 2018: Applications closing in 1 week!

Posted By Chandrakant Komaragiri, Ennovent, Tuesday, August 15, 2017
Updated: Tuesday, August 15, 2017
Ennovent is supporting Marico Innovation Foundation Awards 2018 – one of the largest platforms for recognizing and showcasing best of Indian Innovation. Helping them to recognize innovations for both ‘for Profit ‘and ‘Not for Profit’ social organizations.
 
Any organization which is beyond the prototype stage and has contributed to the innovation space in the last 6 years is eligible to apply. The innovation could be the work of one person, a few people, a large team or a department.
 
You can fill the application using the online form. Here is offline form for your reference. 

Given your presence and connect with enterprises and entrepreneurs, we seek your support in identifying potential participants. 
 
Could you suggest the awards to the entrepreneurs, and startups in your networks? It would be great if you could refer the organizations from your network and we could follow up with them.

In case you have any queries or issues, please feel free to reach out to us at aditi.chawla@ennovent.com. 

 Attached Thumbnails:

Tags:  inclusive business  India  innovation  larger SMEs  social enterprise  social innovation  sustainability 

PermalinkComments (0)
 

Presenting the report Moving the Needle: Critical Success Factors for Scaling Asset Finance

Posted By Paula Rodriguez, InspiraFarms, Monday, October 17, 2016

A new report by Epven, with support from the Shell Foundation and the Small Foundation, explores the challenges and emerging solutions to scaling asset finance options for small and growing agribusinesses (SGBs) in developing countries.

 The investment opportunity in agribusiness assets in emerging economies runs into the billions of dollars. The social and environmental benefits that can be gained by reducing food losses, increasing employment and enterprise sustainability, as well as empowering women and rural communities, are equally significant.

 Despite this opportunity, most small-scale agribusinesses in developing countries lack access to reasonable financing options for acquiring such assets, falling into the “missing middle” and facing a combination of unrealistically high collateral requirements and unaffordable interest rates. It s estimated that formal financial institutions meet less than a sixth of the $200 billion in demand for financing from smallholder agribusiness globally.

 Asset financing is one form of finance that is quickly emerging as a promising new model with a growing number of providers diversifying into the sector. The report Moving the Needle: Critical Success Factors for Scaling Asset Finance examines the potential of asset finance to reverse this financing gap. Reflecting the first-hand experiences, innovations and perspectives of over 70 asset finance experts in Kenya, Guatemala, and India—the “coal-face” of the industry—the report highlights four critical success factors that drive scale in asset finance:  

1.     The asset must be liquid to act as its own collateral. There must be a market for the asset, and resale value must be measureable.

2.     SGBs must demonstrate their capability to effectively utilize the asset. The use of cash flows is recommended for the calculation of financial viability and creditworthiness.

3.     SGBs must have a stable and secure market for the expected outputs of the asset. Having secure contracts from buyers in the agricultural sector is a positive incentive for financial institutions and for securing a stable stream of revenues for SGB’s.

4.     Network organizations like ANDE, the GIIN and the Sustainable Food Lab support more and better ecosystem collaboration between technology companies, financial service providers and producers and buyers along the agricultural value chain.

The report summarizes key roles for the main actors of the asset finance ecosystem, followed by detailed recommendations for capacity developers, 2nd tier investors, donors, DFIs and foundations, technology companies, and the financial service providers at the coal face.

 

To read and download this report by Epven, with support from the Shell Foundation and the Small Foundation, please visit http://www.inspirafarms.com/articles-publications/

TITLE: Moving the Needle: Critical Success Factors for Scaling Asset Finance

Authors: Tim Chambers and Jack Luft

Contact Person: Tim Chambers (tchambers@epven.com)

 

 

 

Tags:  Access to Finance  Agriculture  ANDE Members  asset finance  farming  impact investing  impact investment  inclusive business  innovation  Investors  microfinance  post-harvest  small and growing agrobusiness  value addition 

PermalinkComments (0)
 

TA Finance for SGBs - a scarce good down the road?

Posted By Pedro Eikelenboom, PUM Netherlands senior experts, Wednesday, September 21, 2016

Some perspective...once upon a time...

Picture yourself at a roundtable session with the topic ‘financial   instruments to support private sector development – how can business and non-profit collaborate’.  Guest speakers include a representative from a development bank, a public enterprise development agency, a non-profit and an enterprise

It reads like one of the many 'powwows' on the topic, though the invitation to this event has long but expired - it took place in October 2005 in Amsterdam, the Netherlands….


The impact investment eco-system

Fast-tracking time to 2016, there’s a new world created around impact investing. It has grown into an enormous market place for innovative financial (and non-financial) products and instruments. Where investors and prospects meet up, advised by consultants, think tanks, investment networks and so forth.

Many type of impact investors have entered the market, from banks, pension funds, wealth managers, family foundations, governments, development finance institutions and NGO’s. Hereby gradually expanding their investment portfolio into high-risk sectors like agriculture, in challenging countries, and targeting enterprises with ticket-sizes between US$ 100k – 500k.

It’s a shift (change in strategy) by some investors, with many key players shifting their ‘grant funds’ to a ‘return on investment’ portfolio. Is the eco-system creating a scarce good out of grants (in most cases being technical assistance / knowledge sharing) directed to support capacity development within enterprises? 

The true price of grants

Impact investing cannot only be about moving investment capital to riskier endeavors. It’s a combination of capital investments and non-reimbursable investments (the so-called grants). And the latter being a crucial factor in supporting the public good impact through technical assistance or capacity building trajectories for the beneficiaries. Neither is it a combination of 90-10, where grants serve as a bit of technical assistance on the side.

Reaching the enterprises that have growth potential but limited access to finance, means taking risk (call it technical assistance, capacity-building, non-reimbursable grants, first loss, equity stake, if you like) through a structured deal proposal between the impact investor, (perhaps) a development bank, an NGO, a technical service provider and so forth.

Several studies have stated that there is sufficient capital in the world to invest in small and medium sized enterprises (the ‘missing-middle’), in volatile sectors and in frontier markets. So money is not the issue – though the non-reimbursable investments are unfortunately becoming a scarce good due to policy changes within the public and non-profit sector.

However, beyond the non-profit community, grants are often perceived as ‘little strings-attached subsidies’, which require no financial returns. Of course, non-financial impact (social, environment etc.) is sought, though it’s based on expectations (outputs, outcomes). If one fails to reach the objectives, basically there’s not much harm done, it is - in the end - a grant.

How can we change this mindset? Grants do have a ‘price-tag’, value or leverage when dealing with blended finance. I’m sure, many investment deals in frontier markets would and will not happen without some flow of subsidies structured in the deal. Surely not advocating that grants should have a ROI too – next to non-monetary impact (social, environmental) -, but we should not take for granted the indirect value or direct leverage a subsidy has in the impact investment space. What can grant providers request or negotiate more in return for their contribution? Elements such as securing a seat at the board table of an investee (steer company’s public good objectives), or commit private grant funding to the related capacity-building program of an investment.  

Transferring skills & knowledge to secure ROI

Potential investment prospects (enterprises) may have fragile balance sheets, weak governance or inefficient processes. For that reason they are often initially overlooked by investors. As the impact investment marketplace is moving towards the ‘high-hanging fruit enterprises’, the power of knowledge becomes even more visible. Short-term technical assistance (related to entrepreneurship development) can strengthen an enterprise, making it robust and subsequently ‘de-risk’ its profile to potential investors.

In the case for professional volunteer service organizations (i.e. PUM, IESC, ACDI/VOCA, SES etc.) – its transfer of knowledge is as crucial as the committed capital investment to enterprises. Next to that, these organizations have a wealth of data, network and track-record in advising enterprises around the globe.

In the access to finance space for entrepreneurs, professional volunteer service organizations can play a critical role in strengthening the business competences of enterprises.

The lack of available (and/or affordable) local network of skills and experiences, that can contribute to the range of challenges an entrepreneur faces, is the gap where professional volunteer service organizations can offer qualified, experienced volunteer professionals to donate their time in transferring knowledge with entrepreneurs around the world. 

A structured approach

A structured approach on enabling enterprises in frontier markets to grow is essential and contributes into embracing entrepreneurs beyond the ‘usual suspects’. Collaboration through acknowledging and applying each other’s strengths is the way forward in achieving a sustainable return and impact through investment. And not to forget the role of governments and multilateral institutions in continuing - or at least not further reducing - ODA funded enterprise development programs. Of course, few would disagree with this conclusion, though the eco-system unfortunately exhibits far too few cases to proof otherwise.

For more insights on the role and added value of professional volunteer service organizations like PUM can have in strengthening SBG's as to de-risking their profile to impact investors, download the enclosed (full) article. 

 Attached Files:

Tags:  accelerators  Access to Finance  Business  capacity development  Capital Aggregation  early stage ecosystem  emerging markets  entrepreneurship  entrepreneurship ecosystems  impact investing  impact investment  inclusive business  Investors  partnership  Pioneering Capital  Private sector development  social business  social entrepreneurship  social impact 

PermalinkComments (1)
 

G20 Platform launches Inclusive Business Survey

Posted By Kathleen Mignano, International Finance Corporation, Friday, February 26, 2016

 

On behalf of the G20 Global Platform on Inclusive Business (GPIB), I would like to invite you to participate in the GPIB Inclusive Business Survey. The survey will take less than ten minutes of your time, and your input will help us to build the conversation with policy-makers around inclusive business. We want to hear what policies have helped you to engage with people living at the base of the pyramid (BOP), as well as what policies you think need to be changed. 

 

The G20 has recognized inclusive businesses as having the potential to be a driving force for inclusion and sustainability. These are companies that extend last-mile water, power, and mobile phone service to customers in rural areas, or that train, finance, and create markets for small farmers. They treat low-income patients or teach low-income students. If this sounds like you, we encourage you to give us your input. Whether your experience is as a multinational corporation, a local business, or a start-up social enterprise, if you are a commercially-viable organization providing goods, services, or livelihoods to the BOP, we want to hear from you.

The GPIB was endorsed by the G20 in 2015 and is jointly implemented by the International Finance Corporation (IFC) and the UNDP. Designed as a global partnership, the GPIB connects policy-makers and business behind a mission that is both pro-poor and pro-business. GPIB strives to help governments support inclusive companies more effectively and to facilitate the adoption of inclusive business policy.
  
Survey results will not only be discussed at the G20 Development Working Group, they will also inform GPIB’s future research efforts. You can find the results on the upcoming GPIB website.
 
To take the survey, click here: www.ifc.org/inclusivebusiness/gpibsurvey

Tags:  CSR  G20  GPIB  IFC  Inclusive Business  Policy  Shared Value  Social Enterprise  Survey  UNDP 

PermalinkComments (0)
 

'Doing Business in Fragile States' conference 11 November Amsterdam

Posted By Kaan Ozdurak, Spark, Thursday, November 5, 2015

On 11 November 2015 SPARK hosts its third annual IGNITE! Conference entitled 'Doing Business in Fragile States' in the Beurs van Berlage, Amsterdam, The Netherlands. A great variety of international guests from the private and the public sector attend this event to focus on the role of entrepreneurship in crisis situations such as the war in Syria and the continuing conflict in Gaza and the West Bank and Yemen. The conference will ask how entrepreneurship can contribute to diminishing the increasing flow of refugees from Africa and the Middle East. Speakers include representatives from the UNDP, World Bank, AfDB, ILO, the Syrian Interim Government, Cambridge University, Virgin Unite and many more.

With this annual conference SPARK aims to deepen the understanding of entrepreneurship development in fragile and conflict affected states and to develop better tools to support entrepreneurship opportunities for marginalised groups in these environments. The overall objective of our upcoming conference is to create better knowledge on what works – and what doesn’t work – in supporting (local) entrepreneurship, bringing together key organizations specialized in this area.

For more information, visit the conference website:
http://www.spark-online.org/get-involved/events/ignite-conference-2015/

Join the conference on twitter: Twitter: #IGNITE2015 #SPARKIGNITE


Tags:  Africa  Entrepreneurship  impact investing  inclusive business  Social Entrepreneurship 

PermalinkComments (0)
 
Page 1 of 2
1  |  2