1 The Social Business Initiative of the European Commission Internal Market and Services
2 The electronic version of this leaflet can be found at: For information or additional paper copies please contact: DG Internal Market & Services Unit 01 Single market policy, Relation with the Council SBI team Policy coordinators: Pia Holmen Tel Jean-Claude Mizzi Tel Secretariat: Tel Cover picture: Fotolia Commissioners pictures European Commission
3 The Social Business Initiative of the European Commission President of the European Commission, José Manuel Barroso: Social business can be indeed a very powerful agenda for change. To deliver better outcomes for the common good. To show that it is possible to do things more responsibly and more fairly, whilst still being a success on the market. And to become a real engine of growth in the EU. Europe must not only be part of these changes. Europe should be in the lead. Vice-President of the European Commission Antonio Tajani, in charge of Industry and Entrepreneurship: Social business is one of the pockets of untapped potential in our Single Market. Social business is a good example of an approach to business that is both responsible and contributes to growth and jobs. Commissioner Michel Barnier, in charge of Internal Market and Services: Social enterprises pursue objectives of social, ethical or environmental development, but they have also to respect an economic model. They must balance their accounts and win enough money in order to be able to invest in the future. Commissioner László Andor, in charge of Employment, Social Affairs and Inclusion: The Social Business Initiative is an invitation to national and regional governments and stakeholders to develop eco-systems for social enterprise, to strengthen efforts at national and regional levels, and to make best use of the structural funds and other available sources of support. Social economy in the European Union: 10 % of the European economy (GDP). More than 11 millions of workers, 4.5 % of the active EU population. Social Entrepreneurship in the European Union: 7.5 % of the active population in Finland, 5.7 % in the United Kingdom, 5.4 % in Slovenia, 4.1 % in Belgium, 3.3 % in Italy, 3.1 % in France, etc. 1 out of 4 new enterprise set-up every year in the European Union, and up to 1 out of 3 in Finland, France and Belgium.
4 What is social business? Why is it important for the European Union? A social business/social enterprise is an undertaking: whose primary objective is to achieve social impact rather than generating profit for owners and shareholders, which uses its surpluses mainly to achieve these social goals, which is managed by social entrepreneurs in an accountable, transparent and innovative way, in particular by involving workers, customers and stakeholders affected by its business activity. The main objective of social businesses is to generate a significant impact on society, the environment and the local community. Social enterprises contribute to smart growth by responding with social innovation to needs that have not yet been met. For instance, many social enterprises take it for granted to encourage workers to learn and update their skills. They also create sustainable growth by taking into account their environmental impact and by their long-term vision. For example, social enterprises often develop efficient ways to reduce emissions and waste or use natural resources. In addition, social enterprises are at the heart of inclusive growth due to their emphasis on people and social cohesion: they create sustainable jobs for women, young people and the elderly. In other words, their key aim is to effect social and economic transformation which contributes to the objectives of the Europe 2020 Strategy.
5 Examples of social businesses Why are they so successful? In Romania, a company with five members of staff and five volunteers has been working since 1996 to provide cultural services in the Romanian language to approximately blind people by adapting media (especially audio books and films) to their needs. In 2004, in France, a business launched an innovative concept of water-free car washing services by using biodegradable products and employing unqualified or marginalised staff in order to reintegrate them in the labour market. In Hungary, a foundation set up a restaurant employing disabled staff (40 employees) and provided them with training and childcare to ensure the transition to stable employment. In The Netherlands, a company teaches reading using innovative digital tools and a method based on playing. This method is particularly suitable for hyperactive or autistic children but can also be used for illiterate people and immigrants. In Poland, a social cooperative comprising two associations employs long-term unemployed and disabled staff. It provides a variety of services: catering and food services, small construction and handicraft jobs and employability training for disadvantaged people. Employees feel good about their work and this reflects on other people and their surroundings. Not only does the staff s attitude provide reliability and consistency in the business work, but a tremendous impact can be made without necessarily requiring the resources of a standard business: employees are half less likely to take sick leave or to leave the business for good, which saves costs. In addition, the management and administration costs are lower than in many of their counterparts and wages are more moderate than in other types of business. This gives social businesses a competitive advantage in the market. Furthermore, the profit made by the business is reinvested into the business, which makes social enterprises viable long-term investment opportunities.
6 Social Business Initiative What has been achieved so far? The Social Business Initiative launched in 2011 identified three strands of action to make a real difference and improve the situation on the ground for social enterprises: 1. Improve the access to finance 2. Give more visibility to social enterprises 3. Optimise the legal environment Since then, a lot has been achieved. The EU institutions have delivered in all three areas. The event Social Entrepreneurs Have your Say! in Strasbourg on 16/17 January 2014 provided the platform both to take stock of the achievements so far and to identify useful actions for the future. Here is an overview over what has been accomplished. 1. IMPROVED ACCESS TO FINANCE FOR SOCIAL ENTERPRISES: Public money has been mobilised to help social enterprises. The Employment and Social Innovation programme has been made available to social enterprises to support the development of the social investment market with 85m and to facilitate their access to finance through quasi-loan instruments from For the same period, the Structural Funds have been reformed to enable Member States to earmark structural funds to finance social enterprises. But the sector also needs private investments. This is why Europe has established the instrument of a European Social Entrepreneurship Fund to help social enterprises get easier access finance and aid investors to identify investments in social business. This EU passport is available to investors from July To further improve access to private capital, the Regulation on Venture Capital Funds creates a new European Venture Capital Fund label and to allow marketing and growing of this type of funds across the EU and grow while using a single set of rules. Social Stock Exchanges are also being developed further to create a European platform that allows the trading of shares in social enterprises on a Financial Services Authority regulated stock exchange. At the same time work is being carried out at to tap into additional financing methods. In October 2013, a Code of Good Conduct for Micro-credit Provision was published to enable the sector to face the challenges of accessing long-term finance. In addition, crowd funding is growing in importance. Work is being carried out to collect more information on internet-based fundraising across Europe and to identify what added value EU action could bring. More details on all initiatives to improve access to finance:
7 2. MORE VISIBILITY FOR SOCIAL ENTERPRISES: In order to give social enterprises more visibility, the online platform Social Innovation Europe was set up. It also helps social entrepreneurs communicate and share information on the latest events happening in the field. Another enabling tool is funding provided via Youth in Action, Erasmus and other education programmes, to educate and train social entrepreneurs in Europe. The SME Forum which was set up in 2010 achieves the same objective. The forum is a platform for dialogue and understanding between SMEs, social enterprises and financial institutions, to discuss problems each face and find ways in which they can work together for the future. At the same time, it is important to assist national authorities to understand the sector so that they can support the local and national ecosystems of social enterprise. Between 2014 and 2020, help will be provided to set up and improve schemes supporting social enterprise. The recently published Guide to Social innovation will also contribute to this objective. On top of this, a mapping exercise is currently underway to give a clearer picture of the sector and gather sufficient and reliable data on social enterprises to identify potential EU actions to enhance social entrepreneurship. Subject of the results of this mapping exercise, a database comparing social enterprise labels and certifications will be created to have more transparency on the actual social impact of companies with social enterprise initiatives. More details on all initiatives to enhance visibility: 3. OPTIMISED LEGAL ENVIRONMENT: To improve the legal environment, a first aspect is how authorities can take into account the specificities of social enterprises. The public procurement reform package adopted early 2014 encourages and enables public authorities to consider the full life-cycle of products in their purchasing decisions taking into account social criteria linked to the production process. In the same vein, the Services of General Economic Interest package introduced in 2011 gives more proportionality and flexibility to public authorities when providing state aid to social enterprises, by raising the threshold exempt from EU notification for public service compensations to 500,000 per undertaking over a three-year period. Another important aspect is the offer of legal forms that can cater for the specific needs of social enterprises. This is why the Commission adopted a proposal for a European Foundation to facilitate cross-border activities of public benefit foundations. This project is currently being negotiated between Member States. Another legal form is European Cooperative Society which is already available. The Commission carried out a public consultation in order to simplify the existing statute and make it more user-friendly. A third legal form often used by social enterprises is the mutual. The Commission currently looks at legislative and non-legislative options to see how the current situation of mutuals in Europe can be improved. More details on all initiatives to improve the legal environment:
GOOD FOR BUSINESS, GOOD FOR THE COMMUNITY IRELAND S NATIONAL PLAN ON CORPORATE SOCIAL RESPONSIBILITY 2014-2016 Ireland i Contents Foreword 3 1 Introduction 4 2 International and National Context and Strategic
DETAILED WORK PROGRAMME ON THE FOLLOW-UP OF THE OBJECTIVES OF EDUCATION AND TRAINING SYSTEMS IN EUROPE 1 TABLE OF CONTTS EXECUTIVE SUMMARY page 4 1 Introduction page 6 2 Education and training, a key priority
Call for proposals No. VP/2012/014 Preparatory action Your first EURES job Budget Heading 04.03.13 In view of the large number of enquiries, please do not telephone. Questions should be sent by email only
Guidebook Series How to support SME Policy from Structural Funds Public Procurement as a Driver of Innovation in SMEs and Public Services Enterprise and Industry 8 3 Guidebook Series How to support SME
EUROPEAN COMMISSION E U R O P E 2 0 2 0 A European strategy for smart, sustainable and inclusive growth Preface 2010 must mark a new beginning. I want Europe to emerge stronger from the economic and financial
LABOUR MARKET & EMPLOYMENT STRATEGY BETTER WORK, WORKING BETTER LABOUR MARKET & EMPLOYMENT STRATEGY BETTER WORK, WORKING BETTER ISBN: 0-478-28024-6 02 FOREWORD The labour market has a major impact on the
Youth in Action Programme guide Valid as of 1 January 2013 TABLE OF CONTENTS INTRODUCTION...1 PART A - GENERAL INFORMATION ABOUT YOUTH IN ACTION PROGRAMME...3 1. What are the objectives, the priorities
A map of social enterprises and their eco-systems in Europe Employment, Social Affairs & Inclusion A map of social enterprises and their ecosystems in Europe Executive Summary European Commission The information
THE BUILD-FOR-ALL REFERENCE MANUAL Good intentions are not enough The Build-for-All Reference Manual aims to provide assistance for the inclusion of accessibility criteria in public calls for tender under
EUROPEAN COMMISSION Executive Agency for Small and Medium-sized Enterprises (EASME) CALL FOR PROPOSALS Supporting Competitive and Sustainable Growth in the Tourism Sector THEME 1 - Increasing tourism flows
EN HORIZON 2020 WORK PROGRAMME 2014 2015 16. Revised This Work Programme was adopted on 10 December 2013. The parts that relate to 2015 (topics, dates, budget) have, with this revised version, been updated.
PROFIT-WITH- PURPOSE BUSINESSES Subject paper of the Mission Alignment Working Group SOCIAL IMPACT INVESTMENT TASKFORCE Established under the UK s presidency of the G8 September 2014 Contents Executive
New Skills for New Jobs: Action Now A report by the Expert Group on New Skills for New Jobs prepared for the European Commission The content of this report was prepared by a group of independent experts
Erasmus+ Programme Guide Valid as of 1 January 2014 Version 1 : 01/01/2014 TABLE OF CONTENTS INTRODUCTION... 7 PART A - GENERAL INFORMATION ABOUT THE ERASMUS+ PROGRAMME... 9 What are the objectives and
EUROPEAN COMMISSION ENTERPRISE AND INDUSTRY DIRECTORATE-GENERAL DG ENTERPRISE AND INDUSTRY REPORT Innovation Clusters in Europe: A statistical analysis and overview of current policy support This report
EUROPEAN COMMISSION Brussels, 25.2.2015 COM(2015) 80 final ENERGY UNION PACKAGE COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE, THE
Towards Common Principles of Flexicurity: More and better jobs through fl exibility and security Towards Common Principles of Flexicurity: More and better jobs through flexibility and security European
EUROPEAN COMMISSION Brussels, 26.11.2014 COM(2014) 903 final COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN CENTRAL BANK, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE,
The European Union explained How the European Union works Your guide to the EU institutions The European Union explained This publication is a part of a series that explains what the EU does in different
InclusioN THROUGH EMPLOYABILITY This document does not necessarily reflect the official views of the European Commission, the SALTO Inclusion Resource Centre or the organisations co-operating with them.
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
EUROPEAN COMMISSION Employment, Social Affairs and Equal Opportunities DG Directorate-General General Coordination, Interinstitutional Relations Brussels, 21 December 2006 01/FB D(2006) PROGRESS/003/2006
CONSULTATION Zero hours employment contracts DECEMBER 2013 Contents Contents... 2 Foreword from the Secretary of State... 4 1. Executive Summary... 5 2. What is a zero hours contract?... 7 What is a zero
The Strategy for Older People in Wales 2013-2023 Living longer, ageing well Making Wales a great place to grow 1 old Crown Copyright 2013 ISBN: 978-0-7504-9492-2 WG 18440 Contents Vision ii Foreword iii
Green Paper on Energy Policy in Ireland May 2014 Contents Foreword A Message from Minister Pat Rabbitte, T.D. 4 I. Setting the Context 5 Overview of Green Paper process 5 Introduction Energy policy developments