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aSocialBusinessbasedontheEconomyfor
theCommonGood
IreneBullónClosas
Dra.MercèCarreras-Solanas
DegreeinBusinessAdministration
Ifonedreamsbyhimself,hestaysadreamer;butifyoustartdreamingwiththeothers,
thatisthebeginningofanewreality.
RAPHAELFELLMER
ABSTRACT
Inthisstudywewanttomeasure inwhich leveldoesasocialenterprise,“TheSocial
Coin”,contributestotheCommonGoodofoursociety.Thiscompany is inchargeof
trackingdifferentactsofkindnessinabusiness,cityoramongthecitizens.
WeobtainedtheresultsafterinterviewingtheCEO’scompany,IvanCaballero,andthe
Matrix-Groupcomponentswiththe“Quick-Test”.Wewilltrytoestablishaweighting
between the Test and theMatrix punctuation. Ourmain goal is to answer this two
questionswhiledoingtheproject:
-Dotheproductsandservicesthat“TheSocialCoin”provides,increasetheCGlevelof
theircustomers?
-DotheydoitasacompanyfortheECGaccordingtotheCGMatrixevaluation?What
isthestakeholder’sopinion?
Keywords: Common GoodMatrix, Human City Platform, Economy for the Common
Good,“Quick-Test”,TheSocialCoin,SPARK.
RESUM
Avuidia,l’EconomiadelBéComúésencaraunconceptemoltnou,desconegutperla
majoria de les persones. Sens dubte, el segle XX va ser un període ple d’avanços
tecnològics idescobrimentscientíficsquevancanviar lahistòria ielpropimónenel
quevivim.PeròelsegleXXIpodriaanar,finsitot,unpasmésenllà.Mentrelasocietat
canvia, tambého fa l’educació, la tecnologia,el sistemad’assistènciasanitària, l’estil
devidail’economia.Acausad’aquestesmúltiplestransformacions,sorgeixl’Economia
delBéComú,sentaixíelnoumodeleconòmicfuturdesitjat.
D’acord amb l’Índex de Kauffman d’Activitat Emprenedora, la tassa empresarial als
EE.UU.iEuropahasuperatlabombolladot.comdefa15anys.Desde2011,hihamés
de 20 milions d’empresaris, amb empreses de nova creació. Aquest fet em va fer
pensarivolerestudiaruncasreal:“TheSocialCoin”.Lafinalitatd’aquestaempresaés
realitzarunseguimentdelesaccionsètiquesquepuguiportaratermeunaempresa,
unaciutatoindividus.
En aquest estudi volem mesurar en quin grau contribueix aquesta empresa a
incrementarelBéComúdelasocietat.ElsresultatselshemobtingutatravésdelTest-
Ràpid,entrevistantd’unabandaeldirectorgeneraldel’empresa,iperaltrabandaels
agentssocialsde laMatriu.L’objectiuespoder respondreduespreguntesal llargde
l’estudi:
-Els productes i serveis que “The Social Coin” proveeix, augmenten el nivell del bé
comúdelsseusclients?
-Segons l’avaluacióde laMatriudelBéComú,hofacomunaempresadelBéComú?
Queenpensenelsagentssocials?
Paraulesclau:EconomiadelBéComú,HumanCityPlatform,MatriudelBéComú,The
SocialCoin,SPARK,Test-Ràpid.
1
TABLEOFCONTENTS
CHAPTERI:INTRODUCTION…………………………………………………………………………3
1.1.Acknowledge…………………………………………………………………………………………...3
1.2.Motivationgoals………………………………………………………………………………………3
1.3.Chaptersoverviewandmethodology……………………………………………………….4
CHAPTERII:MARKETANDGOVERNANCE…………………………………………………….6
2.1.Peoplevs.Corporations……………………………………………………………………………7
2.2.Localvs.Global…………………………………………………………………………………………8
CHAPTERIII:HOWCANKNOWLEDGEEMPOWERCITIZENS?..........................11
3.1.TheEconomyfortheCommonGoodModel…………………………………………….12
3.1.1.Introductionofthisconcept……………………………………………………….12
3.2.TheSocialCoin………………………………………………………………………………………….14
3.2.1.Companyevolution…………………………………………………………………….14
3.2.2.IntroductiontotheHCPproject………………………………………………….18
3.2.3.MeasurestomaximizeImpacts……………………………………………….….20
3.2.4.Implementation………………………………………………………………………….21
3.2.5.EthicsandSecurity……………………………………………………………………..24
3.3.Technical-tools………………………………………………………………………………………….24
3.3.1.BigData………………………………………………………………………………………24
3.3.2.IoTandAI…………………………………………………………………………………...25
3.3.3.Blockchain…………………………………………………………………………………..25
CHAPTERIV:CASESTUDY:“THESOCIALCOIN”TESTEDBYTHECOMMONGOOD….26
4.1.TheBalanceSheetandthe“Quick-Test”…………………………………………………..26
4.2.Applicationofthe“Quick-Test”…………………………………………………………………28
4.2.1.TheCEO……………………………………………………………………………………….29
4.2.2.TheStakeholders………………………………………………………………………….30
4.2.2.1.Suppliers……………………………………………………………………..…30
2
4.2.2.2.Investors…………………………………………………………………….30
4.2.2.3.Employeesincludingbusinessowners……………………..…31
4.2.2.4.Customers/Products/Services/BusinessPartners…….….31
4.2.2.5.SocialEnvironment………………………………………………….….32
4.2.3.Contrastingtheresults………………………………………………………….....33
4.3.ApplicationoftheCommonGoodBalanceSheetCalculator…………………...33
4.3.1.Descriptionofcalculationprocess…………………………………………….33
4.3.2.Contrastingthesignificantresults……………………………………….…….35
CHAPTERV:CONCLUSIONS…………………………………………………………………….……44
5.1.Contributions……………………………………………………………………………………….….44
5.2.Conclusions………………………………………………………………………………………….….44
5.3.Improvementproposalsandnextlinesofresearch…………………………….…..46
CHAPTERVI:BIBLIOGRAPHY……………………………………………………………………....48
ANNEXI………………………………………………………………………………………………………51
ANNEXII……………………………………………………………………………………………………..52
3
CHAPTERI:INTRODUCTION
1.1.Acknowledgement
I would like to start giving a massive gratitude to three people: Anna Closas, Ivan
Caballero,andlastbutnotleast,MercèCarreras-Solanas.
Firstofall,thankAnnaClosaswhowasthefirstonemotivatingandencouragingmeto
doastudyaboutTheSocialCoin.Secondofall,thankIvanCaballeroforhistimeand
commitment. Third of all, thankMercè Carreras,my advisor. Shemade this project
possibleandguidedmethroughthiseconomicmodelandmademerealizeaboutthe
innovativefuture.
Thanks to Ling Liuwhohelpedme to develop the project and also for his time and
dedication.
Tomyfamilyandfriends,thankyouaswell.
Finally, Iwould like to thank theUniversity of Barcelona becausewithout them this
projectwouldhaveneverbeendone.
1.2.Motivationgoals
ThesefouryearsincollegeIhavelearnedmanythingsabouteconomy,management
andbusiness.Wearetaughtthattosucceedasacompanyyouhavetobesneakyand
fightagainstanyadversity.Thewayyousucceedisindifferentaslongasyoureachthe
break-even point,where you pass from losingmoney to startmaking profit. People
mislead,betray,anddoanythingtobeonthetopofthemarket.Wehavegottothe
point wherewe are selfish people, just looking out for our interests and forgetting
aboutconceptssuchasteamwork,welfare,humilityorcooperation.
I have been traveling and studying abroad in the past few years. I did an exchange
programinKarlsruhe,Germany,forabouttwoyears.Thankstothisexperience,Imeta
lotofpeoplefromdifferentculturesaroundtheworld.Also,Ihavebeenabletowork
fordifferentcompanies inthreedifferentcountries likeGermany,Austria,andSpain.
EventhoughGermanyandAustriawerenothomeforme,Ifeltlovedandcomfortable
in both countries. For that reason, I would like to be part of some kind of social
companyandlearnmoreabouttheneweconomies,specificallytheEconomyforthe
4
Common Good. We have had a capitalist system in our economy in the last two
centuriesandthisnewconceptofeconomycanmakeahugeimpact.
1.3.Chaptersoverviewandmethodology
Chapter1belongstotheintroduction.Inonehand,Istartappreciatingallthepeople
whomadethisstudypossible.Ontheotherhand, Iexplainedwhatmotivatedmeto
dothisprojectandalsothemethodologyIusedtoachieveit.
Chapter2wondersaboutwhatwecalllocalandwhatwecallglobal.Eachpersonhasa
differentviewofthesetwoconcepts.Itisexplainedwithhelpofthecurrentmoment
concerningaboutmarket,governance,citizenshipandcorporations.
Chapter 3 shows how technologies can empower the citizenship through a social
company,“TheSocialCoin”andothertechnical-tools.Alsoexplainstheconceptofthe
EconomyfortheCommonGood.
Chapter 4explains the resultsof implementing the “Quick-Test” to theCEOof “The
SocialCoin”andcomparingtheanswerswithalltheMatrixgroupcomponentsofthe
ECG.Wematchedtheresults fromthe“Quick-Test”totheCGBalanceSheet.Asthe
resultsaregeneratedandobserved,isthisconcordantwithallwhatisexpectedabout
thecompany?Thiswillbediscussedinthischapter.
Chapter5states3parts:thecontributionsmadetothisproject;theconclusionsafter
it,andfinally,thesuggestedimprovementsoftheprojectthatwecancontributewith
allwhatwehavelearnedsofar.
Chapter6containsthewholebibliographyused.
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
aboutthecompany,“TheSocialCoin”,andtheirnewproject.Thisinformationgaveus
ageneralideaabouthowtheirprojectslookslike.Secondly,theCG-toolsavailableon
theirwebpage: such as the ECG calculation (excel document), theGuidelines for an
ECGReport,the“Quick-Test”andtheCommonGoodMatrix.
Lateron,asareference,weconsultedtwouniversityprojects:
-One from a Pompeu Fabra’sUniversity studentwhich topicwas “The Electric Bikes
marketinShanghaiandBarcelona”.TheyusedtheSpanishversionofthe“Quick-Test”
andwewillbeusingtheEnglishversion,sotheremightbeatinydifferencebetween
them.
-TheotheroneisfromaUniversityofBarcelona’sstudent,named“L’economiadelBé
comúilasevaaplicabilitatalaUniversitatdeBarcelona”.
Finally,themain informationcomesfromthewell-knownbooknamed“LaEconomía
delBienComún”byChristanFelber,thefounderofthiseconomicmodel.
6
CHAPTERII:MARKETANDGOVERNANCE
Theeconomy,themarketandtheregulationsthatrulesustodayinourcountry,has
led us to the current state. High unemployment rate, evictions of entire families,
emptyflatsthatbankscannotsell,exorbitantprices,etc.
Theimplementation,attheendofthe20thcentury,ofapolitico-economicmainstream
capitalist model by developed countries and the Great Recession in 2007-2008,
triggered the real estate bubble burst and the international financial collapse, thus
jeopardizingthousandsofcountries.
Themarketisthebestwaytoallocateresources,buthistoryshowsusthatthecurrent
markethasseveral shortcomings.Mostcountrieshaveacapitalist systemwhere the
marketplaysaleadingrole:uncontrolledcapitalismwithprivatedebt,environmental
destructionbymultinationalcompanies,outrageousemploymentconditions,etc.
But,atthesametime,wefindthattherearestillafewcountriesruledbyacommunist
systemtryingtofindaformulatointegratethemarketintheircurrenteconomy(such
asChinaandCuba).Therefore,theplannedeconomy,asdemonstratedbythefailure
oftheUSSR,hasprovedtobeunworkable.
Thegreatadvantageoftheseeconomiesshouldbethemoreequitabledistributionof
income,butthetruthisthatplannerscannotknowthepreferencesofconsumersand
thepotentialshortagesofbasicgoodsandsurplus(lossoflabourandmaterials).There
isnoeffectivecoordinationofproductionrequiredbythemarket.
Formanydecadesithasbeensaidthatthereisnoalternative,butthewholeworldis
seekingforapoliticalandeconomicchange.Wenotefromafewyearsago,apalpable
exponential evolution of technology and the creation ofmany start-ups (manywith
socialinitiatives).Theyfaceachallengetousethistechnologyoptimallyandadaptitto
continuoustechnologicalchange,bothinthepublicandprivatesector.
Weneedanewmarketmodelandmostlyknowinghowtogovernit.
7
2.1.Peoplevs.Corporations
Peopleandcorporationsareone,thatmeanstheyhaveacommonfeature:theyneed
eachother.
Since the Great Recession, as explained above, we find a dissatisfied population.
Peopletaketothestreetstoprotest(suchas15-MinSpain)andstrikesofallkindsare
heldtoputpressureonthegovernmentandthus,catchpoliticsattention.
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
contrarytohumandignityandthereisadailyworkerinsecurityforfearofbeingfired
atanytime.
“VieleMenschenglauben,dasswirdieWeltnichtverändernkönnen,aberdieWahrheitist,wennwirunsändern,verändernwirdieWelt!”1(RaphaelFellmer)We found a very interesting real case in Germany, of a person against society,
government,businessandeverythingingeneral.RaphaelFellmerisaGermanactivist,
borninBerlinin1983,famousforleadingamoneystrikefor5years(2010-2015):alife
withnoincomes,nobankaccountnorunnecessaryconsumption.Itwasawaytoclaim
adifferentwayof life and, in turn, raiseawarenessandmakepeople think critically
abouthowwelive.
Itallstartedwhenhebegantoquestionthewaythatwelive.Thatiswhyhedecided
totraveltoMexicowithoutabudgetandtryingtosurvivewithoutmoney.Thanksto
people’sgenerosityand,ontheotherhand,forsociety’sbadhabitofthrowingtonsof
food,hecouldreachhisgoal.Peoplewhohadnothingwerewillingtosharewithout
expectinganything in return.After thetriphe involvedhimself intovariousprojects:
collaborative consumption, fight against waste of food and he was the founder of
"Lebensmittelretten"2.
Ontheotherhand,hebeganasocialactofplacing“SocialFridges”inBerlinerstreets.
Tons of food in supermarkets containers, for the simple fact of having reached its
1InEnglish:“Manypeoplethinkthatwecannotchangetheworld,butthetruthiswhenwechangeourselves,thenwecanchangetheworld.”http://www.playgroundmag.net/articulos/entrevistas/raphael-fellmer-vivir-sin-dinero-eotopia_0_1501649825.html2 “Foodrescue”,inEnglish(webpagehttps://foodsharing.de/)
8
freshnessdate,whenwecouldactuallystillconsumethem.Globallywediscard40%of
thewholefoodproductionandlikehesays:“Stuffeddumpstersandemptystomachs”3
Figure1.“Socialfridges”inBerlin
With this protest acts he could encourage other people and try to change their
mentalityincorporations,inordertomodifythemarketdirection.TheECG(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 theMatrix-Box: E3
Reductionofenvironmentalimpact.
2.2.Localvs.Global
Therehavealwaysbeencultural,ideologicalandreligiousdifferences.Thismaycreate
conflictsamongneighbours(suchastheBalkan’sWar),cities,countriesandcontinents
which sadly,often results inwars, racismand social inequalities. There is a Socrates
famousquotethatsays:"IamnotanAthenianoraGreek,butacitizenoftheworld."
Therefore,wefindtheambiguitybetweenwhat is localandwhat isglobal.Wearea
very individualistic society that looks first for ourselves and after that, we may do
somethingfortheothers.
3http://www.playgroundmag.net/articulos/entrevistas/raphael-fellmer-vivir-sin-dinero-eotopia_0_1501649825.html
9
This canbe reflectedat amunicipal, community,or state level. Even though society
have thepossibilityof contribute to theCommonGood, they rathermakeprofit for
theirparticular interests and sometimes in ahighlyunethicalway. In Spainwehave
uncoveredcasesofcorruption,taxoffensesortaxhavens,whicharetakingplacemore
often since the crisis, such as the “Panama Papers’ case” where politicians and
importantfiguresinmanyfirstworldcountrieswereinvolved.
AdamSmithsaid:“Thebestresultcomesfromeveryoneinthegroupdoingwhatisbestfor
himself”. Two centuries after, an American mathematician and university professor,
John Forbes Nash, who made huge contributions to game theory and partial
differentialequations,reachedonedefinitiveconclusion:“AdamSmith’sstatementwas
incomplete,becausethebestresultwillcomefromeveryoneinthegroupdoingwhatisbestfor
himselfANDTHEGROUP”.4
Thankstoglobalization,projectsthatcouldhaveonlybeenlocalwereabletoexpand
outwardstoexteriormarkets.Thisfacthashisadvantagesanddisadvantages,because
one runs the risk of being ambitious, wanting to grow and to spread uncontrolled
worldwide.
Forthisreason,theEconomyfortheCommonGoodbetsforaregionaleconomyand
encouragestopurchaselocalproductsandservices.Thefirststepswiththismodelare
tobemadeatalocallevel,wheretheinitialmeasuresaretaken.
InTSC’scase(explainedindetailinsection3.2.)atthebeginningoftheKindnessChain
theiractsareatalocalzone,butlaterthe“socialcoins”(plasticphysicaltokenswitha
coinshape)spreadjusttoothercountriesandthus,becomingaglobalproject.
TSCbeganasaB2Ccompany:theycreateda“PayItForward”5movement,suchasthe
KindnessChain,amongcitizensthrougha“socialcoin”anditsgeographicalmovement
withoutborders;startingthechaininBarcelonaandinsomecasesreachingtheUnited
States,IndiaandSouthAmerica.
4Scenefromthefilm:“ABeautifulMind”(2001,America).5Formoreinformation,pleasewatchthisvideo:https://www.youtube.com/watch?v=ZQLkhL_DOhc
10
CurrentlytheyareaB2Benterprise:theproductsandservicesofferedareaddressed
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.
Since2015theyareinvolvedwithanewproject:the“HumanCityPlatform”.Thisisa
platformforthe inhabitantsofacity(beginningata local-level),butwhoseaimisto
extendonasmanycitiesaspossiblearoundtheworld(becomeglobal).
Theyhavenotdoneyetanypilot-test,sowedonotknowhowtheresultswillbe.
11
CHAPTERIII:HOWCANKNOWLEDGEEMPOWERCITIZENS?
All the current citizen empowerment is possible thanks to technology and the First
Worldcountries’development(suchastheexampleofHCP,discussedabove).
Butwhataboutallthecountriesthatdonothaveaccesstotheseresources?
For now, we can predict that those are measures aimed at FirstWorld cities, thus
excluding underdeveloped countries that do not have Internet access nor the
technologicalinnovations.
ThisconceptiscalledDigitalDivide,definedasthedifferencebetweenthosewhocan
accesstheInternetandcanmakeuseofthenewservicesofferedbytheWorldWide
Web, and those excluded from these services. This gap is due to the geographically
andsocio-economicstatusdifferences,inconjunctionwithotherculturalinequalities.
Underdeveloped countries do not have the same quality of technological
infrastructure nor the cultural capital to transform the circulating information to
relevantknowledge,astheFirstWorldcountriescando.Likewise,wemustalsotake
into account the divergences between the different literacy levels and the ability to
useICT6effectivelythatthecitizensofpoorercountriescanhave.
LatinAmerica,forexample, isworkingproactivelywiththeinclusionoftechnologyin
theireducationsystems.
In India, from the moment that Muslim women were allowed to have a personal
mobilephone,theygotbackpartofthefreedomthattheirhusbandsdeniedtothem,
thus livingmore independently. As an example, they are now able to communicate
withfarmersandcomparethepricesoftheirproductsbysimplymakingacall.
6ICT:Informationandcommunicationstechnology.
12
3.1.TheEconomyfortheCommonGoodModel
3.1.1.Introductionofthisconcept “EnlaEconomíadelBienComún,unaempresaprivadasolopuedeserexitosasitambiénaumentaeléxitodelasociedad"7(ChrisitanFelber)TheECGisanalternativemodeltotheeconomicsystemsthatwecurrentlyhave.This
concept aroseoutof ameetingbetweenChristian Felber (Salzburg1972) anda few
Austrianentrepreneursin2009.
What the theory claims is nothing "new", sincewhat it proposes is tobe congruent
withthefundamentalconstitutionalvaluesandwiththerelationshipsthatwealready
havewitheconomicalbehaviour.
Atthistime,therearealmost2000companies,spreadover15countries,interestedin
joiningthemovementandmorethan350thatalreadyimplementtheBalanceofthe
CommonGood(explainedinparagraph4.1.).
Today'sbusinessesusea financial report (Statementof FinancialPosition,Profit and
LossAccount)tomeasureandcomparethecompany'ssuccess.
ButwhattheECGdeterminesisthatthebenefitshouldonlybeavehicletowardsthe
maingoal,not themaingoal itself.As theeconomistLeopoldKohrsaid:"Growth isa
means to reach the optimal size"; meaning that each organisation, depending on its
marketandpurpose,hasaspecificidealsize.Itisnotnecessarytogrowphysicallyand
economically,inordertosucceedyearafteryear.
SomemunicipalitiesandCityCouncilshavealreadyexpressedtheirinterest,inorderto
contributeonabetteranddecentmodel,theCommonGood.
ThefollowingtableshowsussomeECGmeasurestakeninaSpanishCityCouncilanda
relationwiththeECG-Matrix(explainedinsection4.1.):
- Miranda de Azán (Salamanca, Spain): in 2011, the City Council wanted to
implement thisneweconomicmodel.Asa result, theywere the firstSpanish
towntointroducetheECGconcept.
7InEnglish:“IntheEconomyfortheCommonGood,aprivateEnterprisecanonlybesuccessfulifitalsoincreasesthesociety’ssuccess”.(http://www.rtve.es/noticias/20151110/felber-afirma-empresas-deben-contribuir-interes-general-crecimiento-medio-para-lograr-bien-comun/1251680.shtml)
13
Table1.Relationbetweensomemunicipality’sECGmeasuresandthecorrespondingindicators
MIRANDADEAZÁN ECGindicator
1. Municipalregulations:adapttheECGvaluestothe
municipalregulations.-
2. Application of the Gross National Happiness (GNH): an
indicator that measures the quality of live in a more
holisticandpsychologicalwaythantheGDPdoes.
-
3. Localproviders:Providersaccomplish,atleast,5pointsof
theECG.
A1:EthicalSupplyManagement
4. Payequity:Fairemploymentandpaymentpolicies,
flexibleworkhours,work-lifebalance,equalopportunity.
C1:Workplacequalityand
affirmativeaction
5. Conferences, curses and chats: approach, dissemination
andcitizenparticipationtotheECGconcept.
C3:Promotionofenvironmentally
friendlybehaviourofemployees
(citizensinthiscase)
6. Citizen involvement with political issues: citizens have
the right to participate on political decisions, concerning
abouttheirowntown.
C5:Corporatedemocracyand
transparency(inthiscaseCityCouncil
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-
responsibleconsumer.
E2:Contributiontothelocal
community
8. Ethical hiring and proximity purchase: buying local
establishments and cooperation with municipal
companies.
E2:Contributiontothelocal
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:Reductionofenvironmental
impact
10.
Neighbourhoodassembly:themainreunionobjectiveis
whattheneighboursproposeshouldbeperformedby
them.
E5:Socialtransparencyand
codetermination.
Source:Madebytheauthor,basedonthedocument:“MirandadeAzán,BalanceMunicipiodelBienComún
Informe2014”8
8Seethefollowinglink:https://www.google.es/url?sa=t&rct=j&q=&esrc=s&source=web&cd=9&ved=0ahUKEwjdi92PmePMAhVIsxQKHcSfCHoQFghWMAg&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
Withthistable,wecanobservethatthismunicipalityisreallycommittedwiththeECG.
In2014theCityCouncilcarriedoutaBalanceSheetReportwithallthedetailsofthe
coveredpoints.After thenext elections in Spain (26thof June2016), their goal is to
produceaCGIndex.
WetookthismunicipalityasanexampleoftheECGmodel,wheretheHCP(explained
in section3.2.2.) could be useful and beneficiary for their citizens. It is a good, and
surely,asuccessfulstartfortheTSCtoimplementhisnewplatform.
3.2.TheSocialCoin
3.2.1.Companyevolution
The Social Coin is a social start-up founded in Barcelona (Spain) by the CEO Ivan
Caballero,in2013.Theyarestillasmallcompanywithonly5employees,buttheydo
haveoutsourcingprojectswithother companieson the samesector.Withhis team,
Ivanhasdeveloped the ideaofa solution formeasuringactionsbasedonachainof
favours. They created a social coin (physical) which travels from person to person
buildingaChainofKindnessActs.Anindividual(orcompanyoruniversity)obtainsthe
coin,whoisnowinchargeofdoingsomegooddeedforhisowncityandcitizens(or
forhiscompanyifshe/heisanemployee).
15
Howdoesitwork?
Figure2.KindnessChainstepsSource:Madebytheauthorbasedonthecompany’sinformationprovided
EachcoinhasauniquecodenumberandaQRcode,sothe individual
can track and see the its movement. The coins are produced with
biodegradablematerialsandinsideofitcontainsaseed.Theuserhasa
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.
Figure3.Socialcoin’scharacteristicsSource:Madebytheauthor
1ststep•Anindividualreceivesasocialcoin
2ndstep•Proposesanactofkindness•Beginsthechain
3rdstep•Carriesouttheact•Passesthecointoanotherperson
4thstep•Thecoin recipientupdatestheplatform
5thstep
•Kindness Chaingrowsaftereachact•Every actistraceableontheplatform
6thstep•After3monthsthecoin can beplanted
Socialcoin
Roseseeds
Uniquecodenumber
QRcode
16
TheSocialCoinisbasedon6components:
Figure4.ComponentsofTSC
Source:Madebytheauthorbasedonthecompany’sinformationprovided
Along these three years they becamemore influent among theirmarket andmany
companies (like Cisco, Telefonica, Iberdrola) and universities were interested in
participatingandknowingmoreaboutthecompany.
Doingconferencesandparticipatinginseveralfairsaroundtheworldtheyreachedan
admirablepopularity.
Thefollowingsectors,detectedalackontheirCorporateSocialResponsibility(CSR),to
whichTSCofferedanopportunity:
• Forcompanies
CompaniescandistinguishthemselvesfromtheircompetenceusingCSRasatoolfor
brand differentiation, employee engagement and sustainable practices. TSC can
monitor, share and report their CSR activities to investors, employees and
shareholders.TheyalsoprovideKeyPerformance Indicators (KPI) regardingCSRgoal
efficacyandconnectstheircommunitiestoreinforcecorporatereputation.
SchneiderElectricshasalreadyexpressedhisinterest.
TheSocialCoin
components
MobileApplication
Platform
Dashboard
SocialCoins
SPARKscoring
ApplicationProgramInterface
17
Figure5.CompanyBenefitswithTSCplatformSource:Madebytheauthor,basedonhttps://thesocialcoin.com/company
• Foruniversitiesandschools
Schoolscanpromoteglobalcivilityfromthebeginningofkids’education.Thiswillbe
donebyusing,asa tool, thedifferentcitizenshipvalues.Workingonsocialandcivic
competencesintermsofknowledge,attitudesandskillstheycanlearnapedagogical
method.StudentswillalsobeaforcetomakeTSCgoviral.
TheUniversityofCalifornia-BerkeleyisinterestedonTSC’sproductsandtools.
• Fortownandcitycouncils
Currentlythereisnowayofmeasuringkindnessandsolidarityratings.Thisdatawillbe
veryuseful for tourism, investmentand socialpolicypurposesallowingCityCouncils
understandbetter thecitizens’behaviour. In fact,acity’sGDP isno longera trustful
measureforquantifyingtheeconomicwealthnortoattractinvestorstoacity.
COMPANYBENEFITS
Inspireyouremployees
withcorporatechallenges.
Impactyourlocal
communities.
HavemetricsonSocial
Responsibilityprograms.
Engageemployeesinadvocacyactivities.
Retaintalent
Transformyour
company’sculture.
18
Severalbigcities(Barcelona,PaloAlto,SantanderandTelAviv)havealreadyconfirmed
theirinterestinimplementaplatformsolutionlikethis.
Barcelona City Council will be part of their new project, the Human City Platform
(explainedinthenextsection).
Figure6.CityBenefitswithTSC’splatform.
Source:Madebytheauthor,basedonhttps://thesocialcoin.com/cities
• Forindividuals:
With TSC’s platform, for instance, EU individuals can be motivated on integrations’
value,solidarityandcitizenship.
3.2.2.IntroductiontotheHCPproject
As theyarea youngandambitious company, their currentgoal is toexpandandgo
viral.Thatiswhytheyarecurrentlyworkingonachallengingproject:“TheHumanCity
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).
CITYBENEFITS
Inspirecitizenswithcitychallenges
Engagecommunitieswithadvocacyactivities.
Imapctinpeople'sreal
needs
Have metricsonlocations,communitiesorchallenges
Improvepeople'slives!
Transformyourcities’sculture.
19
WhatistheSPARK?
Theydevelopedanewunitofkindnessmeasure:itmeansanewreputationlayerfor
theneweconomybasedontheimpact.Citieswillincorporatethismeasureasapartof
theirmain “CityPerformanceKPIDashboard” to track citizen’s social activity andbe
morecitizen-oriented.
This project is funded by the European Commission, allowing TSC to position
themselveswithadifferentiatedproductandminimizetechnologicalrisks.
ObjectivesandAmbition
Theobjectivessetare:
1. Create a newunite tomeasure kindness (theSPARK) tomake tangible good
deeds.TheywillcollectdatausingAPI,WSStechniquesandsomeothers.
2. Increaseviralratebydevelopingdifferenttypesof“socialcoins”andlowering
theproductioncoststowidespreadthemamongcitizens.
3. Scale up on their currentSaaS (Software as a Service) by including the third
participant: thecity.Therefore, theyneed todevelopaDashboard tocontrol
andmakeagooduseoftheinformation.
4. Carryoutanexceptionalpilottest.
The novelty of the project and the added value of their innovation, places them in
advantagetowardsothercompaniesinthesamemarket.
One of theirmain goals is to develop the platform to further understand of human
behaviour and organizations will be able to generate predictions and analytics to
improvebetterCSRstrategies,humanconnectionsandbusinessefforts.TSCwantsto
improve on consumer-based behavioural data, industry and city behaviour-based
reportsandmappingservices.
CityCouncilshave,currently,severalmetricssuchastraffic,productivity,tourismand
soon,butnotmetricsoncitizenengagementandvalues.
ThatiswhytheywanttopioneertheSPARK,totrackactsofkindnessamongcitizens
andunderstandhumanbehaviouroftheirowncity.
20
3.2.3.MeasurestomaximizeImpacts
TSCwantstoincludesixkeymarketusersinhisbusiness:
1. CSRmarket: in general, technology and healthcare companies, togetherwith
governments,arethebiggestinvestorsinCSR.Socialmediaisacceleratingthe
engagementonCSRefforts, even in emerging countries such as China, Brazil
andIndia.
2. Employee engagement: Companies want to work on initiatives to create
discretionary employee effort, which leads to positive outcomes for the
enterprise.
3. Smart Citiesmarket: Smart Cities will spend on citizen empowerment unlike
othercitieswhosemainconcernaremobilityandenergyareas.
4. Public relations:Organizations can takeprofit of TSC’splatformby improving
their reputation, such as community-conscious values, transparency and
burnishtheirimagetowardsthepublic.
5. The Green Consumer market: They are valued potential consumers for
enterprises.Whenacompanyisconcernedabouttheenvironment,socialand
economic change, these green market will definitely be interested on their
products and services. Which means, they can gain another market-
segment/targetconsumers.
6. BigDataMarket: It is envisaged thatBigDatahardware, softwareandglobal
spending services will grow exponentially. With TSC, companies can identify
thoseCSRactivitiesthatfitsbetterwithemployees,observethoseemployees
whoarenotactuallyengagedandrespondtothat.
The uniqueness of this value proposal enable them to offer a CSR SaaS solution for
organizationsandwinfastmarketattraction.
At this time, their market feedback has been highly positive, with lots of top
organizationsusingtheTSCplatform.
21
3.2.4.Implementation
WorkPlan
HCPallowsus,theindividuals,totrackstoriesofhumanconnectionsandgooddeeds
and create the SPARK. For organizationswith accurate CSR policies, they encourage
positive acts of kindness in society, being rewarded depending onwhich reputation
scoringtheemployeegets.EUwantsalsotoimplementthismeasureoftransparency
onBigCompanies,inordertoreportenvironmentalandsocialmatters.
Theprojectisdividedin8workpackagesandeachoneindifferenttasks:
• WP1:ScaleupSaaSplatform
Theobjective is tospecify the functionaland technical requirementsof theHCPand
afterthisWP,aSpecificationDocumentofthenewplatformwillbegenerated.
• WP2:Viralization
Thesystemmustguaranteeviralization.WhataretheAPIsfor?Itallowstheplatform
tobeopenedtoexternalsystemandwillintegratethemostrelevantsocialnetworks
throughsomeconnectors.
If theymanage to find a low production-cost therewill be, apart from the physical
ones,virtualcoinsaccessibleforeveryoneatzerocost.
• WP3:SPARK(subcontractedtoAteknea)
Here, they will analyse the current techniques and source tools based on semantic
analysisandimplementasystemtomeasureactsrelevancebasedontheir impactin
social media. This process will enable the creation of the SPARK, lead by a
subcontracted company, Ateknea Solutions Catalonia (further explanation below).
TheywillbeinchargeofthewholeWP3.
• 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
performanceofthetasks,therewillbepartialtestsalongalltheworkpackages.
22
• WP5:Pilotsdemonstration
ThisWPisinchargetovalidatetheentireplatform.Aswesaidbefore,threeworldtop
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
providethebestsolution.
• WP6:Commercialisationactivities
The business innovation plan will be useful for commercializing the activities and a
financingplanwillberegularlyrevised.
• WP7:Communicationactivities
SomeoutputsfromWP5areusedinWP7topromotecampaign-basedactivitiesduring
the period of the grant. In thiswork phase the objective is to capture attention, to
attractbusinessandpotentialpartnerswhocouldtakebenefitbyaddingthisplatform
athisorganization.
• WP8:Management
They can review and assess thework reached at this point, optimize resources and
incorporatethembackintotheWP6andinWP7.
TheWorkpackage’sprocesswillbeasfollow:firstly,theintegrationoftheWP1,2and
3 components, and thusbuilding theWP4. Secondly, theoutputs generated inWP5
willproducenewinputsforthepreviousstepandalsowillbeusedinWP7topromote
campaign activities. Finally, after all the process, theWP8 will review the gathered
informationandincorporateitbacktoWP6and7.
Limitations,RisksandContingencyPlans
TSChastodealwithsomebarriersandrisksasacompany,suchasenteringagrowing
market.TheyhaveseverallimitationsonSaaSplatform,astheyarenotabigcompany
andtheyhaveasmall-sizedteamwork:
23
- Inorder to scaleup thecurrentplatform intoaHumanCityPlatform it is required
more technological development to integrate cities. The homogenization will allow
comparisonamongdifferentcompanies,universities,citiesandindividuals.Whenthey
reachthispointoftechnologytheywillbeabletoobtaina“HumanKindnessScore”.
-Thesocialcoinsaremadewithbiodegradablematerialsandthatmeansanelevated
production-cost.Atthismoment,buyingcoinsisonlyaffordableforbigcompaniesand
universities, but not for itsmassive adoptionby citizens. Therefore, it is required to
developanewsocialcoinwithlowerproduction-costs.
Figure8.AtekneaSolutions
With the current contract of collaboration with “Ateknea Solutions” they can solve
theselimitations,astheyarespecialistsontechnology.
AtekneaisaleadingEuropeanengineeringcentrewithhugeexperienceinsupporting
companies to transform their ideas into tangible projects. They provide research,
consultingandtechnologydevelopment,specificallyinSMEs.
Duetoitssuccessfultrajectory,theywerewhobestsuitedwithTSC’sneedsandalso
because of the geographic proximity. They are located in Cornellà de Llobregat
(Barcelona),only10kilometresfarfromTSC’scompanysituation.
24
3.2.5.EthicsandSecurity
Figure9.TSCethicsSource:Madebytheauthorbasedonthecompany’sinformationprovided
Concerningabouttheethicalissues,TSCsetsomesecuritymeasures:
-Participationontheplatformisnotmandatory.
-Theywillnotcollectanysensitivepersonaldata,onlytheonethattheuserallows.
-Multipleplatformsdata(suchasFacebook,Twitter,Instagram)willbenotcrossedfor
enriching user profiles, they will just aggregate information and create anonymous
datavisualization.
-TheinformationwillbestoredinSpain’sserversaccordingtoprivacyregulations.
3.3.Technical-tools
IfTSC,forinstance,wantedtoimplementtheHCPinMirandadeAzántheyshoulduse
sometechnical tools,apart fromtheECGones (suchas the“Quick-Test”andtheCG
BalanceSheet,explainedindetailinparagraph4.1.).
Downbelowsometechnicaltools,usedbyTheSocialCoin,aredescribed.
3.3.1.BigData
TheHCPisbasicallyrelatedwithBigData.Thisconceptreferstoamassivecollectionof
data and the procedures used to extract value from this data. Its main challenges
include: analysis, data curation, search, sharing, storage, transfer, visualization and
DoesNOTworkwith:-Humansembryos/foetuses-Humancells/tissues-Animals-Environmental &Healthsafety-Dualuse-Misuse
Doesworkwith:-Humans-Third countries-Protectionofpersonaldata-Otherethicissues
TSCEthics
25
informationprivacy.Forexample,TSCcouldserveSmartCitycustomersbygathering
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.IoTandAI
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.
Thisleadsustoapossibletransformationofthemedia
industry,companiesandevengovernments,drivingus
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
connectedtoaplatformwithapersonalcode.
Apart fromthat, theArtificial Intelligencestudies thecreationanddesignofsystems
capableofsolvingeverydayproblemsbythemselves.Throughcomputerscience,logic,
mathematics and philosophy these machines are developed to reason like human
beings.
3.3.3.Blockchain
ABlockchain,ordatabase,isapublicledgerofallperformedBitcoins9transactions.It
is constantly growingupwhenevera completedblock is accomplished.Theseblocks
are added to the blockchain in a linear, chronological order. TSCwill integrate it to
offeranopen,secureandregulatedenvironment.Platformparticipantswillreceivea
bitcoin“payment”,consistingactuallyofareward.
9ABitcoinisapaymentsystemwhereeveryonehasequalrights.Transactionstakeplacebetweenusersdirectly,withoutanintermediary,andtheyarerecordedinapublicdistributedledgercalledBlockchain.
26
CHAPTERIV:CASESTUDY:“THESOCIALCOIN”TESTEDBYTHECOMMON
GOOD
4.1.TheBalanceSheetandthe“Quick-Test”
TheBalanceSheet(orMatrix4.1.)isthemostimportanttoolusedinordertomeasure
thecontributiontotheECG.
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
variablescreates17indicatorsoftheCommonGoodandeachonecangetascoreup
toamaximum1000points.
Figure10.Matrixscores
ThescoreisusedtoknowtowhatextentthecompanymaximizestheCommonGood.
Therefore,themainobjective is to informconsumers inadvancebeforetheychoose
one product over another. Products will have a coloured label with a colour (red
indicatestheworstpunctuationandgreenthebestone)correspondingtothescoreof
that company’s production and informing the customer about how much they are
contributingtotheECG.
27
Figure11.CommonGoodMatrix4.1.
OntheMatrixwhentherowvariables(letters)andcolumns(numbers)converge,they
generateaboxthatexplainsoneofthe17indicators.Thosewillberelatedtoa"Quick-
Test”question.
The"Quick-Test”isanECGtoolthatgivesaquickoverviewofwhetherourcompanyis
moving in the right direction. There are a total of 27 questions that connect the
company’svalueswiththeirstakeholders.Eachonewillbescoredfrom0(minimum)
to4(maximumvalue),takingintoaccounttwofacts:
• Someaspects fromtheTesthaveaspecial importance in theECG; therefore,
theresultsofthequestions19,21,23,25and26mustbemultipliedby2.
• In thecaseofOne-PersonEnterprises (OPE), thequestions7,10,11,12,13,14
and26mustnotbeapplied;thetotalisdividedby25andmultipliedby32(the
28
aspects given double importance, such as the question numbers mentioned
above,willbetakenintoaccount).10
4.2.Applicationofthe“Quick-Test”
Thebestwaytohaveaquickglimpseofthecontributionthatacompanymakestothe
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,withthecorresponding27questions.Theresultwas117pointsover12811.
This score is in the first section (the best one), which means that TSC has an
outstandingfutureprojectiontowardstheECGmaingoal.
As for now, there is no direct relation between the “Quick-Test” and the Common
GoodMatrix;wehavebeenseekinganalgorithmtosolvethisissue.Wehavefoundan
easywaytoconnectthemwitharuleofthree.
In each of the 17 Matrix indicators there is a number, referred as the maximum
amountthatcanbeobtained.Sowetookthemaximumamountinthesameindicator
onthe“Quick-Test”,beingthelargestpercentageandapplyingtheruleofthreewith
thepunctuationansweredbytheCEO.Itislistedbelow:
-Maximalpunctuation
-Realpunctuation
*:questions19,21,23,25,26(D3,D4,E1,E3,E4respectively)aremultipliedby2.
Table2.WeightingbetweentheQuicktestandtheCGMatrix
TESTPUNCTUATION
MATRIXPUNCTUATION
A1=12->12
A1=90X=(12*90)/12=90
B1=4->2
B1=30X=(2*30)/4=15
C1=12->12
C1=90X=(12*90)/12=90
C2=4->3
C2=50X=(3*50)/4=37,5
C3=4->4
C3=30X=(4*30)/4=30
10 SeetheAnnex:The“Quick-Test”11SeetheAnnex:Thecompletetestpunctuation.
29
C4=8->8
C4=60X=(8*60)/8=60
C5=12->9
C5=90X=(9*90)/12=67,5
D1=8->7
D1=50X=(7*50)/8=43,75
D2=8->7
D2=70X=(7*70)/8=61,25
D3=12*->12
D3=90X=(12*90)/12=90
D4=8*->8
D4=30X=(8*30)/8=30
D5=4->3
D5=30X=(3*30)/4=22,5
E1=16*(question19isalsoE1)->16
E1=90X=(16*90)/16=90
E2=4->4
E2=40X=(4*40)/4=40
E3=8*->8
E3=70X=(8*70)/8=70
E4=8*->8
E4=60X=(8*60)/8=60
E5=4->2
E5=30X=(2*30)/4=15
TOTAL=912,5Source:MadebytheauthorbasedontheQTresults
Theresultwas912,5over1000points.Thismeansthat“TheSocialCoin”companyis
withinthebestpunctuationrange,thedarkgreenone(between751-1000points).
AfterapplyingthetesttotheCEO,weinterviewedthecompany’sstakeholders.
4.2.1.TheCEO
CEO:117pointsover128.
Concerningmanycriteriaandgoals,TSCiscontributingina90%to
theECG. Theyareanexemplaryenterprise andof coursea long-
standing industry leader in the sustainability and social business
scene. Figure12.IvánCaballero
30
Itisaninspirationforotherethical-companiesandco-enterprises,duetotheirpioneer
marketposition.Wenowrecommend that theycreateaCommonGoodReportand
shareit.
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,clientoutreachandotherfunctions.
HeholdsaMasterandBachelordegreesinbusinessadministrationandmarketing.His
mainworkexperienceliesinthesocialusesoftechnologyandtheInternetthatwork
toenhancecommunication,socialentrepreneurshipand impact,andcitizen-oriented
cities. With his work at TSC, he has been inspiring people worldwide, participating
severaltimesinTEDtalksandalsospeakingattheMobileWorldCongress.
4.2.2.TheStakeholders
4.2.2.1.SUPPLIERS
(A1):10over12.
Estel Tàpia is a Catalan association, whose main projects are socio-occupational
integration forpeoplewith a riskof social exclusion.They collaboratewith TSCand
areinchargeofthecoinproduction.
4.2.2.2.INVESTORS
(B1):2over4
As it was not possible to contact the investors, we searched for information about
themandabouthowethicaltheyare.ThereareonlytwoinvestorsintheCompany:
-Startupbootcamp: isaDanishcompanywhosemaingoalistoacceleratenewstart-
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
-MobileWorldCapital:isaCatalanorganizationwhichhelpscompaniesunderstand
the digital transformation and build a better society through technological digital 12“Bootcamp:Europe’sBiggestAcceleratorcreatedbybornagainentrepreneur”(SeetheWebpage:
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(likeTheSocialCoin).TheyareinchargeoftheMobileWorldCongress,
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
andadministrativemanagement;relevantlegalinformation13.
Currently, they have a financial relationship with Banc Sabadell14. They have a
CorporateEthicsCommittee,meaningthattheyareinvolvedandinterestedinethical
issues concerning the organization’s philosophy.Following this explanation,we rate
theTSC’sinvestorswith2pointsover4intheECGmetrics.
4.2.2.3.EMPLOYEES
(C1+C2+C3+C4+C5):36over40
AnnaClosasisoneoftheCompanymembersofTSC.Sheisincharge
oftheenterprisesalesandpartnershipeffortsatTSC,asanenterprise
technologysalesexpertandsocialentrepreneurwithlargeexperience
insalesmanagementandproductstrategy.
In her last job, at Cisco, she held different positions, including retail
andhealthcareaccountmanager,aswellasproductsalesspecialist.
4.2.2.4.CUSTOMERS/PRODUCTS/SERVICES/BUSINESSPARTNERS
(D1+D2+D3+D4+D5):20over40
WehavetalkedtotwodifferentSocialCoin’scustomers.Thefirstoneisacustomeron
theeducationsector,towhomweappliedtheTestthroughaninterview.
This stakeholder should have answered 8 questions, instead of only 4.Number 17th
and18tharenotansweredduetothenon-existenceofcompetitors.
Jesuïtes School is a foundation with several schools in Catalonia, most of them in
Barcelona. Lastyear,March2015, theybeganan initiative incollaborationwithTSC,
where13-year-oldpupilsparticipatedinanaltruisticfavourchain. 13OficialWebPage:http://mobileworldcapital.com/transparency-portal/14Attheendofthisyear,TSC,wantstochangebankrelationsandworkwithTriodosBank,a100%ethicalbanking.
Figure13.AnnaClosas
32
Thisfavourchainswererelatedtoactsofsolidarity,tointeractionbetweenpeopleand
tofosteringsocialchanges.Themaingoalwastoexemplifythetheme“Petitescosesque
fanunmónmillor”15andobservetheglobalimpactwiththeirsmallacts.
The other customer is a City Council who gave very positive feedback about the
company’swork. This is a clear exampleof a successful collaborationbetween “The
SocialCoin”andTheCityCouncil of SantVicençdelsHorts (Barcelona). Thepositive
feedback was given by an employee, YolandaMartín, who is a specialist on citizen
participationandcohabitation:
“Thechallengeofkindnessisstartingtoflowandbeginstoincorporatenewhabitsassociatedwithkindness,communicationandinterpersonalrelations.I’veseenthatpersonalconversationshavegreatly increased,evenamongpeoplewhodidn’tnormallyuse to speak in those terms.Thisworkingenvironmentimprovement[…]booststhequalityofstrictlyprofessionalperformances.Inanarealikeours,whereweareallworkingforthepublic,[…]thesensitivitytothediversityofhumanbeingsisessentialtoprovidequalitypublicservices.A project like The Social Coin shares the idea that participation should serve as a tool fortransformationandpursuestheco-responsibilityofthedifferentstakeholders.[…]collaborationbetweenorganizations,andevennewformsofrelationshipsandtheservicesthattheyoffertoinstitutions,tocitizensandtopublicadministration.”16
4.2.2.5.SOCIALENVIRONMENT
(E1+E2+E3+E4+E5):8over32
Thisstakeholdershouldhaveanswered5questions,insteadofonly1(asithappened
withthecustomers),duetolackofinformation.
CristinaPobletFarrésistheAgentofthePrincipalforForeignRelationsandStudents
in the University of Barcelona. She joined last year the BSWomenB-GWUB and
participated inaconferenceabout“TheSocialCoin”heldbyAnnaClosas,whereshe
receivedasocialcoin.
15InEnglish:“Littlethingsthatmakestheworldabetterplace”.Seewebpage:http://www.casp.fje.edu/es/node/8306 16OriginallanguageversionoftheemailisinCatalan.
33
4.2.3.Contrastingtheresults
-CEO’stotalsum(A+B+C+D+E):12+2+36+37+30=117over128-Stakeholder’stotalsum(A+B+C+D+E):10+2+36+20+8=76over128(SeemoredetailsinAnnexII:excelTable)
Table3.Testresultstableinpercentages
Source:MadebytheauthorbasedontheExcelTable(seeAnnexII)
-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
thesesections,duetothedifferencesbetweenwhattheCEOassumestocontributeto
theCommonGoodandthecurrentlystakeholders’vision.
Manyofthedivergencesstemfromtheseveralquestionsthatthestakeholderscould
notanswerandthatthereforehad0points.(Furtherexplainedinparagraph4.3.2.)
4.3.ApplicationoftheCommonGoodBalanceSheetCalculator
4.3.1.Descriptionofcalculationprocess
UsingtheofficialECGwebpage17ontheGuidelinesfolder,wehaveaccessto:
-TheGuidelinesforCreatinganECGReport(Worddocument)
-AnECGcalculator4.1.3.English(Exceldocument)
17http://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
exhaustivereviewiscarriedout.Weusedtheprevioustools,inordertocreateanECG
Report from“TheSocialCoin”.Thiscanbeexecuteddue to thesimilaritiesbetween
the“Quick-Test”andtheCGBalanceSheet(asweexplainedinparagraph4.2.).With
theCGBalanceSheet,wewillobtainmoreaccuratescoresthantheonesweobtained
withtheQT.
Weusedthefollowingmethodologyinordertomatchtheresultsfromthetest:
1. WecomparetheTest-questionwiththecorrespondingBalanceSheetindicatorand
consideriftherearethesamenumberofquestions.Inall indicators(exceptinA)
weseethattheydonotmatchwiththenumberofsections,butwestillcontinue
theprocess.
2. Thepercentagewegivetoeachsectionvariesaccordingtothetestnumber:
0=0%;1=25%;2=50%;3=75%;4=100%
3. Theallocatedweightstoeachsectionalsofollowapattern:
EverythingontheindicatorismentionedontheQT
- AVERAGE: indicators which have the same number of subsections and the
contentmatches (thisonlyoccurs invariableA),aswellas,whenall thesub-
sections of one indicator are reflected on the corresponding Test question
(even if thereare foursubsections in theBSandtheTesthasonly1: suchas
B1).
Onlysomeofthesub-indicatorsarementionedontheQT
- HIGH:thesub-indicatorsareconsistentwiththeQT.
- LOW:thesub-indicatorsdonotappearontheQT.
- DOES NOT APPLY: the stakeholder does not answer the question or it is
unknown,whichmeansthatsub-indicatorsareratedwithzeropoints(variable
Dquestions:17,18,19,22;variableE:24,25,26,27).
Theweightsarethesameinbothcases,exceptonthevariablesDandE,sincetheCEO
hasansweredallthequestionsandthestakeholdershavenot.Thisisthereasonthere
aremanyDOESNOTAPPLYweightsinthestakeholder’sBS.
35
Westartedwiththestakeholders’case,sinceitwaseasiertofillthegaps.Wehadno
weightingdone,sonewdatahadtobegenerated.
Nonetheless, the CEO Balance Sheet was harder to calculate. In this case, we had
alreadydoneaweightingbefore,soweshouldapproximatethevaluesfromittothe
BS.Forexample,ifinoneindicatorwehadamaximumvalueonthematrix,C3=30
beinga100%,ontheBSweshouldhavethesamepercentage.
Asaresult,weobtainedatotalsumfortheCEO=915(veryroughtothe912,5from
theweighting)andatotalsumforthestakeholders=553.
Why did we obtain such a huge difference between both of them? This will be
answeredinthenextparagraph(4.3.2.).
4.3.2. Contrastingthesignificantresults
WhyistheCEO’svisionsopositive(almostthemaximum,1000)andthestakeholder’s
visiononlyhalfscore(550)?18
WehaveobservedthatthemajordivergencesarebetweenthevariablesEandD.For
thisreason,inthissectionwewillcompareandanalysethem.
-TotalpercentageofvariableD:CEO93%;Stakeholder34%.
-TotalpercentageofvariableE:CEO95%;Stakeholder31%.
Weshouldexamineeachvariableandtheirrespectiveindicatorsindetail,inorderto
answerthesequestions.
18Onpage41and42wehavethetwoMatrixes,thefirstonecorrespondstotheCEOandthesecondonetothe
stakeholders.
36
o VARIABLED:
Graphic1:VariableD
Source:MadebytheauthorbasedontheBalanceSheet
-D1:EthicalCustomerRelations.[CEO(90%);Stakeholders(100%)]
Thestakeholders’opinion,customers in thiscase, is that theyare fullysatisfiedwith
theservice they receive fromTSC.TheCEOalso scores itasexemplary,butbelieves
theycanstillimprovealittlemore.
Ethicalvalues,satisfactionofbasicneeds,transparencywiththeproductsorservices
offered;thisiswhythecustomerscoreditasexemplary.
However,theCEOfeelsthattheycanevenfurtherimprovebydevelopingitsproduct
andthesalesandafter-salesservicethattheyoffer.Theyalsowanttoimproveinthe
areasoftransparencyintheirproducts,fairpricesandtheethicalselectionofclients.
-D2:Cooperationwithbusinessesinthesamesector.[CEO(90%);(Stakeholders
(0%)]
TheCEOconsidersthatcooperationwithcompaniesinthesamesectorisalmost
perfect,butwhatwefindmostsurprisingisthehugedifferenceregardingtheclient’s
opinion,whodidnotanswerthequestion.
The17and18Testquestions(correspondingtoD2)werenotaskedtothestakeholder
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 clientswho
havenoaccesstoit.
-D3:Ecologicaldesignofproductsandservices.[CEO(100%);(Stakeholders(30%)]
WenotethehighestscoregivenbytheCEO,thusbeingexemplaryonthis indicator.
Customer’svaluationisnotevenhalfofthetotal.
TSC’sproductsandservicesaresectorleaders,suchasthecoins(theirmainproduct)
whicharecradle-to-cradle(itisobtainedandplantedafter3months,andlatergrows
intoaplantwithseeds),thencetheCEOratedD3witha100%.
In contrast, the client does not know certain information like, for instance, as
mentionedabove,whetherTSC’productsaresectorleadersandiftheyareactivefor
ecologicalutilization.Nevertheless,theyconsiderexemplarytheactivecommunication
ofecologicalandlifestyleaspectsasakeypartofcustomerrelations.
D3.1. andD3.2were allocated as DOESNOTAPPLY, but D3.3 is scored, sowe have
allocatedthissub-indicatorwithaHIGHweight.
-D4:Sociallyorienteddesignofproductsandservices.[CEO(100%);(Stakeholders
(50%)]
TheCEOconsidersthisindicatorasexemplaryagreeingwithcustomer’sopinions.
BothscoresmatchintheTest,butwecanseethatthesamedoesnothappentothe
Matrix.
Thisissueoccursbecausethesub-indicator"D4.2:Structuresworthyofpromotionare
supportedbysalespolicies"isnotintest-questionnumber21(D4).Forthisreason,we
have set: DOES NOT APPLY and the stakeholder does not get any percentage (0%).
However, the CEO has amaximum rate because it should be strictly limited to the
weightingthatwehavealreadydone.
-D5:Raisingsocialandecologicalstandards.[CEO(80%);(Stakeholders(0%)]
TheCEObelieveshehasanexemplaryassuranceandverifiabilityofhigherstandards,
suchasexternalaudits,cooperationwithNGO’s;ahightransparentlobbyingprocess;
concerningallmajorsocio-ecologicalaspects.WeassumethattheCEOknowsaboutall
thisinformationandthereforescoresithighly.
38
Oncemore,we allocateD5 stakeholder’s indicatorwith a DOESNOTAPPLYweight.
Theclienthasnotresponded,duetothelackofavailableinformation.
o VARIABLEE:
Graphic2:VariableE
Source:MadebytheauthorbasedontheBalanceSheet
-E1:Products/servicesmeetabasicneedorservethedevelopmentofhuman
beings/thecommunity/theearthandgeneratepositiveuse.[CEO(100%);
Stakeholders(100%)]
BothCEOandSocial Environment’ stakeholdersplace thepunctuationonamaximal
level and thus, exemplary. Up to 100% of TSC’s products and services meet basic
needs, have a positive impact and solvemajor societal problems. They also have a
higherquality in termsof social andecological aspects (for example,mobility: train,
bicycle).
-E2:Contributiontothelocalcommunity.[CEO(100%);(Stakeholders(0%)]
Clearly there isa totaldivergence, since theCEOvalues the indicatorasperfectand
thestakeholderdoesnotgiveanyscore.Thisisbecausethestakeholderknewnothing
aboutthisindicatorandwedecidedtoputazeroscore,aswellasaDOESNOTAPPLY
weight.
Again,weemphasizethefactthattheydonothaveenoughpublicinformationandwe
arenotabletorespondintermsofhowmuchmoney/resources/effortscontributeto
0%
20%
40%
60%
80%
100%
E1 E2 E3 E4 E5
SOCIALENVIRONMENT
CEO Stakeholders
39
societalcommitmentandsocialresponsibility,oreveniftheycollaboratewithNGOs.
ThestakeholderalsohasnodataconcerningwhichsocietaleffectsTSCaimstoachieve
northeexperience-leveltheyhavereachedandhowstableistheircommitment.
-E3:Reductionofenvironmentalimpact.[CEO(100%);Stakeholders(0%)]
Once again, theCEO scores it at 100%believing that TSC’s ecological print is low in
theirsectorandhasfewnegativeecologicaleffects.
Thestakeholdercouldnotanswertothisindicator,duetothelackofinformation.
Wecanassumethat theyarean innovativeandsector leaderenterprise,dueto the
factthattheyareasocialstart-up.
On theotherhand,wecannotmeasure theabsolute impactdue to theunpublished
environmentaldataandparameters informationinecologicalaspects(suchasuseof
materials,energyandwaterconsumption,emissions,waste).
-E4:InvestingprofitsfortheCommonGood.[(CEO100%);(Stakeholders:0%)]
TheCEOhasamaximalscore,unlikethestakeholderwhohasnopunctuation.
We can observe amassive discrepancy because the stakeholder has no information
about the external dividend pay-out of the company and if their use of profits is
orientedtotheCommonGood.ThatiswhytheCEOhasthisscore,becausehehasall
theinformationaboutthisindicatorandknowshowtopunctuateit.
-E5:Socialtransparencyandco-determination.[CEO(50%);Stakeholders(0%)]
TheCEOthinkstheycanimprovemuchmoreintermsofsocietaltransparencyandco-
determination:TSChavenotdoneyetanofficialCGReport,butalreadyhaveshown
theirinterestindoingit(astheyhavegivenuspermissiontoprocureareportonthis
study).Thestakeholdershaveagainnodataaboutthisindicator.
40
Afterusingthetoolsandwiththehelpoftablesandchartsinthisstudycase,wereach
conclusion.
Firstly, we recommend to the company that it be more transparent. Most of the
stakeholders,speciallytheClientsandtheSocialEnvironment,lacksomeinformation
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
marketsandpossiblecustomers.Theywouldbe,duetothepioneermarketposition
and their projects, as an inspiration for the other ethical-companies and co-
enterprises.
And finally, we recommendmore 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
mainstakeholders,suchasprovidersandclients,shouldbeabletoconsultthem.This
wouldbebeneficialforbothofthem.
41
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42
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43
Figure14.CEOandstakeholder’sValueStar Source:MadebytheauthorbasedontheBalanceSheet
Figure15.CEOandstakeholder’sStakeholderStarSource:MadebytheauthorbasedontheBalanceSheet
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 SUSTAINABILITYSOCIAL 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%
BALANCE SHEET OVERVIEW
CG Balance Sheet Calculator, Version 4.1.3
Value Star for
HUMAN DIGNITY
COOPERATION AND
SOLIDARITY
ECOLOGICAL
SUSTAINABILITYSOCIAL 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%
CG Balance Sheet Calculator, Version 4.1.3
Stakeholder Star for
BALANCE SHEET OVERVIEW
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%
CG Balance Sheet Calculator, Version 4.1.3
Stakeholder Star for
BALANCE SHEET OVERVIEW
SUPPLIERS
INVESTORS
EMPLOYEESCUSTOMERS / PARTNERS
SOCIAL ENVIRONMENT
44
CHAPTERV:CONCLUSIONS
5.1.Contributions
ThisprojectisbasedonresearchontheEconomyfortheCommonGood.Itexplains
andanalysesthisneweconomicmodel.Tocarryoutthestudy,wehaveusedthe
differenttoolsatourdisposal.
ThecontributionsthatwehavemadetotheECGwiththisworkareasfollows:
- The examination of a social enterprise in connectionwith the ECG and the “QT”
application to the different social agents. Our case study reveals the kind of results
thatwecouldobtainfromaCGReport.
-WehavecarriedoutaweightingbetweentheTestandtheMatrix.So farwehave
notobservedanydirectrelationshipbetweenthem,duetothenumerousfactorson
whichacompanydepends(including,theuniquenessofeachcompanybeingvalued).
However, we estimated it because it can allow to have a quick glimpse while
comparingthevalues.
-AneasierEnglishtranslationofthe"Quick-Test"questionsbut,inthiscase,adapted
tothecompany“TheSocialCoin”.
5.2.Conclusions
TheconceptoftheEconomyfortheCommonGoodisincreasinglypresentinourlives.
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
somethingimpossibletoachieveinoursociety.Manywouldliketothismodelbecome
arealitywithhelpandcollaborationfromeveryone.
Thisprojecthasmarkedabeforeandafter,notonlyattheacademicorprofessional
level, but also at a personal level beyond learning. I consider myself extremely
fortunatetohavehadtheopportunitytoconductastudyaboutthiseconomicmodel
andtohavebeenabletoexamineitindepth.Doingaprojectofthismagnitudeimplies
achallengeandentailsagreatdealofresponsibility.Thankstothehelpandguidance
ofmytutorandotherswhocontributedtothiswork,wehaveseenthatthisconceptis
compatiblewithourcurrentsociety.
45
Wehaveverifiedthatthismodelisalreadypresentinsometownsatalocal-level,but
theultimategoalisforittobecomeaworldwideapplicablemodel.
Thankstothecasestudywehavenotedthatanincreasingnumberofcompaniesfocus
theirbusinesspracticestothecontributionoftheCG,andthusundergoesthebenefits
thatentails. “TheSocialCoin” isa socialenterprise, therefore,quitegeared towards
this new model. That is why, they do not hesitate to take on new challenges and
projectssuchasthe“HumanCityPlatform”.Thisisaprojectthatgoesfurtherandaims
tocoverallcitizensandtheirgooddeeds,tocontributetotheCommonGoodoftheir
owncity.
Afterthestudywecananswerthequestionsinitiallyraised:
-Dotheproductsandservicesthat“TheSocialCoin”provides,increasetheCGlevel
oftheircustomers?
Accordingtosection4.2.2.,thisprojecthasprovedthattheTSCisoneofthose2000
enterprises interested in being part of the Economy for the Common Good. The
productsandservicesoffered,clearlyincreasetheCGleveloftheircustomers,aswell
astheotherstakeholders.
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.
Ontheotherhand,theservicesofferedtotheCityCouncilofSantVicençdelsHorts
(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,citizensandPublicAdministration.
Therefore,webelievethatTSCincreasesthelevelofcommonwelfareoftheirclients.
46
- Do they do it as a company for the ECG according to the CGMatrix evaluation?
Whatisthestakeholders’opinion?
Wegottwodifferentviewswiththecasestudy,onefromtheCEOandtheotherone
fromthestakeholders.
TheCEOisambitiousandaimstoachievethemaximumECGgoal;thushegotahigh
scorebasedonhispositiveoverviewofthecompanyandtheobjectivesset.
The stakeholders are generally also satisfied with the company, its values and
practices.Butwewanttohighlightthecustomer’sandsocialenvironment’sopinions,
withwhichwewentdeepwiththeanalysis.
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
anddemocraticco-determinationandtransparency.Stakeholdersdidnotrespondto
somequestionsaboutthesefactorsduetothelowtransparencyofthecompany.
Finally,wewould liketoaddthatabettercommunicationbetweenthestakeholders
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
stakeholderwiththemostsimilarpercentagebetweenthemtwo(88%CEOand89%
thestakeholder).
5.3.Improvementproposalsandnextlinesofresearch
Throughoutthestudysomeproblemshaveemerged,whichwehavehadtodealwith.
Firstly, inreferencetothe“Quick-Test”,weproposetorewriteit inordertomatcha
few differences that we have noticed between the German, the English and the
Spanishtranslation.Whichare:
- Questionnumber10: “Inmyenterprise there isamaximum incomedivideof
1:4 […]” on the English and German version; “Mi empresa tiene una diferencia
salarialmáximade1:3[…]”ontheSpanishversion;andfinallyontheECGofficial
book(C.Felber)itiswrittenonpage313that“[…]themaximumincomeshould
betenortwentytimesthelowestpaidsalary[…]”.Whichoneshouldwetake
asthecorrectone?
47
- Wehaveestimated the total sumquestionsandweobtainedaresultof128
points,not126.
- Ingeneral,bothtranslations (SpanishandEnglish)shouldbecheckedover in
ordertobemoreaccuratetotheoriginalversion.
Inaddition,aswehavealreadysaid,the“Quick-Test”isonlyapromptoverviewofthe
company,butwesuggesttoadjustitinordertosuitthedifferentformsofenterprises,
dependingon:
-The size: whether it is an OPE; a microenterprise; or a small, medium or large
business.
-Thedifferencebetweenpublicorprivatecompany.
-Thesectortowhichitbelongs:primary,secondary,tertiary.
-Theyearoffoundation.
-IfitisanNGO(non-profitcompany)oraprofitone.
Secondly, relating to theBalanceSheetCGReport, theTestquestionsdidnotmatch
withtheBSoften.Thishappens,becausetheBSismuchmoreextensiveanddetailed
than the Test. For this reason,wewant to point out that the final score is only an
approximation.Finally,wewanttoemphasizethedifficultiesthatwehadtoaccessthe
information about the company. Aswe said, the CEO gave us some data,which he
thoughtitwasenough,butastimewentbywesawthatthiswasinsufficient.
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
peoplefromeachgroupofstakeholders,inordertohaveanextensivefieldofstudy.
Furthermore, it would be very interesting to compare “The Social Coin” to another
socialenterprise.
48
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delBienComúnInforme2014.[PDF]MirandadeAzán.Availableat:https://www.google.es/url?sa=t&rct=j&q=&esrc=s&source=web&cd=9&ved=0ahUKEwjdi92PmePMAhVIsxQKHcSfCHoQFghWMAg&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[AccessedMar.2016].
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ListofFiguresFigure1:http://www.playgroundmag.net/noticias/actualidad/Lebensmittelretter-foodsharing-frigorificos-comida-Berlin_0_1436856303.html[AccessedApril2016].Figure2:Basedonthecompany’smaininformationprovided.Figure3:https://www.google.es/search?q=the+social+coin&biw=1140&bih=605&source=lnms&tbm=isch&sa=X&sqi=2&ved=0ahUKEwiVkPeO4KTNAhXGyRoKHRPRBzMQ_AUIBigB#imgrc=StkZaedBbvHbAM%3A[AccessedMai2016].Figure4:Basedonthecompany’smaininformationprovided.Figure5:https://thesocialcoin.com/company[AccessedMarch2016].Figure6:https://thesocialcoin.com/cities[AccessedMarch2016]Figure7:https://www.google.es/search?q=ateknea+solutions&source=lnms&tbm=isch&sa=X&ved=0ahUKEwiLx_rh5KTNAhXIfRoKHQrtD_UQ_AUICCgB&biw=1140&bih=605#imgrc=sn5l1IMeFWdA0M%3A[AccessedMarch2016]Figure8:Basedonthecompany’smaininformationprovided.Figure9:https://www.ecogood.org/gemeinwohl-bilanz/was-ist-die-gemeinwohl-bilanz[AccessedJune2016]Figure10:http://balance.ecogood.org/matrix-4-1-en/ecg-matrix-en.pdf[AccessedFeb.2016]Figure11: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=0ahUKEwiq7Yii6aTNAhVDbBoKHSXPATgQsAQIWw#tbm=isch&q=ivan+caballero&imgrc=TDgXiYdTElzPvM%3A[AccessedApril2016]Figure12:https://www.google.es/search?q=ateknea+solutions&source=lnms&tbm=isch&sa=X&ved=0ahUKEwiLx_rh5KTNAhXIfRoKHQrtD_UQ_AUICCgB&biw=1140&bih=605#tbm=isch&q=anna+closas&imgrc=O2yQQx4eWfrtyM%3A[AccessedApril2016]Figure13:BasedontheBalanceSheetmadebytheauthor.Figure14:BasedontheBalanceSheetmadebytheauthor.PublicationsBalance.ecogood.org.(2015).TesiLaureaSustainableTerritorialDevelopmentMAvesani
inglese—ECG-BalanceWebsite.[online]Availableat:http://balance.ecogood.org/articles-and-academic-papers/masters-theses/tesilaurea-sustainableterritorialdevelopment-maves.pdf/view[AccessedApr.2016].
Campabadal,Sara;Diví,Maria(2015).“Theelectricbikesmarket.TheEconomyfortheCommonGoodinBarcelonaandShanghai”.DegreeProject.UniversityofPompeuFabra(Barcelona).
RodríguezTobalo,M.(2014).“L’economiadelbécomúilasevaaplicabilitatalaUniversitatdeBarcelona”.DegreeProject.UniversitatdeBarcelona.
VideosVimeo.(2012).Singulars-ChristianFelber:l'economiadelbécomú(TV3,10/4/2012).
[online]Availableat:https://vimeo.com/111032660[AccessedOct.2015].YouTube.(2013).Documental"TheSocialCoin"-LaaventuradelSaber@RTVE3/2013.
50
[online] Available at: https://www.youtube.com/watch?v=WuryfmB35o0[AccessedSep.2015].
YouTube.(2014).IFTF#10YF2014:APayItForwardEconomy#10projects10years.[online] Available at: https://www.youtube.com/watch?v=ZQLkhL_DOhc[AccessedMar.2016].
YouTube.(2013).Laeconomíadelbiencomún:ChristianFelberatTEDxMurcia.[online]Available at: https://www.youtube.com/watch?v=Wz2OUD3ILzk [AccessedDec.2015].
YouTube.(2013).TheSocialCoin:AnnaClosasPouatTEDxPeralada.[online]Availableat:https://www.youtube.com/watch?v=bBlmZxaMYhY[AccessedFeb.2016].
YouTube.(2015).TheSocialCoin-Engagingpeopletomakeabetterworld..[online]Availableat:https://www.youtube.com/watch?v=k51y0_dZIVM[AccessedOct.2015].
YouTube.(2013).Thesocialcoin:IvanCaballeroatTEDxBarcelona.[online]Availableat:https://www.youtube.com/watch?v=vk0WVtEFSSY[AccessedFeb.2016].
YouTube.(2015).Whatifthecommongoodwasthegoaloftheeconomy?|ChristianFelber|TEDxVienna.[online]Availableat:https://www.youtube.com/watch?v=dsO-b0_r-5Y[AccessedDec.2015].
WebsitesBalance.ecogood.org.Handbook—ECG-BalanceWebsite.[online]Available
at:http://balance.ecogood.org/matrix-4-1-en/guidelines[AccessedMay2016]Balance.ecogood.org.Matrix4.1(en)—ECG-BalanceWebsite.[online]
Availableat:http://balance.ecogood.org/matrix-4-1-en[AccessedFeb.2016].Christian-felber.at.ChristianFelber-Startseite.[online]Availableat:
http://www.christian-felber.at/[AccessedApr.2016].Coordination.ecogood.org.HANDBUCHZURGEMEINWOHLBILANZFÜR
GEMEINDEN. [online] Available at: http://coordination.ecogood.org/aktuelles-2/blicke/dokumentenablage/blicke-nr-1-02-16/handbuch-fuer-gemeinden[AccessedApr.2016].
Ecogood.org.Home.[online]Availableat:https://www.ecogood.org/[AccessedApr.2016].
Foodsharing.de.(n.d.).Lebensmittelteilen,stattwegwerfen-foodsharingDeutschland.[online]Availableat:https://foodsharing.de/[AccessedApr.2016].
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Thesocialcoin.(2016).TheSocialCoin.[online]Availableat:https://thesocialcoin.com/[AccessedOct.2015].
51
ANNEXI
Acronyms:
• API:ApplicationProgramInterface
• BS:BalanceSheet
• B2B:BusinesstoBusiness
• B2C:BusinesstoClient
• EU:EuropeanUnion
• GDP:GrossDomesticProduct
• HCP:HumanCityPlatform
• ICT:InformationandCommunicationsTechnology
• IoT:InternetofThings
• NGO:Non-GovernmentalOrganization
• OPE:One-PersonEnterprise
• QT:“Quick-Test”
• TSC:TheSocialCoin
• SME:Small-andMedium-Enterprise
• SPARK:ScoringofPositiveActsofRealKindness
• WP:WorkPlan/Package
• WSStechniques:WideSpreadSpectrumtechniques
52
ANNEXII
1. WeusedtheEnglishversionofthe“Quick-Test”whenweinterviewedIván
Caballero(TSC’CEO):
1.
A1
Myenterprisetakes intoaccount, inallessentialpurchasingofproductsandservices (P/S),
the best regional, social and ecological alternatives and finds innovative solutions to avoid
criticalmaterialswithnosuperioralternative.
4
2.
A1
Myenterprise cooperatesactivelywith suppliers tobetter implement social andecological
aspects.Thereisaprovensystemofcontrol,i.e.allpurchasedP/Sareinternallyorexternally
certified(e.g.withlabels„Bio“,„Fairtrade“,...).
4
3.
A1
My enterprise pays fair prices, nurtures long-term cooperation with suppliers and has
developedbasicinnovativestructureswiththegoalofensuringfairprices.
4
4.
B1
My enterprise works exclusively with ethical-ecological financial service providers (bank,
employeeprovisionfund)andinvests/financesitself100%throughthem.
2
5.
C1
Myenterpriseoffersallpeoplewhoparticipateintheworkoftheenterprisestructuresand
developmentpossibilities.Thesearetotakeintoaccounttheindividualdifferencesofthese
peopleandmeettheirpersonalandprofessionalneeds.
ForOPE:Myworkingsituationmeetsmyneedsandmakesagoodlife/workbalancepossible
forme.
4
6.
C1
My enterprise offers the highest level of workplace safety, as well as health promoting
workplaceconditionsforallpeoplewhoparticipate intheworkoftheenterprise.Different
workinghourschemesandfamilyfriendlyconditionsenableallemployeesoftheenterprise
tolivetheirpersonalwork-lifebalance.
For OPE: I live a work-life balance, which is optimal for me, and shape my work in a
predominantlyhealth-consciousway.
4
7.
C1
Myenterpriseactively contributes toequalopportunityandpromotesdiversity concerning
gender, origin, age, disability, sexual orientation amongst others through structural and
awarenesscreatingmeasures.Thereisequalpayforequalwork,peoplearetreatedequally
in their complete diversity on all levels of hierarchy of the company. We make no
equalizationpaymentssincewemeetthelegalequalityrequirements.
(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
Myenterprisepromotesandrequiresecologicallysustainablebehaviourofco-workers(e.g.
organic,regional,lowmeat/nomeatnutritionduringworkinghours,useofenvironmentally
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
maximumfourtimesthelowestpaidsalary.
(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
consensualdecision-makingconcerningfundamentalissuesoftheirteam.
(not
OPE)
4
13.
C5
Inmyenterpriseco-workerselectmanagement,evaluateitregularlyandcanrelieveitofits
position.
(not
OPE)
3
14.
C5
Our enterprise belongs to all co-workers or to an independent foundation. There is no
superiorpowerofafewowners.
(not
OPE)
2
15.
D1
Myenterprisehasanoverallconceptforethicsinsalesandensurespricetransparencyand
fair prices and avoids customers who act in an ethically questionable way (especially
concerningbusinesscustomersandotherenterprises).
3
16.
D1
Myenterpriseincludescustomersinproductdevelopmentandrelevantdecision-making. 4
17.
D2
Myenterprisenurturesanopensourcepolicyandpassesonitsownknow-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
offeredserviceswell.
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-
enterprisescapitalforborrowingatafairinterestrate.
3
19.
D3/
E1
TheP/Sofmyenterprisearecomparedtoco-enterprisesecologicallyindustry-leadingandof
highest quality, e.g. energy efficient or cradle-to-cradle. We are forerunners of ecological
qualityandofminimizingecologicalfootprintsoftheP/S.
(times2)
(4x2)=8
54
20.
D3
My enterprise promotes ecologically sustainable behaviour of our customers. Price
advantages and incentive schemes for repair, recycling and collective use are essential
componentsofourbusinessmodel.
4
21.
D4
My enterprise is actively engaged in improving access of disadvantaged customer groups
(low-paidworkers,migrants,elderlyanddisabledpersons)toourP/S.
(times2)
(4x2)=8
22.
D5
My enterprise works actively with co-enterprises for higher social and ecological sectoral
standardsandlobbiesinthisareaintheinterestofthecommongood.
3
23.
E1
My enterprise produces P/S,which are beneficial for society as awhole (not primarily for
certaincustomers).75%to100%oftheP/Smeetbasicneeds,servehumandevelopmentor
solveessentialsocietalproblems(socialbusiness).
(times2)
(4x2)=8
24.
E2
My enterprise is strongly engaged in society and promotes such engagement, which goes
beyond pure self-interest (reference value >2,5% of turnover). There is a comprehensive
strategyandamanagementforthisengagement.
4
25.
E3
My enterprise knows its ecological footprint and is far above the industry average. Our
negativeecologicaleffectsareverysmall.
(times2)
(4x2)=8
26.
E4
Our profits are not, if possible, distributed to external parties. Instead profits are justly
distributed between employees and capital providers, or they are used for increasing the
equityratioandforcommongoodpromotinginvestments.
(not
OPE)
(times2)
(4x2)=8
27.
E5
My enterprise publishes a CommonGood Report or a comprehensive sustainability report
(e.g. Global Reporting Initiative GRI). Furthermore, we include stakeholders of society in
relevantdecision-making.
2
Total =117
2. Inordertogetthestakeholder’sTest-punctuation,anemailwassenttothem:
A1: Ethical Supply Management 1. How would you rate the socio-ecological impact of your organization? 3 2. TSC cooperates actively with its suppliers to implement the best solution related to their ethical
and social values? 4 3. Does TSC pays fair prices and takes care of customer relationships at long-term? 3
A. SUPPLIERS (Estel Tàpia)
55
B1: Ethical financial Management
4. Does TSC works exclusively with ethical-ecological financial service providers? 2
C1: Workplace quality and affirmative action 5. TSC provides professional development opportunities to all the company employees? Taking
into account the differences of each individual and their personal and professional needs. 4 6. Does the company provide greater job stability, as well as safe working conditions? There is a
balance between work and free time, that means, according to your current situation, it is possible to combine work hours with family and friends. 4
7. TSC contributes to equal opportunities and promotes diversity of gender, origin, age, disability and sexual orientation among the others? Is there a pay equity between same professional ranks? 4
C2: Fair distribution of the labour 8. TSC does not offer any “all-inclusive” contracts. Do they reduce overtime? 4
C3: Promoting ethical behaviour in the company to encourage a sustainable environment 9. Promotes sustainable and environmental behaviour through continuous training and financial
support? (for instance: less meat nutrition and ecological products in working hours, use of public transport or bicycle) 4
C4: Fair distribution of income 10. There is a maximum wage differential of 1:4. 4 11. TSC pays a minimum wage of 1250€ net per month (900 pounds) and maximum ten times more
top earners. 4 C5: Corporate democracy and transparency
12. Does the company have a high internal transparency? Do the employees consensually participate in decisions within their teams? 4
13. Can workers choose, evaluate or even dismiss managers? 3 14. TSC belongs to employees or to an independent foundation? There is no “higher power” by
some owners. 1
D. CUSTOMERS (Jesuïtes School)
D1: Ethical customer relations
15. Has TSC an ethical policy for sales with price transparency? 4 16. TSC takes into account customers in developing their P/S and consider their opinion? 4
D2: Cooperation with business in the same field 17. TSC offers competitive knowledge, calculations and sources of supply? The company works
together in a product information system, in order to keep the customer informed. Not asked due to the non-existence of competitors.
18. TSC outsource orders to competition in case of not being able to cover some of their tasks and supports them in critical situations with its own employees? Do they provide capital at low interest? Not asked due to the non-existence of competitors.
D3: Ecological design of products and services 19. TSC’s products and services are, at environmental level, among the bests in their sector? I don’t
know. 20. TSC encourages green behaviour among their clients? 4
D4: Socially oriented design of products and services 21. TSC deals actively in disadvantaged clients treatment concerning their P/S? 4 (multiplied by 2 =
8) D5: Raising social and ecological standards
B. INVESTORS ( Startupbootcamp and Mobile World Capital)
C. EMPLOYEES (Anna Closas)
56
22. Does TSC work actively with same philosophy companies, in order to obtain higher industry standards and make a positive lobbying? Not asked.
E1: Value and social impact of products and services 23. Does TSC produce P/S that are beneficial and have a positive value for the society? 75-100% of
their P/S meet the needs and/or resolve social problems. 4 (multiplied by 2 = 8) E2: Contribution to the local community
24. TSC contribute with more than 2.5% of their turnover for social purposes? I don’t know. E3: Reduction of environmental impact
25. TSC knows its ecological footprint, being exemplary within the sector average? Their negative ecological effects are very low. I don’t know.
E4: Investing profits for the Common Good 26. TSC’s profit is distributed in a fair way between employees and investors? Do the gains serve to
increase the equity ratio or are intended for social investments? There are no dividend payments to owners who do not work in TSC. I don’t know.
E5: Social transparency and co-determination 27. TSC publishes a CG Report? Do they include stakeholders in taking important decisions? I
don’t know.
E. SOCIAL ENVIRONMENT (Cristina Poblet)
57
3. Table:Testresults,comparisonbetweenCEOandStakeholders.
Number CEO(Iván) STAKEHOLDERS max. CEO STAKEHOLDERS max
1 4 3 4
2 4 4 4 12 10 123 4 3 4 100% 83,33% 100%
2 2 4
50% 50% 100%
5 4 4 4
6 4 4 4
7 4 4 4
8 3 4 4
9 4 4 4
10 4 4 4
11 4 4 4
12 4 4 4
13 3 3 4 36 36 40
14 2 1 4 90% 90% 100%
15 3 4 4
16 4 4 4
17 4 0 4
18 3 0 4
19(times2) 8 0 8
20 4 4 4
21(times2) 8 8 8 37 20 40
22 3 0 4 92,50% 50% 100%
23(times2) 8 8 8 100%
24 4 0 4
25(times2) 8 0 8
26(times2) 8 0 8 30 8 32
27 2 0 4 93,75% 25,00% 100%TOTAL 117 76 128% 91,4% 59,4% 100,0%
D(Jesuitesschool)
E(CristinaPoblet)
C(Employee:AnnaClosas)
A(Company:EstelTàpia)
TOTALS
B(Startup-B,MWC)
4 2 2 4