Understanding Social Businesses Impact

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Understanding Social Businesses Impact

- Based on the Triple Bottom Line Framework -

Bachelor Thesis within: Business Administration Number of Credits: 15 ECTS

Programme of Study: Bachelor of Science with a major in Business Administration Authors: Maria Boixareu (991227-T047) & Carla Miret (990121-T087)

Tutor: Nadia Arshad

Jönköping University, 2020

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ABSTRACT

The Social Business model combines a non-loss system and the purpose to approach a social or environmental problem. Furthermore, Social Businesses could be the ideal model for addressing the current social and environmental challenges existing around the world.

However, until this date, evaluating the impact of these social businesses has not been successful, something that limits their resources, growth and emergence. This study seeks to analyse Social Businesses impact through the development of a novel evaluation system.

For this purpose, the whole research is based on the Triple Bottom Line, a framework that allows the evaluation of the economic, social and financial elements. A qualitative methodology is followed and the findings are based on data gathered from six current Social Businesses operating globally. Building on the data collected and the performed analysis, the authors conclude that the Social Business model perform positive impacts on the communities where the companies are operating, as well as, impacting on the three elements of the Triple Bottom Line, regardless of their main focus or core activity.

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ACKNOWLEDGEMENTS

During the process of this research, we have received help and knowledge from various resources that contributed to the output of this study. The authors want to acknowledge all the interviewees that have made possible to withdraw the final conclusion and achieve our purpose.

Special thanks to the companies interviewed. Beginning with Juanita Van der Merwe, founder of Little Green Number for the time invested in the research, to Dr. Poonchai Chitanuntavitaya, also founder of Social Health Enterprise in Thailand, Waleed Abu Nada, founder of The Champ Camp, Jesse Lovejoy founder of EDU Academy in the San Francisco 49ers, Alicia Oberholzer and the Solar Sister team and finally the team of Hemper for their time invested to complete the interviews and answer all the questions.

Paniz Yousefi, founder of Parallel Play, who provided some of the contacts for the interviews with the founders and Social Business members, which has allowed the authors to complete their primary data collection and empirical findings.

Also acknowledge the help of the mentor of this research, Nadia Arshad, for guiding us to complete the research and for the assistance in each step of the process. We also want to thank the seminar participants at Jönköping University for their valuable comments and suggestions.

Maria Boixareu & Carla Miret

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1. INTRODUCTION

1.1. BACKGROUND

The Contemporary world is facing several challenges such as climate change, human rights violations, poverty, lack of education, unemployment within vulnerable groups, among others (Salvia, Filho, Brandli & Griebeler, 2019). Addressing these critical problems and solving them, is one of the most significant contributions that this generation can make (Reimers, 2017).

The institutions (e.g. nations or governments) that are supposed to manage these challenges can not cover them all if they want to preserve their financial solvency. Therefore, many diverse non-profit associations, foundations and charities dedicate themselves to approach some of these global issues. Also, some companies dedicate part of their resources to improve some of the problems (Karanikolos, 2013). Nevertheless, in 2008, a business model was arisen out of the need for addressing global challenges and developing a profit out of the activity, in order to be self-sustainable (Wilson & Post, 2011). This model receives the name of Social Business, and it is a type of business that pursues goals rather than making a personal profit (Yunus, 2008). Therefore, it’s an exemplary model that stands out and demonstrates how companies can become a resource to face current worldwide problems (Wilson & Post, 2011).

Despite their crucial role in the contemporary society, Social Businesses have gathered little incremental attention in the literature (Bengo et al., 2016). To date, researchers have not successfully integrated the different approaches to conceptualize Social Businesses in a shared theoretical framework (Spiet et al., 2018). In this paper, the Social Business model is going to be studied and the main focus of this investigation will remain on the impact that Social Businesses have. Research on this topic is relevant in order to highlight that companies can be resources to make this world a better place and to point out that a small business initiative can turn into successful help for many global challenges. The impacts that a Social Business can have on particular communities, or even entire regions, can make a huge difference for the affected area and/or people, and on a larger scale, even more (Yunus, 2008).

In order to study the impacts, it is imperative to consider not solely the financial elements, but also the social and environmental factors that can be influenced by the Social business model (Jackson, Boswell & Davis, 2011). Even though, there is no recognized framework with credible indicators to evaluate the social, environmental and financial elements within the

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7 context of the Social Business model (Bengo et al., 2016). Hammer and Pivo (2016) suggest the Triple Bottom Line framework as one of the most effective tools for the evaluation of the Social Business model.

The Triple Bottom Line is a framework that evaluates businesses performance through the perspective of people, planet and profit (Norman & MacDonald, 2004). Hence, this is the theory on which the investigation will be based to achieve the purpose of the study. The reason for choosing this theory relies on Hammer and Pivos’(2016) statement and on the fact that the Social Business model does not focus on making a personal profit, but in solving social and environmental problems.

Further, since the Triple Bottom Line does not have a defined evaluation method (Gonzalez &

Jabbour, 2017), two of the most relevant systems for evaluating the Triple Bottom Line have been reviewed, mixed and adapted in order to develop a new Index of Evaluation that fits this research. The aim of this new Index is to avoid the particular limitations of each already existing systems and adapt it to the needs of this study. The Index of Evaluation, developed by the authors, can be found attached in the Appendix 1. The evaluation systems reviewed are the Global Reporting Initiative, which is an evaluation method that reports the impact of the business activity within the three dimensions society, environment and finance (O’Neill, 2018), and the Index of Slaper and Hall, which is a method that evaluates the efficiency and impacts of the company within its location or community (Slaper & Hall, 2011).

Positive results are predicted regarding the impact of Social Businesses on the Triple Bottom Line elements. Research on this topic is relevant to boost the knowledge about this model and the impact that can have on the world, as well as, to promote and motivate the creation of new companies and be able to assess issues that are not addressed yet. Besides, this research may potentially thrust the progress of current Social Businesses and motivate them to keep operating and changing the world with their great actions. Therefore, this investigation may be interesting for the ones interested in approaching any kind of social or environmental problem, as well as, for those that are not confident about launching a Social Business.

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1.2. PROBLEM

Due to the lack of an officially approved method with clear and trustworthy indicators, there is not much previous research on the impacts that Social Businesses have (Bengo et al., 2016;

Sabatier, 2017; Spieth et al., 2018). The shortage attention, considering this business model, is severely limiting the capacity of Social Businesses to gain recognition, expand, find investors, increase their economic activity, approach their goal in a better manner, among other facts.

Therefore, the gap is restricting Social Businesses growth, expansion and emergence (Plotnieks, 2014).

1.3. PURPOSE

The research on the impacts that Social Businesses have is well required for the progress of the Social Business model and the companies built on it. Therefore, the purpose of this paper is to evaluate the impact that Social Businesses have. To do so, the Triple Bottom Line framework is going to be used with the aim to achieve relevant and representative results within the topic.

Leading to the research question: “What are the social, environmental and economic impacts of the Social Businesses?

Moreover, this study intends to shed light on the implications and benefits that the Social Business model has, in order to boost the creation of new companies and to motivate current Social Businesses to keep operating and changing the world with their great actions.

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2. FRAME OF REFERENCE

1.2. SOCIAL BUSINESS

A Social Business is a concept introduced in 2008 by Muhammad Yunus. Muhammad Yunus is a Bangladeshi economist that received the Nobel Peace Prize in 2006 thanks to his institution

“Grameen Bank”. Which is a center that provides small loans to people with limited resources, to help them establish financial self-sufficiency (Amin & Uddin, 2018). Yunus is the author of some innovative concepts within the world of economics, and also, the writer of various books, two of which on the Social Business Model (Sinclair, 2012).

The Social Business model is defined as a business created to address problems through a non- loss system, which means that it is financially self-sustainable. Therefore, it is a type of business that sets and follows goals, which are not related to growing personal profit. Social Businesses focus on assessing social and environmental problems (Yunus, 2008). Therefrom, Social Businesses enable founders to approach any social or environmental issue of their preferences while enjoying their chosen lifestyle (Mariele, Roth, and Winkler, 2018). This is why Social Business models are considered satisfactory, not only for the founders, but for their consumers and employees (Jabłoński & Jabłoński, 2020).

Similar to other business models, Social Businesses hire workers, produce goods or services and supply these to consumers for a price. But their real objective is to generate social and environmental benefits (Boonsa & Lüdeke-Freund, 2013). The firm itself may get a benefit, but the shareholders do not gain profits, in exception of recouping the equivalent amount of their earliest investment after a period. Therefore, a Social Business is a cause-driven business instead of profit-driven, and it has the prospective to act as a change instrument for society (Yunus, 2008). A Social Business is a business in every sense, it can not be compared to organizations that only have the purpose of providing help or money to people who need it, such as charities or any other non-profit organization, often run by volunteers. Social Businesses recover their full cost and achieve their social objective simultaneously. When running a business, the mindset is different, and work is done distinctively than when running a charity. Therefore, this makes all the difference when describing the Social Business model and its impact on society, environment and finance (Wilson & Post, 2011).

When Social Businesses are established in the market, as well as other business models, they are under the strain of financial dependence since it takes time to create an economic circle

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10 (Michelini & Fiorentino, 2012). However, once they overcome this phase, they turn into self- sustaining projects that can potentially grow and expand unlimitedly. That is to say, that are able to operate without outside assistance. Moreover, as Social Businesses grow, so do the benefits that provide (Yunus, 2008). The main elements of a Social Business are the stakeholders and product or service that they deliver, which represent the value proposition.

The internal and external value chain, the social and environmental benefit and finally the sales income, the cost structure and capital, which represent the financial profit (Yunus, 2010).

Over the last years, the Social Business concept has increased all around the world (Roh, 2016).

Society’s concern about social and environmental aspects of conducting business established more opportunities to build new companies (Jabłoński & Jabłoński, 2020). Moreover, integrating social and environmental impacts on the company value is a factor that drives Social Business into success (Spieth, 2018). To be more specific, Social Businesses set up a value- based relationship with people concerned about social and/or environmental values. They achieve this through their actions and policies that express commitment to social or environmental problems (Maurer, Bansal & Crossan, 2010).

Further, since Social Businesses are surrounded by concerned individuals, a pattern of consumption aligned with social and environmental values is generated (Ravasi, Rindova &

Dalpiaz, 2012). Hence, Social Businesses can be considered to be in a privileged position since their products and/or services have a symbolic meaning. Which results into more attractive output to the potential customer (Fosfuri, Giarratana & Roca, 2016). This establishes a differentiation advantage as customers that acquire a product or service for its symbolic representation tend to present higher loyalty and willingness to pay (Ravasi, Rindova &

Dalpiaz, 2012). The reason for this is that consumption elections reinforce consumers identity and satisfaction. Therefore, the Social Business model result in a strategic advantage (Fosfuri, Giarratana & Roca, 2016).

Regarding the impacts of Social Businesses, one of the most notable uncertainties is related to the way their actions provide benefits for society (Grove & Berg, 2014). According to Yunus (2008) there are countless ways to create positive impact through selling products or services through. Such as:

- A company that create and commercialize health insurance policies that offer low- priced health care to the poor.

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11 - A firm that produces renewable-energy and disposes them at affordable prices to certain

limited resources communities.

- A business that collects and recycles waste products that would pollute in poor areas and turn them into useful products.

- A group that produces and commercialize nutritious products at low prices to specific communities of undernourished and poor children.

In each one of the examples mentioned, and in the many others that could exist, the Social Business provides a product or service that result into sales revenue while taking care of the environment and providing benefits or facilities for the poor or some troubled society (Yunus, 2008).

Social Businesses can provide diverse improvements. Those include poverty reduction, health care for the neediest, wellbeing improvement of certain communities, hunger avoidance, inequality reduction, social justice, gender equality, decent work assurement of quality education, sustainable communities, reforestation, decontamination of critical areas and many others (Michelini & Fiorentino, 2012). Further, if looking at it from the perspective of the company, it seeks emotional and psychological fulfilment (Wilson & Post, 2011).

To summarize, the bottom line of this business model is to operate without implying losses while helping the people and the planet. Particularly, the most disadvantaged ones in the best possible manner (Boonsa & Lüdeke-Freund, 2013).

1.3. TRIPLE BOTTOM LINE

During the past years, there has been a drastic change in the way businesses operate.

Organizations have become more globalized, and the concern regarding environmental and social aspects has exponentially increased (Gonzalez & Jabbour, 2017). The concern for the environment refers to the usage of natural resources, the management of production, waste and other factors. On the other hand, the concern regarding society points out human rights, education, working and living conditions, as well as general welfare. All this contemplating the company’s impact on the destination of production or investment (Hubbard, 2009).

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12 Elkington introduced the term Triple Bottom Line in 1998 (Norman & Macdonald, 2004).

Since then, it has been used as an evaluation system to study the impacts of the companies, keeping a balance towards people, planet and profit (Hubbard, 2006). The Triple Bottom Line, also known as the TBL or 3P’s, is an accounting framework that goes beyond the basic measures of gains and return on capital invested, to include social and environmental dimensions (Elkington, 1998).

The reportings of the TBL can be a relevant method if companies are interested in something else than just finance. Hence, companies can adopt it in order to evaluate their impact from a broader perspective and create greater business value (Slaper & Hall, 2011). The proposition of Elkington (1998) on the concept of the Triple Bottom Line, was key to demonstrate that it is not only possible to pay attention to the environmental and social dimensions, but also to have a profit while balancing them all together (Gonzalez & Jabbour, 2017).

The Triple Bottom Line is changing the way companies work and structure their supply chain in order to have a better impact on society, the environment and the economy (Gonzalez &

Jabbour, 2017). The main aim of the framework consists of achieving sustainability in all the three major aspects. The term sustainability is referred to as a way of doing business where the present needs are met but without compromising the future generations (Pope, Annandale &

Morrison-Saunders, 2004).

Companies, along with their managers, have the responsibility to go beyond the maximization of the economic benefit. The market demands paying attention to social and environmental aspects that can be determined by the business activities (McWilliams, Parhankangas, Coupet, Welch & Barnum, 2014). Therefore, sustainability in every dimension is required (Savitz, 2007).

Social Sustainability

The social aspect of the Triple Bottom Line addresses the need for companies to act socially responsible when operating. This dimension encompasses health and safety questions along with community well-being, employment opportunities, and organizational behaviour (Nyagari, Ombati & Kirochi, 2014). With significant similarity, Klassen and Vereecke (2012) describe social sustainability as the competence to firmly affect the workers' welfare, contentment, and safety along with community development. Social Sustainability focuses on

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13 aspects both, internal and external in communities, like the employees of the organization or on the communities (Gimenez, Sierra & Rodon, 2012). Community is referred to, as a group of people that live in the same place or that have a particular characteristic in common (Slaper

& Hall, 2011). According to Pullman, Maloni and Carter (2009), this aspect of the Triple Bottom Line, ensures that companies assure equal opportunities, foment diversity, as well as connecting with the outside communities, improving their quality of life.

Environmental Sustainability

Savitz and Weber (2014) describe environmental sustainability as the capacity to operate a business through respect for every living being on the planet and enriching their environment instead of destroying it. The importance of this dimension has increased broadly affecting companies’ way of working. This dimension started gaining worldwide importance at the beginning of the 21^st century, but in the past few years it has increased broadly, becoming one of the most important aspects in every organization (Partner & Howie, 2007). Elkington (1998) explicitly warned that leaders should define their processes with corporate environmental actions, to be ready for stakeholders’ green and ecological demands. Furthermore, Porter and Van der Linde (1995) stated that green management is a key for succeeding.

Economic sustainability

The economic dimension includes aspects as investment and return, benefit, distribution of resources, employer income, among others. Waddock and Graves (1997) assert that the managers of a company are the ones that have to ensure that the organization has a good financial performance since is the key point that concert the stakeholders. A company with economic sustainability, not only produce benefits to their actionist, but also for the community (Alhaddi, 2015). Moreover, is a measure to encompass an approach that highlights economic success, social improvement and good environmental condition as a process of business performance (Elkington, 1998). Furthermore, Slaper and Hall (2011) mentioned that economic fluctuation requisite to be variables that compromise with the bottom line and the flow of money. It can be at benefits or investments, expenses, business environmental aspects, employment, among others. Many of successful and innovative companies create their business models in simple operational terms.

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1.4. TRIPLE BOTTOM LINE EVALUATION

As explained by Timothy, Slaper and Hall (2011), the Triple Bottom Line can provide some advantages, however, the trick is measuring it. The Triple Bottom Line does not have a defined evaluation method. Hubbard (2006) and Gopalakrishnan (2012), state that it is still difficult to analyse the efficiency of a business, in protecting the environment and in developing the means of a community, through the concept of the Triple Bottom Line. Rather than analysing the efficiency of an organization that is just focusing on making as much profit as possible.

However, Gonzalez and Jabbour (2017) observed that there have been many models created to evaluate the sustainability of a company through the Triple Bottom Line concept. However, most of the models focus on a specific context and project to be able to analyse the impact of the company in the social, environmental and financial dimensions. Therefore, there is no widely accepted method.

One of the most relevant evaluation systems used to study the Triple Bottom Line elements is the Global Reporting Initiative (Etzion & Ferraro, 2010). The Global Reporting Initiative, also known as GRI, provides a guideline so businesses are able to analyse and understand the impact of their performance, in a useful manner that can summarize an effective evaluation of the organizations overview (Hedberg & Malmborg, 2003). It is recognized as a system to evaluate the sustainability performance of businesses through the three elements of the Triple Bottom Line (Stenzel, 2010).

The Global Reporting Initiative Guideline, was designed to provide companies a framework to implement the evaluation system in the three dimensions of the business, reporting the impact of their activities (Hussey, Kirsop, & Meissen, 2001). The GRI Guideline has been increasingly accepted globally in many organizations in the last decades (Waddock, 2008; Stenzel, 2010;

O’Neill, 2018). It can be used in qualitative (Isaksson & Steimle, 2009) and quantitative (Weber, Koellner, Habegger, Steffensen & Ohnemus, 2008) contexts. Besides, when using the GRI evaluation system, there is an increase in the transparency of the company and incentivises the dedication on the people, planet and profit elements (Vigneau, Humphreys & Moon, 2015).

The GRI evaluation system is structured on standards, in order for companies to implement it into their organizations. These evaluation system standards are separated into two types, the

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15 Universal Standards and the Topic-Specific Standards. Universal Standards englobe the GRI 101, which is the foundation and starting point when organizations start using this reporting system. Basically, the company studies and understands the use of the GRI and what it consists in. Inside the same Universal Standards, there are two more steps. The General Disclosures, which is an introduction report and an analysis of the company. Then comes the Management Approach, that reflects the way that the company organizes and faces the second type of standards. The second type, as mentioned before, are the Topic-Specific Standards. These are divided into the three main elements of the Triple Bottom Line, social, environmental and economic. It is where the company divides its information into each element, in order to evaluate their performance on the three elements, and then reports the analysis and evaluation (O’Neill, 2018).

Explaining further the Topic-Specific Standards, the economic aspect gives organizations a guide to evaluating their impacts within the description of the salaries, the employers’ rights, and the job creation effect. It also includes the distribution of economic goods in each of the three elements of the Triple Bottom Line, the diversity between employers and sectors, among other factors (Stenzel, 2010). The social aspect in the Topic-Specific Standards of the GRI guideline, englobes the state of the work location, the safety and the health of each employer.

As well as, the rights, working conditions and the operations management (Stenzel, 2010).

Finally, the third part of the Topic-Specific Standards, which is the environmental aspect, consists in analysing the supply chain management, the management of waste and recycling skills, the usage and sources of energy, the air and water pollution and others (Hussey, Kirsop,

& Meissen, 2001; Stenzel, 2010). Through these parameters, the GRI database is able to create inclusive reports on the different dimensions of the Triple Bottom Line, which allows every business to have a reference of their impacts on the three elements (O’Neill, 2018).

Hedberg and Malmborg (2003) explain that GRI is crucial for providing a clear structure on how to evaluate and report companies’ activity in the three aspects. Also, it is effective for showing the company effects that its activity causes and they are not even aware of.

Furthermore, the GRI is a key system to give more visibility to the Triple Bottom Line concept in terms of evaluation and structure, so companies can easily study the three elements.

However, GRI has some limitations. The guideline does not reflect the impact of a company in the community where the business is located. It focuses mainly on the internal processes of the company (Gray & Bebbington, 2007). Which implies that, the guideline lacks a way of

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16 evaluating the external impact of companies in the place they are located in (Vigneau, Humphreys and Moon, 2015).

Therefore, and with the aim of reducing those limitations, another well-known system for evaluating the elements of the Triple Bottom Line (Mcdonald, 2015) has been reviewed. Slaper and Hall (2011) created an Index that consists in giving companies a way to evaluate the degree of efficiency, and the impact of their performance in the locations where they are operating.

The Index proposed by Slaper and Hall (2011) can compare entities and their performance, compare cities and their development. Also, it allows the comparison between the impacts on the profit, planet and people of each project. Thereby, this Index can be used as a universal method. Nevertheless, it has mainly been used in quantitative studies, such as in the research by Dainiene and Dagiliene (2015).

Regarding the evaluation system, Slaper and Hall (2011) stated that, the Economic Impact can easily be analysed through the financial benefits of the workers, company or community.

However, the elements of society and environment, are a more intangible and difficult to analyse. Therefore, Slaper and Hall (2011) differentiate the methods of evaluation depending on the TBL dimension.

First, the Economic Evaluation is analysed by the flow of money. Such as the evolution of the revenue, the employment rate, employment distribution for each industry, the benefits and the financial self-sufficiency. Secondly, the Environmental Evaluation is done regarding natural resources like water quality, energy sources and electricity consumption, as well as, waste management, land usage, among others. This element needs more dedication to get studied and also more time to observe the effects. That is why Slaper and Hall (2011) consider it as more intangible. Lastly, the Social Evaluation is performed within communities, populations or regions, which are used as a reference to evaluate the changes made by the businesses project along the time. The factors studied are education, fair wage and treatment of the employees, health of communities, equality, quality of life, including security, among others (Slaper &

Hall, 2011).

Hart and Milstein (2003) stated that a business is sustainable once it has managed to make responsible choices and actions that will lead to the development of society, the environment,

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17 as well as the profit. Therefore, considering this Index developed by Slaper and Hall (2011), it is key for evaluating each project in a unique way, and adapting to their necessities. However, since it is a quantitative evaluation system, it is useful to complete the set of standards with a qualitative system, which in this case, it is the GRI. Highlighting, that combining both, complements a set of standards that allow the comparison between other companies that have the same or similar aims in the sector or industry, for future evaluations (Dainiene & Dagiliene, 2015).

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3. METHODOLOGY AND METHOD

3.1. METHODOLOGY

3.1.1. RESEARCH PHILOSOPHY

This study has an exploratory purpose since its aim is to collect and evaluate information on a field that has limited previous research (Saunders, Lewis & Thornhill, 2016). The ambition is to obtain a deep knowledge and understanding about Social Business impacts.

There are two major research philosophies that discuss the way of gathering, analysing and using data. The positivist philosophy, that describes and observes data objectively, and the interpretivist philosophy, that execute a subjective interpretation within the natural environment of the phenomenon (Crossan, 2003). Interpretivism also gives access to different aspects of reality and to different points of view rather than objectivity, it is not built on precise methods and it permits an in-depth understanding of the topic (Collis & Hussey, 2014). This research is based on an interpretivist philosophy given that the purpose of the paper is to investigate and interpret the impacts of the Social Business model. The study has a subjective structure and it aims to analyse in depth the data gathered to gain a thorough understanding of the topic. A positivist philosophy would demand a precise methodology to evaluate the impacts of Social Business, which does not exist, and would limit the output of the study, since positivism can not capture the full richness of the context (Crossan, 2003).

The methodological approach for this purpose is qualitative. Given that the interest of this research is finding out the impacts of Social Businesses in the three dimensions, focusing the study through qualitative methods is the best for describing, investigating, interpreting, and achieving in-depth insights into this specific topic (Saunders, Lewis & Thornhill, 2016). A quantitative approach would not give access to specific detailed information and quantifying variables in this study is not relevant. Further, measuring data to formulate facts and uncover patterns is not as relevant as interpreting data in this research. Although a quantitative method could be useful when studying the economical aspect of the TBL, it is preferable more descriptive answers to get to know the effects of this dimension rather than numerical data.

Moreover, this information could not even be used to compare companies financially, since each one is in a different context (different activities, year of birth, location, size of the company, etc.).

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19 3.1.2. RESEARCH APPROACH

The most common research approaches are the inductive approach and the deductive approach.

The inductive approach refers to the situation where a phenomenon is explored through observations of the empirical reality, and the deductive approach examines the validity of hypothesis derived from the theory (Collis & Hussey, 2014). To reach conclusions in this investigation, a combination of both approaches was implemented. Meaning that the approach of this study consists of interpreting the data gathered to reach one or various conclusions while using existing theory to arrange, code and interpret the information.

The reason for that relies on the structure of the study. The procedure begins by reviewing literature regarding a certain topic and finding a relevant gap that needs to be addressed. Then, data collection is conducted following a qualitative approach. This data includes the theory regarding the topic and the empirical data collection. Next, the authors look for patterns within the data, with the aim to develop an explanatory theory that can answer the research question and describe the patterns. Beginning with a set of observations and then moving to general conclusions. Up to this point the study has an inductive approach (Saunders, Lewis &

Thornhill, 2016). However, due to the research purpose of this study and the analytic interest, the existing theory is used as a lens to shape and organise the data collection and analysis procedures. As well as to code the data into a pre-existing coding frame, which stands for a deductive approach (Braun and Clarke, 2006).

3.1.3. RESEARCH STRATEGY

The research strategy guides the researchers in the way of executing the study (Johannesson &

Perjons, 2014). Researchers are constantly striving to create a connection between the research methods used in their investigation, and the methodology used to pursue the research (Ibimina, 2014). The research strategy in this study is based on in-depth interviews that will assure the findings of the investigation, to resolve the research question and purpose of the study. As Creswell stated (2007), the researchers aim for participants to contribute as many insights and data as possible. For this reason, the research methodology will consist in semi-structured interviews that will allow the researchers to dig for as much gathering of data as possible, with each individual. According to Richard and Morse (2007), semi-structured interviews are designed to acquire answers from subjective individuals, in a specific situation or occurrence

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20 they have encountered themselves in. The reason for not having a structured interview is because semi-structured interviews usually provide a higher in-depth understanding of participants’ ideas and motivations. This will allow the interviewers to adapt the questions for each particular interviewee, as well as giving the interviewees the opportunity to add relevant data to a greater extent.

3.2. METHOD

3.2.1. DATA COLLECTION

The data collection of this study consists of secondary and primary data. Secondary data relates to data gathered from other sources and primary data refers to information originated by the authors (Collis & Hussey, 2014).

3.2.1.1. SECONDARY DATA

In order to find information and review literature, a systematic review approach was executed.

The search engines Google Scholar and Jönköping University’s online library were used in order to avoid non-certified articles and references. During the research, relevant combinations of keywords were used, such as: Social Business, Triple Bottom Line, Society, Finance, Environment or Sustainability. While scouring and examining the existing research in the field, a high degree of care was given to the selection of trustworthiness and respected sources to strengthen the credibility and level of relevance of the information gathered. In order to further enhance the above, this literature review is mainly based on peer-reviewed articles that were published in respected journals such as: Journal of Social Entrepreneurship, International Journal of Business, Humanities and Technology, Journal of Social Responsibility, among others within the fields of business, sustainability and others. Those were also selected and filtered to account for relevance in terms of time (earliest research and newest discoveries) and points of view (allow for contrasting findings to identify gaps and/or disagreements in current research). However, along the frame of reference, some old sources have also been used since some of the concepts studied were created long ago. The period of publication of the sources goes from 1995 to 2020.

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21 3.2.1.2. PRIMARY DATA

In order to gain the best possible insights into Social Businesses impacts, in-depth interviews were conducted. The interviews were semi-structured and conceptual. With this structure the interviewees have the freedom to answer the questions asked and add information at all times during the interview (Saunders, Lewis & Thornhill, 2016). However, it is still key to have a structure of questions that will allow to follow an order and get efficient and useful outputs, covering all the topics to answer our research problem (Richard & Morse, 2007). This method for gathering data has a clear connection to the research study and it ensures that the data collected addresses the gap.

The interviews were conducted through online methods, concretely, through Zoom and Skype software. The interviews took place along the last two weeks of April 2020. Answers were recorded and some notes were taken, under the interviewees consent.

3.2.2. SAMPLING METHOD

The sampling was selected in line with the problem and the purpose of the research. It was decided to interview diverse Social Businesses spread around the world. The reason for not focusing the study in a concrete area or industry is because the problem researched stated how the limited attention gathered by the Social Business model is limiting the capacity of this companies to grow, expand and emerge within a global context (Plotnieks, 2014). Furthermore, the purpose of the study intends to evaluate the impacts of this model on the Triple Bottom Line elements in any context. Therefore, research on this problem does not need to be focused within a concrete area or industry, it is a global issue and it has an approach that studies the model, without distinguishing among the industries or zones. Research focused on a concrete area or industry would contribute to literature in a deeper manner towards that context.

However, as previously mentioned, the issue is not found in a concrete area or industry, but worldwide. Accordingly, there is no need to select the sample within a concrete area or industry. Moreover, investigation on this topic in a global context is apparently more insightful, since it approaches the problem without limiting the results in a concrete context and the results may gain representativeness.

In order to select the sample, the authors followed the judgemental sampling technique. This procedure is a non-probability sampling method in which the authors chose the sample based

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22 on their knowledge and assessment (Collis & Hussey, 2014). First, the authors listed some Social Businesses that could find through an extensive online research and, also, with the help of a personal contact Paniz Yousefi, who is currently running a Social Business in Jönköping, Sweden. Afterwards, the authors filtered the companies according to the interests and requirements of the study. The requirements where mainly that the companies must be running successful, so real impacts of a Social Business can be appreciated. Also, it was demanded that the companies should be older than 3 years, so it is ensured that the companies are in a post- growth phase and that they have recovered their initial investment. Therefore, they are already approaching their goal. Those requirements were set in order to get the most appropriate data to address the research problem. Besides, it was intended to select diverse Social Businesses with different aims (both social and environmental) in various regions in order to gain validity and be representative with the findings.

Furthermore, since this study follows a qualitative approach with an interpretivism philosophy, small samples were chosen in order to contribute a more thorough understanding of the topic (Collis & Hussey, 2014). After interviewing six Social Businesses, the saturation point was reached. This is the point at which no additional information is likely to be observed (Guest, Bunce & Johnson, 2006). Since the method consisted in gaining deep understanding on the impacts that the Social Business model has, after interviewing different models within different context and different activities, the sample seemed to address the research question and some patterns were already perceived. Therefore, adding participants to the research could leads to more data, however this does not necessarily imply more insights (Guest, Bunce & Johnson, 2006). Therefore, the sample size of this study is six companies.

Furthermore, the interviewee of each company should be the founder, manager or someone able to answer all our questions. The authors interviewed six companies. In five of the interviews, the interviewees were the founders, and the other one, the authors meet the Communication and Impacts Associate. The companies were approached through their official web pages, and some were contacted directly. The authors managed to get the contact of some founders thanks to Paniz Yousefi, therefore, getting in touch with them was easier.

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23 3.2.2.1. SAMPLE DETAILS

The selected companies for the interviews are the following.

LITTLE GREEN NUMBER

Little Green Number is a Social Business founded in 2012. It is located in Johannesburg, South Africa and operates in the textile industry. Their core activity consists of turning BBC Billboard ads into bags. Each bag is made from recycled billboards and they are all funky and unique. The upcycling of these Billboards and production is done by local employees of South Africa, who have been trained and educated in order to do their job as efficient as possible. Little Green Number is a small company composed of eleven employees and its aim is to stop Billboards from ending up in landfills and being burnt, which emit toxic gases.

Also, it intends to reduce the unemployment rate in South Africa and provide equal opportunities for African Women.

The employees of Little Green Number earn double the minimum wage of South Africa.

Moreover, they earn a commission depending on the efficiency of their work. Little Green Number employees work from home, in a space where the company ensures that they have everything needed to perform the work in good conditions. The employees receive training to improve their skills at work, but they also receive further education such as communication courses, education regarding human rights, wage management in their daily lives, among others. Additionally, not only the workers get a chance to study, but their families as well, with a grant that Little Green Number provides to each employee that needs it. Moreover, Little Green Number donates backpacks to the children in the area, so they can go to school decently, preventing them from using single-use plastic bags to carry the books (Little Green Number, 2018).

SOCIAL HEALTH ENTERPRISE (SHE)

Social Health Enterprise is a Social Business established in 2013, based in Bangkok, Thailand. It is focuses on the health industry. SHE’s core activity consists in providing an innovative therapeutic technique called Human Maintenance Service that mixes yoga postures with chiropractic science to relieve body stress and prevent future diseases like

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24 diabetes, allergies or heart problems. All of that is done by hiring women from vulnerable and disadvantaged situations in Thailand. The company hires approximately thirty women in the Center of Thailand, and over fifty women in the South and North of Thailand. The aim of the Social Health Enterprise is to eliminate the social stigmas on women who re-enter in the society from prison and empower them to reintegrate into society.

These women are trained and educated within the health area to deliver an effective service.

With this, they get a proper job, recognition and put aside the path of crime. Also, part of their motivation relies on the salary, which doubles the minimum wage of Thailand, without counting the tips. The company delivers the service at the client’s offices, in order to reduce energy consumption, and other resources that would be implied if treating clients in a center.

Also, this reduced costs that are invested in investigation for other efficient health treatments and techniques (Social Health Enterprise, 2020).

THE CHAMP CAMP

The Champ Camp is a Social Business founded in August 2017 and located in The Baqa’a Refugee Camp, Jordan. Within the sports industry, the Champ Camp is a weightlifting project that aims to prepare youth for successful incorporation into society. It teaches them to progress socially through the discipline learned in high-level athletic practices. The company also focuses on female empowerment, actually, The Champ Camp is the largest female weightlifting team all over the Middle East. It employs a total of seven staff members, and works with forty kids in the ages between seven and fourteen.

What the company does is empowering children through the world of sports. The selected kids are part of a weightlifting program that, apart from training them at an Olympic level, provide a safe environment, health support, education programs and guidance. Furthermore, all the staff, supplies, materials, and spaces needed to conduct the activity are local.

Therefore, the whole program involves part of the community. Also, the Champ Camp count on diverse strategic partnerships that allow them to use the training hall, weightlifting material, energetic supplies, and educational programs for free. Hence, they have few fix costs and they are able to allocate their resources into other projects. Some of these projects

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25 involve the whole community (e.g. activities, education programs for all the kids of the refugee camp, etc.). The rest of the resources are dedicated to program development to give opportunities to people with business ideas from the community (The Champ Camp, 2020).

EDU ACADEMY

Edu Academy is a Social Business founded in 2017 and located in Santa Clara, California, US. It operates in the sports and education industry and its main activity consist of developing programs through informal education, by using sports as a platform to connect and engage elementary-middle students to their studies. Its main aim is to engage learners with organizations, ideas and venues, and also, promote education to students at higher risk of social exclusion. EDU Academy is a small project with only one full-time employee, but that through a partnership, collaborates with other teams if needed.

All programs of EDU Academy are developed in the Levi Stadium, a building with a sustainable structure that only uses green energy and implements strict recycling systems.

All the programs developed include education on environmental science, which allows kids to be aware and understand the importance of taking care of the planet. The financial benefits generated within this initiative are reinvested into new projects dedicated to educating and facilitating opportunities for children in the most vulnerable situations (EDU Academy, 2019).

SOLAR SISTER

Solar Sister is a Social Business founded in 2008. It was first located in Uganda but, later, moved to Nigeria and Tanzania due to corruption issues and now is operating there. Their business is comprised in the energy industry. Their core activity consists of training and mentoring female entrepreneurs in the rural Africa to kickstart their sustainable clean energy business. They also provide the products, a diverse portfolio of solar energy devices. Their aim is to reach the population of sub-Saharan Africa without electricity with solar energy.

As well as, to enable women entrepreneurs to build sustainable businesses in their own communities and empower them. Solar Sister employs a total of 14 individuals. However,

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26 their business model has lead to the education and formation of more than 4.500 women entrepreneurs in the Nigerian and Tanzanian communities.

Solar Sister works to improve the infrastructures of last mile communities in Tanzania and Nigeria through clean and green energy products, such as, cooking stoves, solar lanterns and panels. There is a huge lack of infrastructure in the area, a lot of houses do not have electricity or running water. The cooking techniques consist in burning fuels and wood inside the houses, a method that pollute the air, cause respiratory health issues and cause accidental fires. Solar Sister is working to avoid these problems providing renewable energy-based products designed to improve the living conditions. They reach the population through local entrepreneurs, who are African women, these women receive the support, training and resources (such as tablets) from the company in order to do their job efficiently. The products are sustainably produced and shipped to the African country. The entrepreneurs receive education regarding waste management and environmental responsibility. The benefits of the company are reinvested into the improvement of their model and in training programs for the entrepreneurs (Solar Sister, 2018).

HEMPER

Hemper is a Social Business established in 2016, in a rural community called Budhanilkantha, in Nepal. It operates in the textile industry, and its main activity consist in sustainably produce accessories such as backpacks, purses and hats in Nepal for customers around Europe. The aim of this company is to increase social and environmental sustainability in the fashion industry, and at the same time improve the living quality and conditions of the communities in Nepal. As well as, reducing the female unemployment rate, and improving the quality of education there. Hemper is building a brand community, unifying the workers in Nepal who produce the product, and the customers in Europe, through their brand. The brand has a total of fifty-nine employees, a team of seven members in Spain, two supervisors in Nepal, and a group of fifty Nepalese dedicated to the production of the products in Nepal.

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27 Hemper provides education programs and training for their employees and the community, to improve their professional skills, environmental habits and promote human rights. The whole production process is conducted in Nepal, following the traditional techniques and materials from there in order to have the smallest environmental impact possible. The principal material used to produce is the hemp, which is local and much less resource consuming than cotton and other textile fibers, as well as more resistant and the whole production process is artisanal. Hemper also uses specific techniques, such as natural dye, in order to reduce their environmental impact. On top of this, the company is impacting the carbon footprint due to their selling methods (packaging and shipping). Nevertheless, they are trying to reduce the emissions and waste as much as possible. The benefits generated by the company are destined to improve the production processes to achieve zero waste and to educate and improve the well-being of the community (Hemper, 2020).

The respondents for this study are the following.

COMPANY INTERVIEWEE POSITION

Little Green Number Juanita van der Merwe Founder Social Health Enterprise Dr. Poonchai Chitanuntavitaya Founder

The Champ Camp Waleed Abu Nada Founder

EDU Academy Jesse Lovejoy Founder

Solar Sister Alicia Oberholzer Communication and Impact

Associate

Hemper Gloria Gubianas Co Founder

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28 3.2.3. INTERVIEWS

In order to address the research problem and provide adequate content for completing the Triple Bottom Line framework, the interview guide is based on the method that has been developed by the authors, the Index of Evaluation. The Index of Evaluation can be found attached in the Appendix 1. This method was developed with the aim to find a trustworthy system to study the elements of the Triple Bottom Line. The development of the Index was done adapting and mixing two existing methods that had their own limitations. Those methods are the Global Reporting Initiative and the Index of Slaper and Hall (2011).

3.2.3.1. TOOL DEVELOPMENT

The Index of Evaluation has been created combining the standards of the Global Reporting Initiative on society, environment and economy with the standards of Slaper and Hall Index.

The standards of evaluation represent the main impacts of the Social Businesses, that can be used to analyse any organization. In the case of GRI, the standards rely on the internal impacts of the company, these represent the performance of the organization and how their employees develop on the three aspects of the TBL. Then again, the standards of the Slaper and Hall Index, represent the external impacts of the company in a quantitative manner. Both of them have limitations. On one hand, the GRI standards do not reflect the impact of a company in the community where the business is located. It focuses mainly on the internal processes of the company (Vigneau, Humphreys & Moon, 2015). On the other one, Slaper and Halls’ Index evaluates the impact of the companies in the locations where they operate (Slaper and Hall, 2011), but it is a quantitative method which leaves out some basic standards, for the qualitative evaluation of an organization, through the three elements of the Triple Bottom Line (Dainiene

& Dagiliene, 2015). Therefore, both standards were adapted to conduct a qualitative research and get an index that contemplates internal and external impacts, into a table with three main elements, the elements of the Triple Bottom Line.

In this table, each element has some major standard impacts. For instance, the education quality of the community, as a social impact, or the self-economic sufficiency of the community for the economic impact. The GRI has led to the standards of impacts based on the employees and the company’s evolution, and the Slaper and Hall Index has allowed these standards to focus on the communities surrounding the Social Businesses as well. Having in mind, that the research is qualitative, the main aim of the Index of Evaluation, is to obtain descriptive data of all the impacts through the questions in the interviews.

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29 3.2.3.2. QUESTION DESIGN

The interview guide focuses on the whole process of doing business and the impacts of each company on the three major aspects (people, planet and profit), so that valuable information could emerge. The interview guide, which can be found below attached in the Appendix 2, consists of 11 elaborate open questions with a flexible structure. It was structured in order to achieve as much descriptive answers and data as possible. The interview design goes from broad to specific questions. It begins with general questions that refer to the companies activities and their process of doing business, in order to get a general overview of the Social Business operational method and gain deep understanding. Then, the questions develop into more specific and those mainly refer to the factors influencing the three elements of the Triple Bottom Line, according to the Index of Evaluation. The interviews were designed to last at least 45 minutes each. Even so, they all lasted between 50 minutes and one hour and fifteen minutes.

3.2.4. DATA ANALYSIS

Once all the data has been collected, the thematic analysis method was followed to analyse the information. Thematic analysis is a qualitative analytic method with a theoretical approach that is usually driven by the author’s analytic interest within the topic. This method is prone to provide very detailed analysis of concrete aspects of the data, but less description of the overall information (Braun and Clarke, 2006). This method has been chosen due to the authors interest in coding the data within the pre-existing coding frame and approach the purpose of the study.

Thematic analysis and thematic maps were performed for each interview. The interviews did not only focus on the Social Businesses impacts, but in the whole process of doing business.

However, the whole content of the interviews was reviewed, coded and analysed, so that relevant information could emerge. However, the last part of each interview is the most relevant for the purpose of study.

With the aim to conduct thematic analysis, search across the data and find repeated patterns of significance, the process explained by Braun and Clarke (2006) was followed. The first part of the process was about getting familiarized with the content. To do so, the recorded interviews were transcribed and reviewed. All of them were conducted and transcribed in English, except for one that was conducted in Spanish but transcribed in English. That one was Hemper. The

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30 decision for conducting the data gathering in Spanish in that case, was taken considering that the respondent is native Spanish speaker, as well as the researchers. Therefore, conducting this interview in Spanish could considerably generate more in-depth answers. Then, the whole amount of the data was coded into initial ideas. This process was performed manually, no special software was used. Next, all the codes were considered and combined in order to sort them and generate potential themes. At this point, it was detected that the most obvious organization for the ideas relied on the three elements of the Triple Bottom Line due to the structure of the interview. Therefore, from the first steps, the codes were set in representative themes. Besides, in this step, an initial thematic map was developed for each company, which allowed the authors to structure all the information and gain a better understanding of the whole content. The thematic maps were developed using the graphic design platform Canva.

Afterwards, the themes were reviewed and reworked. At this point, after eliminating, renaming and reorganising some ideas, the initial thematic map was adjusted, and a candidate map was obtained. Finally, once the themes were fully worked-out and defined, were given a representative title (Braun & Clarke, 2006). Therefore, a final thematic map was obtained for each interview. All the thematic maps and their evolution can be found attached in the Appendix 3. Along this process all the data gathered was filtered and synthesized to address the purpose of the study, ending up representing the three elements of the Triple Bottom Line within the themes.

After this process, the empirical findings were written aiming to describe the complex story of the data in a clear and synthetized manner. Before conducting the analysis, the authors developed some tables, that can be found in the Appendix 4, to organize and classify the output of the findings. The analysis was conducted through a systematic approach. Which means that the theory, previously introduced in the frame of reference, was used to shed light on the observations and interpretations (Collis & Hussey, 2014). Especially, the Triple Bottom Line principles. Lastly, the conclusions were drawn by relating the analysis insights with the purpose of the study.

Furthermore, a contribution section regarding the method used in the study was added. This section is relevant for contextualizing the findings of the research and shed a light on what the authors have contributed to theory (Curry, Nembhard & Bradley, 2009). In this case, the researchers have developed an Index that could be further used for other studies.

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31 3.2.5. ETHICAL CONSIDERATIONS

Additionally, ethical aspects must be emphasized. In this research, great importance has been given to ethics. Considerations like mentioning the authors of the reviewed literature, or consulting to all the interviewees for permission to record the interviews and use all the information gathered for the research, were considered. In addition, actions such as introducing our investigation and purpose to the respondents were taken, so they could determine whether to be part of this study. Also, it was clearly stated that the data obtained will be exclusively used for academic purposes and that the finished thesis will be public.

The output of this study will be presented to Jönköping University, International Business School. It will also be communicated to the respondent companies; Little Green Number, Social Health Enterprise, The Champ Camp, Solar Sister, Edu Academy and Hemper.

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32

4. EMPIRICAL FINDINGS

In this section, the empirical results are reported. Each interview is summarized separately.

LITTLE GREEN NUMBER

Little Green Number aims to reduce landfill pollution, through upcycling BBC Billboard ads, and turning them into accessories like bags. As well as contributing to the environment, Little Green Number employs women from vulnerable situations in South Africa, and trains them to become full time workers, with a high skill set. Through these actions, the Social Business is impacting on the three elements of the Triple Bottom Line.

As shown in the figure below (Figure 1), the main environmental impacts of Little Green Number consist in preventing waste and environmental pollution by extending the life of the BBC Billboard ads in South Africa. Their operational processes are environmentally sustainable since the company applies the most effective systems available, recycling materials and avoiding employee’s mobility consumption, by working from home. Also, Little Green Number improves (on a small-scale) the waste management of the community in Johannesburg and arises awareness about environmental issues through the education given to their employees and families.

“We upcycle the BBC material, which can not be decomposed over time and spreads out a toxic gas if it gets burned. We give a second life to the material, [...] so that it doesn’t end up as polluting waste.” - Juanita from Little Green Number

In terms of Social Impact, Little Green Number creates sustainable jobs, in the sense that the employees get proper training, are provided with material and the proper space to perform their job efficiently and receive a good salary. Also, the company has a compromise with women empowerment and a large part of its employees are women. This way, Little Green Number achieves to reduce unemployment, and at the same time improve the quality of life of the employees, as well as fomenting equal rights and opportunities. Further, the employees get double the minimum wage in South Africa, plus a commission for the high-quality work.

Therefore, the employees get a good salary that provides self-sufficiency and allows their life quality improvement.

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33

“We give our employees training and education, through professionals that teach them working skills to complete the work, as well as, communication and problem solving skills.” - Juanita from Little Green Number

Figure 1: Little Green Number Interview, Final Thematic Map [Own elaboration]

SOCIAL HEALTH ENTERPRISE

The Social Health Enterprise aims to prevent pre stress from work, and it delivers this service through women who are ex-prisoners, in order to give them a good income, and to fight social stigmas when they re-enter society. As it can be seen in the thematic map below (Figure 2), the Social Health Enterprise is positively impacting on the three elements of the Triple Bottom Line. Beginning with the Social Impact, the company is impacting on the health of their clients and employees, preventing them from strong diseases through their service delivery and education on pre-stress effects and methods to avoid it. On the other hand, the company improves the living conditions of their employees, through the reduction of their social exclusion caused by social stigmas and the empowerment of females. This employment also gives them recognition and an opportunity to stay away from crime and difficult situations.

“We train our employees and educate them in order to deliver the most efficient treatment for our clients [...] as well as counselling if they need it.”- Dr. Poonchai from Social Health Enterprise

The company’s performance impacts the Environmental dimension sustainably. Even though the company’s activity is not profoundly involved with the environment, the Social Health

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34 Enterprise produces very little waste, and the company puts a lot of emphasis to manage the resources effectively, as well as, arising awareness among the employees.

Lastly, the company’s Impact on the Economic aspect, relies mainly on the employee’s salary and the opportunities they receive from it. These women, who would have difficulty in finding a job due to their situation, can earn a great income, be economically self sufficient and re- enter to the society. Additionally, Social Health Enterprise is reinvesting their profit, into research for new treatments, to have a greater impact on society.

“The company's income is distributed among the workers' wages and investment in research for new methods of pre-stress avoidance.” - Dr. Poonchai from Social Health Enterprise

Figure 2: Social Health Enterprise Interview, Final Thematic Map [Own elaboration]

THE CHAMP CAMP

The Champ Camp aims to empower kids and improve their future opportunities in the Baqa’a Refugee Camp, in Jordan. The Social Business is training and educating 40 kids in the community and is also changing the mindset of girls and sports. As it can be seen in the figure below, since the beginning of The Champ Camp initiative, several changes and impacts have been seen. The most notable ones refer to the Social dimension. The most remarkable impact refers to the perception of women in the world of sports. There has been an important change of mindset, where female empowerment and gender equality has been promoted. For what it

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35 does to kids, they gained recognition worldwide, achieved some athletic success, maintain healthy habits, getting extra education and they are in a safe environment, as well as, far from the path of crime or violence. Their wellbeing and life quality increased, and also, they are getting empowered.

“[...] now they see weightlifting as a platform of opportunities, thanks to the success that the kids have had in the community.”- Waleed from the Champ Camp

Regarding the Environmental Impacts, The Champ Camp performance has a very low environmental impact, the company only uses the basic supplies to perform their activity. The Champ Camp is educating the kids within the world of environment and is also organising environmentally-related activities for the refugee camp, in order to raise awareness among the whole community.

“We strive to promote concern about environmental sustainability, through the cleaning programs [...]”- Waleed from The Champ Camp

For what it does to the Economic Impact, mainly The Champ Camp is benefiting the employees, the local partners, the future of the kids and the whole community (in future, once the kids develop into champions and rise up the community). Further, within the side projects, the company offers opportunities for the individuals without resources and an entrepreneurial spirit (see Figure 3).

Figure 3: The Champ Camp Interview, Final Thematic Map [Own elaboration]

Understanding Social Businesses Impact