social business week bahrain follow up

SOCIAL BUSINESS WEEK

BAHRAIN 2012

FOLLOW UP REPORT

This report will provide a summary of this inspiring

week. We will share with you the great social

business ideas, which have been developed during

the workshops and will give more impressions from

the Social Business Labs for all who have not been

able to participate this time.

We are looking forward to welcoming you to one of

the upcoming Social Business Labs, which will

take place in many different countries all around

the world.

Read it with joy!

Your GCL Team

The idea of social business as defined by Nobel

Peace Prize Laureate Professor Muhammad

Yunus is a growing movement globally.

More and more social businesses are created with

the clear focus on solving social problems in a

financially self-sustainable way, addressing social

problems within healthcare, environment,

education, and many other areas.

Under the Patronage of His Highness Shaikh

Mohammed Bin Mubarak Al Khalifa (Deputy Prime

Minister), Family Bank organized the First Social

Business Week from 16th – 19th September 2012

in association with The Grameen Creative Lab.

As an integral part of this week, two Social

Business Labs took place with different

stakeholders from Bahrain. Representatives of civil

society, students, young leaders, businesses and

the government came together in order to explore

the idea of social business, share perspectives and

best practices, and develop concrete social

business ideas addressing a variety of social

problems.

// OVERVIEW //

// AGENDA //

Sunday Public Speech and Panel Discussion

16-09-2012 BCCI Tower (Bait Al Tijjar)

// Keynote speech by Prof. Muhammad Yunus and welcome address

by Dr. Fatima al Balooshi (Minister of Social Development) //

Monday Open Social Business Lab

17-09-2012 National NGO Support Center

// The Open Social Business Lab brought together representatives

from businesses, NGOs, the government and civil society //

Tuesday Social Business Lab for Youth Part I

18-09-2012 University of Bahrain

Wednesday Social Business Lab for Youth Part II

19-09-2012 BCCI Tower (Bait Al Tijjar)

// This 1.5 day Social Business Lab was specifically focusing on Youth

and some of the challenges they face in Bahrain //

// WHAT IS YOUR WISH //

// Every journey starts with a wish. At the beginning of the Open Social Business Lab

and the Social Business Lab Youth, participants had time to think about their wishes and

to share them with the group //

“I wish that my small ideas will see

the light one day”

” I wish my dreams come true "

” Make a difference in society and

do a great impact for the youth"

” I wish for all to have free

access to hospital of any kind for

any remedy"

” To be an entrepreneur”

” I wish that we reach an end of

poverty"

” I wish everyone has a decent life

with sustainable jobs and a secured

monthly income”

” I wish that I can achieve

something in the future that

people will remember for a long

time"

” No starvation & corruption"

” Social cohesion and harmony”

” To help people to be unique”

” To make a difference"

” To develop the educational

system"

// YOUR WISH //

“We want everyone in Bahrain to have

the opportunity to get a suitable job”

”Empower our youth at a global

scale by providing education,

global skills, health, services"

” Youths can create their own

business and they have the

suitable environment and

system to do this."

” Entrepreneurship as an

unemployment solution"

” Stability and security”

” I wish for everyone to have free

access to education"

” I wish to live in a world where

people are taught empathy and

no one is selfish."

” I wish Peace & Love for

everyone around the world"

” Better future for our children"

” To prepare Bahrainis for

the global challenges ”

“To be a more positive person”

” Women empowerment”

”Make the world a better place

to live in"

” That the world lives in

peace& harmony"

// YOUR WISH //

// SOCIAL PROBLEMS //

// During this brainstorming session, participants identified and prioritized the most

prevalent social problems and the strengths in Bahrain //

// SOCIAL PROBLEMS //

+ Friendly Business Environment

+ Public Creative Community

+ Open Minded

+ Financial Hub

+ Friendly People & Committed People

+ A Strong Family Unit

+ Team Work Environment

+ High Education

+ Variety of Businesses

+ Good Infrastructure

+ Ethical People & Peaceful Community

+ Helpful Charity Organizations

+ Free Education & Hospitals

+ Respecting Diversity

+ Island with Strategic Location

+ Good Networks with other Countries

// STRENGHTS OF BAHRAIN //

// BREAKOUT SESSIONS //

// During the breakout sessions, participants had time to develop and refine

concrete social business ideas addressing various social problems //


// During the breakout sessions, participants had time to develop and refine

concrete social business ideas //


1) Education

2) Open Topic – Obesity and lack of nutritional awareness

3) Open Topic - Agriculture

5) Education for Youth

6) Youth Activities

7) Open Topic - Youth

4) Youth Employment

// 1 // EDUCATION //


With the lowest illiteracy rate in the whole Gulf Region, and with 52% of the Bahraini population above

the age of 15 having a secondary or higher degree, people in Bahrain have good starting conditions on

the labor market. However, 39% of the total number of unemployed that are receiving unemployment

benefits are university graduates, implying that even with a secondary and above degree, it is not easy

for Bahrainis to find a job in Bahrain. Additionally, youth labor force participation is comparatively low in

Bahrain, with youth constituting around 48% of the total number of unemployed.

Currently, around 4,000 Bahrainis with at least a college degree are entering the job market every year.

This number is increasing steadily and about 70,000 new jobs need to be created for Bahrainis in total by

2020. That is around 8,750 jobs annually.

One reason for this lack of job offerings, according to the Economic Vision 2030, is a mismatch between

labor market needs and current available qualifications. Graduates from education facilities in Bahrain are

lagging behind in certain skills compared to their peers from around the world competing for jobs with

them.

While the problem of highly qualified, yet unemployed Bahrainis is multidimensional the discussion during

the breakout session centered around certain skills and knowledge that students are only occasionally

getting in contact with during their studies.

As the discussion showed, the possibility of finding a job hinges often on soft skills that were not picked

up in school. Another problem graduates are faced with when looking for jobs is the challenge of getting

an overview about the options that exist on the job market after receiving a degree.

Social Problem

I like a challenge 100 Days, 100 People, 100 Jobs

The social business idea is to create a TV show that revolves around one hundred people taking up the

challenge of getting a job within one hundred days. The concept is borrowed from shows like “The

Dragon’s Den” or “The Apprentice” and aims at not only bringing 100 people into new jobs but also to

bring education into the living rooms of Bahrainis and serve as a role model.

In cooperation with companies that seek suitable employees, the show will follow the efforts of the

candidates in finding jobs. During the show candidates receive counseling with regards to matching their

skills to open jobs on the labor market. Additional training in soft skills will be offered to the contestants,

as well as CV mentoring and interview coaching.

Through its operation the show will generate examples educating the public about best practices and

possibilities on the job market. Additional products like workshops and mentoring will be offered to the

unemployed that have not been chosen for the TV-Show at a service charge.

Companies that are looking for suitable employees are given the opportunity to offer or sponsor

workshops relevant to their field of work, building relations with job seekers. Also, to the alumni of the

show, a club membership will be offered to create a network of supporters. Through the club

membership, alumni get the chance to showcase the sustainability of their employment and get access to

follow up services. Best practices and long term examples collected on this occasion can also be

included into the current season of the show.

Vision: To educate a broad public about the job market and necessary soft skills and to support

people in finding jobs

Goal: Help 180 people find a long term engagement in a new job during the first two seasons, reach

an audience share of 10%.


Social Business Idea


Customer Segments

1

Customer Relationships

4

Channels

3

Value Proposition / Products

2

Cost Structures

9

Key Activities

7

Key Resources

6 5

Revenue Streams

Key Partnerships

8

1. Companies

2. General public

3. Unemployed

1. TV show and YouTube channel

2. Website, newsletter and blog

3. Mentoring services

4. Best practice examples

5. Additional products like

workshops and a club for

alumni

1.Television broadcaster

2. Website, You Tube and blog

1.Companies: find suitable

employees, place company

prominently

2.Unemployed: find a job, get

training in relevant fields

3.General public: get information

about job market requirements,

possibility to get training and

mentoring

1. Advertising during TV show

2. Phone “rake off” from show

(audience calling to vote)

3. Workshop fees

4. “CSR in action foundation”

1. Connection to broadcaster

2. Collaboration with companies

3. Unemployed participants

4. Experts for training and

mentoring

1. Drafting of program and build of

partnerships with companies

2. Application process and

selection of suitable candidates

3. Awareness workshops

4. Follow up with “alumni” of the

show

1. Media, banks, and companies

2. Government institutions like

Tamkeen as patron

3. Ashoka

1. Broadcasting

2. HR

3. Equipment

4. Marketing

// 2 // OBESITY //

Within this “Open Topic” breakout session, the participants had to identify the social problem which they

would like to work on. The group decided to focus on health related issues, specifically on obesity and the

lack of nutritional awareness.

Obesity is more and more becoming a problem on a global scale, not only in developed countries, but

also in developing countries.

Obesity is a medical condition usually defined as a condition of abnormal or excessive fat accumulation,

which may have severe negative effects on health, increasing the likelihood of heart diseases, type 2

diabetes, sleep apnea and osteoarthritis, amongst others. In many cases, obesity is related to significant

food energy intake, but also a lack of physical activity and to some extent also due to genetic

susceptibility.

According to a report in the Bahrain Medical Bulletin, it was concluded that the “prevalence rates for

obesity in Bahrain are higher than predicted and are increasing at a higher rate than the global average.

This mirrors the alarming increase in the prevalence of Type 2 Diabetes Mellitus in Bahrain”*

The group discussion revealed many local specifications and aspects which might contribute to the

incidence of obesity in Bahrain. Improper eating habits combined with relatively big portion sizes might

contribute to obesity as well as a general lack of nutritional awareness, which is supported by a lack of

understanding about the ingredients and nutritional facts of food products.

* Source: http://www.bahrainmedicalbulletin.com/march_2012/Current_Prospectus_Obesity.pdf

// 2 // OBESITY //

Social Problem

Health Oasis – Your health is our concern

The group developed the idea of Health Oasis, a unique place, where people are not only able to eat

healthy and nutritious food, but where they are also able to learn more about a healthy nutrition and

healthy lifestyle through cooking courses and personal counseling. Therefore, Health Oasis is far more

than a typical restaurant. Instead, it aims at becoming a place providing customers with an environment

for more nutritional awareness and moreover tools and food products for a better nutrition.

The Health Oasis will basically target a broad customer base of every age from Bahrain with a special

focus on families, but also focusing on tourists from all around the world. Customers can eat healthy

dishes on site and they can also purchase healthy snacks and specifically selected food baskets, which

are a compilation of healthy ingredients, which can be cooked at home.

Next to healthy and good quality food prepared by a top chef, the quality of the counseling through

personal trainers, as well as a nice and welcoming location are key resources for the success of this

social business. Customers will be able to receive a free one time counseling service, which could be

extended into a long term counseling and coaching.

A good customer relationship management is important to build up a faithful customer base. The social

impact of this social business obviously comes into effect, if customers visit the Health Oasis on a regular

basis, since changing specific eating habits will require some time. Furthermore, only a good customer

base will enable the financial sustainability of this social business.

// 2 // OBESITY //


// 2 // OBESITY //

Customer Segments

1


4

Channels

3


2

Cost Structures

9

Key Activities

7

Key Resources

6 5

Revenue Streams

Key Partnerships

8

1. Families

2. Tourists

1. Healthy meals

2. Healthy snacks

3. Food baskets

4. Cooking courses

5. Counseling

1. Direct sales on site

2. Through partners

1. Database

2. Free one time services

3. Loyalty card

4. Online platform

5. Promotional movie

1. Food sales

2. Course fees

3. Counseling fees

1. Natural & healthy food

2. Good counseling

3. Good chef

4. Affordability

5. Branding

1. Developing meals, menu &

theme

2. Finding venue

3. Finding staff / trainers

4. Establish partnerships

5. Get funding

1. Farmer

2. Doctors

3. Nutritionists

4. Personal trainer

5. Ministry of Health

6. Oversize shops

1. Venue / Equipment

2. Staff & Training

3. Raw material

4. Operating costs

5. Marketing

// 3 // AGRICULTURE //

Around 50 years ago, Bahrain enjoyed a thriving agricultural industry, on which the economy was heavily

dependent, and Bahrain was known as the 'Land of a Thousand Palm Trees'.

Today, agriculture forms only 0.5% of Bahrain’s current GDP. Its contribution to employment has

significantly diminished and arable land is becoming very scarce.

The agricultural sector accounted for only 1 percent of gross domestic product (GDP) in 1998 and

employed 2 percent of the workforce. The development of agriculture is hindered by lack of water and the

strong saltiness (salinity) of the soil. From 1971 until the beginning of the 21st century, Bahrain's

cultivated area has been reduced from around 6,000 hectares to less than 1,500 hectares.

Moreover, in the event of a global pandemic, Bahrain would not be able to provide sustenance for its

population.

The group has decided to tackle this issue in light of global food security threats; and the opportunity for

the agriculture industry to simultaneously provide employment, contribute to economic growth, and

secure food for Bahrain and the MENA region.


Social Problem

Bahrain Urban Farming (BUF) Social Business Coop

We will introduce new methods of urban farming, which will be available to any type of user. Our social

business will be called: Bahrain Urban Farming Social Business Co-op; also known as BUF.

Since food is the sustenance of life, BUF will literally target everyone, including ordinary households,

local farmers, supermarkets, restaurants and luxury hotels. The BUF brand will remain family-oriented,

providing a sense of community for those who go BUF.

BUF will access the most cutting-edge urban farming methods and technologies; linking to major

research and development centers around the world. Our objective is to simplify urban farming solutions

for the benefit of all. Therefore, all of our products will be user-friendly, and you will be trained by our

urban farm specialists so anyone can manage his or her own farm without any assistance.

We will be targeting all income levels whereby the client can purchase the equipment, lease it, and even

establish a payback contract through food production. BUF will also collect waste or rotten produce,

which will be composted and sold as fertilizer. In addition to selling the highest quality products, BUF will

also provide product installation, servicing, maintenance, and after-sales service, as well as a buy-back

program for used products.

Some examples of urban farming technologies include:

The Plant: http://www.youtube.com/watch?v=zMBxJTQqnRI

Vertical Farms: http://www.verticalfarm.com

Vertical greenhouses: http://bit.ly/Q8mAmh

Aquaponics: http://aquaponics.com



Bahrain Urban Farming (BUF) Social Business Coop

BUF will offer a double-brand distribution strategy, catering to both high-end consumers—offering luxury

urban farming methods; as well as providing affordable products and services through its mass

distribution channels—making home-grown organic food available to all.

To ensure BUF is self-sustainable, three main revenue streams were identified:-

Supply cutting-edge high-quality urban farming technology solutions across all price ranges.

Provide the full spectrum of tested supplies needed to cultivate urban farms, including the highest quality

seeds and fertilizers.

Offer after-sale services including the re-sale of customers’ excess produce to high-end grocers,

collecting rotten food to create fertilizer, consultancy on urban farming methods, and individual and group

training for farm labour.




Customer Segments

1


4

Channels

3


2

Cost Structures

9

Key Activities

7

Key Resources

6

5

Revenue Streams

Key Partnerships

8

1. Ordinary households

2. Local farmers

3. Supermarkets

4. Restaurants

5. Luxury hotels

1. Simplify urban farming

solutions for the benefit of all

2. We will provide urban farming

technology and services

1. Double-brand distribution

strategy, catering to high-end

consumers offering luxury urban

farming methods; as well as

providing affordable products and

services through its mass

distribution channels

1. Good after-sale services to

ensure a loyal customer base

1. Sales from urban farming

technology solutions across all

price ranges.

2. Full spectrum of supplies incl.

highest quality seeds & fertilizers

3. Re-sale of customers’ excess

produce to high-end grocers

4. Rotten food to create fertilizer,

consultancy on urban farming

methods, individual & group

training for farm labour

1. Cutting-edge high-quality

urban farming technology

solutions

2. Good after-sale infrastructure

& services

1. Providing urban farming

solutions

2. Hire staff

3. Build sales and after-sale

channels

1. Chamber of Commerce

2. Ministry of Agriculture &

Municipalities

3. Tamkeen

4. BDB

5. Local Farmers

6. Major Food importers & distributors

1. Costs of goods (technology,

supplies, etc.)

2. HR costs

3. Operating expenses

// 4 // YOUTH EMPLOYMENT //

Not only in the context of the global Economic and Financial Crises, employment is always a

predominant concern, especially for the most vulnerable groups in the labor market, such as

marginalized people, the elderly and especially young people, who are lacking adequate skills and / or

work experience.

Youth labor force participation is very low in Bahrain; however it is not clear if this is due to high

unemployment or high enrollment rates.

The enrollment rate among the 15-19 age group is much higher than that of the 20-24 age group, 95%

compared to 43%. The share of the unemployed among the 20-24 age group is also higher at 6%. Even

though that number is much lower than the global level (the OECD rate for 2010 was 16.7% and 2011

was 16.2%)

Unemployment among youth is relatively low at 3% for 15-24 and at 6% for 20-24 year olds.

Nonetheless, youth constitutes 48% of the unemployment figure in Bahrain.

Between 4,000 and 5,000 Bahrainis with at least a college degree have entered the job market annually

in the past years. Between 2010 and 2011, the private sector only created 1,321 jobs with an annual

salary higher than BHD 6,000.

Bahrainis have a disadvantage on the labor market in Bahrain compared to foreign workers, as the

education system does not yet provide young people with the skills needed for the job market. This can

also be seen by the share of recipients of unemployment benefits holding a university degree of 39%.

The overall workforce of Bahrainis is growing; about 40% of the additional workforce by 2020 will be in

the age bracket of 15-24.

Compared to the average increase in labor productivity of 21% worldwide over the past 25 years, Bahrain

improved this number by only 17% in the same time.


Social Problem

Micro Bahrain

Generating employment opportunities as a startup in Bahrain might face a key challenge to find suitable

employees, since employees usually prefer to work for large corporations or for the Government, which

might provide a higher job security, a more stable income and higher reputation.

Micro Bahrain addresses these challenges and specifically focuses on employment generation for hard-

to-employ young people by offering attractive employment opportunities through a unique concept.

Micro Bahrain is best described as a unique, traditional space with 10-20 small villas offering

accommodation for tourists, but also shops with local food and products, as well as a gallery space with

local art. Therefore, Micro Bahrain will not only generate youth employment, but also provide a platform

for local farmers and food produces, but also local artists to present and sell their products.

The compound and the villas will be designed in partnership with universities from Bahrain, whose

students are in charge of the traditional design elements. The offerings are not only aimed at tourists who

can experience a more traditional stay in Bahrain, but also aim at locals, who will come to the compound

in their leisure time to experience good food and have a nice and pleasant stay.

Purpose:

1) To provide unique employment opportunities for hard-to-employ young people

2) To preserve traditional & authentic cultural goods & products from Bahrain

3) To provide visitors with a unique micro view of Bahraini tradition




Customer Segments

1


4

Channels

3


2

Cost Structures

9

Key Activities

7

Key Resources

6 5

Revenue Streams

Key Partnerships

8

1. Tourists

2. Bahrainis

1. Compound with 10-20 villas for

accommodation

2. Shop with local products

3. Local food

4. Gallery with local art

1. Direct Sales on location

1. Personal relationships

2. Website

1. Accommodation fee per night

2. Sales of local products & food

3. Renting gallery space

1. Venue

2. HR

3. Brand

1. Business plan

2. Market research

3. Find investors

4. Clarify legal issues

5. Vision & Mission

6. Find location

7. Find HR resources

1. Tamkeen, EDB and other local

organizations

2. Universities

3. Government

4. Schools

1. Venue (Rent or Buy)

2. HR Costs

3. Equipment / Furniture

4. Operating expenses

5. Setup costs

// 5 // EDUCATION FOR

YOUTH //

One of the reasons for unemployment among youth in Bahrain relates to the lack of adequate skills and

education.

17% of the Bahraini population above the age of 15 has a below primary education, i.e. is illiterate or can

only read and write, resulting in lower employment possibilities for them. Bahrainis with an above

secondary degree that receive unemployment benefits make up around 39% of the total number of

unemployed. This problem is also addressed in the Economic Vision 2030, stating that there is a major

mismatch between labor market needs and current available qualifications of Bahrainis.

While a multitude of possibilities to improve the quality of education were discussed in this breakout

session, participants – especially the students among them – agreed that on of the most pressing needs

is to create an enabling environment to study effectively, including possibilities for students to learn

outside classes, teaching methods and a lack of possibilities to pick up certain skills necessary for the

labor market.

Especially the lack of public spaces like libraries as a place to study was stated as a major impairment for

students to study after classes. With a lack of suitable space at home, many students resort to studying

at cafés in malls with a less than optimal environment for studies.

Additionally, classes to pick up soft skills and job specific training for e.g. specialized software and other

skills are scarce at universities. To prepare for the job market, students need to pick up these skills

outside the university to increase their chances to find a job. Often this means a search for private tutors

or mentors that are in a convenient location.

In summary, a place which offers all of the above, providing a suitable place for studies after class with an

adequate infrastructure and the possibility to pick up skills was found to be missing in Bahrain so far.


YOUTH //

Social Problem

Perfect Café

The Perfect Café creates a central meeting point and space for studying, exchanging ideas, getting

additional training and access to the necessary infrastructure. It also offers space for private tutoring and

additional soft skills workshops providing students with an enabling environment for studying after

classes.

The café is set up as a regular coffee shop targeting walk-in customers as well as students at the usual

market prices, offering snacks and drinks. The coffee shop activities are needed to then cross subsidize

other services for students.

Main activity of the café is to provide students with a suitable workspace for their studies, offering access

to the necessary infrastructure including such services as copying, printing, binding, Wi-Fi and tutoring

labs. Additional services could be offered in the field of soft skills mentoring, career counseling, internship

programs etc.

For services offered, students are charged affordable prices, subsidized through revenues from the

coffee shop. Renting of work spaces to PhD students and private tutors is priced at market level.

The business model also includes partnerships with private companies. Companies looking for suitable

graduates get the opportunity to offer workshops for the skill set related to their field of work. This way the

companies can build relations with students before graduation, increasing their visibility.

Additionally retired professors and teachers can be employed to integrate them into society and profit

from their lifelong experience.

Vision: To provide an enabling environment for students in Bahrain to study after classes and offer

training in additional, much needed skills.

Goal: Reach 2,000 students within the first year of operation and expand services to at leas three

new locations in Bahrain in the second year.


YOUTH //



YOUTH //

Customer Segments

1

1. Students

2. Café customers

3. Private tutors

4. Companies

Value Proposition

2

1. Open space for students

including an infrastructure

including Wi-Fi, printing,

copying, binding etc.

2. Private tutoring labs

3. Booking of working stations

4. Coffee business

Channels

3

1. Coffee shop with attached

working spaces


4

1. Beginning with a promotional

campaign for the relevant

customers including initial

discounts

2. Flyers distributed at

universities

3. Word of mouth

5

Revenue Streams

1. Revenues from coffee shop

activities and working space

including sales of snacks and

drinks, access to Wi-Fi, work

stations, tutoring labs etc.

2. Revenues from additional

services, like mentoring and

career counseling

Cost Structures

1. Rent

2. HR

3. Supplies (Foodstuff, printing

etc.)

4. Equipment

5. Marketing

9

Key Resources

6

1. Coffee shop with sufficient

space for activities

2. Connection to whole seller

3. Retired professors and

teachers

4. Private tutors

Key Activities

7

1. Find a suitable shop and

skeleton crew

2. Initial promotion campaigns

3. Establish connections with

companies and universities

Key Partnerships

8

1. Schools

2. Companies

3. Retailers & grocery stores

4. NGOs

5. Joint venture partners

6. Banks and investors

// 6 // YOUTH ACTIVITIES //

There is a lack of youth-targeted community centers predominantly in the village areas. Most of the

youth in these areas have the accessibility to join their local sports club. The centers within the areas

have a limited capacity to accommodate all. This in turn results in a large number of inactive youth.

Government-owned social centers are also located in areas including but not limited to Muharraq, Boori,

Jedhafs, Hamad Town, Sitra, Riffa, Manama and Isa Town. However, there aren’t many youth-targeted

initiatives as these centres offer initiatives for more marginalized groups including the blind, the disabled,

widows, etc.

Although there are different types of centres available in all areas of Bahrain, sufficient capacity for youth

is missing.

During the group discussion the participants have raised three main concerns relates to youths & their

activities:

1) There is a lack of awareness about the existing Youth Societies, although there are around 26

societies related to Youth in Bahrain

2) Very Expensive Prices for Activities in Bahrain: for example carting in Formula One will be around

BD. 14

3) Lack of motivating youth group activities


Social Problem

Youth to You (YY)

Youth to You (YY) is a website which will offer different services to the public by optimizing the resources

of youth and benefit from the capabilities that they can provide for the community.

Solutions for the Issues:

• Raising awareness of Youth Societies

• Launch Discounted activities Card

• Promoting youths production & activities

The group was divided into 3 sub groups, which each discussed different solutions related to the Social

Business:

1st Group, Raising awareness of Youth Societies :

Focal Point: The website will consist of link that will act as a focal point between all societies in Bahrain

such as the database of the 26 societies and their ongoing activities and categorize them in which filed

they are in such as sports, IT, Engineering etc.

Calendar: This link will also include a calendar where any visitor can click on the date and find what are

the recent activities undertaken by the youth societies.

Facilities: On the other hand the team also decided that they can also benefit from using the facilities of

the societies such as the know-how experience, Human Recourses, Equipments etc.



Youth to You (YY)

2nd Group: Promoting Youths Production & Activities:

The website will have a link that will create networking between buyers & sellers in the following fields

where the client can sign up in the website and upload their talented work and the website will start

finding a buyer to such activity hence that the website will take a percentage of the deal:

Media: Movie Producing, Music, Lyrics, Photography etc.

Inventions: any creative products/ services

Arts: any designs, logos, paintings, drawings etc.

Services: packaging, delivery, workshop etc.

3rd Group: Discount Cards:

These discounted cards will be given upon client’s registration in the website where they will benefit from

many promotional products and services such as activities, travel tickets, stationary, cloths, food etc. The

registration fee will be BD. 20 semiannual, and this fee will be used to cover the costs of initiating the

website.



// 7 // OPEN TOPIC – YOUTH //

Population in Bahrain went from an estimated 724,000 in 2003 to around 1,215,000 in 2011, which is

already a significantly higher population than the 2003 UN estimate of 900.000 for 2015. The rapidly

growing population creates several problems related to the limited availability of land and other

resources.

New cultural aspects are added constantly to life in Bahrain by the growing number of expats, adding to

Bahrain’s cultural diversity. However, traditions that shaped Bahrain’s culture up to this point are more

and more considered old fashioned by the rapidly growing young generation. Therefore interest in these

traditions is low and this cultural heritage is in danger of being forgotten. Additionally, this generates a

conflict between generations, as the young population of Bahrain has cultural values that differ from that

of their parents generation drastically.

Related to the limited availability of land and public spaces is the problem of availability of activities for

Bahraini’s and to have places offering a variety of possibilities for a whole family, limiting the options for

families to spent leisure time jointly.


Social Problem

Smile Bahrain, the Social Business Community Park

The idea behind the community park is to create a space that offers activities and traditions, allowing

families to be in one place while pursuing different activities and spend more time together.

The community park offers services like traditional farming and weekly markets for traditional Bahraini

foodstuff and goods as well as restaurants and the possibility to rent tents for the family or organize

bigger family events on special occasions. Other activities offered include horse back riding, water sports,

camping etc.

The range of activities and services offered not only provides a place for the whole family, but also makes

it possible to experience and live the culture of Bahrain, creating an interface to the cultural heritage,

offering an oasis of deceleration in an otherwise increasingly hectic world.

Access to the Social Business Community Park is for members only. Memberships are granted to female

members of a family exclusively, however, the membership also includes access for relatives.

To finance the activities of the community park, it relies on revenues from membership fees, renting

restaurants, tents and income from the sports activities offered.

Purpose:

1. Provide a common space for activities for families

2. Keep alive Bahrain’s traditions and teach them to the young generation

3. Offer a space to trade traditional foodstuff and goods



// IMPRESSIONS //

// QUESTIONS & ANSWERS //

Q: Is social business more fitting to certain types of social issues as a solution?

A: Every social business starts with a social problem first. A social business is not

limited to solving the problem of poverty. A social business could address many

social problems such as malnutrition, lack of education, lack of health services,

severe illnesses, etc. Nevertheless, some social problems might be easier to

address through a social business than others. Once you have identified a relevant

social problem which you would like to address, you then need to develop a good

business model in order to make your social business financially self-sustainable.

Q: What is the difference between NGO and social business? Is it possible to turn a

NGO structure into a social business?

A: A social business is a new type of business. It is a non-loss, non-dividend

company with a social goal. It is created because its founders identified a social

problem that they wanted to address, and wanted a long-lasting, financially self-

sustainable way to do so. Usually, a non-profit organization is not 100% financially

sustainable, they do not cover all of their costs by selling products, but they have to

rely on other sources of income (e.g. donations). Nevertheless, a non-profit

organization could be transformed into a social business, if they become fully

financially sustainable. The NGO needs to identify ways to generate revenues for

their products and services, which will cover all of their costs.


Q: Does Family Bank have social business funds available?

A: As of now, the Family Bank does not have specific social business funds

available. The Social Business Week Bahrain was a very good starting point in

bringing various organizations from Bahrain together and in the future some of

them might consider setting up a dedicated Social Business Funds or some other

forms of financing for social businesses.

Q: How can a person that does not have any money start a social business?

A: First of all you need to have a very good social business ideas, which is able to

address a social problem in a financially self-sustainable way. But moreover, you

really need to find a way to generate social impact. Once you have further

developed your social business idea, you need to develop a comprehensive

business plan including a detailed financial plan. If you have a great outstanding

idea and if you can prove that you will generate social impact, you should be able to

find funding from various sources (funds, investors, etc.)

Q: Where can we find “Social Business People”?

A: Being connected with other likeminded people to exchange ideas and to get

support and feedback is of course important for each social business entrepreneur.

You will find other “Social Business People” at conference like the Global Social

Business Summit or the Social Business Week Bahrain, but also online on various

platforms and through social media channels (e.g. The Grameen Creative Lab

Facebook Page, see the Interact section for details)


Q: From what I learned about social business so far is that it might basically be

successful in rural areas, where there is no competition from economic businesses.

Could it also be applicable in urban areas?

A: This question implies that it is easier to establish a social business in rural

areas, which might not be true. Especially in rural areas, general business

conditions could be a lot more challenging due to a lack of infrastructure (lack of

proper roads, etc), reliability of energy supply, market size and market access due

to densely populated areas, etc.

Generally, a social business will face lots of challenges in rural areas, but also in

urban areas. The main difference might be the solution which the social business

has to find in order to address these challenges.

Q: Why is not possible to give back a fixed small percentage of dividend just for

increasing investors?

A: Social business as defined by Prof. Muhammad Yunus does not offer any

dividends on its investments. This protects the social business from never losing

sight of its over-arching goal; the service or solution to a social problem that it has

been founded to address. A social business is also about a moral commitment to a

clear focus on solving social problems.

Q: Access to capital is one of the necessary enablers to social business in Bahrain.

What are the other fundamental components – be they policies, systems and

infrastructure, etc. – that will allow social business to thrive / flourish?

A: A better infrastructure is of course beneficial for any social business. Every

social business benefits from better access to funding (e.g. through Social

Business Funds), but also through business development services provided by

social business incubator or experienced mentors.

In terms of legal requirement, a social business typically operates under the most

common legal forms for businesses (e.g. Ltd.), therefore it would not require any

specific legal frameworks.

Platforms for social businesses to exchange ideas and best practices are also

important in order to constantly improve the business.

Collaborations with universities can be very beneficial, since the university can

support with research about the social impact, but also support with the overall

promotion e.g. through specific case studies which will be worked on by students.


// SOCIAL BUSINESS //

Thus the social business is a new type of company

and "social business entrepreneurs" (SBE) are a

new type of entrepreneurs who are not interested

in profit-maximisation. They are totally committed

to making a difference in the world. They want to

give a better chance in life to other people and they

want to achieve this objective through creating and

supporting sustainable business companies.

Social business follows 7 principles, which serve

as its defining elements.

The seven principles of social business:

1. Business objective will be to overcome poverty,

or one or more problems (such as education,

health, technology access and environment)

which threaten people and society; not profit

maximization.

2. Financial and economic sustainability.

3. Investors get back their investment amount only.

No dividend is given beyond investment money.

4. When investment amount is paid back, company

profit stays with the company for expansion and

improvement.

5. Environmentally conscious.

6. Workforce gets market wage with better working

conditions.

7. …do it with joy.

With the idea of social business, Prof. Muhammad

Yunus has introduced a new dimension for

capitalism: a business model that does not strive to

maximize profits but rather to serve humanity’s

most pressing needs.

Thus, the first motive of a social business is not

profit, and second, it does not pay its investors

dividends. Instead, it aims at solving social

problems with products and services at affordable

prices, or giving the poor and marginalized people

ownership in a business and therefore allows them

to share in its profits.

A social business pays back only its original

investment and reinvests its profits in innovations

or further growth that advance its social goals.

Although the social business is pioneering in its

aims, it is traditional in its management. Its

workforce is professional and paid according to

market wages.

This type of business may or may not earn profit,

but like any other business it must not incur losses

in order to be able to sustain itself.

In every sense the social business is sustainable:

in its direct environmental impact, its impact down

the value chain, and critically, in its financial

independence.

This is a key difference between social business

and charity. Once its initial investment is repaid, the

social business aims to be financially self-

sustaining, giving it the independence and security

to focus its efforts on the long-term improvement of

the lives of the disadvantaged.


// INTERACT //

// INTERACT //

Join the Grameen Creative Lab Facebook page:

http://www.facebook.com/#!/GrameenCreativeLab

1

2 Visit our website

http://www.grameencreativelab.com

5 Contact us directly and share your ideas and questions

3 Follow us on Twitter:

https://twitter.com/#!/grameencl

4 Sign up for our Newsletter:

http://www.grameencreativelab.com/Newsletter.html

// CONTACT //

The Grameen Creative Lab

Leonhard Nima

Leonhard.nima @grameencl.com

www.grameencreativelab.com

social business week bahrain follow up

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