The Salt NetworkNews

Becoming a Leader of Impact

Duccio Maesta series

Contents> Become a Leader of Impact

> Global Britain has to be a boldBritain and business can lead theway.By Samuel Williams

> I was Boris Johnson's head ofMiddle Eastern investment. Theseare the mistakes he's making overthe region.By Omar Hassan

> Does Pandemic enable us toinnovate a new way of working?By Peter Smith

> Events Dates and Details

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ABOUT: The Christian Aid SaltBusiness Network

Our vision is to create a movementof business leaders working togetheras agents of change, leading bestpractice within their own businessesand in the wider, global community.

Founded on strong theologicalprinciples, the Salt Business Networkaims to inspire businesses andbusiness leaders to be the 'salt ofthe earth and the light of the world'(Matthew 5:13-16) in advancingGod's work here on earth.

It is also grounded in learning andaction. Through our workshops,online community and at events,leaders have the opportunity toexplore the impact businesses largeand small have on our world and re-frame what it means to be inbusiness.

To find out more about the networkand how you can be involvedcontact:salt@christian-aid.org

Have you signed the pledge?

Becoming a signatory to the ‘Pledgefor Change’ is an important part ofnetwork Membership, signalling yourcommitment to journey along the pathof faith and values based businessleadership.

This is an exciting moment for the SaltNetwork and we encourage everyoneto become a signatory and join themovement. Whilst you can continue toenjoy the benefits of the Salt Networkwithout signing the Pledge we hopethat it is not seen as an additional,onerous or impossible task, but ratheras a statement to the ‘direction oftravel’ that we seek to lead in and anopportunity for visionary, collective andfaith aligned leadership.

This Pledge is a recognition of the corechallenges and opportunities that weas Salt members recognise future fitbusiness leadership must engagewith.

The Salt Network Pledge forChange commits to thefollowing areas in order totransition towards asustainable economy.>Ensuring the Protection of HumanRights:

>Ensuring the Protection of theEnvironment:

>Ensuring Equality for All:

>Ensuring the Provision of GoodWork:

>Ensuring Business works towards aGood Society:

>Ensuring the Creation of GoodProducts and Services

>Ensuring Sustainable Partnership

Visit our LinkedIn page or emailsalt@christian-aid.org to read and signthe pledge.

05-04-2020

Global Britain has to be abold Britain and businesscan lead the wayBy Samuel Williams.

In a world where 72 million children gowithout primary education, half theworld lack access to essential healthservices, 780 million lack improvedwater sources and 63 million peopleare displaced; business has aresponsibility to act for good beyondthe bottom line and start impacting thelives of all stakeholders and thosethroughout supply chains.

I recognise that in the UK we are anation with significant challenges andinjustices that impact many of us on adaily basis and bold domestic policyand courageous leadership mustaddress these on both a local andnational level through private, public anNot-for-Profit sectors. However as acountry we have a long history ofinternational trade, aid anddevelopment, which in a post Brexit‘global’ Britain is more important thanever that we redouble our commit to.Ensuring that pressing global injusticesare righted is not only a right moralaction, and sensible security policy butit makes economic sense too.

Multilateral trade agreements oughtnot only focus on the likes of America,China and the European Union butrather with those rapidly growingregions with exponential potential forboth meaningful and mutuallybeneficial investment, innovation andtrade such Middle East and NorthAfrica, Sub-Saharan Africa, India,Central and South America.

Regions which has often been andcontinue to be recipients of aid bygovernments and INGOs have anenormous amount to offer to theinternational marketplace which ifunderestimated will leave many of usasking why we missed theopportunity.

Take Africa for instance, the swellingyouth population of Sub-Saharan Africaand the resulting demographicdividend to be paid over the comingdecades to a continent with 60%under 25 years olds. Anne Bakilana,Senior Economist at the World Banknotes that in the 60 years between1950 – 2010 the region’s populationgrew from 186 million to 856 million;with countries like Nigeria expected tooutgrow the United States by 2050 tothe tune of some 30 million. In

addition, improving education, WASHand socio-political structures havedriven a significant reduction in levelsof deprivation in many areas.

The factors perpetuating poverty aredeclining and an influx ofextraordinarily ambitious, informed andconnected young people are steppingonto the world stage and changing thestatus quo.

Whilst disparity between rich and poorhas often increased, significantextreme poverty persists, and theissues of population growth farsurpassing that of GDP such as isforecast for Nigeria loom; the pay-outfrom a booming population of highlyeducated, globally connected,tenacious and socially conscious youthand young adult generation offers anexciting future in which greaterwelfare and wealth is inevitable.

It is of course not just in Africa whereyoung people are bringing aneconomic step change through aninnovative and entrepreneurial start-uplandscape; it is seen across the UK,US and elsewhere too. The approachto work is changing, furthered throughgreater flexibility and a clear growth ofvalues based businesses models. Nolonger is it acceptable to simply clockin and clock out to work, the youngergenerations expect more from theirwork place and if they can’t get it,well, they will start their own thing. Adynamic business minded and sociallyhearted enterprise revolution isunfolding before us and the questionis: will you welcome the future.

I was Boris Johnson's headof Middle Easterninvestment. These are themistakes he's making overthe regionBy Omar Hassan.

There is much debate about whetherthe UK’s economy can survive andthrive after Brexit, particularly sincethere is still no visibility about what theUK’s trading arrangements will be withthe European Union after it leaves. Inmy role as head of inward MiddleEastern investment during his tenureas mayor, I saw how effective BorisJohnson was at attracting foreigninvestment to London. I hope he hasthe same focus as prime minister —particularly with regard to the MiddleEast.

I also hope that he can develop two-

HOLD THE DATE:

9th October 2020London

The Salt Network has teamed upwith Everyday Faith for the 2020conference: Leaders of Impact.

Offering inspiring, pioneering andcourageous lessons from thefrontline of organisationalleadership to boost your impactin business, faith and across yourspheres of influence. Join leaderslike you to explore faith, businessand how to leave an impactbeyond the bottom line.

More details coming soon.

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> Join the WhatsApp Group

Access the experience of fellowgame changers and stay informedof Network News by joining yourregional Salt Network WhatsAppGroup.

We have now set up WhatsAppgroups for all regional Salt Hubs.Thesegroups enable you to be moreconnected to the network, receiveevent details and network withfellow members.

> Find us on LinkedIn at 'SaltNetwork'

>Find us on Twitter at@NetworkSalt_______________________________

>Get involved

if you would like to get moreinvolved in the Salt Network wehave lots of opportunities fromwriting for Salt News, to speaking atand leading events, offeringresources and anything else youcan think off.

Get in touch to find out more aboutall the above via: salt@christian-aid.org

way traffic where British investors canfuel the next generation of MiddleEastern entrepreneurs, many of whomwould be literally turning offers ofinvestment away if they werefortunate enough to be based inLondon or San Francisco.

This may seem counter intuitive at atime when many are cautious aboutdoing business with and in a regionthat, as the Iran Deal unravels, canseem to be on the edge of a precipice.But I believe that new UK-Middle Eastbusiness links are not only desirablebut essential – for both us and theregion. As well as the well-troddenbusiness hubs, this should also includethe places, and the relationships, thathave perhaps remained unexplored. Inan ideal world, that would even includeIran – a country’s whoseentrepreneurs have much to offer theworld and whom are, despite being atthe heart of the silk roads that createdglobal trade, are cut off from so muchof it by sanctions.Even at times of lower tensions in theMiddle East, I’ve seen the region becaricatured - including by some well-informed business leaders – asnothing much more than an oil rig oran investment vehicle.

But the Middle East is much more —for a start, its youthful populations(one third of the region is between 15and 29) have a vitality that few inEurope or North America can competewith. That younger generation canprovide the innovation, technology,and future proof businesses that willfuel global growth not only over thenext decade, but throughout the nextcentury.And there is no question that thoseyouth are tech-savvy – it is no longerjust Saudi Arabia that has long led theworld in social media usage, but thatthere are emerging tech hubs in theKingdom, the UAE and Egypt.

There is a wealth of entrepreneurialtalent in the region that Britain shouldtap as eagerly as it drills the land’s oil.On a recent trip to Kurdistan, I met ayoung Syrian refugee who haddeveloped a smart censor that detectsfood waste in restaurants. With ourhelp, he secured funding to developthe technology. Even amongst thosein the Middle East more fortunate thanSyrian refugees, entrepreneurship isbecoming a necessity: In oil richOman, 40 per cent of young peopleare unemployed and are increasinglylooking to startups for essential jobcreation.Britain’s links with the region are

already some of its strongest with anyregion in the world. As well its historicrole, modern Britain is a preferredpartner for many of the young MiddleEastern entrepreneurs I meet.

They want British mentoring,partnerships and investments morethan those from any other part of theworld. They are geographically andoften culturally closer to the UK thanother emerging markets in Asia. Andthe pace of change and development –both technological and social – isfaster than anywhere else on earth.This can be seen in everything fromsmart cities to women’s rights.

There is no doubt that theseopportunities are in the obvious placeslike Dubai and Abu Dhabi, but also inthe more unlikely places like Iran. TheIslamic Republic’s population is young,even by Middle Eastern standards, andtheir technological awareness andingenuity is regularly on display in thecountry’s varied social movements,most of which are started and co-ordinated online.London has always been the preferreddestination when the Middle East’selite looks to invest – in future, it maybecome their first port of call when it’shungry young entrepreneurs look togrow their businesses. The flow of oilbetween the United Kingdom and theMiddle East will never be two-way, butthe transfers of money and knowledgecan be.

Omar Hassan was head of inwardMiddle Eastern investment duringBoris Johnson’s tenure as Mayor ofLondon, and is co-founder of UKMENA Hub. (This Article was firstpublished in the Independent).

Does Pandemic enable us toinnovate a new way ofworking?BY Peter Smith

The impact of the Corona viruspandemic on global trade and businesshas been both shocking and profound,shaking long-accepted tenets aroundthe culture of work – business travel,client meetings, projected trade andfinance, the office environment –almost everything.

Accompanying this has been a toxicmix of misconception, anxiety, fakenews and perhaps a fair amount ofdenial too. In the aftermath of thisimpact on the world of work,Christians are caught up in dealing

A Brighter Future for Kenya’sChildren

Christian Aid is working with expert,local partners to help improve thehealth and wellbeing of vulnerablechildren in Kenya who have beenaffected by HIV/AIDS.

Two-thirds of the population inKenya live on $2 per day. Mostpeople like in rural areas or urbanslums with poor access to basicservices like water and sanitation,schools and healthcare. As a result,rates of many preventablecommunicable diseases areprevalent in Kenya.

With this in mind, there are over 2.5million orphans and vulnerablechildren in Kenya, of which 1.2million are orphaned by HIV/AIDS.Of the estimated 160,00 childrenunder 15 years living with HIV/AIDS,only half of them have access toantiretroviral treatment.The CASE-OVC project seeks tomake lasting change for childrenacross Kenya. Working togetherwith our partners, we aim toimprove healthcare, enhanceeconomic resilience and strengthenprotection systems.

On average, it costs just £175 tochange a child’s life. This couldcover the cost of school fees,provide access to high-quality healthcare or help a caregiver set up abusiness that generates enoughincome to provide a safe and happyhome.

Should you want to support theproject, because of a co-fundingpartnership with USAID, every £1you give will mean £20 towards theproject, meaning your support willgo even further – even more canhave the chance of fulfilling their lifepotential.

For any further information, pleasecontact:

Jack MerringtonSupporter Partnershipsjmerrington@christian-aid.org0207 523 2119

Eng and Wales charity no. 1105851 Scot charity no. SC039150 Company no. 5171525 Christian Aid Ireland: NI charity no. NIC101631 Company no. NI059154 and ROI charity no. 20014162 Company no.426928. The Christian Aid name and logo are trademarks of Christian Aid © Christian Aid Christian Aid/

with radical decision-making anddrastic changes in workplace patterns.

What can Christians in business do,both in respect of the current virus‘crisis’ and for longer-term changes inthe pattern of work? Here are 4suggestions for how you can approachthe current challenges:

Help to maintain a calm, balancedperspective. Neither denying there isan issue nor becoming paralysed by it.

Look to support people as much aspossible through the upheaval andchange.

Plan ahead as far as possible,especially where you haveresponsibility for company directionand employee welfare.

Become known for providingmeasured and reasonablecommunications with others.

Increasingly the emphasis is on peoplebeing required to work from home(whether part of a process of self-isolating or not) but without the benefitof a gradual adaptation to the mindsetand level of discipline that home-working requires. For some, workingfrom home is a shock: home can be alonely place to work, often full ofdistractions and where communicationwith colleagues and clients is alwayslong-distance and often impersonal.

How does the new home-worker dealwith this change, whether on atemporary basis or more permanently?

It has been recognised for some timethat some of the disadvantages ofworking from home include feelings ofisolation, being easily distracted, lackof productivity and an inability toswitch off. The lack of ‘community’can be exacerbated by inadequatecommunication and personal contact,so here are a few suggestions:

Hold virtual meetings. There are anincreasing number of apps andsoftware tools, such as Zoom,Teamviewer and collaborative workand messaging solutions likeBasecamp, Slack and Hubspot. Thiscan be social, perhaps include informal

discussion and prayer as appropriate.

Manage time well and promoteaccountability. Since the worker andmanager can’t actually see each other,the issue of effective monitoring is akey one to sort out effectively. Time-tracking tools to monitor worked orbillable hours help to make sure teammembers don’t get burnt out workingovertime and can also help to monitortime spent on different projects toestablish efficiencies etc.

Set clear responsibilities and areas ofauthority. This allows a home-workerto ‘own’ their work and actindependently, making fewerinterruptions for clarifications and lessrisk of mistakes being made with thefinal outcome.

Consider investing in the use of localco-working space. Not only does acoworking environment provideproductive workspace, but also theconnection with other people is apositive antidote to the isolationexperienced by many home-workers.Local ‘Jellies’ are a popular option, asare networking events, and can lead tosome good connections. You mightconsider setting up a Business FriendsClub, providing pop-up workspaceshosted by a local church (seewww.businessfriendsclub.org formore information).

No-one knows how long the currentsituation with the corona virus will last,or how severely it will impactindividuals and companies across theUK and globally. Christians need topray for wisdom, faith and courage, forprotection for their work colleaguesand customers, and to keep their eyesopen to new opportunities that mayarise.

Let’s pray that God will use his peopleto be a light in the present darkness,to help those in need around us andoffer words of hope in a dark,uncertain and changing world.

Peter Smith is Managing Director ofAugment Partnership, a CommunityInterest Company committed toresourcing churches to impact theircommunities. Peter is responsible forrolling out the Business Friends Club

COVID-19Please note that due to COVID-19events may be postponed orcancelled. For all event updatesand details visit:

https://www.christianaid.org.uk/business-network/salt-events

West Midlands HubBeing Leaders of Impact>Date: 19th May 2020>Location: TBC

East Midlands HubBeing Leaders of Impact>Date: 20th May>Location: TBC

London HubBeing Leaders of Impact>Date: 13th May>Location: TBC

Liverpool HubBeing Leaders of Impact>Date: 27th May>Location: 2030hub

Newcastle HubBeing leaders of Impact>Date: June 16th>Location: Muckle LLP

EdinburghEmbedding Values into Business>Date: May 4th>Location: EICC

HOLD THE DATE:Radical Leadership Conference9th October

This year the Salt Conference willbe held in partnership withEveryday Faith. EquippingLeaders to re-think impact andtransform their business and theworld.

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