Responsabilité sociale des entrepreneurs

NAYA JEEVAN’s emerging world 'Pharmacy Benefits Maximizer' (PBM) is a technology-enabled, market-based approach to minimizing medical errors, eliminating counterfeit medicines and increasing affordability and access to quality healthcare for millions of marginalized families at the bottom-of-the Pyramid ( BoP).

NAYA JEEVAN’s social business model is a unique example of 'integrated innovation' - a convergence of business, social and technological innovation. This requires innovation at both the conceptual (idea) and implementation (model) levels and also a nuanced understanding of the target population (marginalized communities at the BoP earning less than $8/day) and their ability to pay for effective chronic disease management.

The PBM, through its smart-phone enabled 'e-scripts' feature (digital medical prescriptions) will minimize medical errors from ineligible writing or reading errors. In addition, a national Pharmacy Rx Smart Card, will introduce differential pricing – offering a very large pool of low‐income beneficiaries access to quality medicines at below -market prices without cannibalizing core premium commercial markets or devaluing drug brands. We believe that participating pharmaceutical companies can find a path to profitability through significant volume based revenue origination from the BOP if they are willing to offer income‐sensitive retail pricing that directly benefits low-income populations, leveraging mobile technology and digital micropayments.

NAYA JEEVAN's innovation triad (e-scripts, Rx smart cards and technology-enabled direct-from manufacturer discounts for the BoP) is truly unique. To date, there has been no institutionalized effort in Pakistan, to reduce avoidable medical errors through digital prescriptions. In addition 50% of the pharmaceutical supply in Pakistan is counterfeit which represents a major public health threat to disempowered consumers. Finally, there has been no large-scale effort to provide life-altering medicines to BoP communities in an affordable manner. Even low-income consumers of health in the public sector are required to pay for their medications and are often faced with the daunting prospect of skipping their medicines in order to feed their families - an unfair and unsustainable choice.

NAYA JEEVAN practices 'Kaizen' - continuous improvement in its systems, processes and products. The organization is comprised of ~30 dynamic, passionate individuals - many of whom have returned to Pakistan to apply the technical knowledge and expertise they have acquired in the US, Canada and Europe to accelerate 'frugal innovation' in the East. The organization is very flat and encourages critical inquiry and decision feedback loops that promote best practices from the bottom up.

Resource-constrained environments in the emerging world are particularly conducive to innovation, e.g. Infrastructural constraints are being leapfrogged by technology-enabled mHealth and eHealth and HR constraints are being addressed through task-shifting and right-skilling of the health workforce.

Necessity is the mother of invention (and innovation). Pakistan is fraught with external challenges (social, political, security, terrorism, etc.) which only exacerbates the need for access to quality healthcare for millions of marginalized and accentuates the importance of our work. Organizational resilience in the face of adversity is a very important quality to possess and we can proudly say that our organization has survived multiple challenges - especially access to growth capital, markets and human talent.

Innovation and adaptation to a rapidly changing environment is very much embedded in our organizational DNA - we have developed multiple contingency plans for each external threat as well as identified 'bright spots' that can be accelerated if external conditions are favorable.

O IME - Clínica Cidadã é um projeto social e responsável que trabalha para resgatar a dignidade e, acima de tudo, a autoestima daquele cidadão cansado das filas que não andam, dos corredores lotados e das consultas demoradas do SUS (Sistema Único de Saúde). Melhorar a qualidade de vida do próximo através de iniciativas que buscam soluções e alternativas para os problemas enfrentados pela saúde pública em todo o Brasil. Implementar o atendimento médico e odontológico das populações de baixa renda com gestores, profissionais e colaboradores qualificados e motivados. Trabalhar e valorizar sempre a inovação, replicabilidade, sustentabilidade e o impacto social mensurável, esse é o trabalho da Clínica Cidadã.

O IME - Clínica Cidadã é pioneiro no seu modelo de negócios. A inovação e diferencial está em prestar um serviço médico de alta qualidade, com respeito, carinho e dignidade, por um valor acessível à população de baixa renda, sem acesso a convênio médico particular e que não poderiam esperar por uma oportunidade de serem atendidos no sistema público de saúde. O IME - Clínica Cidadã trabalha com o valor único de R$ 80,00 a consulta, independente da especialidade. Esse valor corresponde a 30% de uma consulta particular que se pratica no mercado local. O atendimento é personalizado, com hora marcada e conduzido de maneira profissional. Quando necessário, o paciente é encaminhado para exames, que podem ser feitos em uma rede de parceiros que oferecem até 70% de desconto.

Sempre reforçar com seus colaboradores (parceiros, médicos e funcionários) aspectos importantes sobre a missão, visão e valores da empresa.
Visão: Ser uma referência em saúde para a comunidade.
Missão: Atender as necessidades e as expectativas dos seus clientes, oferecendo-lhes serviços médicos de qualidade e tecnologia a preços acessíveis e competitivos. Buscar atingir a resolutividade, a satisfação e o bem-estar de toda a comunidade.
Valores: Qualidade e Tecnologia; Ética e Transparência; Baixo Custo de seus Serviços; Competência e Inovação da Equipe; Ser uma Empresa Socialmente Responsável.

Tendo como norte a ética e a responsabilidade social empresarial, investindo continuamente no diálogo com as comunidades para as quais trabalha e em ações que garantam melhores condições de vida para a população de baixa renda.

1. Develop a dedicated network of distributors who know and feel passionately about our products and services.
2. Raise sales (and capital) to the level that will allow us to purchase molds and manufacture the EarthBox in Guadalajara, using maximum recycled plastic.
3. Promote our products and services to generate "volume" sales (schools, projects, institutions, corporate sector).

For over 20 years, ADCEM has provided integrated services and solutions that has supported the management and treatment of kidney disease in Nigeria. Research suggests that 90% of people in need of treatment in Nigeria does not have access to it, and those that do cannot afford it. This makes infrastructure deficit a major challenge for dialysis treatment.

Through the adaptation and deployment of Mobile Haemodialysis Service (MHS), acute kidney injury (AKI) treatment and interventions will reach otherwise unreachable regions of known areas of critical need. AKI in Nigeria is very common amongt the youth and young adults most of whom are in their economically productive years. MHS is currently designed to be tested around a pilot in Ogun State of Nigeria and will involve the following components:

(1) develop, upgrade and strengthen the capacity of the Dialysis Center of the Olabisi Onabanjo University Teaching Hospital (OOUTH)
(2) OOUTH now becomes the base center where the Mobile Haemodialysis units depart daily to previously identified areas of critical need in the state
(3) constantly train members of the recipient communities and develop local capacity through partnerships with NGOs and other private actors

Facts to be considered:
(a) the mobile approach that targets communities is not deployed anywhere in Nigeria
(b) most of the target areas do not have access to electricity.
(c) the MHS is mounted on a truck, can run without electricity, and does not need to be connected to a water source
The MHS crew takes off from the OOUTH and makes 2 trips weekly to other local health facilities in the Ogun State. Expert physicians and nurses will accompany the equipments. Training will be conducted for staff of the receiving hospital as part of the overall operations, pre-during-post visits. This makes capacity building a critical success factor.

As in many parts of the world, AKI is a serious health issue, more so in the less developed countries of sub-Saharan Africa like Nigeria. Intervention in Nigeria is dominated by the private sector (80%) and mostly concentrated in the urban areas, making availability almost an impossibility for the non-urban dweller (coupled with high treatment costs). This means that innovative approaches like the MHS that engages stakeholders from the three major sectors - public (OOUTH), private (ADCEM) and NGOs (capacity building and project expansion) are a sure way of bringing much needed service to the under-served communities of Ogun State.

For over 20 years, ADCEM has delivered quality services and provided solutions in renal care across Nigeria. Our customers are the tertiary institutions - Teaching Hospitals, Federal Medical Centres, General Hospitals, Private Hospitals and Private Organisations who through their CSR (Corporate Social Responsibility), have partnered with ADCEM to provide Renal care to their immediate communities. ADCEM also promotes and manages an ultramodern Dialysis training centre in Ikeja, Lagos.

Given our success and experiences over the years, we believe that engaging the public sector (Ogun State of Nigeria in this case) through partnerships that create highly needed social value (like the MHS) is a clear and demand-driven endeavor that is self-sustaining just by the volume of need.

-Support and coach intrapreneurs throughout industry to enable their organizations to develop and engage with infrastructure projects that contribute to stronger, more resilient communities
-Build a strong partner base throughout multiple sectors of industry in Vancouver, BC, and Calgary, Alberta, growing the strength and size of the ELC network
-Improve financial sustainability through: expanded membership programs, scaled fund development, and increasing investment and sponsorship from partner corporations.

NCTAF’s goals are to:
1. Develop a well-documented and evaluated Learning Studio implementation and technical assistance strategy that enables us to mobilize and army of STEM professionals, including recent retirees, in education.
2. Add momentum to this mobilization by building and leading a national movement of similar initiatives that are remodeling education for the 21st Century
3. Partner with industry, school districts, and schools of education create Educator Development Studios for Next Generation STEM Educators, who acquire their professional knowledge and skill as Learning Studio team members.

Tutudesk UK was established in 2012 and all the elements required to launch should be in place by the end of March. Our top 3 priorities are:
- Hold a launch event to raise the profile of the Tutudesk Campaign in the UK
- Raise a minimum of £2m through sponsorship contracts (funding mainly comes from sponsors who can print their logo on the desk as a way to engage with the local community)
- Launch the retail of Tutudesks via Amazon, and also begin retailing in a physical store in time for Christmas

1. Grow the number and diversity of participating businesses to increase the attractiveness and usefulness of Seedstock, and to encourage trading among different kinds of businesses as well.
2. Grow the number of community members who purchase Seedstock from their favourite local causes on a regular basis.
3. Create a strong organisational structure that will enable us to sustain and enhance the services we offer to the community.

Our top three priorities in the next year are (1) to expand our program to additional schools and cities to serve more students, (2) to refine our curriculum, and (3) to secure enough money and resources to enable us to do both of these things.

This solution is innovative for TNT express and the transport industry, because currently formal addresses are based on street names and postal codes. The technology of linking mobile phones to address locations is new to this industry.

The solution will not only be innovative for the transport industry; it will have a huge positive impact on all other sectors; food security, access to healthcare, emergency responses... Logistics are at the core of all global challenges.

Behavioural change has to work at a deep level, and is therefore embedded throughout Lifebuoy marketing. We made this bold commitment as the only FMCG brand with such significant reach. Our model is founded on one of the largest independent studies ever undertaken. It showed the Lifebuoy Way of washing hands reduces diarrhoea by up to 25%, acute respiratory infections by 15%, with a resulting 40% increase in school attendance.

The bank will start to use new types of motivation tools for the personal growth of employees and will enable their children to receive benefits of activities of 'slow towns'.

1. Water is considered a luxury hence we have designed equipment that will make available water for all for a long time
2. Many Companies use harmful carcinogenic chemicals in water purification; but we donot use chemicals and we are the first ISO 9001:9008 Company using non chemical methods for purification of water
3. A popular adage says "Roti,kapda aur makan is the main trilogy for living" but something is missing and that is drinking water.

As it stands the CSR industry is booming, but in our opinion it has lost sight of the original premise of social responsibility being now concerned with reducing overheads, increasing profit and adding value for the shareholder to whom most of the corporate responsibility seems to be aimed at.

Dragon SR aim to re-align the focus of CSR showing that it need not be at the expense of good business practices while at the same time providing funding streams for deserving causes

The Intel Education Service Corps is innovative for Intel because it crosses the boundaries between Intel's sales force and its volunteering programs. In terms of our industry, many technology companies and many Fortune 500 companies have started international volunteering programs, but IESC is one of the few that uses a volunteer platform to not only serve a community but also to support customers in markets where such support may be limited from local sources.

First project of its kind, aiming at accelerating goals by the mutual intensive collaboration and learning of Roma NGOs in different member states, the Roma community, Governments and GSK. It will raise the awareness and potentially strategic approach towards the health of 5-10 million Roma people in Settlements. It will support new Roma policies at the EU level new partnerships and in time the Roma people will gain a better health, including access to medicines and vaccines