PortugueseSEEcossystem_2016

SOCIAL ENTREPRENEURSHIP IN PORTUGAL
A PRACTICAL GUIDE
July | 2016

Title: Social Entrepreneurship in Portugal: A Practical Guide
Copyright © 2016, Carlos Azevedo, Filipa Carlos, Miguel Alves Martins
© 2016, IES-Social Business School

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WELCOME!
“The beginning is the most important part of the work”
– Plato
This is an informal, non-comprehensive document, developed by IES-Social Business
School (IES-SBS), with the contribution of several practitioners and researchers from the
social entrepreneurship field.
Inspired by the “Singapore Start-up Ecosystem and Entrepreneur Toolbox”, developed by
Arnaud Bonzom, this document aims to introduce all the interested stakeholders to useful
information about the social entrepreneurship ecosystem in Portugal. The information
gathered is a result of a survey carried out by IES-SBS during May 2016 which engaged 17
personalities from different and complementary field of expertise.
We hope that this can be useful for people like you: investor, social entrepreneur, civil
society leader or curious!
Feel free to use it and contribute with suggestions as they come to you!

About us
IES-Social Business School* is the leading Social Business School in knowledge production,
management and dissemination and in the training of impact agents.
We work to promote the concept of Social Entrepreneurship and Social Innovation both in
Portugal and abroad, partnering with organizations from all sectors of the impact
economy.
For more information, please visit our website.
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A Social Business School from
Portugal to the World!
* You may find additional information after page 73

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AGENDA
01. The Ecosystem
02. Dynamics and Trends
03. Key and Leading Players
04.
05. Other Players
07. Competitions & Prizes
06. Networks
08.
09. Financing & Investment
10. Specialized Services
11. Useful Resources
12. A Social Business School
14. Acknowledgments
13. A Work in Progress
Social Entrepreneurs in
Portugal
Co-working, Incubators and
Accelerators

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1. THE ECOSYSTEM
PORTUGAL AT A GLANCE
Population: 10,4 million
GDP: 173,4 Mrd EUR
SME contribution to GDP: 67%
Startups Survival Rate: (5y): 39%
Portugal is classified as an innovation-driven market
1 unicorn (Farfetch) and 3 centaurs (Talkdesk, Feedzai, Seedrs)
Sources:
GEM - Global Entrepreneurship Monitor - 2015/16 GLOBAL REPORT (available at http://www.gemconsortium.org/report)
AMECO (available at http://ec.europa.eu/economy_finance/ameco)
http://www.jornaldenegocios.pt/empresas/pme/start_ups/detalhe/start_ups_centauros_portugueses_que_podem_transformar_se_em_unicornios.html
Informa D&B - O EMPREENDEDORISMO EM PORTUGAL 2007/2014 (available at http://biblioteca.informadb.pt/files/files/Estudos/SE_Empreendedorismo-em-Portugal_2007-2014.pdf)

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1. THE ECOSYSTEM
Connectivity and Social Media
Internet population: 5.2M
Internet Usage
Mobile phones: 15.2M
Mobile Users
Facebook users: 3.7M
Facebook penetration: 34%
LinkedIn Users: 1.2M
Social Media
Online shoppers: 2.7M
Business volume: 2.900 M€
Online Shoppers
Sources:
MVF (available at http://www.mvfglobal.com/Portugal)
Jornal de Notícias (available at http://www.jn.pt/inovacao/interior/compras-online-em-portugal-valeram-29-mil-milhoes-4791399.html)
Fullsix Portugal (available at http://www.slideshare.net/fullsixpt/redes-sociais-para-2015)

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1. THE ECOSYSTEM
Indicator Rating
01 Doing Business
(World Bank)
78/100
96/100
4,5/7
5,6/9
5,27/9
3,53/9
5,23/9
Rank
23/189
13/189
38/140
1/62
3/62
62/62
18/62
02 Starting a Business
(World Bank)
03 Global Competitiveness
(World Economic Forum)
04 Entrepreneurship Education at School Stage
(GEM)
05 RD Transfer
(GEM)
06 Physical Infrastructure
07 Cultural and Social Norms
Sources:
GEM - Global Entrepreneurship Monitor - 2015/16 GLOBAL REPORT (available at http://www.gemconsortium.org/report)

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63% Associate successful
entrepreneurs with high status
70%
Media attention contributes to
developing an entrepreneurial culture
62% Entrepreneurship is a
good career choice
1. THE ECOSYSTEM
Perception of Social Values towards Entrepreneurship
Sources:
Portugal Startups (available at http://portugalstartups.com/2015/03/2014-portuguese-entrepreneurial-odyssey/)

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1. THE ECOSYSTEM
were involved in start-ups or managing new
businesses last year
10 %
were owner-managers of a new business
4,4 %
were involved in setting up a business they own
or co-own, but has not made payments to the
owners for more than three months
5,8 %
Sources:
GEM – Global Entrepreneurship Monitor (available at http://www.gemconsortium.org/country-profile/100)
Between 8 to 9
in 100
Portuguese
adults are
early-stage
entrepreneurs.
This trend has
been improving
since 2010.
Phases of Entrepreneurial Activity*
*Regarding general entrepreneurship, without specific data for social entrepreneurship

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1. THE ECOSYSTEM
27%
No better options
49%
Earn money or be
more
independent
71%
A recognized
opportunity (rather
than other options
for work)
Motivation to start a New Business*:
50% of the Portuguese believe that entrepreneurship can be taught.
65% of the people have a positive attitude towards entrepreneurship.
Sources:

Investments are made in final
consumer oriented sectors
Mostly men (66%)
The Portuguese Entrepreneur profile*
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1. THE ECOSYSTEM
Aged between 25
and 34
Motivated mostly by
opportunity, as is typical in
innovation-driven economies
Mostly first time
entrepreneurs (66%)
Sources:
GEM – Global Entrepreneurship Monitor (available at http://www.gemconsortium.org/country-profile/100)
Informa D&B - O EMPREENDEDORISMO EM PORTUGAL 2007/2014 (available at http://biblioteca.informadb.pt/files/files/Estudos/SE_Empreendedorismo-em-Portugal_2007-2014.pdf)

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1. THE ECOSYSTEM
Social
Entrepreneurship
The process of finding and
implementing innovative and
sustainable solutions to solve
important and neglected problems of
society which translates into Social
Innovation when more effective
solutions (compared to the
alternatives in place) are found.
MISSION
INNOVATION
IMPACT
EMPOWERMENT
SCALABILITY
SUSTAINABILITY

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1. THE ECOSYSTEM
Social Entrepreneurship
Social entrepreneurship is a movement that is starting to be recognized at a national level,
with several agents working in the field.
The concept of social enterprise is not yet fully stabilized, leading to some misconceptions.
The concept of corporate social entrepreneurship is slowly developing.
At a government level it has been established a specific support program (EMPIS) to
develop some of the social entrepreneurship and social investment ecosystem.
Major Players

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1. THE ECOSYSTEM
Law
On June 2013 the "Social Economy
Law“ was published. It divides the
organizations into five "families" within
the Portuguese social economy. It
excludes market-oriented organizations
from being considered part of the
Social Economy Sector, regardless of
their social goal and mission and even
when they restrict the payment of
dividends or the wage gap.
This shows that public policy for the
social economy is entirely focused on
third sector or social organizations, but
not enterprises as such.
Market
More than 55.000 organizations with
social purpose.
The mapping of social entrepreneurship
initiatives identified 216 initiatives
(until February 2015) with high
potential for social innovation
(www.mies.pt).

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1. THE ECOSYSTEM
Co-operatives Mutual Societies
Misericórdias
(Holy houses of Mercy -
religious organizations)
Foundations
Private Institutions
for Social Welfare
Associations with
altruistic purposes
Other entities with
legal personality
Social Economy Entities
Sources:
SEFORIS - The State of Social Entrepreneurship - Key Facts and Figures (available at http://www.seforis.eu/upload/reports/1._Key_Facts_and_Figures_of_Social_Entrepreneurship.pdf)
Empreendedorismo Social em Portugal: as políticas, as organizações e as práticas de educação/formação PTDC/CS-SOC/100186/2008
Distribution according to legal form:

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1. THE ECOSYSTEM
The more popular domains of action are related to:
Major concerns are directed at targets such as:
Main Areas of Action
The needs of an
ageing population
The valorization and sustainability
of traditional arts and crafts
Agricultural
businesses
People with disabilities ElderlyChildren and youth Unemployed
Sources:
SEFORIS - The State of Social Entrepreneurship - Key Facts and Figures (availabole at http://www.seforis.eu/upload/reports/1._Key_Facts_and_Figures_of_Social_Entrepreneurship.pdf)

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1. THE ECOSYSTEM
It is possible to identify a wide variety of social challenges in areas such as:
Both challenges and social entrepreneurship initiatives can be widely found in the
Portuguese territory. However Lisbon and Oporto metropolitan areas tend to concentrate
a higher number of entrepreneurs and initiatives given the proximity to entities and
structures that support their action.
Geographic Dispersion
Health and well-being UnemploymentEnvironment
preservation
Ageing and social
exclusion
Sources:
SEFORIS - The State of Social Entrepreneurship - Key Facts and Figures (available at http://www.seforis.eu/upload/reports/1._Key_Facts_and_Figures_of_Social_Entrepreneurship.pdf)

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1. THE ECOSYSTEM
The European Context
Indicator Portugal
01 NPI Paid Workforce 4,4%
2,0%
41%
10%
02 NPI contribution to GDP
03 NPI revenue - Government
04 NPI revenue - Philanthropy
France
5,8%
3,3%
n.a.
n.a.
Norway
3,5%
1,9%
n.a.
n.a.
Czech
Republic
1,9%
1,7%
65%
13%
Belgium
11,5%
5,1%
68%
4%
Sources:
Lester M.Salamon, S. Wojciech Sokolowski, Megan A. Haddock, and Helen S. Tice, The State of Global Civil Society and Volunteering: Latest findings from the implementation of the UN Nonprofit Handbook. Working Paper No. 49
(Baltimore: Johns Hopkins Center for Civil Society Studies, 2012)

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1. THE ECOSYSTEM
Top 10 leading players on the Portuguese Social Entrepreneurship Ecosystem
Nuno Santos
Miguel Neiva Hugo Menino Aguiar Pedro Teiga Filipe Santos Miguel Alves Martins
Miguel Pavão Carlos Azevedo Joe Santos Kátia Almeida

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1. THE ECOSYSTEM
Major Achievements
1 Ashoka Fellow 1 Social Impact Bond Innovation and Social
Entrepreneurship Map

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1. THE ECOSYSTEM
The current state of Social Entrepreneurship in Portugal?
A polarized vision, with contradictory strengths and drawbacks, which indicates the
need for further work to strengthen and stabilize the ecosystem.
“slightly ahead of the European average”
“clearly growing”
“mature”
“social entrepreneurship is part of the country’s
political priorities”
“evolving”
“trendy”
“well-oriented and relevant”
“broad knowledge in the field”
“a growing movement”
“quite widespread”
“still in a structuring stage”
“there is a long way to go (...) the movement needs
more visibility”
“needs to improve quality”
“small dimension”
“lack of financial support”
“no clear impact yet”
“Inadequate legal framework namely for social
enterprises”
Based on a survey carried out by IES-SBS (May 2016).

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2. DYNAMICS AND TRENDS
Social Investment
A taskforce for social investment was co-funded by the European Commission and it
aims to promote an emerging Portuguese social investment market by gathering
different leading actors.
Main Recommendations
1. Strengthen the
skills of the social
economy entities
through training
programs
2. Introduce
appropriate financial
instruments for the
needs of social
economy entities
3. Promote a
results-oriented
culture within
public social
services
4. Create a centre
of knowledge and
resources for
social investment
5. Develop a
broker’s
ecosystem for
social investment
Sources:
Grupo de Trabalho Português para o Investimento Social

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A Public Policy to foster Social Innovation
The public structure “Portugal Inovação Social” (Estrutura de Missão Portugal Inovação
Social) is acting as a catalyst for social innovation and social investment in Portugal, it
contributes to the creation or reinforcement of the necessary tools, knowledge and skills
for more and better social innovation in Portugal, with higher impact and sustainability. It
has a particular focus on creating a social investment market.
Action Areas
1. Capacity-
building for social
investment
2. Partnering for
Impact
3. Social Impact
Bonds
4. Social
Innovation Fund

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Social Impact Bonds (SIBs)
The first one was launched in 2015.
Several organizations have expressed
interest in launching new SIBs.

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More Engagement from the Corporate Sector
CSR & Social Innovation
Business strategies are moving
from traditional CSR to social
innovation activities – key words
are social entrepreneurship,
innovation and co-creation.
Standards Matter
The need for measuring and
comparing impact is growing,
making the case for more reporting
and global standards.
Mindset is changing
Movements like B Corp, Shared
Valued and Conscious Capitalism
are rising, filling in public
discussions and events. Also the
participation of groups such as
Grace or BCSD is increasing.
Bigger Responsibility
Corporate reputation is becoming riskier, as consumers
demand more transparency. Responsibility is finally
defining businesses.
Millennials
Young generations are driving
sustainability in the corporate
sector – employees emerge as a
key stakeholder group for these
programs and activities.

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CV CV
CV
Portuguese B
Corps and
Pending Bs
Other B
Corps in
Portugal

30
Growing importance of Teaching and Research
Entrepreneurship and Social Entrepreneurship have been included in several
universities, graduation and post-graduation courses and classes’ curricula, research
programs, masters and doctorates.
Main Universities

31
Barriers to Overcome
The lack of The existence of
A network of local incubators and
accelerators
Access to investment for
internationalization
Clear political agenda for SE and legal
framework
Scale and proven robustness of SE
projects
Testing and prototyping support
Critical thinking and disambiguation of
concepts
A strong dependence on the
Government
A conservative approach from
mainstream players
Bureaucratic processes

32
Main Trends
Increasing convergence among sectors
Strengthening of networks
An impact culture (measuring,
managing, etc.)
Acting with a purpose (social &
environmental mission/motivation)
Greater innovation
I&T social entrepreneurship
Greater sustainability
New investment mechanisms
New business models
New investors’ profiles
Education for Social Entrepreneurship
(graduations, training courses)
More knowledge and knowledge
sharing

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Action Points
Foster the establishment of incubators
and accelerators
Integrated governance
Creation of think tanks
Regulating and defining legal concepts
(e.g. social enterprise, benefit
corporation) – there is a need to evolve
the legal framework in this particular
field
Scaling up and institutionalization of
successful initiatives
Be aware of possible barriers
(conceptual lack of consensus)
Support human capital needs (coaching,
personal development)
Give visibility to high potential
initiatives and good-practices
(marketing and communication)

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3. KEY AND LEADING PLAYERS
Government and Public Sector
Ministério da Economia
(Ministry of Economy)
Ministério do Trabalho, Solidariedade e Segurança Social
(Ministry of Work, Solidarity and Social Security)
Instituto de Emprego e Formação Profissional (IEFP)
(Public Employment Service, provides training and
integration into the labor market)
Instituto da Segurança Social (ISS)
(Social Security Services)
Conselho Económico e Social (CES)
(Constitutional forum for consultation and cooperation in
the economic and social field)

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Government and Public Sector
Conselho Nacional para a Economia Social (CNES)
(National Council for Social Economy)
Instituto de Apoio às Pequenas e Médias Empresas e à
Inovação (IAPMEI)
(Agency for Competitiveness and Innovation)
Programa Nacional de Microcrédito (PNM)
(National program to promote the implementation of
small investment projects - max. 20.000€)

37
Private Sector
EDPBarclays BankSair da Casca ContinenteBPI
SIC EsperançaEverisDeloitte
Vieira Almeida
Advogados
Lidl Universidade
Católica
Stone Soup
LogFrame

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Social Sector
Ashoka Portugal Banco Alimentar
Confederação Nacional das
Instituições de Solidariedade
Cooperativa
António Sérgio
Entreajuda Grace IES-SBS
Instituto Padre
António Vieira
Laboratório de
Investimento Social
SC Misericórdia de Lisboa TESE Portuguese Parish
(several)
Montepio

39
Networks
ESLIDERRede Convergir
CRESAÇOR - Cooperativa
Regional de Economia Solidária
Rede AIA - Aldeias
Inovadoras e Ativas
Plataforma da
Transição Portugal
Plataforma Portuguesa das ONGD
RedPES - Rede Portuguesa
de Economia Solidária
ANIMAR - Associação Portuguesa
para o Desenvolvimento Local

40
Individuals
Luísa ValleAntónio Miguel Cláudia Pedra
Rui Marques
Helena Gata Luís Jerónimo
Margarida
Pinto Correia
Paulo Teixeira Raquel Campos
Franco
Paula Guimarães

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Other Important Players
Associação Centro de
Estudos de Economia
Solidária do Atlântico
Câmara Municipal
de Cascais
Cooperativas
Agrícolas de
Portugal
Confederação
Cooperativa
Portuguesa
Confederação Portuguesa das
Colectividades de Cultura,
Recreio e Desporto
Fundação Calouste
Gulbenkian
Fundação Aga Khan

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Other Important Players
Fundação EDP
Fundação Manuel
António da Mota
Fundação
Manuel Violante
União das Mutualidades
Portuguesas

4. SOCIAL ENTREPRENEURS IN PORTUGAL

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Reference Social Entrepreneurs by Field of Action
Health
Ana Quintas
Joe Santos
Frederico Fezas Vital
Filipa Palha
Miguel Pavão
Paula Valente
Nuno Santos
Social and Environmental
Sustainability
Filipe Moreira Alves
Isabel Soares
Pedro Teiga
Education and
Empowerment
Afonso Reis
Inês Santos Silva
Celmira Macedo
Liliana Ribeiro
Virgílio Varela
Research
António Miguel
João Cotter Salvado
Filipe Santos
Carlos Azevedo
Miguel Alves Martins
Ricardo Zózimo
Raquel Campos Franco

45
Reference Social Entrepreneurs by Field of Action
Social
Integration
Carolina Cruz
Fernando Nobre
Duarte Paiva
Cristina de Botton
Isabel Jonet
Kátia Almeida
João Rafael Brites
Helena Antónia
Hugo Vilela
Hugo Menino Aguiar
Henrique Joaquim
Luís Brito
Miguel Neiva
Sónia Fernandes
Paulo Canas
Economic and Territorial
Development
Alberto Melo
Camilo Mortágua
Artur Martins
Ana Paula Dias
José João Rodrigues
Lieve Meersschaert
Júlio Ricardo
Frederico Cruzeiro
Costa
Hélder Sampaio
Graça Rojão
Manuela Carvalho
Maria Adelaide Soares
Rita Megre
Nuno Frazão

46
Individuals with a Particular Role on the Promotion of Social Entrepreneurship
Fernanda Freitas
Luísa Valle
Guilherme Collares
Pereira
Paula Guimarães
Margarida Pinto Correia
Rui Marques
Miguel Pinto Luz
Rita Baptista
Mercedes Balsemão
Rui Nunes da Silva

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Most social entrepreneurship initiatives are at an early stage of
development
Considering the life cycle of these initiatives, the majority is trying to
develop sustainable business models
Those that are ready for growth tend to opt for strategies such as
franchising or licensing, with replication at different geographies
Stage I –
Problem and
Solution
Stage II –
Business Model
Stage III –
Organizational Growth
Stage IV –
Scaling
TIME
IMPACT
Majority of the
initiatives

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MIES is a research project that discloses and maps innovative initiatives using a
methodology which closely involves local communities and that seeks to create knowledge.
Initiatives that have a high score based on the 5 criteria of the methodology are recognized
as ES+ initiatives, i.e. with a high potential of social entrepreneurship.
These short videos highlight the strong aspects of each initiative and help
disseminate the solutions.

50
5. OTHER PLAYERS
Trainers and Enablers
• Américo Mendes
• António Miguel
• Carlos Azevedo
• Célia Pereira
• Cláudia Pedra
• Conceição Zagalo
• Cristina Parente
• Cristina Ponte
• Filipe Portela
• Filipe Santos
• Helena Gata
• Isabel Guerra
• Isabel Jonet
• Isabel Lopo de Carvalho
• José João Rodrigues
• José Manuel Henriques
• Miguel Alves Martins
• Nathalie Ballan
• Paulo Teixeira
• Pedro Hespanha
• Tiago Ferreira
• Virgílio Varela
People
• A3S
• ACM
• AEP
• Aliados – TCC
• ATHOS
• Banco Alimentar
• Call to Action
• Cáritas Diocesanas
• CASES
• Cruz Vermelha Portuguesa
• Deloitte
• Entreajuda
• ESLIDER-PORTUGAL
• Everis
• Fundação Calouste Gulbenkian
• Fundação EDP
• Fundação Eugénio de Almeida
• Fundação Manuel Violante
• Fundação Montepio
• IES - Social Business School
• Impact Hub Lisboa
• ISCTE
• Laboratório Investimento Social
• Sair da Casca
• Santa Casa da Misericórdia
• Tese
• Universidade Católica
• Vieira Almeida Advogados
Organizations

51
5. OTHER PLAYERS
Investors
• Aga Khan
• Águas de Portugal
• ANJE
• Banco Inovação Social –SCML
• Banco Santander-Totta
• Barclays Bank
• BPI
• Caixa Económica Montepio Geral
• Caixa Geral de Depósitos
• Caixas de Crédito Agrícola Mútuo
• EDP e Fundação EDP
• EPAL
• Fund. Manuel António da Mota
• Fundação Montepio
• Fundação Oriente
• Fundação VODAFONE
• Fundo do Bem Comum
• Hellen Keller
• IEFP –Inst. Emprego e Formação
Profissional
• Lidl
• Millennium BCP
• Portugal 2020
• Sonae
Organizations

52
5. OTHER PLAYERS
Media
• Ana Pimentel
• Ana Teresa Silva
• Catarina Lázaro
• Fernanda Freitas
• Helena Oliveira
• Laurinda Alves
• Paulo Ferreira
• Raquel Campos Franco
• Sérgio Figueiredo
People
• ESLIDER (newsletter)
• Focus (magazine)
• Gazeta da Beira (newspaper)
• Ilumina (magazine)
• Impulso Positivo (portal)
• Jornal do Fundão (newspaper)
• Observador (portal)
• Público (newspaper)
• Sic Esperança (TV)
• Smart Cities (magazine)
• Sociedade Civil (TV)
• Ver (portal)
• Visão (magazine)
• Visão Solidária (magazine)
Organizations

54
6. NETWORKS
Networks, Movements and Platforms

55
6. NETWORKS
Main Events

57
7. COMPETITIONS AND PRIZES
BIG Impact
Award

58
7. COMPETITIONS AND PRIZES

8. CO-WORKING, INCUBATORS AND
ACCELERATORS

60
8. CO-WORKING, INCUBATORS AND ACCELERATORS
Co-working

61
Incubators and Accelerators
Conhecimento
Inovação

62
Incubators and Accelerators

64
9. FINANCING AND INVESTING
Donations, corporate social
responsibility, traditional philanthropy
and patronage, crowdfunding,
competitions and prizes, public subsidies.
Traditional Social
Financing
Social
Investment
Commercial
Investment
• Barclays Bank
• Deloitte
• EMPIS
• Fundação EDP
• Fundação Manuel António da Mota
• Fundação VODAFONE
• GRACE
• IEFP
• Instituto Segurança Social
• Montepio
• Municipalities
• PPL
• Sonae
Organizations

65
Traditional Social
Financing
Social
Investment
Commercial
Investment
Social impact bonds, revenue-sharing
mechanisms, social investment funds,
impact philanthropy
• Bolsa de Valores Sociais
• Fundação Aga Khan
• Fundação EDP
• Municipaçity of Cascais
• Municipality of Lisbon
• Portugal Inovação Social
Organizations

66
Traditional Social
Financing
Social
Investment
Commercial
Investment
Credit and risk capital
• ANJE & Caixa Geral de Depósitos
• Banco Santander-Totta
• BPI - Banco Português de
Investimento
• Caixa Capital
• Caixa Económica Montepio Geral
• Caixas de Crédito Agrícola Mútuo
• CGD - Caixa Geral de Depósitos
• Faber Ventures
• Fundo bem comum
• Interrisco
• Millennium BCP
• Montepio
• Portugal Ventures
• Programa "Social Investe" (IEFP)
Organizations

68
10. SPECIALIZED SERVICES
Marketing, Design, Accountancy, Communication and Consultancy Services
Inspiraçã
o
Excelênci
a
Rede

69
Training Organizations

70
Talent and Recruitment

71
Labels & Certification Systems
Although there are no labeling schemes or certification systems for social enterprises or
social initiatives as such in Portugal, the IES–Social Business School has two different
certifications in the field:
A certification awarded to
good practices of innovative
social initiatives – Iniciativa
ES+.
A certification for companies
that are using the power of
business to solve social and
environmental problems.

73
11. USEFUL RESOURCES
Research Notes, Studies and Publications
Social Investment Lab publications
A3S publications
Fundação Francisco Manuel dos Santos
Plataforma ONGD

74
11. USEFUL RESOURCES
Tools
The Social Entrepreneur Guide to
Changing the World (PT; EN)
GEOfundos (online platform; PT)
DYI Toolkit (EN; PT)
Social Value Generator (EN; PT)

School
IES-SBS
Social
Innovation
Lab
Social
Investment
Lab
Social
Businesses
Lab
Business school
focused on social
innovation and
entrepreneurship
Identification and
recognition of
innovative and
sustainable social
solutions
Knowledge centre
on social investment
Promotion of private
sector as a
contributor to social
change
76
12. A SOCIAL BUSINESS SCHOOL

Inspiration Value
Creation
Knowledge Excellence
NetworkInnovation
Mission
Inspiring and empowering for a
better world through Social
Entrepreneurship
Vision
Be the reference in Social
Entrepreneurship for the
Portuguese speaking countries,
promoting innovation,
knowledge, learning and social
impact.
77

20132012201120102009 2014
• Social
Entrepreneurship
Congress;
• Articles’
production and
publication;
• ES+
Methodology
development;
• First 5 initiatives
recognized as
ES+ (Cascais).
• ES+
Methodology
applied in Vila
Real;
• Launching of the
first executive
training;
• “Professional
Citizenship”
University course
(Nova School of
Business and
Economics).
• Launching of the
first training
programs IES
powered by
INSEAD;
• Mentoring
program for
social
entrepreneurs;
• ES+
Methodology
applied in Porto.
• MIES – Mapa de
Inovação e
Empreendedoris
mo Social, at a
national level;
• Implementation
of IES
Mozambique
(application of
the ES+
methodology in
Maputo).
• Several
partnerships with
Universities and
polytechnics
• Launching of
‘Social
Entrepreneur’s
guide to
changing the
world”
(Portuguese
version).
• Positioning IES
as a Social
Business School;
• Alumni network
reaches 1000
alumni;
• Launching; Social
Innovation Lab,
Social
Investment Lab
and Social
Business Lab.
As the first player in Portugal for Social
Entrepreneurship, we promote the concept and work
every day for its development.
78

79
Positioned as Social Business School, IES-SBS aims to be the reference in the production,
management and dissemination of knowledge on Social Entrepreneurship, as well as in the
training and mobilization of all the impact of agents through a complementary and
articulated offer of products and services.
Training of impact agents.
Community
Management
Expanding the frontier of
knowledge.
Building vibrant learning
communities.

New models;
Articles.
New areas of
development
Manuals;
Codifying products.
Roadmaps
Researchers’ network
(IES-SBS fellows’ network to scale knowledge)
Knowledge Management
(making available and disseminate SE resources and contents)
80
Knowledge is the basis of the different school programs and services, contributing to affirm
the agenda for a Impact Economy.

Open
Programs
Training programs that accompany the entire life cycle of the initiatives
and social entrepreneurs to potentiate their impact capacity and
efficacy.
Customized
Programs
Customized training programs to the private, public and social sectors,
and academia.
Community
Management
Maintaining the growth of the social entrepreneurship movement with
alumni and creating local units to promote the practice of social
entrepreneurship.
81

82
Bootcamp01
Problem and Solution
S4I02
Organizational Growth
ISEP03
Solution Dissemination
01
02
03
04
05
06
07
08
09
10
Programmes according to the project life cycle
IES powered by INSEAD
Programmes according to skills
Managing Impact Business Programme (MIB)
Innovation and
Competitiveness
Business Modelling
and Sustainability
Performance
Management and
Impact Assessment
Negotiation
Leadership
Communication
Marketing
Governance
Design Thinking
Investment Evaluation
and Cash Flow
Management
Social
Entrep.
Behavioural Technical
Type of skill
82
Customized training
ACADEMIA

Social and environmental
needs and challenges
Identification of
solutions for
dissemination
and funding
Analysis of the
impact at local
and regional
level
Training and
empowerment at
local and
regional level
Maximizing
results and
resources
optimization
83
ES+
Methodology
A dynamic methodology that identifies the social strengths and weaknesses, the
ecosystem of reference people and organizations and certifies, with the support of
an external panel of experts, the initiatives with a high potential of social
innovation and entrepreneurship.

The ES+ methodology was applied:
• Administrative units: municipality of Cascais (2009), district of Vila
Real (2010) and municipality of Porto (2011), regions of North, Centre
and Alentejo (Portugal, finalized in 2015), city of Maputo
(Mozambique, finalized in 2012).
• At specific Programs and Organizations: Programa Escolhas (2011),
Portuguese Red Cross (2012).
• 256 initiatives certified as ES+, in Portugal and Mozambique
(www.mies.pt).
84

85
Management
Support
Support to organizations and investors, to improve the readiness of the projects to
capture social investment and maximize their impact in the daily practice.
Viability
Studies
Development of viability studies on social investment projects, in different areas,
including themes such as institutionalization of children and youngsters, youth
employment, elderly population, education, health and justice.

Social Impact
Bonds
First social impact bond in Portugal
• A coding project “Academia de Código Júnior” directed at
3rd and 4th school years, to improve the retaining taxes and
scholar grades, in three public schools of Lisbon
municipality.
86
Support to organizations, investors and public sector entities on the development
and structuring of social impact bonds.

87
Social Corporate
Entrepreneurship
Development of Social Corporate Entrepreneurship projects with enterprises to
create new and innovative business models that generate simultaneously a social,
environmental and economic return.
SCE Training
Disruptive training programs with employees and stakeholders, in order to find
innovative ways to generate impact business models for companies.
In partnership with :

88
In partnership with :
B Corp
Movement
Certification of enterprises and companies as B Corps, companies that redefine the
concept of success in business and are committed with the creation of solutions
that contribute to the resolution of social problems.
Main results
• Development of the Impact Business Bootcamp Program (IBB) for Portuguese companies;
• Launched one of the biggest competitions of Impact Businesses on a global level (Best Companies to
…), upgrading and leveraging the status of social entrepreneurship;
• Support to the development of the first initiative of Corporate Social Entrepreneurship in Portugal
(Clube PHDA).

90
13. A WORK IN PROGRESS
Social Entrepreneurship is an evolving field, growing and expanding every day,
with new entrepreneurs, new ideas and innovation.
There is the constant need to monitor and update this living movement.
If you have any ideas, contributions and/or suggestions to improve this roadmap,
please feel free to send it to: info@ies-sbs.org

92
14. ACKNOWLEDGEMENTS
This work was possible thanks to the active participation of experts on social
entrepreneurship, such as professionals, researchers, social entrepreneurs and
other practitioneers.
We would especially like to thank:
• Ana Melro
• António Miguel
• Armando Guimarães
• Carlos Azevedo
• Cristina de Botton
• Cristina Parente
• Diogo Silva
• Eduardo Sousa
• Filipa Almeida
• Filipa Carlos
• Hélder Sampaio
• Liliana Oliveira Ribeiro
• Miguel Alves Martins
• Miguel Pavão
• Nuno Frazão
• Pedro Tunes
• Ricardo Pereira
• Rodrigo Rodrigues
• Rogério Roque Amaro
• Tiago André Ferreira

IES-Social Business School
CASCAIS | PORTO | MAPUTO
ies-sbs.org
facebook.com/IES.SBS
+351 21 486 81 02

PortugueseSEEcossystem_2016

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