A SOCIAL ENTERPRISE
‘A Beautiful Mess’, the social enterprise in which
Refugee Company holds a priority share, became a member of Social Enterprise NL in 2016. Making a profit is not our purpose, but merely a tool to achieve our goals. We primarily operate from a social mission (impact first). Our main objective is to enable refugees to take an important step towards social and economic independence. Through the activities of our commercial subsidiaries, we gain income that covers part of our expenses. In the documents below, you can read how we secure our social license to operate.
CODE SOCIAL ENTERPRISE
In November 2019, A Beautiful Mess was admitted into the Register of Social Enterprises. When a company is included in this register, it creates trust and brand awareness. Everyone—from consumers to governments, and from employees to investors—can see that the company acts as a social enterprise across all aspects of its business operations. Companies admitted to the register adhere to the Social Enterprise Code, which can serve as a guide on the road to growth and improvement. By joining this register, we also have become part of a learning network of well-motivated peers who, each in their own way, aim for the same result: impact first! All companies in the Register challenge one another through peer reviews and make each other better by sharing knowledge and experiences.
THEORY OF CHANGE
Right from the start, we observed a moderate remuneration policy, well within boundaries set by the Executives’ Pay Act (Wet Normering Topinkomens). The balance between the highest and lowest pay within Refugee Company equals 3.7. Members of staff at the restaurant of A Beautiful Mess receive a pay in accordance with the collective labour agreement for the hotel, restaurant and cafe industry. Workers at A Beautiful Mess Makerspace and at Refugee Company get paid in accordance with the CLA for the Dutch healthcare and social care industry (CAO Zorg en Welzijn). This year, we’re developing a crystal-clear pay scale. As a part of this process, we will assess whether we want to formally observe CLAs or develop our own compensation structure.
Through a stakeholder analysis, we mapped all parties involved with our organization and identified our primary and secondary stakeholders. We believe that ongoing dialogue with our stakeholders is an important way to increase our impact and our ability to innovate. Next steps include improving the structure of these dialogues, initially through a dialogue analysis.