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Home Forums Catalytic Capital Catalytic Capital Case Study Learning Session #3

  • Catalytic Capital Case Study Learning Session #3

    Posted by Yee Zhen Ang on October 13, 2023 at 5:06 pm

    Welcome to the third session of the Catalytic Capital Case Study Learning Series. This session will focus on Scaling.

    Pre-reads and learning materials have been sent via email to you. Do share your reflections, comments and questions here in this forum. We will share them with Harvey and it may be discussed during the ‘live’ session.

    Yee Zhen Ang replied 5 months, 1 week ago 1 Member · 2 Replies
  • 2 Replies
  • Yee Zhen Ang

    Administrator
    October 17, 2023 at 6:48 pm

    In preparation of our upcoming learning session #3 on 18 October, 4:00 pm (SGT), please refer to the following resources:

    1. Guest Speaker Segment #1: Alex Goodenough (Innovative Finance lead at British International Investment)

    To best prepare for the ‘live’ sharing session with Alex , start by reading about the case study on Equator Africa Fund and an additional article on the fund via the links below. (Estimated total time to read: 30 minutes)

    Case Study: Equator Africa Fund

    Article: Equator secures $40M in commitments for fund targeting climate tech startups in Africa

    (Optional) You are encouraged to read the following guide to the different blended finance tools and questions for concessional capital providers. In his sharing, Alex may discuss how a return enhancement approach contrasts with a first loss/credit enhancement approach.

    Blended Finance: When to use which instrument? (Estimated Time to read 1.5 hours)

    2. Guest Speaker Segment #2: Agustín Vitórica (Founder & Co-CEO of GAWA Capital)

    To best prepare for the ‘live’ sharing session with Agustin , start by reading about the OECD case study on Spain’s first social impact fund: The Huruma Fund and a general case study on GAWA Capital. (Estimated total time to read for both documents: 50 minutes)

    Spain’s Huruma Fund: attracting private investment for smallholder agriculture

    Case Study: Engaging with Evidence in Impact Measurement

    3. Introduction to Catalytic Capital (Scaling)

    For a quick snapshot and overview of Scaling in Catalytic Capital, we encourage you to read the following document before the live session. Learners are to read Page 6 to Page 15 “ The Scaling Role of Catalytic Capital” Please note the page numbers are those indicated on the document itself and not the pdf page number tab at the top. (Estimated time to read: 35 minutes)

    Advancing Practice in Catalytic Capital Guidance Note 2 – The Scaling Role

    (Optional) You are encouraged to read the whole document (54 pages) for additional insights on scaling catalytic capital. (Estimated time to read: 1.5 hours)

    • This reply was modified 7 months, 1 week ago by  Yee Zhen Ang.
  • Yee Zhen Ang

    Administrator
    December 14, 2023 at 10:28 am

    Please access the video recording of Session 3 here. Instructions on how to access (e.g. password) have been sent via email to all registered learners of the session.

    Do note that the video recording is only available for viewing until 20 June 2024.

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Inclusive Business

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)

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Creating Shared Value Through Inclusive Business Strategies

By CSR Asia

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

Corporate Foundation

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

Learn more about Corporate Foundation

Corporate Social Impact Accelerator

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

Learn more about Corporate Social Impact Accelerator

Employee Engagement

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

Learn more about Employee Engagement

Corporate Social Responsibility

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

Learn more about Corporate Social Responsibility

Corporate Impact Fund

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

Learn more about Corporate Impact Fund