Publication database

The framework and case studies provided in this playbook are meant to provide a starting point for companies transitioning to becoming an inclusive business. The framework provides actionable ideas that can help guide your thinking, decision-making practices, and strategy while the case studies’ real-world examples can inspire you to drive inclusive change within your own business and unique context.

The year 2019 was a turning point in the adoption of an “inclusive economy.” In August of that year, 34 global firms pledged more than $USD 1 billion to combat inequality in the OECD-sponsored G7 Business for Inclusive Growth (B4IG) coalition. But what prompted this shift? What spurred business leaders to put an inclusive economy at the top of their agendas? A critical evaluation of past, present, and future income inequalities may explain this impetus.

Over the last decade, many multinational corporations have attempted to set up inclusive businesses of one kind or another, with varying success. Despite good intentions and the investment of significant resources, few of these pilots have been successful and an even smaller proportion has reached significant scale. This report presents key lessons from the corporate intrapreneurs whom Hystra has supported over the past 10 years in building their inclusive businesses.

So far, large companies have mainly developed - or ‘built’ - new inclusive business initiatives inside their existing business. This paper explores when buying inclusive business externally - through Corporate Impact Venturing (CIV) - makes sense. It also explains how CIV can be set up, and which partners can provide support. The outlook provides recommendations on how to further facilitate investments into inclusive businesses.

The New Economy includes new types of “social purpose” businesses and organizations such as social enterprises. At the same time, new types of inclusive businesses practices are emerging that generate social value through their normal business operations. This can include both internal practices such as living wage policies or external practices such as social procurement. This report provides an overview of these emerging business forms and practices and their associated impacts. The report also reflects questions such as: What are the barriers or enablers that would prevent or support greater adoption of inclusive business practices? What are the barriers or enablers that would prevent or support greater collaboration among stakeholders and organizations committed to growing the new economy?

The aim of this report is to identify how commercial businesses can generate employment opportunities in rural areas through inclusive business models.

Esta presentación busca explicar por qué es necesario para las empresas enfocarse en la creación de valor con la base de la pirámide. Para esto expone brevemente 10 casos de proyectos de empresas latinoamericanas que han trabajado con este sector. Asi mismo, da recomendaciones de cómo poder llegar con este sector y cuáles pueden ser los retos.

The World Business Council for Sustainable Development (WBCSD) & DNV GL have conducted a global survey to explore trends around how business is currently working to align activities with the Sustainable Development Goals (SDGs). This survey drew responses from around 250 companies across 43 countries and four continents. 

The objective of this publication is to provide practical support to enterprises on the implementation of the OECD Guidelines for Multinational Enterprises by providing plain language explanations of its due diligence recommendations and associated provisions. Implementing these recommendations helps enterprises avoid and address adverse impacts related to workers, human rights, the environment, bribery, consumers and corporate governance that may be associated with their operations, supply chains and other business relationships. The Annex to the Guidance includes additional explanations, tips and illustrative examples of due diligence. 

This report discusses how oil, gas and mining (OGM) companies can maximise the contribution of local enterprises to the supply chain of their projects in low income countries. It provides practical guidance on three opportunity areas to increase local enterprise participation in project supply chains: modifying procurement policies and processes; modifying contract documentation; and supporting the efficacy of supplier development programs.