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Amelia Watts

Head of Corporate Engagement

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A Blueprint for Better Business is seeking an experienced professional, with appropriate experience, who can drive forward our work with large corporates.

About Us

A Blueprint for Better Business is a charity whose purpose is to help business be guided and inspired by a purpose that benefits society. Our work is about stimulating and energising change in business behaviour, through challenging and encouraging businesses to embrace a different way of thinking about their purpose, and what motivates people. At the core of Blueprint are Five Principles of a Purpose Driven Business and A Framework to Guide decision making.

Part of our work is to help change the conversation about the purpose of business through dialogue with key influencers such as investors, academics, policy makers, NGOs, consultants to business and others, as well as through our social media, forums, conferences, events and collaboration with organisations with similar objectives. However, we also work 1:1 with a small number of large corporates to help them change. Our work is focused primarily on senior people, and on large corporates because of their scale and reach. Our work with businesses is restricted to being a catalyst for change; we are not change consultants. We are a charity funded by charitable foundations and individuals and do not accept money from business. Engagement with us is voluntary and free and is not about kite-marks or compliance.

About The Role

The role is to lead on our work with large corporates, working closely with our CEO.

We have recently started working with a small number of companies in what we are describing as a ‘social contract’. This is a non-legal, non-financial arrangement, where we make a shared commitment to work together with a company, over an 18-24-month period. Under the arrangement, members of our team have regular contact with the CEO and other key senior people in the company to challenge and support their thinking and their journey to being better businesses, using the Blueprint Principles as a provocation. Key elements include:

  • Regular (usually bi-monthly) 1:1 meetings or calls with the CEO
  • Regular (monthly) peer mentoring meetings and/or calls with senior people in the organisation responsible for driving and implementing the company’s strategy.
  • Invitations to regular forums every 6 months or so with their peers in other companies to share experiences and ideas
  • Workshop(s) for their leadership or other teams using the Blueprint Principles and Framework as a provocation

Your role will include:

  • Strengthening and developing relationships with key contacts in large corporates either through the social contract arrangement or other approaches, as appropriate to the company concerned
  • Working alongside Blueprint’s CEO to inspire the adoption of the Blueprint thinking and to help build a pipeline of companies for us to work with
  • Convening appropriate forums for senior business leaders to help challenge conventional thinking
  • Working with the Blueprint CEO and others to deliver workshops for corporates
  • Convening and leading regular forums for practitioners from corporates to share their experiences and to help them learn from and support each other
  • Liaising / working with coaches and consultants with experience working with large corporates e.g. through convening action learning sets to help them share experiences and support each other.
  • Collating and sharing key learnings made by people working with the Blueprint approach
  • Acting as an ambassador for Blueprint at appropriate events and forums

We are looking for someone who:

  • Is passionate about business being a force for good in society
  • Has an affinity with the Blueprint ethos and approach
  • Has the ability to demonstrate credibility with senior people in large corporates, in particular CEOs
  • Has experience either working with senior leaders in a corporate environment, with some involvement in management or in implementing change, or as a consultant working with large corporates
  • Has proven coaching and facilitation skills
  • Is comfortable interacting with senior business people
  • Is a team player
  • Has good communication skills
  • Is able to translate complex ideas into practical actions

Terms

A 1 year employment contract initially, subject to review (with a 3 month probation period).

This is a full time role, but we are open to discussing a part time arrangement (minimum of 3 days per week).

A Blueprint for Better Business supports diversity in the workplace and is an equal opportunities employer. Whilst our offices, and many of the clients we work with, are based in London, the role does not need to be 100% office based, we are open to flexible working.

To apply

As a charity which tries to live true to our own principles, we will be running a blind recruitment process. To apply, please send us a copy of your CV with your name, gender, and age removed from it. In addition to your CV, please send us a cover letter explaining why you would love this role.

Email applications and any questions to: jeanette@blueprintforbusiness.org

Deadline for applications: 31 October 2018

Interviews: Monday 12th November 2018

Start date: early January 2019

Salary: £80k (for a full time role) subject to experience plus 8% employer contribution to workplace pension.

5 insights about purpose-led employers and how to apply them to your workplace

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Following Blueprint’s ‘Becoming a Purpose-led Employer’ panel on June 11th, we wanted to share five of the themes that emerged during the event.

Chaired by Andrew Hill, Management Editor of the FT, panelists include Kate Glazebrook, CEO and co-founder of Applied, the Behavioural Insights Team’s first tech venture, Maaike de Bie, General Counsel of Royal Mail, and Jason Stockwood, Simply Business Group CEO, previously MD of Match.com. The discussion focused on how businesses, from start-ups to large established companies, can best address the varying challenges of being a responsible & responsive employer.

This is just the first in our first in our ‘Principles of Purpose’ event series – our next will explore what it means to be honest and fair with customers. If you’re interested in attending future Blueprint events, please sign up to our mailing list.

In case you missed it, here’s Blueprint’s perspective on what it means to be a responsible and responsive employer and why it matters.

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The role of business in promoting inclusive growth

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‘There is strong evidence that the current level of inequality is unsustainable from a political, social and economic perspective. We have changed the inclusive growth narrative, but now action must follow.’

Gabriela Ramos, OECD Chief of Staff and Sherpa to the G20, speaking to the OECD Global Parliamentary Network, London, 5 April 2018

Governments cannot act alone if we are to achieve the aims of the Sustainable Development Goals (Global Goals) and support inclusive growth, businesses must play their part. As employers, investors and product or service providers it is critical for companies to recognise their role in meeting the needs of marginalised groups, reducing inequalities and shaping policy and regulation. In fact, it is in their interests to do so, because a more equal economy will benefit them. A recent report has estimated that achieving the Global Goals would open up more than $12 trillion in business savings and revenue and create 380 million new jobs by 2030. This would deliver financial returns, better-educated employees, and higher consumer purchasing power.

Looking forward how can businesses change their practices to achieve inclusive social outcomes? And what does the purpose-led business of the 21st century look like?

Business leaders associated with Blueprint, including Sir Mike Rake, Chair of Advisory Council; Sue Garrard, Blueprint Trustee and Executive Vice President, Sustainable Business & Communications, Unilever; and Sacha Romanovitch, Chief Executive, Grant Thornton joined the conversation with the OECD and representatives from 70 parliaments. Here we share their perspectives and experiences on what it means to be purpose-led and how businesses can support growth that delivers for society.

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Finance has a purpose, done well it has a huge role to play in society

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Over the last year, the discussion around how financial services, in particular investors, are responsible for the management of companies has grown. Activist investors, once seen as “corporate raiders” intending to radically change a company to increase stock value for short-term gains, are now viewed as possible stewards of increased diversity and better corporate governance. Mainstream investors have turned activist in areas such as weapons manufacture, climate change, excessive pay, diversity, and inappropriate behaviour by senior management.

Speaking to the OECD Global Parliamentary Network, hosted by the UK All Parliamentary Party Group (APPG) on Inclusive Growth at Parliament last month, Dr Hari Mann, Hult Business School and Visiting Fellow at Cass Business School, argued that the purpose of finance in society goes far beyond the role of investors and always has. Finance has a purpose, he said, and done well it has a huge impact and a significant role to play in society.  He highlighted four defining areas where finance impacts inclusive growth.

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What does it mean to be a responsible and responsive employer”?

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Ahead of Blueprint’s ‘Becoming a Purpose-led Employer’ panel event on June 11th, here’s our take on what it means to be a responsible and responsive employer and why it matters. We welcome your views and invite you to share any questions or topics you would like to see discussed at the event. You can download the full paper ‘What does it mean to be a responsible and responsive employer?’ here. 

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How can investors tell if a company is genuinely purpose-led?

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Written by Michael Hilton and Charles Wookey

What questions should I ask to get under the skin about whether a company is serious about purpose?

In March 2018, Blueprint and Quintin Price (former global head of active strategies at BlackRock) convened a group of 10 leading stewardship investors. Together they drafted a short list of questions which they believe will help investors respond to this challenge. You can download the full paper ‘How can investors identify purpose-led companies?’ here.

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How can the financial services industry work with policymakers to support inclusive growth?

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‘At a time when technology is rewriting international financial services, we need to ask how policy is best placed to manage this process and ensure it reduces inequality and creates inclusive growth’

Greg Medcraft, Director of the OECD Directorate for Financial and Enterprise Affairs addressing the OECD Global Parliamentary Network, hosted by the UK All Parliamentary Party Group (APPG) on Inclusive Growth at Parliament, London, 5 April 2018

Inclusive growth requires long-term investment in people, places and industries. Across the world by 2020, $111 trillion will be under management by financial institutions. This places the Financial Services (FS) industry in an amazing position to impact positive social and economic outcomes. It also means it can no longer be just about diversifying risk, FS organisations must also play a role in managing systematic risk.

As is increasingly acknowledged, the rising risks of inequality are one of the critical motivating factors driving FS companies to play a greater part in supporting inclusive growth. Speaking on behalf of the OECD, Greg Medcraft explored three key shifts – trust, digitalisation and globalisation – that are hugely affecting FS businesses and how they might work together with policymakers.

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Inclusive growth: from analysis to action

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Earlier this month we were honoured to be invited to join the All Parliamentary Party Group (APPG) on Inclusive Growth at the OECD Global Parliamentary Network meeting in Parliament which was held to discuss inclusive growth. The organisers invited a number of business leaders associated with Blueprint, including Sir Mike Rake, Chair of Advisory Council; Sue Garrard, Blueprint Trustee and Executive Vice President, Sustainable Business & Communications, Unilever; and Sacha Romanovitch, Chief Executive, Grant Thornton to join the conversation. Over the next few weeks, we will be sharing the perspectives shared by attendees from Parliamentarians, to NGOs and business leaders.

Liam Byrne, UK MP and Co-chair of the APPG Inclusive Growth, set the tone for the discussion in his welcoming address. He explored the very different challenges and opportunities 21st-century economies face including technological transformation, rapidly growing inequality and systemic challenges such as climate change. He underlined that current policy was not created to address this, built as it is on an economic consensus which took slowly hold in the 20 years between Milton Friedman’s Capitalism and Freedom and the election of Ronald Reagan and Margaret Thatcher in ’79/80. In conclusion, he suggested that while we may have mastered how to globalise, we failed to develop good ways of ensuring that globalisation worked for the many, not just the few.

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Impact investing isn’t just about social entrepreneurs

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Written by Michael Hilton

The recent Good Deals & Beyond Good Business conference showcased a range of exciting companies, with purpose at their core.

One was a well-established business which turns tonnes of old leather fire hoses destined for landfill into luxury handbags, giving 50% of its profits to a Fire Fighters’ Charity in the process. Another, at the start of its journey, was seeking new investment to expand its ‘aid through trade’ shoe business, with all products manufactured in Africa and all profits reinvested in the company. Two great businesses, both addressing the Sustainable Development Goals (SDGs) head on.

However, as the debate returned to more familiar concerns over how social investment was failing to find its way to social entrepreneurs such as these, my mind wandered back to a less glamorous pensions sustainability summit I had attended the week before.

A comment made by Lewis Grant from Hermes Investment Management had stuck with me. Companies that are improving, he said, rather than those performing well on ESG criteria but at a steady level, are the place to look to unlock shareholder value.

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