WE ARE A SOCIAL ENTERPRISE

We joined 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.

SOCIAL BUSINESS CODE

In November 2019, we were admitted into the Register of Social Enterprises. When a company is included in this register, it creates trust. 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.

THEORY OF CHANGE

Theory of Change

STATUTES

Social Governance (organogram)
A B
eautiful Mess RestaurantA Beautiful Mess Makerspace
Statutes Refugee Company

REMUNERATION POLICY

We have always 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 A Beautiful Mess 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 café 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.

STAKEHOLDER DIALOGUES

During 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.

Stakeholder analysis
Stakeholder dialogue