Corporate Social Responsibility (CSR) has been developed for over 10 years in Taiwan. It probes and implements the social responsibility of corporation and NGO, at the same time, developing the potential contribution to individuals and the society as a whole. The concept of CSR was rooted in 1995, Secretary General of United Nations called the “World Society Development Leadership Meeting” which submitted “Society Rule” and “Global Compact”. In 2000, “United Nations Global Compact” called global corporations complies with human right, labor right, environmental protection and anti-corruption, 4 agendas and 10 basic principles. This calling was supported by world 50 mega corporations. Later on, based upon International Labor Organizational Clause, 8 fields of “Social Accountability 8000” (SA8000) and 10 instruction principles of “OECD Multi-Nation Business Instruction Guideline” were issued. Stock exchanges in many countries proactively raise CSR as the corporate governance guideline of all public listing companies, publishing the CSR paradigm cases, directly upgrade CSR as the managerial performance and the green light of whether it’s worthy for investment. However, facing CSR, the Taiwanese business owners very often treat it as “do something good” and “do philanthropy”. Till now, this is main stream thinking. Even for some mega manufacturers and financial industry companies, the most common understanding of CSR is currently: philanthropy is equal to CSR. This is also quite good and it’s benefiting those different societies.
However, “Social Business” or “Social Enterprise” is the more innovative mindset which is highlighting leveraging brand new business model to service bottom of pyramid (BOP), and very importantly, the social business can make appropriate profit from it. Not merely “do something good” and “do philanthropy”. In global societies, there are many businesses trying to develop products and services for BOP, especially in emerging markets, and those products and services are affordable by BOP communities or by third parties. The most pioneering understanding is that “Social business should eliminate part of social and/or community issues, i.e.: part of poverty. And social business should be seeking her sustaining growth, including not losing money”. Business Model Innovation (BMI) is quoted as the important trail for achieving this advanced understanding of social business.
During the critical and beautiful CSR transition moment in the world, Portwell insists the company founded spirit: “Common sharing the beauty of high-tech; civilization, dedication and innovation of technological service”. Today, Portwell advocates Social Business Hub (SBH) with BMI:
Consolidating capability and intention of partnership firms, learning and practicing the greater China version modern social business.
Beginning with different companies’ core competences, looking for many diversified and wonderful angles of possibilities.
Solving some communities’ poverty and/or to meet some unsatisfied services, i.e. to bridge the educational gap and aging communities through certain basic and cheap IoT solutions.
Sharing the same vision and building up the social business virtual and real entities with strategic partner companies.
For Portwell, Education is/was the main theme of CSR. We have humble experiences and cases. Together with strategic partners, we truly wish to explore the contemporary social business! Let’s collaborate for SBH!
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