Projects thatshape our futureUBS Social Innovators

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UBS Social Innovators are socialentrepreneurs who develop innovativesolutions for some of society’smost pressing challenges

Table of contents

PhotosChoba Choba, Carbon Delta, Projekt Interim, Velafrica, Right to

Succeed, Kiron Open Higher Education, Enabling Enterprise,

FoodCloud, Karma Healthcare, Edible Garden City, Socialgiver,

BagoSphere,

Publisher UBS and Society, UBS AG, Europaallee 23, P.O. Box, CH-8098 Zurich,

ubs.com/ubsandsociety

Project LeaderRobert Boer, UBS Social Innovators program director

Design and layout Group Marketing & Communication Services, UBS

Contributors

1. About UBS Social Innovators

2. The winners• Choba Choba• Karma Healthcare• Kiron Open Higher Education

3. The fi nalists• Switzerland• APAC • EMEA

4. A mentor’s perspective

5. In partnership with Ashoka

6. What’s next: introducing UBS Global Visionaries

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The programIn partnership with Ashoka (the world’s leading network of social entrepre-neurs), UBS set out to identify and support high-potential social enterprises that deliver scalable and innovative solutions to some of society’s most pressingchallenges. After a careful selection process, we invited 12 UBS Social Innovators to join a year-long accelerator program to help them develop their businesses and achieve greater social or environmental impact.

UBS employee volunteeringSelected from eight European and Asian countries, UBS Social Innovators are enterprises that tackle social and environmental problems all over the world. In January 2017, at the start of the accelerator program, each defi ned their stra-tegic business objectives and were matched to skilled UBS employee volunteers. These volunteers served as mentors, providing more than 500 hours of their time to help the social enterprises advance their business models, marketing stra-tegies, investment pitches, product launches, fi nancial models, theories of change and much more. The tailored nature of the accelerator program and the close collaboration with UBS employee volunteers were highly valued by the UBS Social Innovators.

Social Investment ToolkitIn addition to the UBS Social Innovators program, UBS and Ashoka launched the Social Investment Toolkit in April 2017 to de - mystify the social investmentcapital - raising process. The Toolkit is a series of eight modules that aim to help prepare social enterprises for raising investment. The UBS Social Innovatorswho defi ned investment raising as one of their main objectives used these mate-rials and, as a result, reported signifi cant increase in their confi dence when approaching investors. The Toolkit is available for free on the UBS website. It has been downloaded over 4,000 times and is used by social enterprises and aca-demics across the world.

UBS Global VisionariesIn 2018, UBS Social Innovators continues as part of UBS Global Visionaries merg-ing the best of both programs. The combined program still supports thought leaders and social entrepreneurs with UBS employee volunteers and Ashoka expertise while integrating more closely with UBS’s daily business and global network.

UBS Global Visionaries are invited to speak at UBS’s Ultra High Net Worth client events and where relevant are directly introduced to our clients. Their projects are showcased in the program’s global marketing and branding activities across different communication channels and media, such as the program’s website, publications and social media channels.

We invite you to read about the 12 UBS Social Innovators and their experience in 2017, working with UBS employee volunteers to overcome some of theirbiggest challenges.

Hubertus Kuelps Robert BoerHead of UBS and Society Program Director

UBS Global Visionaries

Executive summary

At UBS, we believe our clients can do well by doing good – that social investments can be profi tableinvestments. But there is a gap – many social enterprises have diffi culty growing large enough to become truly investable. In July 2016, UBS and Society and UBS’s regional Community Affairs teams launched UBS Social Innovators to help address this problem.

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2016 Launch in partnership with Ashoka

2016: Sourcing social innovators

2016: Selecting social innovators

2017: Accelerating social innovators

In July 2016, UBS and Ashoka (the largest network of social entrepreneurs) launched a search for social innovators who would benefi t the most from access to the unique network and expertise of UBS.

We invited eligible social enterprises to apply to become UBS Social Innovators in one of three regions, Switzerland (our home market); Europe, Middle East and Africa (EMEA); and Asia – Pacifi c. Applications closed on 31 August, with more than 1,200 social enterprises looking to take part. Of these, 535 were selected to submit an application form.

After careful consideration, we invited 12 shortlisted social enterprises from each region to join us at regional boot-camps and summits in October and November. The boot-camps, designed by UBS Community Affairs with input from Ashoka, provided an opportunity for all the regional shortlisted candidates to convene, network and collabo-rate. UBS employees, partners and clients as well as experts from Ashoka attended the events as coaches and mentors.

At each bootcamp, we selected four of the 12 to become regional fi nalists and invited them to pitch their social enterprise at the regional summits. There, juries selected, from each region, one UBS Social Innovator and threerunners-up, all of whom were invited to a year-long accel-erator program that ran until the end of 2017. UBS Com-munity Affairs’ call for volunteer mentors for the social innovators was met with a great response.

About UBS Social Innovators

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The winners

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Choba Choba A Swiss chocolate brand owned by cacao farmers

Choba Choba is the first Swiss chocolate brand co-owned and co-managed by the cacao farmers themselves. They create premium chocolate and allow consumers to have a real, transparent impact on those at the bottom of the chocolate business value chain.

The challenge: Choba Choba would like to tackle the power imbalance in the chocolate industry. According to the Berne-based firm, just three companies control 75% of the more than USD 100 billion global chocolate business, while the six million small cacao farmers that produce 95% of world cacao earn less than two US dollars per day. The resulting market price of cacao is too low for the farmers to make a good living. Cacao supply chains are usually opaque with intermediaries com-manding high margins and existing industry approaches (e.g., certifications) hav-ing no real impact on producer welfare.

The solution: Choba Choba’s business strategy addresses both the socio-environmental as well as the standardized production issues of the chocolate industry. They offer: 1. Chocolate directly from the cacao farmer

• Brand owned by cacao farmers• No middlemen – direct sales through their e-shop• Products are traceable to one farmer and one community

2. Quality chocolate • Processed by a well-known Swiss chocolatier, using cacao beans from the

Alto Huayabamba microregion in Peru• Products are made using separate processes for each cacao variety• Cacao production, harvesting, fermentation and drying are done by

experienced farmers • Only three ingredients: cacao, cacao butter and raw sugar

Program impact:Choba Choba was chosen as the UBS Social Innovator in Switzerland, winning an unrestricted USD 40,000 cash grant and a place in the year-long accelerator program. The Choba Choba team reported many benefits from this program. Not only did UBS become their largest client, buying more than 2 tons of choco-late, UBS mentors also helped develop their 2017 – 2022 strategy. They provided

Choba Choba’s team with a financial model tool, reviewed the financial model, discussed cash flow issues and gave detailed feedback on communication and marketing strategies. UBS Community Affairs also organized their promi-nent presence at the UBS Annual General Meeting in the spring as well as several opportunities to speak in front of large internal audiences. Furthermore, they were invited to present their project at our annual Global Philanthropy Forum in St. Moritz.

“The UBS mentors asked the right ques-tions. That meant a lot of work for us, but thanks to them, we have a carefully con-sidered corporate strategy, a solid business plan, and smart tools for financial plan-ning. We would have struggled with all these things without our UBS mentors.”

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Karma Healthcare e-Doctor clinics in rural India

Karma Healthcare is a one-of-a-kind social enterprise work-ing to improve access to healthcare in rural India. Through their e-doctor clinics, they provide online medical consulta-tion with qualified doctors, diagnostic services, referral guidance and medicine to remote parts of India.

The challenge:About 45% of the population in India currently travel more than 100 kilometers to access healthcare from a qualified doctor. Due to a shortage of doctors, patients often seek healthcare from untrained and unqualified staff. This leads to delayed or incorrect diagnosis, increasing disease complexity and resulting in financial burden.

The solution:Karma Healthcare operate - Doctor clinics in rural areas offering the following services: • Online consultations with qualified and specialist doctors • Diagnostic services • Evidence-based treatment – a digital platform records patient history, pre-

scribed treatments and other health data to help caregivers make more informed decisions

• Referral services – step-by-step guides, support and counseling, regardless of whether patients need general admission or specialist care

• Continuous engagement with stakeholders in the community to generate awareness and advocacy about various health-development issues, including government schemes

Program impact: Karma Healthcare was chosen as the UBS Social Innovator in APAC, winning an unrestricted USD 40,000 cash grant and a spot in the year-long accelerator pro-gram. This program and the support received from UBS mentors has been very beneficial according to Jagdeep Gambhir, CEO of Karma Healthcare. The last year was turbulent for the organization due to factors beyond their control. Guidance through the accelerator program has been crucial for the organization in this time. During the accelerator, Karma has become financially more secure, with clarity on their vision and business model. This resulted in a clear pitch deck, incorporating mentor feedback on business models, growth strategies,

financials, etc., which the venture is using when approaching potential investors. Receiving a grant from the UBS Optimus Foundation also contributed to their development. Furthermore, they were invited to present their project at our annual Global Philanthropy Forum in St. Moritz.

“The mentors have been a godsend. It is not an exaggeration to say that without their support and guidance, the organiza-tion might not be in existence today.”

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Kiron Open Higher Education Integrating refugees through higher education

Kiron Open Higher Education is a non-profit organization aiming to integrate refugees through higher education in their host countries. Kiron relies on an innovative combina-tion of online and offline learning to provide accessible, sustainable and cost-effective education to refugees.

The challenge:Refugees and asylum seekers face big obstacles when accessing higher educa-tion in their host countries. The United Nations High Commissioner for Refugees identified the main challenges as: • the need for legal documentation • high student fees• the lack of capacity in educational institutions • language barriers These obstacles prevent around five million people from reaching their potential and lead to high integration costs in host countries.

The solution:Kiron offers a blended - learning study program. Students participate in online studies for up to two years. Afterwards, they transfer to one of Kiron’s partner universities, where they graduate with a fully accredited university degree. Kiron addresses the four obstacles by: • allowing its students to enroll in university without immediate submission

of legal documents • exempting them from tuition fees • combining online and offline study elements and utilizing vacancies from

student dropouts• offering courses mainly in English and teaching necessary language skills

in English, German and other languages

Program impact:Kiron Open Higher Education was chosen as the UBS Social Innovator in EMEA, winning an unrestricted USD 40,000 cash grant and a spot in the year-long

accelerator program. The Kiron team reported three main benefits from this program and the support of their mentors. First, they significantly increased their awareness of how to deal with potential investors. Second, they learned how to effectively structure their business model and integrate this into their investment deck. And third, they developed better negotiation strategies for their talks with potential investors. Kiron was also invited to present their project at our annual Global Philanthropy Forum in St. Moritz.

“The high adaptability of the mentors to our needs and time frame was the most useful part of the program.”

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Switzerland

Carbon Delta is an environmental Fintech that produces research focused on iden-tifying the climate change resilience of publicly traded companies. They assess how much a company’s value might possibly be affected by climate change and calculate the Climate Value at Risk for thousands of major companies.

Program impact: Carbon Delta used the mentor sessions to discuss their busi-ness plan, goals and overarching vision. They were also able to practice their sales pitch and work on updating their marketing material. They have been in contact with many UBS departments that listened to their pitch for potential customers and provided valuable feedback.

Carbon Delta

Identifying the climate change resilience of publicly traded companies

The Finalists

Projekt Interim works to make temporarily vacant residential and commercial pro perty available to individuals and small businesses at extremely low prices. They unlock affordable space by using vacancies (currently over six million square meters in Switzerland).

Program impact: Projekt Interim reported that the accelerator gave them a better overview on structuring their company for growth, a better understand-ing of how to deal with 3rd parties (e.g. investors or similar) and it helped in clearing the picture on their financial situation and need of capital. They were also able to pitch their services to UBS’s real estate department.

Projekt Interim

Unlocking vacant property at a low cost for residential, cultural and commercial use

Velafrica

Velafrica aims to improve livelihoods in Africa through access to bicycles. To reach this goal, they collect unused bicycles in Switzerland, refurbish them in social institutions and export them to Africa. They support local partners to become production, distribution and educational hubs.

Program impact: A film on Velafrica played in all 300+ branches in Switzerland and a bike collection, organized by UBS Community Affairs, resulted in the collection of more than 400 bikes from UBS employees. In the accelerator pro-gram, Velafrica produced a strategic outline for 2017–2021, a marketing strategy for corporate social responsibility departments and an approach to internationalization

Recycled bicycles for Africa

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APAC

Edible Garden City

Socialgiver

The Finalists

Edible Garden City champions the urban farming movement in land-scarce and import-dependent Singapore. They want their city to grow food in underutilized spaces (like rooftops or sidewalks) and believe that growing food re-connects urbanites to nature, conserves natural resources and cultivates a sense of community.

Program impact: The Edible Garden City team used the accelerator program as a reality check and an opportunity to receive feedback on their business model. Moreover, they discussed several fund-raising options and built a scaling strategy for their Citizen Farm concept. They were also invited to pitch at the UBS Philan-thropy Forum Asia.

Urban farming in Singapore

BagoSphere helps rural and urban talent enter the workforce through micro-funded education in digital and soft skills. They offer an affordable and intensive job preparation bootcamp that aims to teach high school and college dropouts relevant communication and IT skills in an authentic work setting and get them hired quickly.

Program impact: For BagoSphere, the accelerator program resulted in better financial control measures related to their cost structure and cash flow. They also discussed with their mentors how to split philanthropic and business com-ponents as well as how to improve their pitch deck, especially for their pitch at the UBS Philanthropy Forum Asia.

Jobs through digital education

Socialgiver is a lifestyle platform that revolutionizes fundraising. They create a giving ecosystem in Thailand by enabling businesses, consumers and local chari-ties to transform spare capacity into funds for local charities.

Program impact: For Socialgiver, the Social Investment Toolkit modules were useful in preparing for investment, including refining the business plan and cre-ating financial documents. Additionally, they used the accelerator program to discuss and develop the marketing, communication and technology sides of their business. They were also invited to pitch at the UBS Philanthropy Forum Asia.

Linking businesses and charities in Thailand

BagoSphere

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EMEA

Enabling Enterprise

FoodCloud

Right to Succeed

The Finalists

Coordinating surplus food donations

Turning around failing schools in low-income communities

Enabling Enterprise fills a fundamental gap in education by ensuring all students develop skills, experiences and aspirations to succeed. They work in partnership with employers to make essential skills development a regular part of school life for students, from ages 5 to 18.

Program impact: Enabling Enterprise used the accelerator to launch Teach Enterprise, a new platform for individual teachers to develop their students’ 8 essential skills for success in life through bite-sized, focused video activities. They’ve worked with their mentors to refine the technical specification for this platform allowing them to tender and launch the website in January 2018. Moreover, they’ve refined their marketing and commu nications strategy to ensure maximum acquisition and retention of key stakeholders. As a result of the accelerator, Teach Enterprise tripled the number of teachers and students it reaches, supporting Enabling Enterprise to get closer to their mission that one day all young people will have the opportunity to build the essential skills to succeed.

Enterprise skills for schoolchildren

FoodCloud enables businesses and charities within communities to coordinate surplus food donations through efficient use of technology, establishing mean-ingful relationships and ensuring no edible food goes to waste.

Program impact: The accelerator program helped the FoodCloud team to prepare their scaling strategy for growing their business internationally and to raise philanthropic funding. This will enable them to significantly increase their impact in the future. They were able to develop their approach and business model and received excellent feedback on decision-making and strategy.

Right to Succeed has a mission to develop, pilot and scale collaborative solutions to educational inequality. They have developed an evidence-led, collaborative approach to turning around failing secondary schools in low-income communities.

Program impact: For Right to Succeed, the accelerator program helped the team learn how to communicate their work in better ways. They focused on creating marketing and communications materials to present their offering in a succinct and compelling way for non-expert audiences. Employee volunteer men-tors also provided support to help Right to Succeed successfully merge with a sector partner.

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Why is social entrepreneurship important to you?Aniruddha: I was able to solve societal problems by applying business models, gain a better understanding of social entrepreneurship and enhance my experience. As a social entrepreneur, tackling social issues is always the main goal, but the out-come can also be commercial. And that’s what interests me.Lukas:Financial aid is only a temporary solution. In the long run, development problems can only be solved by empowering people in their own regions. Sustainable solutions allow people to solve issues themselves, through entrepreneurship. This, in turn, enables them to become independent and create value in their own society. And I’m happy to contribute to the initiative.

What were some of the challenges you encountered?Aniruddha: The social innovators I worked with went through a difficult funding stage. We helped them rethink what they were doing and adjust their approach. Luckily, they were able to connect with some funding opportunities as well. Even when following a certain path, you have to be flexible and adapt to the dynamic business environment, embracing any opportunities that come along.Patrick: The first challenge was to agree on and define my role as mentor in line with their expectations. They had lots of important questions to which there were no straightforward answers. Combining social impact as a key investment theme while creating a company that can financially stand on its own feet in the long run was a difficult exercise. I joined during a crucial phase where an investor wanted answers – we first had to evaluate the crucial parameters (e.g., how much investment would be needed, how the funds would be used and how to measure social impact).

A mentor’s perspective

UBS employee volunteers spent more than 500 hours supporting the social innovators. This experience proved inspirational for both the mentors and innovators. We interviewed three UBS volunteer mentors, Aniruddha, Patrick and Lukas, and asked them to share insights.

What advice would you give someone going into socialentrepreneurship for the first time?Lukas:It’s difficult to create a social business that is viable and profitable enough to have the desired sustainable and long-lasting impact. My advice is to think your idea through thoroughly before you start. How do you want to create a sustain-able social business that, in the long run, isn’t dependent on grants or dona-tions? A good starting point is to consult resources created by people with a business background, such as the Social Investment Toolkit – a tool that gives you valuable input for this thought process.

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UBS and Ashoka partnershipThe impact of this partnership on Ashoka has been significant as well. As part of our agreement, UBS funded four Ashoka fellowships with GBP 50,000 each, provided access to event facilities in the United Kingdom and Switzerland, invited Ashoka and their fellows to UBS client events and provided free access to the UBS online e-learning platform.

In April 2017, UBS and Ashoka launched the Social Investment Toolkit to help social entrepreneurs navigate the growing field of social investment. Through this toolkit we hope to help many more social entrepreneurs succeed in raising social investment.

In partnership with Ashoka

Ashoka is the largest network of social entrepreneurs world-wide and supports over 3,000 Ashoka Fellows in 80 countries. They provide their Fellows with start-up financing, professional support service, and contact with a global network covering a range of business and social sectors. Ashoka supported UBS in designing and running the call for applications, the selection process and the accelerator program for UBS Social Innovators.

“[This toolkit] will give people insights, tools and some very practical examples – all of which will enable entrepreneurs to hopefully go through the finance-raising process much more easily than in the past.”Mark Cheng, European director of Ashoka

Feedback on the Social Investment Toolkit“This toolkit was one of the things that was missing in our plan to launch our business. We had no idea how to prepare our business for social-impact invest-ment. This is exactly what we needed and we are so happy that we found you.” US-based social enterprise

“A veritable gold mine of information – providing pin-sharp clarity on many areas that, while not entirely shrouded, were nevertheless a bit hazy. Thank you so much for putting this together.”UK-based social enterprise

“They have been immensely helpful in preparing our investment material.” India-based social enterprise

Modules How to create impact?1. Social change2. Measuring impact

What is your business model?3. Business model4. Scaling strategy

How is your business structured?5. Financial model6. Legal structure

What is your financing ask?7. Financing terms8. Investment pitch

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What’s next: introducingUBS Global VisionariesConnecting you with the great minds of tomorrow

In 2016, a program similar to UBS Social Innovators was launched by UBS Wealth Management – UBS Global Visionaries. Both programs focus on creating benefi ts for the social entrepreneurship sector with UBS Social Innovatorsproviding UBS employee volunteers and Ashoka expertise and UBS Global Visionaries connecting social entrepreneurs to UBS’s Ultra High Net Worthclients through speaking engagements and marketing activities.

In 2018, UBS Social Innovators continues as part of UBS Global Visionaries merg-ing the best of both programs. The combined program still supports thought leaders and social entrepreneurs with UBS employee volunteers and Ashoka exper-tise while integrating more closely with UBS’s daily business and global network.

The UBS Social Innovators participants will join UBS Global Visionaries program and continue to benefi t from access to UBS’s global network. We will continueto support social entrepreneurship across a range of topics (including health, edu-cation, equality and the environment) and maintain a clear link to the UN Sus-tainable Development Goals.

More about UBS Global Visionaries:

www.ubs.com/globalvisionaries

www.facebook.com/UBSGlobalVisionaries

www.twitter.com/ubsvisionaries

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Mariéme Jamme of iamtheCODE

• iamtheCODE teaches girls in marginalized communities computer coding, gives them a safe educational space and helps them fi nd jobs.

• Founder Mariéme Jamme was motivated by her own experience of beingtraffi cked as a teenager in Senegal.

• Her mission is to train one million women and girl coders by 2030.• So far, more than 7,300 people have benefi tted, in 54 countries around

the world.• Mariéme also aims to tackle the global shortage of science, technology,

engineering and math skills as well as boost economic inclusion in marginal-ized communities.

David Hertz of Gastromotiva

• Gastromotiva gives disadvantaged young people free kitchen trainingand fi nds them jobs.

• It started in Brazil in 2006 and has expanded to Mexico, Argentina andSouth Africa.

• So far, more than 3,000 students have been trained and 41 tons of food saved from waste.

• The food and drink sector provides about 10% of global GDP and jobs,says the World Economic Forum (WEF).

• David has won several social enterprise awards and is a 2012 WEFYoung Global Leader.

“If I’d had access to a tech hub,I don’t think I would have been traffi cked to Europe.”

"Our vision is an inclusive world with equal opportunities and zero hunger.”

Shaffi Mather of MUrgency

• MUrgency is a cloud platform and mobile application that connects people facing a medical emergency with the nearest validated medic.

• 90% of the world’s population, or 6.25 billion people, still do not have access to a reliable emergency medical response.

• Shaffi came up with the idea after his mother choked in her sleep. She sur-vived, but sitting outside the hospital, he wondered why India didn’t have a 911-style emergency ambulance service.

• They now have thousands of ambulances and staff, and say a responder will arrive in under 10 minutes.

• Shaffi is a serial entrepreneur, lawyer and public policy analyst.

Lucy Buck of Child’s i Foundation

• Lucy works with children, families, orphanages and government offi cers to develop a range of sustainable, community-based services that will replace orphanages and see all children returned safely into families and communities.

• They close orphanages and reallocate resources to supporting families and communities.

• They work to set up a national adoption system that enables Ugandan families to adopt children.

• They change policies and work to increase government involvement. • They train social workers and community workers to ensure they have the

skills to prevent the separation of children and families.

“90% of the world’s population still do not have reliable emer-gency response.”

“Orphanages harm childrenand families.”

These are some of the UBS Global Visionaries currently in the program:

ubs.com/ubsandsociety

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