Our collaborative relationship with Lantegi Batuak began as a result of the expansion of one of the companies in the cluster, ZIV Metering, and the subsequent need to find a company we could outsource work to. This company needed the capacity to absorb and respond to our growing assembly requirements and, at the same time, had to meet the high level of experience and quality assurance demanded by ZIV.

The work carried out today by Lantegi Batuak employees for our organisation involves mounting electro-mechanical ensembles as part of the assembly of electronic Electrical Energy Metres.

Lantegi Batuak is characterised by its ability to offer a quality global outsourcing service at a reasonable price. However, at ZIV we never forget the social benefits for our organisation. Of contributing to the generation of employment for people with disabilities, which is the basis of Lantegi Batuak’s work and something the whole of our society should be implicated in.

The reason for the success of the collaboration between our companies lies in Lantegi Batuak’s compromise to constantly adapt to our needs, and the confidence both organisations have placed in the future of this project. This demanding ability to adapt called for by ZIV is, however, also the reason behind the main difficulties which have arisen in the course of our collaboration.

We are a company which places great importance on innovation and development in our field of business, and this implies short- or mid-term business growth which affects both ZIV and our external collaborators. There are, therefore, ample possibilities for future collaboration between the two organisations.

Jon Navarro
Material Manager in ZIV
www.ziv.es

An alternative for pilgrims

Our activity centres on staffing the ANFAS Pilgrims’ Hostel in Estella (Navarra) with adults with mental disabilities. These people carry out voluntary duties as hospitallers which, aided by a support team (of voluntary hostel staff), implies their participation and social inclusion in offering accommodation and activities for pilgrims on the Way of St. James.

The hostel opens its doors from May to September and during these months the ANFAS volunteer programme works across the whole project and is a key player in the organisation and development of the same. The programme involves recruiting, receiving, monitoring, training, evaluating and formally recognizing and thanking all volunteers, both those with and without disabilities participating in the running of the hostel. Some of the noteworthy tools and actions in this process include: the agreement with the volunteer body, basic and specific training (the ANFAS hostel staff training course), guest-satisfaction evaluation system (using the hostel committee and personal questionnaires) and recognition of the work of the volunteers (informally throughout the time they are collaborating and also formally at the end-of-season closing ceremony and the ANFAS volunteer encounter).

The team of hostel staff which runs the hostel on a daily basis is made up of two hospitallers (people with mental disabilities) and two support hospitallers (people without mental disabilities) who carry out the day-to-day tasks of running and maintaining the hostel, attending to and welcoming the pilgrims and coordinating with the following shift of hospitallers.

The ANFAS Hostel in Estella opened its doors in 2004 with the aim of offering people with mental disabilities a means to social inclusion and participation. It also offers an alternative to walkers looking for a small, welcoming hostel. The 34 pilgrims who spend the night in our bunks can enjoy the installations and, at the same time, share a quiet moment with the people with mental disabilities who daily make their own voluntary pilgrimage as hospitallers of the ANFAS hostel.

At ANFAS, sensitisation and social-conscience raising programmes have always been a priority of our work. We have worked towards this objective in a variety of ways and are aware that the best way to reach society is to create spaces where we can live together.

The self-advocacy groups transmit their opinions and needs to us and thereby actively contribute to improving the association and thus their quality of life. These groups called for the creation of a meeting space to share with people without disabilities – a space for voluntary social participation (“We would like the association to give us more opportunities to relate with people without disabilities, so that they can discover our abilities and not just our limitations.”).

Estella is well-known as a crossing point and a stop-over on the Way of St. James. The continuous flow of pilgrims means that accommodation is always scarce and there is a clear need for beds for pilgrims. In our determination to sensitise and raise awareness in society, showcasing our association and the project we are developing, we ran a pilot scheme in 2004. The project took shape with the express backing of the people with mental disabilities and the evident need for accommodation for the pilgrims passing through Estella which we had the facilities to cater for.

Our aims were the following:
o to respond to the demands of people with mental disabilities wanting to collaborate actively in the association through voluntary work.
o to encourage their participation and inclusion in society
o to sensitise and raise awareness in society to mental disabilities.
O to defend and recognise the rights of people with mental disabilities.

The experience was positive and we gathered a lot of suggestions as to how to improve the Project, which we have gradually incorporated year by year. We are dedicated to continually improving both our facilities and infrastructures, and also the way the hostel work. We have worked to make the programme a permanent part of our association which arouses great interest from the general public, and especially from the pilgrims themselves. In 2006 we received official recognition for our work for the Way of St. James from the Asociación de Amigos del Camino de Tierra Estella (Association of Friends of the Way, Estella Chapter), and in 2010 the Government of Navarra awarded us the second prize in their 2nd Quality Award for Social Services in Navarra.

People with mental disabilities have a lot to offer and, most of all, a great wish to take part in a Project voluntarily. Without doubt, for this to happen good organisation is necessary, in order to allot the required resources and support. Over the years we have seen how the hospitallers (the people with mental disabilities) carry out the important work of serving the pilgrims. This has given them the opportunity to pay back the voluntary help which they themselves have received, and in this way they have become service-givers rather than just service-receivers. This change of role has implied an important feeling of satisfaction as well as an important social acknowledgement, not to mention the fact that, as volunteers, they have assumed a commitment and a responsibility.

Voluntary work is a unique opportunity for participation as it implies commitment and a clear objective of social reform. Every citizen has the right to participate in society, to both enjoy it and to take decisions, searching for and putting into practice solutions to its problems.
In order for this project to work, the role of the support hospitaller, also a volunteer, is very important indeed. Apart from taking on the duties at the hostel of hospitaller, they are also responsible for facilitating the success of the project as experienced by the voluntary people with mental disabilities. They are aware that the protagonists are the people with mental disabilities and that they are there to help them where necessary, whilst encouraging respect and team-work.

Our commitment to continual improvement and the control and monitoring of all the processes have a direct result on the outcome of our actions and the successes we attain. The keys to developing and maintaining the constant dynamism of this project are a good system of management, and good coordination, evaluation and monitoring indicators and targets. The agents themselves have to participate in each and every one of these processes; that is to say, the volunteers, both the people with and without mental disabilities, who are able to give feedback on their own volunteer activities.

What is more, in this hostel there are several key aspects which contribute great value and without which this project would not have been possible:

• The enthusiasm and motivation of the people with mental disabilities who, year after year, celebrate the opening of the hostel as one of the most important annual events. Naturally, they know and understand that the hostel belongs to them and they therefore open its doors with the satisfaction and pride of the perfect host.

• The perseverance, commitment, solidarity and proximity of all the support volunteers who collaborate on the project.

• The pilgrims who come to stay at our hostel, sometimes by chance and others knowingly, looking for the warm, pleasant atmosphere of a clean, uncrowded hostel. These pilgrims who give us their time and spend a leisurely moment with us take away such good memories that perhaps they do not realise how many good memories they also leave with us.

Ainhoa Ezquerro
Head of ANFAS NAVARRA-Estella Chapter
www.anfasnavarra.org

DISABILITY, SUSTAINABILITY AND GREEN EMPLOYMENT
Grupo Aspanias set up a plant to recycle used cooking oil

Grupo Aspanias (Burgos) setting up a plant to recycle used cooking oil through its Special Employment Centre (SEC) responds to its interest in diversifying the group’s business line to incorporate a Green Employment Line, which we are convinced will continue to grow in importance over the coming years

The idea arose at the end of 2008 and took shape the following year. This was thanks, to a great degree, to the work carried out together with ECODIS (a group of 15 SECs and FEAPS in Castilla y León dedicated to the collection, transport and handling of used vegetable oil) and DO2 SOSTENIBLE (a nationwide social enterprise dealing mainly with promoting sustainable development, green employment and labour integration of people with disabilities).

In 2009, on the back of this initiative, 15 workers from the Aspanias SEC received training in Handling Urban Waste, leading to their being awarded Professional Certification.

A new business line began in February 2010 which operates on two fronts. On the one hand, cooking oil used by hotels, restaurants and catering firms (Aceite HORECA) is collected, under agreements signed with companies in the sector. The other front is the collection of domestic used cooking oil (Aceite HOGAR). In this case, agreements have been signed with town halls and neighbourhood associations allowing for the installation of containers in each municipality so that inhabitants can easily recycle the oil used at home for cooking. These containers are normally located next to the rest of the recycling bins collecting cardboard, plastic and glass.

In both cases, the workers from the Aspanias SEC are responsible for the periodic collection of oil deposited in the orange coloured containers.

In the case of domestic oil (Aceite HOGAR), we have set up a storage system using conventional plastic bottles (used) which are then deposited (closed) in the orange containers. In order to publicise and facilitate recycling (and to get over people’s temptation to pour used cooking oil or oil from tinned foods down the drain) we carried out various sensitizing campaigns consisting of holding public information talks, and distributing leaflets and funnel-shaped bottle-tops which screw on to plastic bottles. This system of funnel-shaped bottle-tops has helped us to contribute to an easier, cleaner and more comfortable recycling programme.

At the beginning of 2011 we set up the Used Vegetable Oil Treatment Plant (in the Villariezo Industrial Estate, Burgos) which has a crushing line for processing the bottles whilst automatically separating the plastic from the oil. The plant also has a deposit where the oil drums are emptied, and cascade and settling filtration systems, by means of which the oil is adequately recycled for its reconversion and reuse as biodiesel.

Both the design and technology used in the treatment plant are innovative in the treatment of oil, focusing as they do on the ergonomics and ease of use of the machinery for the operators, and also because the plant guarantees the maximum quality of the treated oil which will subsequently be used in the production of biodiesel.

The plant receives oil collected directly by the employees of the Aspanias SEC, other collaborators from the ECODIS network (Castilla y León), including oil from outlying autonomous communities. In 2011 we treated 113,060 kilos of oil, 45% of which came from other collaborators. In 2012 we aim to exceed the 270,000 kilo mark.

The keys to the success of this activity are technology, marketing, the collaboration with town halls and neighbourhood associations and the gradual sensitizing of the population to the idea of recycling cooking oil.

Currently, 6 employees (4 with mental disabilities) carry out the tasks of oil collection, transport and treatment. Our business plan includes contracting a further 2 people in 2012, and progressively continuing to grow.

The Grupo Aspanias, which manages the SEC, is convinced that setting up this business offers added value to society at large, by collaborating in the reuse of domestic waste for the production of an ecological fuel, and by including the social and employment aspect of the project. In addition, this network collaboration and the dissemination of our initiative is contributing to raising society’s awareness of the need to recycle this type of domestic waste in the same way as we are already used to treating plastic, cardboard and glass.

Delma Vicario
Department of Communication, Aspanias
José Alberto Martínez
Head of the Aspanias Used Vegetable Oil Treatment Plant www.www.aspaniasburgos.org

Adapted and open-air leisure, training and free-time activities

Leisure is a priority as part of any personal training and development programme. This was the premise behind the Atades Huesca Holiday Village. It is a centre designed to satisfy the demand for holiday accommodation for people with disabilities, where the range of leisure, training and free-time activities is adapted to their needs. The Holiday Village is part of the Ignacio Claver Residential and Occupational Centre. Our centre has a transversal approach to integrating people with mental disabilities, where the Centre’s guests collaborate in the day-to-day up-keep of the installations, as part of their training and labour insertion programme.

The centre is located in Martillué, half-way between Jaca and Sabiñanigo, in privileged surroundings which are rich in natural, sporting and tourist resources, encouraging open-air activities as well as all of those organized by the centre itself. The Centre accommodation consists of 50 places divided between 8 chalets for 5 or 6 people. The centre is adapted for use by people with reduced mobility and has up-to-date technology for attending to people with mental disabilities or behavioral disorders. Apart from the chalets the centre also has the Dining Block housing the kitchens and laundry, a spacious Lounge for a wide range of activities, marquees for open-air activities and our newly-inaugurated Farm School. All of these facilities allow guests to enjoy nature activities and workshops, sports, cultural visits and a variety of stimulating, entertaining leisure activities both inside and outside the centre.

Building began in 2004 and was completed in 2008, but the idea took off after a market-research study done in Atades Huesca in 2001 which highlighted the lack of adapted holiday destinations, and led to a viability study into the possibilities of success for a project of this nature. After this first phase the building work began with the infrastructure and design of the services and activities the centre was to provide.

The guests at Atades Huesca were the first to try out the accommodation during a series of trial stays. Thanks to this early pilot scheme the centre was able to improve on some of its accesses and facilities. These first stays also served to boost the activities most popular amongst guests, and to alter the focus of the less popular ones.

The Atades Huesca Holiday Village have hosted 400 guests with mental disabilities and over the 2009 to 2011 holiday periods groups from different centres in Atades Huesca have holidayed there.
In the summer of 2011, encouraged by the positive results, the centre opened up its offer to include year-round accommodation and activities for all kinds of local, national or international organisation working with people with disabilities. To date, the centre has hosted 184 people from 11 nation-wide organisations, and is processing reservations for the 2012 summer and winter seasons.

There have been many factors influencing the success of our project. From the start the initiative was supported by sound planning and design, as well as the viability and market-research studies which afforded us much valuable information to help set us going. Another plus point has been the phase-by-phase execution of the project. This was an ambitious project which has gone through constant improvements and expansion but which always maintained its priorities. Today the centre is perfectly equipped to attend to 50 people, with new infrastructures planned which will widen the current offer of adapted leisure activities: a go-kart track, a pine-forest adventure park, sports tracks, a heated swimming-pool, etc.

The strategic location of the centre is another of its key features as it permits our guests to enjoy direct contact with the nature of the Pyrenees.

All of our successes have been achieved after overcoming a series of difficulties, the first, most important and most time-consuming of which, apart from the red tape, was the search for funding to finance the project. The solution was to carry out the project phase-by-phase which allowed us, and allows us, to progress gradually with the project as funding is made available.

Another difficulty was the make-up of the programme of activities, as complications arose when forming groups with similar needs, where each person requires individualised attention according to their abilities. This barrier was resolved by programming a wide, versatile range of activities and by having a staff of qualified, personnel, experienced in working with people with disabilities. In addition we also programme parallel activities so that no guest is left without something to do.

This project has a two-pronged objective, on the one hand that of working on improving the quality of life for people with disabilities by offering a centre whose facilities are specially adapted so that they and their families can enjoy their holidays without limitations; and on the other hand by eventually creating a Special Employment Centre where the majority of the staff are also the users of the existing Occupational Centre.

In this way we hope to extend the labour field open to people with mental disabilities to include catering, accommodation, leisure and free-time activities, cultural and environmental education, open-air activities and much more.

Laura Rodriguez Rey
Head of the Holiday Village
www.atadeshuesca.org

BBKBilbaoGoodHostel offers young people, families and groups quality accommodation at a good price. Our accessible installations, providing an attractive range of services, are especially adapted for people with reduced mobility.

The hostel has 104 beds distributed among 16 rooms for 2, 4, 6, 8 and 10 people. Facilities include a car park, a launderette, free WiFi and Internet access, terraces, a multi-purpose room, two recreation rooms, a cafeteria and a hostellers’ kitchen. Room prices, some with en-suite bathrooms, range from 17.50€ to 22.50€ (including breakfast and VAT). Booking for the Easter holidays is already open at www.bbkbilbaogoodhostel.com

Since this project has been developed jointly by the BBK and the social economy company Lantegi Batuak, the BBKBilbaoGoodHostel aims not only to become a European reference for adapted tourism, but also to promote social inclusion and employment for people with disabilities in the tourism and hotel industry.

Accommodation Services:

• 24 hour Reception
• Breakfast included
• Electronic room-keys
• Individual security lockers in every room
• Hostellers’ kitchen with microwave and fridge
• Launderette (washing machine, tumble drier, ironing board and iron)
• Recreation rooms: TV, DVD, multi-media library
• Internet zone with free computer use
• Free WiFi throughout the building
• Terraces
• Hair-dryers in every bathroom
• Nappy-changing facilities on every floor
• Towel rental
• Cot rental
• Rental of multi-purpose room
• Car park with spaces adapted for people with reduced mobility and bike parking.
• Luggage room (Free for groups)

Catering Services:

• Lunches / dinners for group booking
• Take-away picnic menus
• Cafeteria: coffee, tea, soft drinks
• Coffee corner: common area with vending machines

Accessible to All:

• Rooms
• Adapted bathrooms
• Common areas
• Bar/cafeteria
• Raised and Braille signage on walls and floors
• Illuminated emergency signage
• Technical help

Information and Bookings:
www.bbkbilbaogoodhostel.com
info@bbkbilbaogoodhostel.com
BBKBilbaoGoodHostel
Avenida Miraflores 16
4804 Bilbao (Bolueta metro stn.)
Phone (0034) 94 4597759
Fax (0034) 94 4116902

BBKBilbaoGoodHostel is situated in premises ceded by the social welfare department of the BBK Kutxabank and will generate employment for twelve people with disabilities. This project has supposed an investment of three million euros, 1.6 of which come from the BBK Solidarioa social fund.

Noticias relacionadas:

• BBKBilbaoGoodHostel será el primer albergue juvenil urbano de Europa gestionado por personas con discapacidad

Adding insights

The amadip.esment “Centre d’Inserció Sociolaboral” in Palmanova opened its doors 2 years ago with the aim of assisting people with disabilities in the town of Calvià. Since then it has offered its services to some 90 people, giving support and fostering access to occupations, training and employment. The Centre revolves around its café-restaurant; this is an area where the hospitality sector predominates. Due to this fact, along with over 10 years experience of running our own restaurant in Palma, we decided to specialise in this field.

amadip.esment has been collaborating with the town of Calvià since 2004, specifically supporting the social inclusion and employment of people with disabilities. We offer evaluation services, in-school counselling and supported employment. What we lacked were the physical premises to enable us to complete the list with a special employment centre offering employment services and an occupational workshop. In 2007 we set up a joint project with Calvià Town Hall who ceded us land to build the centre which would allow us to bring together all of these services for the town’s inhabitants. The Govern de les Illes Balears also collaborated by financing an important part of the Project.

The Centre d’Inserció Sociolaboral has permitted us to respond to new social needs with a diverse offer of services and support. People have differing necessities and we want to help. Our Centre is an open, integrated space at the heart of our community, whose aim is to give help and social visibility to the work done by people with disabilities.
Adding insights. We have amalgamated social and business needs, demonstrating that doing things well socially means doing good business by efficiently and responsibly managing our resources. In our restaurant we offer simple, seasonal fare, adapting Mediterranean cuisine and influences of other gastronomic cultures to today’s tastes.

Pride of place in our dishes is shared between the ecological, homemade products from our farm, Finca Weyler, and locally sources products. Our commitment is to do things well, at a price to suit most pockets.

Our success with a family-based clientele has opened other doors, including workshops, private parties and events.

The difficulties we have, on a commercial level, are due to the fact that we opened at a time of economic difficulties. People are spending less in cafés and restaurants. In spite of this, we offer very good value for money and we work to keep it affordable. Our offer to customers centres on catering and hospitality, although the advantage of specializing can also be a disadvantage when wanting to respond to those people who, for one reason or another, are not interested in the sector. To compensate for this, our centre in Palma offers other activities. In the future there will be a group offering activities linked to the general services of the centre (cleaning, gardening, maintenance, storage, etc.)

We would like to be a centre of reference for our society. We are not only a café, or a restaurant, or a centre, but a platform for any person, organisation or business to develop their concerns with us. We want everyone to count on, learn from, enjoy, share and participate in our facilities and with our staff. These are the aims we want for our initiative and the aims which will get us over the difficulties we have today.

 
 
 
 
Guiem Porcel
Director of the Centre d’Inserció Sociolaboral
Amadip.Esment
www.amadipesment.org

Towards a more efficient organisation

In Tasubinsa we were first interested in the methodology behind Lean Manufacturing in 2007 when we saw the returns our customers were getting who had already implemented the system. It was also in response to the need to adapt to an ever more demanding market which called for better levels of productivity, greater flexibility to change, improved response times… in other words, a more efficient organisation.

This project provides support to a total of 1,294 people working in 12 production plants, covering an operative area of 13,052 m2.

In order to set up a project of this scope we drew up a four-year action plan and, following this route map, “attacked” each of the production plants in turn. As the project developed, the other sections of the company were gradually involved. This contributed to creating a shared organisation among the different departments, with each section focused on every customer, with the aim of systematically improving their corresponding “Added Value”.

LEAN methodology “attacks” wastage at any point of the Value Stream by questioning, in a critical but constructive way, every aspect of the operations, tasks, departments, functions and even the professionals themselves.

In accordance with the deployment plan, and by means of a total of 79 processes, 8 of our plants have already carried out their “Lean Self-diagnosis”: Tudela 11, Beriain 6, Tafalla 13, Noain 11, Burlada 7, Orkoien 6, San Adrian 14 and Villatuerta 11.
 
 
By implementing “Lean Manufacturing”, Tasubinsa has challenged their entire production process by analyzing improvements in added value, always with the customers’ needs in mind.

The principle behind this analysis has enabled us to identify wastage, and once pinpointed, the methodology has allowed us to measure and study this wastage and to generate a plan of corrective actions and, in addition, a true calculation of associated savings.

Currently, the situation at Tasubinsa with the Lean Project is the following: an important proportion of square metres and people/hours have been freed up, leading to diversification in billing due to the appearance of new customers and, as such, an improvement in the Company’s “starting value”.

There are three key conditions for the success of the Project:

•A “person responsible for managing the factory” who is strong-willed and motivated – and who has become the “project owner” with “prime responsibility” for the results.

•A global and plant-by-plant vision of the feasibility of the savings made, and the positive impact these on the “social sector”.

•Apt, trained and experienced people who will ultimately become “project multipliers”. The methodology is based on people’s abilities and the responsibility they show in analysing day-to-day operations.

•Having a critical attitude / Identifying needs / Proposing actions

The main difficulty we have come up against has been the “huge economic cost of the project”, including training in the methodology and its subsequent integration into the work methods of our experts, and the investment necessary to substitute obsolete assembly lines with “U Cells”. In addition, it has been necessary to modify our warehousing and to provide internal logistics for specific tractors and trucks.

The future of the project:

1.Boosting the competitiveness of all “Operations”. Time-saving will ensure users benefit from an improved service and new operations will be integrated gradually as space is freed up by reducing existing operations.

2. Developing individuals’ skills through personalised support and work.

3. Increasing the tangible value of second-line personnel through acquisition of new knowledge and techniques.

 
 
 
 
José Pérez Plano
General Manager
TASUBINSA
]]> 0 http://www.lantegi.com/eng/shared-innovations/social-organisations/sharing-know-how/innovation/systemising-innovation/ http://www.lantegi.com/eng/shared-innovations/social-organisations/sharing-know-how/innovation/systemising-innovation/#comments Tue, 31 Jan 2012 17:46:55 +0000 lantegi http://www.lantegi.com/eng/?p=2979

Description

Person responsible: Blanca Alarcia
Contact details: berrik@lantegi.com

Altogether, we have received 17 artworks, 10 for decorating the annexed wall and 7 for the hostel’s entrance hall.

Last Monday February 13th the jury, composed of various agents involved in the development of BBKBilbaoGoodHostel, met.

Finally, the artwork winner for decorating the annexed wall is “Fotografiando la ciudad” (Photographing the City), created by Irune Izquierdo Ereño and Laura López Torres.
Congratulations to the winners!

The prize for the decoration of the entrance was not awarded, because none of the received artworks were considered appropriate according to the criteria of artistic quality, originality and suitability of the artworks to the requirements set forth in the rules. Now we have to decide internally how to decorate this innner space.

Thanks a lot to all the people who help this kind of projects come true!

The consultancy for Social Business Innovation, Sinnple, the Basque Innovation Agency, Innobasque, and the Basque Country’s Electronics, Computer and Telecommunications Cluster, Gaia, have developed a joint Project over the last 8 months named “Radar-IS” (SI-Radar). The project aims to provide Basque businesses with a model to define, manage and measure their innovation strategies from 2012 onwards.
This model of parameters (Radar) for Social business Innovation permits diagnoses of businesses’ strategies in matters of innovation and social responsibility and, at the same time, it facilitates the path to sustainable competitiveness.

Bearing in mind this last objective, a specific questionnaire has been drawn up and, channeled by Gaia and Innobasque, has been distributed among over 150 Basque companies, including Lantegi Batuak. Once complied, the findings were analysed and contrasted by means of in-depth interviews and workshops with the most representative of the companies participating in the study.

The following entities took part with us in validating the model made up from the results of this analysis: Ibarmia, Euskaltel, Alkorta Forging, Compañía del Tranvía de San Sebastián, Tubacex, Grupo Arteche, Engranajes Juaristi, Telefónica, Xupera, Emaús Bidasoa, Grupo SSI SCoop, Caja Laboral, Hispavista, ZF Lemforder, Addos Consulting, Sinnple Consultores e Innovación Social, Mondragon Sistemas MSI, Zeuxa Solutions and Ipartek Servicios Informáticos.

This model of parameters (Radar) for social business innovation is expected to be introduced by 2012 into companies in various sectors in our area.