Yearly Archives / 2019

The Conversation: B Corp certification won’t guarantee companies really care for people, planet and profit

svobodavpraci, CC BY-SA

Michael O’Regan, Bournemouth University

Weeks after the collapse of his restaurant group and the loss of 1,000 jobs, celebrity chef Jamie Oliver announced that he was creating an “ethical” B Corporation or “B Corp”, a sort of company certification designed to show its holder gives equal weight to people, planet and profit. While it has loosely the same aim as the “triple bottom line” of the social enterprise model, B Corp certification is available to for-profit companies that apply to B Lab, a non-global profit organisation, and pay for it.

B Lab was founded in 2006 by Stanford University alumni and businessmen Jay Coen Gilbert and Bart Houlahan, and former investment banker and Stanford colleague, Andrew Kassoy. There are now more than 2,900 certified B Corps in more than 60 countries, cutting across industries and sectors. Through extensive lobbying and promotion it has expanded worldwide through new local offices. With the number of B Corps opening under the organisation’s UK arm growing at 14% a year, is this really a new way of doing business?

People, planet and profit

On the face of it, the certification should indicate a company’s environmental performance, employee relationships, diversity, involvement in the local community, and the impact a company’s product or service has on those it serves. This in turn can attract staff and consumers seeking socially responsible businesses, boost an established public company’s stock price, and help investors find companies that balance profit and purpose.

In the B Lab certification process, a businesses must sign a “Declaration of Interdependence”, committing it to using “business as a force for good.” The company must modify its governing bylaws to allow directors to “consider stakeholders besides shareholders in company decision-making”. Companies must also disclose information on “any sensitive practices, fines, and sanctions related to the company or its partners”. Certification is done chiefly over the phone, with around 10% selected for more in-depth review. Companies must re-certify every three years.

While B Corp claims that certification balances the interests of shareholders with the interests of workers, customers, communities and the environment, B Corp standards are not legally enforceable. Neither the board nor the corporation are liable for damages if a company fails to meet them. Even the changes in company bylaws remain secret. A business can fill out the initial B Corp Impact Assessment in a few hours, and complete the certification process in between four and eight weeks, finally paying a certification fee of between US$500 and US$50,000, depending on revenue.

B Corp certification is available to any for-profit business around the globe as long as it’s been operating for at least 12 months. Certification is initially self-assessed, and doesn’t override the profit-driven focus of the company.

A cash-generating machine?

B Lab has raised over US$32m since launch, and receives much of its funding from major foundations and organisations such as Prudential, Deloitte LLP, the Rockefeller Foundation, and even the US Agency for International Development. In 2017 it received about US$6m in certification fees, and US$5.6m in donations. Its board members primarily come from the business sector, with B Lab paying US$6m in salaries and compensation in 2017.

In the face of this highly cash-generative activity, B Lab’s rhetoric (“lead a movement”) fails to spell out compelling reasons for certification. B Lab claims that traditional corporations cannot be socially responsible, because they open themselves to liability for not following shareholders interests. But there is no law that explicitly requires directors of businesses to maximise shareholder revenue to the exclusion of all other corporate objectives. European (EU Directive 2014/95/EU) and UK law already push companies to practice sustainability reporting, and British firms have always had the flexibility to amend their articles of association with shareholder consent to reflect their social responsibilities. Pharmaceutical company Novo Nordisk, for example, changed its Articles of Association to state that it “strives to conduct its activities in a financially, environmentally and socially responsible way”.

So while B Lab speaks of seeking to meet the “highest standards of verified social and environmental performance, public transparency, and legal accountability to balance profit and purpose” it has nevertheless certified companies allegedly involved in tax avoidance, those producing cannabis-related products, for-profit college education companies, corporations working in the prison sector, and those allegedly involved in union busting.

What value does it add?

My research into one of the earliest certified B Corps, CouchSurfing.com, shows how certification can be used to pacify angry consumers and attract investors. Certified companies can simply walk away if they feel being a B Corp no longer suits their profit-making aims or strategy, or if it threatens short-term shareholder profitability. The online marketplace Etsy is one that walked away, while others dropped certification after being bought out by larger companies that had other plans.

There is no directory of former B Corporations that dropped certification or had it removed. The closed nature of a private certifying body that sets and regulates its own standards is problematic, even if well intentioned, and especially so if it seeks to control the process by which certified businesses are held accountable. Certified corporations are as accountable to B Lab as they are to their stakeholders. The lack of full transparency and rigorous vetting in the face of its aggressive expansion indicates that B Lab’s certification should not be seen as a reliable method for certifying corporations to some standard, from the perspective of either the general public, investors or regulators.

Which isn’t to say that the efforts haven’t been worthwhile. B Lab could re-focus and promote new global benchmarks and corporate structures such as low-profit limited liability companies (L3Cs) in the US, or community interest companies (CICs) and multi-stakeholder co‑operatives in the UK. Rather than striving to become a political-economic actor spending millions on creating and marketing a private company certification offering brand building and expensive workshops, B Lab might consider whether its market-driven certification offers solutions to market-produced problems.

Jamie Oliver is largely transparent in his business values and commitment to social responsibility. He would be better to say “goodbye and big love as ever” to B Lab as he did in his goodbye letter to staff, and focus instead on working with co-operatives, worker and community-owned businesses, and other non-profits that are building a new economy now – without the need to buy a certificate.The Conversation

Michael O’Regan, Senior Lecturer in Events & Leisure, Bournemouth University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Media industries haemorrhage experience

Richard Wallis writes:

A new study of Media Production graduates’ long-term career trajectories exposes industry’s high levels of wastage.

Like consumable goods that come labelled with a ‘best before’ date, it seems that media careers may also come with a limited shelf-life. Research published this week suggests that media industries have a problem with long-term retention. The study is one of a series we have undertaken to investigate the career trajectories of our students. The more that we understand about their post-BU working lives, the better we can prepare them for the world of work, and the more effectively we can be the critical friend providing much-needed thought-leadership for industry.

The study took as its focus the BA Media Production (BAMP) ‘Class of ‘95’: the cohort of Media Production students who arrived at Bournemouth at the point at which the institution received its university status. These BU first-generation graduates are now in mid-career, and their working lives have spanned a period of unprecedented upheaval within the industries that they aspired to work in. The study has exposed a feature of media work that has wider implications for the way media industries operate.

We have long known that media work is not for the faint-of-heart, and that the transition from University into work can be extremely challenging. Many previous studies (including our own) have attempted to examine some of the difficulties graduates face, particularly during the early stages of their careers. In this study we set out to understand the way in which the demands of media work are experienced through the prism of age, and life stage. We were able to interview a sample of 28 of these graduates: just over one third of the ’95 cohort.

What we learned surprised us. We had thought that the major challenges of media work were those experienced in early career. What we found caused us to question this presumption. Although we confirmed much of what previous studies have highlighted about early careers, sustaining the relentless pressures of such work over the longer-term transpired to be just as significant a problem. Many of our contributors talked fondly, and sometimes passionately, about work they had found to be enormously rewarding, but this ‘labour of love’ had become increasingly difficult to sustain over time. The rate of attrition by mid-career is striking. This presents an important challenge to the media industries. Whilst they become increasingly reliant on well-educated, highly motivated neophytes who are inexpensive, willing, and able to be flexible and self-exploiting, they are heamorrhaging experience, honed skills, and organizational memory. This is a development that, ultimately, cannot be for the good of the individual worker, the media organisations in which they work, or the Creative Industries as a sector.

 

See: Wallis, R., van Raalte, C. and Allegrini, S. (2019) The ‘shelf-life’ of a media career: a study of the long-term career narratives of media graduates. Creative Industries Journal https://doi.org/10.1080/17510694.2019.1664099

Doctoral and Advanced NIHR Fellowship Awards are now open for applications

The Doctoral and Advanced NIHR Fellowship Awards are now open to support individuals to undertake exciting and impactful research on their trajectory to becoming future leaders.

Now with increased flexibility and options to include clinical time, they support people at various points of their development from initial pre-doctoral training to senior post-doctoral research.

The NIHR has also partnered with seven charities to offer jointly-funded Partnership Fellowships at Doctoral and Advanced (post-doctoral) levels to utilise the strengths and expertise of both partners.

What do the Doctoral and Advanced Fellowships offer?

Round 3 Doctoral Fellowship – application deadline 1pm, 17 December 2019

The NIHR Doctoral Fellowship is a three year full-time award that supports individuals from all professional backgrounds to undertake a PhD in an area of NIHR research. This Fellowship may be taken up on a part-time basis between 50-100% whole time equivalent (WTE).

Clinical applicants can include up to 20% clinical time as part of the Fellowship.

Need help with your application? Find out tips from Professor Gary Frost, Chair of the NIHR Doctoral Fellowship Selection Committee.

Find out more

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Round 3 Advanced Fellowship – application deadline 1pm, 3 December 2019

The NIHR Advanced Fellowship is for those at post-doctoral level and aimed at several specific points of a researcher’s career development. It is between 2 and 5 years and can be completed on a full or part-time basis (between 50-100% WTE).

They are also available with a ‘clinical academic’ option where clinical applicants can request up to 40% of their time be dedicated to clinical service/development, which would be covered by the award.

Find out what makes an excellent Advanced Fellowship application from Professor Jayne Parry, Chair of the NIHR Advanced Fellowship Selection Committee.

Find out more

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NIHR-Charity Partnership Fellowships

Last year the NIHR Academy announced it would partner with leading UK medical research charities for the first-time, to offer jointly funded NIHR-Charity Partnership Fellowships at both Doctoral and Advanced (post-doctoral) level.

The aim, as part of the newly restructured NIHR Fellowships programme is to harness the strengths and expertise of both partners by adding value and quality in order to make the greatest impact.

Jointly funded NIHR Charity Partnership Fellowships enable researchers to:

  • Be part of an active and supportive research community; maintaining and building a relationship with both the NIHR and charity partner.
  • Engage with and receive valuable input from patient groups, making the most of the patient engagement/involvement opportunities available.
  • Gain greater research exposure through a variety of media and communication channels.
  • Potential events/conferences/networking opportunities available from the NIHR Academy and charity partner.

Please note that Doctoral and Advanced Fellowships now have two rounds per annum that open in April and October.

 

And don’t forget, your local branch of the NIHR RDS (Research Design Service) is based within the BU Clinical Research Unit (BUCRU) on the 5th floor of Royal London House. Feel free to pop in and see us, call us on 61939 or send us an email.

ACORN Funding Workshop for Early Career Researchers

The current round of ACORN funding is open, and the closing date for applications is 30th October. For those considering applying, this workshop is for you!

Monday 21st October   15:00 – 17:00 at the Talbot Campus in the CREATE Lecture Theatre (Fusion)

The ACORN fund is internal to BU and is aimed at giving Early Career Researchers an opportunity to hone both application and project management skills and an opportunity to receive constructive feedback from the funding panel members. Details of the scheme are available in the Acorn Fund Policy and there is a separate ACORN Fund application form.

If you would like to attend the ACORN workshop, please email acorn@bournemouth.ac.uk.

BU Bridging Fund

In summer 2015, we launched the BU Bridging Fund Scheme which aims to provide additional stability to fixed-term researchers who often rely on short-term contracts usually linked to external funding. This situation may impact on continuity of employment and job security and can result in a costly loss of researcher talent for the institution.

The Scheme aims to mitigate these circumstances by redeploying the researcher where possible, or where feasible, by providing ‘bridging funding’ for the continuation of employment for a short-term (maximum three months and up to six months, in exceptional circumstances) between research grants. It is intended to permit the temporary employment, in certain circumstances, of researchers between fixed-term contracts at BU, for whom no other source of funding is available, in order to:

(a) encourage the retention of experienced and skilled staff, and sustain research teams and expertise;

(b) avoid the break in employment and career which might otherwise be faced by such staff;

(c) maximise the opportunity for such staff to produce high-quality outputs and/or research impact at the end of funded contracts/grants.

The Scheme was updated in 2019 to:

  1. Increase the potential bridging period to a maximum of six months in exceptional cases (from the max of three months as it is currently).
  2. Update the application criteria so that applications will only be considered when one of the following conditions has been met at the point of application:
      1. Sufficient external funding has been secured to retain the researcher but there is an unavoidable gap (usually up to three months, but up to six months can be considered) between funding.
      2. The researcher is named on a submitted application for research funding and the decision is pending with an outcome expected before the end of the bridging period.

To find out more about the scheme, including how to apply for bridging funding, see the scheme guidelines.

The Bridging Fund Scheme is an action from our Athena SWAN action plan (which aims to create a more gender inclusive culture at BU) and our EC HR Excellence in Research Award (which aims to increase BU’s alignment with the national Concordat to Support the Career Development of Researchers).

ADRC wins the Nutrition Resource of the Year at the 2019 Complete Nutrition Awards

The Nutrition Resource of the Year is made up of four resources called Nutrition and Dementia Care: A toolkit for health and care staff. The toolkit is to provide freely available resources to deliver person-centred nutritional care in the area of dementia. The toolkit has been used all over the UK and overseas, as far afield as Australia and is the WINNER of the 2019 CN Award for Nutrition Resource of the Year!

Both Professor Jane Murphy and Gill Hooper represented the team by attending the 2019 CN Award ceremony last Thursday 29th September in London.

In the photo: Gill Hooper (Research Assistant) and Professor Jane Murphy (Professor of Nutrition and Co-Director of ADRC)

The team that produced the toolkit includes Professor Jane Murphy, Gill Hooper (linked with the Greater Manchester Nutrition and Hydration programme), Dr Joanne Holmes and Caroline Jones.

 

In the photo: Caroline Jones, Dr Joanne Holmes and Professor Jane Murphy

 

 

 

 

 

 

The toolkit comprises:

  1. Eating and Drinking Well: Supporting People Living with Dementia workbook
  2. Eating and Drinking Well Training Video
  3. Eating and Drinking Well Nutrition leaflet
  4. Eating and Drinking Well with Dementia: A Guide for Care Staff

It is available to download for free on our specific ADRC training page, please visit: https://www.bournemouth.ac.uk/research/centres-institutes/ageing-dementia-research-centre/eating-drinking-well-dementia-toolkit.

Just launched!

We have just launched our new Eating and Drinking Well with Dementia: A Guide for Family Carers and Friends which will be available to download from the ADRC training page soon.

 Please visit our training page and spread the word of our training resources.

 

 

The CN Awards* provide the chance for all readers, advertisers and contributors of CN
Magazines to come together to recognise the achievements of those whose great work
has made a significant difference within the nutrition industry – whether an individual,
group or organisation. For further information about the CN Awards, visit: nutrition2me.com/cn-awards

*The annual CN Awards were launched in 2010 by Complete Media & Marketing Ltd. (CM2) – the publishers of Complete Nutrition (CN)
Magazines. CM2 do not endorse any particular individual’s, group’s, organisation’s or company’s products, services, resources, views or
opinions. For further details on the CN Awards, visit: nutrition2me.com/cn-awards

RKEDF – Good Clinical Practice ‘Lite’

On Tuesday 15th October, RDS are running a 2 hour workshop on the standards of Good Clinical Practice. If you’re running your own clinical research, or are planning to in the future then this workshop is for you.

This workshop is designed to ensure that Researchers are equipped to conduct clinical research in accordance with the international standard.

The workshop will cover other standards and regulations, roles in clinical research, participant eligibility and data collection, safety reporting and closing down your study.

By the end of this workshop you will have an understanding about:

  • The importance of protecting the rights, safety and wellbeing of research participants
  • The importance of ensuring that research data are reliable
  • The roles and responsibilities of those involved in clinical research
  • The different stages of the clinical research pathway

If you’re interested in attending then reserve your place via Organisational Development.

Re-Orientation Events for PGRs

These re-orientation events are your opportunity to receive Faculty and Doctoral College updates for the forthcoming academic year. You’ll also hear about the updates to the 2019-20 Researcher Development Programme and a reminder of support services available to you throughout BU. You’ll be asked to consider research ethics during and towards the end of your research degree and there will be a bite-size effective researcher session appropriate to each re-orientation stage.

Pre-Major Review Re-Orientation

Tuesday 8 October – 9.30 – 1pm – Lansdowne

This re-orientation will also include a preparation session for the Major Review.

Register here.

Post-Major Review (Transfer) Re-Orientation

Tuesday 15 October – 10.00 -1.30pm – Lansdowne

This re-orientation will also include a preparation session for the Viva Voce examination.

Register here.

I look forward to seeing you at one of these bespoke sessions.

Natalie
(Reasearch Skills & Development Officer)
pgrskillsdevelopment@bournemouth.ac.uk

NEW ARTICLE The impact of online reputation on profitability

NEW ARTICLE

Abstract

Purpose

The purpose of this study is to quantify the impact of online customer reputation on financial profitability.

Design/methodology/approach

Online reputation is captured by extracting the most recurring textual themes associated with customer satisfaction and dissatisfaction, expressed within positive vs negative online guest reviews on Booking.com. Latent semantic analysis is used for textual analysis. Proxies of overall financial performance are manually constructed for the sample hotels, using financial data from the Financial Analysis Made Easy (FAME) database. Ordinary least squares is used to gauge the effect of online customer reputation on financial profitability.

Findings

Empirical findings indicate that recurring textual themes from positive online reviews (in contrast to negative reviews) exhibit a higher degree of homogeneity and consensus. The themes repeated in positive, but not in negative reviews, are found to significantly associate with hotel financial performance. Results contribute to the discussion about the measurable effect of online reputation on financial performance.

Originality/value

Contemporary quantitative methods are used to extract online reputation for a sample of UK hotels and associate this reputation with bottom-line financial profitability. The relationship between online reputation, as manifested within hotel guest reviews, and the financial performance of hotels is examined. Financial profitability is the result of revenues, reduced by the costs incurred in order to be able to offer a given level of service. Previous studies have mainly focused on basic measures of performance, i.e. revenue generation, rather than bottom-line profitability. By combining online guest reviews from travel websites (Booking.com) with financial measures of enterprise performance (FAME), this study makes a meaningful contribution to the strategic management of hotel businesses.

Keywords

QR GCRF Fund opens for applications 4th October – Deadline 11th November

The latest round of an internal competition to allocate BU’s Global Challenges Research Fund (GCRF) grant opens 4th October 2019 with deadline for applications of 11th November 2019.

Bournemouth University receives an annual block grant funding from Research England to undertake research as part of the Global Challenges Research Fund (GCRF) that is an integral part of the UK’s Official Development Assistance (ODA) commitment. At BU this funding will once again be allocated via an open competition in accordance with BU QR GCRF three-year institutional strategy. The aim is to support a diverse portfolio of research activities with the common feature that they all in some way address the challenges defined for developing countries in the UN Sustainable Development Goals (the SDGs).

Funding available:

The GCRF Panel on behalf of the University are pleased to formally announce the 2019/2020 call for GCRF funded projects with three scheme pathways available to applicants. Prospective applicants should consult extensively the BU GCRF funding call specification for guidance on eligibility, available funding and requirements.  There is funding of £216,000 available over the period 1 January 2020 to 31 July 2021 and this will be allocated across the three schemes based on merit.   Whilst all three schemes can involve any DAC-listed countries, the primary focus must be on the participation of and benefits to LDCs and LICs in South Asia and Africa.

The three schemes are:

Scheme 1: GCRF New Project Awards
It is intended to support well-defined research projects enabling BU researchers to collaborate with, and bring benefits to, DAC listed countries.

Scheme 2: GCRF Project Cluster/Network Awards
The scheme will support well-defined applications that develop GCRF research clusters/networks utilising a minimum of two GCRF recognised projects (funded through BU or external GCRF funds ) and seek to directly enhance the depth and breadth of ODA-compliant impact.

Scheme 3: GCRF Project Cluster/Network Awards

The scheme will support well-defined applications that develop GCRF research clusters/networks utilising a minimum of two GCRF recognised projects (funded through BU or external GCRF funds ) and seek to directly enhance the depth and breadth of ODA-compliant impact.

Application process

Applications are welcome from academic and research staff from any faculty or department at BU. For staff on fixed-term contracts, their existing employment contract must outlast the duration of the project. All activity must be ODA eligible and fit both the BU priority objectives and the overall aim of GCRF (indicated in the section ‘Purpose of Funding’). This call aims to fund new projects. The GCRF panel expects that, wherever possible, applications will be headed by PIs who do not hold existing GCRF grants. PIs of existing GCRF grants are eligible to apply for Scheme 2 ONLY but proposals must clearly demonstrate how it expands and innovates from the existing projects and the new distinctive impacts they intend to create.

To apply, colleagues must complete the proposal form (annex 1). The deadline for submissions is 5 pm (GMT) on 8 November 2019. Successful applicants will receive notification by 6 December 2019. Completed application forms should be sent to Rhyannan Hurst, Panel Clerk (GCRF@bournemouth.ac.uk ). A full economic costing is not necessary.

 

 

 

 

ACORN Funding – Current and Previous Award Holders

As BU Early Career Researchers apply for the current round of ACORN funding, it is timely to remember and celebrate the current and previous award holders.

If you are interested in applying for this internal funding call, please refer to the the launch blog post. The introductory session which took place on 25th September is being repeated, due to popular demand.

The ACORN Fund panel members are looking forward to reviewing the applications to this third round.