In this MOOC, we feature entrepreneurs of change who are on course to becoming economically viable. In our view this is one of the three essential elements that define an entrepreneur of change. We will see that they portray this notion of economic sustainability in slightly different ways. Again, in the following videos, try to spot the different ways of understanding the subject of economic sustainability, distinguishing between social entrepreneurs and social
intrapreneurs. One tip: pay attention to the projects' legal status and their sources of revenue. So Sport dans la Ville is an association set up in 1998 to help the very youngest join the workforce through sport. The idea is to offer young people from neighbourhoods-- a policy of the city-- from Greater Lyon, a place for discussion and debate around sport, but also to support them in the long term to help them get into work. So Sport dans la Ville is a certified community association or "RUP", set up in 98, which now supports 3,500 young people at 25 grounds located throughout the Greater Lyon region. Among all of the people in France with a disability, many have these disabilities as the result of an incident during their lives, and such disabilities impact on work when these people do not have the academic background needed to make a fresh start in life. So I set up Handishare, which provides an opportunity for these people to improve their skills, employing them on permanent contracts in a capacity of providing support to companies in IT, telephony and digitisation. We sell these services to companies and more than 80 per cent of our business is based on revenue that we bring in and 20 per cent on State aid, because we are a government-approved disability-equipped workplace. The Vitamine T group is a large social enterprise, mainly established in Nord-Pas-de-Calais, whose main impact is to enable men and women who are excluded from the workplace and who are experiencing severe personal difficulties, through the entrepreneurial model that we adopt, to get support, training and work 85% of our economic model therefore relies on selling services in the competitive marketplace, and our company is similar to any economic agent from that point of view. And 15% from public unemployment aid which allows us to improve the coaching and social support for these men and women, of whom there are now almost 3,000 in my group. Sparknews is a social enterprise that was set up in 2012 by Christian de Boisredon, and so it takes as its starting point the following observation: there are a huge number of solutions around the world that people are unaware of, and actually the more people know about these solutions, the more easily they will spread, inspire people, [so that] other people can join the project, create partnerships with other institutions. And so we really want to give exposure to these projects, actually by using conventional media which are a fantastic means of spreading the word about all these solutions. This is actually why we set up Impact Journalism Day and are gathering the major media around this editorial event and on that same day they will share a large number of solutions with more than 100 million people-- this year-- and so in each country they will have a different supplement on these
solutions. And with the aim of really spreading the word about the social entrepreneur to the average reader. So it was truly conceived of as a company. In other words, we have a business model that was drawn up just over a year ago, we have long-term partnerships with companies, we regularly sell market analysis services, we have commercial offerings that are now well off the ground, and it is really the wish of both Christian And the team to be a company because, well, we also want to change corporate mindsets through social entrepreneurship. So this definition, this portrait of social intrapreneurship, well, I recognise myself in that definition because I have led a career as a salesperson, or rather a marketeer, in various major... in another major company, at Michelin before moving to Renault. And 3 years ago now, I decided to join the company's social responsibility division where I was involved in putting together this social entrepreneurship
programme, the Mobilise programme-- that's its name at Renault-- which is a programme designed to provide those in dire straights, people facing financial and social difficulties, who therefore have trouble finding work, with mobility solutions, but with a business mindset, at least with a desire not to make a profit or loss but still to be in a corporate, a business type system. So we started the programme in 2011 and it was officially announced in 2012. And since then, well, we have been developing is structure, it is
based around 3 components. One component of... an economic partnership, and a very close partnership, with HEC-- so academic. We also decided to set up community garages and then finally an investment fund called Mobilise Invest and we invest in socially oriented projects, projects with a social impact centring on mobility. And then a few months ago now we started a very promising focus group around mobility for people at the bottom of the pyramid in emerging nations, drawing on the example of India.
