< Previous1. Learn more at gov.scot/wellbeing-economy-governments-wego. 2. See Scotland's National Performance Framework website, nationalperformance.gov.scot. 3. Watch former First Minister of Scotland Nicola Sturgeon’s TED Talk, “Why governments should prioritize well-being” at go.ted.com/ nicolasturgeon. 4. See gov.scot/groups/business-new-deal-for-business-group. 5. Scottish Government. (2022). Wellbeing Economy Toolkit: Supporting place-based economic strategy and policy development. 6. Scottish Government. (2023). The Wellbeing Economy Monitor - December 2023 update. 7. Learn more at gov.scot/policies/climate-change/just-transition. 8. Learn more at gov.scot/policies/cities-regions/community-wealth-building. 9. Learn more at gov.scot/policies/fair-and-inclusive-workplaces. 10. Scottish Government. (2022). Keeping the Promise: to our children, young people and families. 11. Learn more at gov.scot/policies/social-security/scottish-child-payment. 12. Learn more at gov.scot/policies/early-education-and-care. 13. Learn more at gov.scot/publications/scottish-attainment-challenge-local-stretch-aims-2023-24-2025-26/pages/3. are accessed and shared fairly across society. High levels of inequality and poverty are incompatible with a strong, resilient economy and society. Th erefore, achieving a Wellbeing Economy will im- prove outcomes for people and planet. What are some of the challenges you typically face in advocating for the Wellbeing Economy? One of the biggest challenges is defi ning the vision of the Wellbeing Economy so that it can be easily understood by diff erent people and the benefi ts can be recognized. We have been working in partnership with the business commu- nity 4 in Scotland to develop a clearer description of what the Wellbeing Economy means for businesses as they are crucial for our success. Change of this scale is by its nature extremely challenging, be that for large institutions and governments, small businesses, or individual citizens. Th erefore, changing how we think about problems — drawing on system theory — and recognizing the importance of place and community participation, and ultimately, changing cultural norms, are crucial. Are there any upcoming initiatives or projects related to your work/ the Wellbeing Economy you'd like to share? Th ere are so many policies to share. I would highlight our Wellbeing Economy Toolkit5 and Monitor,6 the just transition plans7 for sectors in Scotland, the place-based work relating to community wealth building,8 fair and inclusive workplaces,9 and the work with the business community as key economic policies. However, wider policies, such as Th e Promise implemen- tation plan,10 Scottish Child Payment,11 expansion of free childcare,12 education- al attainment,13 and supporting policies to reduce inequality and child poverty are all key. What can people do to help spread the word about or take action toward transitioning to the Wellbeing Economy? How can they support your mission? People should feel empowered, as they are needed to take part for any change to happen. Th ere are lots of communi- ty-led initiatives happening all over the world making real progress on building a Wellbeing Economy. International organizations and initiatives like the Wellbeing Economy Alliance (WEAll) and the Doughnut Economics Action Lab (DEAL) are doing great work at both community and national levels. Here in the UK, we also have organiza- tions like Carnegie UK and the Centre for Local Economic Strategies (CLES) which are driving action toward well- being-focused policies in both national and local governments. Th e Wellbeing Economy Governments (WEGo) are showing the infl uence of small countries working together for a common cause, but, ultimately, we can all contribute and need people to be catalysts for change. All journeys start with a fi rst step, so feel empowered to engage, question, and challenge. Th ink about changing one thing in your life or business as every action has an impact and leaves a trace. Scotland joined forces with Slovenia, Sweden, Costa Rica, New Zealand, and Australia at the fi rst meeting to establish the Wellbeing Economy Alliance (WEAll). All journeys start with a first step, so feel empowered to engage, question, and challenge. gov.scot facebook.com/TheScottishGovernment twitter.com/scotgov (@scotgov) linkedin.com/company/ thescottishgovernment instagram.com/scotgov (@scotgov) youtube.com/user/scottishgovernment (@scottishgovernment) 30 MAKE THE WORLD BETTER MAGAZINEhttps://kinshift.ca/ Your call to accountability and meaningful action towards change ELEMENTS OF TRUTH: BEFORE RECONCILIATION Online workshops starting May 2 & 9, 2024 Connect with us:kinshift.ca IndigenEYEZ is an Indigenous-led non-profit initiative whose vision is an intergenerational legacy of well-being for Indigenous peoples. Through a variety of programs and workshops, IndigenEYEZ aims to transform communities and help people draw strength from their Indigeneity. kinSHIFT, an IndigenEYEZ enterprise, supports settlers who are committed to building respectful relationships with Indigenous peoples. Proceeds from workshops go toward IndigenEYEZ training and programs for Indigenous peoples. LEARN & GROW •Build right relations with Indigenous peoples •Uncover the impacts of colonization •Reflect on social positioning & power dynamics •Deepen awareness of micro-aggressionsCanadian Purpose Economy Project Calling Canadians to engage in the purpose economy 32 MAKE THE WORLD BETTER MAGAZINES ocial purpose businesses have the power to create a better world. Unfortunately, our well- established systems often hinder would-be changemakers from taking the leap. By collaborating and educating others, we can change our economic thinking and inspire those interested in social purpose to act. We spoke with Mike Rowlands, President & CEO at Junxion Strategy and one of the Founding Champions of the Canadian Purpose Economy Project, about how the Project is uniting businesses to accelerate Canada’s transition to a purpose economy. What inspired the founders of CPEP to start advocating for the Wellbeing Economy? We’re all veterans of the last few decades’ work toward corporate social responsibility, sustain- ability, and social impact. While we all see and appreciate the vast societal gains that capitalism has delivered, we also see the deep challenges that exist under unfettered capitalism: income inequal- ities, the climate crisis, biodiversity loss, social injustices, and more. We began by exploring how we might encourage more companies to take up a social purpose as the reason they exist. A social purpose business is a company whose enduring reason for being is to create a better world. It is an engine for good, creating social benefi ts by the very act of doing business. Its growth is a positive force in society, and social purpose businesses do well by doing good. Th ere’s a strong business case for social pur- pose businesses: companies benefi t from higher customer loyalty, staff engagement and retention, and even higher rates of innovation. It wasn’t long before we started asking, “How might we develop a social purpose economy in Canada?” As in, an economy powered by the pursuit of long-term wellbeing for all, in which business, regulatory, and fi nancial systems foster an equitable, fl ourishing, resilient future. We’re inspired by the possibilities a social purpose economy might bring for all Canadians when collective wellbeing is centred. What do you consider to be your biggest success as an advocate and professional in this space? Can you share any stories of the impact your work has had that have surprised you? We have a long way to go before we meet our vision that 25% of Canadian businesses have taken up a social purpose, are authentically opera- tionalizing it, and are collaborating with others to achieve it. But we’ve made some great headway. Perhaps our biggest success is the recent- ly-launched “A Call to Purpose: Building a Canadian Purpose Economy.”1 Th is is a letter co-written by six of Canada’s most prominent CEOs calling on their peers to embrace social purpose in their businesses. Nearly 100 other CEOs have endorsed it, and many leading think- ers (who don’t happen to occupy CEO positions) are also supporting it. It’s gratifying and exciting to see the names on that list, which includes some of Canada’s most impressive corporations and brands. Th e credi- bility that group brings to our vision and mission is signifi cant, which is a meaningful accomplish- ment in itself. Th ere have been many surprises in this work, but two in particular come to mind. Th e fi rst is the credit many CEOs give to their social purpose for inspiring signifi cant innovation and exten- sion of their companies. Whole new enterprises have been established simply because executive teams were able to look diff erently at the role and scope of their businesses. Secondly, it’s been a very pleasant surprise to learn of deep interest Some of the most ardent supporters of social purpose are leading some of the most traditional businesses, including natural resource-based companies that are so important to the Canadian economy. Canadian Purpose Economy Project Co-Founder and “Purpose Champion” Mike Rowlands addresses The Partnership Conference, October 2023. APRIL 2024 • ISSUE 07 33in social purpose in companies that we expected would be the laggards. Some of the most ardent supporters of social purpose are leading some of the most traditional businesses, including natural resource-based companies that are so important to the Canadian economy. How do you feel that shifting to a Wellbeing Economy will help make the world better? Th ere’s an old, familiar saying in business: “What gets measured gets managed.” When all our atten- tion is focused on fi nancial metrics (i.e. revenue and margins at the company level, GDP and household incomes at the level of the economy), we attend to fi nancial returns. We too easily ignore “externalities” like carbon emissions, insuffi cient wages, and erosion of the living systems on which we most deeply rely. By shifting our thinking toward human and planetary wellbeing, we avail ourselves of an entire- ly diff erent suite of metrics — new, better measures of a more holistic defi nition of success. I could get all philosophical and talk about the history of economic thinking and the problems of a reductionist, Western scientifi c worldview, but it’s simpler and more intuitive than that: surely the very purpose of society is to assure our collective wellbeing! And our economy exists not to serve only those who hold wealth, but society as a whole, so our economics simply must be refi ned to focus on delivering wellbeing for all. Consider the UN’s 17 Sustainable Development Goals (SDGs) — the world’s answer to the ques- tion, “What must we do in order to live together on Earth sustainably?” Each of the SDGs points to a profound enhancement of planetary and human wellbeing, and they were unanimously agreed upon by 192 UN member nations. Th ese must guide our economic thinking from the level of national eco- nomic policy to the decisions in executive suites. What are some of the challenges you typically face in advocating for the Wellbeing Economy? Th e greatest challenge in advocating for a Wellbeing Economy is the status quo. Many powerful forces benefi t from “the way it’s always been.” So, how do we inspire new thinking? Th ere’s a great quote attributed to Buckminster Fuller: instead of changing the old system, “build a new model that makes the existing model Canadian Purpose Economy Project Co-Founders and “Purpose Champions” Mike Rowlands and Coro Strandberg speak to Social Impact Professionals Canada, November 2023. The Canadian Purpose Economy Project exists to accelerate the transition to the purpose economy. In order to engage national ecosystem actors, we need the support of equally ambitious funders, partners, and amplifiers. 34 MAKE THE WORLD BETTER MAGAZINE1. Read "A Call to Purpose," on the Canadian Purpose Economy Project webpage, purposeeconomy.ca/a-call-to-purpose. 2. Read "Making the World Work" from May 22, 2012, on the Buckminster Fuller Institute website, bfi .org. 3. Canadian Purpose Economy Project. (2023). Propelling Purpose On The Path to Net Zero: Globe 2022 10 X 10 Roadmap. obsolete.”2 Th at’s essentially what we’re aiming to do. By introducing new ways of thinking about economic systems — starting with the way the world does business — we’ll introduce a new system anchored in metrics that prioritize human and planetary wellbeing. Of course, a great many people were educated and have built their lives, enterprises, and ideas of success in an old system, an old paradigm. Can we “teach old dogs new tricks?” Looks like there are ways we can, including attaching social purpose to leaders’ sense of impact and legacy, showcasing “traditional” businesses that are embracing the new paradigm, and uplifting the success stories of those who are charting a diff erent path in their work and careers. Are there any upcoming initiatives or projects related to your work/the Wellbeing Economy you'd like to share? We’re defi nitely keen to continue generating support for “A Call to Purpose.” Th e more people endorse and support that letter, the more momentum it will build as we engage CEOs and business leaders across the country, as well as other economic actors and decision-makers. Next, though, we’re keen to equip professional advisors to support companies that want to make a transition to social purpose. We’re aiming to devel- op a new credential for corporate social responsibili- ty professionals to help with that. We’re also working with industry and trade associations, encouraging them to adopt a social purpose, and then we encourage their members to do so as well. Th is could really amplify and acceler- ate this work. What can people do to help spread the word about or take action toward transitioning to the Wellbeing Economy? How can they support your mission? Th e Canadian Purpose Economy Project exists to accelerate the transition to the purpose economy. In order to engage national ecosystem actors, we need the support of equally ambitious funders, partners, and amplifi ers. A handful of generous sponsors have supported our work to date. We’re keen to meet with others. We’re already partnering extensively with conve- ners, educators, associations, networks, and others to advance aspects of our work. Again, we’re keen to welcome other partners into the work we’re doing across our 10 levers of change.3 People can join the social purpose community by signing up for our newsletter and referring associa- tions in their network to us so we can accelerate so- cial purpose in business through their memberships. And fi nally, we’re grateful to have this oppor- tunity to amplify the work that’s going on under our Project banner. Th e more conversations we can spark, the more action we can inspire. And the more action we can inspire, the faster we’ll all benefi t from a purpose economy. The more conversations we can spark, the more action we can inspire. And the more action we can inspire, the faster we’ll all benefit from a purpose economy. purposeeconomy.ca twitter.com/canadapep (@canadapep) linkedin.com/company/ canadian-purpose-economy-project APRIL 2024 • ISSUE 07 35NATIVA Rewriting the economic paradigm in Italy and beyond The NATIVA team in 2022. 36 MAKE THE WORLD BETTER MAGAZINEO ur current economic systems are extractive and the focus on profi t can stifl e purpose. To enact systems change we need to imagine the “unthinkable” and embrace new, purpose-driven models that generate shared value for the benefi t of all. We spoke with Eric Ezechieli, Co-Founder of NATIVA, about how this company is connecting legacy leaders and accelerating the transition to a regenerative paradigm in Italy and globally. What inspired you to start advocating for the Wellbeing Economy? I grew up in the middle of the Italian Alps, and this has allowed me to live immersed in nature, experiencing the Oneness that connects humans and natural systems. When I was about 15, I felt that something did not work in our way of living, but I could not focus on what that was until I read Th e Limits to Growth,1 commissioned by the Club of Rome and published by MIT in 1972. Th ose pages, authored by Donella H. Meadows, Dennis L. Meadows, Jørgen Randers, William W. Behrens III, and a team of researchers, made me realize that the human species and an economic system of pursuing unlimited growth could not have a future on a fi nite planet. Later, during my university studies in business and economics, I realized that, according to the dominant economic model, the purpose of a busi- ness is to create value for the shareholders, without proper consideration for other stakeholders, such as employees, the community in which the company operates, and nature. As a consequence, the unsus- tainability crisis can only get worse and worse: a systematic and exponentially accelerating decline in biocapacity and trust between people. In 2010, Paolo Di Cesare and I merged our competencies and our strong desire to make change happen, leading to the creation of NATIVA in 2012. Our company exists to accelerate the transi- tion from an extractive economic paradigm to a regenerative one, wherein businesses are capable of generating greater economic, social, and environ- mental value than what they take to operate and make a profi t. Th is vision closely aligns with that of the Wellbeing Economy. Today, we are a team of 70 individuals, and we take pride in supporting some of the most signifi cant Italian and international companies in radically evolving their models. The NATIVA team in 2023. Our company exists to accelerate the transition from an extractive economic paradigm to a regenerative one, wherein businesses are capable of generating greater economic, social, and environmental value than what they take to operate and make a profit. APRIL 2024 • ISSUE 07 37What do you consider to be your biggest success as an advocate and professional in this space? Can you share any stories of the impact your work has had that have surprised you? When Paolo and I founded NATIVA, it seemed obvious to us to write within our Articles of Association that the purpose of our company was to generate a positive impact on society and on people, as well as the creation of profi t. Th is ambition turned into a surprising discovery: our intention was not acceptable within the Italian legal system, since it did encompass a purpose other than the generation of profi t. After being rejected four times, NATIVA’s bylaws were fi nally accepted by the Italian Business Register, with its original corpo- rate purpose. Th is experience triggered our resolve to change the law. Th e Articles of Association of NATIVA were actually an adaptation of the Model Benefi t Corporation Legislation (MBCL), which, at the time, existed only in six US states. A Benefi t Corporation considers the creation of value for stakeholders in its bylaws. Th is governance structure requires managers to balance the interests of share- holders with the interests of society and the environment. Th is shift lays solid founda- tions for embarking on the journey toward sustainability because shareholders assign a broader mandate to the management. Th rough our eff orts and the collabora- tion with a team led by the Italian senator Mauro Del Barba, since 2016, the legis- lation recognizing Benefi t Corporations (known as Società Benefi t) has been introduced in Italy, which became the fi rst sovereign state to recognize this legal status. It's fantastic to see that globally there are over 20,000 Benefi t Corporations, 3,200 of which are in Italy. If “Società Benefi t” were a single company, it would be the largest in the country, counting almost 200,000 employees. Benefi t Corporations are distributed across 38 states in the United States and various countries including Italy, Colombia, Puerto Rico, Canada, Ecuador, Peru, Rwanda, Spain, and Panama, and some of the most well-known B Corps include Patagonia, Ben & Jerry's, Kickstarter, Ferrarelle, illy- caff è, and Nespresso Italy. How do you feel that shifting to a Wellbeing Economy will help make the world better? Wellbeing and regeneration should be the only purpose of most human activities. Th e contrary sounds suspicious; how could anyone make a profi t at the cost of social and natural systems? We will eventually evolve towards an “Economy of Care” in which people and businesses are rewarded the most when they take care of people and nature. Imagine a future when business, one of the most powerful forces on Earth — capable of changing landscapes, infl u- encing the lives of millions, and altering the climate — starts using all its power to generate shared value for the benefi t of all: communities, workers, the planet, and shareholders. Th is will change the course of capitalism and history. What are some of the challenges you typically face in advocating for the Wellbeing Economy? To shift to a Wellbeing Economy we need to create a new “mythology” to replace the prevailing old one, which eventually creates death instead of life and therefore could be labelled as “extinctionist.” Th ere are now millions of individuals and business leaders worldwide who sense the urgency to take action. For us, these people have Eric Ezechieli (left) and Paolo Di Cesare (right), founders of NATIVA. The launch of CO2alition. Wellbeing and regeneration should be the only purpose of most human activities. The contrary sounds suspicious; how could anyone make a profit at the cost of social and natural systems? 38 MAKE THE WORLD BETTER MAGAZINE1. Behrens III, W., Meadows, D.H., Meadows, D.L., & Randers, J. (1972). The Limits to Growth. The Club of Rome. 2. See the CO2alition website, co2alizione.eco. a name: legacy leaders. Th ey have decided to embrace an extreme, new way of doing business, inspired by the awareness and a clear understanding of the role they want to play in creating the future. Another exciting challenge for us is to fi nd them, empower them to unleash the full potential of their businesses, and connect them with each other through activities and initiatives that can multiply positive impact. Are there any upcoming initiatives or projects related to your work/the Wellbeing Economy you'd like to share? In Italy in June 2022, we launched CO2alition,2 an initiative involving a group of companies committed to climate neutrality. Today, it involves 89 Italian companies with a total turnover exceeding €30 billion and more than 40,000 employ- ees. Its aim is to push beyond a pledge of climate neutrality and generate a “system action” using the tools of stakeholder governance. Th e companies that are part of CO2alition include climate neutrality in their Articles of Association. As such, they will have to publicly report year on year the progress they make in the implementa- tion of such contributions. In this decisive moment of history, we fi rmly believe that this will create a framework to collectively achieve a single objective. Th erefore, today we are seeking partners who are willing to promote this initiative beyond Italy, within their respective nations. Many discussions are underway. What can people do to help spread the word about or take action toward transitioning to the Wellbeing Economy? How can they support your mission? A change of mindset is the main prerequi- site for system change. In order to accel- erate in this direction, we must guarantee every human being the freedom and the cultural tools to imagine what today is regarded as “unthinkable” — unthinkable due to the sole fact that no one has imag- ined it before. When we refl ect on a new model, a new project, a new product, or when we make a choice, in business or our private lives, it will be essential to combine freedom with awareness and learn to exceed the limits, including the cultural ones that we have decided to impose upon ourselves, freeing us from the myths that could compromise our future and that of coming generations. Th is is the way. As NATIVA’s saying goes, “Embrace Radicality and Evolution Will Flow.” nativalab.com/en facebook.com/Nativalab twitter.com/nativalab (@nativalab) linkedin.com/company/nativalab In order to accelerate in this direction, we must guarantee every human being the freedom and the cultural tools to imagine what today is regarded as “unthinkable” — unthinkable due to the sole fact that no one has imagined it before. Part of the NATIVA team. APRIL 2024 • ISSUE 07 39Next >