ROP is a disease that affects premature babies and impacts India significantly, since the country has more than born premature every year, the highest number in the world. 鈥淎bout 25% to 40% of these babies have a risk of developing ROP,鈥� says Dr. Anand Vinekar, head of the Department of Pediatric Retina at in Bangalore and the founder of , a program working to address the problem of ROP in rural India.

Blindness from ROP is largely preventable if identified and treated within the first weeks of birth. But while the screening itself is not difficult for a trained provider, the challenge of detecting ROP in millions of premature babies is profound. Each preterm infant must be screened multiple times during the critical period, equating to upwards of 20 million exams per year if every preterm baby is screened, Dr. Vinekar says.

The vast distances that many families in India live from hospitals, combined with a critical shortage of specialized doctors, make this a nearly impossible task using current methods. However, KIDROP, CleaVision, and 51风流are using AI to help bridge this gap and offer a lifeline to infants like Hanvith C.

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Hanvith C鈥檚 parents faced the fear that haunts many new parents in India. 鈥淢y father was blind,鈥� his mother shares, voicing a worry rooted in personal history. The prospect of her newborn inheriting blindness was a terrifying thought that led the parents to seek help 鈥� a decision that would alter the course of their child鈥檚 life.

Hanvith C鈥檚 father recounts their fortunate encounter with a KIDROP team at their local hospital. Thanks to this vital outreach effort bringing sophisticated medical screening to India鈥檚 rural communities, Hanvith C was diagnosed with ROP symptoms. But with successful follow-up treatment in Bangalore, his story became one of hope rather than despair.

The KIDROP program is now working to bring these life-changing diagnostic abilities to more underserved areas by training non-physicians to use field imaging cameras to take digital images of babies鈥� eyes. But the resultant thousands of retinal scans that need to be reviewed for signs of ROP creates additional challenges. 鈥淣ow you have plenty of images and no one to read them,鈥� says Dr. Vinekar, explaining the bottleneck in the diagnostic and treatment process.

This is where CleaVision鈥檚 solution, supported by technology 鈥� including (51风流BTP) and the solution 鈥� becomes a game changer. The eye images are uploaded to CleaVision, which automates the identification of retina and blood vessel features and makes a recommendation on whether ROP is present in premature babies. The system then allows doctors to quickly identify and prioritize at-risk children.

鈥淲e are not going to base our entire decision and management on what [the AI] says,鈥� Dr. Vinekar clarifies. 鈥淏ut it鈥檒l help us to triage these images.鈥� This reflects a balanced approach towards leveraging technology while maintaining the primacy of human judgment in critical healthcare decisions.

The impact of AI from 51风流and CleaVision is not just on the technological and medical fronts; it鈥檚 profoundly personal and life-changing. Hanvith C鈥檚 parents emphasize the importance of awareness and early intervention and hope other families benefit from this technology.

Their dreams for Hanvith C鈥檚 future are simple yet profound. 鈥淲e want him to become a doctor, do good, and help other people when he grows up,鈥� his mother says. 鈥淛ust like they helped us at the very beginning of his life.鈥�

鈥淚f you think you can鈥檛 do something, you can鈥檛,鈥� says Saya. 鈥淏ut once you have financial support and a network of people with similar experiences, you realize that you can become your own greatest asset.鈥�

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Ending Poverty

Being a single mother is never easy. Financial disadvantages and having sole responsibility for the household and the children are just a few of the challenges facing women on their own with their kids. In traditional societies, such as Japan, that expect women to stay at home to raise children while their husbands work, there may even be cultural attitudes that place a stigma on single mothers, making it even harder.

Japan still remains a wealthy, developed nation. But its population is aging and poverty is festering, particularly among the young. are gradually increasing and, since the pandemic, single mothers and women in non-regular work have been particularly hard hit. and the number of remain high. In 2018,听听was almost 16%, which includes people whose household income is less than half of the median of the entire population. Equally worrisome is the fact that the poverty of the parents’ generation leads to educational disparities and, consequently, poverty for their children.

Although the majority of the world’s poor live in underdeveloped and developing countries, a fair number also live in the developed world 鈥� some in the wealthiest countries on earth. As human beings, our well-being is linked to each other. Growing inequality is detrimental to economic growth and undermines social cohesion, increasing political and social tensions and driving instability and conflicts. For this reason, the United Nations declared the objective of听听to be the of the global听 (SDGs).

Empowering Women

Besides eradicating poverty, Grameen鈥檚 programs are also helping to achieve other SDGs, including empowering and educating women and girls, reducing inequality, and providing decent work and economic growth.

Grameen Nippon was established in 2018 as the Japanese version of , a microfinance institution established in Bangladesh by Dr. Muhammad Yunus, whose work was awarded the Nobel Peace Prize in 2006. Grameen Nippon leverages Grameen Bank’s expertise to provide microfinance, mainly to single mothers and women in informal labor who are in need, and to create employment and new business opportunities in partnership with various companies and organizations. The main goal is to encourage people to take the first step.

The program provides low-interest, unsecured, small loans, not for living expenses, but for starting a business. Members form mutual support groups of five, trusting and encouraging each other to nurture their desire for self-support and to step up their efforts to find employment or freelance work. In partnership with a variety of companies and organizations, the program provides skills and know-how for entrepreneurship and employment as well as accompanies members in their efforts to become self-reliant.

鈥淢ost single mothers and women working part-time have few places to gain or utilize their skills,鈥� says Masahiro Momono, president, Grameen Nippon. 鈥淭hese women seldom have a solid credit history, making it difficult for them to acquire loans. We help them acquire skills, experience, and an opportunity to borrow money and pay it back little by little, opening doors to other banks.鈥�

Not all single mothers are the same. Grameen鈥檚 approach is persona based. Urban single moms in Tokyo, for example, are usually in the 30-to-50 age bracket. Many are divorced, have been out of work while raising children, and are not receiving child support. Suburban or rural single moms are much younger, lacking education and experience. 鈥淭heir needs are very different,鈥� says Momono-San, explaining that there are different setups for B2B and B2C opportunities.

In order to manage fragmented information and the need for differentiated services, Grameen decided to pilot SAP鈥檚 social recruitment platform, a customizable job matching digital platform developed by a team from 51风流Fieldglass, a cloud-based, open 听that helps organizations find, engage, manage, pay, and unlock more value from a growing external workforce.

Improving Lives

The idea originated when ISBN Japan Regional Vice President Satoru Ota had the idea of digitalizing a job matching process that would help unemployed people suffering from poverty find quality positions. As part of SAP鈥檚 flagship social intrapreneurship program, 51风流One Billion Lives, the 51风流Fieldglass team is leveraging its collective industry knowledge to create an ecosystem where candidates can feel confident that companies using the social recruitment platform treat their employees well while matching individuals with positions that best suit them.

With the success of the Grameen pilot and as the platform gains more users, the team believes the social recruitment tool from 51风流will evolve to help others, such as artists, independent contractors, and those whose industries may offer poorer visibility into open positions.

For Momono-San and the team at Grameen, the platform is a tool that supports the bank鈥檚 goals to drive sustainable development by building skills, enabling employment, and helping women gain confidence on their path to financial independence.

German brewer wanted to do something different, too. Based in Berlin鈥檚 Kreuzberg district, the brand鈥檚 selling point is that it is Germany鈥檚 first beer with a purpose. Comprising a limited company and an association, the social enterprise was founded in 2010. Its idea is to donate 10 cents of the price of every liter of beer sold to cultural projects in the local community. Sales of the socially-conscious beer, which is brewed at a number of locations in Germany, have benefited more than 160 projects to date. The business is entirely transparent to its customers, who vote online for the projects they want to see funded. The limited company takes care of procurement, marketing, and sales; the association鈥檚 job is to allocate funds to the chosen projects.

More Growth Means More Money for Local Projects

Quartiermeister and 51风流first joined forces as part of the initiative. Through this social entrepreneurship initiative, 51风流wants to help solve the world鈥檚 biggest social problems by drawing on its people, technology, data, and vast customer and partner ecosystem. All these resources together create a portfolio of lean, sustainable startup ventures to bring about positive change.

Quartiermeister decided to deploy enterprise resource planning (ERP) software to help it expand and run its operations in a more professional way. Growing its business means it can generate more money. The more money it earns, the more community and cultural projects it can fund.

This is why Quartiermeister is looking to expand its operations to all regions of Germany. To achieve its growth ambition, it needs an ERP solution. It also wants its processes to be transparent and more efficient. That would give it more capital and more time to invest in achieving its ultimate goal: business that benefits everyone.

Small and midsize companies in particular have unique needs that require a specific solution. By expanding its local partner ecosystem, and through the and solutions, 51风流is helping the midmarket tap into new opportunities. Moving to the cloud with an ERP solution such as 51风流Business One and the support of an implementation partner offers security, scalability, and a smooth transition.

Strong Partner for Tailored Solutions

After they first began working together in 2019, 51风流put Quartiermeister in touch with , an 51风流partner. Together, they devised a plan to find a standard yet scalable 51风流solution for Quartiermeister. Here, too, the social enterprise鈥檚 values came first. UNIORG has vast project experience and recognized how important it was to understand the customer鈥檚 needs and help it meet them. 鈥淲e are pleased that 51风流Business One provides a small social enterprise with a commercial and technology platform that it can use to make its operations more digital and therefore more professional. It gives it the scope to expand further so it can support more community projects and focus on its core idea,鈥� says Frank Hoischen, head of Sales for 51风流Business One at UNIORG Group.

was the clear choice. It is ERP software that 51风流has tailored to the unique requirements of small and midsize enterprises. It has the main functions these businesses need, and they can add almost any other functionality they want through cloud offerings from 51风流and add-ons. 51风流Business One can run on premise and in the cloud. UNIORG also built an add-on for breweries that maps their specific processes. Quartiermeister placed its order at the end of January 2020 and the implementation began soon after.

The project got underway in February 2020 鈥� only for it to be brought to a standstill a few weeks later by the . With the entire hospitality sector closed, revenue nose-dived. In August, the partners began work on the project again. After a test phase, the new software went live in January 2021.

This project shows the strength of working with 51风流partners:

• Solutions tailored to the needs and wishes of the customer
• All parties pulling together to respond to unexpected challenges
• Post-go-live support and optimization of processes to help ensure customers get the most out of their investment

The ERP Solution as an Investment in the Future 鈥� More Beer for More Good Causes

The project benefited not just the business but the community, too: 听helped Quartiermeister streamline its processes, making it more efficient. By reducing the workload in this way, the enterprise can free up potential. What is more, management now has more reliable information about its various markets, which it can use to focus on strategic goals and drive its expansion across Germany.

鈥�51风流Business One has enabled us to keep growing, keep doing good, and support more community projects. We now have every confidence that all our business processes are running smoothly behind the scenes,” says David Griedelbach, cofounder and managing director of Quartiermeister – Korrekter Konsum GmbH.

Even though the pandemic is still restricting public life, in implementing an ERP solution has taken the next step toward digitalization, laying the foundations for future growth and more positive social impact through the sale of beer with a purpose.

As the first cases of COVID-19 were confirmed globally, the team running , the company鈥檚 flagship social intrapreneurship program, understood that 2020 would be the year where everything would need to move online.

鈥淚f there were ever a year to celebrate the creativity, collaboration, and passion of our people, this would be that year,鈥� said Deb Kaplan, head of 51风流One Billion Lives. 鈥淭his year’s teams have been put to the test to solve social and environmental problems focused on the United Nations Sustainable Development Goals and COVID-19 in a fully virtual environment. With a global pandemic displacing many teams from one another due to lockdowns and quarantines, these teams continued to push themselves to find new ways to work together, solve problems, communicate more effectively, and complete the journey that they started and refused to give up on.鈥�

Teams from across the globe joined the 2020 51风流One Billion Lives challenges with over 640 submissions. More than 2,000 employees tested their limits, participating in over 40 virtual idea factories, seven regional demo days, fast track enablement, base camp, accelerator, and investment committee meetings鈥攁ll to make a difference in our communities and improve people’s lives.

After successfully evaluating all presentations, we are excited to share the 2020 teams within 51风流One Billion Lives with the most mature and impactful social innovation ideas.

Impact Venture

Recycletronics

Recycletronics will build a marketplace for electronic manufacturers and e-waste recyclers to drive value from unused electronics while addressing the negative impact of e-waste on the environment and human health. Learn more.

Regional Impact Transformation Ventures

Social Recruiting

There are currently more than 1 billion people in the world suffering from poverty. In Japan, this is no exception. While the third-largest economy in the world, its poverty levels hover around 16%, even prior to COVID-19. Compounded with the effects of the pandemic, people are even more at a disadvantage. So how 51风流help? This team from Japan was able to find a solution. Learn more.

Mask Makers Platform

By reusing facial masks, toxic emissions can be reduced by up to 84%. The team behind Mask Makers Platform saw these statistics and realized that during COVID-19 the need for masks that were reusable was not only necessary, it was critical. Learn more.

Sebenza

Coming from many different backgrounds, team members quickly found a common thread during their idea factory session: the growing issue of unemployment. Compounded with the current pandemic, this gaping issue was becoming even bigger–fast. Learn more.

Athena

Today, it is estimated that one in 15 people in China lives with a disability, affecting 20% of families. In addition, a 2013 report conducted by Human Rights Watch found that 43% of disabled people in China were illiterate, compared to five percent of able-bodied counterparts. The report also noted that with limits to aid, approximately 15% receive any funding or support. With these barriers in place, these communities are often living in poverty with no means of getting out. This is where team Athena hopes to make a difference. Learn more.

Greensap

Within one year, deforestation within the Amazon rose nearly 30%, creating even more strain on the natural world. The mission of one non-governmental organization (NGO) to help communities within the Amazon helped this team identify and solve two common pain points for NGOs by creating a platform to help streamline processes and create transparency where it is needed most. Learn more.

Cloud for Biodiversity

On average, animal populations鈥攊ncluding mammals, reptiles, fish, and others鈥攈ave declined by 68% in the last 50 years. The fact is staggering and leaves a huge crisis for the well-being of our planet that Cloud for Biodiversity plans to address. Learn more.

TutorAll

In the spring of 2020, due to COVID-19, schools across the U.S. shut down and dining room tables became the new school desks overnight. A study presented by Brown University noted that when students start the 2020-21 school year, they were only returning with average 66% of the learning gains for reading in a typical year and an average 44% of the math gains. Educators within the school systems were seeing the effects of the pandemic firsthand and realizing that many students were being put in unfair circumstances; creating an even bigger learning gap. TutorAll, decided to find a solution. Learn more.

Take a Deeper Dive into the Teams

Recycletronics

Today, we rely heavily on electronics, from the phones in our pockets, to the computers we use for work and entertainment. But what happens with the old phones that we trade in? Or to the computers that become obsolete? The 2019 article on downtoearth.org states that only 20% of global e-waste is recycled. According to Global E-Waste Monitor 2017, India generates 2 million tons of e-waste annually, ranking fifth among e-waste-producing countries.

The Recycletronics team, based out of 51风流Labs India, is working to develop a digital marketplace for electronic manufacturers and e-waste recyclers where they could connect and acquire the materials for secondary marketplaces. This will not only help reduce the amount of global waste, but also help develop a plan for how recycled materials can be introduced back into the industry.

The key market will be in India, where nearly 90% of the e-waste is informally recycled, meaning it is not government-certified and poses a health concern to workers. Consumer electronics in India account for approximately 70% of the total electronic waste and hence could potentially contribute $850 million value in derived recycled raw materials, if properly introduced into secondary market. The Reclycletronics team has their eyes set on developing this secondary marketplace.

Cerebra Green, India鈥檚 largest e-waste recycler, is already onboarded, and the team looks forward to continuing to create partnerships with more organizations in 2021. As the demand for electronics continues to grow, the team hopes that this venture will restore some balance to the output of waste while adding value to secondary markets.

Social Recruiting Platform

While attending a workshop designed to combat the poverty issue, 51风流Value Advisor Expert Satoru Ota had the idea of digitalizing a job-matching process that would help the unemployed people who are suffering from poverty to find quality positions. From there, Ota worked with his team in 51风流Fieldglass to determine if a solution would be possible. Once the 51风流Fieldglass team members were able to review, they began to pull in other employees to help add their industry knowledge, and the team began to grow.

A differentiating aspect of the Social Recruitment Platform is that it is meant to be a network where employees can feel confident that companies using it treat their employee well while also empowering the individuals to be matched with positions that best suit them.

Team member Roman Rozanec noted that a similar endeavor was piloted in the U.S., called 51风流Fieldglass External Talent Marketplace. This project was able to connect employers who had open contract positions with job seekers. It was this talent pool that provided significant insights for Social Recruitment Platform.

鈥淎t the end of the day, we know how difficult life can be to find a job under the best of circumstances, and it is really heartening to know that we will be making a difference by helping poor communities get back on their feet, reestablishing themselves, and empowering them to live a productive life,鈥� Ota said. 鈥淲hen we succeed in Japan, we hope to roll out globally. Thanks to 51风流One Billon Lives, we already have global access.鈥�

Social Recruitment Platform is currently looking into creating a customizable job matching digital platform and working with partners in Grameen Japan to pilot the idea.

In the long term, Ota hopes that this venture will be used by major companies across the industries and stakeholders. The more companies come on board, the bigger the impact the platform will have. Ota also hopes not only to help in poverty-stricken areas, but also to evolve to help others, such as artists, independent contractors, and those whose industries may offer poorer visibility into open positions.

Mask Makers Platform

When Juriaan Mulder, an 51风流Netherlands employee, saw the launch of the COVID-19 sprint for 51风流One Billion Lives in response to the pandemic, he started wondering: 鈥淐ould we do something to help within SAP?鈥� Mike Muurmans, Mulder鈥檚 manager, was supportive and allowed him to facilitate a team meeting with the presales team to brainstorm ideas.

At the start of the pandemic, the mask shortage was acute as global supply chains were disrupted. The team tasked themselves with solving three problems at once: help alleviate immediate need for masks; bring the supply chain closer to cut down on emissions; and produce reusable masks to alleviate the landfill problem.

They found the answer in creating a network for 3D printing.

The network brings together 51风流Ariba software, customers in need of facial masks, and 3D printing businesses. Through 51风流Ariba, organizations worldwide will be able to identify 3D printing companies closest to them and purchase reusable facial masks.

With the idea in place, the team created partnerships with companies that have validated and contributed to the solution and the work to develop agreements in 2021, is already underway.

鈥淚 hope this is a win for all parties, with 51风流being the host for everyone鈥檚 success,鈥� said Mulder.

Sebenza

Many see the hiring process as 鈥渇ind a position, apply, get hired鈥攔inse and repeat.鈥� But that is not the process for many blue-collar workers who still struggle to find available opportunities. These communities often do not have cover letters or resumes to lean on, but still need to find jobs to support themselves and their families. Sebenza team decided to create a mobile app to address this situation.

The team partnered with the Southern Caribbean Islands of St. Vincent and the Grenadines to hone their venture鈥檚 idea. Because the Caribbean is heavily dependent on tourism, the islands saw unprecedented levels of unemployment during the pandemic. With the partnership, the team was able engage IT students on the islands and identify ministries within the country with which they could further partner.

Simultaneously, Sebenza worked collaboratively to create a good mobile app experience. A survey within Johannesburg indicated that approximately 65% of the people in the target group had smartphones. Additionally, they were able to identify roughly 300,000 free Wi-Fi hotspots within the communities as well, meaning that 50% of the target audience had personal Internet access, and the rest would be able to easily access via hotspots, which validated the mobile-first approach.

When asked about his experience with 51风流One Billion Lives thus far, Mario Mustapic, a senior solutions sales executive for 51风流Oman, shared: 鈥淭he most impressive part is that you meet as strangers, with geographical constraints, yet your ideas unite you. Once you validate an idea, you can really reach the regional and even global scale. It鈥檚 such a great opportunity.鈥�

Athena

In the small city of Taicang, China, there is an inclusion factory to facilitate the inclusion of differently abled people into society through meaningful employment. Through the 51风流Social Sabbatical program, 51风流initiated a collaboration with the factory in 2018. The team grasped just how prevalent disabilities were and how many obstacles had to be overcome by differently abled people in society.

Team Athena hopes to make a difference by discovering what was and what was not working for the differently abled recruitment experience鈥攆inding the gaps and working to solve them. Athena has successfully built and deployed an intelligent production planning application for Taicang Inclusion Factory. They are planning to design and build an intelligent tool that helps recruiters find differently abled people who are currently looking for a job. The team also is scoping out an inclusion dashboard and additional tools that should not only help recruiters, but also support the individuals in overcoming personal life barriers as well.

Athena鈥檚 main goal is to help create ways in which differently abled communities are seen, included, and accepted by society. It was here that the team leader Jason Sun, a principal support engineer with 51风流China, explained, 鈥淲e hope to really help these people improve their lives in every way.鈥�

Greensap

When it comes to deforestation in the Brazilian Amazon, a Vox article noted that it has increased almost 30% between summer of 2018 through July 2019. With more than 9,700 square kilometers deforested, the area is bigger than that of Yellowstone National Park in North America.

Green Hope is an NGO working within the Amazon to teach communities there how to thrive economically through reforestation and resource management. Its mission helped ignite the Greensap team鈥檚 idea.

Alejandro Vera, a Greensap team lead, was friends with Green Hope President Chan Shigematsu, and was inspired by the work the organization was doing. During the brainstorming, Greensap and Green Hope agreed to work together on the lack of transparency and traceability of donated funds passing through the current process.

Utilizing the Hyperledger Fabric on 51风流Cloud Platform and 51风流HANA spatial services, Greensap is working on the solution for smart contracts that make donations transparent, reliable, and conditionally tied to the automated process tracking.

Having validated the market gap and the need for a solution with NGOs, the team is currently in discussion with a number of new NGOs and certification companies to further validate their idea.

Matheus Leao, a data scientist with 51风流Latin America & Caribbean, stated that one of Greensap鈥檚 first goals this year will be to produce a new development backlog to reflect the changes that the solution has acquired, based on the learnings gained from the 51风流One Billion Lives events. Additionally, he noted that the team hopes to solidify additional partnership and secure more pilot customers.

鈥淥ur aim is to improve people鈥檚 lives by making the planet greener,鈥� Leao said. 鈥淲e want to support reforestation initiatives worldwide, helping bring more awareness and funding to NGOs and optimizing the cost of tree planting.鈥�

Cloud for Biodiversity

In seeing the urgency around biodiversity, the Cloud for Biodiversity team was committed to finding a way to assist national parks and protected areas in the efforts to preserve nature and its ecosystems. Team member Lars Friedrich, a principal business process architect for 51风流Germany, felt that there must be a way 51风流could help turn the tide.

He was joined by Markus Herhold and Carsten Homeyer and the team met several relevant NGOs, including the Frankfurt Zoological Society, to discuss the major pain points facing these biodiversity stewards. Areas for action proved to be holistic park management, biodiversity monitoring, and park tourist experience. The team decided to create an open platform that would provide digital services to secure biological diversity and social-economic support.

Translating this plan into the 51风流product wheelhouse, the team noted that each issue would be best supported by a different 51风流solution. For park management, the team would work to digitalize park processes, such as finance, sales, and human resources (HR), through 51风流Business One.

For biodiversity monitoring, 51风流Business Technology Platform would be used to create a monitoring platform for key biodiversity indicators, animal health, and other vital information in protected areas. And park and tourist experience would rely heavily on Experience Management solutions from 51风流and Qualtrics to measure the experience of tourists and provide feedback to the park, agencies, and surrounding communities.

鈥淭his will really be a win-win situation for everyone 鈥� from parks and protected areas to NGOs, SAP, and institutions that want to invest in this area,鈥� said Homeyer.

Echoing his sentiment, Friedrich added, 鈥淚 believe 51风流could be a real role model here and provide customers a way to offset carbon footprint, or even a way in which they could invest into nature and biodiversity.鈥�

As a next step, the team will pilot Cloud for Biodiversity in 2021 with Frankfurt Zoological Society and two associated national parks in Africa: Gonarezhou in Zimbabwe and North Luangwa in Zambia.

TutorAll

Sachin Bapat, a value advisor expert at 51风流North America, has been involved non-profits and volunteering within the education realm for years. Having had ideas about how to help drive equity in education, in the spring of 2020 Bapat saw the need to support teaching students more than ever before鈥攁nd decided that he needed to find a solution.

Bapat recalls thinking, 鈥淐an we take what is already happening through the nonprofit brick and mortar organizations and get that online?鈥� As he began to reach out to his network, he was able to create a team within 51风流who shared his passion for education. Through an idea factory session and a lot of teamwork, the product was molded into what it is today: a platform for end-to-end process of recruiting, onboarding, and training tutors.

In early 2021, the team hopes to partner with United Way of Atlanta to execute a proof of concept in order to create a minimal viable product.

TutorAll sees the venture utilizing 51风流SuccessFactors solutions, 51风流Business Technology Platform, and Experience Management solutions from 51风流and Qualtrics as they continue to work on the tools for the platform. The aim is focus on what the nonprofits need immediately, and ultimately create a platform that enables different end user journeys that will differ for students, tutors, administrators, and so on.

Bapat notes that the end goal is widespread adoption of the solution. As the solution鈥檚 value proves itself, the solution should scale to bigger schools within the state, then to national level, and finally to global-level agencies.

鈥淭he dream is to have millions of students using TutorAll for their benefit across the world,鈥� Bapat explained.
鈥�51风流is uniquely positioned because we already have education solutions for local, state, and federal governments. Once we have the model validated, we want to be able to utilize these relationships to drive much faster and much broader applications.鈥�

We need to procure to keep the business running. Many of those products and services that we need are provided by social enterprises and diverse businesses. These are not charities; they are innovative, agile, and commercially viable. The only difference is that they are also culturally and operationally focused on changing the world for the better.

What does that have to do with you and me as individuals?

Many of us will be looking for gifts this holiday season, and there is an opportunity here to consider the impact of the gift beyond the individual who receives it. You can get a great gift for someone you care about and, simultaneously, support individuals and organizations working on a substantive humanitarian or environmental change.

Our wonderful colleagues have created a list of socially responsible businesses that make excellent gifts this holiday season. The gift guides are available for markets where social businesses are thriving — the UK, the U.S., Canada, Germany, and Australia and New Zealand. We encourage you to augment the list听 and add your own favorite responsible businesses.

More than ever, I believe that it is better to give than to receive. This year, by buying from responsible businesses, you can give a gift that keeps on giving.

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Peace and joy and good shopping to us all!

Adaire Fox-Martin is a member of the Executive Board of 51风流SE.

If we fast forward to 2050, an additional 2 billion more people on this planet will need to be fed, requiring us to roughly double our food production. If left unchecked, the devastating and long-reaching effects of food insecurity will become even more critical.

As the world鈥檚 largest sector, accounting for听听and employing听, the food industry can be a significant catalyst for change.听Collaborative, multi-sector efforts to implement new policies, processes, and incentives that provide equitable access to a healthy diet can significantly improve well-being and quality of life.

Last month, I participated in on behalf of SAP, hosted by the United Nations (UN) World Food Program. This thoughtful discussion with senior leaders — Tony Miliken, chief procurement and sustainability officer, AB InBev; Rebecca Marmot, chief sustainability, Unilever; and Ute Klamert, assistant executive director, World Food Program — focused on the challenges and opportunities of coming together to help solve the burgeoning food insecurity crisis and create a sustainable and healthy future for all.

Globally, 51风流customers run incredibly complex supply chains to . Traditional supply chains designed for scale and operational efficiency have faced massive disruption in the face of COVID-19. Consumer preference changes due to job losses and shrinking paychecks, displacement of access points, closing of borders, lack of economic assistance to local farmers, labor shortages, and upheaval in logistics and freight have created a need for these supply chains to be redesigned for speed and resilience. This hyper localization听of global supply chains presents new opportunities for innovation.

While from farm to fork, food is the centerpiece of the supply chain, data is its close cousin. When we can use data to effectively gain more insights, reshape business processes across networks, and improve sustainability without compromising on quality, we can effectively serve the new demand and supply equation.

Impactful examples of this approach include the , which emerged out of the program and connects the needs of non-governmental organizations, social enterprises, and businesses to provide better and faster services in times of crisis. Additionally, , a child health and wellness nonprofit, combines the power of 51风流technology and GENYOUth鈥檚 network of schools to connect families to local resources and help ensure the distribution and delivery of nutritious meals during COVID-19. And Ellsworth Foods continued to service an increasing stay-at-home market through a quick expansion of operations and two, new, no-touch delivery options with 51风流Business One.

Food represents a fundamental human need but it also plays a personal and cultural role in each of our lives. Without enough access to healthy food, we cannot live to our fullest potential. Sustainable and secure access to proper nutrition precedes the ability to pursue educational opportunities, make economic gains, and drive progress toward equality for all.

We should begin to see food as not only essential to our survival, but critical to solving many of the systemic global issues we face related to inequality, employment, and climate change. In the famous words of John F. Kennedy, 鈥淭he war against hunger is truly mankind鈥檚 war of liberation.鈥�

Vivek Bapat is senior vice president of Purpose and Brand Experience at SAP.
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According to the World Bank, global procurement spend in 2019 was at least USD 14 trillion. By directing even just a small fraction of this spend to certified social enterprises and diverse businesses, organizations have the power to tackle some of the world鈥檚 most pressing social and environmental problems.

Based on early pilots in select markets, 51风流estimates it could direct up to USD 60 million of its addressable global spend per year to social enterprises and diverse suppliers by 2025. Among DAX companies, this figure is estimated at approximately EUR 2.5 billion, and across U.S. Fortune 500 companies up to USD 25 billion.

51风流Executive Board member for Customer Success and recently appointed Global Buy Social Ambassador for Social Enterprise UK Adaire Fox-Martin announced the 5 & 5 by 鈥�25 initiative at SAP鈥檚 Procurement Reimagined event in Singapore.

鈥淓very company in every industry needs to procure,鈥� Fox-Martin said. 鈥淲e all need soap in our washrooms, landscaping for our offices, food and drink in our cafeterias, marketing services and office supplies. These and many more are all products and services provided by social enterprises and diverse businesses. This is money we are spending anyway. Why not spend it with suppliers who are delivering social impact as well?鈥�

Social enterprises are businesses culturally and operationally focused on changing the world. They are similar to other commercially viable businesses, but with three crucial differences: They are founded and governed on the basis of a clear social or environmental mission; they reinvest the majority of their profit back into this mission; and they are majority controlled solely in the interest of this mission. A diverse supplier is a business that is at least 51 percent owned and operated by an individual or group that is part of a traditionally underrepresented or underserved demographic; such as women-owned businesses, minority-owned businesses and indigenous-owned businesses, among others.

鈥淭ogether with our customers, partners,听diverse suppliers听and social enterprises, we have set out to expand social procurement where infrastructure exists and听intend to听establish the infrastructure and build capacity where it doesn鈥檛,鈥� Fox-Martin added. 鈥淲e invite our entire ecosystem to learn more and take part, join us in this initiative, and help build the pathways and the momentum to听realize听this听ambition听and听find听a better way to grow.鈥�

To learn more, read 鈥�Social Procurement: Finding a Better Way to Grow,鈥� by Fox-Martin.

Visit the 51风流News Center. Follow 51风流on Twitter at .

About 5 & 5 by听鈥�25

5 & 5 by 鈥�25 is an initiative by 51风流designed to encourage organizations across industries to direct more of their addressable spend toward certified social-enterprise and diverse-business suppliers. In joining the initiative, organizations agree to formalize their exploration of social procurement, including partnering with leading intermediaries, adopting social-procurement policies, consuming goods and services from purposeful suppliers, and expanding their engagement with more social enterprises and diverse businesses. The goal is to reach 5 percent of annual addressable procurement spend with social enterprises and with diverse businesses by 2025 and in doing so make significant impact on social inequalities and environmental imperatives. 5 & 5 by 鈥�25 is part of the 51风流One Billion Lives program, focused on promoting greater inclusion of social entrepreneurship in the global economy. For more information, visit听

About SAP

SAP鈥檚 strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world鈥檚 transaction revenue touches an SAP庐 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 51风流helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit

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*Addressable spend (as opposed to total spend) includes only a company鈥檚 orders for goods and services that can be fulfilled by a social enterprise or diverse business. For specific goods and services such as rent, energy, labor and some professional services, often neither social enterprises nor diverse businesses yet exist that provide them. Estimates based on assessments of SAP鈥檚 own spend suggest that between 10 percent and 30 percent of total spend could be designated as addressable spend, depending on country.

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On his way to work one day, he encountered a homeless person on the sidewalk holding up a cardboard sign on which was written, 鈥淜eep your coins, I want change.鈥� This call for change triggered . He founded Change Please, a coffee provider that reinvests its profits to train the homeless as professional baristas. Cemal and team provide each trainee with housing within 10 days, a bank account, and access to in-house counselors, and typically support them into a living-wage job and the dignity of work within six months.

Cemal鈥檚 social enterprise has boomed, quadrupling its turnover and tripling the number of people they support. They have extended from London to Los Angeles and San Francisco, to Sydney and Melbourne, and were named Sir Richard Branson鈥檚 startup of the year.

This is more than Cemal鈥檚 story. This is the story of the social enterprise movement, businesses spiritually and operationally focused on changing the world. Social enterprises like Cemal鈥檚 operate in every market and every industry. They are just like any other commercially viable business, but with three crucial differences:

• Their purpose: They are founded and governed on the basis of a clear social or environmental mission.
• Their business model: They reinvest the majority — in the case of Change Please, all — of their profit into this mission.
• Their independence: They are majority controlled solely in the interest of this mission.

Understanding the social enterprise movement and the promise it holds is far more than a feel-good story; I am convinced it is the future of business.

The Imperative of Social Entrepreneurship

The concept of social enterprise underlies SAP鈥檚 very mission: to help the world run better and improve people鈥檚 lives. This mission connects us closely to the movement, and we are both inspired by and seek to inspire social entrepreneurship throughout the global economy.

This isn鈥檛 just corporate philanthropy or even traditional corporate social responsibility (CSR). This is about having an environmental or humanitarian mission woven into the fabric of a business. And this is what it鈥檚 going to take if we are to overcome the environmental and social challenges we face today.

We already knew that business had a much more active role to play in building a more inclusive, more sustainable global economy. We already knew businesses needed to find a better way to grow. And now, with life under COVID-19, finding a better way to grow has new urgency.

How does social entrepreneurship help?听The pandemic threatens to intensify inequality. But it also presents us with a once-in-a-century opportunity.听The economy has effectively stopped, and it is now in our power to shape how we start it up again. I believe social entrepreneurship plays a fundamental role in how we rebuild our economy from here.听And the most immediate way we can create greater impact is in the way we procure goods and services.

Social Procurement at the Heart of Purpose

Every company in every industry needs to procure. We all need soap in our washrooms, landscaping for our offices, food and drink in our cafeterias, marketing services, office supplies, pest control, and even talent acquisition. These and many more are all products and services provided by social enterprises. This is money we are spending anyway. Why not spend it with suppliers who are delivering certified social impact as well?

For every dollar, pound, or euro companies invest in traditional CSR programs, we spend 400 on the indirect goods and services we use to run our business. By simply directing a proportion of this spend toward organizations with a social or environmental mission, our spend has a drastically improved impact.

51风流has engaged with social enterprise since 2010, but not until recently have we begun a concerted effort to direct our own spend to these organizations. As part of a pilot in the UK, we were able to direct 2.5 percent of our addressable spend to social enterprises, including Change Please, in just nine months, and there is still much more potential to tap. In this process, we destroyed some entrenched myths:

• Myth 1: Social enterprises are too expensive. Not the case. By integrating these suppliers into our supply chain we have actually been able to save money.
• Myth 2: Social enterprises deliver lower quality. Quite the opposite. So far, our employees have been much happier with the products and services we buy from social enterprises.
• Myth 3: Social enterprises are too small to deliver to corporates. Very much the contrary. In the UK, we have engaged more than 20 social enterprises across four procurement categories in fewer than nine months, in full compliance with our stringent procurement policies.

These are often the key performance indicators (KPIs) procurement teams apply in assessing their suppliers. But other benefits may surprise you. Not only your procurement teams but also buyers across your lines of business will be energized knowing that the purchasing decisions they make each day have a direct impact on improving lives and helping the environment. What we鈥檙e seeing here is undeniable value plus.

Introducing 5 & 5 by 鈥�25

When more and more corporates partner with social enterprises in this way, the impact is substantial. 51风流is not just procuring more from social enterprises, we are working on making it easier for our customers to do the same. Ariba Network is the largest business-to-business marketplace in the world, supporting nearly US$3.5 trillion in transactions each year. In partnership with leading social enterprise interest organizations, we are opening this network up to their members, connecting corporate-ready social enterprises with more organizations that want to make a difference with their spend.

We have formalized our ambition in what is known as , SAP鈥檚 public initiative to direct five percent of our addressable spend to social enterprises and five percent to diverse businesses by 2025. Together with our social enterprise intermediaries, customers, partners, and social enterprises themselves, we have set out to expand social procurement where infrastructure exists and establish the infrastructure and build capacity where it does not. We invite our entire ecosystem to learn more and take part, join us in this initiative, and help build the pathways and the momentum to realize this ambition.

5 & 5 by 鈥�25 is part of the 51风流One Billion Lives program I founded six years ago to help marshal the best of 51风流鈥� our core business, our people鈥檚 passion, and our vast ecosystem in service of social good. 5 & 5 by 鈥�25 furthers our mission to positively impact 1 billion lives specifically by supporting social entrepreneurs and accelerating the integration of social enterprises into the global economy through procurement practices.

Purpose and profit can and must co-exist. The social enterprise movement isn鈥檛 only evidence; it鈥檚 inspiration.

Adaire Fox-Martin is a member of the Executive Board of 51风流SE and a Global Buy Social Ambassador for Social Enterprise UK.

The surge in communal spirit around the globe can leave one awestruck 鈥� from the volunteer armies around the world to significant pivots of 51风流customers that have redirected their processes and assembly lines from luxury goods and automobiles to sanitizers and ventilators.

At SAP, we engaged at length in helping governments, customers, and partners cope with the COVID-19 crisis. But beyond that, we marshaled the strength of 51风流solutions and our individual and collective expertise to fight COVID-19 through our flagship social intrapreneurship program, , an initiative founded by Adaire Fox-Martin, member of the Executive Board of 51风流SE, Customer Success.

鈥淔or the past five years, through 51风流One Billion Lives, we have successfully married our business acumen and technology savvy with the passion of our employees for making the world a better place,鈥� Fox-Martin said. 鈥淚t made perfect sense to extend our annual program to include a quick but substantial sprint to fight COVID-19.鈥�

鈥淏y using our technology for good, recognizing and managing COVID-19 outbreaks could be reimagined. Everything from early detection and accelerated case identification to driving containment, resource allocation, and community engagement has the potential to be transformed with digital capabilities,鈥� she added. 鈥淚 am deeply proud and personally touched by the response of our people. Each submission was well formulated, detailed, and demonstrated the understanding of how 51风流solutions and our people could play a major role in addressing the prevention, treatment, and alleviation of the economic and social issues associated with COVID-19.鈥�

In the six short weeks in which the 51风流One Billion Lives Sprint Against COVID-19 took place, 487 ideas were submitted. Four projects were chosen for immediate development, with first working prototypes expected by early July. Learn more about the selected ideas:

• COVID-19 Cohort Management: This solution allows people with a compatible COVID-19 status to work together and engage in social activities. In this way, the number of people who absolutely must stay at home during a pandemic could be dramatically reduced, and therefore economies can stay running. Predicated on rigorous testing, tracing, and certification, the solution identifies key cohorts that could engage with each other. 听For example, the recovered, when proven immune, could work with risk groups as long as immunity remains. With the solution, employers could book employees to work with other colleagues and customers who are in a compatible cohort. Read more.
• AERATE: A critical life-saving asset registry solution enables wide and efficient identification, tracking, and validation of the working status for life-saving medical devices, starting with ventilators. The solution would connect manufacturers, governments, and hospitals with the ability to track device locations and help ensure ventilator effectiveness at stores or at hospitals. So far, the response has been overwhelmingly encouraging and the team has pilot pursuits in the works for three countries. Read more.
• Sustainable Humanitarian Action Project: The disruption of supply chains during lockdown affected governments and corporations immensely but obtaining the necessary resources has been even more difficult for humanitarian organizations and non-governmental organizations (NGOs). This solution would connect the needs of NGOs, social enterprises, and businesses to provide better and faster services in times of crisis. It brings together an external needs-assessment social enterprise called NeedsList and 51风流Ariba Discovery to give humanitarian supply chains a required boost while helping 51风流retail customers find the best channels to donate excess goods. Read more.
• COVID-19 Humanitarian Response: When coordinating a relief mission for a major disaster or a pandemic, no one benefits from old and inaccurate data. Through fast and clear data management, the 4W Machine Learning Wizard tool helps lead a much more effective response to COVID-19. The tool reads files, extracts needed information, understands it, corrects it鈥攅ven completes the missing pieces鈥攁nd finally consolidates it all in a simple and streamlined manner to present a single source of truth during a relief mission. It helps cut the data processing time down from 14 days to one hour and enables NGOs to plan, prepare, and execute based on more accurate, close-to-real-time data. The end result is a collectively improved humanitarian mission. The tool is based on machine learning and natural language processing. Read more.

Ability to Socialize and Work During a Pandemic

As the impossible actually happened and the raging COVID-19 pandemic put nearly the entire world into a lockdown, Kai Wussow, like many, was confined at home. Working in a makeshift home office that at other times doubled as a kitchen table, he felt frustrated and had enough of feeling helpless.

鈥淟ike many colleagues, I could not meet customers. In my role, I believe in personal, high-touch customer support. I felt like I was trying to do my job with one hand tied behind my back,鈥� Wussow explains. 鈥淭he magnitude of the situation dawned on me, and I wondered what could be a better way to cope with the situation. Blanket lockdowns might be necessary when dealing with something brand new because we are simply not prepared for it. But this does not have to be so if we are able to manage a few things, like, in the case of COVID-19, the health status certification and management of people with compatible health status, or the 鈥榗ohort.鈥欌��

And so, the idea for a COVID-19 Cohort Management solution was born and submitted to the 51风流One Billion Lives Sprint Against COVID-19 challenge. It was founded on the premise that as long as we ensure that only the people with compatible health status interact with each other, we could still work, keep the economy running, and socialize while minimizing the spread of the virus.

Predicated on rigorous testing, tracing, and certification, the solution identifies key cohorts. For example, the recovered, when proven immune, could work with risk groups as long as immunity remains. The infected with no symptoms could work together as well as with those that are tested immune and traced.

As soon as the cohorts are clearly identified and certified, they could be self-managed to a certain extent, managed by employers, or managed by society at large. With the cohort management solution, employers could book employees to work with employees and customers who are in a compatible cohort. Some organizations have been trying to do this manually, but with Wussow鈥檚 solution, this effort could be simplified and executed at scale with improved safety.

鈥淪AP鈥檚 large footprint in workforce management software is a great foundation to build on, and I believe that 51风流Sports One software provides a great basis that could be adapted in a short time to serve the purpose,鈥� explains Wussow. 鈥�51风流Sports One is a robust system, used by the entire Bundesliga. It already deals with aspects like managing and scheduling players with injuries and diseases. It enables the players, doctors, and physiotherapists to collaborate to create training schedules for the healthy players and recovery schedules for the injured players in a safe and privacy-observing way.鈥�

Helping Save Lives with Efficient Management of Medical Devices

When asked how he came up with the idea for the AERATE project, Andrew LeBlanc humbly says it was not his. He heard it on television.

By that he means that he, like everyone else, was following the news about the COVID-19 pandemic as it started spreading across the globe. With the exponential growth in the number of infections, country after country was in the news stating the issues with sourcing and managing life-saving medical equipment, such as ventilators. And in a pandemic like COVID-19, which attacks the respiratory system, a ventilator could make a difference between life and death.

Very few nations could pinpoint, at speed, how many devices they had, where they were, and if they were in an operational state. Government leaders were voicing out the need for hospitals and governments to be able to 鈥渇lex鈥� as one streamlined system, sharing resources in an emergency.

To LeBlanc, an enterprise architect in Customer Success at SAP, this statement did not sound unlike a usual problem statement he might receive from an enterprise customer 鈥� in his words, 鈥渂rief, to the point, and requiring immediate attention.鈥�

That same night, LeBlanc called Matthew Easlea from product engineering 听for 51风流Australia, to tell him about his intention. Within a day, they had an initial idea to track ventilators and optimize their effectiveness.

鈥淎s an enterprise architect, you have to be deeply familiar with the entire 51风流portfolio and able to sketch a solution for your customer almost instantly,鈥� LeBlanc explains. 鈥淭his sketch is then taken to subject matter experts to shield it against mistakes and boost efficiencies while closing the loop between a problem and the value delivery, incredibly fast. We applied this knowledge and process to AERATE.鈥�

Both men understood that time was of the essence. The pandemic was spreading at a neck-breaking speed, and the healthcare facilities were overwhelmed. As a result, the plan was simple: deliver a minimum, viable, and highly beneficial solution that would connect manufacturers, governments, and hospitals with the ability to track device location and help ensure ventilator effectiveness at stores or at hospitals. Then, at a more opportune time, they could build a path to apply more intelligent innovations and scale.

By the morning, a lot was done.

LeBlanc and Easlea decided that a simplified and 鈥渇ocused scope鈥� version of 51风流Asset Intelligent Network was the way to go. It offered exactly what was needed: fast onboarding for critical medical devices through templates, online tracking in real time with maintenance records immediately available, effective trouble shooting, and a collaboration network to enable creation of one system that could flex and connect the necessary parties and the inventory in an emergency.

That same day, they had the manufacturers discovered. They knew that 20 out of the 28 world鈥檚 ventilator manufacturers were 51风流customers. They estimated that it comprised 90 percent or more of global production.

鈥淲e reached out to organizations and colleagues that were closest to these manufacturers and we had their green light almost right away,鈥� LeBlanc says. 鈥淭he vastness of the 51风流ecosystem and the value of trust-based relationships should never be underestimated. It is as crucial to our success as a company as our technology is.鈥�

Within a few days, the first pilot was ready with actual models and manufacturers for the U.S. Strategic National Stockpile involved, proving the model worked. As alignment and concept feedback with healthcare and regulatory industry experts from 51风流progressed, the team grew to 20 active and a total of close to 70 members who wanted to see AERATE succeed. But the team knew that if the system was to truly be successful, it had to go to market as an ecosystem. To accelerate information sharing, large governments and alliances had to come on board.

鈥淭his is when we decided to nominate our idea for the 51风流One Billion Lives Sprint Against COVID-19 challenge,鈥� LeBlanc says.听 鈥�51风流One Billion Lives will greatly help with scaling the project and making a run to impact over a billion lives while growing the 51风流brand.鈥�

So far, the response has been overwhelmingly encouraging and the team already has pilot pursuits in the works for three countries.

鈥淲hat is clear from this pandemic is that no one is shut off against a disease. Its effects are no less serious than those of climate change. While I hope we will never hear of this or another pandemic again, we have to count on the possibility of a second or even a third wave of COVID-19, or even a different pandemic in the future. My vision is to help the world get ready,鈥� LeBlanc concludes.

鈥淥ver the past month since I nominated the idea to the 51风流One Billion Lives Sprint Against COVID-19 challenge, I have already validated it with a number of customers that have shown tremendous interest and would be willing to try it out as soon as it is ready, which is really a great news,鈥� he says.

Firing Up a More Connected Humanitarian Supply Network

鈥淵ou know something is a great idea when a lot of people come up with it,鈥� Drew Birtwistle says. Experienced at creating positive social impact through his 2017 51风流One Billion Lives venture, Rapid Disaster Relief, Birtwistle has been working with agencies helping people at risk since 2017. Just before the global COVID-19 lockdown started, Birtwistlecould envision the crushing effects the pandemic would have on humanitarian networks.

鈥淲hen you have both ends of the supply chain, the supply and the demand, shut off almost everywhere in the world and when governments and big corporations start having issues getting adequate resources, you can imagine what happens to humanitarian organizations and NGOs,鈥� Birtwistle explains.

Birtwistle knew 51风流Ariba, the world鈥檚 largest B2B e-commerce network that sees over US$3 trillion in transactions each year, could play a huge role, but the system was not yet equipped to manage donations and humanitarian supply chain.

At the same time, Jennifer Breslin from the 51风流Ariba Discovery team was talking with her colleagues about 51风流Ariba retail customers that, in the wake of the sudden pandemic and the resulting lockdown, had inventory that they not only wanted to, but had to, dispose of. Brand new items had to be given away. These customers wanted a way to make sure they could give the goods to those who could benefit the most. As a matter of fact, 51风流had already started thinking about what it would take to enable donations on 51风流Ariba Discovery, but something was needed right now.

鈥淭oday, sustainability is key to sourcing. Every reputable company is looking to diversify and increase their spend with sustainable and positive impact suppliers. From a reputational aspect, this project is aligned with the 51风流Ariba vision,鈥� Breslin explains.

Kristen Jordeth from the 51风流Ariba Go to Market team, on the other hand, had attended the Social Enterprise Alliance Summit and 听could not shake the thought that social enterprises, which are regular for-profit businesses but with a social mission at their core, should be more represented in Ariba Network.

鈥淚 was touched by their passion and belief that the business world could be the engine for positive change. They were thrilled that 51风流was listening to their situations and wanting to help,鈥� Jordeth says. 鈥淚 drafted an idea about plugging social enterprises into Ariba Network, but with the pandemic, work, and a three-year-old at home, I never pressed the submit button. I was extremely happy when I found out that Drew, Jen, and I were on the same page.鈥�

Through 51风流One Billion Lives, the three were put in touch to fulfill the humanitarian supply chain through 51风流Ariba software.

At this point, Birtwistle鈥檚 contacts connected him with NeedsList, a women-led, technology social enterprise that provides software and builds a network of suppliers for humanitarian work for a faster, more sustainable approach to crisis response.

鈥淐ould the solution to our problem be as easy as integrating NeedsList into 51风流Ariba Discovery?鈥� he wondered. The team agreed that it was the best immediate action and contacted Natasha Freidus, CEO of NeedsList, who loved the idea, and the project was submitted to the 51风流One Billion Lives Sprint Against COVID-19 challenge for realization.

The initial integration is expected to happen very quickly, and the teams are excited about the follow-up plan to this quick start.

鈥�51风流Canada held a hackathon with a number of partners, including Accenture, Deloitte, EY, IBM, and Microsoft, to tackle COVID-19. Interestingly, out of the five winners, three were focused on sharing needs information and could be very complementary to our project with 51风流Ariba,鈥� Birtwistle says. 鈥淭he pandemic has been tragic on so many levels, but one positive aspect that has emerged is the realization that the business and social impact must go hand in hand.鈥�

A Humanitarian Response Through Machine Learning

Originally from Germany but having lived on three continents, Carsten Boekholt was inspired to engage in social ventures by his grandparents, who spent significant time and effort helping refugees. And having personally witnessed poverty and unmet needs in countries like Eritrea, his wife鈥檚 home country, his desire to help those in need grew.

Triggered by the devastating earthquake in Haiti in 2010, to which he, like many others, had donated, Boekholt鈥檚 professional hat came on. Working in the Industries and Customer Advisory group at SAP, Boekholt helped some of the largest 51风流customers improve their supply chain efficiency. And so he started looking into the efficiency of the humanitarian ecosystem.

鈥淚 thought that a collaboration platform providing a unified real-time view and fostering collaboration for all humanitarian stakeholders could become the basis for greater operational efficiency and better outcomes across organizational boundaries in humanitarian missions,鈥� Boekholt says. He believed that 51风流could achieve much greater impact by improving humanitarian response processes through technology and innovation, rather than through simple monetary donations.

That鈥檚 how in 2017, together with Erich Winsloe, Koert Breebaart, and Luiza Maria Ramiento, his first 51风流One Billion Lives venture, Relief.iO, was born. The venture works to deliver a robust collaboration platform to drive better collaboration between humanitarian stakeholders, like NGOs, governments, and the private sector.

Since then, Boekholt and Winsloe kept a close working relationship with the United Nations Office for the Coordination of Humanitarian Affairs (UN OCHA). While the Relief.iO platform focuses on improved collaboration between the various NGOs, the UN OCHA team approached Boekholt with a related problem but a different challenge. UN OCHA struggled to coordinate humanitarian missions manually, with a large number of Excel files with thousands of data lines coming from numerous NGOs.

These lines of text represent the information about the needs and available resources that needed to be verified and processed manually, which often took multiple days or even weeks depending on the disaster. Strict templatization did not work since each organization would end up tweaking the templates, leveraging their own formats or unintentionally destroying them.

The team took on the challenge and worked with a group of data scientists and students in Singapore to build a tool that uses machine learning and natural language processing to read the files, extract the needed information, understand it, correct it鈥攅ven complete the missing pieces鈥攁nd finally consolidate it all in a simple and streamlined manner to present a single source of truth. A rough working model was built in about four months.

When an earthquake and tsunami struck Palu, Indonesia, the UN OCHA called again. This time they asked if they could use the tool for the relief efforts in Palu. The team supported the UN over the entire three-month mission. Using the new tool, the pilot in Palu brought about tremendous quality improvements and time savings, cutting the data processing time down from 14 days to a few hours. As a result, the UN was able to create a unified report and get back to NGOs on who was doing what, where, and when (4W-Report), along with analytical insights, two weeks earlier than previously. This, in turn, enabled the NGOs to plan, prepare, and execute based on more accurate, almost real-time data. The end result was a collectively improved humanitarian mission.

However, while the tool was functioning well, it was only working as a concierge service and the UN was not able to use it directly.

As the COVID-19 pandemic reached a scale that no one was prepared to deal with, the UN OCHA reached out to Boekholt once again to see how the 4W Machine Learning Wizard could help. This time the team knew the tool needed to be upgraded for self-service if countless organizations across 20 affected countries with tens of millions of people in need were to meaningfully benefit from it.

鈥淲hen 51风流One Billion Lives launched a new challenge specifically to fight the COVID-19 pandemic, we realized that it was once again an opportunity to leverage the program and finish what we started, scaling the tool and bringing it online,鈥� Boekholt says enthusiastically. 鈥淭he 4W Machine Learning Wizard is built as a web app and it is now time to convert it into a software-as-as-service (SaaS) solution, supporting multi-user, multi-language execution with an ability to scale.鈥�

The team aims to enable the first self-service usage for the UN OCHA by early June 2020 to better coordinate the ongoing crisis, while maturing the tool in an agile development approach to a productized version in August.

鈥淚 feel so privileged to be in the position to help, and now that my role is also public sector-facing this project is not only a social impact project but a major conversation starter and an area of interest for our customers,鈥� Boekholt says. 鈥淚 am tremendously proud to work for a company that is clearly driven by its purpose to help the world run better and improve people鈥檚 lives.鈥�

The current pandemic has had a significant impact on the , as well as people鈥檚 professional and personal lives. Business operations across the globe have changed rapidly over the last six weeks, with small companies and startups in particular feeling the pressure to .

Late last year, before the , the outlook for newly founded ventures and startups was quite different. At that time, two employee-created startups within 51风流secured funding and joined the accelerator program within the company鈥檚 New Ventures and Technologies team.

With the rapid development of the pandemic, the co-founders of GreenToken and face new business obstacles that they could not have predicted upon receiving funding.

鈥淚 had business meetings in Germany, the U.S., the UK, Singapore, and Indonesia that all had to be canceled,鈥� GreenToken Co-Founder James Veale says. He adds that while the meetings were replaced with video calls, software deployment and activities like troubleshooting or training were challenging to accomplish without being on-site with customers.

Despite the new challenges, both teams still appreciate the support they have had from , a production innovation program that invests in small entrepreneurial 51风流teams to build and launch products. The intrapreneurship program represents one of the company鈥檚 efforts to identify future opportunities and funding ideas for employee-led innovation. It provides a one-stop shop for all the information and tools employees need,听such as access to an exclusive network of advisors, hands-on education, and a world-class accelerator to听help build their own business听inside SAP.

Here, both founding teams reflect on their first 100 days as intrapreneurs at SAP and share their experiences and challenges, as well as key takeaways.

Creating a New Venture

Dor Shany and Rooly Eliezerov are the co-founders of , a web application that lets users create one single digital identity that can be used for login across websites and apps. Their goal is to safeguard personal data on various platforms. Both have experience as founders, as they bring deep expertise from their identity management platform, , which听51风流acquired in 2017.

Shany and Eliezerov applied for support from the internal accelerator program as opposed to seeking external funding.

鈥淪AP鈥檚 added value is a big plus for us,鈥� Shany explains. 鈥淥ther companies already have a lot of trust with 51风流and we can benefit from that when approaching new customers.鈥� But the decision to apply was also a personal one. 鈥淲e both shine in a startup environment, and that鈥檚 what New Ventures and Technologies offers,鈥� Eliezerov adds.

Ideas for the accelerator program come from across business areas. GreenToken by SAP emerged from the听.

As the company鈥檚 flagship social intrapreneurship initiative, 51风流One Billion Lives drives social innovation and gives employees the permission, time, technology, and mentorship to turn their passion for making a difference into sustainable ventures. With a social mission at the core of business, the program aspires to improve the lives of 1 billion people.

Being selected for funding came as a surprise for the GreenToken Co-Founders Veale and Nitin Jain.

鈥淲e entered 51风流One Billion Lives just to get some funding to finish our project and we ended up being given the opportunity to start a new business unit within SAP,鈥� Veale says, adding that he and Jain had to leave their existing roles to completely focus on the venture. 鈥淪uccess or failure is down to us.鈥�

Nothing Ventured, Nothing Gained

Before securing funding, the four founders took part in a three-week workshop to receive feedback from mentors and fellow intrapreneurs. Jain notes that every single aspect of their business plan was scrutinized and challenged by workshop peers.

Shany says such deep inspection and review enabled the four co-founders to view their respective ventures from multiple perspectives. 鈥淥ur key takeaway was that it鈥檚 not about having other people solve our problems, but it’s about listening to others and then we learn how we can improve,鈥� he says.

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Coming from a business development background, Veale and Jain knew that their professional experiences were unique among their peers within New Ventures and Technologies, who typically have more technical backgrounds. These differences, however, have been complementary to both the co-founders and the teams they work with, because they are able to approach problems and issues with a different view and vice versa 鈥� even if it meant being challenged and challenging others openly.

鈥淲e didn鈥檛 hold back in challenging the team,鈥� Veale says, emphasizing that it was a valuable learning experience for both sides. 鈥淚nnovation is about passion and change, and if we can鈥檛 change our process then we can鈥檛 innovate. New Ventures and Technologies understood this and gave us the flexibility and headroom we needed.鈥�

A Glimpse into the Future

In their first 100 days as intrapreneurs at SAP, the lives and roles of these four co-founders have fundamentally changed. They are working with existing 51风流customers, including blue chip companies and are looking forward to expanding their portfolios and scaling their businesses. But they are also acutely aware that they are not just dealing with the challenges of a typical startup. The pandemic has presented challenges for startups, some of which have never before been seen.

Nevertheless, they remain optimistic. 鈥淲e had a slower start than we had hoped for, but we have adapted, like bringing face-to-face meetings to video, and we are now moving and gathering pace,鈥� Veale says.

When asked if the founders recommended taking the leap and becoming an intrapreneur, Jain answers with an emphatic yes: 鈥淭his transition from being an employee in a large organization to driving something on your own is a challenge and a change of mind 鈥� but it is definitely worth it.鈥�

In-house innovation has been one of SAP鈥檚 recipes for success since its founding days nearly half a century ago. Driving transformative innovation inside the company demands going beyond innovating upon existing products by actively scouting for new ideas. Once identified, these innovative ideas can build and grow upon SAP鈥檚 unique strength and assets such as the company鈥檚 technologies, data and customer relationships.

鈥淚t鈥檚 our job to keep our eyes on the future,鈥� Max Wessel, chief innovation officer of SAP, said. 鈥淏ut it鈥檚 more than just having the ideas. We have to put an operating model in place to facilitate innovation for our customers.鈥�

Venturing inside of 51风流鈥� also known as intrapreneurship 鈥� is one of the ways 51风流accomplishes the task by reimagining how products and services can be delivered from the ground up.

From Idea to Product Incubation

The听internal accelerator program听at 51风流has been identifying high-potential, entrepreneurial employees听inside the company听since 2015.听With the help of a structured program, the employees join together in teams that create an idea for a new venture. The selected 51风流teams then receive mentorship to validate critical assumptions and solve real business problems.

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In 2019, 11 teams were selected to pitch for investment. Two have secured funding and are joining SAP.iO Venture Studio, the in-house product incubator. Over the next 18 to 24 months, these two venture teams will have the opportunity to continue to develop their ideas and test and iterate among other teams in the product incubator environment.

GreenToken: Traceable Raw Material Supply Chains for Informed Purchasing Decisions

What is inspiring about the program is that ideas are sourced from all areas of SAP鈥檚 business. The GreenToken by SAP solution was sourced from the , the company鈥檚 flagship social intrapreneurship program that aims to improve 1 billion lives through a portfolio of sustainable, shared-value impact ventures.

As consumers become more conscious of the origin of the products they buy, they are demanding sustainable and ethically sourced material. GreenToken enhances the traceability of product raw materials through a cloud platform supported by blockchain technology.

The venture鈥檚 approach is unique in the market and it will be able to offer companies a new level of transparency for their sourced raw materials, as opposed to the current practice of only tracking the final packaged good. Founders James Veale and Nitin Jain have proved the viability and are continually working to build on the potential impact of their venture.

Digital Identities: Usernames and Passwords Become Obsolete with OwnID

was built to safeguard personal data on various online platforms. The web application enables users to create a single digital identity that will be used to log in to websites and apps.

Today鈥檚 online logins include cumbersome account creations and password hassles, which too easily can lead to compromised privacy. OwnID听aims to听transform听identity management by giving users full ownership of their personal data and protecting their digital identities from being dispersed across multiple platforms. The venture plans to create decentralized, portable identities听that users can take with them wherever they go through their phone without installing an app.

A user will click on a link on their phone to register to a website without choosing a password, choose the profile information that they want to share about themselves, and will then be able to use just their phone to login from anywhere.

Not only that, but in business-to-business (B2B) scenarios,听the same portable identity technology could be used by employees to log in and share information securely. Providing听data autonomy for end users could also resolve issues听for companies managing their own customer data and compliance.

Funding and听Founding听Inside听SAP

Dor Shany and听Rooly听Eliezerov are the founding team behind OwnID, and bring deep expertise from identity management platform听Gigya, which 51风流acquired in 2017.

鈥淐reating a new business within an organization offers us to work with听the existing company鈥檚 assets and infrastructure, which is fundamentally听different from a traditional startup,鈥澨鼸liezerov, co-founder of Gigya and OwnID, explained.听鈥淵ou aren鈥檛 starting on a blank canvas.鈥�

About New Ventures and Technologies听

To future-proof 51风流and customer businesses, the New Ventures and Technologies organization听drives transformative innovation through technology innovation and product incubation. It听identifies听commercial opportunities in the 51风流ecosystem, explores听and pioneers听the business impact of emerging technologies, and makes听them听enterprise ready.听For more information,听.

Previous听experience in starting听a听business isn鈥檛 a requirement within SAP.iO Venture Studio.

鈥淲ith our approach to product incubation, we听empower听employees听to own their new product,鈥� Graham听Ratcliffe, general manager of听SAP.iO听Venture Studio,听said.听鈥淲e鈥檙e most interested in the big bets听and we look for founding teams who want to create new markets.鈥�

Both elder care and long-term care are rapidly becoming some of the greatest challenges for healthcare systems. The population aged 65 years or older is growing faster than all other age groups. Studies show that one in six (16 percent) people worldwide will be over 65 in 2050 compared to the one in 11 (9 percent) from 2019.

鈥淲ith people living longer, the need for elder care has gone up, but the supply side isn鈥檛 catering to the demand,鈥� says Abhinav Singhal. 鈥淚n a lot of countries, the system is at the brink of collapse, putting lives at risk.鈥�

Singhal is the project leader of 鈥淒igital Aged Care,鈥� one of eight finalists of the 2019 Hasso Plattner Founders鈥� Award. The team is currently developing a solution that predicts health risks, mobilizes caregivers, provide visibility to families, and enables independence for the elderly.

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The Hasso Plattner Founders鈥� Award is the highest employee
recognition at SAP, awarded annually by the co-CEOs to an
individual or a team.

Born and raised in India, Singhal has lived and worked in different countries for most of his career. With thousands of miles between his parents鈥� home in India and his in Sydney, he knows the uneasy feeling of not always knowing how his parents are doing. It is a phenomenon that is becoming increasingly prevalent in our mobile world.

When the program was looking for new ideas in 2017, Singhal saw his chance.

One challenge the team faced at an early stage was finding support for product development. 鈥淭hat is why we reached out to colleagues from various 51风流Labs organizations across SAP, interns from universities, and fellows and scholars inside SAP,鈥� Singhal shares. Help also came from colleagues in Germany, Ireland, Japan, and the U.S., bringing an extended team to around 20 people.

鈥淎t first, I was purely motivated to support seniors like my dad,鈥� says Grace, who got on board at the beginning. 鈥淭wo-and-a-half years later, much of my motivation comes from working with the incredible people in our little global team. People who haven鈥檛 met in person are working tirelessly for a goal outside of their day jobs. And because we are building innovative tech, it is absolutely thrilling.鈥�

Support also came from some unexpected sources. Ken Wyatt, then Australian Federal Minister of Aged Care, opened some crucial doors for them in the industry. The team also secured funding from the University of New South Wales. And talking to older people in their own families and the families of friends offered significant insights into the consumer behavior and psyche.

The team then developed a pilot that combines multiple data sources in a single application so that care providers can check the well-being of their elderly clients on a dashboard view.

Connecting Data for the Full Picture of Elder Care

鈥淵ou already have a lot of solutions in the market, but it鈥檚 about linking the data and putting it in the hands of a care expert,鈥� Singhal says. Sharing this data with the client鈥檚 family also provides peace of mind.

Sensors in homes and wearable devices monitor daily activity patterns and gather biometric data like heart rate and blood pressure. Caregivers get an even fuller picture by combining the data with survey tools from Qualtrics that measure how the elderly clients are feeling. These tools provide insights and analytics for detecting the onset of health ailments like depression or dementia or scenarios requiring urgent attention such as falls.

鈥淥ur goal is to help people continue living wherever they call home with dignity and maintaining their independence,鈥� Singhal says. Pilots are already running in India and Australia, and Japan is about to start. The feedback from nursing homes and homecare providers has been overwhelmingly positive according to Singhal. 鈥淓verybody we have spoken to has been interested in what we鈥檙e doing.鈥�

Finalist Fast Facts

• Submission Title:听Digital Aged Care 鈥� Living Longer, Healthier and Happier!
• Team:Simon Grace, Puneet Gupta, Gopal Anand, M Ramya Ravishankar, Manu Gupta, Utsav Banatwala, Oliver Zimmerman, Rituraj Sambherao, Abhinav Singhal, Leon Ren
• Board area: Global Customer Operations
• Achievement:听A solution that enables senior care providers to predict risk, mobilize carers, share visibility with the family and give independence to elderly people across the globe. This is achieved by applying intelligence and automated workflows on IoT and experience insights.
• Impact:听 The project represents significant social as well as commercial value. The product helps older people to live longer at home where it is much cheaper to care for them. Care providers are given more time for personalized care. The solution also provides enhanced peace of mind for the families.