The state of social enterprise in Ethiopia Social enterprise activity in Ethiopia is growing. We set out to quantify social enterprise activity in Ethiopia. We surveyed 134 social enterprises and found that: Total jobs created full-time equivalent Of which are part time 2,159 2,836 315 571 THIS YEAR 66% 34% 68% 32% 55% 45% 62% 38% Social enterprise is growing: Ethiopian social enterprises have an average of 21 full-time equivalent staff and median turnover of 70,000 ETB [3,182USD]. 85% of social enterprises expect turnover to increase in the coming year. Women and social enterprise: Over a quarter of Ethiopian social enterprises are led by women – significantly higher than in mainstream business (4.5%). Women in social enterprises make up 32% of the full-time equivalent workforce, higher than in the general workforce. A young social enterprise scene: Ethiopian social enterprises are young and so are their leaders. 75% started operations since 2010. Nearly half of leaders are aged under 35 Social enterprises Mainstream business Leaders 28% 4.5% Workforce 32% 28% 2015 Women Women 2016 LAST YEAR This Project is Financed by the European Union
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The state of social enterprise inEthiopia
Social enterprise activity in Ethiopia is growing. We set out to quantify social enterprise activity in Ethiopia. We surveyed 134 social enterprises and found that:
Totaljobs created
full-time equivalent
Of whichare part time
2,159 2,836
315 571
THIS YEAR
66% 34% 68% 32%
55% 45% 62%
38%
Social enterprise is growing: Ethiopian social enterprises have an average of 21 full-time equivalent sta� and median turnover of 70,000 ETB [3,182USD]. 85% of social enterprises expect turnover to increase in the coming year.
Women and social enterprise: Over a quarter of Ethiopian social enterprises are led by women – signi�cantly higher than in mainstream business (4.5%). Women in social enterprises make up 32% of the full-time equivalent workforce, higher than in the general workforce.
A young social enterprise scene:Ethiopian social enterprises are young and so are their leaders. 75% started operations since 2010. Nearly half of leaders are aged under 35
Social enterprises Mainstream business
Leaders
28%
4.5%
Workforce
32%
28%
2015
Women Women
2016LAST YEAR
This Project is Financed by the European Union
GROWTH PLANS BARRIERS
Capital debt or equity
Suitablepremises
Grant funding
Cash �ow
Support and advisory services
Managerial skills
21%
16%
10%
Expand intonew geographicareas
Attract newcustomers
New productsand services
Attractinvestment
Increase sales with existing customers
Merge
17%
16%
7%
58%
31%
22%
32%
31%
20%
Growth is set to continue: Most Ethiopian social enterprises expect their venture to grow and they have wide-ranging growth plans – particularly through attracting new customers or clients or expanding into new geographical areas.
Access to capital and grantsLack of access to capital is seen as the biggest barrier to growth, followed by access to grant funding.
Finance and fundingDonations and grants are the most common sources of funding, with few social enterprises securing concessional loans or equity. Limited capital supply is seen as the primary funding constraint.
Policy, �scal and regulatory environment With speci�c regard to social enterprise in Ethiopia is the very early stage of development. This policy landscape may evolve in future to o�er greater explicit recognition to social enterprises and their impact on communities.
See full report at www.ethiopia.britishcouncil.org
Based on the very small unrepresentative sampling process, there are close to 55,000 social enterprises currently operating in Ethiopia, with growth expected.
55,000social enterprises
in Ethiopia
Many social enterprises in Ethiopia exist to create employment opportunities. Job creation is often a primary focus.