A fantastic opportunity for a skilled person with relevant experience to be part of a unique, innovative social enterprise making a real difference to people’s lives.
About Speedpak Group
We trade commercially to transform the lives of previously long-term unemployed people through commercial work experience and industry-led training. This has resulted in better employment outcomes, resilience in the job market and financial independence for the 1,400 people we have employed and trained since our foundation.
We have two successful businesses: Speedpak Contract Services (providing contract packing, e-commerce fulfilment, manufacturing support and logistics services) and Shamrock Rosettes (creating and supplying custom prizes, accessories and customised sportswear for the equestrian and agricultural show sectors).
We operate to ‘a double bottom line’, balancing the need for commercial profitability alongside the needs of our long-term unemployed trainees. This is what makes us unique. It reflects our values as a business with a social purpose to end long-term unemployment for people living in our community.
A hands-on role which offers variety and responsibility. Reporting to the HR Manager, the role expands across Production and HR operations. You will support the supervision of a team of over 40 general operatives to achieve a high level of performance and development of a set of skills that have a strong focus on employability and progression to employment.
The CE Programme (funded by the Department of Social Protection) is integrated into our social enterprise to provide quality work experience and training opportunities to long-term unemployed people.
Key Role Tasks:
Compliance of the CE Programme as it operates across the various functions within Speedpak.
Recruitment and induction of trainees.
Supporting trainees to achieve work and training targets.
Planning and implementing workplace learning to enhance skills and employability.
Career planning and job-seeking skills for trainees.
Capturing workplace learning.
Updating and maintaining HR databases.
Supporting workplace Health and Safety compliance including fire inspection, safety equipment and manual handling.
Providing reports and updates to the Leadership Team, Governance sub-Committee and Board.
The Ideal Candidate will have the following experience and skills:
3 years minimum in a Learning/Development role at Management, Supervisory or Team Leader level in a Retail, Manufacturing or Education Environment or Community setting.
Supporting a safe & healthy work environment in both facilities and work practices.
Sourcing and Evaluation of training.
Recruitment and Selection.
Empathy for vulnerable individuals and jobseekers.
Education and Training requirements:
Minimum of 3rd Level qualification (NFQ Major award at level 6 or higher) relevant to the role.
Evidence of ongoing training and upskilling.
What we are offering:
An opportunity to work in an award-winning social enterprise to make a positive difference to people’s lives.
A salary package starting at Point 1 of the Department of Social Protection’s 4 point supervisory scale.
(€33,295 increasing to €40,170 at Point 4).
20 days annual leave plus up to 2 additional company days for Christmas closing.
Paid sick leave.
Please email email@example.com with your CV and a one-page cover letter explaining your fit with the criteria outlined above by the closing date, Wednesday 8th June 2022.
Shortlisted candidates will be invited for interview. First round interviews will be held the week of 6 June.
If you have any questions about this role, please contact us on 01 867 1707. We are happy to take your call.
Speedpak Group is seeking to make contact with other Work Integration Social Enterprises [WISEs] who wish to be featured in a new online directory to be launched in May 2022.
“Work Integration Social Enterprises exist mainly to improve the employability and employment prospects of people furthest from the labour market.” (O’Hara & O’Shaughnessy, 2021).
We are undertaking this project to raise awareness of WISEs, particularly among the business community. Our goal is to increase commercial, procurement and philanthropic opportunities for social enterprises.
The first stage in this two-part project is to identify WISEs and feature them in the directory at www.wiseireland.ie. Inclusion is free of charge.
The second stage of the project will centre on promoting the directory to businesses. This will include making direct contact with large local businesses to highlight how they can create positive social impact by collaborating with WISEs.
We will also demonstrate how, by partnering on commercial or social projects with WISEs, those businesses can achieve their Sustainable Development Goals [SDGs] and realise their Corporate Social Responsibility [CSR] ambitions.
The project is part of the Government’s 2022 Awareness Raising Initiatives for Social Enterprises [ARISE] programme, approved by Government with support from the Dormant Accounts Fund.
Please get in contact with us at firstname.lastname@example.org (ideally in early May) so that we can include your organisation’s details in the directory …and together we can raise the profile of our sector and provide greater supports for people who are long-term unemployed.
European Action plan for the Social Economy – The Seven Pillars
The following seven pillars for a European Action Plan for the Social Economy have been proposed by Social Economy Europe.
Pillar 1: Establish a common understanding of social economy enterprises and organisations in Europe.
Pillar 2: Improve the visibility of social economy enterprises and organisations and of their values and characteristics.
Pillar 3: Measure and further document the weight of the social economy and its effective contribution to the socio-economic development of the European Union.
Pillar 4: Provide a conducive ecosystem for the growth of social economy enterprises and organisations, supporting them to access to finance and to scale up, and by establishing the necessary legal framework, allowing them to fully operate trans-nationally in the single market.
Pillar 5: Further integrate the social economy in EU funds and programmes such as the ERDF, ESP Plus and the cohesion funds.
Pillar 6: Foster the role of the social economy in the external action of the European Union.
Pillar 7: Consolidate and strengthen a permanent and structured dialogue between EU institutions and the social economy.
The European Action Plan for the Social Economy is due to be launched on Wednesday 8th December 2021.
The list, and accompanying survey-based report Corporate-Ready—How Corporations and Social Enterprises do Business Together to Drive Impact was created by international nonprofit impact investment fund Acumen. It showcases a diverse collection of established social enterprises, from a range of industries, that are ready to partner, collaborate and do business with corporations.
The report points out that “corporations, large and small, play a key role in creating a fairer and more equal world” and that “all sectors need to work together on our most pressing issues for a sustainable future. It continues: “engaging with social entrepreneurs that develop scalable business models to address social challenges can accelerate those efforts.”
The report dispels misconceptions about social enterprises relating to size, capabilities and capacity while case studies draw attention to successful partnering, illustrating how barriers between stakeholders can be overcome.
A key finding from the survey was that social enterprises have significant social impact that is aligned with UN Sustainable Development Goals [SDGs] and that they can “deliver concrete and measurable progress on corporate sustainability targets”.
The report was supported by IKEA Social Entrepreneurship, and developed in collaboration with members of the World Economic Forum’s COVID Response Alliance for Social Entrepreneurs. The social enterprises featured were chosen because they are already selling to corporations and offering direct benefit to marginalised groups.
Social procurement refers to the purchase of goods and services, by businesses and governments, from social enterprises and other organisations that have a strong ethical mission. It considers not just the economic impact of a purchase but also the positive social and/or environmental impact that that purchase entails.
This multi-outcome, value-added approach is growing, as businesses and governments worldwide seek ways to trade and operate more sustainably. This growth is also due in no small measure to lobbying by the social enterprise sector, which has strengthened and proven its worth over the past three decades.
Positive support for social procurement by governments worldwide
Social procurement is increasingly featured in government policy, as the benefits to society of buying from local, ethical suppliers are being recognised. The Irish Government has vowed in its National Social Enterprise Policy for Ireland 2019-2022to “support capacity-building for social enterprises in relation to procurement processes through workshops and training” and to “work with stakeholders to identify how to improve opportunities for social enterprises in the business-to-business supply-chain and in public procurement.” Through the Social Considerations Advisory Group it will “help policy makers to better understand how procurement can be used to facilitate the advancement of social policy objectives within appropriate and structured public procurement guidelines”.
This commitment suggests an appetite to rework traditional procurement policies, in order to accommodate social enterprises. Going further, a new legal structure for social enterprises – none currently exists under Irish law – could support a better understanding of what social enterprises are and where they ‘fit’ with procurement managers and their processes.
A key finding of the 2020 Buying for Social Impact (BSI) project (commissioned by the Executive Agency for Small and Medium-sized Enterprises and the European Commission Directorate-General for Internal Market, Industry, Entrepreneurship and SMEs) was that “…socially responsible public procurement [SRPP] is easier in countries where legal frameworks or legal forms for social economy enterprises exist”. It continues: “it is also easier for social economy enterprises to access public procurement procedures in countries where those legal frameworks or legal forms exist”.
Businesses are using social procurement to achieve their sustainability goals
Businesses are also buying from social enterprises. Though less active than governments, according to The State of Social Procurement in Australia & New Zealand 2021 report, they are nonetheless under pressure to become more sustainable, enhance their reputations and cultivate positive relationships with the communities in which they are based. Tammy Darcy, CEO of SERI has highlighted “the need for social impact to be included as a consideration in the wider economy by all enterprises, not just social enterprises”.
Social procurement in the UK has been propelled by Social Enterprise UK’s successful Buy Social Corporate Challenge. The campaign’s corporate focus has resulted in a £165m spend, by 27 participating businesses since 2018, on goods and services supplied by social enterprises.
Social procurement – a strategic choice
Social enterprises offer corporations the opportunity to merge sustainable initiatives with corporate and commercial strategy. This allows corporations to ‘hit the ground running’ with projects that provide social as well as commercial value, while not having to deviate significantly from strategy. To governments, they offer flexibility and the opportunity to collaborate on projects where local interest, knowledge and expertise are key to undertaking a project efficiently.
Social procurement offers a lifeline to social enterprises that helps them to grow, to develop a stronger voice and, through collaboration, to expand their influence. It provides them with the means to gain greater recognition as real, innovative businesses operating in competitive marketplaces. It enables them to forge a greater standing in their communities and to become a stronger force for creating positive social change.
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