B2 Reading Test – Social Entrepreneurship: A Local Case Study
Follow a mission-driven business model. B2 Reading with questions on impact, challenges, and key takeaways.
Read the passage and decide if each statement is True (T), False (F), or Not Given (NG).
Five years ago, Lina opened “Second Chance Café” in a low-income neighborhood. The café sells affordable meals and trains young adults who have struggled to find work. Trainees complete a 6-month program covering customer service, basic accounting, and food safety; many secure jobs in other restaurants afterward.
Instead of distributing profits to investors, the café reinvests most earnings into stipends, equipment, and a small emergency fund for trainees. To measure impact, Lina’s team tracks three indicators every quarter: graduation rate, job placement within three months, and 12-month job retention. They also collect short interviews from graduates and partner employers to understand what skills matter most.
Growth has not been simple. Early on, a popular bakery opened nearby, cutting weekday sales. In response, the café added a low-cost breakfast menu and partnered with a local market to source surplus produce at discount, reducing costs and food waste. Recently, a micro-grant allowed Lina to upgrade the kitchen and run evening classes on digital ordering systems.
Critics argue that social enterprises sometimes hide poor working conditions behind “feel-good” stories. Lina insists on written contracts, clear schedules, and a channel for anonymous feedback. She says the model only works when both sides benefit: customers get reliable service, and trainees gain skills that outlast the program.
The café was created to provide both affordable food and job training.
Trainees study for one year before graduation.
Most of the café’s profits are reinvested rather than paid to investors.
The team measures job placement within six months of graduation.
Employer interviews are used to learn which skills are most valuable.
The nearby bakery increased the café’s weekday sales.
Buying surplus produce from a local market helped lower costs and waste.
The micro-grant was used to hire two new full-time managers.
Lina denies that any social enterprises face labor issues.
Evening classes include training on digital ordering systems.