delivering results_ moving towards scale

8/2/2019 Delivering Results_ Moving Towards Scale

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Event Sponsors:Associate Partners:CII-ITC Centre of Excellence for SustDevelopment | Southern Africa Trust | IMS Entreprendrla Cit | Business Civic Leadership Centre/US Chamber o

Commerce | Corporate Council on Africa

United Nations Ofce for Partnerships

ACCELERATING PROGRESSTOWARDS THE MILLENNIUM

DEVELOPMENT GOALS THROUGHINCLUSIVE BUSINESS

DELIVERING RESULTS:MOVING TOWARDS SCALE

REPORT ON AN INCLUSIVE BUSINESS

DIALOGUE, HELD ON SEPTEMBER 21ST

2010, DURING THE UN SUMMIT ON THE

MILLENNIUM DEVELOPMENT GOALS

OCTOBER 2010


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2 DELIVER ING RESULTS: MOVING TOWARDS SCALE

OCTOBER 2010

ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS

As the Secretary General o the United Nations (UN) made

clear at the UN Summit on the Millennium DevelopmentGoals (New York, September 2010), energy and eort is

needed to accelerate progress to achieve these goals. A

Dialogue held in New York on September 21st, highlighted

that accelerating the development and scaling up o

inclusive business is a signifcant opportunity to do just that.

The amount that we spend each year

in procurement from emerging market

economies is comparable to the aid

budgets of the UK, France or Germany.

Its a huge sum of money, and a massive

development opportunity.

Cynthia Carroll, CEO,

Anglo American

We need strong partnerships to speed

up MDG progress. We must make use

of what works. I congratulate and thank

those who ask how could the way I run

my business really make a dierence on

a large scale?

Helen Clark, Administrator,

United Naons Development Program

HEADLINE MESSAGESFROM THE INCLUSIVE BUSINESS DIALOGUE


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3DELIVERING RESULTS: MOVING TOWARDS SCALE

OCTOBER 2010

Thereispotenaltoaccelerateprogresstowards

the Millennium Development Goals (MDGs)

byharnessingthepowerofbusinessmore

creavely:byspreadingthepracceofinclusive

business.

Inclusivebusinessisaboutcompaniesseizingmarketopportuniesthatworkforthepoor,

and for their business. Discussions at the

eventshowedindisputablyhownewbusiness

modelsaretakingo,anddeliveringwin-wins:

newopportuniesforlow-incomepeopleand

commercial returns for companies.

Inclusivebusinessisexcingforthedevelopment

community,becauseofthepotenaltoreach

low-incomepeopleatscale,whetheras

consumers,producers,orworkers.

Inclusivebusinessisexcingfortheprivatesector

becauseitisgoodforbusiness.Avarietyofcommercialreturnsmarketentry,marketshare,

securesupplychains,productlineinnovaon,

compeveadvantageallhelptobuildmarket

value.

Speakeraerspeakerdemonstratedthat

inclusivebusinessishappening,isdelivering,and

isevolving.Businessesarewalkingthetalk.

Thepracceofinclusivebusinessisdiverse,

cungacrossmul-naonalcorporaons,

largeandsmalldomesccompanies,and

social enterprise.

Inclusivebusinessisnoteasy,butthebarriers

canbeovercome.Parcipantsconcurreditis

anexcingifcomplexprocess.Thisisame

ofinnovaonandexperimentaon,withthe

prospectoffurthersubstanalresults.

Businessesandtheirpartnersarediscovering

howtoencourageinnovaon,buildnewformsof

collaboraon,tapintonancing,ecientlyreach

baseofthepyramidconsumers,andcombine

gradualstartswithambionsatscale.

Thisisnotamaerforbusinessesalone.Donors,

governmentsandcivilsocietyalsoneedto

innovate. They can help mainstream inclusive

businessthrough,forexample,supporve

policy,sharingriskwiththeprivatesector,

usingtheirconveningpower,andinvesngin

buildingmarketsandthecapacityofthepoorto

parcipateinthem.

Inclusive business holds enormous promise but

isslllimitedandthereisanurgentneedtondwaystoreplicate,scale,andencourageother

companiestotakeacon.

THE POTENTIAL

OF INCLUSIVE BUSINESS

THE PRACTICE

OF INCLUSIVE BUSINESS


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OCTOBER 2010


Thisreporthighlightsthemesandmessagesfrom

anInclusiveBusinessDialogue,heldontheoccasion

oftheUNSummitontheMDGsinNewYork,in

September2010.Theeventwasacollaborave

eortofleadingbusinessorganisaons,aended

byover200seniorrepresentavesfromtheprivate

sector,governmentanddonorcommunity,intendedtorallybusinessenergyandexpersetoaccelerate

thecontribuonofinclusivebusinesstotheMDGs.

Current Context:the Private Sector and the MDGs

Whenthe2015targetsfortheMDGsweresetin

2000,theprivatesectorscontribuontomeeng

thesetargetswaslesswellunderstoodand

embraced.Today,theroleoftheprivatesectoras

anengineofgrowthanddevelopmentiswidely

recognised,asarethehostofbenetsthatbusiness

canbring:creangjobs,buildingskills,developing

technologiesandinnovaonsthatimprovethe

quality of peoples lives.

Thisspeciceventlookedbeyondtheoverallvalueofbusiness,tothequesonofhowtogetevenbeer

resultsforgrowthandfordevelopmentthrough

innovavebusinessmodelsthatareincreasingly

knownasinclusivebusiness.

What is inclusive business all about?

Inclusivebusinessmodelsaresustainablebusinesssoluonsthatexpandaccesstogoods,services,andlivelihoodopportuniesforlow-incomecommunies.

Theyinvolvedoingbusinesswithlow-income

populaonsanywherewithinacompanysvalue

chain,incorporangtheminthesupply,producon,

distribuonand/ormarkengofgoodsandservices.

Thisgeneratesnewjobs,incomes,technicalskillsandlocalcapacity.Likewise,poorerconsumerscan

benetfromproductsandservicesthatmeettheir

needsinaordableandappropriateways.

Byfocusingoncommercialviability,thesemodels

have demonstrated inherent capacity to be scaled to

engagethousands,andincreasinglymillions,ofpoor

people.Theemphasisisoncorebusinessrather

than on philanthropy.

CONTEXT:THE STORY SO FAR


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OCTOBER 2010

We are at a milestone in the development of

inclusivebusiness.Overseveralyears,businesses

havegonebeyondphilanthropic,risk-migang

investmentsincommunitydevelopment,tonew

waystodocorebusinessdierently.Therearenow

mulpleexamples,somealreadydeliveringforthe

poor,manymoreunderway.

Energy,creavity,andlearning-by-doingare

currentlyhigh.Withtheaddionofevidenceand

inspiraontoencourageothers,inclusivebusiness

can deliver even more.

Thetrajectoryoftheinclusivebusinessconcept

internaonallyisanalogoustouptakeofanynew

businessidea.Companiesgothroughaprocessfrom

conceptdevelopment,todesign,experimentaon,

pilong,revision,embedding,andnallyscaling

up.TheDialoguesuggestsinclusivebusinessisin

themiddleofthisjourney:experimentaonand

pilongarebeingdonewithgreatenergy.Business

modelsarebeingrevisedandimproved.While

theyarebeingembeddedandscaledwithinsomeindividualcompanies,theyarenotyetembedded

andspreadinginthewiderbusinesscommunity.This

challengeremains.

Theveyearsletoachievethe2015targetsisa

metoinspireothers,sharelessons,andachieve

further impact.

A SNAPSHOT IN 2010:

A TIPPING POINT FOR INCLUSIVE BUSINESS?

There are enormous things happeningmaybe

more than 3,000 examples now of social enterprises,

of large companies, of private equity funds in the

private sector that are building these models. And

yet the UN esmates there are something like 82,000

mul-naonal companies, let alone the hundreds of

thousands of medium domesc companies and social

enterprises. So we are just, just, scratching the surfac

of what is possible and what we need to do if we are

going to achieve the MDGs through business andthrough inclusive business models.

Jane Nelson, Senior Fellow and Director of Corporate Social

Responsibility Iniave, Harvard University

Photo Credit: LieSpring


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OCTOBER 2010


Inclusivebusinessoersabalancedproposion:opportuniesforlow-incomecommuniesandcommercialreturnsforbusiness.Mulplediverseexampleswerediscussedattheevent.

AngloZimeleProvidingloanstosmallbusinessesaround

mining.Supporng700entrepreneursandclose

to14,000jobsinSouthAfrica,withplansto

extendacviestoBrazilandChile.Securingthe

supplychainandimprovedcompevenessfor

AngloAmerican.

Grundfos LIFELINK

Deliveringsustainablewatersystemsand

associated infrastructure to base of the pyramid

markets.Combiningexisngwaterservice

technologieswithinnovaoninbusinessmodels

and systems of payment and provision.

GDFSUEZWorkingtosupplyonemillionpeoplewith

hydropowerinBrazilandbringingelectricityto

adozenshantytownsinMorocco.Operangas

amainstreaminternaonalenergycompany,

whileworkingwithgovernmentstoalignenergy

serviceswithnaonalpovertyprogrammes,with

communiesforlocallevelmanagementand

technicalsupport,andwithlocalworkersand

residentsonresponsiblebusinesspracce.

LifeSpringHospitalsProvidingaordable,high-qualitymaternalhealth

caretomorethan100,000low-incomecustomers

inIndiasurbanslumssince2005.Addressing

challengesaroundmaternalandchildmortality

throughacommercialapproach.

NuruEnergyProvidinganewo-gridlighngsystemthat

isaordabletothepoorest,sustainableand

commerciallyreplicable,throughasocial

enterprise.Onthewaytoprovidinglighttohalf

amillionpeopleinRwanda,KenyaandIndia,

whilecreangopportuniesforentrepreneurs

providingpeddle-rechargingservices.

INCLUSIVE BUSINESS IS HAPPENINGAND DELIVERING

MINING

HEALTH CARE

WATER

ENERGY

Masisa

InvesngincarpentersacrossLanAmerica.In

Argenna,forexample,between2007andlate

2009,68trainingcoursesweredeliveredto1,267

carpenters.Securingitsfuturecustomerbase,

whilebuildingcapacityandlivelihoodsof

aneglectedgroup.

FORESTRY & WOOD


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OCTOBER 2010

The Coca-Cola Company

DevelopingnewdistribuonchannelsforCoke

inAfricaviaitsmicro-distribuonnetwork,

employing13,500peoplesofarin15African

countries.Reachingtargetmarketseecvelywhilesupporngjobs,entrepreneurshipand

womensparcipaoninbusiness.

UnileverContribungitsbusinesscompetencetoa

globalalliancetoeliminatemalnutrionfor

100 million people in Africa by 2015.

Diageo

Maximisingtheuseoflocallygrownsorghum

usedinthebrewingprocess.Creangnew

marketaccessformorethan1,190farmers

innorthernCameroon,whilesecuringa

sustainableandaordablesourceoflocalgrainsforproducon.

CONSUMER GOODS

Photo Credit: Giacomo Pirozzi, Panos


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OCTOBER 2010


Bysharingexperience,parcipantshighlighted

factorsthatposechallenges,enablesuccess,orare

currentlyshapinghowinclusivebusinessdevelops.

Challengesidenedinclude:

Fear of failure: companiesneedtobewillingto

takerisks,butalsotoputastoptosomethingif

itisntworking.

Constraints on sta: developinginclusive

businesstakesalotofeort,dierentways

ofworking,andtangiblereturnsmaybelow

atrst.Stawillneedsupport,incenvesand

space to innovate.

Prot pressure: thereisoenaneedtobalance

short-termshareholderpressureforprotswith

long-termvaluecreaonviainclusivebusiness.

Praccal challenges: whenworkingwithnew

partners,dierentclients,orsmallholder

farmers,ahostofnewissuesmayneedaenon,suchaspaymentsystems,useof

language,mehorizons,andmanagingrisk.

Financing: companiesneednanceto

investininclusivebusinessmodels,which

cansomemesbeachallenge.Equallyother

playersconsumers,smallentrepreneurs,and

otherpartnersmayneednancefortheirown

investments.

Atudes: inclusivebusinessisaboutdoing

thingsdierently,sosuccessrequiresbuy-in.Manypeoplearesimplyunfamiliarwithit,some

misunderstandit,andsomemaybescepcalor

suspiciousofthepossibilityofcombiningsocial

and commercial return.

Manysoluonswereidened:strongleadership,

experimentaon,newformsofpartnershipand

nance,supporvepolicyanddonors,balancing

shortandlong-termneeds.Whilethereisgreat

diversityinhowopportuniesandchallengesare

addressed,eighttopicsemergedonwhichprogress

hasbeenmade,furtheraenonisneeded,and

sharedinsightsproveduseful.

THE PRACTICE OF INCLUSIVE BUSINESS:THERE ARE BARRIERS BUT THEYCAN BE OVERCOME

1. Experimentaonandspacetoinnovate

2. Listeningandinnovangtoreach low-incomecustomers

3. Newformsofcollaboraon

4. Governmentpolicy,regulaon,investment

andinuence

5.Accesstopraconertoolsandlessons

of others

6.Harnessinginclusivebusinessmodelsfor

basic service provision

7.Thecricalroleofleadership

8. Managingshareholderexpectaonsforshort

andlong-termreturns

Theseareallissuesonwhichpraconershavebeen

makingprogress,havelearntlessonsandaggedas

needingfurtheraenon.

NAVIGATING THE JOURNEY OF INCLUSIVE BUSINESSDEVELOPMENT: EIGHT TOPICS FOR MOVING FORWARD


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OCTOBER 2010

Businessesarebeingcreaveinhowtheyadapt

theirproducts,distribuonchannels,producon

techniques,nancing,partnerships,oroverall

businessmodeltoengagewithlow-income

communies.Severalexamplesshowedthe

importanceoftesngoutmodelsrst,andonly

thenmovingtoscaleuptoboldambions.

Innovaoninnancingisalsoprovingimportant.New

modelsfornancingsmallbusinesses,consumers,

suppliers,andcapacitybuildingareemergingand

needed,withagrowingemphasisonmorecomplex

structures,withco-investmentbymulplepartners,

andhybridnancingthatusesamixtureofdebt,

equityandothernancialinstruments.Thisisanarea

ripe for further development.

MOVING THE AGENDA FORWARD

Generating and testing ideas or servingthe base o the pyramid

in maternity care

inforestryandfurnitureproducon

TheconceptforLifeSpringHospitalswastested

atonesite,beforeaddinganaddionaleightand

sengtargetsfor200hospitalsby2015.

Itsoundedtooridiculousatthatpointofme,

beingacondomcompanythinkingofsengup

maternityhospitalsbutwerealizedthatthereis

amarketthatwecanpossiblytapinto.Butbeing

abigcorporateandgengintoanewbusiness,

itwasletsdoaproofofconcept,letstrytoset

uponehospitalandseewhetheritmakessense,

letshavesomeassumponsaboutthebusiness

volume,revenues,customers.Wedidthat,weset

uponehospitalin2005withtheseassumponsin

mind.Anditworked.Werealizedthatmostofthe

assumponswemadeaboutthisbusiness,about

tryingtotargetlow-incomewomenwereworking.

AnantKumar,CEO,LifeSpringHospitals

Acontestwasheldinthewoodandforestry

company,Masisa,inresponsetoachallengelaid

downbytheCEOtoengageattheboomofthe

pyramid.Thisgenerated250ideasin3months,

then50projectsin3months,andaer6months,

20businesses.Aer9monthstherewere6projects

withveryhighpotenaltocreatevalueforthe

company.

1. Experimentation and space to innovate are crucial


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OCTOBER 2010


Developingabusinessbasedonlow-income

customersdoesnotsimplymeancungcornersto

savecostsandprovidethesamegoodsorservices

morecheaply.Itrequiresinnovaoninwhatis

providedandhow.Companiesareinvesngin

understandinglow-incomeclients,redesigning

productstottheircashow,oeringservice

modelsratherthanownershipmodels,and

leveragingdistribuonandpaymentplaormsthat

are already in place.

Severalcompanieshighlightedhowtheyhave

listened to clients and adapted to their needs

throughthousandsofinterviews,spendingdaysor

monthswithcommunies,andcarefullystudying

theirproductuse.Sometermitco-creaon,in

whichlow-incomeusersacvelyshapedesign.

Understandingconsumerbehaviourofdierent

marketsegmentsreplacesassumponswithamore

granularunderstandingoftheclients.

Understanding energy needs o low-income clients

WhenNuruwasdevelopinglighngsoluonsto

replacekerosene,theirteamlivedinRwandafor

amonthobservingpeoplesenergyhabits.Any

substutewouldneedtomatchkeroseneasa

lightthatisdurable,portable,reliable,andcanbe purchased in increments. The team discovered

thatlighngisneededfortasks,notwholerooms.

Thustheydevelopedaportable,durabletasklight.

Asitismodular,itcanbeboughtinincrements

andthepartsconnected.Thussmallerpackages

oflightbecameaordableforthepoor.Nurualso

developedtheworldsrstcommerciallyavailable

peddlingrecharger,buildingontherecharging

culturewhichalreadyexistsinruralAfrica.Theynowndcustomersaredemandingacharging

serviceformobilephones,soaredesigninga

baerypacktodothis.

2. Companies are listening and innovating to reachlow-income customers


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OCTOBER 2010

Giventhisisameofcreavityininclusive

business,thereisanincreasingsupplyoflessons

learnt,wrienandmul-mediaresources,tools

andtoolkits,andsupporveiniavestohelp

praconers.Thereisalsoincreasingdemand,

asinterestspreads.However,moreworkneeds

tobedonetolinksupplyanddemand,ensuring

praconerscanactuallyaccessthewealthof

resources,andthattheprovidersareinvesngin

whatismostuseful.

Insight Lab 1: what is useul and whatis needed or practitioners?

InanInsightLabontoolsandresourcesforinclusive

business,parcipantssharedideasonwhattheyhave

founduseful,andwhattheywouldlike.Threebroad

typesofresourceshadproveduseful:(i)praccal

approachessuchassharingperformancemonitoring

frameworkswithanothercompany,localpartnership

development,andneedsanalysisatcommunitylevel;(ii)inputsfromanorganisaonoriniave,suchas

nancefromtheInternaonalFinanceCorporaon,

oralaunchattheWorldEconomicForum;and(iii)

documents,toolkitsandcasestudies.Keyresources

arelistedinaMappingDocumentpresentedduring

the discussion

(availableon:www.inclusive.businessghtspoverty.org ).

Parcipants suggesons for what is

needed included:

Resourcesforbuildinginternalcompany

commitment;

Businessmodelcasestudies;easytond

benchmarks(bysector),learningcasestudies,idenfyingchallengesandhowtheycanbe

overcome,preferablywrienbybusiness

praconersinlow-incomecountries;

Innovavenancing,includingforthebaseof

thepyramid;

Globalhuborwebsiteforinclusivebusiness;

Toolswithspecicapplicaonsandusers:SMEs,

women,landownership,localactormaps,and

sectorspecicmaterialonopportuniesand

risks;

Andahostofsuggesonsonmeasuringresults:

harmonizedimpactevaluaon,anindependent

meansofcomparingresultsacrosssectors,a

goldstandardformeasuringqualitaveimpact

ontopandboomline,workonbothmetrics

andintangibles,andtoolsformappingresults

5. Practitioners need access to tools and lessons o others
http://http//businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://www.inclusive.businessfightspoverty.org/http://www.inclusive.businessfightspoverty.org/http://http//businessfightspoverty.ning.com/page/inclusive-business-workshop-2


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6. Inclusive business models can be harnessed or basic serviceprovision

Lackofaccesstowater,healthcareandenergy

formillionsoflow-incomecommuniesisa

fundamentaldevelopmentchallenge,andonethat

wasconvenonallyseenasoneforgovernments

totackleontheirown.InsightLabdiscussions

highlightedthatinclusivebusinessinnovaonisnow

helpingtocontributetosoluons.

Insight Lab 3: developing inclusive business models or energy,health and water

Discussions made clear that inclusive business is not

onlyaboutsupplychaininnovaon,andnotonly

aboutsellingtothepoor.Itisalsoaboutdesigning

products and services that markedly improve the

qualityoflifebyincreasingaccesstobasicservices

(alsoknownasdevelopmentenablers)ataordable

rates.Forexample,NuruEnergyisrollingoutnew

aordablelighngtechnologyinAfrica,Grundfos

LIFELINKisdeveloping,sellingandoeringservices

forautomacwatersystems,primarilyaimedat

ruralareasindevelopingcountries.GDFSUEZis

developingbusinesssoluonstoaddressaccessto

energy,waterandsanitaoninBrazilandMorocco.

Adapngtothelocalcontextisimportant.Corrupon

oenaectstheulitysector.GrundfosLIFELINKhas

reducedriskbydevelopingadirectpaymentsystem

withVodafone,thatenablestheusertopayGrundfos

direct.Toboosttransparency,Grundfosalsopublish

dataonwaterusageonitswebsite.

Publicandprivaterolesinthisspaceareevolving.

Tradionalsuspicionssllplayarole:suspicion

oftheprotmoveinessenalserviceprovision

ontheonehand,andwearinessatgovernmentsfailingsinprovidingeecvelyforpublicneeds,on

theother.Butopportuniesforsynergybetween

publicandprivatepartnersarenodoubtincreasing.

Forexample,theAmsterdamIniaveAgainst

Malnutrionisanambiousmul-stakeholder

partnershipaimingtoeliminatemalnutrionfor100

millionAfricansby2015,starnginGhana,Kenya,

SouthAfrica,Ethiopia,Mozambique,andTanzania.


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OCTOBER 2010

Themessagemaynotbenew,butitwasloudand

clear.Strongleadershipiswhatcanmakeinclusive

businesswork.Leadersneedtotakerisks,setan

ambiousvision,andgivespaceandmovaon

tosta.

It is visionary leadership that can enable a company

to both experiment at a small scale and scale up to

ambioustargets.Inseveralexamples,corporate

leadersarenowsengstretchtargets,todouble

theiremploymentimpact,toreachhundredsof

thousands of base of the pyramid consumers or

serviceusers.InthecaseofMasisa,theprevious

CEOsurprisedstasomeyearsagobysenga

targetthat10percentofrevenueshouldcomefrom

low-incomecustomersby2010,andinvingideas

onhowtoachievethis.ThecurrentCEOfollowed

tradiononerecentMondaymorningbychallenging

employees to build a community of furniture makers

by2015.Thesegoalshaveshapedstainnovaon.

Some of the inclusive business examples discussed

generateatypicalprotmargin.LifeSpringHospitals

inIndiageneratearateofreturncomparabletothat

expectedbyconvenonalprivatehospitals.Insome

othercases,parcipantsdemonstratedhowtheirinclusivebusinessisbuildinglong-termmarketvalue

oftheirbusiness,eventhoughitmaynotbeastrong

protgeneratorintheshort-term.

ApanelofCEOswasaskedwhethershareholders

put pressure to deliver short-term at the expense of

longer-terminclusivebusiness,andwhetheralow

rateofreturncouldbetolerated.Theclearmessage

wastheneedforabalancedapproach,protecngtheboomlinewhilearculangthestrong,

somemesunquanable,long-termvaluecreaon

due to inclusive business.

7. Leadership: It makes all the dierence

8. Balancing short-term and long-term returns

When I asked our graduates: why did you join Diageo? half said that they had heard about

our good corporate governance and the work we do in CSR, in parcular our Water of Life

programme. The reputaon we have with governments is also strong as a result of the work we

do in these areas, and therefore we nd that they are happy to engage with us on public policymaers. How do you put a value on that?

Nick Blazquez, President, Diageo Africa


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OCTOBER 2010


In creang new suppliers, located close toour mines, and by bringing exisng suppliers

closer to our sites there are signicant cost

eciencies. We can reduce delivery mes and

logiscs costs, we can localise warehousing

and so enable just in me procurement.

Through training and support to our suppliers,

we can also ensure enhanced service, quality

control, and an operang ethos that is aligned

with our own.

Cynthia Carroll, CEO, Anglo American

At the end of the day, this comes down to

leadership. Because its always easier, isnt

it, to go into the more mature markets, the

ones where your business model has been

established, where the uncertaines are well

managed and well known. To take the risk

to go into markets and to supply chains anddistribuon chains which favour low-income

groups and to see that as a business opportunity

[not just] an act of doing good, that represents a

real act of leadership and courage.

Graham Baxter, Acng CEO, IBLF

Cynthia Carroll, Anglo American. Photo Credit: BCtA

Fear to fail is a barrier. Innovave

processes have to create trust: Hey boss,

Ive not got it the right way, and want

to try a dierent way. And you have to

be prepared to stop something that isnt

working.

Roberto Salas, President, GrupoNueva and CEO, Masisa

Graham Baxter, IBLF, and Nick Blazquez, Diageo Arica.

Photo Credit: BCtA

Roberto Salas, GrupoNueva and Masisa. Photo Credit: BCtA


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OCTOBER 2010

FURTHER RESOURCES ON INCLUSIVEBUSINESS AND THE DIALOGUE

AllmaterialsrelatedtotheInclusiveBusinessDialoguecanbefoundat:

hp://inclusive.businessghtspoverty.org

including:

Joint Statement on Inclusive Business

InclusiveBusiness:Mapping of Tools and Resources

Video and audioofDialoguesessions

Presentaons

Agenda

Seng the Stage

Robin Bidwell, GroupPresident,

EnvironmentalResourcesManagement.

See www.erm.com.

Euan Wilmshurst, Internaonal

GovernmentRelaonsManager,The

Coca-Cola Company. See The Coca-

Cola Company: Enabling Jobs and

Opportunity.

The Business of Development

Cynthia Carroll,CEO,AngloAmerican.

SeeAngloAmerican:Promong

Sustainable Entrepreneurship.

The Millennium

Development Goals

Helen Clark,Administrator,United

NaonsDevelopmentProgramme.See

MDG Summit website.

CEO Panel:

Inclusive business: how are companieswalking the talk?

Nick Blasquez, ManagingDirector,

DiageoAfrica.SeeDiageo:Enabling

Supply Chain Linkages in Cameroon.

Anant Kumar, CEO,LifeSpringHospitals.

See LifeSpring Hospitals: Providing Low-

Income Women with Quality Health

Care.

Roberto Salas, President, GrupoNueva

and CEO, Masisa. See Masisa Argenna

and the Evoluon of its Strategy at the

Base of the Pyramid: An Alternave to

the BoP Protocol Process?

Graham Baxter, AcngCEO,

InternaonalBusinessLeadersForum.

See www.iblf.org

SPEAKERS, PRESENTERS AND MODERATORS AT THE

INCLUSIVE BUSINESS DIALOGUEpresented in chronological order
http://inclusive.businessfightspoverty.org/http://api.ning.com/files/op561wWBcEfbRxBO8cCOCjIv9I7QSTaa2Aa776lapNmo7vfQLZE3RRG-Qy*dDWPk8g9eXzmv8aUssO9HTCZMndF16S98C7EV/Jointstatement15September.pdfhttp://businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-1http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://api.ning.com/files/-sbq4dPqGHQv3nAAHVH4q3F67120raaQENKnqQKterFhi2z6CkjIeycwBRks8qgy7Dp6cWWg3anLviWCWWyQSZBbto-FV-F6/AcceleratingProgressAgendaFINAL.pdfhttp://www.erm.com/http://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.undp.org/mdg/summit.shtmlhttp://www.undp.org/mdg/summit.shtmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.iblf.org/http://www.iblf.org/http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.undp.org/mdg/summit.shtmlhttp://www.undp.org/mdg/summit.shtmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.erm.com/http://api.ning.com/files/-sbq4dPqGHQv3nAAHVH4q3F67120raaQENKnqQKterFhi2z6CkjIeycwBRks8qgy7Dp6cWWg3anLviWCWWyQSZBbto-FV-F6/AcceleratingProgressAgendaFINAL.pdfhttp://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-1http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://api.ning.com/files/op561wWBcEfbRxBO8cCOCjIv9I7QSTaa2Aa776lapNmo7vfQLZE3RRG-Qy*dDWPk8g9eXzmv8aUssO9HTCZMndF16S98C7EV/Jointstatement15September.pdfhttp://inclusive.businessfightspoverty.org/


18/20


OCTOBER 2010


Insight Labs

Insight Lab #1:Learning by Sharing

Mahew Lynch,DevelopmentFocus

ProgramManager,WorldBusiness

Council for Sustainable Development.

See www.wbcsd.org

Monica Opoku,GlobalGrantsProgram,

KMPG and developer of the WBCSD

Challenge.SeeInclusive Business

Challenge.

Andrew Smith,

PriceWaterhouseCoopers and Deputy

Director,BusinessInnovaonFacility.

See Praconer Hub

Elizabeth Boggs Davidsen,Principal

InvestmentOcer,Inter-American

DevelopmentBank,Opportuniesfor

theMajority.Seewww.iadb.org

Tomas Sales,GeneralManager,Growing

SustainableBusinessIniave,UNDP.

See www.undp.org

Insight Lab #2: Collaboraon:innovave strategies and plaorms

Richard Gilbert,DeputyDirectorforthe

BusinessAconforAfrica.Seewww.

businessaconforafrica.org

Gib Bulloch,co-FounderandExecuve

Director,AccentureDevelopment

Partners. See www.accenture.com

Amanda Bowman,Directorof

CorporatePartnerRelaons,

InternaonalBusinessLeadersForum.

See www.iblf.org

Euan Wilmshurst,Internaonal

GovernmentRelaonsManager,The

Coca-Cola Company. See www.thecoca-

colacompany.com

Anne McCormick,Corporate

ResponsibilityDirector,DiageoAfrica.

See Diageo: Enabling Supply Chain

Linkages in Cameroon.

Chrisaan Rebergen,Special

Ambassador for the MillenniumDevelopmentGoals,MinistryofForeign

AairsoftheNetherlands.Seewww.

minbuza.nl

Lena Blomstrand,HeadofPartnerships,

SwedishInternaonalDevelopment

CooperaonAgency(Sida).

See www.sida.se.

Jonas Ahln,ProgrammeManager,

SwedishInternaonalDevelopment

CooperaonAgency(Sida).Seewww.

sida.se.

Insight Lab #3:Innovave business models to provide

access to key development enablers:

energy, health, and water

Denis Simonneau,SeniorVPfor

InternaonalRelaons,GDFSUEZ.See

Business Soluons to Energy Poverty:

GDF Suez

Peter Todbjerg Hansen,Managing

Director,GrundfosLIFELINK.See

Grundfos Lifelink: When Water Becomes

Sustainable Business

Paulus Verschuren,SeniorDirectorofGlobalHealthPartnerships,Unilever.

See Global Alliance for Improved

Nutrion

Sameer Hajee,CEO,NuruEnergy.See

www.nurulight.com.

Michael Kubzansky,GlobalAccount

Manager,MonitorGroup.Seewww.

monitor.com

Wrap Up:

Jane Nelson, SeniorFellowandDirector

of Corporate Social Responsibility

Iniave,HarvardUniversitySeewww.

hks.harvard.edu
http://www.wbcsd.org/http://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/web/ibchallenge.htmhttp://businessinnovationfacility.ning.com/http://www.iadb.org/topics/om/home.cfmhttp://www.undp.org/partners/business/IMD.shtmlhttp://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.accenture.com/Global/Consulting/Accenture-Development-Partnershipshttp://www.iblf.org/http://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://www.gainhealth.org/http://www.gainhealth.org/http://www.nurulight.com/http://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.nurulight.com/http://www.gainhealth.org/http://www.gainhealth.org/http://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.iblf.org/http://www.accenture.com/Global/Consulting/Accenture-Development-Partnershipshttp://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.undp.org/partners/business/IMD.shtmlhttp://www.iadb.org/topics/om/home.cfmhttp://businessinnovationfacility.ning.com/http://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/


19/20


OCTOBER 2010

Organisers of the event

Business Acon for Africa (BAA)BAAisaninternaonalnetworkofover

200businesses,businessorganisaons

anddevelopmentpartners,working

collecvelytoaccelerategrowthand

povertyreduconinAfrica.

Business Call to Acon (BCtA)

BCtAisaglobalmembershipnetwork

ofcompanies,governments,and

developmentorganisaonsworking

toidenfyandpromotebusiness

modelsthatcontributetolong-term

commercialanddevelopmentgoals.

The CSR Iniave, Harvard Kennedy

SchoolTheCSRIniaveatHarvardsKennedy

Schoolisamul-disciplinaryand

mul-stakeholderprogrammethat

seeks to study and enhance the public

contribuonsofprivateenterprise.

Internaonal Business Leaders Forum

(IBLF)

Anindependent,not-for-prot

organisaonworkingwithbusiness

leadersandtheircompaniesgloballyto

deliverinnovaveresponsiblebusiness

soluonstosustainabledevelopment

challengesworldwide.

Internaonal Chamber of Commerce

(ICC)ICCisthevoiceofworldbusiness

championingtheglobaleconomyasa

forceforeconomicgrowth,jobcreaon

and prosperity.

United Naons Development

Programme (UNDP)UNDPistheUNsglobaldevelopment

network,anorganisaonadvocang

forchangeandconnecngcountriesto

knowledge,experienceandresources

tohelppeoplebuildabeerlife.

UN Global Compact

TheUNGlobalCompactisastrategic

policyiniaveforbusinessesthatare

commiedtoaligningtheiroperaons

andstrategieswithtenuniversally

accepted principles in the areas of

humanrights,labour,environmentandan-corrupon.

United Naons Oce for Partnerships

(UNOP)

UNOPpromotesnewcollaboraons

and alliances in furtherance of the

Millennium Development Goals and

providessupporttonewiniavesof

the Secretary-General.

World Business Council for Sustainable

Development (WBCSD)WBCSDisaunique,CEO-led,global

associaonofsome200companies

dealingexclusivelywithbusinessandsustainable development.

Event Sponsors

UK Department for Internaonal

Development (DFID):

DFID is the UK Governments

departmentthatmanagesBritainsaid

todevelopingcountriesandworksto

getridofextremepoverty.

US Agency for Internaonal

Development (USAID):

USAIDistheprincipalUSagency

to extend assistance to countries

recoveringfromdisaster,tryingto

escapepoverty,andengagingin

democracreforms.

Swedish Internaonal Development

Agency (Sida):

SidaistheSwedishGovernment

agencyinterestedinpromongthe

ideaofinternaonaldevelopment

cooperaonandsupportsover2,000

projectsinover100countries.

The Coca-Cola Company (TCCC):

TCCCistheworldslargestbeverage

companywithmorethan500brands.

Diageo:

Diageoistheworldsleadingpremium

drinksbusinesstradinginapproximately

180marketsandwithocesin80

countries.

This report

ThisreportwaswrienbyCaroline

Ashley on behalf of the event

organisersandsponsors.Itcanbe

downloadedfromhp://inclusive.

businessghtspoverty.org

Special thanks to Avneet Batra, Fareeda

Ehtesham, Lorin Kavanaugh-Ulku,

Carina Kjestad, Shauna Sheehy, and

Leona Verdadero for their research

supportindevelopingthisdocument.

Wewouldalsoliketoacknowledge

the valuable inputs ofNatalie Africa,

Amanda Bowman, Marcel Engel,

Amanda Gardiner, Richard Gilbert,Beth Jenkins, Mahew Lynch, Jane

Nelson,Zahid Torres -Rahman, and

Filippo Veglio fortheircarefulreview

of the report.

Youareencouragedtosharethereport

anduseittoencouragetheadopon

andimplementaonofinclusive

business.Copyrightrestswiththeevent

organisers,andwerequestrecognion

ofthis,andwelcomefeedbackfrom

thosewhousethereport.

Please send feedback to the Business

CalltoAconSecretariatat

[email protected].

Citaon:

Ashley, Caroline. AccelerangProgress

TowardstheMillenniumDevelopment

GoalsthroughInclusiveBusiness:

AchievingImpact,MovingTowards

Scale.NewYork,NY:Oct.2010.
http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.businessactionforafrica.org/http://www.businesscalltoaction.org/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.iblf.org/http://www.iblf.org/http://www.iccwbo.org/http://www.iccwbo.org/http://www.undp.org/http://www.undp.org/http://www.unglobalcompact.org/http://www.un.org/partnershipshttp://www.un.org/partnershipshttp://www.wbcsd.org/http://www.wbcsd.org/http://www.wbcsd.org/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.usaid.gov/http://www.usaid.gov/http://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.thecoca-colacompany.com/citizenshiphttp://www.diageo.com/http://inclusive.businessfightspoverty.org/http://inclusive.businessfightspoverty.org/http://www.businesscalltoaction.org/http://www.businesscalltoaction.org/mailto:BCtA.Secretariat%40undp.org?subject=Re%3A%20mailto:BCtA.Secretariat%40undp.org?subject=Re%3A%20http://www.businesscalltoaction.org/http://www.businesscalltoaction.org/http://inclusive.businessfightspoverty.org/http://inclusive.businessfightspoverty.org/http://www.diageo.com/http://www.thecoca-colacompany.com/citizenshiphttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.usaid.gov/http://www.usaid.gov/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.wbcsd.org/http://www.wbcsd.org/http://www.un.org/partnershipshttp://www.un.org/partnershipshttp://www.unglobalcompact.org/http://www.undp.org/http://www.undp.org/http://www.iccwbo.org/http://www.iccwbo.org/http://www.iblf.org/http://www.iblf.org/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.businesscalltoaction.org/http://www.businessactionforafrica.org/


20/20

In the last decades, the private sector has

year on year got closer to the development

community.

Graham Baxter, Acng CEO, IBLF

We want to do good and do well and in fact,

the internal rate of return or the rate that we

calculate is similar to what tradional hospital

in India would generate and expect, so we work

with keeping that in mind.

Anant Kumar, CEO, LifeSpring Hospitals

Innovaon in this area, as in any other

aspect of our business, requires ingenuity,

commitment and a willingness to take risks

and learn from mistakes. It needs commitment

at all levels of the organisaon, clearleadership and consistent endorsement both

inside and outside the organisaon.

Cynthia Carroll, CEO, Anglo American

As a result of commitments made [by companies

to Business Call to Acon], over 10 million people

will be given access to aordable IT, nance, health

and agricultural goods and services. Nearly 40,000

sustainable jobs are being created and hundreds

of thousands of farmers across Africa and India

are beneng from enhanced producvity andincreased incomes.

Helen Clark, Administrator, UN Development Programme

No one sector can solve the problem of

malnutrion alone Partnership is not the

ulmate goal, it is the starng point.

Paulus Verschuren, Senior Director of Global Health

Partnerships, Unilever

Companies can complement each other to drive

sustainability in the developing world.

Peter Todbjerg Hansen, Managing Director, Grundfos LIFELINK

We believe the leading companies of the future

will be those that do business in a way thataddresses the major development challenges.

Sustainably addressing the needs of the

developing world represents a huge opportunity

for business, given the long-term demand for

investment, infrastructure, products and services

it will trigger.

Event Organisers, Joint Statement on Inclusive Business

Business needs a certain degree of leadership

to take higher risk decisions, and they also need

people on the ground, General Managers, alsoinvolved in the right way.

Parcipant in the Inclusive Business Dialogue

Short term results? You have to have some short

term impact strategy also, but this is not your

compeve advantage because a lot of people

can do the same. It is the long-term, sustainable,

compeve advantage that makes the real

dierence in ve or seven years from now. The

rst phase of long-term results is tomorrow So

we have to feed the pipeline with new ideas every

day.

Roberto Salas, President, GrupoNueva and CEO, Masisa

This project is not so much about nancial

investment but more about focused creavity

and eort.

Nick Blazquez, President, Diageo Africa

Donors have learned in recent years that wecannot work alone but need to work with the

private sector.

Chrisaan Rebergen, Special Ambassador for the Millennium

Development Goals, Ministry of Foreign Aairs of the Netherlands

From Sidas perspecve, one role we now

play is to invest in markets that are risky, by

idenfying the funding gaps and tailoring the

investment to t local needs.

Jonas Ahln, Programme Manager, Swedish Internaonal

Development Cooperaon Agency (Sida)

delivering results_ moving towards scale

Documents