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IDEI Annual Report 2012-13
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IDEI Annual Report 2012-13

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IDEI Annual Report 2012-13 Presentation Transcript

  • 1. INTERNATIONAL DEVELOPMENT ENTERPRISES - INDIA YEAR THAT WAS 2012-13
  • 2. EXECUTIVE SUMMARY IDEI has been single mindedly working towards responding to the needs of the smallholder farmers in India. These farmers own less than a hectare of land and are mostly steeped in poverty. IDEI has promoted its affordable irrigation technologies amongst 1.3 Million smallholder farmer households (cumulatively) which is over 7 million people. Farmers have generated USD 1.4 Billion as net additional income. A total of 897,589 water lifting devices and 4,11,525 water application technologies. In addition to these, 12, 539 farmers have been reached out to through other programmes. With this adoption 673 million litres of diesel use in agriculture has been saved and 2.6 million tCO2eq emission reduction achieved. Over 6.5 Billion Cu meter water and 872 Million kWh electricity in agriculture has been saved. An employment of more than 605 Million person days on farm, 1.33 million in installation, 0.75 million in manufacturing and 0.29 in retailing has been generated (cumulatively). The employment generated under the programme has in turn led to generation of USD 4.46 Million as additional income in the supply chain. Other highlights of the year include successful completion and establishment of IDEI’s i2i centre (Innovation to impactresearch & development centre) in the state of Orissa. The establishment was kickstarted by partnership with NEC Japan. With their support IDEI tested three different types of solar panels to confirm the feasibility of adapting the existing expensive systems to suit the needs of the small holder farmers. Overall it has been an exciting year and IDEI looks forward to achieving greater impact in the coming year!
  • 3. OUR APPROACH Agriculture has been a major contributor to the GDP at 50 percent in 1950. However despite similar percentage of workforce in agriculture at 72, the sector's contribution to GDP is dismal at 14 percent (2011-12). Some of the key reasons for slowdown includea) Fragmentation of farm sizes: substantial decrease in operation land holdings above 2 hectares- from 2 million to 22 million since 1950's b) Failure of green revolution: skewed growth only in few states & long term repercussions on water, land & soil c) Water storage capacity: India has only 120 days compared with 200 days of China & 500 days of USA d) Irrigation water & crop: mismatch between suitable areas and appropriate crop cultivation as a result over 2 percent of land uses 75 percent of water for irrigation. As a result smallholder farmers cultivating less than a hectare plot remain trapped in ongoing cycle of hunger and poverty . In contrast to the prevalent outlook, IDEI views smallholder farmers not as marginal recipients of charity instead as customer entrepreneurs with humongous potential. We strengthen smallholders access to affordable irrigation technologies thus facilitating an increase in their agricultural productivity & related income. Our market based approach involves establishing private sector supply chains engaged in manufacture & distribution of technologies, ensures not only a profit for the manufacturers but also a fair price for the end user- smallholder farmer.
  • 4. IMPACT EMPLOYMENT IMPACT: MAN DAYS CREATED On Farm 604.74 Million In Installation 1.33 Million In Manufacturing 0.75 Million In Supply Chain 0.29 Million IMPACT ECONOMIC IMPACT: INCOME GENERATION IN USD In Installation 2.25 Million In Manufacturing 1.78 Million In Supply Chain 0.43 Million On Farm 797 Million Farmer Income 1427.48 Million
  • 5. IMPACT SOCIAL IMPACT : OUTREACH Households 1.3 Million People benefitted 7 Million Villages across India 15,000 States across India 15 IMPACT ENVIRONMENTAL IMPACT Drip - Water Savings 6584.99 Million m3 Drip – Elecricity Saved 872.63 Million kWh TP – Diesel Savings 673.04 Million Litres Emission Reduction 2.59 Million tCO2eq.
  • 6. IMPACT ENVIRONMENTAL IMPACT: INCOME GENERATION IN USD Drip - Water Savings 3 Million USD Drip – Elecricity Saved 13.0 Million USD TP – Diesel Savings 538 Million USD Emission Reduction 18 Million USD IMPACT 14,00,000 12,00,000 10,00,000 8,00,000 13, 18, 760 people have benefitted from IDEI’s services 6,00,000 4,00,000 2,00,000 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
  • 7. EXPANDING OUR REACH CAPACITY BUILDING The team met with user farmers and shared with them about sustainable agricultural practices (SAP). SAP included arePlant nutrient, nurseries, Bio fertilizer, Bio Pesticides and Border Plantation. For each the user farmers are identified and preparation each of the product is conducted along with an explanation of its application & advantages. Brief on each is as follows: Plant nutrient Nurseries: undertaken to mitigate seed failure & crop damage & farmers are trained in establishing their nurser ies. Importance of nurseries, reducing cost of agriculture and linking them with potential customers is undertaken. Bio-pesticide: is prepared from heavy population of earth worms reared in earthen pots and extract contains major micronutrients, vitamins (B12) and hormones. It is sprayed on crops and on trees for better growth, yield and quality. Bio-Fertilizer: also called as “Soil shampoo.” It improves soil texture, provides resistance power to the plants against pest & disease, replenishes and rectifies the trace element deficiency It enhances seed germi nation, promotes rooting in cutting and grafting. Border Plantation: Practice of cultivating high value crops along the border of the field. It minimizes space wastage & increases monetary returns for the farmer.
  • 8. EXPANDING OUR REACH i2i CENTRE IDEI established its research & development centre and it is called i2i centre. Located in the state of Orissa, i2i is spread over 5 acres of land. Gathering ideas, concepts and innovations from world over, developing and testing them so that they are able to fulfill the farming aspirations of the small holder farmer, the i2i is envisioned to become a global center for affordable technology. The main building with a water reservoir, laboratory & workshop complex, bore well, internal roads has been completed. The technology park hosting all technologies including the new one’s established.
  • 9. EXPANDING OUR REACH AWARENESS GENERATION IDEI promotes technologies most suitable for smallholder farmers and want smallholders to fight poverty and become prosperous. And so effective marketing of these technologies become critical. IDEI uses different promotional activities to inform the farmers. These include: Static Promotional Activities: These include handbills/ leaflets, banners, posters, wall paintings, KB Newsletters, Signage’s. They carry written information about the product with key features highlighted to catch the attention of prospective user farmers. Dynamic Promotional Activities: These include demonstration of products in haat (local markets) and villages, short campaigns and rickshaw campaigns. These activities allow for prospective user farmers to interact with the IDEI staff and learn more about the technologies, make clarifications and even operate the technology themselves.
  • 10. SUSTAINABLE DELIVERY SOLUTIONS MANUFACTURERS The manufacturer, at the top of the supply chain pyramid, is the person who produces the technology, basis standards set by IDEI. Since IDEI does not invest in the manufacturing process, it is this manufacturer, who, on understanding the market potential invests his own money in buying the raw materials to make the product. Some key parameters for identifying manufacturers include their access to markets, financial ability to handle supply requirements, infrastructure to handle the current and future requirements and current experience with similar works like manufacturing agricultural equipments/ welding/ fabrication etc. Once the manufacturer agrees to join IDEI facilitated supply chain network, the team provides training and sets stringent quality parameters which are closely monitored by the team. Only after the manufacturer rises up to each quality expectation and develops the prototype does the team accept the manufacturer in the supply chain network. This year IDEI had 26 manufacturers in the supply chain.
  • 11. SUSTAINABLE DELIVERY SOLUTIONS VILLAGE BASED MACHINES IDEI promoted technologies are very simple in design and easy to use. However a trained person is required for their installation. The team identifies existing mechanics in the villages. Income for these semi-skilled labourers is seasonal, like farmers. Village level mechanics, who are trained to undertake installation, repair and maintenance of diesel pumps/ tube-wells usually, find themselves out of work, with limited cultivation period. Contributing towards the generation of gainful employment for these semi-skilled labour are the IDEI technologies. On one hand, the farmer now has the ability to cultivate crops through out the year and on the other, the village level mechanics also have access to employment throughout the year, without being dependent on the limited demand for diesel pumps or tube well. As the installer gets paid for each installation, they now get access to employment through the year. After identification, the training programme for the installers is organized. This year IDEI had 800 village based mechanics in the supply chain network.
  • 12. SUSTAINABLE DELIVERY SOLUTIONS GRASSROTS BUSINESS CENTER The team identified, trained and nurtured SAP Entrepreneurs (SAPE). The team first met with and checked the willingness and interest of individual user farmers. Other criteria borne while identifying SAPE include their location within the village and; be a person of good repute, trusted by local people. Once identified the team explained to them about SAP products & advantages of using them & they were also taken for exposure visits to nearby farms where these are being practiced and to meet existing SAP entrepreneurs. This was followed by providing detailed explanation of preparation of all five SAP components. Of all the trained farmers, few took it up as a commercial activity and started to sell it to other farmers. For these entrepreneurs the team also undertook training in storing & packaging and value addition for the products. Undertaking correct pricing & profit was explained and ways of promoting it amongst farmers were shared.
  • 13. SUSTAINABLE DELIVERY SOLUTIONS DEALER A dealer is the retailer, based out of local markets, and it is from here the technology and associated accessories are sold. The dealers purchase the technologies from the manufacturer, stock and sell them. Since IDEI does not invest at the retail level, it is this dealer who invests in purchase and stocking of the products. The IDEI team therefore assesses, identifies and trains dealer basis the following parameters: Financial ability of the dealer to handle stocking requirements; other trading experience: in agriculture, hardware or related products; Reputation & relation with the farmers and; Location/place in the market. There were 1, 391 dealers in IDEI established supply chain.
  • 14. HELPING OUR FRIENDS DELIVER OUTPUT MARKETING Typically in India, the smallholder farmers are disconnected from the markets and therefore do not enjoy the financial returns on their produce which they rightfully deserve. Some of the reasons for the same include- small scale production, voice of one farmer too feeble to be heard, lacking organisation amongst the farmers, inconsistency in quality & supply. To facilitate this process in one district of Orissa IDEI implemented the programme titled IMPROVING INCOME BY FACILITATING MARKETING OF TURMERIC & OTHER SPICES. Under the programme the following were achieved- Developed in depth understanding of stakeholders in turmeric & ginger value chain; Built capacities of smallholder farmers in better cultivation, treatment , value addition and storage of their crops as well as on risk and cost efficient sustainable agricultural practices; Created viable aggregation points with women self help groups taking the lead; Built market linkages between women SHGs and buyers. 3, 000 farmers engaged under the programme; 20 aggregation points created. It is envisaged that the participant farmers would collectively negotiate and get better returns for their produce.
  • 15. WHAT WE HAVE ACHIEVED PROJECT MONITORING & EVALUATION It is an ongoing activity that involves concurrent collection & analysis of information related to the delivery of the proposed goods and services. Monitoring activities provide managers with the information relative to achievement of goals within specified timelines & schedules within the project. Evaluation activities build on monitoring information but go into greater depth to measure and verify both short term and long term impacts. Specifically, the M&E system & information is used to: • • • • • • Measure progress against specified project objectives and activities; Develop corrective plans of action where required; Prepare annual workplans, schedules and targets; Assess performance of various organizational units and their staff; Monitor changes in the project environment which may affect the project; Provide the basis for periodic reporting to senior management and the donor(s). Monitoring Mechanisms: Field team collects the data and sends it to the central coordination office. Data relative to key performance indicators and all other project progress are tracked centrally within IDEI computerized Management Information Service. This allows for information consolidation to happen both at the local, regional and national level. A great deal of monitoring happens both formally and informally in the context of periodic review meetings. Evaluation mechanisms & tools are both internal and external. Both are required, the intent being that any evaluation of IDEI’s success in project implementation is unbiased, clear and validated by each tool. Some of the evaluation tools used are impact assessment survey, farmer case studies, customer satisfaction surveys, dynamic impact assessment and GIS mapping.
  • 16. IDEI’S Investment Farmer’s Investment Farmer’s Income PER DOLLAR LEVERAGE 1 13.7 36.3 USD 1 invested by donor in IDEI led to the farmers investing USD 13.7, leading to an income of USD 36.3
  • 17. NEW PRODUCT DEVELOPMENT Type A: Solid panel non-foldable This year saw IDEI partnering with NEC Japan and testing three different types of panels (illustrated below) towards developing solar driven irrigation technologies. The testing was successfully completed and of the three, Type C (flexible sheet foldable) was found to be most successful. Through this R&D testing the product type (features), pump suitability, rate of water discharge at different time in the day has been confirmed. However IDEI is yet to develop a prototype of its own, conduct pilot testing, field testing, and market testing before commercialization. Type B: Solid panel foldable Type C: Flexible Sheet foldable LOW COST COLD STORAGE: Smallholder farmers largely end up making a distress sale as the produce does not have much shelf life (mostly vegetables & fruits). In addition to distress sale, there is a large quantum of produce which gets wasted in India due to lack of affordable cold storage facilities (among other technologies that could contribute to reducing post harvest losses). In order to respond to this need, IDEI has worked on and developed a prototype which can preserve vegetables for about 5 days. This prototype works on the principle of evaporative cooling process and can bring down temperature from about 45˚ C to 32˚ C. However the greatest challenge lies in the weather conditions in which it can be operated- it is effective only in dry conditions and does not work effectively in humid conditions. IDEI is working towards addressing this challenge as well. LOW COST GREEN HOUSE: This is one other technology that IDEI will work on developing. Greenhouses allow for greater control over the growing environment of plants. Depending upon the technical specification of a greenhouse, key factors which may be controlled include temperature, levels of light and shade, irrigation, fertilizer application, and atmospheric humidity. Greenhouses may be used to overcome shortcomings in the growing qualities of a piece of land, such as a short growing season or poor light levels, and they can thereby improve food production in marginal environments. The proposed technology is envisaged to be low cost so as to fit the pocket of a smallholder farmer. In addition it would be made from low cost material and be developed for a household level. IDEI has developed one prototype of the equipment and testing it.
  • 18. PARTNERSHIP PARTNERSHIP BETWEEN NEC & IDEI NEC Corporation, Smart Energy Research Laboratories having identified rural India (rural population) as facing many challenges due to lacking conventional electricity aims to develop portable PV product to provide electricity to rural population especially in the non-electrified villages. Based on the survey conducted, NEC plans to develop Portable PV for irrigation pumps This would complement lack of conventional electricity and to improve Agricultural Productivity. It will help farmers overcome the expensive diesel costs. In this regard, after studying models of several organisations, NEC identified IDEI as one of its research partners. Under the partnership, IDEI conducted the research with three solar panels (identified by NEC). For more details click here Knowledge x-change on Sustainable Development (KxSD). IDEI featured as a case study on Knowledge x-change on Sustainable Development (KxSD). KxSD is an initiative of The Energy and Resources Institute (TERI) started with the objective to facilitate knowledge sharing across the many facets of sustainable development; Showcasing new research and innovative practices, share knowledge and success stories from diverse regions and sectors, targeted at policy makers and the wider research community and; Focus on three main dimensions of sustainable development -- policy imperatives, technology & innovations, and community partnership -- along with their interlinked components in the identified themes and sub-themes.
  • 19. BOARD OF DIRECTORS G. N. Bajpai Mr. Ghyanendra Nath Bajpai is a renowned finance economist and a visionary. Mr. Bajpai was the Chairman of the Securities and Exchange Board of India (SEBI). Earlier Mr. Bajpai was Chairman of the Life Insurance Corporation of India (LIC). Mr. Bajpai has served/continuous to serve as non-executive chairman and director on corporate boards in India and abroad and received awards for contribution to business. Mr. Bajpai has been chairman of the Corporate Governance Task Force of International Organization of Securities Commissions and the chairperson of the Insurance Institute of India, (III). Currently he is Non-Executive Chairman of Dhanlaxmi Bank, Future Generali Life & Non-life Insurance Companies, Dalmia (Bharat) Cements and Future Ventures in addition to being Director on the Boards of several others including Kingfisher Airlines, Usha Martin etc. He is on the Governing Board of National Insurance Academy. Currently, he is Hon. Professor Middlesex University, London. Mr. Bajpai was a member on Board of Directors at General Insurance Corporation of India, ICICI, Unit Trust of India, UTI Bank (now Axis Bank), Tata Chemicals, JSW, National Housing Bank, Indian Railway Finance Corporation, India International Insurance Ltd., Singapore and Ken-India Ltd. Nairobi (Africa) etc. He was also Non-Executive Chairman of National Stock Exchange, Stock Holding Corporation of India, LIC Housing Finance Ltd, and LIC International EC Bahrain and LIC Nepal Ltd. Mr. Bajpai has served on the Board of Indian Institute Management, Lucknow. He has been a visiting faculty at leading institutes of Management and Training and is being regularly invited to speak at seminars in India and abroad. He has delivered lectures including at London School of Economics (LSE), Harvard University and MIT and also addressed OECD & IMF seminars. He has written three books: The Securities Market, Marketing of Insurances, and How to Become a Super Successful Salesman
  • 20. BOARD OF DIRECTORS Amitabha Sadangi Amitabha Sadangi is a social entrepreneur and the first CEO of IDEI where he works towards unleashing potential of smallholder famers and leading them to prosperity. After completing his post graduation degree in Labour & Social Welfare with an additional degree in Law, Amitabha abandoned a promising career in a government agency to focus on issues of poverty & development. Amitabha is the founding member of World Entrepreneurship Forum and Promoter of West Venture India Pvt Ltd. Amitabha is regular speaker at several international forums on poverty reduction, water and issues of development. Shubhashis Gangopadhyay Shubhashis Gangopadhyay, a Ph.D in Economics from Cornell University, Ithaca, New York, USA. He joined the Delhi Centre of the Indian Statistical Institute as a Lecturer in 1983. He became a full-time Professor in 1991. He took over as founder-director of IDF in July 2002. He has published widely in journals on development economics, international trade, industrial organization, regulatory economics and finance. He has also co-authored and co-edited a number of books in economics and finance. He is the Chief Editor of the journal of Emerging Market Finance and is the President of two professional societies, the society for Economic Research and Financial Analysis (SERFA) and the Society for the Promotion of Game Theory and its Applications (SPGTA). He has been on many government committees and consulted with various ministries and private business.
  • 21. BOARD OF DIRECTORS Ajay Sud Ajay Sud, a lawyer by profession is admitted to the Bar at Delhi and is a Fellow Member of the Institute of Chartered of Accountants of India. He has experience of over twenty eight years providing professional support in law, taxation, regulatory and management advisory services to national and international organisations with special focus on Voluntary Sector Organisations. Formerly, Executive Director and Senior Advisor, International Development Services at KPMG India, he is a founder and member of the Governing Boards of prominent not-for-profit institutions such as The Prince of Wales Bhumi Vardaan Foundation, Access Development Services, Sesame Street Workshop India Trust and Foundation for MSME Clusters. Sanjiv Phansalkar Sanjiv Phansalkar received his PhD from the Indian Institute of Management, Ahmedabad, and taught management and marketing courses for a number of years at the Institute for Rural Management at Anand (IRMA). He is a well-known author on business subjects, and consults with government, businesses and non-profit organizations. He has worked with IDEI both as a consultant and as an advisor to SDC. He is familiar with the IDEI's programme and is much appreciated by the intellectual communities. Mr. Phansalkar was Professor in IRMA, Anand for more than dozen years and was the Director with International Water Management Institute and is now with Sir Dorabji Tata Trust as the Programme Leader.
  • 22. BOARD OF DIRECTORS Roda Mehta Roda Mehta is a distinguished name in the Advertising industry. An alumni of Miranda House (Economics Major), Jamnalal Bajaj Institute of Management Studies (specialization in Operations Research) and Harvard Business School (Advanced Management Program), her career spanned 27 years in Media and Advertising for which she was recognized with Lifetime Achievement awards across the country when she left the industry at the age of 48. She began her career with the country’s largest advertising agency “Hindustan Thomas Associates” and moved to Ogilvy Benson & Mather to resurrect the agency under local management. At 26, she was asked to lead the media function for the agency and concurrently invited to represent the function on the Management Committee of Bombay Office. In 1980, the agency sent her to its London offices with the aim of bringing international standards in Brand Planning and Research to the Indian operation. On her return in 1981, she was promoted as Director and appointed to the Board of the Indian company. Her role expanded to Agency management, strategic planning, international client service, conceiving and building profit centers for servicing client’s growing needs, and social marketing. Since 1998, Roda has committed herself to providing professional corporate strategic skills to the development world. Vivek Vig Vivek Vig is MD & Group CEO of Destimoney Group of Companies, a full service retail financial services company since 2009. He has over 25 years of experience in Retail Banking and Financial Services in countries including Poland, Taiwan and India. After terms as the Country Head (Consumer) of Citibank in Turkey and Saudi Arabia, he ran the retail Bank of Centurion Bank of Punjab, successfully concluding its merger with HDFC. He is an alumni of IIM- Bangalore.
  • 23. BOARD OF DIRECTORS Vikas Saini Vikas Saini is also the Chief Financial Officer of IDE (India). He brings financial management experience and expertise to the IDE (India) and has demonstrated hands on management style in the development and implementation of strategic plans to ensure company’s growth. As CFO, Vikas directs all financial aspects of the company including accounting practices, budgeting, financial planning, legal, tax, regulatory and compliance requirements, and implementation of Information Technology. In addition to his accounting and finance oversight responsibilities, Vikas offers broad management, internal control and strategic advice to management. He also serves on the board of Global EasyWater Products Private Limited and BlueWealth International Private Limited. Vikas holds B.Com degree from Delhi University and Master’s degree in Business Administration from Lal Bahadur Shastri Institute of Management, New Delhi with specialization in F i n a n c e . - S e e m o re a t : h t t p : / / w w w. i d e india.org/BoardMembers.aspx#sthash.7O1iShNC.dpuf
  • 24. AWARD & RECOGNITION
  • 25. AWARD & RECOGNITION OUR DONORS OUR AUDITOR OUR BANKERS Climate Care A. K. Sabat and Co. HDFC Bank Jasmine Charitable Trust State Bank of India Misereor ICICI Bank Sir Dorabji Tata Trust Skoll Foundation Swiss Agency for Development and Cooperation The Lemelson Foundation Voxtra
  • 26. FINANCIALS Use of Funds Awareness Generation of Low Cost Products 6% 16% 3% 3% Fundraising, Management & General Sources Of Funds Multilateral Organisations 4% Interest Income 6% Other Income 4% International Donors 9% Empowerment of Grassroot Business Entrepreneurs Low Cost Product Development & Identification 72% Training of Trainers & Potential Beneficiaries for Livelihood Enhancement Trust 19% Corporation 0% Foundations 58%
  • 27. FINANCIALS STATEMENT OF ACTIVITIES 2013 Operating Income Grants Contribution Interest Income Other Income 8,19,57,834 51,79,975 35,75,074 Total Operating Income 9,07,12,883 Operating Expenditure Program Fundraising, Management & General Total Operating Expenditure Surplus (Deficit) related to Grants Surplus (Deficit) related to Interest & Other Income Total Surplus (Deficit) during the year Appropriations Corpus General Reserve Total 6,94,97,734 1,37,15,856 8,32,13,590 74,99,293 74,99,293 19,11,650 55,87,643 74,99,293 STATEMENT OF FINANCIAL POSITION 2013 Equity & Liabilities Share Capital Reserves and Surplus Other Long- Term Liabilities Other Current Liabilities Total 2,000 30,34,37,551 30,98,41,942 43,65,577 61,76,47,070 Assets Fixed Assets Long- term loans and advances Cash and Cash Equivalents Short- term loans and advances Other Current Assets Total 23,67,85,815 67,81,379 35,96,26,910 7,19,952 1,37,33,014 61,76,47,070