This document provides an agenda and information for a workshop on demonstrating impact through responsible consumption and production projects funded by the Global Challenges Research Fund (GCRF) in Cardiff, UK. The workshop will include presentations on the aims and scope of the GCRF "Demonstrate Impact" competition, how organizations like Innovate UK, Welsh government, and the Knowledge Transfer Network can support applications, and examples of past GCRF projects. The competition will fund feasibility studies and demonstrations of innovations addressing the UN Sustainable Development Goals in developing countries.

1. Demonstrate Impact
Responsible Consumption &
Production
Cardiff
4th September 2019

2. Welcome and introduction
Charlie Winkworth-Smith
Knowledge Transfer Network

3. Agenda
09:30 Registration and refreshments
10:00 Welcome and introduction – Charlie Winkworth-Smith, KTN
10:05 The competition – context, aims and scope – Janet Geddes, Innovate UK
10:35 Q&A
10:40 Equality, diversity and inclusion – Zoe Jones, Innovate UK
10:50 How the KTN can help & top tips on your application – Robert Quarshie, KTN
11:05 Human centred design – Ben Griffin, Innovate UK
11:25 Refreshments and networking
11:50 How the Welsh Government can help – Simon Cooper, Welsh Government
12:00 GrainCare – Nick Allott, nquiringminds
12:30 Extracting High-Value Products from Rice Milling Bi-Products in India – Alec Anderson, Koolmill
13:00 Modern Energy Cooking Services (MECS) Programme – Jon Cloke, Loughborough University
13:30 Closing remarks – Janet Geddes, Innovate UK
13:40 Lunch and networking

4. The Competition
Context, Aims & Scope
Janet Geddes
Innovate UK

5. GCRF: Demonstrate impact in
meeting the Sustainable
Development Goals – phase 1
Janet Geddes, Head of Asia and Emerging
Economies
Sept 2019
https://apply-for-innovation-
funding.service.gov.uk/competition/443/overview
03/10/2019

6. • About GCRF
• Demonstrate Impact – aims
• Competition structure
• Scope
• Basic Eligibility Criteria
• Key Dates and Contacts
Agenda

7. Online Applicant
Briefing
Wednesday 11th September at 1300-
1430 BST
https://ukri.zoom.us/webinar/register/W
N_OsuZbaUfQwuiQAprdLhTBQ
The full eligibility details and
application process will be deal with at
that briefing

8. A £1.5bn ODA-sourced UK Govt research and
innovation fund (launched 2016)
Managed by the Department for Business,
Energy and Industrial Strategy
To support cutting edge R&I that addresses
global issues affecting developing countries
Delivered by: UKRI, UK Space Agency, UK
Academies, Royal Society, HE Funding bodies
2019! New Innovation and Commercialisation
strand of work in GCRF
https://www.ukri.org/research/global-challenges-
research-fund/

9. GCRF
https://www.ukri.org/research/global-challenges-research-fund/funded-projects/

10. Support businesses to work with end
users and others and test the
feasibility and viability of a new
solution within the socio-economic
context it will be used in. This critical
for its adoptability and deployment.
Demonstrate Impact – why?
Affordable, appropriate and scalable
commercial solutions to important
development challenges could be applied, but
for various reasons are not yet in place
Our Assumptions
Business Challenges
• Reluctant to enter new markets
due to financial risks
• Investment to support this is
lacking, eg. don’t want new
technology + new market risk
Users and Customer Challenges
• Limited resources and opportunities
to seek and experiment with
innovative approaches and solutions
• Reluctant to buy unproven solutions

11. Demonstrate Impact - aims
• Enable businesses to demonstrate the potential impact of an innovative commercial
solution (product, service, business process) in a real-world context in a developing
country.
• Support projects (and businesses) that show excellent potential for transformative,
positive change in developing countries.
• Transformative change? Ideas that are:
• Likely to lead the creation of markets
• Boost the related infrastructure and value chains attached to those markets
• Create jobs, all within the partner developing country
• Support demonstration-stage innovations (pre-commercial in that market) that need
further R&D (technical feasibility, affordability, appropriateness and attractiveness to
users, customers and other stakeholders in the developing country).

12. Demonstrate Impact - aims
 Solution = responding to a felt need, demand or
gap in market
 Solution = technology + business model +
financial model (ie. not just technology
demonstration but how it will be used)
 Solution = high socio-economic impact potential
and clear pathways to impact mapped out
 Project teams = businesses + potential end users
+ other stakeholders
x – tech push from UK / parachuting in
ideas lacking context

13. 13
“Technology has great potential to help deliver the SDGs but it can also be
at the root of exclusion and inequality. We need to harness the benefits of
advanced technologies for all.”
UN Secretary-General, Antonio Guterres at 2018 High-level Political Forum
on Sustainable Development.

14. What does success look like?
ODA/Primary outcomes:
- Poor and disadvantaged people in
developing countries access and benefit
from innovative and affordable products
and services developed and deployed
- These benefits include:
 direct benefits from availability of a
new product, process or service
 benefits from creation of markets, the
related infrastructure and value
chains attached to those, and job
creation within the partner
developing country
Secondary outcomes:
As secondary outcomes businesses are able
to:
 test the applicability of processes,
products or services in new markets
 find new R&D partners, and
potentially new markets, for their
products and services.

15. Competition
structure

16. Competition structure
Phase 1 – Feasibility
Studies
Why
What
How
much
Investigate feasibility of a
potential demonstration phase
and prepare robustly
Human-centred design and/or
technical feasibility
Up to £60k grant for up to 6
months
Phase 2 – Demonstration
Explore applicability and
appropriateness of solution in
that market + refine/modify
Demonstration-stage R&D
either Ind Research or
Experimental Development
Up to £500k for 1-3 years

17. Why phase? Why feasibility studies?
Phase 1 – Feasibility Studies
Why
What
How
much
Investigate feasibility of a
potential demonstration phase
and prepare robustly
Human-centred design and/or
technical feasibility
Up to £60k grant for up to 6
months
Phase 1 is to enable project teams to:
• identify all partners for a
productive, successful phase 2
• plan how to demonstrate the
innovation effectively in the
partner developing country
• gain confidence in the feasibility,
viability and desirability of the
innovation, in that market

18. End of Phase 1 report
To include:
1. Activities undertaken during phase 1.
2. An implementation and execution
plan for a potential demonstration
phase, including a stakeholder
engagement plan.
3. The roles and responsibilities of all
proposed partners during the
demonstration phase.
4. A results framework for the
demonstration project (impact).
5. A business plan that addresses market
potential and needs.

19. Competition structure
Phase 1
application Selected
projects
approved
Phase 1 grants
awarded and
executed
Phase 1
Report
submitted
Phase 2
application
Selected
project(s)
approved
Phase 2 grants awarded and
executed
Phase 2
projects
completed
Assessment
Up to 6 months
1 month
Report reviewed
and invitations
sent out
Assessment
Up to 3 years

20. Scope

21. Competition details
Up to
£9.3m
,
£1.8m
for
1st of 2
Phases
Feasibility
Demonstration
Gender
equality and
social inclusion
Open date: 9th September 2019
Close date: 13th November noon
Feasibility Studies: Up to £60k grant
and up to 6 months
To be in scope your project has to do the following
10 SDGs
DAC list
country
Demo-
ready
innovation£1.8m
£7.5m
ODA
eligible

22. What can your project focus on?
• A set of 17 global goals to tackle most pressing challenges facing the world
today, and build a more sustainable, safer, more prosperous planet.
• Launched in 2016, with targets to 2030. A follow-on from the Millennium
Development Goals (2000-2015).
• All 17 goals interconnect, meaning success in one affects success for others.
• Truly global, not just developing countries. International commitment to end
poverty, permanently, everywhere.
• This competition = 10/17 SDGS are in scope

23. 10 SDGs in Scope

24. 10 SDGs in Scope
 SDG 3: good health and well-being
 SDG 4: quality education
 SDG 6: clean water and sanitation
 SDG 8: decent work and economic growth
 SDG 11: sustainable cities and communities
 SDG 12: responsible consumption and production –
ensure sustainable production and consumption patterns
 SDG 13: climate action
 SDG 14: life below water
 SDG 15: life on land
 SDG 16: peace, justice and strong institutions

25. SDG Targets…
Sample targets from SDG12…
• By 2030, halve per capita global food waste at the retail and consumer levels
and reduce food losses along production and supply chains, including post-
harvest losses
• By 2020, achieve the environmentally sound management of chemicals and all
wastes throughout their life cycle, in accordance with agreed international
frameworks, and significantly reduce their release to air, water and soil in
order to minimize their adverse impacts on human health and the
environment
• By 2030, substantially reduce waste generation through prevention, reduction,
recycling and reuse
Ensure
sustainable
consumption
and production
patterns

26. What is Official Development Assistance?
Aid, provided by
donor governments
and their agencies
(Measure of
country’s
investment in it)
For the economic
development and
welfare of a set of
developing
countries (DAC
List)
Can be spent in the
donor country
No capital
infrastructure in
donor country
eligible, capital
usage ok

27. 28
OECD DAC List

28. Is your project eligible as ODA?
Under the broader context of the SDGs:
- Seek to investigate a specific problem or seek a specific outcome which will have a
positive impact on the welfare and economic development of a country on the OECD
DAC list
- Provide evidence as to why this is a problem for the developing country
- Identify appropriate pathways to impact to ensure that the developing country
benefits from the GCRF investment in research and innovation.
- Project must include some work within the partner developing country

29. Where can your project focus?
All countries on the OECD DAC list of ODA
recipients are eligible
EXCEPT: Argentina, Antigua and Barbuda,
China, Panama and Palau
http://www.oecd.org/dac/financing-sustainable-
development/development-finance-
standards/DAC_List_ODA_Recipients2018to2020_flows_E
n.pdf

30. 31
OECD DAC List

31. Gender equality and social inclusion
Your application must explain how your
project is helping to promote gender
equality and social inclusion.
International Development (Gender Equality)
Act, 2014
- Who is involved?
- How will you factor this into your project
plan?
- What is the potential for promoting gender
equality and social inclusion?

32. Scope recap
Gender
equality and
social inclusion
To be in scope your project has to do the following
10 SDGs
DAC list
country
Demo-
ready
innovation ODA
eligible

33. Out of Scope
Projects that:
- do not have an innovation at a demonstration-ready stage
- do not focus on one of the 10 SDGs in scope, making clear which targets
they are contributing to
- do not focus on an eligible country on the OECD DAC List of ODA recipient
countries (noting that Argentina, Antigua and Barbuda, Panama, Palau
and the People’s Republic of China are out of scope)
- do not meet Official Development Assistance (ODA) eligibility
requirements
- are likely to increase inequality between different parts of society, within
communities and between persons of different gender and do not take
into account and plan to manage gender equality and social inclusion
issues
- are likely to have negative environmental and social impacts
- do not validate or develop the technical feasibility of innovations and/or
their desirability and usefulness to customers
- have entirely non-civilian applications

34. Eligibility Criteria

35. 36
Who is eligible?
Project Eligibility
 Business-led
 Include an Administrative Lead and Technical Lead
 Can include other funded and non-funded partners from any country,
including businesses, research organisations, public sector
organisations, RTOs, charities and other not for profit organisations
 Can sub-contract up to 50% of the eligible project costs
 Research organisations and other not for profits can claim up to 30%
of the eligible project costs (even where sub-contracting)
 Must include some work carried in the developing country
Project cost £85,000 to £120,000 with a max. grant award of £60,000
Project length Up to 6 months

36. Who is eligible?
Admin Lead Technical Lead
• must be a UK-registered business of any
size
• will be the recipient of the award and will
distribute funding to international (non-UK)
partners (hub and spoke model)
• will manage and be accountable for the
finances for the project in accordance with
the terms and conditions of the award
• must claim funding through this
competition
• can be from any country
• can be a business, research organisation,
public sector organisation, research and
technology organisation or not for profit
organisation
• will lead on the development of the scope,
work packages within the project and other
work from a technical perspective
• must claim funding through this
competition
• A UK-registered business can be both the
administrative and technical lead

37. Organisation /
Type of Activity
Feasibility Studies Notes
Business
(economic
activity)
Micro/Small – 70%
Medium – 60%
Large – 50%
Research
Organisation
(non-economic
activity)
Universities – 100% (80% of Full
Economic Costs)
Other research organisations can
claim 100% of their project costs –
see note:
Other research organisations must:
• be non-profit distributing and
• disseminate the project results &
• explain in the application form how this will be done
Public Sector
Organisation or
Charity
(non-economic
activity)
100% of eligible costs Must be:
• Be performing research activity &
• disseminate project results & explain in the
application form how this will be done
• ensure that the eligible costs do not include work /
costs already funded from other public sector bodies
Funding %

38. - International partners are funded on the same grant percentage as UK organisations
- If there is an international partner, all claims are submitted by the Admin Lead. The
Admin Lead is paid every partner’s claim. The Admin Lead must then pay the partners.
Partners from developing countries (partners with legal entities in an in-scope DAC-list
country) are not mandatory for phase 1 but will be for phase 2. The expectation is that
project teams will use phase 1 to find appropriate developing country partners for phase
2.
International Partners

39. Timeline Dates
Briefing Events 3rd September 2019 (London)
4th September (Cardiff)
5th September 2019 (Sheffield)
10th September 2019 (Belfast)
12th September 2019 (Edinburgh)
Competition Opens 9th September 2019
Submission Deadline Noon 13th November 2019
Applicants informed 16th December 2019
Key Dates

40. GCRF Online Community Platform:
https://ukri-gcrf.crowdicity.com/
Enterprise Europe Network (EEN) – its beyond Europe!
https://www.enterprise-europe.co.uk/services/Business-collaboration-
worldwide
0300 123 3066
Finding Partners

41. Customer Support Services: 0300 321 4357 (Mon-Fri, 9am-5:30pm)
support@innovateuk.ukri.org
Knowledge Transfer Network:
www.ktn-uk.co.uk
Contact Us

42. Q & A

43. Equality, Diversity & Inclusion
Zoe Jones
Innovate UK

44. Equality, Diversity & Inclusion
Zoe Jones
Diversity & Inclusion Programme
Specialist
@zoejones07

45. 46
The case for Diversity and Inclusion
Likelihood of increased
Financial performance
Gender diversity Ethnic/cultural diversity
21% 33%
Source – McKinsey : Delivering Though Diversity (Jan 2018)
Impact of diversity on
executive teams

46. 47
What can go wrong?

47. 48
• The best ideas for innovation can come
from anyone
• Diversity within business is proven to
contribute to enhanced performance and
commercial success
• Diverse teams produce better outcomes
EDI at Innovate UK
At Innovate UK we are committed to
encouraging equality, diversity and
inclusion in business-led innovation.
We believe:
We have targeted programmes to tackle
underrepresentation and we work to
embed EDI across everything we do.

48. 50
Gender equality and social inclusion
• All Innovate UK-led GCRF competitions will
have an a gender equality and social
inclusion question
• This question is mandatory but unscored
• This ensures compliance with the
International Development (Gender
Equality) Act 2014
• Successful Phase 1 applicants will be
expected to attend a workshop on gender
equality and social inclusion to discuss good
practice and share experiences
• While gender must be addressed, good
applications will show an understanding of
diversity and social inclusion beyond gender

49. 51
Gender equality and social inclusion
What is the potential?
• What are the
expected outcomes?
• Who is expected to
benefit?
• Any potential
negative impacts?
• Any gaps in current
understanding?
How will you factor this
into your project plan?
• How will your project
address gender
equality and social
inclusion?
• How will you
measure impact?
• Reference in Q6
Who is involved?
• The business and
research partners
involved (info on
their experience,
expertise and
culture)
• Any partners and
collaborators that are
fundamental to
delivering impacts
How is your project helping to promote gender
equality and social inclusion?

50. How the KTN can help & top tips for
your application
Robert Quarshie
Knowledge Transfer Network

51. The Innovate UK Family
Fund Connect
Collaborate

52. The Future, Faster
As a network partner of Innovate UK,
KTN combines expertise in all sectors
with the ability to cross boundaries
Connecting with KTN can lead
to potential collaborations,
horizon-expanding events and
innovation insights relevant to
your needs

53. Connecting People to
Drive Innovation
People
- Find Expertise
Products
- Find Markets
Pounds
- Find Finance

54. Finding valuable
partners
-
Project consortium
building
-
Supply Chain
Knowledge
-
Driving new
connections
-
Articulating challenges
-
Finding creative
solutions
Awareness and
dissemination
-
Public and private
finance
-
Advice – project scope
-
Advice – proposal
mentoring
-
Project
follow-up
Promoting
Industry needs
-
Informing policy makers
-
Informing
strategy
-
Communicating trends
and market drivers
Intelligence on trends
and markets
-
Business Planning
support
-
Success stories / raising
profile
Navigating the
innovation support
landscape
-
Promoting coherent
strategy and approach
-
Engaging wider
stakeholders
-
Curation of innovation
resources
Connecting Supporting NavigatingInfluencingFunding
What we do

55. Top tips for a good application

56. Fundamental 1
1. Is it a big enough market? Does it represent value for money
compared to the investment requested?
Will a 10% market share give you a return to justify the grant value
that you are asking for?

57. Fundamental 2
2. Can the innovation be world leading? Is the idea sufficiently
distinctive and strong to be successfully exploited in the UK and
globally?
Can you really not buy ‘it’ elsewhere at a reasonably comparable cost
or get ‘it’ from a consultancy?

58. Fundamental 3
3. Is it at the right stage of development? It must be market driven,
rather than predominantly a research project.
Do you have a customer in mind for ‘it’, are they a partner on the
application and if not why not?

59. Fundamental 4
4. Why should public money be used? Why not use company funds
or raise additional finance via VC investment or a bank loan?
Do you have a strong risk register, that isn’t just a paper exercise
where everything’s nicely mitigated so as not to scare off the
investor?

60. Where’s my copy?
Download a copy of the full guide from the KTN here,
https://admin.ktn-uk.co.uk/app/uploads/2018/10/MASTER_Good_Application_Guide.pdf

61. Name Approximate Technology
Readiness Levels covered
Topics covered Who they fund/support
Research Councils: under UK
Research and Innovation.
https://www.ukri.org/about-us/our-
councils/
1-3 Each Council has its own list of sectors and
topics it supports.
Grant funding for UK Universities and Research
organisations. UK business can sometimes work
with them on specific industrial engagement
activities that may revolve around access to their
state of the art facilities.
Innovate UK
https://www.gov.uk/government/organisat
ions/innovate-uk
4-6 A wide range of targeted topics for funding
identified by the Industrial Strategy
Challenge Fund and an open call for
Innovation currently under Smart Grants
UK business and research organisations with a
particular focus on SME’s looking to grow their
business.
Knowledge Transfer Network
https://ktn-uk.co.uk/
3-7 All Innovate UK topics are supported by
KTN activities and cover industries and
technologies from Agriculture to X-Ray
detection.
KTN does not fund, it offers support to new and
existing Innovative Businesses. They provide
advice on grant applications, offer introductions
to collaborative research partners, or help in
identifying alternative sources of funding.
Enterprise Europe Network
https://www.enterprise-europe.co.uk/
4-9 EEN offers business support and advice
across a wide range of topics
EEN does not fund, it offers business support and
advice similar to KTN, but with more of a focus on
European research funding and also offers free
consultancy on business development through
the Innovate to Succeed programme.
Catapult Centres
https://catapult.org.uk/
6-8 Each Catapult is focused on a specific sector
and topics
Catapults do not fund but they do offer facilities
for CR&D and technical expertise to develop
ideas to prototype stage. And can also partner
with companies on certain grant applications.

62. KTN – Joining and Getting in Touch
Robert Quarshie
robert.quarshie@ktn-uk.org
https://ktn-uk.co.uk/

63. Human-Centred Design
Ben Griffin
Innovate UK

64. Human-centred design
for Demonstrate Impact Phase 1 Projects
Ben Griffin
Innovation Lead, Design

65. Phase 1: Not just technical feasibility
“Phase 1 projects can include
human-centred design and/or
technical feasibility studies.”

66. Phase 1: Not just technical feasibility
“Phase 1 projects can include
human-centred design and/or
technical feasibility studies.”
A human-centred research and design study
could help you better understand market
conditions, ensure your idea meets the needs of
customers and help you plan a more effective
and meaningful demonstration.

67. Technology can make a new idea possible.
…But people determine whether or not it’s successful.
This is important, because

68. Users
Customers
Resellers
Investors
Delivery
Partners
Logistics
Service &
maintenance
Managers
Local
authorities
Manufacturers
System
integratorsInstallers

69. TECHNICAL FEASIBILITY STUDY
Can you do it?
VIABLE
for your business
FEASIBLE
with available technology
DESIRABLE
to people
HUMAN-CENTRED DESIGN STUDY
Should you do it?
The best
ideas are…

70. TECHNICAL FEASIBILITY STUDY
Can you do it?
VIABLE
for your business
FEASIBLE
with available technology
HUMAN-CENTRED DESIGN STUDY
Should you do it?
The best
ideas are…
DESIRABLE
to people
Not just about looks…
- Does it solve a problem?
- Is it understandable?
- Is it aspirational?
- Is it easy to use?
- Does it fit readily into existing
behavior patterns?

71. Neglecting or misunderstanding
people’s motivations and behavior
is a potential failure mode.
The less familiar you are with
those people’s circumstances and
culture, the higher the risk.

72. It’s less about data and
secondary research
… and more about conversations,
experiences and feelings

73. An opportunity to sense-check,
validate and de-risk ideas with the
people they’re intended for before
launching into a demonstrator.
… Meaning that your phase 2
application will be stronger.
Why include human-centred design?
Gain confidence (and evidence)
that you’re proposing the right
solution, to the right problem.
1
Plan a more valuable
demonstrator involving the
right people, appropriate
infrastructure and realistic
use cases.
2

74. What does it look like?
Thorough understanding
of the problem space
Start
Specific problem
definition
Generate lots of
ideas in response
Progress the best
idea/s
Do the right thing …then do the thing right

75. What does it look like?
Thorough understanding
of the problem space
Start
Specific problem
definition
Generate lots of
ideas in response
Progress the best
idea/s
Do the right thing
Iterative prototype
and test cycles

76. Too often we do this
Skip this, or rush through it Lack of divergent
thinking
Focus on realising
your great idea!
DISCOVER DEFINE
Poor experience
that’s costly or
impossible to fix

77. Variations on the theme
Double-Diamond (Design Council)
HCD DesignKit (Ideo)
Design Bootcamp (Stanford d-School)

78. - Identifying relevant stakeholders
- Engaging with them to gather insight
- Documenting their specific needs,
desires and frustrations.
- Mapping out their ideal experience
- Defining desirable product/service
attributes
Design activities could include
- Generating lots of ideas
- Fast, iterative prototype and test
cycles
- Testing both the desirability and the
feasibility
- Documenting your intended route
forward via a roadmap or design
concept.

79. A human-centred approach can help you create better
PHYSICAL
GOODS
SERVICES
BUSINESS
MODELS
DIGITAL
PRODUCTS
…and all are within scope for this competition

80. Do build empathy
Do think divergently
Do get your hands dirty
Don’t be precious
Characteristics of a design approach

81. How can you do it?
- DIY?
- Or… take this opportunity to work
with professional design expertise
- Up to 50% of eligible project costs
can be sub-contracting costs
- Ideal way to engage professional
design services
Useful contacts:
- KTN
- Design Council
- BIDA (British Industrial Design
Association)
- DBA (Design Business Association)
- Service Design Network.
Googling?
- Look for human-centred research and
design expertise
- Relevant discipline experience e.g.
physical goods, digital products, services
and/or business models

82. Thank you

83. Refreshments and networking

84. How the Welsh Government can
help
Simon Cooper
Welsh Government

85. GrainCare
Nick Allott
nquiringminds

86. Extracting High-Value Products
from Rice Milling Bi-Products in
India
Alec Anderson
Koolmill

88. more food from existing harvest with less resources

89. “Achieving the Global Goals (SDG’s) creates
at least US$12 trillion in opportunities.
First movers will have a 5 to 15-year advantage.”
Business & Sustainable Development Commission

90. why?
why rice?
why Koolmill?
why should anybody care?

93. “It must have been in
1979 that I first heard
the words:
But, James, if there
were a better kind of
vacuum cleaner Hoover
or Electrolux would
have invented it”
James Dyson
Against the Odds

98. how?
granted patents covering 70% of rice
experienced team and strategic partners
production capacity in place for rapid growth

105. what?
simple disruptive rice milling solution
novel pay as you mill business model
real time data driven digital capability

111. Data is a Raw Material
15
17
19
21
23
25
27
29
31
Broken Rice
Buhler 3 Pass Koolmill 1 Pass Brown Rice

112. recognition

114. Modern Energy Cooking Services
(MECS) Programme
Jon Cloke
Loughborough University

115. Cooking Services and the SDGs
in Africa and SE Asia
Dr Jon Cloke
LCEDN National Network Manager

117. Clean Cooking - Not Just Important to
SDG7(Energy)…
 Biomass is the main source of energy for cooking in most developing
countries.
 About 3 billion people—40% of the global population—use biomass
cookstoves, exposing them to:
 indoor air pollution (HAP – SDG3)
 Drudgery (mainly for women – SDG1, SDG5, SDG8)
 Physical endangerment, particularly for women - World Bank 2018 (SDG3,
SDG5, SDG16)
 Harvesting of biomass also causes deforestation, loss of ecosystem
services, and emission of greenhouse gases (SDG11, SDG12, SDG13,
SDG15)
 Women and children most affected by HAP (SDG3, SDG4, SDG5,
SDG10)

118. Real costs to cooking with biomass
• 3 billion families cook with biomass - 4
million die from respiratory-related
illness annually.
• Women/children spend hours gathering
fuel.
• This damages the environment and
reduces education or economic
activity.
• Burning biomass results in significant
carbon emissions.
• A massive barrier to improved
productivity

119. Is A Tipping Point
Near…?
• Nearly 2 billion people have electricity but are not cooking with it.
• 1.4 billion pay for biomass fuel - in urban areas
• The economics of heating food to cook it are changing –
decreasing electricity/solar costs, increasing wood/charcoal costs
• Electric pressure cookers (EPCs) can cook 90% of dishes.
• Growing affluent middle class
• Most African cities run on AC electricity

120. Modern Energy Cooking Services (MECS)
Five year, £40million, DFID
funded Modern Energy Cooking
Services (MECS) project to:
I. support stakeholders
II. source and supply investment
focused on clean cooking
alternatives
III. Support and provide research,
facilitate businesses and supply
chains to achieve the transition
away from cooking with biomass.
Target countries:
 Bangladesh
 Ethiopia
 Ghana
 Kenya
 Malawi
 Nepal
 Rwanda
 Tanzania
 Uganda
 Zambia

121. What do we mean by “clean cooking
alternatives”?
• The MECS project supports the transition to devices that:
• Are powered by electricity, LPG, biogas, bioethanol
• Rely on conventional heating of food that will be familiar
• Offer flexibility in what they can cook - less need for multiple cooking
devices
• Hierarchy of devices:
• Most promising: electric pressure cookers (EPC)/multicookers.
• In scope but lower priority: Rice cookers, kettles, soup
heaters, hotplates, induction stoves, stove on top of a gas bottle or
other LPG powered stoves
• Can play a part: Solar cookers
• Out of Scope: Devices using biomass, solid fuel, wood gas, or gasifier
stoves.

122. A key barrier: availability of suitable devices

123. Support from MECS
• Data, analysis and insights
• Challenge fund – technology, innovation, business
models…
• Facilitate wider funding
• Global LEAP Award for EPCs – establish quality
standards
• Introductions and facilitate connections to potential
partners
• Work with Governments to improve policy
landscape
• Create support packages
• Promotion in-country

124. Which countries
offer the best
prospects?
South Sudan
Micronesia
Solomon Islands
Angola
Chad
Guinea-Bissau
Somalia
Sierra Leone
Liberia
Madagascar
Niger
Central African Republic
Benin
Gabon
Vanuatu
Haiti
Mali
Algeria
Turkmenistan
Saint Vincent & the
Grenadines
Dominica
Mauritania
Kiribati
Nigeria
Egypt
Papua New Guinea
Djibouti
Burkina Faso
Ukraine
Uzbekistan
Armenia
Syria
DRC
Libya
Maldives
Azerbaijan
Western Sahara
Seychelles
Marshall Islands
Mongolia
Malawi
Tunisia
Belarus
Morocco
Mozambique
Guinea
Iran
Burundi
Guyana
Ghana
Cabo Verde
Saint Lucia
Uganda
Cook Islands
Russia
Kazakhstan
Tonga
Rwanda
Turkey
Tanzania
Moldova
Niue
Lebanon
Congo
Sudan
Myanmar
Gambia
Equatorial Guinea
Jordan
Samoa
Cameroon
Bolivia
Togo
Côte d'Ivoire
Fiji
Lesotho
Bangladesh
Argentina
Jamaica
Senegal
Nauru
Zimbabwe
American Samoa
Yemen
Venezuela
Indonesia
Cuba
El Salvador
Afghanistan
Suriname
Nepal
Romania
Eritrea
Timor-Leste
Dominican Republic
Tajikistan
Palestine
Peru
Belize
Palau
Malaysia
Kyrgyzstan
Grenada
Mauritius
Ethiopia
Paraguay
India
Brazil
North Korea
Sao Tome & Principe
Colombia
Cambodia
Namibia
Zambia
Botswana
Comoros
Georgia
Montenegro
Iraq
Uruguay
Kenya
Bosnia & Herzegovina
South Africa
Sri Lanka
Philippines
Albania
Costa Rica
Ecuador
Guatemala
Pakistan
Nicaragua
Tuvalu
Bhutan
Panama
Mexico
Chile
Swaziland
Honduras
Thailand
China
Laos
Macedonia
Serbia
Vietnam
Bulgaria
0% 10% 20% 30% 40% 50% 60%
Grid-eCook Scores by Sub-Category
Polluting fuel users
Electricity market
Fuel markets
Finance
Solar resource
Temperature
Deforestation
Governance
Capacity
Demographics
Gender
Business
Food
Grid
Off-grid
Manufacturing & imports

125. But surely these are not affordable…
• Business models that work for introducing
new technologies into these markets
• pay-as-you-go tariffs
• hire of equipment rather than outright
purchase
• bundling up a cooking device within a wider
service offer.

126. eCookbook

127. MECS-ready businesses looking for EPC
suppliers - 1
• Kenya Power supplies all electricity in Kenya - 6.5 million customers.
• The business model?
• Bulk purchaser and retail/sell them through their outlets
• Part of the ongoing service of the utility.
• “Existing equipment on sale in UK is acceptable to the majority of
customers.”
• Seeking a company to supply products for the African market
• appropriate pictures of people and food on the box
• inserted menu leaflets with African food
• some changes to the labels on the buttons
• Potential to sell at least 50,000 a year

128. MECS-ready Businesses looking for EPC
suppliers - 2
• Davis and Shirtleff - a large import and distribution group
• 1000 employees, 70 outlets and annual turnover $ 100+ million.
• Active across East Africa (HQ in Nairobi).
• Market leaders in water pumps/equipment and solar systems.
• They combine market knowledge, accessing quality equipment
at good prices, efficient transportation, distribution and back up
service.
• The Solar Home Systems market is very competitive and fast
moving.
• Interested to see how EPCs could fit into their product range.

129. Design modifications open up new
opportunities
• Deep frying
• Manual heat control
• Highlighting how to cook local foods.
• Battery-integration.

130. MECS: your partner for the SDG journey?
1. Assess the
opportunities
2. Build familiarity
3. Find route to new
markets
4. Innovation
Information and support
Feedback and insights

131. B2Match - online brokering
London
https://gcrf-demonstrate-impact-london.b2match.io
Cardiff
https://gcrf-demonstrate-impact-cardiff2019.b2match.io
Sheffield
https://gcrf-demonstrate-impact-sheffield.b2match.io
Belfast
https://gcrf-demonstrate-impact-belfast.b2match.io
Edinburgh
https://gcrf-demonstrate-impact-edinburgh.b2match.io

132. Closing Remarks

133. Lunch and networking