Africa projects Partners for Innovation BSc students International Cooperation Liege


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Presentation for the 2nd year students of the BSc students International Cooperation Liege, on 4 Feb 2014. Presentation of the company profile of Partners for Innovation, of its Africa strategy and of its projects regarding scaling up agroforestry and profitable and responsible biofuel and biogas sector development in Africa.

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Africa projects Partners for Innovation BSc students International Cooperation Liege

  1. 1. Partners for Innovation BV who we are what we do what we intend to achieve in Europe and in Africa Mini seminar Bachelier en Coopération Internationale 4 February 2014, 15h40-17h40, Liège, Belgium Peter Vissers, Managing Director, +31 6 4260 9354 (NL) +32 497 570 466 (BE) © Partners for Innovation 1
  2. 2. Agenda 1. 2. 3. 4. 5. 6. 7. Introduction PfI: who what where how PfI: example project in Mozambique PfI: Africa strategy Group assignments Reporting on group assignments Closure 2 15h40 15h50 16h00 16h10 16h20 17h00 17h40
  3. 3. About Partners for Innovation Partners for Innovation is a leading consultancy for sustainable innovation based in the Netherlands. Together with our clients we achieve profitable solutions for a biobased and circular economy. In Africa we focus on profitable and responsible biomass chains, and on scaling up agroforestry. We have worked on these topics in Ghana, Niger, Nigeria, Madagascar, Mozambique, Senegal, South-Africa, Zambia and Zimbabwe. Our ambition is to help biomass and agroforestry actors to be succesfull. 3
  4. 4. About Partners for Innovation Our expertise Profitable and Responsible Biomass Chains  Agroforestry scaling-up (Cleanstar Mozambique, Oxfam Niger/ Nigeria/Netherlands/Senegal/Zimbabwe)  Bio-energy business plan development (Bio2Watt, E+Co, Green Resources, Simgas, Wakawaka, etc)  Bio-energy sustainability policy and monitoring (Ghana Energy Commission)  Bio-energy sustainability private sector development (CEPAGRI+ DNER Mozambique, Jatropha Alliance, NL Agency, WWF Madagascar)  Carbon credit development (Bio2Watt)  Land governance (NL Embassy Mozambique) Climate & Sustainable Energy for All  Carbon footprint (SunBiofuels, Triodos bank, etc)  Climate policy (Efico, BTC-CTB, etc)  Renewable energy potential in EDCs (EC) Product Innovation  Cradle to Cradle (Desso, Vanderlande, etc.)  EcoDesign training (DAF Trucks, Dorel , FME, SITA, etc.)  Sustainable packaging (NVC, Schoeller Alibert, etc.) 4
  5. 5. PfI team 5
  6. 6. 6 PfI: what do we want to achieve? 2015 ambitions PfI 1. Nr-1 in NL for support to companies on sustainable innovation, and for developing project plans for sustainable innovation. Top-5 in BELUX 2. Top-10 in NL on supporting companies with bio-based economy 3. Top-of-mind in several African countries and at the international level as a practical and professional service provider for profitable and responsible biomass chains and agroforestry 4. 1M€ turnover, 10 FTE, HQ in A'dam, hub in Brussels, hubs in West, East and Southern Africa (300k€ turnover on African projects) Source 1, 4: PfI strategic plan 2013-2015 (2012) Source 2: NL market profitable and responsible biomass (2013) Source 3: inspired from various documents
  7. 7. Example project 1: Ecodesign training at DAF Trucks EcoDesign training (2007-2014) > Training of 120 designers / engineers > Introduction to life-cycle impact assessment and to EcoDesign strategies > Own assignments participants > EcoDesign Award > DAF EcoDesign LCA tool
  8. 8. Example project 2 Closing the carpet chain of Desso Assisting to put in place a takeback and recycling programme for used carpets (2009-2016): • Carpets are recycled using the innovative separation technique called Refinity®, which separates the yarn and other fibres from the backing. • Carpet tiles with DESSO EcoBase® have achieved Cradle to Cradle® Silver Certification “Desso offers clients a Take Back™ programme to ensure that products will be recycled according to Cradle to Cradle® principles”, Stef Kranendijk, former CEO Desso.
  9. 9. Example project 3: Scaling up agroforestry with Oxfam Oxfam Novib (NL and Sahel offices - 2012-2014) Scaling up Agroforestry in the Sahel as a structural solution to move away from poverty and food insecurity, towards climate-smart productive rural communities ^ Two of the actor groups of agroforestry scaling up: local chiefs, women farmers < Field visit: Niger, Dosso, 2010. One spot, two views: trees on agriculture land can make land productive
  10. 10. Example project 4: assess sustainability rice husk gasification project in Indonesia Client: NL Agency (cofunding the project). Period: May – August 2013 Assignment: sustainability assessment Assessing people planet profit aspects of the rice husk gasification project against RSB requirements
  11. 11. Example project 5: Piloting the draft biofuel sustainability framework in Mozambique (2013) Four expected results: 1. Three biofuel project developers have used the sustainability framework to pilot assess their compliance against the framework, and have undergone a pilot monitoring visit; 2. The monitoring delegation has used the sustainability framework to pilot assess the compliance of three project developers; 3. The experiences of these pilots are evaluated, lessons learned identified, conclusions and recommendations are drawn; 4. Interested Mozambican biofuel stakeholders have had access to the findings of the pilot through a seminar and a final report 11
  12. 12. The draft sustainability framework in Mozambique consists of 8 principles Eight principles: 1. Legality 2. Social Responsibility 3. Public Consultation 4. Energy Security 5. Economic and Financial Viability 6. Food Security 7. Agricultural Productivity 8. Environmental Protection Biofuel producers should comply Government officials check compliance 12
  13. 13. We did a pilot in four stages A - D 13
  14. 14. Stage A: three companies participated: 1st: sugar cane company GEZ (sugar cane > sugar and bioethanol) 14
  15. 15. Stage A: 2nd participating company Jatropha company NiQel (jatropha oil > biodiesel) 15
  16. 16. Stage A: 3rd participating company Food-energy company CleanStar (cassava > bioethanol for cook stoves) 16
  17. 17. Stage B: we made a self-assessment with the companies against the sustainability framework 17
  18. 18. Stage B: these were the results MBSF self-assessment: evidence MBSF self-assessment: compliance 1. Legalidade 100% 8. Protecção Ambiental 80% 60% 1. Legalidade 100% 2. Responsabilizaçã o Social 8. Protecção Ambiental 20% 0% 6. Segurança Alimentar Company GEZ NiQel CSM 7. Produtividade Agrícola 3. Consulta Pública 4. Segurança Energética 5. Viabilidade Económica e Financeira 60% 2. Responsabilizaçã o Social 40% 40% 7. Produtividade Agrícola 80% 20% 0% 6. Segurança Alimentar GEZ 4. Segurança Energética 5. Viabilidade Económica e Financeira NiQel CSM 3. Consulta Pública GEZ NiQel CSM Pilot compliance with MBSF MBSF follow-up Pilot evidence 97% = full compliance (90%-100%) > No follow-up 79% 92% = full compliance (90%-100%) > No follow-up 70% 94% = full compliance (90%-100%) > No follow-up 85% (after verification by monitoring delegation, reference to MBSF version Oct 2013) 18
  19. 19. Stage B: each company assessed itself against each verifier of the MBSF TAB3. ASSESSMENT >> Below the self-assessment fields that companies and government delegation fill in during the pilot COMPANIES MBSF requirements Self-assessment Source: draft regulation MBSF (v3 Feb 2013) Guidance Compliance Evidence Justification scores Nr Verificadores Guia de Guidance developed for SelfSelfCompanies explain in a few words the score for compliance. (Note: in the MBSF pilot it was decided avaliação pilot (beyond draft assessme assessme to focus CSM's self-assessment on its Sofala activities. CSM's bottling factory and sales activities in regulation) nt score nt score Maputo are hence not part of the assessment) GOVERNMENT Evidence list Companies list the available evidence. Evidence not available or not in Dropbox: lower score Observation Government officials put remarks 1. Legalidade Princípio 1: as operações de Biocombustíveis cumprem as obrigações prescritas na lei e obedecem as ordens emanadas pelas autoridades legítimas com respeito pelos direitos fundamentais. Principle 1: Biofuel operations respect all applicable laws, regulations and legal procedures Critério 1.1: Operações de Biocombustíveis devem estar em conformidade com todas as leis, políticas e estratégias aplicáveis e com o respeito a todos os direitos costumeiros existentes, relacionados com o uso e acesso à terra, água e outros recursos Criterion 1.1: Biofuel operations shall comply with all applicable laws, policies and strategies and with all existing customary and informal rights related to the use and access to land, water and other natural resources. Indicador 1.1.1: O operador de Biocombustíveis fornece evidência demonstrando o cumprimento das leis, regulamentos e procedimentos legais aplicáveis e dos direitos costumeiros. Indicator 1.1.1: The biofuel operator provides evidence demonstrating compliance with the applicable laws, regulations and legal procedures and with the informal and customary rights. Constituição da Nº 3 do artigo General Mozambican Not Not NA NA NA República de 2004 2, artigo 38, nº legal framework applic. applic. 2 artigo 46. (NA) (NA) Lei nº 16/91, de 3 de Artigo Licence/concession for Full Partial A water use license / concession does not seem necessary since the activities use low amounts of Available in dropbox: EIA 2012, Agosto, (Lei de Águas). 25,27,32,35,37 the use and benefit of complianc evidence water. In Dondo the operations use water from CSM's rain collection bassin and from its invoice of ARA Centro 2012. water e (100%) (75%) borewhole. In Tsawane there is a borewhole. The expected water use of the factory is less than Not available: evidence that no 8m3/hr according to the EIA p78/79. The ARA Centro water invoices CSM for annual consumption water licence/concession is in 2011 and 2012 of 450m3/a. Full compliance, partial evidence (evidence that a water use licence required is not required is missing). Diploma Ministerial nº Licence/concession for Full Partial As As 7/2010, de 6 de Janeiro, the use and benefit of complianc evidence (modelos de licenças e water e (100%) (75%) concessões de água) Lei n.º 20/97, de 1 de Artigo EIA if required Full Partial EIA. CSM completed a simplified Environmental Impact Assessment (EIA) for its factory producing Available in Dropbox: EIA 2012, Outubro, (Lei do 15,16,17. (full/simplified). complianc evidence ethanol from cassave in Dondo and for its 2 main Community Processing Centres (CPCs) located Governor/MICOA letters 2011, Ambiente). Environmental licence. e (100%) (75%) near Mezimbite and near the Administrative post of Savane. The EIA concludes that the activities 2012. Env licence 2012. 2013 Approval lettre of MICOA are environmentally viable (p13). In terms of negative impacts, the EIA identifies 1 high, 12 letter to MICOA Sofala medium and 8 low impacts, and has formulated mitigation measures. In terms of positive regarding use of molasses. 2013 impacts, the EIA has identified 3 high and 3 medium impacts. The EIA refers to 8 management addendum EIA for use of programmes (Social Communication Program, Program for Personnel Training and Operating, molasses. 2013 presentation on Environmental Education Program, Signaling Program, Reforestation Program, Assistance IASA framework. 2013 IASA Program for Families Involved in the Project, Recovery Program Contaminated Soils, and tool. Monitoring Program Water Quality Artificial Pond) (p137), and defines 12 monitoring actions and Not available: evidence of includes 8 monitoring tables. CSM has obtained an environmental licence. Full compliance, full compliance with programme evidence. and monitoring engagements EIA compliance and impact monitoring. CSM indicates to implement the project as described in of the EIA, internal report on the EIA. There is evidence for this since CSM has management programmes in place that cover MICAO inspection the above programmes (e.g. its HSE programme) and monitors the effectiveness of these programmes (e.g. incident reporting in HSE programme). There is also evidence that CSM monitors well its obligations regarding EIA: in July 2013 CSM submitted an addendum EIA for use of molasses to Sofala MICOA. CSM has furthermore developed a framework to monitor the social, environmental and economic impacts of its activities (IASA framework). Regarding compliance 19
  20. 20. Stage B: each company stored supporting evidence in Dropbox (average 400MB) 20
  21. 21. Stage C: the self-assessment was then verified in a respectful and friendly process 21
  22. 22. Stage C: start of the verification process was a plantation tour 22
  23. 23. Stage C: the plantation tour provided good insight in the situation in the field 23
  24. 24. Stage C: a Q&A session allowed a thorough understanding of the company activities 24
  25. 25. Stage C: self-assessment scores and their justification were verified in consensus 25
  26. 26. Stage C: a group photo marked the end of each visit of the monitoring delegation 26
  27. 27. Stage D: a seminar was organized to share results within Mozambique > > > > Date and timing Location: Organisor: Target public: 31 October , 13H-17H Beira CIB represented by DNER National biofuel sector. Target of 50 persons: staff of relevant national and provincial directorates, biofuel companies, interested NGOs 27
  28. 28. PfI business development in Africa. Why? 28 1. African economies need support with profitable and responsible private sector development 2. African economies grow steadily 3. PfI has a positive experience with African projects since 2005 4. Personal interest of PfI experts 5. The existing cultural links and working relations between EU/NL and African countries 6. The EU/NL expertise on agricultural sector development, business development and sustainability 7. The benefit of working on several continents for PfI’s European client base Source: the Economist, 03/12/20111
  29. 29. Which themes support growth of agroforestry and biomass in Africa? Theme Agroforestry Biomass 1. Growing demand for food security, continued need for resilience to hunger   2. Growing need for climate adaptation   3. Concerns of energy security, growing energy demand   4. Growing demand for rural jobs and economic development   5. Growth of private sector   6. Demand of African countries to attract investments   7. Need for African governments to develop effective policies and to effectively implement these policies   8. Demand for capacity building of entrepreneurs and government officials   9. Demand to canalize the interests and conflicts regarding land, nature, money, resources. Demand for change management   Source: PfI profitable and responsible biomass – market Agroforestry – market in Africa(2013) 29
  30. 30. PfI: what are key elements to grow towards a recognized player in Africa? 1. A good team of international and local people a. Have a good competence balance in international team b. Select the right person for the local teams 2. The right business proposition + right thematic focus 3. A clear vision and strategy + a clear implementation plan 4. A sharp country focus 5. Win-win finance model for international team and local teams 6. Enough time and effort available for making the model work Source: inspired on discussions with colleagues and clients 30
  31. 31. PfI: country, thematic, service focus 1. Sharp country focus: focus on countries where we recently had projects so that we can multiply contacts and contracts. Ghana, Mozambique and South Africa 2. Sharp thematic focus: focus on themes that we master well. Profitable and responsible sector development of industrial biogas, biofuels and agroforestry. 3. Sharp service focus: focus on services that we master well regarding profitable and responsible biomass and agroforestry, i.e: a. Design and implementation of capacity building projects and pilot projects b. Feasibility studies for new initiatives or for scaling up c. Plan development, application writing and grant management for new initiatives d. Policy evaluation, assistance with policy development e. Pre-certification services against standards such as IFC, ISCC, RSB, gold standard Source: inspired on discussions with colleagues and clients 31
  32. 32. PfI: moving towards a European company with African hubs Short-term actions (2013 - 2014): European company with network of local experts 1. Fine-tune the Africa strategy and seek PfI approval (2013)  2. Build and operate the international tender machine (2013) started 3. Recruit appropriate freelance experts (2013) started 4. Plan and actively undertake marketing & leadership positioning (2013) started 5. Establish team-building procedures and standard contracts (2013) started 6. Operate the model and network (2013 – 2014) Medium term actions (2014 - 2016): European company with local offices 1. Define priority countries for PfI offices (2014) 2. Elaborate the PfI office blueprint and cooperation model (2014) 3. Recruit appropriate Nr1’s or take over appropriate businesses (2015) 4. Operate the model and offices (2015 and onwards) 32
  33. 33. What are the required skills of freelance experts and of Nr1’s of PfI offices? Topic Freelance expert Fit in PfI organisation Is at ease in quickly changing, dynamic and multicultural environments, has elasticity and endurance, is interested in travelling and long working days, confident, entrepreneurial, self-reliant, robust, flexible, accountable, professional Is highly motivated to join the PfI team. Looks at Is highly motivated to make the local PfI office a joining the PfI team as an important step forward success Knows the opportunities in the market, thinks Commercial tiger. Has a large network in the country commercially, reacts on opportunities. Is well introduced in the country Masters a number of technical skills related to Masters key technical skills related to profitable and profitable and responsible biomass and to responsible biomass and to agroforestry. Knows the agroforestry. Knows the country specifics well country specifics very well Is at ease with the coordination of projects Is at ease with the coordination of complex projects Motivation Market related knowledge and skills Technical skills Coordination skills Analytical and problem solving capacity Personal development Communication skills Team management Nr1 local PfI Office Comes with solid solutions by thinking over systematically complex problems; has an overview of the situation en comes quickly to the heart of the problem; weighs risks when dealing with problems and opportunities Steers his/her own development; is well aware of his own strengths and weaknesses; takes steps to further strengthen strong points and to improve weak points; keeps him/herself informed of developments, knowledge and skills that add value Communicates surely and clearly, organizes information in a way that suits the situation; is open and honest, is able to report on paper effectively and clearly Able to manage project teams (project manager) Able to manage the office team (people manager) 33
  34. 34. Two assignments for group work 1. Two assignments were prepared: a) “Define basics for PfI Africa website” b) “Define required profile for PfI Africa local experts” 2. The aim of the assignment is to use your insights, as you have them now, and apply them in a practical case related to the PfI business in Africa 3. Practicalities: a) Assignment to be done in 2-person groups b) A 1-page instruction available c) Each group reports on a 1-page flip-over poster d) There’s about +30 minutes available for the work and reporting e) Two groups will be selected to present their results. The other groups will critically listen, provide feedback and input 34
  35. 35. Assignments briefs (more detail on the instruction pages) Assignment A: define basics for PfI Africa website PfI has a marketing strategy for European business clients but not for African stakeholders. Assignment: define the basics for PfI’s Africa website. Questions to be answered: 1. Which stakeholders are the target public? 2. What is the aim of the website? What should be achieved by the website? 3. What are the key messages that should be on the website? Assignment B: define required profile for PfI Africa local experts PfI started searching for local experts but was not successful so far. A list of required skills was made. Assignment: define the crucial skills for the experts as well as their needs. Questions to be answered: 1. How would you describe local experts fit to set up local business? 2. What are the 5 minimum required skills of local experts? 3. What do these local experts need in terms of support, budget, contract, pay and perspective? Good luck to all ! 35