Here's a story about how members of the Changemakers community are developing renewable energy solutions in Nigeria:
In Ibadan, Nigeria, tackling one problem led to solutions for many.
Dr. Joseph Adelegan, a civil engineer, teamed up with a community group, a Thai engineering company and a university to puzzle over the question of slaughterhouse waste. For years, The Bodija Market Abbattoir was polluting the local water that thousands of poor residents relied upon. The final destination for two thirds of the livestock from Nigeria’s Oyo State, the plant had been dumping its waste into the area’s rivers and lakes and sickening the community.
Read more about this solution, or discuss this topic below.
Urja Unlimited provides solar energy business solutions to rural entrepreneurs, empowering them to earn livelihoods through providing solar energy to rural community. Ours is therefore a clean energy + livelihoods venture that has a triple bottomline impact. We build & implement solutions that allow solar energy to be installed as a product OR a service. Over 75,000 villages in India lack access to energy, which forces a majority of the rural community to remain trapped into poverty.
Created on 05/14/2013 by Yayasan Pensa Global Agromandiri
This project is to utilize farming wastes to improve smallholder farmers’ livelihoods and promote sustainable agriculture practice. Wastes like corn cobs and stalks, cocoa husks, paddy straws are fermented to be cattle feed while the dung of the cattle is for cooking fuels, lighting and fertilizer.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Yayasan Pensa Global Agromandiri
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Hybrid
Has the organization received awards or honors? Please tell us about them
- British Council Indonesia Climate Generation 2010
- Finalist of kusala Swadaya (social entrepreneurship award) 2011
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
Yayasan Pensa Global Agromandiri
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
This project is to utilize farming wastes to improve smallholder farmers’ livelihoods and promote sustainable agriculture practice. Wastes like corn cobs and stalks, cocoa husks, paddy straws are fermented to be cattle feed while the dung of the cattle is for cooking fuels, lighting and fertilizer.
Problem
Most farmers in developing countries are smallholders who do not have enough access to improve their livelihoods due to lack of resources. Meanwhile, at the farm level, land productivity and quality is decreasing due to over application of chemicals while their current farming practices produce a big deal of farming wastes leading not only to environmental problems but also social and health problems thus making smallholder farming not bankable.
Solution
This project will contribute to a Nutrients for all by utilizing something considered problems. Farming wastes are formulated to be cattle feed since feed covers 70% of cow breeding/fattening costs therefore more cows raised with less resources required. When processed to be fertilizers through biogas, Cow dung will generate extra income, improve farming productivity about 15 – 20%, reduce at least half cost for chemicals, and promote healthy, natural ecosystems. Furthermore, biogas is able to reduce cooking fuel cost at least 80% and lighting cost up to 30%. This model will also make smallholder farming more bankable since reducing potential for non performing loan.
Example
Primary implemented activities:
- Biogas construction. Constructed under self financed system, the biogas has produced renewable energy and promoted healthier environment to rural family.
- Biogas compost and foliar fertilizer application. The activity managed to replace chemicals and improve farm productivity.
- Promoting compost and foliar fertilizer business. The activity has enhanced employment of biogas and generated extra income for rural family.
- Training on silage cow feed technology. The activity has enabled smallholders to raise more cows without grazing land expansion.
- Facilitating cow credit and maize credits from commercial bank. The activity managed to improve smallholder farmers’ agribusiness production
Impact
To date, the project has constructed 63 biogas digesters. Furthermore, 8 have generated income from their compost and foliar fertilizer business. More than 78 households have reduced application of chemical fertilizer (some even have farmed without chemical fertilizer) and have benefited harvest increase 15-20%. 78 households have enjoyed cooking fuel cost saving at least 80% and 10 households have saved electricity cost up to 30%. Furthermore, 57 people have been trained for fermented cow feed (silage). 4 farmer groups have been facilitated cow agribusiness credit amounting about US$ 100,000 from bank. Another impact of the project is promoting confinement of cows (not free grazing) which contributes to the reduction of greenhouse gases emission. Less pollution and better sanitation are also reported by some biogas users while some others reported to stop cutting trees for cooking fuel.
Marketplace
Our work is different since involving banks’ financing and market facilitation to enable farmers obtaining economic benefits beyond their land ownership. Making the work bankable enables them to have not only working capital but also a business that is possibly upgraded to transform them from smallholder farmers to be entrepreneurs. Meanwhile, market facilitation is not only to shorten supply chain and to get better price but also again to encourage them to be entrepreneurs. Some organizations worsustainable agriculture by reducing the application of chemicals and promoting biogas for energy.
Sustainability Plan
My NGO (Yapensa) is a social enterprise which always looks for long-term financial viability in its activities. For sustainability, Yapensa will charge a calf to each cow credit facilitated or 1 – 2% from the total amount of credit facilitated as fee. The calves will be raised and bred to generate income. Furthermore, Yapensa will engage in distributing and marketing of the composts and foliar fertilizers for project scale-up and replication.
Founding Story
Yapensa is a social enterprise whose mission is to shift smallholder men and women farmers from subsistence farming to commercial and more environmentally-friendly farming. To achieve the mission, it works both promoting inclusive and environmentally-friendly rural growth through Access to Finance (A2F), Access to Market (A2M), and Access to more environmentally-friendly Technology (A2T). For A2F, Yapensa has been facilitating maize credit to farmers since 2008 but it did not go well due to many reasons including climate change. Climate change has increased potential for non performing loan of monoculture farming. Therefore, Yapensa promotes integrated crop-livestock to mitigate climate change and to make smallholder farming more bankable
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Approximately 100 words left (800 characters).
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
This project is to utilize farming wastes to improve smallholder farmers’ livelihoods and promote sustainable agriculture practice. Wastes like corn cobs and stalks, cocoa husks, paddy straws are fermented to be cattle feed while the dung of the cattle is for cooking fuels, lighting and fertilizer.
The strategic plan of the project is to empower the local people with knowledge to harness their potential in order to raise their living standards and to make them healthy and environmentally conscious.
The Agriculture Produce Marketing Committees (APMC’s) are generating large quantity of organic waste from fruits, vegetables . Project have developed a technology which can extract the leachate from APMC’s waste and upon certain processing (optimized by organization) the said leachate can be used as a source of plant micronutrients, and the remaining solid dry biomass can be diverted towards the making of biomass palette , which can be a best source of alternate fuel to the traditional fuel sources.
Created on 04/18/2013 by victoradamu
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Premier Agricultural Development Limited
Negara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
Hybrid
Has the organization received awards or honors? Please tell us about them
Yes the organization has received award/honors and they are;
- Federal Government of Nigeria Youth Enterprise with Innovation in Nigeria (YouWiN) Program Grant Award, 2012.
- Batadon Community Honors Recognition for contribution to community development
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName your entry
Agribusiness Incubation Center (AIC)
Stage
Growth (the pilot has already launched and is starting to expand)
This Entry is about (Issues)
Elevator Pitch
The AIC is a win-win for PAD Ltd & host communities. PAD makes profit while communities achieve better access to info and markets for agribusiness. AIC has various agric value chains on the same space, feeding off each other with technology integrated for effective/efficient production & marketing.
Problem
There is impending food crisis, poverty, increasing unemployment and life threatening effects of climate change. Agriculture is the highest employer in Africa and can do more if well developed. One key thing that has prevented development of agriculture is the poor utilization of technology for agriculture in Africa, right from production up to market access. Lack of interaction with optimum systems has also reduced adoption by rural farmers.
Solution
Have a functional model Agribusiness Incubation Center (AIC) in place. Here various activities will interact with each other on the same space. For instance feeds are produced to feed livestock and the livestock waste is then used as manure for vegetable production with technology integrated for efficient and effective production & marketing. The farming community then interacts with the AIC by supplying raw materials for production and also serving as out-growers (contract farmers) to generate sufficient volumes for consistent market supply under same brand for sales. That way there is fast adoption of new and optimum technology by the rural communities as earnings are generated corporately.
Example
Our operational facility has the entire catfish value chain in operation. To this we have integrated ICT & training services with students and professionals undergoing educational visits to the facility. As a result catfish farming in about 65km radius of our location has developed tremendously. Over 50% of beneficiary farmers make use of waste water from their farms to grow fruits and vegetables all year round, which we have demonstrated at our facility. Most recently one of such beneficiaries won the best small scale entrepreneur in Nigeria and was a West African runner up under the VSO/OXFAM scheme for small scale agri-entrepreneurs. His farm in Fadia Gida, Zonkwa, Kaduna is now a community market where farmers & women sell their wares.
Impact
At present AIC which is only about 15% implemented has generated 6 new jobs in 6 months, which directly impacts on 6 new families in addition to 14 other staff of PAD Ltd. We have reached over 1,255 farmers in 2 years of the executing the pilot phase through training, implementation of demonstration farms, supporting farmer groups and agribusiness clusters and working with educational institutions for excursion to our facility as well as creating internship positions on our facility. At 75% functionality AIC has the potential of affecting 2500 farm families directly. This should be realized in 2 years with availability of funds. Average family size is 6 persons. Envisaged impact is increased income for better nutrition, education and health conditions for over 10,000 person directly and indirectly.
Marketplace
At present no one does exactly the same thing we do, which reinstates the innovation in our approach. However, because of the hybrid nature of the solution we have various people doing one unit of what our entire system proposes. The major difference with what is found around is the synergy of our system and synergy among businesses. The system has various units working together independently but interdependently and also the farming community and AIC work independently but interdependently all to reduce unit cost and increase unit profits and create a win-win.
Sustainability Plan
The AIC sustains itself through multiple income streams and a fast replication of the ideas and technology through the active training activities on the facility targeted mostly towards youth. This way sustainability is not only achieved through generation of income but also training of hands and minds that will subsequently get involved in managing AIC beyond the active years of the current management.
Founding Story
While implementing a World Bank funded project for development of the catfish farming industry in Kaduna we put up a small demonstration facility to support business development service provision, which was the focus of the project. Through this we were able to generate additional substantial earnings and we discovered people learnt faster interacting with the facility than through structured courses. Again funds from donors were not forthcoming at some point and it was that moment that we realized that what we can go about actively chasing income through production and allows disadvantaged farmers learn from what we do rather than concentrating on teaching and earn little since the poor beneficiary farmers cannot pay for our services.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
Having trees and vegetables such as moringa, sour-sop which are potent medicinal plants we have a potential to work around human wellness and vitality. Being able to deal diversify into this sector will improve utilization of our existing resources and increase traffic to the AIC which will impact positively on the other activities taking place on AIC.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Kijani Tecnology wants to bring renewable energy to every home on the planet. Heat is energy, and energy is what drives our world. By focusing on developing radically affordable solar energy collection we are positioning ourselves to do more than just provide electricity to the world, we are providing energy and what we can do with energy is only limited by our imaginations.
This is a book written by a young Kenyan budding author about the challenges that face African youth such as climate change and unemployment and lack of opportunities. The a step by step practice and workable solutions that are brand new, innovative creative and perfect not just for developing countries but also for developed countries suffering from economic downturns. The book will spur thinking, debate, change, and growth world wide putting the youth agenda first in a remarkable way just needing more publicity to change the entire system.
Created on 03/13/2013 by Three Birds
In partnership with public schools in low-income communities, Three Birds develops renewable energy initiatives that engage and inspire students, thus creating a culture of curiosity and environmental stewardship. Our society's best source of creative capital is our children. To solve our toughest problems, we need our children to be engaged and involved in finding solutions. So, how do we engage and inspire our students? We view solar panels, wind turbines, energy monitoring systems, and the like as seeds of innovation that can grab the attention of students.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
The Three Birds Foundation
Negara Organisasi
United States, VA, Herndon, Fairfax County
Negara tempat organisasi ini menciptakan dampak sosial
United States, DC, WASHINGTON, Washington
Apakah organisasi Anda adalah:
a. Nirlaba
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Renewable Energy Education in Low-Income communities
Pilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
In partnership with public schools in low-income communities, Three Birds develops renewable energy initiatives that engage and inspire students, thus creating a culture of curiosity and environmental stewardship. Our society's best source of creative capital is our children. To solve our toughest problems, we need our children to be engaged and involved in finding solutions. So, how do we engage and inspire our students? We view solar panels, wind turbines, energy monitoring systems, and the like as seeds of innovation that can grab the attention of students. These technologies can engage students while teaching them what they need to know to invent their own solution.
What are your organization's top three priorities in the next year?
Work with more schools on renewable energy initiatives.
Elevate the conversation around renewable energy education in low-income communities.
Raise money.
Need #1
Consumer/Audience Acquisition
Need #2
Digital Marketing Strategy
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
We need to reach more people and spread our vision. We want every student in America to have meaningful learning experiences with renewable energy before graduating high school. To make that vision a reality, we need a lot of people to adopt the vision and take action to make it happen.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support will be focused specifically on developing strategies to develop and implement renewable energy initiatives in low-income communities in the National Capital Region. Support will also be focused on spreading our vision across the country and across the globe.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
We are a pretty young organization and have not had the opportunity to work with outside consultants before. We are very excited for the opportunity to engage professionals in the development of various strategies.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
More people who know about what our organization is trying to do
2.
More renewable energy iniatives started
3.
Clearly defined strategy for spreading our vision
What has been the impact of your solution to date?
We have worked with low-income schools in Virginia and Washington, D.C. on a number of sustainability initiatives. We've done solar and wind demonstrations, helped schools win small grants, and coordinated speakers in an effort to build momentum towards actual installations at schools. We intend to drastically expand our network and impact in the 2013-2014 school year now that we have a series of pilot projects under our belt.
What is your project future impact after receiving professional support from American Express?
Our vision for Washington, D.C. is to create a model for renewable energy education. We believe renewable energy and sustainability initiatives can create student and community identity. In the immediate future, we believe we can develop the National Capital Region as the undisputed leader in sustainability education. And, by doing this we believe we can influence the development of sustainability efforts across the country.
This Entry is about (Issues)
Enviro Spinnovations Inc. (ESI) is a technology development company that innovates, develops and offers green, sustainable, clean technologies in the area of purification/desalination of water. This project is proposed because the need for clean water is a pressing global problem that must be addressed. Nearly 1 billion people worldwide do not have access to clean drinking water and this number is growing every day. ESI believes that clean water should be a right not a privilege and we plan to make this a reality.
Westerly United States
41° 22' 39.3564" N, 71° 49' 38.2332" W
The team convinced five towns / cities in RI and CT to place 10 WCO receptacles at their transfer stations. They distributed thousands of flyers / calendars and made over 50 presentations to students and adults. The project partnered with grease collectors, biodiesel refiners, and local charities to collect, refine and distribute biofuel to needy families. With 122 restaurants participating in the program, TGIF has collected 130,000 gallons of WCO and produced 100,000 gallons of biodiesel, which has helped heat 210 homes to date.
Created on 02/27/2013 by paramjaggi
EcoViate is a research and development company that focuses on disposable, efficient, and inexpensive green technologies. The primary technology is a device that fits onto the exhaust of motor vehicles and reduces carbon emissions using algae.
Here in South Africa there are no strict law enforcement around pollution and environmental exploitation, therefor people like to stick with old ways, i.e. in the tourism industry it doesn't matter if electricity or water prices go up, they just put the price of accommodation up! Schools complain they never have a big enough budget, but they are ignorant in ways to reduce consumption and need guidance and assistance in that; which they definitely do not receive from government and dept education.
With the help of our partner organisations, i-Solarlite aims to eradicate the usage of dangerous kerosene lighting or candles. It has also been found that daily usage of solar lanterns has been able to double the household income of village families. They have been able to work during night which children attend night schools (in few of the cases) or are able to study at nights.
Efficient positive change goals are reached first by those nearest making an effort for impact. Our change goals for the world are based on this local model. We help provide consulting, education, training, volunteers and resources to the causes in need and those who live there.
There are LARGE organizations with infinite funding that improve many problems in the world. What makes the Helping Hands Network unique is that we actively search for the causes that are left behind and we try to help them.
EXAMPLE:
Created on 02/2/2013 by Phillip Liu Jr.
Ecodiesel is a company that is based off of turning waste vegetable oil into clean, usable, efficient biodiesel. We make and sell custom processors (made on CAD and with 3D printing) that can process waste oil into biodiesel. We also distribute usable biodiesel as well.
(The video submitted is an old video, it does not reflect our current business model, which now includes the sale of the actual biodiesel processors, not just biodiesel itself)
Created on 02/2/2013 by jasonlin
Project TGIF is a sustainable system designed to collect waste cooking oil (WCO) and convert it into bio-fuel. This renewable fuel will be distributed to local families in need of heating assistance.
Created on 01/24/2013 by Lucas Eloi Urbano
Innovative, positive and with clear results!
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I’m a simple man who was born in the countryside of São Paulo, in Riberão Preto. I love fishing, soccer, and my family and friends.
Ever since I was young I’ve followed the examples I have; I believe that hard work, humility, and commitment to what’s coming next are the keys to success.
By following these principles daily and remembering my dream of transforming both myself and the world, I was able to have remarkable experiences: I was a professional soccer player, a motorcycle courier, a student at CAASO, an engineer, and today, a pragmatic dreamer at Danone.
Today I am the Manager of Sustainability, responsible for the management of the department and of its socioenvironmental priorities.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I always view problems and challenges in a positive light—and honestly, I am drawn to projects, attitudes, and activities that are true challenges. I am attracted to the unknown because I understand that it is an opportunity both for growth and to be able to make a difference wherever we go.
The longing for something new within a heart that concerns itself with making this world better for everyone is the fuel that powers me to propose changes and always find the energy to challenge businesses.
This call to change for the better resonates strongly with me, and therefore I am able to pass it on through true, honest relationships, and without losing the commitment to results that the world of business so badly needs!
This vision of a business that is more of a partner with society is contagious, makes people happy, and stimulates change! And that, I believe, is my strength!
Primary country where this project is creating social impact
Additional countries or regions
Industry
Consumer Products
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
The Need: What social or environmental problem are you trying to solve?
There is evidence that global warming is one of the biggest problems that we will confront in the mid term, and it’s a problem that is only intensified by the lack of sense of urgency!
I have the task of contributing towards the transformation of Danone in Brazil, of making the company aware of and concerned about global warming and, more than that, act in order to avoid it!
Since 2007, Danone has been developing its GEE Emissions Management Program. The same year, Danone’s CEO publicly declared the commitment of the company to reducing its emissions by 30% during the period of 2008 to 2012.
Defined goals can be either a cure or a poison for business, depending on who carries out the tasks and establishes the way in which the goal will be used, prescribing it, if you will, in a way that will transform and bring about positive results.
The Solution: What is your solution? Be specific!
I established the GEE Emissions Management Program, which can be divided into three phases: planning, execution, and results evaluation. Each phase involves the participation of several departments within the company.
In the planning phase, we set the annual target aligned with the departments. Afterwards, the life-cycle analysis is carried out, which enables the planning of initiatives and projects.
In the beginning, the initiatives were focused on the industrial phase. With time, logistical initiatives and packaging changes also became key players in the reduction of emissions.
In the execution phase, the projects are monitored by members of the Carbon Team (managers of different departments, led by me). The meetings involve the presentation and discussion about the new projects’ impacts on the company’s emissions. This way, those responsible have the capability of analyzing which attributes can be changed.
The results of every project are reported and evaluated monthly by the senior management of Danone.
The Solution: Why is this solution innovative for your company and industry?
It is innovative because it goes beyond emissions to the chain of production. The initiatives permeate several links of the value chain, like providers, processing, and post-consumption.
In conjunction with this idea, we proposed the Carbon Agreement, which was established with companies that provide prime materials and packaging.
Regarding packaging, one project that illustrates packaging innovation is FOAM, which takes its name from the English word, due to the introduction of air in its composition.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Danone Brazil’s GEE Emissions Management Program has brought about positive impacts.
I have been able to propose several projects that reduce the emissions of GEEs and also reduce costs. One example is the change in the factories’ energy matrix, which previously had been fueled by electricity from the Integrated National System and now exclusively use electricity from small hydroelectric centers. When we were discussing this project, it was I who laid out in detail exactly what the impact in CO2 reduction would be and who sought to make the company aware of the urgency of making this switch.
The reduction of GEEs also helped us to access new sources of capital, since according to the criteria for financing Danone Group investment projects, GEE emission reduction is taken into consideration. Projects that have an impact on emissions reduction are considered to be “Green Capex,” or a Green Spender of Capital. One example would be the substitution of boilers powered by residual fuel oil with boilers powered by biomass in the Poços de Caldas plant; normally, according to the rules regarding access to capital, this project would not be viable, but when I demonstrated the reduction potential that the project has, I was able to re-designate it as “Green Capex,” and today it remains the biggest reduction project that has been completed in the Danone Group.
Ultimately, our credibility and interaction with stakeholders have improved; the creation of the GHG Protocol Inventory was accompanied by its publication on an open web platform. This way, any citizen can access Danone Brazil’s GEE emissions transparently, which is an innovation for Danone Brazil.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There are various companies that are committed to GEE emissions reduction. However, few have such clear commitments and objective proposals.
The explication that I gave to Danone about the challenges of climate change is that this is a moment of opportunity, to become a protagonist as compared to our competition—but not in a selfish way, since the more companies committed to these goals, the better!
All the same, I believe that the innovative climate we have here at Danone Brazil and the commitment to making the managing of GEEs into a driver for change is hard to duplicate.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Since 2007, Danone has been developing a Greenhouse Gas Emissions Management Program. That year, Danone Group CEO Frank Riboud publicly declared the company’s commitment to reducing its relative emissions of Greenhouse Gases (GEEs) by thirty percent during the period of 2008 to 2012.
In keeping with this objective, Danone Brazil has developed a robust Emissions Management Program over the last five years, a program which is integrated with the company’s management and which was capable of delivering significant reductions and incorporating innovations into management. The elements of this management system include:
The objective of reducing emissions by 30% by 2012 was set by Danone Brazil and subsequently broken down into steps for each year. The annual goals were all exceeded, resulting in an accumulated 32% reduction by 2012.
I led this program within Danone, counting on the contribution of all of the company’s departments.
What has been the impact of your solution to date?
From the beginning of the GEE Emissions Management Program in 2007 up until 2012, there was a total accumulated reduction of 32% along the production chain, which is the equivalent of a reduction of 209 grams of CO2 for every kilogram of product produced.
Some examples are:
- Biomass Boilers: reduction of 16,244.43 kg of CO2 per year (substituting BPF oil-powered boilers)
- DAL routing: reduction of 2,359.92 kg of CO2 per year (optimization of milk collection routes, minimizing displacement)
- Adoption of green HDPE plastic: reduction of 5,420.44 kg of CO2 per year
- Minimizing empty trucks returning: reduction of 4,074.46 kg of CO2 per year
Another result is the number of Carbon Agreements that have already been signed: 21 of our biggest providers have already committed themselves to establishing a plan for emissions reduction within the span of three years.
Besides that, it can be seen that such projects also bring other climate benefits, like the reduction of natural resources.
What is your projected impact over the next 1 to 3 years?
With all these good examples, we will continue on with our commitment to emissions reduction, betting more and more each time that this commitment to managing greenhouse gases drives us towards optimization of our processes, innovation, and engagement with our internal public and reputation.
Moreover, at the moment, 21 companies have already joined the Carbon Agreement proposed by Danone Brazil, and 14 more have already indicated that they will join. Thus, the dissemination of carbon emissions management is being carried out by Danone along the supply chain.
I believe that this way we will succeed in bringing about a consciousness that a GEE emissions reduction program can be a business partner for more companies.
What barriers might hinder the success of your project? How do you plan to overcome them?
The main barrier might be a return to the mentality that a GEE Emissions Management Program and a public commitment could be anathema to the development of business; this becomes more latent during moments of low growth, like we are going through right now.
However, the cure for this is clear: INNOVATION. Through new products, processes, or ways of thinking, I will certainly continue to bring incontestable benefits to the business of Danone Brazil.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The GEE Emissions Management Program is today a real business partner, bringing costs reduction and a high potential for innovation.
As we detailed in the previous questions, we have several evidences and rationale about why the program should be maintained.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Internal resources are invested according to the generated results. The results that a program focusing on greenhouse gases can bring are not always clear to different people and departments. That's the reason why developing creative strategies were essential to ensure engagement from the different areas. Beyond bringing evidence about the clear financial gains and innovations paths brought by the program, in different occasions I had to use strategies of personal gains, in the sense that in many circumstances, people are driven by their own need for recognition. So, I developed a way that they would be recognized for their contribution in the carbon project.
Expand on your answer, explaining the long-term funding and support plan.
There is no clear financial dependency in the continuity of the GEE Emissions Management Program. The most important factor is to keep the engagement of all areas and make sure the program is part of the strategic plan for the business. This is the key point to ensure the long-term success of the process. For example, I have attained that all and each of the Danone brands have now a sustainability "seed" in their strategies. I also planted this same kind of seed in the supply chain and purchasing department by ensuring a public commitment with consumers and other stakeholders. Public commitments are also essential for long term continuity.
Tell us about your partnerships across your company and externally that are key to your project's success.
In order to make the GEE Emissions Management Program a positive action to the company, partnerships were absolutely essential. Initially, because they support the understanding of the tools and methods. Afterwards, they will be the ones to ensure credibility and reputation in the topic. In this sense, partnerships ensure continuity
In my case, I had several and very important partnerships: The Getulio Vargas Foundation (TN: biggest Business School in Brazil), CES, Embrapa (Brazilian Enterprise for Agricultural Research), Ipê Institute, CEMPRE (Business Commitment to Recycling NGO), and some universities, like USP and UFSCAR (two of Brazilian top universities).
What internal support have you gotten for your project? What kind of push-back have you received?
The main criticism we received was around the effective results of this kind of metrics. In different occasions I had to argue with other areas inside the company to better explain the results. Also, the other areas complained about how we could make the actions more palpable. In these occasions, the support I received from high level executives inside the company, such as the President from my department, were absolutely essential.
Empowering for a smartly distributed energy and information network, through entrepreneurship.
VIDEO: http://www.ruralspark.com/beinspired
Rural Spark designs systems for entrepreneurship from within the context, to grow the world's next energy network, smartly distributed, viable and sustainable. Start the energy revolution today!
Created on 01/15/2013 by Stefan Maard
CleanStar Mozambique is an integrated food, energy and forest protection business, producing and retailing an ethanol-based cooking solution for urban households in Africa – thus reversing the destructive cycle of charcoal and harnessing urban spending to drive rural development and reforestation.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am Senior Advisor (Sustainable Development) at Novozymes and I'm charged with identifying and developing opportunities for Novozymes to engage in “Base of the Pyramid” (BoP) markets, using clean biotech solutions to help alleviate poverty in financially sustainable ways. Acting as an “intrapreneur” I develop new BoP business concepts, anchor them within relevant departments across Novozymes, and build the external partnerships required for effective incubation. My first major success is with CleanStar Mozambique (www.cleanstarmozambique.com), where I have played a pivotal role in the design and incubation of the business. I have since played an active role in venture management and am now focused on scale-up and replication of the business across sub-Saharan Africa.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I believe that highly scalable and replicable business solutions will often be the only means by which to meet many of the massive challenges of poverty and environmental degradation (not least by framing them as opportunities). With this fundamental conviction I have set out to achieve impact, which for a given venture requires 1) developing an innovative business concept, 2) navigating and combining internal and external agendas, mandates and resources, 3) developing a detailed business plan and financial model, 4) raising capital, and 5) building the team to execute on the plan. Being successful with these activities has required a range of traits and skills, not least creativity, business and impact analysis, networking, pitching, and business development skills.
Primary country where this project is creating social impact
Additional countries or regions
Maputo province (Maputo city)
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baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
We are addressing 4 interconnected problems: 1) A subsistence farming crisis with rural families practicing "slash-burn-degrade-move" agriculture. 2) Accelerating forest destruction caused largely by charcoal production. 3) Widespread nutrition deficiency and food price instability, with rural families over-reliant on a small mix of staple crops and urban families experiencing major food price fluctuations due to over-reliance on imports. 4) Major cost and health impacts of charcoal use for urban households given high (and increasing) prices and that it is equivalent to smoking 2 packs of cigarettes per person per day, mostly affecting women and small children (according to the WHO).
The Solution: What is your solution? Be specific!
CleanStar Mozambique (CSM) is an integrated food, energy and forest protection business. producing and retailing a modern and affordable ethanol-based cooking solution for urban households in Africa. The company invests across the entire cooking fuel value chain. In rural Mozambique, CSM enables smallholder farmers to transition from subsistence “slash and burn” farming to sustainable surplus production by adopting a low-input agroforestry system that produces cassava, cowpeas, soya, sorghum and groundnut while planting and managing native trees. CSM buys the surpluses from farmers, and efficiently converts them into packaged food products and an ethanol-based liquid cooking fuel in the company’s integrated food and energy facility. CSM’s distribution network - strategically located in Maputo’s low-income neighborhoods – sells cookstoves and fuel at prices that are comparable to charcoal.
The Solution: Why is this solution innovative for your company and industry?
The business model is innovative in that it is not merely about taking a position in an existing value chain, but is building an entirely new one. Also, it combines a range of existing technologies rather than developing a new one. It is also innovative in its partnerships: combining multinational corporations (like Novozymes, ICM and Bank of America Merrill Lynch), small entrepreneur groups (like CleanStar Ventures and Zoe Enterprises), and rural smallholder farmers.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
CSM is a highly integrated business that will create economic, social and environmental value at every point along its value chain. Rural smallholders in Sofala province will experience improved nutrition and income increases of at least 300% while planting millions of trees and enhancing biodiversity. Urban households in Maputo will experience cleaner air, a reduced disease burden and lower energy costs while reversing deforestation by transitioning from charcoal to ethanol. By 2014 the venture will involve 2,000 smallholders over 10,000 acres (4,000 hectares), supply at least 20% of Maputo households with a clean and cheaper alternative to charcoal and thus protect 9,000 acres of indigenous forests per year. The company will also employ approximately 1,000 people in Mozambique. From a commercial standpoint, CSM is replicable and scalable across large parts of the developing world, offering the promise of widespread development impacts and significant reductions in global greenhouse gas emissions. By helping establish proof-of-concept in Mozambique, Novozymes intends to catalyze the development of agriculture, food and ethanol industries in developing countries, creating new, sustainable, bio-based markets.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
CleanStar Mozambique is essentially competing with charcoal. Given that we price our solution at the same level but offer greater convenience and functionality, we are confident that we can reach our goal of at least 20% market share by end 2014. Also, we are including the charcoal value-chain players in our new value chain, so we expect minimum resistance from incumbents. It could be argued that we are also competing against other (largely only emerging) cooking solutions like LPG and electricity, but they are weak on various accounts (notably cost and safety) so we do not see them as major threats.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The first idea came in 2008, when I saw that sustainable biofuels could be a driver of rural development in sub-Saharan Africa, leveraging energy markets to drive investment in agriculture (as opposed to food markets rendered largely dysfunctional by agricultural policies in rich world). The first idea was to develop large mono-culture farms producing transport fuel for export to e.g. Europe. However, after extensive consultations with a plethora of organisations (incl. future business partner CleanStar Ventures) and extensive studies, the focus changed to smallholder-based agro-forestry to produce ethanol for cooking fuel. This change maintains the overall idea but has many more positive impacts. The final concept (as has been implemented) came into shape around mid-2010.
What has been the impact of your solution to date?
By end 2012 we had: 1) over 1300 smallholder farmers involved in the venture; 2) over 150 employees in the company, across the value chain; 3) over 4000 ethanol stoves sold.
What is your projected impact over the next 1 to 3 years?
By 2014 CleanStar Mozambique will eliminate demand for charcoal that causes approximately 4,000 ha worth of native forest loss annually by providing 80,000 households with the ethanol-based cooking solution. The greenhouse gas GHG reductions from eliminating charcoal demand will be about 500,000 tons of CO2eq per annum, assuming each stove reduced emissions by around 6 tons CO2eq per annum. Additionally, the venture will ensure the restoration and reforestation of 2.4 million native trees in shelterbelts over the 3,000 ha of smallholder land with mixed native tree species. This will involve over 2,000 farmers whose incomes will be tripled.
What barriers might hinder the success of your project? How do you plan to overcome them?
At this point we see few realistic "show-stoppers". However, one is extreme weather, with the risk of wiping out the smallholder production systems before they are sufficiently resilient. While we can plan to deal with this (supporting farmers, getting insurance as possible, etc.), it could break the business.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The CleanStar Mozambique project is in line with Novozymes’ commercial strategies. Novozymes has a strong presence in developed markets as well as in large emerging markets like China, Brazil and India, but many of the company’s technologies also fit the needs of businesses and people in less developed markets that are also experiencing high growth. Novozymes has thus been looking at how to bring its technologies more effectively to these markets, well aware of the need to be innovative with business models and partnerships. CSM is the first attempt.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Novozymes has allocated significant resources to the development of CleanStar Mozambique, incl. a few million dollars in equity and debt financing, several key staff (at first just me but eventually a team of 8), the enabling technology to make the ethanol, and bringing key partner organisations to the table (incl. ICM). At first resources were secured through the sponsorship of our CEO, but as we progressed, the project has achieved elevated and more formal status in the company (now headed by our Chief of Staff and Executive Vice President of Stakeholder relations).
Expand on your answer, explaining the long-term funding and support plan.
The ambition is to work with our partners (notably CleanStar Ventures) to replicate the business model in other regions of Mozambique and other countries currently relying heavily on charcoal for cooking. This will involve additional financial, human and technical resources, the levels of which are currently being discussed with the aim of announcing a plan in Q1 2013.
Tell us about your partnerships across your company and externally that are key to your project's success.
Novozymes and CleanStar Ventures have jointly founded CleanStar Mozambique and have since joined forces with ICM (US-based world leader in ethanol production plants), Dometic (Sweden-based business that produces the world’s leading ethanol cookstove), Bank of America Merrill Lynch (world leader in carbon finance) and Soros Economic Development Fund (world leading Impact Investor).
What internal support have you gotten for your project? What kind of push-back have you received?
Originally the project was supported directly by our CEO. As the project progressed and matured it was given a wider backing, headed by our Chief of Staff and Executive Vice President of Stakeholder relations. Initial push-back was rife at all levels of the organisation, but the support base grew rapidly as milestones were achieved and the project now enjoys widespread support.
The Zoom System is a user centered, leapfrog technology that embraces both a need for energy in rural Africa and the innovative, entrepreneurial nature of Kenyans. With the prevalence of mobile phone technology as primary means of Internet and telecommunications, our distribution model will reach the movers and shakers of rural Kenya and empower these entrepreneurs to take matters into their own hands. Collaborating with family and neighbors and taking advantage of mobile phone payment system, the Zoom System will bring modular energy storage to the bottom of the pyramid.
Created on 01/9/2013 by Ken Gauthier
Community Impact Consulting. A social enterprise platform to provide professional services in all areas of community impact and development to cause driven non-profits, NGO's and philanthropic foundations. A new business model to reinforce community impact as a bottom line, promoting pro-activity and engagement.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am a motivated self-starter that thrives in an environment of transition and change; I like moving and improving parts. The status quo grows on me like rust. In the right circumstance this anxiety has been a great gift. At the wrong time and place, it has a downside too.
I am a passionate father, husband and son, and feel blessed to be anchored with a deep and rewarding family environment. It motivates me to continually strive to improve community,
I partially own and work for a private multi-disciplinary consulting firm in Western Canada. I am surrounded by intelligent and motivated problem solvers from all walks of life, A few peers have been working very closely with me to pull this initiative off the ground and take it to the next level.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I am passionate about positive change. My classical training as an engineer and problem solver inspires me to seek out the root cause of issues and the fundamental shifts required to overcome them; never 'band aids'.
Over a decade with this Company I have developed a strong sense of the power of a network of people to animate change, With a decade of experience with all levels of government, I also 'feel' the silo's and entrenched causes of a number of the social issues that we are dealing with.
Combined with a rich tapestry of personal life magic and loss, I feel at a point of convergence; poised to make an optimal contribution to my Company and Community.
Primary country where this project is creating social impact
Additional countries or regions
Industry
Professional, Scientific, and Technical Services
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
Need: Access to high leverage community development expertise and networks for cause-driven non-profit, NGO organizations and foundations, as well as First Nation communities.
Too often, impactful services/expertise/consultants and networks are out of reach due to market based rate$ and historic approaches to exchanging value. Secondary networks, B-Teams and costly fee-for-service models are not effectively going to be able to tackle the tough problems we are facing.
Most procurement models for professional services promote a reactive mindset from leading thinkers; solve the problem that you were hired for within the terms of reference and budget. Engagement needs to promote proactive and free thinking, encouraging greater impact and reward.
The Solution: What is your solution? Be specific!
Develop a new practice and approach on a social enterprise platform for the provision of professional services that activates proactive problem solving by making community impact a primary business goal. Make and prove the connection between positive community impact and a sustainable profitable business. Target the cause driven community organizations, NGO's and foundations that already have a cause and mission and support it with our existing expertise and networks in community planning, engineering, architecture, environmental and engagement. Develop the platform that expands the scope of value exchange beyond simple fee-for-service exchanges, beyond rate X hours; include community impact as an intrinsic bottom line and inherent goal for the business.
The Solution: Why is this solution innovative for your company and industry?
Professional service firms often offer pro-bono services and discounted rates to the non-profit sector, many exercise corporate social responsibility programs and some have established private philanthropic foundations. All valid and beneficial, but inherently limited; often based a fixed % of revenue once other profitability goals are met.
A new business model that targets community impact as an explicit outcome generates sustainable momentum; core to business success.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In a professional engagement, value is usually transferred monetarily, yet can be derived in so many other ways including participation, through experience and leadership development, through brand and reputation enhancement for the firm. These are all highly valuable/desirable outcomes that would carry a substantial cost if 'purchased' in an open market. There are other 'currencies' available in exchanging value.
A new approach and business model that is at least partially based upon broader participation in Community impact enables pro-activity. Unshackled from the limitations of procurement, a terms of reference or a fixed scope in a traditional sense, motivated experts can find their way into the complex problems facing us and be able to sustain participation and the development of solutions; unfettered by traditional limitations.
An example: Housing issues within many First Nation communities in Canada. Governments are at least distant from the problem. First Nations people are often trying to react to the situation. Politics abound. Ownership for the issue is splintered across silo's of government. No individual agency or person is positioned to work across the silo's, jurisdictions and agencies. The problem is a century in the making; and resourcing the development of sustainable solutions isn't yet imaginable or affordable.
Yet many possess the expertise, networks and skill to get started; but traditional engagement models just don't provide a central 'client', a terms of reference or an assignment. Open participation is inherently discouraged.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
None that we're aware of within our intended sphere of influence or with a similar business model. We see plenty of pro-bono service models, and we see the emergence of non-profit models in the space we are describing.
We don't yet see a sustainable and reinforicng social enterprise business model that can convert leading minds to a proactive mindset. With success that we can share with our industry peers, many will rush to replicate the model, and the net systems level effect is broader.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
As market based community engineering and planning consultants, we are often contracted to governments to address an infrastructure issue within a First Nation community, often a 'reserve'. We routinely drive through some of the most deplorable social living conditions in Canada to get to our job site or meeting. We are uncomfortable with what we see and experience, we know it isn't right, and we have ideas about how to improve things.
As hired consultants though, we are often external to the problems. Opinions or ideas aren't always encouraged outside the scope of our assignment, and often we can't afford to develop solutions on our own without a client supporting our efforts. Over years of frustration, realization set in that we need to develop a new approach, that the old economic metrics and mindset are not meeting the needs of today's society and that we need to take responsibility for our community.
This spawned internal dialogue and the development of a new approach.
What has been the impact of your solution to date?
We have developed a half dozen projects with key community focused non-profit organizations that otherwise may not get implemented; including the develop community programs for transportation of seniors and developmentally disabled adults, the design and development a large scale community centre, the development and maintenance of a leadership camps for underprivileged youth, and the design and construction of scent gardens and park play areas for visually impaired youth.
We have begun to develop new approaches to exchanging value without relying exclusively on $$ or an engagement contract to govern our thinking. Governments are taking notice of our efforts to be innovative and impactful, and considering how to incite other business to consider similar approaches.
Our clients are excited. Our staff, across all generations, are positively stoked to participate. This has generated a 'buzz' across our Company, and many new and open minds are turning to the possibilities.
What is your projected impact over the next 1 to 3 years?
We aim to see 25% of the Company's business activity focused through the social enterprise and oriented toward supporting cause driven non-profit, NGO and foundation type organizations. This would translate into literally dozens of new projects animated over the next 1-3 years, positively impacting communities and enlivening our practice with proactive thinking and innovation.
Our actions will inspire similar responses from peer organizations in all areas of professional service, magnifying impact and setting a new tone. We hope that our government clients will take notice and adjust procurement models to service providers, We hope that our staff and teams will gradually adjust their thinking and mindset toward possibilities; moving toward stronger rooting in pro-activity.
What barriers might hinder the success of your project? How do you plan to overcome them?
Capturing and articulating the value exchange is the key. We will lose ground if this continues to look and smell like philanthropy. Investments in community need to be supported with business case thinking, and an understandable (and defendable) transfer of value.
We need to enable a longer term perspective on business success, not quarterly or annually, but over the course of decades as communities evolve with us. We will get there by moving gradually, by developing and sharing success stories and articulating our impact and benefit,
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Cause driven community groups and NGO's/foundations are increasingly at the epicentre of relevant proceedings in many communities. They are often tied to key community movements and progress, to change initiatives and in many cases are taking on lead roles in driving new solutions.
As a consultancy and for-profit business focused largely upon community impact and benefit, being connected to and relevant within these increasingly influential circles is essential to our long term sustainability. This is a new and dynamic client sector for us.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
This is currently being leveraged through the passion and spirit of like-minded peers who aim to see this through to fruition. A team of professionals are pulling the pieces together, networking with community groups and potential new clients, government officials and social innovation networks. Wages are supported by the parent Company; also taking advantage travel and networking overlaps that otherwise are occurring as a normal course of business. There is no line new line item impact to the parent Company. Not yet anyway.
Communication and knowledge is being transferred internally through a variety of pre-existing means, leveraging the considerable systems at our disposal. All communication channels are tuned to this social enterprise concept, from leadership blogs to social media.
Expand on your answer, explaining the long-term funding and support plan.
As a social enterprise our aim is to be a self-supporting practice beside the parent Company (ultimately registered as a community contribution company - CCC). With time, practice and networking, we will find our way to a client base that can support our goals while we support theirs, just as would be the case in a more traditional business model . Over a period of 1-3 years we will 'wean' ourselves off the launch platform provided by the for-profit Company, and then work beside it toward mutual benefit.
Tell us about your partnerships across your company and externally that are key to your project's success.
Networking across cohorts in all of our markets is key. There are many like-minded professionals in our midst to champion causes in community. Two internal cohorts have demonstrated strong and early leadership, our youngest consultants and or oldest consultants. This initiative is then strategically anchored at both ends. This initiative is also anchored at the Board of Director level of both our for-profit Company as well as our philanthropic foundation; key positioning.
What internal support have you gotten for your project? What kind of push-back have you received?
As a socially minded for-profit Company, strong support has been demonstrated over 2012 for this conversation. Boards of Directors' at our for-profit company and our philanthropic foundation have endorsed the concept.
Still, murmurs of 'how do we make money at this?' have been detected. 2013 will bring the concept to market, to test approaches, make mistakes and adjust accordingly. More discernable push-back is anticipated as the practice goes live this year.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: UTOPIA.
Created on 01/1/2013 by jaideepankit
We have developed vehicles for specially abled and poor. We will hire them as permanent salaried employees to serve the transportation system with ultra modern vehiclesdeveloped by us. Also we will deliver innovative water purifier kits cum rickshaws to villages to be as a permanent cure to water borne illness.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I AM JAIDEEP SINGH B.TECH MECHANICAL FROM DELHI. CURRENTLY I AM WORKING AS ASSISTANT MANAGER - R&D DRIVELINE MAHINDRA RESEARCH VALLEY, MAHINDRA & MAHINDRA LTD. UTOPIA INCLUDES VERY TALENTED & YOUNG INNOVATIVE MINDS. RAJANDEEP SINGH IS ONE SUCH GEM. A TALENTED IT PROFESSIONAL CURRENTLY PURSUING HIS MBA IS MIND BEHIND OUR BUSINESS PLAN. ANKIT KAUSHIK IS THE MASTER MIND BEHIND OUR INNOVATIVE PRODUCT AQUASOL. ANSHIKA CHAUDHARY IS THE LEAD FOR DESIGN & MATERIAL SELECTION. AKHIL GUPTA HEADS CAD DEPARTMENT WHICH INCLUDE ALAN BABU, PRATEEK BANSAL & ANKUR WADHWA AS KEY MEMBERS. TEAM HAS WON YOUNG INNOVATORS AWARD FROM Massachusetts Institute of Technology, USA.WE ALSO RECEIVED AWARDS FROM NASA, QUEST, MARUTI, MAHINDRA, SAE, ANSYS ETC. TEAM HAS PUBLISHED 11 SAE INTERNATIONAL PAPERS & FILED 3 PATENTS
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I BELIEVE CHANGE IS NOT ALWAYS FOR OUR GOOD. WITH MY AGE I HAVE SEEN INDIA DEVELOP. BUT WITH THE PACE OF DEVELOPMENT, RIGHTS OF POOR & SPECIALLY ABLED PEOPLE ARE ALWAYS NEGLECTED. UP TILL NOW THERE IS NO STALWART POLICY FOR THE EMPLOYMENT OF SPECIALLY ABLED PEOPLE. MY VILLAGE STILL LACKS A SUPPLY OF CLEAN POTABLE WATER. THESE THOUGHTS ENCOURAGED ME TO STAND TALL TO FIND THE SOLUTION TO THESE VITAL PROBLEMS. I POSSESS THE ABILITY TO TURN A GOOD IDEA INTO A FULLY-FLEDGED OPERATIONAL VENTURE. AS WE SAY NEED IS THE MOTHER OF INVENTION. THE NEED THAT IS THERE IN THE SOCIETY TO MAKE THE FUTURE OF SPECIALLY ABLED, POOR & VILLAGERS BRIGHT ENCOURAGED ME TO MOVE ON THE PATH OF BECOMING A SOCIAL INTRAPRENEUR. I POSSESS LEADERSHIP SKILLS & I HAVE A FOCUSED VISION TOWARDS MY GOAL TO MAKE UTOPIA RISE...
Primary country where this project is creating social impact
Additional countries or regions
Villages : All over India
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
The BPL population finds it hard to survive with the rising costs these days & the differently abled people are relegated to the margins of the society without due respect and dignity. The city roads are crowded with vehicles, fossil fuels are scarce & cause air and noise pollution; the villagers & rural poor find it hard to travel long distances in search of potable water but the best they often get is unhygienic water. Millions of Indians currently lack access to clean drinking water. Over 70% of our people live in villages and lack safe drinking water. The so-called green vehicle rickshaw is source of income for more then 70,000 families. Most rickshaw pullers do not own the vehicle they ply.it on daily rental basis. They earn about Rs 3500/month which is making their situation worst.
The Solution: What is your solution? Be specific!
Problem statement seems wide as we talk about environment pollution, sound pollution & water pollution altogether. But if we imagine a city with high-end human assisted electric vehicles instead of fuel guzzling & noisy auto-rickshaws, then we can clearly imagine how significant relief would it be for our noise & ear. Similarly the potable water crisis among the poor rickshaw pullers & villagers is dealt by the young innovators of utopia by developing ultra modern modular water purifier kit that can be fitted into any cycle or even our city rickshaws. Once the rider fills water form any source available to him & pedals the vehicle. Without extra effort our system would yield him pure potable water. Other innovations is Rickshaw for the differently abled people. A steerable vehicle for those who do not have hands and a peddled vehicle for those who do not have legs. Our aims is to provide "mobility" to the so-called "immobile". We will hire disabled & BPL people to drive vehicles for us
The Solution: Why is this solution innovative for your company and industry?
We have designed Rickshaw for the differently abled people. Yes, a steerable vehicle for those who do not have hands & a peddled vehicle for those who do not have legs. Second innovation is an electric rickshaw cheaper than any other vehicle on the road and is more effective, safer, comfortable and quicker than any auto rickshaw or pedal rickshaw with a lot of patented innovations put together in one vehicle. Aquasol, water purifier kit is the most awarded product from utopia
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
We believe that the innovations of science should benefit all strata of society,only then can it help the entire nation rise to progress. We will make these modern machines, for which we would hire BPL people & specially abled people. We would unite them under a common umbrella called Utopia. Utopia help rise in following ways:
1. Socioeconomic upliftment
• Our innovation does the Promethean task by providing the rural population with a mobile water purifier. We will distribute our modular water purification kit that can be installed on to any village cycle and can effectively purify water as and when a villager peddles the cycle .
• Utopia is our approach towards reaching out to the differently abled people. Our vehicle has been specially modified to suit the needs of a differently abled person. They would not only get employment as rickshaw pullers but would develop a great level of self confidence,respect & dignity.
• BPL population in cities would gain fixed salary employment with us and could become owner of their own vehicle.
• Access & egress are the weakest links in a public transport chain.We would improve this & help transportation system rise
2) IT based Developments
• Organizing all vehicles under Dial-a-Rickshaw Service & providing door to door service.
3) Innovative products
4) Employee bank etc.
Along with this we would extend our social horizon by distributing the special water purifier kits to the poor & villagers with the help of NGOs & state government. This would be a big step in providing pure water to the masses.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The market space which we are targeting at is still majorly untouched. There is no common umbrella that unites specially abled & poor to help them earn a dignified and self-reliant life. We do not aim to sell our vehicles, we intend to provide permanent employment to the needy. We work under "MAKE-DRIVE TRANSFER" policy which gives rider the ownership. Even if we look at our products and compare them with the available electric rickshaw, our products are Rs 50,000/- cheaper then them. Their is no vehicle on the road which can be steered by people without hands or peddled by people without legs. Our innovation Aquasol- Water purifier kit itself is proof of sustainable inclusive innovation. Our products combined with our stalwart business plan see no competition from anyone in the market
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In summer of 2008 me & family went to our village. While staying there realized that each time we ask for water my aunt used to rush to hand-pump to fill water. This was very sad to see that there is no feasible water treatment solution since electricity was not available all time of the day plus the available electric or non-electric units are very expensive. Then i realized one thing common in all villagers house is a bicycle. That time I decided to built a modular water purifier kit so that this basic element of life could be enjoyed by all.
Coming back to city, i saw that Cycle rickshaws are an instant source of employment for about 700,000 to 800,000 people & involve low capital investment typically ranging from Rs. 1,200 to Rs. 4,500. They are availed of by the least skilled and those with the least employment opportunity. Also there is no stalwart employment solution for specially abled. Thus decided to make vehicles for specially abled & poor under common umbrella "UTOPIA"...
What has been the impact of your solution to date?
Till now we have manufactured 3 vehicles & 5 water purifier kits. Two vehicle are given to a rickshaw puller for testing it & letting him earn his living from it. Water purifier kits are serving about 20 families in my village. These are tested prototypes. We have given it to the society with a moto to help them and test our products in real life usage profile. We aim to expand our horizon by making more prototypes. Our vehicles for specially abled are design ready and we have recognized various NGOs who are working for these people to help us get employees. We need funds to convert our design into prototypes so that we can deliver millions of smile to the families of specially abled, who are keeping an eye on our product to be launched for them.
What is your projected impact over the next 1 to 3 years?
This Idea will aim to help 500, 1000 & 1400 people (inclusive of BPL people & Specially abled) by providing them with fixed employment in 1st, 2nd & 3rd year respectively. We plan to cover BRT and 6 Major metro stations of Delhi in 1st year & then would spread toward other parts of city. We hope to roll our water purification kit across India in about 20, 40, 50 villages thus helping around 5000, 10000 & 12500 people in 1st, 2nd & 3rd year respectively. We will achieve breakeven in 3rd quarter..
What barriers might hinder the success of your project? How do you plan to overcome them?
The idea is very noble and simple, but actual execution of the project will require a lot of planning and hard work. First of all, we will need to convince the actual beneficiaries of the project. However, we don‘t perceive any resistance from the rickshaw operators, but we may face strong resistance from the rickshaw owners. The concept will in a way organize their role in the sector. However, we will also require the support of rickshaw owners. In the initial phase, our idea is not to completely change the rule of business but add value to the current operation & bring about technological advancement into the business. Utopia want that the operator should be the owner. The other important task is to arrange the initial funding and support from other agencies only then mobility will start
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
We are benefiting our business socially as our target audience is the destitute and the specially abled people ,With the help of NGO's we will distribute our rickshaws to these people , so that they can a mean of likelihood also our rickshaw is a green rickshaw so we are preventing our nature adding a social value to our business . Apart from social values we have a high revenue generating business model which will help us achieve profits in 1st year of our existence and because of these values we will be a sustainable and a profit generating business
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We are team from engineering and MBA background with strong technical and business knowledge.One of our member has published 11 SAE international papers and among 35 young innovator so we always have been inclined towards innovation .We are group of working professionals but we are involved in this project with zeal and vigor with which we stated and we still manage to devote time .We have a complete schedule laid out for our project and we regularly conduct team meeting to discuss development our project .As our rickshaw is very cost effective and we have a really strong business plan meet had some sponsors before in our college time and using those funds we have developed two models of our rickshaw and we plan to develop 3 more models of our rickshaw using the funds from our sponsors.
Expand on your answer, explaining the long-term funding and support plan.
We have a very strong business plan which is high revenue generating. We are able to achieve break even in 3rd quarter of our 1st year.We have a unique "Built and Give" policy under which we make drivers owners of the rickshaw so as to make them financially stable that is why our business is sustainable in long run.Another point is that our rickshaws are are very cost effective because of which we are able to achieve high profits.Using the funds from our sponsors we are planning to setup a small scale industry in which we can manufacture 100 rickshaws and we will expand our horizons as we receive money from different sponsors .After this we will run on the profits generated . Our project will help rise the and the specially abled socially and make the financially stable .
Tell us about your partnerships across your company and externally that are key to your project's success.
Our team has members from diverse backgrounds but the thing that united us strive for innovation. We all had our roles specified from the beginning that helped us a lot. We were always eager to help in each other modules so as to learn new technologies that helped us to absorb speedbreakers. Externally we are supported by our seniors at work ,professors in colleges and our peers who constantly through positive criticism hone our project.Now we plan to engage more people .
What internal support have you gotten for your project? What kind of push-back have you received?
We started our project in college days and because of our strong innovation and cost effective rickshaws we have attracted many sponsors now and then. Ruchi strips sponsored our project in college we now have Indian Merchant Chamber keen to financially support push back our project .Hero is also interested in getting involved with us an support us , Apart from this several NGO's have also approached us . We are now planning to start a small scale industry using funds.
youtube.com/watch?v=-4xv2NVc6oE
This Idea aim to help 500, 1000 & 1400 people (BPL people & Specially abled) by providing them with fixed employment in 1st, 2nd & 3rd year respectively. We plan to cover BRT & 6 Major metro stations of Delhi in 1st year & then would spread toward other parts of city. We hope to roll our water purification kit across India in about 20, 40, 50 villages thus helping around 5000, 10000 & 12500 people in 1st, 2nd & 3rd year respectively. We will achieve breakeven in 3rd quarter.
Idea's 30-Day Plan
1. Prototype Development & Distribution
My Clean City is a multi-pillar campaign, working at a national level to collaborate with already existing environmental organizations, promoting action regarding climate change.
Our Pillars:
1. To bring awareness to eco-friendly living; encouraging cities at a local level to be involved in reducing their carbon footprint.
This project is a large global project with many smaller projects under the umbrella. The largest components include an end to assault weapons and hand guns in the USA. The smaller projects include retooling factories and retraining workers at those factories. Each of these sub-projects include clean low emissions manufacturing of safe, energy-efficient and renewable products that benefit everyone. With the weapons gone, we will use the facilities to do good in the world.
Created on 12/7/2012 by Emma Harvey
Achieving sustainable affordable fuels for aviation would be a major breakthrough in the war on climate change, with transferrable benefits to the wider transportation industry, and major global benefits. The challenge, like the opportunity, is significant – but it is possible!
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
What could be a bigger challenge than trying to get sustainable solutions for aviation? And where better to go for it than at a pioneering brand like Virgin, with a values-driven Chairman like Sir Richard Branson? This was what drew me to the role of Head of Sustainability at Virgin Atlantic, 2.5 years ago. It's my passion to drive us to achieve truly sustainable fuels for aviation. Having such an ambition was never going to be a solitary activity – this is very much a team effort, involving fantastic people from across our business, as well as from the wider Virgin Group and airline industry. In fact, to single out individuals in a recognition roll-call would (with only 100 words!) inevitably mean missing out people who’ve contributed something valuable. .
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Oh gosh, I hate putting myself forwards, so I’m already uncomfortable with this question (– is that one of the traits?). But I’m passionate about doing what I can to make this work, so I see the Intrapreneurs’ programme as invaluable to that. I’ve been working in international, multi-stakeholder teams for years. I was lucky enough to be introduced to this way of working about 20 years ago, and collaborating within and across organisations has always made sense to me. No one can be an expert in all things – you make the big stuff happen when you get the right people round the table, identifying barriers to develop real world solutions. This involves (I hope) having reasonably good people skills, and knowing how to leverage our brand and people to broker the right relationships.
Company Country
United Kingdom, WSX, Crawley
Primary country where this project is creating social impact
n/a
Additional countries or regions
As climate change has no borders, and as we as a business operate in many countries, this programme is truly international.
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baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
Aviation represents 2% of worldwide carbon emissions and growing. But it's also critical to the global economy, supporting 3.5% of global GDP and contributing nearly 56.6 million jobs worldwide, as well as connecting families, communities and businesses around the world. To lose it would have major socio-economic implications. We’re committed to reducing the carbon emissions from aircraft operations, while maintaining these vital benefits. This includes implementing top notch fuel efficiency measures and also, critically, pioneering efforts to steer us away from dependency on fossil fuels and towards low-carbon fuel solutions. This has the potential to make a significant contribution to the international transport industry, climate change and people worldwide.
The Solution: What is your solution? Be specific!
It’s early days in the development of sustainable aviation fuel solutions and the challenges are significant. There are many new, early stage suppliers out there, all claiming to have the next big thing – very confusing. There’s also a significant gap in terms of funding the most promising options: from lab, to pilot, to demo, to full commercial plants. We believe we’ve taken a very exciting step in the form of our ground-breaking partnership with new, low-carbon fuels company LanzaTech. LanzaTech makes ethanol from carbon monoxide (CO) gases (usually flared directly into the atmosphere as CO2), from heavy production facilities like steel making sites, then converts this ethanol into jet fuel. We plan to start buying commercial volumes of sustainable fuel as soon as 2014. Plus we’re collaborating with the Carbon War Room (CWR – see video) to encourage development and financing of suppliers beyond LanzaTech – to kickstart a new market of sustainable, affordable fuels worldwide.
The Solution: Why is this solution innovative for your company and industry?
LanzaTech fuel offers a major sustainable technology breakthrough, already positively received by NGOs, scientists and industry. It avoids the problems of using crops for fuels (land, food and water competition issues) by ‘recycling’ waste carbon for a second use, resulting in 50-60% lower LCA carbon emissions than kerosene. If successful, it’ll be the first time a sustainable fuel has been used in routine aviation use. Just the first step in a bigger, pioneering programme!
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Aviation makes a massive global, socio-economic contribution (Oxford Economics 2011). Growth is generally fastest in developing countries, precisely because it’s so intimately linked to economic development. At the same time, it's clear aviation is carbon-intensive and in need of low carbon solutions. It’s a huge challenge, and huge opportunity to make a big difference. Any breakthroughs could not only change aviation, but also the wider transport industry, with its big carbon footprint (2% global carbon contribution for aviation, and growing; 4% for shipping; 12% for other transport: WRI, 2005). Our biggest opportunity to make a significant difference is by supporting next-generation, low carbon fuels, while avoiding the problems of earlier generation ‘biofuels’, by using novel feedstocks like waste gases, liquids and solids. (How amazing to make a fuel from ‘recycled’ carbon that would otherwise end up in our atmosphere, rather than taking new carbon out of the ground?) We insist on suppliers using the RSB gold-standard, international, independent, multi-stakeholder standard for sustainable fuels, which includes robust LCA methodology. We encourage the technological know-how. But much supplier work is early-stage, and there’s a big funding gap that airlines alone cannot address. We at Virgin are accelerating the fuels’ route to commercialisation by convening key leading stakeholders (inc. suppliers, NGOs, scientists, policy-makers, industry, and – crucially – financers) to create a market and solutions. Much of the detail is confidential, but this is the essence of it.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We collaborate and compete with other airlines. In 2008 we were the first airline to conduct a biofuel test flight when everyone else said it was technically impossible. Also in 2008, we were one of a small number of airlines to found the Sustainable Aviation Fuel Users Group (SAFUG), to promote solutions: membership now covers 25+% of world aviation fuel demand. We are the first airline to work with the CWR, which assesses new suppliers against key sustainability and commercialisation criteria to encourage transparency and financing: their work is now open to others. We were the first airline to pioneer the ground-breaking new LanzaTech technology. Our (confidential) plans for beyond LanzaTech, to create a new fuels market, will ultimately benefit the whole industry and beyond.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
There have been a few! For a long time I’ve believed it’s crucial we wean our world off fossil fuels and on to renewables. So when the post came up at Virgin, in a carbon-intensive industry, with an organisation whose Chairman is known for pioneering – it seemed too good an opportunity to miss. When I joined the company, I realised that finding commercial aviation fuel solutions is no easy task. But in 2010, we came across two great organisations: LanzaTech and the CWR. Because we discovered that LanzaTech is about using a plentiful, cheap, low-carbon feedstock to create an affordable fuel, and has a scaleable growth model, i.e. fuel that is low carbon, that an airline can afford, and which can be rolled out (if applied to all eligible steel plants worldwide, it would provide 19% of the world’s aviation fuel demand). When we heard about it, we knew we were onto something significant! We also need more suppliers, so the audacious ambitions of CWR immediately struck a chord too.
What has been the impact of your solution to date?
This programme is still in development, and there are many challenges to overcome, but unlike most other suppliers, as well as their fantastic new technology, LanzaTech already has two ethanol demonstration plants built and running in China. When scaled up to commercial size in 2014 (the equipment ‘bolts on’ to existing plants), one facility alone will have enough capacity to provide jet fuel for all our flights out of China (and more besides), so this offers an extremely promising commercial solution. We’re collaborating to bring the LanzaTech technology to other locations, including Europe, India and beyond – it has so much potential to be scaled. And as described, we’re looking beyond LanzaTech. We need a range of supplier solutions, and we’re collaborating with CWR and other key stakeholders to accelerate crucial funding to the wider market, which could really change the state of the industry. But there are many barriers and we need all the help we can get!
What is your projected impact over the next 1 to 3 years?
By 2014, we plan to have the LanzaTech fuel in routine commercial use, which would be a major industry breakthrough as: 1. The technology itself is ground-breaking and has the potential to lead to even more exciting breakthroughs; 2. It doesn’t rely on agricultural feedstocks and has a fantastic, low LCA carbon, sustainability profile; 3. It would be the first time the industry has moved beyond test flights (with expensive, small-scale fuel volumes), to a solution that is affordable and appropriate for routine business use. By 2015 we plan to do the same in India and Europe. And by working with CWR and other organisations, we intend to have new approach to supporting leading, low carbon aviation fuel suppliers within the next 1-2 years, creating green growth and new low carbon jobs.
What barriers might hinder the success of your project? How do you plan to overcome them?
This is where we need you – there are so many! Much of the detail is confidential right now, but suffice to say this is all superbly possible, but also incredibly challenging. We could fall at m/any hurdles. I would divide these into: technological (that new suppliers can’t scale their technologies through to commercial viability); financial (that we can’t get financers and policy makers to see the merits of switching their support from fossil fuels into sustainable fuels); cultural (that with any new ideas and developments, key stakeholders need to be encouraged to shift their thinking and actions); and regulatory (we need the right policies and incentives). We plan to overcome them by tapping into the best of the Virgin spirit and involving all the pioneering allies we need.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Sustainable fuels are an essential part of our Change is in the Air (CIITA) sustainability programme and align closely with our company values, which are also of significant appeal to our customers. In addition, they make good business sense in that they offer the opportunity to: provide affordable low-carbon fuels; take some of the volatility out of escalating and significant fuel costs; provide fuel security; and lower our exposure to carbon taxes and other penalties, therefore improving Virgin Atlantic’s competitive position.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I spend about 50% of my time on our sustainable fuels programme, as it’s by far our biggest priority. I also work very closely with our Sustainability Strategy Group, which provides high-level governance to our wider Change is in the Air Sustainability Programme, and is led by our Chief Commercial Officer (second in command in the business) and includes most of our Directors and other key senior managers. This gives us much of the support we need to make the fuels’ programme work. For that, I collaborate with all our key departments, e.g. we have invaluable input from our Heads of Fuel Management and Procurement, and from our Engineering Director – all of whom are essential to this programme. Many people across the business are very excited by, and supportive of, the possibilities.
Expand on your answer, explaining the long-term funding and support plan.
The aviation sector is very lean financially, and fuel represents a high proportion of operating costs. This means airlines alone cannot fund the development of a new fuels market. Also, any new fuels need to be affordable. We can leverage our role as a leading brand and buyer of sustainable fuels, to demonstrate that a market exists and stimulate investment (as we’ve done with LanzaTech). To go bigger, we’re working with CWR to identify other suppliers (those that are truly sustainable and scaleable), and with other airlines to demonstrate wider demand (e.g. SAFUG members). Getting a new market started also needs investors, policy makers and scientists among others. Crucially, we need to encourage financers to inject money into the right places, so that we can make this happen.
Tell us about your partnerships across your company and externally that are key to your project's success.
From our Chairman Sir Richard Branson who describes LanzaTech as “one of the most exciting developments of our lifetime and a major breakthrough in the war on carbon”, to the CWR (see accompanying videos), to our Executive team and senior managers, Virgin Group, airline members of SAFUG, scientists (we collaborate with Imperial College London), NGOs (the Carbon War Room, RSB), policy makers in the UK, EU and beyond, and essentially, the finance community.
What internal support have you gotten for your project? What kind of push-back have you received?
Internal support for the programme is described above. The biggest challenges we have are that fuels need to be affordable (at least on a par with kerosene costs) and that airlines are not in a position to fund a new supplier market themselves. Instead, we must go where the money is, using our brand and access to expertise and leverage support. In short, any initiatives must make business sense – they must be developed in the real and challenging world of aviation.
CCF is expanding Bushblok as part of a 2012 Clinton Global Initiative Commitment to also stimulate a biomass industry in Namibia. https://www.youtube.com/watch?v=CuShsDlRvk8.
Namibia and other arid African countries suffer from overgrown thornbush, which reduces habitat for livestock and wildlife. CCF selectively harvests this thornbush and creates a low-emission, high-heat fuel log, a program that won the Tech Award for the Environment in 2008. Taking it further, this biomass can create much needed electricity in Namibia and beyond.
once again hello to every one. its very necessary thing to think about environment.its a big profit generated business. i can demonstrate this.
we don't need more funds to do this. because no wants to dead earlier.either Business or Human being. Brief summary
Created on 11/25/2012 by mbrew42
Ceiba Forestry and Energy Agriculture creates value at the intersections of bioenergy and agroforestry in Latin America. Through the use of clean technologies and innovative land management strategies, our project development team converts biomass and oil crops into clean, sustainable energy and fuels.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
Ceiba exists at the intersection of bioenergy and agroforestry in developing economies. We create innovative rural agroecosystems with biomass-based energy development opportunities. We focus on the high price energy economies of Latin America, linking new bioenergy technology with existing waste streams, and/or our own high-energy biomass feedstocks to increase project viability and enhance clean tech energy options in rural areas. By rehabilitating deforested or degraded lands, we reinvigorate damaged landscapes, while allowing for rural energy sovereignty and sustainable development. We are a dynamic team, able to source and develop a wide spectrum of projects, with proven track records for project success in the US, Latin America, Africa, and Asia.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Ceiba’s 'intrantrepreneurial' team identifies unique opportunities in developing energy economies. Local knowledge, market access, new technologies and the capacity to link clean technologies with the right feedstocks are what sets our company apart. We are able to navigate the complex political economies of project locales with language skills and long track records of successful international entrepreneurial experience. Integrity, tenacity, cultural fluency, and a robust interdisciplinary experience base, complemented by our ability to stay flexible with lean, early-stage strategies afford us a business development advantage in the global bioenergy marketplace.
Company Country
United States, CA, San Anselmo, Marin County
Primary country where this project is creating social impact
Additional countries or regions
Veraguas, Cocle, Colombia, California, Florida, Costa Rica
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
The Need: What social or environmental problem are you trying to solve?
We address the need for affordable, sustainable energy access to rural communities via development models for the abundant, degraded and underutilized lands in Latin America. Such rural areas have high unemployment as well as high-energy prices, yet with abundant biomass waste streams and choice growth conditions on lands that are otherwise deforested or used for cattle production. Remote, rural economies are further dependent on imported fossil fuels for transportation and electricity with grid and fuel supply issues, while Ceiba’s small-scale, localized energy enterprises could provide stable employment as well as clean energy access for the rural poor. Rural energy sovereignty and sustainable biomass management create jobs, affordable energy, as well as strong returns for investors.
The Solution: What is your solution? Be specific!
Ceiba plants energy crops on deforested and degraded lands; secures access to existing biomass waste streams (ag/forestry); designs and implements waste-to-energy systems using new-generation, modular and scalable waste-to-energy technologies. We revitalize landscapes and provide fast returns on energy investments by developing locally produced clean energy opportunities using waste streams and produced biomass -- converting both into pellets, bioelectricity, biofuels, biochar and cogenerated heat. Our project pipeline provides strong returns for investors, while using bioenergy and agroforestry systems to create jobs and affordable energy for the rural poor. Ceiba's alternative cropping systems and energy conversion technologies cut dependence on external sources of energy production, effectively "closing the loop" on tropical agroecosystem carbon cycles and while improving rural livelihoods.
The Solution: Why is this solution innovative for your company and industry?
Many bioenergy firms concentrate on large capital investments in centralized locations. Ceiba focuses on small to mid scale, modular and scalable projects that capitalize on the abundant biomass to bring clean, affordable energy to rural areas. Our Latin American networks enable us to secure the biomass supply chain and further produce our own sustainable biomass on plantations. We target a unique project size, unique feedstock combinations for rural energy independence.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Ceiba maximizes project returns by matching feedstocks with appropriate bioenergy technologies in developing economies with high energy consumption metrics, making smaller scale bioenergy an accessible enterprise. The bioenergy value chain begins with energy agriculture and tropical agroforestry systems which provide the feedstocks for bioenergy projects with technologies such as gasification and pyrolysis. Ceiba’s energy agriculture team grows and manages fast-growing oil crops, biomass crops and timbers to provide a continuous feedstock supply -- often in conjunction with other existing agriculture or forestry waste -- increasing project reliability and viability. Our agronomists and foresters plan and implement strategies with fast-growing oil and biomass crops, bamboo and precious hardwoods for oil, timber and biomass production. We hire local community members in all aspects of our operations, and offer employees the opportunity for training and upward mobility within the company. These strategies underpin bioenergy project stability, maximize land productivity and asset value with multiple timescale revenue streams. Ceiba monetizes this value, with a team well-versed in feedstock contract negotiation, PPA acquisition, project finance, as well as corporate structuring -- assuring successful implementation. We help to green and stabilize the grid, reducing transmission and transport losses of energy. Our production systems support more biodiversity than competing uses (eg cattle), and can boost local production of new crops, increasing agroecosystem diversity.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Ceiba's peer companies in the bioenergy project development sphere that have reached later stages include: Nordic Bioenergy, Phoenix Energy, SG Biofuels, and Pelletics, although many do not produce their own biomass feedstocks. Further competition arises from traditional hydrocarbon energy producers.
Competition for available biomass has increased over the last decade with more bioenergy projects as well as demand for timber, pulp and paper, fuelwood, sustainable building materials, and composting. We produce our own biomass as well as expand our land assets to ensure project viability, as well as offer investors access to quality land portfolios. Competition for land with cattle, food production, other bioenergy producers, real estate as well as urbanization should be considered.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Ceiba's founders met in Cartagena, Colombia, one was managing an underperforming teak plantation and designing forest investments, while the other was developing mid-level biomass to energy opportunities with a gasification company. We realized that we had found a way to generate major value from abundant harvest slash and milling waste, as a feedstock for bioenergy projects. To go even further, we realized that with our land access, planting experience, and personal networks in Latin America that we were able to grow our OWN feedstocks to assure the biomass supply chain and securing project viability. In the high energy price economies of Latin America, modular and scalable biomass to energy plays are viable and potentially quite lucrative. Through a commitment to the ideal of sustainable rural landscapes in Latin America, and our desire to drive clean energy initiatives in developing markets, we started Ceiba to develop high impact energy projects.
What has been the impact of your solution to date?
We have planted 5 hectares of castor in Panama and have provided over 15 people with temporary employment. We have identified 10 potential pellet and biomass to energy plays in Panama, Colombia and Costa Rica. We are actively participating with Standard Fruit Co. of Costa Rica in a waste to energy plan to help offset carbon footprint of banana a shipping depot with bamboo and timber biomass. We have established a Panamanian subsidiary, Ceiba Energy Agriculture S.A. an entity to be used for all LatAm projects.
We have relationships with over a dozen Original Equipment Manufacturers of bioenergy and pelletization equipment. Ceiba has developed market links for all pellets, castor seed or oil, electricity and liquid fuels that we can produce. Ceiba has landed over $35K in seed capital. Many landowners are very interested in partnering or selling lands to us, and we have been fortunate to work with government officials and research institutions, that have offered us free assistance.
What is your projected impact over the next 1 to 3 years?
By the end of Yr1 We will have developed two bioenergy projects between Panama and Colombia. Our castor seed production farms, We will have performed a feasibility study for Standard Fruit Co, and will hopefully be implementing the project. We plan to have over 4000 hectares in oil crop production by Y3 and further expanded into fast growing biomass crops and other oil crops, using both rainfall and irrigation, with at least 5 bioenergy systems functioning on the ground in Panama and Colombia, and seeking Series B funding to expand pipeline with proven projects. We will have additional subsidiaries dedicated to bioenergy production and agriculture, and hope to have sold at least one to an investor or company, and will own lands.
What barriers might hinder the success of your project? How do you plan to overcome them?
Difficulty with negotiating Power Purchase Agreements at viable price thresholds: We will leverage incountry networks and seek EX/IM backing and government support.
Difficulty securing lands: We have already identified over 10,000 hectares of lands for our projects and can secure in long-term leases and eventually purchase our own properties.
Difficulty with control of biomass supplies. We will partner with reputable, long standing biomass waste producers ad enter into long term offtake contracts. Additionally we will produce our own biomass on high-yield agroforestry-based production systems to assure ample raw materials and project longevity.
Difficulty with Bioenergy Machinery: We have a bilingual team of engineers in US and Colombia in charge of installation and operations.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Our company has developed unique land use models that increase short term revenues and allow for expedient self financed land purchases. We also simultaneously develop bioenergy opportunities with multiple OEM's, with revenues from energy sales, biomass sales, biochar sales, commissions on machine sales, land value appreciation,management fees, licensing fees, commodity sales, timber sales and consulting. This diverse model with multiple cashflows gives us a resilient, lean and flexible company with deep contacts in emerging market LAC countries.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Ceiba has received a bridge loan that has been used for project development, travel, castor plantings, the establishment of Panama subsidiary, Ceiba Energy Agriculture SA. Our team and advisors leverage over 150 years of Latin American resource and energy project development experience with the political connections and business acumen necessary to execute on these opportunities.
We are finalizing materials for a formal seed round in which we will be seeking $300k in bridge loans to further develop the energy agriculture play and set up two bioenergy pilots, one with wood pellets in Colombia, the other with rice husk in Panama. Individually and as a company our team consults with contracts related to land use, forestry, carbon, and bioenergy in Latin America; reinvesting in Ceiba.
Expand on your answer, explaining the long-term funding and support plan.
We are currently entering a seed round where we are seeking $300k, at least 6 months of runway to vet and secure a pipeline of bioenergy projects in Panama, Colombia and Costa Rica. Once we have chosen two main bioenergy projects and our continued planting efforts, we will prepare all three for financing and will then seek a Series A finance round, most likely with our initial bridge loan investor and thier cohort of investor contacts in a syndicated round.
We will continue to receive funding and management fees based on milestones and successes, and will produce revenue from sales of seeds, oil, biochar, pellets, energy, fuel, and lands. Ceiba has and will continue to perform consultancies related to our core strengths, land use optimization and bioenergy project development in LatAm.
Tell us about your partnerships across your company and externally that are key to your project's success.
Our company has strong interdisciplinary ties with each member dedicated to certain aspects of the diverse agroecosystems -- with ample overlap and sharing in between all members to assure cohesive company culture. We have standing Letter of Intent to purchase our castor seed and oil, as well as timber and other biomass, all with reputable investors. We have competent contacts in every country and have MoU's in place with carbon developers, investors, and offtakers.
What internal support have you gotten for your project? What kind of push-back have you received?
We have received $35k in seed funding and have a cadre of advisors who have worked with us for several years with no compensation. We have received pushback from some investors as they would like to see us targeting larger projects that justify higher transaction costs with less management needed. Our potential investors and advisors give us great guidance in terms of focus and presentation, and are now introducing us to major potential funding sources and clients.
Frontier Markets is a last-mile sales and distribution company offering clean energy products and superior after-sales service for low-income, base of the pyramid families (BOP) in rural India. Frontier Markets (FM) offers a unique model in the sector that relies heavily on after-sales servicing and a continued relationship with our customers. FM builds service centers, partners with local channels to gain in-depth access to target households, and creates village-level branded franchises that stock and sell affordable high social impact products with ongoing customer service to BOP families.
Created on 10/26/2012 by prashant7135
Approximately 40 words left (320 characters).
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am working as Black Belt in Finance Shared Service Department of Standard Chartered Bank in Chennai. I am MBA in Finance
Have 12 years of work experience in multiple industries
1) Insurance
2) Banking
3) Telecom
4) Shipping
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Being worked for 12 years, I have gain enough knowledge, expertise and innovative ideas to start a business. Todays business is all about innovation and you can grow business only by innovation, everything else is secondry.
Primary country where this project is creating social impact
Additional countries or regions
Industry
Finance, Insurance, Real Estate
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
The Need: What social or environmental problem are you trying to solve?
Air Pollution, Noise Pollution & Mass Transportation
The Solution: What is your solution? Be specific!
Solution is to build new way of Transportation in the city which uses Gravitational force to run. No pollution, No Traffic jams. Just need huge investment in modelling and implementation.
Have the idea, just need drawing board to explain it.
It will be like following.
Suppose city is 10 Kms. from A to B area
At area A, Need to have two station, one for departure and another for arrival. Departure will be little height and arrival will be at lowest point.
At area B, Same structure. Departure will be at height and arrival at lowest point.
Now there is only one rope connected to both area in the following way Departure A to Arrival B, Arrival B to Departure A, Departure A to Arrival B & Arrival B to Departure A. It will be connected through only one rope
The ideas is that gravitational force will pull it down from A to B and same from B to A, saving on fuel, reduced pollution and modern way for transportation
The Solution: Why is this solution innovative for your company and industry?
Its not directly related to my company or Industry but its more from social cause and overall benefit to human being.
It will have indirect impact in terms of finance needed to set up such huge project and it may be from my Bank.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Its as given in the solution. ( and its not related to my primary activity)
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Competitors are all innovators who are working on new source of energy for transportation. If my idea is successfull, it will be the biggest and might impact in a big way for mass tranportation system.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Its yet to be shared. Its just an idea
What has been the impact of your solution to date?
Its yet to be shared. Its just an idea
What is your projected impact over the next 1 to 3 years?
Reduction of pollution, improvement in mass transportation and Cost effective
What barriers might hinder the success of your project? How do you plan to overcome them?
It needed huge finance for implementation. Once idea gets go ahead, we can discuss with engineers and model it before we propose to government to build this or get finance from big institute
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
Its not related to my business but impact the environment as in whole and will be cheapest mode for mass transportation
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
It needed huge finance for implementation. Once idea gets go ahead, we can discuss with engineers and model it before we propose to government to build this or get finance from big institute
Expand on your answer, explaining the long-term funding and support plan.
Need government support as it solve government proble of providing cheapes, pollution free mass transportation to its people
Tell us about your partnerships across your company and externally that are key to your project's success.
Its just an idea. Not yet discussed further
What internal support have you gotten for your project? What kind of push-back have you received?
Its just an idea. Not yet discussed further
SAVORTEX have improved the energy efficiency of hand dryers and have become the first ever British hand dryer manufacturer to achieve a Guinness World Records title for the energy efficiency of its Vortex 550 EcoSmart hand dryer,drying four pairs of hands using less than 24kJ,typically a conventional hand dryer uses 69kJ for one pair of hands dried.The Vortex hand dryer was conceived using sustainable design principles.From the outset the in-house engineering team did everything possible to minimize impact on the environment throughout its life
The BC Women in Energy Network fosters the success of women in the energy industry and seeks to support the development of a green economy based on clean tech.
We want to provide portable green power and renewable energy education to events, concerts and festivals of all sizes.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Solar Farms.
Created on 10/11/2012 by korleone
Solar energy is an inexhaustible renewable resource that can be converted into heat and electricity. Solar energy can become a reliable power source for World energy and cutting greenhouse gas emission. Our solar farms project will help the world find a solution to its two main problem Global Warming and Energy.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
Sonlight, the UK's based solar energy company, was founded in 2011 to design and supply solar energy solutions for the African continent. We are into solar photovoltaic (PV) panels, PV mounting systems and solar inverters and AMG batteries. Sonlight is a fastest growing and most innovative solar photovoltaics (PV) companies with offices in UK and Nigeria.
Founder and CEO G. Okoli established Sonlight to help in addressing the threat of climate change by reducing CO2 and also provide 70% of African without electricity and 30% with irregular supply with 24 hour electricity.
We envisage solar tiles on the roof of every building in Africa where there are abundant supply of sunlight, backed up by other micro renewables, supplying clean power and achieving deep cuts in carbon emissions.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Having looked at the energy demand and supply of the African continent, I have come to realise that we are not advanced enough to handle the pros and cons of nuclear energy and fossil fuel is not the way forward. So because am from that continent, I have a knowledge of the internal and external environment which will help in making the solar energy idea a success. Am a visionary and willing to challenge the status quo if giving the chance. Because bringing innovative ideas to market within large companies often requires the knowledge and skills of employees from many different departments, I have the advanced skills in diplomacy needed to work in a team and the ability to drive multi-disciplinary teamwork. Am honest, cultured, observant and patience no matter what the consequences are.
Company Country
United Kingdom, KEN, Northfleet
Primary country where this project is creating social impact
Additional countries or regions
Industry
Professional, Scientific, and Technical Services
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
The Need: What social or environmental problem are you trying to solve?
Millions of people in Africa are living below $2 a day chiefly because of corruption and lack of access to electricity which should have enable them to manufacture products locally and cheaply thereby creating jobs for young men and women roaming unemployed.
In a remote rural village in Africa, electric light ranked low on the list of the villagers' needs. A dry season will mean there were no crops or fresh vegetables for much of the year, a problem that caused malnutrition and sickness, particularly in children.Chronic food insecurity will be their first concern so we will developed a plan to install solar irrigation system
The generation of electricity is the single largest source of CO2 emissions in the United States and China killing our world.Let eliminate Fossil fuel combustion
The Solution: What is your solution? Be specific!
Solar is the Solution. It’s time to harness the world’s virtually inexhaustible supply of energy and start building a brighter future. It is a promising source of future clean energy supplies
Every day, the sun radiates sends out an enormous amount of this energy. Photovoltaic and Solar thermal systems are used to convert this solar energy to electricity.
The service delivery and customer services we have packaged will be best in the continent. We have also researched and planned for local production lines for the solar products which in turn will help reduce the cost of the systems creating jobs in addition.
Reducing reliance upon coal combustion has to be the cornerstone of any credible global climate change prevention plan. if we choose solar we don’t have to wait for a new technology to save us. We already have the technology and energy resources we need to build a sustainable, solar-electric economy that can cure our addiction to oil and coal and stabilize our climate.
The Solution: Why is this solution innovative for your company and industry?
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Nearly 70 percent of people in the African continent do not have access to the national power grid, and the 30 percent who do have access cannot rely on steady power. While the government develops and extends the national grid, they also have increasingly sought alternative energy sources-such as the Bishop Kodji solar project-to meet the shortfall but the major problem is maintainability .
Example : Five years ago, the Lagos state government in Nigeria launched a solar electrification project at the Onisowo village of Bishop Kodji. The first of its kind in the state. The project was built to power water pumps, fish driers, and street lamps, giving the tiny fishing and boat-carving community's 5,000 residents easier access to drinking water, securing their sandy streets, and strengthening the oceanic island's fishing economy.Things didn't go as planned.
"We don't know what's going on," said Azime Anthony. "It only worked for about three months, then it stopped. All the places where we are supposed to have light are dark and they never came back to try to fix any of it."
This is just the main problem in service delivery in Africa but having been in the UK for over 11 years and see how things are meant to be done, the package we have will surprise everybody.
We will set up and manage these solar farms in different locations to power the areas. We will install and own the system, have a power purchase agreement with the users which will include monthly service charges. With this, maintenance will be our number one priority and we believe that will be the difference.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Our competitors in the installation,management and maintenance sector like setsolar in South Africa are there but the good thing is that first, the renewable energy is not that vast in Africa so there are not a lot of competitions, secondly and mainly, there are not such companies that we came across in our research that will be there with the users for the whole 15-25 years duration of a solar system live. The user mainly buys the product, get it installed and maybe taught a little on how it works and that's it. We on the other hand is proposing a situation by which our engineers will be on 24 hours call to any customer in need of repair or servicing of their system.
When the time is right, we will be looking at vertical integration as the path to success in a competitive market.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Currently, between 80 percent and 85 percent of our energy comes from fossil fuels. However, fossil fuel resources are of finite extent and are distributed unevenly beneath Earth's surface. When fossil fuel is turned into useful energy through combustion, it often produces environmental pollutants that are harmful to human health and greenhouse gases that threaten the global climate. In contrast, solar resources are widely available and have a benign effect on the environment and climate, making it an appealing alternative energy source.
“Sunlight is not only the most plentiful energy resource on earth, it is also one of the most versatile, converting readily to electricity, fuel and heat.
After my degree in computer system and software engineering in 2011, we learnt in one of our modules about solar energy and i knew there is one thing that i can get involved in and it has the potential of being very big business
What has been the impact of your solution to date?
There are two solar system we have installed and are managing at the moment.We have generated our own source of electricity via solar panels potentially enabling them to live off grid. In other words they need not be dependent on the public utility companies to supply their power and they also won’t be required to pay as much as they paid before for irregular power.
What is your projected impact over the next 1 to 3 years?
Sonlight is in business for a purpose, to make a big difference in the fight against climate change using solar solutions.
Our mission is to become a global leader in the use of solar photovoltaics and solar thermal in buildings, irrigation and let more . We want to help revolutionise the global energy market.
The sun bathes the earth in an incredible amount of energy in a day, enough to power the whole world for several years. Humanity can now effectively harness the power of the sun. The 21st Century must be the solar century and thousands of jobs will be created in research,installation and manufacturing. A sustainable future is within our reach,in this generation. We are looking at the possibly of supplying and maintaining 20-40% of African energy requirement in the next 1 to 3 years
What barriers might hinder the success of your project? How do you plan to overcome them?
Knowledge and overall awareness of the benefits of solar, ease of use, how solar can save money. Regulatory that is zoning ordinances, homeowners associations and other covenants prevent solar installations. Upfront costs or investment in a solar array is similar to “buying your energy” in one lump sum. Few homeowners have the money at hand to purchase residential solar panels in one fell swoop. Payback time or the Return on Investment (ROI) from a solar installation may take longer than most homeowners are willing to absorb.
Solutions will include the board education about the benefits of solar from school kids to legislators. The main solution we have come up with is metering which is when the solar system is owned by the company and users will have to pay what they used through a meter
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
The price we are looking to charge for the service is one of the most important business decisions we are making. Setting a price that will be lower than the current energy bill of the user as well as been profitable for our company, finding that balance is the key to our business growth.
we have worked out the make up of this key which is knowing the difference between cost and value. the cost is the amount we spend to produce the product.the value is what our customer believes this service is worth to them. We have researched and documented our plan.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
The funds so far is personal contribution of two people involved in the idea so for. That is more the reason we are out here looking for possibilities.
When it comes to time, skills, researches and knowledge, a lot have been put into these already. The limited text area in this entry makes it impossibly for us to even attach the less of documentation gathered so far in this our quest to push our world to look at the direction of sustainable and renewable energy for our ever growing energy hungry world.
This initiative which will be run using a starch card system for payment will be innovative , transparent and reliable.
Expand on your answer, explaining the long-term funding and support plan.
We are looking as a way for our long-term funding is to reinvesting our existing profits or equity finance. However, an alternative option we have been trying to learn properly because we need to be best informed on anything we are getting into is to raise money through bond markets when the time and environment is right.
By making use of bond markets also known as debt capital markets, it may be possible for our business to raise substantial funds. There are several different ways we can access finance through these markets mainly issuing corporate bonds, private placements and securitisation of assets. There are guides out there that looks at debt capital markets as a whole, plus the differences between these three options, and the main pros and cons of each.
Tell us about your partnerships across your company and externally that are key to your project's success.
There are two partners in the business so far. the whole operation aspect of the business fall on me at the moment but we are looking to expand and create a whole department like the security department to handle the operations. We are making inland in the overturns we are making to enlist the support and partnership of state government, then federal government, regional government and so on.
What internal support have you gotten for your project? What kind of push-back have you received?
Honestly we are really in the start-up stage as have just installed our first two systems, but they have been having 24 hours electricity supply and we in the process of installing 24 new houses around the area.
We are just starting up but the whole area and extending environments are on daily basis paying into the idea which is the main for us. The feedback received so far have been encouraging, we are looking to extend it to the whole state.
Solar energy has many direct uses, including passive architectural applications such as lighting and thermal comfort provided by the use of proper building materials and orientation, as well as active water and space heating.Solar energy is an inexhaustible renewable resource. The sun constantly produces vast amounts of renewable solar energy that can be collected and converted into heat and electricity.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Mobile Solar Cell Kiosk.
Created on 10/9/2012 by gs01han
The MSCC is a unique product that allows people to charge their cell phone or other small devices while on the go. The eco friendly design uses solar panels and lithium batteries with recyclable materials. It is the perfect solution for persons in developing countries with limited access to electricity.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanTell us about yourself/your team.
I am a native Rwandan with a background in computer science, but I am an entrepreneur at heart. I founded and developed trucking and construction businesses in both the US and Burundi. However, the green sector is where my passion is and I have been developing ARED for the last 3 years.
I've assembled an international team to bring ARED's first product to market. Jared Perczak is a Polish engineer with 15 years of experience in molding engineering and the auto industry. Ayana Gabriel of the US consults on long term strategy and sources public and private seed investment.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I have a big imagination and I believe in challenging the status quo and constantly improving are essential. Perseverance, to me, is the main thing that separates people who fail and those who win. It took me 10 years to have my first success in business. I am accustomed to doing everything in my business, from accounting to sales and marketing; therefore, it has given me a good sense of what it takes to run a business successfully.
For example, it took me two years to make my trucking company profitable. My family and friends told me several times to quit and find a job, but I did not because I knew if one person can be profitable in this business than I can. I kept going and finally after tweaking different techniques worked. I believe in this product and know it will be a success.
Primary country where this project is creating social impact
Additional countries or regions
burundi, tanzania, kenya, uganda.
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
The Need: What social or environmental problem are you trying to solve?
If you need cash after hours where do you go? The ATM. If you run out of battery on your phone where do you go? To an electrical power source. However 70% of Sub-Saharan Africans do not have access to electricity. This is despite the 450M cell phone users in Africa (2nd largest world market). As the President of Rwanda noted the cell phone is no longer "an object of luxury and privilege [but] a basic necessity in Africa." From farmers getting better pricing options to students' access to education tools, cell phones are providing Africans with unprecedented access. Yet adequate energy infrastructure development is decades away. Many Africans walk miles to access electricity. Without reliable ways to charge cell phones, the vast potential of mobile technology will never be realized.
The Solution: What is your solution? Be specific!
Millions of Africans go to the city and farm every day with minimum access to outlets for them to charge their cell phones. Our Mobile Solar Cell Charger (MSCC) provides a solution with the ability to charge up to 13 cell phones at a time. Imagine a system that is totally independent from a traditional grid. It produces and stores electricity using green technology (solar panels). The MSCC product can be loaded on a bicycle or motorcycle giving it the ability to be carried to its customer in heavy traffic places such as market places, bus stops, and universities. Rwanda is a case study for the potential of this technology. The system would give cell phone access to the 4.6M Rwandans who use cell phones. Ultimately about 60% of the products will be in cities and 40% in rural areas of Rwanda. We will be using a franchise model. Potential franchisees will be low income and motivated with entrepreneurial spirits.
The Solution: Why is this solution innovative for your company and industry?
My ultimate goal is to change the way energy is produced and distributed in Africa. The cost to build a traditional power grid is substantial. Our system operates like a mobile micro grid using 2 solar panels, a lithium battery for storage, 10 alternators and manual charge capability. There is no device that has incorporated all these solutions into one unit. The 2nd innovation is the franchise model which will uplift poor communities by providing new revenue streams.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Our product is a moving device that can go where the customer is. This convenience can increase cell phone usage and access for millions as they go about their everyday activities. For example, let’s say John, a small business owner, is in the city conducting business. He has been on the phone for a long period of time researching and managing transactions for his business. His phone is nearly dead, but he still has critical business to handle. John sees an MSCC charge system next to his favorite restaurant so John plugs into the charge device. He gets a ticket that he will need to get his phone back and while he is having his lunch, his phone is charging. John does not need to worry about his phone because the franchisee is watching over it. 20 minutes later John is done with his lunch, he goes to get his phone that is almost fully charged. He pays 20 cents for the service, and goes to his next meeting. He did not waste anytime having to go back to his house to charge or look for an outlet .... he can continue his day with no interruption. The franchisee, Charles, knows that this restaurant is the most popular in Kigali. He loads the MSCC device he is renting on his bicycle, and picks a visible spot near the restaurant early in the day. After the lunch hour rush Charles moves to his afternoon location, a corner bus stop, to catch the rush hour traffic home.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
There is no widespread solution for cell phone charging access for the majority of users in Sub-Saharan Africa. Cell phone charging products cater to individual customers requiring them to charge in a household. Readyset is a portable cell phone charging product distributed in Uganda. The product requires connection to a single stationary solar panel which can require up to a day to charge; it is not mobile. MSCC unit can be carried any place there are large crowds and continuously charge. Chargebar and Gocharge are for profit companies that provide cell phone charging kiosks in Canada and New York City. Both products are stand alone models similar to an ATM. They require large amounts of electricity to function, are not mobile, and would unlikely serve the populations of Africa.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
My idea came during a trip to Burundi in 2009. During my trip I travelled much to visit family and friends, and do business for my equipment rental company. Charging my phone became impossible. I began to carry my charger with me, and search for a cafe or a bar that had an outlet where I could recharge. I would search in vain for an outlet to charge my phone or be forced to take a long trip home wasting hours of time. All of this limited my free time, and most importantly limited my ability to manage my business. Then I read an article that discussed a charging phone kiosk in the US and China. I realized that Burundi had ATM machines everywhere and a similar model could be used to charge your phone while you are on the go. After looking for different solutions, I decided to develop my own. 90% of all the charging systems are for individual users so I focused on a commercial system. I chose a green product because the energy sector in Africa is in desperate need of innovation.
What has been the impact of your solution to date?
The prototype was just built in October of 2012. Therefore, we haven't had the chance to measure an impact yet. In February 2013 we will begin doing market research and testing in Rwanda.
What is your projected impact over the next 1 to 3 years?
We want to focus on three areas: social, environmental and economic impact.
Social impact: We have developed a business model through franchising that will allow people in low income communities to be able to have a revenue stream. Our goal is to have between 500 to 1000 franchisees a year.
Environmental impact: Our product will have 0 carbon emissions with a minimal carbon foot print. All the parts will be recyclable and use acid free batteries. It’s not enough to have a green technology but we also need to take care of how we are going to dispose of our product after its life cycle.
Economic impact: We want to have an assembly line in house that will allow us to control the front and the back end of our product. Creating jobs in communities is very important.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barriers are part of business, in this particular case our first product is an unproven concept in Africa.
Our main challenge will be to see if people are willing to pay for a charging service, and if so what would be a fair price. To solve that issue we decided to add other revenue streams such as advertisement and sponsorship. We believe that those added revenues will allow us to offer a competitive price.
Second, we need to look at competition, most of our competition focuses on the individual end users. However, no one has developed a system like ours that will incorporate mobility and green technology into one unit.
Finally, costs; we need to find a way to minimize production cost of our device. That is why we want to have the assembly line in house so this can be controlled.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanWhat is the benefit or value you're creating for your business?
With 450M users, Africa has become the 2nd largest cell phone market in the world. Yet 70% of Sub-Saharan Africans do not have access to electricity. In Rwanda it is 16%; yet the cell phone penetration rate is 43%. ARED provides an innovative solution to this challenge using solar energy to provide mobile charging stations. This product will allow people to charge their cell phones while on work breaks, waiting for the bus, or in remote areas. This environmentally friendly solution would be 100% independent from a grid.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I bring 10 years of small business experience to this endeavor, operating businesses in two different countries. In September 2012 I closed my US business to focus on ARED full time. I have funded this business with $100K of savings that will last about a year. I have hired a strategic consultant who will work on acquiring seed funding for our first three years. A Polish engineering expert has just finished building our prototype, and we are ready for testing. He will continue to serve as a technical consultant. Finally, I am a native East African and have an extensive network in Rwanda and other countries. After living abroad for 20 years I am happy to return home to help invest in my country.
Expand on your answer, explaining the long-term funding and support plan.
Our long term funding will be based on equity loan and partnership with companies that will see an added value with our product. Most of the cost will come from purchasing the materials to build our product. However, the cost should be recouped in 6 months to a year. We will have several revenue streams: rental contracts with franchisees, charging fees from customers, and advertisement space. The largest hurdles will be getting seed funding to start-up over the next two years, and developing a robust franchise model. Within the first three years with 1000 MSCC units we can reach the majority of persons in Rwanda. This estimates 100 unique users per week. The first path of expansion would be to other East African countries: Burundi, Kenya, Uganda, Tanzania, Nigeria.
Tell us about your partnerships across your company and externally that are key to your project's success.
Our product will focus on the cell phone owner, therefore cell phone companies will be a perfect match for partnership. Our immediate goal is to develop a sponsorship agreement or non exclusive advertisement agreement with cell phone companies that will create a win win situation for both of us.
What internal support have you gotten for your project? What kind of push-back have you received?
As off 2013, we have not had any sponsors or investors. However we are in the first few months of start-up. We have received a lot of verbal support from people that believe this is a great idea with a high potential for success.
Ecogeaneration NGO has established a unique Solar Demo site to be used for demonstration and promotion of solar appliances. A solar drier is established and is producing dried fruits and berries using the local produce. The Demo site is also used for demonstration campaigns for entrepreneurs, businessmen, NGOs, producers and the public from Armenia, Georgia and the region.
Ndiga Nyaga has developed an initiative that brings electricity to underserved rural populations in Kenya. By empowering communities to come together and invest in the construction and operation of local hydroelectric power plants and distribution networks, Nyaga is helping increase the quality of life as well as productivity of individuals living in rural areas.
Village Vancouver inspires individuals and organizations to take actions that build resilient and sustainable communities. We are one of several hundred official Transition Town Initiatives spreading across the globe, the first in the Lower Mainland of British Columbia and pleased to join our fellow sustainability pioneers in Victoria, Nelson, Salt Spring Island, and Powell River.
The PRIZE: emPOWERING PEOPLE AND PLACES. A comprehensive, multifaceted strategy to improve high vacancy and joblessness through community ownership and enterprise.
SEED is a non profit seniors initiative to grow fresh vegetables in two empty greenhouses, at Lakeside Park,Nelson.
We intend to provide fresh affordable food to low income sectors in the community, and to involve all ages in growing their own food, almost year round.
The project is designed to help with issues such as poverty, malnourishment, isolation and depression, by offering a venue where people can work together in community gardens, while building social connections.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: PRIZE.
Created on 09/11/2012 by urbanspacelab
The PRIZE: emPOWERING PEOPLE & PLACES. A comprehensive, multifaceted strategy to improve high vacancy and joblessness through community ownership & enterprise
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNama Organisasi
Evolve Foundation (President: Peter Winslow)
Negara Organisasi
United States, PA, Philadelphia, Philadelphia County
Negara tempat organisasi ini menciptakan dampak sosial
United States, PA, Philadelphia, Philadelphia County
Apakah organisasi Anda adalah:
Hybrid
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Has the organization received awards or honors? Please tell us about them
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Ide (yang Anda yakini layak diluncurkan)
Berapa lama Anda terlibat dalam operasi?
Masih dalam tahap ide, namun segera akan meluncurkannya
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Quality, Equity.
The Need: What problem are you trying to solve?
Philadelphia’s robust 19th century working neighborhoods never recovered from severe 20th Century deindustrialization. As a result, many neighborhoods in Philadelphia struggle with problems associated with vacant, derelict, and underutilized properties; they struggle with extreme financial and economic hardships, and lack even basic financial services; schools are under-resourced and under-funded; neighborhoods lack food access, public amenities, transit, and health services. Neighborhood “improvement,” where it occurs, typically brings gentrified residential districts: existing occupants lose control over housing costs, employment opportunities, and the quality of their lives. Solutions to date have been piecemeal and ineffective: promised much but delivered little.
The Solution: What is your solution? Be specific!
Reconceptualizing and repurposing currently vacant urban industrial properties as production, employment, and social hubs is crucial to the empowerment of these communities, a comprehensive approach to “sustainable communities”: environmental sustainability coupled with cultural, economic, creative, and social sustainability, and other key elements of a functioning urbanism. The PRIZE is an evolving collaborative vision and creative public-private partnership of business, political, academic, design, city, and community stakeholders: it integrates creative community land initiatives with programs that stimulate social and economic independence, functioning as a “living laboratory” for collaborative development and demonstration of replicable models for revitalizing struggling inner-city communities. Supporting local entrepreneurs, it nurtures profitable ventures rooted in the community, and providing internships, training, mentoring, and education to generate a locally-based workforce.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The PRIZE (Philadelphia Renewables Innovation Zone for Entrepreneurs), the project will harvest knowledge from the pioneering EEB-Hub, become a “living lab” for cutting edge renewable energy techs and strategies, and develop a comprehensive model of small-business incubation, employment training, financial services, public amenities, and co-operative community ventures and land-holdings.
The PRIZE Campus:
1. The PRIZE Core, a business ecosystem: an Entrepreneur & Employee Training Hub, R & D Lab, and high-tech light manufacturing center for renewables) acting as demonstration for a next wave of light industrial manufacturing that closes the loop on waste cycles through green-engineered manufacturing byproducts that provide feed
2. PRIZE Credit Union, a community-owned local banking system, financial services center, and investment fund with micro-financing services to expand small business development beyond the Campus.
3. PRIZE Land Trust, a network of vacant land, that enables local residents to take ownership of City-owned neighborhood vacant lots, to act as a community-led bolster against gentrification and development that is outside the scope of neighborhoods goals. Residential and commercial lots can be preserved as public assets, green infrastructure, and open green space, supporting the comprehensive strategies of The PRIZE.
4. PRIZE Utility, a neighborhood-wide, phased, municipal cooperative urban microgrid to generate power, testing advanced renewable technologies.
5. PRIZE Realty, an innovative real-estate model to acquire and manage the PRIZE Campus.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The uniqueness of The PRIZE lies in both a "systems of systems" approach to community development, and a novel model of incubator: entrepreneurs are found in the local community and brought to implementation in the PRIZE Core, which supports manufacturing. This ensures business start-ups, and thus jobs and economic growth, remain in the community. Existing incubators (such as Good Ventures) typically host entrepreneurs solely to help ideas to implementation, who move to premises elsewhere at the end of the process. The PRIZE promotes more effective alliances and communication between educational institutions, employers, job intermediaries, and employees: peers and competitors are thus viewed as potential allies and partners.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Winlsow and I met in early 2012. His proposal for the PRIZE immediately struck me as a "eureka moment": the first really comprehensive and viable solution to both community development and entrepreneurial incubation. As "systems of systems" practitioners and teachers, Winlsow (who teaches at Rutgers) and I (teaching at UPenn) both view a systemic approach as critical. Experienced in different fields--architecture, business, and renewable energy technologies--we fed off each others ideas, and, with help from a range of partners, were able to expand and enrich the project's scope, and flesh out real solutions to the full range of problems facing struggling urban neighborhoods.
Please describe the goal of your initiative; outline what you are trying to achieve
Peter Winslow, Evolve's Founder and President, developed The PRIZE in response to both the failure of traditional social sector responses to intractable urban poverty and under-development, and as a result of his own background in entrepreneurial practice and teaching. As government and NPO models have failed American cities in need, Winslow looks to hybrid models--novel private/public partnerships and non-profit/for-profit enterprises--to provide a more sustainable and robust solution.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Micro-financing organizations in the US tailored to work with under-served urban communities.
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The first PRIZE Campus is situated in North Philadelphia, in one of the most challenging areas of the city. The community, majority African American, has high crime rates, especially violent crime, high joblessness, low employment, few local businesses, high vacancy and under-development, no banks or credit unions, little access to financing, no start-up or business support services, and little investment. Dollars circulate in the community 1-2 times, compared to 7-10 in affluent areas of central Philadelphia.
Could your solution work in other geographies or regions? If so, where?
The PRIZE is scalable: PRIZE campuses can be developed in other neighborhoods, and other cities: “Second PRIZE,” “Third PRIZE.” Once the businesses are ready to expand, Evolve moves out of the PRIZE Core, and seeds another PRIZE elsewhere in the city. Our solution is "open source": available to other cities and nations to replicate.
If your solution is dramatically successful, how will things be different in 10 years?
The First PRIZE will have become a robust center of the community, providing social, cultural, educational, financial, business, and start-up services, and public amenities. It will have replicated to other communities in North Philadelphia, and other Philadelphia neighborhoods (e.g. West Philly). Other people will have taken the model to scale in cities like Detroit, Baltimore, Pittsburgh.
It will have positioned Philadelphia as a player in the rapidly emerging sustainable industrial sector to connect local firms to a key driver of future industrial demand, and increase and diversify the range of advanced manufacturing in the City.
It will have produced a model for conducting full-spectrum retrofitting using industry best practices and technologies for renewable energy and energy efficiency: a new paradigm for integrated building design, construction, commissioning, and operation, using state of shelf, and state of art best practices.
What will have had to have changed to make this happen?
New models of community engagement that power and empower individuals to reinvent their own urban neighborhoods: The best innovations for solving urban economic, social, and ecological sustainability are ones that empower the community to innovate (for) itself.
Market and community readiness for a new model of incubator: the business ecosystem which nurtures entrepreneurial businesses rooted in the community and geared towards commercialization of new ventures. Focuses on select business types that are at forefront of new energy technologies and that will help to keep those manufacturing industries in Philadelphia. Develops green engineered business processes: by-products are tracked and used on site or elsewhere for other processes (each business that comes in feeds off the others, in a systemic chain of collaboration, economies, materials, etc). Provides internships, training, mentoring and education to generate locally-based workforce.
What has been the impact of your solution to date?
The project is in development stage: it has support from local and federal government agencies, with a letter of intent setting out a site and path to ownership, and has a projected start-up timeline. This project is looking for impact investors and seed-funding while establishing networks, alliances, and partnerships, developing business plans, and initial design strategies. To date, the PRIZE is gathering interest and support, and seeking development grants while awaiting remediation of the site by the City of Philadelphia.
What is your projected impact over the next five years?
Implementation of the First PRIZE Campus, and the opening of the Second PRIZE.
First PRIZE will become a demonstration project for a systems of systems approach to comprehensive revitalization and rehabilitation: sub-zero waste-to-resource feedbacks, smart retrofit and high-tech/low-cost smart construction, a central hub for a neighborhood-wide, phased, municipal cooperative utility for net-surplus energy generation, a larger system of feed-back and re-use including grey/black water recycling, rain capture, pollution mitigation, a "living lab" for testing a full range of advanced renewable technologies, productive and active 3-D green roofs, year-round horticulture, a “triple bottom line” social enterprise incubator, a dynamic workforce trained for “green” manufacturing and service jobs
What barriers might hinder the success of your project? How do you plan to overcome them?
The complex politics of working across silos of government, community groups, competing NPOs and NGOs, CDCs, and other stakeholders; managing a large number of partners. Solution: developing innovative models of cooperation and collaboration, following the model of the EEB-Hub (Energy-Efficient Building Hub at The Navy Yard), with the addition of models for working in partnership with community groups.
As an “ecosystem,” disruptions are managed to be evolutionary and adaptive, rather than external to the needs of the business entity.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Tugas 1
Establishing grant funding to support project development.
Now think bigger! Identify your 12-month impact milestone
Tugas 1
Completing community engagement
Tugas 3
Funding and beginning on-site construction
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
• City of Philadelphia Departments of Commerce & Public Property
• Tied to EEB-Hub as first replication model in the city of Philadelphia, outside of Naval Yard
• Universities: Rutgers, Morgan State, Penn, Carnegie Mellon, Temple
• DOE, USDOC Economic Development Administration, US Small Business Administration ("SBA"); the National Institute of Standards and Technology ("NIST"); and US Department of Commerce, Economic Development Administration ("EDA")
• Strawberry Mansion & Brewerytown CDCs (Community Development Corporations)
• State of Pennsylvania
• Local foundations
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
Utilizing the model of disruptive innovation, the PRIZE is a hybrid for-profit/nonprofit that enables a full range of operations and partnerships, and builds new forms of cooperative organizations using enterprise as a model and driver of community development.
The PRIZE brings together design, business, real estate, environmental infrastructures and renewable energy generation, smart retrofit, networked landscape strategies, explicit physical and infrastructural links to surrounding neighbors, and financial innovation.
Philadelphia has a growing social innovation sector, a entrepreneurial Mayor and an administration geared to innovation, strong community development leaders and models, and a local council ready to support projects like the PRIZE: the time and place are right.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Impact and angel investors looking for clear metrics and strong SROIs.
Connections to partner organizations who could provide complementary community services.
Created on 09/11/2012 by Jones Ntaukira
Enabling rural entrepreneurs build self reliant communities.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
Apakah organisasi Anda adalah:
a. Nirlaba
Berapa lama organisasi Anda telah beroperasi?
Beroperasi selama 1-5 tahun
Has the organization received awards or honors? Please tell us about them
SSE Social Entrepreneur of the Year 2010 (Founder)
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Pertumbuhan (eksperimen Anda sudah dijalankan, dan mulai dikembangkan)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Equity.
The Need: What problem are you trying to solve?
Access to financial services in the form of both capital and savings is a pressing challenge for rural entrepreneurs in Malawi. Formal collateral is an issue and the extreme remoteness of some areas means that microfinance institutions (MFIs) tend to avoid working there due to ‘uneconomic’ operation costs. The only option is money lenders who charge up to a 100% in interest. People find themselves borrowing money to settle another loan resulting in a desperate state of indebtedness. Also, development projects mostly fail because of lack of sustainability after the ‘project life’. The Solution to this is to enable people fund their own development initiatives and enterprises through a community bank that is owned and managed by member villages.
The Solution: What is your solution? Be specific!
Empowers Community Development Bank is an improved savings and credit cooperative model based on membership and participation. Villages come together and deposit their money where others can access it at an agreed interest. Membership is Village based, once a village is registered then its villagers can form groups to make deposits or deposit as individuals. Loan allocation is in proportion to the level of village based savings in order to encourage a culture of saving. A village can take a development loan from the bank to- for example, drill a village borehole. Individuals can also take a loan with their village membership acting as collateral. The Community Development Bank also provides certified business management training (CEFE) to ensure that the bank’s clientele are able to generate effective business plans to meet funding requirements. Tailor made services are also provided e.g. Women Loans.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Community Development Bank (CDB) started as a pilot with Zatuba Village (South-East Mzimba) which comprises of 40 households. This village wanted solar lanterns compared to kerosene and torches. Empower, bought 40 solar lanterns delivered to the Village Development Committee and agreed to a 9 month recovery period without interest. The VDC collected money from the solar lanterns in time and that became seed money for a CDB that expanded to 38 villages in just 1 year. An AGM makes operating guidelines for the bank. The CDB is owned by Chiefs who form an advisory committee. Chiefs in turn send 2 representatives who amongst themselves elect Bank Committee which manages the bank as volunteers and hires officers. Membership is village based, a village pays membership fee (one time), its clients open books with the bank to make deposits. Depending on deposits, each village is allocated loan sum. The village then draws from that allocation. First time individual applicants have to join a club which acts as a collateral. Later if there is no history of defaults, individuals apply directly but with authority from their village chief and the village membership acts as surety. The CDB also organises certified business trainings and one has to have a certificate to acquire business loan.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Peers & competitors:
Opportunity Bank of Malawi – commercial entity- legal bank
Money Lenders – Called locally as ‘Katapira’ (Caterpillar) because they offer 100% interest loan instantly.
No bank gives a loan to a village to drill a village borehole for example, or construct a village child care centre. They do this as part of their CSR which undermines people’s capability. CDB specifically aims at enabling individuals and villages build self reliant communities- fund their own projects. It is established by villages for villages through a vision workshop. All guidelines are determined by an AGM with chiefs acting as advisors.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The approach towards developing community banking flowed from our view to develop solutions that enabled self-reliance. James, Shyamika and Shanil discussed how pivotal affordable finance was for sustainable development - they researched many MFIs. While they loved the concept, they saw limitations in terms of product/service offerings and crucially ....ownership. Thus the concept of CDB was a natural solution in the context of us enabling self-reliance in 5 years. When we successfully piloted village savings to pay for solar lanterns; that was it! We discovered a ‘power in unison’ model that can be applied anywhere to enable communities build self reliant communities while upholding human dignity and without exploitation. Given our organisation’s holistic approach – a community based solution to finance integrates beautifully with components such as agriculture, water, sanitation and energy access.
Please describe the goal of your initiative; outline what you are trying to achieve
We believe in human potential and the capacity of people to action their vision for change if given the resources and opportunity. The main goal of our initiative is to enable financial inclusion, starting with the South-East Mzimba region (38 villages). This would enable the region to provide its people with: Promote a culture of saving and a safe centre for local deposits; Provide affordable capital for businesses as well as local development projects; Provide vital business education to entrepreneurs and leaders to develop viable business and development plans; The means to deploy renewable energy solutions such as solar lighting through tailored loans; The possibility of insurance services should the Bank Committee decide to add to their service provision capacity.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
Remote villages and their social entrepreneurs. Rural populace accounts for over 80% of Malawi’s total population mostly as small scale subsistence farmers. Over 50% of the total population live below poverty line mostly in very remote locations neglected by MFIs and Banks due to high operation costs to access them. Agriculture is the highest GDP contributor as high as 70%. CDB wants to introduce very simple and quick financial system and education flexible enough to be understood by a grade 5 drop out. CDB also in essence brings the town to the rural as much as possible thereby enabling the creation of jobs and locally driven development
Could your solution work in other geographies or regions? If so, where?
One key success factor to CDB is a 5 year community vision which is arrived during a Participatory Vision Workshop and revised every year. This ensures that everyone taking part in CDB is aware of where the communities want to go and how they will achieve their dream. This ensures that the CDB is built on Unity, Trust, Transparency and Accountability. That said, the CDB model can be replicated anywhere in Malawi and beyond as long as a Vision Workshop is priotised. A number of villages (as many as manageable) can come together as a Development Epicentre and develop a CDB of their own.
If your solution is dramatically successful, how will things be different in 10 years?
We anticipate that in 10 years CDB’s would enable a highly decentralized, community driven approach to development. Local epicentres for rural finance would reduce reliance on external or predatory money lenders and shift the responsibility and energy for development towards local village committees that collaborate at a regional level. This would in turn make the work of many Aid and Development organisations redundant or relegated to support roles that work off existing social infrastructure. Additionally, we feel that there would be an increased culture of saving among the rural people. CDB’s financial services must diversify to include Livestock insurance, school fees loan, life insurance, seed bank and adhoc. We also expect that Village Development loans will be large enough to afford large projects like biogas or hydro plant installation thereby increasing rural electrification which was key to the development of this project idea- access to renewable energy technologies.
What will have had to have changed to make this happen?
Employment of a technical person
Intensify Women and Human rights campaign
Introduce Mobile Banks to ensure security of deposits
Introduction of a number of vocational training
Develop strategic partnerships for example with the Veterinary Department to provide extension services to livestock farmers like poultry and dairy farmers
What has been the impact of your solution to date?
From 1 village of 40 households, the first and only CDB has grown to reach 38 villages with a population of more than 5000. The bank’s capital has increased from MK155, 000 to over MK1million in less than 1 year. 9 individuals have already accessed business loans. Over 300 people have undergone a business development and management training. 1 village has acquired a solar lantern loan, one has acquired a loan to construct a water tank and have access to clean water. A culture of saving has begun with more people joining. Leadership skills among the leaders have improved tremendously. Some people were taken on an education visit to another area to learn how to lead and this has since increased their self confidence. One of the rules for the CDB is that a Woman must always head the CDB and also in any committee and club they must achieve 50:50 gender balance and this has empowered women.
What is your projected impact over the next five years?
Currently there is only one CDB in one district in the northern region. The target is to have a CDB everywhere Empower establish a new project. Thus in the next 5 years we expect to have 2 more CDB- one in the central region and one in the southern region.This will help directly reach out to more than 30,000 people.
What barriers might hinder the success of your project? How do you plan to overcome them?
Barrier: Business copying among rural entrepreneurs
Solution: Introduce and promote vocational training (train and provide start-up equipment)
Barrier: Currently heavy reliance on volunteers
Solution: Introduce paid positions within CDB
Barrier: Government delays in offering registration to operate as a financial institution
Solution: Partnership with a commercial bank
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Increase Bank capital base to MK3million excluding deposits
Tugas 1
Village by village awareness campaign
Tugas 2
Introduce small cash loans
Tugas 3
Allocate special money for loans for renewable energy technologies
Now think bigger! Identify your 12-month impact milestone
Construct a community development centre, to house the CDB, a community hall, library (information centre) and a dispensary.
Tugas 1
Fundraising and budgeting
Tugas 2
Community contribution- contribute resources and materials within reach like sand, labour, quarry and bricks
Tugas 3
Chiefs (communal land owners) to allocate land for the project and be approved by an AGM
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
CDB already is in the process of partnering with Opportunity Bank of Malawi to become its mother bank. Later on, we intend to have Mobile Van Banks visit the CDB on schedule weekly to ensure security. CDB can also take loan from the mother bank at times. We also partnered with Business Expansion and Entrepreneurship Development (BEED) Malawi, which offer internationally certified CEFE training in business development and financial management.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Targeting other very remote areas especially in the central and southern region of Malawi. The reason is to extend this initiative to other able communities who are willing and ready to turn their situation themselves without being exploited. Our target is to have 1 CDB in each region within the next 5 years and eventually 1 in each district for the next 20 years.
What type of operating environment and internal organizational factors make your innovation successful?
We are a valued-driven organisation and our partners work within this framework. Our operations centre on facilitating community-driven change with a view towards making our role redundant. Thus at the core of all activities is the intent to transfer knowledge and build local capacity around the provision and management of financial services in a manner that does not require our sustained involvement.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We would love to partner or get an investor to help us replicate CDBs across Malawi. We can also offer support and collaboration with other organisations and innovations.
Created on 09/10/2012 by Gina Starblanket
A sustainable and interactive forum for First Nations communities to share, explore & work towards innovative solutions to their renewable energy needs.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver, Coast and Mountains, Vancouver Island, Thompson Okanagan, Northern British Columbia, Cariboo Chilcotin Coast, Kootenay Rockies, Columbia Basin.
Apakah organisasi Anda adalah:
tidak ditentukan
Berapa lama organisasi Anda telah beroperasi?
Beroperasi lebih dari 5 tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanPilih tahap yang paling sesuai untuk solusi Anda:
Established (past the previous stages and has demonstrated success)
Berapa lama Anda terlibat dalam operasi?
Beroperasi selama 1-5 tahun
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
-Need for opportunities to build upon and share information about renewable energy initiatives provincially/nationally.
-Need for an ongoing forum for First Nations to connect around and learn about various projects, practices and policies involving energy conservation and renewable energy
-Community need for support and opportunities to develop and implement collaborative sustainability projects (energy and resource management, food security, culture, economic development, training and capacity development)
-Need to promote and encourage the sharing of best practices and solutions around community-driven renewable energy projects
-Need to create employment and service-learning options for current students, recent grads and alumni in Science, Tech, Engineering and Math fields
The Solution: What is your solution? Be specific!
-To provide a forum for discussion, education and innovation that brings together BC community members, Indigenous youth, academics, industry representatives, and government to showcase Indigenous community sustainability projects and to share about renewable energy initiatives.
-To work with communities to identify their energy needs and priorities, to share sustainable energy opportunities and build the capacity needed to undertake successful projects. We also invite reps from a range of government ministries to promote policies that will foster sustainable development and energy sovereignty for First Nations.
-While this initiative has been delivered as a 2-day Symposium in the past, it is gaining ground with many attendees and stakeholders having expressed interest in staying expanding the format and staying connected throughout the year. We are thus seeking to integrate more community-building, service-learning, and connection opportunities for students and stakeholders.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
A forum that brings together attendees from all over Vancouver Island, BC, and Western Canadian provinces including industry representatives, youth, and chiefs, councillors, and energy and resource project managers from local First Nations. This year, we plan on integrating an additional career-focused component with the aim of facilitating networking opportunities and connections between First Nations learners and prospective employers/mentors.
Examples of past First Nations Renewable Energy Forum components include
1)Panel Presentations, such as
•A photo essay: “Oil on Lubicon Land” presentation from Melina Laboucan Massimo
•BC First Nations First Climate Change and Adaptation project – Xeni Gwet’in
•Climate Change and Sustainable Communities
•Cowichan Tribes energy planning
•T’Sou-ke Nation Solar project and community Greenhouse Project
•Douglas First Nation Hydro Projects
2)Workshops consisting of:
•Project Planning
•Technology (Solar, environmental Remediation,)
•BC Hydro- Standing Offer program
•Fortis BC Community Energy Solutions
•Goethermal Energy
•Training and Capacity Building
3)Programs for Indigenous youth:
•Building and Designing Wind Turbine Blades
•Presentation from UVic Computer Science, and UVic Aboriginal Students in Science and Engineering
•Traditional Foods presentation
•Campus Tour
•BC Hydro Youth Conservation workshop
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
While there are several organizations and groups working on First Nations renewable energy initiatives, these are typically industry-driven and do not always account for the socio-economic barriers facing Indigenous peoples regionally and nationally. The proposed initiative is not-for-profit and is unique in its approach, which seeks to foreground both community and student voices in the coordination and execution of all program components. Additionally, the collaborative design of the organizing framework allows us to incorporate interdisciplinary research opportunities over the typical industrial applications and technologies.
This Entry is about (Issues)
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Blackfoot Electrical Engineering Masters student Jessica has a goal of helping First Nations communities achieve energy independence: "I'd like to help First Nations communities achieve energy independence using renewable energy technology. In my educational and co-op training, I gained experience with energy and power monitoring, wind turbine design, solar electric installations and solar thermal systems. I hope to help communities implement renewable energy projects that will alleviate energy (diesel) costs for communities off the grid, provide emergency power, and build economic capacity through generated power revenue for on grid communities."
-Jessica Bekker
Please describe the goal of your initiative; outline what you are trying to achieve
-Education and awareness
-Sharing of ideas between community partners and other stakeholders
-Strenghtening partnerships between communities and with government, industry, and academic institutions
-Networking and facilitating connections between students, community members, and relevant industry and government representatives to promote educational and employment-related opportunities.
-Inspiration and mentorship for youth
-Facilitating the collaborative development and sharing of capacity development models and industry-specific knowledge and skills
-Identification of current and future energy needs from community stakeholders to integrate into our institutional approach to community partnership building
-Increased cultural support for student transitions to industry
What has been the impact of your solution to date?
Facilitating education and awareness around community-based renewable energy and conservation projects, as well as traditional ecological knowledge. Promoting continuous knowledge-sharing and an ongoing venue for career and service-learning connections in this field. Sharing visions, best practices, barriers, and challenges around renewable energy initiatives, programs, research, and innovations.
Over the past 3 years we have had over 350 attendees from all over Vancouver Island, the province and as far away as Alberta. There have also been over 20 First Nations represented by chiefs, councillors, and energy and resource project managers. We have also had Indigenous youth attendees from Cowichan Tribes, LA,WALNEW High School, Esquimalt High School, and the Saanich Adult Education Centre.
What is your projected impact over the next five years?
To advance this initiative by integrating broader and more diverse representation from regions across Canada. To build on the groundwork laid in the past 3 years by expanding this initiative beyond a two-day event into an ongoing, interactive medium for knowledge-sharing, research and investment, and networking and employment in the fields of renewable energy. To incorporate a greater focus on building career connections and service-learning opportunities with the aim of supporting student transitions out of post-secondary and into culturally-relevant work experiences in their fields of interest. To support communities in identifying their renewable energy needs and interests, building capacity, and facilitating connections with relevant research, industry, and government representatives.
What barriers might hinder the success of your project? How do you plan to overcome them?
This event has been extremely well-received by collaborators and attendees in the past, with students, community-members, and industry representatives expressing strong interest in its continuation. The primary barriers impacting the success of this initiative include the need for adequate funding to carry out the organization and delivery of the symposium in a respectful and culturally-appropriate way.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Deliver a community-driven forum on First Nations Renewable Energy initiatives
Tugas 1
Continue to resource the event through external funding and grant proposals
Tugas 2
Encourage active and ongoing involvement of new and existing community partners from the early organizational phase
Tugas 3
Hire contractor to oversee the collaborative organization of this event
Now think bigger! Identify your 12-month impact milestone
Expand initiative into ongoing First Nations Renewable Energy network and online community
Tugas 1
Encourage and promote membership in First Nations Renewable Energy Network at next year's symposium
Tugas 2
Establish online network of individuals and groups interested in First Nations Renewable Energy initiatives
Tugas 3
Share project ideas, webcast discussions and conferences, facilitate and deliver webinars to one another
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
This event is organized through collaboration between UVic's Office of Indigenous Affairs and the T'Souke Nation, a partner with UVic's Aboriginal Service Plan. In the past, we've had other ASP partners and reps from UVic, UBC, Camosun College and the Native Education Centre in attendance. The integration of a service-learning and career component will involve more First Nations partners who have expressed interest in creating additional community-based employment, co-op or mentorship opportunities for current students and recent grads, particularly in science, tech, engineering & math fields.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
The target audience for next year's event involves anyone interested in learning about or working on First Nations renewable energy projects. We plan to increase and diversify our the target audience by promoting the initiative online to make it accessible to regions across Canada. We will also explore opportunities for more distant or remote communities to share their renewable energy projects or ideas through an interactive online medium and learn about initiatives of interest and relevance in other communities, which would bring the scope to an international plane.
What type of operating environment and internal organizational factors make your innovation successful?
Some of the primary factors that will contribute to the success of this innovative network include the close accessibility and availability of skilled faculty, staff and researchers, the strong and active community/student voice that informs the planning process, and the collaborative and community-based nature of the organizing framework for this initative.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
-Offers a centralized resource and online community of people interested in First Nations Renewable Energy solutions and innovation
TWB is building an Online Clean Energy Products Portal to streamline access to appropriate, affordable and quality Clean Energy products from qualified manufacturers for Small and Medium Clean Energy Enterprises in developing regions of the world.
Created on 09/5/2012 by eduardo cauduro mallmann
We empower communities with energy generation autonomy through Social Bioethanol. Our projects include ethanol Micro Distilleries which drive markets and take modern energy services to small rural communities, whose lives are greatly improved by benefits spanning from food security to job generation.
baca seterusnya ↓↑ menyembunyikan↑ menyembunyikanNegara tempat organisasi ini menciptakan dampak sosial
n/a
Apakah organisasi Anda adalah:
Bisnis
Berapa lama organisasi Anda telah beroperasi?
Beroperasi kurang dari satu tahun
Informasi yang Anda berikan di sini akan digunakan untuk mengisi bagian mana pun dari profil Anda yang masih kosong, seperti minat, informasi organisasi, dan situs web. Tidak ada informasi kontak yang akan ditampilkan untuk publik. Hapus centang di sini jika Anda tidak menghendakinya..
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanName Your Entry
Social Bioethanol to the World
Pilih tahap yang paling sesuai untuk solusi Anda:
Permulaan (eksperimen pertama baru saja beroperasi)
Berapa lama Anda terlibat dalam operasi?
Beroperasi kurang dari satu tahun
The Need: What problem are you trying to solve?
We help solve the complex outcomes of energy poverty by proposing the Social Bioethanol concept as a vector for human development, bringing autonomy and awareness to rural communities around the world. More than 1.3 billion people in our planet lack access to electricity and that almost 3 billion still cook with indoor polluting fuels? This reality unchains a series of socioeconomic and environmental effects which impair quality of life and keep communities from establishing in a healthy and dignified way.
The Solution: What is your solution? Be specific!
We introduce the concept of Social Bioethanol as a viable solution to energy poverty. It is comprised of a closed loop cycle of sustainable alternatives aimed at empowering communities, giving them autonomy and raising their awareness to energy as a basic right. We start off from an integrated view, by cultivating energetically sustainable crops, food security and energy access are guaranteed. Surplus and non-food grade feedstocks feed the Micro Distillery to produce Bioethanol.High aggregated value co-products from the Micro Distillery, vinasse and bagasse, can be used to fertilize crops, feed animal and supply the boiler. We propose using this renewable fuel, made by and for the community, as a vector for human development. In farming, electric irrigation and ethanol-powered machinery are main transforming factors, as they bring higher productivity levels, create jobs, generate income, and other autonomy-stimulating results.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Around 8 million farmers live off planting cassava in Nigeria. Annually, approximately 38 million tons of it are harvested, more than in any other nation. Besides, they are also big cashew producers. The farming center for these products is located southwest of the country, in Ogbomosho, in the Oyo State. That is also the location of NABDA (National Biotechnology Development Agency) which has ordered the installation of a Green Micro Distillery(GMD). With capacity to produce 1000 liters of Bioethanol per day, the GMD is fed by local crops. This project will be a pilot in producing cooking fuel in Ogbomosho’s rural communities and surroundings. Placed near cassava crops and cashew trees, the equipment uses surplus cassava harvest and cashew apples which are discarded when their nuts are ripe. This is a pioneering Project in Nigeria and the African continent. Besides the GMD, NABDA will provide 1000 ethanol cookstoves, known as CleanCook Stoves. These stoves have been designed to be safe and efficient and were chosen as ideal for Africa by Project Gaia, a non-profit dedicated to biofuel promotion and partnerships with governments to develop rural areas socio-economically. Using Bioethanol will bring two immediate benefits to local producers and inhabitants. First, pollution effects caused by wood and kerosene burning indoors, will be greatly reduced. Secondly, new stable markets will be opened for cassava and cashew farmers. Additionally, the ethanol-powered electric generator used by the GMD will provide electricity to some locations.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The fight for reducing energy poverty around the world has been embraced by many huge NGOs and Governments. Project Gaia and the Global Alliance for Clean Cookstoves are just two of many worth mentioning. Competitors are not many indeed, as most companies developing similar solutions do not have our social focus on empowering communities and making them autonomous in their energy production, generating jobs and opportunity through energy access. These competitors are either too big (and thus produce large solutions) or too profit-driven. They do not see the big picture. In other words, they sell equipment, WE develop solutions. The only challenge they pose is by competing fiercely for price thanks to their financial capabilities, but they would still be selling just machines, not changes.
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
We have approved projects in Nigeria, Guyana and Haiti, all of which will strike energy access problems, as well as pollution effects caused by wood and kerosene burning indoors.
What is your projected impact over the next 1-3 years?
With the completion of projects in Nigeria and Haiti, a great deal of interest has already been raised from different African communities, especially in Nigeria but also other countries such as Ethiopia, Mozambique, Kenya and Côte d'Ivoire. We can clearly see the implementation of project pilots in all fo these countries and many more, as well as a rapid adoption of the model in Nigeria where discussions for 10 more projects has already started with the support of major federal government players, such as development agencies and ministries. We believe at least 30 more projects like these are to be installed in Nigeria alone in the next 3 years. The possibilities for other countries are untold.
What barriers might hinder the success of your project? How do you plan to overcome them?
Our main asset is the innovative technology of our Micro Distillery, so one of our greatest threats is the lag of our technology. For this constant-work in research and development in order to stay ahead of our challenges is our goal. The diffusion of the concept of Social Bioethanol is also crucial for our projects to succeed.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To sign contracts in six more African countries, as well as increasing our presence in Nigeria
Tugas 1
To successfully implement and maintain this pilot project in Africa so that it may serve as a model for other countries.
Tugas 2
To measure the benefit brought to these communities due to improved energy access and document it so that the world can see.
Tugas 3
To learn from the experience and how it can be adapted to other realities for maximum benefits.
Now think bigger! Identify your 12-month impact milestone
To successfully install these 6 projects in African countries + 10 in Nigeria. Sign with 6 more countries.
Tugas 1
To increase our work force in Brazil in order to meet demand.
Tugas 2
To make partnerships in Africa so that prices can be reduced and local industry can be fomented.
Tugas 3
To strengthen partnerships with key players to promote and fund the idea.
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
When the first tests of cassava cold fermentation to produce bioethanol worked, I knew that a great solution was created. This is the main source of starch in africa and the process is really quite simple. I knew then that I had found an answer to the problem of access to energy in Africa, and the World!
baca seterusnya↓↑ menyembunyikan↑ menyembunyikanCeritakan tentang kemitraan Anda:
Project Gaia, Inc. is part of a global initiative for the development of clean-cooking fuels. It seeks to establish and promote the use of alcohol fuels for household energy for all who have limited access to clean energy, including disadvantaged and marginalized peoples who suffer the added burden of being energy poor. Our partnership works since we close the cycle of clean cooking prompting the community to produce its own fuel.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Our projects usually require a triangulation, where we offer the solution, a community benefits from the Social Bioethanol and a organization provides funding. It would be important that the Changemakers network could connect us to those organizations that fund the projects.
