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

1. Partners for Innovation BV
who we are
what we do
what we intend to achieve
in Europe and in Africa
Mini seminar Bachelier en Coopération Internationale
4 February 2014, 15h40-17h40, Liège, Belgium
Peter Vissers, Managing Director
www.partnersforinnovation.com
p.vissers@partnersforinnovation.com, +31 6 4260 9354 (NL) +32 497 570 466 (BE)
© Partners for Innovation
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2. Agenda
1.
2.
3.
4.
5.
6.
7.
Introduction
PfI: who what where how
PfI: example project in Mozambique
PfI: Africa strategy
Group assignments
Reporting on group assignments
Closure
2
15h40
15h50
16h00
16h10
16h20
17h00
17h40

3. About Partners for Innovation
Partners for Innovation is a
leading consultancy for
sustainable innovation based in
the Netherlands.
Together with our clients we
achieve profitable solutions for a
biobased and circular economy.
In Africa we focus on profitable
and responsible biomass chains,
and on scaling up agroforestry.
We have worked on these topics
in Ghana, Niger, Nigeria,
Madagascar, Mozambique,
Senegal, South-Africa, Zambia
and Zimbabwe.
Our ambition is to help biomass
and agroforestry actors to be
succesfull.
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4. About Partners for Innovation
Our expertise
Profitable and Responsible Biomass Chains
 Agroforestry scaling-up (Cleanstar Mozambique, Oxfam Niger/
Nigeria/Netherlands/Senegal/Zimbabwe)
 Bio-energy business plan development (Bio2Watt, E+Co, Green
Resources, Simgas, Wakawaka, etc)
 Bio-energy sustainability policy and monitoring (Ghana Energy
Commission)
 Bio-energy sustainability private sector development (CEPAGRI+
DNER Mozambique, Jatropha Alliance, NL Agency, WWF
Madagascar)
 Carbon credit development (Bio2Watt)
 Land governance (NL Embassy Mozambique)
Climate & Sustainable Energy for All
 Carbon footprint (SunBiofuels, Triodos bank, etc)
 Climate policy (Efico, BTC-CTB, etc)
 Renewable energy potential in EDCs (EC)
Product Innovation
 Cradle to Cradle (Desso, Vanderlande, etc.)
 EcoDesign training (DAF Trucks, Dorel , FME, SITA, etc.)
 Sustainable packaging (NVC, Schoeller Alibert, etc.)
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5. PfI team
5

6. 6
PfI: what do we want to achieve?
2015 ambitions PfI
1.
Nr-1 in NL for support to companies on sustainable innovation, and for
developing project plans for sustainable innovation. Top-5 in BELUX
2.
Top-10 in NL on supporting companies with bio-based economy
3.
Top-of-mind in several African countries and at the international level as a
practical and professional service provider for profitable and responsible
biomass chains and agroforestry
4.
1M€ turnover, 10 FTE, HQ in A'dam, hub in Brussels, hubs in West, East
and Southern Africa (300k€ turnover on African projects)
Source 1, 4: PfI strategic plan 2013-2015 (2012)
Source 2: NL market profitable and responsible biomass (2013)
Source 3: inspired from various documents

7. Example project 1:
Ecodesign training at DAF Trucks
EcoDesign training (2007-2014)
> Training of 120 designers / engineers
> Introduction to life-cycle impact assessment and to
EcoDesign strategies
> Own assignments participants
> EcoDesign Award
> DAF EcoDesign LCA tool

8. Example project 2
Closing the carpet chain of Desso
Assisting to put in place a takeback and recycling
programme for used carpets (2009-2016):
• Carpets are recycled using the innovative
separation technique called Refinity®, which
separates the yarn and other fibres from the
backing.
• Carpet tiles with DESSO EcoBase® have achieved
Cradle to Cradle® Silver Certification
“Desso offers clients a Take Back™
programme to ensure that products will
be recycled according to Cradle to
Cradle® principles”, Stef Kranendijk,
former CEO Desso.

9. Example project 3:
Scaling up agroforestry with Oxfam
Oxfam Novib (NL and Sahel offices - 2012-2014)
Scaling up Agroforestry in the Sahel as a structural
solution to move away from poverty and food
insecurity, towards climate-smart productive rural
communities
^ Two of the actor groups of
agroforestry scaling up:
local chiefs, women farmers
< Field visit: Niger, Dosso, 2010. One
spot, two views: trees on agriculture
land can make land productive

10. Example project 4:
assess sustainability rice husk
gasification project in Indonesia
Client: NL Agency (cofunding the project).
Period: May – August 2013
Assignment: sustainability assessment
Assessing people planet profit
aspects of the rice husk
gasification project against RSB
requirements

11. Example project 5:
Piloting the draft biofuel sustainability
framework in Mozambique (2013)
Four expected results:
1. Three biofuel project developers have used the sustainability framework
to pilot assess their compliance against the framework, and have
undergone a pilot monitoring visit;
2. The monitoring delegation has used the sustainability framework to pilot
assess the compliance of three project developers;
3. The experiences of these pilots are evaluated, lessons learned identified,
conclusions and recommendations are drawn;
4. Interested Mozambican biofuel stakeholders have had access to the
findings of the pilot through a seminar and a final report
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12. The draft sustainability framework in
Mozambique consists of 8 principles
Eight principles:
1. Legality
2. Social Responsibility
3. Public Consultation
4. Energy Security
5. Economic and Financial Viability
6. Food Security
7. Agricultural Productivity
8. Environmental Protection
Biofuel producers should comply
Government officials check compliance
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13. We did a pilot in four stages A - D
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14. Stage A: three companies participated:
1st: sugar cane company GEZ
(sugar cane > sugar and bioethanol)
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15. Stage A: 2nd participating company
Jatropha company NiQel
(jatropha oil > biodiesel)
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16. Stage A: 3rd participating company
Food-energy company CleanStar
(cassava > bioethanol for cook stoves)
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17. Stage B: we made a self-assessment
with the companies against the
sustainability framework
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18. Stage B: these were the results
MBSF self-assessment: evidence
MBSF self-assessment: compliance
1. Legalidade
100%
8. Protecção
Ambiental
80%
60%
1. Legalidade
100%
2.
Responsabilizaçã
o Social
8. Protecção
Ambiental
20%
0%
6. Segurança
Alimentar
Company
GEZ
NiQel
CSM
7. Produtividade
Agrícola
3. Consulta
Pública
4. Segurança
Energética
5. Viabilidade
Económica e
Financeira
60%
2.
Responsabilizaçã
o Social
40%
40%
7. Produtividade
Agrícola
80%
20%
0%
6. Segurança
Alimentar
GEZ
4. Segurança
Energética
5. Viabilidade
Económica e
Financeira
NiQel
CSM
3. Consulta
Pública
GEZ
NiQel
CSM
Pilot compliance with MBSF
MBSF follow-up
Pilot evidence
97% = full compliance (90%-100%)
> No follow-up
79%
92% = full compliance (90%-100%)
> No follow-up
70%
94% = full compliance (90%-100%)
> No follow-up
85%
(after verification by monitoring delegation, reference to MBSF version Oct 2013)
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19. Stage B: each company assessed itself
against each verifier of the MBSF
TAB3. ASSESSMENT
>> Below the self-assessment fields that companies and government delegation fill in during the pilot
COMPANIES
MBSF requirements
Self-assessment
Source: draft regulation MBSF (v3 Feb 2013)
Guidance
Compliance
Evidence Justification scores
Nr
Verificadores
Guia de
Guidance developed for SelfSelfCompanies explain in a few words the score for compliance. (Note: in the MBSF pilot it was decided
avaliação
pilot (beyond draft
assessme assessme to focus CSM's self-assessment on its Sofala activities. CSM's bottling factory and sales activities in
regulation)
nt score nt score Maputo are hence not part of the assessment)
GOVERNMENT
Evidence list
Companies list the available
evidence. Evidence not
available or not in Dropbox:
lower score
Observation
Government
officials put
remarks
1. Legalidade
Princípio 1: as operações de Biocombustíveis cumprem as obrigações prescritas na lei e obedecem as ordens emanadas pelas autoridades legítimas com respeito pelos direitos fundamentais.
Principle 1: Biofuel operations respect all applicable laws, regulations and legal procedures
Critério 1.1: Operações de Biocombustíveis devem estar em conformidade com todas as leis, políticas e estratégias aplicáveis e com o respeito a todos os direitos costumeiros existentes, relacionados com o uso e acesso à terra, água e outros recursos
Criterion 1.1: Biofuel operations shall comply with all applicable laws, policies and strategies and with all existing customary and informal rights related to the use and access to land, water and other natural resources.
Indicador 1.1.1: O operador de Biocombustíveis fornece evidência demonstrando o cumprimento das leis, regulamentos e procedimentos legais aplicáveis e dos direitos costumeiros.
Indicator 1.1.1: The biofuel operator provides evidence demonstrating compliance with the applicable laws, regulations and legal procedures and with the informal and customary rights.
1.1.1.1 Constituição da
Nº 3 do artigo General Mozambican
Not
Not
NA
NA
NA
República de 2004
2, artigo 38, nº legal framework
applic.
applic.
2 artigo 46.
(NA)
(NA)
1.1.1.2 Lei nº 16/91, de 3 de
Artigo
Licence/concession for Full
Partial
A water use license / concession does not seem necessary since the activities use low amounts of Available in dropbox: EIA 2012,
Agosto, (Lei de Águas). 25,27,32,35,37 the use and benefit of
complianc evidence water. In Dondo the operations use water from CSM's rain collection bassin and from its
invoice of ARA Centro 2012.
water
e (100%) (75%)
borewhole. In Tsawane there is a borewhole. The expected water use of the factory is less than Not available: evidence that no
8m3/hr according to the EIA p78/79. The ARA Centro water invoices CSM for annual consumption water licence/concession is
in 2011 and 2012 of 450m3/a. Full compliance, partial evidence (evidence that a water use licence required
is not required is missing).
1.1.1.3 Diploma Ministerial nº
Licence/concession for Full
Partial
As 1.1.1.2
As 1.1.1.2
7/2010, de 6 de Janeiro,
the use and benefit of
complianc evidence
(modelos de licenças e
water
e (100%) (75%)
concessões de água)
1.1.1.4 Lei n.º 20/97, de 1 de
Artigo
EIA if required
Full
Partial
EIA. CSM completed a simplified Environmental Impact Assessment (EIA) for its factory producing Available in Dropbox: EIA 2012,
Outubro, (Lei do
15,16,17.
(full/simplified).
complianc evidence ethanol from cassave in Dondo and for its 2 main Community Processing Centres (CPCs) located Governor/MICOA letters 2011,
Ambiente).
Environmental licence. e (100%) (75%)
near Mezimbite and near the Administrative post of Savane. The EIA concludes that the activities 2012. Env licence 2012. 2013
Approval lettre of MICOA
are environmentally viable (p13). In terms of negative impacts, the EIA identifies 1 high, 12
letter to MICOA Sofala
medium and 8 low impacts, and has formulated mitigation measures. In terms of positive
regarding use of molasses. 2013
impacts, the EIA has identified 3 high and 3 medium impacts. The EIA refers to 8 management
addendum EIA for use of
programmes (Social Communication Program, Program for Personnel Training and Operating,
molasses. 2013 presentation on
Environmental Education Program, Signaling Program, Reforestation Program, Assistance
IASA framework. 2013 IASA
Program for Families Involved in the Project, Recovery Program Contaminated Soils, and
tool.
Monitoring Program Water Quality Artificial Pond) (p137), and defines 12 monitoring actions and Not available: evidence of
includes 8 monitoring tables. CSM has obtained an environmental licence. Full compliance, full
compliance with programme
evidence.
and monitoring engagements
EIA compliance and impact monitoring. CSM indicates to implement the project as described in
of the EIA, internal report on
the EIA. There is evidence for this since CSM has management programmes in place that cover
MICAO inspection
the above programmes (e.g. its HSE programme) and monitors the effectiveness of these
programmes (e.g. incident reporting in HSE programme). There is also evidence that CSM
monitors well its obligations regarding EIA: in July 2013 CSM submitted an addendum EIA for use
of molasses to Sofala MICOA. CSM has furthermore developed a framework to monitor the social,
environmental and economic impacts of its activities (IASA framework). Regarding compliance
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20. Stage B: each company stored
supporting evidence in Dropbox
(average 400MB)
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21. Stage C: the self-assessment was then
verified in a respectful and friendly
process
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22. Stage C: start of the verification
process was a plantation tour
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23. Stage C: the plantation tour provided
good insight in the situation in the field
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24. Stage C: a Q&A session allowed a
thorough understanding of the
company activities
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25. Stage C: self-assessment scores and their
justification were verified in consensus
25

26. Stage C: a group photo marked the
end of each visit of the monitoring
delegation
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27. Stage D: a seminar was organized to
share results within Mozambique
>
>
>
>
Date and timing
Location:
Organisor:
Target public:
31 October , 13H-17H
Beira
CIB represented by DNER
National biofuel sector. Target of 50 persons: staff of
relevant national and provincial directorates, biofuel
companies, interested NGOs
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28. PfI business development in Africa. Why?
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1. African economies need support
with profitable and responsible
private sector development
2. African economies grow steadily
3. PfI has a positive experience with
African projects since 2005
4. Personal interest of PfI experts
5. The existing cultural links and
working relations between EU/NL
and African countries
6. The EU/NL expertise on
agricultural sector development,
business development and
sustainability
7. The benefit of working on several
continents for PfI’s European client
base
Source:
the Economist,
03/12/20111

29. Which themes support growth of
agroforestry and biomass in Africa?
Theme
Agroforestry
Biomass
1. Growing demand for food security, continued need
for resilience to hunger


2. Growing need for climate adaptation


3. Concerns of energy security, growing energy demand


4. Growing demand for rural jobs and economic development


5. Growth of private sector


6. Demand of African countries to attract investments


7. Need for African governments to develop effective
policies and to effectively implement these policies


8. Demand for capacity building of entrepreneurs and
government officials


9. Demand to canalize the interests and conflicts regarding
land, nature, money, resources. Demand for change
management


Source: PfI profitable and responsible biomass
– market Agroforestry – market in Africa(2013)
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30. PfI: what are key elements to grow
towards a recognized player in Africa?
1. A good team of international and local people
a. Have a good competence balance in international team
b. Select the right person for the local teams
2. The right business proposition + right thematic focus
3. A clear vision and strategy + a clear implementation plan
4. A sharp country focus
5. Win-win finance model for international team and local teams
6. Enough time and effort available for making the model work
Source: inspired on discussions with colleagues
and clients
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31. PfI: country, thematic, service focus
1. Sharp country focus: focus on countries where we recently had projects so that
we can multiply contacts and contracts. Ghana, Mozambique and South Africa
2. Sharp thematic focus: focus on themes that we master well.
Profitable and responsible sector development of industrial biogas, biofuels
and agroforestry.
3. Sharp service focus: focus on services that we master well regarding profitable
and responsible biomass and agroforestry, i.e:
a. Design and implementation of capacity building projects and pilot
projects
b. Feasibility studies for new initiatives or for scaling up
c. Plan development, application writing and grant management for new
initiatives
d. Policy evaluation, assistance with policy development
e. Pre-certification services against standards such as IFC, ISCC, RSB, gold
standard
Source: inspired on discussions with colleagues
and clients
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32. PfI: moving towards a European
company with African hubs
Short-term actions (2013 - 2014): European company with network of local experts
1. Fine-tune the Africa strategy and seek PfI approval (2013)

2. Build and operate the international tender machine (2013)
started
3. Recruit appropriate freelance experts (2013)
started
4. Plan and actively undertake marketing & leadership positioning (2013)
started
5. Establish team-building procedures and standard contracts (2013)
started
6. Operate the model and network (2013 – 2014)
Medium term actions (2014 - 2016): European company with local offices
1. Define priority countries for PfI offices (2014)
2. Elaborate the PfI office blueprint and cooperation model (2014)
3. Recruit appropriate Nr1’s or take over appropriate businesses (2015)
4. Operate the model and offices (2015 and onwards)
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33. What are the required skills of freelance
experts and of Nr1’s of PfI offices?
Topic
Freelance expert
Fit in PfI organisation
Is at ease in quickly changing, dynamic and multicultural environments, has elasticity and endurance, is
interested in travelling and long working days, confident, entrepreneurial, self-reliant, robust, flexible,
accountable, professional
Is highly motivated to join the PfI team. Looks at
Is highly motivated to make the local PfI office a
joining the PfI team as an important step forward
success
Knows the opportunities in the market, thinks
Commercial tiger. Has a large network in the country
commercially, reacts on opportunities. Is well
introduced in the country
Masters a number of technical skills related to
Masters key technical skills related to profitable and
profitable and responsible biomass and to
responsible biomass and to agroforestry. Knows the
agroforestry. Knows the country specifics well
country specifics very well
Is at ease with the coordination of projects
Is at ease with the coordination of complex projects
Motivation
Market related
knowledge and skills
Technical skills
Coordination skills
Analytical and
problem solving
capacity
Personal development
Communication skills
Team management
Nr1 local PfI Office
Comes with solid solutions by thinking over systematically complex problems; has an overview of the
situation en comes quickly to the heart of the problem; weighs risks when dealing with problems and
opportunities
Steers his/her own development; is well aware of his own strengths and weaknesses; takes steps to further
strengthen strong points and to improve weak points; keeps him/herself informed of developments,
knowledge and skills that add value
Communicates surely and clearly, organizes information in a way that suits the situation; is open and honest,
is able to report on paper effectively and clearly
Able to manage project teams (project manager)
Able to manage the office team (people manager)
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34. Two assignments for group work
1. Two assignments were prepared:
a) “Define basics for PfI Africa website”
b) “Define required profile for PfI Africa local experts”
2. The aim of the assignment is to use your insights, as you have them now,
and apply them in a practical case related to the PfI business in Africa
3. Practicalities:
a)
Assignment to be done in 2-person groups
b) A 1-page instruction available
c)
Each group reports on a 1-page flip-over poster
d) There’s about +30 minutes available for the work and reporting
e) Two groups will be selected to present their results. The other groups
will critically listen, provide feedback and input
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35. Assignments briefs
(more detail on the instruction pages)
Assignment A: define basics for PfI Africa website
PfI has a marketing strategy for European business clients but not for African stakeholders.
Assignment: define the basics for PfI’s Africa website. Questions to be answered:
1. Which stakeholders are the target public?
2. What is the aim of the website? What should be achieved by the website?
3. What are the key messages that should be on the website?
Assignment B: define required profile for PfI Africa local experts
PfI started searching for local experts but was not successful so far. A list of required skills was
made. Assignment: define the crucial skills for the experts as well as their needs. Questions to be
answered:
1. How would you describe local experts fit to set up local business?
2. What are the 5 minimum required skills of local experts?
3. What do these local experts need in terms of support, budget, contract, pay and perspective?
Good luck to all !
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