EDP Annual Review

The Enterprise

Development

Programme. Annual Review 2009/10

Inside front cover

For further information contact:

Hugo Sintes EDP Manager

01865 472 221 or [email protected]

Kyle Johnson EDP contact


Annie Lewis EDP contact in Scotland


www.oxfam.org.uk/edp

CONTENTS

Proud to be different 4People 5Director’s introduction 6A snapshot of the portfolio 8Manager’s review 10EDP’s remarkable women 12Current portfolio: 15 Colombia 16 Ethiopia 18 Haiti 20 Honduras 22 Indonesia 24 Liberia 26 Occupied Palestinian Territories 28 Russia 30 Sri Lanka 32 St Lucia 34 Tanzania 36New portfolio: 39 Ethiopia 40 Nepal 41 Occupied Palestinian Territories 42 Pakistan 43 Philippines 44 Rwanda 45EDP and the Virgin London Marathon 46

“Oxfam successfully supported our business at a critical moment. We now want to

become one of the leading companies in the sector.”

Daoud Istanbuli, New Food Company,

Occupied Palestinian Territories

Annual Review 2009/10

3

With your support, Oxfam provides an intelligent mix of loans and grants to small and medium enterprises throughout the developing world, helping people to work their way out of poverty.

But it’s not just about providing capital. It’s about identifying business opportunities, and helping entrepreneurs develop and implement viable business plans. It’s a pioneering, business-based approach to development.

EDP is unique and it works. It combines Oxfam’s international presence and experience with the finance and expertise of our supporters and partners. It creates wealth and drives change in poor communities. Crucially, it helps many thousands of people – especially women – to work their way out of poverty.

Proud to be differentThe Enterprise Development Programme (EDP) adopts a private equity approach to building sustainable businesses. We invest where others don’t go and where the potential for social impact is highest.

4 > Proud to be different

“Oxfam is developing a blueprint for promoting

and investing in small and medium enterprises in the most marginalised

parts of the world.”Vincenzo Morelli,

EDP Board Member

The EDP Board provides both direction and financial oversight, shaping EDP’s long-term strategy and making informed decisions concerning specific businesses. Board members also support fundraising activity on an ongoing basis.

Penny Lawrence EDP Director, International Director, Oxfam

Joss Saunders EDP Chair, Legal Counsel and Company Secretary, Oxfam

Vincenzo Morelli TPG Capital, founder Board Member

David Gait Maitri Trust, founder Board Member

Andrew Nicholson Virgin London Marathon

Jo Barnett Virgin London Marathon

Sandy Arbuthnot Private supporter

Gita Patel Stargate Capital Investment Group

The EDP Investment Committee (IC) of experts analyses potential new EDP investments, assesses the risk and return of each proposal, and makes considered recommendations to the Board. For enterprises that join the programme, the IC monitors performance and risk, whilst supporting their development in order to ensure ongoing commercial viability and sustainability.

Chris West Shell Foundation

David Irwin Irwin Grayson Associates

David Pitt-Watson Hermes Focus Asset Management

David Bright Global Markets and Enterprise Adviser, Oxfam

Nicholas Colloff Director, Strategy and Innovation, Oxfam

Hugo Sintes EDP Manager, Oxfam

All EDP enterprises benefit from the support of specialist global and regional staff, covering issues such as climate change and gender equality, as well as monitoring and evaluation.

Karl Hughes Global Adviser – Programme Effectiveness, Oxfam

Thalia Kidder Senior Global Adviser – Women’s Livelihoods, Oxfam

Alan Doran Business and Finance Adviser, Oxfam

EDP Board Investment Committee

Advisers to the Committee

5

Director’s introduction

Two years have passed since Oxfam’s Enterprise Development Programme (EDP) approved its first round of investments in June 2008. Our vision was to develop a model for supporting and investing in small (bigger than micro-) enterprises in places financial institutions do not reach.

We sought to promote a different, more business-like approach to economic development, more ambitious

than conventional livelihoods

initiatives whilst underpinned by

robust commercial disciplines.

As EDP began to build

momentum, the need to place

women at its core emerged

as an additional strategic

focus. Consequently, all of

our enterprises now ensure

that significant opportunities

are created for women,

often the most marginalised

people in poor rural areas.

Today, this vision for EDP is

rapidly becoming a reality. We

have selected, supported and

invested in 11 enterprises

(increasing to 16 from September

2010) and have seen substantial

progress, both in terms of each

business and in the evolution of

EDP as a whole. Indeed, some

enterprises are beginning to

deliver economic returns and

are helping many people to

work their way out of poverty.

This second year has, however,

seen a number of significant

events – namely the economic

downturn, political upheaval

and natural disasters – which

have directly affected individual

enterprises in the portfolio. Our

vegetable-growing enterprise

in Honduras witnessed a coup

d’état, and two of EDP’s dairy-

farming operations, in Sri Lanka

and Colombia, have been

operating in a context of armed

conflict. In Haiti, the devastating

earthquake that struck Port-au-

Prince in January 2010 destroyed

Veterimed’s central building and

tragically killed two of their staff.

The fact that, despite these

challenges, people living

in poverty have set up,

rebuilt and invested in their

enterprises, makes us proud

to be their co-investors.

As we finalise this report, the

enterprise that EDP supports

6 > Director’s introduction

in Pakistan is facing the

terrible effects of widespread

floods; we are fully committed

to helping them to get

themselves back on track.

In spite of such varied

challenges, Oxfam’s support

has led to significant successes.

The New Farm Company in the

Occupied Palestinian Territories

has almost doubled its sales

in the last year and is now

sourcing from 13 co-operatives

where women constitute 76

per cent of the membership.

In Tanzania and Colombia,

agreements were reached

with important buyers that will

source from Oxfam-supported

businesses. In addition, all of

our enterprises appointed new

staff and mentors. These are

the seeds for future growth.

We have also successfully laid foundations that will enable us to achieve considerable social returns from our investments, particularly in

terms of job creation and

empowering vulnerable groups.

Such impacts are built into

every business plan, forming a

critical part of each enterprise’s

poverty-reduction strategy. For

example, in Ethiopia, Assosa has

granted women exclusive rights

for the distribution of their edible

oil – a radical departure from

traditional Ethiopian social norms.

Naturally, all of this good work

would not be possible without

the support of our donors.

I am pleased to confirm that we have raised £3 million towards the £6 million target that will allow us to make around

30 investments by 2013. We

are also delighted to welcome

several new Board members,

including two representatives

of the Virgin London Marathon.

This is particularly exciting

because, in 2011, Oxfam will

be the official Virgin London

Marathon charity. But, of course,

our generous Board Members

give EDP more than their money;

they give their time and expertise,

helping us in matters ranging

from enterprise assessment to

portfolio management. This is

a relatively new way of working

for Oxfam and I am delighted

to say that it has proven to

be extremely effective.

Another particularly gratifying

sign of EDP’s success has been

the energy invested by everyone

who contributes to this exciting

initiative. This, combined with the

quality of potential investments

being identified, bodes extremely

well and I would like to thank

our supporters, staff, local

partners and, of course, our

enterprises for their commitment

to EDP. I look forward to sharing

new lessons and successes

with you in 12 months’ time.

Penny Lawrence

Director, Enterprise

Development Programme

Penny is International Director at Oxfam, a post she has held since 2006. She was previously Director of International Programmes at VSO (Voluntary Service Overseas) and Vice-Chair of BOND, the leading network of UK-based INGOs.

7

Total Loan Business Project Drawn grant grant (% of total)

St Lucia/Belle Vue, fruit and vegetables £50,000 - £33,000 £17,000 100%

Indonesia/Pacomen, vanilla £117,000 - £75,000 £42,000 62%

Occupied Palestinian Territories/NFC, food £120,000 £10,000 £90,000 £20,000 94%

Liberia/AMENU, rice £150,000 - £126,000 £24,000 100%

Russia/FORUS, microcredit £169,000 £122,000 - £47,000 100%

Haiti/Lèt Agogo, dairy £125,000 £34,000 £68,000 £23,000 24%

Sub total cohort 1 £731,000 £166,000 £392,000 £173,000 -

Tanzania/processors, sisal £151,000 £63,000 £45,000 £43,000 6%

Ethiopia/Assosa, sesame oil £201,000 £111,000 £26,000 £64,000 79%

Honduras/Aproalce, vegetables £175,000 £99,000 £58,000 £18,000 40%

Sri Lanka/Vavuniya, dairy £125,000 £54,000 £51,000 £20,000 0%

Colombia/suppliers, dairy £122,000 - £55,000 £67,000 10%

Sub total cohort 2 £774,000 £327,000 £235,000 £212,000 -

Total (both cohorts) £1,505,000 £493,000 £627,000 £385,000 -

A snapshot of the portfolioSummary of committed and realised expenditure per enterprise, as of June 2010.

8 > A snapshot of the portfolio

All investments typically take the form of a loan. Business grants support enterprise management and development, while project grants support areas such as the promotion of opportunities for women, local management and impact measurement.

This summary does not include cohort 3 enterprises approved in June 2010, which represent an additional investment of approximately £1m, taking the total funds committed to £2.5m.

With support from EDP, beekeepers in Zembaba, Ethiopia, will be able to access new markets for their honey.

More on page 40.

9

22% Dairy

18% Fruit and vegetables

6% Grains

6% Non-food

5% Spices

10% Fibres or other9% Honey

Domesticmarket

Exportmarket

24% Processed food

EDP funding committed by market sector

Pho

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xfam

Manager’s review

These include the need to

undertake in-depth market

analysis, put in place effective

business management support

and secure access to capital.

Of course, if you are a woman

or a group of women, you’ll

also need the confidence and

support to break through barriers

created by decades of exclusion.

Oxfam’s Enterprise Development

Programme effectively

overcomes these challenges.

As in any investment portfolio,

performance varies and we

are working closely with all of

our enterprises to help them

become sustainable, well-

managed businesses. We are

well aware of the difficulties

of investing in the earliest-

stage enterprises in one of the

toughest sectors: rural, remote

and, usually, agricultural-related

businesses in poor countries.

But this is where Oxfam can add real value. It’s also where, we believe, success is not only possible but very much needed.

In the last year and despite the

challenges listed in Penny’s

introduction, enterprises in the

portfolio achieved increases

in sales averaging 15 per cent.

Given that most of these are

one to three years old, and have

only been in EDP’s portfolio for a

year, we believe that this is a very

positive indicator. Conversely, the

six businesses that have begun

trading have only achieved 50

per cent of their forecasted first-

year sales. The resulting lesson

for our Investment Committee has

been to insist on greater scrutiny,

while ensuring that future

business plans include more

realistic growth forecasts. In

addition, our Board has advised

that an EDP Contingency Fund

is set up to support enterprises

that require additional financing

until requisite sales levels are

achieved; a mechanism used

effectively in Ethiopia by Assosa.

We are putting a lot of effort

into improving the frequency,

10 > Manager’s review

Having spent a number of years running microcredit programmes in Central America, I understand the obstacles micro-enterprises face in trying to graduate into solid, formal small and medium enterprises.

relevance and quality of financial

reporting and this remains a

focus area for our enterprises.

EDP enterprises’ sales range

from zero or just £10,000 to as

much as £200,000 per annum,

but even the larger ones still

need Oxfam’s support to develop

their financial management

capacity as accounting skills are

scarce in most EDP locations.

Consequently, the EDP Board

has stipulated that all enterprises

provide more regular financial

information, an area in which I will

now be supported by our newly

appointed Finance Adviser, Alan

Doran. Alan also leads on the set

up of loan agreements through

local financial intermediaries,

and I am delighted to be able

to announce that we have

just received repayment of

EDP’s first enterprise loan.

This very positive outcome is an example of the endeavour and tenacity of EDP’s business partners.

It also suggests that the EDP

model can be successful.

In the last year, we have also

refined our analysis and support

to ensure that women benefit

from, and play a leadership

role in, the businesses. This has

entailed carefully choosing which

enterprises and products to

support, giving business training

and persuading community

leaders and men to act differently.

Similarly, in recognition of the

fact that unreliable weather

patterns have emerged as a

critical challenge across the

portfolio, we are now undertaking

more rigorous analysis of

potential climate-related risks

whilst helping enterprises

and communities to develop

effective adaptation plans.

Despite the successes and

process improvements outlined

above, unforeseen occurrences

have caused noticeable delays

in the implementation of three

business plans in particular.

In addition to the obvious

example of Haiti, we have been

unable to provide support to

the enterprise in St Lucia after

Oxfam’s local office closed.

In Liberia, disappointingly,

scheduled improvements to

the water infrastructure were

also delayed. Appropriate

actions have been taken to

address each of these cases.

We remain very positive, and expect next year to be as busy as this last one.

With the amazing commitment

of Oxfam staff, members of the

Board and Investment Committee,

and all our local partners,

mentors and enterprises, I am

sure every second of it will be

worthwhile. I feel we are on to

something big, and am extremely

motivated looking forward.

Hugo Sintes

Manager, Enterprise

Development Programme

Hugo has more than 11 years of experience in enterprise development and finance in both the private and voluntary sectors. He has been at Oxfam for three years and has been EDP Manager since January 2009.

11

EDP’s remarkable womenWomen are at the heart of the success of EDP – and our enterprise in the Occupied Palestinian Territories provides the perfect example.

We know that women in rural

areas don’t get the same

opportunities as men, even

though they do most of the

work on the farm and in the

home. Women also tend to

have responsibility for family

welfare, which means they’re

more likely to spend their income

on family priorities such as

health, education and food.

The New Farm Company in

the Occupied Palestinian

Territories (see pages 28 and

42) is an excellent example of

how, by placing women at the

heart of the process, EDP can

help people build profitable

enterprises that have a far-

reaching social impact. To raise

awareness of this success,

Oxfam invited Elizabeth

Handy, the acclaimed portrait

photographer, and her husband

Charles, a universally respected

management writer, to profile

four women, each leaders

of one of the co-operatives

supported by this project.

These included women like Huda

Shadeed, Purchasing Manager

for the Duda Co-operative

Society, whose main product is

couscous. “We also make our

own pickles, pastries and sweets,

and do some catering for the

local schools,” she says. “The co-

operative brings in useful money

that helps in the home and with

the education of our children. We

want to prove, as women, that we

have control over our own destiny.”

“Each of these co-operatives

is led by a passionate and

determined woman,” adds

Charles Handy. “Individuals who

have created a viable business

out of nothing, worked with and

given new life to many other

women, enhanced their own

well-being as well as the future

of their children, and provided

inspiring examples of leadership.”

The Handys’ photographic

study is now being exhibited

in centres of business across

the UK. The photographs

and stories provide inspiring

examples of how business at

its best can transform lives.

12 > EDP’s remarkable women

“The co-operative brings in useful money that helps in the home and with the education of our children.”Huda Shadeed

“We also make our own pickles, pastries and sweets and do some catering for the local schools. I even

do a bit of embroidery for sale, when I have time.

“The co-operative also helps us to build social relationships and to expand our worlds. We want to prove,

as women, that we have control over our destinies.”

Huda Shadeed (pictured, far left), Purchasing Manager of the Dura Co-operative Society

Photos: Elizabeth Handy

13

For more information about this exhibition

go to www.oxfam.org.uk/edp

Collecting milk in Sri Lanka. See page 32.

Current portfolioOver the last year, EDP has been supporting 11 enterprises in markets as diverse as dairy, vanilla, microfinance, food oils, sisal and vegetables. The following pages provide an insight into each of these businesses, including their economic and social goals and their progress to date.

“In those days, it would be mostly my husband who earned and we

would use his earnings. Now, I am eating from my salary.

I am also earning an income.”Pavalarasa Saro,

dairy farmer, Sri Lanka

15

Colombia Dairy productsEnterprise Alliance of four enterprises supplying milk to Alpina:

Ascamp, Monterrey, Cooproler, Asoinpa

Key contacts Harold Muñoz (Ascamp), Adrián Ramírez (Monterrey),

Jesús A. Realpe (Cooproler)

Product Fresh milk

Market Colombia

Investment £122,000: £0 loan, £55,000 business grant, £67,000

project grant, over three years (since end-2009)

Impacts sought > Increase income for 204 producers by 60 per cent

> Pilot a successful model of collaboration between farmers and a large company

> Increase participation of women

The background The Colombian dairy sector has been growing

steadily and, despite a small drop in national

consumption in the last year, it offers our

enterprises significant opportunities for growth.

Oxfam is working with Alpina (one of the largest

dairy companies in Colombia) to strengthen four of

its small-scale dairy suppliers. This is an innovative

collaboration as it takes place in a country where

conflict has created low levels of trust between

farmers, business, NGOs and government.

16 > Current portfolio

The business Each of the four enterprises is

owned by, or sources from, on

average, 50 farmers. They have

formed an alliance to improve

their competitiveness and

strengthen their relationship with

Alpina. The four enterprises seek

to improve the quality of milk,

achieve economies of scale, and

promote women’s empowerment.

The progressAll key milestones set out in

June 2009 were met, including:

> Set up of the business

alliance and a project

committee with representation

from farmers, Oxfam, Alpina

and the project mentor.

> Recruitment of the mentor –

a vet with ten years’ experience

in the industry – who is

at present prioritising the

quality of the produce.

> Identification of roles and

opportunities for women.

A survey showed that

women play an important –

albeit invisible – role and

rarely receive training. This

information has been critical in

adjusting the project to ensure

better social outcomes.

17

Ethiopia Food oilEnterprise Assosa Farmers’ Enterprise

Key contacts Ashenafi Mengistu (Manager)

Product Food oil from sesame, groundnuts, soya and other crops

Market Local (oil) and export (oil seeds)

Investment £201,000: £111,000 loan, £26,000 business grant,

£64,000 project grant, over two years

Impacts sought > Increase economic and social security for oil-crop farmers

> Increase household income by 35 per cent (on average)

> Increase women’s participation in organisations by 50 per cent

The backgroundEthiopia is one of the seven poorest countries in

the world and has deep-rooted gender inequalities.

Vegetable oils are an essential part of local diets

and seed-based oils are especially valued.

By processing seeds into oil, the Assosa Farmers’ Enterprise

is taking advantage of the rapid expansion of sesame seed

production in the western region of Benishangul Gumuz.

In the last year, late and erratic rainfall caused a 50

per cent decline in yields, but the devaluation of the

Ethiopian Birr has led to higher prices for imported goods,

including imported palm oil (the price of which has risen

by 35 per cent). The opportunity for processing and

marketing oil locally therefore remains very attractive.


The businessThe Assosa Farmers’ Enterprise comprises

20 producer organisations which represent

5,400 farmers. Despite its experience in

seeds, processing into oil represents a new

challenge – but one with major potential.

The progressWhile the initiative is very new, most milestones

defined for the first period have been

met. Conversely, the procurement of new

machinery proved to be more complicated

than originally anticipated, delaying the

start of oil-processing activities.

> The loan management agreement with

the financial intermediary was signed

and funds have been disbursed.

> Assosa has committed to giving women

distribution rights for sesame oil in local villages,

a major step in a very conservative region.

> Oxfam and our partners have facilitated

the establishment of women traders’

associations in each of the 20 member co-

operatives, and provided business training.

> The mentor is in place, and Assosa’s accounting

capacity has been established. Oxfam is working

with the enterprise to produce more regular

cash-flows; this was agreed as a condition

for follow-on investment (needed to make up

for the delay to the start of oil processing).

> An agreement has also been made

with the local government to acquire land

for two seed-multiplication centres, to be

managed by 150 women members.

> 570 farmers (228 women) received training with

the aim of increasing productivity by 30 per cent.

19

Haiti Dairy productsEnterprise Lèt Agogo/Veterimed

Key contacts Rosanie Germain (Manager)

Product Dairy products: milk, yoghurt, cheese

Market Haiti

Investment £125,000: £34,000 loan, £68,000 business

grant, £23,000 project grant (since end-2008)

Impacts sought > Create stable trading relationships for 2,500 farmers

> Increase number of dairy units from 13 to 25

> Increase market share from 0.4 per cent to 5 per cent

> Increase women’s representation in producer groups by 30 per cent

The backgroundEven before it was struck by the devastating earthquake

of January 2010 – which killed an estimated 230,000

people and left more than one million homeless – Haiti had

endured a tumultuous political and economic past.

Veterimed, the Haitian NGO which runs the Lèt Agogo dairy

network, was severely affected by the earthquake: two

members of staff and seven family members were killed; the

Central Unit building was destroyed; two of the local franchises

were damaged; and office equipment, dairy infrastructure,

delivery carts and thousands of bottles were lost.

Local markets have shrunk, as supermarkets, schools, hotels and

restaurants are not yet fully operational. But, as of June 2010,

there are some positive signs: schools, one of the network’s key

markets, are re-opening, and milk is also being sold through

the emergency responses of organisations like Oxfam.


The businessLèt Agogo is an initiative of Veterimed, a Haitian

NGO with 15 years’ experience. It has built a

national network of 13 dairies that turn local

producers’ milk into pasteurised milk, yoghurt and

cheese, which are then sold commercially across

Haiti. Veterimed also manages a Central Unit

that provides overall management and support.

Despite the devastating impact of the earthquake,

Lèt Agogo’s ambition remains strong. It has been

able to secure new offices and is seeking funding

to restore its capacity to pre-earthquake levels.

The progress Progress before the earthquake was slow due

to a slight decrease in Oxfam’s in-country

capacity and the focus on developing a common

agenda with Veterimed and its other backers.

However, despite these difficult circumstances,

progress has been made in various areas:

> A partnership was piloted with financial

intermediary Konsèy National Finansman Popilè.

> The network has 11 functioning dairies, plus

two which are severely damaged, and five which

are in the process of joining the network.

> An independent evaluation showed that

the income from milk sales of Lèt Agogo

farmers was three times higher than that

of non-Oxfam-supported farmers.

> Veterimed employed 150 people (excluding its

10,000 supplier farmers). Women constitute 46 per

cent of staff and are represented on the board.

> The EDP Board approved the use of

the newly set up EDP contingency fund

to help Veterimed restore its capacity.

21

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: Suz

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Honduras VegetablesEnterprise Aproalce

Key contacts Danilo Sauceda (Manager) and Juan Pacheco (Chair)

Product Fresh vegetables (potato, cabbage, carrot, cauliflower and broccoli)

Market Local wholesale markets, supermarkets and other markets in Honduras


grant, £18,000 project grant, over three years (since mid-2009)

Impacts sought > Double production over three years

> Increase income for 400 farmers by 40 per cent

> Develop Aproalce so it becomes sustainable

The background The June 2009 coup d’état – eventually resolved in a contested

election – and the global recession created unfavourable

conditions for investment in Honduras. GDP has declined

by 4 per cent and US remittances by 10.9 per cent.

The agricultural sector in Honduras employs around 52

per cent of the population; however, small-scale producers

have been marginalised by the government. Those in the

western region have been particularly badly affected, and

are facing social, political and economic exclusion.

Despite this, and recent political instability, agriculture

is still a sector with great potential. Oxfam remains fully

committed to supporting Aproalce, an enterprise with

the capability to become an important business in the

western region, one of the poorest areas in Honduras.


The businessAproalce is a producer organisation that sells

high-value vegetables to local and national

markets, and neighbouring countries. It is

governed by a general assembly and a board of

directors (four men, four women). Most farmers

are also members of local savings groups.

The progressThe political situation is now stable and,

although recent problems have had a

negative impact on sales, the enterprise has

met all of its key milestones, including:

> Staff – including general and accounting

managers – were recruited, as well as a mentor.

> Women now constitute 50 per cent of

Aproalce’s members and hold 40 per cent of

senior posts. Women are taking on new roles

(for example, working on their own land or

participating in market activities) and are being

offered special terms and conditions by local

savings groups. However, domestic duties remain

a big obstacle to women’s full participation.

> Aproalce now sells its produce in bulk weekly

consignments to supermarkets across two local

towns, and negotiations are at an advanced

stage with other significant prospective buyers.

23

Indonesia VanillaEnterprise Pacomen and vanilla growers

Key contacts Apolos Mora (Village Leader)

Product Organic vanilla

Market Local, national and international

Investment £117,000 of grants, over two-and-a-half years (since end-2008)

Impacts sought > Pilot a profitable business model for the production and marketing of vanilla

> Increase income for 200 farmers by 10 per cent


The backgroundSerui Island, west Papua, has been affected by conflict and

remains the poorest province of Indonesia. However, local

village communities have identified, and are beginning to

capitalise on, market opportunities that take advantage of

the island’s climatic conditions and natural resources.

One of the best examples is in the production of vanilla,

which is not widespread in Papua despite Indonesia being

a significant global exporter. Indeed, the overall outlook for

the vanilla market is very positive as Indonesian prices have

remained strong despite a reduction in global prices.


The businessAt the beginning of this initiative, whilst there

was no formal enterprise, there was a group of

committed farmers keen to grow organic vanilla for

export. In the last year, Oxfam has worked closely

with the Papua Commodity Marketing Enterprise

(Pacomen) – a small enterprise with experience in

trading cocoa – which will source from ten groups

of 20 farmers supported by EDP’s investment.

25

The progressDespite a slow start due to difficulties

identifying and recruiting staff, significant

progress has been made in a number of

areas. Key milestones met include:

> Demonstration plots have been set up

and 200 farmers have received training and

started cultivating vanilla on their own land.

> Further business training has been given

to Pacomen’s management, in partnership

with Cenderawasih University (the largest

state university in the region).

> A market survey for vanilla was carried

out and buyers have been identified

in Java and Sulawesi islands.

> Women are playing an increasingly prominent

role; they constitute half of all farmers, form

60 per cent of the Pacomen workforce, and

have representation on the enterprise board.

> Engagement with local authorities has delivered

notable success. The local government has

committed to supporting the agricultural sector and

vanilla production in the region; and Oxfam will be

sitting in planning meetings with the government.

After this report was submitted, an earthquake struck the islands and as a result it has been impossible to reach the communities. We hope to resume our support soon.

Liberia RiceEnterprise AMENU Farmers’ Co-operative Society

Key contacts John Brownell (Agency for Economic Development and Empowerment)

Product Rice

Market South-east Liberia

Investment £149,000: £126,000 business grants, £24,000

project grants, over two-and-a-half years (since end-2008)

Impacts sought > Double production and increase food security

> Increase income for over 1,000 farmers by 80 per cent


The backgroundDecades of violent conflict, sparked by the rice riots of 1979,

devastated Liberia. While the political situation is now stable, the

country remains heavily reliant on imports of rice, its main staple

food, despite having extensive cultivable land and favourable

climatic conditions for rice production. In a concerted effort

to remedy this situation and bypass the price volatility of the

international rice market, local authorities and private sector players

are actively pursuing plans to promote local rice production.


The businessThe AMENU Farmers’ Co-operative Society has

1,008 members working in rice cultivation. The

paddy fields are not reliably irrigated, since

the dams were broken during the war, and – at

best – give one, low-yield crop of rice per year.

During the first phase (December 2008 to June

2010), the plan has been to support one rice

production cycle on up to 504 acres, and rebuild

irrigation systems to allow for a second harvest.

27

The progressThis is one of the poorest, most remote and least

developed areas in which EDP operates. As a

direct consequence of associated challenges,

AMENU farmers required additional time and

finance in order to clear and prepare communal

land. Project implementation was delayed and

a second harvest in 2010 was not possible. In

spite of this delay, progress areas include:

> Construction and repair of dams and canals

is at an advanced stage but is not complete.

Additional work is required to improve structures

and it has been decided that this will be

carried out by a new engineering company.

> EDP provided technical assistance which has

resulted in an improvement to both agricultural

production processes and business management.

> The initiative has secured funds from the

EU for its next phase, which will expand

irrigation, production and processing

capacities, while also building grain stocks

to reduce food insecurity. It will reach 2,000

farmers (50 per cent of them women).

Occupied Palestinian Territories Natural foodsEnterprise The New Farm Company (NFC)

Key contacts Daoud Istanbuli (Manager), Mohammed Sawafta (Oxfam)

Product Natural Palestinian foods

Market Occupied Palestinian Territories, Arab Gulf


grant, £20,000 project grant, over two years (since end-2008)

Impacts sought > Increase sales by 15 per cent in the short to medium term

> Increase income for over 2,000 farmers by up to 30 per cent

> Increase opportunities for, and income of, women

The backgroundWhile the political and economic context of the

occupation remains challenging, the West Bank

economy is witnessing positive economic growth.

This initiative addresses the factors that keep people living

in poverty, including lack of employment and livelihood

opportunities, and the political issues that hinder business.

Production and labour costs are considerably lower in

the West Bank than elsewhere in the region. This offers a

competitive edge for small-scale producers so they can market

agricultural products which require basic processing.


The businessThe New Farm Company (NFC) markets

the products produced by eight rural co-

operatives in the West Bank. Most of these

co-operatives are also shareholders of

NFC. A significant percentage of the project

beneficiaries are women, who are more likely

to be involved in food-processing activities.

The progress Progress has been very good, and in order to

expand its operations the company has requested

follow-on investment (approved in June 2010).

> There has been solid progress in terms of

sales growth, and 2009 saw a small profit after

a large loss the previous year. Sales almost

doubled, with total income increasing by 112

per cent. The figures represented 76 per cent of

the first-year target, but are still very positive.

> NFC’s products are reaching

70 supermarkets in the West Bank

(quadrupling its presence since 2008).

> NFC has signed supply contracts with three

large food importers in Saudi Arabia and Jordan.

> The enterprise is providing regular

financial information, although the

quality needs some improvement.

> Social impact has been very positive.

The enterprise selects products that not only

have market potential but are also from co-

operatives that have a high participation of

women. Overall, farmers’ income increased by

eight per cent last year. NFC has also joined

a Steering Committee that meets with the

Ministry of Agriculture to support the design of

policies which promote the local food sector.

> Repayment of the loan has been

agreed for September 2010.

A recent photographic study by Liz Handy, with comments from Charles Handy, depicts the successes of some of the ‘Remarkable Women’ involved in NFC’s supply chain. See pages 12-13.

Occupied Palestinian Territories Natural foods

29

www.newfarm.ps

Russia MicrocreditEnterprise Forus Bank

Key contacts Tatiana Vladimirovna Yurina (Director)

Product Microcredit services

Market Micro-entrepreneurs in central Russia

Investment £169,000: £122,000 loan, £47,000 project grant,

over two years (since mid-2008)

Impacts sought > Reach over 1,300 new clients, supporting 650 new jobs

> Increase household income by 30 per cent

The backgroundRussia is an urbanised, middle-income society, but some rural

areas and small towns remain very poor. Small businesses

represent only four per cent of GDP (compared to 30-35 per cent

in other developed countries) and face many obstacles. While a

systemic banking crisis was averted in Russia, lending to small

businesses and households fell dramatically during 2009.


www.forusbank.ru/en

The businessForus Bank is a regional micro-

finance bank which provides

credit and other financial services

to small and medium enterprises. In

contrast to other enterprises in the

EDP portfolio, this is a well established business

which Oxfam is helping to reach vulnerable groups.

The global crisis led to losses being made in 2009,

but the bank had returned to profit in March 2010.

The progressTaking into account the economic slowdown

and severe pressures on the bank, overall

progress has been good. Highlights include:

> Mobile banking (by van) is now a reality.

From August 2008 to March 2010, the project

generated a total of 391 new credits from six

regional mobile offices, covering 70 locations.

> The introduction of three ATM machines, and the Forus

plastic card, has been very successful. These are used in

conjunction with a wide range of Forus products, including

micro-loans and overdraft facilities. An agreement was

also reached with a large financial institution allowing

Forus cards to be used for loan repayments without

fees at ATMs, and at 75,000 terminals in kiosks.

> In terms of social impact, the percentage of women

borrowers remains high – 76 per cent overall.

> The loan element of EDP’s investment

has been fully repaid.

Russia Microcredit

31

Sri Lanka Dairy productsEnterprise Vavuniya District Livestock Breeders’ Co-operative Societies Union (VLBCSU)

Key contacts Ms Indraganthy (President, VLBCSU)

Product Fresh milk and other milk products, including plain and flavoured

pasteurised milk, ghee, toffee, yoghurt and ice cream

Market Local villages and towns in Vavuniya, northern Sri Lanka

Investment £125,000: £54,000 loan, £51,000 business grant, £20,000

project grant, over three years (since end-2009)

Impacts sought > Increase income of 1,500 producers by 20 per cent

> Provide new employment opportunities for women in management,

food processing, collection, transport and marketing

The background Sri Lanka has one of the lowest rates of milk production in

Asia. Oxfam and other partners identified the opportunity for

developing local supply, and helping women play a leadership

role. However, the area of Vavuniya has been affected by

conflict which has displaced an estimated 300,000 people.

After the government’s intervention in 2009, a post-conflict

economic recovery is beginning. The government is promoting

the dairy sector, for example by organising the redistribution of

stray cattle to resettlers. The local demand for milk is growing,

partially from the 100,000 people who, until earlier this year,

had been living in centres for Internally Displaced People (IDP).


The businessVLBCSU, the District dairy co-operative, is part

of the national network of dairy co-operatives. It

functions as a collection, processing, marketing

and distribution company for milk and dairy

products. With the support of EDP,

VLBCSU intends to start a home

delivery system, secure a contract

with the Department of Education,

and promote new products.

The progressIn spite of the conflict, the project has made

significant progress on a number of its key goals:

> Member co-operatives are already increasing

production and expanding local distribution.

Four of them are managed mainly

by women, and others are

increasing the proportion of

women in their membership.

> The appointment of a

financial intermediary to

manage the equipment loan

is almost finalised; a business

mentor (Head of the Business

Faculty) has been appointed.

> The central processing unit’s

operations have not yet started, but the

site has been acquired and cleared, equipment

selected and sourced and, once the building

is completed, production should begin.

> Negotiations are taking place with a large

national processing firm, with a view to ensuring

that there is a stronger alignment between

the company’s and farmers’ interests.

> Evidence suggests that additional income

from milk sales is being used for a variety

of purposes including school fees, house

improvements and buying livestock.

Sri Lanka Dairy products

33

St Lucia Fruit and vegetablesEnterprise Belle Vue Farmers’ Co-operative Society Ltd

Key contacts Raphael Felix (Manager)

Product Fresh fruit and vegetables

Market Local hotels and restaurants

Investment £50,000 of grants (reduced from £170,000 over three years)

Impacts sought > Increase market share from 10 to 25 per cent

> Increase income for 800 farmers

> Improve women’s leadership and status

> Improve national policy and create model for replication

The background St Lucia has a well developed tourism industry

which generates an annual income of £200 million.

It also has an advanced agricultural sector, but this

has suffered due to the decline in the banana trade

and limited opportunities for small-scale farmers.

Recent increases in food prices, coupled with concerns

over the deteriorating health of the population, have led

to the establishment of policies that assist agricultural

development and diversification. These factors suggest

that aligning the local agricultural sector with the

thriving tourism sector can provide the region with an

avenue to maintain its current rate of growth, as well

as create jobs and foster sustainable development.


35

The businessBelle Vue is a rural marketing, production

and distribution company, providing

high quality, local produce to the tourism

sector. The company has established

trading relations with large hotel chains.

The progressIn the last 12 months, there has been very little

expenditure on Oxfam-funded activities. Indeed,

due to the economic recession, Oxfam had to

close down our Caribbean offices, leaving

no permanent local staff to support the

project. Repeated attempts to recruit

a local project manager have ended

in failure. For this reason the EDP

Board approved the decision not to

renew our financial commitments

for years two and three.

Despite these difficulties, the

company managed a small

growth in sales in 2009

and has been successfully

diversifying into other markets,

so we remain positive about

its potential. The idea of

building links between local

farmers and the hotel industry

has also caught on in the region,

and Oxfam has provided advice

for similar initiatives on other islands.

St Lucia Fruit and vegetables

Tanzania SisalEnterprise 15 processor firms

Key contacts Salum Shamte (Katani Ltd) and Stephen Kijazi (Oxfam)

Product Sisal

Market Katani Ltd and, ultimately, local, regional and national markets

Investment £151,000: £63,000 loan, £45,000 business grant, £43,000

project grant, over three years (since mid-2009)

Impacts sought > Increase income for 16,500 small-scale producers by 25 per cent

> After ten years, women should account for 40 per cent of

producers and 20 per cent of processor owners

The background Approximately 80 per cent of people in Tanzania derive their

income from subsistence agriculture. Women undertake

a significant and disproportionately high percentage of

the agricultural workload, in addition to bearing almost full

responsibility for the care of children, the sick and the elderly.

The sisal sector provides an opportunity to address this

imbalance, as there is a significant under-supply of processed

sisal and sisal products in local, national and international

markets. The Tanzania Sisal Board expects national and regional

demand for sisal fibre to double over the next three years.


www.katanitz.com

The businessOxfam has partnered Katani Ltd, a sisal

processing and marketing company seeking

to expand its supply chain by linking with

more smallholder growers. Katani purchases

processed sisal, and provides training and loans

to rural processors so they can buy processing

machines and sisal from local farmers.

Despite the global recession, Katani has

maintained its sales of items such as ropes,

carpets and bags. The initiative is supported

by the Accenture Foundation, and is assisting

wider efforts by the public and private

sectors to increase production

capacity in the region.

With Oxfam’s support, five

processor firms are to

be set up in year one,

followed by a further

ten in year two.

The progress This initiative has great potential for developing

strong links between rural communities and an

established corporation, and has made good

progress on a number of its key milestones:

> The priority has been setting up the

partnership between Oxfam, farmers and

Katani Ltd. The company is committed

to this initiative and a Memorandum of

Understanding was signed at the end of 2009.

> A specialist agency has provided business

training to executives and processors have

received training that will enable them to increase

output without compromising quality.

> A regional sisal stakeholders’

workshop was attended by regional

and district advisers, the national

sisal board and association,

and 46 sisal growers.

Tanzania Sisal

37

Drying vegetable seeds in Nepal. See page 41.

New portfolioIn 2010/11 we plan to invest in six new projects, including phase two of our project in the Occupied Palestinian Territories. We’re excited about the variety of these new opportunities, from moringa leaf (used in medicine and as a food supplement) in the Philippines to mushrooms in Rwanda, and from honey and beehives in Ethiopia to vegetable seeds in Nepal.

“We received training in modern beekeeping methods, and we’re beginning to enjoy the benefits.

We get much more honey than before. “Now I can buy basic necessities and send my children to school. I can buy

clothes, pens and books for them. If we get additional, modern beehives,

we will be able to sell more.”Mengiste Alemu,

beekeeper, Ethiopia (see page 40)

39

40 > New portfolio

Ethiopia HoneyEnterprise Zembaba Honey and Inputs Marketing

Key contacts Berihun Amsalu (General Manager), Gizachew Sisay (Oxfam)

Product Honey; beehives and protective clothing

Market Honey for export; beehives and other inputs for local markets

Investment £237,000 (£89,000 in loans) over three years (under negotiation)

Impacts sought > Create 25 jobs at the enterprise, plus support livelihoods of 3,500 farmers

> Increase beekeepers’ income by 30 per cent

> Promote women’s involvement and leadership

The backgroundAround 85 per cent of Ethiopia’s

80 million population live in rural

areas. Poverty is widespread,

and is most acute in women-

headed households. However,

economic opportunities exist,

and honey is one of them.

Beekeeping is already an

important economic activity,

yet productivity and quality are

low because many of Ethiopia’s

two million producers still

use less efficient, traditional

beekeeping methods.

Export opportunities opened

up when the EU approved

Ethiopia as an exporter of honey

in 2008, following a decline

in global supply as a result

of Colony Collapse Disorder

(CCD). Today, there is a large

global demand for honey, wax

and other bee products. The

introduction of modern hives

could help to meet the new

demand, increasing productivity

by up to 400 per cent.

The business Zembaba is owned by nine co-

operatives (with a total of 3,494

members, including 632 women)

in the Amhara region. It sells

honey and wax, and

seeks to build modern

hives and supply

protective clothing. Zembaba has

partnered with Ambrosia plc, a

company with the largest honey

processing plant in Ethiopia.

The planKey activities include: buying

equipment to make beehives

and protective clothing; training

women beekeepers and local

carpenters; and hiring business

staff. Members can buy hives

on credit to be paid off when

their honey is sold. Zembaba’s

vision is to develop into a

profitable supplier of honey and

beekeeping equipment that

is co-owned and managed

by women producers.

Nepal Seeds

The backgroundThe Mid-Western and Far-

Western regions of Nepal are

among the poorest in the country.

Discrimination against women

is widespread; their education

levels and incomes are lower

than those of men, and men

own the land. However, due to

the seasonal migration of men

to India, women have started

to play a more prominent

role in seed production.

The production of vegetable

seeds makes the best use of the

limited cultivable land. It provides

a higher financial return than

cereals, and requires less water

and resources than vegetables.

Demand is growing 25 per cent

year-on-year; however, only 53

per cent of seeds consumed

are actually produced in

Nepal – despite imports being

significantly more expensive.

The business The Pabitra Co-operative has

213 farmer members (30 per

cent women) from 21 villages,

and focuses on the five villages

that are prime areas for seed

cultivation. Pabitra currently

provides training, micro-loans,

fertilisers, seeds, medicines

and agricultural equipment,

and is starting to specialise in

the marketing of the seeds.

The planFinancial support will help to

increase farmers’ production,

open up new markets and

improve product quality.

Specifically, it will finance the

purchase of machinery and

equipment, provide working

capital and contribute to staff

salaries. Oxfam is collaborating

with partners including the

Environment Development

Society (EDS) and the Center for

Environmental and Agricultural

Policy Research Extension

and Development (CEAPRED),

as well as local authorities.

41

Ethiopia HoneyEnterprise Pabitra Co-operative

Key contacts Mr Naulsingh Khatri (President), Ms Dharma K. Poudel (Senior Social Mobiliser)

Product Vegetable seeds

Market Local, regional and, later, Indian markets

Investment £144,000 (£75,000 in loans) over three years

Impacts sought > Increase income for over 1,000 farmers (target 60 per cent women)

> Increase co-operative membership from 213 to 1,050

> Triple production of vegetable seeds under the brand name Himalayan Seeds

Occupied Palestinian Territories Natural foods

The backgroundDespite the economic and

political constraints facing the

West Bank, the food industry is

growing. For the last few years

the New Farm Company (NFC),

which received support from

Oxfam EDP between 2008 and

2010, has shown that it can be

part of this growth. Creating

opportunities for women is a

challenge, but the particular

approach used by NFC and our

partner, the Economic and Social

Development Centre (ESDC),

has shown positive results.

The business EDP has supported NFC for two

years (some of the successes

of the first phase of investment

are highlighted on pages 28-29).

As a result, NFC’s products are

well positioned; they are currently

on the shelves of more than 70

supermarkets in the West Bank.

Trading relationships with leading

wholesalers have started and

are projected to grow by 5-10

per cent annually. The company

is looking to expand its market

presence in Jordan and Saudi

Arabia by strengthening relations

with existing trading partners.

The planNFC is seeking support to

acquire machinery and improve

systems which are critical for

its growth and positioning as a

quality food provider. Specific

activities include: buying a filling,

capping and labelling machine

for olive oil, honey and molasses;

providing technical support

to women on food production

and processing; improving

operational and finance systems;

investing in export promotion

and local marketing activities.

42 > New portfolio

Enterprise The New Farm Company (NFC)

Key contacts Dawood Istanbuli (Manager, NFC), Mohammed Sawafta (Oxfam)

Product Natural Palestinian foods

Market Occupied Palestinian Territories, Arab Gulf

Investment £266,000 (£87,000 in loans) over two years (under negotiation)

Impacts sought > Increase sales (including olive products) from £137,000 to £670,000

> Increase local market share from 5 per cent to 8 per cent over three years

> Expand regional sales by 15 per cent per annum

> Enter Fairtrade markets in Europe in 2012

Pakistan Dairy

The backgroundAround 17 per cent of Pakistan’s

population live on less than

a dollar a day. Women are

unlikely to receive the same

level of education as men, do

not benefit from government

policies, and are actively

discouraged from participating

in commercial ventures.

The dairy sector offers significant

opportunities for growth.

Although Pakistan is among

the five largest milk producers

in the world, 97 per cent of its

milk is distributed through an

inefficient system of agents

and middlemen. Smallholder

milk producers are often

indebted to these middlemen

and are unable to gain direct

access to external markets.

The business Chenab Dairy Enterprise is a new

start-up enterprise, consisting of

more than 17,500 farmers from

five co-operatives (two formed

in 2009, plus three new co-

operatives) in the Muzzaffargarh

district of Punjab. The enterprise

will work with Doaba Foundation,

a local NGO which has been an

Oxfam partner for five years. Its

vision is to grow into a profitable

dairy enterprise that will promote

women’s economic leadership

and increase household income

for smallholder farmers.

The planThe focus is on building capacity

and providing training to increase

sales and expand the range and

quality of produce. The project will

also carry out local campaigns

to promote more equal gender

relations. Farmers who join the

district co-operatives will sell their

produce collectively and ultimately

secure a better price. In addition to

selling fresh milk to an established

corporate client, the enterprise

will produce and sell high-margin

milk-based products like khoya,

cream and ghee to local markets.

43

Enterprise Chenab Dairy Enterprise

Key contacts Mr Khalid Ahmed, Ms Asiya Bibi (managers of two of the five co-operatives)

Product Milk and milk-based products

Market Local regional markets

Investment £165,000 (£41,000 in loans) over two years (under negotiation)

Impacts sought > Increase income by 20-30 per cent for approx 17,500 smallholder farmers

> Ensure 50 per cent of co-operative members are women

> Ensure women have 60 per cent representation on the board of the enterprise

As we finalise this report, floods have severely affected the area. Oxfam remains committed to supporting the enterprise’s plan but delays are expected.

Philippines Moringa leaves

The backgroundNearly half the population of

Caraga in Mindanao, south

Philippines, live in poverty –

double the national average.

People rely on subsistence

farming and fishing, but natural

resources are diminishing.

Women play a prominent

role in family farms but earn

no income and have little

say in how they are run.

In this context, the support for

the moringa industry offers

hope. There is a growing

demand for the use of moringa

in meals, herbal medicines and

natural dietary supplements.

Oxfam is working with Secura

International, a major supplier

of plant-based pharmaceutical

products, which has called

on the country to exploit the

growing demand for moringa.

The business In the past, the Libas Farmers

Multi-Purpose Co-operative was

engaged in the production of

coconut products, so moringa

is relatively new. However, one

of Secura’s moringa processing

plants is just two hours from

Libas members. Local farmers

have so far planted ten hectares

of moringa, and have had a first

harvest bought by Secura. This

has led to the commitment to

plant a further 100 hectares.

The planLibas aims to develop into a

strong marketing company for

moringa. Specific activities

include: finalising negotiations

with Secura; training women to

manage the seed nursery; and

organising harvest festivals to

promote moringa farming. Loan

finance is needed to promote

access to working capital.

44 > New portfolio

Enterprise Libas Farmers Multi-Purpose Co-operative

Key contacts Nanie Lanquino (Manager), Agnes Bolaños (Enterprise Facilitator)

Product Moringa leaves (pharmaceutical, personal care and food industries)

Market Secura International, a medium-sized company

selling to the pharmaceutical industry

Investment £100,000 (£59,000 in loans) over 18 months (under negotiation)

Impacts sought > Create 120 jobs for women in a seed nursery

> Increase earnings by 300 per cent for 72 members (30 per cent women)

> Involve 900 additional farmers after two to three years

Rwanda Mushrooms

The backgroundRwanda has witnessed economic

growth in the last few years but

levels of poverty remain high.

Promoting new opportunities

is critical and challenging,

especially for women who face

additional constraints such as

caring responsibilities, limited

access to assets, and cultural

discrimination. Economic

growth is driving an increased

demand for fresh and processed

mushrooms; a recent study

showed that demand outstrips

supply by 2:1. Mushrooms are

suited to local climatic conditions

and can be cultivated near

homes throughout the year,

with little land or labour. With

government support, some

women are already involved

in mushroom production.

The challenge is to connect

them to reliable markets.

The business Unlike other EDP projects, BN

Producers is a privately-owned

enterprise, which supplies dried

and fresh mushrooms to hotels

and supermarkets. There are at

present no other major suppliers

of mushrooms in the market.

BN employs eight full-time staff,

and 28 waged workers – all but

one are women. Its growth has

been slowed by limited access to

committed suppliers and finance.

The planBN plans to increase its

production and marketing

capacity by: establishing four

collection and retail outlets which

sell to supermarkets and hotels;

providing technical and business

training; and providing finance

to 300 women so they can buy

equipment and inputs. Its vision

is to become the leading fresh-

mushroom marketing company in

Rwanda.

45

Enterprise BN Producers

Key contacts Niyibaho Berthilde (Manager)

Product Fresh and processed mushrooms

Market Hotels and urban markets

Investment £79,000 (£30,000 in loans) over 18 months (under negotiation)

Impacts sought > Enable 30 women to achieve a minimum income of £20 per month

> Support 300 women in the first 18 months (up to 900 women in three years)

> Increase monthly production of fresh mushrooms from 600kg to 9,000kg

EDP and the Virgin London MarathonEDP projects will soon benefit from a new partnership between Oxfam and the Virgin London Marathon. Oxfam has been awarded Official Charity status for the 2011 race, and Oxfam’s runners will be fundraising for our projects in Ethiopia (sesame), Tanzania (sisal), Sri Lanka (dairy), and Honduras (vegetables).

www.oxfam.org.uk/marathon

The Virgin London Marathon

is now the biggest annual

fundraising event in the world,

raising in excess of £50 million

every year for charities. Oxfam

was selected after a hugely

competitive process, and the

innovative, entrepreneurial nature

of EDP was a key factor in our

successful pitch. Runners at

the 2011 event are expected to

generate more than £1 million

additional income for Oxfam.

As well as raising money, this is

a great opportunity to promote

both EDP and the idea that

business can change the lives

of some of the world’s poorest

communities. Oxfam’s runners

will be able tell their sponsors

that they’re helping people –

especially women – to improve

their business skills and gain

access to finance and equipment,

so they can work their way

out of poverty.

46 > EDP and the Virgin London Marathon

45

www.oxfam.org.uk/edp

Oxfam House, John Smith Drive, Oxford OX4 2JY. Oxfam is a registered charity in England and Wales

(202918) and Scotland (SC039042).Oxfam GB is a member of Oxfam International. Inhouse No. 4605

Oxfam’s Enterprise Development Programme uses a private equity approach to support small and medium enterprises in the developing world. Through strategic investments in sustainable businesses, EDP presents you with the chance to help thousands of people work their way out of poverty.

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