TIME FOR GLOBAL ACTION
SEASON 1
A global series demonstrating that inclusive business drives growth. Short, cinematic films that feature companies solving real-world problems while growing their bottom line.
ACCOR HOTELS
In the Northern part of Thailand, there is a distinct lack of education and employment opportunities for the vulnerable ethnic Karen minorities who often become victims of human trafficking, are forced to work in sweatshops or are sold into slavery.
In Thailand in general, there is also a lack of hospitality training which is generally classroom-based and not sufficiently practical or meeting the professional service requirements of the industry.
To address both of these challenges concurrently, the IECD created a vocational training program in hospitality and catering in Mae Sot for young marginalized Karens, which provides both theoretical and practical training over 2 years, at no cost.
In Thailand in general, there is also a lack of hospitality training which is generally classroom-based and not sufficiently practical or meeting the professional service requirements of the industry.
To address both of these challenges concurrently, the IECD created a vocational training program in hospitality and catering in Mae Sot for young marginalized Karens, which provides both theoretical and practical training over 2 years, at no cost.
AP TERMINALS COSTA RICA
Costa Rica in Central America has been hailed as one of the happiest countries on earth. With coastlines on both the Pacific and Caribbean sides, its name means ‘rich coast’. On its eastern shoreline lies the province and town of Limon – the first place where Christopher Columbus anchored when he sailed into Costa Rica. It has incredible natural resources and is populated with Limonians who love the place so much they get tears in their eyes when they speak about leaving. Yet, for all its natural and human capital, it has been hampered by a series of social and economic problems.
With no tertiary education facilities and opportunities for professional development at a low, young people were, albeit reluctantly, leaving Limon in droves. The capital, San Jose, offers education, job opportunities and a faster pace of life.
Those who left Limon often did not return, which meant any potential talent – and hope for revival – left with it. That is until news started spreading of a new container terminal being built at Limon port, and not just any terminal: the most efficient container terminal in Latin America.
In January 2015, APM Terminals, a subsidiary of Danish conglomerate, Maersk, started the construction of a 40-hectare artificial island in the ocean off Limon as a platform for the biggest cranes in the world, with the ability to services the biggest vessels in the world. When they become operational in January 2018 the plan is for it to not only be the doorway to the rest of Costa Rica, but also Central America.
Costa Rica is the biggest exporter of fresh pineapple in the world, with the fruit being ranked as the best in terms of quality globally. Long queues of vessels forming at the old port resulted in many vessels leaving without collecting their cargo. Tonnes of fresh produce stayed behind, rotting in its containers – a huge financial blow to the producers. The aim is for the new port to run like a pitstop in a Formula 1 race: everyone in sync in the fastest, most efficient way, but still keeping with safety regulations.
Many Limonians are returning, even from overseas, and the port is already enabling opportunity at this first stage of building. Also, in partnership with the Chamber of Commerce, APM Terminals is offering free training programmes to interested Limonians to create a skilled workforce for the port. Even without being complete, the potential of the new port at Limon is fast returning Costa Rica to the ‘rich coast’ it actually is.
Costa Rica is the biggest exporter of fresh pineapple in the world, with the fruit being ranked as the best in terms of quality globally. Long queues of vessels forming at the old port resulted in many vessels leaving without collecting their cargo. Tonnes of fresh produce stayed behind, rotting in its containers – a huge financial blow to the producers. The aim is for the new port to run like a pitstop in a Formula 1 race: everyone in sync in the fastest, most efficient way, but still keeping with safety regulations.
Many Limonians are returning, even from overseas, and the port is already enabling opportunity at this first stage of building. Also, in partnership with the Chamber of Commerce, APM Terminals is offering free training programmes to interested Limonians to create a skilled workforce for the port. Even without being complete, the potential of the new port at Limon is fast returning Costa Rica to the ‘rich coast’ it actually is.
With no tertiary education facilities and opportunities for professional development at a low, young people were, albeit reluctantly, leaving Limon in droves. The capital, San Jose, offers education, job opportunities and a faster pace of life.
Those who left Limon often did not return, which meant any potential talent – and hope for revival – left with it. That is until news started spreading of a new container terminal being built at Limon port, and not just any terminal: the most efficient container terminal in Latin America.
In January 2015, APM Terminals, a subsidiary of Danish conglomerate, Maersk, started the construction of a 40-hectare artificial island in the ocean off Limon as a platform for the biggest cranes in the world, with the ability to services the biggest vessels in the world. When they become operational in January 2018 the plan is for it to not only be the doorway to the rest of Costa Rica, but also Central America.
Costa Rica is the biggest exporter of fresh pineapple in the world, with the fruit being ranked as the best in terms of quality globally. Long queues of vessels forming at the old port resulted in many vessels leaving without collecting their cargo. Tonnes of fresh produce stayed behind, rotting in its containers – a huge financial blow to the producers. The aim is for the new port to run like a pitstop in a Formula 1 race: everyone in sync in the fastest, most efficient way, but still keeping with safety regulations.
Many Limonians are returning, even from overseas, and the port is already enabling opportunity at this first stage of building. Also, in partnership with the Chamber of Commerce, APM Terminals is offering free training programmes to interested Limonians to create a skilled workforce for the port. Even without being complete, the potential of the new port at Limon is fast returning Costa Rica to the ‘rich coast’ it actually is.
Costa Rica is the biggest exporter of fresh pineapple in the world, with the fruit being ranked as the best in terms of quality globally. Long queues of vessels forming at the old port resulted in many vessels leaving without collecting their cargo. Tonnes of fresh produce stayed behind, rotting in its containers – a huge financial blow to the producers. The aim is for the new port to run like a pitstop in a Formula 1 race: everyone in sync in the fastest, most efficient way, but still keeping with safety regulations.
Many Limonians are returning, even from overseas, and the port is already enabling opportunity at this first stage of building. Also, in partnership with the Chamber of Commerce, APM Terminals is offering free training programmes to interested Limonians to create a skilled workforce for the port. Even without being complete, the potential of the new port at Limon is fast returning Costa Rica to the ‘rich coast’ it actually is.
ASTELLAS
Famous for its infatuation with the body beautiful, Brazil is a country where health, fitness and vitality vie for the same limelight. It is therefore astonishing to find that one in six Brazilian men suffer from prostate cancer. What’s even more alarming is that the rate of men dying from this perfectly preventable disease is almost double that of developed countries. In over 95% of cases, if diagnosed at an early stage, it is possible to fully recover from prostate cancer. Why, then, do we have these disconcerting statistics?
Delayed diagnosis is the main culprit, fuelled by a fiercely masculine culture and a lack of information. It makes for a deadly combo. The stigma around rectal exams notwithstanding, many men are too proud to go for routine check-ups, let alone admit that they’re feeling ill.
The belief is that “real men” don’t go for tests, and many find it embarrassing just discussing it. Prostate issues are directly related to sexual performance and urinary control issues – taboo subjects when trying to preserve ideas of masculinity. Sadly the reality is that the cancer is then only discovered when it is too late to do anything about it. Businesswoman, Dani Junco, describes how this happened to her father and the devastating effect it had on their family.
Dani’s father was ill for a long time, actively concealing the fact. He would take no tests, especially not a rectal exam and by the time it was discovered, cancer had metastasised to spread to his other organs. It was too late to save him. His death had huge emotional and financial implications for his family. Traumatised and destitute, they had to move in with an aunt, uprooting their entire life. Dani today still mourns the fact that he’ll never meet his grandchildren. Exacerbating her sadness is the injustice that, if caught early enough, he probably would have been able to recover.
Yet, machismo is not the only thing at fault here. There is a structural problem in the public health system which fails to encourage seemingly healthy men to be examined and tested. Little information is released about the disease and people, therefore, don’t know that prevention is better than cure, or that a cure is even possible. Dr Luciana Holtz, the creator of the Oncoguia Institute, a non-profit organisation that helps cancer patients, believes that the awareness around prostate cancer needs to come from the government. This is not easy as they have a particular take on men’s health and prostate cancer is barely mentioned. She believes that people need to fight for it to be considered, included and prioritised. A small army of activists, like prostate cancer survivor, Carlos Mazzuca, are doing their best to create awareness.
Upon hearing that he had cancer, Carlos burst into tears believing that it was a death sentence – a belief held by many. The doctor calmed him down, saying that he had a 90% chance of survival. Carlos realised he was ill when he started having difficulty urinating. His wife pleaded with him to go to the doctor, even making appointments for him. After the fifth missed appointment he finally conceded and visited a neighbourhood health clinic. Tests were done and he was referred to a specialist urologist. Had his wife not kept at it, Carlos would not be here to tell his story of survival.
Carlos is happy and proud because he managed to face it. Now he sees it as his duty to pass on the information he had learned through dealing with this disease. He encourages and educates people, warning men to look after their health. Luciana believes the future of cancer control is not only in treatment but also in prevention. Without it, prostate cancer will only continue being the senseless killer it currently is in Brazil.
Delayed diagnosis is the main culprit, fuelled by a fiercely masculine culture and a lack of information. It makes for a deadly combo. The stigma around rectal exams notwithstanding, many men are too proud to go for routine check-ups, let alone admit that they’re feeling ill.
The belief is that “real men” don’t go for tests, and many find it embarrassing just discussing it. Prostate issues are directly related to sexual performance and urinary control issues – taboo subjects when trying to preserve ideas of masculinity. Sadly the reality is that the cancer is then only discovered when it is too late to do anything about it. Businesswoman, Dani Junco, describes how this happened to her father and the devastating effect it had on their family.
Dani’s father was ill for a long time, actively concealing the fact. He would take no tests, especially not a rectal exam and by the time it was discovered, cancer had metastasised to spread to his other organs. It was too late to save him. His death had huge emotional and financial implications for his family. Traumatised and destitute, they had to move in with an aunt, uprooting their entire life. Dani today still mourns the fact that he’ll never meet his grandchildren. Exacerbating her sadness is the injustice that, if caught early enough, he probably would have been able to recover.
Yet, machismo is not the only thing at fault here. There is a structural problem in the public health system which fails to encourage seemingly healthy men to be examined and tested. Little information is released about the disease and people, therefore, don’t know that prevention is better than cure, or that a cure is even possible. Dr Luciana Holtz, the creator of the Oncoguia Institute, a non-profit organisation that helps cancer patients, believes that the awareness around prostate cancer needs to come from the government. This is not easy as they have a particular take on men’s health and prostate cancer is barely mentioned. She believes that people need to fight for it to be considered, included and prioritised. A small army of activists, like prostate cancer survivor, Carlos Mazzuca, are doing their best to create awareness.
Upon hearing that he had cancer, Carlos burst into tears believing that it was a death sentence – a belief held by many. The doctor calmed him down, saying that he had a 90% chance of survival. Carlos realised he was ill when he started having difficulty urinating. His wife pleaded with him to go to the doctor, even making appointments for him. After the fifth missed appointment he finally conceded and visited a neighbourhood health clinic. Tests were done and he was referred to a specialist urologist. Had his wife not kept at it, Carlos would not be here to tell his story of survival.
Carlos is happy and proud because he managed to face it. Now he sees it as his duty to pass on the information he had learned through dealing with this disease. He encourages and educates people, warning men to look after their health. Luciana believes the future of cancer control is not only in treatment but also in prevention. Without it, prostate cancer will only continue being the senseless killer it currently is in Brazil.
BAYER
Small-town South America isn’t immediately associated with being at the forefront of innovation. Yet, the people of Guaíra in Sao Paulo, Brazil, are just that – innovators. Faced with the prospect of economic extinction, and the subsequent demise of their town, they are actively involved in ensuring the economic, social and environmental sustainability of Guaíra.
The Guaíra Sugar Refinery employs more than five per cent of the region’s population. It has always been committed to strong social and environmental practices. However, since partnering with their client Bayer, who implemented the Valore Certification Programme, they are now also spreading their ideals of sustainability to the surrounding communities. New concepts are helping these communities choose the long-term preservation of their resources over outdated, short-term profitability.
Bayer implemented Valore over a range of Brazilian agricultural products in answer to the demands of their European and other international export markets. These markets require absolute transparency and accountability. With Bayer’s mission of Science for a Better Life, Valore focuses on ensuring that companies get a certified product to market. At the same time, it follows a 3-tiered approach to sustainability. This not only focuses on economic gain but also encompasses social and environmental ideals.
Bayer places a lot of emphasis on the importance of social enterprises which improve the lives of employees and their families. This has led to the implementation of daycare centres, schools and municipal agencies in the region, thereby directly enhancing the quality of life of people in the community.
Carlos de Souza, a dedicated Security Technician, assisted his team at the Guaíra Sugar Refinery to obtain Valore Bronze Certification. In turn, the programme’s focus on employee well-being has enabled Carlos to work his way up in the company while completing his studies to become a workplace safety manager. Other benefits such as better wages, health insurance and sufficient maternity leave, also help single mothers like driver Marlei de Paula to be self-sufficient and independent.
Environmentally, the refinery has had a significant impact. Environmental Monitor, Edvaldo Gomes, says that active reforestation on the refinery’s land has resulted in the decrease of silting and soil erosion. It has also resulted in the return of several species of animals like jaguars, boars and foxes, indicating that the land truly is being restored. Training programmes with local farmers, and Edvaldo’s gift for positive persuasion, has resulted in the farmers embracing the bigger picture. Now they are enabling the land to deliver excellent produce well into the future.
Bayer’s Valore programme contributes to the second Sustainable Development Goal of ensuring zero hunger. It truly is remarkable how innovative partnerships, along with the dedication of a handful of passionate people, can snowball into the upliftment and continued existence of an entire community.
The Guaíra Sugar Refinery employs more than five per cent of the region’s population. It has always been committed to strong social and environmental practices. However, since partnering with their client Bayer, who implemented the Valore Certification Programme, they are now also spreading their ideals of sustainability to the surrounding communities. New concepts are helping these communities choose the long-term preservation of their resources over outdated, short-term profitability.
Bayer implemented Valore over a range of Brazilian agricultural products in answer to the demands of their European and other international export markets. These markets require absolute transparency and accountability. With Bayer’s mission of Science for a Better Life, Valore focuses on ensuring that companies get a certified product to market. At the same time, it follows a 3-tiered approach to sustainability. This not only focuses on economic gain but also encompasses social and environmental ideals.
Bayer places a lot of emphasis on the importance of social enterprises which improve the lives of employees and their families. This has led to the implementation of daycare centres, schools and municipal agencies in the region, thereby directly enhancing the quality of life of people in the community.
Carlos de Souza, a dedicated Security Technician, assisted his team at the Guaíra Sugar Refinery to obtain Valore Bronze Certification. In turn, the programme’s focus on employee well-being has enabled Carlos to work his way up in the company while completing his studies to become a workplace safety manager. Other benefits such as better wages, health insurance and sufficient maternity leave, also help single mothers like driver Marlei de Paula to be self-sufficient and independent.
Environmentally, the refinery has had a significant impact. Environmental Monitor, Edvaldo Gomes, says that active reforestation on the refinery’s land has resulted in the decrease of silting and soil erosion. It has also resulted in the return of several species of animals like jaguars, boars and foxes, indicating that the land truly is being restored. Training programmes with local farmers, and Edvaldo’s gift for positive persuasion, has resulted in the farmers embracing the bigger picture. Now they are enabling the land to deliver excellent produce well into the future.
Bayer’s Valore programme contributes to the second Sustainable Development Goal of ensuring zero hunger. It truly is remarkable how innovative partnerships, along with the dedication of a handful of passionate people, can snowball into the upliftment and continued existence of an entire community.
BIDCO
As far as small fishing villages teetering on the brink of extinction go, the Kalangala district in Uganda had some of the worst. A group of sixty islands on Lake Victoria consisted of mainly forests and grasslands with only small dirt tracks connecting the villages. Most people here depended on fishing for their livelihood. That is, until the fish stock dwindled in the 1970s, pulling the carpet out from under the majority of the citizens.
Suddenly the prospects for thousands looked dire and the towns faced obsolescence. The government stepped in to launch what they called their “role-model project of public-private partnerships”. Collaborating with multinational consumer goods company, Bidco, they introduced the trial version of a now-massive oil palm project. Jarnardhan Naidu, General Manager of Bidco in Uganda, say they speak of it as the Four Ps project: the public, private, people project with the main objective being poverty alleviation.
Many were, at first, very sceptical. It takes three years for a palm tree to bear fruit and there were environmental concerns. Those willing to sign up were supported by the government through loans to ensure they maintained themselves up to the first harvest. As soon as harvesting started and the new farmers earned income, others hastened to join. Suddenly fishermen with no hope for the future turned into successful farmers. There was enough money to employ their relatives as labourers and, in the process, entire families were being uplifted.
The farmers are supported by both the government and Bidco. There is a farmer’s trust headed by Nelson Basaalidde who support them on behalf of the government. Bidco offers a complete value chain from soil to pan by providing seedlings, technical know-how and the market for the fruit. From planting the trees to extracting the oil, the farmers are guided every step of the way.
Traditionally women and girls were not included in the commercial production chain in Uganda. Here, however, it is different. About 35 per cent of the oil palm farmers are female, empowering them and ensuring their independence. Widow, Tabisa Akirapa, looks after several orphans. Through farming oil palm she has now been able to upgrade her house, buy the goods she needs and keep her children in school.
The entire community has moved from poverty to prosperity and young people don’t need to move away to survive. Good roads, communication systems, infrastructure, electricity and clean water supply – all are contributing to the success, and future, of the people of Kalangala.
Suddenly the prospects for thousands looked dire and the towns faced obsolescence. The government stepped in to launch what they called their “role-model project of public-private partnerships”. Collaborating with multinational consumer goods company, Bidco, they introduced the trial version of a now-massive oil palm project. Jarnardhan Naidu, General Manager of Bidco in Uganda, say they speak of it as the Four Ps project: the public, private, people project with the main objective being poverty alleviation.
Many were, at first, very sceptical. It takes three years for a palm tree to bear fruit and there were environmental concerns. Those willing to sign up were supported by the government through loans to ensure they maintained themselves up to the first harvest. As soon as harvesting started and the new farmers earned income, others hastened to join. Suddenly fishermen with no hope for the future turned into successful farmers. There was enough money to employ their relatives as labourers and, in the process, entire families were being uplifted.
The farmers are supported by both the government and Bidco. There is a farmer’s trust headed by Nelson Basaalidde who support them on behalf of the government. Bidco offers a complete value chain from soil to pan by providing seedlings, technical know-how and the market for the fruit. From planting the trees to extracting the oil, the farmers are guided every step of the way.
Traditionally women and girls were not included in the commercial production chain in Uganda. Here, however, it is different. About 35 per cent of the oil palm farmers are female, empowering them and ensuring their independence. Widow, Tabisa Akirapa, looks after several orphans. Through farming oil palm she has now been able to upgrade her house, buy the goods she needs and keep her children in school.
The entire community has moved from poverty to prosperity and young people don’t need to move away to survive. Good roads, communication systems, infrastructure, electricity and clean water supply – all are contributing to the success, and future, of the people of Kalangala.
CITI THAILAND
In this colourful film, we step into the shoes of a tourist exploring beautiful Thailand. Our guide is a local entrepreneur, Nadia Putkham, who takes us on a trip down Bangkok’s famous canals.
It’s not surprising that tourism is one of the key drivers of the Thai economy – it has around 30 million visitors a year, 20 million of which are brought by Thai Airways. Charamporn Jotikasthira, the company’s president, celebrates the positive effect that the airline, with the support of Citi, has had on the Thai people and their economy.
We explore the trickle-down effect of these arriving tourists through our journey with Nadia, who has a healthy network of talented entrepreneurs along the canal. From the comfort of Nadia’s canal boat, we sample the best noodles in Bangkok bought from a floating market, sit in silent contemplation with robed monks in a holy temple, watch a stunning puppet show and visit a local orchid farm, whilst understanding how Thai entrepreneurs work together generously and creatively.
It’s not surprising that tourism is one of the key drivers of the Thai economy – it has around 30 million visitors a year, 20 million of which are brought by Thai Airways. Charamporn Jotikasthira, the company’s president, celebrates the positive effect that the airline, with the support of Citi, has had on the Thai people and their economy.
We explore the trickle-down effect of these arriving tourists through our journey with Nadia, who has a healthy network of talented entrepreneurs along the canal. From the comfort of Nadia’s canal boat, we sample the best noodles in Bangkok bought from a floating market, sit in silent contemplation with robed monks in a holy temple, watch a stunning puppet show and visit a local orchid farm, whilst understanding how Thai entrepreneurs work together generously and creatively.
CITI MOBILE CHALLENGE HONG KONG
In this story, we follow the fortunes of three young Hong Kong-based tech entrepreneurs, Joy Aether Ltd co-founders, Leo Lau, Ricky Lui and Stanley Lam. These former college buddies are innovating mobile fintech, using image recognition technology in a mobile app to help grow SMEs through enhancing the experience of their customers.
How does a leading global financial institution, Citi, give Joy Aether and others like them a platform to showcase their mobile technology to potential investors, experience real-time peer feedback and enjoy once in a lifetime networking opportunities? It all happened at the Citi Mobile Challenge Asia Pacific roadshow where some of the most exciting mobile technology apps in Asia were showcased, and where ‘disruption’ was the name of the game.
Watch enthusiasm meeting innovation, and innovation meeting opportunity, under the watchful eye of Citi seeking out the best and brightest in the mobile fintech space.
How does a leading global financial institution, Citi, give Joy Aether and others like them a platform to showcase their mobile technology to potential investors, experience real-time peer feedback and enjoy once in a lifetime networking opportunities? It all happened at the Citi Mobile Challenge Asia Pacific roadshow where some of the most exciting mobile technology apps in Asia were showcased, and where ‘disruption’ was the name of the game.
Watch enthusiasm meeting innovation, and innovation meeting opportunity, under the watchful eye of Citi seeking out the best and brightest in the mobile fintech space.
DELL INDIA
It is almost impossible to imagine a world without computers. Yet, ninety per cent of India’s population either does not have access to a computer or is not computer literate. In a country with 1.2 billion people, that equates to a staggering amount of untapped potential. What’s more, is that fifty per cent of these people are under the age of 25, putting India well on its way to becoming the youngest country by 2020, thereby increasing the need for technological development even further.
To transform India into a digitally empowered society, the government of India launched the Digital India programme in 2015. With almost a billion people to uplift, the scope of the project is too vast for government to successfully navigate alone. Technology giant Dell provided the perfect solution with the rollout of their Aarambh project. Aarambh means ‘the beginning’ and it is Dell’s aim to, within the next year, reach 5,000 schools across 75 cities and effectively train about 100,000 teachers in the use of PCs.
One of the Aarambh teachers, Sakshi Tomar, has been passionate about computers since she first learnt how to type her name using a keyboard. She couldn’t believe that there was another way to write – without using a pen – and rushed home to tell her mother about her experience. Sakshi is now imparting this passion to her students at the Shri Sai Academy. They love her for it and say she’s their favourite teacher. Students are embracing these changes with open arms. Boring, old-school textbook learning is being enhanced by interactive and engaging practical schooling.
What makes Aarambh so innovative and clever, is the fact that it starts not only with the training of teachers, but includes the training of parents too. For the programme to be successful it needs the full support of parents. Scores of mothers are attending training sessions and are learning how to operate computers from scratch. Turning these stay-at-home moms into mavens of technology not only enables them to help their kids with their schoolwork but also increases their children’s fondness for learning.
The sheer scale of the programme constitutes a long-term project, intending to create a digital revolution under the youth of India. As a result, these scholars will reach the job market already fully productive, having received a sustainable boost to their development and sweeping their country along into a bright future.
To transform India into a digitally empowered society, the government of India launched the Digital India programme in 2015. With almost a billion people to uplift, the scope of the project is too vast for government to successfully navigate alone. Technology giant Dell provided the perfect solution with the rollout of their Aarambh project. Aarambh means ‘the beginning’ and it is Dell’s aim to, within the next year, reach 5,000 schools across 75 cities and effectively train about 100,000 teachers in the use of PCs.
One of the Aarambh teachers, Sakshi Tomar, has been passionate about computers since she first learnt how to type her name using a keyboard. She couldn’t believe that there was another way to write – without using a pen – and rushed home to tell her mother about her experience. Sakshi is now imparting this passion to her students at the Shri Sai Academy. They love her for it and say she’s their favourite teacher. Students are embracing these changes with open arms. Boring, old-school textbook learning is being enhanced by interactive and engaging practical schooling.
What makes Aarambh so innovative and clever, is the fact that it starts not only with the training of teachers, but includes the training of parents too. For the programme to be successful it needs the full support of parents. Scores of mothers are attending training sessions and are learning how to operate computers from scratch. Turning these stay-at-home moms into mavens of technology not only enables them to help their kids with their schoolwork but also increases their children’s fondness for learning.
The sheer scale of the programme constitutes a long-term project, intending to create a digital revolution under the youth of India. As a result, these scholars will reach the job market already fully productive, having received a sustainable boost to their development and sweeping their country along into a bright future.
INDIAFIRST
At the top of the list of The Global Goals for Sustainability is “No Poverty”. It states that “Responsible financial products build the resilience of the poor and reduce their exposure and vulnerability to economic, social and environmental shocks and disasters”. With over 65 million slum dwellers and over 40 million widows, the people of India certainly need these solutions.
In India, it is primarily women who compromise careers to care for their husbands and families. Add to that the fact that many of these women are uneducated or even illiterate and it ups the vulnerability stakes considerably. Should the unthinkable happen and their husbands – usually the sole breadwinner of the family – pass away, these women and their children are often left destitute and defenceless.
Arranged marriages are still the norm for most and, like millions of brides in India, Sheela Devi met her husband only on the day of their wedding. Sheela hails from a small village where there was no school and education was not deemed important. Illiterate and uneducated, securing a good marriage was her best chance at survival. Fortunately for Sheela – and unlike many – this was a marriage to a kind and loving husband who took very good care of her.
37 years later, when he passed away on her lap en route to the hospital, she was devastated. Apart from losing the love of her life, she was now left to care for the house, children and finances. They had never discussed any of his financial affairs, or what she was to do when he passed away. All he said was that he had “a policy”. A policy which, in true essence, saved her life when it paid out upon his death. Sheela was able to continue with her life as it was before, and now also wants to take out a policy on her life so that her children are cared for when she passes away.
Vishaka R M, CEO of IndiaFirst Life Insurance, agrees that the consequences of a lack of insurance are much worse for women. IndiaFirst is making it their business to educate people about the benefits of life insurance and to change the negative perceptions that exist around it. To date they have insured, on a cumulative basis, over ten million lives and have paid out claims to the value of billions of rupees. Vishaka hopes that life insurance becomes as entrenched in the Indian culture as the religious practices that abound. In that way, they will actively be working towards reducing the vulnerability of the poor and building a society that is resilient to disaster.
In India, it is primarily women who compromise careers to care for their husbands and families. Add to that the fact that many of these women are uneducated or even illiterate and it ups the vulnerability stakes considerably. Should the unthinkable happen and their husbands – usually the sole breadwinner of the family – pass away, these women and their children are often left destitute and defenceless.
Arranged marriages are still the norm for most and, like millions of brides in India, Sheela Devi met her husband only on the day of their wedding. Sheela hails from a small village where there was no school and education was not deemed important. Illiterate and uneducated, securing a good marriage was her best chance at survival. Fortunately for Sheela – and unlike many – this was a marriage to a kind and loving husband who took very good care of her.
37 years later, when he passed away on her lap en route to the hospital, she was devastated. Apart from losing the love of her life, she was now left to care for the house, children and finances. They had never discussed any of his financial affairs, or what she was to do when he passed away. All he said was that he had “a policy”. A policy which, in true essence, saved her life when it paid out upon his death. Sheela was able to continue with her life as it was before, and now also wants to take out a policy on her life so that her children are cared for when she passes away.
Vishaka R M, CEO of IndiaFirst Life Insurance, agrees that the consequences of a lack of insurance are much worse for women. IndiaFirst is making it their business to educate people about the benefits of life insurance and to change the negative perceptions that exist around it. To date they have insured, on a cumulative basis, over ten million lives and have paid out claims to the value of billions of rupees. Vishaka hopes that life insurance becomes as entrenched in the Indian culture as the religious practices that abound. In that way, they will actively be working towards reducing the vulnerability of the poor and building a society that is resilient to disaster.
KARPOWERSHIP
Almost a thousand wooden canoes huddle together to form an intricate puzzle on the shore of Tema in Ghana. Colourful flags flutter everywhere and the dock is bristling with activity as the fishermen offload their catch. Tema is one of the biggest fishing villages in Ghana, making fishing the sole source of income for many families. However, massive power shortages almost immobilised the industry.
Fisherman, Nii Odametey, animatedly exclaims that power cuts were so prevalent that they even coined a word for it. Dumsor is a popular Ghanaian term describing persistent, irregular and unpredictable electrical power outages. Without a consistent refrigeration system, buyers were hesitant to purchase fish in bulk, seriously affecting the fishermen’s income. At the height of the crisis, people would have to endure blackouts for up to 24-hours, affecting the whole nation both economically and socially.
A significant partnership between the government of Ghana and Karpowership, a subsidiary of Turkish company Karadeniz Holdings, has solved the energy crisis in a unique and inventive way. A massive floating power plant – a powership – now graces the coast of Tema. Reminiscent of an apartment building, with 12 power-producing engines, it supplies non-stop electricity to Ghana in a cost-effective way.
Finding it impossible to contain their excitement, the people of Tema followed the progress of the powership on the radio as it travelled down the coast. On its arrival, it was welcomed by hundreds of cellphones filming its entry into port. Tema chief, Nii Adjei Kraku II, was there to ensure that the appropriate customs and rituals were performed at the shore.
The 142-metre long powership is delivered as a ready power plant, a “plug-and-play”, that delivers electricity within days of its arrival. The Grid Company of Ghana teamed up with Karpower to construct an eight-kilometre transmission line from the port to the nearest substation. The powership delivers baseload electricity 24/7, whilst also reducing the average cost of electricity, thereby ensuring that the whole community benefits. No one has to contend with dumsor anymore, and people can focus on growing their businesses.
Apart from the improvement in fishing and other industries, the powership also provided jobs to locals. Pearl Arokwah, the only female engineer on the ship, works at ensuring the water quality of the freshwater generators, boilers and steam turbines. She says it was a dream come true, walking onto that ship. It was a dream come true for many Ghanaians. Nii Odametey says they love seeing the lights on the ship illuminating the night sky. They cherish it, as it’s a symbol of what their community looks like now, and the potential it has enabled.
Fisherman, Nii Odametey, animatedly exclaims that power cuts were so prevalent that they even coined a word for it. Dumsor is a popular Ghanaian term describing persistent, irregular and unpredictable electrical power outages. Without a consistent refrigeration system, buyers were hesitant to purchase fish in bulk, seriously affecting the fishermen’s income. At the height of the crisis, people would have to endure blackouts for up to 24-hours, affecting the whole nation both economically and socially.
A significant partnership between the government of Ghana and Karpowership, a subsidiary of Turkish company Karadeniz Holdings, has solved the energy crisis in a unique and inventive way. A massive floating power plant – a powership – now graces the coast of Tema. Reminiscent of an apartment building, with 12 power-producing engines, it supplies non-stop electricity to Ghana in a cost-effective way.
Finding it impossible to contain their excitement, the people of Tema followed the progress of the powership on the radio as it travelled down the coast. On its arrival, it was welcomed by hundreds of cellphones filming its entry into port. Tema chief, Nii Adjei Kraku II, was there to ensure that the appropriate customs and rituals were performed at the shore.
The 142-metre long powership is delivered as a ready power plant, a “plug-and-play”, that delivers electricity within days of its arrival. The Grid Company of Ghana teamed up with Karpower to construct an eight-kilometre transmission line from the port to the nearest substation. The powership delivers baseload electricity 24/7, whilst also reducing the average cost of electricity, thereby ensuring that the whole community benefits. No one has to contend with dumsor anymore, and people can focus on growing their businesses.
Apart from the improvement in fishing and other industries, the powership also provided jobs to locals. Pearl Arokwah, the only female engineer on the ship, works at ensuring the water quality of the freshwater generators, boilers and steam turbines. She says it was a dream come true, walking onto that ship. It was a dream come true for many Ghanaians. Nii Odametey says they love seeing the lights on the ship illuminating the night sky. They cherish it, as it’s a symbol of what their community looks like now, and the potential it has enabled.
KINROSS GOLD
Running a large senior gold mining company comes with a tremendous responsibility to be a good neighbour to communities and to respect the environment. Kinross Gold, following their core values and principles, have made communities, and the environment, their top priorities.
Just north of the town of Paracatu in Brazil, Kinross operates one of the biggest open-pit gold mines in Brazil and the world. Here they have gone one step further and have become one more member of the town, acting as a neighbour, partner and supporter of the people of Paracatu.
Twenty-five years ago Paracatu fell behind in the Human Development Index compared to both their state, Minas Gerais, and Brazil.
Today, however, Paracatu scores ahead of both, a remarkable achievement that shows Kinross’ positive effect on the community. Local development must be based on a long-term strategy and, in partnership with the mine, the Paracatu Sustainable Development Agency (ADESP) has launched the Paracatu 2030 initiative.
Founded by the passionate José Moraes, the agency’s main goal is to help the city become self-sufficient. José and his partners are very aware of the fact that mining is a finite activity. Paracatu 2030 is designed in such a manner that it coordinates all stakeholders in their drive for the development and sustainability of Paracatu, including the eventual closure of the mine.
Kinross also has its own set of social, skills and environmental development programmes aligned with Paracatu 2030. A skills-based entrepreneurial course has empowered Lidiane Negredo to become an Environmental Monitor for the mine and city. The mine is located very close to the town which poses a set of obstacles; noise and dust from blasts to name but a few. Lidiane and her colleagues monitor these activities and report any inconveniences to the mine.
In the spirit of modern and responsible mining, Kinross Gold’s first two company values are ‘Putting People First’ and ‘Outstanding Corporate Citizenship’. It, therefore, immediately halts or adjusts mining operations and responds to community demands should a mining activity garner a complaint.
A key cog in their sustainability wheel is the mine’s partnership with SEBRAE, a training institute for small and medium businesses. Here, employees and former employees are encouraged to start their own businesses, which can then become suppliers to the mine. Training further empowers them to grow into the larger market, helping to sustain the business even after the mine closes.
For Kinross, responsible mining is all about managing the daily impacts of operations while at the same time working with the community in its long-term development goals. The true legacy of a mining operation is an empowered, enriched, positive and vibrant community. Kinross is helping to empower the people in Paracatu.
Just north of the town of Paracatu in Brazil, Kinross operates one of the biggest open-pit gold mines in Brazil and the world. Here they have gone one step further and have become one more member of the town, acting as a neighbour, partner and supporter of the people of Paracatu.
Twenty-five years ago Paracatu fell behind in the Human Development Index compared to both their state, Minas Gerais, and Brazil.
Today, however, Paracatu scores ahead of both, a remarkable achievement that shows Kinross’ positive effect on the community. Local development must be based on a long-term strategy and, in partnership with the mine, the Paracatu Sustainable Development Agency (ADESP) has launched the Paracatu 2030 initiative.
Founded by the passionate José Moraes, the agency’s main goal is to help the city become self-sufficient. José and his partners are very aware of the fact that mining is a finite activity. Paracatu 2030 is designed in such a manner that it coordinates all stakeholders in their drive for the development and sustainability of Paracatu, including the eventual closure of the mine.
Kinross also has its own set of social, skills and environmental development programmes aligned with Paracatu 2030. A skills-based entrepreneurial course has empowered Lidiane Negredo to become an Environmental Monitor for the mine and city. The mine is located very close to the town which poses a set of obstacles; noise and dust from blasts to name but a few. Lidiane and her colleagues monitor these activities and report any inconveniences to the mine.
In the spirit of modern and responsible mining, Kinross Gold’s first two company values are ‘Putting People First’ and ‘Outstanding Corporate Citizenship’. It, therefore, immediately halts or adjusts mining operations and responds to community demands should a mining activity garner a complaint.
A key cog in their sustainability wheel is the mine’s partnership with SEBRAE, a training institute for small and medium businesses. Here, employees and former employees are encouraged to start their own businesses, which can then become suppliers to the mine. Training further empowers them to grow into the larger market, helping to sustain the business even after the mine closes.
For Kinross, responsible mining is all about managing the daily impacts of operations while at the same time working with the community in its long-term development goals. The true legacy of a mining operation is an empowered, enriched, positive and vibrant community. Kinross is helping to empower the people in Paracatu.
LIXIL
Bill Gates once said that there are not enough smart people working in toilets, and let’s face it, it’s probably not the first career choice of a Harvard or Caltech student. Yet, when you realise that 2.4 billion people – a third of the world’s population – have no access to proper sanitation, the picture becomes a lot more compelling. The result is an extremely high infant and child mortality rate, diarrheal diseases and other dangers, all of which are preventable.
Lixil, a global leader in sanitary ware, is applying all the expertise it has gained in developed markets to address the global sanitation crisis. Each country has unique challenges and they adapt their approach to suit the specific needs of each area.
Mukuru, a slum in Kenya, is home to 13-year old Teresia Soykau John . Sixty per cent of Kenya’s population lives in the informal housing sector, of which thirty per cent is made up of slum dwellings. Teresia’s house has no running water and no toilet; her family is forced to use public toilets for a fee. With public toilets closed at night, they have no choice but to go in the open – exposing them to the possibility of assault and contributing to the possibility of disease.
At school, Teresia and her teenage friends also have no private space in which to change and dispose of their sanitary towels. There are no bathrooms at their informal private school, and many opt to stay at home when they menstruate. Instead of competing with boys on an even footing, they miss about a week of school every month. Some girls even drop out around middle school, exacerbating the cruel cycle of lack of education and poverty.
Due to the lack of running water in places like Mukuru, Lixil has partnered with various international partners, local NGOs and government stakeholders, to develop and test the Green Toilet System. They designed a composting toilet system with two significant features: firstly, it requires no access to existing water supply and sewerage infrastructure, and secondly, it re-uses the nutrition found in the waste as a safe and affordable crop fertiliser. The benefits are impressive: a reduction in the need for water, no contamination of groundwater, job creation and a cheaper waste treatment system.
The toilets Lixil have built at slum schools like Teresia’s have increased the morale of the girls. They now have a clean and safe bathroom space, which even has a mirror – something which is a considerably more appropriate recipient of a teenage girl’s attention than the need for finding a safe and private toilet.
In Uganda, just outside Kampala, the situation is a bit different. Here, small-scale subsistence farmers like Aki and Joyce Kiwanuka mainly use open-pit latrines since there are no sewer systems. Preventable diseases are easily spread by flies, again resulting in a high child mortality rate.
When the Gates Foundation called for innovative solutions to the global sanitation crisis, Jim McHale and his team at Lixil rose to the challenge. Harnessing Jim’s passion for product development and sustainable solutions, the original SaTo pan was born. It is placed over an open-pit latrine, transforming it into something that resembles a modern toilet. It has an airtight counter-weighted trap door that opens up at a steep angle, thereby requiring less than half a litre of water to flush it.
In partnership with UNICEF and Water for People, Lixil is conducting field trials to test new versions of the SaTo product which use smaller amounts of water than the original design (less than 200ml). Following a model of completely understanding consumer needs and then designing something affordable, easy to implement and sustainable, they are confident that soon they will be able to scale this business and help make a meaningful difference.
Lixil’s target is to enable improved access to sanitation and hygiene for 100 million people by the year 2020, and it is heart-lifting to already see an increase in people’s health and sense of dignity.
Lixil, a global leader in sanitary ware, is applying all the expertise it has gained in developed markets to address the global sanitation crisis. Each country has unique challenges and they adapt their approach to suit the specific needs of each area.
Mukuru, a slum in Kenya, is home to 13-year old Teresia Soykau John . Sixty per cent of Kenya’s population lives in the informal housing sector, of which thirty per cent is made up of slum dwellings. Teresia’s house has no running water and no toilet; her family is forced to use public toilets for a fee. With public toilets closed at night, they have no choice but to go in the open – exposing them to the possibility of assault and contributing to the possibility of disease.
At school, Teresia and her teenage friends also have no private space in which to change and dispose of their sanitary towels. There are no bathrooms at their informal private school, and many opt to stay at home when they menstruate. Instead of competing with boys on an even footing, they miss about a week of school every month. Some girls even drop out around middle school, exacerbating the cruel cycle of lack of education and poverty.
Due to the lack of running water in places like Mukuru, Lixil has partnered with various international partners, local NGOs and government stakeholders, to develop and test the Green Toilet System. They designed a composting toilet system with two significant features: firstly, it requires no access to existing water supply and sewerage infrastructure, and secondly, it re-uses the nutrition found in the waste as a safe and affordable crop fertiliser. The benefits are impressive: a reduction in the need for water, no contamination of groundwater, job creation and a cheaper waste treatment system.
The toilets Lixil have built at slum schools like Teresia’s have increased the morale of the girls. They now have a clean and safe bathroom space, which even has a mirror – something which is a considerably more appropriate recipient of a teenage girl’s attention than the need for finding a safe and private toilet.
In Uganda, just outside Kampala, the situation is a bit different. Here, small-scale subsistence farmers like Aki and Joyce Kiwanuka mainly use open-pit latrines since there are no sewer systems. Preventable diseases are easily spread by flies, again resulting in a high child mortality rate.
When the Gates Foundation called for innovative solutions to the global sanitation crisis, Jim McHale and his team at Lixil rose to the challenge. Harnessing Jim’s passion for product development and sustainable solutions, the original SaTo pan was born. It is placed over an open-pit latrine, transforming it into something that resembles a modern toilet. It has an airtight counter-weighted trap door that opens up at a steep angle, thereby requiring less than half a litre of water to flush it.
In partnership with UNICEF and Water for People, Lixil is conducting field trials to test new versions of the SaTo product which use smaller amounts of water than the original design (less than 200ml). Following a model of completely understanding consumer needs and then designing something affordable, easy to implement and sustainable, they are confident that soon they will be able to scale this business and help make a meaningful difference.
Lixil’s target is to enable improved access to sanitation and hygiene for 100 million people by the year 2020, and it is heart-lifting to already see an increase in people’s health and sense of dignity.
MAERSK INDONESIA
In the port town of Bitung in the east of Indonesia, lives 41-year old Salma Dunggio. Salma is married, has three children and has been working as a coconut parer since the day she completed school. She loves her job. Her shift starts at 6 a.m. and doesn’t finish until she has pared a staggering 1,400 coconuts. She prefers target-based work, as the quicker her nimble hands are done, the quicker she can be at home with her family.
Salma wants to see her children succeed and have good and meaningful lives. She works extremely hard to make these dreams a reality for them. Regardless of Salma’s wonderful work ethic, however, she can only work when the factory is open. Unfortunately, this is not every day of the week. Strict certification processes in Jakarta increase operational costs, reduce profits and result in serious factory downtime. Add to that the fact that all Bitung’s export commodities, like coconut, need to ship via Java – further complicating the export system – and people with the wonderful potential Salma has, are left far behind.
These logistical challenges seem overwhelming to most. Yet, for astute companies, it provides a wealth of prime business expansion opportunities. A remarkable multi-partner initiative instigated by Danish business conglomerate, Maersk, is turning these complexities into a win-win situation for all. The Bitung Enabling Trade Project is one of Maersk’s corporate social responsibility projects aimed at helping industries in Bitung and uplifting the people living there. By nurturing Bitung’s nascent economy as part of its CSR, Maersk is also increasing its business opportunities.
In partnership with central and regional government, State-Owned Enterprises and local businesses, Maersk is currently enabling Bitung as an international and inter-island hub port. A crucial part of the plan is to increase the region’s distribution network with a new tramp service that will connect Bitung directly with Malaysia and internationally, thereby successfully bypassing the need to ship goods via Java. To accommodate the bigger vessels required, the port’s infrastructure will be improved and expanded. A new container yard has already been constructed and a huge berth extension is on the cards.
Maersk and its partners are also actively working towards getting rid of local barriers to trade. A Special Economic Zone has been constructed, ensuring convenience and efficiency whilst doing business. It also offers various incentives to traders, saving them time and money.
As Bitung and East Indonesia grow, the demand for export and shipping will increase, thereby benefitting companies like Maersk and the industries they support. When businesses grow, their employees benefit too. Through these initiatives, people like Salma will be working full time thereby finally enabling them to realise the dreams they have for their children.
Salma wants to see her children succeed and have good and meaningful lives. She works extremely hard to make these dreams a reality for them. Regardless of Salma’s wonderful work ethic, however, she can only work when the factory is open. Unfortunately, this is not every day of the week. Strict certification processes in Jakarta increase operational costs, reduce profits and result in serious factory downtime. Add to that the fact that all Bitung’s export commodities, like coconut, need to ship via Java – further complicating the export system – and people with the wonderful potential Salma has, are left far behind.
These logistical challenges seem overwhelming to most. Yet, for astute companies, it provides a wealth of prime business expansion opportunities. A remarkable multi-partner initiative instigated by Danish business conglomerate, Maersk, is turning these complexities into a win-win situation for all. The Bitung Enabling Trade Project is one of Maersk’s corporate social responsibility projects aimed at helping industries in Bitung and uplifting the people living there. By nurturing Bitung’s nascent economy as part of its CSR, Maersk is also increasing its business opportunities.
In partnership with central and regional government, State-Owned Enterprises and local businesses, Maersk is currently enabling Bitung as an international and inter-island hub port. A crucial part of the plan is to increase the region’s distribution network with a new tramp service that will connect Bitung directly with Malaysia and internationally, thereby successfully bypassing the need to ship goods via Java. To accommodate the bigger vessels required, the port’s infrastructure will be improved and expanded. A new container yard has already been constructed and a huge berth extension is on the cards.
Maersk and its partners are also actively working towards getting rid of local barriers to trade. A Special Economic Zone has been constructed, ensuring convenience and efficiency whilst doing business. It also offers various incentives to traders, saving them time and money.
As Bitung and East Indonesia grow, the demand for export and shipping will increase, thereby benefitting companies like Maersk and the industries they support. When businesses grow, their employees benefit too. Through these initiatives, people like Salma will be working full time thereby finally enabling them to realise the dreams they have for their children.
MAERSK CONTAINER INDUSTRY CHILE
There are vast stores of untapped human potential lying dormant in small towns across the world. Sadly, most of it stays like that – undiscovered and unexplored. The reality is that it is exceedingly difficult for these towns to attract investment and new business, and this frequently signals their slow dissolution. San Antonio in Chile, a small port town with a population of less than 100,000, however, is tapping into these valuable vaults and is growing stronger than ever before.
With a port rearing to become one of the major ports in Latin America, and the construction of the only refrigerated container factory outside of China and the first in Latin America, San Antonio is stepping firmly into the future. Constructed and operated by Maersk Container Industry (MCI) the factory is one of the first manufacturing plants in the region. Still, with a workforce more experienced in the export of raw materials and fruit, an entirely new skilled labour pool had to be created.
The Ministry of Labour initiated a training and employment programme executed by partners allowing interested San Antonians to obtain a technical or professional education, thereby creating the workers needed for the MCI plant and other companies in the region. Many of them seized the opportunity. As the largest direct employer in the area, the MCI plant sustains over a thousand people, intending to reach two thousand workers in the future. For a town with one of the biggest unemployment rates in the region, that is a massive step up.
Yet, for most the road isn’t easy. It takes determination and lots of hard work. Single mom, Gloria Diaz, first had to wrap her head around the idea of moving from administrative work to doing something technical. She then started her journey to become a master welder. As the sole provider for her mother and son, working during the day and studying at night was a big sacrifice, yet one she completed with flying colours. She has just been promoted from basic to an intermediate welder and her family is extremely proud of her.
Refreshingly, about twenty per cent of the plant’s employees are women; sixty per cent of those previously unemployed. Production Manager José Cayon says that due to their conviction, tenacity and will to improve, women are now among the best employees on his line.
Owning a factory run by skilled and committed employees is certainly good for MCI’s business. Equally important is MCI’s commitment to inclusive growth, resulting in a win-win scenario for all players on the value chain – from the fruit growers, local society, the country, and of course for Maersk. Through this partnership between MCI and the town of San Antonio, the stage has been set for dedicated and driven people to succeed, realising the full potential of their town and, most importantly, themselves.
With a port rearing to become one of the major ports in Latin America, and the construction of the only refrigerated container factory outside of China and the first in Latin America, San Antonio is stepping firmly into the future. Constructed and operated by Maersk Container Industry (MCI) the factory is one of the first manufacturing plants in the region. Still, with a workforce more experienced in the export of raw materials and fruit, an entirely new skilled labour pool had to be created.
The Ministry of Labour initiated a training and employment programme executed by partners allowing interested San Antonians to obtain a technical or professional education, thereby creating the workers needed for the MCI plant and other companies in the region. Many of them seized the opportunity. As the largest direct employer in the area, the MCI plant sustains over a thousand people, intending to reach two thousand workers in the future. For a town with one of the biggest unemployment rates in the region, that is a massive step up.
Yet, for most the road isn’t easy. It takes determination and lots of hard work. Single mom, Gloria Diaz, first had to wrap her head around the idea of moving from administrative work to doing something technical. She then started her journey to become a master welder. As the sole provider for her mother and son, working during the day and studying at night was a big sacrifice, yet one she completed with flying colours. She has just been promoted from basic to an intermediate welder and her family is extremely proud of her.
Refreshingly, about twenty per cent of the plant’s employees are women; sixty per cent of those previously unemployed. Production Manager José Cayon says that due to their conviction, tenacity and will to improve, women are now among the best employees on his line.
Owning a factory run by skilled and committed employees is certainly good for MCI’s business. Equally important is MCI’s commitment to inclusive growth, resulting in a win-win scenario for all players on the value chain – from the fruit growers, local society, the country, and of course for Maersk. Through this partnership between MCI and the town of San Antonio, the stage has been set for dedicated and driven people to succeed, realising the full potential of their town and, most importantly, themselves.
MARUBENI CORPORATION
After 27 years of devastating war which ravaged the country and its people, Angola is now entering its fifteenth year of peace. Yet, with rusty tanks still littering the landscape and landmines lingering in the soil, the remnants of this cataclysmic humanitarian crisis are still too readily felt. An entire generation was left displaced and disempowered with chances of a good education sparse and a good job even sparser.
During the war much of Angola’s infrastructure was destroyed; schools, hospitals, bridges, roads. Its cities are infamous for the type of gridlocked traffic jams that can grind any burgeoning economy to a halt. The government is undertaking massive efforts at rebuilding, but it’s a gargantuan task and the load needs lightening. Luckily there is a solution: it lies in public-private partnerships with the international business sector which is eager to invest in Africa.
Japanese business conglomerate, Marubeni, is a case in point. Angola used to be the biggest cotton producer in Africa but most of the textile factories were destroyed during the conflict. Marubeni signed an EPC contract with the Angolan government in 2009 for the engineering, procurement and construction of their three biggest textile plants. The factories are constructed to international standards, kitted out with some of the best machinery in the world and locals are trained to operate them.
With the rebuilding of a war-torn country, it’s a huge step in the right direction. Another astute move is the fact that employees are recruited from the immediate neighbourhood. This negates the very real possibility of factory downtime due to workers being stuck in traffic. However, what is probably most notable about the project is the incredible sense of accomplishment, pride and self-confidence it has given the young people walking its pristine factory floors.
Angola has a massive population of young people. Many have had the will to get educated but not the means and they are chomping at the bit to succeed. Partnerships like these provide them with the perfect launchpad from which to commence their careers. They are proud to be part of the rehabilitation of the factories, but it’s more than that; it’s also pride in the rehabilitation of their country. Today, fifteen years after the last shots were fired a new type of war is coursing through the Angolan streets – that of its young people rising up and out of the ashes, leaving poverty behind and taking their country with them into a new future.
During the war much of Angola’s infrastructure was destroyed; schools, hospitals, bridges, roads. Its cities are infamous for the type of gridlocked traffic jams that can grind any burgeoning economy to a halt. The government is undertaking massive efforts at rebuilding, but it’s a gargantuan task and the load needs lightening. Luckily there is a solution: it lies in public-private partnerships with the international business sector which is eager to invest in Africa.
Japanese business conglomerate, Marubeni, is a case in point. Angola used to be the biggest cotton producer in Africa but most of the textile factories were destroyed during the conflict. Marubeni signed an EPC contract with the Angolan government in 2009 for the engineering, procurement and construction of their three biggest textile plants. The factories are constructed to international standards, kitted out with some of the best machinery in the world and locals are trained to operate them.
With the rebuilding of a war-torn country, it’s a huge step in the right direction. Another astute move is the fact that employees are recruited from the immediate neighbourhood. This negates the very real possibility of factory downtime due to workers being stuck in traffic. However, what is probably most notable about the project is the incredible sense of accomplishment, pride and self-confidence it has given the young people walking its pristine factory floors.
Angola has a massive population of young people. Many have had the will to get educated but not the means and they are chomping at the bit to succeed. Partnerships like these provide them with the perfect launchpad from which to commence their careers. They are proud to be part of the rehabilitation of the factories, but it’s more than that; it’s also pride in the rehabilitation of their country. Today, fifteen years after the last shots were fired a new type of war is coursing through the Angolan streets – that of its young people rising up and out of the ashes, leaving poverty behind and taking their country with them into a new future.
SANSIRI
Being between wind and water or thrown to the wolves; being susceptible to physical harm, injury, damage or danger: that is the state of being vulnerable. Such is the reality for many of the 3.7 million migrant workers found in Thailand. Yet, there is a portion of this already exceptionally vulnerable group that is even more at risk: the children that accompany their parents to this new life.
Originating from countries like Myanmar, Laos and Cambodia, they flee ethnic cleansing, persecution and poverty. There are a staggering 60 000 migrant children affiliated with construction sites in Thailand alone. Country Director for UNICEF Thailand, Thomas Davin, says that these children have a handicap from the beginning. Having to adapt to a new culture, with a new language and way of life, let alone parents who are working long hours, creates an extreme need for protection and support. It’s a massive problem needing bold and creative solutions to alter its course.
Sansiri PLC, one of Thailand’s foremost property developers, and a key employer of migrant workers have come up with a unique answer to the plight of these children. Not put off by the scale and seriousness of the situation, Sansiri has partnered with UNICEF Thailand and the Baan Dek Foundation/Kids Home. Together they have put a ground-breaking initiative into place, called ‘The Good Space’.
The Good Space, a child-friendly space, is based at the Sansiri Construction Worker’s camp in Chiang Mai and has three important goals: children’s safety, education and health care. It offers excellent educational and social support, whilst simultaneously providing shelter to the children during their parents’ workday.
Kids Home (Baan Dek Foundation) have supplied the centre with teachers who developed a curriculum that prepares the children to attend regular school, teaching them the Thai language, maths and science. Sansiri also collaborates with The Ministry of Public Health and the World Health Organization to provide vaccination to children living inside these construction camps.
Children like Dao Sai and Mai, both hard-working and diligent students, are offered the chance of a future much brighter than that of their parents. Mai did so well at school that he was offered a scholarship and wisely says, “Good students can go everywhere and find a job easily”. Dao Sai’s father had no education himself and relishes the evenings when his daughter reads to him and tells him what she learnt at school that day. Her writing demonstrations bring him much joy and pride.
Suddenly these children change from being greatly vulnerable, to children with a solid chance at a bright future. Everyone involved would like the powerful impact of Sansiri’s leading example to be adopted as standard industry practice, thereby changing the lives of thousands more.
Originating from countries like Myanmar, Laos and Cambodia, they flee ethnic cleansing, persecution and poverty. There are a staggering 60 000 migrant children affiliated with construction sites in Thailand alone. Country Director for UNICEF Thailand, Thomas Davin, says that these children have a handicap from the beginning. Having to adapt to a new culture, with a new language and way of life, let alone parents who are working long hours, creates an extreme need for protection and support. It’s a massive problem needing bold and creative solutions to alter its course.
Sansiri PLC, one of Thailand’s foremost property developers, and a key employer of migrant workers have come up with a unique answer to the plight of these children. Not put off by the scale and seriousness of the situation, Sansiri has partnered with UNICEF Thailand and the Baan Dek Foundation/Kids Home. Together they have put a ground-breaking initiative into place, called ‘The Good Space’.
The Good Space, a child-friendly space, is based at the Sansiri Construction Worker’s camp in Chiang Mai and has three important goals: children’s safety, education and health care. It offers excellent educational and social support, whilst simultaneously providing shelter to the children during their parents’ workday.
Kids Home (Baan Dek Foundation) have supplied the centre with teachers who developed a curriculum that prepares the children to attend regular school, teaching them the Thai language, maths and science. Sansiri also collaborates with The Ministry of Public Health and the World Health Organization to provide vaccination to children living inside these construction camps.
Children like Dao Sai and Mai, both hard-working and diligent students, are offered the chance of a future much brighter than that of their parents. Mai did so well at school that he was offered a scholarship and wisely says, “Good students can go everywhere and find a job easily”. Dao Sai’s father had no education himself and relishes the evenings when his daughter reads to him and tells him what she learnt at school that day. Her writing demonstrations bring him much joy and pride.
Suddenly these children change from being greatly vulnerable, to children with a solid chance at a bright future. Everyone involved would like the powerful impact of Sansiri’s leading example to be adopted as standard industry practice, thereby changing the lives of thousands more.
TERANGA GOLD
With a flashlight tied to his head and only a rope to hold onto, the miner slowly lowers his body down the cramped, hand-made tunnel. Inch by inch he climbs deep into the precarious shaft until his light is a tenuous speck in the darkness. It is here in the hot, claustrophobic space where he begins his perilous search for gold – a process that depends almost as much on luck as it does on skill.
In the hot, dry season near Diakhaling in the South-East of Senegal, when farming activities come to a halt, the villagers have no choice but to resort to hazardous traditional mining. It is a difficult job with many badly injured and some even killed. Still, they had no other means to make a living. So when the Senegalese government granted mining rights of the Gora area to Sabodala Gold Operations (SGO), the artisanal miners were suddenly illegally mining within SGO’s licence.
The villagers were scared and concerned. No one was sure what the impact would be on their livelihood and altercations broke out between the villagers, the police and the mine. It was a time fraught with misunderstandings. However, through many meetings between SGO and the villagers, awareness was raised and dialogues opened and the situation calmed down. From the outset, the mining company had a programme of social engagement. US$9 million is being invested into all communities impacted by their licence and through this, they have improved infrastructure, health, water and sanitation, education and sustainable income generation. Many local youngsters are also working in the SGO mine, providing them with a stable income.
Knowing that the villagers had been deprived of their mining income, SGO set up the Gora Fund to mitigate the impact of their presence and to enable the villagers to again support themselves. It is run by a managing committee comprised of men and women from all six of the villages surrounding the Gora mine. The committee meets monthly and discusses the upliftment of the area now made possible through the fund.
Great strides have been made in the right direction: a health post with a resident midwife and active pharmacy has been set up and is happily delivering about 19 babies a month; grain mills have been erected, and the construction of the Diakhaling Mosque is almost complete. Also, the creation of a legal mining corridor has aided local artisanal mining activities. Yet, possibly the biggest joy-generating development is the acquisition of a tractor.
Local resident, Sambally Cissokho, is the driver and is asked by all and sundry to till their fields. It has become the villagers’ pride and joy and seeing it driving around the area is perhaps the clearest indication that a partnership between big corporations and small villages can indeed turn into a win-win situation for all.
In the hot, dry season near Diakhaling in the South-East of Senegal, when farming activities come to a halt, the villagers have no choice but to resort to hazardous traditional mining. It is a difficult job with many badly injured and some even killed. Still, they had no other means to make a living. So when the Senegalese government granted mining rights of the Gora area to Sabodala Gold Operations (SGO), the artisanal miners were suddenly illegally mining within SGO’s licence.
The villagers were scared and concerned. No one was sure what the impact would be on their livelihood and altercations broke out between the villagers, the police and the mine. It was a time fraught with misunderstandings. However, through many meetings between SGO and the villagers, awareness was raised and dialogues opened and the situation calmed down. From the outset, the mining company had a programme of social engagement. US$9 million is being invested into all communities impacted by their licence and through this, they have improved infrastructure, health, water and sanitation, education and sustainable income generation. Many local youngsters are also working in the SGO mine, providing them with a stable income.
Knowing that the villagers had been deprived of their mining income, SGO set up the Gora Fund to mitigate the impact of their presence and to enable the villagers to again support themselves. It is run by a managing committee comprised of men and women from all six of the villages surrounding the Gora mine. The committee meets monthly and discusses the upliftment of the area now made possible through the fund.
Great strides have been made in the right direction: a health post with a resident midwife and active pharmacy has been set up and is happily delivering about 19 babies a month; grain mills have been erected, and the construction of the Diakhaling Mosque is almost complete. Also, the creation of a legal mining corridor has aided local artisanal mining activities. Yet, possibly the biggest joy-generating development is the acquisition of a tractor.
Local resident, Sambally Cissokho, is the driver and is asked by all and sundry to till their fields. It has become the villagers’ pride and joy and seeing it driving around the area is perhaps the clearest indication that a partnership between big corporations and small villages can indeed turn into a win-win situation for all.