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2016 ANNUAL REPORT

With next to nothing, change practically everything!

SOCIAL MICROFINANCE

SUPPORT TO VSBs ACCESS TO ENERGY

© RC photography

© José Nicolas

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CONTENTSCONTENTS

H A I T I B U R K I N A F A S O M YA N M A R G H A N A C A M B O D I A

EDITORIAL p. 3

2016... IN BRIEF p. 4

OUR EXPERTISE p. 6

HAITI p. 10

BURKINA FASO p. 12

TOGO p. 13

PLANISPHERE p. 14

SENEGAL p. 16

GHANA GUINEA p. 17

MYANMAR p. 18

VIETNAM p. 19

PHILIPPINES p. 20

CAMBODIA INDIA p. 21

OUTLOOK p. 22

OUR FOUNDATIONS p. 23

FINANCIAL REPORT p. 24

MAIN SPONSORS p. 27

TESTIMONIALS p. 28

© José Nicolas

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Poverty leads to crises and generates con�ict or even exodus. The news reminds us of this every day.

Getting out of this vicious circle is a vital issue for the vulnerable populations who live in developing countries, but also for our wealthier countries.

For the past 20 years we’ve been helping to meet this challenge by encouraging entrepreneurship and access to energy en masse. And it works!

To roll this out we support local organisations and we permanently innovate.

In 2016 we set up 120,000 entrepreneurs and equipped 23,000 families with either solar kits or modern cookstoves thanks to the incubation of 20 local partners, all on the way towards self-suf�ciency.

It’s a drop of water that makes a signi�cant change to families’ everyday life. Today we must change our scale of action and we are capable of doing so.

To succeed we need to develop partnerships and increase our resources to kick off new programmes, especially in rural areas, to ultimately provide small farmers with an alternative to the rural exodus.

Let’s act quickly, together. It’s in everyone’s interest!

THANK YOU!

EDITOEDITO

T O G O P H I L I P P I N E S I N D I A V I E T N A M S E N E G A L G U I N E A

Franck RenaudinFounder & Director

Jean-Paul BernardiniChairman

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Entrepreneurship and access to energy as a way out of extreme poverty2016... IN BRIEF2016... IN BRIEF

The poorest people, especially women, have often received little education and therefore have dif�culty in accessing salaried jobs. So they set up businesses!In order to help them make their business or workshop a sustainable source of income, helping the whole family to move forward, we give them access to microcredit, savings accounts and training.

SOCIAL MICROFINANCEIn 2016, we supported 120,000 micro-entrepreneurs in 11 countries with 15 programmes and social micro�nance institutions (MFIs).The support we gave was tailored to their level of empowerment.• 2 programmes were created in 2016 in order to meet urgent needs identi�ed in Guinea and in Senegal (in Casamance). On the strength of experience gained elsewhere, we set these programmes on the right track: we took the neces-sary measures to obtain their legal registration, recruited and trained the teams, drew up a business plan, devel-oped a service proposal, �nalised credit and events policies, devised the �rst training modules, set up management systems and produced manuals on ef�-cient procedures. The �rst loans will be granted in 2017.

• 9 programmes are currently being devel-oped: we have helped with their consol-idation at a technical level (particularly concerning management tools, training, and social performance measurement), at a legal level (adjustment to changing stand-ards set by local legislation), at a �nancial level (fundraising support) and we have strengthened governance (enhancement of skills of the board of directors). • 4 were already autonomous and had asked us for more limited or speci�c support, such as to improve their social performance, or to strengthen their governance.We also conducted a study in Samar (Philippines), Chad and Sierra Leone.

SUPPORT TO VERY SMALL BUSINESSESIn our Haitian programme, we have continued to re�ne our mode of operation in order to then extend it to other countries. In 2016, the Haiti team specialising in support for very small businesses (VSBs) continued to foster produc-tion and service activities that create added value and jobs.

It supported entrepreneurs not only directly, but indirectly, too, by training tutors of other organisations supporting VSBs.

Along with professional training establishments, it also developed an innovative training course on entrepreneurship.The aim is to give young people, who acquire valuable technical skills

120,000 MICRO-ENTREPRENEURS

15 MICROFINANCE INSTITUTIONS

1PROGRAMME

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Entrepreneurship and access to energy as a way out of extreme poverty

Vulnerable families in remote areas use basic heaters and kerosene- or battery-powered lamps, which are energy intensive and pollute the atmosphere. This has a drastic effect on their health, their income and the environment. We give them access to improved cooking stoves, gas stoves and solar kits, which rapidly improve their daily life.

SUPPORT TO VERY SMALL BUSINESSESIn our Haitian programme, we have continued to re�ne our mode of operation in order to then extend it to other countries.

in these centres, the means and the con�dence to set up their businesses on leaving school, with our support.

We have also carried out a needs assessment in Senegal, Burkina Faso and Togo. This assessment led to the decision to set up, in 2017, a support programme for the creation of VSBs and business employment (cf. p.22), in these three countries.

ACCESS TO ENERGYIn 5 countries, with 5 social enterprises, we have made it possible for 23,000 new families to obtain solar lamps and kits, and improved gas or wood/charcoal-burning stoves.In 2016, the social enterprises which we are developing experienced strong growth in their scope. In total, the network of 327 microfranchised sellers and the 160 intermediary asso-ciations and groups sold 28,500 pieces of energy-ef�cient cooking and lighting equipment.

The year was also marked by considerable efforts in Research and Development. We continued to test new models of heaters and stoves and we successfully launched an innovative solar kit in the Philippines, sold on a pay-as-you-go

basis (cf. p.20). This method enables us to make good-quality key equipment available quickly, because it avoids asking families in shantytowns, living a hand-to-mouth existence in extreme poverty, to make a major investment.

Finally, we have continued to re�ne the economic model of microfranchise networks in order to �nd the neces-sary but difficult pathway towards sustainability.

35 VSBs SUPPORTED

23,000 FAMILIES EQUIPPED

5SOCIAL ENTERPRISES

© RC photography

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An efficient approach combining social impact and financial sustainability.

A PROVEN METHODOLOGY IN SOCIAL MICROFINANCE...

To support entrepreneurship, we help our partner organ-isations to bring all-round support: • Micro-entrepreneurs form groups of 15 to 30.• They meet once or twice a month for a training session and to share experience.

• They have access to saving books and individual-respon-sibility loans, without security or guarantee, and with interest rates among the market’s lowest.

• They can call on a social worker if they run into any dif�-culties (e.g. domestic violence, dropping out of school, illness, disability, etc.).

With this methodology, we support marginalised micro-en-trepreneurs and economic activities that are existing or nascent – and therefore weaker. These micro-entrepreneurs are �nding their place in the community and progressing towards sustainable autonomy on every level.

... AND AN INNOVATIVE APPROACH FOR ACCESSING ENERGY

To give access to energy to everyone, we set up distribu-tion channels with our social businesses. Together with families the teams select cooking and lighting methods, which cost less in fuel than traditional equipment, save time and do not affect people’s health and the environment. They then set up a product range, a brand, a network of resellers and a wide range of promotion, awareness and commercial events. Furthermore, they help the poorest people acquire this equipment by offering them energy microcredit or an innovative pay-as-you-go system.

By doing this, we give these poor and isolated populations easy access to improved cookstoves and quality solar lamps and kits, which rapidly improve their everyday life.

EUGÉNIE CONSTANCIAS, head of social performance

“We give ourselves the means to reach vulnerable populations through a rigorous approach with proven tools, and we regularly evaluate the impact of our action on their daily lives to improve our products and services.”

OUR EXPERTISEOUR EXPERTISE

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DEPLOYED WITH INCUBATION PARTNERS

In 2016, we continued the incubation process for 16 MFIs and social businesses. We established most of them and are progressing towards sustainability and autonomy with our support in terms of:• operations: methodology, training modules, management

and reporting tools, risk management and social perfor-mance measurement;

• �nance: balancing subsidy until break-even point is reached and help with fund raising;

• administration: of�cial registration, governance, selecting the most appropriate legal structure, etc.

Four other partners have completed this incubation phase. They are already autonomous but they remain within the Entrepreneurs du Monde family and bene�t from the exchange platform. In 2016 they asked us for ad hoc support for speci�c sites.

AIMING FOR AN OPTIMAL SOCIAL PERFORMANCE

We train and give our partners the means to manage their social performance based on priorities: de�nition of a busi-ness purpose and social objectives, systematic monitoring of the socio-economic pro�les of the families, satisfaction survey to verify the suitability of the services and social audits.In 2016, we guided 6 of our partners to (re)de�ne their social purpose (micro�nance: Guinea, Senegal and the Philippines) or social charter (energy: Cambodia, Haiti and Togo).We helped 5 of them create, carry out and analyse the results of an evaluation survey on the poverty level of their bene�ciaries to verify that those joining them are indeed vulnerable and then that their living conditions improve throughout the period in which they receive help (micro-�nance: Myanmar, Vietnam and Togo – energy: Cambodia and the Philippines).We have also guided 6 partners in creating, carrying out and analysing the results of a satisfaction survey on the suita-bility of their services for the bene�ciaries (micro�nance: Haiti, Myanmar, Togo; energy: Cambodia, Togo, Philippines).Finally, we have completed the social audits of two partners (micro�nance: Haiti; energy: Togo).These analyses enable us to fine tune our action to constantly improve its social impact.

NEWS FROM CAMBODIA

According to the families surveyed, the 3 main improvements thanks to the solar lamps and kits are: • savings (80%), • mobility (67%), and • the ability to work late at night (59%).

28% 67% 80% 59% 54% 54% 11%

“Thanks to the technological advances of the last 10 years, the cost for solar lamps and domestic systems has been cut by 75%. In making them accessible to the poorest communities, we are completely transforming the lives of these energy-poor families,

and we are enabling them to decrease their energy costs.”

THOMAS THIVILLON, head of the Energy Unit

Positive lifestyle changes/socialising

Increased household savings

Better conditions for studying education

Safer conditions

Working later

Increased mobility

None

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OUR EXPERTISEOUR EXPERTISE

THIBAUT MARY, manager for training and knowledge management

“Today, the teams are successful and innovative, and are also forces for reflexion and proposition. They are 100% involved and automatically question themselves, train each other and share their practices, but also adapt new solutions to the needs of their beneficiaries.”

SHARED TOOLS AND EXPERIENCES

We organise thematic workshops every year in France and in the �eld, to share good practices and errors that have already been overcome, to question ourselves and to progress together.

In 2016, we organised a workshop in Kolkata (India), then a second one in Cotonou (Benin) on the topic “Measuring the achievement of social objectives. Are we on the right track?”. These two workshops enabled a total of 66 participants, members of 16 organisations in 12 countries, to think together and to increase ownership of the management tools for social performance during plenary sessions, interactive activities and �eld visits.

For example, they worked on the best way to formalise a short and clear mission statement and to set social objectives and expected tangible, feasible and measurable results.

They also learned how to build a sampling strategy to undertake a quantitative survey, and then process the data collected (edit graphics and reliable tables to analyse the socio-economic pro�le of the bene�ciaries and the development of their living conditions throughout our support programme).

Field visits have, particularly, enabled participants to experience a qualitative survey method: based on this speci�c framework, they led a discussion with a group of bene�ciaries to gather information on their savings practices.

These workshops have not only bene�ted members of our partners at the incubation stage in Africa, Asia and Haiti, but also other organisations that we cannot support all year long, and which are given access to all tools, all methodologies and all exchanges.

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“I understood how important it was to select a limited number of specific, relevant, practical and complete social

indicators for creating questionnaires and simple and efficient management tools. We will select them carefully,

and then test them before using them widely.”

KNOW-HOW CAPITALISED ON, DISSEMINATED...

Our capitalisation knowledge management site www.pratiques-edm.org, available in French and in English and free to access, enables our partners and many other actors to access tools and experience records to develop programmes with a social approach like ours. In 2016, we placed 60 tools, procedures, educational kits, shared experiences and regional workshops conclusions online.

1- Consultation IPSOS 20152- Introduction to social micro�nance, social performance, management of a micro�nance 1 and 2, study case for managing an MFI, �nancial analysis, study case in �nancial analysis, funding

a micro�nance institution and access to energy. 3- EM Lyon, ESCD 3A Lyon and Paris, ESDES, ESSCA, IEP Bordeaux-Grenoble-Lyon-Paris, INSEEC, Institut Marc Perrot, IPAG, International Terra Institute, IRCOM, Jean Moulin University

Lyon 3, Lumière University Lyon 2.

... AND TAUGHT

Social entrepreneurship attracts strong interest among students in France: 50% would like to work in this �eld and 80% think this sector will expand in the future1.

We have therefore developed our higher education training. Our offer, which includes 9 modules in French and English2, is included in the francophone and anglophone curricula in 16 establishments3.

In 2016, we carried out 253 hours of classes for 571 students at business schools (60%), political studies institutes (25%) and universities (10%). A total of 78% of the students were satis�ed, particularly with the interactivity and the quality of the exercises and case studies.

MOUADJI KA, Fansoto operations manager in Senegal

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HAITI

PALMIS MIKWOFINANS SOSYAL: SERVICES ENHANCEDIn 2016, Palmis Mikwofinans Sosyal (PMS) supported 12,188 micro-entrepreneurs through 9 branches.

Training packs were improved, and a total of 1,600 economic and 2,000 social awareness-raising training sessions were delivered. Its loan policy has also been updated.

A partnership with Handicap International has been set up to promote the economic integration of people with disabilities. In a pilot branch, the team received training (in how to behave around people with disabilities, sign language, etc.), revised its tools and documents to make them more inclusive, and adapted their of�ce to make it more accessible.

PALMIS ENEJI: STRONG GROWTHIn 2016 the Haitian social enterprise PALMIS ENEJI (PE), created by Entrepreneurs du Monde in 2012, opened its fourth staging post at Saint-Marc. It now has a presence in 3 out of 10 departments: Ouest (Port-au-Prince), Artibonite (Saint-Marc) and Centre (Hinche).It has doubled its sales this year: 12,868 kits in 2016, compared with 6,383 in 2015. The increasing proportion of gas stoves (39%) in its stove sales is a key indicator of PALMIS ENEJI’s contribution to the transition to a cooking method that is much better for health and the environment than wood or charcoal stoves.It is also noteworthy that 64% of sales were made by the 180 microfranchised resellers, of whom 43% are women, bringing in signi�cant extra income. The other 36% of sales were made by intermediary shops and partner associations.The PALMIS ENEJI kit sold in 2016 will give a total of 10,294 new families 18.6 million hours of lighting, saving them €905,130, while sparing 25,100 tonnes of wood and creating 34,100 tonnes less CO2..

SOCIAL MICROFINANCE ACCESS TO ENERGY

“‘You �nd the solar lamp too expensive? But you buy at least 365 candles per year. Calculate the cost of these, compare it to the price of my lamp, and you’ll soon see.’

This is what I repeat every day to my customers, most of whom end up buying! I also explain to them how my daily life has been transformed by my stove: it cooks meals quicker,

gives off very little in the way of fumes and loses a lot less heat than my old stove.”

ROSITA DESIR, PALMIS ENEJI franchised reseller

86%WOMEN

12,188MICRO-ENTREPRENEURS

12,868 LAMPS & COOKSTOVES SOLD

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HAITI

OSEZ L’ENTREPRISE: HAVING A BIGGER IMPACTOsez l’Entreprise (OE), created after the earthquake to contribute to the revival of the economy, supports the creation of sustainable job-creating VSBs. It has progressively adapted its services to growing needs and has become recognised for its expertise in training. It now supports entrepreneurs indirectly as well as directly, by training agents from other organisations.In 2016, OE directly supported entrepreneurs in:• the set-up phase: between the idea and the actual business creation, to put forward a solid business plan and �nd funding; • the development phase: to come up with a growth strategy.

All of them were given training to equip them with the right skills to manage their business.

To reach a larger number of entrepreneurs, the team also trained staff from the entrepreneurship divisions of several international organisations (Oxfam, Care and Handicap International). They helped schools and professional training centres to create a syllabus dedicated to entrepreneurship, and assisted local associations in �nding economic opportunities.

ATPROCOM: AUTONOMY HAS BEEN ACHIEVEDAtprocom came out of Entrepreneurs du Monde’s Habitat programme, an atypical project that was born out of the necessity to rebuild the country after the 2010 earthquake. This social enterprise brings together builders and carpenters trained by Entrepreneur du Monde in earthquake-resistant wooden framework construction. It is becoming a true bench-mark in the country.

In 2016, Atprocom notably became involved in the recon-struction of areas devastated by Hurricane Matthew: surveying buildings, training craftspeople, organising seminars in profes-sional schools, and running or supervising building sites.

SUPPORTING VSBs HOUSING

“Entrepreneurs need to comfortably navigate their way through the �rst few months following the creation of their business. In this stressful phase, our support is crucial: it means that the entrepre-neur does not feel alone and can �nd advice and assistance. Our work is noble, but also very dif�cult. It takes time to make people think differently, to take their destiny into their own hands, to build for themselves the better living conditions that they so aspire to. This needs commitment and patience. But we’re starting to see the initial results and I’m con�dent that it will get better and better.”

FORTILUS DORLEAN, 48, support of�cer at Osez l’Entreprise

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BURKINA FASO

SAKIDI has been a Nafa Naana representative in the South-West region for two years. He sold 2,051 devices in 2016 and has been named best Nafa Naana salesman!

“Loving work is fundamental. You must love what you do, have the courage to work, have good sales techniques, know where to �nd customers and be moti-

vated to sell. I invite all sales representatives to have the courage to work so that more and more families can buy and use Nafa Naana lamps and cookstoves.”

YIKRI: GROWTH AND RECOGNITIONYIKRI, launched in 2015, started on a course of strong and healthy growth in 2016. The team opened three new service points, one in a provincial region and two in the rural outskirts of Ouagadougou. To give this growth solid support, its team has been structured and increased to 38 people. By the end of 2016, 6,172 micro-entrepreneurs were being helped, of which 87% were women.YIKRI has also obtained its micro�nance accreditation in record time, con�rming both the interest of the BCEAO (Central Bank of West African States) and the Economy and Finance Ministry and YIKRI’s alignment with Burkinabe needs and �nancial inclusion and poverty eradication policies.

ASIENA: TOWARDS MATURITYBy the end of 2016, thanks to the programme being run with the L’OCCITANE Group, our partner AsIEnA was supporting 8,000 women, mostly shea buterproducers, all of whom now have access to a savings plan, microcredit and interactive training. After 14 modules focusing on economic issues (setting prices, managing stocks and anticipating risks), they are now bene�ting from more socially oriented training that help their whole families.

NAFA NAANA: ACCELERATION AND RENOWNIn 2016, Nafa Naana carried out 630 commercial presentations and 943 demonstration sessions at meetings organised by different associations, groups, trade unions, cooperatives and farmers’ associations in order to raise awareness of the bene-�ts of its cookstoves, lamps and solar kits for health, budgets and the environment. As a result of this strong engagement, the team sold 12,054 appliances.

Furthermore, the team received the Grand Prix for �nancial solidarity (Finansol/Le Monde) and the congratulations of the prime minister of Burkina Faso. It was featured in articles in Le Monde, Jeune Afrique magazine and in the local Burkinabe media. These expressions of interest have reinforced its renown and helped it set up large-scale operations, such as the delivery to a village of 100 performance-enhanced stoves, 50 solar lamps, 50 solar kits and two solar street lamps.

Nafa Naana is now active in three regions and is looking to extend its services to the Centre-West region.

3,5 kgOF WOOD SAVED

BY FAMILIES PER WEEK


SUPPORTED

12,054LAMPS & COOKSTOVES

SOLD

174ENERGY & INTERMEDIARY

ASSOCIATION REPRESENTATIVES

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JACQUES AFETOR, was the �rst Assilassimé employee. He has been wholeheartedly committed to its development, becoming its director in 2016. Jacques explains the reasons for his engagement:

“I joined Entrepreneurs du Monde to help the poorest people and offer them the services that are complementary to microcredit and which are indispensable for putting extreme poverty behind them for good. I use the Entrepreneurs du Monde’s methodology, which I believe in, and I’m proving that we can do better than traditional micro�nance institutions.”

TOGO

ASSILASSIME: DOUBLING OF ACTIVITYAssilassimé was created by Entrepreneurs du Monde in 2012. In 2016 it provided support to 477 groups and twice as many micro-entrepreneurs as in 2015 (17,775, of which 98% were women, compared with 8,285). Outstanding credit amounted to €1.1million on 31/12/2016 and its �nancial viability rose from 28% to 57%.

The team signed three new agreements with associations working with vulnerable and marginalised people in order to reach them in greater numbers. A sign language specialist was recruited, and three major events were organised, including World AIDS Day, a Day for People with Disabilities and African Women’s Day, which alone had 1,700 participants.

It also opened a �fth agency to the north of Lomé and launched an evaluation of needs in rural areas.

MIVO: RAPID GROWTHAfter a dif�cult year in 2015, Mivo Energie had a very produc-tive year in 2016, diversifying its product range and selling more than 3,000 solar kits and lamps, gas cookstoves and perfor-mance-enhanced wood/charcoal-burning stoves, compared with 830 in 2015. The introduction of the gas stove was particularly successful, with 900 kits being sold in the last quarter. Its distribution network now has 66 microfranchised resellers and key accounts, of which the majority are women. Finally, in order to publicise its solutions, Mivo participated in several major events, such as African Women’s Day, the Young People’s COP 21, the Evala Fair (a traditional Togolese festival) and the Renewable Energy Forum.

66MIVO & INTERMEDIARY

REPRESENTATIVES

STRONG SYNERGYIn 2016, Assilassimé and Mivo jointly put forward a single credit offer devoted to both developing an economic activity and buying Mivo equipment. A total of 1,247 loans of this type were made to micro-entrepreneurs to reduce their energy poverty.

17,775MICRO-

ENTREPRENEURS

€123AVERAGE LOAN

3,059LAMPS & COOKSTOVES

SOLD

© José Nicolas

GHANA

GUINEA

HAITI

SENEGALBURKINABURKINABURKINA FASOFASOFASOFASOFASO

TOGOTOGOTOGOTOGO

20PARTNERS

120,000MICRO-

ENTREPRENEURS

86%WOMEN

€250AVERAGE

LOAN

M€ 4,1 OF BUDGET

11 COUNTRIES

INDIAINDIAINDIAINDIAINDIAINDIAINDIA

MYANMARMYANMAR

CAMBODIACAMBODIACAMBODIA

VIETNAMVIETNAMVIETNAM

PHILIPPINESPHILIPPINESPHILIPPINESPHILIPPINESPHILIPPINESPHILIPPINES

MICROFINANCE

ACCESS TO ENERGY

SUPPORT TO VSBs

23,000 FAMILIES PROVIDED

WITH ENERGY

848 LOCAL EMPLOYEES

44 PERMANENT STAFF

28,500 LAMPS & COOKSTOVES

SOLD

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SOCIAL MICROFINANCE

SENEGAL

KOUTOU DRAME: everyone is regaining hope and getting active!

“I tried everything to get out of poverty, to no avail. Then, a friend of mine introduced me to FANSOTO. The principle of a group of borrowers and unsecured loans caught my attention

immediately. I started selling peanuts, fruit and coal. Thanks to the training sessions and the facilitator’s advice, my business is making good progress, and I am starting to save.

Being a member of the group we have established makes me feel good. We give each other con�dence and share our experiences. There are no more unemployed women in my area now. The �exibility of the loan conditions provides everyone with access to credit, and enables them to run a

business properly. Everyone is regaining hope and getting active to take care of their families’ needs!”

BAMTAARE MUTUAL BENEFITS SCHEME, MATAM: TOWARDS A MERGER FOR GREATER EFFICIENCYIn 2016, the BAMTAARE mutual bene�ts scheme, established by women in north-eastern Senegal, received technical support from Entrepreneurs du Monde to streamline, strengthen and sustain its support for farmers, stockbreeders, weavers and businesswomen from this poor rural area. By improving their management, tools, training and social support skills, the team has successfully supported more than 600 female micro-entrepreneurs.

Entrepreneurs du Monde has also supported this mutual bene-�ts scheme in its planned merger with another mutual scheme, to mitigate the lack of human and �nancial resources, and to work together on their viability and sustainability.

FANSOTO, CASAMANCE: A NEW MICROFINANCE INSTITUTIONFANSOTO was established by Entrepreneurs du Monde in 2016 in the municipality of Ziguinchor, to meet the tremen-dous needs of a population that is emerging exhausted from 30 years of con�ict.The inaugural FANSOTO members’ General Assembly has rati�ed the establishment of this local non-pro�t association. An application for accreditation has been submitted to the local authorities. The Director of FANSOTO and the Methodology Manager of Entrepreneurs du Monde have drafted a bench-mark for operations (document tools, a procedures manual, etc.), to launch their work with maximum ef�ciency. The six members of the team have been trained in Matam with the help of the Entrepreneurs du Monde team.Work has begun very quickly. 30 groups have already been established, with their 750 members (98% of whom are women) starting preliminary training to receive their �rst loan. A part-nership with Handicap International enables people living with disabilities to be supported, by working towards their inclusion in the groups so they can launch an income-generating business, eventually resulting in their socio-economic inclusion.

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GHANA: EXPANSION OF ITS ACTIVITIES GUINEA: FOUNDATION OF WAKILI

GUINEAGHANA

AKOMINASSO NDEMIGN, executive director of Wakili, explains why he joined Entrepreneurs du Monde:

“The methodology helps the poorest people become progressively more autonomous, particularly because it makes regular savings easier and offers training that is truly adapted to the low level of education in these deprived areas. I hope that we will soon serve the entire Guinean territory.”

The economic environment has been dif�cult in 2016: the currency has continued to greatly depreciate and the presiden-tial election of the end of the year has led to a wait-and-see attitude. However, ID Ghana has experienced good develop-ments, particularly at the end of the year. In total, it helped 12,334 families in 2016, compared with 10,849 in 2015. This is explained in part by the opening of a new service centre in Kasoa, in the Central Region, but also by the great dynamic of the ID Ghana team, which is now completely autonomous.

Entrepreneurs du Monde is continuing to provide the ID Ghana team with technical support when it expresses the need for it, and always plays an active role in its governance. One of its priorities is now to identify new Ghanaians actor who could join the Executive Board. It would allow us to play a minor role with a sense of having accomplished our duty.

In the last quarter of 2016, Entrepreneurs du Monde has founded Wakili to provide good-quality local �nancial and social services to families living in precarious conditions in the peripheral areas of the capital, Conakry. In some of these neighbourhoods, the population has been decimated by the Ebola virus.

The director of Wakili and the Entrepreneurs du Monde’s methodology manager have worked hard to go through the �rst three key steps:• registering Wakili with the Trade and Personal Property

Credit Register and request for approval;• �nalising the business plan and developing policies and manuals

for operational, administrative and �nancial procedures; and• recruiting and training the �rst four facilitators in the

Assilassimé team, an MFI created by Entrepreneurs du Monde in Togo.

At the end of 2016, in the neighbourhoods of Matoto and Ratoma, the �rst groups of micro-entrepreneurs were formed. They were eager to receive their �rst training sessions and then their �rst microcredits.

12,334MICRO-

ENTREPRENEURS

€265AVERAGE

LOAN

30 TRAININGMODULES PROVIDED

PER YEAR

© José Nicolas

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SOO: EXTENSION TO POOR AND ISOLATED FARMERSCreated in 2014, the SOO programme experienced signi�cant growth in 2016. It opened a third and fourth agency and helped 4,786 micro-entrepreneurs – 88% of whom were women.

To contribute to food security for the poorest people, the team has signi�cantly increased its support for farmers living in isolated villages. They live on less than $2 per day and have even less access to health, education and energy than the micro-entrepreneurs who are supported by SOO in Yangon’s suburbs. Moreover, they are not helped by other micro�nance actors, except MADB (Myanmar Agricultural Development Bank), which asks for very binding guarantees and links the size of the loan with that of the �eld – it does not therefore support landless farmers. Thanks to a proactive policy in their favour, SOO was already helping more than 1,200 farmers at the end of 2016.

This extension to isolated farmers has led the programme to increase its need for credit funds, as the average size of the

�rst loans dedicated to agricultural activities is higher than that dedicated to small businesses (€330 compared with €44).

SOO is also focusing on training. The team has reviewed its kit made of six compulsory modules before granting someone their �rst loan, as well as the module on the separate manage-ment of activity/family budgets, cash management, nutrition and child protection..

Moreover, it has decided to contact a consultant agronomist to develop training programmes on agricultural techniques.

LOBBYING FOR RESPONSIBLE MICROFINANCE Entrepreneurs du Monde has continued to promote social micro�nance in Myanmar to make other actors in the sector more responsible and professional. Among other things, it has contributed greatly to the annual seminar on responsible micro�nance dedicated to national and international MFIs.

SOCIAL MICROFINANCE

MYANMAR

THAN TUN AUNG, rice farmer

“When I was 13, I gave up school in order to run the farm with my mother and enable my four sisters to keep on attending school. As life was very hard, I had to sell our land

and become a day labourer. Thanks to hard work, I managed to rent a parcel. Then I discovered SOO. In two years, I obtained three loans to buy fertiliser, hire people and

produce more. I have also taken advantage of training and have been to Yangon to �nd better buyers. Today, I cultivate 20 acres and I am going to buy our land back!”


SUPPORTED

88%WOMEN

€139AVERAGE

LOAN

19

ANH CHI EM: A SOLID PROGRAMME, HEADING FOR AUTONOMY Set up by Entrepreneurs du Monde, Anh Chi Em (ACE) has been operating in the northern Vietnamese province of Dien Bien since 2007. This mountainous province is also Vietnam’s poorest: more than half of all families, mostly from ethnic minorities, live below the poverty line.

The ACE team offers them �nancial services suited to their small agricultural or retail business. An important feature of the organisation is its support services, essential to the socio-economic success of these micro-entrepreneurs.

The quality of the services is exempli�ed by a loyalty rate of 85.7%.

In 2016, ACE supported 6,174 micro-entrepreneurs and developed six new �nancial education programmes on the importance of saving, good use of credit and also bene�ciaries’ rights.

With regard to agricultural training, ACE has tested a new tactic: it set up two new smallholder interest groups for the farming of ducks and pigs, then it provided practical training, on areas such as vaccinations, cattle feeding, hygiene, etc, to improve their farming techniques and the pro�tability of their businesses.

This pilot project has already enabled the farmers to improve their income. ACE will therefore extend the project as of 2017.

ACE had already become operationally self-suf�cient. In 2016, it continued to strengthen its �nancial and institutional capa-bilities, by putting in place a new system of governance.

SOCIAL MICROFINANCE

VIETNAM

LO THI LUU, breeder and farmer, proudly reveals her story:

My husband and I only had a small pasture, a few chickens, two pigs, a buffalo and three cows. We worked hard but suffered heavy losses due to illnesses. Everything changed when ACE started supporting us. I attended training courses and my breeding farm has become pro�table. We then bought a delivery tricycle to collect ours and our neighbours’ corn and sell it in town. Finally, I invested in catering material (chairs, crockery, etc). I created nine jobs, four of which are permanent. We live better and all of our children go to school. We never gave up!”


€229AVERAGE LOAN

3 to 5TRAINING

SESSIONS/LOAN

20

PHILIPPINES

MARCY, ATE Co. �eld agent, walks the shanty town every morning

“I come from a farming family in a poor province, and am happy to work for ATE Co. Every week, I set up new solar kits and bring light to squalid shacks. I build a relationship of trust with my

clients and I’m proud of that! With this steady job, I want to save and buy my own house. And I will be able to pay for my four-year-old son’s schooling.”

Despite an annual growth of nearly 7%, the wealth gap in the Philippines continues to increase. The ever more frequent typhoons sweep away the life and the meagre assets of the poorest. The violence incited by the current president is hitting the populations of the shanty towns with full force. Yet 40% of the population of the megacity Manila live in one of these 500 shanty towns, where most people do not have access to the grid. Entrepreneurs du Monde is resolutely continuing its action for these populations.

SOCIAL MICROFINANCESEED: VITAL REFOCUSING To the south of Manila, in the provinces of Cavite and Rizal, the SEED team is struggling to roll out the Entrepreneurs du Monde methodology and to reach the ef�ciency level required to adequately serve a suf�cient number of bene�ciaries and move forward on the road to self-suf�ciency.

We therefore worked with SEED during 2016 to help it to simplify its procedures, rationalise its organisation, refocus its action on certain neighbourhoods and roll out Entrepreneurs du Monde’s methodology in a system fashion. Some progress has been achieved but this will need to be intensi�ed in 2017 to �nally move to the next level and gain medium-term autonomy.

ACCESS TO ENERGYATE Co.: AN INNOVATIVE AND CONVINCING PILOT PROJECTIn 2016, the project’s trial year, the team equipped 200 families with solar kits thanks to an innovative pay-as-you-go system. The four ATE Co. agents spend every day in the neighbour-hoods collecting the few pesos that each family can afford. These pesos represent one, two or three days of energy use, but in reality are recorded as modest and regular repayment for their kit, which they progressively get to own.

The agents, who all come from the shanty town and are there-fore very committed, are in daily contact with the families: they take care of the installation, after-sales service and collection, and so get to know their families, their needs and their products extremely well. The team is already initiating an important roll out of the programme.


SUPPORTED

€298AVERAGE LOAN

200FAMILIES EQUIPPED WITH SOLAR KITS

21

CHAMROEUNThe individual-responsibility app ro a ch p romo ted by Entrepreneurs du Monde produces great results in all the programmes in which it is implemented. We were therefore eager to test this approach in Cambodia in 2016, by launching a pilot programme. We hoped to demonstrate that high-quality training and support services would assist Chamroeun in reaching a larger number of the most vulnerable families, to ensure they �nd their way out of poverty, while ensuring the viability of the institution. However, with so many other MFIs also in the field, the results were mixed and forced us to look for another way to make a difference.

PTEAH BAITONG: MAKINGA START TO GROWTHEstablished two years ago, Pteah Baitong (PB) now works in three of the Cambodian provinces. The programme made good progress in 2016, particularly in a remote province made up of coastal areas and islands inhabited by �sh-ermen. These communities have very limited access to the national grid and are isolated: reaching them is very expensive. The PB team therefore established a network of community-based resellers to reach these families of �shermen in an ef�cient, sustainable manner, to deal with their serious energy poverty.

SOCIALMICROFINANCE

ACCESS TO ENERGY SOCIAL MICROFINANCE

CAMBODIA INDIA

STEP: REMARKABLE GROWTH AND IMPACTSTEP continues to be a model of social micro�nance as per Entrepreneurs du Monde. Despite a complex regulatory, �nancial and sector context, the team has managed to continue expanding. Through their seven branches, they have supported 7,295 micro-entrepre-neurs from the poorest slums of Kolkata.

Their �nancial and socio-economic services, for both individuals and groups, have enabled them to overcome the dif�culties that kept them in extreme poverty. With a team of social workers, community training centres, social and economic training sessions and of course a loan scheme tailored to the needs of families from the slums, STEP continues to maintain remarkable loyalty and repayment rates, thus ensuring its viability and sustainability.

SEULI is 20. She has a two-year old little girl. Her husband is a street food vendor. To help the family out of poverty and gain some independence, she wants to start her own business. “I can knit, but I think it’s with embroidery that I can make a difference. I want to learn!” She then convinced a dozen or so of her neighbours to establish a group to gain access to STEP’s services.For more than three months now, Seuli has been learning to embroider! She is making great progress, and has already ful�lled her �rst orders.

7,295MICRO-

ENTREPRENEURS

515SOLAR LAMPS& KITS SOLD


4,995TRAINING

SESSIONS HELD

22

Prioritising our developments in rural areasOUTLOOK

SOCIAL MICROFINANCEWe will strengthen our action in rural areas in Vietnam, Myanmar and Senegal, where we are already well established. In other countries, we will deploy training and �nancial services tailored to agricultural activities, such as a loan repayable after harvest and another loan to facilitate stock holding.In addition, we will start a support programme for SCPI, a young MFI which acts in rural areas of Samar Island, in the Philippines. Lastly, we will start an analysis of the needs in Côte d’Ivoire and in India, and we will pursue the second phase of our study in Sierra Leone.

SUPPORTING VSBs AND EMPLOYABILITY If we secure the necessary funding we will create a programme in Burkina Faso, Togo and Senegal speci�cally for the 18 to 35-year-olds and women. They will be welcomed, listened to and then directed towards and accompanied in the creation of VSBs (training, coaching) or in job hunting (support with job applications, interview training, post-em-ployment coaching).

The teams work in partnership with local authorities and MFIs (including those incubated by Entrepreneurs du Monde).

ACCESS TO ENERGYThe experience gained from the pay-as-you-go model is currently being shared with the social enterprises that are currently incubated. The model ATE Co. will be tailored and tested in a second country. Furthermore, to assess scienti�cally the effect of our action on the health, budget and environment of the families, an impact study will be designed in partnership with the Paris Dauphine University. The study will �rst aim to evaluate the bene�ts of switching to gas for the health and budget of Burkinabe families.

ACTION IN FRANCEWe have started a study to evaluate the relevance of deploying our expertise in French territory: we could support the entrepreneurship of migrants, for example, in partnership with the organisations and authorities already working with them.

CAROLE SULSKI, Head of social microfinance

“The development of isolated rural areas is a major challenge for food security and for reducing rural exodus. Therefore we want to prioritise expansion to these rural populations.”

OUTLOOK

23

Governance and affiliated organisationsOUR FOUNDATIONSOUR FOUNDATIONS

BOARD OF DIRECTORS

Jean-Paul Bernardini Chairman Chairman Nixen

Myriam Carbonare Vice Chairman Social entrepreneur

Thierry Drecq Trésorier Chairman of the E.CF group

Vincent Hamel Secretary Deputy General Delegate of OCH

Jérémy CamusBoard memberEntrepreneur

Monique Erbeia Board member Legal Manager at Comgest

Michel GasnierBoard memberExecutive manager

Nadine Larnaudie Board member Director of the art of living and the art of the table collections Hermès

Crama Trouillot-du BoÿsBoard memberExecutive manager in the banking sector

OPERATIONAL TEAM

Franck RenaudinFounder & General Manager

Eric EustacheGeneral Coordinator

Carole SulskiHead of social micro�nance

Thomas ThivillonHead of the Energy Unit

Thibaut MaryHead of training and knowledge management

Fathi NouiraHead of �nance

Florence BadarelliHead of human resources

Armelle RenaudinHead of communications and fundraising

AFFILIATESEntrepreneurs du Monde was at the origin of several complementary organisations in which it plays an active part

This Endowment Fund aims to buy shares in social enterprises created by Entrepreneurs du Monde.

Micro�nance Solidaire SAS puts up resources in the form of capital and debts to lend to programmes and partners of Entrepreneurs du Monde.

The Fondation Entrepreneurs du Monde, under the aegis of the Fondation Caritas, enables collection of complementary donations (ISF - solidarity wealth tax - , bequests, etc.).

The KuriOz organisation raises awareness amongst the young of solidarity-related activities, peace and sustainable development. It is co-�nanced within the remit of the Programme Agreement signed between Entrepreneurs du Monde and the AFD (French Development Agency).

© Alice Santini

24

FINANCIAL REPORTFINANCIAL REPORT

“Backed by our loyal partners’ trust, we carried out our actions with energy. Nonetheless, our concerns related to the European economic context were confirmed: we didn’t succeed in raising all the funds necessary to sustain our projects and we have recorded an exceptional loss. But we still keep the satisfaction of having supported those who, in these difficult times, need us more than ever…”FATHI NOUIRA, head of finance

FUNDS COLLECTEDWe collected €3,885,301 in 2016 compared with €4,819,819 in 2015, which represents a 19% decrease.Public funding has declined signi�cantly (-24%), amounting to €1,595,860, as opposed to 2 113 273 € in 2015.

Companies’ and corporate foundations’ contribu-tions come to €421,116. Other foundations’ and asso-ciations’ contributions represent €1,151,805 . The overall amount coming from these private funds has decreased by 22% compared with 2015.In contrast, donations from the general public, which had fallen last year (€205,621 in 2015) returned to more usual levels (€351,889). A part (€74,425) of this sharp rise can be explained by our merger with the Xetic association, an online loan platform: we have transformed this platform into an online donation tool and have therefore suggested to Xetic’s former moneylenders that they turn their loans into donations, which a large majority agreed to.Lastly, the rest of the income – largely coming from trans-fers of operating charges and some service provisions – amounts to €364,632, or 9% of the overall income.

HOW RESOURCES ARE USEDConsidering the decrease in funding, operational expenses in 2016 reduced to €4,077,407, compared with €5,140,867 in 2015, i.e. 21 % less.Most of the resources (81%) were allocated to social projects, i.e. to directly supporting Entrepreneurs du Monde’s activities in the �eld.

Social MissionsEntrepreneurs du Monde’s social missions (€3,320,137) were carried out following the geographical breakdown illustrated in the opposite graph.

The amount for France corresponds to our support for actions raising awareness in schools on issues related to peace, solidarity and sustainable development, through the KuriOz association (www.kurioz.org); to the planning and implementation of multi-purpose actions directly related to the programmes; and to the services we provided to universities and schools.

Fundraising and communication expensesFundraising expenses amount to €271,997. These expenses result from the production cost of communication and fundraising materials, and from the salaries and charges of the team dedicated to communication, fundraising and the monitoring of relationships with sponsors and donors.

Operating costsOperating costs have decreased in absolute value compared to the previous year: €485,273 as opposed to €497,636 in 2015. However, they represent a higher percentage of the total costs, reaching 12% of the total.

Shortfall of resources during the �nancial yearThe resources collected could not cover the expenses incurred, which resulted in a de�cit of €70,630.

ASSESSMENT AT THE END OF DECEMBER 2016Equity securities and related receivablesThe creation of enduring social enterprises serving the poorest is Entrepreneurs du Monde’s driving purpose. Therefore, we are faced with the question of the valu-ation of the assets of the companies created via equity securities. For example, in 2016, following the transforma-tion of Palmis Eneji (Haiti) into a company under Haitian law, the association’s receivables related to equity interest

25


81%

6%

12%

Allocationof resources

Social Missions

Operating costs

Fundraising expenses

Origin ofresources

41%30%

11%9%9%

Public funds

Foundations & Associations

Companies & Corporate foundations

Private individuals

Others

Haiti 27,3%

Burkina Faso 22,3%

Togo 13,2%

Myanmar 8,1%

Cambodia 8%

Philippines 7,4%

Senegal 3,8%

Vietnam 3,4%

France 3,2%

Guinea 1,8%

Ghana 0,7%

India 0,6%

Chad 0,2%

Use of ressources by country

increased by €197,785. This increase remains temporary given that, over time, all the equity participations will be transferred to Entrepreneurs du Monde’s endowment fund.

Loans to programmesIn order to help our programmes and partners maintain their credit funds, we sometimes have to grant them loans. The outstanding loans, funded by speci�c lines of credits granted by moneylenders, amounted to €262,352 at the end of 2016. As a precaution, part of the loans inherited from the merger with the Ecidec association in 2014 have been reduced in value. This outstanding amount will eventually disappear since the Micro�nance Solidaire SAS is taking over as a moneylender for our programmes.

Subsidies and products receivableSubsidies and products receivable added up to €1,447,257 in 2016 and are linked to committed multi-year �nancing waiting to be collected. This column has signi�cantly increased compared with 2015 following the implementation of a new accounting rule recommended by our auditor.

Accrued expensesThese subsidies granted to our programmes and partners, but which remained unused on 31/12/2016, amounted to €964,213.

Liquid assetsThe amount of liquid assets totalled €93,210 on 31/12/2016.

EquityAs a consequence of the reported de�cit, the association’s equity has decreased and now amounts to €527,743. This amount represents 13% of the annual budget (€4,077,407), i.e. slightly less than one and a half month of operating. Our goal remains to bring the equity to the level of three months of operating.

Deferred incomeDeferred income represents the commitment of backers following the signature of multi-year partnerships, and amounts to €924,948 as of 31/12/2016, as opposed to €100,000 in 2015. This sharp rise is the result of the implementation of a new accounting rule recommended by our auditor.

Entrepreneurs du Monde has been certi�ed by the Charter Committee for Donations Given with Trust and Con�dence (Comité de la charte du Don en con�ance).

The detailed �nancial report, audited by KPMG, is available on demand.

26

STATEMENT OF RESOURCES AND EXPENDITURE 2016 (€)

BALANCE SHEET AT DECEMBER 31ST, 2016 (€)

ASSETS2016

2015 LIABILITIES 2016 2015Gross

Prov.

Amort.Net

Fixed assets 1,119,320 225,562 893,758 731,521 Equity 527,743 598,373

Intangible �xed assets 46,274 12,243 34,031 30,296 Permanent association funds 63,583 63,583

Tangible �xed assets 19,228 17,868 1,360 37,026 Reserves 534,790 526,290

Investments and related receivables

672,415 80,000 592,415 393,747 Operating surplus/de�cit -70,630 8,500

Loans to programmes 377,803 115,451 262,352 266,852 Provisions 10,827

Debts and guarantees paid 3,600 3 600 3 600 Dedicated funds 276,810 422,070

Current assets 2,507,321 2,507,321 1 843 744 Liabilities 2,678,909 1,642,311

State subsidies receivable 1,325,243 1 325 243 330,130 Financial debts 877,949 663,902

Accrued income 122,014 122,014 278,046 Tax and social security liability 164,740 213,857

Other receivables 95,851 95,851 232,580 Accrued expenses 156,217 277,255

Prepaid expenses 964,213 964,213 1,00,2988 Deferred income 924,948 100,000

Cash and bank 93,210 93,210 87,489 Other liabilities 555,055 387,297

TOTAL ASSETS 3,719,851 225,562 3,494,289 2,662 ,754 TOTAL LIABILITIES 3,494,289 2,662,754

RESOURCES EXPENDED

%

Fin

anci

al y

ear

Allo

cate

d us

e of

fund

ing

from

in

divid

ual d

onor

s INCOMING RESOURCES

Fin

anci

al y

ear

Of w

hich

fund

ing

from

indi

vidua

l do

nors

Social missions 81% 3,320,137 304,450 Funding from individual donors unallocated and unused at start of year

Activities in France 1,298,314 119,053 Funding from individual donors 351,889 351,889

Overseas Programmes 2,021,823 185,397 Other private funding 1,572,921

Fundraising expenses 7% 271,997 24,941 Subsidies and other public funding 1,595,860

Operating expenses 12% 485,273 44,498 Other incoming resources 364,632

TOTAL RESOURCES EXPENDED

100% 4,077,407 373 889 TOTAL INCOMING RESOURCES 3,885,302 351,889

Allocation to provisions 23,785 Recovery of provisions

Programme income pending allocation 82,219 3,000 Resources from previous years brought forward 227,479 25,000

Surplus of incoming resources for the year Lack of resources for the year 70,630

GRAND TOTAL 4,183,411 376,889 GRAND TOTAL 4,183,411 376,889

Total �nanced by funding from individuals 373,889 Total �nanced by funding from individuals 373,889

EVALUATION OF VOLUNTARY CONTRIBUTIONS IN KIND

Social missions Voluntary work 32,882

Fundraising expenses Services in kind 124,818

Operating costs and other expenses 157,700 Contributions in kind

TOTAL 157,700 TOTAL 157,700


27

PUBLIC FUNDS

INTERNATIONAL ORGANISATIONS

COMPANIES & CORPORATE FOUNDATIONS

OTHER FOUNDATIONS & NON-PROFIT ORGANISATIONS

MAIN SPONSORSMAIN SPONSORS

TESTIMONIALSTESTIMONIALS

“The endowment fund Synergie Solaire* was created by businesses for businesses, in order to bridge the gap between business and solidarity. Meeting Entrepreneurs du Monde and collaborating on an entrepreneurial project has revealed our common views very clearly. What inspires our admiration and total commitment is the innovative modes of action and project management, the professional coaching and the impact research methods, and also the decision of Entrepreneurs du Monde to promote autonomy for local organisations in order to ultimately create true social businesses.”

HÉLÈNE DEMAEGDT, chairman of Synergie Solaire

*Since 2010, the endowment fund Synergie Solaire helps and supports energy access projects. Today more than 160 partner businesses have joined Synergie with numerous actions, 20 NGOs have been supported and 35 projects have been implemented.

“Since 2013 the foundation Caritas France has supported Entrepreneurs du Monde, a unique organisation small enough to have a personal touch, and with employees and volunteers that are as competent as they are dedicated. They demonstrate a positive vision, which brings dignity and autonomy to the most fragile, and particularly the female heads of households who are the main beneficiaries of these social microfinance programmes.”

JEAN-MARIE DESTRÉE, deputy delegate general of Caritas

Design: vrony.fr - Print: Graphiscann on PEFC eco-friendly paper

4 allée du Textile F-69120 Vaulx-en-Velin+33 (0)4 37 24 76 51

www.entrepreneursdumonde.org

“Ailancy did not choose Entrepreneurs du Monde by chance. The CSR team wanted to build a long-lasting partnership with an organisation which brings together Ailancy’s directors and its collaborators through a common project. To ensure its popularity, we held an internal vote. We chose a project from Entrepreneurs du Monde to see it grow and contribute to it to produce concrete results. The project we chose was Assilassimé in Togo. This was secured by the signature of the partnership and clear support from the associates. Since then, we are pleased with our choice! Entrepreneurs du Monde is a dynamic partner, Assilassimé a wonderful project, and our commitment has given a breath of fresh air to Ailancy.”

MARION PINTA, Ailancy senior consultant, CSR Ailancy team coordinator

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