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A Vision for Energy Access in Rural Pakistan — a Conversation with Fiza Farhan, CEO of the Buksh Foundation
The Buksh Foundation is a young, up-and-coming microfinance institution based in Lahore, Pakistan. In 2010, the organization piloted a clean energy loan program to help business clients better cope with Pakistan’s escalating electricity crisis. In this episode, CEO Fiza Farhan discusses the MFI’s vision of expanding energy access, and the diverse activities – including product design – that it engages in to realize it.
September 15, 2014, New York, USA
This full-day workshop organized in conjunction with USAID will brought together energy practitioners, investors, support organizations, and technology manufacturers for a series of sessions to discuss the innovations in financing now being deployed in the growing energy access economy. View videos of the event ►
Financing Small Scale Off-Grid Clean Energy: Opportunities and Challenges for Arc’s REMMP Partners in India
Arc’s REMMP India Partners meet for a full day of strategy building and knowledge sharing in Delhi
Financing Small Scale Off-Grid Clean Energy: Opportunities and Challenges for Arc’s Partners, a workshop in Delhi, India organized by Arc Finance in conjunction with USAID, brought together microfinance institutions (MFIs), energy enterprises, a crowdfunding platform, and an MFI apex funder for a day-long strategy session.
How can MFIs best work with energy companies to bring renewable energy (and finance for it) to remote communities? How can these organizations make sense of the growing market of renewable energy products available? How can the sector access the long-term, low-cost debt required to reach scale in a working capital-intensive industry? And how can Arc Finance continue to help its partner organizations and other institutional friends to move from idea to business model to pilot to scale? These were among the questions discussed in a workshop round-table format with twenty CEOs and managers from Arc’s REMMP partner organizations in India (representing almost a dozen organizations across several states in India) and the Arc Finance team.
Funding challenges and opportunities were arguably the key issue of the day, with Arc partners FWWB and Milaap.org leading the discussion about the challenges of accessing low-cost and longer-term debt finance. Over the past several months, Arc Finance has been undertaking stakeholder research on debt finance needs by MFIs specifically for energy lending. The findings show strong demand and interest for an energy specific debt facility for MFIs, and this was reinforced by Arc’s partners at the Delhi Meeting. All present agreed that the market is ready for innovative new financing initiatives to scale the sector.
Results-driven business model experimentation was also a particular theme of the day. The partners discussed their experiences and lessons-learned from experimenting with different business models. The willingness to experiment and adapt when things aren’t working is a characteristic of successful organizations in any sector; energy finance is no different, as Utkarsh, WSDS, Mahashakti Foundation and Grameen Koota demonstrated when sharing their experiences.
The partners then took a deeper look at different sales models, which are central to any organization’s energy finance business model. Should an organization retain mobile agents such as Village Level Entrepreneurs (VLEs) to carry and demonstrate products to potential customers? If so, should the VLE’s offer informal credit to customers who cannot afford to buy in cash? How does the institution get the products into the hands of agents – through micro-consignment, for example? With whom lies the responsibility for timely after sales service in the case of a defective product?
Several of Arc’s partners in India and other countries are exploring these options, identifying and adapting the right model for energy lending. DCBS (a small MFI in West Bengal) and Simpa Networks (a developer of proprietary metering technology for solar home systems which now uses a direct sales model) have both shown innovations in sales models – particular through agents. And while anecdotes are not evidence, sometimes one deserves a moment’s spotlight: the son of a DCBS client who received a loan for a solar lantern recently placed 44th out of more than a million candidates nationwide in tertiary entrance exams, something he attributes in large part to being able to study in the evenings thanks to his solar lamp.
How to transition from “push” products (supply-led) to “pull” products (demand-driven) was a dominant theme as well. The primary market barrier for energy products is lack of trust – particularly when government initiatives in the past have introduced poor quality products, hindering their reputation and making energy programs all the more difficult down the track. But as so many stakeholders know, energy clients very often become repeat energy clients – who increasingly “pull” new products as their trust and energy needs and appetites grow.
The final session of the day was interactive and more open. The participants were asked to articulate their visions and dreams for the small-scale renewable energy finance sector in the years to come. Beyond sales targets, what do they want the future to look like? Arc’s wide range of partner organizations had various aspirations, from product expansion to unlocking new sources of financing. But one common thread was the recognition that this sector is not just about providing lighting to off-grid communities. Rather, it’s about understanding and supporting the so-called “energy ladder,” or “escalator.” Partners are committed to providing broad solutions to help clients climb this ladder while increasing household economic productivity along the way.
The willingness of Arc’s partners to share information so freely is clear evidence that they see themselves all heading in the same direction and that ending “energy poverty” is a shared goal. This partners’ meeting built upon an Arc-workshop held in Manila last October in conjunction with the Microcredit Summit, and there is strong enthusiasm for this group to morph into a de facto network. Arc Finance provides a range of services to stakeholders, from Technical Assistance (which includes product identification, marketing, human resources, business model and sales support) to loan guarantees, catalytic grant funding and training. But core to its mission is being a “conduit” of sorts, a hub to develop new partnerships in small-scale energy finance. To this end, this partners’ meeting in Delhi was an exciting platform that Arc Finance was proud to organize, and from which the Indian sector can continue to grow.
August 1, 2014, Delhi, India
This workshop, organized by Arc Finance in conjunction with USAID, brought together microfinance institutions (MFIs), energy enterprises, one crowdfunding platform, and apex organizations for a day-long strategy session. USAID’s Renewable Energy Microfinance and Microenterprise Program (REMMP), implemented and managed by Arc Finance, is designed to improve access to modern energy services in underserved communities. Arc Finance and USAID aim to demonstrate the commercial viability of consumer payment models (including microfinance, remittances and pay-as-you-go models); facilitating investment for clean energy financing; and improving the capacity of the private sector to finance clean energy.Read
The challenges around achieving these goals and strategic lessons learned by Arc’s India partner organizations made up the structure of “Financing Small Scale Off-Grid Clean Energy: Opportunities and Challenges” for Arc’s Partners. The workshop ended with a summary of important takeaways for REMMP partners to consider as they continue to scale their energy programs.
The 2014 Ashden International Award Winners: Bringing Clean Energy Access and Finance to Billions through Innovation and Vision
The Ashden Conference and Awards gives organizations in the renewable energy space a chance to showcase and share innovations in sustainability with practitioners, investors, academics and the press. As in previous summers, Arc Finance participated in this year’s conference, alongside current and potential partners working on ways to bring affordable, clean energy to the BoP. The 2014 Ashden International Award finalists were winners in five categories: Financial Innovation; Avoided Deforestation; Clean Energy for Women and Girls; Energy for Agriculture; and Sustainable Buildings. Each of the winning organizations is working on a solution to the problems that are part of Arc Finance’s core mission, which includes helping scale the clean energy finance sector by shining a light on enterprises that are leading the way through innovation.Read
Infosys wins the Sustainable Buildings Award
One of India’s largest IT companies, with campuses at ten locations across the country and offices around the world, Infosys has been designing new, low-energy buildings and retrofitting existing buildings with the technology applied in new construction – decreasing electricity consumption per staff member by 44% across its Indian business campuses in the last five years.
Infosys has realized annual savings of US$200 per employee, and 39 percent of the company’s electricity is now generated or purchased from renewable sources. GHG emissions have been cut by 57 percent (or 210,000 tons per year), three quarters of which is from efficiency measures alone.
For true sustainability, improved efficiency has to make a “single bottom line” case – it can’t be just for environmental and social reasons. To this end, Infosys invested with the goal that the cost of retrofits would be paid back in energy savings within three years.
The company seizes every opportunity to reduce energy consumption, from reducing the size of chiller plants for air conditioning, to painting roofs white to reflect the heat. Cutting-edge design for new buildings also helps keep offices cooler and maximizes natural light. With US$80 million cut from its energy bills and targets of halving electricity use per employee and all electricity coming from renewables by 2018, Infosys has made the bottom-line case for large companies to invest in energy efficiency.
The Financial Innovation Award goes to Off.Grid:Electric
Off.Grid:Electric is a Tanzanian company that has emerged as a leader in the field of using mobile money to sell affordable pay-as-you-go solar power – of particular interest to Arc Finance, which works with different partners with various approaches to the affordability challenges of solar.
East Africa – countries like Kenya, Tanzania and Uganda (where Arc’s partner SolarNow is based, and is using a hire-purchase credit facility to provide a different affordability mechanism) – is an exciting “petri dish” of experiments in clean energy innovation. Mobile Money, through M-PESA, first reached scale in Kenya, and the model is now being replicated across several sub-Saharan countries. Leveraging mobile money infrastructure to allow poor customers to pay for clean energy in regular, small amounts is an opportunity that Off.Grid:Electric (among others) is capitalizing upon.
Off.Grid:Electric considers itself a service, more than a solar, company. The founders wanted to make solar electricity a mass-market option by focusing on exceptional customer service, including an all-day customer-care telephone line and ongoing support from a local agent. With more than 15,000 homes taking up Off.Grid’s service so far, benefitting 70,000 people, customers are being connected as fast as systems can be manufactured and distributed, thanks in part to a cloud-based customer registration process and product-tracking system app.
Off.Grid:Electric provides an agreed-upon level of electricity service through a five or ten Wp Solar Home System (SHS), including mobile phone charging, which is rented by the customer and installed after payment of a deposit of US$6 or $9. The entry-level model costs roughly US$0.20 per day (the top-end system costs about 63 cents per day) paid over a mobile money platform – with a minimum of one day’s purchase per transaction.
A network of local agents is used to find customers, install systems, and provide ongoing after-sales support. Custom smartphone apps keep customer data, usage, system and payment information integrated and accessible to agents. For the very few customers without a mobile phone, agents can take cash payments.
Crucially, the company prioritizes flexibility of payment for the customer, recognizing the cash-flow limitations typical of poor customers. Service level can be changed, and payment history builds a credit rating for the customer that can be used for other purchases. Off.Grid:Electric currently has about 90 staff – half of which are female – and a network of several hundred local agents. It is financed mainly through equity investment, supplemented by debt and grant funding.
Sustainable Green Fuel Enterprise wins Ashden’s Avoided Deforestation Award
Deforestation and its dire environmental consequences – air pollution, soil erosion and desertification – remain a critical problem in certain countries. Sustainable Green Fuel Enterprise, a Cambodian business turning leftover coconut shells and other bio waste into clean-burning char-briquettes for use as cooking fuel, was the winner of Ashden’s Avoided Deforestation Award.
Most Cambodians cook on wood charcoal, resulting in the world’s worst case of deforestation: the country lost 2.9 million hectares (14 percent of its total land area) in two decades (1990-2010). In addition, the negative health effects of burning wood charcoal, particularly indoors, are well known, and include eye and respiratory disease.
To reduce wood charcoal use, French NGO GERES had already introduced efficient charcoal stoves to the markets, and wanted to expand to tackle charcoal supply as well. In 2009, it partnered with a children’s charity to launch Sustainable Green Fuel Enterprise (SGFE).
Led by Carlo Figa Talamanca, SGFE can scarcely keep up with demand. SGFE produces the char from waste coconut shells (widely discarded and accessible) using low-emission TLUD kilns, and it also buys wood-char from electricity generators. The char is mixed with water and a binder and extruded into briquettes, which are then dried using the waste heat from the kilns.
To date, over 650 tons of char-briquettes have been produced, and production is accelerating. The 47 tons produced in March 2014 alone equals the cooking needs of 1,250 households. Each ton saves ten mature trees, so the equivalent of over 6,500 mature trees have been saved to date. GHG emissions have been cut on the order of 4,500 tons equivalent in 2013, all while introducing a superior product to the market at a cost – 34c/kg – similar to wood charcoal, and cheaper to use due to its reduced waste and uniformity of heating.
A more expensive product – the “diamond briquette,” made from 100 percent coconut shell char – costs double the regular briquette, but its slow and sustained burn has made it particularly popular with food vendors.
Production will double in 2014 thanks to a recent grant from the Global Alliance for Clean Cookstoves (GACC), and further private investment will allow yet another doubling of production, according to SGFE’s team.
Greenway Grameen: winner of the Clean Energy for Women and Girls Award
The Clean Energy for Women and Girls Award was won by Indian cookstoves business Greenway Grameen, co-founded by two Indian women two years after completing their MBAs. Greenway’s mission is to provide an affordable, desirable cookstove to improve quality of life for Indian women – who along with their daughters in a male-dominated nation typically bear the lion’s share of household duties, with crippling repercussions on the health and education of the next generation of girls. Despite this, most rural households in India have mobile phones and televisions – so aspiration for consumer goods is alive and well; it’s just a man’s preserve. “The biggest women’s issue in India is men,” argued CEO Neha Juneja, to wide applause.
Collecting and cooking with wood and dung, as hundreds of millions of women are still forced to do, is time-consuming and horrifyingly harmful – indoor air pollution kills more people than diarrhea, malaria and HIV combined – and the majority of victims are women.
To address this, Greenway Grameen’s simple and stylish stoves dramatically reduce kitchen smoke, cook more quickly, and stay cleaner longer. Perhaps most significantly, their design was demand-led from the start; extensive market testing led to an iterative design process focused on women’s needs and aspirations. Marketed as the essential part of a modern kitchen, more than 120,000 stoves have been sold so far, benefitting over 600,000 people in Karnataka, Kerala and Maharashtra states. Two-thirds of the stoves, which retail for US$23, are financed through partnerships with MFIs.
Besides the obvious health benefits of reducing indoor air pollution and the reduction of GHG emissions (over 200,000 tons/year CO2e), considerable time is saved (on average, more than 30 minutes per meal), improving the lives of women and allowing daughters more time to study. But the economic argument is the “clincher”: a stove can pay itself back in 14 weeks through reduced expenditure on wood.
Greenway plans to continue its rapid expansion into other Indian states and then beyond into other markets, as well as introducing a broader range of products.
Proximity Designs wins the Energy for Agriculture Award
Finally, the Energy for Agriculture Award went to a fascinating and inspiring company in Myanmar, Proximity Designs, which is introducing treadle pumps, solar irrigation systems and other sustainable agriculture technologies to this recently-opened nation for the first time.
For rural farmers, lifting water from wells and carrying it across fields is backbreaking and time-consuming work. Until the 1990s, farmers in Myanmar had no access to energy for irrigation in the 20,000 villages that need 3,000 liters per day per small plot. To address this, Debbie Aung Din and husband Jim Taylor traveled to the country in 2004 to head the national program for international NGO iDE. In 2008, their program to introduce access to energy for irrigation morphed into Proximity Designs. Proximity Designs has introduced foot-operated treadle pumps that draw up water from wells and combined them with water-saving drip irrigation technology. Together, these can dramatically increase agricultural yields and incomes.
The results have been transformative. As of this year, 90,000 treadle pumps are in use in 5,000 villages, benefitting almost half a million people. The pumps were designed and manufactured locally, supporting the burgeoning economy, and two further models were introduced, capable of lifting water to raised storage units. The drip irrigation kits were also locally developed and manufactured, and their introduction allows the cultivation of higher-value crops such as eggplant, which require more water. These products are marketed and sold by a growing network of agents, as well as agro-dealers. Pumps range from $25-38, drip irrigation kits are $38, and tanks $25. Some customers pay cash, but many have availed themselves of the low-cash credit facility Proximity has offered in the absence of a mature microfinance market.
The return on these investments by farmers is considerable – with farm incomes increasing by an average of $250 per year. And Proximity Designs – which the Ashden panel described as “the first to bring energy to agriculture in Myanmar…adapting fast to the needs of the rapidly changing country,” is already working on a solar-powered pump, to be introduced in the near future.
Each of the Ashden International Award finalists addresses key challenges to bringing affordable clean energy to the mass market in poor countries. From leveraging technology such as mobile money, to helping farmers increase their yield, to working towards making tragic indoor air pollution deaths a thing of the past, or demonstrating that a global company with a vision can dramatically cut its energy costs and greenhouse gas emissions with some effort and investment, these companies are true pioneers. Arc Finance is proud to know them, and looks forward to continued partnerships with trailblazers in the sector.
Ugandan solar enterprise SolarNow uses a franchise distribution model for Solar Home Systems combined with an in-house credit facility to reach rural customers.
SolarNow is an energy enterprise in Uganda, and an Arc Finance partner under the USAID-funded Renewable Energy Microfinance & Microenterprise Program (REMMP). Established as a social enterprise in May 2011, SolarNow grew out of the Rural Energy Foundation, a Dutch NGO providing distribution and training support for the use of Solar Home Systems (SHS) with market experience across Africa. SolarNow uses asset finance to provide electricity to off-grid rural communities through modular, expandable SHSs, and distributes an increasing range of energy-efficient appliances through a network of franchises around the country.Read
If Product is King, Distribution is God
The challenges of distributing to so-called “last mile” customers in remote communities, particularly in Africa and Asia, are well understood, and various business models seek to address them. SolarNow’s distribution model includes independent franchises that facilitate sales and system installation. SolarNow oversees and supports these franchises through dedicated head office teams to ensure consistent quality across the network. Head office teams supervise sales, marketing, service and credit, provide ongoing support and training, and review and approve credit assessments.
The Merits and Drawbacks of a Franchise Model
A franchise model has distinct pros and cons. Advantages include speedy replication due to standardization; adaptability to local circumstances; quality assurance; reduced risk of branch dilution; likely alignment of incentives between franchisor and franchisee; and cost-effective setup and economies of scale. Disadvantages include a significant up-front investment; challenges in finding suitable entrepreneurs in low-income markets; difficulties encountered in monitoring franchisee activities in remote areas and low-income markets; and – for social-driven organizations – a potential risk of mission drift.
SolarNow’s model addresses these challenges and opportunities by training franchises to consistently install to standard, building strong customer relationships with high quality service support, and driving referral-led sales opportunities. Franchisees are selected for their local contacts and technical skills, as referrals from satisfied, local customers are a key sales driver in a market damaged by a history of poor quality and fraud. In addition, franchisees conduct initial credit assessments, which, if approved, are referred to the head office in Kampala.
Currently, SolarNow has 43 branded branches and authorized franchisees across Uganda with 64 forecast for the end of 2014, and will open its first branch in Tanzania in January 2015. Branches are distributed across the country and target higher-density rural communities.
Selecting the Right Person
As in any agent model, the skills and qualities of the franchisees are indispensable to the business. SolarNow’s sales and marketing team therefore recruits franchisees carefully, and targets the communities in which SolarNow’s current and potential branches are located. SolarNow thereby ensures candidates with knowledge of local networks, language and culture – all of which are important in building strong customer relationships. A premium is placed on particular criteria such as a franchisee’s communication skills, ability to invest time in building a long-term business, interest in working with rural communities, experience in developing customer relationships, commitment to client satisfaction and proven ability to run a business and lead a team.
Training and Professional Development
The creation of a franchise entails an assessment process that includes franchisee interviews with various team heads within the head office, followed by six weeks of training, both in the office and the field. This includes education on sales and marketing, service and logistics, credit processes and IT systems, followed by onsite training with existing franchisees to walk through everything they need to do in the field. Recruits are initially deployed as part of the central marketing team before being assigned a franchisee role.
The recruits who demonstrate the best potential for success are typically entrepreneurs with at least five years work experience. Most candidates have a Bachelor’s Degree and either a technical, microfinance or sales background, for example having worked for or with a bank, MFI, or another solar business, or as an account manager for a retail business.
Ongoing professional development allows new recruits to learn from others and keep up-to-date on products, marketing strategies, targets, customer service and special offers. Most franchisees attend at least four supplementary training sessions a year. Training needs are monitored by the sales and marketing, credit and finance or IT teams, and are led by head office team members. Ongoing coaching is also provided in the form of regular branch visits by the head office teams. Quarterly franchisee group meetings, which include all franchisees from across the country together with head office staff, include workshops and presentations from “star” franchisees sharing best practices.
Incentives for Franchisees
Any organization that uses agents or franchisees (as opposed to salaried employees) for sales has to think carefully about incentives and commission structures. If incentives are too low, there is insufficient motivation for sales and customer service; too high, and overly-aggressive sales/credit practices can be a risk – particularly in MFIs where loan officers can only make a decent living from commission on loans – and there is no dedicated credit team to make the final evaluation.
SolarNow’s asset finance-based affordability model puts an independent credit assessment team at the center of the organization, but takes advantage of the franchisee’s on-the-ground position and relationship with a potential client to provide initial income and asset information – along with the more subjective evaluation of whether the customer is going to be a “credit-worthy” one. Combining this centralized credit process with a commission structure for franchisees encourages franchisees’ natural entrepreneurship (for which they’re selected in the first place) and fosters healthy sales competition while mitigating bad credit decisions.
In SolarNow’s case, franchisees are compensated a commission of about ten percent on each sale. Reward schemes are periodically reviewed, as management feels it is important to adapt to changing circumstances and get regular feedback from franchisees. Current reward schemes include use of a branded truck, new marketing and premises assets, and increasing allowances for each sales target threshold achieved. Franchisees also maintain a security account with the company, accrued as a percentage of their earned commission, which provides collateral for fixed assets provided to them and any losses due to service or credit issues.
Naturally, incentives are based on carefully designed and achievable performance targets, including not just sales but portfolio management (proportion of on-time payments or delinquencies) and quality of installations and customer support.
Profile: A Star Franchisee
During the last quarter, SolarNow’s top performing franchisee was David Kiramiriki, from Kamuli branch. With 76 sales in three months, he won the first branded truck, and the management has recognized his “honest and reliable approach” and “strong commitment to customer satisfaction; a constant focus on understanding his customer’s needs and putting himself in their shoes to develop trust and strong relationships, maintaining consistently high quality in installation and service.” His success is such that he spends proportionately less time on general marketing, as his current clients have transpired to be his strongest promoters – doing some of his job for him, and illustrating the advantage that good customer relationships can have on a franchise’s and an organization’s bottom line.
A Day in the Life
Running a SolarNow franchise is a demanding job, which requires personnel with drive, imagination and stamina. The franchisees drive both the sales process and after-sales services to their customers – building strong customer relationships and positive brand awareness in their local communities. Each franchise has a catchment zone of potentially 40,000 off-grid households within a 50km radius. They also have responsibility for chasing delinquent payments, assisting with repossessions when relevant, as well as uploading (and monitoring) data to SolarNow’s Arc Finance-funded OpenERP Management Information System. A typical franchisee is up early and out in the field with their new and potential customers, performing site inspections and working with clients on their applications. Afternoons are spent working on installations, completing paperwork and uploading data to the system for head office review. Franchisees also typically spend around a quarter of their work time liaising with clients and the head office to deal with delinquent payments and credit issues.
A Franchisee’s Role in the Credit Process
Franchisees are the face of the business to the customer and are key to SolarNow’s success. They explain the contract and repayment process, gather information for initial credit assessments and follow up in cases of delinquency. They’re responsible for monitoring customer repayment performance and ensuring customers understand their obligations. But in cases of serious delinquencies or potential repossession, franchisees are supported on site by the head office credit team. Where necessary and appropriate, the security fund reserve for each franchisee provides coverage for 50% of credit losses.
When Franchisees Fail…
SolarNow’s franchisees have minimum performance targets to meet. Not all do so. Those who fail to follow procedures or fail to meet targets are let go. Some take the skills and experience they have acquired at SolarNow elsewhere – an ineradicable risk in any industry. Franchisee turnover (“churn”) is typically around 25 percent per year and mainly due to failure to meet performance targets.
Learning Lessons for the Future
Nobody achieves perfection the first time, and this is particularly true in remote rural areas of Africa, trying to introduce new products to a new and undeveloped market, while providing asset finance at the same time. It’s a complex and challenging task. For SolarNow, building the network of franchises has been a learning experience. It has meant discovering what customers are looking for, what doesn’t work and what motivates entrepreneurs. It has required a focus on being demand-driven.
SolarNow’s management team concedes there are things it might have done differently in retrospect. Initial targets to scale may have been optimistic, and didn’t allow for adaptation or tweaking of the basic model with a core group of branches before rapid expansion. Maintaining simplicity and standardization of the model took a while to achieve, and the importance of constant communication with franchisees and customers – including regular follow-up – has dramatically improved. Modification of its rewards and incentive schemes has meant a focus on short-term economic benefits while using a structure that fosters peer group motivation. And engaging franchisees in better understanding the performance of the business and having a say in significant organizational change decisions has improved performance and morale alike.
Finally, the credit process is the most difficult part of an enterprise providing products beyond the cash-only reach of customers. Getting the right balance of franchisee involvement in the credit process improves accountability and ownership without impairing the ability to grow strong customer relationships. Developing a process that builds trust and fosters collaboration with the franchisee network, finding the right people and training them with a long-term vision, incentivizing them to perform well, all while balancing the roles and responsibilities of the credit process is a complex challenge indeed. With its continued expansion and burgeoning reputation, SolarNow is showing that it is a challenge that can be met.
In sub-Saharan Africa, nearly 590 million people lack access to electricity, including eighty-five per cent of rural populations. M-KOPA Solar is seeking to change this. Based in Kenya, M-KOPA Solar (www.m-kopa.com) is an innovative asset financing company that sells small-scale solar home systems (SHSs) to off-grid households on an affordable, 12-month mobile money payment plan via hire purchase. As of February 2014, M-KOPA actively provided affordable solar power to over 50,000 Kenyan households – and is adding a thousand more households per week. M-KOPA has ambitious plans: it has just raised US$20 million to fund expansion of its customer base from fifty thousand to one million households by 2018.
Niki Armacost discusses Financing Solutions for Clean Energy in Latin America at the Americas Society/Council of the America’s 7th Microfinance Panel in New York City, January 30, 2014. She is joined by panelists Gregory Watson, Head, Strategic Planning and Team Leader, Clean Energy, Multilateral Investment Fund, Inter-American Development Bank and Amy Wang, Investment Officer, Global Social Investment Funds, Deutsche Bank Trust Company Americas. Moderated by Christian Gómez, Jr., Director of Energy, Council of the Americas.
Innovations in Financing Small Scale Clean Energy, a full-day 2013 workshop organized by Arc Finance in conjunction with USAID and the Sustainable Energy for All Energy Access Practitioner Network, brought together a range of stakeholders to discuss the innovations in financing now being deployed in the small-scale, clean energy space. These sessions were made possible with generous support from USAID.
September 20, 2013, New York, USA
Innovations in Financing Small Scale Clean Energy, a full-day workshop organized by Arc Finance in conjunction with USAID and Sustainable Energy for All, the Energy Access Practitioner Network, brought together practitioners, investors, academics, support organizations, technology manufacturers, and journalists for a series of sessions to discuss the innovations in financing now being deployed in the growing energy access economy. View videos from the event ►
Ajaita Shah is the Co-Founder and Chief Executive Officer of Frontier Markets and the President of Frontier Innovations Foundation. Frontier Markets is a rural marketing, sales, and service distribution company that provides access to affordable and quality consumer durables to low-income households in India. Frontier Markets is currently operating in rural India and working primarily with clean energy products like solar lighting and smokeless stoves. With five years of microfinance experience in India with organizations like SKS Microfinance, and Ujjivan Financial Services, Ajaita has also worked on numerous development projects in seven Indian states.
CBS Evening News
SEPTEMBER 8, 2013 | Three-quarters of Haiti’s population does not have access to their national power grid, but solar lamps are helping provide light to people in a nation with severely underdeveloped infrastructure. Jeff Glor reports. Watch video.
Solving the “last mile” problem – or providing renewable energy and suitable finance for it to the Bottom of the Pyramid – is far more collaborative than competitive. You can see this clearly in the network of partnerships we at Arc Finance have developed for our current portfolio of projects: we link energy companies, MFIs, technology providers, remittance companies and other distribution organizations to facilitate access to finance for renewable energy for the un(der)electrified billions whose lives can be improved.
Collaboration and partnership were among the key themes of the 2013 Ashden Awards held in London last week. We are proud to be a supporting partner of Ashden and were thrilled to attend the awards, which are among the most prestigious for sustainable energy solutions. Projects awarded ranged from partnerships at the local level (UK-based initiatives such as encouraging cycling or recycling in cities, or developing green spaces) to global projects that try to leverage new technologies, financial innovations and the brightest of ideas in order to scale access to affordable renewable energy to those who need it most: the poor. The conference was a great opportunity to share ideas, contacts and build further partnerships. Collaboration might be a tedious and overused bit of management-speak, but in this space, it is the sine qua non of progress.
This day-long, pre-event workshop, held in conjunction with the 2013 Microcredit Summit in Manila, was organized by Arc Finance and brought together high-level representatives from MFIs, energy enterprises, government entities and donors to engage MFIs on financing renewable energy. This video series was made possible with generous support from USAID.
SunnyMoney is a social enterprise that was spun off from the NGO, Solar Aid, in 2011. While Solar Aid focuses on installing solar systems into schools across several countries in Africa, SunnyMoney focuses on selling solar lanterns. In just a few years since its launch, SunnyMoney is already reaching sales levels of tens of thousands each month, growing very quickly in Kenya, Tanzania, Malawi and Zambia. The company employs a unique sales and marketing approach called “The SunnyMoney Way,” which works closely with education authorities, incentivizing head teachers in geographically defined regions to promote the benefits of solar lanterns to their students and families. Orders are then collected and the lights delivered in follow-up sales visits by SunnyMoney team members, during which thousands of lights can be sold in a single event.
SunnyMoney’s Managing Director, John Keane, talks to us about the excitement and hard work of the transformation of SunnyMoney from an NGO program into a social enterprise, and now the daily challenge of supporting its growing success.
Where innovation pays off: Helping low-income Haitians access environmentally-friendly energy products
Inter-American Development Bank website. Read article.
Interview with Niki Armacost of Arc Finance and Dominique Policard of Sogexpress about Arc Finance’s Remittances Project in Haiti
NBC Miami & Tropik TV
Big surprises sometimes come in small packages and Angaza Design embodies this maxim. Led by CEO Lesley Silverthorn Marincola, the three-person team had already launched in five countries with its innovative SoLite solar lamp when it encountered the affordability barrier. Unfazed, the team pivoted and turned its engineering skills to developing and testing a new concept in pay-as-you-go solar energy. Lesley spoke to Arc Finance about how the human-centered design and can-do approach of companies such as Amazon – where she worked on the early generations of the Kindle e-reader – can be applied to seemingly intractable renewable energy problems with impressive results.
INENSUS is a young, off-grid energy company based in Germany that develops solar/wind-hybrid microgrids for developing countries’ remote rural regions. The company’s “Micro-Power Economy” model, currently being employed in Senegal, centers on supporting both income-generating as well as household energy activities to truly catalyze local village economies.
Arc Finance recently caught up with Jakob Schmidt-Reindahl, managing director of INENSUS’ Senegal operations, to discuss the company’s clients, pre-payment approach, and role that microfinance plays in helping to realize the micro-energy economy.
Ashden Blog. Read article.
Founded in 2010, Solar Sister is an energy company that promotes access to affordable solar lamps and small solar systems in communities in Sub-Saharan Africa. Using an Avon-style distribution system, Solar Sister builds and extends the supply chain through women’s rural networks by providing women with a “business in a bag”: a start-up kit of inventory, training and marketing support.
Arc Finance talks with Katherine Lucey, CEO of Solar Sister, about the process Solar Sister uses to support rural women to become micro-entrepreneurs and how it enables rural women to earn an income in a flexible way, doing as much or little as their circumstances and preferences dictate. Due to the pioneering work of Solar Sister, renewable energy gets to even the most remote villages, women are empowered and supporters are satisfied. In this extract, Katherine discusses, among other things, village level cash management, the importance of mobile, and learning to let her entrepreneurs set their own pace.
FOMIN. Watch video.
Since its founding in 1984, the Negros Women for Tomorrow Foundation (NWTF) has explored a range of ways to live up to its mission of helping poor Filipino women achieve self-sufficiency and self-reliance. NWTF offers an impressive array of products, including micro-loans to assist micro-entrepreneurs, insurance and student loans, and continues to look for innovative products and services to meet the needs of its clients and grow the organization.
Arc Finance talks with Raymond Serios, Director of Research at NWFT, about how the MFI embraced energy lending as a way to expand its mission and find new ways to grow and attract customers. In 2009, Arc Finance helped the organization launch its energy loan portfolio, and since that time the program has changed in a number of ways as NWTF has learned more about client demands, and as energy products have continued to diversify and evolve. In this extract from a wide-ranging interview, Raymond reveals how NWTF’s business strategy and operational approach to energy has transformed over time, moving from a narrow focus on consumer credit to a model in which members are trained and financed as energy product sales agents.
Making Energy Microfinance Work in the Philippines — a Conversation with Raymond Serios, Special Projects Manager at NWTF
The Negros Women for Tomorrow Foundation (NWTF) is a one of the Philippines’ oldest and largest microfinance institutions, serving nearly 140,000 clients across the nation’s central island region. Among institutional practitioners of energy microfinance NWTF is notable for its inventive, trial-and-error approach to problem-solving and program development, and its patient, long-term commitment to building a strong, high impact and commercially sustainable model. In this episode, Raymond Serios provides a nuts and bolts account of how the MFI draws on experimentation, client feedback and a close study of the evolving clean energy market to adapt and build its successful energy lending program.
Founded in June 2010, Milaap is a Indian start-up based in Bangalore that crowd-sources low-cost capital for microfinance institutions through its online platform as well as social funds, high net worth individuals (HNIs) and corporate partnerships. Funds are not donations, but rather micro-loans between a growing global network of contributors and low-income Indian borrowers. Milaap sources capital exclusively for non-traditional, value-added product portfolios, supporting investments in water and sanitation, vocational training, and SME capital.
In 2011, Milaap added energy lending to its portfolio when it established a partnership with DCBS, a small MFI based in West Bengal (India), and Onergy, a leading solar integrator in the region. Milaap has also made plans to partner with Karnataka-based Grameen Koota, one of India’s largest MFIs, to co-fund its growing energy lending program.
Arc Finance recently caught up with Milaap co-founder Anoj Vishwanathan to discuss the company’s origins, its growing focus on energy, and the core value proposition that it offers its MFI partners in the challenging environment of the post “microfinance crisis.”
CGAP. Read article.
An Inside Perspective on Change and Evolution In the Micro Solar Sector: A Conversation with Ned Tozun, d.light Design
Product R&D and design, high volume manufacturing, global distribution, sales and marketing – this is the range of one of the world’s best known micro solar companies, d.light. Since 2006, the company has been developing and distributing high-quality, solar portable lighting products to low-income, off-grid customers worldwide. Ned Tozun, d.light’s President and Co-Founder, recently took some time to speak with Arc Finance about the company’s growth, its approach to distribution and marketing, and the role he sees for microfinance in making improved energy affordable for d.light’s target customers.
Nicola Armacost, Oliver Karius and Hampus Jakobsson at SoCap Europe 2012: A Successful Entrepreneur Discovers What’s Different About Impact Investing
SoCap. Watch video.
Inter-American Development Bank. Download PDF.
Sierra Club. Read article.
Microcredit Summit. Watch video.
Asia Society. Watch video.
Inter-American Development Bank. Watch video.
Link TV: Television Without Borders. Watch video.
GVEP International. Read article.