Activity Description: The Small and Medium Enterprises Development Agency of Nigeria (SMEDAN) was established by the SMEDAN Act of 2003 to promote the development of the MSME sector of the Nigerian Economy.

The Agency positions itself as a "One Stop Shop" for Micro, Small and Medium Enterprises Development. Micro Enterprises are included in the clientele of the Agency since they form the bedrock for SME’s.

Activity Description: ISI has identified a unique niche market that it believes will translate into a promising business opportunity. In both the U.S. and in Mexico ISI is formalizing agreements with organizations that currently cater to or want to offer products and services to the Latino market. These include hometown community organizations, local and national money transfer, check-cashing and pay-day loan organizations, and local and national convenience store and pharmacy chains. Mexican companies such as Gigante, Elektra and Novamedic are already part of the program.

Activity Description: TransFair USA's mission is to build a more equitable and sustainable model of international trade that benefits producers, consumers, industry and the earth. They achieve that mission by certifying and promoting Fair Trade products.

TransFair audits transactions between US companies offering Fair Trade Certified™ products and the international suppliers from whom they source, in order to guarantee that the farmers and farm workers behind Fair Trade Certified goods were paid a fair, above-market price. In addition, annual inspections conducted by FLO ensure that strict socioeconomic development criteria are being met using increased Fair Trade revenues.

Activity Description: Men on the Side of the Road (MSR) is giving thousands of unemployed men in South Africa the vital skills, tools, and social infrastructure to improve their lives. Extremely high unemployment rates in South Africa have forced men to stand on the side of the road, looking for temporary work and accepting low wages and abuse. MSR founder Charles Maisel saw the potential for these day laborers to recognize and utilize their own strength to create change from the bottom up.

Activity Description: With three quarters of its national population living in rural areas, access to primary healthcare is one of the most pressing issues facing India’s businesses and policymakers. Further complicating this picture is the fact that the government has so far had difficulty making a sufficient financial commitment to fund free, needs-based health services. Although currently on the rise, this spending only accounts for less than one percent of the gross domestic product. Private healthcare groups have also been unable to fill this gap in a country where nearly a third of the populaiton lives in poverty. The entrepreneurs behind Gram Mooligai found a unique opportunity within this seemingly insurmountable challenge to deliver much needed health services to India’s rural poor while tapping into new markets underserved by public and private actors alike.

Activity Description: Mexico City is built over an ancient lake, yet in recent years has found itself facing a serious water scarcity problem. This is due in part to the city’s drainage system, built to prevent flooding, which directs the area’s water more than 250 miles away into the ocean. The result: Mexico City is sinking and its water tables are running dry. Government officials estimate that more than 95 percent of the city’s water is not returned to the region’s aquifers and in some places the water tables are dropping three feet per year. When Nestor de Buen, and his co-founders discovered EcoCreto in the lab, they thought their product might be the perfect solution for this environmental challenge.

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Proteak’s founders, Hector Bonilla and Javier Diaz Calvo have created a profitable, sustainable teak company in a sector otherwise marred by illegal logging and corruption. Hector’s talent for spotting market potential led him to create three startups before a drive past a plantation in Mexico inspired him to research the sizable $12 billion global teak market. Both Hector and Javier were impressed by teak’s price, which is increasing at a rate of six percent annually and commonly sells at $12 per board foot, as compared to $2-$7 per board foot for most other woods.

Proteak’s vision is to operate as a business that addresses social, environmental and economic concerns. Because of its commitment to sustainable business practice, Proteak serves as a model in an industry in which illegal logging runs rampant and the major regions of production in Southeast Asia experience deforestation rates of about one percent per year. Hector candidly asserts that he does not see a separation between profits and sustainable practices. His group is committed to promoting responsible forestry practices and soil management. The 820 hectares of land that Proteak has planted are treated with the minimum possible amount of chemicals, and the trees populating these plantations take in the equivalent of 5,000 cars worth of CO2 emissions every year. The company is also committed to providing benefits for the local community; it is working to reinvigorate agriculture in a region where manufacturing has come to dominate, and Proteak employees receive better pay and benefits than the average worker in their sector.

When discussing these social concerns, Hector is quick to add that he and his board are fundamentally “all about numbers,” and argues that his 50 investors have been drawn in primarily by the 24% projected return on investment. Hector credits his management team with being one of the best and most knowledgeable in the industry. The company has bolstered its marketing strategy with extensive support from New Ventures, a program of the World Resources Institute dedicated to spurring investment in sustainable enterprise. With these strong management and marketing abilities, Proteak has raised $4 million of capital in five successful rounds of investment. In a sector notoriously controlled by inefficient, state-run companies, the Proteak team’s impressive private sector background makes them stand out as a highly productive and profitable enterprise.

Proteak’s superior business model and experienced team combine sustainable practices and solid leadership to create a reliable strategy for growth. This approach earned the company recognition as a winner in the 2005 New Ventures Mexico Investor Forum and ensures that as it sells its first trees on the open market next year, Proteak will continue to thrive.

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Aavishkaar (a Hindi word that means innovation) India Micro Venture Capital Fund (www.aavishkaar.org) came into existence to finance socially relevant, commercially viable and environmentally friendly enterprises that do not have access to project financing – loan or equity – from traditional financial institutions. Aavishkaar India fills an important niche as it is positioned between microfinance and traditional venture capital funds with its promise of equity support to small businesses. The projects that Aavishkaar support are in the range between Rs.500,000 (USD 10,000) and Rs.5,000,000 (USD 100,000).

Aavishkaar India Micro Venture Capital Fund (‘Aavishkaar’) concentrates on supporting micro enterprises based on grassroots innovations and seeks to:

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With years of guiding experience, Eduardo Nycander and Kurt Holle created Rainforest Expeditions (RFE) in 1992. Located in the southeast of Peru in Madre de Dios, RFE educates tourists about conservation and sustainable development while providing job opportunities to the local community. The company runs four complementary ecolodges: the 18 room Tambopata Research Center (1992), the 30 room Posada Amazonas (1998), the 24 room Refugio Amazonas (2005) and the recently opened 18 room Konchukos Tambo, near Huascaran National Park north of Lima.

Among these lodges, Posada Amazonas is renowned for its unique partnership with the community of Infierno. RFE offers financing and experience, while the community provides labor and local knowledge of the natural environment. And while profits are split between the company and the community, ownership belongs to the latter.

The community-owned lodge is delivering great outcomes. Not only is it generating profit for RFE, but it is also placing the company in the limelight for potential clients and investors, creating a buzz around the fact that it fully engages a local community. For the Infierno community, it provides full ownership and a participatory process that allows it to pursue long term visions for sustainable development both within the community itself and the wider Amazonian region. In addition to its annual income of over US $250,000 and more than 30 permanent full time positions, Posada Amazonas has also led to the creation of four other small businesses in the community.

With over 50 employees, the recent addition of Refugio Amazonas, and the development of new products ranging from shorter 2-3 day general tours to an array of specialized tours (e.g. birding tours, academic tours), the company continues to attract new investments with plans to expand to other communities in the Andean region. RFE demonstrates how well-managed ecotourism can achieve environmental protection, social benefits, and economic growth.

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"Do it the right way (no short-cuts); Be innovative; Execute with discipline." - Vikram Akula, founder of SKS Microfinance

SKS Microfinance empowers the poor to become economically self-reliant by providing financial services in a sustainable manner. Vikram Akula, the 37-year-old founder of SKS Microfinance, who was featured in Time’s list of 100 ‘People Who Shape Our World’, believes corporatising the NGO sector is a must for meaningful poverty alleviation programmes. “A for-profit business model is the fastest way to put more money into more poor hands,” he says.

Launched in 1998, SKS Microfinance is one of the fastest growing microfinance organizations in the world, having provided over $ 92 million (Rs 425 crores) and has maintained loans outstanding of $38 million(170 crores) in loans to nearly 320,000 women clients in poor regions of India. Borrowers take loans for a range of income-generating activities, including livestock, agriculture, trade (such as vegetable vending), and production (from basket weaving to pottery). SKS also offers interest-free loans for emergencies as well as life insurance to borrowers. Its affiliate, SKS Education, provides education services to poor children, including running a government-funded school for girls who have dropped out of school.

SKS currently has 138 microfinance branches in the states of Andhra Pradesh, Karnataka, Maharashtra, Orissa and Madhya Pradesh, Bihar, UP, Rajasthan, West Bengal, Jharkhand, and Chhattisgarh. This year, SKS aims to reach 700,000 clients by March 2007. In the last year alone, SKS Microfinance has achieved nearly 161 % growth, with 98% on-time repayment rate.

For this American-educated Fulbright scholar, a for-profit business model is not about maximising profits. It’s about maximising resources. “It allows you to tap private funds, unlike NGOs, where you survive on grants. You are accountable to your shareholders and, thus, cannot develop bad habits. You become more client responsive and allow them to guide your business,” says Akula, echoing the thoughts expressed by Infosys CEO Nandan Nilekani, the only other Indian on the Time’s powerlist.

Set up in 1998 with a sum of Rs 20 lakh that Akula managed to raise from 360 individual donors, most of them friends and family in the US where he was brought up, today SKS has a capital base of Rs 13.9 crore.

It has private equity participation from Silicon Valley entrepreneurs like Vinod Khosla, Ravi Reddy and Sandeep Tungare. Sidbi, a public financial institution, holds 7% for a crore invested. However, its client community remains its largest shareholders.

Apart from having a fully-automated, proprietory management information system (MIS), it has pioneered the use of smart-card technology at the village-level. The MFI is currently working with VISA International on a pilot project to develop and deploy wireless POS devices that would automate field operations and reduce transaction costs.

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Several years ago in Los Mochis, Mexico, an early morning fire in an agrochemical warehouse released massive amounts of toxic fumes into the environment, causing serious health problems for the local population. This was the first in a series of ecological disasters that convinced Jorge Berni, a longtime resident of the agriculture-dependent community, that farmers needed a safer solution for crop control than the heavily toxic pesticides upon which they had relied.

Berni combined his training in chemical engineering with his twenty years of experience as an organic farmer to produce Bug Balancer, a chemical solution that serves to repel harmful pests that destroy farmers’ crops while attracting beneficial insects that are the natural predators of those pests. Local farmers quickly became interested in this solution when they began noticing that while their crops were being ravaged by insects, Jorge’s remained relatively unaffected. Word quickly spread of the benefits of this new, safe formula, and Jorge created Berni Labs in 1994 to increase distribution of the increasingly popular product.

Bug Balancer is an ideal solution for Mexico’s numerous small farmers. The formula is cost effective, as its price is ten times lower than some of the leading pesticides and it eliminates the need for expensive spraying equipment, reducing the cost of application by 20 percent. Bug Balancer is also safe for the environment and for the health of agricultural workers who have been forced to utilize traditional pesticides for a lack of competition. The natural formula includes a number of herbal extracts such as garlic, and it can even be applied with workers still in the field.

Today, Berni Labs has continued to achieve new levels of success as it taps into a growing demand for organic crop cultivation in Mexico. The company’s small team of 14 had its most lucrative year in 2005, generating nearly $1 million in sales by working with 17 distributors across the country. Berni Labs has also begun to expand its operations internationally, winning an enterprise competition with Mexico’s Ministry of Economics to receive government support for research and expansion into the Canadian market.

As Berni Labs continues to establish Bug Balancer as a safe and affordable alternative to pesticides, the company has begun research and field testing on other products to be released in coming years. This includes a formula for shrimp farmers to increase their yields that is based on Bug Balancer technology as well as a project to meet the needs of small ranchers that will inexpensively produce large amounts of livestock feed in a heavily condensed space.