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Craftsmanship in business consultancy: co-creating jobs for women in rural India
Annual report 2015 - 2016
From the founders
Summary
Craftsmanship in Business Consultancy Strategy for ConsultancySWOT for 2016-2017Value proposition ImpactResearch and acquisition‘Making periods normal’ sanitary pads program
Human CapitalVolunteers / Experts Indian and Dutch teamTime spent
Funding and Network partners Funding partnersNetwork partners
Communications
Highlights & events 2015-2016
Financials Income statement 2015-2016Earnings modelDeviations expenditure from forecast Ratios expenditure related to income Reserves on balance sheet Multi-year budgetJobs created and the investment per job
Governance
Annual Accounts 2015 – 2016
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Contents
We have one clear aim: to co-create one million jobs for women in rural India
11.11.21.31.41.51.6
22.12.22.3
33.13.2
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55.15.25.35.45.55.65.7
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Women on Wings looks back at a special year, both from a business
and an organizational perspective. We co-created another 18,000 jobs for
women in rural India. Leading to a total number of nearly 200,000 jobs since
our start in 2007. Unchanged is the importance of an income for women in
rural India. An income not only empowers a woman, her economic autonomy
also makes a huge difference for the health and education of her children.
The growth in jobs slowed down this past year, mainly due to changes on
management level with some business partners. A good moment to review
our strategy. Since the start we built a strong network in the textile sector.
Last year we decided to focus stronger on Food & Agri and Forestry.
In the Food & Agri sector, we concentrate on women centric sub-sectors like
dairy, mushroom and poultry.
We improved our assessment methodology and welcomed six new business
partners in the different sectors. We are confident to co-create many new jobs
for women in the coming years together with our new and existing business
partners.
The change in strategy also had impact on our team of experts. The new
sectors require specific domain knowledge. We had to add that to our team
of experts, specifically in supply chain management and fresh food marketing
and processing.
Our valuable funding partners, both in India and the Netherlands,
enabled us to come a step closer to our goal. Today the funding model is
based on a portfolio of corporate foundations, family foundations,
corporates and high net worth individuals.
A big change compared to last year is the shift in management from the
Netherlands to India which was defined in our strategic plan for 2014 - 2018.
Last summer we welcomed Shilpa Mittal Singh as joint managing
From the Founders
director in the Indian team. From April 1, 2016, Shilpa Mittal Singh and Ronald
van het Hof take over the management responsibilities for the
Women on Wings organization. As founders we took a step back and we are
now non-executives in the board.
We are proud that this shift in responsibilities is accomplished. We are very
happy with the professional teams in India and in the Netherlands, our board
members and other stakeholders. And of course with our loyal experts,
because without their investment in time we could not be so successful.
Thanks to all these members of the Women on Wings family we were able to
co-create nearly 200,000 jobs for women in rural India. A very big thank you!
Ellen Tacoma and Maria van der Heijden
| 4 | 5
Ellen Tacoma and
Maria van der Heijden
Mission
Vision
Summary
Women on Wings aims to co-create one million jobs for women in rural India.
In order to reach our goal, we share our business knowledge with social entrepreneurs in India to accelarate the growth of their organizations.
1 millionQualification
ANBI - Qualification from Dutch tax authorities. RSIN 81842469280G and 12A - Granted by Commisioner of Income Tax India
SustainabilityWomen on Wings follows the OESO guidelines, especially on working conditions and fair payment.
Impact
199,900 families
2 meals a day
600,000children spared from
malnutrition
Reaching
100,000 jobsthe milestone of
Annual Report | 2013
Reaching
100,000 jobsthe milestone of
Annual Report | 2013
600,000 children to (a better)
school
Reaching
100,000 jobsthe milestone of
Annual Report | 2013
Reaching
100,000 jobsthe milestone of
Annual Report | 2013
Core values
Living up towe do what we say and we are specific
Energeticpeople show enthusiasm, courage and energy for the heart of the matter
Equalitywe work on the basis of
equality and with respect for people
199,900
sustainable jobs for women co-created
2015-2016 2014-2015 4 quarters 5 quarters
Total income from own fundraising € 572,275 € 709,000
Friendship memberships € 21,340 € 24,187Funding - Private € 235,000 € 405,000Funding - Business € 208,185 € 127,964Sanitary Pads programs € 100,625 € 145,250Other income/interest € 7,125 € 6,599
2015-2016 2014-2015 4 quarters 5 quarters
Spending ratio income 99.7% 84.1%Spending ratio expenditure (% of total income) * our objective 82.5% 70.9%* own fundraising 11.6% 5.5%* management and administration 5.9% 7.3%
Key Indicators
Our business model
Business knowledge Employment
50 Indian companies
jobs forwomen
Women on Wings experts 23 199,900
Funding
Finance
StrategyDevelopment of sustainable business models with social entreprises in the focus sectors
Textiles & Handicrafts
Food & Agri Forestry
| 6 | 7
2015-2016 2014-2015 4 quarters 5 quarters
Business partners 23 21Experts (volunteers) 50 60Time spent by experts (volunteers) 402 days 791 daysFunding & network partners 26 27India team 11 (7,4 FTE) 8 (5,5 FTE)Dutch team 5 (2 FTE) 5 (3 FTE)
Agricultural work, like growing organic cotton, is mainly done by women
The Indian contextIndia is one of the fast growing economies in the world. The past year was the
first year of Modi’s Government: economic growth of more than 7%, a
nation-wide program ‘Swachh Bharat’ focusing on a clean India, a new kind of
belief of ‘yes we can’, and tie-ups with a lot of foreign countries. A changing
climate from which we can benefit in the coming year.
Skill development and entrepreneurship are the buzz-words of this year. The
Modi government has launched the ‘Make in India’ program to promote Indian
manufacturing and produce in the rest of the world. Job creation is required to
absorb the ten million people entering the labor market every year.
New developments in e.g. food processing and textile parks will require value
chains to feed these large scale units. Professionalization of these value
chains and their stakeholders is an opportunity for us to play a role in
co-creating jobs in rural India. The promotion of ‘Khadi’ fabric can give a boost
to the rural textile industry.
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Craftsmanship in Business Consultancy
1.1 | Strategy for Consultancy
The year that was: 2015-2016
Enhanced research capability, rigorous partner assessment
Growth of jobs in 2015-2016 was below target due to two key reasons: zero
growth with our fastest growing business partner and limited or no growth yet
with new partners. We experienced that a partnership can make a big turn if
the partner’s management is changed. Our largest partner’s MD retired in
January 2015 and the new MD did not see the value of our work till then. Our
last workshop with the management was in February 2015. This reiterated our
belief that having a committed entrepreneur is key for a successful partnership.
Intensive desk research in over eight months showed no new large partners
in Textile and Food & Agri, but there were many opportunities with smaller and
mid-size organizations.
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Taking a view on what did not work and what opportunities were untouched,
it was decided in June 2015 to rethink the strategy for 2016-2020. An intense
journey started in which we took the time to rethink every aspect of the
Women on Wings approach. We interviewed industry experts in verticals of
businesses like textiles, livestock, horticulture (fruits and vegetables), natural
forest products (soap nuts, palm leaves) to learn more about rural women
centric areas and activities. In December 2015 the new strategy was agreed
upon by the Board of Women on Wings.
The goal of co-creating one million jobs for women in rural India and being a
boutique consultancy company, meaning that our USP is tailor-made
craftsmanship in consultancy, remains the foundation under the strategy.
Key is the ownership and entrepreneurial skills of the CEO/MD of the business
partner. Real entrepreneurs are rare. According to Forbes nine out of ten
businesses fail. In social business entrepreneurship is as key as in traditional
commercial business.
With the experience and learnings of the past year, we improved our
assessment tool; we created a detailed assessment for new partner
acquisition. The new tool includes a more rigorous base lining and a field
assessment prior to acquisition. Recognizing the critical role that the CEO/MD
plays in the success of an organization, we built a section around assessment
of key competencies of the entrepreneur. The assessment includes an
internal discussion with CEO and management of the prospect based on
mission/vision, ownership/entrepreneurship, growth ambition, track record,
management in place and defined questions based on strengthening the
supply chain.
The year that comes: 2016-2017Sector-focused research, smarter partner acquisition and
mentoring-consulting approach
| 10 | 11
For the coming year, we have a more focused approach in agriculture on
women centric activities and businesses where women are the direct
beneficiaries of our work.
The sectors we will focus on are:
Textiles & Handicrafts remain a very important sector for the job creation.
Food & Agri; although the major part of agricultural work is done by women,
90% of the benefits and earnings are going to the men. But there are
sub-sectors in agriculture where activities are women centric and the women
are the beneficiaries. These are:
Dairy; India is the largest milk producer and consumer in the world with the
market growing at a rate over 5% per annum. Dairying is one of the important
enterprises which dominate the economic activities of women in rural India.
Back yard poultry; The Indian poultry industry is one of the fastest
growing allied agricultural sectors, showing a growth rate of 8-10% per annum.
Poultry farming is being taken up especially by women in conjunction with
vegetable farming as an integrated livelihood model.
Mushrooms; India has emerged as the second largest exporter of canned
mushrooms in the world in the last five years. Mushroom cultivation is a women
friendly profession and it is seen as one agricultural activity in which women
can play a vital role in conjunction with their household responsibilities.
Forestry; our focus is on non-timber forest produce. It is the women who
gather the forest products, process them and sell them. Today there is a
sizeable and growing market for NTFPs. These include e.g. essential oils, skin
care, kendu and sal leaves, medicinal plants, natural honey, edible nuts, shea
and seeds used in cooking.
We will focus on these sectors while prospecting for new business partners.
This means overall that the growth in number of jobs per year will stabilize at
the current level, with an expected change from 84% Textiles & Handicrafts and
16% Food & Agri to 70% Textiles & Handicrafts and 30% Food & Agri and
Forestry. In 2016-2017 we are targeting 30,000 additional jobs and 10 new
business partners.
Textiles & Handicrafts
Food & Agri Forestry
1.2 | SWOT for 2016-2017Overall our model is understood by most and people recognize the need for
business capacity building. Social businesses in rural India are still in an early
stage. Business knowledge is lacking. This is a great opportunity for Women on
Wings to support accelerating businesses and create sustainable impact.
There are huge opportunities in Forestry and Agri and now that we identified
segments we will be able to have a more focused research and acquisition
process. The new buzz around entrepreneurship, rural development and ‘Make
in India’ creates opportunities for new small scale social entrepreneurs.
Strengths
– Focus
– A clear mission
– Knowledge of rural India
– Long term approach: ownership in India
– Practical approach: strong in execution
– Unique approach: bringing western knowledge and connecting with Indian knowledge
– Demand driven: expertise focused
– Our human capital
– Track record of 8 years: proven result with number of jobs realized
– Image we are successful
– New assessment form: includes assessment of entrepreneur
Opportunities
– Focus of government on rural development: with a change in ‘language’: not just development but in specific economic development
– Region focus from government
– Foreign Direct Investment policy: minimum sourcing of 30% of products from small scale industries in rural India
– 2% CSR amendment in India
– PM Modi’s `Make in India’ campaign
– The Missing Middle: gap in the market
– Expected economic growth of >7%
– Growing food market – agriculture
– Growth in sericulture and livestock
– Growing focus on entrepreneurship
- Investments in Food & Agri related
Weaknesses
– Pro bono experts: availability is limited
– No long term planning for work visits
– Partners not obliged to comply: our success is user/partner dependent
– Funding network in India small: 2 partners
– Huge dependency on funding from the Netherlands
– Measurement system is weak:based on impact form requires trusts as we have not seen all 199,900 women
– Only counting the newly created jobs and not income increase or job consolidation
Threats
– Negativity to foreign NGO’s
– FCRA
– Strong focus on skill development
– Large number of scattered programs
– Lack of entrepreneurs
– NGO affiliation/mindset
– While the 2% CSR is an opportunity it is also a threat since the law is unclear and does not regard capacity building for profit companies eligible for the funds
1.3 | Value proposition
Women on Wings provides business knowledge to Indian social enterprises
that create employment for women in rural India. Human Capital is the core of
what we provide. Our experts share their time and skills pro bono with our
business partners. They have 15+ years of professional experience in e.g.
marketing, finance, product development, management, production, retail,
supply chain management, HR.
The uniqueness of the Women on Wings approach is that we fuse global
knowledge and local implementation. Our business partners always need to
have ownership for all plans we jointly develop. Therefore, Women on Wings
experts facilitate the partner with their business knowledge, but the
implementation of the plan can only be done by the business partner and
its team.
The value chain model clarifies the areas we support
| 12 | 13
Identifying market needs and trends
ProcurementEnterprise Resource planning
Production Marketing Sales Distribution
- Set up research- Facilitate
brainstorms- Analyze
the market
- Logistic processes- Quality control
system- Smarter sourcing
- Quality controland improvement
- Optimize manufacturing
process
- Product portfolio- Pricing- Branding- Product
development
- Specialized sales force
- Sales tactics- Customer loyalty
programs
- Wholesale- Retail- Domestic vs
international market
- E-commerce
Stategy and innovation
Entrepreneurship/leadership development Strengthening and coaching of the CEO and the team
As mentioned in chapter 1.1, Women on Wings did not realize its target for
2015-2016 which was the co-creation of 93,000 additional jobs for women in
rural India. In our annual plan we mentioned a target to grow from 182,000 to
275,000 jobs, but instead the result is a total of 199,900 jobs. With the learnings
of the past year and the experience with our largest business partner, we
improved our assessment tool; we created a detailed assessment for new
partner acquisition. Next to this we decided to focus on three sectors where
activities are women centric and the women are the beneficiaries.
Women on Wings, in collaboration with its business partners, aims to create
one million jobs for women in rural India. Because we believe that having a job
and an income impacts not only the woman, but her entire family and even the
community in which she lives. It ultimately breaks the cycle of poverty.
We often state that research shows that women spend their money on their
families: they will send their children to (a better) school, giving them a chance
of a better future. But what kind of research do we refer to and what does the
research show us?
Research by interns from the NetherlandsIn 2010, intern Pryjanka Tariyal wrote her thesis on the effects of rural women’s
economic empowerment on household expenditure. For that she spent a few
weeks in Bikaner to interview women that work for our business partner Rangsutra.
In 2012, intern Nienke Hekket wrote her thesis on the perceptions on the
impact of employment. For that she spent a few weeks in Ranchi to interview
women that work for our business partner Jharcraft.
Research by highly regarded global institutions Women on Wings uses existing reports of highly regarded institutions,
including the World Bank, FAO, OECD and the United Nations, that focus on the
impact of income of women on children’s health and education. These reports
mention the same outcomes as our interns found out during their research.
1.4 | Impact
RASHMI BHARTI,Co-founder at Avani Earthcraft:
“The sales strategy workshop
with the Women on Wings
team has really helped us
bring together our sales team.
We feel that this
intervention was very timely
and the facilitation was very
well done. We would like
to express our thanks to the
Women on Wings team for
their inputs.”
What our business partners have to say about our work
ZARINA SCREWVALA, Founder & Managing Trustee at Swades Foundation:
“The Swades Foundation’s
mission is to lift a million
people out of poverty every
five years. Women on Wings
brings us a unique and very
valuable opportunity to work
with and learn from the best
business minds and support
us as we address the
challenge of increasing the
number of jobs and livelihood
opportunities for women in
rural India. Women, who will in
turn, uplift their communities
and serve as powerful agent
for transformational change.”
| 14 | 15
ANJALI SCHIAVINA, Founder and CEO at Mandala Apparels:
“Each session with Women on
Wings brings around a lot of
clarity. In the early years we
worked intuitively. We realized
the importance of structuring
our organization and Women
on Wings has been
instrumental in supporting us
in that endeavor. Through its
various workshops it has
enabled us to look at our
organization from a business
perspective. It’s a team that is
building Mandala. Every step
from now should be in line
with the blue print for 2019
made today. I see it happen
thanks to the various sessions
with Women on Wings.”
For example:
- When women work, they gain greater decision-making power
regarding the use of household resources (Blumberg 1988, Engle 1993,
Acharya and Bennet 1982, Peter Glick, Cornell University, 2002)
- A higher income for mothers can improve the nutritional status of
their children twenty fold compared to that same income increment going to
fathers (Thomas, Beegle and Frankenberg (2003), World Bank Appendix B)
Impact on Women on Wings’ business partnersOur work not only impacts the lives of rural women and their families, it starts
with impacting the Indian business partners. Our consultancy work aims for
realizing business growth. We can touch upon every aspect of the social
enterprises we partner with and bring in the required business knowledge.
Either through ‘one on one’ consultancy: our experts work with the team of our
business partners to support and grow their business. Or we bring together
multiple business partners facing similar issues and work on solving those.
Summits for business partnersWomen on Wings organized three summits in 2015-2016 which were attended
by multiple business partners. Each of these 2 day summits touched upon a
specific business topic, moderated by experts in the specific fields. Summits
are a mix of theory and interactivity.
May 2015, we looked for answers how to keep all stakeholders committed and
loyal to an organization in a Communication Summit. It brought understanding
of the importance of Communication as it is the key to make all stakeholders
partners in the companies’ efforts.
September 2015, our business partners were guided through the CANVAS
business model, making clear that the starting point to develop any company
in a structured way is a solid business plan. In 2016, we will plan a follow up
Business Planning Summit with the participants.
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February 2016, we worked on how to increase sales in a Sales Summit. Starting
by explaining the difference between Sales and Marketing, the participants
were taken on a journey which e.g. touched upon how to translate a business
model into an active sales strategy, the customer segmentation model, how to
approach potential customers and the importance of knowing your USP.
Impact measurement at business partnersTo measure the impact with our business partners, we use an impact
measurement model which is developed in partnership with EY and Erasmus
University Rotterdam in 2014.
Twice a year, the impact of Women on Wings’ work is verified with the business
partners. The business partners fill in the areas of support by Women on Wings,
increase in turn-over (if applicable) and the number of women with a
sustainable income. It is a clear and structured method to track our work and
measure our added value and impact.
Impact measurement Women on Wings
MISSION
Break the cycle of poverty by creating work for women in rural India
INPUT
Business knowledge
ACTIVITIES
Consultancy/interventions (workshops, coaching, etc.)
1 ......................................
2 ......................................
3 ......................................
4 ......................................
5 ......................................
OUTPUT
Improved/changed:
o Development ofmanagement
o Development of 2nd line management
o Strategic planning
o Financial planning and control/MIS
o Supply chain management
o Market research
o Procurement/ERP
o Logistic pro-cesses
o Production/quality
o Compliance
o Marketing
o Branding/communications
o Sales
o Distribution
OUTCOME
Increase in turn-over:
INR............................(X%)
Improved cashflow level
.............................................
IMPACT
Number of sustainable jobs created for women................. jobs in this fiscal year
With sustainable jobs we mean a regular income that improves thelivelihood of a woman and her family.
CEO/MD:(quote and signature)
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JITENDRA KUMAR, SRIJAN:
“The Summit gave me many
tools how to communicate
our mission and vision to the
female board members of
our Self Help Groups. Most
are illiterate, but with the
graphics I will do a similar
workshop with them too.”
Summits well appreciated by business partners
ABHISHEK PATHAK, Dhristee’s DRAP:
“These Summits are very
relevant to make us focus on
planning the future of our
enterprise. The interaction
with all participants was very
inspiring. We take so much
from these Summits.
I participated also in the
e-Commerce Summit last
year. Then, we were only
thinking about marketing our
products online. Today,
we sell them on 12 online
platforms.”
DEVINA SINGH, Mandala Apparels:
“The great thing about this
Summit is that Women
on Wings doesn’t tell you
what to do. They make you
discover it yourself, which is
just the best way too.”
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Big change in one generationDurga is a group leader of Sadhna, a women’s cooperative of 700 masters in embroidery in Udaipur, Rajasthan. Sadhna is Women on Wings’ first business partner in India.
Durga was betrothed at age 6, came to live with her husband and in-laws at age 15 and one year later got her first child, daughter Anjali. Today, daughterAnjali is in class 12 and will start her education for chartered accountant in the 2nd part of 2016. Anjali will only consider marriage when she can financially support herself.
Durga works hard and has her own income. Next to her job with Sadhna, she started her own enterprise last year. She runs a jewelry store and earns a fair income which not only enabled her to send her children to school, but also to build a new house. The new house is a huge step in welfare. Till now Durga and her family lived in a small two room house. The new house has three floors.
A lot has changed in just one generation. A job and an income give women the opportunity to give their children an education. Working is empowering and builds self-confidence. It gives women a voice in the village, a say over their
children’s education and the ability to become a role model for their daughters.
Durga and her daughter Anjali
Mandala Apparels | since 2015 | textiles
WOMEN ON WINGS ADVISED ON
– Sales and distribution strategy
– Marketing plan– Blue print for organization
in line with strategic plan and growth
RESULTS
– Clear sales approach for existing and new customer (segments)
– Organizational growth plan– Clear roles and
responsibilities
Under the Mango Tree | since 2015 | food & agri
WOMEN ON WINGS ADVISED ON
– Business model development for synergy between not for profit and for profit entity
– Analysis on bee-keeping and pollination model in collaboration with Wageningen University
RESULTS
– Clear frame work for business plan
– Detailing business plan– Preparing proposal for
board meeting
Swornajyoti | since 2015 | poultry
WOMEN ON WINGS ADVISED ON
– Accounting timelines, SoP’s and key financial metrics
– Communication plan– Marketing & sales strategy – Assessment of small scale
back-yard poultry model in collaboration with Wageningen University
RESULTS
– Increase in efficiencies between the branch and central offices
– Branch heads understand budget and monitor costs
– Increase in Sales – Efficient record keeping
Activities and the results in 2015-2016 from a selection of our business partners
Tamul Plates | since 2015 | forestry
WOMEN ON WINGS ADVISED ON
– Sales of production equipment (machines) to rural entrepreneurs
– Marketing and branding strategy for plates
– Setting up a sufficientfinance and account system
– Organizational development
RESULTS
– A clearly defined sales and marketing strategy has been delivered for the sales of production equipment (manual and hydraulic)
– Positioning and marketing plan for product sales
Fabric Plus | since 2009 | textiles
WOMEN ON WINGS ADVISED ON
– Overall business strategy and marketing plan
– Productivity and waste reduction in factory
– Roles & responsibilities management team
– Board room consultancy
RESULTS
– Increase in turn-over – Improved interdepartmental
communications and team work
– Professional organization
Avani Earthcraft | since 2013 | textiles
WOMEN ON WINGS ADVISED ON
– Talent development; team and personal development
– Sales strategy– Support on recruitment
sales/marketing professionals
RESULTS
– Team strengths and weaknesses and HR development plan
– Sales strategy and execution plan for all channels and customer segments
SRIJAN | since 2014 | dairy
WOMEN ON WINGS ADVISED ON
– Marketing strategy and short -medium term plan
– Formulation of Standard Operating Procedure
– Packaging design and basic branding
RESULTS
– Increase in turn-over – Improved cash flow– Increase in efficiencies and
reduce people dependency– Transportation costs down
by 40%
GoCoop | since 2014 | textiles
WOMEN ON WINGS ADVISED ON
– Sales and marketing plan – Positioning– Organizational development– Boardroom consultancy– Exporting
RESULTS
– Sales and marketing strategy
– B-to-B positioning– Tools for export customer
relation management and sales
| 20 | 21
1.5 | Research and acquisition
The year that was: 2015-2016In 2015 we decided that to reach our goal of one million jobs, we would need
to identify and focus on sectors other than our mainstay sector of handicrafts.
Various developmental studies indicate that agriculture is an engine of growth
and poverty reduction in countries where it is the main occupation of the
underpriviliged. This is the case in India with about 60-70% of its population
continuing to be engaged in agriculture. Women are the critical contributors to
this vast agricultural and rural economy with about 70% of all farm work being
performed by women, either as agricultural laborers and/or as cultivators and
entrepreneurs. Hence, recognizing that the participation and contribution of
rural women to agricultural and food production in India was clearly
significant, we decided to adopt Food & Agri as a new focus sector for
research and acquisition in 2015, with a good potential for Women on Wings to
collaborate and accelerate jobs in this area.
To enable this focus, we decided to add more research capacity. We added
one full-time and two part-time consultants to the research team. A region
based approach was planned for research.
This planned research approach was augmented by a weekly research
meeting. A clear process was established to help productivity and increase
effectiveness of the team:
In 2015 we decided to modify our acquisition approach and include promising
start-ups as prospects. Our observation in 2015 is that such prospects are very
visible during sector specific and Start-up/Venture capital funding fairs and
not just development sector forums. In 2016-2017 we are drawing up a list of
the key forums for our three focus sectors and plan to ensure presence as
speaker or delegate in these events. To build up expertise in these sectors we
plan to engage in networking with strong players who may have little potential
or interest in being a business partner but have a lot to offer in terms of
learning and exposure.
We also have observed that the development sector is rife with multi-stake-
holder partnerships that involve Corporations, Social Enterprises, Multilateral
Agencies, Government and Development Finance Institutions. We will need to
develop our capabilities and network to be a member of such collaborations
for enhanced acquisition. Such partnerships are also expected to help
enhance our brand value and visibility in the social development sector.
For the year 2016-2017, research efforts are expected to be more disciplined
with the adoption of three focus sectors. To achieve the goal of adding 10
new business partners to our portfolio, experience learned that we need 250
leads. These leads will be followed up, resulting in 40 prospects which will be
assessed. Out of these 40 prospects, we expect to identify 10 new business
partners.
| 22 | 23
- Region /State-wise allocation
- Identification of relevant forums, media, database
- Cold calling as per newprecise script
- First level assessment through new assessment format (LI)
- Categorisationas prospect or `not a prospect’
- Detailed assessment including field visit and entrepreneur/CEO assess-ment
Prospect Acquisition
Lead QualificationPlanning
Prospect Categorisaton
Lead Identification
From leads to growth in jobs 2015-2016
250 leads
40 prospects
10 new business
partners
1.6 | ‘Making periods normal’ sanitary pads program
‘Making periods Normal’, a joint program in partnership with Dutch
organizations Simavi and Rutgers and financed with a grant from the Dutch
Postcode Lottery (NPL), aims to give 165,000 women and girls access to
sanitary pads in two districts in Bihar and create 815 jobs for women in the
sale and distribution of the pads by 2017-2018.
Women on Wings’ and its partner in India Dharma Life’s specific goal is to
make sanitary pads available by creating a viable business model with female
entrepreneurs selling and distributing sanitary pads.
In 2015-2016 we performed and evaluated a sales and distribution pilot in the
district of Munger, Bihar. The most important challenge was the identification
of the right villages to set up the entrepreneurial model including distribution,
initial investment facilities for the entrepreneurs, pricing of the pads and
collaboration with the local NGO partners.
Our experts have supported in meetings and workshops with the partners in
India. Collaboration between the partners has significantly improved which
also helps in the identification of the right villages. Next to this, experts have
supported Dharma Life in financial and managerial issues, which will be
continued in 2016-2017.
In Munger district we have trained 185 female entrepreneurs (DLE’s) in
sales & distribution out of which 165 are active. Early 2016 we expanded the
model to the district of Bhagalpur, Bihar. In Bhagalpur, we have identified
53 DLE’s, of which 18 have been trained and are active per March 2016.
The goal for 2016-2017 is to add 90 active DLE’s in Munger and reach a total
of 345 DLE’s in Bhagalpur.
| 24
In 2015-2016 we started developing a Knowledge Center database, in which
all information of a model village will be documented for future replication. This
Knowledge Center is a joint effort of all partners.
In 2016-2017 the focus will be on:
1. Expanding the number of DLE’s
2. Improve earning model for the DLE’s
3. Financial investment support for DLE’s
4. Improvement of distribution system
5. Further improvement of collaboration between partners:
awareness raising versus business
6. Further development of Knowledge Center
| 25
Access to sanitary pads results in new jobs for women
Human Capital
Human capital is the core of the Women on Wing services. Our experts work
on a voluntary basis, sharing their time and knowledge pro-bono. They have
a minimum of fifteen years of professional experience, covering all aspects of
business. From marketing, finance, retail and sales to supply chain, production
and organizational development and more.
Next to the pro-bono experts, Women on Wings works with a small paid team
in the Netherlands and India. This team manages the daily activities to achieve
the goal of co-creating one million jobs for women in rural India.
2.1 | Volunteers / Experts Our group of fifty experts consists of highly motivated and committed
professionals who support our approach and work according to core values.
In 2015-2016 we recruited four new experts in supply chain management, dairy
and visual storytelling. We saw an increasing demand for experts from our
Food & Agri business partners and it has been a challenge to recruit experts
with specific knowledge and experience in this sector. It took significantly more
time and effort to recruit experts with the required in-depth expertise.
We maintain close contact with our experts via meetings, e-mail and the
monthly internal newsletter. Once a year, we contact each expert individually
to discuss availability for Women on Wings. This allows us to monitor their
motivation and willingness to deploy their expertise and also to monitor if the
available skills and knowledge still match the requirements of our business
partners. We ended collaboration with thirteen experts who either embarked
on new ventures or could not be matched with an assignment.
Last year, we organized three meetings for the experts. The aim of these
meetings is to update the experts on results and future plans of Women on
Wings, and to share experiences and impressions with regards to working with
business partners. As part of her introduction program, our new co-managing
director Shilpa Mittal Singh presented herself to the experts and elaborated on
her specific work at the expert meeting in the Netherlands in September 2015.
| 26 | 27
As part of the growth strategy of Women on Wing in India, a second
managing director was hired per July 1, 2015. Since then, Shilpa Mittal Singh
and Ronald van het Hof have their specific areas of working, but both are
equally responsible for the Women on Wings organization in India. Per April
2016, Co-founders Ellen Tacoma and Maria van der Heijden will hand-over
their management responsibilities and become non-executive board members
of both the Dutch Stichting Women on Wings and the Indian Women on Wings
Foundation. Starting April 1st, 2016, Shilpa Mittal Singh and Ronald van het Hof
share all management responsibilities of Women on Wings in India and the
Netherlands.
In 2015-2016 we saw some changes in the desk research team.
A fulltime researcher joined the team for four months (April-August) and
a freelance researcher started to work with us from February 2016.
2.2 | Indian and Dutch team
Shilpa Mittal Singh and
Ronald van het Hof
Per March 31, 2016, the team in India comprises:– Joint managing directors: Ronald van het Hof (1 FTE) and
Shilpa Mittal Singh (1 FTE since July1, 2015)
– Office and Communications manager Netherlands/India:
Ineke Bezembinder (1 FTE)
– Full-time consultants: Anupama Mairal and Supriya Kapoor (both 1 FTE)
– Part-time consultants: Deepika Sharma, Rupa Girish, Tanveen Ratti
– Part-time desk research consultant: Puja Chandra (0,5 FTE)
– Freelance desk research consultants: Manisha Dua and
Nimisha Agrawal (since February 2016)
– Driver and office support; Chandra Shekhar Das (1 FTE)
The team in the Netherlands saw no changes in 2015-2016 in the number of its
members. However, in October 2015 the managing founders took a step back
and started working 50% for Women on Wings with the aim to further reduce it
in 2016. Per April 1, 2016 they will hand over their management responsibilities
and become non-executive board members of both the Dutch Stichting
Women on Wings and the Indian Women on Wings Foundation.
Per March 31, 2016, the Dutch team comprises:– Managing founders: Maria van der Heijden and Ellen Tacoma
(both 0,5 FTE since 1st of October 2015)
– HR: Annemarie van Holstein (0.3 FTE)
– Funding: Martha van Dijk (0.4 FTE)
– Finance: José Verbeek (0.3 FTE)
| 29
The efforts of our experts are important in our business model. In 2015-2016,
we saw a decline in the number of experts and thus on the time spent.
2.3 | Time spent
| 28
Human capital: our experts
NAOMI BISSCHOPExpert in strategy, marketing, retail and positioning
“I strongly believe in the
power of women when it
comes to the
development of society.
Being able to contribute
makes me happy. As a
friend of Women on Wings,
I have been following the
activities since many years.
Now I have the opportunity
to be an expert and I am
enjoying every moment of
my assignments with
Swades Foundation in
India!.”
PATRICK VAN SON Shares 20 years sales experience in the supply chain industry
“Women on Wings
developed a practical
business model to
implement the use of
knowledge and expertise
that is tailored to the need
of Indian organizations.
The sessions we organize
with the partners in India
bring up many concrete
and practical issues. Issues
which lead to possible
solutions that could be
applied immediately.
Every time I work on an
assignment with Women
on Wings’ business
partners, I find new
aspects of the country and
the people. Together we
look for the best solution.
This concept of co-
creation is very enthralling
for all experts.”
ANITA JOOSTENFinancial expert
“I am convinced that we
should help women by
making them independent
and autonomous in a
sustainable way. By sharing
knowledge we can bring
about lasting change.
It is a privilege to share my
knowledge of the financial
world with Indian social
entrepreneurs so as to
create more jobs for
women in rural India and
change their livelihoods.
Working together towards
a common goal gives me
a lot of energy and is really
inspiring.”
| 30 | 31
Funding and Network partners
Over the years we have noticed that the way we work is closest to the ideas
and criteria of corporates, family foundations and corporate foundations. Our
business approach and our mission, i.e. job creation, typically fits better in the
criteria of business related funders than institutional and retail funders.
Therefore we will concentrate on building relationships with corporates,
corporate foundations and family foundations. Most corporate foundations
actively involve their resources, either people or products. Following our
program with C&A and C&A Foundation we see opportunities in partnerships
with corporates and corporate foundations in the area of employee
engagement. Women on Wings works with various partners to reach its goal
of creating one million jobs for women in rural India. Partnership is crucial
to our endeavor. Next to our business partners (chapter 1), there are two types
of partners that contribute to realizing our ambition: Funding partners and
Network partners.
Women spend income on educating children
16,00014,00012,00010,0008,0006,0005,0004,0003,0002,0001,000
0Hours 2015-2016
Expert India Expert NL Paid India Paid NL
Hours Q1 2015 Hours 2014 Hours 2013
Experts active in the NetherlandsThe time spent by experts that share their knowledge in the Netherlands
decreased from 2,295 in 2014 to 635 in 2015-2016. One important reason is that
all communications that took place from the Netherlands were taken over by
the Indian team resulting in less or even no work for our team of experts
involved with social media, website, writing and editing. The second important
reason for the decline is the fact that the time spent on fundraising in the
Netherlands is a paid activity per July 2015.
Experts active in IndiaOur core business is sharing knowledge with business partners in India. That
knowledge is shared by experts that travel to India to work with our partners.
The time spent by these experts increased from a total of 2,665 hours in 2014
to 3,004 hours in 2015-2016. Note: FY 2014-2015 consisted of 5 quarters and
the total time spent by experts in FY 2014-2015 was 3,756 hours.
The economic value of our total pro-bono human capital is 454,875 euros,
based on an average daily fee for consultants of 1,000 euros. This is 87% of
the income funding in the Netherlands and 45% of the consolidated income
funding.
Our goal is to maintain the time spent by the experts that work in India at a
minimum of 2,500 hours per year. However, considering the growth in number
of business partners, we foresee a rise in the time spent in the coming years.
Working days Women on Wings:
3.1 | Funding partnersIt is our strategy to build long-term relationships with funding partners
who share our goal. We aim to increase the share of funding in India in the
coming years.
A selection of our funding partners:
C&A Foundation
C&A Foundation is working to transform the apparel
industry into a fair and sustainable industry that respects
the rights of workers, improves livelihoods and the
conserves the environment.
OUTCOMES
– Financial support for Women on Wings
– C&A employees coach business partners
in the fields of production of and preparing
for export of garments, apparel and fashion
accessories to new markets
| 32 | 33
Dinesh Shahra Foundation
Its agenda is to work as a catalyst in bringing about positive
change in the lives of millions of underprivileged farmers and
other marginalized sections of the society.
OUTCOMES
– Partnership in a program that resulted in
100 new jobs for female farmers in dairy in
Rajasthan
Jazi Foundation
Jazi Foundation is committed to
creating impact. They give to a
number of non-profits, share and
develop philanthropy know-how, and
inspire a community of philanthropists.
OUTCOMES
– 5 year partnership to support
Women on Wings
– Aimed at creating jobs and an income
for women in rural India
Interport
Interport is a Dutch quality carrier specialized in connecting
Spain and Portugal to northern European countries.
As a company, Interport has Corporate Social Responsibility
in its genes.
OUTCOMES
– Financial contribution to Women on Wings
– Aimed to support the mission of
Women on Wings
Holland Payroll
Holland Payroll offers solutions in the areas of deployment of
flexible staff. Many of its clients operate internationally
and face increasing economic fluctuations for products and
services.
OUTCOMES
– Long lasting partnership to support
Women on Wings
– Aimed at creating jobs and an income
for women in rural India
Nationale Postcode Loterij
The Dutch National Postcode Lottery
supports charities that are committed
to a fair and green world. It raises funds
for charities and promotes their work by
organising a lottery in the Netherlands.
OUTCOMES
– 3 year program with Simavi and Rutgers
“making periods normal”
– The program aims to create access to
sanitary pads for 165,000 girls and women
and to create jobs for women in sales and
distribution of the pads
Rabobank Utrechtse Waarden
Rabobank Utrechtse Waarden is an
independent local Rabobank. It is a part
of Rabobank Group, an international
financial services provider.
OUTCOMES
– Partnership in which Women on Wings
offers management support to
SRIJAN’s dairy program in Rajasthan
called Maitree
Tata Trust
Tata Trust is one of the oldest philanthropic institutions
in India and has played a pioneering role in changing the
traditional ideas of charity and in introducing the concept of
philanthropy.
OUTCOMES
– Financial contribution to Women on Wings
– Technical guidance and support to producer
companies promoted by Tata Trust and its
partners
Virtutis Opus
Virtutis Opus is a family foundation in the Netherlands that
provides financial contributions to national and international
institutions and projects in various areas.
OUTCOMES
– 3 year partnership to support core
organization of Women on Wings
– Aimed at creating jobs for women in
rural India
3.2 | Network partners
Our network partners are organizations that endorse our work and support
us with their circles of influence and in creating an impact. Through our network
partners we have been able to get a platform to share our work, find new
partners and synergy through new collaborations.
A selection of our network partners:
Embassy of the Kingdom of the Netherlands
The Dutch embassy in New Delhi is a warm
ambassador of Women on Wings. Women
on Wings is invited to all official business and
social events hosted by the Ambassador.
OUTCOMES
– Participation in economic mission to India
with Prime Minister Mark Rutte
– Participation in regional trade mission to
Andhra Pradesh and Telangana
– Solo meeting with the Chief Minister of
Andhra Pradesh to further discuss
partnering in co-creating jobs
Ennovent
Ennovent is a global innovation company working with a
range of clients - including entrepreneurs, mentors,
investors, foundations, development agencies, CSR
departments, NGO’s and companies.
OUTCOMES
– Partnering in ‘Power to Empower 2015’,
a national competition that aims to
encourage entrepreneurs to become part
of the skills development arena
– Finding potential business partners
amongst the participants to the competition
INBA
The India Netherlands Business Association (INBA) serves
the Dutch-Indian business community.
OUTCOMES
– As a member we participate in network
events, business gatherings and topical
meetings
– Building the network
MVO Nederland
MVO Nederland (CSR Netherlands) inspires,
connects and strengthens companies and
sectors to take far-reaching steps in corporate
social responsibility (CSR). Through its
membership, Women on Wings interacts with
other social enterprises and explores
opportunities for partnerships.
OUTCOMES
– Gather knowledge and inspiration about
new business models
– Practical information about people,
planet, profit
– Partnerships with other social entrepreneurs
NICCT
The Netherlands India Chamber of Commerce & Trade
(NICCT) promotes business relations between the
Netherlands and India. Women on Wings holds a
membership of NICCT and received an Honourable Mention
for its work in India in 2010. In 2015, NICCT launched its India
chapter in Mumbai.
OUTCOMES
– Gathering information about relevant
business developments
– Meeting with peers and building the network
– Optimizing business relations between the
Netherlands and India
– Board membership of co-founder
Maria van der Heijden, starting June 2015
ACCESS
ACCESS Development Services focuses on
incubating innovations and sustainable
models for the livelihoods of the poor.
It offers specialized technical assistance in
microfinance and livelihoods. ACCESS shares
networks and developments in the social
sector.
OUTCOMES
– Women on Wings participated in annual
ACCESS Asia Livelihoods Conference 2015
– Several prospects (participants at this
Conference)
| 35| 34
Coca Cola India
Coca-Cola India is one of the country’s leading beverage
companies. Coca Cola India aims to empower 5 million
women entrepreneurs across its value chain as a part of its
global 5by20 campaign.
OUTCOMES
– Coca Cola India supports Women on Wings
in-kind
– Partnered in and hosted a CSR Seminar
which marked the 8th anniversary
of Women on Wings
4 | Communications
In 2015-2016, Women on Wings’ communications strategy focused on
strengthening its ‘craftsmanship in consultancy’ image by sharing stories of the
‘how’ and ‘what’ of our work at business partners. To show the ‘why’ of our work
we shared stories of women and the impact of their job at our business partners.
Communication strategyBuilding a strong identity is also important to retain and recruit loyal experts
and support the continuous development of stakeholder engagement.
Stakeholders like funding partners, network partners, business partners and
press. This way we create ambassadors for Women on Wings, who will take
part in the communication.
The most important tools in our communications are the website, social media,
events and presentations and publicity.
Website www.womenonwings.com
Publications: we published 56 news updates on experts at work with
business partners in India, results in growth, new partnerships, organizational
topics like expanding team, transition, participation to events and seminars.
Next to the news updates, we posted 29 blogs, written by our co-founders,
team members and experts.
E-newsletter: a monthly e-newsletter is sent to a database of over
2,200 recipients.
Redesign: In 2015-2016 we worked on a new website as the old website did
not support the why and how enough and did not match requirements for
mobile devices. An important feature; with the 3rd largest smartphone market
in the world, India will have 314 million mobile internet users by 2017.
We interviewed experts in the Netherlands, business partners in India and did a
lot of research. The outcomes resulted in a complete overhaul: the new
website was launched March 1st 2016. The site focusses stronger on why and
how Women on Wings plans to co-create one million jobs for women in rural
India. A new feature is a quick scan for potential business partners, which
serves as a first screening for new partnerships.
Social mediaIn 2015-2016, we saw a significant growth in the number of followers and likes
on our social media channels. We saw an increase of activities on Facebook
which is now often being used as a first point of contact, especially by people
from India who want to become part of the Women on Wings community.
We also saw an increase in twitter activities in India, but a decrease in the
Netherlands.
Internal communicationsBi-monthly, we sent an internal e-newsflash to our experts, board members
and team in India and the Netherlands.
Publicity– In 2015-2016, we had two peaks in our communications in the
Netherlands. In May 2015 the sanitary pads campaign ‘1WEEKEXTRA’ was
launched, in partnership with Simavi and Rutgers and funded by the Dutch
Postcode Lottery. This campaign was launched on Dutch national TV.
Women on Wings had the best results in its social media compared to the
other partners.
– In June 2015, there was a lot of media attention (e.g. Volkskrant and
radio) because of our participation in the Dutch economic mission to India,
headed by Prime Minister of the Netherlands, Mark Rutte.
– In India we had one publication in a regional newspaper about Women
on Wings assessing an organization in Philibeet, Uttar Pradesh, which is
supported by Ms. Maneka Ghandi, Union Cabinet Minister for Women & Child
Development in the Government of PM Narendra Modi.
– Press releases
– Netherlands: 3 (1WEEKEXTRA, pre and post the economic mission to India)
– India: 1 (CSR Event in partnership with Coca Cola India,
marking our 8th anniversary)
Ideas and complaintsOn 2015-2016 Women on Wings received 205 emails in the
[email protected] account. All emails are registered and sent to the
appropriate team member for follow up. All senders get a response.
Most are prospects, job and internship applications, requests for funding and
concerning sanitary pads program. Since we register these emails (2013),
we have received nil complaint.
| 37| 36
How do you keep all stakeholders committed and loyal to your organization? On May 14 and 15, some of our business partners looked for the answers in a two day Communication Summit in New Delhi under the guidance of expert Nicolette Biessels.
Employees from global retailer C&A worked with our business partner GoCoop and shared their knowledge and experience in the textile business. The C&A employees are participating in an employee engagement program in partnership with C&A, C&A Foundation and Women on Wings.
Highlights 2014-2015
May 2015
We had the privilege of meeting Ms. Maneka Ghandi, Union Cabinet Minister for Women & Child Development to discuss possibilities for partnership.
August 2015
May 2015
We started collaborating with two new business partners Tisser and MoralFibre, both in textile sector. And we organized a two day Summit on Business Planning in Delhi for multiple business partners, which was moderated by expert Naomi Bisschop.
September 2015
October 2015
We welcomed our second funding partner in India: Dinesh Shahra Foundation. We partner in a pilot that aims to co-create new jobs for female farmers in dairy in Rajasthan.
Supriya Kapoor participated in a two day regional trade mission to Andhra Pradesh and Telangana, headed by Dutch Ambassador to India, Mr. Alphonsus Stoelinga.
How to increase your sales? That was the ultimate goal of a two day Summit on Sales with seven of our business partners on February 12 and 13, 2016, in New Delhi. The Summit was moderated by expert Marja Versleijen.
November 2015
December 2015
Highlights & events 2015-2016
Launch ‘1WEEKEXTRA’ campaign in the Netherlands. Rutgers, Simavi and Women on Wings ask attention for their joint program that aims to improve the situation of menstruating girls and women in Bihar, India. Next to this, it will create jobs for women.
On March 8, International Women’s Day, the kick-off of second phase “Making periods normal’ sanitary pads program took place in Bihar. And Sumita Ghose, Founder and MD at our business partner Rangsutra, received the ‘Nari Shakti’ award for exceptional services to women ’s empowerment from President Pranab Mukherjee.
March 2016
Women on Wings participated for four days in a Dutch economic mission to India, headed by Prime Minister Mark Rutte. And we started working with four new business partners: Tamul Plates in forestry sector, Mandala Apparels and Gramin Vikas Evam Chetna Sansthan in textiles and Aapne Saheli in dairy.
June 2015
February 2016
| 39| 38
| 4
5
4 quarters
NL India
535,290
20,520
405,400
104,000
-
5,370
449,988
381,832
68,309
4,934
270,312
17,805
8,398
12,074
71.3%
24,260
1,864
5,545
16,851
-
4.5%
3,008
3,008
40,888
27,350
13,538
7.6%
85,302
Actual 2014 -2015
5 quarters
NL India
709,000
24,187
532,964
145,250
-
6,599
596,554
502,518
92,914
7,057
358,980
19,647
9,748
14,172
70.9%
39,129
2,093
6,796
30,240
-
5.5%
3,247
3,247
51,660
34,121
17,539
7.3%
112,446
NL
473,375
16,000
356,750
100,625
-
-
377,105
320,104
76,000
17,500
148,104
8,500
-
70,000
67.6%
18,212
4,000
4,000
8,712
1,500
3.8%
500
500
38,289
20,865
17,424
8.1%
96,270
NL
521,475
21,340
397,253
100,625
-
2,257
394,846
336,108
80,666
18,489
155,600
18,353
-
63,000
64.45%
36,958
1,054
2,572
32,836
496
7.2%
589
589
21,191
11,247
9,944
4.1%
126,629
Forecast 2015 - 2016 Actual 2015 - 2016 Difference Forecast Actual 2015-2016
India
195,200
-
100,000
-
95,200
-
289,280
223,156
28,400
6,000
174,016
1,860
12,880
-
114.3%
26,252
2,000
1,000
21,752
1,500
13.4%
3,000
3,000
36,872
15,120
21,752
18.9%
-94,080
India
105,800
-
45,932
-
55,000
4,868
230,848
179,017
31,882
5,986
123,534
9,316
8,299
-
169.3%
35,817
2,530
1,316
31,971
-
32.3%
-
-
16,014
12,886
3,128
15.1%
-125,048
Financials
5.1 | Income statement 2015-2016
5.2 | Earning modelWomen on Wings operates without subsidies. This makes it of utmost
importance that we can count on financial contributions from corporates,
foundations and high net worth individuals. Funding partners can either give
a contribution for the core costs of Women on Wings or fund specific activities
at defined business partners in their preferred sector.
Friendship network
Funding partners -Private
Funding partners -Business
Sanitary Pads programs
Other income/interest
Total income
In 2015-2016 Women on Wings attracted the following funding:
Friendship network: These are private donations of 100 euros per year
from about 130 Friends. In addition, we received individual donations for
presentations, credits and refunds of travel costs from experts.
Funding partners - Private: These include HNI’s and family
foundations that also supported us last year: Virtutis Opus, a partner who
appreciates anonymity and a family donation.
Funding partners – Business: Corporates and corporate foundations like
Rabobank Utrechtse Waarden, Jazi with a five-year contract (2013-2017),
Holland Payroll with a multi-year contract, C&A Foundation, Tata Trusts, Triodos
Bank, PWC, Exito/Interport , Rotary, Marus Management (corporate film),
Women’s network, Delta Lloyd, Dinesh Shahra Foundation.
Business Development/NPL Program: Revenues from the commitment
of Dutch National Postcode Lottery (NPL) for our three-year collaboration with
Rutgers and Simavi, are accrued over the years in relation to the expected
costs and time. In addition, the release of the designated reserve on Stichting
Charity Fund Rijsholt is included in this income.
Other income: This includes interest income.
| 41| 40
Total income from fundraising
€ 21,340
€ 235,000
€ 208,185
€ 100,625
€ 7,125
€ 572,275
€ 24,187
€ 405,000
€ 127,964
€ 145,250
€ 6,599
€ 709,000
€ 20,520
€ 340,000
€ 65,400
€ 104,000
€ 5,370
€ 535,290
€ 19,353
€ 245,000
€ 69,758
€ 47,504
€ 15,600
€ 397,215
2015-20162014-March 2015 2014 2013
Amounts in euros
Total income
Friendship Wings
Funding partners
Sanitary Pads Program
Withdrawal India
Income from investments
Total expenditure
Spent on our objective
Travel and accommodation
Information and publicity
Personnel costs
General expenses
Office India
Sanitary Pads Program
% costs/ total income
Expenses of own fundraising
Travel and accommodation
Information and publicity
Personnel costs
General expenses
% costs/ total income
Investment costs
Exchange differences/
bankcosts
Management &
Administration costs
Various Man. & Adm. Costs
Personnel costs
% costs / total income
Results
Total
NL India
668,575
16,000
456,750
100,625
95,200
-
666,385
543,260
104,400
23,500
322,120
10,360
12,880
70,000
81.3%
44,464
6,000
5,000
30,464
3,000
6.7%
3,500
3,500
75,161
35,985
39,176
11.2%
2,190
Total
NL India
627,275
21,340
443,185
100,625
55,000
7,125
625,694
515,125
112,548
24,475
279,134
27,669
8,299
63,000
82.1%
72,775
3,584
3,888
64,807
496
11.6%
589
589
37,205
24,133
13,072
5.9%
1,581
NL
48,100
5,340
40,503
-
-
2,257
-17,741
-16,004
-4,666
-989
-7,496
-9,853
-
7,000
-
-18,746
2,946
1,428
-24,124
1,004
-
-89
-89
17,098
9,618
7,480
-
30,359
India
-49,200
-
-54,068
-
-
4,868
58,432
44,139
-3,482
14
50,482
-7,456
4,581
-
-
-9,565
-530
-316
-10,219
1,500
-
3,000
3,000
20,858
2,234
18,624
-
9,232
Total
NL India
-1,100
5,340
-13,565
-
-
7,125
40,691
28,135
-8,148
-975
42,986
-17,309
4,581
7.000
-
-28,311
2,416
1,112
-34,343
2,504
-
2,911
2,911
37,956
11,852
26,104
-
39,591
5.3 | Deviations expenditure from forecast
Objective (515,125 euros, budgeted 543,260 euros): the travel and
accomodation expenditure are 8,148 euros higher than budgeted. This follows
the trend that we work with a larger number of business partners. In addition
we performed more assessments in this FY year. The information and publicity
costs are higher than previous years, because of our new website, 10% of these
costs are allocated to Fundraising.
The Indian personnel costs are 58,887 euros lower than budgeted due to the
fact that 40% of the paid salary of the second Managing Director is
allocated to the funding expenditure, based on time registration whereas in
our budget the salary was totally allocated to the objective. In addition, hiring a
second senior consultant was postponed till next year and we benefited from a
more favorable exchange rate (forecast 70, average realized exchange rate 75).
The general expenses are higher than budgeted because we allocated the
Dutch audit fee and Indian advisory fee regarding the issue of share capital
and the foundation to the objective instead of management and administration
as budgeted. These realized costs are booked under objective, because the
Dutch audit fee is funded and the Indian advisory fees are spent for future
income of the Indian Foundation. The budgeted costs for Sanitary Pads
Program were not spent in this year, only the costs for our partner who takes
care of the knowledge center in India.
Funding (72,775 euros, budgeted 44,464 euros): the expenditures for
fundraising are higher than budgeted due to the unbudgeted payment for the
Dutch funding professional in the core team from July 2015. The travelcosts
for fundraising is lower than budgeted in the Netherlands as we managed to
achieve our targets with less acquisition meetings than planned.
Management & Administration (37,205 euros, budgeted 75,161 euros): in the
budgeted expenditure are included the Dutch audit fee and the advisory fees
in India regarding the establishment of the foundation. As mentioned under
objective these costs are allocated to the objective resulting in a lower than
budgeted management and adminstration expenditures. The realized
personnel costs are lower than budgeted because of the switch of
management from the Netherlands to India.
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Job opportunities in bio-degradable tamul plates
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5.5 | Reserves on balance sheet
Designated reserve office IndiaWe are now building our fundraising efforts in India and expect the Indian office
to be self sufficient in 2019. The purpose of designated reserve office India is to
partly cover the costs of our office in India for the coming three years until the
Indian office can fully cover its expenditures from its own funding.
As per 31 March 2016 the designated reserve amounts 265,000 euros.
Continuity ReserveThe board decided that the amount of the continuity reserve will be at least
3 months of our fixed costs, the period needed to liquidate Women on Wings.
The maximum of this reserve is set at 3 months fixed costs, including
remuneration for the Dutch core team.
Reserve exchange rate differenceExchange differences (positive and negative) are included in this reserve.
5.4 | Ratios expenditure related to income
One of the reasons that the ratio for management & administration is higher
than average, compared to other organizations of our size, is because we have
two organizations (both in the Netherlands and in India), with corresponding
legislative and administrative costs.
Ratios expenditure related to income including pro-bono hours expertsHuman capital is a very valuable asset of our organization. Experienced
professionals offer their expertise to our business partners on a pro-bono basis.
These consultancy hours are not shown in our results. When we include the
pro-bono hours spent by our experts as income in-kind (and also as
expenditure to the objective), the spending ratios are lower than the ratios of
similar organizations. The ratio for management and administration costs is
3.4% of income (other Fundraising Institutions 5-6%) and for fundraising 6.7%
(other Fundraising Institutions 13.6%).
Spending ratio income
Spending ratio expenditure
(% of total income)
- our objective
- own fundraising
- management and administration
Ratios expenditure related to income
99.7%
82.1%
11.6%
5.9%
84.1%
70.9%
5.5%
7.3%
98.9%
82.0%
6.2%
10.6%
Actual 2015-2016
Actual2014-2015
Actual2013
Spending ratio income
Spending ratio expenditure
(% of total income)
* our objective
* own fundraising
* management and administration
Ratios expenditure related to income incl pro-bono hours experts
99.9%
89.7%
6.7%
3.4%
Actual 2015-2016
92.6%
86.6%
2.6%
3.4%
Actual2014-2015
99.5%
92.7%
2.5%
4.3%
Actual2013
Rural women dominate dairy activities in India
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5
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Actual
627,275
21,340-
443,185100,62555,000
7,125
625,694
515,714
112,54824,475
279,13427,669
5898,299
63,00082.2%
72,775
3,5843,888
64,807496
11.6%
37,205
24,13313,072
5.9%
1,581
2015 - 2016
Forecast
Total
680,732
16,000 283,786 205,071 121,875 50,000
4,000
679,725
541,097
181,457 7,500
288,994 4,000
600 8,546
50,000 79.5%
83,697
7,000 5,000 71,197
500 12.3%
54,931
39,500 15,431
8,1%
1,007
Forecast
NL
483,875
16,000 179,500 166,500 121,875
--
354,360
279,375
101,680 2,000
123,495 2,000
200 -
50,000 57.7%
38,273
3,000 3,000 31,773
500 7.9%
36,712
25,000 11,712
7,6%
129,515
Forecast
India
196,857
- 104,286
38,571 -
50,000 4,000
325,365
261,722
79,777 5,500
165,499 2,000
400 8,546
- 133.0%
45,424
4,000 2,000
39,424 -
23.1%
18,219
14,500 3,719
9,3%
-128,508
2016 - 2017
Forecast
Total
654,750
16,000 469,250
18,750 78,750 70,000
2,000
653,706
514,613
168,713 8,600
298,800 3,700
400 9,400
25,000 78.6%
84,840
8,000 4,200
72,140 500
13.0%
54,253
39,950 14,303
8,2%
1,044
Forecast
NL
332,750
16,000 219,250
18,750 78,750
- -
252,551
184,066
85,951 1,500
69,915 1,500
200 -
25,000 55.3%
34,273 3,000 2,000
28,773 500
10.3%
34,212
24,000 10,212
10,3%
80,199
Forecast
India
322,000
- 250,000
- -
70,000 2,000
401,155
330,547
82,762 7,100
228,885 2,200
200 9,400
- 102.7%
50,567
5,000 2,200
43,367 -
15.7%
20,041
15,950 4,091
6,2%
-79,155
2017 - 2018
Forecast
Total
662,893
15,000 545,643
11,250 -
90,000 1,000
661,875
523,222
171,144 8,810
329,207 3,420
300 10,341
- 78.9%
84,896
7,500 3,420
73,476 500
12.8%
53,757
40,545 13,212
8,1%
1,018
Forecast
NL
164,750
15,000 138,500
11,250 - - -
221,959
160,974
84,359 1,000
74,415 1,000
200 - -
97.7%
29,273
2,000 1,000
25,773 500
17.8%
31,712
23,000 8,712 19,2%
-57,209
Forecast
India
498,143
- 407,143
- -
90,000 1,000
439,916
362,248
86,785 7,810
254,792 2,420
100 10,341
- 72.7%
55,623
5,500 2,420
47,703 -
11.2%
22,045
17,545 4,500
4,4%
58,227
2018 - 2019
5.6 | Multi-year budget
Amounts in Euro’s
Total income
Friendship networkFunding partners Funding partners - contractSanitary Pads Program NPLDesignated Reserve Office India (withdrawal)Income from investments
Total expenditure
Spent on our objective
Travel and accommodation expensesInformation and publicityPersonnel costsGeneral expensesInvestment costs (tax interest)Office IndiaSanitary Pads costs (excl. salary)% costs/ total income
Expenses of own fundraising
Travel and accommodation expensesInformation and publicityPersonnel costsGeneral expenses% cost / income own fundraising
Management & Administration costs
Various Man. & Adm. CostsPersonnel costs% costs/ total income
Results
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Forecast
Total
668,575
16,000 140,143 316,607 100,625 95,200
-
666,385
546,760
104,400 23,500
322,120 10,360 3,500
12,880 70,000
81.8%
44,464
6,000 5,000
30,464 3,000
6.7%
75,161
35,985 39,176
11,2%
2,190
| 4
5
The change of expenditures in the multi-year budget between the Netherlands
and India shows that the focus on spending will even be stronger towards India
in the coming years.
Explanation - In the coming years the funding in India is expected to increase and
the funding in the Netherlands will decrease. The committed income is
reported under the heading Funding partners – contract. The annually
expected funding gap is shown under the heading Premium Wings.
- We have budgeted an annual withdrawal of the designated reserve
office India to partly cover the funding gap in India, this withdrawal will
increase in the last year as the funding target is highest in the last year.
- The shift in personnel costs is related to the number of FTEs in
the Netherlands (decreasing) and India (increasing).
- Travel costs are higher because of an increase in business partners
- The general expenses spent on the objective are lower than
2015 – 2016 because of the high one off advisory costs of last year
and the fact that this year the audit fee is included under management and
administration costs as opposed to last year under objective.
5.7 | Jobs created and the investment per job
From 2007 to March 2016 we co-created a total of 199,900 jobs for women in
rural India. The total costs for these past years amount to 2,698,406 euros, an
average of 13.50 euros per job.
The graph shows that the amount invested for each job increased last year to
35 euros (previous year 7.45 euros per job). The reason is that the growth in jobs
came from multiple small and medium size partners instead from one large
partner like last year and the same trend is expected to continue in the coming
years. This trend also helps to de-risk ourselves from depending hugely on one
partner and spreading our risk over multiple partners.
Expenditure NL Expenditure India
400,000300,000200,000100,000
02015 - 2016 2016 - 2017 2017 - 2018 2018 - 2019
Total expenditure - transition to India
350,000300,000250,000200,000150,000100,00050,000
020152016
2016 2017
20172018
20182019
Expenditure NL Expenditure India
Salary costs
12,0
10,0
8,0
6,0
4,0
2,0
0,020152016
2016 2017
20172018
20182019
FTE NL FTE India
Number of FTE’s
400
300
200
100
0
Investment per job
Investment per job (2015 - 2016: € 35 euro)
2007 2008 2009 2010 2011 2012 2013 20142015
20152016
20172018
20182019
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Governance
In 2014 we defined in our strategy that Women on Wings India will be
self-sustaining in 2019. In 2015-2016, the team in the Netherlands has changed
from initiating business to supporting the Indian team. In 2014-2015 we defined
the transition process including the change in roles and responsibilities for the
Dutch and the Indian teams. Putting it on paper was the first step. Transferring
the ownership was the next step. The Indian and Dutch teams worked twice
2 days in Austerlitz, the Netherlands, to make the transition happen. In
preparation to taking the lead in 2016-2017, Women on Wings India established
the required management capacity by hiring a joint managing director in July 2015.
Since October 2015 co-founders Ellen Tacoma and Maria van der Heijden took
a step back and started working 50% for Women on Wings. From April 1st, 2016,
they will hand over their management responsibilities and become
non-executive board members of both the Dutch Stichting and the Indian
Women on Wings Foundation. This means that they will continue to actively
monitor the execution of the mission and vision of Women on Wings.
From April 1, 2016, Ronald van het Hof and Shilpa Mittal Singh, joint managing
directors Women on Wings India, will share management responsibility for the
Women on Wings organization as a whole.
Good Governance and Risk ManagementWomen on Wings adheres to the key principles of ‘Good Governance’ as
formulated by the Dutch Central Bureau on Fundraising (CBF) and the Sector
Association of Fundraising Institutions in The Netherlands (VFI). These include
Supervision and Control, Management of Risks and Transparency and
Benchmarking.
Supervision and ControlSupervisory tasks are strictly separated from managerial and executive tasks.
Women on Wings has a one-tier board. The non-executive board members act
as sparring partners, they monitor activities and determine budgets and
annual plans. Monitoring and evaluation takes place annually before
publication of annual results, including financial statements.
The audit report is an important source of information. BDO Audit & Assurance
BV has audited the financial statements of Women on Wings in the
Netherlands in May 2016. The auditors report is included at the end of this
Annual Report. Goel Gupta Maheshwari & Associates has produced the
financial statements of Wings International Pvt Ltd, the official entity of Women
on Wings in India, in May 2016. The auditors report will be available after
publication of this Annual Report.
Women on Wings Foundation (India)Women on Wings Foundation is registered in India as a company under section
25 since March 2014. Donations to Women on Wings Foundation come under
section 80G of the income tax act, 1961.
Per March 2016 the Board of Directors comprises:
– Shilpa Mittal Singh, non-executive member, since 2015
– Smita Mankad, non-executive member, since 2016
– Vikas Chaturvedi, non-executive secretary, since 2014
– Vidya Shah, non-executive member, since 2014
– Maria van der Heijden, non-executive, since 2014
– Ellen Tacoma, non-executive, since 2014
Stichting Women on Wings (Netherlands)Stichting Women on Wings is registrered in the Netherlands as a foundation.
Women on Wings has the ANBI status (Algemeen Nut Beogende Instelling),
granted by the Dutch Tax Administration, therefore tax exemptions apply to
donations.
Per March 2016 the Board of Directors comprises:
– Willem Lageweg, non-executive chairman, since 2007
– Jef Keustermans, non-executive treasurer, since 2011 till March 2016
– Vikas Chaturvedi, non-executive secretary, since 2012
– Vidya Shah, non-executive member, since 2014
– Maria van der Heijden, executive managing founder, since 2007
– Ellen Tacoma, executive managing founder, since 2007
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RiskINPUT
Integrity of funding partners
Integrity of experts
THROUGHPUT
Application of funds
Forex
Reserves and Investment policy
Communications
HR
OUTPUT
Efficiency of work/meeting targets Integrity of business partners
Integrity developmentpartners
Policy
Women on Wings will not accept contributions from corporations and their respective corporate foundations whose core activities may be in direct conflict with the goals of work of Women on Wings, or in any way limit Women on Wings’ ability to provide its work.Women on Wings will not accept contributions from corporations and their respective corporate foundations who are involved in activities that are not compliant with common rules and regulations regarding child labor, women rights, fair payments and fair working environment. Women on Wings reserves the right to refuse donations from any corporate entity.
− Women on Wings has a strict assessment procedure in place− We have shared a code of conduct− Women on Wings has the unilateral right to end a contract with an expert
− Reporting is in line with guidelines (RJ) Richtlijn 650 Fondsenwervende Instellingen (RJ 650)
− Remuneration is in line with guideline Code Goed Bestuur voor Goede Doelen, VFI
− We follow transparency guidelines PWC− We comply with ANBI rules
Our policy is to minimize foreign currency risk to protect the value of our reserves from the negative impact of exchange rate fluctuations. The overall strategy will be to match cash flows from revenues to expenditures where practicable
Any surplus funds will be held in an interest bearing account, linked to Women on Wings’ current account, with a solid Dutch or Indian bank.Reserves and funds will be used for the foundation’s objectives.
We have defined crisis communication guidelines.
We have shared a code of conduct, signed by all our experts.
We measure impact at our business partners semi annually.
− We have a strict assessment procedure.− In the contract with our business partners we include requirements
on minimum age, working environment and fair payments.− We do an annual check on compliance.
− Women on Wings will not work together with corporations/industries and their respective corporate foundations whose core activities may be in direct conflict with the goals of work of Women on Wings, or in any way limit Women on Wings’ ability to provide its work.
− Statement is included in contracts
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Women play vital role in mushroom cultivation
Appointing directorsThe directors in the Dutch board have been appointed for an indefinite period.
More information about them and their additional positions are available on our
website www.womenonwings.com.
The directors in the Indian board have been appointed for four years with the
option to expand it with another four years (total eight years).
The supervisory directors are involved more remotely and are not paid for their
work for Women on Wings. Their involvement is based on demand. The
executive board members are responsible for the results achieved from the
organization’s business activities – from strategy to implementation. As
members of the Dutch team, they have been paid for their work since 2011.
Per April 1, 2016 the executive board members hand-over their management
responsibilities and will become non-executive board members in both the
Dutch Stichting Women on on Wings and Indian Women on Wings Foundation.
Potential new directors will be discussed in the board. After agreement by
the board they will be appointed and the paper work can be filed.
Management of Risks We have identified the risks that we run in the operation of Women on Wings.
For each risk we have checked what policy or practice we have installed to
mitigate the risk.
Transparency and Benchmarking Women on Wings works on building excellent relationships with its
stakeholders. We focus on providing up-to-date and accurate information, and
welcome any questions, requests or complaints. In 2013, 2014 and 2015 we
participated in competitions on transparency in our annual report, with the aim
to continously improve our transparency.
Management of ReservesThe financial reserves of Women on Wings are managed in interest-bearing
accounts with reputable banking institutions. This ensures a minimum of risks.
Women on Wings does not invest in other assets.
Our designated reserve Office India is to cover future consolidated losses, to
partly cover the costs of our office in India for the coming three years until the
Indian office can fully cover its expenditures from its own funding.
Our continuity reserve guarantees that, if an unexpected event might occur
which results in a full stop of our donations, we are able to liquidate the Dutch
Stichting within three months. Accordance with the Charities Financial
Management directive of VFI, our continuity reserve is no more than one and
a half times our annual costs. The board has decided to keep at least three
months of fixed costs in our continuity reserve as a minimum amount.
Allocation of Resources The remuneration of the directors in the Netherlands is determined by the
Board and is based on the remuneration advice for directors of charities of the
VFI. The advice gives a maximum norm for annual income, based on severity
criteria. This resulted in 2014 in a BSD-score (Big Safe Dividends) of 383 points
with a maximum income of 98,257 euros (1 FTE/12 months). Remuneration of
the directors remained well within the VFI maximum criteria (72,600 euros).
Sustainability: People, planet, profit Women on Wings follows the OESO guidelines for Multinational Businesses,
which includes the following:
Working hours: Most women who work for our business partners do not earn
a salary, but are paid per item/assignment. A fair price is agreed in advance,
corresponding to the number of hours worked and the quality of the work.
Since women have a number of tasks to do at home (cooking, fetching water,
cleaning, taking care of the children, working on the land) there is only limited
time left for work – between four and six hours a day.
Child labor: Women on Wings works with organizations that employ women
above the age of sixteen.
Social enterprise: Our business partners in India are social enterprises.
Creating work for rural women is as important as making a profit. The women
are chosen for a specific skill, and background and religion do not play a role.
Some partners place particular emphasis on disadvantaged groups.
Working conditions: We ask our business partners about the conditions
under which their employees work. We also visit several villages to see for
ourselves. In general, working conditions are good – the women work at home
or nearby and can determine how many hours they work each day. This allows
them to combine paid work with looking after their children and the household.
Payment: Paid work for women in rural India is found in e.g. weaving,
embroidery, seri-culture, dairy or poultry. The income they earn is per piece,
per kg or per liter, depending on the kind of work. Women can choose
themselves how many hours they are able to do paid work. The average
income depends on this and varies between 2,000 and 5,000 INR/month
(between 30 and 150 euro per month).
Sustainability in our own organization: In our offices in India and the
Netherlands we limit our use of paper by working with digital technology as
much as possible. We use a minimum amount of printing capacity, and mainly
use paperless devices such as iPads, iPhones, etc.. Travel by car or plane is
unavoidable in the work we do. However, we compensate for this with the
purpose of our work, which is to co-create business models that generate jobs.
| 55| 54
Moving to our next stageWomen on Wings continued its steady course in its 9th year of existence.
Our focus remained on co-creating jobs for rural women in India. Though
growth of jobs slowed down compared to previous years we are happy with
the total number of jobs per end of March 2016: nearly 200,000 jobs.
Last year, our team in India was expanded with a second managing director.
The two managing directors are equally responsible but each has his/her own
areas of working. An important moment by the end of this year was the
change in management. Ellen and Maria stepped down as managing founders
and handed over their responsibilities for the entire Women on Wings
organization to the managing directors in India, Shilpa Mittal Singh and Ronald
van het Hof. We are very glad that Maria and Ellen will continue their
commitment to Women on Wings as non-executive board members.
Management Report 2015-2016
On the occasion of this change in management we thanked Ellen and Maria in
a special common board meeting in March for their visionary leadership and
for the 200,000 jobs Women on Wings managed to create for rural women in
India. Our appreciation was supported by a special letter of the Dutch Minister
for Foreign Trade and Development Cooperation, mrs Lilianne Ploumen, who
congratulated Maria and Ellen with their achievements.
From April 2016 onwards, the board of the Indian Women on Wings Foundation,
takes the lead in monitoring activities and determining budgets and annual
plans every quarter. Close ties will remain with the Dutch Stichting Women on
Wings, e.g. by an annual common meeting in which both boards are present.
Because of the change in governance mr. Jef Keustermans resigned from the
Dutch board. Jef served Women on Wings during six years. We are very
grateful for his committed contributions and critical questions during these
years. On the other hand the board of the Indian Women on Wings Foundation
was expanded with ms Smita Mankad and mrs Shilpa Mittal Singh.
The changes in the past year illustrate that Women on Wings is moving to its
next stage. I feel very confident that the decisions that were made will
contribute to a continuous growth of jobs and a huge impact on the lives of
rural women and their families. We have the right people at the right place to
achieve that, both in India as well as in the Netherlands.
On behalf of the board,
Willem Lageweg
Chairman of the board for Stichting Women on Wings
Austerlitz, the Netherlands, April 2016
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Willem Lageweg
Colophon a global creation
Editors: Shilpa Mittal Singh, Martha van Dijk, Ineke Bezembinder, José Verbeek
Text: Women on Wings
Design: neus creative pop-up team
Photo’s: Women on Wings, Aad van Vliet, Anita Dekker, C&A Foundation
june 2016
Annual Accounts
Annual report 2015 - 2016
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Women on Wings India
Tower 24, Flat 602
Orchid Petals, Sohna Road
Gurgaon 122001, Haryana
India
Phone 0124 406 9950
or 98 1834 6771
12A and 80G registrations
Women on Wings Netherlands
Woudenbergseweg 41
3711 AA Austerlitz
The Netherlands
IBAN NL64 RABO 0136 4899 31
KvK Utrecht 30229787
ANBI - RSIN 818424692
www.womenonwings.com
