GLOBAL BEST PRACTICE
PROGRAMME GUIDEGLOBAL BEST PRACTICE
PROGRAMME GUIDEEXPO 2020 DUBAI

Foreword by Nadia Verjee

2

Food and Agriculture Organizationof the United Nations (FAO)

49

Land Life Company

51

Planet Indonesia

53

Seacology

55

Tamil Resources Conservation
Trust

57

The Buoyant Foundation Projectat the University of Waterloo

59

UN-Habitat

61

The Global Best Practice Programme

3

Theme 1: Inclusive and sustainable
service delivery

5

Evidence Action

5

Barefoot College International and
Hogan Lovells

7

HELIOZ

9

Instituto Perene

11

Theme 4: Social development

63

Jangala13

Alef Education

65

Medic

15

ayzh

67

Sanergy

17

Laboratoria

69

Sustainable Organic
Integrated Livelihoods (SOIL)

19

Sightsavers

71

United Nations Children’s Fund (UNICEF)

21

Telefónica Foundation and “laCaixa” Foundation

73

Theme 2: Livelihoods and enterprisedevelopment

23

The Carter Center75

The Citizens Foundation

77

Asian Development Bank

25

United Nations Development
Programme (UNDP)

79

Barefoot College International

27

WaterAid Nepal

Cooperativa de Exportação
de Cacau de Qualidade (CECAQ-11)

29

81

Empower

31

83

Esoko

33

Theme 5: Water, food, andenergy security

Hola<Code/>

35

Bangladesh Environment andDevelopment Society (BEDS)

85

Sustainable Growers

37

Edible Garden City

87

The Mountain Partnership and Food andAgriculture Organization of theUnited Nations (FAO)

39

FUNDECOR

89
91

UN Women

41

Petroleum Development Oman and
BAUER Resources
UpTradeTheme 3: Resilient habitats

43

93

Carbon Tanzania

45

SafetyNet Technologies

95

Doh Eain (Our Home)

47

Seychelles Conservation andClimate Adaptation Trust (SeyCCAT)

97

World Food Programme

99

Project Maji

109

Ya'axché Conservation Trust101

reach52

111

SitatByoot

113

Theme 6: COVID-19 solutions

103

Fútbol Más

105

Lopos

107

Foreword by Nadia Verjee

Expo 2020
Dubai’s Global
Best Practice
Programme

Submissions were selected under five themes:
Inclusive and sustainable service
delivery:A reliable service provision in urban andrural areas, as well as in fluid
environments such as informal, nomadic,
post-disaster, emergency, and refugeesettlements.

The Sustainable Development Goals (SDGs) are our
global blueprint for a better world, and a statementof our collective ambition for dignified and equal
opportunities for all. Expo 2020 Dubai is an
unparalleled opportunity to mobilise citizens
around the Global Goals.

Nadia Verjee
Chief of Staff and Programme for People and Planet
Expo 2020 Dubai

The Sustainable Development Goals (SDGs) havetasked humanity with a mission - creating a world
where everyone can live with dignity and in harmony
with each other. The pathway to fulfil this mission is
not without barriers. While the COVID-19 pandemic
undid progress made towards the Global Goals, it
was also a reminder that our fate is interlinked, andour efforts must be united and collaborative.
Confronted with what seemed like insurmountableodds, individuals and communities across the world
demonstrated exceptional courage and resilienceand rose to the challenge.

One of the many driving motivations behind Expo
2020 Dubai’s Programme for People and Planet was
the realisation that achieving the SDGs will require
countries, organisations, communities, and individuals
to work together. Successful efforts to implement
solutions, at the scale required of us in this Decade of
Action, are dependent on recognising that we cannot
do it alone. The Global Best Practice Programme wasdesigned to foster a global community ofchangemakers in an attempt to build bridges that canlead to meaningful collaboration and intentional
partnerships.

The United Arab Emirates’ National Development
Plan is well-aligned with the SDG framework toprovide a roadmap for global prosperity. In thisrespect, the UAE National Committee on SDGs has
implemented innovative initiatives through national
and international partnerships. We are committed todelivering success through a whole-of-society
approach and support the global community indoing so.

This collection of profiles is driven by Expo 2020
Dubai’s intention to capture stories of the coming
together of people, communities, and resources tofight global challenges that often seem
insurmountable. The 17 Global Goals provide acommon agenda and map for governments,
businesses, non-profits, communities, and individuals
to co-create a future that is more equal, prosperous,
just, and dignified for all. I hope that the Global Best
Practice Programme and this Guide, as part of its
legacy, inspire a resolve to leave no stone unturned.

The Decade of Action from 2020 to 2030 calls foraccelerating sustainable solutions to some of theworld’s biggest challenges. Channelling UAE’s
mission and the United Nations’ call to action, Expo
2020 Dubai envisioned a global platform to shine alight on impactful interventions that are providing
tangible solutions and have a proven positive
impact. With this intention, the Expo 2020 Dubai
Global Best Practice Programme‘s jury selected 50
solutions from diverse geographies that holdimmense potential to bring about transformationalchange.

01

Each of us has an active role to play, and we need allhands and minds on deck to realise these Goals. As
innovators who see opportunities where others see
problems, your role has been to showcase
possibilities. As changemakers that do not wait for
the right conditions to appear but work with
communities and existing resources to implement
and take action, the next step will be to harness thepower of new networks to amplify impact. If you areon a journey to ensure sustainable prosperity for all,you will find the UAE standing with you.

Livelihoods and enterprise development:
Promoting alternative employment andincome opportunities, women in theworkplace, competitive products andservices, and improved market access.

The Global Best Practice Programme – Small StepsBig Leaps: Solutions for Sustainable Impact – isExpo 2020’s platform to showcase simple yet
impactful interventions localising the SDGs throughprojects that have provided tangible solutions to
the world’s biggest challenges. The Programme
highlights the importance of bringing together
creative minds to develop innovative solutions andis an integral part of Expo 2020 Dubai's
commitment to encourage positive change
through cooperation and knowledge sharing.

Social development:
Reliable, affordable, and appropriate
healthcare and education systems anddelivery.

Resilient habitats:
Better protecting human, economic andnatural assets in urban, rural, and fluid
environments.

In 2010 the Bureau International des Expositions(BIE) instituted a mandate for all hosts, the idea ofa Best Practice Area (BPA) – a platform toshowcase tangible solutions to the world’s
greatest challenges. Following its success, there
has been a BPA at every Expo since Shanghai 2010.
Expo 2020 Dubai’s Best Practice Area Programme
was conceived in March 2018. An international jury
was put together in September 2018. From
December 2018 – June 2019, Expo 2020 Dubai’s
Global Best Practice Programme, ‘Small Steps, Big
Leaps: Simple Solutions for Sustainable Impact’, ran
an international call for proposals with the aim ofrecognising and enhancing the visibility of
impactful and integrated development practices atExpo 2020.
The call for proposal asked for simple, tangible, andsuccessful solutions and initiatives that have beencollaboratively implemented by individuals,
communities or agencies. Best practices were also
selected based on how they addressed integrated
development challenges, highlighting theinterconnected nature of interventions and theirripple effects. Selected interventions also had tohave the capacity to be adapted or replicated toscale globally for sustainable impact.
Over 1,175 proposals were received from from 141
countries from which 25 projects were selected bya jury comprising of international development
organisations from across the world, and final
recommendations from the Programme Co-chairs.
In addition, the programme handpicked 20 Untold
Stories from around the world, which spotlighted
community initiatives and stories of impactful
solutions for people and the planet.

Water, food, and energy security:
Smarter consumption and resource
management to better meet increasingwater, food, and energy requirements fora growing global population.

COVID-19 solutions
This edition aimed at recognising and promoting visibility ofintegrated development best practices for a better 2030 witha particular view on building back better and moving towards
a “better normal” as the world recovers from the COVID-19
pandemic. COVID-19 solutions were selected across fivethemes - digitalisation, education and skills development,
health and wellbeing, protecting livelihoods and water,
sanitation and hygiene (WASH).

1,175

141

25

20

proposalsreceived

projects
selected via
global callcountries
represented

untoldstories

5

COVID-19
solutions02Inclusive andsustainable
service delivery
A reliable service provision in urban and rural areas,
as well as in fluid enviornments such as informal,
nomadic, post disaster, emergency, and refugeesettlements.

Evidence Action
Barefoot College Internationaland Hogan Lovells
HeliozInstituto Perene
Jangala
Medic
Sanergy
SOIL
UNICEF

Evidence Action

OUR SDGs

Dispensers for Safe Water Programme
Kenya, Uganda, and Malawi

OUR IDEA
There are nearly 1.7 billion cases ofchildhood diarrhoeal disease every
year globally. These diseases are theworld’s second-leading cause ofchild mortality, claiming the lives ofnearly 525,000 children under fiveeach year. Evidence shows that mostof these deaths can be prevented
through safe water, sanitation, andhygiene. Underpinned by Nobel
Prize-winning research, Dispensers
for Safe Water is an evidence-based,
cost-effective solution that provides
for over 4 million people in rural

Kenya, Uganda, and Malawi with freeand reliable access to safe water forless than $1.50 per person, per year.
Evidence Action’s
uniquely-engineered chlorine
dispensers enable people to treat
their water by chlorination, a World
Health Organization(WHO)-endorsed approach which is
widely used in treatment plants
around the world, and provides
residual protection for up to threedays, preventing recontamination.

OUR APPROACH
Dispensers for Safe Water is not a
one-time hardware installation; thefocus is on sustainable service
delivery. Leveraging human-centric
design principles and insights frombehavioural economics, dispensers
are designed to be convenient andsalient. The intervention adoption
rates dramatically exceed those ofchlorine promoted through otherapproaches such as coupons,
information provision, andbehavioural marketing.
Chlorine dispensers are installedright next to the water source
making it easy for communities toremember to use them. This
enables community members tobuild safe water practices into theircurrent routines and water istreated during their walk homerequiring little-to-no time between
the treatment and use of water. The
chlorine is provided at no costensuring accessibility for those thatneed it most.

need fixing. Promoters also train andencourage community members to
use the dispenser. This integrated
community engagement allows foran efficient last-mile distribution
network.
Since becoming a part of the Global
Best Practice Programme, Dispensers for Safe Water has maintained
over 28,000 chlorine dispensers
providing safe water access to over4 million people. To double theprogramme’s reach, Dispensers for
Safe Water is planning to expand theprogramme in rural Malawi and
Uganda, providing millions more
people with access to safe waterand improving the lives of young
children and families.

This dispenser has been helpful.
Before this, we used to have so many
problems. Every other day children
were getting sick; one day it was
typhoid, another day it would bediarrhoea. They were not able tostudy well at all because they werealways going home. Then thisdispenser came and I can say we are
well, we feel well.

www.evidenceaction.org

4M- Betty Nangeso,
Kenyan beneficiary andcommunity volunteer

3M

Before a dispenser is installed, thecommunities, including local
leaders, are engaged to secure
their buy-in. Communities also
appoint a “promoter” - a trusted
individual who communicates withthe organisation when chlorine
refills are needed, or dispensers

05

IMPACT IN NUMBERS

30%@evidenceaction@evidenceaction@EvidenceAction

4 million people received
free and reliable access tosafe water, for less than
$1.50 per person, per year

3 million cases ofdiarrhoea and nearly 2.5K
deaths among children
under five wereprevented, between
2016-2020

30% reduction in underfive mortality is achieved
through water treatment,
as per a forthcoming
meta-analysis by Nobel
Laureate Michael Kremer

Inclusive and sustainable service delivery

OUR EXPO 2020 EXPERIENCE
Seeing our bright blue dispenser and programme photos
on display at the Global Best Practice Programme Assembly
at Expo 2020 Dubai during Global Goals Week provided amoment of pride and accomplishment after years of hard
work by our teams in Kenya, Uganda and Malawi. We are so
proud to have been chosen as part of the Global Best Practice
Programme, and are eager to scale the project further toprovide even more people with access to safe water.

06

Barefoot College Internationaland Hogan Lovells

OUR SDGs

20,000 Suns (Solar Mamas)
India

OUR IDEA
Solving various development
challenges requires partnerships
between multiple actors on thevalue chain in all sectors. 20,000
Suns, a project between BarefootCollege International, and Hogan
Lovells aims to address two key
challenges: the underutilisation ofrural women in promoting
sustainable development, and thelimitations of traditional partnershipmodels. Often partnerships between
private sector businesses and NGOs
perpetuate top-down approaches
and limit innovation, failing to meetthe needs or including the voices of
those on the ground. This projectprovides a new and replicable modelof partnership that creates sharedvalue for all stakeholders. BarefootCollege International, and Hogan
Lovells have placed rural women at
the centre of this project, intending toequip them with tools to provide
off-grid, renewable energy to theirvillages. Through this, the project
aims to both elevate the profile ofwomen within their communities andencourage the use of clean energy
sources in rural areas.

OUR APPROACH
Barefoot College International and
Hogan Lovells are helping achieve
10 of the 17 SDGs through a
combination of pro-bono legal
advice, financial support,
educational workshops, andstrategic communications. Over thecourse of a three-year partnership,
Barefoot College International and
Hogan Lovells worked to improve
lives by training women in last milecommunities in 35 countries tobecome solar engineers – known as
solar mamas - and bring light to230,000+ people.

$500,000 was fundraised globally indonations from clients, providing
pro-bono advice to open new solar
training centres in Burkina Faso,
Madagascar, Senegal, and Fiji,
educating 2,250 school children in 16
countries about Barefoot College
International and the SDGs andproducing ‘Flip the Switch – A
Documentary’, a 30-minute film
about the partnership, which was
officially selected for 21 film festivals
worldwide. Hogan Lovells continues
to support Barefoot College
International as these programmes
continue to expand around the world.

Becoming a Solar Mama has
opened up my life to opportunity ina way I did not think was possible. It
has given me what I need to support
myself and my family, and it hasgiven me hope that change ispossible even in a single generation.
I have so much hope for the future- Mama Fatma,
Solar Engineer and Master Trainer, Zanzibar

IMPACT IN NUMBERS$500K raised in donations

OUR EXPO 2020 EXPERIENCE
230K+ people in the
low-middle income
countries received accessto light

474 women from 35
countries were trained assolar mamas

07

www.barefootcollege.org
www.hoganlovells.com

Barefoot College International , Hogan Lovells@BarefootCollege@HoganLovells

Inclusive and sustainable service delivery

It has been an incredible honour and delight to have theopportunity to share what we do with like-minded individuals
from around the world through the programme. A key part ofour success has been using, spreading, and learning frominnovative methods for change, and Expo has been an
amazing opportunity to do just that. We hope that theexample of what we have been able to do together resonateswith other global businesses and encourages them to build thesame innovative partnerships that we have together. We are
grateful for the opportunity and experience and hope to use
everything we have learnt to continue improving the work we
can offer to our beneficiaries, now and in the future.

08

HELIOZOUR SDGs

WADI Solar Powered-UV Measurement for Water Filtration
Austria

OUR IDEA
In India, 140,000 children die every
year due to diarrhoea alone. This iscaused by a lack of access to safe
drinking water sources. In ruralcommunities in Asia and Africa
people still depend on limited,
microbiologically contaminatedwater sources to satisfy their basic
needs. Unfortunately, the mostcommon method of water
disinfection, boiling the water with
firewood, results in high Co2emissions – directly affecting theenvironment. HELIOZ is a social
enterprise that implements climate

OUR APPROACH
HELIOZ follows a holistic projectapproach. All HELIOZ projects arebuilt on 3 core principles.
Water for all: WADI is asolar-powered UV measuring
device that visualises the processof solar water disinfection. WADI isplaced next to bottles that are filledwith contaminated water andexposed to the sun. Once theprocess is completed, a smiley faceon the WADI confirms that thewater is safe to drink.
Sustainable project design:
HELIOZ has an established networkof local implementation partners. In
accordance with the “train the
trainer” concept, community
workers are trained to create
sustainability, further adding value
to the regions.

projects in the global south
addressing both these problems.
With its innovations “WADI” andSolar Water Disinfection, HELIOZ
enables rural communities todisinfect contaminated water using
the power of the sun instead ofburning firewood. WADI is endorsedby the World Health Organization(WHO) as it meets microbiological
performance criteria and provides
targeted protection by removing
99.99% of common harmful viruses,bacteria, and protozoa, making
water safe to drink.

OUR PARTNERS• Caritas India• Centre for Disability in
Development (CDD)• Welthungerhilfe• Christian Blind Mission (CBM)

As a woman leader, I am so excited to be part and a beneficiary of thisnew project in Buhemba Sub County. For so long, women have beenburdened when it comes to finding firewood for general cooking
activities and boiling drinking water.
- Auma Patricia,
Women Association Leader Bukewa East Village, Buhemba Sub County,
Ugandawww.helioz.org/en/home

121M
121 million litres ofwater disinfected

OUR EXPO 2020 EXPERIENCE

39K
39K tonnes of
CO2 saved

Long-lasting impact: The
systematic change of water
treatment at a household level
prevents water-borne diseases,
leading to a reduction in healthexpenditure per family. We work
towards improving health andwell-being for children and young
adults by sensitising communities
and supporting long-term
behavioural change.

09

IMPACT IN NUMBERS

1.7@HELIOZfutureeconomy

HELIOZ | Future Economy@HeliozGmbH

1.7 tonnes of firewood
saved per household
per year

Inclusive and sustainable service delivery

Expo 2020 Dubai was a special experience. It was a very
proud moment for HELIOZ not just to be chosen to be a part of
the Global Best Practice Programme and see our solution forsafe drinking water on display, but also to connect withlike-minded entrepreneurs who want to contribute to making
this world a better place. Since becoming a part of the Global
Best Practice Programme HELIOZ could use its technology tostart a larger climate programme bringing its safe watertechnology to 250,000 additional beneficiaries in India. This
programme aims to provide safe drinking water to as many
people as possible in India and Bangladesh, furthering its
global impact.

10Instituto Perene

OUR SDGs

Carbon Funding for Widespread Adoption of Improved Cookstoves
BrazilOUR IDEA
Data from the World HealthOrganization (WHO) shows thatapproximately 3 billion people still
rely on firewood and other forms ofbiomass for cooking. In rural Brazil
specifically, this number is estimatedto be 8 million due to barriers suchas income. Numerous Brazilian
households cannot access clean
cooking, making them susceptible tohealth challenges associated withindoor pollution. Women andchildren are primarily affected, since
they are close to the fire and thecollection of biomass. The inefficientuse of firewood also has negative
consequences for forest ecosystems
and leads to an increase in theemission of greenhouse gases.
Instituto Perene delivers an improved
biomass stove model free of cost to
thousands of homes in three statesacross Brazil, offering sponsors andpartners with tangible results linked
to the SDGs. All families receive
training in maintaining and repairing
their equipment, and stove use ismonitored for 10 years.

OUR APPROACH
Instituto Perene builds a bridge
between companies aiming at
creating impact on SDGs andfamilies looking for a cleaner option
to cook in open fires. Instituto
Perene links engineering with social
science to provide not only new,cleaner equipment for cooking, butalso strong partnerships with local
associations and healthprofessionals. Instituto Perene
leaves a legacy of ecoefficiency as
every location provides brick-layers
to the projects and the technology
is transferred to the community.

emissions by half. The reduction of
biomass use also lowers the negative
impact on local natural and forested
areas, usually characterised by richbiodiversity.

OUR PARTNERS• CAIXA• Petrobras• Natura & Co
• Moody's Foundation

One of the things that I liked
the most about the project is thatit also reduces deforestation oncethe stove allows cooking withvery little wood. I'm thankful that
Instituto Perene is reaching folks
usually in the margin of projects
and benefits.
- Mrs. Mara Cruz,
57-year-old, Local Association Leader

Benefits of the improved biomass
stove include cleaner indoor air,safer kitchens, and less time spenton collecting fuel. Less tangible but
equally important is that owners ofimproved cookstoves display a
new-found pride in their homes andin themselves. Rural women report
improved self-esteem and status,
relative to urban folk, as they too
become free of the stigma anddiscomfort of clothes, hair, and skinthat smells of smoke. Local forests
and the global climate benefit too,as the improved cookstoves reducewood use and greenhouse gas

11www.perene.org.br@InstitutoPerene

IMPACT IN NUMBERS

15K+

15K+ households havereceived our improved
cookstove

150K

150K tonnes of verified
emissions reductions(VERs) of carbon to bedelivered by 2022

500

500 rural communities
have benefitted from the‘Stoves Eficientes’
initiative in Bahia.

Inclusive and sustainable service delivery

12

Jangala

OUR SDGs

Big BoxUnited Kingdom

OUR IDEA
The connectivity landscape forcharities, schools and healthcare
clinics is fractured. Even within asingle country, region, or district, thetypes of connectivity available might
vary; some groups may be coveredby fast 4G or 5G networks, some
may have access to fixed line
connections or even fibre optic
networks whereas others may only
be reachable via satellite. A key
challenge is deploying meaningfulconnectivity quickly without

awaiting network infrastructure
upgrades that might be delayed ornever arrive, especially in the
low-income rural and remote areasthat most need connectivity. By
providing reliable and scalable Wi-Fi
through its innovation ‘Big Box’,
Jangala presents a low-cost
solution to providing some of themost underprivileged members of
the global community with accessto the internet.

OUR APPROACH
Jangala’s technology simplifies thecomplexity of delivering internet
access. Jangala’s Big Box can
combine multiple sources ofinternet - including mobile
networks, satellite constellations,and point-to-point wirelessconnections - into effective Wi-Fi
that can easily cover thousands ofusers. Jangala hardware can easily
be deployed by non-technicalteams. The supporting cloud

platform is being built to provide auser-friendly way of managing
thousands of projects and gathering
detailed but privacy-respecting
usage statistics.
Using this technology andpartnership approach, Jangala hasconnected over 60 projects and40,000 users across 5 continents,
through schools, healthcare clinics,
refugee support groups, andcommunity resilience projects.

Quality internet will enhance ourcommunication that will increase
efficiency, effectiveness andtimeliness of our support to thecommunity people. They will get abetter service.
- Project Manager
PHASE Nepal Healthcare Clinics

IMPACT IN NUMBERS

4OK+
40K+ people connectedusing our technology

OUR PARTNERS• The Lenovo Foundation• Arm• Cisco• CHK Charities• Tedworth• BT Group• United Nations Children’s Fund
(UNICEF)• War Child• United Nations HighCommissioner for Refugees(UNHCR)• Care4Calais• Amala• International Organization for
Migration (IOM)• The Access Project

13

www.janga.la

60+

20

@jangalawifi@jangalawifi@jangalawifi

60+ projects equippedwith Wi-Fi for their staff
and the people they
support

20 Big Box systems havebeen deployed across 4
continents.

Inclusive and sustainable service delivery

OUR EXPO 2020 EXPERIENCE
Being part of the Global Best Practice Programme was anincredible experience for Jangala and could not have come ata more opportune moment as we establish our potential on a
global stage. As well as introducing us to new international
partners, funders, and other inspiring actors in the space, theexperience has also increased our credibility, and inspired theteam and our wider network with even more energy ahead of
our exciting growth plans.

14MedicOUR SDGs

Community Health Toolkit
Kenya, Uganda, and Malawi

OUR IDEA
The way current health systems aredesigned exclude certain groups ofpeople. According to the World
Health Organization (WHO), half theworld’s population cannot obtainessential health services, with
providers and facilities either
inaccessible, unaffordable, or
under-resourced. Digital health has
emerged as a powerful opportunity
to strengthen health systems,
particularly in low-resource settings.
As technical stewards of theCommunity Health Toolkit, Medicaims to revolutionise digital healthby building free, open-source
technology, open-accessresources, and a ‘community ofpractice’ on a pathway to precision
global health and universal healthcoverage. Medic supports healthworkers as they deliver care in
reimagined health systems –where care begins at home,
services are delivered throughproactive visits, and health workers
are supported with world-classdigital tools and resources.

OUR APPROACH
Decades of research demonstratethat community health workers
have immense potential to improvehealth outcomes in underserved
communities. However, withinadequate training, equipment,
and supervision, they may havelittle or no impact at all. Digital
health tools can remove theseroadblocks, empower frontline
health workers, and strengthen
health systems, but few
interventions have achieved scaleand sustained impact, resulting in ahighly fragmented digital healthlandscape. Medic designs, deploys,

and supports world-class,
open-source software to support
health workers as they deliver
quality, timely, and equitable care.
As stewards of the Community
Health Toolkit (CHT), their focus is
to build and support the CHT as a
global public good; partner with
Ministries of Health, NGOs, andtechnical organisations to design,
deploy, and scale digital healthapps powered by the CHT; andadvance research anddevelopment for precision in
global health.

Before the Medic training, I only
knew how to receive incoming
phone calls. Now, I can write the text,
send a message, and call anybody. I
am very happy with this tool
because during the lockdown, I am
able to call [patients] to inform themof the necessary service. I am really
happy with this programme.
- Gita,Female Community Health Worker,
Krishnapur Municipality

15

www.medic.org

69.3M• Jhpiego Indonesia• Living Goods• Médecins San Frontiérs• Muso• Palladium• Partners in Health• Rockefeller Foundation• Safari Doctors• Triggerise• United Nations Children’s Fund (UNICEF)• University of Washington• Village Health Works@MedicMobile

41K

6@medicmobile

41K frontline healthworkers supported with
CHT apps across 16
countries

OUR EXPO 2020 EXPERIENCEOUR PARTNERS• Ministries of Health in Kenya, Mali,
Nepal, Niger, Uganda, and Tanzania• Beehyv Software Solutions• BRAC• Clinton Health Access Initiative• DataKind• Digital Square at PATH
• D-Tree International• Google.org• Integrate Health• International Care Ministries• I-TECH

IMPACT IN NUMBERS@Medic69.3 million caring
activities provided byhealth workers using CHT
apps

6 national governments
have adopted the CHT asa tool of choice for theirnational community
health systems

Inclusive and sustainable service delivery

Since joining the Global Best Practice Programme in July
2020, we now support over 41,000 health workers with CHT
apps – with more new users in 2021 than any prior year.
Additionally, since 2020, Ministries of Health in Mali and Niger
adopted the CHT as a tool of choice for their national
community health systems.
It has been a privilege to showcase the open-source
Community Health Toolkit (CHT) as part of the Expo 2020
Dubai’s Global Best Practice Programme. The Programme's
vision of spotlighting localised, human-centred, andmission-driven innovations resonated with us deeply. It isthese innovations that have the potential to scale and solve
the world's biggest health challenges, and we're grateful to bepart of this movement of innovators working towards the
SDGs and health equity for all!

16

Sanergy

OUR SDGs

Catalysing Change
Kenya

OUR IDEA
Today, 25% of the global population
lives in slums, this amounts to 1
billion people without adequate
housing and limited access to basic
services. In Kenya specifically, thelack of sanitation coverage costs thecountry 2% of its GDP due to the lossof productivity resulting from illness.
At the current rate, it is estimatedthat Kenya will take 150 years toachieve complete sanitation
coverage. In this context, the Kenyan
government is facing enormouspressure to develop adequate
sanitation and waste management

services for those residing in informal
settlements. Sanergy designs, builds,
and distributes bold non-sewered
services in low-income informal
settlements via a full value chain
model. Sanergy offers regular waste
management services, ensuring thatwaste is safely removed from
communities. This waste is thensafely upcycled to clean renewableenergy and valuable agricultural
inputs, primarily organic fertiliser andinsect-based animal protein meal,that is addressing food security
challenges in Kenya.

OUR APPROACH
Sanergy is an industry leader
providing city-wide non-sewered
sanitation services as well as
managing and upcycling organic
waste – sanitation waste,agricultural waste, andmarket/kitchen waste - into
valuable agricultural inputs.
Sanergy has built a full value chain
sanitation model, which designs,
builds, and distributes dry
container-based sanitation units
called Fresh Life Toilets, and Fresh
Fit in-home toilets to urban
residents via a monthly
subscription fee. On a regular basis,

Sanergy safely removes andtransports all waste generated totheir processing plant for treatment
and upcycling. The main
end-products acquired include
organic fertilisers manufactured
through thermophilic composting,and insect-based animal protein
meal through the rearing of Black
Soldier Fly Larvae. Sanergy’s
solution is zero-waste and its
circularity ensures it is sustainable
and flexible for scale across all
growing cities.

My family and tenants have asafe 24/7 access to a toilet because
it is built inside our compound. We
do not have to go out in the dark insearch of a toilet or use undignified
methods to relieve ourselves. Also,
as an entrepreneur this solution has
helped my business, I no longer facehigh tenant turnover because
hygiene at my plot is of highstandards.

40K• United Nations Children’s Fund (UNICEF)• Agence Française de Développement(AFD)• Kisumu Water and Sanitation Company(KIWASCO)• Kenya Private Sector Alliance (KEPSA)

www.sanergy.com

4K+- Lucy Muthonit,
Landlord in Nairobi’s City Cotton
Informal Settlement

OUR PARTNERS

17

IMPACT IN NUMBERS@Sanergy@saner.gy@Sanergy

4K+ active sanitation units
built serving 150,000
urban residents every
single day

40K tonnes of waste
safely removed in cities,
annually

OUR EXPO 2020 EXPERIENCE

30%

30% increase in farmers’
yields using Sanergy’s
agricultural inputs(organic fertiliser andinsect-based protein)

Inclusive and sustainable service delivery

Being a part of the Global Best Practice Programme was agame changer for Sanergy. It served as an excellent
opportunity to partner with cities and take our solution global.
The time is now to build clean, green and sustainable cities
that are liveable for the fast-growing population.

18

Sustainable Organic Integrated
Livelihoods (SOIL)

OUR SDGs

The EkoLakay Programme
Haiti

OUR IDEA
It is estimated that only 34% ofurban Haitians have access toimproved sanitation facilities andless than 1% of all human waste issafely treated. The complete lack ofsafely managed sanitation in Haiti
has fueled a virulent cholera
epidemic in the country, affecting
the health and wellbeing of millions.
The absence of safe sanitation
practices has also led to thedegradation of the aquatic
ecosystem, leading to a loss of
biodiversity, extreme vulnerability to
climate-related risks, reduced
agricultural production, poverty, andmalnutrition. Sustainable Organic
Integrated Livelihoods’ (SOIL)
solution is designed to help tackle theSustainable Development Goal for
sanitation in urban environments in
Haiti, and globally, through thedevelopment of a replicable model.
SOIL provides full-cycle sanitation
services from containment to reuseby taking a circular economy
approach. This model reimagines
waste as a resource, provides alife-saving service to underserved
and vulnerable populations, andtransforms a public health problem
into an environmental solution.

OUR APPROACH
SOIL’s sanitation social enterprisesimultaneously addresses theinterconnected crises of poor
sanitation and environmental
degradation by using an innovative
solution based on ecologicalsanitation to affordably provide
dignified household sanitation andwaste treatment services in rapidly
expanding urban areas. SOIL’s
service provides households withan in-home container-based toilet
called ‘EkoLakay’ and weekly waste
collection. 100% of the waste
collected from households is safely
transformed into agriculture-grade
compost and used to help restore
ecological nutrient cycles. This fullvalue chain approach to sanitation
returns nutrients to farmer’s fields,
supporting sustainable foodproduction and reducing urban
pollution.

Because of EkoLakay I have myown toilet which I am so happy
about. Without this alternative, I
would have used my neighbour’s
toilet. The pit latrine I was using had
an unpleasant smell and when it
rained water would flood
everywhere making it impossible touse. With EkoLakay, I don’t have thiskind of problem.

IMPACT IN NUMBERS

10K+- Edeline La Fosse,
EkoLakay Customer / Beneficiary

OUR EXPO 2020 EXPERIENCEOUR PARTNERS• Grand Challenges Canada• United States Agency for International• Development - Development Innovation
Ventures (USAID DIV)• Ministère de la Santé Publique et de la
Population (Haiti)• Direction Nationale de l’Eau Potable et del’Assainissement (DINEPA Haiti)• Centers for Disease Control
and Prevention (CDC)• Ministère de l'Agriculture (Haiti)• Cartier Philanthropy Vitol Foundation

19

www.oursoil.org@SOILHaiti

10K+ individuals provided
with household sanitationin urban Haiti@soilhaiti@SOILHaiti

500+

65+

500+ metric tonnes ofwaste transformed into
organic, nutrient richcompost through safe,
ecological waste
treatment, annually

65+ dignified livelihood
opportunities createdby SOIL’s service in thecommunities where
they work

Inclusive and sustainable service delivery

Since joining the Global Best Practice Programme, SOIL’s
social solution has expanded to nearly double the number ofhouseholds being served in northern Haiti. We have continued
to implement operational efficiency measures to improve cost
recovery and innovate opportunities to increase revenue
generation through new waste-to-resource research andexpanding our mobile toilet rental service for events.
Expo 2020 Dubai has provided SOIL with more visibility and a
global platform to share the critical work SOIL is doing toprovide equitable access to basic services. We have had
numerous conversations with fellow innovators, sharing
lessons learned and sparking new ideas, and established newconnections with Haitian representatives at Expo.

20

UNICEFOUR SDGs

Vaccines via Drone Delivery
Republic of Vanuatu

OUR IDEA
One billion people live in remote,rural areas more than two kilometresaway from a paved road, where
essential services are often
unreliable, electricity andconnectivity are erratic or
non-existent, and medical supplies
and health clinics are scarce. Thisposes grave challenges as transport
efficiencies are critical to supply
chain management, moving
temperature sensitive cargo, and forenabling health workers to deliver

quality and life-saving healthcare.
To address this issue, UNICEF, theworld’s largest provider of vaccines,
uses drones as a quick, reliable, andeffective mode of transportation todeliver medical supplies to remotecommunities. Through its
established drone corridors, UNICEF
is able to transport supplies from
distribution centres to rural clinics,
leading to improved access tohealthcare for those living incomplex geographies.

OUR APPROACH
For health workers in remote areas
and regions with complex
geographies, transportation
challenges can disrupt theprovision of quality care to children
and pose constraints to early
diagnosis. Transport efficiencies
are also essential to supply chain
management, particularly formoving temperature sensitive
cargo, re-stocking essential
medicines and supplies, anddelivering life-saving emergency
items in humanitarian contexts.
Unmanned aerial vehicles, or‘drone’-based technologies andservices are demonstrating theability to deliver life-saving
materials, and in so doing, generate
substantial social benefits. The
Republic of Vanuatu is a Y-shaped
archipelago consisting of 83
relatively small islands of volcanic
origin that run 1,600 kilometres
north to south. Many islands andvillages are accessible only by boat,
and the roads on the major islands
only connect the most important
towns and villages. Here drones
provide a cost-effective solution tokeep inventories of vaccines, bloodand other life-saving
temperature-controlled medical
supplies in rural health posts.

21

UNICEF’s drones programme aims
to better address key considerationsin the use of drones, and craft apractical way forward for UNICEF to
globally leverage this technology toprotect and advance the rights ofchildren.

OUR PARTNERS• Ministry of Health, Republic of Vanuatu

It’s extremely hard to carry ice boxes to keep the vaccines cool while
walking across rivers, mountains, through the rain, across rocky ledges.
I’ve relied on boats, which often get cancelled due to bad weather. As
the journey is often long and difficult, I can only go there once a month
to vaccinate children. But now, with these drones, we can hope to reachmany more children in the remotest areas of the island.
- Miriam Nampil,
Nurse who Injected the World’s First Drone-delivered Vaccine

www.unicef.org/innovation/drones@unicef@unicef@UNICEF

IMPACT IN NUMBERS

50-60 KM

50-60 kilometres radiuscovered by the dronedelivery system,transporting medical
supplies from distribution
centres to rural clinics inless than 30 minutes

Inclusive and sustainable service delivery

22

Livelihoods
and enterprisedevelopment
Promoting alternative employment and income
opportunities, women in the workplace, competitive
products and services, and improved market access

Asian Development Bank
Barefoot College International
Empower
Esoko
HolaCode
Sustainable Growers
The Mountain Partnership
UN Women

Asian Development BankOUR SDGs

Developing Sustainable Alternative Livelihoods in Coastal Fishing
Communities in the Coral Triangle
Indonesia and Philippines

OUR IDEA
Indigenous people, particularly
women are often the mostmarginalised group in remote
coastal fishing communities, whoface challenges in accessing
financial and technical support toalleviate their economic condition.
This forces many of them to engage
in unsustainable coastal livelihood
practices that threaten criticalecosystems and the species that live
within them. To address this, theAsian Development Bank aimed toraise the incomes of indigenous
people, particularly women incoastal and remote areas such as

OUR APPROACH
The project involved working
closely with community leaders,local schools, and businesses toraise awareness of sustainable
coastal resource management.
Fishing communities were identified
with the help of local project
champions and were offered amenu of livelihoods as alternatives
to unsustainable coastal practices
that threatened marine
ecosystems. This included options
such as seaweed farming,
handicrafts production, andvocational training such as
carpentry, among others. The
project also included supportingthese communities throughtechnical and financial literacy
training, business plandevelopment, provision ofequipment and supplies,
mentorship, and market linkages topartner with local businesses. To
build a strong community spirit, theproject documented, and publicised
stories of best practices andlessons learned via social media.

the Berau district in East
Kalimantan, Indonesia, and theBalabac Municipality in Palawan,
Philippines. By piloting sustainable
alternative livelihood activities inselected villages, this projectfocused on adding value andimproving the quality of products
already produced in thesetargeted regions. Through this, theAsian Development Bank sought
to increase the resilience ofcoastal and marine ecosystems
while also developing alternative
livelihood opportunities for poor
coastal communities.

OUR PARTNERS• Japan Fund for Prosperous andResilient Asia and the Pacific(JFPR 9160)• Ministry of Marine Affairs andFisheries of the Republic ofIndonesia• Palawan Council for Sustainable
Development of the Republic of
the Philippines

For the first time in our lives,
here comes a project that takes us,
Molbog, to opportunities that we
could only dream of. Today, those
dreams are becoming a reality!
- Luzmida Casim,
32-year-old,
Community Development Officer/Beneficiary

IMPACT IN NUMBERS

461

461 alternative livelihood
units were established(of which 217 were led
by women)

902

902 individuals received
skill developmenttraining (of which
70% were women)

EXPO
OUR EXPO
20202020
EXPERIENCE
EXPERIENCE
Being showcased in the Global Best Practice Programme at Expo 2020 Dubai has really raised the project
beneficiaries' enthusiasm for marine life protection.

25

www.adb.org

Asian Development Bank

@adb_hq@ADB_HQ

Livelihoods and enterprise development

26

Barefoot College International

OUR SDGs

Digital Solar Night Schools
India

OUR IDEA
Access to quality and futuristic
education is limited in many
low-income countries, especially inareas where there is infrequent or noconnectivity, limited access toresources, and a lack of qualified
teachers. Children in thesecommunities are left without a wider
body of knowledge that is necessary
to succeed in the evolving
digitally-driven economy. To bridge
this gap, Barefoot College
International works on creating
informal learning spaces in thesecommunities by enabling community

leaders and champions through acontextualised curriculum. This
comprises knowledge building inareas such as gender equality,
diversity, environmental
sustainability, health and nutrition,
leadership and communication skills,
and awareness of rights. BarefootCollege International also provides
trainings that are supported by digital
tools running on renewable sourcesof energy. These night schools are
helping narrow the digital divide andimproving access to holistic
education for students fromunderprivileged communities.

OUR APPROACH
The Digital Community School is acommunity-led informal learningspace within rural/last mile regions
facing major roadblocks in receiving
education. This model is a direct
response to the 2015 SDG goal“Quality Education for All” where it
addresses barriers to energy,
connectivity, and availability ofqualified teachers by providing
communities with an in-house
designed and user-tested solar
powered projector “Edu box”. It ispaired with a tablet and an offline

content router which consists of 600
hours of curated digital content forlearners, customised to the local
context with a pro-girl child focus. In
addition to improving primary level
outcomes for literacy and numeracyof children, the intervention also
focuses on Education for Sustainable
Development which involves building
community champions who can voice
their issues and opinions and lead thedevelopment of other criticalsolutions.

My perspective on gender roles
changed after attending the genderworkshops. The various activities
and reflections made me realise thestruggles faced by women due to alack of access to information. It is
important that girls and women inrural communities are given
exposure and support so that they
can dare to dream and fulfil their
dreams. I am now determined to be anurse and serve the community. I
was very inspired by the movie
Amina - girls should keep fighting
and finding opportunities forourselves. We should work to break
the notion that girls are incapableand are always dependent.
- Beneficiary

IMPACT IN NUMBERS

80%

65%

80% of community
teachers trained and up
skilled in pedagogical anddigital skills.

65% of children could
demonstrably articulate
on SDG issues of gender,
sustainability and social
justice.

OUR PARTNERS

75K• Apple (India)• Worldreader

27

www.barefootcollege.org@BarefootCollege@barefootcollege@BarefootCollege

75k children educatedsince the model’s
inception

Livelihoods and enterprise development

OUR EXPO 2020 EXPERIENCE
The opportunity to take part in Expo 2020 Dubai hasallowed us to learn new and innovative models of inclusive
education. We have also been in communication with someof the other participants to discuss ways to strengthen andcomplement our model. Expo 2020 Dubai created an
opportunity for collaboration and learning to share anddiscuss ideas to improve the quality of education in ourcommunities.

28

Cooperativa de Exportação
de Cacau de Qualidade (CECAQ-11)

OUR SDGs

The CECAQ-11 Co-operative
São Tomé and Princípe

OUR IDEA
In 1913, Africa’s second smallest
country, the twin-island nation São
Tomé and Princípe, was the largest
producer of cocoa in the world.
Under Portuguese colonial rule,cocoa production was organised
into estates. In 1975, after declaring
independence, a lack of investment
and collapsing global prices led tothe industry’s collapse. Land fromthe old cocoa plantations was
divided into smallholdings anddistributed amongst the local
farmers. However, communities
organised themselves into
co-operatives and decided to growcocoa again in order to restore theirlivelihoods. Established in 2009 with
11 villages, the CECAQ-11(Cooperativa de Exportação de
Cacau de Qualidade) Co-operative isflourishing and has grown to include
20 cocoa farming communities.

OUR APPROACH
CECAQ-11 is an export co-operative
driving the production of quality
cocoa that supports small farmers inSão Tomé and Princípe. Companies
that buy the high-quality, organic
cocoa from CECAQ-11 pay
fair-trade prices and an additional
premium to support sustainability
practices like maintaining
nutrient-rich soil. Investing in soil
helps improve yields and builds
resilience to climate change, as
healthy soils require less tillage andabsorb more carbon.
By joining the co-operative, farmers
are guaranteed a regular buyer,

payment throughout the year andthey collectively decide how toinvest the Fairtrade premium. To
date, CECAQ-11 has used the extra
funds to build a day care centre andnursery and bring electricity tovillages, amongst otherinvestments. Their forthcoming
priorities include improving accessto water and roads to remotecommunities.
A third of the co-operative farmers
are women who grow food to feed
their families and also earn aregular income from the cocoa they
now grow.

Spending time with the membersof the CECAQ-11 co-operative, we
saw and heard evidence of this pride
every day. Cocoa growing, especiallyon the steep slopes of the island, is alabour-intensive affair, but thesefarmers can see the benefit of being
more meticulous and skilled in how
they manage their farms. They havebeen trained in better pruning
methods, in shade management(cocoa grows best in the humid
shade of the rainforest canopy), andin grafting seedlings to combine
quality with higher productivity.
- Charlotte Borger,
Divine Chocolate

IMPACT IN NUMBERS

20

300

20 farming communities
form the members of the
co-operative with a totalof 1.1K+ farmers – 393 ofwhom are female, as of2018.

300 tonnes of cocoa
produced by the
co-operative in 2017.

OUR PARTNERS• GEPA The Fair Trade Company, Germany• Divine Chocolate

29

Livelihoods and enterprise development

30

Empower

OUR SDGs

Global Plastic Waste Deposit and Tracking System
NorwayOUR IDEA
Most used products and materials
end up in landfills, incinerated or
leaking out toxins into nature. This is
primarily due to a lack of producer
responsibility, collection, andsegregation at source. Data showsthat the presence of microplastics insoils, sediments, and freshwater
could have long-term negative
effects on ecosystems, especially asthese particles make their way into
the food chain. To address thisgrowing plastic waste problem,

Empower has created a global plastic
waste deposit system, wherecollection and segregation at source
can be implemented quickly
anywhere in the world. Empower
does this by giving plastic waste avalue, and creating a truly
decentralised and scalable waste
management system. Through its
ongoing efforts, the organisation has
helped remove 21 million kgs ofplastic waste from the naturalenvironment.

OUR APPROACH
Lack of resources and waste
management infrastructure cause
waste to leak out into theenvironment. By giving plastic
waste a value, Empower helps
formalise the waste management
sector and creates sustainable jobs
and investments in waste
management. It matches collectors
around the world with both fundingfor clean-ups, through plastic
credits, to extended producer
responsibility schemes andpotential buyers for the collectedmaterials. It also empowers those
who can collect and clean-up
waste to create their own jobs andbusinesses, strengthening local
entrepreneurs and businesses.

By digitalising the work andcollecting data, they also create a
track record both for waste pickers
and collection organisations, helping
them access micro loans, insurance,
financial services, and generalinvestments for waste management.
Since 2019 Empower has scaled up
from 16 countries to more than 40
countries. They have gone from 50
tonnes of waste collected in 2019 tomore than 13,000 tonnes collected
in 2021, reaching more than 10,000
waste-pickers directly, andimpacting the lives and environmentof hundreds of thousands.

I must say that this is the best
I have seen in terms of aninterface for waste
management.
- Karsten Hirsch,
CEO of Plastic Fischer

15K+

www.empower.eco

15K+ tonnes of wastematerial has beencollected.

OUR PARTNERS• Alliance to End Plastic Waste• SAP• United Nations Human Settlements
Programme (UN-Habitat) WasteWise Cities• Incubation network• Ocean Plastic Prevention Accelerator• DOW Chemicals• Vestre• Alba Group• iWRC• Ocean Materials• Tide.Earth• EvergreenLabs• ReForm

31

IMPACT IN NUMBERS@EmpowerPlastic@empowerplastic@Empowerplastic

OUR EXPO 2020 EXPERIENCE

1OK+

2OM

10K+ waste-pickers havebeen provided withadditional revenue.

20 million people aroundthe world have beenreached about a potential
solution for plastic waste.

Livelihoods and enterprise development

Expo 2020 Dubai has helped to spread the word about
Empower’s solutions and attracted more collection
organisations, sponsors and partners to the projects. We haveconnected with global changemakers and a network that has
opened new doors for Empower, initiating new and related
ventures among them using the same basic technology toempower cocoa farmers in Belize and bringing transparent
and social cocoa to the worlds markets.
It was amazing to witness Expo 2020 and all the people
focusing on sustainability and striving towards a better world.
We hope we see continued support and investments into
scalable solutions during the coming years so that some of theSDGs can be achieved by 2030 and providing even more hopefor continued work.

32

EsokoOUR SDGs

Digital Farmer Service
Ghana

OUR IDEA
Farmers across Africa often facedifficulty in accessing criticalagronomic information which inturn stifles their yields andlivelihoods. Esoko empowers
smallholder farmers and theorganisations that work with themby providing targeted weather

forecasts, market price data, andagronomic best practices via SMS
and voice channels. Esoko hastapped into the the emergence ofmobile technology in Africa toimprove the lives of ruralcommunities across the continent.

OUR APPROACH
Esoko operates primarily through a
B2B2C (business to business toconsumer) model and curates
agronomic information alongside a
range of partners such as
third-party weather service
providers and agricultural research
institutions. Smallholder farmers are
profiled/registered using Esoko's
data collection app, Insyt and field
deployment services. Data collected
includes (but is not limited to) phone
numbers, GPS of farms (for accurate
weather information), crops grown(for relevant agronomic tips), andlocation (for relevant market priceinformation). Farmers can also
contact Esoko’s call centre to register
for information services. Onceregistered, farmers receive
agronomic information on a weekly
basis through SMS or voice SMS. As
lack of literacy is a challenge on the
African continent, Esoko employs
voice-based digital solutions toimprove the effectiveness and reachof advisory campaigns acrossagriculture.

After receiving messages from
Esoko under the CCAFS project, I
can say that I am better off today
than I was two years ago. The yieldsof my two favourite crops (maize
and millet) have increased - I was
getting only 4 bags of maize but
now I have already shelled 6 bags! I
have never had such a good harvest
before. I follow advice from Esoko
and even call them on 1900 andspeak Dagaari with them.

IMPACT IN NUMBERS

1.7M

1.7 million farmers across
Africa empowered withtargeted agronomic
services since Esoko’s
inception in 2008.

- Mampong Naa,
Resident of Jirapa Baazu, Upper West of Ghana

10%

10%

33

www.esoko.com@EsokoNews

Esoko@Esoko10% increase in incomes
reported by farmers in
Ghana who received
Esoko's agronomic
content over a period of
one year.

10% increase in incomes
reported by farmers in
Ghana who received
Esoko's agronomic
content over a period of
one year.

Livelihoods and enterprise development

OUR EXPO 2020 EXPERIENCE
We are grateful for the opportunity to showcase
Esoko's digital agriculture solutions to the world at Dubai
Expo 202034

Hola<code/>

OUR SDGs

Hola Code
MexicoOUR IDEA
Migrant populations often face thechallenge of integrating into
Mexico’s communities due to thelack of accessible opportunities.
Some of the obstacles they face
include the unavailability of accessto financial products, lack of support
networks, poverty cycles, andoverall, social discrimination.
Considering the high demand of techtalent in addition to theunprecedented opportunity for
migrants in Mexico, HolaCode was

OUR APPROACH
HolaCode is the only integration
programme in Latin America
offering comprehensive EdTech
and long-term integration
services for forced migrants(returnees, deportees, andrefugees) in the region. They
harness the potential talent of
the migrant community for thetech sector by offering asoftware engineering training
boot camp. They transformtalented individuals into
software developers, through an
intensive 5-month long coursethat teaches the basics ofcoding, soft skills, and app
development. This enables themto tap into both Mexico’s
growing tech sector and theglobal demand for bilingual,bicultural developers.

established to help train and enablemigrants to secure tech related
employment. The programmecaters to student needs through theprovision of a weekly stipend,competitive student loans, day carefacilities, and psychologicalcounselling support. Students arealso mentored through careercoaching and have access to
HolaCode’s network of 42 hiring
partners across Argentina and theUnited States.

OUR PARTNERS• Globant• T-Systems• CELO• WeWorkThanks to HolaCode I believe in myself and my ability to learn newthings. I didn’t know anything about computers—now, lookat me!

IMPACT IN NUMBERS-Jessica González Torres,
32-year-old, Beneficiary and Software Developer

300%

They are the only integration
programme that creates along-term impact in migrantcommunities based in Mexico.
For students, this results inaccess to high demand jobs,
salary increases, and financial
services.

74%

100%

35

www.holacode.com@Holacode1@holacode@hola_holacode300% salary increase rate
for graduates after
HolaCode’s programme

74% graduates’ salaries
put them in the 19%
bracket of the Mexican
population the highest
income in the country

100% of them haveaccess to financial
services, if they require it

Livelihoods and enterprise development

OUR EXPO 2020 EXPERIENCE
Being part of the Global Best Practice Programme has let
us meet and learn from other organisations that work within
education and has also helped us share experiences with otherglobal innovators that are changing the world. Thanks to Joe
Lipscombe and Emily Staub we were able to design acommunication strategy that enabled us to have a better
understanding of our target audience in order to engage withthem. We want to thank Expo 2020 Dubai for the invitationand for letting us be part of this changemakers group.

36Sustainable Growers

OUR SDGS

Question Coffee: Promoting Women Coffee Farmers
RwandaOUR IDEA
Smallholder coffee farmers suffer
under a global pricing system thatbears no connection to the cost of
production. They face steadily
increasing prices for inputs such as
fertilisers and pest management,
while the global price for coffee
continues to fall. Female coffee
farmers are further marginalised.
They are seldom the direct recipientof the income for their labour, whichusually goes to the head of thehousehold, making them invisible

throughout the supply chain. In
view of this, Sustainable Growers
developed an innovative training
program to increase theproductivity of women coffee
farmers to elevate women
throughout the value chain.
Immediately the quality of coffee
increased, consumption of coffee
expanded throughout the region,and the demand from internationalbuyers rose exponentially.

OUR APPROACH
Research indicates that yields onfarms worldwide can increase by
up to +30% if women are given
the same productive resources asmen. Sustainable Growers
program uses a proven formulabased on women-led efforts toelevate women throughout thevalue chain. In 2013, Bloomberg
Philanthropies engaged
Sustainable Growers to bringinnovative training to the coffeebusiness and made a commitment
to bring smallholder farmers up
the value chain.

OUR PARTNERS• Bloomberg Philanthropies• Ministry of Agricultural and Animal
Resources, Rwanda• National Agricultural Export
Development Board, Rwanda• MasterCard Foundation

Our success (in partnership with Sustainable Growers) comes fromthe small, deliberate actions we take every day. We are hands-on to
make sure we attend to the details.
- Esther Mukangango,
President, Nyampinga Cooperative.

They facilitated the creation of amulti-dimensional partnershipnetwork, building a solid
foundation and support networkthat women farmers could tap
into. In 2016, Sustainable Growers
established a social enterprisebrand called Question Coffee tobuild local demand forhigh-quality, specialty coffee by
the graduates of the training
program. Their products are soldlocally to major hotels,
restaurants, and nationally as well.
The Question Coffee Academy
provides internationally certified
barista training as youth
employment opportunities.
Returns from Question Coffee are
directly reinvested into theirtraining programme.

37

IMPACT IN NUMBERS

www.sustainablegrowers.org

50K+

50K+ women farmers and
80 co-operatives enrolled
and trained in Rwanda andthe Democratic Republicof the Congo, resulting insecondary impact tonearly 200 K families

40%

40% increase in coffee
production and a 52% hikein sale revenues toco-operatives, returning
more income to farmers'
pockets.

30%@sustainablegro@SustainableGro

30% increase in the
average monthly
household income
per farmer

Livelihoods and enterprise development

OUR EXPO 2020 EXPERIENCE
Through our participation at the Expo 2020 Dubai, we
increased visibility of the women coffee farmers in our
program on a global scale and established new relationships
with international roasters and buyers in the UAE. We foundthis as an opportunity that opens doors for many otherplatforms where Rwandan and Congolese women coffee
growers can not only learn from others but are also inspired to
do more. At Expo 2020, our brand ‘Question Coffee’ received
interest from tour promoters in Dubai, encouraging tourists tovisit Rwanda. We also secured ownership of an in-houseroaster to improve local production and were presented withthe opportunity for a retail expansion with reputable
restaurants in the UAE.

38

The Mountain Partnership

OUR SDGs

Food and Agriculture Organization of the United Nations
The Mountain Partnership Products InitiativePeru

OUR IDEA
Around the world, important
agrobiodiversity and traditional
knowledge are disappearing as
farmers switch to growing
commercial crop varieties that are
more profitable in the short term. In
the long term however, these crops which are not adapted to the local
ecosystems - can cause
environmental degradation. The
solution requires adequate
promotion of heritage varieties andthe strengthening of value chains toensure farmers receive fair pay andcontinue growing varieties theircommunities have developed overgenerations. The Mountain
Partnership Product (MPP) Initiative,is helping achieve this in mountainareas of developing countries aroundthe world through a certification andlabelling scheme for ethical, fair, andorganic products.

OUR APPROACH
Due to the limited arable land andthe heritage nature of thevarieties, mountain products areproduced on a small scale,sustainably, without the use ofchemical inputs. While the highvalue of these products shouldcompensate for their small
production volume, mountainproducers rarely receive a fair
price and consumers cannot
easily distinguish mountainproducts from others in themarketplace. The Mountain
Partnership Products (MPP)
initiative strengthens theresilience of mountain people,
their economies and theirecosystems. It provides technicaland financial support to small-holder
mountain producers fromdeveloping countries.
The initiative promotes sustainable
mountain farming systems through anarrative label that tells the story ofeach product, thereby enabling
consumers to make informed
purchases. To lower certification
costs, MPP partners in 8 countries,
where they established the firstglobal network of participatory
guarantee systems for mountainproducers, promoting horizontality,
trust and transparency indecision-making through a low-costquality assurance certification
scheme.

The MPP label has made ourbrand more recognisable on themarket as well as validated thepositive impact our venture has hadon small-scale rural farmers. The
product is really appreciated at
farmers markets and in organic
shops, and selling our jam has
increased farmers’ income during theperiod of the year that the berry
grows.

40%• Food and Agriculture Organizationof the United Nations• Italian Ministry of Foreign Affairs
and International Cooperation• Slow Food
• IFOAM – Organics International• NaturaSí• United Nations Development
Programme (UNDP)• Stella Jeanwww.fao.org/mountain-partnership/en/49%- Gabriel Chaman, MPP focal point,
34-year-old, Project Manager REDAR Peru

OUR PARTNERS

39

IMPACT IN NUMBERS

25%@MountainPartnership@unmountainsmatter@UNmountains

49% increase in sales
achieved by MPP partners
using the narrative labels
and appropriate
marketing strategies

OUR EXPO 2020 EXPERIENCE
40% increase inproduction witnessed by
MPP partners

25% increase in selling
price of products
produced by MPP
partners

Livelihoods and enterprise development

Thanks to the recognition received by Expo Dubai 2020
Global Best Practice Programme, the project managed toraise €4 million from Italy to scale up the activities in themountains and expand the project’s scope to other fragile
ecosystems, such as islands.
In addition, since collaborating with the Aga Khan Agency for
Habitat (AKAH) at Expo 2020, the AKAH has become an
official member of the Mountain Partnership andDilshodbegim Khusravova, AKAH volunteer from Tajikistan,
has been nominated as the first Youth40

UN Women

OUR SDGs

E-Rickshaw Services by Women for Women
Nepal

OUR IDEA
Women comprise of 50% of theworkforce in Nepal and make up
10-15% of the total migrant
population. Despite making asignificant contribution to Nepal’s
economy, women are often confinedto traditional, low-paying work withlimited possibilities for economic
empowerment. This has resulted inmany women seeking employment

opportunities abroad, at the risk ofdangers such as trafficking, forced
labour, physical exploitation, andsexual abuse. UN Women
implemented an initiative thatprovides an enabling environment
for returnee migrant workers togrow and progress throughfinancial self-reliance.

OUR APPROACH
By training women to become
licensed electronic rickshaw(e-rickshaw) drivers, this project
not only challenges prevailing
gender norms, but also improvessafety and mobility for female
commuters. By providing them with
employment and income
opportunities in a
non-stereotypical andnon-traditional occupation, thee-rickshaw initiative has helped
returnee women migrant workers
reintegrate into society. Women
e-rickshaw drivers also become
agents of change in theircommunities, demonstrating
themselves as role models, paving apath for more women to defy
societal stereotypes.

There’s immeasurable
satisfaction in being financiallyindependent and not having tolive at the mercy of others. I am
able to comfortably provide forour family’s needs. I feel content
because this vocation has given
me financial freedom.
- Padma Chaudhary,
38-year-old, Beneficiary and
Resident of Phulwari village

OUR PARTNERS• Ministry for Foreign Affairs, Finland• Ministry of Women, Children and Senior
Citizen, Government of Nepal• Pourakhi Nepal

41

www.asiapacific.unwomen.org/en/countries/nepal_asia@unwomennepal@unwomenasia@unwomennepal

Livelihoods and enterprise development

42

Resilient
habitats
Better protecting human, economic and natural
assets in urban, rural. and fluid environments.

Carbon Tanzania
Doh Eain
Food and Agriculture Organizationof the United Nations (FAO)
Land Life Company
Planet Indonesia
Seacology
UN-Habitat

Carbon Tanzania

OUR SDGs

Yaeda Valley Project
Tanzania

OUR IDEA
Deforestation is responsible for over
50% of Tanzania’s carbon emissions.
Shifting agriculture is a key driverand is responsible for approximately
80% of the country’s deforestation.
This conversion of forests tofarmland threatens indigenous
cultures and wildlife and accelerates
climate change and biodiversity loss.
Tanzania currently loses between
400,000 – 500,000 hectares offorest per year. Carbon Tanzania
believes that it is only by working
with indigenous communities andlocal governments that genuine
long-term forest stewardship is
possible. With this aim, the Carbon
Tanzania through the Yaeda Valley
REDD Project collaborates with
the indigenous Hadza
hunter-gatherers to protect theircommunity-owned, threatened
forests. This project involves 12
Tanzanian village communities
and seeks to scale up forest
protection in the region, while alsoenabling indigenous communities
to earn an income and secureownership of their land.

OUR APPROACH
The Yaeda Valley REDD Project is anatural climate solution that
protects 32,000 hectares of
threatened, community-owned
forests. Using the REDD monitoring
framework and methodology forcarbon accounting, three Hadza
communities keep 18,700 trees
standing, avoiding 20,600 tonnesof CO2 emissions annually. The
resulting high-quality carbon
credits are certified by Plan Vivoand sold on the voluntary carbon
market and has earned thecommunity $480,000 to date. The
carbon revenue generated thenflows directly to the communities,
who decide how best to spend
their funds. The revenue earned
pays salaries to community scouts
who patrol and protect the forestfrom deforestation, poaching, andland incursions. The revenue is also
used to enhance educational
opportunities, improve health carefacilities, and support community
development initiatives.

The community sits down together and has a meeting to decide what
the carbon revenue should be spent on. The money is usually spent onschool fees, hospital and health funds, emergency food rations and onsalaries to pay the community scouts to patrol the forest. We all need toguard our land. Without our land we are lost, we can’t be Hadza withoutland, the Hadza are part of the environment.
- Pili Goodo,
34-years-old, Beneficiary

IMPACT IN NUMBERS

344K

344K tonnes of CO2
emissions avoided due tothe reduction of
deforestation to nearlyzero in the Yaeda Valley
project area

OUR EXPO 2020 EXPERIENCE

68%

68% increase in giraffesightings in the Yaeda
Valley project area

OUR PARTNERS$480• The Nature Conservancy• Ujamaa Community Resource Team
• Dorobo Fund
• Hooge Raedt Social Venture45

www.carbontanzania.com@carbontanzania

Carbon Tanzania@CarbonTanzania

Resilient habitats$480K earned in carbon
revenues directed tocommunities

It has been an honour to be chosen from so many
impactful projects around the world to become part of the
Global Best Practice Programme at Expo 2020. We are
grateful to have had this incredible opportunity to share ourmessage and work with a global audience. The honour of
being recognised as a Global Best Practice has motivated the
Hadza community to continue with their forest protection
activities. The recognition from the global community
supports them in their efforts to advocate for forest
protection financed by the voluntary carbon market, which inturn, leads to the approach utilised by the project being
replicated across the country.

46

Doh Eain (Our Home)OUR SDGs

Doh Eain (Our Home)
MyanmarOUR IDEA
Rapid urbanisation is leading to thedestruction of built heritage and thedecline of public spaces. As aconsequence, the identity andliveability of cities often get left
behind as priorities impacting theinclusivity and sustainability of living
spaces. Doh Eain preserves heritage,
improves public spaces, andorganises activities that connect

people with places, employing auser-centred, participatory approach.
They aim to inspire and enablepeople to participate in re-shaping
their city while retaining cultural
heritage. Doh Eain’s work is rooted infour core principles, local leadershipand user-centeredness, asset-basedand creative, ecological sustainability,and financial viability.

OUR APPROACH
Doh Eain began as an informal
initiative in 2015 by helping a family
renovate their apartment in ahistorical building on Bogalay Zay
street. With limited means tofinance this renovation, Doh Eain
provided financial and design
support to upgrade the apartment
to modern standards to allow for
renting to a new tenant. The cost ofrenovation was paid back by thefamily over time, while the family
started enjoying a solid monthly
income. Following the success of
this model, demand for renovation
grew amongst other family
members and friends who owned
heritage spaces.
Parallel to this work, in 2016, Doh
Eain started converting one of
Yangon’s many trash alleys into asmall vegetable garden, creatingmuch needed public spaces where
there were previously none.
Empowered by social and local
media, images of the vegetablegardens went viral. Following this, thelocal government threw its weightbehind several more “trash alley to
Alley Garden” projects led by Doh
Eain bringing together both aspectsof their work - restoring heritage andupgrading public spaces. Throughthese projects, the value ofmaintaining historical and cultural
identity was realised. They also
supported neighbourhoodsocio-economic growth andcontributed to social cohesion,
wellbeing, and sustainability. Doh Eain
demonstrates the role a social
enterprise can play to preserve andimprove heritage and urban
landscapes directly with the people
and communities that inhabit them.

Doh Eain helped me restore
our family house in downtown
Yangon, which goes back four
generations to the late 1800s.
My property is now the pride ofour street and it also generates a
steady flow of income to support
my children's education.
- U Htein Aung,
76-years-old, Heritage Property Owner

IMPACT IN NUMBERS

$1M

$345K

OUR PARTNERS• United Nations Human Settlements
Programme (UN-Habitat)• United Nations Population
Fund (UNFPA)• Asia Preparedness Partnershipwww.doheain.com/en$346K generated forfamilies owning heritage,over half of whom areclassified as low or lower
middle income

OUR EXPO 2020 EXPERIENCE

19.2
SQ.M

47

$1 million invested in therestoration of several
dozen historic homes@DohEainYGN@doheain_ygn

Resilient habitats

19.2K sq.m of new public
spaces, servicing at least
65,000 people who live
within 500 metres ofthese spaces

We are currently transitioning from being a Myanmar only
company to being an international design practice. Expo 2020
came at a perfect moment and helped us meet actors working
in the urban development space all around the world.

48

Food and Agriculture Organizationof the United Nations (FAO)

OUR SDGs

Humanitarian-Development-Peace Nexus
UgandaOUR IDEA
Frequent and persistent droughts
are a recurrent feature of the
Karamoja Cluster, which
encompasses the south-westernparts of Ethiopia, north-western
Kenya, the south-eastern parts ofSouth Sudan, and north-eastern
Uganda. The resulting persistent
food insecurity of pastoralist
communities is worsened by theoccurrence of transboundary animal
diseases and the eruption of
conflicts over natural resources
within countries and across borders.
The Food and Agriculture
Organization’s (FAO) decade-longwork in the Karamoja Cluster (inUganda and Kenya) shows thatinterventions focusing on livestock
mobility and natural resource
management play an important role
towards strengthening livelihoods,
sustaining peace and indirectly
preventing conflict. Specifically, thesustainable cross-border sharing of
natural resources and thecoordination of animal movements(and the services associated with it,such as vaccination and healthinspection) have been usedeffectively by FAO and partners toprevent and mitigate conflicts. FAO
facilitates peaceful inter-community
co-existence through cross-borderresource sharing mechanisms,
livestock co-ordination, and natural
resource management.

OUR APPROACH
FAO performs interventions
combining livestock mobility andthe preservation of natural
resources with the goal ofsustainable social transformation,
innovation, and conflict prevention
which have proven mostcost-effective at increasing
resilience. Reduced border conflict
enables traders to cross between
Kenya and Uganda safely and more
frequently. The sharing of pastoral
resources (and services) not only
promotes the resilience ofresource-poor communities, it also
creates new opportunities forcross-border trade and opens up

new markets. The cross-border
trade in livestock, grains and othercommodities has increased, natural
resource management plans havebeen agreed to, and livestock andhuman health have improved.

We should keep having thesepeace talks, and not go back to
the time of the guns.

IMPACT IN NUMBERS- Adupa,
A Reformed Karamojong Warrior at aCommunity Peace Meeting in Karamoja
District, Uganda

2M

Local governments are integrating
community plans in their planning
processes, which has improved theirresilience and disaster preparedness.
Additionally, a dialogue platform
where communities mediate
disputes, conclude peaceagreements and formulate joint
grazing policies to avoid future
conflicts has been established.

2 million livestock
vaccinated every season

4

4 countries including Ethiopia,
Kenya, South Sudan, andUganda signed the Multilateral
Cross Border MoU and
Implementation Framework to
Enhance Animal Disease Control

OUR PARTNERS• Intergovernmental Authority on
Development (IGAD)• African Union (AU)• ACTED and Vétérinaires Sans
Frontières International (VSF)49

www.fao.org/home/en/

OUR EXPO 2020 EXPERIENCE• International Union forConservation of Nature (IUCN)• European Union (EU)• Swiss Development
Cooperation (SDC)@UNFAO

FAO’s partnership with IGAD on cross-border movements have allowed pastoralists from Turkana, Kenya to accessgrazing lands in Uganda, without causing conflicts with the Karamojong. Expo 2020 has showcased this unique solution,
triggering re-engagement with partners on scaling the approach within the cluster.

@fao

@FAO

Resilient habitats

50

Land Life Company

OUR SDGs

Building a Green Refugee Camp
Cameroon

OUR IDEA
As rising temperatures continue tochange socio-ecological systems
and impact both humans andnature, displacement will affectincreasing numbers of people
around the world. As many as 86%
of the world’s refugees are fleeing
to poor countries where resources
are already scarce. The Minawao
refugee camp in Northern
Cameroon originally opened in

2013. The rapidly growing refugeecommunity has led to significant
environmental and social
challenges, including water
shortages, damage to valuablegrazing land, desertification, anddeforestation. The Green RefugeeCamp addresses two of thebiggest global challenges –climate change and the plight ofrefugees – through reforestation.

OUR APPROACH
In 2017, the world’s largest
humanitarian aid agency, the
UNHCR (United Nations HighCommissioner for Refugees) andLand Life Company, supported by
the Dutch National Postcode
Lottery and the Lutheran World
Federation, joined forces to build a
Green Refugee Camp in the Far
North of Cameroon. Together withrefugee and local communities, theproject worked to bring backforests, create jobs, improve
nutrition, and provide shade andwind protection to Minawao Camp
refugees. The partners brought theirtechnical knowledge, tree planting
experience, a local presence, andnetworks to create maximum
impact.

The 2018 reforestation projectprovided jobs such as tree nursery
technicians and planting andmaintenance labourers. Refugees
received income and training
certificates for the skills acquired. All
partners involved have declared thisproject a great success and are
excited to continue.

OUR PARTNERS• The Dutch National Postcode
Lottery• United Nations HighCommissioner for Refugees(UNHCR)• Lutheran World Federation (LWF)

The Green Refugee Camp
brings to life a new model on how
to reduce the environmental
footprint of humanitarian efforts,bringing together people andplanet in one of the mostchallenging regions on earth.
- Mamady Fatta Kourouma,
Head of UNHCR Maroua sub-office, Cameroon

www.landlifecompany.com

175
175 local jobs werecreated

40,000 trees were planted in 2018,with survival rates of 75%. Some ofthose trees are now over 4 metrestall and are being protected by thepeople who planted them.
Furthermore, the project has
encouraged peaceful andco-operative co-existence between
local communities and refugees,
working side by side on a joint
mission. Through a holistic
approach, the project goes beyond
planting trees and replaces wood asa fuel source with eco-friendly
cooking alternatives produced at
the camp.

51

IMPACT IN NUMBERS

160K

2.2M

@landlifecompany@landlifecompany@LandLifeCompany

Resilient habitats

160K tonnes of fodder
and 8.4K tonnes of neem
oil will be produced over
40 years

2.2 million litres of water
saved (Used 61% lesswater than traditional
planting)

OUR EXPO 2020 EXPERIENCE
While building the "Green Refugee Camp" in Cameroon
has been successfully concluded, the exposure and platformthat Expo 2020 has provided has been truly amazing. We haveconnected with several other projects to evaluate if we can
combine our efforts. Moreover, the presentations anddiscussions we've had in Dubai have resulted in several
inquiries for reforestation in new territories. It was an
unforgettable experience, and we hope our projects willcontinue to deliver impact on the SDGs, all thanks to Expo’s
commitment to make this planet better.

52

Planet Indonesia

OUR SDGs

Conservations Cooperatives
Indonesia

OUR IDEA
Rural communities living in tandemwith West Kalimantan ecosystems
often suffer from socio-economic
insecurities due to unmet social andfinancial needs. These barriers drive
them to exploit surrounding natural
resources beyond their subsistenceneeds, reducing the resilience of thevery ecosystems that act as theirlifeline. Planet Indonesia is dedicatedto conserving at-risk ecosystems
through village-led partnerships. Byenhancing access and rights forcommunities to manage land andseascapes collaboratively andlocally, biodiversity is supported,
habitats are protected, solutions forclimate change adaptation aredeveloped, and local livelihoods areenhanced.

OUR APPROACH
Planet Indonesia’s evidence-basedmodel is delivered through a‘Conservation Cooperative’
approach. Addressing issues at thesocial-ecological nexus, it isco-designed and built upon thevalues, needs, and aspirations of
the communities that they partner
with. Planet Indonesia provides thetools, technical assistance, andfunding for effective participatory
management of local resources allwhile catalysing and supporting thecreation of inclusive local
governance institutions that act as
the vehicle to deliver financial,health, and well-being services that
improve a village’s social-economic
well-being.

This approach has contributed todeforestation rates dropping by 56%
surrounding the partner villages ascompared to 2 years prior to theprogramme implementation in the
Gunung Niut Nature Reserve. At thecoastal site, 56.7 hectares ofmangrove forests were lost per year
before the intervention. Three years
since the project was implemented,
this reduced to 23 hectares per year.
Additionally, 32,440 mangrove trees
and 3,709 agroforestry trees havebeen planted in the last year.
Alongside, their Healthy Family
Initiative and Literacy Programmes
directly address gaps in social
services in partner communities.

I am optimistic, especially for thecommunity, that they are aware thatthe protection and management ofmangrove areas in a sustainable
manner is important and brings
value in the future, not justparticipating in programmes
initiated or implemented by thevillage or village partneringorganizations. But purely because
the community has open insight andviews, so that it becomes a common
goal to protect the mangrove area.

IMPACT IN NUMBERS

25-Agustar,
Head of the Mengkalang Jambu Village

55%
OUR PARTNERS• The David and Lucile Packard
Foundation• Trafigura Foundation• United Nations Development
Programme (UNDP)• Mandai Nature• March Conservation Fund
• Blue Ventures• Future for Nature53

www.planetindonesia.org@planetindonesia1@planetindonesia@planet_indo30%

Resilient habitats

25 new community
enterprises started in
2021 strengthening the
economic resilience ofcommunity livelihoods

55% increase in income
from our sustainableagricultural farmers andan increase in the use of
Climate Smart techniques

30% improvement in yieldfor fishermen fromperiodic fisheries closures

OUR EXPO 2020 EXPERIENCE
Since we began our engagement with Expo 2020, we
have begun offering our services to two communities in
Kalimantan’s largest marine protected area, reaching the
2,500 people living within the Karimata Marine Reserve.
Additionally, we are now working with six local NGO andCSO partners in Indonesia to share this localised community
organising system with the villages they serve. These
partnerships will strengthen pre-existing community
groups, identify local regenerative actions and build upon
common area governance.

54

Seacology

OUR SDGs

The Sri Lanka Mangrove Conservation Project
Sri Lanka

OUR IDEA
Mangrove preservation andrestoration are critical tools in thefight against climate change due tomangroves’ ability to sequester
large amounts of carbon – manytimes more than other types offorests - for significantly long
periods of time. Mangroves also
provide a natural buffer to coastal
communities against storm surges:
dense, healthy mangrove forests candecrease the force of tsunamis andtyphoon swells by 66%, saving lives
and preventing property damage. In
the past 50 years, the world has lost
half of its mangrove forests. If
current mangrove deforestation
rates persist, nearly all of the earth’s
unprotected mangroves could begone within the next 100 years.
Seacology established the Sri
Lanka Mangrove Conservation
Project to bring together
stakeholders from thecommunities and the government
to comprehensively protect
mangrove forests.
Mangroves are also profitableecosystems and the source of foodfor thousands of small
communities. Strategies must be
developed to preserve these
critical blue carbon ecosystems;
however, in order for suchconservation initiatives to be
successful, these must engage
local communities and address the
economic pressures they face.

OUR APPROACH
The Sri Lanka Mangrove
Conservation Project was
launched in 2015 through alandmark trilateral agreement
between Seacology, Sri Lankan
NGO Sudeesa, and the Sri Lankan
government. This agreement
made Sri Lanka the first nation in
the world to commit tocomprehensively protecting all of
its mangrove forests. In tandemwith mangrove conservation,
Seacology has helped mitigate
poverty in coastal communities by
providing sustainable livelihoods
training and micro-loans to over
10,000 women and young people
in exchange for their leadership in

community mangrove
conservation co-operatives.
The programme participants willlead their communities inmangrove propagation,
reforestation, and protection. As
a result of the livelihood training
and micro-loan programme,
beneficiaries will be able tocreate new or expand existingsustainable businesses which
will lead to greater financial
stability. This in turn will result inbetter nutrition and healthoutcomes, increased economic
security for families, and protect
against destructive storm

Mangroves help protect thevillage, prevent soil erosion and help
in the reproduction of fish. And we
get fresh air. We get air to breathe
from the mangroves- Jeyasothy Navanesveran,55-year-old, Beneficiary.

IMPACT IN NUMBERS

36K

1.2K
1.2K acres of mangrove
forests replanted

OUR PARTNERS• Sudeesa• Sri Lankan Ministry of National
Integration, Reconciliation, andOfficial Languages• Sri Lankan Forest Department55

www.seacology.org• Sri Lankan Department ofWildlife Conservation• Sri Lankan NGO Secretariat• Global Resilience Program@Seacology

36K acres of Sri Lanka’s
existing mangrove forests
mapped

1.5K@seacology_photos@seacology

Resilient habitats

1.5K Community Based
Organisations (CBOs) werecreated to place livelihood
development and mangrove
conservation in the hands ofwomen living in marginalised
coastal communities

56

UN-Habitat

OUR SDGs

Participatory Slum Upgrading Programme in Ga Mashie, Accra
Ghana

OUR IDEA
Over the last three decades, Ghana
has experienced rapid urbanisation.
As Ghana’s total population morethan doubled between 1984 and2013, urban population growth
outpaced rural population growth.
The urban population more thantripled in this time, rising from under
4 million to nearly 14 million people.
The Participatory Slum Upgrading
Programme (PSUP) focuses on the
biggest deprivations for slum
communities: the lack of adequate
and safe housing conditions, cleanwater supply, sanitation, and secureland tenure. The programme
engages a wide range ofstakeholders in the process of slum
upgrading: local communities,
national and local governments,
financial partners as well as key
stakeholders from
non-governmental organisations(NGOs), community basedorganisations (CBOs), private sector,
and academia.

OUR APPROACH
PSUP’s approach involved
improving mobility, waste
management and local economic
development. This included paved
streets, drainage, water points,
public bath houses and repaired
sewerage networks, and hygiene
facilities. The community
involvement cut construction
costs by half and created new
skills. The Ga Mashie Development
Agency (GAMADA) office which
serves as a homework centre forchildren, a basketball court,
boxing gym, and an open area formeetings, was refurbished toincrease safety and social
integration.

UN-Habitat has also provided theinformal settlements, which arelocated in the Ga Mashie district,with facilities for handwashing,water tanks and standpipes, masks,
and sanitisers to prevent the spreadof COVID-19, financed by
UN-Habitat’s Emergency Fund andby the Swedish International
Development Cooperation Agency(SIDA). PSUP gained the support of
the government in the drafting of
the National Slum Upgrading andPrevention Strategy, which will
provide a platform to implement the
Ghana National Urban Policy andAction Plan, and promote citywide
slum upgrading and prevention
strategies.

We now have paved roads almost
everywhere. Today, a newly built
drainage and the repaired local
sewerage network ensures that thestreets are accessible all year round.
- Gabriel Nii Teiko Tagoe,
Chief Development Planning Officer of the Accra
Metropolitan Authority (AMA) from the Ghanaian
Government

IMPACT IN NUMBERS

1.5K

1.5K direct beneficiaries andover 4K indirect beneficiaries
helped by the fund in various
ways to improve upon businessand socio-economic
well-being of the community

OUR PARTNERS• Ga Mashie Development Agency(GAMADA)• Accra Metropolitan Assembly (AMA)• European Commission (EC)• Organisation of AfricanCaribbean andPacific States (OACPS)

800+

2

57

www.mypsup.org@UNHABITAT@unhabitat@UNHABITAT

Resilient habitats

800+ community members
supported with micro-credit(loans) by the community
development fund2 sixteen-cubicle bathroom
facilities and a community
toilet facility were refurbishedwith support from the fund

OUR EXPO 2020 EXPERIENCE
The programme has gained visibility through Expo 2020and has now become a case study that UN-Habitat willcontinue to replicate in other geographies. The cityadministration is invested in maintaining the success andinterested in renovating dilapidated historic buildings andcreate better living spaces for residents. With these changes,
this part of the former Gold Coast could once again attract
tourists and open up entirely new opportunities.

58

Tamil Resources Conservation Trust

OUR SDGs

Ridge to Reef Conservation
Federated States of Micronesia

OUR IDEA
Micronesia is a collection of small
islands, but its footprint spans
almost 5% of the entire Pacific
Ocean. Marine resources in theFederated States of Micronesia
are threatened by habitat
destruction and climate change,that can severely impact local
communities. Both land and oceanplay crucial roles in sustaining
Micronesian livelihoods. More than
50% of Micronesian households

rely on coastal fisheries as asource of income. Inspired byenvironmental stewardshipapproaches piloted by other
Pacific Island communities, theTamil Council of Chiefs on theisland of Yap established the Tamil
Resources Conservation Trust(TRCT) to promote Ridge-to-Reef(R2R) conservation based on
traditional ecologicalmanagement principles.

OUR APPROACH
Tamil Resources Conservation
Trust (TRCT) is a community
grassroots organisation
established by the Tamil Council
to manage all natural resources of
the Tamil municipality and tosupport other communities in Yap
State in managing their natural
resources. TRCT set its purpose toeffectively manage all of Tamil’snatural resources by integrating
traditional knowledge andpractices, with modern scientificknowledge.
TRCT aims to engage the Tamilcommunity and gain their full
support through continuous
community updates andengagements. Board members,
appointed by and representing
their respective villages, share
updates that help determine theorganisation’s priorities alongwith consultation from the Tamil
Council of Chiefs. The
collaborative model between
TRCT and the Tamil Council ofChiefs ensures each community’s
perspective is considered in theconservation decision-making
process.
The identified priority areas are
the community’s land, marine, andfreshwater/watershed areas. At
sea, TRCT has established acomprehensive marine

59

www.trct.fm

conservation plan, including a
1,683-hectare Marine Managed Area,
in collaboration with international
partners. On land, watershed-wide
conservation projects, including a
130-hectare Watershed Protected
Area, ensure the provision of cleanwater to more than half of Yap’s
population. A first-ever community
nursery cultivates climate-resilientnative species to prevent
groundwater evaporation, reduce
coastal erosion, and produce
traditional food crops like taro. By
encouraging agroforestry, thenursery initiative decreases relianceon vulnerable coastal fisheries for
848 families.
TRCT’s work also promotes theempowerment of women as
environmental stewards. TRCT is aleader in the Pacific, illustrating how
interwoven traditional ecologicalknowledge and science can foster
climate change mitigation andadaptation for future generations.

We, the people of Tamil, mindfulthat our present practices arecontributing to the depletion of our
natural resources, both in the waters
and on the land, have now decided touse the wisdom of our custom andtradition to conserve and manage
the natural resources in ourmunicipality in order to be able toprovide for ourselves and ourfamilies in a sustainable manner andleave behind a healthy natural
heritage for our children and future
generations.
- Tamil Resources Conservation Trust,
Tamil Municipality Marine Management
Plan (2013)

IMPACT IN NUMBERS

1.2K

2K

OUR PARTNERS

1.2 K direct beneficiaries in
848 households in Tamil
Municipality

2K additional indirect
beneficiaries from Tamiland neighbouringcommunities• Global Environment Facility
Small Grants Programme (GEF SGP)
• United States Forest Service (USFS)• National Oceanic and Atmospheric
Administration (NOAA)• Yap Community Action Program(Yap CAP)• The Nature Conservancy (TNC)• Yap Marine Resources Management
Division (MRMD)• Yap State Environmental Protection
Agency (EPA)@TamilConservationTrust

Resilient habitats

60

The Buoyant Foundation Projectat the University of Waterloo

OUR SDGs

Vulnerable in Vietnam
VietnamOUR IDEA
Flood season in Vietnam’s Mekong
Delta occurs every year from July to
December, threatening farmers andthe wetlands that provide 52% of thenational rice production and 60% of
the national fisheries output. As
climate and weather patterns
become more volatile, flood eventsin the Mekong River Basin havebecome more frequent, emphasising
the need for flood resilient housing.

The Buoyant Foundation at the
University of Waterloo’s'Amphibious Housing' is a flood
mitigation strategy that leverages
natural flooding cycles. Amphibious
housing allows homes to rest on the
ground in dry conditions and risewith floodwater during a flood,
returning to their original position as
the floodwater dissipates.

OUR APPROACH
As part of a Canadian-Vietnameseteam, the Buoyant Foundation
Project (BFP) worked alongside
local experts and community
members to retrofit four houses inVietnam’s Mekong Delta region.
The amphibious retrofits serve as asupplementary system to the local
practice of elevating houses on
stilts developed as the traditional
response to the annual flooding
cycle that is inseparable from thegeographic location. The traditional
practice cannot easily adapt to theexaggerated flooding predicted tooccur due to climate change. An
amphibious retrofit is thus a means
to provide flood resilience to thephysical architecture and protect
the possessions of thesehouseholds as well as reduce
traumatic disruptions to the local
culture and economy of thesecommunities.

life. BFP emphasises on working inharmony with the natural flow ofwater and with sensitivity to local
cultural practices. They have
implemented amphibious retrofits
across 5 countries - Canada,
Jamaica, Nicaragua, USA, andVietnam, all with different
geographies and flood risks,highlighting that this solution canbe scaled up and replicatedglobally.

OUR PARTNERS• Global Resilience Partnership(GRP)• Z Zurich Foundation

Resilience for me means helping
a community prepare in advance fora hazardous event so that it doesn’t
become a disaster, and if there isdamage or hardship they canrecover much more quickly andresume their normal lives. I’minterested in reducing trauma anddisplacement because I saw so muchof that after Hurricane Katrina in
New Orleans, and it was personallyvery upsetting for me.

OUR EXPO 2020 EXPERIENCE
The BFP aims to scale up the project across the Mekong Delta through training workshops and the implementationof several more amphibious retrofits. Expo 2020 itself was a helpful catalyst for advancing the work of the BFP: one of
Dr. English’s presentations resulted in an invitation to make a presentation about amphibious retrofit construction at the
Bangladesh pavilion at Expo 2020. That interaction has developed into the start of a partnership for an amphibious
project in rural Bangladesh. Another conversation at Expo 2020 has led the project in the direction of training andempowering women, expanding the outcomes of the project.

- Elizabeth C English. Ph.D., Founder andDirector of the Buoyant Foundation Project,
Professor at the University of Waterloo School ofArchitecture.

These retrofits are effective,
pre-emptive solutions to thedangers posed by annual flooding
events to impoverished andvulnerable communities in theregion. Amphibious retrofits can beadapted to suit various
place-specific housing typologies
and customised to the local andenvironmental context, so as not to
disrupt the homeowner’s way of61

www.buoyantfoundation.org@BuoyantFndProj

Buoyant Foundation Project@BuoyantFndProj

Resilient habitats

62

Socialdevelopment
Reliable, affordable and appropriate healthcare, andeducation systems, and delivery

Alef Education
ayzh
Laboratoria
Sightsavers
Telefónica Foundation and“la Caixa” Foundation
The Carter Center
The Citizens Foundation
United Nations
Development Programme (UNDP)
WaterAid Nepal

Alef Education

OUR SDGs

Personalised Learning in Schools
UAE

OUR IDEA
COVID-19 resulted in classrooms
shifting from schools to online
platforms. Even before thepandemic, there was high growth
and adoption of education
technology to leverage anincreasingly digital world andprepare students for that reality.
Responding to the increasing needfor a technology-enabled education
system, Alef was conceptualised in2015 as a technology-enabledprimary mode of education system
to address the needs of the local
public school system in the United
Arab Emirates (UAE). Through their
EdTech products, they aim totransform the traditional classroom
into a 21st century learning approachand create personalised learning
experiences that are adaptive,
engaging, and impactful.

OUR APPROACH
Alef’s vision is to design learning
experiences that change the way
the world is educated, while
improving learning outcomes.
Through their award-winning
flagship product, the Alef Platform,
they leverage the benefits ofartificial intelligence and machinelearning to provide relevant andmeaningful insights. As a result,effective learning conversations
are enabled and students receive
support where they need it most.
The learning environment within
the Alef Platform allows students
to learn from anywhere, at theirown pace. Additionally, built-in
artificial intelligence allows students
to receive individualised instruction
and gives them the choice in learning
preference.
The company’s vision has expandedfrom its roots in the UAE to include
digital educational transformation
within the Kindergarten-to-Grade12
sector globally. As of today, morethan 670,000 students and 40,000
teachers benefit from Alef’s products across the UAE, USA (New York& North Carolina) and Indonesia.

Alef Education provides aholistic and modern approach tolearning and teaching. As ateacher, we tend to always spend
extra time looking for resources
and content, but with Alef thistime is saved as everything isprovided within the platform.
Therefore, I am able to focus
more on my students' needs,
especially those who arestruggling or falling behind.

IMPACT IN NUMBERS

670K+

670K+ K-12 students haveaccess to our modern
learning products andeducational digitalcontent

OUR EXPO 2020 EXPERIENCE- Aliaa Al Shamsi,
Teacher, Al Hemma School, Abu Dhabi, UAE

40K+

40K+ teachers utilise our
products to instructcurriculum and deliver
effective learning

400+

400+ schools in the
UAE, USA, and Canada
use Alef’s innovative
learnig platform

OUR PARTNERS• Amazon Web Services• Google• United Arab Emirates Ministry of
Education• Harlem Children's Zone
• Abu Dhabi Education Council (ADEC)• Microsoft• Etisalat Digital, MetaMetrics

65

www.alefeducation.com@AlefEducation@alefeducation@AlefEducation

Social development

Since becoming part of the Global Best Practices
Programme we have formed many new connections andpartnerships with governmental, private, and global sector
organisations which directly align with our vision and mission.
These partnerships will aid us in transforming the K-12 school
systems with technology-enabled learning experiences thatengage a more individualised sense of inquiry and empower
the 21st century workforce. As part of the Global Best
Practices Programme, it was an honour to see our work and its
impact exhibited and displayed along with many otherprestigious global projects and initiatives which have truly
changed peoples' lives across the globe. The programme was
excellently organised and the communication andcollaboration were seamless and rewarding

66

ayzh

OUR SDGs

Janma Clean Birth Kit
India

OUR IDEA
India has faced the burden of
inadequate and poor-quality healthservices for a prolonged period.This
has led to high mortality andmorbidity, and unmeasurable
adverse health outcomes among thevulnerable population groups. All
women need access to antenatal
care during pregnancy, skilled careduring childbirth, and care andsupport in the weeks after childbirth.

All births should be assisted by skilled
health professionals, as timely
management and treatment canmake the difference between life anddeath for both the mother and thebaby. ayzh empowers local
healthcare workers-the bedrock of
the Indian healthcare system-bybuilding their capacity to provide aclean, safe, and hygienic birth throughtrainings and affordable products.

OUR APPROACH
ayzh aims to expand the reach of
their Child Birth Kits (CBK) in highpriority settings by providing
mothers and babies access to aclean and safe birth, targeting highpriority regions that havehistorically been most difficult toaccess (e.g., tribal communities).
New information aroundbreastfeeding has been included inaddition to exploring the use ofinteractive and mobile phone basedlearning tools to enhance accessand improve the quality of training
curriculum for healthcare workers.

Janma aims to rethink ways of
empowering healthcare workers to
improve care at the time of childbirth.
By combining simple, easy to use
tools with a novel training curriculum
on best childbirth practices, theprogramme equips healthcare
workers with the confidence, skills,
and essential tools needed to provide
a clean and safe birth regardless offacility conditions. Their approachalso empowers healthcare workers totransfer knowledge of bestmaternal/new-born health practices
to other healthcare workers, mothers
and families for continuity of carepost-delivery at home.

OUR PARTNERS

I have been using this kit for over
2 years now. We are so thankful forreceiving this as its completely
sterile. It has all the requiredcomponents. We use 1 kit perdelivery. Women love the Jute bag
and they can use it to store theiritems.
- Jaysee,
Nurse

IMPACT IN NUMBERS

1M

1 million + lives of mothers
and babies have beensaved in the decade sinceayzh was launched

240K+

240K+ Child Birth Kits put
out into the market byayzh since their inception
in 2010• Pfizer foundation

OUR EXPO 2020 EXPERIENCE

400+

67

www.ayzh.com@AYZHincayzh, Inc.

@ayzhincSocial development

400+ healthcare workers
trained to ensure proper
implementation of ayzh’sbirth kits

Since becoming a part of the Global Best Practice
Programme, we have expanded our scope from maternal andnew born health to menstrual hygiene management. As aresult, we are now working on the entire spectrum of
women's reproductive health.

68

Laboratoria

OUR SDGs

Laboratoria Bootcamp for WomenPeru

OUR IDEA
Latin America has a fast-growing
digital economy. However, toadvance at scale and transform
economies to become
knowledge-based and resilient,
there is a need to ensure a stream oftalent without compromising on
gender equality in a traditionallymale-dominated field. Laboratoria
works to reverse the disadvantages
women face to access quality jobs inthe growing digital economy. TheyOUR APPROACH
To empower women and help
them access transformative
careers in technology, Laboratoria
provides an immersive bootcamp
in technical skills and life skills for
women. A majority of incoming
students are women who werepreviously not part of theworkforce. The programme istherefore designed to preparethem and help them secure
quality, well-paid jobs in the digital
economy and build successfulcareers. Laboratoria fosters astrong community of over 2,400
alumnae that support each other’s
growth as future leaders in thetechnology sector. Over 950
companies have hired talent fromthe bootcamp, and since 2018, theaverage placement rate has been
83%.

work with the vision of shaping amore equitable and competitive
digital economy that opens
opportunities for every woman todevelop her potential and thus,transform Latin America’s future.
Beyond this, Laboratoria also seeks
to contribute to wider
conversations on innovative
approaches to education,
entry-level tech talent, diversity,and inclusion in the workplace, andinspire action on the same.

OUR PARTNERS• Google.org• United States Agency for• International Development(USAID)• Citi Foundation• BlackRock• Inter-American Development
Bank (IDB)• Peery Foundation• MetLife Foundation• Cisco• JP Morgan• International Business Machines
Corporation (IBM)• Lenovo

In 2020, with COVID-19 related
lockdowns, the bootcamp was
adapted to a fully remote,self-paced, and regionallyintegrated learning experience.
The remote setting has expanded
Laboratoria’s reach to women inother geographies and led to thedevelopment of new programmes
beyond their traditionalbootcamp.

When I think about who I was 5
years ago, it was a difficult time. I
was not motivated and finding aquality job related to what I studied
seemed impossible. Laboratoria was
the push I needed. It seemed
unbelievable at the time, thatsomeone like me - a young womanfrom Mexico - could end up with a
job at a top technology start-up in
the US. And my story is just one
among two thousand stories oftransformation that have happened
through Laboratoria. I can’t wait towelcome many more girls andwomen into the wonderful world of
STEM.

IMPACT IN NUMBERS

2.4K

83%

- Pilar Figueroa,
Software Engineer & Product Manager,
Crowdbotics

2.4K trained as
web-developers or
UX-Designers

83% of graduates startworking in jobs in techwithin 6 months ofgraduating (average
since 2018)

2.7 x
2.7x is the average salary
increase post-bootcamp

69

www.laboratoria.la/en@laboratoriala@laboratoriala@Laboratoriala

Social development

OUR EXPO 2020 EXPERIENCE
It was an absolute honour to represent Laboratoria at
the Global Best Practice Programme and to meet individuals
who are unwilling to postpone the work necessary to create
a better future for today’s generation and all the ones tocome. Thank you for including these types of conversations in
the agenda and for involving organisations from a variety ofcontexts and locations, and encouraging us to work together.
It was inspiring to be able to get to know others, learn fromeach other and from the different experiences and visions formaking the world more equitable.

70Sightsavers

OUR SDGs

Fighting Neglected Tropical Diseases with Mobile Phones
Nigeria

OUR IDEA
Neglected tropical diseases(NTDs) are a major cause of
preventable blindness andphysical disability. NTDs affectmore than a billion people
worldwide and can cause severe
and lifelong impairment. They are
most prevalent in rural regions,poor urban areas, and conflictzones, and can be prevented,
treated, and eliminated.

Sightsavers work to protect sight,
prevent, and treat debilitating
NTDs, and promote equal
opportunities for disabled people.
To this end, their digital healthprojects provide simple solutions toplug the huge data gap within the
NTD world. The insights gatheredfrom the robust data supports
elimination programmes byidentifying gaps and successes inover 30 countries globally, with afocus on Africa and Asia.

OUR APPROACH
Sightsavers’ most successful
digital health project was the
Global Trachoma Mapping Project(GTMP) which is the largest
infectious disease survey everundertaken. Since then, they havedeveloped the Tropical Data
Collaboration- where healthworkers go door-to-door, often inremote and difficult
environments, checking people’seyes for trachoma and recording
the results on smartphones. This
aids the Health Ministry staff inaccessing fast, standardised, andreliable data in the fight to treat
and eliminate the disease, in-linewith the World HealthOrganization NTD Roadmap
2021-2030.
Additionally, Sightsavers is using
smartphones to support better
surgical outcomes for people
with advanced trachoma (known
as ‘trachomatous trichiasis’ or TT)
across multiple countries. The TT
Tracker, a smartphone-based
app, helps health workers collectand analyse information about
patients’ operations. This helps
locate patients that needfollow-up visits and gives
supervisors an up-to-date view71

www.sightsavers.org

of TT work and outcomes.
The TT Tracker has been expanded
for use across Nigeria, Guinea, Benin,
Senegal and will soon be launched in
Guatemala as well. Sightsavers is also
working with partners in
Mozambique, Pakistan and Uganda
to explore use of the app there - andhas adapted versions of the tracker
to support other NTD and eye healthprogrammes.

I love [my job] because I can help
my community resolve their eye
problems. It’s important to eliminate
trachoma to rescue people [frombecoming] blind.
- Alex Robert Siria,
43-year-old, Maasai Community Coordinator in
Kilimanjaro region and Arusha, Tanzania.

IMPACT IN NUMBERS

10M

10 million people have had
their eyes checked fortrachoma since 2012,
thanks to Tropical Dataand the Global Trachoma
Mapping Project1

1 person is examined fortrachoma every 26
seconds, as part of a
population-based survey,
owing to the Tropical Dataand the Global Trachoma
Mapping Project.

OUR PARTNERS• UK aid• United States Agency forInternational Development (USAID)• World Health Organization (WHO)• London School of Hygiene andTropical Medicine• International Trachoma
Initiative (ITI)• The Queen Elizabeth Diamond
Jubilee Trust• Bill and Melinda Gates Foundation• Children’s Investment FundFoundation (CIFF)• ELMA Foundation• Virgin Unite• 30 Ministries of Health• Governments in 45+ endemic
countries@SightsaversUK

1B@sightsavers@Sightsavers

Social development

1 billion treatments
distributed by Sightsavers
to prevent debilitating
diseases

OUR EXPO 2020 EXPERIENCE
We are thrilled to have our work on fighting NTDs
with mobile phones featured in Expo 2020 Dubai’s Global
Best Practice Programme, alongside so many otheramazing initiatives. We are grateful for this opportunitythat will help position our work as a top 50 Global Best
Practice, and has brought us closer together with ourpartners and funders in the UAE.

72

Telefónica Foundation and“la Caixa” Foundation

OUR SDGs

ProFuturo
Spain

OUR IDEA
The World Economic Forumestimates that closing the global
skills gap could add $11.5 trillion USD
to the global GDP by 2028.
Education and training systems needto keep pace with the new demandsof labour markets that arecontinually challenged bytechnological disruption,
demographic change, and the
evolving nature of work. Two major
Spanish institutions – the Telefónica
Foundation and “la Caixa”
Foundation - decided in 2016, to join
forces and their expertise in theworld of education, and created

ProFuturo, to ensure that all children
have the same opportunities,
regardless of where they are born.
They work in vulnerable
environments where
socio-economic development rates
are low, in remote areas, in
territories with low schooling rates,
and in places where ethnic, religious
or ideological discrimination istaking place. Through an innovative
digital teaching-learning
experience, ProFuturo enhances thedevelopment of digital skills thatenable teachers, students, andschool principals to meet thechallenges of the 21st century.

OUR APPROACH
In line with Goal 4 of the United
Nations’ 2030 Sustainable
Development Agenda (SDG4),
ProFuturo aims to improve theeducation of millions of children
through technology, becoming a
global reference for transformationand innovation in education. To
achieve this, ProFuturo relies onhigh quality digital educational
resources, innovative
teaching-learning methodologies,
and teacher trainings as the pillarsof education.
The digital platform provides
access to curated educational
resources that allows incorporating
third-party content which canbetter adapt to the local learning
context. In addition, ProFuturo aims
to solve the problem of lack ofinternet access by mainly working
off-line, allowing universal accessto the resources.
With three different intervention
models, ProFuturo tailors its

73

programmes to reach children invulnerable environments where
socio-economic development rates
are low; remote areas; territories
with low schooling rates; and places
where ethnic, religious or ideologicaldiscrimination are a barrier toaccessing education. In addition, theprogramme also operates in areas ofconflict, where it works directly withrefugee or migrant children.

OUR PARTNERS• United Nations High Commissioner
for Refugees (UNHCR)• Save the Children• Empieza Por Educar (ExE)• African Union• Organización de Estados
Iberoamericanos (OEI)• Organization of American States(OAS)• Entreculturas• United Nations Educational,
Scientific and Cultural Organization(UNESCO)• World Visionwww.profuturo.education/en/@ProFuturoEducation

The ProFuturo programme has
been a very positive contribution
and has given us a lot of freedom.
We can combine our knowledge
with the platform materials andwe have gained autonomy todevelop differentiated classes
and contents, adapted to ourlanguage, our history and ourpeople. With ProFuturo, we haveobtained a platform to store ourclasses, something fundamental.
Much of the traditional knowledgeof indigenous education is passed
down from one generation to thenext. Many of our living libraries
are no longer with us, we have lost
so much. However, now, thanks tothe platform, we can archive
everything for future use.

IMPACT IN NUMBERS

40

915K

- Raimundo,
Kanata T-Ykua Municipal Indigenous
School, Brazil

19.7M@profuturo_@ProFuturo

Social development

40 countries in Latin
America, the Caribbean,
Africa, and Asia reached

915K teachers trained
through ProFuturo’s
digital education
programme

19.7 million children
benefitted from
ProFuturo’s digital
education programme in
Latin America, theCaribbean, Africa, and Asia

74

The Carter Center

OUR SDGs

Mental Health in Liberia
Liberia

OUR IDEA
The psychological impact of morethan a decade of civil conflict in
Liberia, which ended in 2003, has
contributed to a mental health crisis
that has been intensified by
misconceptions, stigma, and theresulting discrimination. Since 2010,
building on nearly two decades offostering peace and democracy in
Liberia, the Carter Center’s Mental
Health Programme has worked tohelp create a sustainable mental
health system in the country. The
initiative has focused on training amental health workforce,
supporting the passage of anational mental health law,assisting Liberia’s Ministry of
Health in implementing the
National Mental Health Policy andPlan, reducing stigma, andempowering family caregivers. The
programme is guided by the Carter
Center’s belief that access tohealth is a human right and thatmental health is necessary foroverall health.

OUR APPROACH
Carter Center’s Global Behavioural
Health Initiative is actively engaged
in the global mental healthrevolution, a collective effort todecrease stigma, promote
prevention and early intervention,and improve access to mental healthservices and support. This work
enables low- and middle-income
countries, such as Liberia, toenhance overall health, reduce
inequities, and achieve the United
Nations’ SDGs. Activities in Liberia
focused on workforce sustainability,
human rights and inclusion, and law
and policy support to theprogramme’s strategic goals.

The Liberia Mental Health
Programme has scaled in the past
two years to meet the national needand urgency to improve policies,
engage mental health consumers insolutions, increase the workforce formental health, and make the casefor increasing funding andinvestment in mental health. The
programme has also adapted to thegrowing mental health needs
caused or exacerbated by the
COVID-19 pandemic, and has been
instrumental in working withpartners to better integrate mental
health in crisis preparedness andresponse.

I often need to work with(parents) to help themunderstand why their child isbehaving a certain way, or to
explain how they can help
with their child’s care.
- Leah D.T. Sorboh,
W.V.S. Tubman High School in Monrovia,
Liberia75

www.cartercenter.org

360+

15

OUR PARTNERS• Liberia Ministry of Health• World Health Organization (WHO)• Grand Challenges Canada (GCC)• National Institute for HealthResearch (NIHR)• UK aid• Coalition for Operational Researchon Neglected Tropical Diseases(COR-NTD)IMPACT IN NUMBERS• Grand Challenges Africa (GCA)• Open Society Foundations• Accenture• United for Global Mental Health• Ms. Abigail E. Disney &Mr. Pierre N. Hauser• Moore Philanthropy• O. Dixon Charitable Trust• Stanard Family Foundation• Wilson Family Foundation@cartercenter

140@thecartercenter@CarterCenter

Social development

360+ clinicians have
graduated from theintensive mental healthtraining programme

15 of Liberia’s counties areserved by theseaccredited clinicians in all
sectors of health service
deliveryOUR EXPO 2020 EXPERIENCE
140 of the clinicians
specialise in treating
children or adolescentsThank you for including The Carter Center's Mental Health
Programme in Liberia!

76

The Citizens Foundation

OUR SDGs

Creating Agents of Positive Change
Pakistan

OUR IDEA
Pakistan has the fifth largest
population in the world and thesecond largest out-of-school
population with 23 million
out-of-school children between
ages 5-16. The Citizens Foundation(TCF) is a professionally managed
non-profit that builds and operates
schools in Pakistan’s most neglectedrural and slum communities where
they identify children, especially girls
out of school. TCF’s model isdesigned to overcome the systemic

challenges of delivering quality
education in Pakistan: the lack ofschool buildings, un-inspiringclassroom environments, poor
management, high teacher
absenteeism, unqualified teachers,
sceptical parents, and resistance togirls’ education. It also focuses on ahigh quality of education to enableholistic student development anduplifting and empoweringcommunities around their schools forsustainable impact.

OUR APPROACH
Students coming to TCF schools
are often the first in theircommunities to have access to an
education. TCF schools haveplaygrounds, science labs,
computer labs, and libraries,
overcoming the narrative of ‘poor
schools to poor students’. Unlike a
traditional Pakistani school, TCF’s
new model for education enables
children to develop strong
language and communications
skills as well as an ability to think
independently. The model isdesigned to be low-cost,contextualised to a low-income
area, and scalable across a variety
of settings.
The school infrastructure is also
leveraged to benefit communities,
through an award-winning female
adult literacy program, clean
drinking water plants, and a

vocational training program. They
have reached nearly 50% female
enrolment by employing only female
teachers, and building and operating
schools in the heart of communities
within walking distance for children.
TCF also offers mentoring andcareer counselling in secondary
school to help graduates transition
to university. Support during theapplication process helps ensurethat students secure scholarships topursue further education. TCF is
scaling its impact by partnering withthe government to run 356 publicschools through a public-private
partnership for education. TCF has
brokered 6 diverse public-private
partnerships and has a unit
dedicated to transferring TCF’s
academic model to government
schools.

My duty is more important thanmy gender. Women are as importantin my field as in any other. It is only amatter of giving our girls theopportunity to learn so that they cantake their place in society and makeour world a better place.
- Iram Jabeen,
Junior Patrol Officer of the National Highways andMotorway Police, studied at a TCF School in Punjab,
Pakistan.

IMPACT IN NUMBERS

1.7K

12.9K

275K

77

www.tcf.org.pk@TCFPak@tcfpak@TCFPakSocial development

1.7K schools run by TCF in
62 districts acrossPakistan where children
were previously
out-of-school.
12.9K all-female facultyincluding teachers andprincipals, making TCF thelargest private employer
of women in Pakistan.
Nearly half (48%) of TCF
students are girls

275K students learningwith TCF in 2022. 88% of
TCF alumni have gone tocollege and 71% areemployed78

United Nations Development
Programme (UNDP)OUR SDGs

SDG Camps
Tunisia

OUR IDEA
With the adoption of Agenda 2030 in
September 2015, the need to rally all
stakeholders around it became
crucial. One of the main stakeholders
is youth. According to the National
Institute of Statistics (2014), 24.5% ofTunisia’s population is aged between
15-29 making it an important andactive segment of Tunisian society.
Out of the United Nations
Development Programme's (UNDP)

belief in the imperative role played byyouth in building both today andtomorrow, came the idea oforganising SDG camps. These camps
were created with the aim ofsupporting young changemakers
locally and nationally, and uses a
dynamic platform to help them gain
opportunities, build networks, andget the support and mentorship
required to make their vision a reality.

OUR APPROACH
Since 2016, different segments of
the United Nations have beenorganising “SDG Camps”. These
camps are a series of social
innovation workshops that aim to
educate and engage young people
from all over Tunisia to help achieve
the SDGs. This event is designed foryoung people aged 19-29 toencourage their commitment toachieving the Global Goals by 2030.
The outcome of these camps is tocreate concrete "solutions" thatyouth themselves can implement
and monitor. The solutions usually
respond to the five key themes ofAgenda 2030, namely: Planet,
People, Partnership, Peace,
Prosperity. At the end of each SDG
Camp, one solution is identified thatgets further support from a Youth
Advisory Panel and other UN
agencies through coaching,mentoring and incubation.

I never thought that from a
simple registration in aworkshop, I will live such aremarkable experience andpitch in front of aninternational jury.
- Amal Mohamed,
26-year-old, SDG camp participant,Tunisia.

IMPACT IN NUMBERS

5.5K
5.5K young Tunisianparticipants at the camps

OUR PARTNERS• Multiple United Nations agencies• National Youth Observatory• Junior Chamber International (JCI)• Youth Serving organizations• Arab Youth Center

49%

20%

79

www.sdgcamps.org.tn@sdgcampstn@sdgcampstunisia@CampsSdg

Social development

49% of the participants at
the SDG Camps are
women

20% of participants
launched theirsolution as a start-up

OUR EXPO 2020 EXPERIENCE
Our project is in a transition phase, trying to scale up andexport the model to other countries, principally in other
African countries. By attending the different presentations at
Expo 2020’s Global Best Practices Programme Assembly(GBPPA), we figured out the environment of some Africancountries. At the GBPPA, we created links with other projects'presenters to duplicate the initiative in other countries andtest the feasibility of its methodology. Furthermore, that
helped us to know more about organisations and their work
catering to youth and education for further cross-pollinationof ideas.

80

WaterAid Nepal

OUR SDGs

Hygiene Promotion through Routine Immunisation Programme
Nepal

OUR IDEA
Good hygiene practices are essential
to a healthy life. However, changing
habits, particularly in remotecommunities, can be challenging.
WaterAid Nepal builds on Nepal’s
effective routine immunisation
programme, where new mothers
take their babies to an immunisation
clinic at least five times in the firstfew months of a child's life. Working
with the Ministry of Health andPopulation, WaterAid Nepal trains
female community health volunteers
to facilitate hygiene sessions at these
immunisation clinics, using simple
intervention tools to encourage goodhygiene behaviour and improve thehealth of children and families.

OUR APPROACH
WaterAid Nepal and theGovernment of Nepal are
addressing water, sanitation, andhygiene provision throughstrengthening coordination efforts
with different stakeholders tocreate synergies and ensuresustainability. The project involves
WaterAid’s hygiene behaviourchange approach i.e. Behaviour
Centred Design – BCD (ABCDE
steps) to scientifically design,
implement and evaluate change insanitation practices.
WaterAid Nepal conducted
formative research to understandthe behavioural determinants,
motives, barriers, andsocio-cultural variability among

their target population. The hygiene
promotion intervention package
includes a mix of innovative, creative,
simple-to-use promotion anddemonstration aids, games, stories,
handwashing rituals, competitions,commitment-making, andcertification for mothers/guardians
who have completed theimmunisation regime.
The Nepal Ministry of Health andPopulation is leading the project,with financial and technical support
from WaterAid Nepal. The first of its
kind, if successful, it has the potential
to be rolled out not just nationally,
but worldwide – helping to savethousands of children’s lives and tokeep them and their families healthy.

I have been working as a Female
Community Health Volunteer for 20
years. My main duty is to raise healthawareness among children under fiveand pregnant women. I also advise
mothers about their environment,
hygiene, and health. Diseases likepneumonia, malnutrition anddiarrhoea are very common in ourvillage. I feel great serving children
and pregnant women in thecommunity. We are improving, butthere are challenges as well.

IMPACT IN NUMBERS

35K- Swala,Female Community Health Volunteer in
Jajarkot, Nepal

2.2K
OUR PARTNERS• Ministry of Health and Population - Child
Health Division (MoHP-CHD), Nepal• World Health Organization (WHO)• United Nations Children’s Fund (UNICEF)• United States Agency for International
Development (USAID)• Rotavirus Accelerated Vaccine
Introduction Network (RAVIN)

81

www.washmatters.wateraid.org@wateraid@wateraid@wateraid

241K+

Social development

35K guardians or new
mothers reached eachyear between 2017 and2019 through WaterAid’s
intervention
2.2K Female Community
Health Volunteer and healthstaff involved in theimplementation of the projectin February 2016 through
900 static immunisation
clinics in four districts

241k + lives
transfirmed by Water
Aid Nepal throughhygiene promotion

OUR EXPO 2020 EXPERIENCE
Our project is attempting to scale up and export themodel to other countries, principally in other African countries.
The different presentations at Expo 2020’s Global Best
Practices Programme Assembly (GBPPA) and conversations
with representatives from other best practices provided us
with greater insights on the environment of a few Africancountries. Relationships established with other projects'presenters have led to conversations that may aid our scaling
process. Furthermore, the event helped us learn aboutorganisations that cater to youth and work on education,
facilitating greater cross-pollination of ideas.

82

Water, food,and energy
security
Smarter consumption and resource management tobetter meet increasing water, food, and energy
requirements for a growing global population.

Bangladesh Environment andDevelopment Society (BEDS)
Edible Garden City
FUNDECOR
Petroleum Development Oman
and BAUER Resources
UpTradeSafetyNet Technologies
Seychelles Conservation andClimate Adaptation Trust (SeyCCAT)World Food Programme (WFP)
Ya'axché Conservation TrustBangladesh Environment andDevelopment Society (BEDS)OUR SDGs

Eco-Village
Bangladesh

OUR IDEA
Combatting global risingtemperatures and the impact ofclimate change will require collective
action and a shift in perspective of
how humans inhabit the planet from harm towards harmony.
Bangladesh Environment andDevelopment Society (BEDS)
promotes the concept of ecologicalbalance to create that harmony
between humans and nature
through an Eco-Village in the
Sundarbans coastal region of
Bangladesh. The Sundarbans arehome to the largest mangrove forest

in the world, whose ecosystemsafeguards and provides livelihood
support to 3.5 million coastal
residents, and is in the frontlines ofglobal climate change due to its
geographic location. Throughgreen-housing, education, andbusiness initiatives, the Eco-Village
highlights major complex, social, andenvironmental problems such as
poverty, lack of drinking water,electricity and cooking fuel, riverbank
erosion, disaster risk reduction,
mangrove ecosystem conservation,and gender inequality.

OUR APPROACH
The BEDS Eco-Village is anature-based and cost-effective
solution to address regional, social,and environmental problems. The
Eco-Village introduces technologies that provide 3,000 families
with climate-adaptive housing
which receive electricity from solar
facilities and safe drinking waterfrom the SPSFs (solar, pond, sand,filter) and reverse osmosis system.
More than 135,000 mangrove trees
have been planted to protect theembankment.
Local villagers use the infrastructure and facilities for environment
focused social businesses that help
ensure the sustainability of the
project by creating a harmonious
ecosystem for economic development and conservation. Climate
adaptive livelihoods are encouraged through natural resource
management support such as wild
honey marketing, mangrove pickle
making, handicraft making, tour
guiding activities, livestock raring,crab fattening, and environment
friendly fishing and farming. These
initiatives empower the Sundar-

85

www.bedsbd.org/homebans’ coastal community withavenues for sustainable development that reap social, environmental,
and economic benefits.

OUR PARTNERS• Japan Environmental Education
Forum (JEEF)• Korea Green Foundation (KGF)• Give2Asia• Global Nature Fund (GNF)• United Mission for Relief andDevelopment (UMR)

Every day we are getting safe
drinking water and electricity for ourfamily which has reduced water
borne diseases, time for watercollection and our children are able
to read at night as well as scope ofincome has also been created byestablishing mangrove nursery,
integrated farming, eco-tourism, etc.
So Eco village is a model for local
people which ensures a better homefor better life.

IMPACT IN NUMBERS

4.6K- Ms. Shadona Roy,
Beneficiary

2.8K

17

@bedsbd.org

4.6K beneficiaries in the
Sundarbans coastal
region are getting
12,000 litres /day safe
drinking water throughan improved local water
purifying technology@beds9038@BEDS15

2.8K solar lamps, 1.7K solar
panels and 504 solar homesystems have been
provided to 3K families

17 villages have been
electrified withrenewable energy
through the installationof 11.2 kW/hour and 7.5
kW/hour solar stations at
public institutions

Water, food, and energy security

OUR EXPO 2020 EXPERIENCE
Expo 2020 served as a global platform to showcase our
local initiatives and highlight a conducive model to enable
conservation with community engagement.

86Edible Garden CityOUR SDGs

Citizen Farm
Singapore

OUR IDEA
Singapore has always been known
as a “Garden City” with streets linedby trees. Several studies havedemonstrated that the presence oftrees and greenery in urban spaces
can improve people's mental andphysical health, children's attention
and test scores, the property values
in a neighbourhood, and beyond.
Edible Garden City (EGC) is a social
enterprise that is dedicated tocreating social change throughcommunity-centric agriculture, withthe common goal of helping cities
become more self-sufficient. Theyempower home gardeners andpromote urban farming in Singapore
by building edible gardens or“Foodscaping”. EGC also champions
the "Grow Your Own Food"
movement in cities around the world,
beginning with Singapore.

OUR APPROACH
EGC’s grounding philosophy is thatgrowing food connects people withnature and cultivates a sense ofcommunity. Through edible
landscaping, or foodscaping, EGC
has activated more than 260
under-utilised areas in schools,
homes and businesses into green
community spaces. Theirclosed-loop farming model
produces fresh, tasty and nutritious
microgreens, herbs, flowers, andvegetables for both professional
chefs and home cooks.

Additionally, EGC teaches andsupports fellow farmers andgardeners, hires from marginalisedcommunities, and employs
therapeutic horticulture. They designand conduct farming workshops forcompanies and schools in addition tocreating and running farming
curriculum in schools that benefit
educators and students. Through thissolution, EGC is committed to finding
a sustainable solution to managing
food waste and achieving greater
food resilience in Singapore.

It was a pleasant experience
with interactions that felt naturaland organic, and I thinkparticipants genuinely enjoyedthemselves and hope to join moreof such activities.
- Man Wei,
SayurStory, Singaporean non-profit
organisation

IMPACT IN NUMBERS70

970 restaurants aresupplied freshly grownproduce every week

9 adults with autism arecurrently employed inagricultural roles

OUR EXPO 2020 EXPERIENCE

25K

87

twww.ediblegardencity.com@EdibleGardenCityProject@ediblegardencity

EDIBLE GARDEN CITY

25K+ participants
educated on urban
farming and homegardening

Water, food, and energy security

Becoming a part of the Global Best Practice Programme,
has reinforced that we are heading in the right direction, ofsocial-centric agriculture. At the Expo 2020 Dubai we had theopportunity to meet with and potentially partner withdifferent organisations and governments.

88

FUNDECOROUR SDGs

Agua Tica
Costa Rica

OUR IDEA
Grande and Virilla are two
sub-watersheds in Costa Rica thattogether form the Grand Tarcoles
River within whose watershed lives
57% of the nation’s population andhouses the nation’s industrial centre.
They face persistent water stressprimarily due to high population
growth, poor urban planning, andchanging land uses. Agua Tica is thefirst public-private water fund in
Costa Rica that has implemented a
Nature-Based Solutions (NBS)
investment portfolio, that includes
activities like forest protection,
reforestation, natural regeneration,
agricultural good practices, andenvironmental education, among
others to enhance water security.

OUR APPROACH
FUNDECOR is an environmental
non-governmental organisationthat seeks to promote Integrated
Landscape Management in Costa
Rica. Based on good science, thefund joins forces with, supports,
and prioritises public-private
projects to efficiently invest its
water conservation resources.
Through a series of investments,
partners contribute technicalknowledge and economic
resources to a fund administeredthrough transparent financial
mechanisms — an endowment, in
this case. These resources areinvested in conservation activities
in the upper and middle parts of
the watershed in order to promoteurban water security.

The Water Security approach
integrates environmental, domestic,
economic, urban, and natural hazard
resilience factors, ensuring
ecosystem integrity. Following an
innovative, long-term conservation
model that operates by applying
scientific methods, it identifies
conservation needs within a
specified area. Agua Tica predicts
where to implement activities suchas the protection of recharge zones
and forest cover. In addition, they
identify areas for restoration
activities and sites for the
implementation of good agriculturaland livestock practices in order tofind the most environmentally,socially, and economicallybeneficial outcomes.

Being part of the Agua Tica
(FUNDECOR-TNC- Coca Cola) water
replenishment project has allowed
CODECE to have more resources tobe able to work on the farms where
we have water sources and foreststhat help us with water infiltration.
- Meylin Chamorro CODECEIMPACT IN NUMBERS

607+

OUR PARTNERS• Ministry of Environment and Energy(MINAE), Costa Rica
• Vice Ministry of Water and Seas
(VMAM), Costa Rica
• Water Directorate, Costa Rica
• Empresa de Servicios Públicos de
Heredia (ESPH)• Unión de Asociaciones Griegas por etAmbiente y la Salud (UNAGUAS)• The Nature Conservancy (TNC)
CRUSA Foundation• BLP Abogados• Coca Cola-FEMSA• Coca Cola
• Florida Bebidas (FIFCO)• Banco Nacional (BN), Costa Rica
• Universidad Nacional de Costa Rica.

89

www.aguatica.org/homeeng@FundecorCR@fundecorcr@FundecorCR

613K+

10K+

607+ hectares of forest
protected in recharging
areas

613K+ cubic meters
replenished per year
for more than a 7-year
periodOUR EXPO 2020 EXPERIENCE

10K+ direct beneficiaries
from Agua Tica Projects,
and more than 1.9 million
indirect beneficiaries in
the Great Metropolitan
Area in Costa Rica

Being awarded by the Global Best Practice Programme
and being chosen in the category of Water, Food, and Energy
Security, has helped us to better position Agua Tica nationallyand internationally. This has allowed us to project ourselves
and serve as a reference to other latitudes and other countries
that also have water funds and that could replicate ourexperiences.

Water, food, and energy security

90Petroleum Development Oman
and BAUER Nimr

OUR SDGs

The Nimr Water Treatment Plant (NWTP)
Oman

OUR IDEA
The Nimr Water Treatment Plant
was initially designed to treat
45,000 m3⁄d, which is less than afifth of the daily volume of
produced water generated by theoilfield. It started as adesign-build-own-operate(DBOO) project under a 20-year
operation and maintenancecontract. This is a unique model,
for which BAUER designed andbuilt a wetland facility and is now
operating it successfully for morethan 10 years. Shortly after the
initial operation of the plant, thewater quantities were increased to
95,000 m3⁄d. In 2018, theconstruction of the third expansion phase commenced and wascompleted to ensure water flowin May 2019 at a maximum
capacity of 175,000 m3⁄d, whichis the capacity of the system
today. BAUER has taken full
liability for managing the waterfrom the oil and gas producer for
another 25 years from theoperational date in 2019. The
Nimr Water Treatment project isreducing the environmental
footprint in an unexpected scaleby creating a green oasis in thedesert, leading to decarbonatisation, providing in-country value,
creating jobs for local communities, and thus delivering asustainable way of handling
produced water.

OUR APPROACH
The Nimr Water Treatment Plant
was initially designed to treat
45,000 m3/d, which is less than afifth of the daily volume of
produced water generated by theoilfield. It started as adesign-build-own-operate (DBOO)
project under a 20-year operationand maintenance contract. This is aunique model, for which BAUER
designed and built a wetland facility
and is now operating it successfully
for more than 10 years. Shortly after
the initial operation of the plant, thewater quantities were increased to
95,000 m3/d. In 2018, theconstruction of the third expansion
phase commenced and wascompleted to ensure water flow in
May 2019 at a maximum capacity of
175,000 m3/d, which is the capacityof the system today. BAUER has
taken full liability for managing thewater from the oil and gas producer
for another 25 years from theoperational date in 2019. The Nimr
Water Treatment project is reducing

91

bauer-nimr.de/about/the environmental footprint by an
unexpected scale by creating agreen oasis in the desert, leading
to decarbonisation, providing
in-country value, and creatingjobs for local communities, thus
delivering a sustainable way ofhandling produced water.

BAUER Nimr water treatment
project is based on a nature-based
solution that is inherently carbon
neutral. It can effectively converthydrocarbon contaminated water
into clean recyclable water, plantbiomass and a nutrient-richorganic soil improver, all without
consuming any electricity or
chemicals, while supporting theestablishment of new habitat,enhancing biodiversity andclimate resilience.
- Imran Shaikh,Business Development Manager, BAUER
Emirates Environment.

OUR PARTNERS@pdo.oman

900
900 barrels of crude oilrecovered each day

500

200K

• Deutsche Investitions- und
Entwicklungsgesellschaft (DEG)@PetroleumDevelopmentOmanPDOIMPACT IN NUMBERS@PDO_OM

500 MWh of energy saved
each day

OUR EXPO 2020 EXPERIENCE

200K tonnes of carbon
emissions reduced per
year.

We believe our nomination at Expo 2020 Global Best
Practice Programme has supported us to share our
project with many other oil and gas stakeholders andeventually can lead us to implement our technology indifferent oil and gas producingcountries. We aredelighted to have participated in the Global Best Practice
Programme and share our project with people who were
not aware of the technology or project.

Water, food, and energy security

92

UpTrade

OUR SDGs

Goats for Water
Pakistan

OUR IDEAIn Pakistan, remote ruralcommunities lack access to energy
and clean water and are isolated
from the mainstream cash-based
economy. A World Bank report
estimates that almost 40% of thecountry’s rural population lives
without access to the electricity grid.
While Pakistan’s small farmers andthe landless poor are rich inlivestock—primarily goats—selling
off parts of their herds does notyield enough to purchase a solar

water pump. UpTrade aims to bringeconomic and social prosperity to
off-grid, rural communities by
increasing livelihood, while
improving the quality of life forwomen and girls through easy
access to clean water, energy, andfarming inputs. Goats for Water is
UpTrade’s innovative barteringmodel through which off-grid, water
stressed rural communities
purchase solar water pumps using
their livestock as currency.

OUR APPROACH
UpTrade’s Goats for Water initiative
aims to improve the lives andeconomic marginalisation ofvulnerable communities inPakistan. It offers an innovative yet
simple solution to water andelectricity challenges: exchanging
livestock for solar water pumps
and other solar devices for lighting,communication, and cooling.
UpTrade’s technical team andproduct partners design, install, andmaintain solar based pumping
solutions based on the specificwater requirements of each
community, hydraulic profile of thearea, and the capacity to pay.
UpTrade forms a three-party
agreement with communities andan energy partner that supplies,
installs, and maintains the water
pumps. UpTrade vets the animals
and sells its retail brand, Goats for
Water Meat, directly to customers,
meat companies, restaurants, andlarge stores via its electronic
livestock market platform. Certain
assets such as solar water pumps
are community-owned and thecompany now also works at thehousehold level to sell solar homesystems (lights, fan, and charging
capability).This model works
particularly during Eid when goats
are in high demand. This enables
access to clean water and off-grid
electricity in low-income,water-stressed communities,
bringing about economic and social
prosperity.

In the past, these communities
were always waiting for someone
from the outside like an NGO, acharity, or the government toprovide for their big infrastructureneeds. Now they have the means
to meet these needs themselves,
which is self-reliance. And that tome is the biggest impact.

IMPACT IN NUMBERS

17K+- Fariel Salahuddin,Founder and CEO, UpTrade

17K+ people benefitted
through UpTrade’s
initiative$200$200 increase inhousehold income

240+

93

www.uptrade.org/#@goatsforwater@goatsforwater@GoatsforWater

240+ farming households
impacted by UpTrade’s
initiatives in Pakistan andSomalia

Water, food, and energy security

94

SafetyNet Technologies

OUR SDGs

PISCES

United Kingdom

OUR IDEA
Currently, about 1 out of every 10
fish caught is not the target species
for harvesting. Globally, this leads tomore than 9 million tonnes of fish
wasted every year and 20% wasted
space on vessels. This leads to great
environmental, economic, andecological costs as coastal
communities suffer, and the demandin food supply is not being met.

SafetyNet Technologies’ primary
goal is to design and build tools toincrease the selectivity ofcommercial fishing practices,making the industry sustainable.
This helps fishermen catch the rightfish, saving fish, helping fishermen,
and protecting an increasingly
essential food source now and forthe future.

OUR APPROACH
SafetyNet’s Precision Fishingtechnologies are aimed at reducing
waste in the fishing sector,
retaining biodiversity, andsafeguarding income and foodstreams for populations of all
demographic backgrounds.
Pisces, with their easy- to- use andaffordable light- emitting device
attracts the size and species of fishthat operators are licensed tocatch, while repelling non-target
species. It offers the sector the
potential to lower bycatch by 90%
and improve fishing revenues by up
to 20%.

By catching more selectively, fishers
can increase their profits (measured
by their increase in revenues andoperational efficiencies), while
helping them avoid fines and comply
with increased regulations. This
results in enhanced livelihoods offishers and their coastal
communities whilst also protecting
biodiversity. Besides Pisces,
SafetyNet Technologies are also
addressing Precision Fishing with asuite of new products indevelopment.

- Michel Kaiser,
Professor of Fisheries Conservation, Heriot-Watt
University

OUR PARTNERS• Alaska Ocean Cluster• Expo Live• 1851 Design Fellowship• EIT Rising Food Stars• Schmidt Marine Technology
Partners• Indexing• MIT Solve• Department for International
Trade• Sintef95

https://sntech.co.uk

SafetyNet Technologies enabledfishers and scientists to work
together and test new devices that
could have a major impact on oneof the largest environmental
problems - unwanted bycatch infisheries. Their generous approach
unlocked innovators in the industry
to test the equipment with input
from my team and resulted in ascientifically peer reviewed
publication which showed thepotential of using light tomanipulate fish behaviour andreduce bycatch.

• AZTI• National Institute of Aquatic
Resources, Technical Universityof Denmark (DTU Aqua)• Marine Scotland Science• Centre for Environment,
Fisheries and Aquaculture
Science (Cefas),• Marport France SAS• Heriot-Watt University• Cisco Systems@sntechuk• Orkney Fisheries Organisation• Ian Wightman (f/v Eilidh Anne)• Moray Seafoods• Young's Seafoods• Darren McClements (f/v Golden Ray)• Sandy West (Virtuous)• Marks &Spencer (M&S)• Vericatch

SafetyNet Technologies@SNTechUKIMPACT IN NUMBERS

33

42

33 Precision Fishingprojects conductedor participated in

42 partners
collaborated with
SafetyNet
Technologies

OUR EXPO 2020 EXPERIENCE

11 countries reachedthrough our work

The Global Best Practices Programme (GBPP) has given us
the opportunity to display our product. This, in turn, hasprovided exposure to some funding bodies and investors, aswell as interest from fishing and ocean organisations fromseveral countries around the world. Because of Expo 2020
Dubai, we've also received several media requests from large
media organisations to expand our reach (i.e. CNN, BBC).

11

Water, food, and energy security

96Seychelles Conservation andClimate Adaptation Trust (SeyCCAT)OUR SDGs

The World's First Sovereign Blue Bond
Seychelles

OUR IDEA
Coral reefs support 25% of all
marine species and hundreds ofmillions of people rely on them fortheir livelihoods, nutrition, andsocioeconomic well-being; but
almost half have been lost due towarmer seas. Seychelles is anarchipelagic nation consisting of
115 granite and coral islands. As
one of the world’s biodiversity
hotspots, Seychelles is balancing
the need to both develop
economically and protect its
natural endowment. Business as
usual approaches fail to address
the impacts of economic activity

on marine ecosystems, resulting inwider socioeconomic impacts aswell as declining profitability.
Seychelles Conservation andClimate Adaptation Trust(SeyCCAT), an independent trust,envisions for Seychelles’ ocean
and islands to be stewarded by
the people of Seychelles,
generating sustainable benefits
for future generations to share. To
this end, they strategically invest
in ocean stakeholders to generate
new learning, bold action, andsustainable blue prosperity in
Seychelles.

OUR APPROACH
Marine resources are critical to the
Seychelles’ economic growth. After
tourism, the fisheries sector is thecountry’s most important industry,
contributing significantly to theannual GDP and employing 17% of
the population. Fish products makeup around 95% of the total value ofdomestic exports. SeyCCAT
envisions for Seychelles’ ocean andislands to be stewarded by thepeople of Seychelles, generating
sustainable benefits for future
generations to share.
SeyCCAT supports Seychelles with
‘The World’s First Sovereign Blue
Bond’, helping fund marine protection, fishery management, and otherprojects that safeguard its vital

ocean economy while promoting
sustainable practices. Grants andloans for these individual projects
are channelled through the Blue
Grants Fund (BGF) and Blue Investment Fund, both managed by
SeyCCAT. BGF is a part of the
Seychelles’ Blue Finance approachand is financed from the proceeds ofthe world's first sovereign Blue Bondand Debt-for-Nature Swap. By
applying for BGF, Seychelles citizens,
entrepreneurs, NGOs, and governmental agencies get a chance tofinance their blue projects andcontribute to the national blue
agenda. Seychelles now protects
30% of its national waters, covering
410,000 square km of ocean (anarea larger than Germany).

My name is Dillys and I am afuture marine scientist. Now, I am
also a marine filmmaker, working ona documentary about Seychelles’
ocean. I feel like every day of my life
is filled with purpose: through myknowledge and creative skills, I get
to tell a story that is so worth telling,
especially for the next generations of
Seychellois. This was made possible
thanks to a grant from the SeyCCAT's
Blue Grants Fund, which allowed me
to turn my passion into an
occupation.
- Dillys Pouponeau,
Beneficiary

IMPACT IN NUMBERS

30%$472.3K

30% of Seychelles’
national waters protected,
covering 410K square kmof ocean$472.3K channelled by the
BGF to local projects, in
2020

OUR EXPO 2020 EXPERIENCEOUR PARTNERS

54• Blue Economy• United Nations Development
Programme (UNDP)• Oak Foundation

97

www.seyccat.org@SeyCCAT@seyccat@SeyCCAT

54 applications received
for a total amount of $3.4
million in the fifth funding
cycle in 2021

Water, food, and energy security

At SeyCCAT, we have been grateful for the opportunity to
showcase our work at Expo 2020 Dubai. We have been
leveraging this exposure in our conversations with existing
donors and partners.

98World Food Programme (WFP)

OUR SDGs

Plus School Menus
BhutanOUR IDEA
School meals programmes are
multi-million dollar government
investments, present in virtually
every country, with a global yearly
investment of over $40 billion. Mostof this investment goes into foodpurchases. However, it is estimatedthat 73 million children in need are
not receiving school meals, mostly
because of budget limitations.
Additionally, there is a challenging
trade-off – cheaper menus mean
more children can be fed. However,more nutritious (and costlier) menustranslate into healthier and moreproductive students. Localpurchasing of food further generates
a positive economic impact for thenational economy. Menu design is the
key to balancing all these elements.
SMP PLUS is an online software, using
advanced algorithms to create
optimal school menus, ensuring
reduced cost, increased nutrition andingredient locality, all while
respecting cultural eating habits, andeven including traditional recipes.

OUR APPROACH
Menu design is traditionally basedon manual calculation methods,
which can be long and tedious. The
process can last up to 8 weeks andlead to the loss of opportunities tocreate more cost-effective, local
and nutritious menus. SMP PLUS
(formerly known as PLUS School
Menus) is the first global school
menu creation platform. Available
online and completely free to use, it
allows for meal optimisation using
artificial intelligence (A.I.), creating
more affordable, nutritious, andlocal meals.
With A.I. optimisation and its
different modalities, menus can be
simultaneously cheaper, more
nutritious, and local. More children
can be fed with better food. The
menu design process can be
reduced from up to 8 weeks to anafternoon. Its additional functions
allow for easy menu management,
team collaboration and integrationof community participation in themenu creation process. The simple
user-interface allows for easy use
by different government
stakeholders.

99

Around 18 countries worldwide areat different levels of adopting SMP
PLUS. Important partnerships havebeen developed with multilateralorganisations (African Union),academia (PCD-Imperial College),and donors (NORAD). As of today,
over 1.6 million children enjoy meals
crafted through PLUS. Importantachievements include the reductionof 16% of food procurement costs in
Bhutan, or the 50% average
nutritional value increase in
Mozambique.

Now I can create more nutritious
menus that are more local and lesscostly, in minutes instead of weeks- Udaya Sharma,
WFP Bhutan

1.6M
1.6 million children
benefitted

OUR PARTNERS

18• African Union• Partnership for Child Development(PCD)-Imperial College• Sodexo-Stop Hunger Foundation• World Food ProgrammeInnovation Accelerator• Norwegian Agency for
Development Cooperation(NORAD)• Food and Agriculture Organization(FAO)

www.innovation.wfp.org/project/smp-plus

IMPACT IN NUMBERSWFP Innovation Accelerator

18 countries on
adoption process

16%
16% food procurementsavings@WFPInnovation

Water, food, and energy security100

Ya'axché Conservation Trust

OUR SDGs

Belize’s First Cacao Agroforestry Concession
within a Protected Area
BelizeOUR IDEA
Natural standing forests are
threatened by deforestation andillegal activities that consequently
contribute to biodiversity loss.
Unsustainable land-use fromagricultural expansions and otherillegal activities threaten
protected areas. Ya’axché works
with indigenous communities insouthern Belize, promoting
climate-smart practices,biodiversity conservation andprotected areas management. Asan evidence-based grassroots
NGO, Ya’axché’s management
interventions aim to achieve
harmony between nature andhuman development for the
benefit of both. Overall, they aim
to protect wild places andcollaborate with communities toaddress issues such as
deforestation, food security,
poverty, and impacts of climatechange in order to promotesustainable development.

OUR APPROACH
The lack of penalisation of illegal
activities in protected areas due tothe lack of human and financial
resources created the opportunity
for protected areas’
co-management agreements. Aftergoing through a de-reservation due
to illegal land clearances forfarming, Ya’axché was granted
co-management of Maya MountainNorth Forest Reserve in 2015.
Ya’axché’s management effort inprotected area was initiated withbiodiversity monitoring andenforcement patrols. Further, they
worked towards securing the “rightto access” for the community of Trioto set up the first ever cacao
concession.
Ya’axché has been working with Trio
Farmers Cacao Growers (Ltd.) as anorganised group to manage the 936
acre cacao agroforestry concession
as the beneficiary farmers strive toimprove their livelihoods. The
project closely monitors the harvest
production of wet cacao beans fromthe concession. Ya’axché has also
set up camera traps to monitor the
wildlife in the cacao plots, to ensure101

www.yaaxche.org

that the management intervention
also contributes to maintaining
biodiversity.
Under the Community and OutreachLivelihoods Programme, Ya’axchébuilds the capacities of farmers topractise climate-smart solutions forlivelihood enhancements andlandscape conservation. The
promotion of sustainable farming,
inclusive of agroforestry withinprotected areas, provide theopportunity to further incentivise
community groups as a small
business venture.

The good thing about this kind of
farming [cacao agroforestry] is thatit brings income that is important forbuying food, household needs,
payment of bills, and education
expenses for my children. Anotherbenefit of doing this farming is that itis different from what I used to do in
the past where I clear and burn forest
for milpa and every year I needed toclear for a new plot and use
herbicide. Now I see that what I am
doing is better.

IMPACT IN NUMBERS

70%

70% increase in the
production of wet cacao
beans sold to a local buyer
in 20215

5 wildcat species of Belize
have been recorded in the
cacao agroforestry
concession- Santiago Cus,
71-year-old, BeneficiaryOUR PARTNERS• GEF –Small Grants Programme• Inter-American Development
Bank (IDB)• Inter American Foundation (IAF)• World Wildlife Fund (WWF)• European Union (EU)• Global Trees Campaign (GTC)@yaaxche• Protected Areas Conservation Trust(PACT)• Biodiversity and Protected Areas
Managment (BIOPAMA) Programme
Overbrook• Fauna & Flora International (FFI)
New England Biolabs (NEB) Foundation@yaaxche_org@Yaaxche

2.6%

2.6% of the Maya MountainNorth Forest Reserve isunder the Cacao
Agroforestry Concession as
a community model of forest
governance andconservation

Water, food, and energy security

OUR EXPO 2020 EXPERIENCE
The exposure at the Expo 2020 has elevated theconcession’s success story with greater potential to seek
investment projects for the organised group as they
venture into value-added products. A cacao agroforestry
business management plan for the group has been
completed; as production of wet cacao beans increases, sodo the opportunities for value-added products. Current
discussion on a potential partnership for tree planting has
been initiated to continue supporting reforestation efforts
in southern Belize.

102

COVID-19
Solutions
COVID-19 solutions relating to digitalisation,
education and skills development, health andwellbeing, protecting livelihoods, and water,
sanitation and hygiene (WASH)

Fútbol Más
Lopos
Project Majireach52
SitatByoot

Fútbol Más

OUR SDGs

Mi Casa, Mi Cancha “My Home, My Playground”
Chile

OUR IDEA
Fútbol Más was established on the
belief that in order to generate apositive transformation, children
must be educated based on theirstrengths, their abilities, and thepotential of their communities mustbe highlighted. Fútbol Más
programme seeks to promote thewellbeing and mental health ofchildren and communities living in

OUR APPROACH
Fútbol Más uses the infrastructureand spaces of communities todevelop a social sport programme.
They work in the heart ofneighbourhoods, schools, camps,
and child centres throughprogrammes led by professionals
specialising in the fields of social
development and sports. By
developing sessions and games
designed to create situations ofcontrolled adversity, Fútbol Más
challenges participants to learn
through games, and promotes life
skills in children while empowering
their communities.

contexts of social vulnerability
through sport and play. They do thisby organising interventions that
promote community cohesion andencourage the development ofsocio-emotional skills in children.
Through these efforts, Fútbol Más
has impacted neighbourhoods in 10
countries around the world in Africa,
Europe, and Latin America.

OUR PARTNERS• United Nations Children’s Fund
(UNICEF)• United Nations HighCommissioner for Refugees(UNHCR)• Ministries of Sports• Ministries of Education• FIFA Foundation

This experience has taught me the importance of resilience,
empathy, and trust. All of us from this programme have a beautiful
bond and mutual respect.
- Franson Robillard,
Fútbol Más beneficiary at Du Bas Canaán School, 201415%

The intervention employs the Green
Card pedagogical tool that does
not expel, punish, or threaten, but
rewards and promotes prosocial
behaviours in children, youngsters,
and adults in order to collaborate inbuilding better citizens and happiercommunities. Children areencouraged to participate in social
sport sessions while youth andadults from the community aretrained and inspired throughleadership training. This helps themacquire tools and skills tostrengthen community cohesion
and manage their own social sports
programme over time, building insustainability for the programme.

105

www.futbolmas.org/eng/

IMPACT IN NUMBERS

80%

93%

@futbolmasorg@futbolmasorg@futbolmasorg

COVID-19 solutions

15% increase in students’
trust with their peers since
Fútbol Más came to theirschools

80% of girls participatingin Fútbol Más social sportsessions admit feelingsatisfied with theirabilities

93% of parents believe
Fútbol Más has helped
their children cope withstress during the
pandemic

OUR EXPO 2020 EXPERIENCE
Fútbol Más has been able to create connections in
new regions thanks to Expo 2020 Dubai. We have been inconversations with reputed organisations from theMiddle East, such as Dubai Cares and The Citizens
Foundation. This has opened several opportunities toscale Fútbol Más’s social sports programmes in theregion. We were also able to build partnerships with other
Best Practices around the world, introducing us toenriching ideas and complementing projects, both in thegeographical and programmatic aspects.

106LoposOUR SDGs

Social distancing under control
Belgium

OUR IDEA
During the COVID-19 pandemic,
numerous organisations decided to
shut operations to ensure the safetyof their employees. On the other
hand, organisations that continued
working were losing time andresources to the tedious process ofcontact tracing. In this context,
Lopos developed the SafeDistance
wearable device that helps alert
users regarding safe social
distancing practices to avoid
potential transmission of the virus.

OUR APPROACH
Lopos developed a wearable device
with alarms (light, sound, andvibration) to alert workers whensocial distancing was not being
maintained. The device uses
ultra-wideband (UWB) - a
radio-based technology that canuse very low energy levels for
short-range and high bandwidthcommunication over a large portionof the radio spectrum.
A contact tracing dashboard was
also developed that helps
organisations export a contact inless than a minute, enabling them topromptly interrupt the chain oftransmission. Lopos has also started
to identify how this intuitive solution
can be applied to other areas of
employee safety. This prompted theinvention of LoposAlert, a proximity
warning solution to reduce forklift
incidents. Forklifts are equipped witha “beacon”, and workers with a“wearable” device, which can thencommunicate with each other tomonitor speed and provide
direction-based warnings.
Organisations can gather actionableinsights through Lopos’ online
platform to improve overall safety
and reduce accidents in thewarehouse.

The LoposAlert wearables help
us maintain the correct distance.
Employees are immediately alerted
by the alarm if they get too close.

IMPACT IN NUMBERS- Marc Lambotte,
CEO Agoria

70+

25K

70+ organisations wereable to enforce social
distancing thanks to
SafeDistance.

25K SafeDistance
wearables are deployedworldwide.

OUR EXPO 2020 EXPERIENCE

90%

107

www.lopos.be

Lopos

Lopos

COVID-19 solutions

90% reduction in timespent on contact tracing
due to Lopos’ contact
tracing dashboard.

Through our engagement with Expo 2020, Lopos hasreceived greater media attention. This has helped us access
additional resources to invest in our technologies and expand
their impact.

108

Project Maji

OUR SDGs

Maji Bucket
UAE and Ghana

OUR IDEA
It is estimated that over 3 billion
people across the world lack accessto household handwashing facilities– a key factor driving public healthchallenges in communities. Further,
the rapid spread of the COVID-19
virus in 2020, combined with thelack of effective treatment,
re-enforced the significance of
non-pharmaceutical interventions,such as adequate and frequent handhygiene to slow down diseasetransmission. The unfolding
pandemic also showcased the need

OUR APPROACH
Project Maji addresses thedevelopment challenges caused bywater scarcity. The pandemic
created a new urgency for thelifesaving distribution of
handwashing solutions inunderserved communities. Using
widely available parts, Project
Maji’s engineers designed alow-tech foot-operated
handwashing station that uses abicycle handbrake as a foot pedal.
Made of locally available products,
allowing easy replication and bulk
production, it is a highly affordable
innovation that met criticalsanitation needs. The Maji Buckets
are proudly produced by People of
Determination in Accra, Ghana.

for clean, running water, and soap,
especially in marginalisedcommunities. As a safe water NGO
working on the frontlines, Project Maji
designed a highly effective andaffordable preventative tool to curb
virus transmission – the Maji Bucket.
This foot-operated bucket eliminates
the need for touch thereby reducing
the spread of bacteria. Through thisinnovation, Project Maji aims topromote affordable and scalable
handwashing practices among ruralcommunities.

OUR PARTNERS• Aqua for All• Mina Guli – Thirst Foundation• Ghana Federation of Disability
Organizations

The Maji Bucket is definitely better because you don’t have to touch
the tap to use it. It’s good because otherwise, someone else will come andtouch the same tap after washing their hands. We were also told thatmajority of the virus is transferred through our hands. So how would you
see what you are picking up. Using the foot operated bucket is better. This
one will protect us better from the virus.

75K- Daniel Acquah,
62-year-old, community elder

75K people reached withMaji Buckets

Project Maji leveraged social media
to support the roll-out of theinnovation. They partnered withwater warrior, Mina Guli for a global
handwashing awareness campaign
called #Sweat4Soap. The
campaign motivated runners
across the globe to log their miles
for Maji Buckets: Every 100 km =1
Maji Bucket. With the support ofpartners, over 75,000 people
benefitted from the hand-washingstations.

109

www.projectmaji.org

IMPACT IN NUMBERS

68.8K

68.8K km logged insupport of Maji Buckets
with 62 countries
participating in the#Sweat4Soap campaign

OUR EXPO 2020 EXPERIENCE

42 million social media
impressions for Project Maji

Expo 2020 has helped us connect with communities andcountries who will be able to benefit most from this solution
in the wake of COVID-19 and beyond. Expo has acted as aspringboard for us to connect with great global minds andforward-thinking future partners to scale up the Maji Bucket
project. We are truly honoured to have the opportunity todisplay the Maji Buckets at the world’s greatest show.

42M@ProjectMAJI@projectmaji@ProjectMAJI

COVID-19 solutions

110reach52

OUR SDGs

reach52
Singapore

OUR IDEA
It is estimated that 52% people
worldwide are unable to accessessential health services and 100
million people are driven intopoverty each year throughcatastrophic out-of-pocket healthexpenses. Conversely, top global
corporates are investing $20
billion annually on impact andsustainability initiatives as part oftheir core businesses. However,they lack the expertise toeffectively translate these targets
into tangible results. reach52 is ahealth-tech social enterprise
bridging these challenges throughdata-driven community
campaigns for rural populations in
low-and middle-income countries(LMICs). By partnering withbusinesses, multilaterals, and civilsociety organisations, reach52
aims to provide scalable andrepeatable health services for
non-communicable diseases,
infectious diseases, maternal andchild health, consumer health, andfinancial protection in
low-connectivity markets.

OUR APPROACH
Through digitally equipped
networks of Community Agents,
reach25 works with B2B clients torapidly design, launch, and scale
data-driven health campaigns fordisconnected regions across a rangeof frontier and emerging markets.
reach52 recruits, trains andmanages networks of digitallyequipped “Community Agents”
across rural communities in
Cambodia, India, Indonesia, Kenya,and the Philippines. These Agents(typically existing community healthworkers) are trained and equippedwith reach52’s offline-first mHealthplatform. They work to connect
local populations to government
services, focusing on healthpromotion and community
screening to improve the uptake of
preventive services and increaseknowledge of risk factors.

develop corresponding interventions
to respond to needs. In cooperation
with local health systems, reach52
Agents implement these community
interventions across a range of
disease areas.

OUR PARTNERS• Johnson & Johnson• Bayer• Medtronic Labs
• Sanofi• Pfizer Foundation• United Nations Capital
Development Fund
• UnileverI have had diabetes for 30 years
now and it has been a challenging
journey, especially because of thehigh burden of medical costs. My
family worries about my condition
and I have to disturb them each time
I need a check-up. I’m really happy
that Padayon(community agent)arrived in our barangay (district) andgave us easier access to bloodpressure and sugar checks,
affordable medicines, and diabetes
education.

reach52.com

$2.10

9.8K

90%

@reach52health$2.10 created in local
social impact for each $1
invested in theorganisation.

- Anonymous beneficiary,
Resident of Iloilo Province, Philippines

reach52 also builds capacity for
local health systems through healthworker upskilling. Their Agents aretasked with onboarding residents tothe digital platform by collecting
individual health/demographic data
to create a health profile. The
aggregated data is then analysed inconjunction with stakeholders to111

IMPACT IN NUMBERS@reach52health@reach52health

COVID-19 solutions

9.8K rural community
health workers upskilledand 1 million beneficiaries
engaged, since reach52’s
inception.

OUR EXPO 2020 EXPERIENCE

90% of reach52 agentsare female in an effort tosupport UN SDG 5“Achieve gender equality
and empower all womenand girls”

The opportunity to travel to Expo and participate in
the Global Best Practice Programme in person was
valuable and appreciated. It was extremely uplifting andmotivating to have the opportunity to connect
face-to-face with a large group of like-minded peers. The
organisers should be proud of what they were able toachieve, particularly in such challenging circumstances.
Thank you for including us in this initiative!

112

SitatByoot

OUR SDGs

SitatByoot & Makesy
JordanOUR IDEAThe COVID-19 pandemic has been
an unprecedented global healthcrisis and has led to a global
economic crisis for several countries.
As preventive lockdowns limited
movement, closed businesses, andcontracted incomes, many had tofind new avenues for work andplatforms to enable sales. Against
this backdrop, SitatByoot works

directly with low-income andvulnerable communities in Jordan
comprising largely of women to
help them enter the labour market
and grow their business online
through app- and web-based
platforms. The platform enables
women to market handcrafted
goods through its own e-commerce
site, Makesy.

OUR APPROACH
Makesy facilitates business
opportunities, connecting demandfor high quality garments andhand-made goods with the skilledcapacity of its ‘makers,’ primarily
women working from home.
Demonstrating a new way of doing
e-commerce, instead of buying
ready-made handmade products,
consumers can customise orders as
per their preferences. The orders
are delegated to skilled tailors andcraftspeople, and Makesy tracks
production on behalf of thecustomer through the app. This
platform has provided a unique
opportunity for customers tocreate their very own garments
and accessories.

For craftspeople, Makesy
developed a vocational training
programme called Tadreeb Live,revolving around sewing,crocheting, embroidery, andhome-based business skills
delivered both online and offline. As
women progress in their training,they gain skills to accelerate their
online home-based business, haveaccess to employment
opportunities in local garment
factories, and become certified“Makers.” The Makesy website andapp helps sellers eliminate thelonglist of intermediaries, leading to
improvements in their profit
margins. The platform oversees
quality control, manages payments
for both parties, and provides
innovative tech services.

I knew I had it in me to create,
work and support my children,
but I didn’t think I could
implement my ideas.

IMPACT IN NUMBERS- Suzan Qouqas,
Makesy user and beneficiary.

60%

OUR PARTNERS• United Nations Women (UN Women)• Care International• Drosos

45%

5000

113

www.makesy.app@makesy@makesy.app@makesyapp

COVID-19 solutions

60% of sellers have beentaught skills on the job.

45% of sellers havesecond and third orders
within 2 weeks.

Sitabyoot has trained morethan 5,000 women through its
workshops and 700 of those
have satisfied bespoke orders,creating and shipping
garments from their homes.

OUR EXPO 2020 EXPERIENCE
Expo 2020 Dubai has allowed us great exposure to
showcase our achievements to a group of specialorganisations. This has helped us expand our network
forward and upward.

114