For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.For Shell Foundation, genuine solutions to poverty and environmental challenges are ones that are self-financing and can be easily replicated to maximise impact. In Breathing Space’s case it meant working with and sometimes actually creating intermediary organisations – from NGOs to for-profit companies, or in the case of its global partner, Envirofit, an NGO able to function like a business. This requires a ‘much more than money’ approach. The traditional charitable foundation model that sees cheques handed out to good causes simply isn’t enough. It also saw the Foundation applying ‘much more than money’ ingredients to achieve its objectives. These included:Partnerships Breathing Space has always relied on partners to help it deliver its objective of seeing a significant long-term reduction in IAP. For example, between 2002-7 it worked with existing IAP actors to trial nine different approaches to tackling IAP in seven countries. In late 2007, Envirofit became its new global partner, tasked with creating a business that will see 10 million improved stoves sold in five countries in five years.Money Between 2002-7, Shell Foundation committed more than $10million in seven countries, resulting in the sale of more than a quarter of a million stoves. Its global partnership with U.S. NGO Envirofit aims to achieve a five-year, $25 million investment – with funds from Shell Foundation being used to leverage much more from other sources.Shell Resources Throughout its involvement in IAP, Shell Foundation has used its links with the Shell Group to advance the Breathing Space programme’s objectives. For example Shell India, is helping Envirofit start-up its business in India, giving advise on recruitment, stakeholder engagement, HSSE (health, safety, security and environment) guidelines, local business practices and the manufacturing and distribution landscape.Market Oriented Ideas Early on in its involvement in IAP the Foundation realised that a problem as widespread as IAP could only be tackled through market-thinking (NGOs, governments or international organisations on their own were unlikely to make a significant difference). A market oriented approach is therefore at the heart of its solution working along the whole improved stove supply-chain – from research and development through to end-user – to see if a viable large scale stove industry can be created. Business DNA A good example of Breathing Space’s use of business-thinking and disciplines was the global market analysis it conducted for selling stoves. Working with Accenture Development Partnerships (ADP), it selected countries and states to target based on a range of market-impacting dynamics, including; wood fuel use, population size, average incomes, local sourcing and manufacturing capabilities and the impact past attempts to solve IAP by giving away stoves in some areas had on consumer attitudes.