A year in review
SNV Annual Report 2019A year in review
CEO message
Message from the CEO
Message from the CEO
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2019 feels like a distant past. Still, it is important to pause and celebrate the success we had. We helped to improve the lives of 6.3 million people living in poverty through increased incomes and access to basic services.
Our explicit focus on systems change means that our projects help many more people work their way out of poverty, well beyond the scope of projects. In this annual report, you will read how our projects influence markets and governance processes to function better by kickstarting markets, supporting governments and other actors to improve their service delivery, and improving government and market accountability.
SNV continued to improve itself in 2019 with investments in operational excellence that helped us realise a positive financial net result in 2020. Ultimately, they helped us achieve our impact on the ground.
2019 was an exceptional year. 2020 will be exceptional in a different way. SNV will continue to work towards a society in which all people are free to pursue their own sustainable development and no one is left behind.
Meike van Ginneken, Chief Executive Officer
On behalf of the Managing Board
Our explicit focus on systems change means that our projects help many more people work their way out of poverty, well beyond the scope of projects. In this annual report, you will read how our projects influence markets and governance processes to function better by kickstarting markets, supporting governments and other actors to improve their service delivery, and improving government and market accountability.
SNV continued to improve itself in 2019 with investments in operational excellence that helped us realise a positive financial net result in 2020. Ultimately, they helped us achieve our impact on the ground.
2019 was an exceptional year. 2020 will be exceptional in a different way. SNV will continue to work towards a society in which all people are free to pursue their own sustainable development and no one is left behind.
Meike van Ginneken, Chief Executive Officer
On behalf of the Managing Board
2019 in numbers
SNV in 2019
2019 was the first year of implementing our new 2019-2022 Strategic Plan. Our results were in line with the targets we set to improve the quality of life of 20 million people and to significantly contribute to systems change in the agriculture, energy and WASH sectors in 21 countries from 2019 to 2022. We also made considerable steps towards operational excellence and solidifying our position as a global premium development organisation with a strong local presence.
6.3 million lives improved in 2019
6.3 million lives improved in 2019
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In 2019, SNV helped improve the lives of 6.3 million people living in poverty through increased incomes and access to basic services.
We apply practical know-how to support people living in poverty. We constantly renew our expertise with innovative global knowledge and lessons learned from practice.
Our long-term in-country presence is the basis of our local credibility and our alliance building with and between stakeholders.
We create impact through direct results and systems change. Our projects directly benefit millions of people. At the same time, our projects also drive systems change – streng-thening institutions and kickstarting markets to help many more people work their way out of poverty.
We apply practical know-how to support people living in poverty. We constantly renew our expertise with innovative global knowledge and lessons learned from practice.
Our long-term in-country presence is the basis of our local credibility and our alliance building with and between stakeholders.
We create impact through direct results and systems change. Our projects directly benefit millions of people. At the same time, our projects also drive systems change – streng-thening institutions and kickstarting markets to help many more people work their way out of poverty.
Our footprint
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Our footprintWe worked in 29 countries in Asia, Africa and Latin America.
Our portfolio in sub-Saharan Africa remains the largest, comprising of 78% of expenditure and 76% of 2019 order intake.
We started operations in Burundi and Nigeria. We closed operations in Bolivia and Peru. With this, an over 50-year presence of SNV in South America has come to an end. We decided to exit Myanmar in 2020.
We started operations in Burundi and Nigeria. We closed operations in Bolivia and Peru. With this, an over 50-year presence of SNV in South America has come to an end. We decided to exit Myanmar in 2020.
Our people
Our people
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The number of staff increased to 1,373. At the end of 2019, 87% of our staff consisted of national staff members. The share of our staff based in The Netherlands remained stable. Staffing trends by sector and by cluster of countries are generally in line with revenue trends. Annual staff turnover has decreased to 15% (down from 20% in 2018).
SNV remains a highly diverse organisation with over 50 different nationalities. The average age of our staff remained similar as to previous years. We need to pay attention to the aging of international staff and NL staff cohorts. 32% of all SNV staff are female. The share of female senior staff grew slightly from 30% to 31%. Improving our gender diversity remains a point of attention.
SNV remains a highly diverse organisation with over 50 different nationalities. The average age of our staff remained similar as to previous years. We need to pay attention to the aging of international staff and NL staff cohorts. 32% of all SNV staff are female. The share of female senior staff grew slightly from 30% to 31%. Improving our gender diversity remains a point of attention.
Our approach
We apply practical know-how to support people living in poverty. We constantly renew our expertise with innovative global knowledge and lessons learned from practice. Our long-term in-country presence is the basis of our local credibility and our alliance building with and between stakeholders. We create impact through direct results and systems change. Our projects directly benefit millions of people. At the same time, our projects also drive systems change – streng-thening institutions and kickstarting markets to help many more people work their way out of poverty.
SNV sectors
Our sectors
Our continued focus on agriculture, energy, and WASH allowed us to deepen the quality of our work. Many of our projects span across sectors and have an integrated approach to sustainable development.
Agriculture
SNV implements a large and diverse agriculture programme. In 2019, we improved the lives of 2.0 million people through increased income, food security, and climate solutions. The majority of those (1.7 million people) benefitted through increased income.
We work with private and public sector actors to take up and implement the use of successful processes, technologies and models to realise systems change and sustainable impact at scale. We focus on small-holder farmers willing and able to implement farming-as-a-business, as well as the small and medium agricultural enterprises that are essential to transforming agricultural value chains.
We work with private and public sector actors to take up and implement the use of successful processes, technologies and models to realise systems change and sustainable impact at scale. We focus on small-holder farmers willing and able to implement farming-as-a-business, as well as the small and medium agricultural enterprises that are essential to transforming agricultural value chains.
We improve dietary practices and nutritional outcomes by addressing consumer demand, social and behaviour change, improved food supply, market development, and governance.
Our projects explicitly addressed gender and social inclusion by ensuring equal access to and control over resources for vulnerable groups.
In 2019, we spent €91M on agriculture projects, which amounts to 64% of our total project expenditure. The agriculture order intake continued to grow. The €140M worth of new contracts we signed was well above our target. New projects on inclusive value chains and youth employment dominated. New contracts were concentrated in Sub-Saharan Africa.
Our projects explicitly addressed gender and social inclusion by ensuring equal access to and control over resources for vulnerable groups.
In 2019, we spent €91M on agriculture projects, which amounts to 64% of our total project expenditure. The agriculture order intake continued to grow. The €140M worth of new contracts we signed was well above our target. New projects on inclusive value chains and youth employment dominated. New contracts were concentrated in Sub-Saharan Africa.
Energy
Our energy programme improved the lives of 1.2 million people in 13 countries in 2019. This is on target. The vast majority of this relates to people with new access to sustainable and affordable energy. We also reduced emissions by the equivalent of 570,000 tonnes of CO2
In 2019, we spent €16M on energy projects, which amounts to 12% of our total project expenditure. Energy order intake in 2019 was €37M, which was just below our target. Main financiers of new projects were DFID and EnDev.
In 2019, we spent €16M on energy projects, which amounts to 12% of our total project expenditure. Energy order intake in 2019 was €37M, which was just below our target. Main financiers of new projects were DFID and EnDev.
The main focus of the SNV energy programme is sustainable energy markets. Our work on climate and business and opportunities for youth employment also include energy projects.
SNV’s work in energy aims to achieve universal access to affordable and sustainable energy by 2030 (SDG7). According to the International Energy Agency, the world will fall short of meeting this target by 2030 at the current rate of progress. Those still lacking access are increasingly concentrated in Sub-Saharan Africa. The number of people without access to clean cooking remains just under 3 billion as population growth is outpacing annual growth in access.
SNV’s work in energy aims to achieve universal access to affordable and sustainable energy by 2030 (SDG7). According to the International Energy Agency, the world will fall short of meeting this target by 2030 at the current rate of progress. Those still lacking access are increasingly concentrated in Sub-Saharan Africa. The number of people without access to clean cooking remains just under 3 billion as population growth is outpacing annual growth in access.
Water, sanitation and hygiene (WASH)
Our WASH activities improved the lives of 3.1 million people in 17 countries in 2019. Our projects resulted to 2.0 million people gaining access to, and use of, sanitation, and over 0.9 million people gaining access to basic drinking water supply services. An additional 0.7 million people now practice handwashing with soap after defecation. We outperformed our targets on all those indicators.
In 2019, our WASH programme continued steadily, with expenditure of €31M on projects (22% of total project expen ditures). Many programmes entered full implementation stage, resulting in richer quality results and a thorough examination of what it takes to pragmatically ensure lasting results in all settings. Order intake for WASH in 2019 was €6M, which was below the target we set ourselves.
In 2019, our WASH programme continued steadily, with expenditure of €31M on projects (22% of total project expen ditures). Many programmes entered full implementation stage, resulting in richer quality results and a thorough examination of what it takes to pragmatically ensure lasting results in all settings. Order intake for WASH in 2019 was €6M, which was below the target we set ourselves.
Our programme supported the development of public institutions and built markets that will ultimately provide many more people with WASH services. Our commitment to leaving no-one behind translates to a focus on universal access.
Sustainability remained key to our work in 2018 as we implemented local solutions and deepened our experience of what it takes to pragmatically ensure lasting results in all settings. We explicitly focused on schools, health facilities and last mile provisions. We strengthened the exchange on rural sanitation between Asian and African experiences.
Our focus on small towns and city-wide urban sanitation services intensified. New order intake in WASH was below target and needs more attention.
Sustainability remained key to our work in 2018 as we implemented local solutions and deepened our experience of what it takes to pragmatically ensure lasting results in all settings. We explicitly focused on schools, health facilities and last mile provisions. We strengthened the exchange on rural sanitation between Asian and African experiences.
Our focus on small towns and city-wide urban sanitation services intensified. New order intake in WASH was below target and needs more attention.
Changing the systems which trap people in poverty
Only by changing underlying systems, can we break the low-income poverty trap that millions of people find themselves trapped in. This is why we design and manage our projects so they do not just deliver direct results, but also contribute to systems change to create sustainable, large-scale impact.
SNV significantly contributed to systems change in five countries in 2019 and supported systems change in many more.
SNV significantly contributed to systems change in five countries in 2019 and supported systems change in many more.
A focus on evidence and learning
Our on-the-ground presence and top notch international knowledge helped kickstart markets and services. In doing so, we leveraged additional financial resources for companies and governments. We work closely with governments and others. Our approaches are often adopted by others and become the new norm.
We also work at the household level on behaviour change. SNV helps generate credible data and to build the capacity of civil society to use data to advocate and hold leaders accountable. Informed customers can pressure private enterprises and public service providers to improve goods and services and deliver value for money.
The ultimate test of our success is when we create a new normal in which all people can pursue their own sustainable development.
We also work at the household level on behaviour change. SNV helps generate credible data and to build the capacity of civil society to use data to advocate and hold leaders accountable. Informed customers can pressure private enterprises and public service providers to improve goods and services and deliver value for money.
The ultimate test of our success is when we create a new normal in which all people can pursue their own sustainable development.
Organisational developments
Organisational developments
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In our 2019-2022 Strategic Plan, we made operational excellence part of our mission. We are proud to work exclusively through project financing. In the past couple of years, we saw rapid growth as we increased the volume of our programme by 15% year-on-year increase in 2018 and 2019.
In 2019, our consolidated income was €142M. This growth is a result of a solid and diversified donor basis. We are proud that in 2019, we made a small net positive financial result in the low-margin environment in which we operate. This means that SNV now enters the corona pandemic period of uncertainty from a position of strength.
Ensuring that all our interventions are high quality is an intrinsic part of our mission.
In 2019, our consolidated income was €142M. This growth is a result of a solid and diversified donor basis. We are proud that in 2019, we made a small net positive financial result in the low-margin environment in which we operate. This means that SNV now enters the corona pandemic period of uncertainty from a position of strength.
Ensuring that all our interventions are high quality is an intrinsic part of our mission.
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We will continue to invest in quality assurance systems and in making knowledge flow to and from the frontline. Our decentralised structure helps us to constantly learn about what works and what does not work, and to adapt our global know-how to local contexts and as circumstances change.
As the COVID-19 crisis keeps evolving, so will our approaches. Our work is more needed than ever. We are applying our know-how to deliver results at scale while - in cooperation with our donors – refocusing our projects to what is most needed. We are teaming up with others to advocate for global solidarity so that development organisations like SNV can step up just now that they are most needed.
2019 was an exceptional year for SNV. 2020 will be exceptional in a different way. We will continue to work towards a society in which all people are free to pursue their own sustainable development and no one is left behind.
As the COVID-19 crisis keeps evolving, so will our approaches. Our work is more needed than ever. We are applying our know-how to deliver results at scale while - in cooperation with our donors – refocusing our projects to what is most needed. We are teaming up with others to advocate for global solidarity so that development organisations like SNV can step up just now that they are most needed.
2019 was an exceptional year for SNV. 2020 will be exceptional in a different way. We will continue to work towards a society in which all people are free to pursue their own sustainable development and no one is left behind.
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SNV Annual Report 2019
Message from the CEO
SNV in 2019
Our footprint
2019 in numbers
Our people
Our approach
Our sectors
Agriculture
Energy
Water, sanitation and hygiene (WASH)
Changing the systems which trap people in poverty
A focus on evidence and learning
Organisational developments
Download our 2019 Annual Report
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