SHELTRE Business plan proposal for disaster relief housing made from reused shipping containers. European Institute of Innovation and Technology - 09/2012
GENERAL INFORMATION This business plan was developed in the course of the five week summer school theJourney, hosted by the European Institute of Innovation and Technology during August and September 2013.
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CONFIDENTIALITY CLAUSE
The business plan presented contains internal data and confidential information belonging to the members of SHELTRE. Third parties, with the exception of the reviewer and authorized members of the board of examiners may not inspect this work unless specifically authorized by SHELTRE. Reproduction or publication of the business plan or contained data – even in extracts - is not permitted without the express permission of SHELTRE.
AUTHORS/CONTACT
Jannis Hegenwald +49 176 63167190 jannishegenwald@gmail.com skype: jannis.hegenwald Estefania Tapias +41 76 2304052 tapias@arch.ethz.com skype: estefania.tapias Lana Selakovic +49 172 36788901 lanaselakovic@gmail.com skype: lana.selakovic Luiz Seminario Ruiz +31 61 7712125 lseminarioruiz@hotmail.com skype: luiz.seminario.ruiz
TABLE OF CONTENTS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
EXECUTIVE SUMMARY.......................................................... 1 PRODUCT AND SERVICE ...................................................... 2 PROJECT TEAM .................................................................... 4 MARKET ANALYSIS............................................................... 6 BUSINESS SYSTEM............................................................... 8 REALIZATION SCHEDULE..................................................... 9 RISK MANAGEMENT .............................................................10 FINANCE................................................................................11 CLIMATE IMPACT..................................................................12 SOCIAL IMPACT.....................................................................13 APPENDIX..............................................................................14
1.
EXECUTIVE SUMMARY
Over the last decade, the number of natural disasters has increased over 10% each year. Just in 2010, there were over 400 natural disasters affecting over 200 million people worldwide. With experts predicting the global population to grow up to 8 billion people in 2030 and to over 9 billion people by 2050, the pressure on resources and people is skyrocketing. The combination of both the climate change related environmental disasters as well as the rapid population growth causes global migration and border conflicts, currently affecting over 50 million people. These climate change refugees are often forced to live in tents for years, because their home regions have been damaged severely enough to prevent a quick return. At the same time there are hundreds of thousands functional, but unused shipping containers laying around in container yards all over the world. These containers are polluting landscapes and communities especially near harbours and often rot until they are unusable and can only be melted for sourcing of steel.
The units will provide a self-sustaining toilet, storage, spaces to sleep for a family of six and will be powered by a micro photovoltaic system. The individual units will be designed by SHELTRE. Equipment will be bought from suppliers and the units will be manufactured externally to save costs. On top of the production of the units, SHELTRE is also investigating options to track and monitor the containers, so the performance of the shelter units in the field can be analyzed and evaluated to allow for fast improvements for future development. With SHELTRE, we are targeting the humanitarian aid market, NGO’s, UN-related organizations, the Red Cross/Crescent Movement and private foundations as our core customers. By providing the rapidly increasing number of climate change refugees with housing units made from shipping containers, SHELTRE is hoping to help communities recover faster and restore a bit of dignity in troubled regions by giving families a home.
SHELTRE is looking to solve these problems by reusing shipping containers and equipping them with basic technology for the sustainable supply of energy, water and sanitation in order to create temporary homes for climate change refugees.
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2.
PRODUCT AND SERVICE
Climate Change Refugees Climate change refugees are persons or groups of persons who, due to sudden or gradual alterations in their natural environment related to at least one of three impacts of climate change: sea-level rise, extreme weather events, and drought and water scarcity, are obliged to leave their habitual homes, or choose to do so, either temporarily or permanently, and who move either within their country or abroad. The Impact of Climate Change Over the last decades, climatically induced environmental disasters have increased rapidly. Sparked by incremental and rapid ecological change, these developments result in increased droughts, desertification, sea level rise, and the more frequent occurrence of extreme weather events such as hurricanes, cyclones, fires, mass flooding and tornadoes. Throughout the last 10 years, the number of natural disasters has steadily increased over 10% each year. In 2010 alone, there were over 400 natural disasters, impacting over 200 million people worldwide. At the same time, experts are projecting the global population to reach 8 billion by 2030 and nine billion by 2050, which will put extreme pressure on resources and humankind. The combination of population growth and increased environmental disasters already causes mass global migration and border conflicts and will increasingly do so in the future.
With currently approximately 50 Mio climate change refugees, experts are predicting a dramatic rise to over 200 Mio by 2050. When natural disasters happen, people are usually shifted to provisional temporary camps, where they are sheltered in makeshift tent communities. They stay in these camps, receiving emergency food and medical aid, until it is safe to return to their homes. However, oftentimes this time will never come and what was estimated to be a months-long stay turns out to last years. In some cases people cannot return to their home region at all anymore and the temporary tents become permanent and have to last decades. Shipping Containers At the same time there are hundreds of thousands functional, but unused shipping containers laying around in container yards all over the world. E.g.: In 2006, 7 million containers entered the USA, but only 2,5 million containers left the USA again. These containers are polluting landscapes and communities especially near harbours and often rot until they are unusable and can only be melted for sourcing of the steel.
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2.
PRODUCT AND SERVICE
SHELTRE SHELTRE looks to solve these two problems at once by reusing shipping containers, equipping them with basic technology for the sustainable supply of energy, water purification and sanitation to create dignified shelter units for climate refugees. The units will build on existing and emerging technologies and will be constructed using minimal resources while providing for basic needs, such as clean water, safe housing, sanitation, lighting, as well as sleeping and cooking. The twenty-foot equivalent containers will be equipped with a toilet, lighting, a place to prepare food and bunk beds for a family of six. They will be powered using a micro photovoltaic system with a very small battery to allow light and stove to work at night. Since the containers are ISO standardized, the units can be combined flexibly, like a modular system. Moreover, due to the standardization, the containers fit on any common truck, crane or cargo ship around the world and are therefore extremely easy to transport. As the containers have a strong steel structure, they are offering protection from the climate, providing personal safety and security and are ensuring privacy. INSULATION In order to keep the containers from building up heat in summer and losing heat in the winter, the shelter units will be insulated using vacuum insulated panels, which utilize a nearly gas-tight enclosure surrounding a rigid core, from which the air has been evacuated. This will ensure that the external impact on the inside temperature will be small. An integrated, solar powered micro unit for energy and hot water supply will provide electricity for lighting and the stove to prepare food inside the unit.
The unit will also feature a very small lithium iron phosphate battery using LiFePO4 as a cathode material to store a small mount of energy and allow for lighting and cooking during the night. SANITATION For sanitation, the SHELTRE unit will provide a “diversionToilet�, which works without a sewage system or any external energy and is therefore almost completely selfsustaining. The unit’s water purification and supply is based on treating any available water (e.g. rainwater or nearby surface water body) and reusing the used water. The collected rainwater is treated by a combination of ultrafiltration membranes, ultraviolet lamps and gravity power ultrafiltration. The wastewater is treated through a membrane bioreactor, ultrafiltration and activated carbon. The SHELTRE units provide a durable, to large parts selfproviding unit, which can work partially off the grid and can be transported to and between sites around the world. The combination of the functional reuse of old shipping containers, the highly independent supply of sanitation, power and water purification and the speed and scalability of the units makes the product innovative. Shelter units are giving shipping containers a second life and climate refugees the chance for a new life. Since the units are combining mostly available technology, it is difficult to protect them from copying by the competition. Therefore we are looking to protect the modular manufacturing process. Moreover, to protect the product, the undertaking will focus on building partnerships with foundations, organizations and businesses.
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3.
PROJECT TEAM Jannis Hegenwald During his Bachelor’s degree in Business and Engineering Jannis studied at TU Berlin and The University of Queensland. Currently, he is completing his Master’s degree in Business and Resource Engineering at TU Berlin and ETH Zürich. Through his academic background, ranging from business, project and innovation management to mechanical and resource engineering he is able to provide knowledge on the technology and the environmental aspects of SHELTRE. Jannis’ quick thinking and systems approach enable him to generate ideas rapidly, adapt to any changes and keep the venture moving forward. His motivation to question paradigms and his drive to keep improving make him a great leader and an inspiration to the rest of the team.
Estefania Tapias Pedraza Estefania is a PhD student at the Chair of Information Architecture at ETH Zürich. Studying in Colombia at the Pontificia Universidad Javeriana before moving to Italy to complete her double degree Master of Science (Architecture) at the Politecnico di Torino, Estefanias international background enables her to see things from a different point of view and enrichen the team process with her multicultural perspective. In her position at SHELTRE, she will use her architectural talent and her passion for design to implement principles of design thinking in the development process. Her academic expertise and her practical experience in sustainable design analysis tools will ensure the sustainable baseline throughout the business operations.
Luis Seminario Ruiz Luis holds a Bachelor’s degree in Industrial Engineering from the Polytechnic University of Valencia (Spain) and is currently pursuing a Master of Science in Water Management from the Delft University of Technology (Netherlands). Over the last four years, Luis has developed innovative technologies for water purification and supply, working in both the public and private sector. Taking care of all things technology, his expertise and practical experience will enable him to develop smart solutions and assure a high technological standard. Especially his state-of-theart knowledge on various water related issues will be benefitial for providing potable water.
Lana Selakovic Lana is a guest researcher at the University of Technology Berlin, where she investigates challenges and opportunities for resilient urban planning in the context of climate change. Holding a master’s degree in Architecture and Urbanism from the University of Belgrade, Serbia, Lana has worked on master plans for Serbia and Montenegro, as well as designing industrial and social housing with the University Union Belgrade. Her expertise in urban planning and strategic urban development enables Lana to manage the operational process of the business and streamline operations. A first prize winner of the International Competition for Student Campus, Lana’s experience in project work combined with her strong communication skills will ensure effectiveness and quality of the performed tasks.
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SHELTRE
Solar Panels Six Beds
SHELTRE is a climate refugee shelter, made from reused shipping containers, that is specifically designed to give a temporary home to climate disaster refugee families while considering environmental issues such as waste, recycling and renewable energy.
Vacuum Isolation Panel
Technology Compartment Kitchen Diversion Toilet
WALL DETAIL
DESIGN
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4. MARKET ANALYSIS Market Size In 2010, the Official Development Assistance had a volume of $126 billion with a projection of $160 billion for 2012. The humanitarian financial flows to specific emergency totalled $18 billion in 2010 with a market growth of +6% a year over the last ten years. This total amount is spread among Africa (35%), Asia and the Pacific (30%) and Latin America and the Carribean (25%), with the largest recipient countries being Sudan, Pakistan and Ethiopia. Market Segment SHELTRE aims at the market segment of permanent shelter for climate refugees. The total market value or humanitarian financial flow can be divided into three main groups: NGOs ($7,4 bn), UN ($9,3 bn) and Red Cross/ Crescent Movement ($1,2 bn) Target Customer Our target customers are Non-Governmental Organizations (CARE, World Vision, Save the Children, etc.), United Nations related organizations, the Red Cross and Red Crescent as well as private foundations (Bill & Melinda Gates Foundation, Ikea Foundation). These organizations are the main actors in the field of humanitarian aid and are looking to find solutions for the increasing mass of climate refugees. Market development Since 2007, the number of natural disasters and complex emergencies requiring humanitarian responses increased on average 10% each year. With population growth and resource scarcity worsening, the pressure on the climate increases and a higher increase in natural disasters is predicted. The official number of climate refugees has doubled in the last 10 years, from approximately 25 million to 50 million people, and is projected to skyrocket up to 200 million in 2050. This will increase the pressure on industrialized countries and create more market opportunities for SHELTRE.
Direct competitors: There are a few companies reusing shipping containers for purpose like housing, offices or mobile centers. These solutions are mostly individual designs, adapted to single cases. There are firms reusing containers for the basic supply of shelter, however fully equipped pre-manufactured living facilities that are able to provide power, sanitation and water purification, have not been developed. Precast Building Systems/Container Houses: Precast building systems, such as Easi-Set Precast Buildings allow for fast construction and assembly. Current solutions, such as Allied Container Systems, are built using shipping containers, both new and used ones. Both of these solutions are potential competitors. However, neither of these provides self-sustaining technology for the sanitation, water purification and the generation of energy. In contrast to the Precast Buildings, SHELTRE also reduces waste by reusing abandoned shipping containers, which gives the units an environmental advantage.
Local Solutions: To save costs and get the locals involved in the process, local production is sometimes chosen. However, local solutions often put a big burden on already troubled people, rely on local resources, may take a long time and result in inferior buildings quality. SHELTRE units can provide faster, superior building quality and ensure a practical foundation for communities to recover.
Price Current calculations, based on prices for supply and manufacturing in Europe, estimate the cost of one SHELTRE unit to be approximately 5000 Euro. One half of the 5000 Euro is used for the outer shell, the solar power technology and the manufacturing, while the other half is used for the interior equipment, such as the self-sustaining toilet and the beds. The SHELTRE units will be sold at 7000 Euro. As the units will eventually be produced locally, close to the place of implementation, significant cuts on the price can be expected, due to lower resource and manpower prices.
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4. MARKET ANALYSIS Tents: Tents are the quickest and cheapest solution to provide provisional, ad hoc shelter for climate refugees or internally displaced persons that have been forced to leave their home regions. Tents are very light and quick to set up and take down and can provide a roof over people’s heads. In comparison to the shelter units, tents offer very little protection from the climate, for personal belongings and for people’s health. The shelter units can provide energy, sanitation and water purification, which rapidly reduces the risk of spreading diseases by increasing sanitation standards. Moreover, the units allow families to have their own living space, where they can prepare food, eat, sleep and be in company.
The shelter units look to not only be a roof over people’s. heads, but to provide communities with homes that give them a strong, permanent foundation. Tent encampments often lack the infrastructure and the personal identification to allow communities to recover from a disaster. SHELTRE units look to bridge this gap and restore a bit of dignity and basic living standard in these communities.
Tents are a competitive substitute to the container units. However, tents aim at solving a different problem than the SHELTRE units. Tents are for providing emergency aid, within the first phase of the process, where speed and number is most important.
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5.
BUSINESS SYSTEM
The SHELTRE units and their production process will be designed by our company. The different components will be bought from external suppliers and then assembled by a commissioned company. The core task will be to design the product and process, as well as coordinate the different manufacturing steps. In addition to that, building partnerships with shipping container and logistics companies is one of the central undertakings. In our pilot project we will design the units for a specific case and put them into action through one of our partners/customers to test them in real conditions. In the course of this process, our company will focus on monitoring and documenting the performance in the field through the operating institution. By acquiring this data, we can adapt to the needs and develop improved solutions. This will allow our company to track developments in user behaviour, react to changes and anticipate market developments. Key Activities: -Design the SHELTRE units -Coordinate the manufacturing and the logistics -Build partnerships with container/logistics companies -Coordinate the monitoring and documentation -Use data and adapt and improve solutions -Track developments -Anticipate future requirements through user integration
Key Partners: -NGO’s and UN-related agencies -Private foundations -Local governments -Construction container companies -Logistics companies -Interior design suppliers -Manufacturers -Universities/Think Tanks/Research Institutions Corporate Values: Our company looks to develop strong partnerships with the customers (NGO’s, UN-related organizations and private foundations) in order to facilitate user-oriented research and development. These partnerships embody our motivation to provide solutions that are user-centered and foster dignified living in extreme conditions. The focus on rebuilding communities from the inside, through the power of the family, represents the humanitarian approach that we take in any of our actions. These values are also carried out within our team, where we want to provide a creative space for social innovation and sustainability and support people in their personal and professional development.
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6.
REALIZATION SCHEDULE
The realization schedule is partitioned into four phases over the next 4 years: Phase 1 – Research and Development – 4 Months: In the fourth quarter of 2012, the focus will be on in-depth research and product development. Potential sources of financing for this phase could be business angels, start up competitions, grants and social investors. Phase 2 – Prototyping and Pilot Project – 12 Months: In the first quarter 2013, the prototype will be built in order to be able to present it and test basic functions. Following the prototype, the pilot project will start, including the production of 10 SHELTRE units to test the units in the field and assess the results for further product development. Social venture capitalists and public/private grants are the most probable source of income in this phase of the project.
Phase 3 – Full Launch – 12 Months: In 2014, a projected 175 SHELTRE units will be sold. This will allow the company to reach Break-Even at the end of the year. There will be a small amount of financing by bank loans. Phase 4 – Production Scaling – 12 Months: In 2015, 500 SHELTRE units will be sold, resulting in a profit of approximately 350.000 Euro.
Finance
Product
Marketing
Team
Phase 1 - 2012: Research & Dev. 4 Months
- Start-up capital from angel investors/ Climate KIC - Public/Private Grants
- Research and Development of the SHELTRE units - Testrun
- Market analysis and target definition - Preparation of market strategy
ClimateKIC core team
Phase 2 - 2013: Prototype & Test 12 Months
- Social Venture Capital Firms - Partnerships & Angel investors - Pilot Revenue
- Installation of pilot project - Setting up 10 units for the pilot project and testing
- Start of the market- ClimateKIC core team ing campaign plus 2 additional team - Networking/ Confer- members. ences
Phase 3 - 2014: Production 12 Months
- Social Venture Capital Firms
- Adjusting the product and providing 250 containers.
- Marketing in compa- ClimateKIC core team nies, foundations, plus 6 additional team international institumembers. tions
Phase 4 - 2015: Scale up 12 Months
- Profit
- selling 500 SHELTRE units
- Markting - Documentation - Monitoring
ClimateKIC core team plus 12 additional team members.
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7.
RISK ASSESSMENT
For SHELTRE, the major identified risks are directly related to market issues rather than to technological aspects. However, the problem of intellectual property is one that needs to be addressed proactively. Risk 1: Protection of Intellectual Property One of the main risks for SHELTRE is the competition copying the product. Since the units are combining mostly available technology, it is difficult to protect them from copying by the competition. Therefore, we are looking to protect the modular manufacturing process. More important than protecting the manufacturing process, however is building partnerships with NGO’s and other organizations. As these organizations provide the necessary knowledge and access to the refugee camps, partnerships with them is essential to being successful and protecting oneself from the competition. We are looking to develop the product in a cooperative way that will protect it better and incorporate external knowledge into our design and development process. Risk 2: Price Variation of Shipping Containers Another risk for our venture is the dependence on steel price. If the steel prices rise internationally, the prices for shipping containers will go up. It is difficult to deal with this risk, because we can hardly influence the steel price
development. This risk is estimated to be medium since it equally depends on the world production and the economic activity of those countries with a higher steel demand and both factors can compensate each other. This risk will be anticipated by putting an emphasis on building partnerships with shipping and container companies to become more independent from the international steel price. Risk 3: Price Variations for Transportation In terms of transport, if fuel prices rise, the transportation of the units becomes more and more expensive. By keeping transportation as low and efficient as possible and buying equipment locally, this risk can be anticipated. Risk 4: Market Barriers/Existing Partnerships In order to form partnerships, our business needs to work with local government, international organizations and foundations. A risk associated with this are potentially existing exclusive partnerships with other providers or in-house production. This risk is estimated to be low due to the high number of organizations, governments and companies with interests and operating in this field. We will anticipate this by emphasizing the building of partnerships early.
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8. FINANCING Throughout the first four years of the venture, SHELTRE will require financing of at least 309.500 Euro. The first phase, which will be used for research and development, will require approximately 79.500 Euro. In order to build a prototype and launch the pilot project, another 210.000 Euro of financing are necessary. For the full launch, the venture will then need financing of 20.000 Euro. Finance Phases: No 1 2 3
Year Phase Q4/2012 RnD Q1/2013 Prototype /Test Q1/2014 Launch
Type of Costs Costs of Sale Staff Office Third Party Costs Storage, Marketing, Transport Total Costs
2012 2 0 -41.280 5.400 9.882 0
013 -48.900 170.280 15.600 22.498 -6.000 -
2014 2 855.750 294.120 24.000 4.438 40.000 -
015 2.445.000 572.760 33.600 6.284 80.000
-59.062
-271.528
-1.223.558
-3.148.144
Break-Even Point The break-even point is estimated to be in 2014.
Requirements 79500 210000 20000
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The initial financing could come from business angels, start-up competitions and through cash brought in by the founders. The financing for the prototype and the pilot project will come from social venture capital firms and the final financing for the full launch will be in the form of a bank loan.
Result Revenue Costs
Q4/2012 -59.062 0 59.062 2
2013 -201.528 1 70.000 1 71.528
2014 .442 .225.000 1.223.558
2015 351856 3.500.000 3.148.144
Revenues: In 2013, the revenues are estimated to be 70.000 Euro from selling 10 units. In 2014, the sale of 175 units will generate revenue of 1.225.000 Euro. In 2015, 500 units will be sold, generating revenues of 3.500.000 Euro. Revenue Stream: Revenue Stream 2 Beginning Cash Position Cash in (Revenues) 0 Cash out Costs Fixed Asset Purchases Corporate Profit Taxes Operational Cash Flow Finance in New Loans Received Brought-in cash External Share Capital (Equity) Finance Out Cash Flow from Financing Cash Flow per Year 1 Ending Cash Position 1
0
012
2013 2 14.038 1
65.462 59.062 6.400 3 0 65.462 -
70.000 1 274.728 1 271.528 .200 6 0 204.728
.225.000 3 .229.958 3 1.223.558 3 .400 9 0 -4.958 2
5.000 75.000 -
10.000 200.000 -
20.000 -
500 1 79.500 2 4.038 4.038
.500 3 08.500 1 3.772 17.810 2
014 2 7.810
.500 3 6.500 11.542 2 9.352
015 29.352 .500.000 .227.073 .148.144 .600 69.328 72.927
.500 -3.500 69.027 298.779
Costs: The biggest factors in terms of costs are the costs of sale (direct costs) and the staff. The office, third party costs, storage, marketing and transport make up the rest. The biggest costs occur in 2015, where sales and number of employees are the highest out of all four years.
Assumptions: The calculations for the expected sales are based on the number of SHELTRE units (20 foot shipping containers). For the basic scenario, production costs of 5000 Euro/unitare estimated. The projection for the business activities is as follows: In 2013, a prototype will be built, which will be followed by the pilot project phase. The pilot phase includes the production of 10 functional units, which will be installed in the field for testing and assessments. The full launch is projected for 2014, selling 175 SHELTRE units. In 2015, 500 units are estimated to be sold.
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9.
CLIMATE IMPACT
Climate Change Adaptation Our product is based on the likely scenario that vital human rights related to population displacement induced by climate change will be more and more threatened in the coming years in a wider number of forms and places. For this reason, our approach relies on the idea that efforts towards climate mitigation will take decades until they can reverse the effects of climate change. Therefore one of the most important challenges that we face today is to adapt to the changing circumstances. Hence our products and services must be understood as a solution to help people adapt to climate change rather than protection or mitigation actions. Waste We believe that it is very important to reduce the pressure on resources and the environment through the reduction of waste. Abandoned shipping containers are a valuable resource, which is perfect for reuse. By reusing containers instead of building new ones, we save virgin material, make use of existing resources and embodied energy, and reduce energy consumption in the production.
Resource efficiency From our perspective, all the operational activities and services around refugee camps such as water, sanitation, health, hygiene, shelter, camp management, agriculture, food security, environment, transport need to as efficient as possible. By designing our product as efficient as possible, we are reducing CO2 emissions through two actions: maximizing renewable energy collection and minimizing losses dramatically. All the technologies in the container such as energy production and consumption as well as water and waste management will be designed under these two premises. Community Development Identification of community needs, capacities and resources is key to achieve an optimal design of the shelter unit. Also, by introducing solar power to these communities, the chances they will stick to environmentally friendly power generation are higher.
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10. SOCIAL IMPACT
Improving the Living Standards One of the key objectives of SHELTRE is to improve the quality of life in refugee camps and settlements. In this sense, our units have a clear and direct impact on many social dimensions. Wastewater related technologies in the container may as well be used for reuse purposes: treated wastewater can be converted into safe water for irrigation. By doing this, local economy and food access will improve in the area. Water treatment devices will allow each family access to clean drinking water. Both aspects will contribute strongly to increase the hygienic conditions. On the other hand, the existence of toilets in each container will reduce the risks of spreading diseases and increase the health in the community. Moreover, families will be able to live together and enjoy higher protection and safety levels. Cooking facilities at each container will enable families to prepare their own meals and reestablish a feeling of community. Impact on the Local Community The units will be constructed preferably in the countries where the refugee camps are allocated or nearby. By doing this we will contribute to energizing the local economy. On the other hand, because each shelter is fitted with advanced technologies, local employees will improve their skills and knowledge on these technologies which may have a further impact on the community.
Educational Aspects Users may receive education about environmental issues and how their house equipment contributes to improve not only their living conditions but also the awareness and knowledge about environmental issues or problems. Impact on Stakeholders Establishing relations with external stakeholders is crucial and a strategy to reach out to more consumers, suppliers, clients and other relevant stakeholders. Similarly, regular consultation with developing country stakeholders will provide good information on humanitarian assistance and will contribute to improve cooperation flows. Although the range of stakeholders will be context specific, they will be mostly humanitarian and development stakeholders including central, district and local government, UN organizations, NGO’s, refugee representatives, key donor agencies, suppliers, land owners, technical team, security forces and camps management agencies. Finally, informing various stakeholders throughout the process will improve participation in the work towards a successful implementation of the SHELTRE units.
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11. APPENDIX References: ALNAP. (2012). The State of the Humanitarian System. London: Active Learning Network for Accountability and Performance in Humanitarian Action - ALNAP. Bureau of Transportation Statistics Department . (2010). America’s Container Ports. Washington: Bureau of Transportation USA. Christian Aid. (2007). Human Tide: The Real Migration Crisis. London: Christian Aid. CNN. (2006, June). CNN. Retrieved August 26th, 2012, from Shipping Containers used in Homes: https://www.youtube. com/watch?feature=player_embedded&v=UvcUe_yPHdg FAO. (2012). The State of Humanitarian System. New York: Food and Agriculture Organization. German Advisory Council on Global Change. (2007). Climate Change as a Security Risk. London: WBGU. Kolmannskog, V. O. (2008). Future Floods of Refugees. Oslo: Norwegian Refugee Council. Myers, N. a. (1995). Environmental Exodus: an Emergen Crisis in the Global Arena. Washington DC: Climate Institute. U.S. Census Bureau, Population Division. (2010, June). U.S. Census Bureau, World Population: 1950 - 2050. Retrieved August 26th, 2012, from http://www.census.gov/population/international/ UNHCR. (2005). Environmental Guidelines. Geneva: United Nations High Commissioner for Refugees, Environmental and Technical Support Section. UNHCR. (2012). Handbook for Emergencies. Geneva: United Nations High Comissioner for Refugees. UNHCR. (2012). Light Years Ahead: Innovative Technology for Better Refugee Protection. Geneva: United Nations High Comissioner for Refugees. UNHCR. (2001). Selected Lessons Learned: Refugee Operations and Environmental Management. Geneva: United Nations High Commissioner for Refugees, Engineering and Environmental Services Section. UNHCR. (2012). The State of the World’s Refugees, 2012: In Search of Solidarity. Geneva: United Nations High Comissioner for Refugees.
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11. APPENDIX
Input sheet/ budget
100%
100%
100%
2012 Price per unit excl. VAT
EUR No. of units
100%
100%
100%
2013
Summary >>
Total
Price per unit excl. VAT
No. of units 59.062-
100%
2014 Price per unit excl. No. of units VAT
Total
Total
201.528-
100%
2015
No. of units
Price per unit excl. VAT Total
1.442
351.856
INCOME Revenues / Sales Shelter Unit product / service 2 product / service 3 <add a product or service > <add a product or service > sub-total
7000,00 0,00 0,00 0,00 0,00
-
COSTS
100%
Cost of sales (direct costs) Container Solar Panel Toilet Kitchen Interior Exterior/Insulation Manufacturing
-
-
-
sub-total Staff costs Founders Manager Contributor Assistant < additional staff > < additional staff > Total number of Staff health insurance / pension + health training < add a cost item > < add a cost item > < add a cost item > sub-total
4
5 -
1 4
Leasing Car+ Insurance Visit Trade Fair < add a cost item > < add a cost item > sub-total
-
Equipment & maintenance costs Machinery maintenance Instruments (small or maintenance) Building(s) (maintenance) Equipment (maintenance) < add a cost item > < add a cost item > < add a cost item > sub-total
Total Revenues Total Costs Total (revenues MINUS costs)
10 10 10 10 10 10 10 1
-
1 1
70.000 70.000
175 -
100% 1000,00 500,00 400,00 100,00 380,00 1510,00 1000,00 0,00
5.000,00 1.000,00
-
-
100% 10.000 5.000 4.000 1.000 3.800 15.100 10.000 48.900
175 175 175 175 175 175 175 -
100% 1 1
5.000 1.000 6.000
7000,00 0,00 0,00 0,00 0,00
1.225.000 1.225.000
500 -
100% 1000,00 500,00 400,00 100,00 380,00 1510,00 1000,00 0,00
100% 30.000,00 10.000,00
7000,00 0,00 0,00 0,00 0,00
100% 175.000 87.500 70.000 17.500 66.500 264.250 175.000 855.750
500 500 500 500 500 500 500 -
100% 1000,00 500,00 400,00 100,00 380,00 1510,00 1000,00 0,00
100% 1 1
30.000 10.000 40.000
3.500.000 3.500.000
100% 50.000,00 30.000,00
500.000 250.000 200.000 50.000 190.000 755.000 500.000 2.445.000
50.000 30.000 80.000
You can use the "Planning" sheet to get a better idea You on canthe use total thenumber "Planning" of man-hours sheet to get you a better may You need idea can onuse the the total"Planning" number ofsheet man-hours to get ayou better mayidea need on the total number You of can man-hours use the you "Planning" may need sheet to get a better idea on the total number of man-hours you may need 8000,00 8.000 1 24000,00 24.000 1 30000,00 30.000 1 48000,00 48.000 8000,00 8.000 1 24000,00 24.000 1 30000,00 30.000 1 48000,00 48.000 8000,00 16.000 2 24000,00 48.000 4 24000,00 96.000 8 30000,00 240.000 2 18000,00 36.000 4 18000,00 72.000 6 18000,00 108.000 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 6 10 16 0,00 0,00 0,00 0,00 1,00 9280,00 9.280 1 38280,00 38.280 1,00 66120,00 66.120 1,00 128760,00 128.760 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 41.280 170.280 294.120 572.760
Office costs Facilities (Rent, Telephone, Stationary, Electricity, Internet Domain) Smartphones
Other costs < add a cost item > < add a cost item > < add a cost item > sub-total
100% -
7000,00 0,00 0,00 0,00 0,00
1 1 2
Travel costs Travel accomodation visa's & vaccination < add a cost item > < add a cost item > sub-total
Third Party cost Bank charges & fees Legal costs Comision to wholesale Prototyping & Testing Web Design < add a cost item > < add a cost item > sub-total
10 -
100% 1000,00 500,00 400,00 100,00 380,00 1510,00 1000,00 0,00
sub-total Storage, transport, marketing Marketing costs storage transport Fuel
-
500,00 0,00 0,00 0,00 0,00
2.500 2.500
3000,00 600,00 0,00 0,00
3.000 2.400 5.400
0,00 0,00 0,00 0,00
10 10 1 -
1 6 -
500,00 300,00 250,00 0,00 0,00
5.000 3.000 250 8.250
12000,00 600,00 0,00
12.000 3.600 15.600
0,00 0,00 0,00 0,00
5 5 1 -
1 10
-
500,00 500,00 250,00 0,00 0,00
2.500 2.500 250 5.250
18000,00 600,00
18.000 6.000 24.000
0,00 0,00 0,00 0,00
Only add running costs here or things with a life of less than one year. Add hardware investments in Investments sheet. 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 -
-
0,20%
-
-59061,88 0,00 0,00 0,00 10000,00 0,00 0,00
11810.000 9.882
-
0,00 0,00 0,00
-
1
0%
-
249030,00 0,00 0,00 20000,00 2000,00 0,00 0,00
498 20.000 2.000 22.498
-
0,00 0,00 0,00
-
1 1
59.062
70.000 271.528
59.062-
201.528-
0%
1219120,00 0,00
-
0,00 2000,00 0,00 0,00
-
0,00 0,00 0,00
1
-
500,00 500,00 250,00 0,00 0,00
5.000 5.000 500 10.500
1 16
24000,00 600,00
24.000 9.600 33.600
-
-
2.438 2.000 4.438
10 10 2
-
0,00 0,00
-
0,00 0,00 0,00 0,00 0,00 0,00 0,00
-
-
3141860,00 0,00
-
0,00 2000,00 0,00 0,00
6.284 6.284
-
0,00 0,00 0,00
0%
-
1.225.000 1.223.558
3.500.000 3.148.144
1.442
351.856
15
11. APPENDIX SHELTRE relief solutions
PROFIT & LOSS STATEMENT EUR Revenues (see budgeting sheet) Total Revenues
Actuals 2010
Actuals 2011
2012
2013
2014
cash flow 00
cash flow
0 0
70.0001 70.0001
.225.000 .225.000
Cost of Sales or Direct Costs (see budgeting sheet) Cost of Sales
00
04 04
8.9008 8.9008
55.750 55.750
Gross profit
00
0
21.1003
69.250
06 41.2801 2.5008 5.400 00 9.882 00 59.0622
.000 70.2802 .250 15.6002
22.6283
40.000 94.120 5.250 4.000 0 4.438 0 67.808
Storage, transport, marketing Staff costs Travel costs Office costs Equipment & maintenance costs Third Party cost Other costs Operating Costs
cash flow cash flow cash flow cash flow cash flow cash flow cash flow 00
cash flow cash flow cash flow cash flow cash flow cash flow cash flow
22.498
Income from Operations (EBITDA)
00
-59.062-
201.5281
.442
Interest charges Depreciation Non-operating costs
00 00 00
500 3.0805 3.5806
1.5003 .133 .633
.500 7.613 11.113
Eearnings before taxation (EBT) loss/ profit carried forward
00 00
-62.642-62.642-
208.161270.803-
9.672 280.475
Corporate tax:
00
00
Earnings after taxation (EAT)
00
-62.642-
208.161-
9.672
Dividend payments Retained earnings
00 00
00 -62.642-
208.161-
0 9.672
Number of staff (add 2010 & 2011)
00
4
61
0
0
Typical interest on loans : 10% Value added tax (VAT) % : 19% Corporate / profit tax % : 20% Also note: if your business is already established, what were your sales & costs in 2010 a
SHELTRE Ambrosia
CASH FLOW
Actuals 2010
EUR Beginning Cash Position
Actuals 2011
2012
2013
2014
--
-
14.038
17.810
Revenues Cash IN
---
-
70.000 1 70.000 1
.225.000 .225.000
Costs Fixed asset purchases Corporate Profit Taxes Cash OUT
---
271.528 3.200 6 274.728 1
1.223.558 .400 .229.958
204.7284
Operational cash flow:
-
-
59.062 6.400 -65.462
-
-
65.462-
-
Recommended amount of finance needed: Additional loan or equity recommended >>>
.958-
-
-
-
10.000
20.000
Finance IN: New Loans received Your cash brought into the company: External share capital (equity) paid in
----
5.000 75.000
Finance OUT: Loan Repayment (not interest payments) interest payments Dividend payments
----
-500 1 --
3.500
.500 -
Subtotal
--
79.500
208.500
16.500
Cash flow per year
--
14.038 3
1.772
1.542
Ending cash position
-
14.038
17.810
29.352
200.000
-
-
16