Annual Plan REC SAM 2016 - CSB Sent

ANNUAL PLAN
2016
SOUTH AMERICA
Purpose: Clarification of strategic direction per commodity, sustainable landscapes,
organisational development, and network deliverables per REC for 2016.
Deadline for submission: September 15th 2015 by e-mail to Nico Roozen and cc to Monique v/d
Vijver.
Process: The Annual Plan is developed by the REC Director in cooperation with
the REC team (e.g. programme managers, advisers, PME staff and
financial manager).
Related document: (Draft) MASP 2016-2020.
Table of Contents:
1 SITUATION ANALYSIS (MAX 2 PAGES) 3
2 INTERVENTION STRATEGY: OVERVIEW 6
3 COUNTRY STRATEGIES FOR AIM 1: SUSTAINABLE AND INCLUSIVE SECTORS 6
4 INTERVENTION STRATEGY FOR AIM 2: SUSTAINABLE LANDSCAPES 32
5 ORGANISATIONAL DEVELOPMENT (MAX 3 PAGES) 33
6 GOVERNANCE & NETWORK DELIVERABLES (MAX 1 PAGE) 41
7 FUNDRAISING (MAX 1 PAGE) 43
8 BUDGET SUMMARY 45
ANNEX 1. SOLIDARIDAD’S NEW RESULT AREAS 47
Page 2 of 41
1 SITUATION ANALYSIS
1.1 External Analysis
Opportunities Threats
Cooperation with international initiatives opens the Limited awareness or interest among national and
opportunity to start working on 4 different biomes, sub-national consumers and industry on
where the Landscape Management approach could sustainable landscapes increase dependency on
provide a solution to challenging sustainability export markets for private incentives. Also,
contexts. recession plus inflation reduces national private
investments, especially in sustainability
Governments offering incentives for a broader
governance in frontier areas to work on social Conflict between environmental concerns and the
development, compliance with the Forest Code, and greater incentives to expand production, matched
labour laws, open opportunities to attract investments with additional conflicts in land tenure and political
differences between central and local government
Big traders and some multinationals demand services in some countries, difficult the implementation of
for sustainable production. This opens opportunities Forest Codes
to integrate groups of small holders into sustainable
supply chains through innovative solutions like Rural Social unrest in Bolivia (between high and lower
Horizons and Climate Smart Agriculture (CSA) lands) and Colombia threaten implementation of
models. projects.
Better integration in some value chains creates more New social and environmental demands make it
opportunities for impact on increasing levels. difficult for smallholders to participate in global
complex supply chains.
Accelerated processes of professionalization in
agribusinesses increases interest in quality Lack of demand for certification in bulk
management systems and sustainability. commodities
Growing interest in legal compliance and best Complex legislation and inconsistent public
agronomical practices in the farm sector increase policies difficult smallholders’ legal compliance.
opportunities to work on producer support and
capacity building, most noticeably in reducing
agrochemical use against pest and weed resistance.
1.2 Competitive analysis CSO field
Cooperate or
CSO Commodities/Landscapes Relevant experience/ knowledge
competing?
Global vision of gold in Colombia and

Gold (Colombia) Cooperate
strategic development at national level
AVINA Civil society engagement
Soy, Livestock, Sugarcane
Sustainable landscapes Cooperate
(Chaco, Argentina)
Policy influencing
Bananas and Palm Oil Balance between water availability and

Cooperate
(Colombia) food production
WWF Certification scheme development

Livestock (Argentina) Cooperate
Native forest law legal compliance
Brazil Enabling Environments Cooperate
Page 3 of 41
At times
Soy and beef (Paraguay) Legal compliance and reforestation cooperation, then
compete.
Global
Develop sustainability reports at sector
Reporting Bananas (Colombia) Cooperate
level based on international standards
Initiative
Cooperate in Coffee
Palm Oil and Coffee Trying to use a similar sector level
CECODES and Competition in
(Colombia) approach to STP
Palm Oil
Proforest Palm Oil (Colombia) Capacity building on RSPO Compete
Technoserve Coffee (Colombia) Coffee sector studies Compete
Cooperate (as
member of STP)
Fundacion
Coffee (Colombia) Certifications and Sustainable Landscapes and compete in the
Natura
Sustainable
Landscapes area.
Civil society engagement

Soy and Livestock (Chaco, Sustainable landscape
Redes Chaco Cooperate
Argentina) Policy influencing
Indigenous group engagement
Livestock (Chaco, Native forest law legal compliance Cooperate /

TNC
Argentina), Brazil Policy influencing Compete
Civil society engagement
Sustainable landscape
Soy, Sugarcane/Landscape Cooperate /
Proyungas Policy influencing
(Chaco, Argentina) Compete
Indigenous group engagement
Native forest law legal compliance
On Farm Learn
Imaflora Brazil
Off Farm Cooperate
ICV Brazil Off farm Cooperate

Aliança da
Brazil Off farm Learn
Terra
Ethos Brazil Enabling Environments Learn
Enabling Environments Learn
IPAM Brazil
Off farm Cooperate
Greenpeace Brazil Enabling Environments Learn
Guyra Chaco landscape

Monitoring deforestation Cooperate
Paraguay/IUCN (Paraguay)
At times
Fundacion
Atlantic Forest (Paraguay) Forest Reserves cooperation, then
Moises Bertoni
compete
Aves del
Livestock (Uruguay) Certification scheme development Cooperate
Pastizal
Forest law compliance
FAN Soy/Landscape (Bolivia) Cooperate
Biotrade
Helvetas Water, Food security Tackling social issues. Cooperate
Page 4 of 41
(Bolivia) Gender
Soy, Sugar / International Overcoming commercial barriers

IBCE Cooperate
trade (Bolivia) Developing certification scheme
1.3 Internal Analysis
Strengths Weaknesses
Good track record and high technical knowledge The new agenda focused on sustainable landscapes
secure a good positioning as preferred partners in and legality requires new expertise in PES, REDD,
soy, livestock, sugarcane, coffee, palm, banana and carbon markets and spatial planning expertise. Also,
gold. Within the network, this further enhances our existing PME KPIs are not fully focused on this new
positioning for south-south cooperation. agenda.
Now that some projects are finishing we can harvest Big distances from offices to biomes might difficult
results, impacts and benefits from our interventions to implementation and increase costs.
build business cases for income generation among
the private sector and start designing scaling/ Weak networks with government agencies in
replication mechanisms. Argentina, Brazil and Bolivia require capacity to lobby
with local non-business partners moving towards
Experience in voluntary scheme development and political frames.
implementation has paved good networks with farmer
groups, some food companies, biofuels companies
and traders (especially subsidiaries of global Limited access to institutional funding for most
companies) countries in the region requires business model
builders with focus on income generation, networks
Multi sectorial platforms in Colombia and Paraguay with local businesses and start addressing local
which have given visibility to the organization on consumers in order to leverage local demand (and
national level and created good links to government funding) for sustainability. For this, we need to
agencies strengthen institutional communication and define in
which areas we want to be leaders to build a clearer
The merger will facilitate continental projects and the positioning.
adoption of Rural Horizons as in house service.
2 INTERVENTION STRATEGY: OVERVIEW

Table 1: Overview
Plaza
Project title Countries
Aims project Donor(s)
number
1029 Back to REDD+ in Peru Peru Norad
1035 Flowers - Platform for Sustainable Trade Colombia STP

Aim 1:
Inclusive and
1036 Back to REDD+ in Colombia Colombia Norad
sustainable
sectors
Training Network for Small Producers of
1042 Peru SPFB
Sustainable Banana
Oro Justo: Artisanal responsible mining Union

1050 Peru
for reducing poverty – Peru Europea
Page 5 of 41
Plaza
number
APDC - Responsible soy in export areas
1082 Brazil IDH
of Brazil
CEAGRO - Up-scaling sustainable and
1083 certified soy production for market Brazil IDH
transformation:
FAPCEN - Smart agriculture in
1084 Brazil IDH
agricultural expansion region
1089 LEM – Certification for west Bahia Brazil IDH
Sustainable Cattle in Practice – pilot

1096 Brazil FSP
phase
1098 Natural Beef Program in Paraguay (ARP) Paraguay FSP
1101 Sustainable beef in Uruguay Uruguay FSP
1100 National Platform & ARP Paraguay FSP
Incubating climate smart business to

1187 Brazil Cargill
overcome poverty—driven deforestation
TNC FIAGRIL - Towards Sustainable

1257 Production and Environmental Brazil IDH
Restoration in Lucas do Rio V.
Family Income increased by production of Fondoemple

1295 Peru
Organic Banano, in Piura Region, Peru o
IDH - Sustainable Coffee Programme

1315 Colombia IDH
Colombia
AMAGGI - Consolidating the RTRS
1327 Brazil IDH
implementation for the local development
AMAGGI - Increasing RTRS certification
1328 Brazil IDH
with a new field methodology
ADT - Facilitating adoption on RTRS in
1329 risk prone areas in the savanna biome of Brazil IDH
Brazil
ADT - Facilitating adoption on RTRS in
1330 risk prone areas of Brazil´s Amazon Brazil IDH
biome
ADT - Facilitating adoption of RTRS in
1331 risk prone areas in the Amazon and Brazil IDH
Cerrado
SPFB,
1333 Strengthening yerba mate value chain Paraguay Embajada
Holanda
AGREX - Up-scaling sustainable and
1336 Brazil IDH
certified soy production
Building a risk free supply shed for soy
1367 Paraguay ADM
production in Paraguay (ADM)
Elo Programme. Support to sugarcane

1387 Brazil Raízen
farmers continual improvement
1391 Syngenta-RedesRaices Argentina Syngenta
1402 Palm Oil - Platform for Sustainable Trade Colombia STP
Page 6 of 41
Plaza
number
1403 Coffee - Platform for Sustainable Trade Colombia STP
1404 Banano - Platform for Sustainable Trade Colombia STP
Strengthening the Soja Plus program in

the western region of Bahia, BR: a
1335 Brazil !DH
passport for the European market
(ABIOVE)
Sustainable territories in Mato Grosso:

strengthening governance and fostering
local agreements and partnerships to
1337 Brazil !DH
improve social and environmental
performance of supply chains in
Querência (IPAM)
Aim 2: Sustainable landscapes for the

Sustainable 1339 production of soy in the State of Mato Brazil !DH
Landscapes Grosso (TNC)
Landscape approach (IDH SFTF phase 3

1340 Brazil !DH
with ICV)
Plano de Manejo da Área de Proteção

Ambiental (APA) Bacia do Rio de Janeiro
1341 Brazil !DH
– Management Plan for Rio de Janeiro
Basin APA (AIBA)
Managing Socio-Environmental Risk in

1342 the Northeastern Mato Grosso Soy Brazil !DH
Territory (IDH SFTF phase 3 with EII)
Total Secured Budget for 2016:
3 COUNTRY STRATEGIES FOR AIM 1: SUSTAINABLE AND INCLUSIVE

SECTORS
Please note that in this section those projects in Table 2 that are coloured in light blue are not 100%
secured since the donor has not approved the proposal submitted yet.
3.1 ARGENTINA
3.1.1 SOY
If there is a crop linked to global food security, is soy. Production in Argentina for 2014 was 50 m MT.
The key strategy for 2016 onwards will be to move beyond certification and further develop lessons
learnt through the SFTF Programme. Now that certification limitations have been checked and that
Rural Horizons has been effectively implemented, tested and adjusted on a ground level, the field
opens up to increase the scope and scale of operations by inducing continuous improvement
practices. To this end, FEFAC will be approached with a “risk free sustainable supply shed” proposal
to align its soy sourcing guidelines with soy producers’ practices. Rural Horizons will be adopted as
the tool to provide verification and gap analysis, with additional support from Solidaridad to producers
for the design and implementation of adequate plans. This proposal will be rolled out in Argentina,
Brazil and Paraguay preliminary, as these are the main global exporting countries for this commodity.
Soy in Argentina is included in the Gran Chaco Americano landscape management strategy. Please
refer to Aim 2 for further information.
Page 7 of 41
Table 2: Overview of project targets per country for Aim 1 (to be inserted in Plaza)
Plaza Project title Relevant result Key indicators for 2016 Target per
project area(s):* indicator for 2016
number
1423 FEFAC (Planning) 1 # of Ha under FEFAC 240.000
compliant principles
# tons of soy produced 700.000
under FEFAC principles
*Indicate which results area(s) the project contributes to:
1 = Good Practices
2 = Robust Infrastructures
3 = Enabling Policy Environments
See Annex 1 for an explanation of these results areas.
3.1.2 LIVESTOCK
Livestock in Argentina is included in the Gran Chaco Americano landscape management strategy.
Please refer to Aim 2 for further information.
3.1.3 TEA & YERBA MATE
On tea, we will scale the work done over the last four years – which has already brought 25% of the
supply chain under different certification schemes-, by integrating groups of small holder’s to
sustainable companies supply chains. To this end, we want to land a strategic partnership on national
level with Unilever. In December 2015 we will submit a scoping study aimed at benchmarking their
suppliers’ performance against Unilever’s Responsible Sourcing Policy (RSP) principles. If we get
Unilever’s support we will design a producer support program to improve their practices towards
achieving certification level. This strategic partnership includes work on sugarcane, fruits and
vegetables, as well.
On yerba mate, our strategy will continue to replicate our tea business model to improve small holders’
sustainability level in order to create a product for differentiated markets in partnership with CSRs. But,
on the other hand, we will start engaging market players and public actors as to stimulate the demand
for this incoming sustainable product on national and international level.
 To further engage small farmers to produce an enhanced product, we will continue the
implementation of Syngenta’s “Good Growth Plan”. This Plan aims to improve productivity,
recover degraded lands and improve labour conditions among small scale farmers. To this
end, a Rural Horizons tool is being designed. It will provide group gap analysis and a
continuous improvement roadmap to guide training of trainers on good practices as to leave
technical capacity in place by April 2016.
 At the same time, based on a proposal to be submitted by the end of 2015, we plan to position
the enhanced yerba mate to be harvested in 2016 in the local and international markets. This
includes creating a Solidaridad label for partner Cooperativa 2 de Mayo packaging. This label
will endorse its sustainability, highlighting that the product does not use native forest wood on
dryers and is in compliance with labour regulations. We will also identify opportunities to join
the “yerba mate route” -a national sustainable tourism initiative- and participate in trading fairs
so as to identify potential buyers and promote sustainable local consumption.
Plaza Project title Relevant Key indicators for 2016 Target per
Page 8 of 41
project result indicator for 2016
number area(s):*
1314 Unilever 1,2 Identification of labour, gender, h&S, At least 1 sector
strategic agrochemical management GAPs in the
partnership following sectors: oranges, lemon, tomato, tea
(Unilever) and peanuts
1391 Syngenta- 1 # of producers applying good agricultural 250

Redes Raices practices
# of workers applying good manufacturing 80
practices
# of workers under good working conditions 100
and legal compliance
Volume produced under sustainable 1000
management (Kgs)
# of hectares under sustainable management 1000
# of hectares de hectares under indirect 3000
sustainable management
# producers selling directly to drying facilities 300
(output)
# of producers trained on good agricultural 300
practices (output)
# of workers trained on good manufacturing 100
practices (output)
# trained technicians (output) 5
# trainings (output) 20
1392 LOTEX - 2 # Identified buyers committed towards buying Also name
Development sustainable yerba mate - output
of a
sustainable type of partnerships developed
supply chain
for Yerba Mate
1 = Good Practices
See Annex 1 for an explanation of these results areas
3.1.4 FRUITS AND VEGETABLES
Fruits and vegetables is a new programme for Solidaridad in Argentina. Our entry strategy will be to
establish strategic alliances with key processing companies in order to improve the sustainability along
their supply chains.
On one hand, as mentioned for tea, we will aim at engaging Unilever. To this end, we will submit a
scoping study in December 2015, benchmarking suppliers’ performance against Unilever’s
Responsible Sourcing Policy (RSP) principles on tomato, citrus and peanuts, in order to start a
continual improvement program in 2016.
On the other hand, we will aim at expanding our partnership with ARCOR (currently in sugarcane) by
improving legal compliance across their tomato supply chain, especially in regards to formalizing
temporary workers during harvest. According to ARCOR, temporary workers resist formalization in
order not to lose public subsidies for unemployment. Actually, the Law (“Asignación Universal por
Hijo”) foresees that temporary workers receive subsidies between harvest periods. The issue is that
enforcement is too slow and workers remain unpaid for several months after they inform local
authorities their employment period has finished. This will require additional work in policy influencing
to improve the enforcement of the Law. This strategy has a huge potential of intervention in gender as
many of the workers employed in the tomato harvest are women.
Page 9 of 41
number area(s):*
1314 Unilever 1,2 Identification of labour, gender, h&S, 1 sector
strategic agrochemical management GAPs in the
partnership following sectors: oranges, lemon, tomato,
(Unilever) tea and peanuts
Note: The
project is until
2017 but
2016 budget
is pending on
the approval
of the scoping
studies to be
submitted in
December
2015
3.1.5 SUGARCANE
During 2015 we implemented a project to achieve Bonsucro certification on ARCOR’s mill, La

Providencia, own fields. In 2016 we plan to perform a scoping study among its independent suppliers
to benchmark their production situation against Bonsucro standard and work towards an integration
scheme.
On the other hand, we will also aim at engaging Unilever. To this end, we will submit a scoping study
in December 2015, benchmarking suppliers’ performance against Unilever’s Responsible Sourcing
Policy (RSP) principles on sugarcane in order to start a continual improvement program in 2016.
number area(s):*
1314 Unilever 1,2 Identification of labour, gender, h&S, 1 sector
strategic agrochemical management GAPs in
partnership the following sectors: oranges, lemon,
(Unilever) tomato, tea and peanuts

1 = Good Practices
3.2 BOLIVIA
3.2.1 SOY
Soy in Bolivia is included in the Gran Chaco Americano landscape management strategy. Please refer
to Aim 2 for further information.
3.2.2 SUGARCANE
The sugarcane sector is the main driver of development in Bolivia; it impacts in jobs, investments in
the food industry, income and foreign currency. Nevertheless, there is a lack of serious engagement
from the business community to turn their formal commitments in sustainability into a practical
improvement program, including compliance with internationally recognized sustainability standards.
On the other hand, radical attitudes from activist CSOs become de facto obstacles in engaging
different stakeholders to develop a constructive agenda.
Page 10 of 41
Solidaridad has a well-established sugarcane programme in Bolivia since 2010 and enduring ties with
Guabirá Union of Cane Cutters –who owns Guabirá mill- and the Bolivian Foreign Trade Institute
(IBCE). In 2014, Guabirá mill achieved the Triple Seal certification, an instrument promoted by IBCE in
coordination with the Bolivian Ministry of Labor, Employment and Social Security as a method of
encouraging compliance with labor rights and the United Nations Global Compact. The Triple Seal
focus on achieving child labor free, discrimination free and forced labor free value chains. Its rules are
the result of a multi-stakeholder work involving prestigious organizations such as UNICEF, ILO and
private enterprises.
Our strategy for 2016 will be to enable conditions to engage new mills to test the Triple Seal. To this
end, we will bring different stakeholders together into a multi-stakeholder platform to promote it as a
voluntary mechanism; being our ultimate goal its adoption as a license to do sustainable business.
Engagement workshops will be organized in alliance with CSOs, so as to provide information and tools
to promote women and other vulnerable groups’ participation in the platform.
Complementing this strategy, we will participate on REC CAM’s continental program, Panamericaña.
During 2014, a visit from Mexico mills’ representatives to Guabirá mill took place to exchange CSR
experiences. In 2016, we will uptake the convening work already made to promote the Bonsucro
standard in the country -which resulted in Guabirá and Unagro signing in to certificate- to engage more
mills into joining Panamericaña.
number
1424 Improved living and 3 #Triple Seal Licenses 3
working conditions of achieved
disadvantaged groups in 1 # of engaged mills 3
Bolivia (DSO) 1 # workers reached 1000
3 # workshops and 6
Note: as this is the start conferences on
years, there won’t be sustainable practices
relevant outcomes
1 = Good Practices
3.2.3 LIVESTOCK
Small farmer cattle ranching, widespread on the Chaco plains, requires minimal investments in
infrastructure but entails extensive land use and is highly dependent on vegetation. This matches with
sanitation issues, poor pasture lands and, especially droughts linked to climate change which in turn
impact very negatively on productivity.
Solidaridad will foster the development of a resilient and sustainable livestock program in Bolivia
through the use of Rural Horizons (https://ruralhorizon.org), our in house expert system to support
continual improvement of beef production. Rural Horizon has a stepwise approach following these
steps: understand challenges, identify path, adjust plans, access to support material and monitor
progress. To this end, our first step will be to create a coalition of producers, processors, companies
CSOs and knowledge partners to adapt and pilot this tool. After the implementation of Rural Horizons,
workshops will be held among stakeholders to share results.
The active role of women will be promoted through recurrent awareness creation activities, especially
targeted at slaughterhouses to enhance female employment.
Livestock in Bolivia is included in the Gran Chaco Americano landscape management strategy. Please
refer to Aim 2 for further information.
Page 11 of 41
number
1424 Improved living and 3 # of CSOs engaged in a 4
working conditions of platform
disadvantaged groups in # Government institutions 3
Bolivia engaged in a platform
# of producer associations 2
Note: as this is the start engaged in the platform
year, there won’t be
relevant outcomes
1 = Good Practices
3.2.4 GOLD
Mining in Bolivia is mainly in the hands of cooperatives (83% of total units) which operate at high
levels of informality as the country lacks a national policy for its formalization. In this framework, little
compliance with labor rights, safety measures and environmental control is observed among the
cooperatives. Moreover, women’s work is neglected, in particular the work of “palliris”, groups of
between 3,000 and 4,000 women, who recycle material from the discarded ore (rock extracted from
the mining shafts) and tailings.
It must also be noted that, following the stringent measures passed in Peru in 2012 for fighting illegal
gold mining, significant volumes of informal gold started to be smuggled into Bolivia. Bolivia increased
the “production” and export of gold under the category of amalgam and waste from 4.5 tons in 2011 to
20.5 tons in 2012. Nowadays this category represents about 58% of total gold exported by Bolivia.
Solidaridad strategy in Bolivia will be to carry out a feasibility assessment to identify potential
opportunities and partners to test and expand the Peruvian experience to promote social and
environmental responsibility through four lines of action:
 Supporting small-scale, non-organised mining to establish formal organisations recognised by

the sector and governments.
 Influencing governments to develop laws that promote legal mining and the organisation of
small-scale miners.
 Access to finance for small-scale organisations.
 Linking small-scale certified organisations to added value markets.
Plaza Project title Relevant Key indicators for 2016 Target per indicator
project result for 2016
number area(s):*
1424 Improved living and 3 #Stakeholder mapping and 4
working conditions of analysis
disadvantaged groups in
Bolivia # Policy infuencing models 6
Note: as this is the start
year, there won’t be
relevant outcomes
1299 PE01036 Observatory for 2 and 3 guild of miners involved in 3
a responsible small-scale improvement of legislation
mining in Latin America –
Colombia Peru and Bolivia
Page 12 of 41
Note: New budget for
2016 is pending from a
proposal approval sent to
the donor.
1 = Good Practices
3.3 BRAZIL
3.3.1 SOY
Brazil is the second biggest producer and exporter of soy in the world, achieving in 2015 a production
of more than 92 million tons. Due to better prices and devaluation of Brazilian Currency (Real), the
perspective is a new increase of production and area expansion in 2016. The expansion is mostly
occurring by the use of degraded pasture lands in the states of Maranhão, Tocantins, Piauí and Bahia,
in the agricultural frontier of Cerrado.
The Soy Fast Track Fund Program has played a pivotal role in Brazil, as well as in Argentina and
Paraguay, to engage medium to large farmers in sustainable practices, either through RTRS
certification or continuous improvement. This has boosted the volumes of certified soy available in the
market with over 1.3 million credits sold in 2014. New-found opportunities to work with other
agricultural deliverables, produced by neighbouring farm clusters, and other relevant regional
stakeholders operating in a single (jurisdiction-wide) area have allowed resources to be redeployed in
favour of a landscape approach, most notably in Brazil (for projects in phase 3, please see Aim 2).
Following this line of work, the biggest challenge for 2016 will be the implementation of the New Forest
Code: the environmental registry and the recuperation of legal reserves and riparian areas. Brazilian
farmers and associations are investing in the Soja Plus program, which is expanding to other states.
This shift is also in line with the increasing uncertainty about the uptake of certification as many
programs and schemes are competing in a small market (RTRS, ISCC, Fefac guidelines).
Solidaridad will focus on three main strategies:

 Development of methodologies together with farmer associations for “sustainable supply sheds” –
Pilot in the Bahia Region
 Support to legal compliance – with a focus on the environmental legislation
 Promotion of cross certifications
number
# of hectares under 24.326
APDC - Responsible soy sustainable mngmt
1082 1 and 3
in export areas of Brazil Total volume (metric 72.978
tonnes) certified
CEAGRO - Up-scaling # of hectares under 26.155
sustainable and certified sustainable mngmt
1083 1 and 3
soy production for market Total volume (metric 78.465
transformation: tonnes) certified
FAPCEN - Smart
sustainable mngmt
1084 agriculture in agricultural 1 and 3
Total volume (metric 200.751
expansion region
tonnes) certified
LEM – Certification for sustainable mngmt
1089 1 and 3
west Bahia Total volume (metric 133.266
tonnes) certified
Page 13 of 41
TNC FIAGRIL - Towards # of hectares under 20.000
Sustainable Production sustainable mngmt
1257 and Environmental 1 and 3 Total volume (metric 600.000
Restoration in Lucas do tonnes) certified
Rio V.
AMAGGI - Consolidating
sustainable mngmt
1327 the RTRS implementation 1 and 3
for the local development
tonnes) certified
AMAGGI - Increasing
sustainable mngmt
1328 RTRS certification with a 1 and 3
new field methodology
tonnes) certified
1329 ADT - Facilitating adoption 1 and 3 # of hectares under 60.000
on RTRS in risk prone sustainable mngmt
areas in the savanna Total volume (metric 20.000
biome of Brazil tonnes) certified
on RTRS in risk prone sustainable mngmt
tonnes) certified
of RTRS in risk prone sustainable mngmt
areas in the Amazon and Total volume (metric 66.250
Cerrado tonnes) certified
1338 Biorgánica 1 and 3 # of hectares under 2.400
sustainable mngmt
tonnes) certified
1336 AGREX - Up-scaling 1 and 3 # of hectares under 20.000
sustainable and certified sustainable mngmt
soy production Total volume (metric 600.000
tonnes) certified
1 = Good Practices
3.3.2 LIVESTOCK
Brazil is the second largest producer and largest exporter of beef in the world. The herd is estimated at
208 million head, on 190 million hectares, which means a 1.1 head of cattle per hectare, an extremely
low use of land. About 79% of this production is sold in Brazil, and 21% is exported. The main
destinies of exports are Hong Kong, Russia, Venezuela, Egypt and Chile.
The country has increased its exports due to less production in the US and Australia. Prices increased
around 30% in the Brazilian market in the last 2 years. With recession in Brazil, the perspective is
more stability in prices although the Real devaluation will enhance country´s competitiveness in the
external markets.
During the last multiannual cycle, work in Brazil focused in three lines of work. On one hand, we
supported groups of small holders increasing their productivity through innovation and Rural Horizons
process management system. In parallel, we supported the Brazilian Roundtable on Sustainable
Livestock (GTPS) to share and replicate best management practices to realize a more uniform
approach to sustainable livestock. This last support led to the approval of the principles and criteria for
the GRSB. In third place, we adopted a more territorial approach in the southern Amazon to intensify
production systems, promoting sustainable land use and viable cattle ranching.
2016 will be last year of the GTPS project, which main strategies will be:
 Development of methodologies for “sustainable supply sheds”, together with farmer associations,
local organizations, and local governments – pilot in the Novo Campo Program
Page 14 of 41
 Promotion of Intensification of livestock production, recuperation of degraded land, best
management practices, integration beef/soy/forests – focus on reducing livestock driven
deforestation
 Development of Boi Plus program – adaptation of GTPS guidelines, using Rural Horizons, and
support to legal compliance
 Development of business alternatives for smallholders since beef intensification tends to exclude
smaller ranchers from the sector
 Market development for sustainable production – create markets for sustainable beef and leather
number
1096 Sustainable Cattle in 1 # of producers supported 637
Pratice – pilot phase
sustainable management
3.3.3 CITRUS
Although the vegetable sector is also relevant to the Brazilian Agribusiness sector, Solidaridad Brazil
will focus its work in the fruit sector since it is responsible for 27% of all agricultural labour force in the
country and it mainly involves smallholder farming. Most of the production is processed (62%), the
remaining 38% is sold as fresh fruit. Citrus is the biggest sector, being Brazil the world’s largest
producer of orange and the world’s largest orange juice exporter.
The citrus sector has been in crisis over the past 5 years due to a decline in orange juice consumption
worldwide and the incidence of diseases such as greening (HLB) and citrus cancer. Scenario for
2015/16 presents a perspective of better prices due to the impact of the greening in the Florida
production areas and to a reduction of stocks worldwide. But a marginal increase of prices will not be
sufficient to enhance the viability of small and medium producers.
Our main strategies for 2016 will be:

 Continuous improvement programs for citrus farmers, focusing in cooperatives in São Paulo
 New business models to smallholders – focusing in programs government procurement and
internal market fresh juice
number
1 # of hectares under 1.200
sustainable mngmt
1 Total volume (metric 20.000
tonnes) certified
Citrus Sao Paulo project 1 and 3 # of workers working 30
1343
(under planning) under better conditions
1 and 2 # small farmers trained in 30
BMP (output)
1 and 3 # medium/large farmers 27
trained in BMP (output)
3.3.4 SUGARCANE
The sugarcane industry is one of the economic pillars of Brazilian Economy, especially in the São
Paulo State and in the Northeast region. In 2013/14, Brazil produced 546 million tons of sugarcane,
which yielded 31 million tons of sugar and 24 billion litres (6.336 billion gallons) of ethanol. That makes
Page 15 of 41
Brazil the world's largest sugar producer and second largest ethanol producer, behind the United
States.
In the last three years, though, the sector has entered a crisis mainly caused by the downsizing of
sugarcane processors; reduced cane harvests due to Brazil’s worst drought in decades and the
country’s energy policy. Despite the crisis, the sector has shown a huge innovative potential,
transforming itself, creating new products and developing new markets. For 2016, there is a
perspective of better sugar prices since there was a decrease of production in Southeast Asia.

 Continuous improvement programs for sugarcane farmers, focusing in the partnerships with
Raizen and Socicana.
 New business models for smallholders – new opportunities with mechanized planting
 Development of sustainable supply shed pilot in São Paulo
number
1387 Elo Programme. Support 1 and 2 # of HR guide applications 700
to sugarcane farmers 1 and 2
continual improvement 1 and 2
# of technical support 18
Note: outcomes in terms
of changes from one level
of sustainability to another # of collective training 10
will be reported in 2016,
as RH is a system to
structure this progress
3.3.5 PALM
Brazil produces about 300,000 tons of palm oil. Most of it comes from Pará state, in the Amazon
region. However, domestic production does not meet domestic demand, which currently reaches
approximately 500 thousand tons per year. After a huge support from the Brazilian government,
there is a downturn in the sector due to low prices and frustration of investments promised by big
companies in mills and processing installation. Petrobras, Vale and ADM started operations in the
sector in the Amazon, but in 2016 new strategies will be needed to ensure a sustainable and
inclusive integration between smallholders and processors.

 Promotion of responsible integration model with smallholders
 Policy influencing to mitigate impacts in smallholders derived from the lack of promised
private investments in the Amazon.
number
Incubating climate smart
business to overcome
1187 1 and 2 # of producers supported 50
poverty—driven
deforestation
3.1.10 COCOA
The global cocoa sector is under stress due to a recurrent misbalance between supply of cocoa and
the chocolate industry’s demand. The potential long-term growth in emerging economies is vast.
Consumption is increasing in these countries and for 2015 it is expected to grow. Despite being the
Page 16 of 41
fourth biggest production country, Brazil had to import 30.000 ton of cocoa from Africa last year.
Although the perspective is good for the sector, in the short term, the chocolate consumption has
decreased in 2015 because of economic downturn in the developed countries affecting prices
expectations and stocks for 2016.
In this context, we have been working in partnership with Cargill in the Amazon Biome. As cocoa is a
native species in this landscape, climate conditions are suitable for the crop to root and it allows to
pilot agroforestry systems that are eco-friendly and enable incomes to rise for smallholders.

 Technical support to smallholders and settlers, focusing in better management, production
practices and improving quality.
 Develop local small business and local market infra-structure.
 Market development of deforestation free supply chain.
 Strengthening of local environmental governance.
number
1 and 2 # of producers supported 50
Incubating climate smart Diagnostic and
business to overcome articulation with local
1187
poverty—driven 3 government and state -
deforestation government
3.4 COLOMBIA
3.4.1 COFFEE
Coffee is Colombia´s most representative agro-commodity exported to global markets. It is currently

grown in 970,000 hectares and is the main source of income for 560,000 producers and over 2 million
workers. Though production has boosted over the past 10 years, the sector continues to have
structural productivity issues (13 bags green coffee/per ha) and high production costs. Young people
are leaving the countryside for urban jobs as coffee growing is not perceived as profitable enough. In
the same way, the effects of climate change have hit hard on the local coffee production in recent
years, forcing producers to adapt to more resilient production models and expand to higher altitudes.
Solidaridad has worked the past years in three major projects in Colombia: the STP, IDH´s
Sustainable Coffee Programme and Back to REDD+. These projects are well recognised in the sector
and have enabled Solidaridad to position itself as a trusted partner, a facilitator of private public
partnerships and an innovator through the implementation of Climate Smart Agriculture (CSA).
In the Back to REDD+ project, we will implement training activities focused on good agricultural
practices that have the greatest impact on the farm's carbon footprint and climate change adaptation.
These practices are: coffee agroforestry system management, adequate fertilization, use of coffee
processing sub products for organic matter, and soil management and conservation. Pilot tests on
farms will be conducted to motivate the coffee growers to adopt the on farm demonstrated practices.
The sustainable trade platform (STP) will focus its work on the following actions:
 Perfecting methodological approaches and tools for the training of trainers (addressing critical
problems, learning by doing, etc.).
 Applying this approach to train trainers along with cooperatives, as well as companies and the
national federation/board of coffee growers.
 Designing strategies for scaling up extension systems within the platform.
 Piloting up scaling projects for demonstration within the platform in order to show how coffee
sustainable solutions can be adapted and adopted by broader groups of farmers, revolving funds
with groups of women.
Page 17 of 41
The SCP IDH aims to increase the Colombian export and domestic sales of sustainable coffee, by
working with international standards and by catalysing the energies of the sector into positioning
Colombian coffee as sustainable on international level. IDH acknowledges Solidaridad role as
Technical Secretariat of the STP in addition to its role as National Coordinator for the SCP. Regarding
pre competitive issues at national level, the parties shall try to combine the efforts of STP and SCP to
strengthen sustainable coffee production.
number
# of producers that have 272.500
adopted social and
1
environmental
sustainable practices
# of worker that have 270.000
adopted social and
1
environmental
sustainable practices
1 sustainable management
# of companies/ brands 20
that are committed and
Coffee - Platform for engaged with producers
1403 2
Sustainable Trade to create market linkages
for sustainable
commodities
# of metric tonnes of 120.000
2 certified coffee sold
# of public or private 7
organization
implementing pro
2, 3 sustainability policies as
well as investments in
infrastructure and other
public goods
# of farmers attending 4500
CO Back to REDD+ in the CSA trainings
1036 1
Colombia (output)
1315
IDH - Sustainable Coffee Programme Colombia (this program has 4 different projects)
# of farmers trained 1040

Sustainable Management MT Average yield per 1,52
Service Antioquia & hectare per year
1
Risaralda (SMSAR) USD Average cost of 1,33
production per kilo of
GCE
# of farmers trained 10.000
MT Average yield per 0,82
Regenerating Coffee's
hectare per year
Ecosystems 1
USD Average cost of 2,47
GCE
# of farmers trained 4300
Strengthening the quality MT Average yield per 1,1
and productivity of hectare per year
1
Rionegro coffee region USD Average cost of 2,5
GCE
1 # of farmers trained 4550
Nescafé Plan Colombia: MT Average yield per 1,41
Scalling up Sustainability hectare per year
Page 18 of 41
USD Average cost of 3,18
and Shared Value for the
Colombia Coffee Growers
GCE
1 = Good Practices
3.4.2 PALM OIL
In 2014, Colombia produced 1.1 m tonnes of crude palm oil in 450,131 hectares. 70% of these
volumes are sourced from 8,000 producers (2,400 medium size and 5,600 smallholders) and the
remaining balance from plantations owned by mills. The local market continues to be dominant in the
Colombian context, despite the growth of exports year on year, with 70% of the total volumes
demanded by domestic biofuel and food industries.
To this end, our work for 2016 will focus on the following strategies:
 Improve access to technical assistance
 Ensuring that smallholder producers are fully integrated in sustainable supply chains
 Improve production yields
number area(s):*
1402 Palm Oil - 1 and 2 a. # of hectares under sustainable mgmt. a. 9.625
Platform for b. Total crude palm oil tonnes certified b. 200.000 tonnes
Sustainable Trade c. # of producers supported (output) c. 375
d. # of workers supported (output) d. 1.200
e. # of factories/mills supported (output) e. 17 mills
1176 Cargill supports 1 a. # of farmers implementing document a. 688
Biocosta´s management system b. 429
smallholders b. # of farmers trained in GAP and/or c. 461
(under planning) sustainable management practices by the
project. (output)
c. # of farmers benefited from
infrastructure investments (output)

1 = Good Practices
3.4.3 FRUITS & VEGETABLES
Bananas are one of Colombia main exports (90 million boxes exported in 2014/48,000 ha). Providing
income to 128,000 families, the industry has a high degree of integration with large local companies
operating at various levels of the chain. Producing areas in the North are increasingly affected by
water shortages as a result of changes in climate patterns, resulting in production decline and quality
loss. In addition to this, there is a growing threat of the Panama disease TR4 entering the main
banana production area (Urabá). Local capacity to control the disease is limited. Solidaridad has
played a leading role in the establishment of sectorial collaboration through the Sustainable Trade
Platform. While there is interest in working on sustainability, there is no consensus on what it means
for the industry and how to convert this into a market advantage. In 2016, our strategy will tackle these
challenges by:
 Develop a training program and racing awareness campaign in Panama disease tropical race
4
Page 19 of 41
 Develop a sectorial sustainable report based in GRI methodology
 Develop a market study of the triggers for buy sustainable at retailer level
 Develop a promotional campaign of the advantages in sustainability of Colombian bananas
 Participation in increase productivity of small-scale banana/plantain project
number area(s):*
1404 Banano -
# of companies/brands that are committed
Platform for 3 and engaging with producers to create 8
Sustainable market linkages for sustainable commodities
Trade
1 # of boxes of certified commodities sold 18 million
# of producers that have adopted social and

1 465
environmental sustainable practices
# of workers in farms that work under social
1 12000
and environmental sustainable conditions
# of hectares under certified sustainable
1 18800
management
# of plans/initiatives (PPPs) coordinated

1 2
and/or supported through the platform
# of public and private organisations that
implemented pro sustainability policy
2 5
changes as well as investments in
infrastructure and other public goods
1 = Good Practices
3.4.4 FLOWERS
The work of the STP with the flower sector has been limited to specific activities with Asocolflores.
The wider sector has not been involved. As a result, the STP is not expecting continue working with
flowers beyond 2016. Activities in 2016 will be, thus, limited to:
 Concluding adaptation of Rural Horizon tool to Flores sector and expansion of pilot to
additional farmers
 Conclusion and dissemination of market study determining the opportunity of sustainable
Colombian flowers in Colombia
number area(s):*
1035 PE01030 2 # of metric tonnes of certified flowers 78,760
Flowers - sold
Platform for 1 # of producers that have adopted social 10
Sustainable and environmental sustainable practices
Trade (Rural Horizons)
1 # of hectares under certified sustainable 500
management
Page 20 of 41
1 = Good Practices
3.4.5 GOLD
Small-scale miners in the Andes are also key actors in the global gold chain but have limited access to
fair prices. In addition to this, their context is currently being influenced by a specific regional initiative
known as the “Andean policy against illegal mining” which was approved and signed by Colombia in
2012. The aim of this policy is to promote social and environmental responsibility through formally
organising the mining sector, finding regional solutions and facilitating the commercial framework to
promote legal trade. So far, In Colombia illegal mining is prosecuted by the Government, but currently
not controlled. The context is exacerbated by the involvement of criminal actors putting pressure over
small-scale miners.
Solidaridad strategy in Colombia will be to carry out a feasibility assessment to identify potential
opportunities and partners to test and expand the Peruvian experience. This work will be based in
four lines of action:
• Supporting small-scale non-organised mining to establish formal organisations recognised by

the sector and governments
• Influencing governments to develop laws that promote legal mining and the organisation of
small-scale miners
• Access to finance for small-scale organisations
• Linking small-scale certified organisations to added value markets
Plaza Project title Relevant Key indicators for 2016 Target per indicator
project result for 2016
number area(s):*
1299 PE01036 Observatory for 2 and 3 guild of miners involved in 3
a responsible small-scale improvement of legislation
mining in Latin America –
Colombia Peru and Bolivia
Note: as this is the start

years, there won’t be
relevant outcomes
1 = Good Practices
3.5 ECUADOR
3.5.1 PALM OIL
The palm oil industry in Ecuador is smaller than Colombia’s in terms of volumes and cultivated areas.
However, the international market has greater importance and absorbed 60% of total volumes in 2014.
The majority of volumes in Ecuador are produced by 7,000 smallholder producers whose farm size
could be lower than 10 ha or as much as 70 ha. These farmers are often non-organised.
Ecuador is the second biggest producer of palm oil in Latin America after Colombia, with the majority
of production coming from smallholdings. Productivity is among the lowest in the world and palm oil is
one of the major vectors of deforestation. During the past three years, we have carried out a FSP
project to disseminate the RSPO standard to over 800 smallholders in the Esmeraldas region. Export
Page 21 of 41
market demand, yield and income improvement potential, and increasing enforcement of
environmental and labour legislation make that participation in this RSPO programme is an interesting
proposition for mills and smallholders.
Though the official closure for this project is December 2015, we expect to extend the activity to other
mills by:
 Increase awareness of the RSPO standard amongst the industry and facilitate national
interpretation.
 Improve access to technical assistance
number
1056 Mainstreaming 3 a. #of certified mills a. 1 company
sustainable palm oil b. # of regulations b. 1 standard
production in Ecuador adjusted on amended to local
sustainability issues context
1 = Good Practices
3.5.2 FRUITS
The project aims to contribute to a socially and environmentally sustainable banana production and
trade with improved standards of living for male and female banana workers, farmers and surrounding
communities. The project will particularly help to organize technical assistance and training on Health
& Safety particularly focused on women and men workers.
This project is part of a multi country project supported by the World Banana Forum. Direct Health&
Safety (H&S) effects in Cameroon and Ecuador for 35.000 Ha of banana farms spread over 1300
farms including 600 small farmers, employing 40.000 people, producing 1,2 million MT of banana per
year. The project forms a unique coalition of banana companies, retailers and civil society
organisations organised in the World Banana Forum.
Results:
 Worker, union and employer representatives form well informed and fully functioning and effective
workplace health and safety committees in partner-owned and supplier farms in Ecuador and
Cameroon.
 Government, business and civil society (including unions and community organisations) form
effective national tripartite commissions on H&S in Ecuador and Cameroon.
 Industry stakeholders have access to relevant resources (printed and electronic where relevant)
on health and safety in banana production, both related to the impact of pesticide use and broader
health and safety issues and mechanisms, to ensure replication of project outcomes in Ecuador
and Cameroon amongst other banana industry countries and actors.
Main activities:
 Systematization and sharing of existing H&S research and other resources
 Development of best practice manual and tailored training materials on H&S
 Implementation of training workshops and capacity-building programs
 Dissemination of best practices, resources and lessons learnt
 Advocacy towards governments
Page 22 of 41
number
Banana Occupational 1 and 3 # of producers supported 1500 by end of
Does not Health & Safety (M+F) 2016
have a Initiative (BOHESI)
Project # of hectares under 30,000
Number sustainable mgmt.
yet
3.6 PARAGUAY
3.6.1 SOY
As neighbour countries in the region, Paraguay has undergone major changes in land use that affects
its forest mass, mostly driven by soy expansion in the country. For the past 3 years, the focus of
Solidaridad work has been on the Eastern region, where native forest coverage diminished from 55%
in the 1940s to 24% in the 2000s, raising Paraguay to the status of vulnerable country to the adverse
effects of climate change. This led the Government to enact a zero net deforestation law in 2004.
Within this frame we have been leading with UNDP a National Platform to carry out a ‘Paisajes de
Produccion Verde’ program. The National Platform is a public-private dialogue platform, with
additional participation of CSOs, which aims to review and adapt productive practices and the existing
regulation frameworks as an initial step to the subsequent development of sustainable practices in soy
and livestock sectors. Concurrently, we created a trust fund for rural development activities and carried
two producer support projects based on the use of Rural Horizons; one to improve the production
practices of 2,400 smallholder soy farmers associated under the Union of Cooperatives (UNICOOP)
and another to improve the sustainability along ADM’s supply chain.
In 2016, we will continue our participation in the Trust Fund and consolidate the National Platform’s
work by:
 Mapping relevant stakeholders in soy landscapes taking into consideration gender-sensitive
context and socio-political environment.
 Designing and adapting capacity development plans to increase the impact of our
interventions with a more inclusive, gender and climate change sensitive approach.
 Generating meaningful impact (better management practices/ increased productivity) amongst
small and medium producers to achieve an inclusive approach throughout the value chain.
 Having members of the value chain effectively providing knowledge and production services
achieving responsible investments.
 Mainstreaming sustainability concepts into environmental policies affecting soy production to
make sustainability practices adoption feasible.
We will also establish a link between the National Platform and a new multi stakeholder platform with
focus on sustainable landscape management in Chaco, to share and spread its results in the Eastern
region. For more information on our Chaco landscape management strategy please refer to Aim 2.
On the other hand, we will continue our partnership with ADM to build a sustainable supply chain. In
this case our strategy focus on applying a Rural Horizons toolkit developed in 2015 to guide farmers
to: 1. Improve farm’s organization through the implementation of best management practices; 2.
Reduce the environmental impact of the agriculture and promote conservation/restoration of protected
areas inside the farm, and around public infrastructure; 3. Enhance livelihoods of farm workers, their
families and the communities of surrounding areas.
Plaza Project Relevant Key indicators for 2016 Target per
project title result indicator for 2016
number area(s):*
1100 National 3 POLICY INFLUENCING KPIs (outputs)
Platform a. # of Analysis of existing environmental regulations a. At least 1
currently in force in the country (eastern and western b. At least 1
region) c. At least 2
b. # of Analysis on flaws and incongruences of d. 1
Page 23 of 41
existing environmental legislations
c. # of Proposal for production standards to be
adopted by soy and beef producers e. At least 3
d. # of Public awareness activities
e. # of Reports / Proposals
MANAGEMET KPIs (outputs)
a. # of National Platform Operative Manual approved a. 1
by the Steering committee – outcomes b. 15
b. # of working groups meetings c. At least 2
c. # of Action Plans for Beef and Soy Working Groups
GOAL 1
1367 Building a 1,2,3 and 3a. % of the farmers demonstrate improvement
risk free (4) regarding the baseline, changing from one level to the
3a. 70 %
supply sustainable next
3b. 194.000
shed for landscapes 3b. # ton of soy produced in farms that comply with
3c. At least
soy rural and environmental national legislation and;
100.000 ton.
production 3c. # ton of pre-certified products.
1a. 150
in 1a. # suppliers that participate in training programs
1b. 100%
Paraguay (output)
2a. 150
(ADM) 1b. % of suppliers enrolled in continuous
improvement programs (output)
2a. # suppliers that participate in training programs
(output)
GOAL 2 (outputs)
1a.# of suppliers provided with guidance 1a. 150
1b.# diagnosis of farms elaborated 1b 150
2a.# Manual of risk assessment elaborated 2a. 1
2b.# Manual of best practices elaborated 2b. 1
2d.# of suppliers that participate in training programs 2d. 150
GOAL 3 (outputs)
1c. # of suppliers that participate in training programs 1c. 150
1d. # of suppliers provided with guidance 1d. 150
3a. # procurement and technical staff trained 3a. 120
1 = Good Practices
3.6.2 LIVESTOCK
Besides the work already mentioned within the National Platform, our strategy in livestock will entail
continuing our partnership with ARP, developing a second part of the program of Natural Beef´s
Standards, with the certification program, and scoping the international market to find niches that are
demanding this product. This project, started in 2014, aims to generate the needed information,
standards and the ways of monitoring the production of a significant part of Paraguayan beef. The goal
is to position part of Paraguayan beef as naturally and sustainable produced commodity. The project
has so far identified a set of measures needed to foster sustainability in the cattle supply chain, such
as identification and dissemination of good management practices, set up progress indicators,
outreach mechanisms, and other key elements. To this end a set of booklets has been developed and
disseminated among Paraguay Rural Association members, as well as a Rural Horizons guide to
monitor progress on field.
Within this partnership the main strategy for 2016 will be to share the ARP experience with other
producers associations in the country and abroad the country by means of a learning program.
In dairy, we have to initiate a relationship with the main Association of dairy producers, to develop a
project, to improve the actual conditions of production in small farmers. This is relevant for our gender
program as women are in charge of milking and sell the milk for diary food for the family.
Livestock in Paraguay is included in the Gran Chaco Americano programme to submit to Moore.
Please refer to Aim 2 for further information.
Page 24 of 41
number area(s):*
# Reports published on
magazines and newspapers on 5
Project results
Event to present project
1
Natural Beef Program in findings and results
1098
Paraguay (ARP) Press event on project results
1
with producers
Description on scope of the
Project results and qualitative
stakeholders reaction
1 = Good Practices
3.6.3 YERBA MATE

In yerba mate, we will continue our work to enhance Colonias Unidas’ product level of sustainability
through trainings and demonstrative experiments. This entails the following strategies:
 Train producers and technicians on good agricultural practices on yerba mate to optimise
social, environmental and economic performance.
 Develop better management practices to increase productivity amongst small producers to
achieve an inclusive approach throughout the value chain.
 Members of the value chain are effectively providing knowledge and production services
achieving responsible investments.
 Mainstream sustainability concepts into environmental policies affecting yerba mate
production.
number area(s):*
Alcance Productivo del Proyecto
# de Has Bajo Manejo Sustentable  720
# de Productores Capacitados (output)  240
# de capacitaciones (output)  20
Alcance Social del Proyecto
# de Has Bajo Manejo Sustentable  60
# de Pequeños Productores  120
Strengthening Capacitados (output)
1333 yerba mate value 1 and 2
chain Capacitación Tecnica (Técnicos
CCU) (outputs)
 25
# de Técnicos capacitados
 4
# de Capacitaciones
Difusión del Proyecto (outputs)

 6
# de publicaciones
 2
# de materiales didácticos
1 = Good Practices
Page 25 of 41
3.7 PERU
3.7.1 GOLD
Worldwide, gold continue to be sought as a precious commodity in both local and international
markets. Global demand of gold reached 4,212 tonnes in 2014. 58% of these volumes were sourced
by the jewellery industry. Small-scale miners produce 20% of these volumes but not often receive fair
prices for their production.
Small-scale miners in the Andes are also key actors in the chain and have limited access to fair prices.
In addition to this, their context is currently being influenced by a specific regional initiative known as
the “Andean policy against illegal mining” which was approved in 2012 and signed by Peru. The aim
of this policy is to promote social and environmental responsibility through formally organising the
mining sector, finding regional solutions to a complex mining activity, and facilitating the commercial
framework to promote legal trade. So far, Peru has enhanced its legal structure against illegal mining
and finding solutions for small-scale mining. Nevertheless, the latter has not been a steady process.
Solidaridad´s innovative work in Peru supporting small-scale miners and liking them to the market has
enabled us to position ourselves in the sector. Some of the achievements reached through the
implementation of our gold programme include the certification of 7 small-scale mining organisations
(Fairtrade and/or Fairmined), one middle scale private mine first in South America to become certified
by the Responsible Jewellery Council, 5,000 small-scale miners in transition to legal activities,
becoming organised and building their capacity in good mining practices. In addition to this, most
production of these organisations has been sold through Better Gold Initiative and other added value
buyers.
In Peru, we aim to establish our programme by continue supporting our current small-scale partners to
become more efficient and competitive whilst creating new partnerships in other regions. This work will
be based in four lines of action:
 Supporting small-scale non-organised mining to establish formal organisations recognised by

the sector and governments
 Influencing governments to develop law that promotes legal mining and the organisation of
small-scale miners
 Access to finance for small-scale organisations
 Linking small-scale certified organisations to added value markets
Plaza Project title Relevant Key indicators for 2016 Target per indicator for
project result 2016
number area(s):*
1050 Oro Justo: 1, 2 and 3  Miner organizations that work  3
Artisanal under FT or FM certified  150 artisanal miners
responsible  artisanal miners involved in
mining for improvement programmes  8 Kilograms
reducing poverty – (FT&FM certification)
Peru  Kilograms of gold produced per
month under FT&FM certified
practices
1299 Observatory for a 2 and 3  guild of miners involved in  3 guild of miners
responsible small- improvement of legislation
scale mining in
Latin America –
Colombia Peru
and Bolivia
Note: as this is
the start years,
there won’t be
Page 26 of 41
relevant
outcomes
1 = Good Practices
3.7.2 FRUITS
In Peru, production of bananas is concentrated in the Piura Region (8.8 million boxes in 2014,
covering 7,300 hectares). In its 15 years of existence, the banana sector has become an important
pillar for rural economy in Northern Peru, providing direct jobs to 7,500 producers. Although the growth
of the Peruvian supply chain has been driven mainly by the demand for double certified bananas
(organic and Fairtrade), the preference for these certifications has managed to mask some structural
problems in the sector. The impact of these problems varies among associations, export volumes
and/or geographical areas. These problems tend to be critical for those associations that have low
export volumes (<5 containers/week). The most critical external threats for the sector in the coming
years are pressure on water use, inadequate management of solid waste, low productivity, pests and
diseases.
Solidaridad has been involved in the Peruvian banana chain as one of the pioneering organisations
that supported the first certified Fairtrade producer association. Solidaridad´s work with this
association on certification and technology adoption has served as a model or incubator for the entire
banana supply chain in Peru. Additionally, Solidaridad has supported the creation of a sector
roundtable with the participation of more than 50 stakeholders aiming to foster pre-competitive
collaboration to address key industry threats.
Between 2016 and 2020, the banana programme will strengthen the role of the round table as a
convening platform to scale up sustainability. In particular in the area of productivity (centred on soil
and water use efficiency), occupational health and labour practices. It will initiate the measurement of
its environmental footprint (CO2 and Water foot print) and the development of a protocol for solid
waste management. Also with the use of technology Solidaridad will implement online training for field
technicians in order to strengthen their abilities in different areas (training methodologies, smart
fertilization, smart use of water and others)
number
1042 Training Network for Small 1, 2 # of producers supported 4,400
Producers of Sustainable (M+F)
Banana Trees
1, 2 # of hectares under 4,400
sustainable mgmt.
1, 2 Total volume produced 105,792

(metric tonnes);
1295 Family Income increased 1, 2 # of producers supported 360
by production of Organic (M+F)
Banano, in Piura Region,
Peru 1, 2 # of hectares under 360
sustainable mgmt.
1, 2 Total volume produced 11,885

(metric tonnes);
1 = Good Practices
Page 27 of 41
3.7.3 COFFEE
Coffee in Peru is the main source of livelihood for 165,000 families that manage 400,000 ha.
Smallholder coffee producers (98% of total farmers) have seen a drop of production over the last three
consecutive years (10 bags ha), due to an outbreak of coffee rust. Traditional production techniques
and the expansion of new agricultural frontiers in higher areas are causing considerable loss of carbon
stocks and an increase of greenhouse gases. About 47.5% of the national deforested areas in Peru
(113,000 ha) is linked to the coffee sector. ´Within this framework, Solidaridad has successfully
introduced the CSA model in Peru as a viable alternative to increase the sector's competitiveness and
resilience to climate change.
In 2016 our Back to REDD+ programme will be reaching its last year. During the past 3 years the
Climate Smart Agriculture (CSA) model has been rolled out in San Martín Region in order to enhance
producers’ productivity with low GHG and increase the adoption of good agricultural practices. Our
intervention model involved a baseline study to develop a suitable technological package that tackled
assessed gaps, a staggered approach to build the capacity and skills of 1200 coffee growers and a
mobile-adapted monitoring system. By consolidating the results from this pilot, Solidaridad intends to
prove that climate smart / neutral coffee is a workable alternative that makes sense to coffee
producers, roasters, importers and consumers, and that contributes to enhanced sustainability in Peru.
Main outputs in 2016:
 Consolidate the local promoter role whose farms are used as living models for sustainable
coffee agroforestry systems.
 Document the technological model of coffee smart agriculture. Present the documented
results and lessons learnt to the local stakeholders. Main KPIs in terms avoided deforestation,
greater carbon stocks, higher yields and additional income.
 Evaluate the technical assistance system (demonstration farms, weekly group training and
individual farm visits).
 Make accessible through a permanent online system the training and research materials.
project area(s):* indicator for
number 2016
1029 PE Back to REDD+ in 1 # Ha under CSA 2,650
Peru
1 # of families implementing 1,200
CSA
3 # of organisations 10
committed
1 # of producers reached 1,200 producers

(directly)
1 # producers trained in 1,200

CSA
1 # technical experts trained 60

in CSA

1 = Good Practices
Page 28 of 41
3.8 URUGUAY
3.8.1 LIVESTOCK
2016 will be the last year of our FSP project in Uruguay aimed at tackling the main sustainability
challenges faced by the beef supply chain in Uruguay in order to reach markets in Europe demanding
sustainable products from certified sources. The project strategy was to enhance the adoption of
viable integrated sustainable production systems in order to improve natural resources management,
conservation of soils, water and rangelands and animal welfare, while increasing productivity and
decreasing air pollution and greenhouse gases emissions.
We expect the Rain Forest Alliance certified beef sells to generate a ripple effect among other
producers within Uruguay, but also Argentina and Brazil. To this end, our strategy in 2016 will be to
facilitate the commercial link between Zandbergen and RA as well as to leverage the demand of
certified beef. This would allow us to build a strong business case for RA certified beef production
based on market incentives and improved environmental (watershed and forest management, input
storage and waste disposal management) and social conditions.
number
1101 Sustainable beef in 1 # of producers supported 100
Uruguay # ha under sustainable 100,000
management
1 = Good Practices
4 INTERVENTION STRATEGY FOR AIM 2: SUSTAINABLE LANDSCAPES-

The Gran Chaco Americano (GCA) covers around 1,066,000 km2 comprising vast areas of Argentina
(62,19%), Paraguay (25,43%), Bolivia (11,61%) and Brazil (0,77%). After the Amazon, the GCA
encompasses the second largest forest biome in Latin America and is the biggest continuous dry
forest in the world. The dry forests of the GCA are a critical component for our earth system due to
their unique biodiversity and presence of large carbon stocks. Besides, is home to around 287,545
indigenous people. The GCA has become the new agricultural frontier and the World Resource
Institute mentions it as one of the five key overlooked hotspots of deforestation in the world ‘with 10%
of the forests been cleared in the last five years alone’.
For the last year and a half, Solidaridad has been carrying out research activities commissioned by
Moore Foundation in the GCA. The first study explored soy and livestock as the main triggers for
deforestation in in the Argentinian and Paraguayan Chaco. The second assessed the feasibility of a
strategy for sustainable landscapes management in Argentina to set the basis for a more inclusive and
comprehensive sector transformation in the GCA, creating a balanced equilibrium between production,
social and environment objectives through participation of all stakeholders: private and public. The
results from these studies were validated in a national event in September 2015 where different
stakeholders stated how they would contribute to a sustainable management strategy.
Based on all these inputs, we will start up a multi annual GCA intervention, covering Argentina, Bolivia
and Paraguay. This intervention will have two levels, a transnational GCA level and a Landscapes’
level. In 2016 we will focus on the GCA level, where our strategy will be to gather and lead a group of
partners willing to make a change within a multi-stakeholder platform. Stakeholders will discuss and
reach a shared understanding on the current impacts and concerns in the GCA, agree on where the
best Landscape cases are and on how to optimize resources. Specific strategies under the enabling
policy environments and robust infrastructures result areas include:
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 Solidaridad will ensure that all relevant stakeholder groups are represented and equally heard,
including vulnerable groups. To this end, training will be provided to ensure sufficient skills for
consensus building and knowledge. Special attention will be given to gender.
 Solidaridad will support policy dialogue to reconcile and agree upon Land use maps that balance
production and conservation and identify key areas for production or conservation (corridors).
 Solidaridad will mobilize leading brands and companies in the GCA to commit to long-term, risk-
free sustainable sourcing.
 Solidaridad will explore, together with financial institutions, incentives – as access to capital,
reduced rates for credit - to attract more responsible capital investment in the GCA (e.g. awarding
avoided deforestation), and to enhance the competitiveness of sustainable producers compared to
“business as usual”.
Solidaridad Colombia aims to implement two Sustainable Landscapes Initiatives in the next 5 years.
One of these initiatives has been already submitted and we are waiting for responses from the donor
(Norad) in October 2015. This initiative, which will be working along the Andes bioma, expects to start
in June 2016 and work with 10,100 smallholder producers in Colombia and Peru. If the proposal is
approved the project will be registered in plaza and relevant indicators will be included.
Table 3: Overview of project targets for Aim 2 (to be inserted in Plaza)
number
# of multi-stakeholders
included in the platform 5
Sustainable Landscape
1430 programme in the 3,4 # of producers adopting
Paraguayan Chaco better management 500
practices
Strengthening the Soja TBD with donor/ partner
Plus program in the
western region of Bahia,
1335 4
BR: a passport for the
European market
(ABIOVE)
Sustainable territories in TBD with donor
Mato Grosso:
strengthening
governance and fostering
local agreements and
1337 4
partnerships to improve
social and environmental
performance of supply
chains in Querência
(IPAM)
Sustainable landscapes TBD with donor
for the production of soy
1339 4
in the State of Mato
Grosso (TNC)
Landscape approach TBD with donor
1340 (IDH SFTF phase 3 with 4
ICV)
Plano de Manejo da Área TBD with donor
de Proteção Ambiental
(APA) Bacia do Rio de
1341 4
Janeiro – Management
Plan for Rio de Janeiro
Basin APA (AIBA)
1342 Managing Socio- 4 TBD with donor
Environmental Risk in the
Northeastern Mato
Grosso Soy Territory
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(IDH SFTF phase 3 with
EII)
4 = Landscape Management
5 ORGANISATIONAL DEVELOPMENT
5.1 Human Resource Capacity
Main issue in 2016 will be centred on addressing the merging process between REC Andes and REC
SAM. An enlarged management team will take care of adjusting internal practices in order to benefit
from sinergies and more cultural and thematic diversity.
FTE in current FTE in pipeline

Total FTE
budget and growth curve
31/12/2014 70,10 - 70,1
31/12/2015 84,10 - 84,1
31/12/2016 77,10 20,60 97,7
31/12/2017 81,60 21,30 102,9
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31/12/2018 88,60 15,50 104,1
31/12/2019 84,60 18,50 103,1
31/12/2020 87,60 17,50 105,1
5.2 Systems & Standards
With the merger of REC SAM, the use of a project management system which allows tracking project
progress against targets, objectives and expenditures becomes of vital importance. If Plaza does not
offer this possibility before June 2016, we will have to explore further project management tools which
allow us to have a closer snapshot of project progress. This will imply a higher effort to all, as it will
mean that we will have to use Plaza as information sharing tool and another tool for project
management. If Plaza allows us to keep track of project progress we will aim to have at least quarterly
reports to track of KPIs. As for internal team work we will evaluate the use of Asana for project
management and control.
Regarding Result based management over the past years emphasis has been put on improving the
design of project interventions. As 2015 marks the culmination of several programmes for REC SAM
(FSP, SFTF), for 2016 we plan to put special effort on the starting phase of new projects. This means
improving scoping studies, making sure baselines are as precise as possible (where possible baseline
studies should be performed) and designing meaningful indicators. With real baselines in place,
realistic targets can be made. The design of clear measurement plans (with regular field visits where
possible) with the support of the PME team and an up to date monitoring system (either in plaza or
another system) will be necessary.
We will integrate communication to the PCM cycle, making sure there is a greater interconnection
between PME and communication so that we can better communicate what we do, especially in
regards to developing business cases. For this, we will need to further develop the concept of
“business case”, with clear definitions and examples on how to assess a business case. For this we
will tap from knowledge in the network.
Rural Horizons 2016
In 2016 Rural Horizons will run on two parallel trajectories. It will continue to provide in-house services
to a series of projects in three RECS (SAF, new SAM & WAF) supporting the interventions and
consolidation of acquired knowledge in multiple commodities (Soy, Beef, Cocoa, Palm, Fruits,
Sugarcane, Flowers and Yerba Mate). It will strengthen its support to the a few selected projects in
order to close the loop in the proof of concept and accompany the actual change in the field. It will
additionally explore the current leads on projects in two new RECs and one commodity (CAM and
S&SEA; Castor Oil).
The second trajectory of Rural Horizons in 2016 is the follow up of the expert review realized in August
2015. Pending approval in 2015 of a development plan, Rural Horizons will gear up for a major jump
in quality, coverage, user friendliness, speed and scale. Gearing up for a Rural Horizons 2.0 will
require serious investment in detailing the revenue model, qualifying the team, prototyping a new
mobile and modular way of information exchange, identifying partnerships, tweaking current systems
and designing a data structure that builds on or enables to communicate with existing Solidaridad
network engines in use like Saleforce. Rural Horizons 2.0 will continue to be designed for supporting
the fulfilment for Solidaridad’s mission and, while aspiring to become the preferred toolset of the
Network and its partners, it does not look to become obligatory or exclusive. By successfully
implementing this second trajectory, Rural Horizons targets to access a multimillion dollar grant as of
2017.
With the merger of REC ANDES and REC SAM, Rural Horizons will operate as of 2016 as an
independent unit administratively under FSLA Brazil and responding directly to the SAM director. To
attend the growing demand for assistance from the Rural Horizons team under the current operations
(16 projects, 4.2 FTE) and the need to free up time for gearing up to Rural Horizons 2.0, the team will
grow to 0.4 senior management FTE, 2.0 junior professionals FTE and 2.0 interns FTE. The
operational budget for 2016 is covered through internal network contracting of the services by RECs
Page 32 of 41
during 2015 and 2016, and as such funded through a series of public and private donors of which
Good Energies, Raízen and IDH are the main ones. The estimated budget for current operations in
2016 is 525K€ which is covered for 80% at the moment of writing of this plan. Additional funding for
gearing up is pending identification and approval but may request access to Solidaridad reserves.
Other systems and trainings
Our Coffee Programme in Colombia is planning to commission an assessment of different mobile

technology tools to help us measure the impact of our work. After the tool is selected it is likely to be
introduced to REC SAM.
In terms of trainings we will train staff in Argentina on time management, outreach engagement and for
the whole REC special training will be delivered on sustainable landscape approach, so as to enhance
capacities.
5.3 Knowledge Management
LEARNING AGENDA ORGANIZATION OF KEY PARTICIPATION IN

EVENTS KEY EVENTS
Yerba Mate  Learning exchange visits between Workshops for Rural BioFach Nurember,
Argentina and Paraguay to improve Horizons, regional seminars February 10th, Trade
production systems in Paraguay on experimental plots, Fair for Organic Food
using Argentina as a laboratory. present project’s results
 Cloning material research and during annual fair
development. Agrodinamica (Py)
Cotton  Scoping studies for Argentina,
Paraguay and Bolivia. Where do we
need to intervene and what are the
main sustainability issues based on
a landscapes approach?
Understand mechanisms that
incentive and increase women
participation. Identify aspects linked
to Textiles and how both could
synergize each other.
 Learning exchange visit between
smallholders from semiarid Brazil
and East Africa
Sugarcane  Scoping study and exchange visit BONSUCRO annual
from Paraguay to Bolivia. Where do meeting
we need to intervene and what are
the main sustainability issues?
Livestock  Learning field trips to the Gran Seminars on good practices GRSB annual
Chaco on silvo-pastoral systems. for producers, Chaco conference
 Exchange visits between RECs ie: Sustainable Landscapes
Ghana, Bangladesh and REC approach, new challenges,
CAM. Two different initiatives in the and SWOT of the Livestock
Amazon - Novo Repartimento and sector
Novo Campo/ Alta Floresta to visit.
 Paraguay visit to Uruguay on Trainings in administrative
traceability, quality and grass feed and husbandry
meat production management for farm
workers
Soy  Learn and share project for the SFTF national event in RTRS annual meeting
SFTF Brazil
 Exchange visits with India, China, AAPRESID / APDC,
about smallholder production Launching events of FEFAC CREA, ACSOJA /
between South of Brazil and soy sourcing guidelines APROSOJA annual
Mozambique events
 Learn about South American inter-
regional supply chain integration
and test different methodologies for
inter-governmental cooperation on
Page 33 of 41
sustainability issues linked to soy.
 Learn about climate smart
agriculture applied to soy.
Gold Learn how to better influence

extremely concentrated and powerful
sectors, identify, improve or develop
the best suited tools Solidaridad
needs to that end.
Palm Oil AS in MASP Palm Oil Sustainable Trade RSPO roundtable
 Development of business case Platform follow-up meeting involving key
analysing the positive and negative (Colombia) stakeholders of palm
impact of sustainable production of oil chain
palm oil in Colombia Support RSPO trainings to (Colombia-Ecuador)
 Carry out 3 internal field visits to increase access and technical group
see the impact of sustainable knowledge about the meetings for RSPO
production first hand standard national interpretation
 Carry out 2 producer exchanges (Ecuador)
Coffee  Mapping out mobile technology 3 lessons learnt workshops  SCAA 2016
available to measure impact in the with technical staff and  Sustainability Panel
field, selection of one tool and one dissemination of results in expo-especiales
start-up pilot among sector stakeholders 2016
 Annual monitoring data for coffee (Perú)  SCAN Platform
footprint (Perú)
 Working with Cool Farm Tool Technology adoption. .
Institute to improve relevance of Workshop of results
tool to smallholder coffee producers Young Farmers. Workshop
 Implementation of EVSs pilots to of results
improve performance.
Cocoa Exchange field visit between Brazil
and West Africa. Two different
initiatives to visit in the Amazon: Novo
Repartimento and Sao Felix do Xingu
Bananas Study on what are the drivers and CIBAN (Banana  World Banana
how to influence retail procurement of International Congress – Forum
sustainable bananas in Europe and Peru)  Acrobat, the most
USA. Results will be disseminated Workshop to train technical important annual
amongst Sustainable Trade Platform adviser on the application of event in bananas
members and IPC OHS (Ecuador)
Launching a web base learning place
(Peru)
Adequate and create a guide for small
holder on Occupational Heath &
Safety (Ecuador)
Aquaculture Scoping study on regional level.
Textiles Scoping study on regional level.
Sustainable  Scoping tours for sustainable NORAD I project closure Tropical Forest
Landscapes landscapes in Chaco and Atlantic meeting including Alliance events
Forest regions implementation teams
 Research on relevant social and from Colombia, Peru and Global Sustainable
environmental key issues linked to Mexico Landscape
territorial scoping of the project and Validation workshop of conference
the territory’s inherent risks. sustainable landscape
 Improve Solidaridad´s capacity to methodologies
influence policies linked to territorial (Paraguay).
organization Sustainability Seminar for
Atlantic Forest Region
and Chaco Region
(Paraguay)
STP Sustainable Trade Platform
evaluation, first phase of
implementation (2012-
2016). This will be
Page 34 of 41
externally commissioned in
2016
Cross-cutting learning event

Sustainable Trade
Platform in September 2016
Others Seminars in Paraguay to Solidaridad Ghana
disseminate on Solidaridad event (annual PME,
´s works gender and
communication
meetings)
5.4 Budget for Organisational Development
Budget (€) Explanation

€ 4.500 Global Communication Meeting
€ 6.500 Global PME Meeting
€ 5.000 Global FC Meeting
€ 5.500 PME visits to regional projects
€ 5.500 REC SAM Annual Meeting
€ 27.000 TOTAL
6 GOVERNANCE & NETWORK DELIVERABLES

6.1 Contribution to Network Secretariat
Total contracted income in 2016 so far secured is Euro 3,680,954. The 2% on this amount is Euro
73,619.
6.2 Deliveries to Solidaridad Network
Use this table to copy/paste in Chapter 6 of the Annual Plan 2016
REC SAM
Network deliverables & governance
Table 6 Annual Plan 2016
6.1) Contribution to Network Secretariat (2% of own contracting) 73,619.08
6.2) Deliveries to the Network (2% of total annual budget):
salary charge travel Total

IPC
Coffee 37,440 7,500 44,940.00
Livestock 33,600 8,000 41,600.00
Global account manager
Name and account person A
Name and account person B
PMT DSO/DDE
PME 30,000.00
PO 30,000.00
Page 35 of 41
6.3 Governance
REC SAM delivers the secretariat to the CSB, on behalf also of REC CAM. As meetings rotate per
REC, this means in practice to develop the meeting with the Chair, and set/co-ordinate the agenda.
The Secretary also acts as a primus inter pares to the ISB and ED, on a need base.
The CSB meets twice per year, 2 days per meeting. One field day, one meeting day. The agenda
seeks to allow the CSB to have an overview on all activities, finance, and audited statements. One
meeting is mainly dedicated to approve annual plans. The second meeting approves annual reports.
The CSB support the Chair to represent the continent in the best possible way at ISB meetings.
The agenda normally is a tailored and comprised version of the MD meetings, with more emphasis on
the continent.
6.4 Participation in global teams
Table 4: Participation in global teams

Commodities Team members/focal points
e.g. Sugar [list names of team members/focal points]
Soy Alex Ehrenhaus

Harry Van der Vliet
Ma. Lorena Ramírez
Livestock Pieter Sijbrandij (IPC)

Harry van der Vliet
Hugo Sánchez
Emilio Ferretti
Sugar Fátima Cardoso

Ma. Lourdes Espinoza
Palm Oil Maria Goretti Esquivel

Joyce Brandão
Gold Gonzalo La Cruz

Franco Arista
Tea/ Yerba Mate Ma. Lourdes Espinoza (FP)

Ma. Lorena Ramírez
Coffee Joel Brounen (IPC and FP)

Carlos Izasa
Ezio Varese
Fruit and Vegetables Diego Balarezo

Rafael Pflucker
Carlito Reis
Cotton Fátima Cardoso
Cocoa Joyce Brandão
Sustainable Landscapes Miguel Hernández (Gran Chaco)

Gustavo Ruiz Díaz (Mata Atlántica)
Fátima Cardoso (Amazonas and Cerrado)
Themes and functions

Gender Andrea Olivar
Mariana Spallato
PME Victoria Graham (FP)
Page 36 of 41
Mariana Spallato
Adalis Rosell
Finance Fiorella Luy

Milagros Alvarez
Ronald Gaona
Plaza Mariana Spallato (Rollout)

Gonzalo La Cruz (Sounding Board)
Rosario Abramo (Sounding Board)
Communication Rosario Abramo
Key Accounts (Global & REC) Account Managers/Account team members

e.g. Unilever [list names of account managers and (if relevant) account team
members]
Syngenta Miguel Hernández
ARCOR Miguel Hernández
Lotex Gonzalo la Cruz
IDH/FEFAC Gonzalo la Cruz
6.5 Planning of activities related to external communication
The plan for external communication for 2016 will focus on:
 Improving the communication support in the early stages of implementation of the PCM to better
reach, raise awareness on projects’ themes and topics and create ownership among programme
beneficiaries and participants from selected projects to start up in 2016
 Support the consolidation and dissemination of results of selected projects or programmes
finishing in 2015-2016 that give floor to producers and participants as agents of change,
communicate impact, raise awareness among target audiences of the benefits of sustainable
production and create opportunities of replication or scaling up among target audiences:
PRODUCT OBJECTIVE AUDIENCE

Showcase compelling arguments to support sustainable
production by showing its benefits and, conversely, the risks
Producers
involved in business as usual, as well as its replication/ scaling
Bussiness cases potential
Raise awareness on proved models to introduce social and CSRs, buyers,
environmental improvements and recommendations for scaling governments,
and replication institutional donors
Raise awareness on benefits of sustainable production for our

different target audiences and make known existing incentives
All
Disseminate program’s results, remaining challenges and leads
for replication
Closing events
Empower participating producers by presenting their business
partners
cases and recognizing their effort
Invite media and send press releases to raise awareness on the

Media
topic of sustainability on national media and
Involve partners to give peer to peer advice on how to tackle

main challenges during continuous improvement processes Producers
(ideally on radio or video format)
“how to” pieces Systematize best practices applied by partners to disseminate

Producers, NGOs,
solutions to most common and sensitive issues around
media
production (for example agrochemical management)
Systematize the experience from implementing partners to Sector associations,
provide proved models of producer support buyer companies’
Page 37 of 41
CSRs, Governments,
producer
associations
Create ownership of the program’s results as agents of change partners
Share testimonials from peer spokesmen to create trust about

Producers
Farmer stories program benefits and results
Institutional donors,
Demonstrate impact by showing producers’ ownership of the
food companies’
program’s objectives and empowerment
CSRs
Show effectiveness of best practices to improve production on
Producers
Reel of agronomic, social and environmental level
before/after
pictures Show impact of our intervention model to enhance replication Institutional donors,
opportunities governments, CSRs
Show examples or rippled effects by gathering statements from Institutional donors,

community actors and suppliers indirectly reached by the financial institutions,
project. end-buyer CSRs
Gather short testimonials from partners and stakeholders
expressing why they are committed to sustainability and the
All
main achievement of the project in their opinion, as to show
program’s endorsement.
Interviews
Provide buyers‘ arguments to commit to sustainable or non-
Traders/Processors
deforestation sourcing and opinion on challenges
Provide expert opinions from sector organization’s on the
advantages, challenges and potential to replicate sustainable Producers
production models
Provide incentives for sustainable production from financial
Producers
institutions or governments
 The refurbishment of Andes website to become the new merged REC SAM website will reach
its Stage 2 and 3, including links to other network’s webs, impact and country sections.
English clone to share information with other RECs
 Support to single offices to improve Solidaridad visibility on national level by improving
exposure on local media and sector events.
7 FUNDRAISING
7.1 Fundraising strategy and capacity
Argentina - The potential partners for the 2016-2020 are a combination of international donors,
private sector and companies such as Betty and Gordon Moore Foundation, Lotex, DSO-DDE, IDH,
Syngenta, IPCVA and FEFAC. The fundraising approach is to support the development of sustainable
supply chain connecting producers with companies interested in sourcing risk free sustainable
products and the development of initiatives at biome level such as Gran Chaco and Chiquitania. The
expectation is to receive funding year on year.
Brazil - Fundraising activities will be based along three lines of action: 1) national and international
institutional funding such as grants, 2) partnerships with government, especially those agencies
working on agriculture and environmental issues, 3) private sector partners including Brazilian based
foundations. In the same way, services will be sold to companies, farm associations and cooperatives.
Solidaridad can provide services such as support to supply chain engagement, continuous
improvement of suppliers, certification and market development.
Paraguay - Our local office has identified possible partners interested in the adoption of sustainable
practices for soy and beef. In order to gauge their needs, we will develop tailor extension services for
each partner. Some of the private sector companies identified include Itaipu Binacional, Cargill, ADM,
JBS and the Paraguayan Beef Chamber. An opportunity for beef certification scheme is currently
being explored. A rapid study on potential donors for the Sustainable Landscapes in Chaco will be
implemented.
Page 38 of 41
Colombia, Peru, and Bolivia –At regional level, the management team will develop a detailed
fundraising strategy. It is expected that funding from key donors like NORAD and IDH will continue.
Negotiations with alternative funders like SECO are ongoing. The interest from the Dutch Ministry of
Foreign Affairs to invest in the gold sector in Colombia will offer opportunities to expand the gold
programme from Peru to Colombia. Additionally, a few palm oil companies have confirmed their
commitment to invest in the implementation of new projects together with RSPO. We will further
develop fundraising from private donors (i.e. Porticus, POF, Efico). DSO and DDE funding are also
expected.
7.2 New leads (prospects)

Total Contracted
Name of Likely (25, 50 or amount (if Expected for Expected % likely
Commodity Project Name Donor (Account) contracting REC 75%) contracting REC) 2016 admin fee income % likely ops fee
Soy DSO Soy Bolivia DSO NL 75% 135.000 135.000 8.100 135.000 8.100
Soy FEFAC (25%) & IDH (50%) FEFAC/IDH SAM 50% 328.500 328.500 0 0 0
Livestock Moore Fund (Arg) (300k) Soy Beeg Moore SAM 50% 150.000 150.000 10.500 0 0
Soy Moore Fund (Arg) (300k) Soy Beeg Moore SAM 50% 150.000 150.000 10.500 0 0
Other DSO Landscapes DSO NL 75% 2.000.000 400.000 24.000 400.000 24.000
Soy DSO Soy Global DSO NL 75% 1.000.000 200.000 12.000 200.000 12.000
Livestock DSO Livestock Global DSO NL 75% 1.000.000 200.000 12.000 200.000 12.000
Other Other Funds Other SAM 25% 172.000 172.000 0 0 0
Soy Monsanto Monsanto SAM 25% 159.000 159.000 15.900 0 0
Sugar cane Raizen 2016 Raizen SAM 50% 120.108 120.108 12.011 0 0
Soy Norad soy & beef NORAD SAM 50% 335.583 335.583 23.491 0 0
Livestock Norad soy & beef NORAD SAM 50% 335.583 335.583 23.491 0 0
Other RH Contracts 2016 pipeline Multi SAM 50% 78.008 78.008 0 0 0
Other Firmenich RH Firmenich SAM 25% 4.242 4.242 0 0 0
Fruit and VegetablesSAI Fruits SAI NL 25% 19.410 19.410 0 0 0
Other Porticus Fortalecimiento InstitutPorticus SAM 25% 100.000 100.000 0 0 0
Fruit and VegetablesPCS DDE PCS DDE NL 75% 90.000 10.000 1.000 10.000 1.000
Coffee PCS DDE PCS DDE NL 75% 320.000 40.000 4.000 40.000 4.000
Palm oil PCS DDE PCS DDE NL 75% 320.000 40.000 4.000 40.000 4.000
Sugar cane PCS DDE PCS DDE NL 75% 845.000 85.000 8.500 85.000 8.500
Fruit and VegetablesIDH Bohesi IDH Bohesi NL 75% 20.000 20.000 2.000 20.000 2.000
Fruit and VegetablesEmbajada Holanda GRI Embajada Holanda GRI 25% 120.000 40.000 4.000 0 0
Fruit and VegetablesCampaña Promoción ColombiaCampaña por asegurar
Promoción Colombia por asegurar
SAM 25% 80.000 50.000 5.000 0 0
Fruit and VegetablesIDH IDH SAM 50% 390.000 30.000 3.000 0 0
Fruit and VegetablesIDH Bohesi IDH Bohesi NL 75% 20.000 20.000 2.000 20.000 2.000
Coffee NORAD 2 NORAD 2 NL 75% 3.274.796 805.873 80.587 805.873 80.587
Coffee IDH IDH SAM 50% 5.957.714 1.554.876 155.488 0 0
Coffee NORAD 2 NORAD 2 NL 75% 2.600.000 520.000 52.000 520.000 52.000
Coffee SECO / Helvetas SECO / Helvetas SAM 50% 40.000 20.000 2.000 0 0
Palm oil Cargill Cargill SAM 75% 237.321 74.771 7.477 74.771 7.477
Gold Porticus Porticus SAM 50% 500.000 100.000 10.000 0 0
Gold UE UE SAM 50% 2.590.000 120.000 12.000 0 0
Gold BGI BGI SAM 50% 200.000 50.000 5.000 0 0
Gold FONDOEMPLEO FONDOEMPLEO SAM 50% 510.000 170.000 17.000 0 0
Gold DSO - Global Gold ProgrammeDSO NL 75% 900.000 25.000 1.500 25.000 1.500
Sugar cane DSO Sugar Panamericaña DSO CAM 75% 135.000 20.000 1.200 20.000 1.200
Coffee DSO Continental Coffee Programme DSO NL 75% 950.000 190.000 11.400 190.000 11.400
Other DSO Bolivia - Country Programme DSO NL 75% 1.750.000 350.000 21.000 350.000 21.000
0 0
0 0
TOTAL 27.937.264 7.222.953 562.144 3.135.644 252.764
Page 39 of 41
8 BUDGET SUMMARY
8.1 Total Budget
TOTAL BUDGET
2016 2015 2014
BUDGET BUDGET Audited figures
in EURO in EURO in EURO
Secured TOTAL TOTAL
INCOME
Programme Fund income - own contracting (GCs) 3.425.357 3.770.817 5.230.888
Programme Fund income - other RECs (F2PAs) 1.810.301 9.807.685 9.351.882
Operational Income - own contracting (GCs) 255.597 352.374
Operational Income -other RECs (F2FAs) 98.339 0
TOTAL INCOME 5.589.593 13.578.503 14.935.144
EXPENSES
Fund to Fund allocations to other RECs 0 57.406 0
Fund to Project allocations to other RECs 117.000 5.652.653 5.241.843
Project expenditure - staff costs 1.292.300 2.124.766 1.880.492
Project expenditure - activity costs 1.043.588 846.500 1.113.884
Project expenses - partner costs 2.782.770 3.089.503 3.473.510
Subtotal gross Project expenses 5.235.658 11.770.828 11.709.729
Salary costs - income generating staff 2.184.499 1.591.172 1.157.575

Salary costs - support staff 339.865 397.501 309.931
Subtotal salary costs 2.524.364 1.988.673 1.467.506
General costs
General travel costs 19.885 15.000 8.252
General communication costs 0 2.500 10.095
Governance costs 26.070 26.443 32.133
Organisational development costs 27.000 26.800 2.344
General office costs 317.335 382.596 360.163
Subtotal general costs 390.290 453.339 412.987
TOTAL EXPENSES 6.858.012 12.088.074 11.709.730
Financial net income / (expenditure) 0 0

FX gain / (loss) 0 0
Financial result 0 0 0
Result on Projects 0 1.865.080 2.873.042

Result on Operations -1.268.419 -374.652 352.373
Result on Finance 0 0 0
RESULT -1.268.419 1.490.428 3.225.414

OK OK OK
Opening balance general reserve 1/1 0

Ending balance general reserve 31/12 -1.268.419
Page 40 of 41
8.2 Budget per commodity
PROGRAM BUDGET PER COMMODITY*
2016 2015 2014
BUDGET BUDGET Audited figures
in EURO in EURO in EURO
Secured TOTAL TOTAL
Result area:
Coffee 1.963.106 1.940.000 1.173.104
Tea 68.000 0 77.221
Cocoa 50.700 10.000 27.063
Fruit and Vegetables 396.970 267.000 40.433
Cotton 0 431.586 601.725
Textiles 0 0 0
Gold 91.410 250.000 251.331
Soy 1.383.608 2.014.799 2.569.930
Palm Oil 194.930 1.119.940 1.819.504
Sugar cane 188.151 535.699 1.102.243
Livestock 133.000 1.731.693 3.166.862
Aquaculture 0 0 0
Dairy 0
Other 648.783 1.063.226 2.037.886
TOTAL 5.118.658 9.363.942 12.867.303
8.3 Budget forecast 2020

Own Total secured pipeline own pipeline from
in € Via other RECs total pipeline Total forecast
contracting income contracting others
2013 actual 2.326.756 7.239.051 9.565.807 0 0 0 9.565.807
2014 actual 5.583.262 9.351.882 14.935.144 0 0 0 14.935.144
2015 budget 3.770.817 9.807.685 13.578.503 0 0 0 13.578.503
2016 budget 3.680.954 1.908.640 5.589.593 5.032.292 2.998.521 8.030.814 13.620.407
2017 forecast 0 0 0 9.285.456 3.871.538 13.156.994 13.156.994
2018 forecast 0 0 0 9.477.712 3.965.564 13.443.276 13.443.276
2019 forecast 0 0 0 8.357.902 4.413.455 12.771.357 12.771.357
2020 forecast 0 0 0 10.307.902 3.333.367 13.641.269 13.641.269
Page 41 of 41

Annual Plan REC SAM 2016 - CSB Sent

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ANNUAL PLAN

Related document: (Draft) MASP 2016-2020.

1 SITUATION ANALYSIS (MAX 2 PAGES) 3

2 INTERVENTION STRATEGY: OVERVIEW 6

3 COUNTRY STRATEGIES FOR AIM 1: SUSTAINABLE AND INCLUSIVE SECTORS 6

4 INTERVENTION STRATEGY FOR AIM 2: SUSTAINABLE LANDSCAPES 32

5 ORGANISATIONAL DEVELOPMENT (MAX 3 PAGES) 33

6 GOVERNANCE & NETWORK DELIVERABLES (MAX 1 PAGE) 41

7 FUNDRAISING (MAX 1 PAGE) 43

ANNEX 1. SOLIDARIDAD’S NEW RESULT AREAS 47

1.2 Competitive analysis CSO field

Global vision of gold in Colombia and

Bananas and Palm Oil Balance between water availability and

WWF Certification scheme development

Brazil Enabling Environments Cooperate

Proforest Palm Oil (Colombia) Capacity building on RSPO Compete

Technoserve Coffee (Colombia) Coffee sector studies Compete

Civil society engagement

Livestock (Chaco, Native forest law legal compliance Cooperate /

ICV Brazil Off farm Cooperate

Guyra Chaco landscape

Soy, Sugar / International Overcoming commercial barriers

1.3 Internal Analysis

2 INTERVENTION STRATEGY: OVERVIEW

1035 Flowers - Platform for Sustainable Trade Colombia STP

Oro Justo: Artisanal responsible mining Union

1089 LEM – Certification for west Bahia Brazil IDH

Sustainable Cattle in Practice – pilot

1098 Natural Beef Program in Paraguay (ARP) Paraguay FSP

1101 Sustainable beef in Uruguay Uruguay FSP

1100 National Platform & ARP Paraguay FSP

Incubating climate smart business to

TNC FIAGRIL - Towards Sustainable

Family Income increased by production of Fondoemple

IDH - Sustainable Coffee Programme

Elo Programme. Support to sugarcane

1391 Syngenta-RedesRaices Argentina Syngenta

1402 Palm Oil - Platform for Sustainable Trade Colombia STP

1403 Coffee - Platform for Sustainable Trade Colombia STP

1404 Banano - Platform for Sustainable Trade Colombia STP

Strengthening the Soja Plus program in

Sustainable territories in Mato Grosso:

Aim 2: Sustainable landscapes for the

Landscape approach (IDH SFTF phase 3

Plano de Manejo da Área de Proteção

Managing Socio-Environmental Risk in

3 COUNTRY STRATEGIES FOR AIM 1: SUSTAINABLE AND INCLUSIVE

3.1.3 TEA & YERBA MATE

1391 Syngenta- 1 # of producers applying good agricultural 250

3.1.4 FRUITS AND VEGETABLES

During 2015 we implemented a project to achieve Bonsucro certification on ARCOR’s mill, La

*Indicate which results area(s) the project contributes to:

 Supporting small-scale, non-organised mining to establish formal organisations recognised by

Solidaridad will focus on three main strategies:

Our main strategies for 2016 will be:

Our main strategies for 2016 will be:

Our main strategies for 2016 will be:

Our main strategies for 2016 will be:

Coffee is Colombia´s most representative agro-commodity exported to global markets. It is currently

# of farmers trained 1040

3.4.2 PALM OIL

*Indicate which results area(s) the project contributes to:

3.4.3 FRUITS & VEGETABLES