Annual Report2015–2016

Contents

02 Letter from Chair of GAIN’sBoard, Vinita Bali

03 Letter from Executive Director, Lawrence Haddad

05 About GAIN

05 Our Partners

05 Our Principal Donors

06 Our Performance2015–2016

08 Agriculture for Nutrition

10 Nutrition for Mothers,Adolescent Girls andChildren

12 Improving diets through Food Fortification

14 Business Partnerships and Alliances

16 Monitoring, Learning and Research

17 Financial Statements 2015–2016

18 Governance

19 Management

20 Contact Us

While Sustainable Development Goal 2specifically refers to the elimination ofmalnutrition by 2030, SDG 17 – “revitalise theglobal partnership for sustainabledevelopment” – is perhaps one of the mostunsung yet important SDGs. Specifically itcalls for all of us to “encourage andpromote effective public, public-private andcivil society partnerships, building on theexperience and resourcing strategies ofpartnerships”.

This is a direct and overt recognition of themagnitude and multi-dimensionality of thetask we face – interventions have to becomprehensive, systemic and aligned.Effective engagement between differentstakeholders with various strengths andperspectives is key, leading to effectiveaction on the ground to address andeliminate malnutrition in all its forms.

For GAIN, working effectively with alliances isintegral to our approach – an alliance toorchestrate and align multiple stakeholders.We aim to make safe and nutritious foodsmore available, accessible, affordable andconsumed – especially for vulnerable groups.To improve diets means focusing on foodsystems and value chains that are home tosmall, medium and large businesses. We needto find common ground between thesebusinesses and civil society, governments,development organizations and consumers.This requires dialogue to align economic andsocial development and in our case,

between improving nutrition and buildingsustainable business. Increasingly, businessesreport against contribution to people, profitand planet. At the heart of any successfulsystem is a network of organizations, alignedby common purpose to address the biggestchallenges of society. We believe that wehave a responsibility to identify theopportunities in improving nutrition outcomes,so that nutrition is an inherent part of all food systems.

Over the last decade and a half, significantwork has been done to determine theeffectiveness of specific interventions, likefortifying staples such as oil, salt and flour,strengthening maternal, infant and youngchild nutrition, and value chains thatproduce more nutritious food and make it accessible to people. We want GAIN tobuild on this work to expand the enablingenvironment for everyone to actproductively for nutrition.

As this annual report shows, GAIN has hadmany positive impacts on people’s nutritionand lives – and this is what drives all of us,the Board, staff and partners to continuallystrive to do more. We have strengthened thefoundations for further impact by renewingour Board and senior management. I amparticularly pleased to welcome RhodaPeace Tumisiime and Kaosar Afsana to the

Letter from Chair of GAIN’sBoard, Vinita Bali

The world stands on the threshold of a new era in the fightagainst malnutrition. The Sustainable Development Goals(SDGs) challenge us to not only reduce malnutrition, but toend it – by 2030. They also remind us that malnutrition comesin many forms, and that because of this, countries can findcommon cause – to source effective solutions to end themalnutrition that affects all nations.

Working effectively with alliances of stakeholders is integral to our approach

GAIN Annual Report 2015–2016 03www.gainhealth.org

For example, in Pakistan we worked with a wide range of partners and thegovernment to exempt fortificants fromimport duties, making fortification a muchmore appealing commercial prospect forbusinesses that implement it.

We worked with the largest NGO in theworld, BRAC in Bangladesh, to support their frontline health workers to pilot thesubsidized sale of micronutrient powders for the infants of low income mothers whosimply don’t get enough vitamins andminerals in their monotonous diets.

In the Indian state of Rajasthan, we workedin an alliance that successfully led to theState Government legislating for thevoluntary fortification of edible oils withVitamins A and D.

In Malawi we worked with tea growingcompanies to provide a fortified lunch fortheir tea workers. In Tanzania, Mozambiqueand Kenya, we provided technicalassistance to small and medium sizedbusinesses to accelerate the delivery of

innovations to market – innovations thatmake the consumption of safe andnutritious foods at affordable prices muchmore likely.

Do these real changes lead to real impactsin the foods and nutrients peopleconsume – and if they do, which people?We know quite a lot about the benefits offortifying staple foods or providingspecialized supplements such asmicronutrient powders to infants. But forother interventions it’s too early to tell.However, each of our projects has amonitoring component to it and the onesthat are most untested are accompaniedby a rigorous impact evaluation.

So, GAIN may be having an impact but is itdoing enough? And, importantly, is it doingenough to help others to have an impact?My answers are no and no.

First, in areas where GAIN has acomparative advantage, what could wedo more of? There are many examples:

• Accountability, compliance andcapacity. Our innovative FACT(Fortification Assessment CoverageToolkit) surveys from around the world tellus that large scale food fortificationcompliance is not strong enough – toofew foods that are labelled as fortifiedactually meet that standard.Accountability in the system is too weakand capacity to meet standards ismissing.

• Rice fortification. Rice is the main staplefood in South Asia and in some parts ofAfrica but few countries have ricefortification legislation, despite theirpopulations having serious micronutrientdeficiencies. The barriers to ricefortification are real but in some placesthey may be surmountable.

• Adolescents. All the stakeholders thatwork in the area of maternal, infant andyoung child nutrition – including GAIN –are struggling about what to do to

Letter from Executive Director, Lawrence Haddad

I joined GAIN towards the end of 2016 as the new Executive Director. I have been hugely impressed by the impact the organization is having.

GAIN Board, and Lawrence Haddad, our new Executive Director. Lawrence brings fresh energy and a wealth of experience to our shared endeavor and will lead arevitalization of our strategy in the coming year in collaboration with the Board, Partnership Council and the people of GAIN. In a dynamic nutrition landscape we arecommitted to working in new and innovativeways to eliminate malnutrition, which impedes social and economic progress.

I would also like to thank Steve Godfrey for willingly and effectively assuming the role of Interim Executive Director and the entire staff of GAIN for their commitment andthoughtful action in implementing our work. I am grateful to the members of our PartnershipCouncil and the Board for their wise counsel and support. Finally, a special word of thanks for the partners who finance our work, and who we recognize in this report.

I look forward to working with Lawrence and his team, the GAIN Board, PartnershipCouncil, donors and all others who share in our outrage at the continued existence ofmalnutrition in the 21st century. Endingmalnutrition is a choice and GAIN, working in alliances with many others, aims to makethose choices easier to take – and harder to dodge.

In areas where GAIN has a comparative

advantage, what could we do more of?

Everyone has to become better at engaging the private

sector to accelerate rather than hinder nutrition

improvements

• Beyond Agriculture for Nutrition. In ourAgriculture for Nutrition programme it is clear that we have to work beyondagriculture if we are to leverage the widerfood system to work harder for high qualitydiets and nutrition. And we are doing so.Our Marketplace for Nutritious Foods issmall right now, but the potential forscaling up and transforming markets isreal. The unmet demand from producersand consumers for affordable, nutritiousfood is significant. For too many vulnerablegroups, the market has not yet figured outhow to make supply and demand meet.We want to help it do that.

• Urbanization. This demographic change is forcing us to think differently aboutnutrition policy and programs. As urbanareas grab larger shares of thepopulation in Africa and Asia they –unfortunately – also grab larger shares of malnutrition. Are the approaches thathave served well in rural areas also goingto work in the different geographies oftowns and cities? Some will and some will not. Which will work and what newapproaches do we need work on? What are the new public and privatesector opportunities in the urban areasand who do we work with to seize them?We need answers.

There is much work to be done by GAIN andits partners on these issues. But everyone hasto become better at engaging the privatesector to accelerate nutrition improvementsand at curbing and ending actions thatworsen nutrition. We all need to know how to promote responsible engagements thatliberate innovative energies, but within anevidence, accountability, transparency andconflict of interest architecture that makes iteasier to do the right thing – and harder todo the wrong thing. In other words, GAINwants to work with others to build a moreenabling environment for the engagementof businesses in positive nutrition change.

Not all business involvement in nutrition isbad. Not all is good. But in many places, forsome issues, with certain partners and withthe right governance, it will be a force forgood. That is the space we need to expand.We look forward to working with you to do that.

GAIN Annual Report 2015–201604

Improving diets through Food Fortification – page 12

Nutrition for Mothers, AdolescentGirls and Children – page 10

Agriculture for Nutrition – page 08

Business Partnerships andAlliances – page 14

Monitoring, Learning andResearch – page 16

support the nutrition of adolescents.Adolescents are important for so manyreasons – they are future employers andemployees, future parents, and future citizens.But there are few piloted and evaluated interventions to draw on. Have we become stuck – have ourimaginations failed us? Surely we have a lot to learn from businesses on how to

engage with young people between the ages of 10 and 19? In addition, it isprobably a good idea to treat adolescentsmore as shapers of their own destiny. What arewe doing in schools, in youth clubs, in sports, insocial media and in the home to shape theirviews and knowledge about nutrition in waysthat are engaging and that fit in with howthey access and process information?

GAIN Annual Report 2015–2016 05www.gainhealth.org

More than three billion people worldwide are malnourished in some way. One in threepeople have diets that are inadequate in quality.Poor quality diets are now the main risk factor forthe global burden of disease: they corrode thehealth, income growth and development ofpeople and nations. Malnutrition and poor dietshave no place in the 21st century, nor in the era of the global Sustainable Development Goals.

The Global Alliance for Improved Nutrition (GAIN) works relentlessly to change this situation. We bring together a wide range of partners from government, civilsociety and business in strong and creative alliances to develop approaches andactions to tackle the challenge of poor diets and malnutrition. We work with othersto make legislation, regulation and policy more supportive of efforts to reducemalnutrition. We seek to increase the resources available to expand the coverageof proven nutrition interventions such as large scale food fortification, exclusivebreastfeeding and complementary feeding for infants and young children. Weshare knowledge on what works when engaging with businesses – and what doesnot – to reduce malnutrition, for example through creating marketplaces fornutritious foods. We develop and disseminate data, analytics and accountabilitytools to enable others to navigate the complex business space to acceleratesustainable reductions in malnutrition.

GAIN is a global Swiss based foundation with offices in Africa, Asia, Europe and North America. GAIN is driven by an alliance of dedicated staff, a strong Board and Partnership Council, committed partners, engaged donors, responsiblebusinesses and millions of malnourished people touched by our efforts. We believethat undernutrition can be eliminated by 2030. Come and work with us in thiscollective effort.

About GAIN

Agence Française du Développement (AFD);BESTSELLER FOUNDATION; Bill & Melinda GatesFoundation (BMGF); Children’s Investment FundFoundation (CIFF); Department for InternationalDevelopment (DFID); European Commission (EC) –EuropeAid; GiveWell; Good Ventures; Global AffairsCanada (GAC); GSM Association (GSMA); Horace W. Goldsmith Foundation (HWGF); IDH Sustainable Trade Initiative; Inter-AmericanDevelopment Bank (IDB); Irish Aid; Karl Pedersen ogHustrus Industrifond; Liverpool School of TropicalMedicine; Micronutrient Initiative (MI); Ministry ofForeign Affairs of the Government of the Netherlands;United Nations Children’s Fund (UNICEF); Unilever;United States Agency for International Development(USAID); United Nations World Food Programme (WFP).

Our PrincipalDonors

We would like to acknowledge and thank thehundreds of community and civil society organizations,government departments, businesses and academicswho are our partners in designing, developing anddelivering globally and in country.

Our Partners

GAIN Annual Report 2015–201606

Our Performance 2015–2016

This assessment tracks progress against our strategy and provides critical input forcontinuous improvement through internalreflection and corrective actions. It alsoprovides inputs for accountability to ourmanagement team and Board. ThePerformance Measurement Framework hasfour tiers. Tier 4 focuses on key indicators ofefficiency and effectiveness of internalprocesses that facilitate tier 3: timely andeffective delivery, resulting in tier 2: scale andultimately tier 1: greater impact. GAIN seeksto achieve its objectives, not only throughprogram delivery, but also throughinfluencing the nutrition and related sectors – in countries and globally.

Over the past year, we have reached 768 million people with one or morenutritious foods – 18% more than the previousyear. We reached most people through our food fortification programs (see graph).We also had a big increase in the sales ofmicronutrient powders as part of our homefortification program in Bangladesh and inthe sales of complementary foods that were supported by our BADUTA project in Indonesia.

We expect the scale of programs todecrease significantly in the next year as wemove our focus from increasing our reach toimproving quality and providing technicalassistance in programs to improve nutrition.

Our reach through our foodfortification programs

With grants ending, the reach for foodfortification programs (FFP) and our GAINPremix Facility (GPF) have decreased. Mostof the Universal Salt Iodization (USI) projectsclosed in December 2015.

Disseminating knowledge andcontributing to the evidence base

• Together with the Government ofTanzania, we co-hosted the first-everGlobal Summit on Food Fortification inArusha, Tanzania in September 2015. The#FutureFortified Summit brought togetherexperts from across a range of disciplinesincluding governments, academics,technical supporters, donors andbeneficiaries

• In 2015–2016, we published 23 papers in peer-reviewed journals

• Our knowledge products were cited byothers 266 times from July 2015 to June2016, including 32 citations in peer-reviewed journal articles, 124 referenceson Mendeley and 109 on Twitter

This year we are using a new Performance MeasurementFramework (PMF) which provides a more balanced scorecardstyle of assessment.

0

200

400

600

800

374

243147183

618

122

FFP USI GPF

FY 2015 FY 2016

Influencing policy

In Ethiopia, we provided input into the National Nutrition Policy and helped develop the National Nutrition Program

The SUN Business Network in Tanzania convened the private sector’s input into the government’s new National Multi-stakeholder Nutrition Plan

In Malawi, the Tea Association started providing micronutrient fortified maize to its workers

In India, we provided expertise to the government on standards for staple food fortification

The Government of Vietnam committed to scaling up the distribution of micronutrient powders in its National Nutrition Strategy

In Bangladesh, GAIN advocated for: – adding micronutrients and fortification in the National Strategy on Prevention and Control of Micronutrient Deficiences (2015-2024) – including food fortification in their Food Fortification booklet and in their Training Guidelines for community workers

GAIN also provided input into the new salt law currently being drafted by the Ministry of Health and UNICEF

We also worked closely with the Government of Rajasthan, UNICEF and Action Against Hunger to adapt best practice from the Community-based Management of Acute Malnutrition pilot to the local context

Country and regional policies and programs

Individuals (millions)

Over the past year we reached 768 million people

with one or more nutritious foods – 18% more than the previous year

GAIN Annual Report 2015–2016 07www.gainhealth.org

Business Partnerships and AlliancesAll parts of society need to act to solve thecomplex problem of malnutrition. We work through stakeholder partnerships with governmentand civil society but also with the companies and entrepreneurs who actually process,package, distribute and sell food. We work withbusiness at the global level, but primarily we workwith the small and medium sized enterprisesemerging all over Africa and Asia that are crucialto local food systems.

Monitoring, Learning and ResearchThe Monitoring, Learning and Research (MLR) unitseeks to strengthen the impact of GAIN programsthrough better design and implementation, basedon the review, generation, translation, and use ofevidence for decision-making. The unit alsoidentifies and addresses priority evidence gapsrelated to GAIN programming areas, with theultimate goal of informing GAIN’s strategy,supporting advocacy and contributing to theglobal evidence base.

Agriculture for NutritionFor years the conventional approach to feeding the world’s ever growing population has simply been one of ‘more’: more crops, morecalories, more people fed. This has lifted millionsout of hunger but at the expense of meeting thenutritional needs of the world’s most vulnerable.Our Agriculture for Nutrition program helps toaddress this issue by strengthening local, nationaland international food systems in order to makediverse and nutritious foods available to those who need them.

Nutrition for Mothers, Adolescent Girls and ChildrenA poorly nourished mother is likely to raise a poorly nourished child. At GAIN we work towardsbreaking the intergenerational cycle ofmalnutrition and stunting, targeting children frombirth through their second year of life, as well asmothers and young women of reproductive age.

Improving diets through Food FortificationHundreds of millions of people in low and middle income countries are deficient in essentialvitamins and minerals. Fortunately, the evidence-based intervention of large scale food fortificationis being scaled up.

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GAIN Annual Report 2015–201608

For years the conventional approach to feeding the world’sever growing population has simply been one of ‘more’: morecrops, more calories, more people fed. This has lifted millionsout of hunger but at the expense of meeting the nutritionalneeds of the world’s most vulnerable. Our Agriculture forNutrition program helps to address this issue by strengtheninglocal, national and international food systems in order to makediverse and nutritious foods available to those who need them.

Agriculture for Nutrition

Poor dietary diversity is driven by thelimited availability and affordability ofnutrient-rich foods such as fresh fruit andvegetables, which are often lost orwasted before they even make it tomarket. A recent study by theInternational Food Policy ResearchInstitute (IFPRI) estimates that just a 10%reduction in food loss and waste couldbring fruit and vegetable prices down by14%, the number of people at risk ofhunger down by 11% and the number ofmalnourished children down by 4%.

The Postharvest Loss Alliance for Nutrition(PLAN) brings together donors, stakeholdersand the private sector using a Business to Business Engine (B2BE) which matcheslocal businesses with industry leaders and technical experts to enable localaccess to technical support and financialservices. In partnership with USAID andRockefeller Foundation’s Yieldwiseinitiative, implementation of PLAN Nigeria– where an estimated 50% of fruit andvegetables are lost – was launched inNovember 2016.

Postharvest Loss Alliance for Nutrition (PLAN)

We do this in three main ways:

Scaling Nutritious Commodity Value Chains:We intervene in supply chains to optimizethe nutritional density of commodities andmitigate losses of nutrient dense foods ascrops move from production toconsumption.

Improving Nutrition through Local FoodSystems: We support local businesses thatmake nutritious, diverse and minimallyprocessed foods available toundernourished populations who rely onwhat’s available in their local markets tofeed themselves and their families.

Improving Farmer Nutrition: Farmers aresome of the most undernourished people inthe world. Through rigorous field research wehope to better understand farm-householdnutrition so we can help address thisendemic issue.

We have been working in Ghana to help reduce the incidence of aflatoxincontamination in peanuts using acombination of low-cost preventionmeasures, market incentives and farmereducation. Aflatoxins are produced byfungi which can contaminate peanutsthat are not dried correctly or exposed to pests. Although undetectable by theconsumer, aflatoxins can cause serioushealth problems if eaten in largequantities.

There are many simple practices farmerscan use to prevent contamination butadoption in Africa is low due to limitedunderstanding of the issue, lack of accessto prevention measures and a lack offinancial incentive. Working with ourimplementation partners we used a randomized controlled trial whicheducated farmers about the dangers ofaflatoxins before offering them either afree drying tarp or a 15% premium priceconditional on low aflatoxin. We foundthat both interventions resulted inimproved post-harvest practices.

Good food, safe food

We intervene in supply chains to help improve the

nutritional profile of keycommodities

GAIN Annual Report 2015–2016 09www.gainhealth.org

In Mozambique Samuel Guizado isworking hard to make fresh, affordabledairy available to everyone. Withsupport from USAID and Land O’ LakesFood for Progress, Samuel’s companyAgroMaco opened its first dairy farm in2010 and now also supports and trainsother small scale producers.

GAIN’s Marketplace for Nutritious Foodsis helping AgroMaco move to the nextlevel with a grant to enable Samuel tobuild a new factory to produce safe,sterilized milk and increase productionto almost 900,000 litres a year. A newanimal feed processing unit shouldenable the company to become amajor regional distributor while Samueland his staff are also benefiting fromtraining in business management,marketing, food processing, qualitycontrol and security. Our support meansAgroMaco is now able to producefresh, safe and nutritious food which it can sell to local communities ataffordable prices.

Affordable dairy for everyone

Rose Mutuku is the managing director ofSmart Logistics Solutions, a company shefounded to help address the impossibletask most Kenyan women face everyday: how to provide a nutritious meal fortheir families while still doing all the otherchores that need to be done throughoutthe day. Her solution was to develop andsell pre-cooked beans: a highly nutritiousfood that everyone could afford.

Through GAIN’s Marketplace forNutritious Foods, Smart Logistics Solutionsis receiving technical support andtraining on product and processdevelopment, quality assurance andcontrol, marketing, distribution andbusiness planning. The company has also benefited from nutritional testing to make sure the beans retain a highnutrient profile after processing. SmartLogistics Solutions now processes some11,000 metric tonnes of beans and grainfrom more than 5,000 farmers every year,helping make affordable nutritious foodavailable to everyone.

Pre-cooked beans but nota half-baked idea in sight

We support local businesses that make

nutritious, diverse and minimally processed

foods available to undernourished

communities

GAIN Annual Report 2015–201610

Together with our partners, we strive toimprove complementary feeding practicesand promote exclusive breastfeeding forthe first six months of life, and continuedbreastfeeding to two years of age andbeyond. Since 2007, GAIN has supported a portfolio of more than 25 projects in 17countries exploring sustainable deliverychannels for three key approaches toimprove complementary feeding: social and behavior change communication,home fortification of complementary foodswith multiple micronutrient powders (MNPs)and the production and distribution offortified complementary foods.

In the past year, our projects have reachedmore than 580,000 women and children,while the cumulative reach of our programswith women and children since inception ismore than 19 million.

In Indonesia, the BADUTA project – aimed at improving feeding practices for childrenunder the age of two – has a heavy focuson behavior change communication. Four

mass media TV spots each have reached1.6 million women of reproductive age withmessages on infant feeding and maternalnutrition, while community activation hasreached 40,000 mothers and interpersonalcounselling has reached 20,000 in East Java.

In Bangladesh, we have had a hugeincrease in home fortification. Sales ofmicronutrient powders (MNPs) have risenfrom 630,000 sachets in July 2015 to 3.9million sold by community workers in BRAC inJune 2016. MNPs have reached 1.3 millionchildren in total. Continuous monitoring andcourse correction have helped to expandavailability and compliance, includingstrengthened supply chain management,sales force training in counselling and salestechniques and the introduction of anincentive scheme to drive effectivecoverage.

Over the past year, we have started twonew maternal, infant and young childnutrition projects in India, addressing bothchronic and acute malnutrition. Firstly, in

A poorly nourished mother is likely to raise a poorlynourished child. At GAIN we work towards breaking the intergenerational cycle of malnutrition and stunting,targeting children from birth through their second year of life, as well as mothers and young women of reproductive age.

Nutrition for Mothers, Adolescent Girls and Children

collaboration with the World Bank and the Karnataka Health Promotion Trust, wesupport women groups producing nutritioussupplementary foods for 40,000 children in the State of Karnataka. With the secondproject, together with UNICEF and ACF, wesupported the Rajasthan Nutrition andHealth Mission in a large-scale pilot ofcommunity based treatment of 9,000severely acutely malnourished children in 13 districts in the State of Rajasthan.

Learning and dissemination sits high on our agenda, especially cross-countrylearning. In December 2015 we hosted aregional learning workshop on” Scaling UpHome Fortification of ComplementaryFoods” in Johannesburg where over 75program implementers, includingrepresentatives from governments, theprivate sector, partner NGOs and UNagencies from four countries (Ethiopia,Kenya, Mozambique and South Africa)gathered to share lessons and experiencesin the implementation of home fortificationprograms.

GAIN has supported the nutrition of more than

19 million women and children in 17 countries

GAIN Annual Report 2015–2016 11www.gainhealth.org

Malnutrition is India’s silentemergency and among the greatesthuman development challenges.Rajasthan is highly affected bymalnutrition. The mortality rate forchildren under the age of five is 5.7%with almost three in every hundred(2.9%) suffering from severe acutemalnutrition.

It is against this backdrop that theGovernment of Rajasthan’s NationalHealth Mission, supported by GAIN,UNICEF and Action Against Hunger,embarked on a large scale pilot toimplement Community-basedManagement of Acute Malnutrition(CMAM). The project, funded by theChildren’s Investment Fund

Foundation (CIFF) and Danish fashion company Bestseller, was the single largest community-basedintervention implemented by a state government in India. The pilotbecame known locally as POSHAN(which means nutrition in the locallanguage). In just nine months, morethan 2,500 government frontlineworkers, health professionals andcommunity volunteers successfullytreated 9,000 children for severeacute malnutrition in 13 districts.

Based on the success of this first phase, the Government of Rajasthan is allocating funds to scale up theintervention to more districts with the aim to reach 25,000 children.

Treating severely malnourished children in Rajasthan

The National Institute of Nutrition(NIN) in Vietnam, with the support of GAIN, pioneered the distributionof a locally-produced micronutrientpowder (MNP) provided for salethrough the public health system. For six months, 1.5 million sachetswere sold through 337 health centresacross four provinces, targetingchildren 6-59 months of age. The pilotshowed that the sale of MNPs andthe provision of infant and young

child feeding counselling areeffective for groups accessing thehealth system. We supported NIN toroll out the program in a further threeprovinces in 2016 and developed abusiness plan for the expansion to 25provinces by 2020. Following thesuccess of the pilot, the governmentof Vietnam has included the nationalscale up of MNPs as part of the mid-term review of their NationalNutrition Strategy.

Innovative approach to reducing micronutrient deficiencies

Today, due to the collaborative efforts ofgovernments, the private sector, academia,civil society and international partners, morethan 140 countries implement nationaluniversal salt iodization (USI) programs, 85 countries mandate at least one kind of cereal grain fortification, and more than 50 mandate the fortification of edible oils,margarine and ghee. However, manycountries require specific support dependingon context to build, improve andmeasure/sustain fortification efforts andimprove intakes of micronutrients.

Our new ENABLE Platform and its premixfacility brings together key stakeholders toimprove access to safe and nutritious foodsand provides monitoring and evaluation toolssuch as the Fortification Assessment CoverageTool. By rolling out targeted advocacy work,leading a global Technical Advisory Groupand operating the ENABLE Platform, we areable to build, measure and sustain programsto provide safe and nutritious food to millionsof people. The evidence showing the positiveimpact of fortified foods is growing.

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Hundreds of millions of people in low and middle incomecountries are deficient in essential vitamins and minerals.Fortunately, the evidence-based intervention of large scalefood fortification is being scaled up.

Improving diets through Food Fortification

Not adding essential vitamins and mineralsto its wheat flour could cost Kazakhstan’seconomy more than $6.8 billion over a 10 year period, according to an analysispresented at a national roundtableorganized by the United States Agency forInternational Development (USAID) andGAIN. But the good news is that fortifyingall wheat flour produced by mills inKazakhstan to proposed nationalstandards would reduce these losses andis achievable. Implementing this vitalhealth intervention would cost just over$75 million, generating 28 times morebenefit than cost. And the intervention hasthe added potential to improve the health

of the Afghan people, since flour fromKazakhstan is exported to Afghanistan.

Fortifying wheat flour can promote sustainable economic growth in Kazakhstan

Following the first ever global summiton food fortification in Tanzania inSeptember 2015, GAIN led over 20 partnersas part of a fortification Technical AdvisoryGroup (TAG) to consolidate the event'sgroundbreaking findings and map a wayforward for partners. A report published onthe #FutureFortified summit drew attention to the potential of food fortification to cost-effectively reach billions of people with

essential micronutrients. It emphasized theneed for investment, better standards andregulation, and improved evidencegathering to make programs even moreeffective. We are in an unprecedentedposition to be able to deliver long termsolutions together which can lead to theprevention of vitamin and mineraldeficiencies that still affect hundredsof millions of people around the world.

Setting priorities in food fortification for the sector

We offer national and global fortification actors

a set of good practice toolsto enhance the delivery

of food fortification

GAIN Annual Report 2015–2016 13www.gainhealth.org

GAIN is committed to helping control iodine

deficiency globally and to sustaining those efforts.

GAIN continues to focus oncountries where this issue is affecting large parts of

the population.

This was the key message of the#NigeriaFutureFortified event held in Lagosin May 2016. The event was held by GAINin collaboration with the National Agencyfor Food and Drug Administration andControl (NAFDAC) following the successfulArusha Global Summit on food fortificationheld in September 2015. Its purpose was torevitalize national awareness, interest, andinvestment in food fortification. It alsohelped create a shared vision forimproving and expanding fortificationefforts. The event culminated in the LagosStatement on Nigeria Food Fortification,which was endorsed by the NigeriaMinistry of Health.

Food fortification critical tofood security in Nigeria

Tajikistan’s parliament is moving forwardtowards enacting laws to fortify wheatflour with essential micronutrients, thanksto the ongoing support of our localpartners, and USAID. Fortifying flour willhelp reduce iron deficiency anemia and neural tube defects like spinabifida. The program can reduce theeconomic cost of nutrient deficienciesby $314 million over 10 years.

Scaling up flourfortification in Tajikistan

We successfully closed the Gates-fundedGAIN-UNICEF Universal Salt Iodizationproject in December 2015. The projecthas helped protect an additional 466million people against iodine deficiency,including 113 million children.

Iodine deficiency can lead to serioushealth issues and salt is one of the onlyfoods that consistently reaches groupswith high risk of iodine deficiency,including poor, rural communities. Iodinedeficiency during pregnancy can result in stillbirth, spontaneous abortion, andcongenital abnormalities such ascretinism, a severe and irreversible mentalcondition. However, these issues are easilypreventable by simply adding iodine tosalt – a cheap and effective solution. Inaddition, adding iodine to salt does notchange its color, odor or taste.

The Universal Salt Iodization (USI)Partnership Project ran from 2008 to 2015in 13 countries with large populations thatwere not protected against iodinedeficiency. A recent report released onthe project, based on national surveys,show that there was an increase in theavailability of adequately iodized saltfrom 2.27 billion to 2.74 billion people inthe countries where the project isrunning. This includes an estimated 18.2million pregnant and lactating women,leading to the protection of newborncognitive health, as well as 113 millionchildren, aged 6 months to 15 years oldwho are no longer at risk of thedebilitating effects of iodine deficiency. At the same time, the coverage of thepopulation with salt containing anyiodine increased by 606 million people.

Universal Salt Iodization, which has beenimplemented around the world, helpeddecrease the number of countriesclassified as iodine deficient from 54 in2003 to 25 in 2015.

According to the Iodine Global Network,more than 70% of households worldwideconsume iodized salt. Some countrieswith previously severe iodine deficiencynow appear to be virtually sufficientincluding China, Nigeria, Congo, Iran,Peru, Ecuador and Thailand. This successinvolves the implementation of iodizedsalt together with effective nationalprograms, the development of nationalcoordinating groups, extensive educationat all levels, and monitoring.

GAIN is committed to helping controliodine deficiency globally – and tosustaining those efforts – while continuingto focus on countries where this issue isaffecting large parts of the population.

How iodized salt is protecting the health of millions

We welcomed the Government ofPakistan’s proposal to exempt vitaminpremixes, as well as food grade mineralsand micronutrients from taxes in its2016–2017 Finance Bill. Previously, taxesand duties on these micronutrients, hadbeen as high as 70%. Throughout the year,

GAIN has worked with the Pakistan Ministryof Health Services to achieve this criticalmilestone. This initiative would reduce thecost of fortifying staple foods with vitaminsand minerals that are essential forimproving the health of the people ofPakistan, especially women and children.

Pakistan to cut food fortification costs by removing taxes on micronutrients

We provide technical assistance to builddemand and expand access to nutritiousfoods. We also work with governments toensure that business is integrated intonational nutrition plans and that regulationsencourage businesses to provide nutritiousfoods to local markets. In addition, weconvene innovative platforms to bringbusiness together with other stakeholders – the Scaling Up Nutrition (SUN) BusinessNetwork, Amsterdam Initiative againstMalnutrition and the GAIN NordicPartnership.

GAIN Nordic Partnership

GAIN’s Nordic Partnership works to ensurethat affordable, nutritious and safe productsare made available to vulnerable groups.

It is a multi-sector platform with the ambition to facilitate scalable and inclusive business models that enhance the nutritional value of food in developingcountries. The platform brings togethercompanies, civil society, academia and the public sector to bridge knowledge and goals. Our Nordic Partnership is a forumfor collaboration, action and knowledgesharing. Our founding partners are ArlaFoods Ingredients, TetraPak, Confederationof Danish Industries, DanChurchAid and GAIN. The platform secretariat is supported by Karl Pedersen og HustrusIndustrifond.

GAIN Annual Report 2015–201614

Support from the Danish fashioncompany Bestseller enabled GAIN tomake a significant contribution to thetreatment of severe acute malnutrition inchildren in the state of Rajasthan in Indiawhere more than 9,000 children weresuccessfully treated. Half of the 10,000medical nutrition therapy kits for thechildren were funded by Bestseller. Theproject was also funded by the Children’sInvestment Fund Foundation (CIFF).

Read more about this project on Page 11.

Danish Fashion company funds malnutrition project

All parts of society need to act to solve the complex problem of malnutrition. We work through stakeholderpartnerships with government and civil society but also with the companies and entrepreneurs who actually process, package, distribute and sell food. We work withbusiness at the global level, but primarily we work with the small and medium sized enterprises emerging all overAfrica and Asia that are crucial to local food systems.

Business Partnershipsand Alliances

We provide technicalassistance to build demand

and expand access tonutritious foods

SUN Business Network

In 2010, the Scaling Up Nutrition (SUN)movement was launched to support nationalleadership and collective action to increaseefforts to improve nutrition. The SUN BusinessNetwork (SBN) – co-convened by GAIN andthe UN World Food Programme – is one of thefour global networks that supports SUNcountries – along with United Nations, civilsociety and donor networks. The SBN wasestablished to bring business together behindthe SUN movement and its aim to ensure thatall people realize their right to good food andnutrition. The SBN has shown great progress

with 13 countries having now established SUNBusiness Networks, a further 10 SUN countriesbuilding national SUN Business Networks thisyear with support of the SBN global team, andsix national SBNs supported to raise funds fromnational sources. In addition, the SBN now has309 companies making public commitmentsto improving nutrition, 75% of which arenational companies or small and mediumenterprises. In total, commitments frommember companies amount to reaching 166 million consumers each year by 2020.

GAIN Annual Report 2015–2016 15www.gainhealth.org

The Amsterdam Initiative against Malnutrition (AIM)

The Amsterdam Initiative against Malnutritionwas launched in 2009 as a joint project ofthe Dutch Ministry of Foreign Affairs, theDutch NGO ICCO (InterChurch Organizationfor Cooperation and Development),multinational corporations Unilever, DSM and AkzoNobel, Wageningen University and GAIN. Today, AIM brings 30 partnerstogether to explore innovative andsustainable solutions to address malnutrition.

AIM projects are designed to encourageproduct innovation, value chain optimizationand the use of locally produced ingredients.Our goal is to create systemic change andaddress barriers to market entry for nutritiousproducts. The initiative is currently focused onKenya, Tanzania, South Africa, Nigeria, India,Malawi, Indonesia and Ethiopia. An exampleof an AIM project is the Nutrition componentof Malawi Tea 2020. See the Improvednutrition for tea workers box above.

AIM projects are designed to encourage product innovation, value

chain optimization and the use of locally produced ingredients

In Tanzania, SBN worked with theGovernment of Tanzania and the nationalFood and Nutrition Centre and itsmembers, to ensure a role for business is articulated in the government’s newNational Multi-stakeholder Nutrition ActionPlan. SBN Tanzania, in order to support theattainment of the government’s nutritionobjectives, is prioritizing interventions andforming new partnerships in foodfortification and agriculture value chainsas well as engaging business to builddemand for nutrition.

Developing national SBNs in Africa

The SBN was established to bring business together behind the SUN movement and its aim to ensure that all people realize their right

to good food and nutrition

Micronutrient deficiencies are a very significant nutrition issue inMalawi. Insufficient dietary intake of micronutrients is one of the causes of micronutrient deficiencies, resulting in fatigue, increasedabsenteeism, reduced resistance to diseases and retarded growth anddevelopment in young infants and children. As part of the Malawi Tea2020 initiative to improve the overall sustainability of the tea sector inMalawi, GAIN has partnered with the Sustainable Trade Initiative, IDH,to identify and implement a nutrition program. The first priority was tohelp tea estates with fortifying workers’ midday meals with mineralsand vitamins. In order to fortify the maize, estates have invested indossifiers, which enable premixes of micronutrients to be added to themaize meal. While the majority of the members have upgraded theirsystems with dossifiers, others are purchasing already fortified maizemeal. GAIN has also helped the estates to communicate to theirworkers about these changes in the midday meals. To date a total of 18,800 workers are receiving fortified meals. The fortification of themidday meal, compliant with the Malawian fortification standard,contributes significantly to the daily intake of vitamins and minerals, in particular iron, zinc, vitamin A and folate.

Improved nutrition for tea workers

GAIN Annual Report 2015–201616

The Monitoring, Learning and Research (MLR) unit seeks to strengthen the impact of GAIN programs through betterdesign and implementation based on the review, generation,translation and use of evidence for decision-making. The unitalso identifies and addresses priority evidence gaps relatedto GAIN programming areas, with the ultimate goal ofinforming GAIN’s strategy, supporting advocacy andcontributing to the global evidence base.

Monitoring, Learning and Research

Harnessing the power of data to improve programs

In Indonesia, we have been pioneering the participatory monitoring of our BADUTAproject to improve feeding practicesthrough a Most Significant Change (MSC)story approach.

Every two months, Village Facilitators,Program Officers and Sub-districtCoordinators collect 12 stories frombeneficiaries of the BADUTA project in eachof the six sub districts in East Java by askingthe following question: “In your opinion, whatwas the most significant change that tookplace in your community over … monthsdue to the BADUTA program?” GAIN is usingthe MSC approach because it helps usidentify unexpected changes in a complexprogram such as BADUTA while involving

staff in understanding how impact takesplace. Overall, MSC delivers a holistic pictureof what is happening on the groundcompared to using only quantitativeindicators with no local context.

Of the 84 stories collected and passed up to our District and Program Health Officersthis year, 21 were aired in 11 one-hourmonthly talk shows and viewed in publicscreenings in the villages taking part in theBADUTA program. The Most SignificantChange story approach has been boostingmorale among caregivers, communities andfrontline workers by publicly celebrating theirachievements and has reinforced positivebehavior change on infant and childfeeding practices. To date, 196 storytellers –including caregivers and community healthworkers – have participated in the MSCmonitoring approach.

FACT is a population-based survey methodfor carrying out coverage assessment oflarge scale and targeted food fortificationprograms. It was designed as part ofGAIN’s commitment towards improvingimpact by documenting successes,identifying barriers to program coverageand using evidence to improve programs.Rather than using indirect estimates of theavailability of fortified foods from percapita production figures, FACT providesdirect estimates of coverage, utilizationand quality of fortified foods consumed atthe household level. Since 2013, GAIN hascompleted 14 surveys in 13 countriesacross Africa and Asia, looking at thecoverage and consumption of fortifiedfoods such as oil, maize flour, wheat flourand salt.

The FACT method provides answers to key questions such as: What proportion of the population consumes fortifiable and fortified foods? What is the dietarycontribution of nutrients coming fromfortified foods? How do those results varyacross different population groups, inparticular among those who arevulnerable to inadequate nutrient intakes?These indicators are critical to assessing

the potential impact of food fortificationprograms, especially among those whoare at most risk of micronutrientdeficiencies.

The FACT modules can also be adapted to measure coverage and consumption of targeted fortification programs, such as fortified complementary foods ormicronutrient powders aimed at youngchildren. By including additional questions,data on awareness, utilization, andeffective coverage of such programs aswell as factors that might promote orinhibit use can be generated and used for program improvements.

The FACT method continues to generateconsiderable interest among GAIN’spartners as it is refined and used in manycountries.

The FACT story: Assessing potential impact and targeting for results

GAIN Annual Report 2015–2016 17www.gainhealth.org

Financial Statements2015–2016Summary of Audited Accounts

Consolidated Balance sheet as at 30 June 2016

2016 2015US$ US$

Current Assets 37,523,363 38,751,957

Non-Current Assets 8,970,756 9,296,438

TOTAL ASSETS 46,494,119 48,048,395

Current Liabilities 38,118,300 40,142,811

Restricted Funds 6,801,425 6,801,425

Capital of the Foundation 1,574,394 1,104,159

TOTAL LIABILITIES. FUNDS & CAPITAL 46,494,119 48,048,395

Consolidated Statement of Operations for the year ending 30 June 2016

2016 2015US$ US$

Income 51,485,722 49,412,489

Direct and Administrative Expenses 51,137,772 53,134,922

Intermediate Net Surplus/(Deficit) 347,950 (3,722,433)

Net Financial Income 121,875 375,687

Other Income 410 (27,907)

Net Operating Surplus/(Deficit) 470,235 (3,374,653)

Net Surplus/(Deficit) for the year prior to allocations 470,235 (3,374,653)

Allocations to restricted and unrestricted funds (470,235) 3,374,653

Net Surplus for the year after allocation [–] [–]

Balance Sheet Statement of Operations

These financial statements were approved by our Board on 2 December 2016. Capital of the Foundation includes a cumulative unrestricted surplus of US$ 1,538,207 for 2016and US$ 1,067,972 for 2015.

FOOTNOTE:GAIN produces Financial Statements under SWISS GAAP FER21 (Accounting for charitable,social non-profit organizations) as the most appropriate for a growing non profit tocorrespond to the charitable status of the organization. The use of Swiss GAAP FER improvesthe transparency of the allocation of the resources that GAIN spends on behalf of donors.For full Swiss (GAAP) disclosures please see our full audited financial statements atwww.gainhealth.org/organization/financial-statements

GAIN Annual Report 2015–201618

Governance

OUR BOARD OF DIRECTORSVinita Bali, Chair of the GAIN Board, BusinessLeader, Bangalore, India

Joachim von Braun, Vice Chair of the GAINBoard, Chair of the GAIN NominationsCommittee, Director of the Center forDevelopment Research (ZEF), Professor forEconomic and Technological Change,University of Bonn, Germany

Kaosar Afsana, Director, BRAC HealthProgramme, James P Grant School of PublicHealth, Dhaka, Bangladesh

Michael Anderson, Visiting Fellow, Center for Global Development, London, UK

Shawn K. Baker, Director, Nutrition, GlobalDevelopment Program, Bill and MelindaGates Foundation, Seattle, USA

Ashok Bharti, Ashoka Fellow. Chairman,National Confederation of DalitOrganisations (NACDOR), New Delhi, India(Until January 2016)

Michèle Costafrolaz, Founder and ManagingPartner of MCT Audit & Advisory SA, Geneva,Switzerland

Omar Dary, Health Science Specialist, USAID,Washington DC, USA

Pierre Henchoz, Chair of the GAIN Financeand Audit Committee, Private Banker,Lausanne, Switzerland (Until June 2016)

Richard Hurrell, Chair of the GAIN BoardProgram Committee, Professor Emeritus, SwissFederal Institute of Technology (ETH), Zurich,Switzerland (Until June 2016)

Kaiser Kabir, CEO and Managing Director ofRenata Ltd., Dhaka, Bangladesh (UntilJanuary 2016)

Tumusiime Rhoda Peace, Commissioner forRural Economy and Agriculture, AfricanUnion, Addis Ababa, Ethiopia

Stanley Zlotkin, Chief, Global Child Health,Hospital for Sick Children; Professor,Paediatrics, Nutritional Sciences and PublicHealth, University of Toronto

Ex-OfficioChair of the GAIN Partnership CouncilExecutive Director, GAIN

OUR PARTNERSHIP COUNCILJay Naidoo, Chair (Until January 2016)Former Minister in Nelson Mandela’sCabinet, South Africa

Kaosar Afsana, Director, BRAC HealthProgramme, James P Grant School of PublicHealth, Dhaka, Bangladesh (Moved toBoard, March 2016)

Keith Bezanson, Independent consultantand former Director of the Institute ofDevelopment Studies, Ottawa, Canada(Until December 2015)

Zulfiqar A. Bhutta, Robert Harding InauguralChair in Global Child Health at the Hospitalfor Sick Children, Toronto, Canada and theFounding Director of the Center ofExcellence in Women and Child Health, atthe Aga Khan University, Karachi, Pakistan

Martin Bloem, Senior Nutrition Advisor/WFP'sGlobal Coordinator UNAIDS, United NationsWorld Food Programme, Rome, Italy

Faizel Ismail, Advisor to the Department ofTrade and Industry on Trade and EconomicDevelopment, Cape Town, South Africa

Wolfgang Jamann, Secretary General andCEO, Care International, Geneva,Switzerland

Manoj Kumar, CEO, Naandi Foundation,India (Term ended June 2016)

Ibrahim Mayaki, Chief Executive Officer,NEPAD, Midrand, South Africa (Term endedJune 2016)

David Nabarro, UN Secretary-General'sSpecial Envoy on Ebola and SpecialRepresentative for Food Security andNutrition, Geneva, Switzerland (Term endedJune 2016)

Werner Schultink, Chief of Nutrition, UNICEF,New York, USA (Term ended June 2016)

Lucy Martinez Sullivan, Executive Director,1’000 days, Washington DC, USA

Stephan Tanda, Managing Executive, DSM,The Netherlands.

Emorn Udomkesmalee, Senior Advisor,Institute of Nutrition Mahidol University,Nakhon Pathom, Bangkok, Thailand

Frits van der Wal, Senior Policy Advisor –Cluster Food & Nutrition Security; Focal PointLand Governance, Ministry of Foreign Affairs,The Netherlands

Ex-Officio membersChair of the GAIN BoardVice Chair of the GAIN Board

Our Governance is led by our Board and Partnership council

GAIN Annual Report 2015–2016 19www.gainhealth.org

Management

OPERATIONS COMMITTEEMarc Van AmeringenExecutive Director (until March 2016)

Steve GodfreyInterim Executive Director (from April 2016)Chief Investment Officer

Dougal FreemanChief Financial Officer

Jana JauffretSenior Director, Program Operations and Management(until March 2016)

Lynnette Neufeld Director, Monitoring Learning and Research

Arnold TimmerSpecial Advisor, Global Program Management

SENIOR MANAGEMENT FORUMOur Senior Management Forum is made up of our executive management team and our country directors.

Alem AbayCountry Director, Ethiopia

Francis AminuInterim Country Director, Nigeria

Eamonn BamburyHead of Finance

Charlotte CadouxSenior Manager, Human Resources and Organizational Development

Susan Ni Chriodain Director, Program Operations

Katia Santos DiasCountry Manager, Mozambique

Greg S. GarrettDirector, Large Scale Food Fortification

Sajjad ImranCountry Director, Pakistan

Adan KabeloCountry Director, Kenya

Rudaba KhondkerCountry Director, Bangladesh

Bonnie McClaffertyDirector, Agriculture and Nutrition and Director, US Office

Ravi MenonCountry Director, Indonesia

Geraldine MurphyDirector, Business Partnerships and Alliances

Enock MusinguziCountry Representative, Tanzania

Alex ReesDirector of Program Development & Fundraising and Director, UK Office

Dominic SchofieldDirector, GAIN Canada and Senior Technical Advisor Policy and Programs

Herbert SmorenburgSenior Manager, Netherlands Office

Jonathan TenchSenior Manager, SUN Business Network

Marti van LiereDirector, Maternal, Infant and Young Child Nutrition

Tarun Vij Country Director, India, and Senior Advisor, South Asia

Mohibullah Wahdati Country Director, Afghanistan

Contact us info@gainhealth.org@GAINalliance www.facebook.com/GAINalliance

GAIN OFFICES

GAIN HeadquartersGeneva, Switzerland

Rue de Vermont 37–39CH-1202 Geneva, SwitzerlandT: +41 22 749 1850F: +41 22 749 1851E: info@gainhealth.org

Abuja, Nigeria

2nd Floor, Abia HousePlot 979, First AvenueOff Ahmadu Bello WayCentral Business DistrictAbuja, NigeriaT: +234 9 8766535

Addis Ababa, Ethiopia

Bole Sub city, Woreda 13, New Ring Road from Bole to Bob Marley Roundabout T: +251 116 610088 / 89F: +251 116 610193

Copenhagen, Denmark

Svanemøllevej 41,2900 Hellerup, CopenhagenDenmarkT: +45 29 13 33 29

Dar es Salaam, Tanzania

Plot No. 113, Ada EstatesBurundi Street, Mwindu Lane Kinondoni, PO Box 77778Dar es Salaam, TanzaniaT: +255 758 979 594

Dhaka, Bangladesh

Flat # A-2 & A-3, Suvastu AsmiNazeela Manor,House # 2/1, NE (B), Road # 71, North Gulshan – 2, Dhaka –1212, BangladeshT: +88 02 9840202

Islamabad, Pakistan

1st Floor, Hayat Halls, Block-2,Diplomatic Enclave-1, Sector G-5, IslamabadT: +92 51 8313981-82

Jakarta, Indonesia

Menara Palma, 5th fl. Unit 502-BJalan HR. Rasuna Said Kav. 6 Blok X-2Kuningan, Jakarta 12950IndonesiaT: +6221 57956031/32F: +6221 57956032

Kabul, Afghanistan

302, Street 6, (Navoi Street)Lane 3, Police District 10Qala-e-Fatehullah KhanKabul, AfghanistanT: +93 (0) 797 044 483 T: +93 (0) 797 902 983

London, United Kingdom

1st Floor, Churchill House142-146 Old StreetLondon EC1V 9BWUnited KingdomT: +44 20 70 42 13 90

Maputo, Mozambique

Rua dos Desportistas, #64912th FloorMaputo, MozambiqueT: +27 76 142 3439

Nairobi, Kenya

Muguga Green RoadHse #331BBox 13733 – 00800, NairobiM:+254 731 028 261

New Delhi, India

D-2, Commercial TowerEdenpark Hotel (Qutab Hotel)Shaheed Jeet Singh MargQutab Institutional AreaNew Delhi – 110016, IndiaT: +91 11 43147575

Ottawa, Canada

1 Rideau Street, Suite 704Ottawa (ON), Canada, K1N 8S7T: +1 (202) 390 5478F: +1 613 670 5701

Utrecht, Netherlands

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Washington D.C., USA

729 15th Street NW, 8th FloorWashington, DC 20005, USAT: +1 202 559 8520F: +1 202 559 8515

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