1

SOCIAL IMPACT ASSESSMENT

MASON TRAINING PROGRAM

Final report
Oct 15 Nov
12,2012
India

Plante dEntrepreneurs Study #28

Disclaimer
2

The trainees refer to the sample of the study, meaning those who have been interviewed
during the study. Given the high number of people trained in the program (more than 6,000), the
sample size should not be considered as a comprehensive sample to fully assess the impact of
the Mason Training Program (referred to as MTP) in general : the analyses in this report are to
be taken with care.

Faced with the inability to communicate directly with the trainees, the team could not directly
verify the veracity of the trainees answers, which sometimes led to some misunderstood
questions and inconsistent data that had to be removed from the sample.

Plante dEntrepreneurs expressed strategic recommendations to Drishtee their

operational implementation in the field is not thought through in this report.

Recommendations have been made on the grounds that the MTP will be continued in the
future under SGSY (Special Program), and not under the NSDC Program.
What can be taken for granted:
What cannot be taken for granted:

All
data
was
questionnaires,

collected

through

the

All qualitative information relies on interviewees

statements,

Facts and figures were observed on the field.

Scientific and statistical evidence of impact,

Systematical impact attribution,

Causality links.

Executive summary
I. Overall presentation
II. Main findings

Executive summary (1/2)

I. Overall presentation of the study
4

Construction workforce in India:

Very poor understanding of building materials utilization by workers: efficiency losses and
safety issues,
Yet workers (from simple labor to mason) have no real trouble finding a job on the market,
even if it means migrating to another state where the demand is higher,
The Government has launched in 2006 the SGSY Special Program for capacity building in
rural areas, including in the construction sector, to skill simple labor workers into becoming
skilled masons and help them get job opportunities.

Drishtees Mason Training Program (MTP)

Drishtee has been mandated by the Government, through its SGSY (Special Program), to train
about 7,000 unskilled people. Drishtee chose to focus on unskilled construction workers to:
become semi-masons and masons,
Give them better access to stable employment,
Help them get placement for jobs.

Human Resources for the social impact assessment of the MTP:

4 full-time members of Plante dEntrepreneurs,
8 part-time interprets: 5 members of Drishtees local team in Mathura and 3 members of
Drishtees head office.

Sample size of the study: 117 masons, 5 contractors and 2 trainers of the MTP.

Executive summary (2/2)

II. Impacts of the training: main findings
5

63% of the trainees were unskilled labor

The training has acted as a catalyst in job
before taking the training.
evolution: 6 months after the training, 47% of
the trainees have become masons.
40% had a daily wage of 150 200 Rs
It can not be established that the training has
before the training.
impact on the job stability and the job
2/3rd of the trainees have other sources of
security of the trainees:
revenue than construction; and 30% are still
81% have not used the training
students.
The level of trainees who claimed more than
Certificate to get a job, because they
10 years work experience in the construction
have no difficulty in finding jobs
sector is high, reaching more than 25% of
themselves.
the total.
34% have stated a 10 to 25% increase of
85% feel they have more knowledge than
their daily wage ; and 16% a 50 to 75%
non-trainees.
90% declare they are proud of the
increase.
certificate, even though they dont use it.
The training is a catalyst for wage
86% feel more respected than before now
increases. However, there may also be
that they have a diploma.
additional reasons.
The training is evoked by trainees with little
77% would be ready to pay for it, but 40%
experience as the main reason for wage
declared they would not pay >100
increase; those with >3 years experience
Rs/month.
evoke experience.
65% feel they have gradually gained
responsibilities since the training.
Allocation of extra money : in 40% of the
cases, BY
it isCONTRACTORS
directed at family support and
VALUATION
children/self-education.
Not yet prone to consider the Drishtee Certificate when they hire labor. Besides, the offer is high,
According to them there is no better diploma than experience and proof of good work.

PROFILE

EMPLOYMENT

INCOME &
LIVELIHOOD

SOCIAL STATUS

Summary
I.
II.
III.
IV.
V.
VI.

Context of the study

Process and methodology of the study
Presentation of the results
Perception of the training by contractors
Recommendations
Appendix

I Context of the study

7

1.
2.
3.
4.

Workforce and poverty in India

Drishtee: overview
Drishtees Mason Training Program
The construction sector in India

Construction site where the Mason Training Program is

running

I. Context of the
study
1. India

1. Workforce and poverty in India

8

Indias population: 1.2 billion,

Large population in rural areas: 2/3rd

of the Indian population is living in
640,000 villages,

Poverty line:

set at 28,58 Rs/day/person*,

356m BPL (37,2% of pop. in 2005

vs. 29,8% in 2010),

People living BPL are supposed

either to have a Government BPL
card, or to be registered on a BPL
list in their village,

Informal sector: 390m workers (80% of

overall workforce),

Inflation rate : 10,31%**

*Government-approved poverty line

**From Aug 2011 to Aug 2012

Sources: Wikipedia,
International Energy
Agency

2. Drishtee: overview
a. Philosophy (1/2)

I. Context of the
study
2. Drishtee:
overview

Drishtees initial statement is that problems of accessibility to services and infrastructures is a

major reason for poverty .
Insufficient linkage to the market prevents the economic activity from developing. Rural
populations are thus left out of the development process.

Therefore, Drishtee focuses its action on rural areas where accessibility is a very important
issue to foster economic development.

This statement also stems from a political trend in India: leaders such as A.P.J Abdul Khan*
claim that people should stay out of cities, and that the internet, electricity, schools and jobs
has to go rural areas instead.
Drishtee seeks to be the link between the market and the people in rural areas.

Bihar, Assam and Uttar Pradesh have been identified as core targets for strategic reasons (55%
of Bihars rural population is BPL in 2010), also linked to the Governments capacity building
programs.

Drishtee has sought to develop a holistic approach to fighting poverty : the 4Cs approach.

*Former Indian President

2. Drishtee: overview
a. Philosophy (2/2)
10

Drishtees 4Cs approach

It sums up the 4 levers that have to
be
pulled
to
bring
about
development in poor rural areas:
1)First,
understand
the
community to identify the needs;
2)Then, imagine a response to
these needs through (i) capacity
building among the population and
(ii)
channel
implementation
(namely linkage to the market);
3)Finally, bring sources of capital
to enable financial inclusion and
long term development.

I. Context of the
study
2. Drishtee:
overview

2. Drishtee: overview
b. Business model

I. Context of the
study
2. Drishtee:
overview

11

Drishtee has 2 main sources of revenue:

Franchisee model: local entrepreneurs pay a license fee + 10 to 30% of their revenue to
Drishtee in exchange of business-in-a-box solutions,
Consulting services: A fee is charged to NGOs, the Government and corporations who ask
for Drishtees insight and experience to understand a key rural market.

A hybrid structure to provide both financial sustainability and social impact:

Limited Company structure: to build market linkages

+ consulting services to
corporations,
Non-profit structure: training programs linked to the Government + community
engagement.

2. Drishtee: overview
c. Activities
12

I. Context of the
study
2. Drishtee:
overview

3. Drishtees Mason Training Program

(MTP)

I. Context of the
study
3. Drishtees
MTP

13

As part of its capacity building activities, Drishtee started the implementation of Mason Training
Program in 2010. The objective was to train and skill simple labor to become semi-masons
and masons, so that they may have access to stable employment.

Even though this final objective remained, the programs scheme evolved significantly since its
inception, from a 100% private initiative to a Public-Private Partnership:

Phase 1: 2009-2010

Phase 2: since 2010

Partnership with ACC, one of Indias

biggest cement corporations

Public Private Partnership

ACC provided funds and critical advisory

part of its CSR policy

as

Drishtee was in charge of the trainings content

and implementation

Drishtees
MTP was eligible for the
governments plan for rural development: SGSY
Special program
The training is now funded by the Ministry of
rural development

To this date, 6,200 people have taken the training in the states of Uttar Pradesh
(Mathura and Hathras) and Rajasthan (Bharatpur and Alwar).

3. Drishtees Mason Training Program

a. Focus on SGSY Special Program (1/2)

I. Context of the
study
3. Drishtees
MTP

14

SGSY (Special Program) was set up in 2006 by the Ministry of rural development. It is an evolution of
SGSY program (1999), a Government program that aimed at including the rural poor to economic
development thanks to the formation of groups and self-employment.
The idea is now to skill these populations, so that they may have access to stable employment.
The objective* is to ensure time-bound training and capacity building program to bring a specific
number of BPL families above the poverty line through placement ensuring regular wage employment.

*As stated
guidelines

in

the

SGSY

(SP)

3. Drishtees Mason Training Program

a. Focus on SGSY Special Program (2/2)

I. Context of the
study
3. Drishtees
MTP

15

This program gives room for manoeuvre to civil society participants. It is indeed in the hands of
implementing agencies (IAs) they conceive a training project eligible for funding by the Ministry
of Rural development, and implement it.
State coordinating agencies

Implementing agency

(NIRD, NABARD, etc)

- Evaluation of the IA
Project
- Project approval based on several
proposal
criteria (area, cost, etc)

- Conception of a training
project in a specific sector
- Funding appraisal and
training organization
Training
implementation

Trainees
- Youth from BPL families
- Basic screening
to
assess aptitudes

75%
Funding

- Funding receipt and allocation

Ministry of Rural
development
Project
proposal

75%
Funding

- Project Screening Committee

- Project approval committee
- Funding of 75% of training costs

The IAs can either be State Governments or overseas organizations and

credible NGOs who have successfully demonstrated and implemented
community based pro-poor initiatives.

Each IA is responsible for the program implementation (trainees mobilization,

training content,), and has to mobilize the remaining 25% cost through
contribution from state government, industry, etc.

As Drishtee focuses on capacity building in rural areas, it made sense to work hand in
hand with the Government on this scheme. Mason Training Program was thereby elected in
2010 into SGSY SP.

3. Drishtees Mason Training Program

b. Features and organization

I. Context of the
study
3. Drishtees
MTP

16

The Philippines has an estimated population of 94 million people, mostly Christians, and it
has a total land area of 300,000 km.
The Philippines is an archipelago comprising 7,107 islands. The main islands are Palawan,
the Visayas, Mindanao and Luzon where Manila is located.

3. Drishtees Mason Training Program

c. Content

I. Context of the
study
3. Drishtees
MTP

17

Module 1

Module 3: Principles of Construction

1. Basic Building Parts

2. Service facilities

1. Principles of mortar
2. Principles of concreting

Module 2: Building Material and Quality

Standards

Module 4: Principles of safety

1. Bricks
2. Stones
3. Concrete blocks
4. Sand and aggregates
5. Cement
6. Water

1. Introduction
2. Rules to prevent accidents

Module 5: Tools
1. List of Tools and Equipments
2. Tools and their usage
3. Maintenance of tools
4. Assisting Head Mason in tool handling

Sources: Wikipedia,
International Energy
Agency

4. Facts about construction in India (1/2)

I. Context of the
study
1. Construction
in India

18

2nd largest employer of the country following agriculture: 18m people work in the sector,
and 40m are indirectly impacted,

The Philippines has an estimated population of 94 million people, mostly Christians, and it
has a total land area of 300,000 km.
A highly unorganized sector :
The Philippines
is an
archipelago
7,107 islands.
main islands
are Palawan,

Many
different
players:comprising
building corporations
resort to The
contractors,
who outsource
the hiring
the Visayas,
Mindanao
and
Luzon
where
Manila
is
located.
of labor to petty contractors,

Labor is paid on a daily wage,

Letters of employment are not common (the labor is often illiterate)
High level of inter-state migrations within workforce to find jobs all over the country,

Yet some guidelines are set: district collectors set a minimum daily wage in each district for
labor work, even though they are not systematically followed.

3 main categories of labor:

Main drivers for job evolution: experience and seniority, self-ambition,

According
Sources:trainings.
Wikipedia,
to contractors, it takes 1 to 2 years for an ambitious simple labor to become
a mason.
International
Energy
Agency

*Information provided by the contractors we met during the field study in Mathura

4. Facts about construction in India (2/2)

I. Context of the
study
1. Construction
in India

19

Problem faced by the construction sector: the level of understanding of materials

utilization
andanbuilding
techniques
by the of
workforce
is very
poor, which
leads
to efficiency
The Philippines
has
estimated
population
94 million
people,
mostly
Christians,
andloss,
it
industry
loss,
bad
quality
work
&
unfulfilled
requirements.
has a total land area of 300,000 km.
The Philippines
is ana lack
archipelago
comprising
7,107
islands.
The main
are
Palawan,

This implies
of skilled
workforce
in the
sector, although
the islands
number of
masons
is high
the on
Visayas,
Mindanao
and
Luzon
where
Manila
is
located.
the market ,

Very low self-perception of construction jobs: the workforce views construction work as
a second-hand and ill-valued job.

Wages increase mechanisms:

Wages vary according to the season (demand is higher during harvesting season, which
explains higher salaries)
Practical experience is the main reason of salary increase,
Daily wages have increased in the construction sector in the past year, due to market
mechanisms of supply and demand:

Minimum daily wage (in Rs.) in

Uttar Pradesh* for the construction
sector:

*Source: www.paycheck.in

Sources: Wikipedia,
International Energy
Agency

II Methodology and process of the

study

II.
Methodology

20

1. Process of a Plante dEntrepreneurs

study
2. Defining the objectives
3. Preliminary studies
4. Mapping the impacts
5. Field study
PHOTO INTERVIEW

Interviewing masons from a construction site

II. Methodology and

process
1. Process of a
PDE study

1. Process of a Plante dEntrepreneurs study

21

Plante dEntrepreneurs process is field-oriented: the objective is to build adequate questionnaires

so as to get field information directly from the stakeholders.

2. Defining the objectivesde Biotropical

II. Methodology and

process
2. Defining the
objectives

22

The first part of the study consisted in synthesizing the objectives of the Mason Training
Program in order to have a clear vision of both the programs organization and social impact
strategy.

Objectif
objectives
of the MTP,
global

In order to fully understand the functioning and

Plante
dEntrepreneurs relied on both:
Drishtees management presentation of the program and of the operational/social objectives,
SGSY Special Program guidelines as stated by the Ministry of Rural Development.

Overall objective:
Training and skilling the rural poor to enable their access to stable employment and thereby
improving their livelihood
Operational objective #1

Operational objective #2

Operational objective #3

To
mobilize
poor
rural
youngsters with aptitude for
construction, and teach them
the skills to become masons

To provide the trainees with a

formal certificate , that is likely
to help them getting access to
better jobs

To ensure the trainees actual

access to better jobs thanks to
a placement service

This step facilitates the identification of the potential impacts that the study seeks to
assess.

3. Preliminary studies

II. Methodology and

process
3. Preliminary
studies

23

To better understand the market and the environment of Drishtee, Plante dEntrepreneurs
analyzed the macro economic environment the company evolves in. The objective of this
preliminary work is to define the main categories of impact and their relevance for Drishtee.

Plante dEntrepreneurs has studied the following to better understand the context of the
study:

Global Insight, Construction in India, 2009,

The Economist, September 29th October 5th, Special Report on India India : in search of a
dream,

Royal Institution of Chartered Surveyors,

Study of the SGSY (Special Program) guidelines,

Study of the NSDC guidelines,

Meetings with Drishtees MTP team in Noida and Mathura,

Meeting with Gurmeet S. Rai, conservation Architect.

Step
2: mapping
impacts(1/2)
4. Mapping
thethe
impacts

II. Methodology and

process
4. Mapping the
impacts

24

The impact
map
Once the objectives are defined, Plante dEntrepreneurs designs an impact map that synthesizes the
links between the social business strategy and its intended results. The impact map helps to
understand how the company creates social, environmental or economic change.
How to complete it?
1.Identification of the stakeholders (any people/organization impacted by the social initiative)
2.Analysis of the way they are related to the social initiative
3.Definition of the outcomes: the potential and measurable benefits related to the activity
4.Listing of the indicators to collect and analyze the data able to assess each impact.

Impact Value
Chain
Here is a simple
but efficient way
to understand
the process

The impact map is used to build the questionnaires administrated during the field study.

4. Mapping the impacts (2/2)

II. Methodology and

process
4. Mapping the
impacts

25

For the MTP, the only group of stakeholder to be considered for the study is the trainees. The
impact map built by Plante dEntrepreneurs is as follows:

Trainees

IMPACT

NATURE

INDICATORS

How to describe change?

What is the nature of

the impact?

How to assess the impact?

Qualitative/ Direct

Reasons for taking the training

Main learnings
Perceived usefulness of the various
learnings

Qualitative/ Indirect

Use of the certificate

Change in job
Type of contract (duration, terms,
etc)

SKILLS

Technical learnings
Soft skills learnings

EMPLOYMENT

Job opportunities
Value of certificate
Job security

INCOME
LIVELIHOOD

Volatility of revenue
Frequency of revenue Quantitative/ Indirect
Amount of revenue
Quality of life
Qualitative/ Indirect
Externalities of family

Stabilisation
Increase
Split extra income
Improvement in quality of life

Qualitative/ Indirect

Pride of certificate
Perception of community's respect

Plante d'Entrepreneurs - SocialAt

Impact
Assessment
for HSSi

workplace
Qualitative/
Indirect
December 2011

Change in hierarchy
Change in variety of tasks assigned
Skills sharing

Within community
SOCIAL STATUS

II. Methodology and

process

5. Field study

5.Field study

26
The Philippines has an estimated population of 94 million people, mostly Christians, and it has a total land area of 300,000 km.

Week 1 : Meetings at Drishtees head office in Noida

The Philippines is an archipelago comprising 7,107 islands. The main islands are Palawan, the Visayas, Mindanao and Luzon where Manila is located.

Introduction to Drishtees general activities.

Meetings with the mason training program team.

Week 2 : Field study in Mathura

Collection of field data for:

117 trainees,
5 contractors,
2 trainers,
Interviews in 7 villages.

Drishtees Head Office in

Noida

Trainees interviewed for the

study

Week 3 and 4 : Report redaction in Drishtees office

in Noida

Consolidation and analysis of results,

Writing of final report.

Sources: Wikipedia,
International Energy
Agency
Writing of the final report

III. Results

III Results of the study on trainees

27

1.
2.
3.
4.
5.

Trainees profile
Impact on employment
Impact on income
Impact on livelihood
Impact on qualifications and social status

Four trainees of the MTP

III. Results of the

study
Preliminary
notice

Preliminary notice
28

Plante dEntrepreneurs has encountered difficulties in trying to isolate the impact of the sole
traininghas
on the
andpopulation
livelihood of
factors come
The Philippines
an income
estimated
ofthe
94trainees,
million because
people,several
mostlyother
Christians,
and into
it
account:
has a total land area of 300,000 km.

Market mechanisms (general increase of minimum wages in Uttar Pradesh and inflation),
The Philippines
is an archipelago comprising 7,107 islands. The main islands are Palawan,

Seniority,
the Visayas,
Mindanao and Luzon where Manila is located.

Self-ambition,

Therefore, we focused on the trainees perception of wage increase.

Plante dEntrepreneurs was unable to assess precisely whether the trainees live below the
poverty line or not, because apart from their daily wage in construction, they were unable to say
how many days per year they worked in construction, or what was the amount of their additional
revenues, or the exact number of family members they are in charge of.

Sources: Wikipedia,
International Energy
Agency

1. Trainees profile (1/2)

III. Results of the

study
1. Trainees
profile

29

Identification

Average age: 27.

Marital status: 67% of the trainees are single,
Literacy rate*: 75% are able to read and write, among which:
30% dropped school after 8th grade,
40% dropped it after 12th grade,
30% are still studying (22% in 12th grade and 9% have
followed their studies after high school graduation),
About 40% of the trainees earned a daily wage of 150 to 200
Rs before training.
Family support: More than 80% of the trainees use part of
their wages to support their family members.

This seems to correspond to the Drishtees targeted

population.

Drishtee is close to the rural

populations it seeks to reach:
more than 80% of the trainees
have heard of the training by
Drishtees local team or by a
Drishtee trainer.

*Data gathered for half of the trainees interviewed in the study

Sources: Wikipedia,
International Energy
Agency

1. Trainees profile (2/2)

III. Results of the

study
1. Trainees
profile

30

Experience in
construction

99% of the trainees worked in construction before taking the

training.

Most of them (63%) were simple unskilled labor, but a

significant part of the sample (27%) claimed that they were
already masons.

The majority of the trainees (65%) have worked in at

construction sites for less than 6 years, 42% have 3 to 6 years
seniority.

However the proportion of trainees with high experience (more

than 10 years) is significant, reaching more 26% of the total.

Construction is the only source of revenue for 32% of the

trainees, For 28% of them, it is only an occasional job that
provides additional source of revenues,
Among those who benefit from other sources of revenues,
more than 50% work in agriculture and 25% are students.

The high level of experience

of Wikipedia,
the trainees in
Sources:
construction may dilute the impact
of the training,
International
Energy since
experience itself is a key driver of
job evolution. It is to be
Agency
ascertained why they still took the course.

2. Impact on employment (1/4)

31

We first tried to understand if experience had a clear

correlation with the trainees job position.
All

workers started construction work as simple

unskilled labor, which explains the sample 1 year or
less.

In

a static point of view, there is no clear

correlation between the trainees current job and
their experience in the construction sector :
Simple labor workers can keep the same job for
years: the samples 1-2 years and 10-15 years
have an equivalent size in our study, yet the split
between unskilled, semi-skilled and skilled
workers is almost the same despite the 10-year
experience gap,
The average experience per job is almost the
We tried
whether
the training
program
sameto
forassess
simple labor
workers
and for masons.
has had an impact on the trainees job situation, be
it on their ease to find jobs, on the degree of
formalization of it, or on their status at work
(unskilled, semi-skilled or skilled).

III. Results of the

study
2.Impact on
employment

2. Impact on employment (2/4)

Concerning employment, the main potential impact

of the training would be the job evolution of the
trainees in the months following the end of the
program.
It is obviously almost impossible to isolate the sole effect
of the training, or the combined effect of the training and
the previous experience, in the job evolution of trainees. Yet,
a trend can be observed:
Amongst the trainees who experienced a job evolution
after the training, the average experience in the construction
sector is 5,9 years.
47%

of the trainees who took the training more than 6

months ago have become masons (44% from unskilled
and 3% from semi-skilled)
Because (i) the people concerned by the job
evolution have a high average experience in
construction and (ii) the job change occurred quite
quickly after the training, it seems that the training has
had at least a catalyst effect on the trainees job
situation.

III. Results of the

study
2.Impact on
employment

2. Impact on employment (3/4)

III. Results of the

study
2.Impact on
employment

33

As previously mentioned, one of the objectives of the program is to

provide the trainees with a valuable certificate and placement
services so as to ensure access to stable employment.
Use of
Certificate

The trainees usually work with the same contractor on a regular

basis (without any signed contract),

81% of the trainees have never used the certificate to get a

job.
They face little difficulty in getting a job on a construction site.
As there is no stiff competition for skilled jobs, the 5 contractors
under study stated that having a diploma was not really taken into
account when recruiting the workers,
Still, 30% of the trainees feel the certificate is an asset because it
will help them find a job anywhere in the country.

Given the little use made of the certificate by the trainees, the training certificate seems to
have a limited long-term impact on their job stability and security.

2. Impact on employment (4/4)

34

Placement

68% of the trainees did not ask for a job placement to Drishtee.
Among the remaining 32% who have been in contact with Drishtee
for a job placement:

8% asked Drishtee but didnt receive a response,

5% have received an offer thanks to Drishtee but refused it,

mostly because the job proposition came while the
interviewee was already working on a construction site,

19% got a job thanks to Drishtees team.

Signing
of
job
contracts

Today, 78% of interviewees do not have a letter of employment, which is

not surprising given how unorganized the sector is,

No pattern could be found in the split of workers claiming to have signed a

letter of employment between unskilled (69%), semi-skilled (5%) and skilled
(26%).

Years of experience do not seem to matter either:

III. Results of the

study
2.Impact on
employment

3. Impact on income (1/3)

a. General analysis

III. Results of the

study
3.Impact on
income

35

Analysis of daily wages after the training

In average, the trainees daily wages have

increased by 38% since they have taken
the training.

The highest increase in daily wages

concerns the category of unskilled labor
(+40%).

The observed average increase of their

daily wage is 15 points higher than the
increase of the minimum wage in Uttar
Pradesh.
34% of the trainees have stated a 10 to 25%
increase of their daily wage since they took the
training ; 16% of them stated a 50 to 75%
increase.

10% only stated that their daily wage hasnt

evolved after the training.
Nevertheless, it appears difficult to isolate
Sources:
the respective impacts
of the Wikipedia,
training, seniority
International
Energy
and market mechanisms
in this increase.
Agency

3. Impact on income (2/3)

b. Seniority and training

III. Results of the

study
3.Impact on
income

36

No correlation could be observed between current wages and seniority in construction

work.

The average wage difference between workers

that have worked on construction for one year or
less with those who have for more than 3 years
is of 15% only .
There seems to be a ceiling after 3 years of
experience, as the differences in current wage
after it are almost nil.

The increase in daily wage occurs gradually after

the training, and gets higher with time.

It seems that the training is a catalyst for

wage increases. Yet, it can hardly be its sole
explanation.

Sources: Wikipedia,
International Energy
Agency

3. Impact on income (3/3)

c. Perception

III. Results of the

study
3.Impact on
income

37

In 70% of the cases, trainees evoke the training

as an important driver of their wage increase.

35% oh the trainees evoke both seniority and

training as the reason of their wage increase,
36% of the them evoke the sole training,
20% evoke market mechanisms such as inflation
or a trend in the construction sector,
Only 10% evoke only seniority.

Trainees with little experience in construction

often evoke the training as a key factor for their
wage increase, whereas those with more than 3
years experience are more likely to evoke their
seniority.

71% of the trainees with 1 to 2 years experience

evoke the training as the sole reason of their
wage increase,

Around 40% of those with more than 3 years

experience evoke both seniority and training for
their wage increase, although they give precedence
to seniority.

III. Results of the

study
4.Impact on
livelihood

4. Impact on livelihood
38

The allocation of extra money is in about

40% of the cases directed at family
support and children or self-education.

This may relate to the young age of the

trainees, among which 25% are still
students. They all generally contribute to
the improvement of livelihood of their
families. On average, the wage of a worker
benefits to 4 persons.

Savings is the main concern for only 12%

of the trainees .

The trainees extra money is generally

allocated to their own future or contribute to
the financial sustainability of their families.

48% of the trainees claimed they have not

bought anything new in their personal life
since the training.

20% have had enough money to buy a

mobile phone and 13% to buy new clothes.

5. Impact on social status

b. General analysis
39

89% of trainees declare they are proud of the certificate

provided by Drishtee at the end of the training.

This pride seems to stem from the career opportunities

the certificate is supposed to generate: 30% of trainees
see it as a diploma, and 30% think it will be useful to find a
job.

86% of them still claimed that they felt more respected

within their communities once they got the certificate.

However, 81% never used it in practice. It thus seems that

even though trust is placed on the certificate, the trainees
usually do not face the opportunity to use it.

The trainees were asked if they would have agreed to pay

for the training, in order to assess the value they place in
the certificate.

77% declared they would have paid, but with slight

differences given job situation: the less skilled seem to be
the more reluctant to pay, being more likely to face financial
difficulties.
ItThe
seems
that even
most
be Rs
ready

average
pricethough
given by
the trainees
trainees would
is 194,4
per
to month,
pay forbutthe
training,
the
less
skilled
show
higher
39% of them would not pay more than 100
reluctance
to
do
so.
Rs.

III. Results of the

study
5.Impact on
social status

5. Impact on social status and

qualifications
b. Social status at work

III. Results of the

study
5.Impact on
social status

40

Most of the trainees feel the Drishtees

certificate has improved their situation at
work.

85% of the trainees feel they have more

knowledge than someone that has not taken
training on the construction site;

51% think the training has alleviated the

tiresomeness of their work; and 64% of them
also feel they have more responsibilities on
the field after the training.

However, this trend has to be qualified: this

perceived increase in responsibility is higher
when the training was taken long ago.
Therefore, experience may also be a driver.

88% of the trainees claimed that the other

workers ask them for advice on the field
now that they have taken the training

This skill sharing seems all the more visible

as the trainee has become semi-skilled or
skilled.
The trainees new skills are thus likely to
be shared on the construction sites.

IV Perception of the training by

contractors
41

No difficulties encountered in finding labor workforce

The contractors stated not to have difficulties in finding simple labor and masons, yet skilled masons
are lacking in specific works such as stone work. Therefore, contractors tend not to hire workers
on the basis of their diploma/ certificate but rather by trusting their own network and often resort
to the same workers.

Drishtees trainees stand out by their attitude at work

2 contractors stated that the difference with workers who havent taken the training is mostly seen in
the trainees attitude rather than in their operational skills: they are more independent and
confident.

Drishtees training can be a catalyst for wage

increase, yet experience comes first

3 contractors out of 5 have said that - theoretically - they would

increase the daily wage of the workers who have taken the
training yet, they first want to see them at work.

At first you see the work, not the certificate,

Motivation and interest in construction is a very important factor

of wage increase: Its all about ambition.
Meeting with a builder - contractor

Sources:
Wikipedia,
It thus seems that the certificate is not considered a credible aptitude
guarantee
in itself by
International
Energy
the contractors.
Agency

IV Recommendations

IV.
Recommendations

42

1. Training
2. Placement

Plante dEntrepreneurs and Drishtee local team

IV.
Recommendations

Observations and recommendations (1/3)

43

Set up a longer training module to improve the efficiency of learnings

Plante dEntrepreneurs noticed during its field study that when it comes to hiring a worker,
practical experience precedes theoretical knowledge learnt during a training. Therefore, Plante
dEntrepreneurs came to understand that the training could be better considered by contractors if
:

The practical part of the training is extended : 15 days of practical training is not
considered as being enough by the contractors and trainers. 60 days training is considered to
be a good formula instead of the current 45 days training. If it is not possible to extend the
training, a good option would be to alternate between 1 day theory and 1 day practice,

The skilling up of trainees is done through 3 trainings in one year instead of a one-shot
training. This would give more practical value to the training from the contractors point of
view,

objective
The training
is followed
bytrainees
a long-term
observation
(1 year) on
construction
sites.
The
is to
enable the
to have
more practical
experience
they
can better
value when they look for a job with the help of the Drishtee Certificate.
This would also increase the value of the Drishtee certificate, as the training would be more
comprehensive.

IV.
Recommendations

Observations and recommendations (2/3)

44

Continue to train the workers who took the training, yet on more specific
trades

80% of the workers who took the training never used their Drishtee certificate to find a job, among
which 65% state they didnt need it to find a job. The certificate is therefore not valued, in
practice, as an asset by the workers because:
They have no trouble finding a job, as there is no lack of masons on the market,
They get to know that in practice the only diploma that truly matters is their practical
In experience.
this regard, Drishtee should focus its trainings on more specific topics, in order to skill
workers on construction trades that can be competitive assets for the trainees on the
market (plumber works, stones,) when compared to the high number of masons.

Skilling the same workers several times, with practical experience in between, would
contribute to improving the value of the training from the contractors point of view.

This would improve the placement services offered by Drishtee after the
training
As of today, Drishtee helped 20% of the trainees to get a job. The company is undeniably well
rooted in the villages and most trainees are still in contact with Drishtee. However, as most
workers do not face serious difficulties in finding masonry jobs, they usually do not resort to
Placement
service could
be more efficient by focusing on job opportunities in the
Drishtees placement
service.
specific trades mentioned above. This could give the trainees more incentives to rely on
the placement service by giving them access to stable employment.

IV.
Recommendations

Summary of recommendations (3/3)

45

V. Appendix

V Appendix
46

1. Presentation of Plante dEntrepreneurs

2. What is Social Impact Assessment ?

1. Plante dEntrepreneurs
a. Presentation

V. Appendix

47

Plante dEntrepreneurs is a student NGO supported by HEC Paris Business School (n1
Business School in Europe according to FT rankings) and several French and Moroccan
corporations.

It carries out social impact assessment studies for social businesses in France and in developing
countries.

Plante dEntrepreneurs main objectives are:

To

help social entrepreneurs assess their impact

To

promote social entrepreneurship:

Articles on website: www.planetedentrepreneurs.com

Business Cases for HEC Paris

To carry out applied research work

1. Plante dEntrepreneurs
b. Our NGOs SIA studies record since
2010

V. Appendix

48

2010 - 2011

Cambodia
Agriculture

India
Access to drinking
water

Philippines
SCR

Argentina
Social rehabilitation

Brazil
Craftsmansh
ip

Ethiopia
Nutrition

2011 - 2012

India
Solar Energy
Inde
Solar energy

Bangladesh
Access to drinking
water
Bangladesh
Water
Treatment

India
Retail

Philippines
Solar Energy

Thailand
Renewable
energies

Chile
Education

Mexico
Nutrition

Cameroon
Organic farming

Senegal
Environment

1. Plante dEntrepreneurs
b. Our NGOs SIA studies record since
2010

V. Appendix

49

Summer 2012

France
Mobile access

India
Inde
MFI
and
micro
Solar energy
insurance

France
Fight against debt

Bangladesh
Bangladesh
Nurseries
Water
Treatmnt

Madagascar
Nutrition

Tanzania
Energy

Tanzania
Nutrition

India
Water purification

Indonesia
Energy

Guinea
HIV
Prevention

Vietnam
IT education

India
Solar Energy

1. Plante dEntrepreneurs
c. The 2012 2013 team

V. Appendix

50

Our common interest for Social Business and social impact assessment have brought us together two
years ago. We have chosen to take a gap year from our studies to enroll in Plante dEntrepreneurs, to
conduct six social impact assessment studies in developing countries in 2012-2013.

Loris Nazon

Kenza Slaoui

Currently studies at HEC Paris Business School

Currently

(graduation in 2014),
Previous working experience:
Analyst at Financire de LEchiquier, a French Asset
Management Company,
Strategy analyst at EDF, world leader in electricity
supply.

studies at HEC Paris Business School

(graduation in 2014),
Previous working experience:

Analyst at Le Comptoir de lInnovation, a French

impact investing fund,

M&A Analyst at Suez Environnement, world leader in

water & waste management.

Baudouin Motte

Leila Benbrahim

Currently studies at HEC Paris Business School

(graduation in 2014),
Previous working experience:
Equity analyst at Caisse des Dpts et Consignations
(CDC), a French Asset Management Company,
Analyst at Idinvest Partners, a French Private Equity
firm.

Pharmacy student in 5th year at Ren Descartes university

in Paris,
Specialized in Health issues related to poverty issues,
Previous working experience:

Intern at St Antoine hospital in Paris, on Infectiology

(mostly HIV) and Cardiology.

2. Social impact assessment (SIA)

a. What is Social impact assessment?

V. Appendix

51

Definition
Social Impact Assessment (SIA) includes the processes of analyzing, monitoring and managing the intended

and unintended social consequences, both positive and negative, of planned interventions (policies,
programs, plans, projects) and any social change processes invoked by those interventions. Its primary
purpose is to bring about a more sustainable and equitable human environment.
International Principles for Social Impact Assessment

Benefits

Limitations

External and internal communication

Risk of over-monetization

Clarity on Governance

Interpretation

More effective and focused decisions

Exhaustiveness versus feasibility

Investment mentality

External accreditation

Plante dEntrepreneurs report is a first step for further and regular evaluation

2. Social impact assessment

b. Why assess social impact?

V. Appendix

52

Main objectives

der
n
i
RemPlante dEntrepreneurs chose to work on the SROI methodology as a working baseline.
However, SROI is an academic and scientific framework that needs to be more flexible for
social entrepreneurs. Our methodology tries to be adapted to each social project and its
specificities.

V. Appendix

2. Social impact assessment

How to assess social impact?
53

The SROI Framework

Definition
The Social Return on Investment is a principle-based method for measuring social and
environmental value (not currently reflected in conventional financial accounts) and compare it to
resources invested. The SROI framework incorporates social, environmental and economic costs and
benefits, providing a bigger picture of how value is created or destroyed.

Guideline
At the end of the process, SROI is able to assign a monetary figure (the ratio) to the value created
(how much social value created for 1$ invested). But more than credible numbers, SROI provides
a framework that captures the main components and benefits of a project.

What we kept

What we changed

The stakeholders approach

An internal tool rather than a scientific study

The theory of change

More qualitative results

The Impact Map framework

A focus on the direct stakeholders

The quantitative approach

Figures but no monetization

V. Appendix

Contact
54

You can contact Plante dEntrepreneurs at:

www.planetedentrepreneurs.com
kenza.slaoui@gmail.com
or:
contact@planetedentrepreneurs.
com