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Case Study - Management of Innovation and R&D for Business at Sarvajal

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DOI: 10.13140/RG.2.1.2731.9203

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Sarvajal Case
WATER FOR ALL (MANAGEMENT OF INNOVATION FOR
SOCIAL BUSINESS)

By MBA 2nd Year Group

DMS, IIT DELHI
 Management of Innovation and R&D

This case study has been prepared as coursework for SML 702 (Management of Innovation and R&D)
course. The case study draws upon knowledge resources available in the public domain as secondary
sources. We are immensely grateful to all agencies for providing sharing such resources in the public
domain. Also, tried to leverage all the information and experience of working in water and environment
sector.

Innovating to Improve Access For Safe Drinking Water

MANISH RAJPAL
SYED HABEEB AHMED
SHAILESH KUMAR JHA
VIBHOR PACHNANDA
ASHISH MALVIYA
SUNEET ANAND

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Introduction
The Water Crisis: India's immense and developing populace is putting an extreme strain on the
majority of the nation's characteristic assets. Most water sources are tainted by sewage and
farming spill over. India has made advance in the supply of safe water to its kin, however
horrible divergence in scope exists the nation over. Despite the fact that entrance to drinking
water has enhanced, the World Bank appraises that 21% of transferrable illnesses in India are
identified with risky water. In India, looseness of the bowels alone causes more than 1,600
passing every day the same as though eight 200-man enormous planes collided with the ground
every day. Cleanliness rehearses additionally keep on being an issue in India. Restroom use is
amazingly poor in provincial ranges of the nation; just 14% of the rustic populace has entry to a
lavatory. Hand washing is additionally low, expanding the spread of sickness. So as to lessening
the measure of illness spread through drinking-water, lavatory use and cleanliness must be
enhanced all the while. (Please see Exhibit 1)

Drinking water in rural India has far reaching and multiple consequences with direct and indirect
impact on different parts of individuals' lives. Out of 850 million individuals that need access to
safe drinking water, 150 million are in India alone. (Please see Exhibit 2)

Water, since a long time ago thought to be a neighbourhood characteristic asset that were to be
overseen by individuals mainly has experienced a changed ideal model wherein it must be
"provided" to. Along these lines, not just the traditional sources been degraded, expanding
demographic changes, both in country and urban areas have increased demand for water in
general and safe drinking water specifically. Increased demand brings with it unreasonable
reliance on ground water, wellsprings of which have disintegrated because of changes
principally in two ways: anthroponic and geogenic1

Sameer Kalwani understands this well- “75% of disease in India is caused by water borne
contaminants sources of massive, centralised, industrialised water treatment plants that are
basically having to ship water across the entire country to over half a million villages”. There
are numbers of different treatment technologies available in India which is catering community
at small and household levels. (Please see Exhibit 3)

Keywords: Water for all, Sarvajal, Affordable water, safe Drinking water, bottom of pyramid

Bottled Water Industry

Clean drinking water is an attractive merchandise. The aggregate business sector for bundled
clean drinking water is esteemed at INR 60 billion in 2013, of which the main five players
represented 67 every penny of the piece of the pie. This business is relied upon to develop at a
CAGR of 22 percent, to achieve INR 160 billion in 2018. (Please see Exhibit 4)

‘Sarvajal’, although in the business of giving safe drinking water is not among these top five.
The filtered water industry in India saw a boom in the late 1990s and soon after Bisleri launched

1
(i) anthropogenic - those caused by manmade activities like, industries, urban sewage and waste landfills, mining etc. (ii)
geogenic - those occurring due to natural causes mainly through rock-water interaction.

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

its bundled drinking water in the nation. This critical development was fuelled by a surge in
promoting by the business players that "bottled water was pure and healthy".

Today, with a rise in health awareness, low quality of piped water, and the simplicity of
accessibility of bottled water, the per capita consumption of bottled water in India is on the
increment. Changes in rural and rurban demographics together with modifications in natural
resource management have brought concentrate on safe drinking water in the peri-urban and
rural pockets.

For as long as eighteen months, Saurabh Jindal, a marble and tile dealer in Sangaria town of
northern Rajasthan, has been purchasing 30 liters of drinking water consistently for his home,
and an equivalent sum for his shop. What amount of does he pay for those 60 liters? INR 30. It
would cost even less, simply INR 18, or INR 0.33 every liter, in the event that he didn't get the
water conveyed to his doorstep. "I don't mind paying this small amount for clean water," he
says. "It is far less than what it would cost me if someone in the family fell ill from drinking tap
or well water."2 Such concerns are justifiable. Excessive fluoride content in groundwater
increased frequency of kidney failure, dental issues and extreme joint pain. A study led in Alwar
district found that the fluoride content in groundwater in Alwar, Rajasthan was somewhere
around 2 ppm and 7 ppm, way past WHO admissible breaking point of 1 ppm. 60-80% of
regions in Gujarat, Rajasthan, Punjab, Andhra Pradesh and different states are influenced by
Fluoride contamination.

Injuring impacts of fluoride and arsenic lethality because of non-accessibility of safe water for
drinking and cultivating has turned into a noteworthy well-being issue, essentially because of
openness in rural markets.

Innovation In Water Provisioning- Moving Beyond A Welfare Economy

Various creative ways to enhance water supply and sanitation have been tried in India,
specifically in the early 2000s. These incorporate interest driven methodologies in rural water
supply subsequent to 1999, open private associations to enhance the progression of urban water
supply in Karnataka, and the utilization of micro-credit to ladies keeping in mind the end goal to
enhance access to water have been endeavoured.

As indicated by the consequences of a Service Level Benchmarking (SLB) Program did by the
Ministry of Urban Development (MoUD) in 2006 in 28 urban communities, the normal term of
supply was 3.3 hours every day, with an extent from one hour at regular intervals to 18 hours
every day.

In Delhi inhabitants get water just a couple of hours every day due to insufficient administration
of the conveyance framework. This outcomes in defiled water and power’s family units to
supplement an insufficient open water administration at restrictive "adapting" expenses; the poor
experience the ill effects of this circumstance. For instance, as indicated by a 1996 study family
units in Delhi spent a normal of INR 2,182 (US$ 34.30) every year in time and cash to adapt to

2
Source: http://businesstoday.intoday.in/story/innovation-drinking-water-supply-sarvajal-
waterlife/1/186622.html

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

poor administration levels. This is more than two times as much as the 2001 water bill of about
US$ 18 every year of a Delhi family unit that uses 20 cubic meters every month. (Please see
Exhibit 5)

Profoundly unified choice making and supports at the state level, which are normal for the
Indian common administration, influence the administration of water supply and sanitation
administrations. Case in point, as indicated by the World Bank in the condition of Punjab the
procedure of endorsing plans is incorporated with even minor specialized regards arriving at the
workplace of chief engineers. A dominant part of choices are made in a tremendously
concentrated way at the headquarters. In 1993 the Indian constitution and significant state
enactments were changed keeping in mind the end goal to decentralize certain obligations,
including water supply and sanitation, to districts. Since the task of obligations to districts is a
state obligation, distinctive states have taken after diverse methodologies. As indicated by a
Planning Commission report of 2003 there is a pattern to decentralize capital venture to
designing divisions at the region level and operation and upkeep to area and gram panchayat
levels.

Policy & Regulatory Environment

The obligation regarding water supply and sanitation at the focal and state level is imparted by
different Ministries. At the focal level three Ministries have obligations in the area: The Ministry
of Drinking Water and Sanitation (until 2011 the Department of Drinking Water Supply in the
Ministry of Rural Development) is in charge of rural water supply and sanitation; the Ministry of
Housing and Urban Poverty Alleviation and the Ministry of Urban Development impart the
obligation regarding urban water supply and sanitation. With the exception of the National
Capital Territory of Delhi and other Union Territories, the central Ministries just have a report
limit and a constrained part in funding. Area arrangement in this way is a right of state
governments.

Efforts made previously to address such crisis is limited by:

 Difficulty in creating financially sustainable system for providing water to people.
 Difficulty maintaining reliable machine operations, and high costs of repairing machines.
 No village-level systems for ensuring only clean water is provided to people.
 No systems for ensuring clean water accessible to families every day.

The Rural Marketplace

The capability of the rural market in the nation is of immense interest, notwithstanding
inadequate government conveyance components. According to 2006 McKinsey review, country
India will give a business sector worth $500-600 billion by 2020, which is an immense untapped
business. With rising per capita wage interest for quality administrations and items is steadily
expanding. Looking at tapping this immense business sector, Ujjwal Singh, Head-Sales, Hughes
Net adds, “We expect to effectively cover rural India through franchise and e-Governance
kiosks3.”

3
High-tech initiative that provides cheap drinking water through ATM-like kiosks in a resettlement colony

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Sarvajal- A Mass Market Solutions Towards Clean Drinking Water

Piramal Water Private Limited is a social endeavour which makes moderate access to safe
drinking water for the under-served at the last mile. This is proficient through a wide system of
decentralized safe drinking water treatment and conveyance advancements. We work through a
developing base of nearby ambitious people and as a team with government offices,
magnanimous associations and privately owned businesses.

Founded by Sameer Kalvani in 2008, Sarvajal is a mass market solution provider for clean
drinking water. The organization empowers access to clean water, enrolling neighbourhood
ambitious people to offer it and screen water quality remotely. “Customers are happy to pay to
get clean water at their doorstep. What started with one village three years ago now provides
safe water to 70,000 people every day4”.

Normally, Institutions face test of catering drinking water needs of vast number of labourers and
now and again, considerably bigger number of guests. As a rule they decide on rather expensive
and raw water wasteful purpose of-utilization cleansing framework with no reliable maintenance
support. On the other hand, at numerous spots, organization depends on buying significantly
more expensive bundled drinking water. In sharp complexity to these, Sarvajal gives single
machine answers for such multi-storied, high activity areas at viably one-tenth of the expense.

More than 8.8 Billion liters of clean drinking water served, 100,000 served day by day in more
than 6 expresses, 400+ occupations that empower safe water hones in neighbourhood groups.

The organization relies on upon an establishment model, working with business visionaries to
whom it gives preparing, filtration gear, and different assets. This manifestation of money
related building accumulates considerably more capital for R&D and for operations than any of
the ambitious people could have obtained themselves. To date about 150 franchisees have sold
more than 200 million liters of clean drinking water all through six states.

Sarvajal applies a proficient asset dispersion answer for location an unsatisfied need, sparing
both governments and people cash (purchasing through its water ATMs is less lavish than
sanitizing water at home) and killing the waste that outcomes from individual filtration or huge
scale appropriation through funnels. The organization has moved from a the present state of
affairs quadrant 1 way to an innovative, monetarily built quadrant 4 answer for supplying
country and urban off-the-framework water.

Award: Fast Company named Sarvajal one of the World's main 10 most creative organizations
in India for 2013.

Innovation 5
Products:
1. Water Treatment Plant: extremely low cost equipment assembled by Sarvajal.
2. Soochak: a patented two-way monitoring device for each water system that gives real-
time information on water production and enables to anticipate maintenance

4
Source: survey of bottled and RO based firms
5
This section is adapted from http://www.sevea-asso.org/wa_files/Case_20study_20Sarvajal_vcomp.pdf

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

3. SEMs: Customized in house ERP that manages water enterprises from source to
consumption.
4. Suvidha: a pre-payment mechanism for franchisees.
5. Solar Water ATM: a solar-powered, stand-alone, cloud-connected RFID-based and cash-
less water vending machine

Business Model Innovation

SarvaJal has been taking after a 'learning-on-the-go' approach. By 2013, five years into
operation, SarvaJal altered its plan of action from a business arrangement establishment with
equipment rental to one wherein the franchise needs to purchase equipment.

To attain to scale in the business operations, SarvaJal expected to present another plan of action
with Water ATM's. The prior model gave 'Proof of Concept'. (Please refer Exhibit 6)

Later, sustainability turned into a key concern. In the prior model, each new machine implied
that there would be a capital lockdown for the organization, other than extra liabilities in the
event of default by a franchisee. Sarvajal had no exact information on costumers, so a benefit
offering model was a non-starter. With erratic power supply, franchisees felt vigorously
compelled in business operations.

The way that establishments did not possess the water treatment plant had a flip side: the
machines were not legitimately worked and dealt with. The administrators of the machine were
habitually changed, not effectively prepared, were changed consistently and the machines were
not used to their full-limit, as a rule not as much as a large portion of their outline limit.

In the new plan of action, Sarvajal has a superior information of the client, (prepaid card for the
costumers), ATM's are solar powered fuelled which empowers franchisees to run their machines
the whole day. The franchisees are substantially more "incentivized" now that they need to pay
for the capital expense and as a result, SarvaJal's has the capacity extend its achieve and its effect
is much bigger than some time recently. (Please refer Exhibit 7)

Old Business Model: Business Format Franchise With Equipment Rental

Sarvajal buys, assembles, introduces at the franchisee's premises a prepared to utilize reverse
osmosis machine with a controller/ checking gadget and deals with upkeep, quality observing
and advertising.

 Franchisees purchase a permit, pay a month to month expense to Sarvajal for its
administrations (upkeep, quality checking and showcasing help charge), work the stand and
offer water to villagers in 20 L containers with a discretionary6 conveyance administration
for additional expenses.
 Franchisees have a "reserve zone" of 3 km radius, to guarantee a minimum number of
customers to support the plant.

6
Franchisee used to provide water in 20 litres of containers only, there was no option of less than 20 litres or in
multiple of 1 litre as per customer’s demand

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Revenue Model
Old Business Model:
Franchisee works the machine and offers water in 20L cluster for INR 6, keeps 100% incomes
for first month, then gives back 40% of water deals to Sarvajal (franchisees keeps 100% of
conveyance charges).

New Business Model:

Franchisee works the machine and offers water in 20L bunch for INR6 (US$ 0.12) and through
Water ATM at US$ penny 0.6/L, with a discretionary conveyance administration of INR 4 for
ordinary water and INR 9 for chilled water (US$ cent 0.4 additional expenses for 1 liter of
typical water and US$ cents 0.9 for chilled water), keeps 100% incomes for first month, then
offers once more to Sarvajal 20% of water deals income from the refinement unit and INR 3
paisa (cents) every liter for the Water ATM deals. (He keeps 100% of conveyance and chilling
charges). While establishment model has been acknowledged with incredible conceivable
outcomes for merchandise, IT has empowered town stands that are run and oversaw by nearby
business visionaries. These stands are created utilizing an establishment and organization model.

For a franchisee, break-even point is arrived at by 30-45 months, considering the franchisee is
serving 150 families every day and normal utilization of 20L/every capita/ day.

It is a gainful business for the Sarvajal as well. The aggregate expense of setting up the RO plant
with the machine is around INR 5 lakh. Franchisees pay 40 per cent of their income to the
organization. On the off chance that the franchisees own the machine, they pay 20 every penny
of the profit to the organization. A unit earns back the original investment when it serves 125
families with 20 liters every day by day. The organization gives support, publicizing backing and
group drive.

Leveraging IPR
One of the inventors of Sarvajal, Mr Sharma said “IP can help deliver low cost services”.
Sarvajal is utilizing the validity connected with IP for persuading people groups, clients,
establishments and budgetary organization and ingraining trust in them in manifestation of long
haul reasonability of this innovation and utilizing it for shaping systems also.

The Piramal endeavours need to utilize patent insurance for being fiscally manageable by
sending expense initiative methodology and utilizing their development for utilizing first
mover's playing point and stalling contender's section utilizing IPR. The patent documented will
serve as game changer and key differentiators for Sarvajal to empower market entrance and also
mastery unless an alternate troublesome development happens and changes the paradigm
(Creative Destruction). (Please refer Exhibit 8)

Future Directions
Urban, Not Just Rural: Sarvajal is situating itself as a mass water supplier, confined to country
as well as urban where it is required. Sarvajal is planning to set up 1000 water "ATMs" in the
slums of Delhi and Mumbai. The ATMs are solar based controlled and can hold upto 500 liters
at full capacity.

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Customers, the vast majority of whom are slum inhabitants can get to the ATM with the
assistance of an ATM card. The customer applies for an ATM card. This helps SarvaJal catch
critical demographic information. Likewise, the chip in the ATM card will capture data about
utilization attributes of the ATM. Sarvajal looks to introduce water ATM's in slum clusters
(approx. nearly 20 ATM's will make one cluster). The establishments of the ATMs relies on
upon two viewpoints:

I. Availability of a water source – area identified for bore well by the government, etc.
II. Permissions from the local authority for land, installation, sale of water, etc.

Data Aggregation: The user characteristics captured can be aggregated with customised goods
and services for the user group.

Significant Challenges
Social Issues: One major town in Rajasthan has a few smaller towns, called Dhani, based on
nature of community. In the event that water ATM was introduced in one Dhani, individuals of
different Dhanis would protest. The advanced model of water ATM dealt with this issue. To
evade conflicts, the new model is deliberately put with the goal that it can be gotten to by
individuals of all groups. The machine itself is less complex with only one button.

With renewed government focus on furnishing provincial families with access to piped water
supply in sufficient amount with a metered tap connection providing safe drinking water, as the
year progressed, that meets predominant national drinking water measures, interest for sourced
water will eventually diminish. (Please refer Exhibit 9)
By 2022, every rural individual in the nation will have access to 70 lpcd within their household
premises or at a level or vertical separation of not more than 50 meters from their houses without
obstructions of social or monetary discrimination. Individual States can embrace higher amount
standards, for example, 100 lpcd if required (Strategic Plan for Rural Drinking Water in India – 2011-
2022; Department of Drinking Water and Sanitation- Rural Drinking water, GoI)

It is important that share of Indians to access to enhanced source of water has increased
altogether from 72% in 1990 to 88% in 2008.

Environmental Aspects: Sarvajal claims to recharge the wastewater produced during the
treatment process. "Groundwater here has high TDS content. Handling leaves 50 per cent water
with TDS content," says Singh. This water is sent back to the aquifers through recharge pits.

Shockingly, the area authority and different authorities in the groundwater office remain
unaware of water ATMs. With no legislature activity to handle the issue of defiled water, such
an entrepreneurial venture is a major hit. (Please refer Exhibit 10)

In the current model the franchisee need to oversee near to 5000 liters of salt water consistently.
Also, in the wake of a reasonable procedure towards water source advancement, the
development depends solely on underground water resources. Sarvajal operates in probably the
most water focused on districts of the nation. Rajasthan, a state where Sarvajal was established
and right now has the greatest operations, 80% of wells are critically overdrawn.

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 1: India as a “Hot Spot” of Physical and Economic Water Scarcity

Source: http://www.valuenotes.biz/wp-content/uploads/2014/11/Growth-of-premium-natural-mineral-water-in-
India-In-bn.bmp

Exhibit 2: India – Water Supply and Demand Gap

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 3: Appropriate water treatment technologies available in India

Household (individual) treatment Community-based treatment
technologies technologies
• Reverse osmosis water kiosks
• Ceramic filters (NGO
(Naandi, Sarvajal)
Small and medium- International Development
• Chlorination plants
sized firms (SMEs) or Enterprises (IDE)
(Aquasure)
NGOs • Tulip siphon filter (Basic water
• Bone char filters (NDC)
needs)
• Arsenic removal (Trunz)
• Unilever Pureit filter
• Procter&Gamble with water
Multinational • Grameen Veolia (arsenic
disinfectant PUR
enterprises (MNEs) contamination)
• Tata Swach (rice husk ash,
pebbles, and crushed cement)
• SODIS – Safe water through
social behavior change
Research institutions • Gravity Driven Membrane • Bone char filters (OSHO)
(GDM)
• Bone char filters (OSHO)

Exhibit 4: Growth of bottled water in India Year-on-Year

Source: http://www.valuenotes.biz/wp-content/uploads/2014/11/Growth-of-premium-natural-mineral-water-in-
India-In-bn.bmp

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 5: Cost of Drinking water across the globe (cost per 1.5 litres)
Country USD INR EUR Country USD INR EUR
Afghanistan 0.49 30.5 0.36 Lithuania 0.77 48.43 0.58
Albania 0.67 41.8 0.5 Luxembourg 1.07 66.88 0.8
Algeria 0.34 21.31 0.25 Macao 1.16 72.85 0.87
Argentina 1.28 80.6 0.96 Macedonia 0.55 34.42 0.41
Armenia 0.62 38.61 0.46 Malaysia 0.63 39.41 0.47
Australia 2.84 178.24 2.13 Malta 0.73 45.98 0.55
Austria 0.67 41.8 0.5 Mauritius 0.8 50.43 0.6
Azerbaijan 0.79 49.4 0.59 Mexico 0.92 57.42 0.69
Bahrain 1.33 83.19 1 Moldova 0.61 38.22 0.46
Bangladesh 0.32 20.19 0.24 Monaco 1.05 66.05 0.79
Belarus 0.7 43.92 0.53 Mongolia 0.51 32.23 0.39
Belgium 1.27 79.42 0.95 Montenegro 0.67 41.8 0.5
Bolivia 1.08 67.69 0.81 Myanmar 0.53 33.36 0.4
Bosnia & Herzegovina 0.68 42.67 0.51 Namibia 1.27 79.62 0.95
Botswana 1.17 73.52 0.88 Nepal 0.35 21.91 0.26
Brazil 0.88 55.02 0.66 Netherlands 1.33 83.6 1
Brunei 1.61 100.8 1.21 New Zealand 2.51 157.36 1.88
Bulgaria 0.55 34.21 0.41 Nicaragua 1 62.74 0.75
Cambodia 0.55 34.51 0.41 Nigeria 0.93 58.62 0.7
Canada 1.92 120.19 1.44 Norway 3.32 208.24 2.49
Chile 1.36 85.14 1.02 Oman 0.51 31.98 0.38
China 0.66 41.2 0.49 Pakistan 0.42 26.3 0.31
Colombia 1.3 81.61 0.98 Palestinian Territory 0.85 53.09 0.64
Costa Rica 1.9 119.22 1.43 Panama 1.15 72.16 0.86
Croatia 1.05 65.8 0.79 Papua New Guinea 1.83 114.8 1.37
Cyprus 1.28 80.26 0.96 Peru 1 62.7 0.75
Czech Republic 0.66 41.63 0.5 Philippines 0.69 43.56 0.52
Denmark 1.43 89.65 1.07 Poland 0.64 40.21 0.48
Dominican Republic 0.91 57 0.68 Portugal 0.67 41.8 0.5
Ecuador 1 62.74 0.75 Puerto Rico 1.97 123.61 1.48
Egypt 0.44 27.34 0.33 Qatar 0.55 34.47 0.41
El Salvador 0.8 50.2 0.6 Romania 0.75 47.2 0.56
Estonia 1.07 66.88 0.8 Russia 0.93 58.08 0.69
Ethiopia 0.65 40.91 0.49 Saudi Arabia 0.53 33.46 0.4
Finland 2.6 163.03 1.95 Serbia 0.54 33.97 0.41
France 1.07 66.88 0.8 Singapore 1.2 75.6 0.9
Georgia 0.6 37.65 0.45 Slovakia 0.8 50.16 0.6
Germany 0.67 41.8 0.5 Slovenia 0.8 50.16 0.6
Ghana 1 62.74 0.75 South Africa 1.17 73.44 0.88
Greece 1.33 83.6 1 South Korea 1.15 72.32 0.86
Guatemala 1.01 63.62 0.76 Spain 0.67 41.8 0.5
Guernsey 2.32 145.85 1.74 Sri Lanka 0.56 34.88 0.42
Honduras 1 62.74 0.75 Sudan 0.5 31.37 0.38
Hong Kong 1.81 113.32 1.36 Sweden 2.29 143.88 1.72
Hungary 0.45 28.29 0.34 Switzerland 1.08 67.97 0.81
Iceland 2.47 154.91 1.85 Syria 0.4 25.1 0.3
India 0.32 20 0.24 Taiwan 1.02 63.91 0.76
Indonesia 0.39 24.77 0.3 Tanzania 0.94 58.83 0.7
Iran 0.41 25.54 0.31 Thailand 0.48 30.03 0.36
Iraq 0.75 47.06 0.56 Tunisia 0.36 22.75 0.27
Ireland 1.69 106.18 1.27 Turkey 0.49 30.93 0.37
Israel 1.13 70.79 0.85 Uganda 1 62.57 0.75
Italy 0.53 33.44 0.4 Ukraine 0.73 46.02 0.55
Jamaica 1.44 90.06 1.08 United Arab Emirates 0.54 34.16 0.41
Japan 1.33 83.75 1 United Kingdom 1.6 100.58 1.2
Jordan 0.58 36.57 0.44 United States 1.75 109.8 1.31
Kazakhstan 0.78 48.97 0.59 Uruguay 1.35 84.44 1.01
Kenya 1 62.7 0.75 Uzbekistan 0.53 33.54 0.4
Kuwait 0.53 33.14 0.4 Venezuela 2.39 149.75 1.79
Latvia 0.85 53.54 0.64 Vietnam 0.5 31.36 0.38
Lebanon 0.8 50.2 0.6 Zimbabwe 2.75 172.55 2.06

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 6: SarvaJal’s successful pilot business model

Source: http://image.slidesharecdn.com/scaling-up-141031171153-conversion-gate01/95/business-innovations-for-
scalingup-water-and-sanitation-services-in-lowincome-countries-19-638.jpg?cb=1414793596

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 7: Business Model innovation at Sarvajal – Affordable, Accessible and Pure Water

Source: http://image.slidesharecdn.com/hsg-india-lecture-full-131108165908-phpapp02/95/business-model-innovation-for-water-services-23-
638.jpg?cb=1383951682

Exhibit 8: Schematic illustration of the working of the water distribution system as disclosed in Patents.

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Exhibit 9: Future policy directions, GoI

Exhibit 10: SarvaJal in the News as one of the Innovative Enterprises

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

 Management of Innovation and R&D

Bibliography
1. World Health Organization and UNICEF Joint Monitoring Programme (JMP). (2014). Progress
on Drinking Water and Sanitation, 2014 Update.
2. World Economic Forum (2015).Global Risks 2015 Report.
3. United States Census Bureau Estimates. (2014). U.S. Census Bureau, International Data Base.
4. Tropical Medicine and International Health. 19, no. 8 (2014): 894 - 905. Burden of disease from
inadequate water, sanitation and hygiene in low- and middle-income settings: a retrospective
analysis of data from 145 countries.
5. Map data sourced from WHO/UNICEF Joint Monitoring Programme for Water Supply and
Sanitation. (2014). Pg. 14. Based on 2012 Data. Progress on Drinking Water and Sanitation, 2014
Update.
6. https://propelsteps.wordpress.com/2013/11/07/know-price-of-1-5-liter-of-drinking-water-across-
the-world/
7. http://www.unmillenniumproject.org/goals/gti.htm
8. http://www.povertyactionlab.org/doc/usi-matchmaking-form-sarvajal-india
9. http://water.org/water-crisis/water-facts/water/
10. http://water.epa.gov/lawsregs/guidance/sdwa/upload/2009_08_28_sdwa_fs_30ann_dwsrf_web.p
df
11. http://businesstoday.intoday.in/story/innovation-drinking-water-supply-sarvajal-
waterlife/1/186622.html

Shailesh Kumar Jha, Environment Engineer, MBA (DMS, IIT Delhi)

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