Biashara Pawa Dialogue in Uasin Gishu County
Biashara Pawa Dialogue in Uasin Gishu County Reveals Need To Build an Inclusive Entrepreneurship Ecosystem Summary Bringing together women and youth entrepreneurs, county government, financial institutions, entrepreneurship ecosystem organisations, academia, and private sector actors, the Biashara Pawa dialogue event surfaced clear barriers such as: finance access, infrastructure, skills gaps, and market linkages; and identified actionable next steps. The event’s insights reinforced that county-level collaboration can accelerate inclusive enterprise growth when backed by coordinated implementation, local conveners, and sustained investment. These challenges mirror national trends, where only 26.3% of women-led MSMEs access formal finance due to collateral and credit history issues The Entrepreneurship Story That Unveiled The first Biashara Pawa dialogue in Uasin Gishu sends a positive signal that inclusive entrepreneurship support is urgently needed, collaboration is possible, and county-level action can unlock real economic opportunity. Held under the IYBA-SEED initiative and implemented through SNV, Responsible Business Consulting (RBC), and EldoHub, the dialogue convened entrepreneurs, county and national agencies, financial institutions, academia, business associations, and enterprise support organisations. Its purpose was not only to convene—but to identify barriers, surface practical solutions, and strengthen the systems that shape enterprise growth for women and youth. This is particularly relevant for Uasin Gishu, as the county is Kenya’s ‘breadbasket’ where agriculture contributes 80% of rural income via 90% arable land. At the same time, it also has growing businesses and economy in technology, manufacturing, green enterprise, services, and innovation-led sectors. The dialogue underscored the wider national challenge, also playing out in the county: women and youth remain underrepresented in higher-growth sectors because of structural constraints, not lack of ambition or potential. The Barriers Are Known, And Still Remain Urgent Across the discussions, participants identified familiar but persistent barriers that continue to hold back women- and youth-led enterprises: Limited access to finance, especially for entrepreneurs without collateral, formal records, or credit history Skills and capability gaps, including financial literacy, digital literacy, and regulatory understanding Weak infrastructure (roads, water, sewer systems, connectivity) that undermines productivity and growth Limited market access and weak business linkages Social and cultural norms that continue to shape sector participation, especially for women in technical sectors Information asymmetry, where support exists but entrepreneurs struggle to navigate institutions and programmes A key insight from the event was that many support mechanisms already exist—through county government offices, national agencies, banks, SACCOs, cooperatives, and business networks. However, these mechanisms are often fragmented, difficult to access, or poorly coordinated from the entrepreneur’s point of view. This is where ecosystem-building becomes essential, as seen continent-wide where Sub-Saharan Africa’s 26% female entrepreneurial activity yields 34% lower profits for women. County dialogues like Biashara Pawa can help bridge the gap between institutions and entrepreneurs by creating shared understanding, practical partnerships, and clearer pathways to support. Actionable Ecosystem Intelligence What made the Uasin Gishu event valuable was not just participation levels, but the quality of inputs generated from the discussions. Participants moved beyond broad conversation to contributing to sector-specific insights for agriculture and agribusiness, technology, manufacturing and engineering, financial services, green and circular economy, and WASH. The forum also captured action and recommendations for various actors in the entrepreneurship ecosystem. This convening opened up the consideration that county-level ecosystem dialogues can really be mechanisms for gathering practical intelligence and shaping better investments, rather than simply an event. For policymakers, the dialogue’s insights point to the pressing need for a concrete agenda focused on infrastructure, financing, skills alignment, and participatory policy design. For local entrepreneurship ecosystem actors, it reinforced that sustained collaboration, rather than one-off convenings, can influence whether momentum turns into jobs, enterprise growth, and inclusion. Key Highlights from the Uasin Gishu Biashara Pawa Dialogue High public-sector engagement potential: A strong majority of participants indicated they were likely to seek further entrepreneurship support information from the County Government of Uasin Gishu. Ecosystem convening worked: The event successfully brought together county government, national agencies, academia, private sector actors, ESOs, financial institutions, and business associations in one forum. Networking was a high-value outcome: Participants rated networking and peer connection as one of the most valuable aspects of the event. Participants strongly valued the learning environment: The dialogue was positively received as a platform that supports women and youth entrepreneurship, aligning with 93% of Kenyan women considering entrepreneurship. Sector-specific breakout discussions generated practical outputs: Solutions and recommendations reflected real sector needs rather than generic entrepreneurship advice. Agribusiness and technology were especially prominent: This aligned with county economic realities and the strengths of local ecosystem support structures. Mentorship demand is clear and actionable: Participants prioritised financial literacy and access to finance, scaling and networking, and business idea validation and market research. Inclusion gaps remain in some target sectors: Low representation from areas such as blue economy and infrastructure such limited resource opportunities e.g. in blue economy; but for infrastructure the low representation may highlight the need for more intentional outreach in future engagements, and/or a minimal presence of women and youth entrepreneurship in infrastructure sector in the county. Entrepreneurship is a county development issue: The dialogue connected enterprise growth to inclusive development, resilience, and long-term county competitiveness. Proposed Next Steps For The Entrepreneurship Ecosystem Actors The dialogue brought out useful actions and recommendations that call for a shared implementation agenda. 1) Build the Enabling Conditions for Enterprise Growth Strengthen TVET and industry alignment: through supportive regulation and structured collaboration on curriculum and skills development. Invest in enabling infrastructure: (roads, water, sewerage, and digital connectivity) that directly affects enterprise productivity and market access. Expand enterprise finance mechanisms: for youth and women, including grants, revolving funds, and support for collective financing models such as chamas. Use incentives to support transition sectors: such as recycling, renewable energy, and digital transformation. For example, the World Bank’s Ujasiriamali’s demonstrates that micro and small entrepreneurship is a credible pathway for youth, with the right financial support. Institutionalise participatory policymaking: by holding regular forums with entrepreneurs and ecosystem stakeholders during policy design. Address social norms and stereotypes: through community forums, youth engagements, and public awareness initiatives. 2)
Work That Works for People: A New Blueprint for Decent Livelihoods Through Social Sustainability
Work That Works for People: A New Blueprint for Decent Livelihoods Through Social Sustainability Imagine this. A security guard – let’s call him Peter – standing at the gate of a major company in Nairobi. Every morning, he is the first face clients see. Every evening, he is the last person employees greet as they rush out with laptops, deadlines, and weekend plans. He knows everyone’s name. He notices who is stressed, who is thriving, who needs a word of encouragement. He has memorised the company rhythms: the late-night departments, the early-bird managers, and even the visitors who always “forget” to carry their IDs. He guards assets worth billions. Yet when the night shifts settle in and the city begins to breathe differently, Peter retreats into a tiny tin shack behind the gate – a structure that barely qualifies as shelter. The walls are stained black with soot from the kerosene tin he uses to keep warm on cold nights. The air is thick, not with comfort, but with survival. His chair is broken – a metal frame holding up a piece of plywood – and there is no proper place to rest, even for a moment. This is the man safeguarding the company. This is the human being keeping the system standing. So we must ask ourselves – deeply, honestly, uncomfortably: If the people holding up the system are struggling just to stay warm, what exactly are we calling “work”? And whose livelihood are we really sustaining? Because decent work is not simply a payslip. It is not the existence of a job description or a uniform. Decent work is dignity. Dignity in how people are treated, protected, housed, valued, and heard. And dignity is the foundation of social sustainability. You cannot claim a sustainable organisation if the people behind the scenes are living unsustainable lives. According to ILO Global Wage Report 2024–25, in low-income countries, many wage-earners are “low-paid”: close to 22% of wage workers in low-income countries earn less than half the median hourly wage. Another related ILO publication – World Employment and Social Outlook 2023 (WESO 2023) – emphasizes that many “key workers” worldwide face poor working conditions: elevated occupational-safety and health (OSH) risks, insecure temporary contracts, irregular or long hours, lack of social protection (e.g. paid sick leave), low pay, and insufficient training, especially in low- and middle-income countries But these are not just percentages printed on glossy pages. They are real people – people like Peter. People who open gates, sweep floors, process invoices, clean washrooms, load trucks, and keep organisations moving while barely holding their own lives together. They are the invisible scaffolding of the economy. And yet, they are the ones most often forgotten in conversations about “transformation,” “growth,” or “business sustainability.” If we truly want businesses that last – businesses that are trusted, respected, and future-focused – then we must begin by sustaining the people inside them. Not in theory, not in reports, not in attractive PowerPoint slides, but in lived experience. This is the heart of social sustainability. This is where decent livelihoods truly begin. Companies cannot rely only on policies, standards, or compliance. They must prioritise people, act with sincerity, and operate with conscience. The question is no longer whether organisations can afford to prioritise decent work – it’s whether they can afford not to. Practitioners’ Guidance Reflecting on the RBC Susty Dialogue Series six, held on November 20th, 2025, at the Baraza Media Lab, the event explored the critical yet often overlooked dimensions of social sustainability that underpin decent work and dignified livelihoods. Held under the theme, “Decent Work andLivelihoods Through Social Sustainability,” the evening convened voices across sectors to explorehow organisations move beyond policies and statements to embed social sustainability into everyday operations and practices. In her opening remarks, moderator Susan Njoroge emphasised that sustainable businesses are built through people-centric practices, not just compliance or frameworks. She noted that decent work and dignified livelihoods are achieved collectively, requiring intentional alignment of organisational behaviour, culture, and purpose. “No one is coming to save us,” she reminded participants, “we build the future together.” The discussion brought together corporate leaders, social entrepreneurs, development practitioners, and grassroots actors to explore practical pathways to advancing social sustainability in workplaces, value chains, and communities. The event was guided by key questions: How can organisations translate social sustainability into real, measurable outcomes? What incentives or structures drive businesses to invest in people, dignity, and livelihoods? Panellists, including Judy Njino (Global Compact Network Kenya), Bernard Outah (World Fair Trade Organisation Africa & Middle East), and Bernard Wekulo (Industrial Promotion Services – IPS), unpacked strategies, shared experiences, and illustrated the everyday realities of social sustainability. Through curated breakout sessions, attendees examined practical approaches to embedding social sustainability, including empowering employees, ensuring fairness in labor practices, promoting community engagement, enhancing gender equality, and instituting ethical governance mechanisms. The discussions underscored that social sustainability is not a project, but a practice; not a slogan, but a posture rooted in the dignity of people and the health of communities. Judy Njino, Executive Director of the Global Compact Network Kenya, emphasised that social responsibility and sustainability are ultimately about how companies take responsibility for the impact of their decisions and actions on people. She reiterated that business is part of society and cannot detach itself from the wellbeing of those it affects. She highlighted that the UN Global Compact’s Ten Principles give organisations a baseline for ethical conduct, legal compliance, and meeting stakeholder expectations, adding that companies cannot claim to rely on people while ignoring their welfare. To underscore her point, she noted that “advancing decent work begins with demonstrating real impact and ensuring people are protected.” Bernard Outah, Regional Director of the World Fair Trade Organisation Africa & Middle East, explained that Fair Trade challenges companies to rethink how trade can be made fair by putting people and planet first, even as profit remains relevant. He pointed out that the organisation’s ten principles focus on decent and healthy
Expanding opportunities: women and youth driving financial inclusion in Kenya
Expanding Opportunities: Women and Youth Driving Financial Inclusion in Kenya Across Kenya, women and youth remain at the center of small-scale trade and entrepreneurship. From market stalls to digital platforms, they are powering local economies yet their access to affordable and fair financial services still lags behind their ambition. High borrowing costs, limited credit options, and persistent unemployment make it difficult to translate entrepreneurial energy into long-term success. Women, who own nearly half of Kenya’s micro and small enterprises, face a financing gap estimated at over KSh 300 billion, while youth unemployment remains above 13%. Many are forced to rely on informal savings groups or costly credit from shylocks, highlighting the urgent need for inclusive systems that reflect the scale of their contribution. Progress in financial inclusion is undeniable, but uneven. Today, 84.8% of Kenyan adults use formal financial services, from banks and insurance to SACCOs and mobile money. Yet among youth (18–35 years), only 58% hold a formal savings account, while nearly half rely solely on mobile money. Gender parity also tells a mixed story. For every man working in Kenya’s banking sector, there are three women, but most remain in junior positions while men dominate leadership. In the insurance industry, the trend is reversed: more men work in the sector, but women hold a larger share of senior roles. These realities show both progress and persistent gaps in building inclusive financial leadership. When it comes to entrepreneurship, women and youth are proving that they can drive financial innovation. Women’s growing participation is strengthening financial literacy and building resilience, while youth are embracing digital platforms to grow new ventures. The demand is clear, the digital rails are in place, and the momentum is strong. What remains is the business opportunity designing financial services that are relevant, affordable, and truly accessible. Untapped opportunities in the informal sector The informal economy made up of market traders, boda boda operators, salon owners, and artisans remains Kenya’s economic backbone, accounting for 80% of new jobs outside agriculture. Yet these entrepreneurs often deal with irregular cash flows and are excluded from traditional credit systems. Many depend on shylocks and loan sharks. Here lies one of the biggest untapped opportunities: innovative financial services that use alternative data such as sales, inventory, or phone usage for credit scoring and risk evaluation. Localized peer-to-peer referencing can also unlock credit for traders, building trust and inclusion in ways formal institutions cannot. Community finance models are also reshaping access. Table banking, popularly known as chamas, is one of the fastest-growing systems nationwide, with women making up 97% of members in Kenya. By mid-2023, almost half of Kenyan women were in a chama, circulating an estimated KSh 60–80 million annually. Supporting these groups with financial training, insurance, and digital tools to reduce fraud or default could multiply their impact and also create new business opportunities for startups. Fraud control is another critical area. Kenya’s financial sector loses hundreds of millions each year to fraud, eroding trust and causing everyday people to lose hard-earned income. Entrepreneurs who design effective fraud prevention and protection tools have an opening to create both social and financial value. At the county level, new opportunities are emerging through affordable credit and voucher programs, such as those in Nakuru and Kisumu. Businesses can complement these efforts with tools for onboarding, loan tracking, and repayment management, or by embedding financial literacy into everyday spaces like markets. Training mama mbogas on financial skills in their own trading environments is far more effective than offering one-size-fits-all boardroom solutions. Why it matters Expanding financial opportunities for women and youth is about more than individual empowerment; it is about reshaping the financial sector itself. By addressing barriers such as lack of collateral, limited digital literacy, and weak market linkages, inclusive finance can move women and youth from being consumers of financial products to becoming creators and shapers of financial systems. Supportive government programs like AGPO and SACCO reforms, along with donor-backed accelerators, are providing a foundation. Community trust, particularly strong among women and youth groups, can be leveraged to scale grassroots-led solutions. And as more role models emerge in the name of successful entrepreneurs, mentors, and innovators, new entrants can draw lessons and confidence to pursue their own ventures. And with that being said, the financial services sector is no longer just about Nairobi or large banks. It is being transformed by local entrepreneurs, county-level programs, and digital solutions that are spreading inclusion to towns and villages across the country. What is needed now are youthful innovators and bold women founders ready to seize these opportunities and make finance work for everyday people. As Sean Croxton once said, “an idea without execution is nothing more than delusion.” The ideas are here, the opportunities are clear, and the support systems are growing. The real question is, who will take the lead in building the next generation of inclusive financial services in Kenya. Read more articles here
Kenya’s tech revolution will fail without women and youth at the forefront
Kenya’s Tech Revolution Will Fail Without Women and Youth at the Forefront Kenya’s technology industry is booming from mobile money innovations like M-Pesa to the vibrant start-up hubs in Nairobi, Kisumu, Mombasa, Eldoret, and Nakuru. The sector is projected to contribute 9.24% to GDP by 2025 and is growing at an impressive 10.8% annually. Global giants like Google, Microsoft, Amazon, and Visa have set up regional offices here, creating jobs, skills, and technology transfer opportunities. But here’s the uncomfortable truth: this growth will plateau if women and youth are not at the centre – not just as users of technology, but as creators, decision-makers, and founders. Why inclusion can’t wait Globally, women make up just 25% of the tech workforce. In Kenya, it’s slightly better at 30%, yet the leadership gap is stark: only 11.2% of start-up CEOs are women, and just 16.6% have female co-founders. Among youth, only 19% work in tech with rural youth participation even lower. This is more than a social justice issue; it’s an economic imperative. When diverse voices shape technology, solutions become more relevant, inclusive, and sustainable. A sector dominated by a narrow demographic risk building tools that fail to address the realities of the people they serve. Momentum is building but needs scaling Across Kenya, a wave of initiatives is proving that with the right support, women and youth can lead transformative change in tech. In Kisumu, LakeHub nurtures start-ups like Femitech Developers, giving young founders the skills and networks to scale. In Eldoret, EldoHub is training rural youth in coding and digital entrepreneurship, connecting them to opportunities beyond their hometowns. National programmes like Ajira Digital are showing young people how to earn a living online, while the Women Enterprise Fund and Youth Enterprise Development Fund are financing start-ups that would otherwise be locked out of capital markets. Private sector and development partners are also stepping up: Safaricom’s Women in Tech programme is opening STEM pathways for girls, Standard Chartered in partnership with @iBizAfrica accelerates women-led start-ups, and SNV’s Enhancing Opportunities for Women’s Enterprises (EOWE) has equipped over 5,000 rural women with financial literacy, unlocking access to credit. Even in underserved areas, innovation is reaching the margins. The Youth for Technology Foundation and UNESCO’s DigiKen are setting up training hubs in informal settlements and arid regions, proving that geography shouldn’t limit potential. These efforts are not scattered acts of goodwill — they are pieces of a growing movement to democratise Kenya’s tech future. But movements need momentum, and momentum needs investment, visibility, and political will. Proof of what’s possible When Elizabeth Wambita graduated into a tough job market, her prospects seemed uncertain. That changed when she joined a six-month internship at LakeHub in Kisumu. There, she learned how to build websites, design marketing campaigns, and create logos. Armed with these skills, she co-founded Femitech Developers, a start-up offering web development, SEO (search engine optimization), graphic design, and social media marketing services. In a rural village where menstruation often meant missed school days for girls, Lucy Kapkirwok recognised a silent crisis. She responded by creating Sanpad an affordable, disposable “panty-cum-pad” that removes the need for separate underwear and washing. Designed for resource-poor settings, it offers a dignified solution that keeps girls in class and supports women on the move. And in another corner of Kenya, John Paul Kipruto Tarus saw a way to address two challenges at once: plastic pollution and the shortage of school furniture. By recycling discarded plastics into colourful tables and chairs for kindergartens, he is not only reducing waste but also creating safe, durable learning spaces for young children. These are not isolated “success stories.” They are proof points that when women and youth innovate, they tackle systemic challenges with fresh, practical solutions. The gaps we must confront For all the progress made, Kenya’s technology sector is still shaped by invisible walls. Funding remains skewed toward male-led ventures, with women often forced to prove their credibility twice over before investors will listen. Cultural norms still whisper and sometimes shout that technology is a man’s field, discouraging girls from even considering careers in STEM. In rural areas, entire communities are left offline, their innovators locked out of digital markets simply because the infrastructure has not reached them. And for those who do take the leap into entrepreneurship, the path is often lonely; mentorship is scarce, leaving many first-time founders without the guidance they need to survive their first years. Unless we dismantle these barriers, countless ideas will remain only dreams, never given the chance to grow into solutions that could transform lives. A call to action Changing this reality will take more than goodwill, it will demand deliberate, coordinated action. Investors must begin to see women- and youth-led ventures not as charity cases, but as engines of growth that deserve substantial backing. The government, too, has a role to play in making connectivity universal, ensuring that a young coder in Turkana has the same opportunities as one in Nairobi. And communities from schools to local leadership must champion their young innovators, celebrating their progress and surrounding them with mentors who can open doors to the world beyond their immediate reach. Because when you give a young woman the tools, training, and belief to build her idea, you don’t just change her life; you ignite a spark that can light up an entire industry. Somewhere right now, a schoolgirl is sketching an app on the back of her notebook. A young man in a rural workshop is tinkering with a prototype made from scrap parts. They are the future of Kenya’s tech revolution — but only if we make sure their voices are heard, their skills are sharpened, and their ideas are given room to thrive.
Shining a Light on Women and Youth Entrepreneurs
Shining a Light on Women and Youth Entrepreneurs Highlights from the Kisumu Dialogue Event In Kisumu County, where the shores of Lake Victoria meet a bustling hub of trade and culture, a new wave of entrepreneurial energy is rising. On 23rd July 2025, Kisumu became the stage for the first-ever BiasharaPawa Dialogue Event, a pioneering platform under the IYBA-SEED (Investing in Young Businesses in Africa–Supporting Entrepreneurial Ecosystem Development) initiative led by SNV. This event marked the beginning of a nine-part dialogue series taking place across Kisumu, Nakuru, and Uasin Gishu counties through to September 2026. Hosted by WiseHub in partnership with Responsible Business Consulting (RBC) and Kaizen Consultancy, the Kisumu gathering drew 125 participants: entrepreneurs, county officials, private sector leaders, and academia. Together, they shared one goal advancing women and youth entrepreneurship in underrepresented sectors. The energy, optimism, and collaboration on display signalled a powerful shift in Kisumu’s entrepreneurial landscape. A Platform for Inclusion and Opportunity The Kisumu dialogue was far more than a business event. It was a movement to recognize and elevate women and youth whose voices are often missing in key economic spaces. From inspiring role models sharing their journeys, to over 80 seed and pre-seed entrepreneurs eager to learn and connect, the room was filled with determination and possibility. County leaders, academic institutions such as Jaramogi Oginga Odinga University of Science and technology (JOOUST) and Maseno University, and private sector partners including Equity Bank Foundation and Pepea Capital sat side by side with small-scale entrepreneurs and local hubs. It was a rare moment where people who do not usually share the same platform came together to imagine solutions. Central to the day’s discussions were eight sectors that hold both promise and challenges for women and youth: agriculture and agribusiness, green and circular economy, manufacturing and engineering, technology and innovation, the blue economy, financial services, infrastructure development, and water, sanitation, and hygiene (WASH). In breakout sessions, participants exchanged perspectives on how to dismantle barriers and unlock opportunities in these fields, many of which have long been dominated by men. Ideas ranged from sustainable agriculture practices like black soldier fly protein supplements, to harnessing Lake Victoria’s untapped potential for women and youth, to the future of digital entrepreneurship. As Caroline Odera, CEO of WiseHub, put it: “We need to recognize and celebrate women and youth in sectors that are underrepresented in Kenya. Dialogue and knowledge exchange are how we start building a future of job creators in our region.” Government Commitment in Action The dialogue also highlighted the role of the local county government in creating an enabling environment for entrepreneurship. Hon. Farida Salim, Kisumu County Executive Committee Member for Trade, Tourism, Industry and Marketing, shared encouraging updates: “We as Kisumu County Government are actively working to put in place strategies that improve the businesses of small-scale traders. Our goal is to ensure that they grow from where we found them and walk with them until they reach a place of progress.” These commitments include new entrepreneurship clinics, a revolving fund, and the ‘smartduka’ programme targeting 6,000 entrepreneurs, practical steps that signal a growing alignment between policy and the needs of local businesses. A Collective Vision for Change The greatest achievement of the Kisumu Dialogue Event lies not in a single announcement but in the momentum it created. Partnerships forged in that room are already being translated into action, from mentorship programmes linking young entrepreneurs with role models, to a toolkit that will guide future dialogue events. The journey now moves to Nakuru County on 28 August 2025, the second stop in a series designed to ensure that women and youth are not only part of business conversations but are also seen, heard, and supported in tangible ways. As Nduta Ndirangu, Project Manager at IYBA-SEED Kenya, reminded participants: “Strengthening the ecosystem means equipping women and youth businesses better. We’re shifting from an employment-seeking mindset to a business-building culture.” With passion, partnerships, and persistence, Kisumu’s entrepreneurs are not just imagining change—they are building it. Supported by development partners, county and national governments, and a vibrant network of entrepreneurship support organisations, the BiasharaPawa movement is setting the stage for a new generation of job creators. The Kisumu event is part of the BiasharaPawa campaign under the IYBA-SEED Kenya project, led by SNV and brought to life with the collaboration of Responsible Business Consulting, Kaizen Consultancy, WiseHub, NakuruBox, and EldoHub. Together, these partners are championing change in Nakuru, Uasin Gishu, and Kisumu counties. For more information about upcoming events and how to get involved, follow the BiasharaPawa campaign on social media or contact WiseHub, NakuruBox and EldoHub in your respective counties.
Celebrating Winfred Kiarie, A Trailblazer Empowering Girls and Women in Turkana
Celebrating Winfred Kiarie, A Trailblazer Empowering Girls and Women in Turkana World Humanitarian Day 2025 Many of us, if not all, have had a different encounter with beads. It could be your favourite bracelet/anklet/necklace, the decor in your home or go-to souvenir while on a Safari in Masai Mara. Among the Maasai people, beads hold an even deeper meaning. Beyond the adorable aesthetics, they symbolise identity, culture and heritage. For the girls, beads represent a key transition in their lives —from girlhood to womanhood. And as beadwork, a skill mastered and a thriving industry led by the Maasai women, has evolved from grass to glass, so is the world. With education permeating the remotest parts of Turkana, some of the girls have found themselves at crossroads —pursuing education or marriage. Is it possible to adorn both? For Winfred Kiarie, beads became something else: a doorway to reimagining what girlhood could mean. On her thirtieth birthday in 2023, Winfred, a Trade and Investment professional and alumni of Strathmore University, wanted to take on a selfless kind of celebration. “I felt an urge to do something that is really not about me. Something for other people,” Winfred noted. When her mentor Christina, with whom they schooled together, mentioned about an upcoming visit by Another Kind of Christmas initiative, Winfred was more than delighted to tag along. She had found a perfect birthday gift, which she continues to unwrap with glee and a passion for education. The Journey North In December that year, Winfred set for Turkana alongside Christina and other volunteers. As they traversed the scenic, calm, Lodwar Town, down to Nariokotome village, the vehicle jolted along the rough path and the gifts they came bearing jerked in the boot. About 130 kilometres of travel from Lodwar, to add on to their journey from Nairobi, was no small fit. It was a long journey for sure, but the beaming smiles on the faces of the children and other residents as they made an entrance into the village, offered them refreshing energy. The enthusiasm from the children was more than inspiring. A Bridge to Opportunity When Winfred joined Another Kind of Christmas, the initiative was relatively new. Initiated by Strathmore University in 2019 as part of the Strathmore Turkana Education Program (STEP), the project seeks to empower girls and women through education and mentorship. Nestled in Northern Kenya, Turkana harbours both good and unfortunate history. Turkana is known for one of the most significant, globally recognised fossil discoveries and embodies a rich cultural heritage. Turkana is also home to one of the world’s largest lakes —Lake Turkana. On the other hand, the region continues to grapple with harsh climatic conditions, including drought, with remote villages bearing the brunt of it all. Having barely any economic activity to lean to, many people in villages like Nariokotome and Kokuselei, are trapped in endless cycles of poverty. Lack of access to education and malnutrition is a constant struggle, and only 3% can access secondary education. Joining Another Kind of Christmas, Winfred had one mission —to inspire and transform the lives of girls in Nariokotome and Kokuselei through education. As a team lead, she wears the hat of a teacher, teaching Maths and English. Winfred also offers mentorship to the girls, supports the elderly and helps with feeding the children. Prior to the visits in December, she is actively involved in mobilising funds and books for the children. Empowering girls who are out of school is also a key part of the project, where they are taught beadwork. Speaking of one of such girls, who has shown immense progress, Winfred shares about *Katalina. She is juggling studies in fashion design and raising her kids and is a great inspiration to the girls —the silver lining in their dilemma, that maybe they can have both marriage and education? Advancing the SDGs Through her work in Nariokotome and Kokuselei, Winfred has become more than a humanitarian worker, she is a bridge to opportunity. By supporting learning for girls both in and out of school, she is helping them imagine futures beyond early marriage and cycles of malnutrition. Girls like Katalina, once resigned to a life of limited choices, now see that it is possible to pursue both education and family, a shift that speaks directly to the promise of quality education (SDG 4). But education is only one part of the transformation. In a region where very few girls make it past primary school, Winfred and her fellow volunteers have helped nearly ten girls progress through primary and secondary education. Alongside academics, the girls gain practical skills in fashion design and beadwork, empowering them to potentially become financially independent. These efforts help to advance gender equality (SDG 5), while also lays the groundwork for decent work and economic growth (SDG 8) and ultimately reduce poverty (SDG 1). Not Without Challenges Winfred’s journey has not been without obstacles. Working in remote regions like Nariokotome and Kokuselei means facing limited resources, cultural barriers and at times, resistance to change. Yet, as an African proverb reminds us, “When the roots are deep, there is no reason to fear the wind.” The challenges she encounters have only deepened her resolve, shaping her into a stronger advocate for girls and families who often stand at the margins of society. Even for the men, who women are not allowed to speak to, Winfred and her team are working with about four men who play soccer with the young boys and help pass messages to the men. A Personal Story For Winfred, this work is deeply personal. She remembers being a timid, self-doubting child herself. “I was very shy, scared of getting it wrong. That’s why I’m passionate about mentoring these girls — because I know what it means to lack confidence.” Today, she thrives as a trade and investment professional by day and a humanitarian mentor by passion. Through her presence, girls in Turkana see that they, too, can dream bigger. “When
Why More Women and Youth Should Join the Green and Circular Economy in Kenya
Why More Women and Youth Should Join the Green and Circular Economy in Kenya It is often agreed that the economy is the backbone of a country’s development, as part of development economics thinking. So what do we mean when we talk about the economy, it is the system by which a country or county produces, distributes, and consumes goods and services. It includes all activities related to the use of resources—like labour, land, capital, and entrepreneurship—to meet people’s needs and wants. Looking at the economy in this way, it becomes evident that business and society are at the heart of an economy: businesses to produce the goods and services; society: to provide the labour, capital and buy/consume the goods and services. For Kenya and its counties, economic development is essential. Yet economic development relies on natural resources e.g. land, water, and people rely on natural resources too for life. Environmental degradation and climate impacts are pushing us to adapt different approaches to how we produce and consume (economic activity) goods and services, in a way that urgently takes greater responsibility to our finite natural resources. What Is the Green and Circular Economy? The green economy is about doing business in a way that protects the environment. This includes: Using clean energy like solar or wind Planting trees or farming in ways that protect the land Making eco-friendly products The Circular economy is about reusing, repairing and recycling so we create less waste. For example: Recycling plastic waste into new products such as paving blocks by Gjenge. Using old tyres to make sandals Turning food waste into compost for farming The green and circular economy is vital because it promotes sustainable use of resources by minimizing waste, reusing materials, and reducing environmental harm. It supports economic growth while addressing climate change, conserving biodiversity, and creating resilient, long-term job opportunities—especially in sectors like renewable energy, recycling, and sustainable agriculture. When countries adapt the green or sustainable economic approach, millions of employment and entrepreneurial opportunities arise. This is because the green and circular economy transcends other sectors such as agriculture, manufacturing technology, construction etc., thereby giving the sector a huge value of at least 50% of Kenya’s GDP. Are Women and Youth Involved? The Statistics Women and youth are already leaders in taking care of the environment at home and in their communities in simple routine activities such as feeding poultry kitchen leftovers, planting trees and conserving nature. More recently, they have taken up green entrepreneurship though the data is scarce but there is a clear sense of direction. Positive Majority of waste collectors and sorters are women and youth who mainly work as independent contractors selling their collection to the highest bidder In rural Kenya, women are the stewards of the environment through sustainable agriculture and water conservation Small scale women-led cooperatives are leading in sustainable farming practices As of 2019, women comprised 35% of total staff at ministry of energy Women and children dominantly control domestic cooking energy and water usage hence readily adapt resource conservation efforts Majority of sustainability training programmes today target women and youth to bridge the skills and knowledge gap Negative Many women and youth are not trained in green business or technology Both women and youth dominate lowly ranked positions in the green and circular economy Many women and youth lack adequate support and funding to start eco-friendly businesses Most women have limited awareness of the circular economy and its potential benefit Why Is the Green and Circular Sector Important? Broadly, the sector creates clean, safe jobs and helps fight climate change to preserve life on Planet Earth now and in the future. With Kenyan women and youth facing some of the highest unemployment rates in the world, perhaps going green could be the ultimate solution. Globally, the sector is expected to create over 100, million jobs while in Kenya about 240,000 jobs by 2030. Going green encourages innovation and smart ideas among women and youth. As of 2025, there were a total of 219 startups in the clean energy sector alone with a majority led by youth. Women have also made their mark with notable women-led clean energy enterprises including Solar Freeze, Safi Organics, and Strauss Energy. Also, Kenyan women and youth have received global acclaims for their green innovations. For example, Esther Kimani was awarded by the Royal Academy of Engineers for her work in innovative pest control. Who Is Supporting This Work? Efforts to drive and support a greener and circular economy are taking root, and here are some examples of initatives from diverse stakeholders and actors: National Environment Management Authority (NEMA): The government agency that creates and enforces the legal and policy framework on environmental protection. Kenya Climate Innovation Center (KCIC): incubates entrepreneurs with green business ideas—especially youth and women—to start and grow their work. GIZ Kenya: The German development partner that among many things supports small businesses in clean energy and green jobs across counties. For instance, GIZ partnered with Stanbic in the WE4D program to empower 300 women-led green energy businesses. IYBA-SEED which is funded by the development arms of the governments of France, Netherlands, Slovakia, Belgium and Germany, supports and funds women and youth entrepreneurship programmes that include green economy and sustainable practices. Entrepreneurship Support Organisations (ESOs) ESOs are driving community and local empowerment of youth-led and women-led green and circular economy start-ups through incubators such as Nakuru Box, WiseHub and Eldohub. For example, Eldohub commitment to the green and circular entrepreneurships is captured by one of their slogans, “Gold for Prosperity, Green for Growth” which targets incubating startups in the sector. WiseHub has also made its mark by nurturing young entrepreneurs in the sector. How to Support Women and Youth to Join the Green Economy Sector Governments, private sector, development organisations, and NGOs have an equal role to play in supporting this agenda of empowering women and youth entrepreneurship in the green economy. The strategies include: Teach green skills. This includes integrating green and circular thinking
Manufacturing & Engineering in Kenya: A Sector Needing Inclusion
Manufacturing & Engineering in Kenya: A Sector Needing Inclusion Women are the largest untapped reservoir of talent in the world– Hillary Rodham Clinton Introduction The manufacturing and engineering sectors in Kenya contribute about 7-10% of the national Gross Domestic Product (GDP) underscoring their importance to the economic growth of the country. Kenya’s economic blueprint, Vision 2030, plans to increase this contribution to 15% in the next five years. One possible way to achieve this growth is by increasing the number of women and youth (15–34 years old) actively involved, leveraging their effort and sheer scale, accounting for over 70% of the population, that is not as prevalent among men who have traditionally dominated these sectors. Current Inclusion Efforts Besides the broad entrepreneurship promotion programmes targeting women and youth, there are specific efforts to increase entrepreneurship in manufacturing and engineering for these two significant demographic groups. Here are some interesting initiatives charting a way forward: Kenya Association of Manufacturers (KAM) runs the Women in Manufacturing programme, which offers networks, mentorship, technical training, and policy advocacy. The programme also fetes successful female entrepreneurs with the 2025 overall Woman Industrialist of the Year awarded to Anne Musangi. Various organisations such as the International Centre for Research on Women (ICRW) and Kenyatta University (KU WEE Journal) publish studies that highlight gender gaps and inclusion strategies in manufacturing and engineering. National Youth Service (NYS) and Technical & Vocational Training (TVETs) train women and youth in various courses like engineering and manufacturing. They have developed strategies to increase female enrolment, such as creating gender-responsive learning environments, which have partly boosted enrolment by 10–22% in engineering disciplines. Some private organisations, such as Strathmore University and Entrepreneurship Support Organisations (ESOs) such as Nakuru Box, WiseHub and Eldohub offer training and mentorship to women and youth spurring entrepreneurship in key counties and regions of Kenya. Development organisation programmes such as IYBA-SEED support and fund women and youth entrepreneurship programmes that include manufacturing and engineering National and county government entrepreneurship support programmes such as Women fund and Youth Fund target women and youth in manufacturing and engineering. Together, these organisations and their initiatives provide a much needed framework for inclusion—but more localised and county-led acceleration is needed to include this majority demographic into manufacturing and engineering as key development sectors. At a national and county level, shaping targeted pathways for women and youth entrepreneurship needs to be guided by concrete data; e.g. manufacturing and engineering sector data at a county level, education data of these demographics in tertiary education into manufacturing and engineering, etc., to ensure effective strategies are initiated and implemented. Key Statistics On Women and Youth Underrepresentation in the Sectors The positive side The population of adult women (above 18 years) in Kenya stands at about 20 million while male youth (18-35 years) stand at about 6 million. Women-owned MSMEs comprise 20% of Kenya’s GDP. 62.2% of Kenyan women are actively involved in the labour force compared to the global and sub-Saharan averages of 50% and 40% respectively. 80% of women completed secondary school and men at 82.2% and nowadays, more girls than boys transitioned from primary to secondary school. The number of girls pursuing STEM education rose from 11% in 2020 to 31% in 2022. Number of females training for engineering/manufacturing/construction jumped from 1.8% in 2020 to 19.5% in 2022. 80% of youths in a survey are interested in entrepreneurship The negative side Just 17 % of Kenya’s formal manufacturing workforce are women, rising by only 1 percentage point between 2018 and 2019 (from 16 % to 17 %) Only 2 out of every 100 women get training in engineering, manufacturing, or construction, compared to 6 out of 100 men. Most women-owned manufacturing businesses are micro, small and medium enterprises (MSME) and operate in the informal sector. Kenya’s youth unemployment stands at 67% compared to the national average of 12.7% (FKE) How to Promote More Women & Youth Involvement in Manufacturing & Engineering Scholars and experts on women and youth affairs recommend various strategies to meet Goal 5 and 10 (gender equality & reduced inequalities) of the Sustainable Development Goals (SDGs) specifically in the manufacturing and engineering sectors. Below is a summary of the 7 major ones: Scale TVETs Make it easier and cheaper for women and youth to study engineering in NYS and TVETs. Integrate entrepreneurial training in engineering and manufacturing curricula to bridge skill gaps. Role Model Visibility & Mentorship Connect prospective entrepreneurs with role models in engineering for mentorship and sharing their stories to break stereotypes Facilitate Access to Finance & Infrastructure Provide adequate business development services including funding and training Gender-Responsive Policies & Incentives Mainstream gender analysis into manufacturing and engineering practices and policies STEM Outreach in Schools Promote STEM subjects in schools for women and youth through scholarships and affirmative action. Encourage Start-up Ecosystems Empower youth-led and women-led manufacturing start-ups through incubators such as Nakuru Box, WiseHub and Eldohub. For example, Eldohub has trained over 30 female entrepreneurs and offered mentorship opportunities to over 400 entrepreneurs. Also, Wisehub and Nakuru Box run multiple training and mentorship programmes for youth and women entrepreneurs on various skills. Combat Cultural Stereotypes Deliver awareness campaigns to challenge norms and embrace positive masculinity to support women. Concluding Call to Action Enabling more women and youth to join manufacturing and engineering ensures Kenya’s economic growth and job creation. By combining targeted education, training, entrepreneurial support, and fighting cultural stereotypes, Kenya can increase the number of women and youth entrepreneurs in manufacturing and engineering to readily achieve its development ambitions.
Sustainability Strategy: The Competitive Business Imperative, Not Just a Buzzword
Sustainability Strategy: The Competitive Business Imperative, Not Just a Buzzword This article was originally published on Qazini.com In an age where deepening inequality, nature loss and climate change threaten the fabric of our societies, businesses (of all sizes) can no longer afford to treat sustainability as a side project. The world and life around us is shifting, fast, and businesses are being called upon to do more than make profits. They must become part of the solution. Welcome to the era of sustainability strategy and integration, where action is not only desirable, it’s essential. Why sustainability, why now? From the World Economic Forum’s Global Risks Report to Africa’s economic outlook and in boardrooms across the continent and worldwide, a consistent message is emerging: the future hinges on how well we manage our environmental, social and governance (ESG) responsibilities. Sustainability is no longer a “nice-to-have” but a “must-do”. This is being driven by regulations, stakeholders, investors and an increasingly conscious younger workforce; businesses are being held accountable in unprecedented ways. Customers demand transparency, employees want purpose and better communities, and investors are aligning capital with impact. Yet, amid rising expectations, many companies find themselves still wondering where to begin, and even asking, why should companies take sustainability seriously? The answer, because it pays. Sustainability action can cut costs, mitigate risks, unlock revenue and market opportunities, and build enduring brand value. But more than that, it addresses existential threats and responds to the societal call for responsible business conduct. Think of it this way: Will bad things happen if we don’t do it? Is it a financially rewarding thing to do? Is it simply the right thing to do? For a growing number of businesses, the answer to all three is a resounding “yes”. A journey of integration Sustainability integration doesn’t happen overnight. It progresses through stages, each deepening a company’s commitment and alignment with sustainable principles. Here is one way to look at the sustainability journey of an existing company: Pre-compliance – The business operates reactively, addressing only the most immediate or visible risks without a broader sustainability agenda. Compliance – The company begins to meet legal and regulatory requirements on environmental and social matters, often driven by external pressure. Beyond compliance – The business shifts from obligation to opportunity, proactively managing ESG risks and identifying areas for improvement or innovation. Integrated strategy – Sustainability is no longer a siloed initiative; it becomes embedded in business strategy, influencing decisions across departments. Purpose and values – The organisation operates with a clear sense of purpose, using sustainability as a core principle guiding culture, leadership, partnerships and innovation. Importantly, each stage calls for increasing levels of awareness, investment, transparency and leadership. Frameworks and tools – Guiding lights for the journey To navigate the complex sustainability landscape, businesses can rely on tried-and-tested frameworks and tools that provide structure, comparability, and credibility. Here are key frameworks and tools that are used to integrate responsible business practices and strengthen corporate strategic direction: The Sustainable Development Goals (SDGs) – A universal blueprint of 17 goals to address the world’s most pressing social, environmental, and economic challenges. The Global Compact Principles – Ten principles covering human rights, labour, environment, and anti-corruption to guide responsible business conduct. Global Reporting Initiative (GRI) – A widely used framework for sustainability reporting, helping organisations communicate their ESG impacts clearly and consistently. B Corp Certification – A certification for companies that meet high standards of verified social and environmental performance, accountability, and transparency. SDG Action Manager – A digital tool that helps companies assess and improve their contribution to the SDGs. IFRS S1 and S2 by International Sustainability Standards Board (ISSB) – New global standards for sustainability-related financial disclosures (S1), focusing on enterprise value and climate-related risks (S2). These frameworks and tools are not checklists—they are lenses through which companies can view their operations, engage stakeholders and make informed decisions. It is essential that organisations choose the framework most aligned with their business sector and goals while staying open to evolving standards and regulations at national and global levels. Sustainability strategy – Eight useful steps explained Developing a sustainability strategy is a deliberate, strategic and adaptive process. The most important consideration is that it is best done ‘learning by doing’. Here are 8 useful steps on how to approach developing a sustainability strategy: Determine your current stage in the sustainability journey Begin by assessing where your business sits on the integration journey—this will shape your next steps and highlight areas of focus. Establish the business case for action Define the “why”. Consider risks, costs, market expectations and value creation. Link sustainability to financial performance, resilience and long-term viability. Choose a sustainability framework that guides vision and execution Select a framework that aligns with your industry and ambition. This ensures your strategy is grounded in recognised principles and can be effectively benchmarked. Conduct an impact assessment to understand risks and opportunities Analyse your environmental and social footprint, stakeholder expectations, supply chain issues and future trends. This assessment should be data-driven and stakeholder-informed. Identify metrics and indicators to track progress Define clear, relevant KPIs for your sustainability goals—this includes both lagging (results) and leading (effort) indicators. Develop an implementation strategy and prioritise projects Outline what actions you’ll take, who will lead them, the resources needed, timelines, and how to scale impact over time. Build internal structures and systems to support integration Set up governance mechanisms, assign roles and responsibilities, embed sustainability in performance management systems, and ensure leadership buy-in. Communicate, train, and report openly and consistently Engage employees and external stakeholders through honest reporting, storytelling, and capacity-building initiatives to sustain momentum. Together, these steps can help you create a living strategy that evolves with your business and context. Remember, embedding sustainability into an organisation is a journey. The power of reporting – The delicate balance towards leading with integrity Sustainability reporting is more than compliance—it’s about credibility. Done well, reporting reflects integrity, tracks progress and strengthens trust with stakeholders. It’s where strategy becomes visible and measurable. Reports should highlight progress, acknowledge setbacks and outline next steps. Insights from KPMG’s global sustainability survey, clearly show that companies nationally,
SNV and IYBA-SEED Kenya Kicks Off Trailblazing Media Initiative to Elevate Women Entrepreneurs in Underrepresented Sectors Across Kenya
Press Release: IYBA-SEED Project Intervention: Support initiatives to promote women’s participation in sectors where they are underrepresented. FOR IMMEDIATE RELEASE Date: 7th July 2025 Nakuru, Uasin Gishu, Kisumu Counties SNV and IYBA-SEED Kenya Kicks Off Trailblazing Media Initiative to Elevate Women Entrepreneurs in Underrepresented Sectors Across Kenya Members of the press are invited to engage with the initiative, starting with the first sector-based dialogue on 23rd July 2025 in Kisumu, to explore untold stories and amplify the voices shaping Kenya’s inclusive entrepreneurial future. SNV Netherlands Development Organisation, under the IYBA-SEED (Investing in Young Businesses in Africa – Strengthening Entrepreneurial Ecosystem Development) programme, has launched a bold media and public engagement project; Biashara Power, to amplify the voices and visibility of women entrepreneurs in sectors where they remain vastly underrepresented. IYBA-SEED is part of the Team Europe initiative, IYBA-SEED aims to strengthen entrepreneurial ecosystems and support structures for businesses led by women and young people. This multi-partner European programme is funded by the European Union and the French, German and Slovak governments, and implemented by five agencies: Expertise France (France), Enabel (Belgium), GIZ (Germany), SAIDC (Slovakia) and SNV (Netherlands). This specific intervention under IYBA-SEED seeks to support initiatives to promote women’s participation in sectors where they are underrepresented. The Biashara Power initiative is anchored in deep collaboration with local Business Associations and Ecosystem Support Organizations (ESOs), with a special emphasis on inclusion, visibility, and localized storytelling. SNV is working in partnership with Responsible Business Consulting as the implementing partner, alongside Business Associations and Ecosystem Support Organizations (ESOs), in the three target counties: Nakuru, Uasin Gishu, and Kisumu, to co-create sector-based dialogue events, identify role models, strategic storytelling, and media amplification of the community-rooted narratives that inspire wider participation of women and youth in enterprise. These partner ESOs include Wisehub in Kisumu, Nakuru Box in Nakuru, and EldoHub in Uasin Gishu; each bringing valuable grassroots expertise and networks to drive impact where it matters most. Biashara Power supports the larger goal of the IYBA-SEED (Investing in Young Businesses in Africa) SEED component program: to create decent jobs for youth and women, promote inclusive entrepreneurial cultures, and strengthen access to business development services (BDS) in Kenya and beyond. The project will spotlight women leaders in underrepresented sectors, traditionally seen as male-dominated but rich with untapped potential for women entrepreneurs, by identifying and profiling role models per county. These comprise 80% women of all ages and 20% youth men, selected from the key focus sectors as follows: Manufacturing & Engineering (e.g., automotive, industrial machinery, building materials) Green and Circular Economy (e.g., renewable energy, recycling, waste management, water, biodiversity) Agriculture and Agribusiness (e.g., horticulture, livestock, forestry, value-added processing) Technology (e.g., digital startups, AI/IoT solutions, software services) Financial Services (e.g., insurance, micro-financing) Infrastructure development (e.g., health care, sanitation, road works, logistics, and transport) Blue economy (e.g., aquaculture, value-addition and processing, eco-tourism) Water, Sanitation, and Hygiene (WASH) The primary objectives of the initiative include: Designing and executing 6 to 9 sector-based dialogue events across Kisumu, Uasin Gishu, and Nakuru Counties to foster mentorship, networking, and knowledge-sharing among women and youth in underrepresented sectors. The first event will take place on 23rd July 2025 in Kisumu, focusing on showcasing role models, highlighting barriers and opportunities in priority sectors, and facilitating interactive sessions with ecosystem actors, industry leaders, and the media. Profiling and amplifying the voices of successful women role models through videos, interviews, blogs, and public storytelling. Aggregating and disseminating success stories across digital platforms, traditional media, and live events to inspire a new generation of women-led enterprises. Driving public conversations on inclusive entrepreneurship through creative, localized, and context-aware media strategies. Call to action: Let’s meet on 23 July for our first sector-based dialogue event SNV invites members of the press, development partners, private sector players, and policy stakeholders to engage with this groundbreaking initiative from the outset. The first series of stakeholder and dialogue events is scheduled to begin on 23rd July 2025 in Kisumu County, with other events following in August, September, and other months throughout the 2-year project across the three counties: Kisumu, Nakuru, and Uasin Gishu. These gatherings will offer an opportunity to spotlight inspiring women entrepreneurs, unpack systemic barriers, and co-create actionable solutions for inclusive economic participation. Media houses and journalists are especially encouraged to participate, share these stories widely, and collaborate in reshaping narratives around women-led enterprise in Manufacturing & Engineering, the Green and Circular Economy, Agriculture and Agribusiness, Technology, Financial Services, Infrastructure Development, the Blue Economy, and Water, Sanitation, and Hygiene (WASH). Implementation Partner: Responsible Business Consulting To ensure effective and on-the-ground delivery, Responsible Business Consulting has been selected as the official implementing partner for this assignment. Their role will be to support the execution, coordination, and technical implementation of all project activities, including: Event logistics and facilitation in the three counties Sectoral research and role model identification Media production and content delivery Monitoring and reporting of engagement outcomes Responsible Business Consulting brings deep expertise in program delivery, stakeholder coordination, and women-focused capacity building. Their role will include supporting county-level execution, event facilitation, stakeholder mapping, and providing technical oversight to ensure that all project outcomes are met with quality and relevance. About SNV Netherlands Development Organisation SNV Netherlands Development Organisation is a global development partner rooted in and working across Africa and Asia, dedicated to advancing sustainable and equitable livelihoods. With a team of over 1,600 professionals, SNV focuses on transforming agri-food, energy, and water systems by strengthening local capacities and catalyzing impactful partnerships. Through system-level change and inclusive development, SNV supports communities to thrive with dignity, resilience, and opportunity. About IYBA-SEED IYBA-SEED is part of the Team Europe Initiative. It is a multi-partner programme funded by the European Union and the French, German, and Slovak governments, and implemented by five agencies: SNV, Expertise France, Enabel (Belgium), GIZ (Germany), and SAIDC (Slovakia). IYBA-SEED works in partnership with 5 countries: Kenya, South Africa, Benin, Senegal, and Togo to build resilient economies and create decent jobs by strengthening entrepreneurial ecosystems and improving