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
How to Intentionally Shape Sustainable Business Habits
Culture Is Not a Campaign: Embedding Sustainability as a Way of Life Imagine an office where the biggest decision of the day isn’t whether to close a deal – but whether to print it out. A place where asking, “Did you turn off the lights?” is not micromanagement, but culture. Where values are not just painted on the wall but practised in how team members greet the janitor, manage budgets, or speak up in meetings. This is the unseen architecture of a sustainable organization – built not in boardrooms but in break rooms, hiring choices, and daily emails. Now picture a clay pot slowly being formed on a potter’s wheel. With each rotation, the hands shaping it make slight adjustments – sometimes smoothing, sometimes applying gentle pressure, other times correcting a flaw. The pot doesn’t take its shape from one grand gesture but from continuous, intentional touch. If the potter is focused and consistent, the vessel becomes strong, beautiful, and useful. But if the hands are distracted or careless, the clay collapses. This is how culture is shaped in business. Not by flashy mission statements or glossy sustainability reports. Not by once-a-year CSR drives or branded T-shirts at tree-planting events. But through the quiet, persistent decisions made daily: who is promoted, how conflicts are resolved, how teams allocate time, who gets to speak – and who is interrupted. In Kenya, where social, economic, and environmental pressures converge in real-time, the future of sustainability will not be shaped in vision documents alone. It will be shaped in the everyday – by how teams decide what’s worth reusing, who they source from, how they treat dissenting voices, and how they tell their stories. Culture is not an event. It is the air an organization breathes – and the soil in which its sustainability efforts either bloom or wither. This article offers a practical roadmap for how organizations can build a culture where sustainability is not a side conversation but a way of life. If you’re wondering where to begin, the answer is: right where you are. In the choices you make every day. Because culture is not a campaign. It’s what happens when no one is looking. Practitioners’ Guidance Reflecting on the RBC Susty Dialogue Series V, held on May 15th, 2025, at the Baraza Media Lab, the event explored the often-invisible force that sustains sustainability: culture. Held under the theme, “Embedding a Culture of Sustainability in Business – Walking the Talk,” the evening convened voices across sectors to interrogate how businesses move beyond policy into the practical – embedding sustainability as a lived, daily behavior. In her opening remarks, moderator Susan Njoroge reframed the conversation using the iceberg model – reminding attendees that while companies often highlight the visible tip of sustainability (strategy, reports, CSR), true change lies beneath the surface. “Culture,” she emphasized, “isn’t a campaign – it’s the water we swim in.” Participants from large corporations to early-stage startups reflected on how to align their internal cultures with the sustainable futures they hope to build. The event was guided by a central question: How can businesses make sustainability second nature rather than second priority? Panelists, including Evelyne Serro from Safaricom PLC, Doris Muigei from Qazi Works, and Brian Munene from Africa Renewables Katalyst, explored topics ranging from how to align internal values with SDGs, to how small, consistent actions shape sustainability far more than grand external gestures. Through curated breakout sessions, attendees explored how to empower culture carriers, champion shared responsibility, and integrate sustainability into hiring, procurement, team dynamics, and leadership behavior. Evelyne Serro Senior Manager – Sustainability, Safaricom PLC “At Safaricom, sustainability is not a project sitting on the fifth floor. It’s in our day-to-day – from finance to HR to reception. Whether you’re leading a strategy or managing the front desk, your work transforms lives. And that belief doesn’t change when leadership changes, because our purpose remains constant. We’ve embedded sustainability into our strategy, our KPIs, and even our performance reviews. We train champions in every department – not to carry a brand, but to carry belief. That’s how culture becomes the soil, not the flower.” Doris Muigei Principal Consultant, Qazi Works “Organizational culture isn’t your logo or strategy – it’s the scent that lingers after the soup bowl is finished. It’s who gets celebrated, who gets side-eyed, who gets the corner office, who speaks up and who stays silent. Culture lives in the micro-moments: who you hire, who you forgive, what you reward. Sustainability must live in these spaces – not in boardroom speeches. And if we want sustainability to stick, we must identify our culture carriers – the janitor, the intern, the logistics guy – because they’re the ones who live the values daily. Not just the ones with titles.” Brian Munene Co-founder, Africa Renewables Katalyst “When I started this business, I realized something quickly: I am the culture. If I waste energy at home, my team will do it at work. If I cut corners, they’ll normalize it. So we built our culture around a single question – what are the unintended consequences of our actions? We question everything: how we spend, who we hire, even how long we leave the lights on at an event. Because if we’re building something that should last, then it must be rooted in consciousness – not compliance. For us, sustainability isn’t a checklist – it’s a way of being.” Susan Njoroge Managing Director, Responsible Business Consulting “Culture isn’t what’s written on a policy or shown in a report – it’s what people do when no one is watching. It’s in the jokes we let slide, the bins we ignore, the behavior we excuse. Sustainability cannot thrive on visibility alone – it must be rooted in the unseen. And just like the iceberg model, if we only focus on what’s above the surface – campaigns, branding, nice words – we’ll miss the real work: shifting mindsets, habits, and daily decisions. Culture is not a campaign. It’s the
Reflections On the COP29: The Meeting Did Not Match Up to The Huge Expectations
Reflections On the COP29: The Meeting Did Not Match Up to The Huge Expectations This article was originally published on Qazini.com The Brookings Institute hosted a webinar on 17th October 2024 named Meeting the global climate finance challenge. The UN Climate Change Executive Secretary, Simon Stiell, was the main guest speaker. The speakers highlighted climate financing as a major challenge. Financing climate change: Why the new urgency? Meeting the global climate finance challenge is a pressing imperative in the fight against climate change, requiring urgent and coordinated action from governments, financial institutions and the private sector. As the impacts of climate change intensify, the need for substantial investment in sustainable infrastructure, renewable energy and adaptation strategies becomes increasingly clear. The challenge lies not only in mobilising sufficient capital but also in ensuring that it is directed towards initiatives that are equitable, effective and aligned with the goals of the Paris Agreement. By fostering innovative financing mechanisms and enhancing international cooperation, we can pave the way for a resilient, low-carbon future that benefits both the people and the planet. Climate change effects & financing comparisons Perhaps one might wonder why the issue of climate financing is urgent. Some facts and studies demonstrate this need for urgency. A recent scholarly article published in Nature Medicine by biologist Colin Carlson estimated that climate change has already killed four million people globally since 2000. And this was just from malnutrition, floods, diarrhoea, malaria and cardiovascular disease. A panellist in a webinar to be addressed later also claimed that 20% of all deaths globally can be traced back to climate change. It goes without saying that climate change must be treated like a health emergency, even more pressing than the 2020/21 COVID-19 pandemic that sent shock waves through the world economy and triggered the largest global economic crisis in more than a century, according to the World Bank. As a matter of fact, climate change could do more harm if not addressed, including drought, famine, hurricanes, wildfires, floods and so on. Again, using the COVID-19 pandemic as a reference point, the amount of investment and urgency being put into climate action is not comparable to that of the pandemic. Across different countries, billions were spent in response to COVID-19, including on the furlough schemes for employees and the self-employed, on personal protective equipment (PPE), the test-and-trace scheme and the vaccine roll-out. With climate change posing an even greater health risk, more should be put into climate change mitigation and adaptation measures. Is this the case? A very strong NO! Financing climate action is still an uphill task that requires all persons on earth to pull in one direction in terms of financing. Fast-tracking the urgency There have been numerous key stakeholder meetings, conferences and summits on climate finance since 2015, as countries, international organisations, financial institutions, civil society and private sector actors have worked towards addressing climate change and adequate climate financing for mitigation, adaptation and resilience. For example, under the UN, COP22 (Marrakech, 2016) established the Green Climate Fund (GCF), COP23 (Bonn, 2017) focused on climate finance pathways for developing countries and COP28 (Dubai, 2023) touched on accelerating climate finance. The World Bank Group and IMF Annual Meeting, as well as G7 and G20 Summits, have also touched on climate finance. Yet, the climate financing gap is monumental. The UNEP Gap Report (2021) estimated that USD 4.3–6.7 trillion per year is needed for global climate action (including mitigation and adaptation) by 2030. However, only an annual average of USD 1.3 trillion has been available as of 2021/2022. Other estimates have put the climate finance demand higher at $8 trillion a year today, rising to $10 trillion a year after 2030. Less developed countries (LDCs), mainly in Africa, attract only 3% of the global climate finance. In light of such startling figures, what do experts say? Simon Steill, UNFCCC Executive Secretary, noted that climate finance requires urgency as incremental changes will not achieve much. He thanked developed countries for contributing over 100 billion dollars in climate finance, surpassing the yearly target of 100 billion for the first time and achieving an unprecedented level ahead of 2025. He also noted that the damage from the climate crisis already surpasses that amount. In fact, in an earlier article, Stiell had termed the climate crisis an “economic sinkhole costing developing countries in Africa up to 5% of GDP annually”. So, how can we take the next step to ensure a transition where more countries and companies benefit and where all peoples and communities are genuinely protected? Stiell suggests ten ways as follows: Debt relief and better financing terms for emerging economies and LDCs. Introducing more climate-related debt clauses is a start, and so is replenishing the World Bank’s International Development Association. Wider reform in global finance architecture. This includes removing fiscal constraints, which are hindering the ability of governments to invest in development and climate change. Innovative sources of finance. They can include grants or concessional loans that must be made more accessible to those who need it most. More accountability in climate finance. We must make climate cash count, wherever possible, leveraging more private finance and sending signals to financial markets that green is where the gains are. Put in place mechanisms to track and ensure that promised funds are delivered. Develop more ambitious outcomes for the COP and individual countries. Create a new COP29 goal to address developing countries. Make carbon markets work for everyone Triple renewable energy, and make loss and damage funds to work. For this to work, nations need to understand that one country’s failure to meet renewable energy demands is a failure for all. Adopt a game-changing approach to incorporate all countries – “the one that recognises that bigger and better climate finance is entirely in every nation’s interest, and can deliver results everywhere”. Other panellists in the discussion echoed the call for urgency. One panellist observed that the current climate finance infrastructure does not acknowledge the unfairness towards Africa and developing
WORLD WETLANDS DAY 2025: CELEBRATING CONSERVATION AT ONDIRI WETLAND, KENYA
WORLD WETLANDS DAY 2025: CELEBRATING CONSERVATION AT ONDIRI WETLAND, KENYA Introduction On February 2, 2025, Kenya joined the world in celebrating World Wetlands Day. Held at Alliance High School rugby grounds, near the Ondiri Wetland in Kiambu County, the National Celebrations explored this year’s theme, “Protecting Wetlands for Our Common Future,” underscoring the vital role wetlands play in sustaining both human life and the environment. The event brought together key stakeholders, including government officials, conservationists, environmental organisations, and local communities, all committed to safeguarding these invaluable ecosystems. Notable attendees included: Dr. Eng. Festus Ngeno – Principal Secretary, Environment and Climate Change; Mamo B. Mamo – Director General, The National Environment Management Authority (NEMA); Representatives from Water Resources Authority (WRA) National Environmental Complaints Committee (NECC), Africa Water Ambassadors, Nairobi Rivers Commission, Kenya Forest Service (KFS), Kenya Wildlife Service (KWS), Kikuyu Water, World Wide Fund for Nature (WWF), Kenya Forestry Research, and the Environment Institute of Kenya; Local leaders, county officials, and community representatives, including James Boro (MCA Kikuyu Ward), Jane Murage (Managing Director of Kikuyu Water and Sanitation Company), Mr. Kamau Mwaura (Chief Principal of Alliance High School), Mr. Henry Wafula (Kiambu County Commissioner), Mr. Kamau (Kikuyu MP Representative); Community conservation champions such as Friends of Ondiri Wetland. The presence of diverse partners reinforced the urgency of wetland conservation and the collaborative efforts required to protect these natural resources. Event Highlights Ondiri Wetland Conservation Run On February 1, 2025, the 4th edition of the Ondiri Wetland Run brought together hundreds of participants for 5KM, 10KM, and 21KM races. Led by Dr. Eng. Festus Ngeno, the run was not only a fitness event but also a powerful platform for raising awareness about wetland conservation. Tree-Planting and Wetland Tour Participants took part in a tree-planting ceremony aimed at promoting water conservation and restoring degraded areas of the wetland. A guided tour provided deeper insights into Ondiri Wetland’s ecosystem, history, and conservation efforts. Band Procession A vibrant marching band led a procession through Kikuyu Town, symbolising the collective commitment needed to protect wetlands. The spectacle engaged the community and emphasised the importance of public participation in conservation efforts. Key Discussions & Call to Action The Role of Wetlands in Climate Mitigation Experts highlighted how wetlands act as natural carbon sinks, flood control systems, and biodiversity hotspots. NEMA and UNEP representatives emphasised their role in absorbing excess rainwater and reducing the impact of climate change. Community Involvement in Wetland Conservation Residents were urged to: Properly dispose of waste to prevent pollution; Engage in tree-planting initiatives to protect wetland areas; Adopt sustainable farming practices near wetlands to prevent overuse of water resources. Government Commitment to Wetland Protection Dr. Eng. Festus Ngeno reaffirmed the government’s pledge to strengthen wetland policies, increase funding for restoration projects, and collaborate with local and international partners to enhance conservation efforts. Conclusion World Wetlands Day 2025 was more than just a celebration—it was a call to action. The unity displayed by the Ondiri community, conservation groups, and government stakeholders was a strong reminder that every effort, no matter how small, contributes to a larger, lasting impact. As the event concluded with a tree-planting exercise, it symbolised collective action to protect wetlands for future generations. The future of our wetlands—and our planet—is in our hands. Click on this link to learn more about World Wetland Day celebrations and conservation efforts in Kenya.
People At the Core: Harnessing Social Sustainability for Business Growth
People At the Core: Harnessing Social Sustainability for Business Growth Think of a talented orchestra, where each musician plays a vital role in creating a harmonious piece of music. The conductor, standing at the front, directs the ensemble, ensuring every instrument is in tune, every note is played at the right time, and every musician works together as one cohesive unit. If one section of the orchestra, say, the violins, plays out of sync, it disrupts the entire performance. If the brass section lacks support or the percussion is ignored, the melody falls apart, no matter how talented the individual musicians may be. In this orchestra, the success of the performance depends not just on the skill of each individual musician, but on how well they work together, how well they understand their role within the larger piece, and how well the conductor coordinates the efforts. It’s the delicate balance of each part that creates the symphony, where every note matters, and every musician’s contribution is vital. This is exactly how businesses should approach social sustainability. While companies may focus on the prominent aspects of business—like financial performance or market share—true, sustainable success comes from ensuring that every part of the business ecosystem is in harmony. The people within the organisation, the communities they serve, and the wider stakeholders are like the individual musicians in the orchestra. When businesses treat people with the same importance as they do their profits, and when they prioritise social sustainability, they create an environment where everyone can contribute to a collective success. In Kenya, where communities are the lifeblood of business and innovation, people-centred practices are not just ethical; they are smart business strategies. Companies that prioritise social sustainability foster trust, create strong employee loyalty, and build resilient communities that drive growth. Yet, despite the clear benefits, many businesses still overlook the power of social sustainability as a core driver of success. The question remains: how can businesses harness social sustainability to not only uplift individuals but also fuel long-term growth and prosperity? This article delves into how businesses can place people at the core of their operations, ensuring that social sustainability becomes a fundamental part of their growth strategy. By focusing on people, companies don’t just build better brands—they build stronger, more connected communities that become catalysts for collective success. Practitioners’ Guidance Reflecting on the RBC Susty Dialogue Series IV, held on November 6th, 2024, at the Baraza Media Lab, the event explored the theme, ‘Social Sustainability – People Matter.’ Hosted by Responsible Business Consulting, the evening provided a platform for insights on embedding people-centred practices across businesses, emphasising the shared responsibility in cultivating equitable, resilient communities. In her opening remarks, moderator Susan Njoroge framed the dialogue around the “5 Ps” of sustainable development: People, Partnership, Peace, Prosperity, and Planet, underscoring the integral role of people in achieving a balanced approach to growth. “It’s not just about profits,” Susan emphasised, referencing the UN’s “Pact for the Future,” which aligns global leaders around humanity-centred progress. Participants from diverse sectors; from large corporations to grassroots NGOs, joined to discuss strategies for fostering a more inclusive business landscape. The event was guided by a central question: How do businesses champion people and communities? Panellists, including Lucy Muigai from B Lab Africa, John Mwendwa from Coca-Cola Beverages Kenya, and Dr. Yusuf Saleh from Kenya’s Business Registration Service, addressed issues ranging from employee welfare and equitable wages to transparent governance and community engagement. Through dynamic breakout sessions, attendees collaboratively identified solutions for integrating social sustainability, valuing human dignity, and bringing youth voices into corporate decision-making. “One of the key challenges is acceptance; both from leadership and employees. Many of these frameworks or guidelines require a shift in perspective and operations… People need to be willing to change their thinking and practices,” said Dr. Yusuf Saleh (Deputy Director of Human Resource Management & Administration, Business Registration Service.) “Social sustainability is so much more than just looking at a balance sheet… True social sustainability means examining every layer of impact a company has on its people, communities, and the planet.” Stated John Mwendwa (Public Affairs, Communications and Sustainability Director, Coca-Cola Beverages Kenya.) “Today, consumer awareness is rising fast, both locally and globally…Consumers want proof that companies can trace their actions and ensure that suppliers are held to high standards as well,” noted Lucy Muigai (Chief Executive Officer, B Lab Africa.) This highlights the fundamental need for cultural shift within organisations to successfully adopt social responsibility practises. FUNDAMENTAL PREPARATIONS THAT CAN NURTURE SUSTAINABLE BUSINESS GROWTH Imagine a tree, deeply rooted in the soil, drawing strength from its foundation. It’s only by nurturing those roots that the tree can flourish, grow, and offer shade, fruit, and oxygen to the world around it. For businesses, integrating social sustainability is much the same—success lies in first developing strong, healthy roots that support long-term growth and impact. Before a business dives into community projects, engages young people in strategy, or reshapes policies to foster equity, there are fundamental preparations that can nurture sustainable growth. Here’s how to get rooted in social responsibility: 1. Clarify the Company’s Purpose and Values Before engaging in social initiatives, businesses must have a well-defined purpose and set of core values. Clarifying these values helps ensure that future social responsibility actions align with the company’s mission and ethical standards. 2. Evaluate Current Social Impact Conduct an assessment of current business practices to understand the company’s existing social impact. This includes reviewing how operations affect employees, communities, suppliers, and other stakeholders. 3. Define Social Responsibility Goals Establish clear, long-term social responsibility goals that align with both company values and stakeholder expectations. These goals will serve as a guide for future initiatives and ensure that efforts are both intentional and impactful. 4. Familiarise with Legal and Regulatory Requirements Understand all relevant local, national, and international laws around labour, social equity, and community engagement. Compliance with these regulations is the baseline for ethical engagement in social sustainability. 5. Engage Key Stakeholders for Feedback
AFRICAN STARTUPS AND SUSTAINABILITY
AFRICAN STARTUPS AND SUSTAINABILITY What is a startup business? Not all new businesses fall under the definition of a startup. According to Britannica dictionary, a startup is a business at the initial stages of its life cycle. It is typically characterised by an innovative stance, a potential for rapid growth, external funding, and vulnerability. Startups should never be confused with SMEs. A key difference is that, start-up founders envision growing their firm into a large, disruptive company that will rearrange an existing industry or create a new one altogether. Whilst SMEs or small businesses follow a tried and tested path and don’t travel off it. The rise of the startup industry The rise of small startups into global brands, best exemplified by tech companies such as Google, Apple, Airbnb, Amazon, Facebook and Twitter, has forever transformed the venture business industry. Today, innovators only require to have a solid idea and pitch it to investors. Buoyed by the success of some of these global brands, over 50 million startups are registered every year globally according to Microsoft. On average, there are 137,000 startups registered globally daily. South Africa, Nigeria, and Kenya are the most vibrant African countries for startups going by 2022 data. Kenya recorded the highest number of new startups only second to Nigeria. The over 1000 Kenyan startups span different fields and sectors but many lean towards innovative digital technologies as the country continues to enjoy a vibrant digital landscape. Common challenges for African startups These startups face immense challenges when it comes to pursuing sustainability. These challenges can summed into five as illustrated below: One of the struggles facing many African startups is access to the necessary funding to implement sustainable practices. Africa lacks adequate venture capital and investment infrastructure. Although over two billion U.S. dollars in 2021 and $13.9 billion in 2023 was availed by investors to startups, such funds are hardly directed to sustainability efforts and climate mitigation unless these firms are in themselves anchored on sustainability products such as recycling, clean batteries and carbon capture. Additionally, startups have limited access to funding from traditional financial institutions as they are considered high risk. African startups are faced with infrastructural challenges such as poor road networks, low internet speeds and unreliable power e.g.load shedding in South Africa or the nationwide blackouts experienced in Kenya and Zambia. Such challenges increase risks and costs for startups is simply trying to remain operational. Another major challenge is income disparity as millions of households are poor, low-income with meagre disposable income or purchasing power. There’s also policy and regulatory barriers limiting startups on the continent. Inconsistent regulations with minimal stakeholder engagement make compliance to such regulations an expensive and arduous affair to implement. For example, Kenya’s recent Waste Management Act, while extremely relevant, will pose significant challenges to budding business, as well as SMEs. Another underlying challenge is around cultural norms. African startups have to contend with existing attitudes towards new innovations brought into the market. For instance, Kenyans buy more second hand clothing than locally tailored clothing. Addressing these challenges It’s important to consider that the social and environmental challenges are also business opportunities. Startups can explore: Setting up to solve a sustainability issue – the social and environmental challenges we face here in Africa also present business opportunities i.e. the SDGs are business opportunities for example, Mr. Green Africa business model is recycling plastic waste by working with waste pickers. Another good example is Gjenge Makers Ltd that manufactures poles and pavements blocks from recycled plastics sourced from waste collectors. Embracing circular economy principles – Design products and services with a focus on reducing waste and maximising resource efficiency. E.g.Kenyan fashion brand, Lila Bare relies on excess materials from the textile manufacturing industry to create fashion items. Engaging communities – Involve local communities in decision-making processes and ensure that business activities benefit the broader society. For example, households can be engaged to sort their waste into different categories such as plastics and organic kitchen waste. Investing in renewable energy – Explore alternative energy sources to reduce reliance on fossil fuels and mitigate the impact of unreliable infrastructure. E.g. M-KOPA Solar – Provides solar energy solutions to off-grid communities. Partnerships and Collaboration – Collaborate with NGOs, government agencies, and other businesses to leverage resources and expertise in sustainability initiatives. For instance, the Kenya Climate Innovation Center offers incubation, capacity building and financing services to upcoming startups in the sustainability sector. How can African startups embrace sustainability? African markets and societies are on a fast learning curve to mitigate and adapt to the climate crisis, and to pursue sustainable development – which has never been done before; the opportunities for African startups can point the way towards the sustainable and low-carbon economies and societies we need to create. This will mean increased need for partnerships and collaboration for startups towards: Pooling resources and expertise: Collaborating with stakeholders to leverage resources, knowledge, and networks for more significant impact. Take the case of PetCo Kenya which brings together all manufacturers that use plastic packaging such as Bidco, Kapa Oils and Coca Cola Kenya and commits them to fund the recycling of their waste packaging collected from the market. Pooling their resources ensures that the companies enjoy the economies of scale and their climate action has greater impact than if each of them would go solo. Sharing best practices: Learning from each other’s successes and failures to improve sustainability practices across the startup ecosystem. There are various forums organised by different players such as the SME Support Centre that work with entrepreneurs and startups to build capacity, engage, network and share ideas. Advocating for policy change: Working together to advocate for supportive policies and regulatory frameworks that incentivize sustainable business practices. In Kenya for example, KAM and KEPSA are very vocal in advocating policy and regulatory frameworks that favour their operations. It makes sense for startups to join such umbrella bodies or even create their own to lobby and advocate for better
RE-IMAGINING NAIROBI: FROM A TOURISM HUB TO A SUSTAINABLE CITY
RE-IMAGINING NAIROBI: FROM A TOURISM HUB TO A SUSTAINABLE CITY Nairobi at a glance Nairobi is the capital of Kenya and is East Africa’s business and commercial hub. For some, it is the gateway to the horn of Africa and the larger East and Central Africa. With a population of about five million people, the city serves as the commercial, administrative and communication center for the region. Renowned global firms such as Google and Microsoft have based their regional headquarters in Nairobi further showing confidence in the capital. The city in the sun: a leading tourism destination in Africa For starters, let us look at the background of Nairobi as a traditional global tourist destination, Nairobi has been featured among the top 10 cities severally by various travel agencies. What is the most unique aspect about the famed ‘city is the sun’ is the Nairobi National Park. This park makes Nairobi the only city in the world that has a national park, literally a few steps from an international airport. The park is home to thousands of wildlife including lions, buffaloes, gazelles, leopards, cheetahs and wildebeest among many others. Thus, travelers can easily disembark from an international flight and straight into game safari within 15 minutes. Better yet, travelers can enjoy lush scenery and fresh air at the nature trails at Arboretum Park and the Karura Forest. Additional key traditional attractions in the city is the Nairobi Giraffe Manor Hotel. This is the most Instagram-worthy destination for travelers where they get to enjoy their meals in the company of giraffes. One can even get to feed the tallest animal in the world straight from their hands. The David Sheldrick Wildlife Trust also offers travelers a lifetime opportunity of interacting with rescued wild baby elephants. Here, visitors can also choose to adapt an elephant and support its sustenance before they are released back into the wild. The city also hosts several museums that serve as major attractions for travelers. One is the Nairobi National Museum. Here, visitors are likely to enjoy the historical journey of the country from its pre-colonial times to the post-independence Kenya. The Karen Blixen Museum located in the Karen neighborhood of the city also captures the settler relics and memories of Kenya. Innovative and sustainability related attractions are drawing more attention like a tour of downtown Nairobi guided by reformed street boys through Nai Nami. Nai Nami is a social enterprise that offers Storytelling Tours in Nairobi Downtown guided by former street children as a means of creating social impact and providing employment to young Nairobians. Away from the bustle of the city, individuals can enjoy serenity in several botanical gardens around the city such as Langata Botanical Gardens and Maarifa Botanical Garden that are setting the pace in ecotourism. Visitors can also choose to visit local family-owned farms e.g. Mlango organic farm, and Karunguru coffee farm in Kiambu County in the outskirts of Nairobi. Nairobi’s emergence as a sustainable city Besides these traditional cultural and commercial attractions, Nairobi has a lot to offer in terms of sustainability and climate action and mitigation. Nairobi hosts the United Nations Environmental Program (UNEP) and UN-Habitat headquarters, the only UN agencies headquartered in Africa. In 2018, Nairobi co-hosted the first ever Global Conference on the Sustainable Blue Economy that was graced by the US President, Barrack Obama. The city also hosted the inaugural Africa Climate Summit 2023 – the first time Africa has come together to form a joint position on climate action. While some may view this as the growth of conference tourism in Kenya, for climate action enthusiasts, it points to something bigger: the rebirth of Nairobi as a sustainability capital. Financial inclusion and innovation Nairobi and Kenya at large has demonstrated to the world a new approach to financial inclusion through mobile innovation spearheaded by Mpesa and agency banking. As a result, the country grew its access to financial services from 26% in 2006 to over 84% in 2023. This mobile innovation is spreading to other services such as healthcare, insurance, education, and more. Such improvements on digital services are in line with several UN SDGs including SDG 9 (industry and innovation) SDG 1 (no poverty), and SDG 10 (reduced inequalities). Upgrading settlements The National government’s Slum Upgrading Program (KENSUP) as well as the Affordable Housing Program among many other plans are geared towards making Nairobi an inclusive, safe and sustainable city in line with SDG 11. The various programs have embarked on slum clean up exercises, restoration of public spaces, street rehabilitation and lighting, garbage collection as well fighting pollution. With Nairobi being home to one of the largest slums in Africa, Kibera, and 40% of the city’s residents living in informal settlements, the city has a lot do to in that front. Again, these challenges serve as a starting point for the city to demonstrate what sustainable development can achieve. Climate finance In terms of climate finance, Nairobi Stock Exchange (NSE) listed the first green bond market in East and Central Africa. The green bond give investors a chance to direct capital to climate change solutions while issues are able to raise large amounts of cash at a much lower cost than other instruments. By NSE having a green bond market, it illustrates to the world that the region is ready to take a lading position centered on the African context to address the threat of climate change. In response of this new opportunity, Nairobi City County Government among five other counties have plans in place to float Green Bonds to facilitate their climate action and sustainability efforts. Emergence of green buildings Nairobi city is setting the pace globally for green buildings. Ideally, green buildings differ from traditional architectural models in that they utilize fewer resources and have minimal negative impact on the environment. For example, they rely more on natural lighting and ventilation than conventional buildings. The Kenya Green Buildings Society network has played a major role in incubation and acceleration of green