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
NAVIGATING NATURE-POSITIVE BUSINESS STRATEGIES IN KENYA: COLLABORATIVE APPROACHES FOR SUSTAINABLE SUCCESS
NAVIGATING NATURE-POSITIVE BUSINESS STRATEGIES IN KENYA: COLLABORATIVE APPROACHES FOR SUSTAINABLE SUCCESS Picture this; in a bustling Kenyan city, a couple lived in a cosy apartment with a curious view. Every morning, the wife would peer through their window at their neighbour, a woman who always seemed to be surrounded by dirt and grime. “Why is she always so dirty?” the wife would wonder aloud to her husband. This daily ritual of judgement continued, casting a shadow over their mornings. One bright day, however, something changed. The wife looked out and exclaimed, “Look, she’s clean today!” The husband chuckled and revealed, “I cleaned our windows this morning.” The dirt wasn’t on the neighbour but on their own window, distorting their view of her. This story echoes the insightful discussions and reflections shared during our journey towards sustainability. Just like the couple in the story, our perspective on nature-related risks and opportunities in Kenya must be clear and accurate. The grime on our windows represents the outdated practices and misconceptions that cloud our vision. By cleaning our metaphorical windows, we can see the true state of our environment and the impactful role businesses can play through nature-positive strategies. However, businesses face numerous challenges, including identifying material issues, aligning with sustainable practices, and fostering effective partnerships. To overcome these hurdles, companies must push the boundaries of innovation and collaboration, whether through cutting-edge engineering marvels or simple everyday actions to eliminate pollutants and minimise our environmental footprint. It’s crucial to ask ourselves what habits or practices we need to leave behind. Just as the couple needed to clean their windows to see clearly, businesses must challenge themselves to be more mindful and intentional in their actions. Now, how can businesses effectively implement nature-positive strategies to navigate these challenges and drive sustainable success? Practitioners’ Guidance Reflecting on the Susty Dialogue Series 3, the insights shared by our esteemed panellists shed light on the intricate connections between climate, biodiversity, and nature. Dr. Irene eloquently highlighted the need for a holistic understanding to address environmental challenges effectively. Dr. Catherine shed light on the profound implications of emissions, particularly greenhouse gases, on nature and the environment. Her insights underscored the urgent need for businesses to prioritise sustainability and develop strategies to mitigate their impact. Jane’s perspective provided a practical example of how businesses can connect with nature through sustainable practices. Her description of Bamburi Cement PLC’s initiatives highlighted the importance of partnerships, community engagement, and responsible resource management. With commitment and visionary leadership, businesses can achieve their sustainability goals. It’s about humanity and our collective duty to contribute positively. Companies must reinvest in their operations and urgently raise awareness, ensuring they give back more than they extract. Nature conservation should be a cornerstone of business plans, requiring active involvement from everyone, not just the government. Let’s embed sustainability into our business culture,” said Jane Wangari (Sustainability & Geocycle Director, Bamburi Cement PLC). PART 1: PREPARING BUSINESSES FOR NATURE INTEGRATION In today’s rapidly changing world, the integration of nature into business strategies has become an imperative for sustainable development. However, before embarking on this journey, businesses must first navigate a complex landscape of interconnected environmental issues and understand the multifaceted impacts of their operations. 1.Understanding the Interconnectedness: Recognizing the intricate relationship between climate, biodiversity, and nature is fundamental for businesses embarking on sustainability journeys. This comprehension extends beyond surface-level awareness to grasp how changes in climate patterns directly impact biodiversity, and how alterations in biodiversity affect ecosystems and, subsequently, business operations. By acknowledging this interconnectedness, companies can develop more nuanced and effective sustainability strategies that address root causes and promote long-term environmental resilience. 2. Grasping the Impacts of Emissions: Businesses need to comprehend the implications of emissions, particularly greenhouse gases, on nature and the environment to develop effective mitigation strategies. Understanding extends beyond basic recognition of emissions’ contributions to climate change to encompass their cascading effects on ecosystems, biodiversity loss, and overall environmental health. By fully grasping these impacts, businesses can tailor their mitigation efforts to address specific environmental vulnerabilities, minimising harm and contributing to broader conservation objectives. 3. Embracing Nature-Positive Business Models: Prioritising nature conservation and sustainability in core business operations lays the foundation for successful integration of nature into business strategies. This entails more than just adopting green practices; it involves reshaping business models to prioritise environmental stewardship and ensure positive impacts on ecosystems and biodiversity. By embracing nature-positive business models, companies can not only enhance their environmental credentials but also drive innovation, improve resilience, and create value for both shareholders and society at large. 4. Aligning Strategies with Sustainability Goals: Before incorporating nature into their business, companies must ensure that their strategies align with sustainability objectives, including rehabilitation efforts and emission reduction targets. This alignment requires a comprehensive review of existing practices and the development of clear, actionable plans to integrate nature conservation into all aspects of business operations. By aligning their strategies with sustainability goals, businesses can demonstrate their commitment to environmental responsibility and contribute meaningfully to global conservation efforts. 5. Understanding Global Commitments: Familiarising themselves with landmark agreements like the UN Biodiversity agreement helps businesses understand their role in biodiversity conservation and the expectations placed upon them. This involves not only understanding the specific targets and commitments outlined in such agreements but also recognizing the broader principles and values they embody. By understanding global commitments, businesses can position themselves as responsible stewards of biodiversity and leverage international frameworks to guide their sustainability efforts and enhance their environmental impact. 6. Addressing Perceptions and Misconceptions: Overcoming misconceptions about sustainability efforts is crucial for businesses to build meaningful collaborations with environmentalists, communities, and other stakeholders. This requires proactive engagement with stakeholders to understand their concerns and perceptions regarding sustainability practices and to address any misconceptions or misunderstandings. By fostering open dialogue and transparent communication, businesses can build trust, foster collaboration, and garner support for their sustainability initiatives, ultimately leading to more effective and impactful outcomes. 7. Planning for Scalable Impact: Businesses should think about scalable actions
The 2024 Sustainability Trends: Key Insights for Kenyan Professionals
SUMMARY OF THE WEBINAR’S DISCUSSIONS The Association of Sustainability Practitioners in Kenya (ASPK) is a community of sustainability champions, committed to embedding sustainable practices within the fabric of Kenyan society and beyond. ASPK is a network of professionals and organizations spanning the sectors of business, government, academia, and civil society, all bound by a common vision for a sustainable future in Kenya. ASPK champions sustainability not merely as a concept but as an essential blueprint for fostering long-term resilience and prosperity across environmental, social, and economic domains. SECTION 1: BACKGROUND This one-hour webinar sought to engage Kenyan sustainability professionals to discuss and share insights on the emerging trends and critical issues in sustainability for the year 2024. The session aimed to explore various aspects of sustainability, including regulatory changes, financial strategies for climate action, and collaborative approaches to sustainable development. Through insightful and interactive discussions, the webinar sought to equip participants with the up-to-date developments in the sustainability space of relevance to Kenya and their respective fields. The trends highlighted underscore the interconnectedness of geopolitical, regulatory, collaborative endeavours, environmental, economic, and technological factors in shaping the sustainability landscape in Kenya and globally. This summary serves as a basis for further analysis, discussion, and action among members of the Association of Sustainability Practitioners in Kenya (ASPK) and other stakeholders. Webinar Date: Feb 8th, 2024 (Time 1300-1400 EAT) Speakers: Susan Njoroge (MD, Responsible Business Consulting) and MO. Zachary (Secretary, Association of Sustainability Practitioners in Kenya) Topic: The 2024 Sustainability Trends: Key Insights for Kenyan Professionals Summary compiled by: MO. Zachary SECTION 2: KEY ISSUES DISCUSSED 1.1 Global Geopolitical Shifts • Expansion of the BRICS economic block and the increasing voice and presence of the Global South at the United Nations were highlighted. This points to a potential shift in global power dynamics, with a focus on economic and policy independence for developing countries. • Tensions between the Global South and Global North over issues like tax transparency, indicating a push for greater equity and accountability in global governance. • Impact of geopolitical shifts on sustainability funding: There’s a concern that budgets from the Global North are increasingly focused on immediate humanitarian needs, potentially affecting allocations for sustainability initiatives in Africa and Kenya. This necessitates a re-strategization in engagement with the donor community. 2.2 Conflicts and Governance • The potential for increased volatility due to wars and conflicts, coupled with the role of misinformation and disinformation. • Nearly half of the world’s population facing general elections in 2024, including in major countries like India, Russia, Mexico, UK, and the US. This presents a pivotal moment for sustainability agendas, depending on the leaders elected. • Elections and Political Dynamics in Africa– Elections in 17 African countries with a focus on the types of leaders elected and their agendas. The use of division, polarization, and misinformation during election periods was noted as a concern for promoting sustainable development. 2.3 Climate Change and Environmental Impact • Continuation and worsening of climate change impacts, as reported by global scientists and the IPCC. Despite efforts to mitigate climate change, its effects are expected to persist and intensify, emphasizing the need for urgent and comprehensive action. 2.4 Trust in Institutions • Declining trust in governments and institutions, particularly in the context of elections, debt distress, and inequality. This trend challenges the collective action needed for sustainability and highlights the importance of rebuilding trust for effective governance. 2.5 Economic Challenges • Concerns over cost of living, inflation, interest rates, and debt distress, especially relevant to Africa and Kenya. These economic factors can significantly influence sustainability initiatives and priorities. 2.6 Influence of Technology • AI for sustainability: Artificial Intelligence is playing a bigger role in sustainable growth. AI has a great potential to assess, predict, and mitigate the effects of climate change as it gathers, interprets, and completes large and complex datasets on emissions and climate impact, which provides better solutions for informed decision-making. • Unfortunately, without proper execution, projects to implement AI come with complexities, costs and a carbon footprint that undermine sustainability goals. It is essential for project managers to learn to implement “green algorithms,” specialized AI constructs designed to both enhance operational efficiency and prioritize sustainability. • The role of AI, technology, misinformation, and disinformation in shaping public opinion and governance, underscoring the need for digital literacy and responsible use of technology in promoting sustainability. 2.7 Debt Distress and Climate Initiatives • COP 28 Initiative on Debt Distress for Climate Change: An initiative involving France, Kenya, and Mexico aimed at addressing debt distress in the context of climate change was mentioned. This initiative explores leveraging debt for climate swaps and other instruments for debt restructuring to support heavily indebted countries in pursuing climate objectives. • The need to learn from successes and failures of pilot finance instruments for nature and climate action and propose corrective measures to enhance the uptake of the same in 2024. See the case of Debt for Climate Swap in Gabon by the World Bank. 2.8 ESG Regulations • Major ESG Disclosure Regulations in Kenya: The Central Bank of Kenya (CBK) adopted the Task Force on Climate-related Financial Disclosures (TCFD) guidelines, marking a significant development in managing climate risks for listed companies. The transition to International Financial Reporting Standards (IFRS) with a strong element on climate disclosures signifies an evolving regulatory landscape. • Task Force on Nature-related Financial Disclosures (TNFD): Launched in Kenya with the collaboration of various organizations, TNFD focuses on managing risks around biodiversity issues. Early adoption by entities like Equity Bank Group indicates a growing emphasis on biodiversity risk management. 2.9 Carbon Emissions and Climate Action • Focus on Scope 3 Emissions Accounting: There’s an increasing requirement for companies to report their entire carbon footprint, beyond operations. This highlights the urgency of climate action and the need for comprehensive carbon accounting practices. • Transition from CDM to Article 6 Framework: The change from the Clean Development Mechanism (CDM) under the Kyoto Protocol to Article 6 under the UN framework aims
Crafting Impactful Sustainability Reports: A Strategic Guide for Practitioners and Companies
Sustainability reporting is the practice of measuring, disclosing, and being accountable for an organization’s environmental, social, and governance (ESG) performance. The main objective of sustainability reporting is to communicate the organization’s commitment to sustainable development and its impact on various stakeholders such as investors, customers, employees, and the broader community. Reporting is a tool that promotes transparency and accountability in issues that traditional financial reporting does not address. These include the interplay between environmental, social, and economic issues, as well as a long-term perspective. For many organizations, regardless of size, reporting on sustainability is a challenging task. Identifying “material issues (materiality),” which are important to the company and its stakeholders, is one of the most challenging aspects of sustainability reporting. The focus of traditional business reporting is on financial information that impacts decisions regarding investments. On the contrary, sustainability reporting is more multifaceted, taking into account social, environmental, governance risks, and opportunities that impact important stakeholders and may have a direct or indirect impact on financial and economic performance. In order to show both short- and long-term business value, sustainability reporting is increasingly becoming a necessary disclosure for consumers, employees, regulators, investors, and civil society. Dr. Mumbi Wachira, a panelist and accounting lecturer at Strathmore Business School, pointed out during the discussions at the second edition of RBC‘s Susty Dialogue Series event on sustainability materiality and reporting that sustainability reporting was not an information exercise but instead provides organizations the opportunity to understand what matters to their stakeholders and align organizational thinking with this, since stakeholders possess a significant effect on an organization’s operations and performance. Practitioners’ Guidance As part of the RBC Susty Dialogue Series, participants engage together to brainstorm and solve for ideas, solutions, to practical challenges in their day-to-day work. The first part of this next section provides a broad overview on the sustainability reporting approach; and the second part provides tips, ideas, solutions on 5 key materiality and reporting issues for practitioners such as: understanding double materiality, quantifying carbon footprints, achieving transparency in reporting and more. PART I – SUSTAINABILITY REPORTING APPROACH Understanding the organizational context Each organization operates in a unique context, with its own set of services/products, culture, and business objectives. This uniqueness necessitates a tailored approach to sustainability reporting. A one-size-fits-all framework may not accurately reflect the specific challenges and achievements of a particular organization. Understanding the organizational context helps in identifying what is material to the organization in terms of sustainability. Materiality in this sense refers to the issues that are most significant to the organization’s stakeholders and have a direct or indirect impact on the organization’s ability to create and sustain value. By focusing on these material issues, the organization can ensure that its reporting is relevant and valuable. Industry standards and frameworks As companies gain clarity on their organizational contexts, it is important to have an understanding of the interplay of internal and external factors that influence their operations. Industry standards and frameworks are invaluable tools for helping companies in achieving this clarity. Companies can benchmark their processes against industry best practices, identify areas for improvement, and strategically position themselves within their sectors by adhering to established norms.. This helps the companies to focus their sustainability efforts on the most significant areas relevant to their industry, ensuring their reporting is both relevant and impactful. For example, sustainability practitioners in the telecommunications industry might consider materiality around energy consumption, electronic waste management, data security, ethics and biases, etc. A company could benchmark its energy efficiency-waste recycling programs, against industry standards, and even international industry standards e.g. for data privacy standards, ensuring that its sustainability efforts are both relevant and competitive. This may also involve understanding the specific regulations and standards set by these industry-specific regulatory bodies that are relevant to the organization’s industry and geography. The chosen framework should not only comply with these regulations but also facilitate ease in reporting and adherence to the legal requirements while answering very specific questions on materiality to specific stakeholder groups associated with the company. This alignment is crucial to maintaining legitimacy and avoiding legal ramifications. “Globally, the GRI is the world’s leading standardized, systematic, multi-stakeholder reporting framework. The Nairobi Securities Exchange (NSE) reporting guidelines are based on the GRI, as it is designed to be inclusive and encompass all types of organizations and companies,” highlighted by Wendy Boit, from NSE, a panelist at the event. “Empowering Kenyan businesses, both listed and non-listed, the NSE Disclosure Guideline Manual serves as a compass, guiding SMEs to embark on a structured path towards sustainability reporting.” she said. Identification of key stakeholders Identifying and understanding stakeholders is critical in materiality and sustainability reporting because it lays the groundwork for a comprehensive and transparent communication strategy. Customers and investors, as well as employees and local communities, all have diverse interests and perspectives that shape their expectations of a company. Recognizing these divergent points of view becomes critical for businesses seeking to prioritize issues that truly matter to their stakeholders and the larger societal context. Organizations can tailor their materiality assessments to include not only financial considerations but also environmental, social, and governance factors by acknowledging and integrating stakeholders’ perspectives. This nuanced approach fosters a more holistic understanding of material issues, aligning reporting practices with the values and concerns of those who hold a stake in the company’s success. In turn, this contributes to the development of more meaningful and impactful sustainability reports, enhancing trust and accountability within the stakeholder ecosystem. Conduct materiality assessment After identifying and understanding the importance of stakeholders, their interests, and perspectives on materiality and sustainability reporting, businesses must systematically assess the significance of various issues. Materiality assessments is an important step in making sure the information reported is relevant and significant is determining materiality and helps in prioritization of issues during the process of sustainability reporting for companies. Companies are able to prioritize the disclosure of information that is most relevant and impactful for stakeholders and the business itself. To conduct these assessments, companies often utilize
How to Gain Stakeholder Buy-in
Gaining Sustainability Stakeholder Buy-in: In the Workplace and at Community Level The RBC Susty Dialogue Series inaugural event took place on May 11, 2023 from 6:00 pm to 9:00 pm EAT. Organized by Responsible Business Consulting (RBC), over 45 sustainability professionals came together at Baraza Media Lab in Nairobi, Kenya to share perspectives on engaging stakeholders in sustainability in the workplace and at community level. The participants worked in breakout groups to co-create ideas. Here are some ideas on how to build stakeholder buy-in: Include everyone in sustainability discussions and practices. At the workplace, conversations need to shift from the boardroom to the living room where everyone can participate. At community level, the participatory approach should equally be at the center. Leverage community champions such as chiefs and village elders in spreading the message and also contributing towards the project design. Make use of the digital platforms for greater reach. With over four billion social media users worldwide, social media platforms have undoubtedly massive potential in reaching a wider audience. Companies championing sustainability should give their audiences accessibility to useful reports and other materials to help them stay informed. Company digital channels are when leveraged well can be one-stop-shops for timely, consistent and relevant stakeholder engagement. However, remember it is about engagement (2-way) and not a monologue – ensure that you interact/engage with your audiences on your digital platforms. Understand customers’ needs. Ensure you have a clear understanding of your customers to be able to tailor your strategy to their needs. This spans a range of demographics, including gender, age, region, level of income, level of education and occupation. Consumers will most likely invest in a value proposition that resonates with them. So it is important to have a clear picture of whom you are designing solutions for. Explore storytelling to influence change. Storytelling is a powerful tool, which can be used in spurring behavioral change. Successful brands should share stories, showcasing the positive impact of sustainability programs. By spotlighting beneficiaries, other companies are likely to be inspired to adopt and implement sustainability policies. Additionally, sharing sustainability stories is a great way of creating awareness and informing the audience that sustainability is good for business. Engage experts to enhance understanding. Oftentimes people mistake sustainability initiatives for philanthropy activities –which amounts to zero profit. Debunking such beliefs, especially if you lack the right knowledge and expertise, can be challenging. To avoid falling prey to such deceitful notions, bring an expert on board to bolster understanding of the subject. Seek partnerships and collaborations. They say, ‘No wo/man is an island.’ Partnerships (both internal and external) and collaborations are probable enablers of achieving SDGs. Work with like-minded individuals and organizations that will help you generate ideas and strengthen your strategies and systems. The RBC Susty Dialogue Series provides an avenue for meeting such people, and you should aim to take part in the next episode. Invest in research to build evidence for action. The emergence of sustainability dialogues and promotion of SDGs has bred both good and bad news. The bad news is that some brands are ‘greenwashing’ their consumers, by preaching water and drinking wine. Well, consumers are now awake and on the look-out for such misleading products. To avoid falling in this trap and sabotaging your brand, invest in research to stand out. Research provides evidence. It communicates ‘the why’ backing your sustainability efforts. Secure buy-in from management by ensuring that your goals and purpose are clearly highlighted. Provide detailed information on the value proposition and share regular updates on the progress of the project. Building an understanding with the executive members in your company is the initial step to steering your project up for prosperity. In Conclusion As sustainability-related conversations gain momentum in Kenya, there is a need to create awareness, understanding and buy-in with stakeholders to be successful. Convincing stakeholders that sustainability is an imperative for business requires thought-through and clear communication from the onset. Having a strategic direction, smart goals, reaching your stakeholder audiences effectively and including their views, will influence sustainability implementation and impact in the workplace and at community level.