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 The grime on our windows represents the outdated practices and misconceptions that cloud our vision.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.
DO NOT MANIPULATE ME!
Virginia* 20 Virginia shares her sexual harassment ordeal at her new job as a waitress at a restaurant. She was excited for the opportunity since it was an upgrade from her last job, where she was underpaid and overworked. At her new job, she had flexible working hours and a very understanding boss. What Virginia did not know is that all these came at a price. It was nearly the end of three weeks when the manager began groping her body secretly behind the counter. Sometimes he openly commented on her physique before customers. This made Virginia uncomfortable and derailed her job performance. Sadly, none of her colleagues intervened. “Most days I went home crying, talked to my friends about it and they advised me to leave the place,” Virginia narrates. She decided to stay until the end of the month and quit after she had been paid. One day, as she was closing up the restaurant with one of her colleagues, the manager came back to pick something he had ‘forgotten’ in his office. He called out for her to help him search for whatever he was looking for. Virginia was hesitant to go at first. So she hatched a plan with her colleague —she would walk in if Virginia stayed too long. As soon as she entered his office, the manager shoved her against the wall, pressed against her while his hands went up her uniform. He warned her not to scream and threatened her. Before he could proceed further, the colleague walked in on them and shouted, “Get away from her now!!!” He aggressively released her and they left in a hurry, afraid of what he could do to both of them. They both quit their jobs after that. Virginia felt devastated, traumatised and scared. Fortunately, she got someone to talk to and got help. Here are tips (5D’s) from L’Oreal’s Paris sexual harassment campaign which you can leverage in a similar scenario:
USINISHIKE!
Emily* 27 I am trying to manoeuvre through a bustling crowd on a footbridge. There is so much going on; hawkers and customers, mothers with babies tucked on their backs, lovers clutching onto each other’s hands and beggars on wheelchairs holding empty containers. I lack the patience to join the trail moving at a snail’s pace, but moving swiftly through such a crowd requires strategy. So I shift to the left where there appears to be space, and come face to face with a fellow human. His face beams with a silly smile as he stretches his arm to touch me. It happens so fast that I feel his filthy hand on my right boob. Anger consumes me. I am so mad, I knock his hand off me and cuss. He cusses back in a groggy voice. I walk home extremely agitated, I want to punch a wall. The fury in me is intensifying, but then I am just another helpless woman having her share of sexual harassment —for the umpteenth time! I have had a couple of similar experiences on the streets of Nairobi. I was once walking past the Railways bus station, where matatus plying the Ongata-Rongai route park, when a makanga tried to touch me. “Usinishike!” I yelled at him. He responded by saying that one day my body will lie cold in a casket where no one will dare touch me. Other times, random comments like, “Madam dashboard iko poa,” and “Uko na boobs tamu,” have been thrown at me. I have lost count of the catcallings I have had to deal with in the Nairobi CBD. When I am not the victim, sometimes I am a witness. I have seen male hands maliciously caress female bodies on the streets while the people around either stared, laughed, or went about their business as if it was part of the norm. As the victims helplessly grappled away, the perpetrators giggled and continued to scour the surroundings for the next prey. In most instances women are said to be the steers of sexual harassment when they ‘dress provocatively.’ I was taken aback to find out that muslim women too, fully covered in Niqabs, get harassed. Older women, known to dress conservatively also experience this. Young, innocent girls are in the mix too. Clearly, perpetrators have no limits. I no longer feel safe to walk down an alley at night. I am scared that I might stumble into a gross human who will shamelessly invade my body and walk away with it. I have to watch my back on the streets and give the cat-callers a ‘deaf ear’ because no one cares. I have learnt to use my voice and repeatedly tell makangas ‘Usinishike,’ because if I don’t they will keep doing it and assume I am fine with it. Here are tips (5D’s) from L’Oreal’s Paris sexual harassment campaign which you can leverage in a similar scenario;
NEVER SMILE AT STRANGERS
Lucy* 48 Sexual harassment reminds me of the ‘Me Too’ movement. I think a lot of black and brown women in developing countries did not take part. We were all probably quietly thinking, sexual harassment is such a normal occurrence in our lives, where do we begin…well, that is what I was thinking. Sexual harassment is ‘unwelcome behavior of a sexual nature.’ I had to look it up. If that is the definition, then I may have a story for every month of every year from primary school until now. That is why ‘Me Too’ probably did not ‘rise’ as much in this country or continent. Sexual harassment is the regular (dare I say daily) life of girls and women. Here is my story, I cannot forget it. It still makes my blood boil. I was in a Christian university and as I regularly did, I got on the university bus from town taking students to the campus. I sat by the window. I liked the window as I could rest my head and nap for the journey. A fellow student came and sat next to me on the bus. He was an older student, so we politely said hello. The bus got on its way, and soon after, the warm sunshine streaming through the window beckoned me to rest my eyes and I did. I was safe on my university bus. I woke up to a warm feeling moving up my thigh. My eyes still closed, I realised that my arms were still on my lap – so what on Earth was that?! My eyes flew open and I saw a third hand on my lap – well, on my upper thigh edging to get between my legs. I thought I was imagining things, my mind was racing trying to piece all the information together, what was going on and whose hand was that? I turned in horror to the older male student sitting next to me – he smiled with a sneer, put his finger to his mouth and whispered ‘Shhhhhh’. His hand on my upper thigh did not move away, it kept on trying to inch closer, trying to get between my thighs! I was shocked, I was scared, I was confused, I was ashamed. I did not say anything. I slapped his hand away and moved closer to the window but I was not far enough. My instinct finally kicked in and got me to stand up and change seats. I was so ashamed like I had done something to warrant this. I kept silent on the bus all the way to our campus. He got up, winked at me and walked off the bus and on into life- like he and I were sharing a special secret on this Christian campus. I felt sick, I felt dirty, I felt like a coward. I stayed silent. I will never forget this incident of many – it changed me and so I remember. I remember to not stay silent again. That creep taught me how to harden my face in public like I am angry, he was (and still is) every male stranger on the street, in a waiting room, in public transport, in a queue, he is probably everywhere – I do not smile at strangers, ever. Once bitten, twice shy. Here are tips (5D’s) from L’Oreal’s Paris sexual harassment campaign which you can leverage in a similar scenario;
HOWEVER I DRESS WHEREVER I GO, LET ME BE!
Annabel* 22 Annabel is a student at State University and she loves wearing fashionable clothes. From her style, one can tell that her sense of fashion is bold, classy, sexy and aesthetic —she likes to subtly show her skin. Annabel prefers walking to school since the university is nearby, except for instances when she foresees lateness. That is when she opts to board a public vehicle. Very often, when walking to school, Annabel experiences catcalling and vulgarity from men. They would say things like, “Huyu ni size yangu” (she is my size) or “Eii msupa hata si usmile?” (Pretty girl, can’t you smile? This makes her feel sick and angry, but she fears reacting to it. Provoking them would cause a more embarrassing scene. Sometimes they would go to an extent of touching her arm, trying to force a greeting. When she resists, they call her ‘proud.’ Other times Annabel gets long stares, which makes her uncomfortable. There is this one time a guy grabbed her arm while trying to force her to board a ‘matatu’. She got irritated and responded aggressively. The guy refused to let her arm go and tightened his grip. At that moment she felt scared, weak and wished she did not respond in that manner. She yelled “Mwizi! Mwizi!” (Thief! Thief!) in attempt to free herself, and he eventually let her go. These ugly encounters have made it difficult for Annabel to express herself. She is scared. She is always aware of her walking, dressing, showing her skin and avoids eye contact just in case she triggers the annoying perpetrators. Here are tips (5D’s) from L’Oreal’s Paris sexual harassment campaign which you can leverage in a similar scenario;
KAA RADA
Rosita* 30 It was a busy Friday evening in Nairobi town. That day after work, I decided to take a bus instead of the small matatus to get home. Since it was the beginning of the weekend, I was very excited to get home and relax after a long week of so much to do here and there. Being glad to have found a seat with access to an intact window, I took off my tote bag and positioned myself in a sleeping position. Before I closed my eyes, a middle aged guy was looking for a place to sit. Our eyes locked, he smiled in a friendly manner and so did I. He then sat next to me. In a few minutes, the vehicle’s engine coughed and our journey kicked off. It was not too long before I started feeling sleepy. So I gave in, closed my eyes and fell asleep. As we proceeded, I felt very uncomfortable to the point that I woke up. I felt his cold hand pressing my thigh. When I noticed it, he withdrew his hand immediately and pretended nothing happened. He went on and looked the other side. I felt shocked and confused whether to yell out loud for help or shift my body to a different angle. I asked him, “What do you think you are doing?” He stared back at me without uttering a word but gave me the expression of ‘what?’ I began to get really frightened for my safety and started looking around to see if anyone was aware of this happening but no one was. My huge tote bag was probably what hid his hand the whole time. I immediately got up and began wondering whether to find another place to sit or walk out and take another bus to my destination. Luckily there was an empty seat with a woman sitting on the other chair. I was shaking, embarrassed and humiliated into silence questioning myself why me especially that this was the first time something like that had happened to me. I opened up to the woman who sat next to me and she made an immediate glance at my short skirt then looked at me. From the look of things, one would conclude that it was my fault. Her casual response later revealed that she has experienced this sort of thing before. Nonetheless, she encouraged me to take a breather and said that it was a good thing I got away from there. She also mentioned that I should be cautious not to sleep in public vehicles and open places. She added that I need to be aware of my dressing when I am in public places (cover up myself when my dressing is too revealing) because ‘these things have become a norm’ and it is up to ourselves to have ways to prevent it from happening. I never reported it or told anyone else about it. It was not my fault that it happened. I told myself that next time I would be more aware and try to be present in public places. This campaign is an opportunity for me to SPEAK UP and tell my story so that other victims can find courage to do so. I also find it useful to take part in training sessions, like one offered by L’Oreal, to learn how to handle sexual harassment. Here are tips (5D’s) from L’Oreal’s Paris sexual harassment campaign which you can leverage in a similar scenario;
MSF AT THE FOREFRONT OF HUMANITARIAN ACTION IN EASTERN AFRICA
For over 50 years, Médecins Sans Frontières (MSF)/Doctors Without Borders has been at the forefront of humanitarian action in Eastern Africa —serving people affected by war, conflicts, epidemics, natural disasters and providing access to medical assistance. MSF’s 2022 report indicates that they provided more than 4 million vaccinations against measles and 16 million medical consultations. These notable achievements have not been without challenges as the organisation has had to grapple with bureaucracy and insecurity issues. In this conversation, Hassan Maiyaki, the Head of Mission for MSF in Kenya shares with us in depth the impact of MSF’s work in Eastern Africa, funding and general support for their work, obstacles encountered in implementing their projects, and what the future looks like for MSF particularly in Eastern Africa. Q1: Tell us briefly about what MSF does and your role in the organisation My name is Hassan Maiyaki. I am from Niger, and the Head of Mission for MSF in Kenya. I have a background in nursing and I have been working for MSF for 22 years now. MSF provides care to people affected by war, conflict, outbreaks and epidemics, natural disasters or in places where people would not otherwise have had access to medical assistance. Q2: Where do you work in Africa, particularly Eastern Africa? MSF was born out of the experience of doctors working in the Biafra war in Nigeria and today it is still where we run some of our largest medical projects worldwide. According to our 2022 report, 55 per cent of our projects are in Africa, and the countries with our largest programmes are usually South Sudan, DRC and the Central African Republic. In Eastern Africa specifically, we work in Kenya, Somalia, Ethiopia, Uganda, Burundi, Sudan, South Sudan and Tanzania. We also have a regional office here, which supports our global programs as well as supply centres in Kenya and Uganda, where we also have an epidemiological research centre. Our projects differ in size depending on the medical and humanitarian needs that we identify in different places. For example, in South Sudan, MSF provides comprehensive healthcare in mobile clinics, health centres and hospitals, and we respond to emergencies and outbreaks as they occur. In Kenya, where there is better access to healthcare, we focus on specific health issues such as advanced HIV or addressing the needs of marginalised people in places such as the Dadaab refugee camp. Q3: I am aware that you recently launched your headquarters here in Nairobi. Why Nairobi? We have had a regional office in Nairobi for some time, given that it is a humanitarian and media hub, a place for us to mobilise and influence people, and because Kenya is a stable country from where we can support and in some cases, run, our regional operations. The office has grown significantly over recent years and now also hosts a number of experts who advise our global operational teams on specific areas. MSF has evolved over our last 50 years, and though we were born in Europe we are now a thoroughly global organisation and the development of offices such as the Nairobi office, outside of Europe reflects that change towards the globalisation of our organisation. Being close will allow us to understand the context, the challenges/needs of the people and also enhance people’s understanding of the organisation. Acceptance from the people is very important Q4: What are some of the humanitarian issues that MSF focuses on in Eastern Africa? MSF focuses on a broad range of medical and humanitarian issues across the region. Some of the current major impacts on people are the result of conflict, displacement, epidemics and outbreaks. We are also responding to malnutrition. We provide care to survivors of sexual violence, to people who use drugs, HIV/AIDS treatment and counseling, and specific health services to adolescents and young people. Currently, with the ongoing conflict in Sudan, we have surgical teams in Khartoum providing lifesaving surgical operations to people injured during the fighting. We are also supporting other hospitals with treating trauma injuries, maternal healthcare, measles vaccination in 12 regions in Sudan and also neighbouring countries like Chad and South Sudan where many people are fleeing conflict. Q5: What is the progress so far? Approximately how many people have you supported? We recently released our 2022 activity report, which shows all our medical activities for the year per country. As an example, we provided 16,272,300 medical consultations, treated 4,268,600 medical consultations, and 4,124,700 vaccinations against measles. As a snapshot in Kenya, we assisted 3,460 births and treated 3,420 people for sexual violence. Q6: Have you experienced any challenges in implementing your projects in Eastern Africa? Please mention some of them and how MSF has mitigated them. We aim to provide emergency humanitarian assistance in some of the most challenging places – so challenge is something that we are familiar with! One of our biggest challenges is to reach the people who need us the most. The challenge can sometimes come as a result of bureaucratic impediments, or the risk to our teams due to the lack of respect for humanitarian workers by parties to a conflict, for example. We try to mitigate this through ongoing negotiations with all parties to a conflict, or relevant decision makers in a specific place, for example. We have to assess the situation to ensure that the team is protected and also dialogue with different actors —to help them understand that MSF has no hidden agendas other than serving the population. Q7: Speaking of support earlier on, do you get any funding from Africans? Ninety seven percent of our funding comes from private individuals all over the world. To retain our independence and ability to act according to the humanitarian needs alone, not to any political agenda, we do not take money from governments or institutions that are active in conflicts or contexts where we work. We are already fundraising in Kenya and South Africa, and are looking at other countries in Africa that might work