Destin Africa
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Editor’s note
5 Destin Africa
Entrepreneurship, Key to Reducing Unemployment For a long time, the Kenyan education system has been blamed for producing graduates who are obsessed with getting white collar jobs in leading organizations. Children, from an early age are given a lot of pressure to perform well in their studies in order to become high flying professions. Engineers, doctors, pilots among other careers are the envy of desire of every school going child. They therefore burnt the midnight oil to score high grades so as to become senior employees in the government or corporate world. On the other hand, the average and poor performers are ridiculed and seen as failures. What the society fails to appreciate is the fact that such learners may be having other gifts, which they can exploit and become successful in life. Entrepreneurship was often seen as the road which those who failed to secure formal jobs after school took. However, this narrative has changed in the current day. Entrepreneurs are in fact doing far much better economically than their friends who opted for formal careers. Most top entrepreneurs in the country have achieved major strides and have made many people; especially the youth change their view about business. They have not only built empires which are spreading wings beyond borders, but have also created employment for many Kenyans. The launch of the Competency based Curriculum (CBC) by the Kenyan government goes a long way in supporting entrepreneurship. The CBC is designed to emphasize the significance of developing skills and knowledge and also applying those competencies to real life situations. It emphasizes what learners are expected to do rather than mainly focusing on what they are expected to know. In principle, such a curriculum is learner-centred and adaptive to the changing needs of students, teachers, and society. There is no doubt that the CBC is timely considering the current wave of unemployment in the country. By teaching children to be critical thinkers, problem solvers and creative will go a long way in nurturing self-reliance.
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Contents
7 Destin Africa
18. Techie
20 . Entrepreneur Watch
22. MAIN STORY
5. EDITOR’S NOTE 10. GET INSPIRED 12. CORPORATE NEWS Equity Oracle ICAEW PrideInn Hotels KCB Group Safaricom
18. TECHIE READY? Go for TECNO SPARK 4 with 6.52” Screen to Light Up Your Beauty
20. ENTREPRENEUR WATCH Neema Kinoti taps into Beachwear Designed to Celebrate African Culture Mi Vida: A Game Changer
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CASH IN
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9 Destin Africa
Contents 26. ICT
28.
iWayAfrica: Enhancing your Business Through ICT
32.
OPINION
32. FINTECH 34. REAL ESTATE 36. TEAM BUILDING 38. HEALTH & FITNESS Acute Myeloid Leukaemia: A Local Perspective
40. HEALTH & FITNESS Growing Need to Promote Safe and Effective Use of Medicines
42.
42. DESTIN MOTOR DT Dobie Expands Best Selling Mercedes Benz Range
44. TRAVELWISE Kenya’s Jambojet Granted Rights to Fly to Rwanda www.destinafrica.co.ke
Destin Africa 10
Get Inspired Provoking Quotes By Entrepreneurs And Executives
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As women, we have it in us to be tenacious in so many areas of our lives, why not business? If not now, then when? If not you, then who? Awaken the lioness within you
Do not be afraid to dream. Dream as big as you can, this is your canvas, make it exciting. You are a marvelous creation with a purpose and a great destiny. Just go for it and do it
NYASHA MUKOMBE, FOUNDER OF SAKILE EVENTS MANAGEMENT
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You can do it. Word of caution though; it is not something you do because ‘there is nothing else to do’, rather, it is something you do ‘because you have something to do and a burning desire to do it.
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PAUL KINOTI, FOUNDER AND MANAGING DIRECTOR OF AVANTI CORP
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MKAMBOI MWAKALE, FOUNDER SARU ORGANICS VENTURE
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It is never easy, but consistency pays. Yes, the market is as big as the number of people who walk to work, but there are still many infrastructural challenges
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WYCLIFFE WAWERU- OWNER OF PLAY GURU, A COMPANY
Destin Africa
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Destin Africa 12
Corporate News
Equity Executive team pose with the new logo unveiled at the Head Office.
Equity Unveils a New Look, Accelerates Momentum Through a Refreshed Positioning
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quity has unveiled a refreshed identity in line with the ongoing journey of transformation and regional expansion. The new identity is aimed at creating sustainable growth path and service delivery in today’s rapidly changing financial services environment.
Going forward, Equity will present itself as a unified brand, with one basket of products and services under one roof; ranging from banking to insurance and investment. From an identity perspective, the new logo now features “Equity” without an entity name such as Group, Bank, Insurance, or Investment Bank. Commenting on the move, Equity Group CEO and Managing Director Dr. James Mwangi noted that the refreshed positioning follows an extensive three-year process of sounding out its current and future customer segments.
“The evolution of our brand is an important part of our strategy for continued market leadership as well as being integral to the promise we made to all of our stakeholders when we began our journey of transformation to modernize and do all we can to get closer to and better serve our customers,” he said.
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“We are proud of the role Equity has continued to play in the growth and prosperity of Kenya and its people. Our brand has carried us through a disruptive and trailblazing 35 years’ period. During this period, we have evolved from a small building society to a leading bank in East and Central Africa. We have become a leading digital bank while our social impact investments hold promise to secure our young people as our future servant leaders. The refreshed brand identity reflects the future we envision, one which communicates our global capability, strong heritage, innovative culture and agile business model that will carry and give the brand momentum to scale its strengths across Africa and the world,” Dr. James Mwangi added. The refreshed look will first roll out in Kenya and eventually in all other markets where the Group has established its presence including Uganda, Tanzania, South Sudan, Rwanda, Democratic Republic of Congo (DRC) and now, Zambia, Mozambique and Ethiopia. Equity maintains that the fresh identity matches the new realities, business model, customer segments and preferences
and the evolving digital space; enabling it to focus on key areas that will see it remain relevant to the diverse and current consumer needs. This, it adds, will be achieved through spurring economic growth by empowering consumers; businesses and enterprises through innovative solutions, infusing digital capabilities at all touch points, while nurturing existing and building new relationships.
In a bid to unlock new opportunities within the growing digital banking space, Equity will continually focus on operational efficiencies, driven through innovations and re-engineering of its value chain. Customers will be further enabled to interact with the bank on self-service channels of mobile and internet devices or on the 3rd party low variable cost infrastructure of over 46,000 agents and over 27,000 merchants.
“In developing this identity, we emphasize that our customers come first and that our primary focus is to ensure we are prepared and well positioned to meet all the needs of our stakeholders in the most effective and seamless manner,” said Dr Mwangi. “From tomorrow you will see the new signage in all our branches, as part of our refurbishment plan to modernize and update its distribution network which includes branches, ATMs online platforms and third-party outlets such as Agent and merchant locations, noted Dr Mwangi.
13 Destin Africa Corporate News
Oracle Positioned as a Leader in Gartner Magic Quadrant for Cloud HCM Suites for 1,000+ Employee Enterprises Oracle again placed furthest for completeness of vision within the entire Magic Quadrant
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racle has announced that it has been recognized, for the fourth consecutive year, as a Leader in Cloud HCM Suites for Midmarket and Large Enterprises by Gartner. The 2019 Gartner Magic Quadrant for Cloud HCM Suites for 1,000+ Employee Enterprises evaluates vendors based on completeness of vision and ability to execute. Compared to the previous year, Oracle maintained its position as the vendor placed furthest for completeness of vision for Cloud HCM Suites within this category. “Once again, we believe Gartner’s recognition validates Oracle’s leadership and our innovation in the HCM
marketplace. In our view, this is a tribute to our outstanding customers who partner with us and challenge us every day to find new ways to deliver technology solutions to help them be more agile, and deliver on an outstanding employee experience. I’m proud to share this recognition with all of our HCM Cloud customers,” said Chris Leone, senior vice president of development, Oracle HCM Cloud.
According to the report, “Gartner assesses the Completeness of Vision of cloud HCM suite vendors by evaluating their ability to successfully articulate their perspectives on current and future market directions, anticipate customer needs and meet
competitive forces. [Gartner] judge[s] a vendor’s Completeness of Vision on its understanding and articulation of how market forces can be exploited to create new opportunities for itself and its clients.” “Using Oracle HCM Cloud has given our business the flexibility, efficiency and tools needed to deliver a personalized and seamless experience for our employees,” said Lisa Harris, Vice President, Payment Services & Financial Systems at TrueBlue, Inc. “With evolving employee expectations and constantly changing business needs, it can be challenging to keep pace in such a competitive talent market, but with Oracle, we are equipped and ready to succeed.”
Part of Oracle Cloud Applications, Oracle HCM Cloud enables HR professionals to make work more human by improving the entire workplace experience for employees, candidates and HR professionals. Oracle provides organizations a complete HCM cloud solution that drives digital transformation and improves business agility while meeting both current and future business requirements. www.destinafrica.co.ke
Destin Africa 14
Corporate News in keeping it safe from global economic fluctuations. “A strong service sector keeps Kenya’s economy shielded from the trade war currently raging between the United States and China, while also protecting it from global commodity price slumps,” said Mr. Armstrong.
“This diversity has played a key role in helping Kenya to weather the storm caused by the instability of oil prices. This, in addition to a well-regulated, mainly private services sector is key to the survival of the economy,” he added.
The report continues to state that East Africa’s growth will be boosted by the entry of Uganda and Tanzania into the league of petrochemical exporters within the next few years. While still expected to remain the strongest growing region on the continent, East Africa is projected to record a slightly lower real GDP growth rate of 6.3% this year compared to 2018.
New Oil Finds in Kenya Set to Enhance Economic Diversity While most African countries are bearing the brunt of the US-China trade war, as well as a slump in commodity prices which is greatly affecting exporters, East Africa’s economic diversity is still playing a key role in cushioning the region from shocks. This is according to the latest report from ICAEW - the Institute of Chartered Accountants in England and Wales - Economic Update: Africa Q3 2019. The report provides GDP growth forecasts for various regions including East Africa which is set to grow by 6.3%, West and Central Africa at 3.4%, Franc Zone at 4.7%, and Southern Africa at 1.3%.
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he report, commissioned by ICAEW and produce by partner and forecaster Oxford Economics, outlines how East Africa’s growth is mainly driven by strong performances in the two major economies, Kenya and Ethiopia.
Kenya, whose President Uhuru Kenyatta in March signed into law a long-awaited petroleum bill that regulates oil exploration and production, recently joined the league of oil exporting nations after a cargo of
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200,000 barrels of oil from Turkana was shipped from Mombasa. Despite the fact that commercial production is still years away, the new development gives Kenya a chance to enhance its economic diversity and include oil exportation as a foreign exchange earner.
Speaking during the launch of the quarterly report, Michael Armstrong, ICAEW’s Regional Director of the Middle East, Africa and South Asia, said that the strength of Kenya’s diverse economy plays a major role
Southern Africa is forecast to keep struggling with a growth rate of 1.3% in 2019 as the region’s economic anchor, South Africa, is expected to show nearlyflat growth because of policy uncertainty, concerns over debt-laden parastatals and high unemployment. In the region’s other countries growth has been slowed by supply-side challenges, notably adverse weather conditions in the wake of two cyclones, a regional moisture deficit and power rationing.
Regional GDP growth for Central and West Africa is forecast at 3.4% in 2019 and incorporates the impact of the Nigerian economy’s slow start to the year, as pipeline damage curtailed oil production The Franc Zone is expected to grow at 4.7%, owing to a structurally low international oil price environment, which continues to weigh on growth in the region’s oil exporters. North Africa’s real GDP growth rate is forecast to slow to 2.8% in 2019, due to oil production disruptions in Libya which compounded the effect of weak Eurozone demand on the region’s other economies. The full Economic Update: Africa report can be found here: https://www.icaew.com/technical/ economy/economic-insight/economicinsight-africa
15 Destin Africa Corporate News
Nairobi Hoteliers Set to Earn From Heritage Tourism amid Stiff Competition
Local hotels in the City of are set to cash in from enhanced heritage tourism in Nairobi county.
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Emphasizing on heritage and cultural tourism will enhance Nairobi’s competitiveness as a leading business tourist destination of choice in the region, this especially for business and conference tourists who come to Nairobi yet they have limited time to visit other destinations out of town,” said Mrs. Farzana Zahir, Sales and Marketing Director, PrideInn Hotels.
Local hotel brands are facing a stiff competition from increased supply of rooms by the international brands raising competition in the industry and potentially reducing margins as establishments find it
difficult to raise prices significantly.
Key tourist attractions in Nairobi include the Nairobi Museum, the Kenya National Archives, the Railways Museum, Bomas of Kenya and many other areas which showcase Kenya’s culture.
“Diversifying trails for local tourism is something that has to be a trend that’s why we want to maximize on the potential of heritage tourism within Nairobi. All visitors accommodated within PrideInn facilities in Nairobi will have an opportunity to visit heritage facilities within the city. We thought of doing so
because majority of our foreign business guests and some locals have no time to visit other destinations out of town,” said Mrs. Farzana.
Besides helping the country avoid overreliance on wildlife and beach tourism and in the process fend off increased competition from other destinations such as Mombasa, Mara, Mt. Kenya, among others who have diversified their offerings, heritage tourism can be a platform to ensure local hospitality business within Nairobi county remain afloat especially at a time when competition is so stiff. Global statistics show that culture and heritage tourism is one of the fastest growing and highest revenue source and sustainable visitor economy, which has contributed significantly in the growth tourist numbers as demonstrated by most African nations, according to the Organization for Economic Co-operation and Development (OECD).
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Destin Africa 16
Corporate News
A banking industry that plans for the risks associated with climate change and other environmental challenges can not only drive the transition to low-carbon and climate-resilient economies, it can benefit from it KCB Group the Principles remind us of the reason we exist as an institution and we purpose to work with our stakeholders to shape a sustainable future for the next generation,”
(From Left) KCB Group Head of Corporate and Regulatory Affairs – Judith Sidi Odhiambo, KCB Group Chief Operating Officer – Samuel Makome, and KCB Group Head of Investor Relations – David Kitheka during the launch of the UNEP FI Principles for Responsible Banking at the UN Headquarters in New York.
KCB Group And Global Banks Holding USD 47 Trillion in Assets Commit to Climate Action And Sustainability
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n a massive boost for climate action and sustainability, leading banks including KCB Group and the United Nations today launched the Principles for Responsible Banking, with 130 banks collectively holding USD 47 trillion in assets, or one third of the global banking sector, signed up KCB Group today became one of the Founding Signatories of the Principles for Responsible Banking, committing to strategically align its business with the Sustainable Development Goals and the Paris Agreement on Climate Change. By signing the Principles for Responsible Banking, KCB Group joins a coalition of 130 banks worldwide, representing over USD 47 trillion in assets, in committing to taking on a crucial role in helping to achieve a sustainable future.
Taking place at the start of the UN General Assembly, the official launch of the Principles for Responsible Banking marked the beginning of the most significant partnership to date between the global www.destinafrica.co.ke
banking industry and the UN. “The UN Principles for Responsible Banking are a guide for the global banking industry to respond to, drive and benefit from a sustainable development economy. The Principles create the accountability that can realize responsibility, and the ambition that can drive action.” said UN SecretaryGeneral Antonio Guterres at the launch event, attended by the 130 Founding Signatories and over 45 of their CEOs. As expressed in the Principles for Responsible Banking, KCB Group is convinced that “only in an inclusive society founded on human dignity, equality and the sustainable use of natural resources can our clients, customers and businesses thrive”. Speaking at the launch, KCB Group Chief Operating Officer, Samuel Makome said, “The official launch of Principles for Responsible Banking marks a major milestone in the global banking industry of our commitment to implement Sustainable Development Goals and Paris Climate Change into our strategic objectives. In
By signing up to the Principles, we commit to using our products, services and relationships to support and accelerate the fundamental changes in our economies and lifestyles necessary to achieve shared prosperity for both current and future generations. “A banking industry that plans for the risks associated with climate change and other environmental challenges can not only drive the transition to low-carbon and climate-resilient economies, it can benefit from it,” said Inger Andersen, Executive Director of the United Nations Environment Programme (UNEP). “When the financial system shifts its capital away from resource-hungry, brown investments to those that back nature as solution, everybody wins in the long-term.”
A strong implementation and accountability framework supports the Principles for Responsible Banking. By signing them, KCB Group commits to being transparent on both our positive and negative impact on people and planet. KCB Group will focus where it has the greatest impact – in its core business – and set, publish and implement ambitious targets to scale up positive and address any negative impacts in line with global and local goals.
The Principles for Responsible Banking will provide KCB Group with an effective framework to systematically identify and seize new business opportunities created by the emerging sustainable development economy, while at the same time enabling the bank to effectively identify and address related risks.
17 Destin Africa Corporate News
The award comes days after the launch of the Safaricom Digital Academy, a program that will empower and train employees who are looking to shift to new digital careers without our customers and partners, who enable us to live out our purpose of transforming lives,” said Michael Joseph, Safaricom CEO.
Safaricom was also recognized for Inclusiveness & Diversity and Effective Human Resource & Industrial Relations practice and emerged first runner’s up in the Corporate Performance, Innovation & Productivity and Workplace Environment categories.
Mr. Peter Njoka, Safaricom Head of Acquisition, Talent & Capability and Margaret Kioko, Safaricom Senior Manager for Organization Effectiveness & Change receive the Employer of the Year Award from Kitui Governor Charity Ngilu and Jacqueline Mug
Safaricom (NSE: SCOM) has been named the 2019 Employer of the Year at the Federation of Kenya Employers’ 3rd Annual Employer of the Year Awards.
The Employer of the Year Award evaluates an organization’s leadership & governance, corporate performance, innovation & productivity, responsible business conduct, inclusiveness & diversity, workplace environment, learning & development and human resource practice & industrial relations.
he award, which was introduced in 2017 to promote best practices in corporate performance, people management and labor relations among employers in Kenya, was issued at the annual Gala Dinner held at
Currently, Safaricom’s employee gender ratio stands at 50:50, while 2.1 percent of staff are persons with disabilities.
Safaricom Named Employer of the Year by the Federation of Kenya Employers
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the Radisson Blu Hotel in Nairobi on Friday night. “We continuously look to improve the workplace through a unique employer value proposition and an inclusive culture. This recognition would not be possible
The award comes days after the launch of the Safaricom Digital Academy, a program that will empower and train employees who are looking to shift to new digital careers.
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Destin Africa 16 18 Techie
READY? Go for TECNO SPARK 4 with 6.52” Screen to Light Up Your Beauty
TECNO SPARK 4 is coming back with its unprecedented big screen and with 13MP AI Triple Rear Camera for its outstanding shooting performances
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lobal premier mobile phone brand TECNO Mobile lately launched new smartphones TECNO SPARK 4, with AI Bright Camera. TECNO SPARK 4 is coming back with its unprecedented big screen and with 13MP AI Triple Rear Camera for its outstanding shooting performances.
Already touted as an “immersive screen smartphone”, it is no surprise that TECNO SPARK 4 takes unprecedented step of adopting 6.52” Dot Notch Screen, giving the users the true super full view experience. With 90% perfect screen ratio and high resolution, the world explored through TECNO SPARK 4 would be much broader and more wonderful. And meanwhile, TECNO SPARK 4 is equipped with a 13MP AI triple rear camera with Aperture F/1.8
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and 8MP bright front camera. This camera setup captures amazing pictures in low or poor light scenarios clearly showcasing dark details and of course, TECNO’s signature hidden flashlight also brings you brightness in dark night.
Equipped with 13MP Triple Rear Camera and 8MP Front Camera, TECNO SPARK 4 does well in clear photography, bokeh effect and AI portrait mode. Photos and selfies taken by TECNO SPARK 4 would be much more impressive and attractive under any scenarios. Sticking with the essence of AI Bright Camera, TECNO SPARK 4 breaks through the limitation and hides its flashlights in the dot notch screen. Fearless of the night, you would always be the shining star in the photo. Apparently, we can infer that the 6.52” Dot
Notch screen display is definitely one of the best cutting-edge screen technology to have, with excellent colors and viewing angles. And the newly upgraded algorithm “AI Camera 2.0” brings AI HDR, AI Scene Detection and more amazing photography functions enable TECNO SPARK 4 still be able to be brighter and clearer, avoiding overexposure of the light parts and clearly showcasing dark details even in back light scenarios. The seamless interplay between hardware and software allows the TECNO SPARK 4 to offer an optimized smartphone experience. 13MP Triple Rear Camera, AI Bright Camera, Be A Shining Star Equipped with 13MP Triple Rear Camera and 8MP Front Camera, TECNO SPARK 4 does well in clear photography, bokeh effect and AI portrait mode. Photos and selfies taken by TECNO SPARK 4 would be much more impressive and attractive under any scenarios. Newly upgraded algorithm “AI Camera 2.0” brings AI HDR,
19 Destin Africa Techie
Core processor presents lower power consumption and faster running speed. This time, multitasking would be easier and smoother. The 4000mAh big battery allows user more time connecting with the world.
Face Unlock 2.0, More Secure Unlocking Unlock your phone speedily via “face scan”. Record your facial information, TECNO SPARK 4 would learn and recognize your face when you light up your phone and unlock it. With the newly added “ClosedEyes Detection”on 2.0 version, less worry of unlocking your phone when you are sleeping or closing your eyes.
AI Scene Detection and more amazing photography functions. Even in back light scenarios, TECNO SPARK 4 could still be brighter and clearer, avoiding overexposure of the light parts and clearly showcasing dark details. Sticking with the essence of AI Bright Camera, TECNO SPARK 4 breaks through the limitation and hides its flashlights in the dot notch screen. Fearless of the night, you would always be the shining star in the photo. 6.52” Dot Notch Screen, Bigger Than Ever This time, TECNO SPARK 4 takes unprecedented step of adopting 6.52” Dot Notch Screen, giving you the true super full view experience. With 90% perfect screen ratio and high resolution, the world you explore through TECNO SPARK 4 would be much broader and more wonderful.
surprisingly designs 4 colorful gradient back cover - Royal Purple/Vacation Blue/ Misty Grey/Energetic Orange -. The eyecatching color choices would make you easily stand out from the crowds.
Practical, Fluent and Powerful, Beyond Your Expectation 32GB ROM offers user more space for photos, music, videos and files storage. 2GB RAM means a faster and more fluent user experience with our system. 2.0GHz Quad-
Latest Version of AndroidTM 9 Pie & HiOS 5.5 Upgrading latest version of operating system and user interface, more amazing and refreshing changes are waiting for you to explore. This time, no need for makeup, the AI Video Chat Beauty Mode would make you shine in the video chat, adding more fun when chatting with friends. With the deeply customized optimization of Game Mode, you will have a fascinating gaming experience. Free space, game boost, network acceleration, notification optimization and more new functions contribute to a much faster and more immersive user experience. The basic functions also have essential updates. OTG is also supported. TECNO SPARK 4, always tries hard to offer our users better smart life.
4G Network, Speedy Connection With 4G, you would always be the first one to know the latest news and trend in this speedy developing era. Using 4G network on TECNO SPARK 4, effectively reduce wait time when surfing the social media or watching video, touching more fun with less waiting. Colourful Gradient Design, Stylish Enough Go simple with the whole design, but bold with its colors. TECNO SPARK 4
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Destin Africa 20 Entrepreneur Watch
Neema Kinoti taps into Beachwear Designed to Celebrate African Culture Currently, there is a class of enterprising youths in the country who have not only shunned white collar jobs, but have moved from being job seekers to job creators. This is the story of Neema Kinoti, a young lady who believes in creating her own path in life. She is not only young, beautiful, but also brainy. Miss Kinoti is passionate about entrepreneurship and adventures, but mostly making a difference in whichever way she can. She is the founder of Ohana Family Wear Limited, an authentic African inspired swimwear here in Kenya. Destin Africa Magazine had a chat with Miss Kinoti about her entrepreneurship journey and what inspired her to venture into the swimwear industry. By Jennifer Nyawira
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B
riefly tell us about your educational and professional background? I have a bachelor’s degree in International Business Administration major in Finance. I have had working experience at Fusion Capital in the area of Investment and Fund management. I have also worked with Versatile Insurance Agency as a sales agent. Tell us more about Ohana Family Wear Limited? The meaning of Ohana lies on the essence of a larger family that is not necessarily connected by blood. A person’s ohana can include their best friends, neighbors, or anyone else who is special in their life.
The people within it are bound together by genuine compassion, culture, support, loyalty, and love for each other.
That is exactly what Ohana Family Wear represents through our range of beach wear designed to celebrate our African culture, different body shapes and sizes. Ohana Family wear Limited combines the latest fabrics, colours and prints to create modern designs influenced by emerging international trends as well as the African culture.
What inspired you to venture into the swimwear market? I was planning a trip before finishing University and was looking for an authentic
21 Destin Africa Entrepreneur Watch
the other swimwear lines. We want each Ohana swimwear to be a real piece of art and to convey its inspirational side as well as to challenge the senses. Hence why it’s a highly inventive luxury brand drawing inspiration from traditions and cultures.
Have you faced any challenges and how did you overcome them? Yes. One of my main challenges was financial constraint. I did not have enough money to design and manufacture a whole swimwear collection. However, I managed to secure a bank loan with my parents as my guarantors. African inspired swimwear here in Kenya. I realized no brand had tapped into that market so I decided to start my own brand and fill that gap. How have your products been received in the market? It has honestly surprised me. I have managed to acquire many followers who are brand promoters.
What sets the company apart from others in the industry? Ohana Family Wear Limited combines the latest fabrics, colours and prints to create modern designs influenced by emerging international trends as well as the African culture. This is what sets us apart from
What gives you the most satisfaction being an entrepreneur? I will have to say the simplified life and a sense of freedom that comes with it. Also, the impact you make on society as a whole. What are your future plans and aspirations for your company? I want Ohana Family Wear Limited to be an established well celebrated brand, not only Kenya but in East Africa at large. God willing as the future progresses, we shall expand into other categories.
What advice can give to other young people looking to start-up? From personal experience, I would say just do it. Most people don’t ever start because they don’t want to be seen starting at the bottom. Don’t be most people. www.destinafrica.co.ke
Destin Africa 22 Main Story
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23 Destin Africa Main Story
Mi Vida: A Game Changer The residential developer is offering a great investment opportunity for local home buyers and investors within the middle income market. And they are looking to expand across the city with more projects to follow the success of Garden City.
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ctis, a leading growth markets investor across Africa, Asia and Latin America, and Shapoorji Pallonji Real Estate (SPRE), the real estate arm of one of India’s largest conglomerates recently launched ‘Mi Vida’, a Ksh. 12 billion residential development targeting the middle class in Kenya. This joint venture aims to bridge the gap in the market by addressing the shortage of quality middle income housing in Kenya.
Upon adopting the phrase, Mi Vida (which means ‘my life’ in Spanish), the developer has embarked on an ambitious journey to revolutionize the residential sector by bringing best practices to the market, and competitive pricing, while staying focused on their approach.
The first project has been launched within Actis’ Garden City mixed use development, where a total of 624 residential units
ranging from one, two and three bedroom units will be constructed on a 4.5 acre parcel.
Construction of phase one, comprising 208 units is expected to commence this fourth quarter. Mi Vida will be fully integrated within the estate benefiting from the popular Garden City mall and Business Park where EABL will relocate their headquarters next month.
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Destin Africa 24 Main Story
The onsite Mi Vida Sales Office is ready and showcases the one bedroom, two bedroom and three bedroom units and is officially open for public viewing. Customers can now walk in, view the homes and experience the ‘Mi Vida’ brand, featuring best in class finishes and designs in each unit. “Since we opened the show house to the public less than a month ago, we are pleased to announce that over 20 percent of phase one is sold out,” says Chris Coulson, Mi Vida, Chief Executive Officer.
This is a significant achievement for a new brand in the market and a clear indicator that brand values, product and prices have been very well received. Payment plans are flexible with options around cash buyers, installment and mortgage. The prices range from Ksh. 7.6 million for a one bedroom unit, Ksh. 11.2 million for a two bedroom www.destinafrica.co.ke
25 Destin Africa Main Story
buyers have forced the home builder to come up with not only a design that meets the demands of today’s increasingly sophisticated homeowner, but also provides supporting amenities. To back this up at Garden City Mi Vida has dedicated 1.5 acres to amenities and outdoor spaces. This includes a club house, gym, event space, large swimming pool, kid’s splash pool, outdoor gym, and a 300 meter running track. “We are compelled to develop a quality project that keenly focuses on the lifestyle of our buyers.”
unit and Ksh. 12.7 million for a three bedroom unit with dsq.“We have partnered with banks for preferential mortgage rates which will make the houses more affordable to interested home buyers”, he added. Mi Vida at Garden City is set to be constructed in three phases. The first phase will be completed in 26 months and will be properly funded by the developer. “We are not solely relying on off-plan sales to start and fund the project. This is great news to buyers as we are able to commit to project timelines.” According to Mr. Coulson, Actis has a very good local real estate track having successfully developed Garden City Mall, Residences and Business Park, Junction shopping Mall, Nairobi Business Park and the recently launched Nairobi Gate Industrial Park. “Mi Vida has entered the market on the back of extensive local knowledge and expertise, which is already proving invaluable.”
Tailor-made houses “As part of our market analysis, we interviewed 400 buyers who were actively looking to purchase apartments and used their feedback to tailor our product to
suit all of their needs,” offers Mr. Coulson adding that the key criteria revolved around location, price, design and quality of construction, security, easy access to parking, down to the size of balconies, which are properly sized to create usable and functional space.
“Shapoorji Pallonji are providing guidance and support across the business,” says Mr. Coulson, adding that “They have a track record spanning over 150 years and their middle income brand in India has a development platform comprising 13,000 new units.” Buying homes off plan has also become more of a challenge for local residential developers. 60% of those interviewed said they wouldn’t buy off the plan as, they couldn’t visualize the unit being built, but more importantly expressed market concerns around on time delivery and quality.
“We have a tagline of ‘a promise is a promise’ and we will deliver. This is something engrained given we are part of Shapoorji who are very committed to delivering on quality and on time,” he adds. Lifestyle Mi Vida is offering people a lifestyle, not just a house. The changing tastes of home
Current trends The CEO notes that on one hand, the highend housing sector is facing a challenge of oversupply, and it will take time for units to be sold and fully absorbed in the market. Developer’s track record on quality, on-time completion along with, project location and prices are some of the key selling points. On the other hand, there is a huge demand for affordable and middle-income homes in Kenya. However, the market is facing liquidity issues, and a number of smaller residential developers are struggling to put up apartments. This has led to a shortage of quality housing. The government is however addressing the issue through the affordable housing scheme which is part of the Big 4 Agenda. “We also plan to launch two more projects towards the end of this year, which will be on strategic locations and we will replicate the Mi Vida middle income model.” CSR
As a way of giving back to the community, Actis has partnered with Arc Skills to improve the construction industry by offering training and skills development solutions to tackle the critical skills gap. The training aims to help young community members in the area surrounding Garden City area secure their livelihood by equipping them with quality training that meets global standards. The certification is aligned with the National Construction Authority (NCA) standards and so far they have trained over 450 people. www.destinafrica.co.ke
Destin Africa 26 ICT
iWayAfrica: Enhancing your Business Through ICT The company has also revamped its offering and is providing a range of services that go hand in hand with connectivity By Jennifer Nyawira
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igital and broadband infrastructure investment is clearly one of the top priorities for telecom operators. With the huge and increasing demand for data and opportunities for fibre optic and wireless networks, companies including mobile and fixed operators, as well as a range of digital infrastructure specialists, are targeting significant investments in new digital infrastructure. One such player is iWayAfrica, whose mandate is to provide customers with connectivity that broadly touches on both internet and data connections. The company offers solutions under satellite, fibre optic and wireless networks. Its expertise lies in designing, installing and operating networks to meet the need of its customers. iWayAfrica has the widest Pan-African reach with presence in 44 countries. With a client base of 67,000 corporate and over 20,000 consumer subscribers across SubSaharan Africa, the company remains a top player in the industry.
iWayAfrica Group is a subsidiary of Gondwana International Networks (GIN), a Pan-African communications service company and one of the largest VSAT operators in Africa.
Diversification The company has in the recent years diversified from connectivity to enterprise
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Kenneth Munyi, managing director, iWayAfrica Kenya.
solutions. According to Kenneth Munyi, managing director at iWayAfrica Kenya, the market is changing and clients are demanding something different.
“The need to diversify to enterprise solutions is a natural growth. Companies begin by offering one product/service and expand as they grow to serve their customers better.” Furthermore, the connectivity space is getting more competitive. The company is therefore leveraging its countrywide network to provide different services.
Enterprise solutions One of the solutions offered on the nonconnectivity side is cloud services. “We are enabling organizations to create virtual servers on our infrastructure where they can seamlessly install their business applications and launch products in a record time.” Cloud services allow customers to focus more on their core business. They also increase flexibility as customers are not required to invest in hardware.
Mr Munyi further says that in the telecoms industry, many technologies have converged. For instance, a few years back, people used internet mainly for email and browsing. Today however, it is used for driving business processes, transacting, running meetings, and communicating.
There is also the cyber security space, which is broadly defined as security at the user level and within the larger network. iWayAfrica Kenya protects networks and systems by providing solutions that offer end-to-end security across the network. They include endpoint protection, detection and response, as well as next generation firewall, and malware solutions.
There is no doubt that connectivity is a gateway or an enabler for business and not purely an end in itself. For players to maximize the potential of this market, they must ensure their customers stay ahead of the competition by providing services that drive their businesses.
Why iWayAfrica? “We pride ourselves as being the market leaders as far as personalized customer care is concerned,” says Mr Munyi. For time immemorial, the company has been very passionate about treating customers not in terms of numbers, but as persons.
“The different things that take place within the business context have converged and are now running on an IT infrastructure. This is what is called digitalization, which has opened opportunities for other related solutions.”
According to Mr Munyi, the company provides the solutions in a managed service approach. “SMEs need not invest a lot of money in buying the hardware as we have the ability to virtualize the security solutions.”
27 Destin Africa ICT
network, updating the software properly and configuring the hardware.
At the customer level, it is important to carry out network assessment, the applications used and policies in place. This allows service providers to advise customers on the appropriate solutions to manage their network to prevent vulnerabilities such as data leakage, hacking and malware attacks. Mr Munyi observes that the greatest risk of customers’ network is the user, especially during this era of different devices such as external drives and flash disks. Managing network at the endpoint is therefore important. Current trends We live in an era where information has become the new gold. People are searching for information to help them make the right decisions. They want to drive their product development, work on their innovation, and know what markets to target.
Customers are also looking for more flexibility and high bandwidth in terms of IT solutions and connectivity respectively. People are for instance seeking for fast internet connectivity, which will offer more efficiency for their businesses. Additionally, they want to run most of their applications online or on the cloud, which must be secured and redundant.
In addition is emphasis on solutions. The managing director notes that most entities that focus on technology want customers to buy what they have, whether it is relevant or optimal for their requirement. “For iWayAfrica, we identify the gap we need to address, the challenges confronting the customers, and the most ideal solutions.” We therefore work with different technologies and partners to achieve that. As a forementioned, the company is the only player with the widest Pan-African reach. It therefore becomes the ideal partner for the
current dispensation and push for intraAfrican trade and development.
Managing network security With the increasing number of attacks on corporate information systems via hacking and viruses, current world businesses are even more in need of protecting their network and services.
Security, according to Mr Munyi, must start from the service provider level. They must ensure their network is secure by having the right tools, monitoring and managing the
In Kenya and Africa at large, we see a full range of adoptions that are changing the way companies do business at every level and across every function. New technologies such as the Internet of Things (IoT), Big Data, and Business Intelligence have emerged. IoT for instance, can be embedded in everyday objects, which can send and receive data at speed. In agriculture, IoT sensors keep farmers up to date with the condition of crops even in their furthest fields. By getting this information, individuals and policy makers will be able to make better decisions, be it in the business world or any other field. “At iWayAfrica, we are currently evaluating which trend can work best for the market so that we can bring it here locally in future.” www.destinafrica.co.ke
Destin Africa 28 Value Addition
Your Cup of NESCAFÉ is More Than What It Is Nestlé through its NESCAFÉ business, impacts the livelihoods of thousands of farmers in the region By Jennifer Nyawira
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he story of your NESCAFÉ begins long before it reaches your cup. The tiny coffee bean, which is dried, roasted and ground into the powder that you brew for your coffee, is deeply rooted in West Africa, touching many lives.
From Africa, for Africa Did you know that the NESCAFÉ we drink in Central and West Africa region is truly indigenous? Every year, Nestlé sources over 15,000MT of coffee from Cote d’Ivoire. This coffee is processed into the NESCAFÉ that thousands of people enjoy every day.
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Growing together Nestlé through its NESCAFÉ business, impacts the livelihoods of thousands of farmers in the region. The NESCAFÉ Global Plan is committed to sourcing coffee beans for Nestlé responsibly, through sustainability programs. Under the Plan in our region, Nestlé teaches coffee farmers how to grow coffee in a way that protects the environment. Nestlé has also reached over 13,000 farmers across the region, through Agripreneurship programs. In addition to the earnings farmers make for their produce, they receive premium
payments from Nestlé. Fatih Ermis, Head of Agricultural Services, Nestlé Central and West Africa, highlights how impactful this is to farmers, “This premium allows farmers to have better livelihoods by earning additional income. Last year, Nestlé paid more than $865,000 in premiums to coffee farmers across the region. We are continuing in this vein this year, with a little over $841,000 paid to our coffee farmers, from January 2019 to date.” Entrepreneurship opportunities “My Own Business” (MyOwBu) is a Nestlé initiative committed to creating jobs and enabling entrepreneurship. Under this scheme, Nestlé teaches young people how to manage their own micro-enterprise. The company also gives them training on sales, management, hygiene, safety and quality standards. This has a domino effect because these youth, now equipped with skills are encouraged to and often employ up to 10 other street vendors. More than 4,000 youth across the region have benefitted from this entrepreneurial
29 Destin Africa Value Addition
opportunity. With this financial empowerment, they are on the right path to financial independence. Rabie Issa, Business Executive Officer of Nestlé Professional, an out-of-home service of Nestlé, remarks, “My proudest moments on the job are when I see how the lives of these vendors are transformed for the better.” Caring for the Planet The NESCAFÉ factory, for the third consecutive time this year, won the EcoCitizen prize at the National Excellence Awards in Cote d’Ivoire. The factory was recognized for releasing only purified water into the environment and for none of its waste ending up in landfills. With our communities at heart, our coffee business upholds Nestlé’s worldwide commitment to protecting and safeguarding the environment and resources. So the next time you lift your cup of coffee, smile along and relish the impact you are making by enjoying NESCAFÉ!
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Destin Africa 30 Automation
By Andrew Sordam
How African Businesses Can Protect Themselves Against the Effects of Powerful Market Forces: Automation is the Answer
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here is no question that Africa is considered a land of opportunity in the technology space. At last year’s meeting of the National Council on Communication Technology (NCCT), Nigeria’s Minister of Communications, Adebayo Shittu, claimed that the industry attracted $40 billion in Foreign Direct Investment during 2018, up from $32 billion in 2015. Reflecting the economic importance of digital transformation, the governments of many African countries are also placing greater emphasis on their modernisation programmes, with Kenya’s Big Four Agenda arguably the most high profile. Within Kenya, a predicted $1.9 million will be spent on ICT infrastructure, software and services this year, to underpin a healthy Digital Age economy. That’s according to the International Data Corporation’s (IDC’s) Kenya Enterprise ICT Market 2019 Outlook.
These powerful driving forces are also being paired with Africa’s accelerating population growth and consumer spending. As well as in the public sector, change is speeding up across all industries. Companies that fail to innovate, risk falling behind in a highly competitive environment where mergers and acquisitions are becoming ever more common. These M&A moves are being used to solidify the market position, meet growing demand and generally futureproof organisations.
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31 Destin Africa Automation
As a result, one of the best things business decision-makers can do is embrace the new generation of digital technologies – in particular, automation, as soon as possible to remain on equal footing with these future-minded enterprises.
Automation is not the enemy. Quite the opposite Discussions around intelligent automation, or autonomous systems, often lead to terms like “Artificial Intelligence (AI),” “machine learning,” “Blockchain” and “Internet of Things (IoT)” being thrown around. Some of these concepts are more advanced in their level of system self-
When used strategically as part of a wellthought-out digital transformation plan, automation has a place at every organisation, public or private, and in all areas of business, from finance to marketing thinking and analysis than others. In Africa, we see a full range of adoptions – often combining machine learning and automatic action. For example, in agriculture, IoT sensors keep farmers up to date with the condition of crops even in their furthest fields. At Oracle, we are hearing from many business leaders who want to automate data management across their whole organisation, so that they can focus more on business innovation, taking advantage of real-time insights extracted from the information they have. They want to be empowered to operate more efficiently, act swiftly and deliver service excellence. As these same businesses evolve and grow, autonomous systems – which are typically cloud-based, and therefore highly scalable – are especially beneficial, seamlessly integrating front and back end in complex operational ecosystems.
Of course, there are claims that automation will lead to job losses, as one of the technology’s greatest benefits is handling and streamlining processes that would have previously required hefty manpower and time investment. What we are finding, however, is a growing investment in people who understand and can effectively tap the benefits of AI. Driving this crucial investment, it turns out, are start-ups in all regions in Sub-Saharan Africa. Not only are these companies increasingly exploring the potential of new technologies, but also cultivating the skills base to support them.
Meanwhile, recognising that AI will transform the workplace and the nature of jobs themselves, progressive CIOs and managers are encouraging the shift to automation. They see it as a liberation from repetitive operational tasks like software administration and security updates for example, enabling the IT team to function as advisors and drive innovation in their area of expertise. For them, greater adoption of emerging technologies is a way for employees to move up their company’s internal value chain, not be excluded from it. There are other advantages to embedding automation into critical business systems and processes. Solutions that exist on the highest tier of automation, like the cloud-based Oracle Autonomous Database, go beyond making recommendations (themselves beneficial, of course) to function like a smart, self-driving, selfsecuring and self-repairing system. Such a self-managed approach reduces risk and elevates compliance levels regarding data protection and system security, and by taking over certain tasks can even help minimise the skills gap in the organisation. And when such automation services are cloud-based, without the need for onpremise infrastructure, cost-savings are amplified.
When used strategically as part of a well-thought-out digital transformation plan, automation has a place at every organisation, public or private, and in all areas of business, from finance to marketing. Every single enterprise will benefit from technology that enables a realtime feel of its data or takes over tedious operational tasks. At Oracle, we see how many established organisations in Africa are embracing emerging technologies to re-sharpen their competitive edge amid massive market change. In fact, these adoption rates are as high as in Europe. After three decades on the continent, we are especially excited to see where autonomous systems are going to take African business, and local economies, within the next two years. Andrew Sordam, Oracle Vice President for sub-Saharan Africa
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Destin Africa 32 Fintech
By Michael Armstrong
Banks can Stay Relevant Despite Growth of FinTech
Whatever way you look at it, traditional banks with a major presence across Kenya and beyond have faced more than their fair share of challenges lately.
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ccountancy professionals working alongside CFOs, FDs and management accountants working across the entire finance function have been tasked with the key objective of recovering momentum after major issues including reputational challenges; accounting, tax and regulatory change; not to mention business restructures driven by both external and internal factors. Now they are being confronted with a different challenge. Almost daily, a new FinTech seems to be emerging, offering innovative solutions to age old problems in a compelling, and - importantly - digital way.
The new entrants are appearing across the financial services landscape, jostling to secure a slice of the pie in capital markets and lending, retail banking and payments, asset management and insurance.
Many of these FinTechs are supported by an already impressive posse of financial backers and capital. The marketing is sleek, the brands eye-catching and - for many potential customers - the image associated with these new players highly desirable. Millennials and Generation Z, demographics of change-makers and entrepreneurs, who are generally as liberal as they are educated, want to put their money where their values are. www.destinafrica.co.ke
33 Destin Africa Fintech
Those values have been shaped by scepticism of the establishment, a lack of trust in large institutions, and an expectation that transferring money or making a payment digitally should be as easy as ordering a car online at the click of a button. The new entrants are impacting traditional financial services business and operating models, not only putting pressure on incumbent’s strategy but also on the finance function to determine the accounting implications of such change. Furthermore, practice accountants must
also advise their clients accordingly as they navigate these tricky waters. It should also not be forgotten that the number crunchers at the FinTechs are also facing various challenges, often being responsible for shepherding their organisations through periods of major growth, investment and internationalization to capitalize on potential windfalls in this new financial services ecosystem.
Against this backdrop, banks, their management accountant practitioners and even those in practice advising clients would be forgiven for feeling a little rattled. The banks themselves are arguably weighed down by legacy technology that doesn’t always provide the seamless handheld, digital experience that customers have come to expect. They operate in a heavily regulated and capitalintensive environment. And they may also be burdened by historic, reputational factors.
But while this is certainly an Achilles heel, it would be wrong to draw the conclusion that these factors will fell them completely. Pretty much all of the big banks we know in Kenya today have a rich history that dates back decades. They have gravitas, scale and experience that the vast majority of FinTechs may find difficult to emulate particularly in the short term. So, while the way they operate may indeed be impacted by the bright young things of the sector, it
Finance professionals should prepare for a future where incumbents work with challengers so that customers can benefit from the smoothest, digital experience and service, safe in the knowledge that their bank has centuries of experience to draw on
would be wrong to claim their - and their employees’ existence is in any way under real threat.
We frequently read and hear that the financial services industry and by extension the accountants employed there are enduring an age of disruption, driven by technological innovation. Responding positively to the challenges and opportunities of disruption will be found where the enablers of disruption collide and collaborate - incumbents need FinTechs for innovation while FinTechs need incumbents for scale.
FinTechs, in most cases, have an idea, an image and the proprietary technology to make a mark and even save costs, but they don’t always have the scale and broader corporate infrastructure to play big in this complex ecosystem. As a result, many have already teamed up with more established names for their mutual benefit.
It’s also worth remembering that many of the services offered by the new players are not too far removed from those we’ve been using for years. They are just delivered in a cheaper and more seamless way, consistent with a more dynamic, social and tech enabled population. As a result, we have seen a number of traditional banks reconsidering their digital banking operations and footprint.
So no, we shouldn’t be bracing for the downfall of the big banks. Accountants, and their advisers, at bricks-and-mortar physical banks will need to stay close to change management programmes, which continue to drive store and ATM closures, Brexit projects and tech change, and flex their skillsets to tailor for new business and client demand. It will be no different in this area. Finance professionals should prepare for a future where incumbents work with challengers so that customers can benefit from the smoothest, digital experience and service, safe in the knowledge that their bank has centuries of experience to draw on. By Michael Armstrong (FCA) [ICAEW Regional Director for the Middle East, Africa and South Asia]
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Destin Africa 34 Real Estate
By RE/MAX Kenya
How to Spot a Professional Real Estate Agent
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elling, buying or renting property is a big endeavour. It must be done right so that there’s no room for regrets – even if this means seeking expert advice and guidance. You want the services of the most ethical, professional, skilled, experienced and successful real estate agent. Nothing less than that.
Property developer/owner Maybe you own or have developed an impressive property. Here, we are talking about a stunning piece of work, artistically designed and appealing to the eye.
Moreover, it is located in a prime location! Now that’s a true gem. You want to sell or let it for a profit that will make your heart sing in happiness and satisfaction. You won’t settle for less. Why should you? Investor Or, are you a property investor? You are on the lookout for an irresistible property deal. The deal of the century, if possible! You want to buy a property that makes serious economic sense to you. The property should give you excellent returns. Good for you!
Tenant Oh, you are a tenant! You are searching for a residential or commercial property to rent. It should be just the right house or building. The perfect fit. It must have all the amenities you need. The rent must be right, and the conditions agreeable. Fantastic! www.destinafrica.co.ke
35 Destin Africa Real Estate
Selling, buying or renting property is a big endeavour. It must be done right so that there’s no room for regrets – even if this means seeking expert advice and guidance
Agent Now, who will link you to that object of your desire? You need a professional real estate agent. Get that right: a reputable, professional real estate agent with all the qualities of a professional realtor.
Here are a few key qualities you should look for in a great, professional real estate agent: Expertise This is the first quality to consider. You have no business dealing with a person who doesn’t understand how the industry works.
Remember, this is the person to hold your hand and walk you through the forest that is real estate so that you don’t get lost.
How well trained is this agent you want to deal with? Be sure you are in the hands of a knowledgeable real estate agent. Professionalism A great agent shows a commitment to offer excellent real estate services to clients. How professional is yours? Integrity & honesty This is yet another important trait that your real estate agent should possess. The world is full of crooks. Why should you entrust your deals to one? You don’t want to be conned out of your hard-earned money, do you? Cases of numerous people who have been conned through dubious deals abound. Don’t join that list! Your real estate agent should be someone you can trust explicitly. Network Having the requisite real estate agency skills is not enough. Your ideal agent should also boast a strong network of industry contacts locally and globally. In addition, your agent should have a strong, accurate database he or she can dip into when necessary. Is your agent assured of market support from a reputable organisation? Please confirm.
Communication skills You want an agent who listens well and conveys the shared information accurately. This agent should be a good listener so as to understand your needs and provide the most appropriate advice.
You don’t want your interests to be miscommunicated, do you? It could be very costly. Empathy Are you likely to meet an agent who understands your situation well enough to empathise with you? Yes, you can!
This person understands that you deserve the best deal possible and will do all that is necessary to assist you.
Get the right agent When clients work with a RE/MAX Agent, they are guaranteed exceptional real estate services. This is because RE/MAX Agents are true, customer-focused professionals. Contact a RE/MAX agent today. www.destinafrica.co.ke
Destin Africa 36 Team Building
Building Successful Work Teams in an Organization
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t takes great leadership to build great teams. Whether in the local community, professional sports, or in the workplace, team building calls for a clear understanding of people, their motivations to work with others, as well as their strengths. It also requires the management of egos and their regular demands for recognition and attention. While team building is both a science and an art, leaders who build high performance teams are termed as great leaders.
Having the knowledge to build lasting teams is a pre-requisite for building companies. This has been linked with the failure of most managers to become leaders, even as the majority of leaders fail to attain the highest level of leadership success. It necessitates the capability to master the “art of people�. Team building also implies understanding how every person thinks and utilizing their competencies in the best way possible. Team building is considered an essential factor in every environment. It specializes at bringing out the best in a team. This guarantees positive communication, self development, leadership skills as well as the capability to work together as a team to solve difficult problems. Four Cs for team building Organizations employ managers, executives and staff members who are tasked with the responsibility of exploring ways of enhancing business results and profitability. Team-based improvement efforts aim at building the best teams in order to produce best results. Successful team-building should generate effective and focused work teams. Some of the factors which should be considered while building successful teams are outlined herein. www.destinafrica.co.ke
Clear expectations While building a team, executive leadership should communicate its expectations regarding the performance and the anticipated results in a clear way. One of the most important factors to consider is whether the team members recognize why the team was created. Secondly, the organization should show constancy of purpose in supporting the team with the required resources such as time and money. Lastly, executive leaders should give adequate emphasis concerning the work of the team. It should be a priority in terms of interest, attention, time and discussion. Context Team members should comprehend why they are taking part on the team, and
how the team strategy would assist the organization in attaining its communicated business goals. They should describe the importance of their team in accomplishing the organization’s corporate goals. The team should also recognize where its work fits in the entire context of the principles, goals, values, and vision of the organization. Commitment Commitment is very significant while undertaking any activity. It entails the desire of the team members to take part on the team. They should acknowledge the importance of the team mission, and be committed to achieve it as well as the expected results. Team members should expect acknowledgement for their contributions, besides anticipating their
37 Destin Africa Team Building
skills to grow and develop.
Communication Effective communication is a key prerequisite in building successful teams. Team members should be clear regarding the priority of their tasks. They should have an established technique of giving feedback and receiving candid performance feedback. The organization should offer essential business information to the team on a regular basis and enable the team to understand the importance of their existence. Team members should also be able to communicate clearly and effectively with each other and be allowed to bring their viewpoints on the table. Team building exercises Team building exercises are a great way of uniting a group, developing its strengths, and addressing weaknesses. The exercises must be planned and fulfilled in a strategic manner. It means that there should be a genuine reason behind a leader’s decision to plan such exercises- for instance, enhancing a group’s communication, creativity and problem solving skills.
There are different kinds of team building exercises that are designed to develop team members as well as their capability to work together in an effective manner. These activities range from easy social exercises aimed at encouraging group members to spend time together and interact, to group development activities which are intended to assist persons learn how to address problems, work together to improve performance, and discover effective communication methods. While planning team building exercises, the most important step is figuring out the challenges faced by your team. Through this, a leader would be able to choose effective exercises to help the members solve such challenges. Some team building exercises include the following. Decision making or problem solving exercises are aimed for team members who work together to make complex decisions or solve difficult problems. They are common because most leaders and managers want their teams to have the ability to make decisions and solve problems where they arise. A team leader
can give his members a difficult problem that lacks an obvious solution. In this, the team members have to work together to generate a creative solution.
Communication exercises focus on enhancing communication skills within a group. They assist groups to solve problems in a successful manner through effective communication. A team leader should generate an activity highlighting the significance of effective communication in group performance to see how his members respond to it. Adaptability and planning exercises are aimed to assist members plan and be adaptable to change. Change is apparent in any successful organization, and these exercises prevent any kind of resistance. Planning exercises assist teams while undertaking complex tasks or making decisions. The goal of a team leader is to show the significance of planning prior to implementing a solution. What to do Sometimes, managers plan an event without having a clear goal in mind. This results in wastage of time. Besides, managers have a high likelihood of losing the team’s respect if the activity turns out to be unproductive.
Team building is supposed to be a continuous activity. It can be matched with a marathon runner who is preparing for a marathon race. The runner recognizes that for him to win, he has to train for several times prior to the race. Only through constant and regular training would he have the opportunity to win. Team building
works on a similar principle. To ensure long-term success of the group, managers should plan for continuous events during the year and make regular follow-ups.
It should be an essential part of the organization’s corporate culture. The aim of team leaders should be incorporating team building activities into their monthly schedule. Through this, all members get a platform of addressing their diverse issues besides getting an opportunity to have fun. Team building activities should not be competitive. Competition divides a group as team members tend to work against each other. Additionally, it is not a favorable way of building team unity and spirit. Although sports are used by most organizations as team building activities, it is certain that they can do far more harm than good if they merely focus on competition. They contribute at de-motivating individuals who are poor at sports. Therefore, managers should avoid events which focus on competition and winning, and plan activities which make team members depend on each other to succeed.
In a nutshell, effective team building requires leaders to first identify the problems faced by their groups. This should be followed by planning activities aimed at addressing these challenges directly. By doing so, the team leader ensures that the event would be beneficial to the group. The main focus should be making team building an element of the daily corporate culture, rather than a yearly exercise.
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Destin Africa 38 Health & Fitness
Dr. Anne Mwirigi
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on-communicable diseases started to gain prominence as a major cause of ill health in Kenyans roughly 30 years ago, with cardiovascular diseases attributable to lifestyle factors predominating the scene. Over the last 10 years or so, however, cancer has taken centre stage, not only for the increasing number of cases, but also for their farreaching consequences.
In our setting, cancer affects anyone and everyone; unlike the metabolic disorders, one is hard pressed to outline definitive causative lifestyle or environmental factors, neither is there socio-economic discrimination. Cancer is expensive, and if untreated, many cancers are debilitating and eventually fatal. What a physical, psychological and economical burden, then, this in discriminatory set of diseases has been to a population ill-prepared for it, from a diagnostic, treatment and coping strategy perspective. Blood and bone marrow cancers (haematological cancers) are relatively rare, contributing only to approximately five-10 percent of all cancers. Acute myeloid leukaemia, or AML, one of the approximately dozen existing haematological cancers, if untreated, results in death within weeks to months from infection, bleeding, or the effects of severe anaemia on vital organs.
The leukaemias as a whole are rare, constituting approximately 3% of all cancers, and AML one percent. To put that into context locally, consider breast and prostate cancer, which contribute to 12.5 and six percent of all cancers in Kenya,
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Acute Myeloid Leukaemia: A Local Perspective
39 Destin Africa Health & Fitness
respectively. It is estimated that there were approximately 33,000 deaths from cancer in Kenya in 2018, with approximately 3200 (ten percent) due to blood cancers and 1,300 (one percent) of these being due to leukaemia. This latter figure is likely to be an underestimate, since a number of patients with acute leukaemia die at home or in hospital prior to receiving an accurate diagnosis or proper treatment and hence are not included in the statistics. AML occurs when the bone marrow, the factory that produces all blood cells, ceases to work properly. Instead of the normal production and development of white cells (which fight infection), red cells (which transport energy around the body) and platelets (which protect from abnormal bleeding), a rogue ‘seedling cell’, or stem cell, which has failed to develop into a functional blood cell, multiplies in large numbers, and whilst still in an immature state, fills out the bone marrow, eventually spilling over into the blood. These abnormal cells eventually phase out the normal cellular components of
the bone marrow and blood (white cells, red cells and platelets), and when that happens, the patient will experience symptoms such as; tiredness and weakness, recurrent infections due to marked reduction of white blood cells, and bleeding or unexplained bruising due to marked reduction in the number of platelets.
The actual cause of AML is unknown in a vast majority of cases. The classical textbook risk factors do not appear to be a prominent feature of the disease in the patients that we see and treat in Kenya. What we do know, however, is that there are a number of steps or ‘accidents’ that occur at the molecular level in these cells which eventually lead to the development of AML. These molecular accidents, acting synergistically with each other, result in a complex disorder that is far greater than the sum of all the molecular events. It is this intricate interaction between these molecular events that ensures that no two cases of AML are identical to each other, and can result in an illness that is difficult to treat and cure. AML is classified into several groups, mostly based on the occurrence of the same or similar molecular accidents. As a rule of thumb, the simpler the molecular recipe, the easier to eradicate the molecular clone, the easier it is to achieve remission or even cure. The only caveat to this is that there are specific molecular accidents which are harbingers of doom, for which no treatment is effective.
The backbone of AML treatment is intensive chemotherapy, coupled with meticulous supportive care. The intention is that the chemotherapy destroys the entire leukaemic clone, and the bone marrow is given a chance to ‘revert to normal settings’, and regenerate with normal healthy cells. The chemotherapy is the easy part; the actual challenge lies in supporting the patient whilst they await bone marrow and blood cell recovery. The first treatment (induction chemotherapy) that a patient with AML receives mandates a prolonged in-patient stay in hospital for 3 to 4 weeks. The first of these weeks is dedicated to chemotherapy administration, whilst the other three involve closely monitoring of
patients, to ensure prompt treatment of infections and timely administration of red blood cell and platelet transfusions, without which the patient will surely die. Fewer than five institutions in Kenya provide services, which can successfully support patients with AML through this intensive treatment. It is recognised worldwide that access to comprehensive transfusion services and close patient support in dedicated haematology units or wards has been a major contributory factor towards improved outcomes in patients with AML over the last 40 years. Our reality is that many patients with AML do not receive treatment for their illness because of lack of access to resources.
Additionally, in some of our institutions, there is a high rate of death because of lack of supportive services, after chemotherapy has been administered. It goes without saying, then, that there is an urgent need to have a robust national transfusion service and to develop dedicated treatment units managed by appropriately trained medical and nursing staff. The response to treatment varies, and those patients who attain a complete remission after induction chemotherapy may have the chance of experiencing long-term survival. However, a proportion of patients do not respond to induction chemotherapy, exhibiting refractory disease or experiencing an early relapse, after initial response. These patients will have to undergo a stem cell (bone marrow) transplantation procedure to have a chance of long-term survival.
Over the last 10 years or so, AML treatment has been enhanced by the inclusion of targeted therapies designed to reverse some of the molecular accidents associated with the disease. It is clear that in AML, unlike other haematological cancers, the use of targeted therapies is not enough to eradicate or control the disease. It is the desire that correct incorporation of targeted therapies into traditional treatment regimens will result in better outcomes even for patients presenting with disease that is very difficult to treat from the outset. Dr Anne Mwirigi, Consultant Haematooncologist at Aga Khan University Hospital, Nairobi
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Destin Africa 40 Health & Fitness
Dr. Nath Arwa and Katu Mutungi
Growing Need to Promote Safe and Effective Use of Medicines
A
t one point in your life, you may have used medication. Did you stop to think whether that medicine was safe for you to use? Did you question the choice? Were you asked if you have an allergy? Were you told how to store the medication? These among other considerations are some discussion points that you should have with your pharmacist before taking any medication. This is essential to ensure medication safety. Medication safety is freedom from preventable harm with medication use.
It is important to involve patients in decisions about their medicines as this increases the probability of medicines being used appropriately. Good communication (with patients and care givers, and between health and social care practitioners) and good practices when prescribing medicines can help patients to have a more active role in their treatment and reduce any shortcomings.
A multidisciplinary team of professionals including doctors, nurses, pharmacists, pharmaceutical technologists and specialists, may be involved in prescribing and managing patient’s medicines. These professionals should have the relevant knowledge and skills to assist patients with their medicines. Social workers may also be involved in the care of patients. Healthcare providers should talk to patients about getting the most from their medicines and explain any necessary support they can be offered to enable them www.destinafrica.co.ke
41 Destin Africa Health & Fitness
Health professionals should pay attention to special populations such as patients with kidney diseases, the elderly, young children, critically ill patients, expectant and lactating mothers whose doses frequently need to be change due to the unique way their bodies handle medication
make informed decisions. The Patients’ family or care giver can be involved in helping the sick make decisions as well, with the patients’ approval especially where children and the elderly are involved. They can have a discussion with their pharmacist about the different treatment options, how the medicines are likely to benefit them, and any anticipated side effects. Healthcare providers should use the best available evidence when discussing medicines with patients. They should also ask patients what is important to them about managing their condition and their medicines, and consider patient values and preferences when making a decision about treatment.
Healthcare professionals may suggest using a patient decision aid tools to help patients. This tool can be used during an appointment to help patients weigh the risks and benefits of treatments depending on their health, lifestyle and preferences. More than one appointment may be necessary before a treatment option is selected. A patient should be able to talk about their decision again and be able to change their mind, particularly if health or circumstances change. It is important that healthcare professionals have an up-to-date list of all the medicines patients are taking. This is particularly important if patients are admitted in hospitals, if they are transferred to a different hospital, and when they are discharged from hospital.
During transitions of care, it is important that relevant information about patients’ medicines, and a list of medicines they are taking, is discussed and shared with them, their family members or care givers. Relevant information about them and their medicines should also be shared between health and social care practitioners involved in the care process. This ensures that everyone involved in the patient’s care has the information required to help prevent mistakes with their medicines wherever possible. Patients (or their family or care givers) should be given a complete and accurate list of their current medicines in a format that suits them. The list should include any changes to their medicines, if
any, made during their hospital stay.
In the case of patients taking several medicines, those who have a chronic ailment, or the elderly, a healthcare professional may arrange a meeting with them to discuss whether they are getting the best from their medicines. The patient’s family members or caregiver may be involved in this meeting where necessary. The support could also include advice from a pharmacist, telephone support, or home visits from their doctor or a nurse. The review session allows a pharmacist to check all the medications that a patient is taking, confirm that the patient knows the reason for each medication and confirms that the patient does not have a medication related problem. If patients have chronic conditions and they want to be involved in managing their medicines themselves, their healthcare provider may discuss with them the benefits of using a self-management plan. This plan empowers patients to take charge of their health. It gives them all information about their treatment plan. They are taught to look out for any warning signs and told when and how to seek advice from a healthcare provider. This plan is provided in a format that is suitable for patients, and is reviewed regularly.
Health professionals should pay attention to special populations such as patients with kidney diseases, the elderly, young children, critically ill patients, expectant and lactating mothers whose doses frequently need to be change due to the unique way their bodies handle medication. Failure to adjust their doses may lead to patient harm. Pharmacy staff through the concept of therapeutic drug monitoring, can facilitate appropriate dose adjustments to ensure optimal treatment outcomes. Hospitals should embrace this concept to promote safe medication use in special populations. Nath Arwa and Katu Mutungi, Clinical Pharmacists at Aga Khan University Hospital
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Destin Africa 42
TRAVELWISE
Motor
GREAT DRIVE
DT Dobie Expands Best Selling Mercedes Benz Range www.destinafrica.co.ke
43 Destin Africa TRAVELWISE
T
he Mercedes Benz C-Class range of luxury four door saloons for Kenya has been expanded by DT Dobie with the introduction of the C 180. The 1500 cc engine of the C 180 which combines fuel economy with strong performance gives prospective owners the benefit of a favourable price. This brings ownership of the best selling Mercedes saloon within the reach of many more motorists. The latest C-Class range is a great step forward. The appearance has been changed and features modified bumpers, radiator grille and state of the art head lamps and tail lights. The electronic
architecture is completely new and gives the customer a user experience with assistance systems which take the car to the same level as the Mercedes Benz flagship S-Class. A higher suspension giving greater ground clearance and under body protection are included in the specifications for C-Class cars for Kenya. The pleasure of driving a Mercedes Benz is enhanced by the high level of equipment including Active Parking Assist backed by reversing cameras. The Active Break Assist system keeps the driver a safe distance from other vehicles. The comfort of drivers and passengers is enhanced by special air conditioning designed for a hot climate. The driver’s seat has four way back support and the interior mirror and driver’s exterior mirror dim automatically. Electrically folding exterior mirrors help
to minimize the risk of damage in car parks. Among the safety features are a tyre pressure loss warning system and the C 180 is fitted with run- flat tyres.
Explaining the history of the C-Class, Ian Middleton, the Managing Director of DT Dobie said, “The predecessor of the C-Class was the Mercedes Benz 190 which was introduced in 1982 and caused a sensation. This brought the handling and safety of the grand S-Class to a smaller format. By the time the first C-Class cars were introduced in 1993, 1.9 million Mercedes Benz 190 cars were on the roads of the world.” The class leading equipment and technology of the C-Class are the result of work of the Mercedes designers and the use of motor racing as a means of developing and testing new technology. The Formula One racing cars which have been driven so successfully by World Champion Lewis Hamilton and Valtteri Bottas will help to provide advanced performance and safety features for future passenger cars.
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Destin Africa 44
TRAVELWISE
Kenya’s Jambojet Granted Rights to Fly to Rwanda
T
he Rwanda Civil Aviation Authority has granted Kenya-based Jambojet the rights to fly to the capital Kigali.
In a statement to the media on Thursday, Jambojet Chairman Vincent Rague said: “We are pleased to have received this approval. Kigali is one of the routes we have been pursuing in our expansion plan. Once we have everything in place, we will begin operations.”
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Jambojet CEO Allan Kilavuka said the airline is expanding its fleet as it plans to fly to more destinations in Africa. The low-cost airline currently flies from Kenya’s capital Nairobi to Entebbe in Uganda, and to five Kenyan destinations – Eldoret, Kisumu, Malindi, Mombasa and Ukunda. The airline was launched in April 2014 and was recently awarded the IATA Operational Safety Audit (IOSA registration).
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