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contents

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Editors Letter Stand up! Stand out! In this second issue, The Editor warns us about the perils of ignoring personal branding in the 21st Century

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Your take on THE EDITION We welcome all your comments!

Battling Middle Class Materialism Speculating on our increased purchasing power and its effect on a public self Franchising in Kenya Is Franchising the preferred model for Kenyan business models?

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Entrepreneurship: Ngâ&#x20AC;&#x2122;angâ&#x20AC;&#x2122;a Wanjohi of Kaskazi Network speaks about the joys and challenges of running a retail distribution service

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Cover Liz Ogumbo

Illumination See the light. Realize. Open your eyes. Wake up.

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Fiscal Fitness John Orapa zeroes in on the planning factor as the key to becoming a good financial steward Meetings The do’s and don’ts for a successful meeting Define Yourself Take the personal branding quiz How Civil is Your Brand Derek Bbanga on the ABCs of personal branding Professional Dress Sense Janet Adetu articulates how dressing can enhance your overall appearance

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Feature Article: Creating A Personal Brand

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Planning Big for 2012 John Sibi-Okumu presents the case for the Kenya program at the 2014 Smithsonian Folklife Festival Festival Liz Ogumbo The creative entity tells us about her commitment to use her music and fashion to connect people Travel Two days in Johannesburg Reviews On movies, The Edition salutes Oscar winners ‘The Iron Lady’ and ‘The Help’

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Musings Joy Odera on Aunt Keziah’s wisdom despite never having seen chalk and blackboard!

Patricia Ithau Confirms that by opening a Kenyan subsidiary, the L’Oréal Group is confident about the Region’s growth potential HR Leader Susan Maingi talks about her passion for people and her strategic HR work as at Bamburi Cement Ltd.

“The Lightbulb man”, represents realization that the 21’st Century is different.

Max Ngari (bigbrands@brand2d.

com)

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Ng’anga Wanjohi Making moves two wheels at a time.

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editorial

Susan Wakhungu-Githuku

Founder, Publisher, Editor in Chief Editorial Director

Publications Manager

Alexandra Remsen Lucy Mwangi Hickok Smith

Administrative Coordinator Lillian Nandwah Photography Bobby Pall James Ochweri (Reumac) Design and Layout Max Ngari Olivia Ambani Kevin Mapesa Edition Team Christine Njambi Steve Wakhungu George Muiruri Ruth Njuguna Sellah Nyongesa Location Photograher James Ochweri Head of Advertising Arnolda Shiundu

contributors Janet Adetu John Orapa Derek Bbanga John Sibi-Okumu Joy Odera Ekapreta Sarapay

THE EDITION is a COPYRIGHTED FOOTPRINTS PRESS PUBLICATION and HPDA INNOVATION. Issue 02. Copyright 2012. All rights reserved. See us online at: www.theEDITION.co.ke PRINTED BY ATLAS PRINTING All advertising enquiries to: ashiundu@theEDITION.co.ke All enquiries info@theEDITION.co.ke

theEdition. Issue No.2

Alexandra Remsen Hickok Smith

editor’s letter

stand up ! stand out !

There are 7 billion people in the world today. 7 billion voices, 7 billion faces and well over 7 billion ideas. As one individual amongst this clamour and clatter of humans there is immense competition for attention and opportunities, so how do you stand out and identify yourself? The answer is simple – know who you are and make sure others see it. Stand out by standing up and being different, embrace your individuality and create your personal brand. Branding a product or a company is a common concept in the 21st century, yet personal branding is still only embraced by the vanguards of the business world. Taking the chance to enter the spotlight takes a lot of spirit and courage, but the rewards you reap will be so much greater if you do take that chance. In this issue of The Edition we speak to the central tenets of personal branding. Our Editor-in-chief reflects on the essential nature of ‘branding’ yourself in the 21st century while offering 8 steps to creating your own personal brand. We take a look at the PR industry and reveal how to market the branded ‘you’- in this age of social media, can we be the marketers of our own fate? As the wealth of Kenya grows and we see more powerful commercial brands, what do these mean for our country? We speak about the new wave of franchises and the rising middle class and ask- is all that centralized purchasing power for the good of this country and can individual brands create a true challenge? This is our second issue of The Edition and with significant positive feedback we are well on our way to making our brand stand out. You can now find us in distribution points all over the city (find our preliminary list on the inside back page). Better still, subscribe and be the first to recieve your copy.

“

As we grow, we work with you to grow– so stand up with us and stand out!

The empires of the future are the empires of the mind WINSTON CHURCHILL

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theEdition. Issue No.2

opinion

Battling

MIDDLE CLASS MATERIALISM Does an increase in income levels for a small percentage of the population help or hinder our growth?

computer technician I know recently told me of a client who refused to pay a Ksh. 2,500 bill for two days spent fixing a computer. As the two men haggled, the client’s daughter dropped into the office on her way to a lunch date. The client reached for his wallet and counted one, two, three ... five thousand shillings as the technician watched. He left, never to return. Last year, an article in a local newspaper indicated that the emergence of a significant middle-class, urbanization and the expansion of modern shopping habits are raising peculiar consumption habits and changes leading to the country’s social transformation. One only needs to walk into any of the mushrooming shopping malls and marvel at the number of international designer stores, fast food chains and restaurants clamouring to feed our refined tastes. Synovate, a global market research company, released a study stating that the abundance of imported furniture, electronics and increase in internet use over the last five years is evidence of Kenya’s increased affluence. Yet this increased affluence is in the hands of a select few, and purchasing power is near non –existent for the majority of average Kenyans. Though the increase in goods, services, spending and urbanization indicate positive progress in the country, we have now begun to glimpse the ugly side of materialism amongst certain members of the growing middle class. We all see the flock of spenders in the

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shopping malls, ordering meals and shopping for imported items at three times the cost they could be produced locally. As goods prices increase and the middle class median income increases, the average Kenyan, like the computer technician, struggles to get his regular pay and afford basic staple goods. The newly affluent and their children seem to ask no questions, the bigger the brand, the higher the price – the more they’ve got, the more they flaunt. Business is thriving but not for the home grown products and people. Last December, the inflation rate in Kenya was reported at 18.9%. The Kenyan shilling also spiraled out of control against the major currencies and though it has now stabilized we continue to live with the consequences - increased mortgage, interest and bank lending rates. In the same year the British charity Oxfam also released a report indicating that prices of consumer goods were at an all-time high in many African countries taking staple foods beyond the reach of millions … remember the maize commotion? Is the middle class overspending, stretching their lines of credit and barely affording the luxury lifestyles? Have we reversed our priorities given our high focus on income and material possessions? We have begun to witness foreclosure on homes and auctioneering business is booming once again yet we seem unable to step away from the lure of materialism. Economists tell us that the rising consumerism signals the improved economic plight of the average Kenyan and has a multiplier effect on the economy, especially on the middle class. While our fatter wallets indicate our improved purchasing

power and signals a rising demand for goods and service, we must be cautious to be intelligent consumers and maintain the construction of our social structures. When a Dutch friend decided to move his family back to Netherlands in December 2011, he explained that the cost of living in Europe and Kenya were now at par so he had opted to take advantage of the superior medical and education benefits offered back home. I wonder how many of us are conscious of the contradiction in the juxtaposition of this disparity of price and lifestyle given that Kenya Integrated Household Budget Survey (KIHBS) indicated that our poverty rate at 46.1% was higher than Tanzania at about 36% and Uganda at about 31%. Studies suggest that people from less economically developed nations tend to emphasise on materialistic goals (brand consciousness being one of the characteristics) than those of economically developed nations. These ‘badges’ of success are most important to those who feel that there is a risk of losing their newly acquired status however, we should be wary of placing too much importance on a public self that is guided by how one is viewed by others instead of private self reflection.

E By: Wagithi Mwangi

Franchising

ARE YOU WORTHY?

Do you, Kenya, take Franchises to be your lawfully wedded business model?

ome are married, some are yet to be married, and, let’s face it…some will never get married. To the adherents of the archaic dowry system, the acceptance of dowry by the family, specifically the father of the bride, means that the prospective groom has passed the litmus test. In this system this is the pinnacle of the marriage process with the dénouement being the marriage ceremony. In money and ‘marriage’ the franchise system is no different. In this act, the character of the father is the franchisor. The bride is the franchise while the groom is the franchisee. The franchisor is the owner of the established franchise, the franchise is the business and the franchisee is the buyer. All franchises begin, with one branch that set/s the precedent, with others replicating it. The success of each branch usually serves as an affirmation that their business model can thrive in similar environments all across the world. Thus, internationally renowned franchises have been able to successfully cater to their target-market in different countries, and on different continents. But, why and how? Remember the litmus test? Parents, particularly the patriarch, who, in the conventional family structure, is the decision-maker, have to make sure that every thief (man) is scrutinized until the daughter’s husband-to-be is found. That was then, and we are well into the 21st Century. However, in relation to understanding the franchise model, it serves as a metaphor for a thoroughly modern practice. Franchisors spend invaluable time and resources creating, researching, and testing their business and products until the right combination is found. This is usually adopted as their ‘new and improved’ business model, ever-evolving

with time. Hence, just like the father, franchisors scrutinize for the right franchisee, whom they can trust to maintain their standards, without compromise, to represent them. Deep pockets are a tertiary matter - competence and commitment to handle and run the franchise, commitment to running the franchise, and integrity to abiding by rules and regulations of the franchise are primary concerns. In Kenya, some of the most visible brands, and deeply ingrained in Kenya’s consumption habits, are franchisors. KFC, the world’s most popular chicken restaurant chain, and one of the most successful fast-food brands, is the newest franchise to enter the country. Colonel Sander’s secret recipe was introduced and divulged to Kenyans last year, but only in taste. And, they already have two branches in Kenya. They are owned by an international franchisee, but managed by Gavin Bell, whose business niche is in this particular faction of the service industry. Mr Bell is also the owner of African Franchise Partners, and the founder of our own Kengeles. As consumers, we hardly concern ourselves with the ‘behind the scenes’ process of the birth of a product. While a myriad of individuals from a multitude of ethnicities converged for the first taste of KFC, and their ‘pre-blanched, shoestringcut, blast-frozen’ chips, the KFC team was working years prior to the launch to ensure that the supply chain, competent work force, management, food safety specifications, legalities, and other necessities were in place before they could launch their food products and services to the masses. “One of the challenges we had to face here was setting up a supply chain to enable KFC to come into this market. We started working with Kenchic the local suppliers, fourteen months before we opened up our first store, building their capacity to be able to supply chicken at the quality and standards that we required,” explains Mr Bell.

While most of what KFC serves is produced and supplied locally, other products have to be imported for the purpose of maintaining the same standard worldwide. “We don’t buy potatoes; we buy a fully processed preblanched, blast-frozen, shoestring chip. It is preblanched, which is a method of cooking; cut to the shoestring size, which is the thin size that we have; and blast frozen, which is frozen very quickly to a very low temperature, so that it maintains its freshness and quality. And that is consistent with all the KFCs around the world,” Mr Bell concludes, exhaling as if he had said all that in a single breath. There is nobody who can currently do that process in Kenya at the volumes and standards that they require; hence they have to import their chips from Egypt. That’s a potential business niche idea for all the young entrepreneurs. More companies and franchisors are looking for opportunities to extend their business to us, noting the potential for growth in the African region. Here is something to look forward to, Kenyans’: Naked Pizza is coming to town! Naked Pizza, an American pizza franchise, provides an opportunity for people to become re-acquainted with a natural way of eating. They believe that health is a lifestyle; a natural sync with nature. When asked why Naked Pizza decided to set their African precedent starting with Nairobi, Ritesh Doshi, the wider East and Central Africa franchisee, said “Nairobi is the natural (and only) place to start in Africa. It is at the cutting edge on many levels: in the last few years, it has witnessed exponential growth in the use of technology driven by a young, dynamic population”. Franchisers set the benchmark for any other competition directed towards their brand. To excel, one has to transcend that benchmark. Whether that point replicates itself in the social and economic state of that environment, is debatable. E

By: GEORGE MUIRURI theEdition. Issue No.2

making moves

What exactly is Kaskazi Network?

e are a retail distribution service to the mass market. Kenya’s retail market has about 30,000 small scale outlets and they purchase on the lower scale (milk, bread, cigarettes, airtime) an average of Ksh. 3,000 daily. The monthly turnover is close to Ksh. 7.5 billion a month, making small scale purchasing the largest retail market in Kenya. Kaskazi created a network and mapped out the country into pockets where we can deploy bicycle sales representatives (BSRs) into heavily populated areas. We now have a presence in all major towns and cities within Kenya.

How did you start your business? Kaskazi started in 2002. Back in the day no-one was interested in the mass market. There were so many big supermarkets - Uchumi, Nakumatt, Metro Cash and Carry - all the attention was on the bigger form of retail. Then one of the companies went bust, and

the numbers still had to be met. I saw this niche and since I had known that after university I would start my own business, I began a pilot experiment. ‘Research it, know it’, became my motto for starting a business. I had ideas and concepts but companies wouldn’t work with us so I worked for free until people saw what we could do. I believe that Kaskazi are pioneers, we went into the trade and lost quite a bit of money, but you lose, you learn, you create a system.

What are the business principles behind Kaskazi Network? Money has no manners. That’s the first thing I tell my employees. As long as someone is carrying cash there has to be a system. You can only trust the individual with a system. Second thing - know more than your boss, as soon as your boss is more knowledgeable than yourself then you stop being an asset.

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e nt re p r e n e u r s h i p we speak to Ng’ang’a Wanjohi of Kaskazi Network 14

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What are the challenges or advantages of running a business in Kenya? Kenya is a growing economy with an emerging middle class. The sky is the limit. You can determine how much you are going to get. There are no restrictions. Pray, open your mind and see what you can do differently. Simply put -keep being exciting and continue reinventing yourself. At Kaskazi we have a policy of that every quarter we must have something new, something huge. An example is our live portal. Previously, one BSR, who sells to an average of 240 outlets per week in densely populated areas, used paper to record his sales. Going paperless meant that he could use his data enabled phone to record the sales trickling as our clients watched it .

What do you think defines success? I think that success is a journey, not a destination. I started Kaskazi after four failed businesses while working out of my mother’s garage. When I moved into this office I didn’t say “Wow, I am so successful,” I looked towards the next thing. We have been able to attain a lot of our goals, but success is dynamic.

Do you have any advice for young entrepreneurs? There is so much money!!! However, people are impatient and I understand, because I was once like them. I bought my first car, and then I wanted a bigger one. There is plenty of money to be made -just work at it and you will get it. A few years back, I did not think I would get here because things were difficult. Entrepreneurs carry their vision in their minds and keep growing and changing. Creating a company in Kenya can be a challenge but you must keep working. There is enough for entrepreneurs - all it takes is patience, perseverance and creativity.

Who is your greatest inspiration? There was one person who ‘incubated’ me. He listened to my ideas, supported and advised me and even let me use his car to attend meetings. His name is Michael Mithika. There are some things people do for you and the only way you can reciprocate is by paying it forward. Whenever young people come for advice I talk with them and encourage them to work hard and to do something good for someone else.

E By: A.R.H.S

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A Defining Moment for

Public Relations:

The need for defining public relations in a modern world Why does an industry that defines so many others embark on an initiative to define itself?

s I prepared to pen this article I requested some of my colleagues to define Public Relations or ‘PR’ as it’s commonly referred to. The answers ranged from the simple and bizarre to complex with a few hilarious ones. This scenario could not be closer to the truth because until recently PR had many different definitions that have evolved alongside the changing roles, technological advances and legislation in the industry. In spite of the formal practice of PR with its many diverse, partial, incomplete and limited interpretations dating back to the early 20th century, a universal definition that can articulate its modern scope in the 21st century continues to be elusive. Early PR firms emphasized press agentry and publicity and tackled bad press by placing favourable stories about their clients in newspapers. Ivy Lee, a former journalist (considered by some to be the founder of modern public relations), whose clients included tobacco industries, and J.D. Rockefeller’s Standard Oil, introduced press releases to feed newspapers with ‘the facts’ about his misunderstood clients. Modern definitions incorporate the concepts of ’Information management’, ‘messaging’, ‘engagement’, and ‘relationship building’. In November 2011, The Public Relations Society of America (PRSA) embarked on a ’PR Defined’ initiative to modernize the definition of public relations. The initiative was a collaboration between PRSA and twelve allied professional organisations and their goal was to develop a contemporary definition for the new era of public relations to help key audiences and stakeholders better understand the PR role and its value to the public and business community. This initiative was widely debated, strongly contested and openly criticized. Some professionals argued that the initiative only served to undermine what is in existence while others viewed the process as difficult given the different scopes of work as pertains to an organization, individual, and the varying responsibilities. PRSA on the other hand maintained that they sought an improved definition in line with the modern value offered by public relations. PRSA’s own definition dated back to 1982.

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Despite the debate and disagreement in the US all PR practitioners and the wider communications communities concurred that ‘Public Relations’ has a PR problem. Gerard F. Corbett, chair and CEO of PRSA summed it up well, “As it stands now, the common concepts of PR and what the public, media and business communities perceive of our modern role and value are not aligned. Lack of a clear PR definition and professional standards has seen the emergence of different professional identities. Talk of an identity crisis in the industry has contributed to competing and often conflicting, views among PR practitioners. In addition practitioners operate within a broader social context that may view PR work and

“Public relations is a strategic communication process that builds mutually beneficial relations between organisations and their publics.” function in a negative light. Incidentally, one of my colleagues had also insinuated to the popular view about public relations being widely centred on manipulation, fabrication and artificiality. She had described PR practitioners as ‘master spin doctors’ who mask truths about organisational or individual activities. The crux of the matter is not the identity crisis or any of the others but the lack of a clear definition of public relations and professional standards. The PR Defined initiative, I believe is much needed and timely. It will provide an opportunity to understand our roles in the industry given the need to have a consensus among practitioners on the fundamental nature of the practice of public relations. For example, for many, PR is primarily media relations, while for others it is about engaging the public through social media platforms. I believe public relations should be based in ethics

and transparency, an important issue lacking in society today. One has just to look back to the recent “phone hacking” scandal in the UK; or Facebook’s hiring of a public relations agency to generate articles that would criticize the privacy practices of its rival, Google; or how Chapstick asked consumers to “be heard at facebook.com/Chapstick” and then resorted to repeatedly deleting negative comments about the ads from the Facebook page; as examples of unethical and non transparent public relations practice and corporate behavior. The question is, does the Internet and social media change the basics of PR, or do they just enhance how it is done? Most importantly what role does ethics and transparency play in our public relations today? The competition ended on February 27, 2012 and the winning definition is “Public relations is a strategic communication process that builds mutually beneficial relations between organisations and their

“Modern definitions incorporate the concepts of information management, messaging engagement,and relationship building” E By: ARNOLDA SHIUNDU

FISCAL FITNESS

W H E RE D O I S TA RT ? JOHN ORAPA

Short Term Savings Income

Savings

Emergency Savings

SAVINGS

the Save to

Spend Long Term Savings

hen I started my first job after college I had huge ambitions. I would drive the best car in town, have the best sound system, go out with my friends to the hottest clubs and have the latest electronic gadgets. At that age, short term material purchases were all that mattered to me and not even my parents’ advice could convince me otherwise. It seemed my priorities were quite clear. As it happened I struggled to secure a well-paying job, but my spending habits did not reflect my lower income. I learnt the hard way that an important part of creating a career is working hard and spending intelligently. It often happens that emotional events, impulse buying, daily obligations and economic hardships dictate how we spend our money. It is therefore imperative to have a plan on how you intend to spend your money no matter how big or small that income may seem. BUDGET Ensure you draw up a budget or simply a numbered plan to guide you on how to spend your income. The budget will indicate your expected sources of income as well as all your expenses. I advise people to set aside between 10 – 15% their income as savings. For instance if you earn a net income of Ksh.50, 000/-

then you should set aside Ksh.5, 000/- as savings. The Ksh. 5,000/-savings could further be split into 60% (Ksh.3,000/-) in long-term savings such as Retirement Pension Schemes, 20% (Ksh.1,000/-) short term savings in Money Market Instruments like T-Bills, Bonds and finally 20% (Ksh.1,000/-) Emergency Savings in a Savings Account. Remember you can have as many items on your budget line as you may wish. It isn’t true that budgeting takes the joy out of spending. I also recommend that your budget should have a line item for pocket money. This is money you can spend as you wish within the specified income period. Once you run out of pocket money you have no choice but to wait. This way you instil self-discipline within yourself and can create lifestyle and spending habits that will mean you will always have enough. Budgeting helps you live within your means and controls you from spending what you don’t have. Remember- discipline should start right from your first salary or business income. That way you will not have difficulty in planning even when your income streams continue to increase.

MANAGE RISK Once you have a budget in place I recommend you manage your risk. Do this by taking insurance covers to protect yourself against unforeseen calamities or setbacks which may erode all your savings. Get a medical cover for yourself and family, a domestic package for household items etc. Once these covers are in place you can now comfortably make future investment plans without having to worry about unforeseen events. INVEST To creat e wealth you need t o lo ok at the available opportunities that will create wealth for you. Look at investments that will create capital gains for you. Invest in real estate, company stocks and projects that will generate returns way above prevailing interest rates and obviously above the rate of inflation. Always remember that once you become a good steward in managing the little you have, then it will be much easier to manage your portfolio as you work for it to grow and grow and grow…

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T HE M E E T IN G . A love hate business relationship

ome people consider meetings a prodigious waste of time, an excuse for gossip, pastries and the occasional bout of finger pointing. Others love them exactly because of those same reasons. Either way, meetings are a necessary part of business culture, where leadership figures voice their concerns and strategies and the underlings take stock of the business climate and goals. The Edition team shares our advice for keeping meetings productive…

restrictions. When out of the office make sure you have extra stationery and all your necessary technical equipment.

idea of priorities. A note-taker writes the minutes and distributes them after the meeting so that everyone is on the same page.

Conduct the Orchestra Make time for yourself and your colleagues. Interactions in business relationships are essential because they unite the group. However keep the focus on ideas and objectives, not people. Focus on the agenda.

Closing time When ending a meeting turn the conversation from ideas into actions. Clarify the next steps and make sure each individual knows their duties.

Prepare for the meeting Set an agenda and send it out beforehand. Assign time slots and themes for those scheduled to present. If you are presenting, keep some notes on hand to help you stay on track. Remember to spare time for questions.

Stay focused and forward Ensure productivity by giving everyone an opportunity to speak and present their ‘piece’ in a concise and direct manner. Acknowledge and reinforce constructive contributions. Don’t be afraid to agree heartily but be tactful when disagreeing to encourage positive debate.

Select the perfect place Identify an appropriate venue with no distractions. If it’s a lunch meeting choose a quiet corner and speak to the management beforehand about

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Appoint someone to take notes Whether it’s a formal or casual meeting, little progress will be made without notes for a unified

Follow up Whether you are the leader or a participant, evaluate your role at the end of the meeting. Did you feel you were heard and understood? When you receive the minutes, ascertain that they reflect your views. Meetings will always be a part of our business culture and climate, but with practice and dedication to efficiency you can turn them into a true ‘meeting of the minds!’

E By: A.R.H.S

brand manifesto.

theEdition. Issue No.2

COVER STORY

SINE QUA NON

THE INIMITABLE ART OF

CREATING YOUR PERSONAL BRAND. Susan Wakhungu-Githuku

theEdition. Issue No.2

SINE QUA NON

o many, the idea of building a personal brand strikes a discordant chord as it can suggest immodest self promotion. In this article we ignite a thought that you may need to embrace it, if you wish to thrive in the 21st century workplace.

Everything Communicates

Two years ago, I was invited by Standard Chartered Bank -Kenya to speak to a group of 250 employees about enhancing their personal effectiveness in the workplace. Determined to rise to the occasion, I took on the subject of the importance of the Personal Brand as a critical driver of career success in the 21st century. A rather controversial subject which typically elicits mixed reactions that range from sarcastic humour to detached dismissal; it is a subject that is not going away in the short run. Forgoing a formal introduction, I stood on the large stage, silent, every eye trained on me and waited as each individual observed. I wanted each of them to form their personal opionion of me. Just before the silence became awkward, I requested them to respond candidly and loudly to the following questions about the woman standing on stage: r 8IBU JT NZ "HF r "N * NBSSJFE PS TJOHMF r 8IFSF EJE * HP UP TDIPPM r 8IBU JT NZ IJHIFTU FEVDBUJPOBM RVBMJGJDBUJPO r %P * ESJWF *G TP XIBU NBLF PG DBS r 8IFSF EP * MJWF r 8IBU JT NZ QSPGFTTJPO r 8IBU PSHBOJ[BUJPOT IBWF * XPSLFE JO r 8IBU FNQMPZNFOU DBESF EP * GJU JO &OUSZ -FWFM .JEEMF .BOBHFNFOU 4FOJPS .BOBHFNFOU &YFDVUJWF With each question they readily shouted quick answers that elicited spontaneous eruptions of laughter. It was clear that they had sized me up. They had made their judgements. Whatever it was that I projected, they had seen what they wanted to see. When the laughter subsided, I continued, â&#x20AC;&#x153;Would you offer me a job at Standard Chartered Bank based on what you have seen so far?â&#x20AC;? They responded in unison and I carried on, â&#x20AC;&#x153;What compensation bracket do you believe would entice me to accept your job offer?â&#x20AC;? Figures were hurled across the room that led to more uncontrollable laughter. I too doubled up. At the end of my questions, I paused as the laughter subsided and stated: â&#x20AC;&#x153;You have already put me in a box. You have inserted a label and appended a price tag. More than that, within the duration of our brief acquaintance, you have come to a decision as to whether I am worthy or not. Correct?â&#x20AC;?

There were loud murmurs across the room and sensing that I had raised their interest, I moved onto the matter at hand. While the idea of building a personal brand may go against our better instincts, branding ourselves helps define who we are, how we are different and better, and why we should be sought out. As career professionals, we are after all in the market place and have services to offer the market that can command a differential price. Branding defines and communicates our distinctive features and the benefits we bring. It helps our stakeholders or the market, place a price to what we offer, based on the perception of our capability to deliver. Within 5 minutes of our acquaintance, the Standard Chartered Bank â&#x20AC;&#x2DC;panelâ&#x20AC;&#x2122; had assessed my value and branded me with a price tag. At the workplace, your brand speaks in various ways which may be discerned through: r 5IF RVBOUJUZ BOE RVBMJUZ PG ZPVS XPSL r :PVS TQFFE PG FYFDVUJPO r 5IF QSPNJTFT ZPV NBLF BOE EFMJWFS PS GBJM UP EFMJWFS r 5IF BUUJUVEF UIBU ZPV CSJOH r :PVS DIPJDF PG DMPUIJOH r )PX ZPV TQFBL BOE TPVOE r 5IF FYQFSJFODF UIBU QFPQMF IBWF XIFO UIFZ JOUFSBDU XJUI ZPV r 5IF DPNQBOZ ZPV LFFQ All these and more create an image about who you are and what you may be worth. In this regard, it is always prudent to sometimes stop and ask yourself whether you are satisfied with the messages your brand may be conveying to the audiences that are important to you. When you compete for a promotion or new position, it does not always matter who is objectively better for the job. What matters are the impressions in the minds of other people â&#x20AC;&#x201C; the panel. One could exaggerate for effect and say that our destinies are therefore in the hands of the perceptions we create and exude.

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If people think you are at the top of your game, you are. If they believe that you are struggling or just not good enough, you are, until they change their minds. Everything communicates.

â&#x20AC;&#x2DC;Our destinies are in the hands of the perceptions we create and exude.â&#x20AC;&#x2122;

â&#x20AC;&#x153;YES!â&#x20AC;? they shouted in agreement as more laughter ensued. When the room calmed down, I continued, stating with meaningful conviction that in this modern frenzied world, perceptions count and important decisions are sometimes abundantly made on their strength. Given that such decisions have the capability to significantly impact our careers and overall well being, I asked whether it made sense to passively allow others to come to judgments about us, or whether we should seek to proactively manage peopleâ&#x20AC;&#x2122;s perceptions.

It is important to stress that a brand is not a logo, a trademark or simply the way you look and sound or where and with whom you fraternize. These may help the packaging but they are not the IT. A true brand is deeper and begins with the authentic person and the core competence or value that you bring that is better or different from what others do or bring. It is tied to a clear target market and has clear intentions or goals. To be successful, a brand must deliver value, connect to emotions and be consistent.

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SINE QUA NON

‘If you are not a brand, you are a commodity.’ Philip Kotler The concept of branding is hardly new and the converts are many. Companies have always done it and will continue to do so, as consumers become ever more discerning. We drink, COKE, buy the MACINTOSH, IPADS, IPOD and MERCEDES. Because, we are in a hurry we reach out to what we believe is trustworthy and brands unlike commodities make promises we learn to believe in.

The extravagantly dynamic 21st century workplace is unique in three clear ways that must challenge our desire for reticence:

Countries today are rushing to brand themselves in the eyes of the global market place as they compete for preferential trade partnerships; for tourism earnings or for foreign direct investments and more. The team at Brand Kenya is exceedingly busy at work as the country recognizes the benefits to be gained from a positive reputation that is built on unique offerings and delivers what it promises.

First, increased globalisation has opened up the playing field and talent is moving across borders faster than ever before. We are now competing with more people than we can imagine and in more ways than we can even comprehend. There is more quantity of talent, quality of talent and variety of talent on offer and given this reality, decision makers want to know within minutes who you are and what you can do for them. To succeed, you must distinguish yourself.

Celebrities have always branded themselves as they coin an image and use publicists to better position them for greater popularity and additional work. Their goal is clear. Popularity delivers career longevity and greater profits. Increasingly, switched on global CEOs are hiring publicists to do the same and ensure that they receive invitations to speak at Harvard; or appear at Davos. Such opportunities drive up their perceived value and deliver brand benefits to them as well as to their companies.

Second, managing your career is all up to you now – There was a time when employers managed the careers of their staff and employees had jobs for life. Those days are long gone and you must either partner with your employer in your development and growth or jump up to pilot your own ship. This means proactively equipping yourself with expertise that is different or better than that of the competition.

The famous boxer, Mohammed Ali was an early believer and a true expert who mastered the art. Building his brand on his core competence as a great boxer whose blows could sting like a bee and who floated in the ring like a butterfly, he amplified his brand with witticisms that were well crafted and orchestrated to obtain the media attention; to bring more spectators to the ring; to wreak fear and havoc to his competition and in the end deliver him more economic returns. He was ahaead of his time. Another noted disciple of proactive branding excellence was witnessed during the 2008 US Presidential campaign when a relatively obscure senator elevated his candidacy by strategically presenting a life story that connected with peoples’ hearts, unleashing an intellect that won respect and providing a slogan that resonated - a change we can believe in. He communicated a clear brand essence and went out of his way to package himself for the purpose at hand, which was to become the president. He deliberately set out to look Presidential, to sound Presidential and in the end, the electorate believed he was Presidential. What a triumph of powerful branding!

OBAMA

PRESIDENTIAL

Lamentably, given the realities at hand, the majority of people are uncomfortable with this seeming idea of self-promotion and many of us would prefer to distance ourselves from an idea of seemingly gratuitous self promotion. This modesty may be ill-advised.

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Third, job insecurity is rampant and frequent organizational changes in the name of re-engineering, right sizing and re-structuring suggest that at any one time, you may be on a chopping board. To thrive amidst these widespread changes, you must cultivate and sustain a reputation of excellence and decide why decision makers should choose whatever you are offering over all the others offering similar value. What makes you the best investment? As Tom Peters, the father of the personal brand movement stated, “Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc” Personal brands will become more pervasive and the individuals who embrace the concept and strategize authentically and consistently, basing their personal brand on strong foundations of unique expertise, will visibly move ahead of the competition.

BEYONCE CELEBRITY

MOHAMMED ALI GREATEST

SINE QUA NON

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Identify your career purpose Where do you want to go in life? What do you want to be? This should be your passion as defined by your core beliefs, values and goals. Be realistic and true to yourself. Understand what makes you, not only from your perspective but also by getting insights into how others view you. The psychometric tool â&#x20AC;&#x201C; Myers Briggs Temperament Indicator (MBTI) is one personality assessment

STAY on MESSAGE While remaining relevant. Your brand image lives in your customersâ&#x20AC;&#x2122; minds. Evolve to suit your market but remain authentic. A brand is a promise that must be delivered each time your interface with your client. Consistency and Relevance are critical while Integrity and Delivery are the foundation.

Pinpoint Your CAREER OFFERING What do you offer within the context of your career space and the confines of your passion? Irrespective of what you studied at school, your unique value proposition is what speaks to areas of core competence or unique technical expertise. Seek an arena where you can truly excel and dominate. Gravitate towards your niche.

Define your TARGET MARKET What individuals or organisations need your expertise or services? Who is interested in your Unique Value Proposition? What are their unmet needs that you can satisfy?

Create your personal Brand in

8 Steps

7 5

PRESENT your brand Can you ensure constant visibility to your target audience? This means continuously communicating or launching it so that your target audience is aware of you and your offering. TALENT + PACKAGING + VISIBILITY = STAR QUALITY.

PACKAGE your brand C an you concretize your Unique Value Prop osition?Your packaging should b e appropriate, representative of your service and aligned to your authentic essence or it will not connect emotionally with your target audience.

Assess YOUR COMPETITION Ensure that you are aware of who else can offer what you offer. Will your strategy be the Red Ocean Strategy where you go to battle with others or will you seek out the Blue Ocean Strategy and seek to develop a new market that is yet untouched? Where will you excel? A Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis will help you concretize what makes you a cut above the rest.

DIFFERENTIATE your offering What are your unique and special attributes? Strive to be unique for all the right reasons. Your name should ideally be top of the list whenever anyone thinks of category X or service B. To crystallize your personal brand, discern what you want to be known for â&#x20AC;&#x201D; what differentiates you from the rest of the pack? Brands grab emotions so connect with the hearts of your clients. Deliver to your target market with reverence and resolve while always exuding the essence that keeps you ahead. Everything communicates. The Expertise. The Experience. The Price points.

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our personal brand is the sum of your perceived value, relative to the competition, as viewed by your audience. How strong is it? If you can respond with 15 YES answers, you are doing well. If not, you will need to engage if you wish to derive value from who you are and what you do.

IMAGE

yes

Can you clearly state what a personal brand really is?

Can you name the core elements that define your personal brand?

When you think about yourself does the image that comes to mind reflect your career aspirations?

Is your personal style consistent with your personal brand?

Can you name your 3 strongest career attributes?

Do you understand the importance of having a brand that exudes who you are and what you stand for? Can you name 3 people who have a recognizable brand that is aligned to who they are /work that they do? Do you have a Personal Brand Positioning Statement? Are you aware that there are certain activities that you do every day at work that impact your personal brand?

YES= theEdition. Issue No.2

yes

Do you know your competition within the marketplace?

Do you have an area of thoughtleadership or specific point of excellence that you are known for?

POSITIONING

yes

Do you have a target audience in mind where you brand yourself?

Do you know what others say your greatest strength is?

PERSONAL STYLE

yes

VISIBILITY Would you say that your brand is well known in your market? Do you ever Google yourself or your business? Do you have a plan to increase your visibility online and offline? Do you belong to at least 2 social networking sites like Facebook or Twitter? Do you generally feel good about the trend of your responses to this quiz?

NO=

Further Reading

of the Best Books on

Branding BOOKS The Brand You 50:

Transform Yourself from an â&#x20AC;&#x2DC;Employeeâ&#x20AC;&#x2122; into a Brand That Shouts Distinction, Commitment, and Passion! Tom Peters

Me 2.0:

Build a Powerful Brand to Achieve Career Success Dan Schawbel

Be Your Own Brand:

A Breakthrough Formula for Standing Out from the Crowd David McNally & Karl D Speak

U R a Brand!

How Smart People Brand Themselves for Business Success Catherine Kaputa

Career Distinction: Stand Out by Building Your Brand

How to build a professional identity that stands out. William Arruda & Kirsten Dixson

The Brand YU Life: Re-thinking who you are through personal brand management Hajj E. Flemings

The Brand Called You:

Create a Personal Brand That Wins Attention and Grows Your Business Peter Montoya & Tim Vandehey

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feature - -./01

PATRICIA ITHAU . MEET

Patricia Ithau initiated her professional career at Unilever, where she spent 15 years. She segued to EABL Ltd in 2005 and after 6 years, left to head L’Oréal East Africa Ltd as the Managing Director. A former tennis player, beauty queen and career marketer, she spoke with THE EDITION about her work and life.

’Oréal is new to Kenya and the region. Please tell us about its entry into the market. L’Oréal is the number 1 Beauty business globally. By opening the new East African subsidiary, the L’Oréal Group is reaffirming its confidence in the region’s growth potential. These are dynamic markets with a large number of potential new consumers.

What is the mission and vision that drives L’Oréal?

The L’Oréal mission is to offer women and men the world over the best quality, most effective, safest cosmetics and thereby satisfy all their diverse beauty needs and desires.

What are the primary products & services you offer and what is your key value proposition?

Africa has a great tradition of beauty practices, most women spend considerable time on beauty, paying particular attention to their hair. Our three major markets are hair care, particularly straightening and relaxing products – nearly half of women say they use these products once a month – in addition to body care and deodorants. In terms of other personal care products, we African women need to moisturise our bodies and use products that reduce the shine in our complexion. The Group’s broad portfolio of brands puts it in a position to meet all these aspirations. In particular, L’Oréal can draw on a long history of expertise in ethnic hair and African skin thanks to its specialist research centre in Chicago. SoftsheenCarson, the world’s number one brand for people of African origin, and Mizani, distributed in hair salons, are the Group’s flagship brands for the conquest of new consumers in the region. Garnier and L’Oréal Paris will also have a presence building on the latent equity they enjoy in their market and to leverage their global awareness.

Who do you consider to be your major competitors and how are you positioning and differentiating yourselves in the market?

Our competitors are all the manufacturers or marketers of hair and skin care products both local and multinational. Because our portfolio is fairly wide, we cannot exclude any. L’Oreal differentiates itself through innovation, through the sheer brand power its products command and by making beauty universal.

What are your top three priorities for the next 12 months? Building a team, driving availability and creating a sustainable business model.

What is the main challenge for L’Oréal to overcome?

Ensuring we have the right distribution structure. You can have the greatest products but if they are not available where consumers buy, then you do not have a business.

How do you and will you create a sense of urgency to speed up growth trajectory and achieve your goals?

L’Oréal has a reputation for being a very entrepreneurial company. With this comes a great sense of delivery for the results. This culture is palpable in everything we do anywhere. It is the first message I give to anyone joining that speed of execution and completion is not negotiable.

How do you incorporate planning within your management routines?

It is one of the areas I have had to work hardest on. Because I can juggle many things at the same time, I sometimes feel that I compromise the planning time which at the end of the day compromises absolute quality of delivery. Fortunately, I have an excellent PA whose key deliverable is to plan my diary, meetings, and schedules and keep me honest with my ‘things to do’.

What was your first job and what was your vision when you started? My first job after graduating was as a management trainee with East African Industries, now Unilever. My vision at the time was to become a director as quickly as possible – preferably within 5 years! Realty soon checked in with maturity when you realise that you need to gain the experience and exposure and much as you wish, this cannot be achieved within that time frame. I revised this to 10 years and almost made it – I became the Marketing Director in 12. Having said that, I also always wanted to make a difference through initiating products and services that would be completely new to the market and change the way consumers behave.

What experiences from your past were most important in your development? There are many but in my work life the most poignant were the times spent working outside of Kenya. There is nothing that grows you like the experience of proving yourself

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professionally in an unfamiliar environment whilst dealing with family adjustment to the change. The second experiences are the ones where you have failed in achieving your goals even after you putting your heart, time and effort into making it work. It is humbling but also the biggest learning experience you can have if you allow it to be.

Which people have been the most important in your development? My mentors, two of whom were my bosses, my role models, because of what they have created,but most important has been my husband because he supports me in everything I do.

What personal characteristics add to your effectiveness and have contributed to your on-going success?

I like to see things getting done and I am infinitely impatient with both myself and others when this doesn’t happen. I am also not afraid of putting in time and rolling up my sleeves, as no task is too menial. I also believe in working with others and never using people to achieve my own personal success – I have a morbid fear of burning bridges. Most important though, I don’t enjoy anything I haven’t worked for. Therefore, I have a simple principle – I want something, I need to work for it, nothing is for free.

Saturday morning right through my high school as it was always spent at Railway Club training. Holidays were spent going from one club to another playing in the various tournaments. Winning the Miss Kenya title had its positive and negatives but I was determined that despite this, it would make a difference for my life at that time. I stopped depending on my parents from the time I was at University because the endorsements that went along with the win allowed me to save and invest for my future. In my career, I was determined to get to the top of an organisation I could be passionate about and I never let up even when at times it looked like it would be easier to do less. So my perspective in a nutshell, is that through my life, opportunities have come and when they did, it is only my determination that allowed them to transform into sustainable success.

What challenges have you had to overcome to reach where you are?

The usual challenges that face professionals with a family. For example - can I afford to live away from all or part of my family to further my career? Do my personal circumstances allow me to give my best and if not what can I change? Can a woman do this job? For each, the premise has been simple, stick to your values. My values are family, integrity, dependability and hard work. So each challenge was balanced against how much I could lean on my values to overcome what is presented as an obstacle. So when I had to take my first work experience outside of Kenya, I understood that family would need to be divided but the most important thing was how we would continue to communicate so we remain a family; staying true so there was never a question of my integrity or dependability as a career person, wife or mother and just putting in the hard work to make it work!

People often draw parallels between successes in other fields and careers. You were enthusiastic about sports and played tennis for a number of years. You were a beauty queen who was crowned Miss Kenya. You have enjoyed sustained career success. What is your perspective on these parallels?

When I reflect on all these areas one word comes to mind – determination. When I played tennis I was determined to be good at it and put in many hours to achieve this standard. I never had a free

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It is sometimes mentioned anecdotally that women either make the best or the worst bosses. What is the best example that you can give me that describes your management style? I am a ‘tight-loose’ kind of a manager. What do I mean? I like to work with teams that once we have agreed deliverables you get on with it. I am not great with minute to minute monitoring but prefer stage reviews. I am also very casual and like to walk to the team to chat or catch up.

How has this style changed over time?

I’m more confident now with this style. I can be firm with skill and still retain great relationships even after tough conversations.

How do you spend your free time?

My best free time is spent doing absolutely nothing! There is nothing that lifts my heart more than a weekend that has no commitments – no shuttling girls anywhere, no salon, and no social engagements – heaven. Having said this I also enjoy eating out and entertaining friends. I have re-discovered my love for reading and at any time I am immersed in some book. Over longer holidays, give me a trip away from home any time. I really don’t mind whether it is within the country or not – just as long as I can experience a new environment preferably with sunshine!

Most people in business and other fields develop for a while and then stop, but a small minority keep getting better for years. Are you conscious of continually trying to develop and improve?

Oh yes. But it is also important to know what you want and what makes you happy at each stage in your life. Personally I measure development and growth on a ‘fulfilment’ meter! I cannot imagine professionally doing a ‘pinnacle’ job which you dread but you do because it is what it is.

What keeps you motivated?

‘I have a morbid fear of burning bridges.’ What is the biggest learning curve that you have worked through in your path to becoming a successful CEO?

I have now been the Managing Director of L’Oréal EA for just over 10 months. The biggest learning curve in this time has been how many things you take for granted when the full responsibility doesn’t lie on you. You learn that there is no one else to take the heat - all air cover is gone. So things that have kept me on my toes include balancing attention to details whilst always keeping my eye on the bigger picture.

Looking at my two beautiful daughters, being there and doing things that I feel will help them achieve their dreams. I want to be the best role model for them.

‘I am not afraid of putting in time and rolling my sleeves as no task is too menial.’

how t a l e nt e d pe op l e thr i ve . Ekapreta Sarapay

hrough its McKinsey Leadership project, McKinsey Consulting sought to establish what drives and sustains people who succeed. While the project was focussed on how talented women thrive at work, its results have broad appeal and implications for all. Researchers interviewed more than 85 men and women around the world who are successful in diverse fields. The interviews among other research distilled a 5-pronged leadership model they termed “Centred Leadership”. In a nutshell, the research found that those who seem to thrive at work do things quite differently from those who do not do as well:

1. Successful People Find Meaning in What They Do

We spend over 80% of our lives working. For many of us, work is a slog between the painfully brief weekends and Mondays arrive with a rude jolt. Successful people do not spend time toiling on what does not inspire them. Instead they find their strengths and put them to work in the service of an inspiring purpose. Meaning is the motivation that moves them as they arrive at a place where they believe that they are contributing to something greater than themselves. With this perspective, work becomes a calling which translates into: greater job satisfaction, increased loyalty and higher productivity.

MEANING

MANAGING ENERGY

r Happiness r Signature strengths r Purpose

ENGAGING r 7PJDF r 0XOFSTIJQ r 3JTL 5BLJOH r "EBQUBCJMJUZ

r.JOJNJTJOH depletion rRestoration rFlow

Your Personal & Professional Context

CONNECTING r Voice r Ownership r Risk taking r Adaptability

POSITIVE FRAMING r Self-Awareness r Learned Optimism r Moving on

2. They Manage Their Energy

Who is it that suggested that since the end of the 20th century, there has been a veritable hastening of everything and we are now on a fast moving treadmill that seems to have no hope of stopping? We live in a world that rotates and revolves at a frenetic pace. We skim the surface at issues; fill our days with more than we can hope to achieve and celebrate breadth rather than depth. There is no doubt that most people working put in more than 50- 60 hours a week and one requires herculean resolve simply to survive. Well, people who succeed have learned the trick of navigating this new fast world. They manage their energy and not their time and understand themselves so well, that they know when they are at their most productive. This may mean that they prioritize parts of the day to do certain work while other times are left for less prioritized tasks. Successful people manage their energy to remain in a state of flow and avoid burn-out that afflicts the less astute by concertedly avoiding unnecessary dip in reserves.

them optimists who view the glass as half full and not half empty. Optimism comes from the Latin word optimus, meaning ‘best’, which describes how optimistic people always look for the best in any situation and also expect good things to happen. The Mckinsey Study refers to this as a knack for positive framing or adopting a more constructive way to view the world, expand horizons, and gain the resilience to move ahead even when bad things happen. Because of their thought processes, such people have much brighter futures. A bad circumstance or event is taken in stride and viewed as a temporary setback. By contrast, pessimists are more likely to feel helpless and to get stuck in downward spirals.

4. They Connect and Build Networks

Successful people have learned the importance of purposefully building networks. At work, they forge strong professional relationships and will 3. They View the World as Half Full typically have mentors and sponsors willing to Successful people view the world with more rose create opportunity to help a protégée. They have a tinted glasses than the rest of us. One could call deeper sense of belonging than those who assume

that they can go it alone and they enjoy more promotions and even higher pay. Most of them also forge additional informal connections through interests outside of work and have what one would call more 360° lives. Because they demonstrate their human side they are seen to lead fuller lives and this is attractive to others.

5. They Engage

Successful people seemingly create their own luck and proactively engage and collaborate with others. Despite this sense of collaboration, they are unafraid to be themselves and are typically self-reliant and confident. They understand fully that while hard work can eventually be noticed and rewarded, it is important to stand up and be noticed. It is also important to embrace opportunity even when such opportunity comes filled with risk. They take accountability for their actions and adapt to career detours and other changes that may arise with flexibility. theEdition. Issue No.2

s us a n m a i n g i. H.r. Leader

One of the regionâ&#x20AC;&#x2122;s seasoned HR practitioners, Susan Maingi is the Head of HR at Bamburi Cement Ltd. She was the first woman appointed to the executive committee of the Lafarge business units in East Africa, and oversees over 900 employees within Bamburi Cement Ltd, Bamburi Special Products and Lafarge Eco System and Hima Cement Ltd Uganda.

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“I enjoy the role of being both ‘provocateur’ and ‘corporate conscience’...”

s the Head of HR what do you do on a day to day basis?

work

I perform a mix of transactional and strategic work. The strategic work may include focusing on talent management, organisation development, employee engagement, or seeking solutions that will align our total reward schemes. Operational may include interfacing with internal stakeholders across the various functions.

What are some of the core HR issues you face every day at Bamburi Cement?

Building staff capability is a big one. We are keen to have a robust talent pipeline and proactively prepare succession plans for the key positions. Ensuring on-going productivity through performance management is also important. As a senior leader, I must support the company in managing costs and in driving the desired culture.

What inspired you to choose Human Resource Management as your profession?

My passion for people and the underlying need to understand how and why people add value to organisations. I also was inspired and gained my insights and passion from my parents, especially my late father who was an HR professional.

What do you like most about HR? What do you like least, and what do you find the most challenging?

I enjoy the role of being both ‘Provocateur’ and ‘Corporate Conscience’ in the organisation. However managing expectations is a challenge. Secondly, unlike sales, finance and marketing, identifying the tight HR metrics can be a challenge.

HR as a function globally is going through a number of changes or evolutions. Please give us your perceptions of these changes.

The HR function globally is evolving fast - from use of e-technology to the concept of shared services. We still have a lot to do to keep apace of developments but the prospects are exciting.

What is your perspective about the quality and practice of HR management locally?

Within the region, we have evolved and continue to move in the right direction. 15 years ago, the old model of personnel management was the norm and the core was administration of HR procedures and policies without a clear link to functions and business strategy. Now organisations and HR practitioners are routinely working with functional areas to address HR needs and become strategic business partners.

What are some of the local benchmark companies in regard to forward looking HR practices?

Coca -Cola, British American Tobacco (BAT) and EABL are some. They seem to be continuously innovating.

Who are some of the HR leaders you look up to?

A number in this market have shown excellence and leadership in building the profile of HR in East Africa. I also include CEOs who have recognised the importance of HR and have elevated the function to its rightful place at the strategic table.

What personal qualities should an HR practitioner possess in order to be successful in this field?

The foundation is good business knowledge. Then the ability to contribute to strategic decision making and to drive culture change and challenge the status quo. Having strong values that build personal credibility is critical.

How do you stay current with changes in employment laws, practices and other HR issues? Through HR institutions and professional bodies - Peer Networks and interfacing with stakeholders- including the Federation of Employers in Kenya and Uganda. I also read!

What is the best business related or HR Book you have ever read?

‘HR Management Practice’ by Michael Armstrong, which is in its eleventh edition, is a classic book for company human resource management. Another great book is ‘Winning’ by Jack Welch.

As an HR Practitioner, you are exposed to a myriad of talent. Through the years what has distinguished the best performers from the rest? The best take accountability for their own actions and take responsibility for outcomes. They exude passion, discipline and have ambition that is exemplified in a winning attitude. Typically, they also have high levels of emotional intelligence.

How do you support Bamburi in realizing the potential of all its employees?

First I ask ‘Who’ - I get the right people on the bus, and then work with the line managers to provide them with the right environment, tools and support, to achieve and grow.

If you were not in HR, what would you be doing?

‘The best HR practitioners take accountability for their actions... typically they have rich emotional inteligence’

The next chapter has not been written yet…

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h ow c i v i l i s yo u r b ra n d i n bus i n e s s? DEREK BBANGA

recently visited a popular electronics store in Nairobi to purchase a computer part. As I patiently waited for my turn in line, one of the owners began to pace along the aisle screaming all manner of obscenities on his mobile phone. The room gradually grew silent as customers fidgeted and cowered with their ears pricked up. The ‘businessman’ continued to rant and rave in language that would make a soldier blush. When my turn came, I enquired from the sales person if this was the norm… “It happens practically every day” he muttered. When looking at the ABC’s of personal branding Appearance, Behaviour and Communication - behaviour is the glue that unites the staff of an organisation. Those of us who speak, write and coach others on personal branding have declared the depravity of this rampant rudeness and witnessed the toll it takes, especially in the office. Bullying, profanity and insensitivity make life in the workplace unpleasant at the expense of customer service and productivity. Evidently good manners in the workplace must begin at the top, as the leader sets the example. When the tone is set from top down, civility becomes entrenched in the company culture. Bad behaviour affects the customers (I for one will never shop there again) and studies also show that a large percentage of employees choose to leave rather than put up with uncivil behaviour – a clear impact on how efficiently a business runs. Does civility matter in business and is it necessary? Good manners are said to be ageless, classless and priceless. If we can raise people’s level of behaviour through increased awareness, confidence and self-esteem, we may lessen hostility and aggression, and maybe the world would be a slightly happier place. Good manners never go out of style and are crucial in business. Research shows that technical ability and academic qualifications account for 15% of getting a job and progressing within an organisation. This means that your people skills account for about 85% of your

theEdition. Issue No.2

professional value. At the crux of this is how you relate to other people - are you the congenial office colleague or the co-worker from hell?

‘...good manners in the workplace must begin at the top, as the leader sets the example.’ Civility underpins all good business relationships. We use more muscles in our face to frown than to smile. It is easier to be kind than to be rude. If we all follow the guidelines of good manners and mutual respect, we would treat each other more kindly, behave more honestly and enjoy greater professional success. People with good manners treat others cordially, think of others before themselves and respect others. People buy from other people - so better manners mean better business. Why not take a survey at your workplace to see whether bad behaviour is harming your business and your company brand? Bad manners can cost businesses by contributing to decreased employee morale, loss of revenue and customers. Individually, bad behaviour causes even more severe losses. The Emily Post Institute, a leading company in the area of business etiquette, conducted a workplace study on manners. Of the 775 persons who had an uncivil act committed against them, 28% lost work time by avoiding the instigator. A further 53% lost work time through stressing over the event. 22% of the employees experienced decreased work effort and 12% actually quit their job. Do the math - bad behaviour equals bad business.

pro f e s s i on a l d r e s s s e ns e. janet adetu 7 Tips for dressing professionally Present Your Line of Duty When choosing what to wear in the morning, remember to dress the part that represents your profession. Have a Respectful Disposition If you are a professional that meets clients on a regular basis, your disposition, countenance and demeanour are key. Ensure that what you wear shows that you are knowledgeable, approachable, sincere, trustworthy and honest. Respect will be an immediate reaction. Accentuate Your Personality Choose clothes that identify you and your personality. Be unique to yourself and no one else. Dress to conquer the world and be noticed positively. Have Class Distinction and Status In choosing your outfits consider the garment quality. The way you coordinate your clothing depicts a sense of class and identifies your status.

Your Image is everything good image is determined by your overall appearance, general behaviour and the level of your communication skills. As a professional your choice of attire, the way you carry it and your overall body language determines your threshold effect. In a room full of professionals and your peers will you be considered to have poise and polish or not? Identifying Professional Dress Sense and Productivity When dressed in a complete suit, including a tie for men, you are dressed for Formal Professional. Releasing the tie for men or the jacket for women is Essential Professional. Business Casual/ Informal Professional may include a short sleeved or polo shirt under a jacket for men or a shirt dress for women. Whatever you decide to wear will have a direct influence on your level of productivity. Dressing too casually can impair your image and productivity.

Fitter than Fit Size does matter. Clothing that is too tight lessens peopleâ&#x20AC;&#x2122;s impression of your value, while baggy clothing gives people the impression you donâ&#x20AC;&#x2122;t care. Always try pieces in different sizes on before you buy and tailor them if need be. The Power of Colour What is your favourite colour? Identify those colours that blend with your complexion best, pronounce your facial features and resonate well with who you are. As a professional you cannot go wrong with neutral dark shades, mixed with vibrant colours and patterns that match your skin complexion, figure and personality. Consistent Dressing The best strategy to boost, maintain and nurture your personal brand and image is by dressing in your own signature style.

theEdition. Issue No.2

CONFIDENTLY ADDRESSING THE TEE.

rom March 31 April 3, 2012, all roads in Nairobi will lead to the lush grounds of Muthaiga Golf Club for the annual Barclays Kenya Golf Open Championships. The Championship draws a pack of hungry international players and will without debate be the biggest professional event of the year when the local golf scene tees off. In the past, noted international professionals including the late Seve Ballesteros, Ian Woosnam and Nick Faldo have competed, much to the delight of fans. This year the growing swell of local enthusiasts will watch in earnest as they urge the local players along and hope that this is the year when a home grown Kenyan will complete the competition at the helm of the leader board. A few years ago Jacob Okello thrilled beyond speech when he almost walked away with the prestigious prize. Regretfully, he was closely beaten in a play-off. More recently Ali Kimani delighted with a round of 65 that raised hopes and although they did not materialize in a win, local appetites were somewhat assuaged.

Last year after courageous attempts by the local young men who included Stefan Engell-Andersen, Ali Kimani, Jacob Okello, Collins Omondi and Boniface Simwa, 21-year old Greg Snow and 30-year old Nicholas Rokoine led a great charge finishing in the top 40 as South Africaâ&#x20AC;&#x2122;s Michiel Bothma walked away with the prize. The 2012 competition is tough. With a list of 100 international players and 50 from Africa, amongst whom 19 will be local professionals and 6 amateurs, the Championship will be wide open as players vie for the Euros 30,400 that will be awarded to the winner. THE EDITION got up close and personal with two of the local Championship contenders Stefan Engell Andersen and Nicholas Rokoine as they prepared to address the tee.

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Stefan Engell-Andersen Q. Stefan, you are 21 years old and already at the helm of this immensely popular sport. Describe your journey to this place. Growing up I always wanted to make sport my profession. Over the years I felt that golf suited me and my personality best. Golf had something new to offer every day, I was always learning something new. It is the one sport that could not be mastered and I took that as a challenge. I was also at peace when on the golf course so I knew that Golf was meant for me. My parents and siblings were also a big influence because they all played. My father and I often played 9 holes before school and he always expressed a desire to have a professional golfer in the family, so besides the drive, the dream persisted. Q. What does turning professional mean or entail? Turning professional means taking your game to the next level where you earn a living from the game. It becomes your job, so as you would sit in an office for 8 hours a day, you should do so on the golf course, on the driving range, in the gym and on the putting green. Q. Who are other local players who have turned professional? There are many pro golfers locally, but the ones closest to my age are Greg Snow and Ganeev Giddie. Q. What is your highest achievement thus far? I don’t feel like I have achieved anything close enough to my ability yet. But I’ll get back to that in the near future. Q. What are your career goals? To be the best in the world! Q. You are excellent in Athletics, Tennis and Hockey as well as Swimming. What makes you so great at sports? Everytime I stepped on the field, I wanted to be the fastest and the most skilful. I wanted to be the best. I hated not winning. It drove me to want to be better. Q. Why select Golf as the game of your career? As I grew up I felt it suited my personality best. It’s a sport that cannot be won, just played, and no matter how great I play, I always feel beaten by golf. I will keep playing till I feel like I have won. Which may be forever but I won’t stop trying. Q. What does it take to be good at golf? Self-belief, good technique plenty of practice and a good team behind you Q. What do you prefer: Training or Competing? The two go hand in hand. Competing doesn’t come without training and training wouldn’t happen without competing. But if I had to choose, it would be competing. Q. How do you prepare to ensure that you are at your best when you compete? I begin two weeks before the big event to ensure I peak for that competition. Prior to these, I have light workouts in the gym but very specific to my game then light sessions on the range. I also have plenty of short game practice and if possible,a small tournament. I concentrate on intense workouts in the gym, hitting thousands of balls on the range, a lot of flexibility training and 18 holes everyday to ensure precision on the course. Q. What or who inspires you? Tiger Woods and sometimes myself.

‘To be the best in the world!’

Q. What is the best course you have ever played on? Serengeti, Gauteng South Africa. Pearl Valley, Cape Town South Africa, Buenos Aires Golf Club, Argentina. Q. What course in Kenya do you most enjoy playing on? Muthaiga Golf Club.

Q. Globally or locally, who are the golf players you look up to and why? Tiger Woods. Not only for his domination of golf globally but I also had the pleasure to attend The Open Championship in Scotland and watching how he hit a golf ball was true magic. I have never seen anyone hit a golf ball like he did. I sometimes get emotional thinking about it. Magic! Q. In your estimation who is by far the best sportsman or woman who has ever lived and why? Tiger Woods. His drive for perfection and excellence. His will to be the best and ability to hit magical shots time after time under immense pressure and when it is most important. He made golf what it is today. Q. What sets apart those who become great from the rest? Sacrifice. A never say die attitude. First on the range, last to leave. Thinking impossibly, knowing nothing is out of reach, to have passion and to work hard.

Q. How many competitions did you play in 2011 and how did you do? Plenty! The most memorable was the Natal Amateur Championship in Durban where I finished 3rd among the top 50 Amateur Golfers in South Africa as well as the Italian, Spanish and French Golf Teams. I never thought I could see wind blow so hard until I went to the UK for The Amateur Championship, where you have to hit the ball knee high otherwise you wont get so far. I learnt a lot from playing in that tournament.

Q. What does your 2012 Competition Calendar look like? I am part of the Sunshine Tour in South Africa so a lot of competitions this year. Zimbabwe Open in April and a few in Swaziland, Limpopo and South Africa in the next few months.

Q. What do you do when you are not practicing or competing? I spend time with my girlfriend, who is a big part of my life. I also enjoy eating sushi, watching movies and anything that keeps me relaxed.

Q. What more can we expect from Stefan or what would you wish to tell our readers? The world is yet to see the best of Stefan Engell Andersen.

EQUIPEMENT–Titleist *APPAREL-PUMA *COACH–David Rodt – RSP. TGSE (The Golf School of Excellence)

theEdition. Issue No.2

N ICHOLAS ROKOINE Q. You have a handicap of +3 and are currently one of the best players in Kenya. How did you begin playing Golf and what led you to be where you are today? My parents used to work next to Muthaiga Golf Club. On school holidays, I would play with the caddies. It is a sport that I have always admired. As I grew up, I had the opportunity of working in the golf shop owned by Charles Farrar, who trained us during our free time and also provided us with the equipment. Q. What is your highest achievement thus far? I am one of about 50 professional players in Kenya and competing in Kenya’s most prestigious Golf tournament, the ‘Barclays Kenya Open,’ is perhaps my highest achievement thus far. Last year, I made the cut and was placed in the top 30 out of 156 players. In the few years that I have competed in this tournament, I am proud to have improved on my finish every year. This year, I am confident that my results will improve again and I aspire for a place in the top 10 because I believe that I can. However, as ambitious as that goal is, I am mentally prepared to place no lower than the top 20. Q. Who will be the stiffest competition? Despite the confidence in my game, I do not underestimate my competitors’ game. I hold them to the highest regard the best players emerge and are acknowledged, after the tournament.

‘I try to emulate Tiger’s style, but with a ‘Rokoine’ touch.’ Q. What are your career goals? Now that I am a professional, my next goal is to compete in the PGA and European Tour. Q. What or who inspires you? My inspiration comes from one individual, Tiger Woods. The way he plays his game as well as his swing and focus is admirable. Despite what anyone says about Tiger Woods, in my opinion, he is still the best Golfer in the world. I try to emulate Tiger’s style, but with a ‘Rokoine’ touch. I also look up to, Bubba Watson and Ricky Fowler. Bubba’s game is one that clearly reflects his bravado. He is an aggressive player who takes bold shots, and can sink the ball from anywhere. I admire Ricky Fowler’s tenacity towards the game and his will to win. Q. What does it take to be good at golf? DEDICATION! That is most important and must come from the love of the sport. Practicing hard is DEDICATION. A good set of clubs is DEDICATION. Practicing entails getting on the driving range to work on your long game, and hitting the lower par holes to work on your short game. Q. How do you prepare to ensure that you are at your best when you compete? I take every opportunity to practice,right until the day before the competition. This is important beacuse until your name is drawn, one never knows what time they’ll be competing. By practicing in the morning, afternoon, and evening, I make sure that I leave no room for error.

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Q. What is the best course you have ever played on? The Gary Player course in South Africa! To a spectator, the topography and landscape are phenomenal, but to a competitor, it’s a championship course; a ’tight’ course that demands your unperturbed concentration. Q. What sets apart those who become great from the rest? A great swing, style of play and great coaches, make a great player. However, these only work when one has total dedication to the game. Q. How many competitions did you play in last year and how did you do? I played in 12 tournaments locally and 4 tournaments across the East African region, Tanzania, Rwanda, Burundi and Uganda. The result was a number 5 placing nationally, at the end of the year. Q. What does your 2012 competition calendar look like? Well, I have already played in 3 tournaments so far: The KCB Thika Pro. Am. (Placed 2nd); the KQ Tournament at Windsor (Placed 1st); and KCB Muthaiga Pro. Am. (Placed 3rd). The Barclays Kenya Open is my current focus, and after that, I’ll decide whether I want to compete in South Africa, or Europe. Q. What do you do when you are not practicing or competing? I take off my golf cleats, and wear my soccer boots.

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theEdition. Issue No.2

THE KENYA RED CROSS is growing...

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MISSION

The Mission of the Kenya Red Cross Society is to prevent and alleviate human suffering and save the lives of the most vulnerable. We are growing from strength to strength and currently seeks to fill the following positions which are important in the realization of our agenda.

DEPUTY SECRETARY GENERAL â&#x20AC;&#x201C; REGION MANAGEMENT Are you a seasoned leader of leaders with experience in field related development activities and a passion for humanitarian work? Reporting to the Secretary General (SG), this role is responsible for overseeing the effective coordination of regional planning, budgeting, implementation and delivery of high quality integrated humanitarian services and strengthening the effectiveness and efficiency of Kenya Red Cross activities across the country. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;&RRUGLQDWLQJ WKH GHYHORSPHQW DQG implementation of the annual national strategies and programmes of work and budget Ć&#x2C6;&RRUGLQDWLQJ WKH LPSOHPHQWDWLRQ RI GLVDVWHU management programmes to respond to drought, famine, flood, landslides, explosions, fire, major accidents and other calamities Ć&#x2C6;0DSSLQJ ULVNV DQG SURDFWLYHO\ DVVHVVLQJ vulnerabilities across all regions Ć&#x2C6;(QVXULQJ HĐ&#x20AC;HFWLYH UHVRXUFH PRELOL]DWLRQ strategies

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Qualified candidates with the requisite experience are encouraged to apply with a detailed CV, stating current position; current and expected remuneration; email and telephone contacts; names and addresses of three referees. To be considered, the application must be received by e-mail addressed to: CVs@hpdafrica.com, to reach us no later than April 20th 2012.

ASSISTANT SECRETARY GENERAL â&#x20AC;&#x201C; COAST REGION Do you have passion for humanitarian work and can effectively mobilize teams to deliver to emergencies while managing local stakeholders? This role reports to the Deputy Secretary General-Region Management and is responsible for delivery of high quality integrated humanitarian services and strengthening the capacity of regional governance as well as youth and volunteer development in the coast region KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;3ODQQLQJ EXGJHWLQJ LPSOHPHQWLQJ DQG evaluating disaster management programmes Ć&#x2C6;0DSSLQJ DQG PLQLPLVLQJ YXOQHUDELOLWLHV and disaster risks by building the capacity of communities to effectively prepare and respond to the adverse impact of hazards and disasters Ć&#x2C6;&RRUGLQDWLQJ WKH GLVWULEXWLRQ RI UHOLHI supplies and food supplements to support communities affected by disasters and largescale emergencies Ć&#x2C6;&RRUGLQDWLQJ WKH DFWLYLWLHV RI VWDĐ&#x20AC; DQG volunteers involved in recovery programmes Ć&#x2C6;'HYHORSLQJ VWUDWHJLHV IRU VWUHQJWKHQLQJ collaborative partnerships and networks with stakeholders

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HEAD - DISASTER MANAGEMENT (LONGTERM)

HEAD â&#x20AC;&#x201C; MONITORING AND EVALUATION

Are you a flexible solutions provider and can lead effectively under any emergency?

Do you have strong and demonstrable experience in monitoring and evaluating projects?

This role reports to the Deputy SG Knowledge/Programs and is responsible for the development, implementation and evaluation of disaster management programmes and a wide range of response preparedness activities designed to respond to natural and man-caused disasters. Other responsibilities include developing and implementing capacity building programmes to empower communities to effectively prepare and respond to the adverse impact of hazards and disasters, restore family links and put in place systems for community reconstruction as well as environmental conservation in post-conflict situations.

Reporting to Deputy SG Knowledge/Programs, this role is responsible for PRQLWRULQJ DQG HYDOXDWLRQ 0 ( DFWLYLWLHV IRU DOO WKH .5&6 SURJUDPPHV DQG activities as well as ensuring data quality and capacity building for effective monitoring and evaluation.

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theEdition. Issue No.2

THE KENYA RED CROSS is growing...

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MISSION

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TO APPLY

DEPUTY SECRETARY GENERAL - CORPORATE SERVICES

HEAD â&#x20AC;&#x201C; GROUP HUMAN RESOURCES

Are you an experienced leader with demonstrated experience in financial management and the desire and gravitas to lead a multifunctional team of experts?

Are you a Senior HR Leader well versed in best in class human capital management policies and practices?

This role reports to the Secretary General (SG) and partners with the leadership team to deliver group wide strategic Financial, Legal, IT and people solutions.

Reporting to the Deputy Secretary General (DSG)â&#x20AC;&#x201C; Corporate Services and partnering with the Secretary General and other leaders within the organization to deliver strategic people solutions

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DESIRED COMPENTENCIES: Ć&#x2C6;7KH VXFFHVVIXO FDQGLGDWH ZLOO EH D VHQLRU functional player well versed in all areas of human capital management and organizational development with the ability to develop operating systems and implement change management interventions

Ć&#x2C6;+HOSLQJ WR HQJHQGHU D KLJK SHUIRUPDQFH organization Ć&#x2C6;8VLQJ EHVW LQ FODVV WDOHQW PDQDJHPHQW systems and processes to coordinate employee life cycle processes.

EDUCATION AND EXPERIENCE: Ć&#x2C6;0DVWHUV GHJUHH LQ +XPDQ 5HVRXUFHV Management or MBA or relevant qualifications plus membership to relevant professional bodies Ć&#x2C6;.QRZOHGJH RI ODZV JRYHUQLQJ employment in Kenya

GROUP HEAD â&#x20AC;&#x201C; FINANCE

GROUP HEAD â&#x20AC;&#x201C; IT

Are you an experienced and senior Finance Manager?

Are you a seasoned and talented IT Manager who can develop and execute strategy?

Reporting to the DSG-Corporate Services, the Group Head of Finance provides leadership, guidance, technical expertise and team coordination in the areas of fiscal management, budget analysis. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;3URYLGLQJ KLJK OHYHO SURDFWLYH Đ&#x2030;QDQFLDO H[SHUWLVH and leadership for both short and long term financial planning Ć&#x2C6;/HDGLQJ WKH GHVLJQ DQG LPSOHPHQWDWLRQ RI WKH structure of financial resources and all financial operations Ć&#x2C6;$GYLVLQJ WKH %RDUG 6HFUHWDU\ *HQHUDO 'HSXW\ Secretary Generals and other leaders on the financial implications, of business/project activities Ć&#x2C6;3ULPDU\ LQWHUIDFH RQ DOO EDQNLQJ ERDUG OHYHO finance presentations and relevant statutory stakeholders Ć&#x2C6;(QVXUH WKDW H[LVWLQJ Đ&#x2030;QDQFH JXLGHOLQHV DQG UHODWHG administrative procedures are adhered to and that all finances including grant finances are kept in an exemplary state

DESIRED COMPENTENCIES: Ć&#x2C6;'HPRQVWUDWHG UHFRUG RI HĐ&#x20AC;HFWLYH financial management and experience with large, complex financial accounting systems Ć&#x2C6;+DQGV RQ NQRZOHGJH RI LQWHUQDWLRQDO and local accounting standards and practices EDUCATION AND EXPERIENCE: Ć&#x2C6;0DVWHUĆ V 'HJUHH LQ $FFRXQWLQJ Finance, MBA, or equivalent, and/or a CPA Ć&#x2C6;6HYHQ RU PRUH \HDUV RI H[SHULHQFH with senior to middle management responsibilities preferably in a substantial not-for-profit or relevant commercial field with a track record of quality achievements

Reporting to the DSG - Corporate Services this critical role is responsible for all aspects of Information Technology planning, management and implementation. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;)RUPXODWLQJ DQG OHDGLQJ WKH H[HFXWLRQ RI WKH .5&6 IT strategy to enhance the delivery of services Ć&#x2C6;:RUNLQJ ZLWK OHDGHUV WR GHĐ&#x2030;QH ,7 VWUDWHJLHV WR support KRCSâ&#x20AC;&#x2122;s strategic plans Ć&#x2C6;'HYHORSLQJ DSSURSULDWH SROLFLHV VWDQGDUGV procedures and guidelines for the IT function Ć&#x2C6;(QVXUH FRPSOLDQFH ZLWK ,7 UHJXODWLRQV DQG overseeing the administration and maintenance of IT infrastructure; Ć&#x2C6;(QVXULQJ ,7 VHFXULW\ LQFOXGLQJ XVHU ULJKWV assignment and access control

theEdition. Issue No.2

Ć&#x2C6;*RRG LQVLJKW DQG H[SHULHQFH LQ ,7 Security related issues and demonstrated understanding of centralized administration EDUCATION AND EXPERIENCE: Ć&#x2C6;0DVWHUV 'HJUHH LQ ,QIRUPDWLRQ Technology/ Computer Science

Ć&#x2C6;0DQDJLQJ ,7 SURMHFWV LQFOXGLQJ ZRUNLQJ ZLWK process owners in preparation of business cases

Ć&#x2C6;3URIHVVLRQDO ,&7 TXDOLĐ&#x2030;FDWLRQV VXFK as, Microsoft Certified Systems Engineer (MCSE), CCNA or other equivalent and recognized qualifications

Ć&#x2C6;0DQDJLQJ ,7 YHQGRUV DQG HQVXUH WKDW .5&6 UHFHLYHV value for money for equipment and services

Ć&#x2C6;$W OHDVW Đ&#x2030;YH \HDUV UHOHYDQW OHDGHUVKLS experience in an IT role

Ć&#x2C6;6XSSRUWLQJ WKH +HDG RI &RPPXQLFDWLRQV RQ DOO ,7 related Communication requirements

DESIRED COMPENTENCIES: Ć&#x2C6;3URYHQ H[SHULHQFH LQ ,7 6WUDWHJ\ development and network administration

INTERNATIONAL CENTRE FOR HUMANITARIAN AFFAIRS (ICHA) The Mission of the newly established International Centre For Humanitarian Affairs (ICHA) at the Kenya Red Cross Society is to identify, analyze and disseminate all-source information critical to humanitarian decision-makers in preparation for and response to humanitarian emergencies, and to promote innovative technologies and best practices for humanitarian assistance. We are seeking to fill several critical postions that

will bring this mission to life:

EXECUTIVE DIRECTOR â&#x20AC;&#x201C; ICHA

DIRECTOR OF RESEARCH & INNOVATION (ICHA)

Are you a well heeled academic with global networks who can establish and run a best in class Think Tank?

Do you have a Passion for Research?

The Executive Director will report to the Secretary General and provide overall leadership through strategic planning, knowledge development and management; revenue generation, financial management and organization development. KEY RESPONSIBILITIES INCLUDE: As the key member of the innovation and learning team the incumbent will: Ć&#x2C6;'HYHORS WKH RUJDQL]DWLRQDO LQIUDVWUXFWXUH WKDW ZLOO support anticipated growth and build a team of seasoned experts

DESIRED COMPENTENCIES: Ć&#x2C6;'HPRQVWUDWHG WUDFN UHFRUG RI effectively leading an organization of similar stature Ć&#x2C6;:HOO SXEOLVKHG DQG HVWDEOLVKHG academic of international stature

Ć&#x2C6;(VWDEOLVK DSSURSULDWH SROLFLHV V\VWHPV DQG procedures to guide the realization of stated plans and objectives

Ć&#x2C6;6WURQJ IXQG GHYHORSPHQW experience

Ć&#x2C6;)RUJH VWURQJ SDUWQHUVKLSV ZLWK JOREDO DQG ORFDO universities, sister organizations, bilateral and multilateral donors and GOK to spearhead research and innovation activities

EDUCATION AND EXPERIENCE: Ć&#x2C6;'RFWRUDO GHJUHH LQ D UHODWHG discipline

Ć&#x2C6;/HDG D FRQWLQHQW ZLGH WUDLQLQJ DJHQGD ZLWK D IRFXV RQ training for paramedics ahead of demand as well as training in Health, Water and Sanitation, Disaster Management, Food Security, Climate Change and other thematic areas

Ć&#x2C6;$W OHDVW \HDUV SRVW GRFWRUDO management experience

Ć&#x2C6;,QFUHDVH VWUHQJWKHQ DQG GLYHUVLI\ WKH &HQWUHĆ V funding sources

Reporting to the Executive Director, the Director of Research provides the overall LQWHOOHFWXDO OHDGHUVKLS DQG JXLGDQFH IRU WKH 5HVHDUFK ,QQRYDWLRQ $JHQGD 7KH Director is a member of the senior management team and supports the Executive Director in promoting an environment of learning and innovation. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;3URYLGLQJ OHDGHUVKLS LQ WKH VWUDWHJLF development and evolution of Research and Innovation

DESIRED COMPENTENCIES: Ć&#x2C6;:HOO SURYHQ UHVHDUFK FDSDELOLW\

Ć&#x2C6;,QLWLDWLQJ LQQRYDWLQJ DQG GHYHORSLQJ DFWLYLWLHV aimed at improving the scope and quality of research

Ć&#x2C6;'HPRQVWUDWHG SURZHVV DQG ability to lead a research agenda

Ć&#x2C6;0DLQWDLQLQJ RYHUDOO UHVSRQVLELOLW\ IRU WKH management of the Research Department including financial management of activities and generally overseeing day to day activities

EDUCATION AND EXPERIENCE: Ć&#x2C6;3K' LQ D GLVFLSOLQH RI UHOHYDQFH to the core activities of KRCS and a track record in research

Ć&#x2C6;3OD\LQJ DQ DFWLYH SDUW LQ RXWUHDFK DFWLYLWLHV including the posting of information on the KRCS website.

Ć&#x2C6;([SHULHQFH LQ WHDFKLQJ DW WKH graduate level and in leading research projects

Ć&#x2C6;'ULYLQJ LQLWLDWLYHV WR HQVXUH FRQVLVWHQF\ DQG integrity in all research areas

Ć&#x2C6;$ PLQLPXP RI \HDUV UHOHYDQW experience

Ć&#x2C6;&RQGXFWLQJ FXUULFXOXP UHODWHG UHVHDUFK RQ emerging technologies and best practices in KRCS thematic areas Ć&#x2C6;$VVLVWLQJ WKH ([HFXWLYH 'LUHFWRU LQ IXQG UDLVLQJ generally and with specific reference to Research

Ć&#x2C6;,QFUHDVH $&,/Ć V YLVLELOLW\ DQG LQĐ&#x152;XHQFH ZLWK legislators, stakeholders and other constituencies

Ć&#x2C6;&KDPSLRQLQJ WKH GHYHORSPHQW RI JOREDO DQG regional partnerships

DIRECTOR OF TRAINING (ICHA)

HEAD â&#x20AC;&#x201C; PUBLICATIONS (ICHA)

Do you have a desire to lead a ground breaking training agenda?

Do you desire to turn knowledge into published materials that can de disseminated with ease?

Reporting to the Executive Director, this position provides the overall intellectual leadership for the Training Agenda and ensures that the training programmes are of the highest quality and relevance to the humanitarian services of KRCS. The Director is a member of the Senior Management Team and supports the Executive Director in promoting an environment of learning and innovation.

Under the general direction and leadership of the Executive Director, this role will be responsible for the development and design of publications and publicity materials, and direct the production of materials including monographs, books, annual reports, brochures, and print items designed for disparate publics.

KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;/HDGLQJ WKH IRUPXODWLRQ RI WKH WUDLQLQJ VWUDWHJ\ and ensuring that the annual Training calendar is in place and executed flawlessly Ć&#x2C6;(QVXULQJ WKDW WKH ULJKW FXUULFXOD DUH GHYHORSHG for all course/program offerings and that they meet international standards Ć&#x2C6;(QVXULQJ WKDW WKH YDULRXV FRXUVHV KDYH accreditations and meet international standards Ć&#x2C6;6XSSRUWLQJ WKH ([HFXWLYH 'LUHFWRU LQ WKH identification and recruitment of trainers, lecturers and academic leaders Ć&#x2C6;0DUNHWLQJ WKH 7UDLQLQJ RĐ&#x20AC;HULQJV WR SRWHQWLDO various publics in and outside the region

DESIRED COMPENTENCIES: Ć&#x2C6;7HDFKLQJ H[SHULHQFH DW XQLYHUVLW\ level Ć&#x2C6;6WURQJ OHDGHUVKLS VNLOOV DQG substantial experience and knowledge relating to institutions of learning. EDUCATION AND EXPERIENCE: Ć&#x2C6;3K' LQ D GLVFLSOLQH UHODWHG WR WKH mission of the Kenya Red Cross Ć&#x2C6;$W OHDVW \HDUV H[SHULHQFH LQ managing training, research and outreach programs

KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;'LUHFWLQJ WKH HQG WR HQG SURFHVV RI GHVLJQ implementation, production and editing of all publications and publicity material to ensure the quality

DESIRED COMPENTENCIES: Ć&#x2C6;'HPRQVWUDWHG H[SHULHQFH LQ OHDGLQJ Publications at recognized institutions Ć&#x2C6;([FHOOHQW ZULWLQJ HGLWLQJ DQG proofreading skills

Ć&#x2C6;&RRUGLQDWLQJ WKH HVWDEOLVKPHQW RI HGLWRULDO standards, production standards and graphic layout of Centre-wide publications

Ć&#x2C6;$ELOLW\ WR PHHW GHDGOLQHV DQG MXJJOH multiple projects

Ć&#x2C6;5HVSRQGLQJ WR UHTXHVWV IURP FOLHQWV PHGLD external stakeholders and internal staff for information needs interventions

EDUCATION AND EXPERIENCE: Ć&#x2C6;3RVW JUDGXDWH TXDOLĐ&#x2030;FDWLRQ LQ Journalism, Communications, Public Relations or related discipline Ć&#x2C6;$ PLQLPXP RI \HDUV RI UHOHYDQW experience

Ć&#x2C6;$VVLVWLQJ WKH ([HFXWLYH 'LUHFWRU LQ IXQG UDLVLQJ generally and with specific reference to Training Ć&#x2C6;0DQDJLQJ D WHDP RI VHQLRU DFDGHPLFV DQG administrators

theEdition. Issue No.2

THE KENYA RED CROSS is growing...

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MISSION

GENERAL MANAGER - WATER BOTTLING BUSINESS Are you entrepreneurial, innovative and can create a business from the ground up? Reporting to the Deputy Secretary General-Commercial Enterprises, this new position will lead a multi-functional team in a start-up water bottling business to produce, package and distribute water for the Kenya Red Cross Societyâ&#x20AC;&#x2122;s humanitarian efforts as well as requisite commercial activities. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;)RUPXODWLQJ D UHVRXQGLQJ VWUDWHJLF blue-print for the short and medium term

DESIRED COMPENTENCIES: Ć&#x2C6;3URGXFWLRQ SURFHVVHV TXDOLW\ FRQWURO and techniques for maximizing the effective manufacture

Ć&#x2C6;+LULQJ WKH WHDP DQG RYHUVHHLQJ WKH implementation of objectives, policies, procedures, and work standards

Ć&#x2C6;6DOHV DQG 0DUNHWLQJ .QRZOHGJH RI principles and methods for showing, promoting, and selling products or services

Ć&#x2C6;'ULYLQJ WKH DFKLHYHPHQW RI VDOHV WDUJHWV DQG maximizing profitability Ć&#x2C6;5HVHDUFKLQJ GHYHORSLQJ DQG H[SORLWLQJ QHZ business opportunities Ć&#x2C6;0DQDJLQJ DQG UHSRUWLQJ RQ WKH 3URĐ&#x2030;W DQG Loss portfolio

Ć&#x2C6;&RPPHUFLDO $FXPHQ DQG )LQDQFLDO management EDUCATION AND EXPERIENCE: Ć&#x2C6;$W OHDVW \HDUV RI PDQXIDFWXULQJ or senior sales and/or marketing management experience in high profile FMCG companies.

TO APPLY

]

GENERAL MANAGER â&#x20AC;&#x201C; E-PLUS

Are you an entrepreneurial general manager with a flair for driving business growth? This role will provide day to day operational and strategic leadership and direction of the business unit through coordinating activities while ensuring sound returns to the society. Reporting to the DSG- Corporate services. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;/HDGLQJ WKH UHDOL]DWLRQ RI D YLDEOH DQG SURĐ&#x2030;WDEOH enterprise in this new and ground breaking space of emergency support

DESIRED COMPENTENCIES: Ć&#x2C6;.QRZOHGJH RI PRGHUQ administrative methods and procedures

Ć&#x2C6;6SHDUKHDGLQJ WKH GHYHORSPHQW FRPPXQLFDWLRQ DQG implementation of effective growth strategies and processes for E-Plus

Ć&#x2C6;.QRZOHGJH RI JHQHUDO PHGLFDO services and systems

Ć&#x2C6;2YHUVHHLQJ RSHUDWLRQV WR HQVXUH HĐ&#x192;FLHQF\ TXDOLW\ RI service and cost-effective management of resources. Ć&#x2C6;(QVXULQJ WKDW WKH RUJDQL]DWLRQ KDV WKH UHTXLVLWH human, material, financial and technical resources necessary for effective operations Ć&#x2C6;'HOLYHULQJ RQ JURZWK DQG UHYHQXH WDUJHWV

Ć&#x2C6;3ULRU JHQHUDO PDQDJHPHQW H[SHULHQFH is a plus.

Ć&#x2C6;$ELOLW\ WR EXLOG UHODWLRQVKLSV with key stakeholders EDUCATION AND EXPERIENCE: Ć&#x2C6;3RVW JUDGXDWH GHJUHH LQ EXVLQHVV administration or related discipline Ć&#x2C6;$W OHDVW \HDUV SURJUHVVLYH experience in emergency management Ć&#x2C6;3URMHFW PDQDJHPHQW VNLOOV

DIRECTOR - EXTERNAL RELATIONS AND RESOURCE MOBILISATION Do you have experience in fund raising and have managed external communications?

This new role reports to the Secretary General, and will be responsible for managing onâ&#x20AC;&#x201C;going partnerships as well as putting in place a best in class resource mobilization strategy to generate new sources of funding from corporations, foundations, individuals, government and multilateral funding agencies. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;7DNLQJ WKH IXQG UDLVLQJ VWUDWHJ\ DW WKH Kenya Red Cross to the next level by formulating an innovative strategy Ć&#x2C6;2YHUVHHLQJ WKH GHYHORSPHQW DQG ZULWLQJ RI highly competitive grant proposals

DESIRED COMPENTENCIES: Ć&#x2C6;6XSHULRU NQRZOHGJH RI EHVW SUDFWLFHV LQ fundraising Ć&#x2C6;([WHUQDO &RPPXQLFDWLRQV PDQDJHPHQW experience Ć&#x2C6;3URYHQ QHJRWLDWLRQ VNLOOV

HEAD â&#x20AC;&#x201C; FUNDRAISING Do you have a track record of writing bankable fund raising proposals and raising donor funds? The Fund Raising Manager will report to the Director of External Relations and resource mobilisation will be responsible for generating new revenue from corporations, foundations, government and multilateral funding agencies. KEY RESPONSIBILITIES INCLUDE: Ć&#x2C6;'HYHORSLQJ DQG LPSOHPHQWLQJ DQ HĐ&#x20AC;HFWLYH fundraising strategy

DESIRED COMPENTENCIES: Ć&#x2C6;([FHSWLRQDO FRPPXQLFDWLRQ VNLOOV both written and verbal

Ć&#x2C6;:RUNLQJ FORVHO\ ZLWK WKH VXSHUYLVRU WR PDQDJH funding proposals from start to finish, including conceptualizing programs, developing budgets, writing proposals and reports, managing implementation and reporting on results

Ć&#x2C6;)XQGUDLVLQJ PDQDJHPHQW H[SHULHQFH

Ć&#x2C6;$ELOLW\ WR IRUJH JOREDO DQG ORFDO networks with strategic partners

Ć&#x2C6;5HVHDUFKLQJ DQG DSSO\LQJ IRU QHZ IXQGLQJ opportunities

Ć&#x2C6;+HOSLQJ WR UHĐ&#x2030;QH LPSOHPHQW HYDOXDWH and continually improve KRCSâ&#x20AC;&#x2122;s communications strategy

EDUCATION AND EXPERIENCE: Ć&#x2C6;0DVWHUĆ V GHJUHH LQ 0DUNHWLQJ Communication, Fundraising, Business Administration or related discipline.

Ć&#x2C6;6XSSRUWLQJ WKH HVWDEOLVKPHQW RI PXWXDOO\ DJUHHG fundraising targets and implementing strategies for individual donor development and acquisition, legacies, community groups, trusts, major donors, new initiatives, university and corporate support

Ć&#x2C6;/HDGLQJ WKH H[WHUQDO FRPPXQLFDWLRQV agenda

Ć&#x2C6;$ PLQLPXP RI \HDUV H[SHULHQFH LQ resource mobilization/fund raising and proposal development

Ć&#x2C6;0DLQWDLQ SURMHFW WUDFNLQJ V\VWHP DQG ensure all donor funding requirements are met

theEdition. Issue No.2

Ć&#x2C6;0DLQWDLQLQJ DOO DVSHFWV RI GRQRU OLDLVRQ DQG public contact for the organization including with individuals and with the corporate and private sector

Ć&#x2C6;6WURQJ DW PDQDJLQJ VWDNHKROGHU relationships EDUCATION AND EXPERIENCE: Ć&#x2C6;%DFKHORUĆ V GHJUHH UHTXLUHG 0DVWHUĆ V degree preferred Ć&#x2C6;.QRZOHGJH RI LQWHUQDWLRQDO development Ć&#x2C6; \HDUV RI H[SHULHQFH ZRUNLQJ within and/or seeking funds from institutional funders

The Zawadi Africa Education Fund EXECUTIVE DIRECTOR

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KEY RESPONSIBLITIES: Ć&#x2C6;&ROODERUDWH ZLWK WKH %RDUG DQG VWDĐ&#x20AC; WR GHĐ&#x2030;QH DQG articulate Zawadi Africaâ&#x20AC;&#x2122;s vision and operational strategies Ć&#x2C6;2YHUVHH WKH UHFUXLWPHQW DQG GHSOR\PHQW RI KLJK performance management team on an on-going basis and maintain an employee value proposition that delivers the best Ć&#x2C6;7DNH UHVSRQVLELOLW\ IRU RYHUDOO Đ&#x2030;QDQFLDO SHUIRUPDQFH of Zawadi Africa, prepare annual budgets for approval by the board, as well as reports and present the overall picture of funding health and risk Ć&#x2C6;/LDLVH ZLWK WKH ERDUG DQG VWDĐ&#x20AC; WR GHYHORS programming, scholarship management strategies and systems and ensure implementation of such strategies Ć&#x2C6;0DQDJH WKH VHOHFWLRQ RI VFKRODUVKLS UHFLSLHQWV DQG oversee their placement and on-time completion

TO APPLY

MISSION

Zawadi Africa Education Fund provides scholarships to academically gifted girls from economically disadvantaged backgrounds from Africa. The organization seeks to leverage its base and concretize its operations by recruiting an experienced and result-oriented Executive Director, who will be a key strategic player in carrying out the vision and mission of the organization.

DESIRED SKILLS: Ć&#x2C6;)LVFDO 0DQDJHPHQW ([SHULHQFH LQ non-profit fiscal management Ć&#x2C6;*RYHUQDQFH 0DQDJHPHQW Experience in working with boards of directors providing professional, accurate, and strategic advice EDUCATION & EXPERIENCE: Ć&#x2C6;$ %DFKHORUĆ V GHJUHH LV UHTXLUHG an MBA or advanced degree is desirable Ć&#x2C6;6SHFLDOL]HG WUDLQLQJ LQ IXQG UDLVLQJ Ć&#x2C6;6HYHQ \HDUV RI LQFUHDVLQJO\ responsible administrative experience

Applications with detailed CVs, copies of Certificates and testimonials should be sent to info@hpdafrica.com no later than April 20th 2012. Only short listed candidates will be contacted.

FUNDRAISING MANAGER KEY RESPONSIBLITIES: Ć&#x2C6;:RUN ZLWK WKH ([HFXWLYH 'LUHFWRU WR GHYHORS DQG deliver a fundraising strategy and operational plan including identifying resource requirements, researching funding opportunities, approaching funders

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DESIRED SKILLS: Ć&#x2C6;6WUDWHJLF SODQQLQJ SURMHFW management and financial management Ć&#x2C6;$ GULYH WR FXOWLYDWH DQG FORVH new and existing revenue opportunities

Ć&#x2C6;5HVSRQVLEOH IRU LQFUHDVLQJ WKH FRUSRUDWH DQG individual donor base, initiating and maintaining strong partnerships with relevant public, community based institutions to collaborate on funding proposals through applying for new funding opportunities from relevant bodies

EDUCATION & EXPERIENCE Ć&#x2C6;'HJUHH LQ %XVLQHVV Management/Marketing/ Administration or related

Ć&#x2C6;:ULWH DQG VXEPLW SURSRVDOV JUDQWV DQG VFKRODUVKLS applications and reports

Ć&#x2C6;$W OHDVW Đ&#x2030;YH \HDUV H[SHULHQFH LQ fundraising

Ć&#x2C6;0RQLWRU DQG DQDO\VH IXQGUDLVLQJ DFWLYLWLHV DJDLQVW agreed budgets Ć&#x2C6;0DLQWDLQ UHVWULFWHG IXQGLQJ LQIRUPDWLRQ V\VWHPV and records on donor intelligence

Ć&#x2C6;,QLWLDWH DQG PDLQWDLQ VWURQJ RQJRLQJ SDUWQHUVKLSV with relevant stakeholders, including universities; governments and non-governmental and non-profit organizations, and for-profit corporations to collaborate on scholarship and funding proposals

The Sarova Group of Hotels

By Appointment Africa

PERSONAL ASSISTANT

GUEST RELATIONS OFFICER JOB REF: SB/GR/4

Do you have a passion to serve and excel and reach your professional goals? Sarova Head Office is looking for you to fill the position of a Personal Assistant. IDEAL CANDIDIDATES SHOULD POSSES THE FOLLOWING: Ć&#x2C6;$Q 0%$ Ć&#x2C6;$ GHJUHH LQ DQ\ UHOHYDQW Đ&#x2030;HOG Ć&#x2C6; \HDUV H[WHQVLYH DGPLQLVWUDWLYH DQG secretarial experience Ć&#x2C6;([FHSWLRQDO FRPSXWHU OLWHUDF\ Ć&#x2C6;2XWVWDQGLQJ YHUEDO DQG ZULWWHQ communication skills Ć&#x2C6;&RQĐ&#x2030;GHQFH WR OLDLVH ZLWK DOO OHYHOV RI seniority Ć&#x2C6;+LJKO\ GHYHORSHG RUJDQL]DWLRQDO VNLOOV Ć&#x2C6;,QLWLDWLYH DQG DELOLW\ WR PHHW WR WLJKW GHDGOLQHV Ć&#x2C6;0DWXULW\ WR KDQGOH D UDQJH RI VLWXDWLRQV Ć&#x2C6;$ PHWLFXORXV DQG WKRURXJK QDWXUH Ć&#x2C6;/R\DOW\ DQG KLJK OHYHO RI LQWHJULW\ Ć&#x2C6;%HWZHHQ Ĺ˝ \HDUV ROG

TO APPLY: To express interest in this opportunity, Send your CV to hr@ sarovahotels.com or drop it at the Group Human Resources office at the Head Office. All applications should indicate â&#x20AC;&#x153;Application for the position of a Personal Assistantâ&#x20AC;? on their application letters / email submissions and must include three referees, two of which can validate field and technical expertise.

Our client, an innovative new five star resort development located on Kenyaâ&#x20AC;&#x2122;s south coast is looking for an exceptional Guest Relations Officer in charge of guestsâ&#x20AC;&#x2122; welfare. KEY RESPONSIBLITIES: Reporting to the General Manager and liaising with the Front Office Manager, the Primary role function will be to take charge of all aspects of the guestsâ&#x20AC;&#x2122; welfare. This includes guestsâ&#x20AC;&#x2122; needs and complaints and their entertainment during their stay in the hotel. DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;'HJUHH RU 'LSORPD LQ +RWHO 0DQDJHPHQW Ć&#x2C6;0LQLPXP RI Đ&#x2030;YH \HDUV H[SHULHQFH LQ D VLPLODU role. Ć&#x2C6;([FHOOHQW NQRZOHGJH RI KRWHO RSHUDWLRQV JXHVW relations, front office and housekeeping.

Ć&#x2C6;3RVVHVV H[FHOOHQW 35 DQG &RPPXQLFDWLRQ skills. Ć&#x2C6;%H 3URDFWLYH DQG ,QQRYDWLYH Ć&#x2C6;([FHOOHQFH LQ ZULWWHQ DQG VSRNHQ (QJOLVK Ć&#x2C6;([FHOOHQW UHIHUHQFHV HVVHQWLDO

Ć&#x2C6;0XVW SRVVHVV H[FHOOHQW &RPSXWHU VNLOOV DQG KDYH experience in Fidelio.

Only short listed candidates will be contacted. TO APPLY: If you meet the above requirements and are interested in this position, send your CV in word format and an application letter to info@byappointmentafrica.com. ONLY short listed candidates will be contacted.

theEdition. Issue No.2

[

By Appointment Africa

TO APPLY

If you meet the above requirements and are interested in this position, send your CV in word format and an application letter to info@byappointmentafrica.com no later than April 20th 2012. ONLY short listed candidates will be contacted.

]

HOTEL GENERAL MANAGER (JOB REF: EKA/GM/1)

FINANCIAL CONTROLLER (JOB REF: SB/FC/1)

Our client, a brand new four star hotel based in Nairobi is looking for a highly qualified International General Manager to manage and oversee the day to day operations of the hotel in its entirety.

Our client, an innovative new five star resort development located on Kenyaâ&#x20AC;&#x2122;s south coast is looking for a highly qualified Financial Controller to be based at the resort.

KEY RESPONSIBLITIES: Reporting to the Managing Director, the primary role function will be to manage and maximise the hotelâ&#x20AC;&#x2122;s resources achieving optimum standards of service and value to the Hotel guests within profit objectives and in line with Company policies. In addition responsible for overseeing the day to day hotel operations including Guest satisfaction,

KEY RESPONSIBLITIES: Reporting to the General Manager, the Primary role function will be to co-ordinate, evaluate, audit and manage the financial performance of the Company and subsidiary Companies. ,Q DGGLWLRQ \RX ZLOO EH UHVSRQVLEOH IRU WKH SUHSDUDWLRQ RI 3 / VWDWHPHQWV DQQXDO EXGJHWV monthly cash flow reports, management accounts and the filing of all statutory financial

Financial Performance, Cost Control, Staff Satisfaction and Property Management.

records.

DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;8QLYHUVLW\ 'HJUHH LQ +RVSLWDOLW\ Ć&#x2C6;$ 0,1,080 RI WKUHH \HDUV ZRUNLQJ LQ DQ LQWHUQDWLRQDO KRWHO DQG Đ&#x2030;YH \HDUV H[SHULHQFH LQ D similar role. Ć&#x2C6;&RQYHUVDQW ZLWK )LGHOLR 6\VWHPV Ć&#x2C6;$ELOLW\ WR SHUIRUP FULWLFDO DQDO\VLV Ć&#x2C6;([WHQVLYH NQRZOHGJH RI KRWHO RSHUDWLRQV IRRG EHYHUDJH IURQW RĐ&#x192;FH DQG KRWHO Đ&#x2030;QDQFLDO processes and analysis Ć&#x2C6;([FHOOHQW RUDO DQG ZULWWHQ FRPPXQLFDWLRQ DQG SUHVHQWDWLRQ VNLOOV Ć&#x2C6;$ELOLW\ WR ZRUN HĐ&#x20AC;HFWLYHO\ ERWK LQGHSHQGHQWO\ DQG DV D WHDP Ć&#x2C6;$ELOLW\ WR PDQDJH PXOWLSOH SURMHFWV HĐ&#x20AC;HFWLYHO\ XQGHU WLPH DQG UHVRXUFH FRQVWUDLQWV Ć&#x2C6;$ELOLW\ WR HĐ&#x20AC;HFWLYHO\ OHDG D WHDP RI SURIHVVLRQDOV

DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;%DFKHORU RI &RPPHUFH 'HJUHH IURP D UHFRJQLVHG DFFUHGLWHG ,QVWLWXWLRQ DQG D qualified CPA/ACCA finalist. Ć&#x2C6;0LQLPXP RI (LJKW \HDUV SRVW TXDOLĐ&#x2030;FDWLRQ H[SHULHQFH LGHDOO\ ZLWK DW OHDVW five years in a management position responsible for operational controls in a profit centre. Ć&#x2C6;0XVW SRVVHVV H[FHOOHQW &RPSXWHU VNLOOV DQG KDYH H[SHULHQFH LQ )LHVWD )LORVRI Micros Fidelio and Front Office Fidelio. Ć&#x2C6;3RVVHVV H[FHOOHQW &RPPXQLFDWLRQ DQG $GPLQLVWUDWLRQ VNLOOV Ć&#x2C6;0XVW KDYH D VROLG XQGHUVWDQGLQJ RI SURFHGXUHV DQG VWDQGDUGV DFURVV DOO departments. Ć&#x2C6;([FHOOHQFH LQ ZULWWHQ DQG VSRNHQ (QJOLVK Ć&#x2C6;([FHOOHQW UHIHUHQFHV HVVHQWLDO

SALES MANAGER (JOB REF: SB/SM/2)

FRONT OFFICE MANAGER (JOB REF: SB/FOM/3)

Our client, an innovative new five star resort development located on Kenyaâ&#x20AC;&#x2122;s south coast is looking for an exciting Sales Manager to be based at the resort.

Our client, an innovative new five star resort development located on Kenyaâ&#x20AC;&#x2122;s south coast is looking for an exceptional Front Office Manager to be based at the resort.

KEY RESPONSIBLITIES: Reporting to the General Manager, the Primary role function will be to develop, co-ordinate and manage all Sales activities and Marketing programmes for the resort across the Coast region. In addition you will be responsible for sales revenue performance, increasing the client database and planning Conferences and Seminars.

KEY RESPONSIBLITIES: Reporting to the General Manager.The Primary role function will be to supervise and control all Front of House and Housekeeping areas to the standards laid down by the Company, maximising revenues and profits to agreed budgetary limits in liaison with the Sales and Marketing, Housekeeping Department and Food and Beverage Manager.

DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;'LSORPD RU 'HJUHH LQ +RVSLWDOLW\ 0DQDJHPHQW RU 3XEOLF 5HODWLRQV

DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;'HJUHH RU 'LSORPD LQ +RWHO 0DQDJHPHQW

Ć&#x2C6;0LQLPXP RI )LYH \HDUV LQ D VLPLODU UROH LQ D PDQDJHPHQW SRVLWLRQ within the hospitality industry of an exclusive, high end product.

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Ć&#x2C6;([FHOOHQW NQRZOHGJH RI KRWHO RSHUDWLRQV IURQW RĐ&#x192;FH KRXVHNHHSLQJ VDOHV DQG marketing and financial reporting. Ć&#x2C6;0XVW SRVVHVV H[FHOOHQW &RPSXWHU VNLOOV DQG KDYH H[SHULHQFH LQ )LGHOLR RU Fiesta systems. Ć&#x2C6;3RVVHVV H[FHOOHQW 35 DQG &RPPXQLFDWLRQ VNLOOV Ć&#x2C6;+DYH D SURYHQ UHFRUG LQ /HDGHUVKLS Ć&#x2C6;%H 3URDFWLYH DQG ,QQRYDWLYH Ć&#x2C6;([FHOOHQFH LQ ZULWWHQ DQG VSRNHQ (QJOLVK Ć&#x2C6;([FHOOHQW UHIHUHQFHV HVVHQWLDO

theEdition. Issue No.2

MISSION

MSF is an independent humanitarian medical aid agency committed to 2 objectives:providing medical aid whenever needed, regardless of race, religion, politics or sex and raising awareness of the plight of the people we help. MSF-OCB invites candidates to consider application for a job opening as Nurse Anaesthetist for Istarlin Hospital, Guri El, Galgaduud region. organization.

World Agroforesty Center

Medecins Sans Frontieres

ADMINISTRATIVE ASSISTANT- Climate Change

NURSE ANAESTHETIST Applications will be considered in due process from anyone fulfilling the below requirements of qualifications and skills. Those applications matching the requirements of qualification and skills will be short-listed. Only short-listed applicants will be invited for an interview process and examination in which they have to prove their merit. The interview and selection process will be conducted according to the internal regulations of MSF and in agreement with a transparent, open and fair code of conduct. KEY RESPONSIBLITIES: Ć&#x2C6;&DUU\LQJ RXW DQDHVWKHVLD ZLWKLQ WKH IUDPHZRUN RI 06)Ć V DQDHVWKHVLD UHFRPPHQGDWLRQV Ć&#x2C6;+H 6KH LV H[SHFWHG WR SD\ SDUWLFXODU DWWHQWLRQ WR K\JLHQH UXOHV DQG PDQDJHPHQW RI SDLQ DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;1XUVH 4XDOLĐ&#x2030;FDWLRQ LV D PXVW Ć&#x2C6;1XUVH TXDOLĐ&#x2030;FDWLRQ ZLWK GLSORPD LQ DQDHVWKHVLD RU PLQLPXP \HDU WUDLQLQJ RQ WKH MRE by MSF. Ć&#x2C6;3URĐ&#x2030;FLHQW XVH RI (QJOLVK Ć&#x2C6;)OH[LEOH DQG DEOH WR ZRUN LQ D GHPDQGLQJ DQG FKDOOHQJLQJ ZRUN HQYLURQPHQW TO APPLY For more additional information on the vacancy, Please contact the Administrator, + 252 2 4707920.For more information on MSF activities in Somalia, please visit http://www.msf.org . Any interested candidate can send a CV and cover letter to the following email address:

The World Agroforestry Centre is an independent research institution which generates science-based knowledge about the complex role trees play in agricultural landscapes and rural livelihoods. As part of the Centreâ&#x20AC;&#x2122;s work to bring tree-based solutions to bear on poverty and environmental problems, researchers â&#x20AC;&#x201C; working in close collaboration with partners â&#x20AC;&#x201C; are developing new technologies, tools and policy recommendations for increased food security and ecosystem health. DESIRED SKILLS & REQUIRED QUALIFICATIONS:

Ć&#x2C6;Bachelor of Business Administration/Social

Degree or relevant degree Ć&#x2C6;$ 3RVW *UDGXDWH 'LSORPD LQ SURMHFW PDQDJHPHQW will be an added advantage Ć&#x2C6;$W OHDVW \HDUVĆ H[SHULHQFH LQ SURMHFW administration Ć&#x2C6;([SHULHQFH LQ DQ 1*2 RU LQWHUQDWLRQDO organization environment will be an added advantage Ć&#x2C6;*RRG XQGHUVWDQGLQJ RI EXGJHWLQJ DQG Đ&#x2030;QDQFLDO management procedures Ć&#x2C6;([SHULHQFH LQWHUDFWLQJ ZLWK VFLHQWLVWV Ć&#x2C6;3URĐ&#x2030;FLHQW LQ IROORZLQJ XS LVVXHV DQG UHVROXWLRQ Ć&#x2C6;3URĐ&#x2030;FLHQW LQ WDNLQJ QRWHV DQG PLQXWHV Ć&#x2C6;([FHOOHQW LQWHUSHUVRQDO FRPPXQLFDWLRQ DQG good personal organisation skills required Ć&#x2C6;([FHOOHQW FRPPDQG RI VSRNHQ DQG ZULWWHQ English Ć&#x2C6;3URĐ&#x2030;FLHQF\ LQ GDWDEDVH DSSOLFDWLRQV DQG 06 Office suite Ć&#x2C6;([FHSWLRQDO DWWHQWLRQ WR GHWDLO Ć&#x2C6;7HDP SOD\HU DQG KLJKO\ PRWLYDWHG Ć&#x2C6;2XWVWDQGLQJ SUHVHQWDWLRQ RI LQLWLDWLYH

TO APPLY: To apply please send a cover letter, your salary expectations, an up to date C.V and the names and addresses of three referees. Address these to: The Human Resources Unit, World Agroforestry Centre (ICRAF), P.O Box 30677, 00100, Nairobi, Kenya OR send via email to: icrafhru@cgiar.org. Indicate â&#x20AC;&#x153;Application for an Administrative Assistant - Climate Change Research Unitâ&#x20AC;? on the application letter. Please note that only short-listed applicants meeting the above requirements will be contacted

msfocbhargeysaHrCO@brussels.msf.org

ECLOF -KENYA HUMAN RESOURCE AND ADMINISTRATION MANAGER ECLOF Kenya, an established and fast growing Christian Microfinance company seeks to recruit a Human Resource and Administration Manager. Reporting to the Chief Executive Officer, the individual is responsible for providing leadership and strategic direction to the organizationâ&#x20AC;&#x2122;s human capital to meet the present and future business needs and demands, and is charged with overall general administration duties. DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;0LQLPXP RI D PDVWHUĆ V GHJUHH LQ D UHOHYDQW field such as business, human resource or organization development Ć&#x2C6;$W OHDVW Đ&#x2030;YH \HDUV KDQGV RQ H[SHULHQFH in human resource management and general administration at senior management level. Ć&#x2C6;3RVW JUDGXDWH 'LSORPD LQ KXPDQ UHVRXUFH management. Ć&#x2C6;6KRXOG EH D PHPEHU RI D UHFRJQLVHG SURIHVVLRQDO body - Institute of Human Resource Management

OTHER COMPENTENCIES: Ć&#x2C6;6WURQJ VHOI EHOLHI GULYH DQG SUDFWLFDO ability to lead and motivate teams Ć&#x2C6;*RRG PHQWRULQJ DQG FRDFKLQJ VNLOOV Ć&#x2C6;4XLFN GHFLVLRQ PDNLQJ DQG SUREOHP solving ability Ć&#x2C6;6WURQJ SXEOLF UHODWLRQV DQG QHWZRUNLQJ skills Ć&#x2C6;([FHOOHQW FRPPXQLFDWLRQ UHSRUW ZULWLQJ and negotiation skills Ć&#x2C6;([FHOOHQW EXVLQHVV DQG SHRSOH management skills and good knowledge of labour laws and current human resource practices

Ć&#x2C6; ,+50 RU ,QVWLWXWH RI &HUWLĐ&#x2030;HG 3XEOLF Secretaries (CPS) TO APPLY: Send an application letter, accompanied with a detailed CV, names of at least three (3) referees (at least one professional and another your current church pastor), current and expected remuneration, and daytime telephone contact to reach Executive Selection, Strategic Dimensions Limited Management and Development Consultants E-mail: info@strategicdl.com (Only short listed candidates will be contacted)

The Kenya Human Rights Commission (KHRC) CONSULTANCY ANNOUNCEMENT

The Kenya Human Rights Commission (KHRC) is a national Non-Governmental Organization with the Mission of promoting, protecting and enhancing the enjoyment of all human rights by all individuals and groups. To achieve this Mission, our firm belief is that it largely depends on the extent to which human rights practices are adequately rooted in communities. Our approach therefore seeks to promote the culture of self-reliance amongst communities in order to enhance their independence and by extension their human dignity. KHRC seeks to recruit a dynamic, well organized, highly motivated and results oriented individual to be a Human Resource and Administration Consultant based in Nairobi, Kenya for a period of six (6) months. This individual should be seconded from a Human Resource consulting firm.

PURPOSE OF THE JOB: To contribute to the fulfilment of the organizationâ&#x20AC;&#x2122;s Mission and strategic objectives by providing expertise in all aspects of the human resources and administration functions by ensuring the availability of a competent and well-motivated staff in line with KHRCâ&#x20AC;&#x2122;s policies and procedures. DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;$ %DFKHORUV GHJUHH LQ VRFLDO VFLHQFH EXVLQHVV DGPLQLVWUDWLRQ RU LWV HTXLYDOHQW IURP D recognized university Ć&#x2C6;$ KLJKHU GLSORPD LQ KXPDQ UHVRXUFHV PDQDJHPHQW Ć&#x2C6;$ PLQLPXP \HDUV RI UHODWHG H[SHULHQFH Ć&#x2C6;*RRG SUDFWLFDO XQGHUVWDQGLQJ RI KXPDQ UHVRXUFH IXQFWLRQV SUHIHUDEO\ LQ WKH 1*2 VHFWRU Ć&#x2C6;8QGHUVWDQGLQJ RI KXPDQ UHVRXUFH UHSRUWLQJ DQG UHFRUG NHHSLQJ UHTXLUHPHQWV Ć&#x2C6;:RUNLQJ NQRZOHGJH RI +50,6 LV DQ DGGHG DGYDQWDJH Ć&#x2C6;8S WR GDWH NQRZOHGJH RI QDWLRQDO DQG LQWHUQDWLRQDO ODERXU ODZV JRYHUQLQJ HPSOR\PHQW Ć&#x2C6;6HOI PRWLYDWHG RUJDQL]HG FROOHJLDO DQG DELOLW\ WR ZRUN ZHOO XQGHU SUHVVXUH Ć&#x2C6;:LOOLQJ WR WDNH LQLWLDWLYH DQG ZRUN LQGHSHQGHQWO\ ZLWK PLQLPDO VXSHUYLVLRQ Ć&#x2C6;$ELOLW\ WR UHVROYH FRQĐ&#x152;LFWV Ć&#x2C6;$ELOLW\ WR PDLQWDLQ FRQĐ&#x2030;GHQWLDOLW\ WDFW DQG GLVFUHWLRQ ZKHQ GHDOLQJ ZLWK SHRSOH TO APPLY: Applicants should send a cover letter attaching a detailed C.V., photocopies of certificates and testimonials, current telephone/mobile numbers, names and addresses of three (3) referees and a statement of present and expected gross salary. Canvassing will lead to disqualification. Only shortlisted candidates will be contacted.mnamusonge@khrc.or.ke and admin@khrc.or.ke theEdition. Issue No.2

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Africa Lead

MISSION

The Africa Leadership Training and CapacityBuilding Program (AFRICA LEAD) is a component of the global hunger and food security initiative. It directly addresses item number three in the Africa Bureauâ&#x20AC;&#x2122;s FY 2010 Action List: â&#x20AC;&#x153;Build a cadre of African Leaderâ&#x20AC;&#x2122;s to design and implement food security strategies and investment plans.â&#x20AC;?

ACCOUNTANT

TO APPLY

LOGISTICS ASSISTANT

Africa Lead is looking for an Accountant, responsible for executing financial related activities to support the implementation of the Africa lead project. DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;8QLYHUVLW\ GHJUHH RU HTXLYDOHQW LQ DFFRXQWLQJ Ć&#x2C6; WR \HDUV ZRUN H[SHULHQFH LQ WKH RSHUDWLRQDO DQG Đ&#x2030;QDQFLDO PDQDJHPHQW Đ&#x2030;HOG preferably with USAID experience Ć&#x2C6;)OXHQF\ LQ (QJOLVK Ć&#x2C6;([FHOOHQW YHUEDO DQG ZULWWHQ FRPPXQLFDWLRQ VNLOOV Ć&#x2C6;&RPSXWHU OLWHUDWH ZLWK XVH RI LQWHUQHW :RUG ([FHO DQG DFFRXQWLQJ VRĐ?ZDUHV

The ideal candidate will be an energetic person, with excellent written and verbal communication skills who can work efficiently in a fast-paced environment. Duration of contract is one month. The Logistics Assistant will assist in logistical issues for an upcoming conference. The person will be responsible for sending out invites, RSVP, airline tickets, tracking arrival times to ensure airport pick up, procuring conference materials, man the registration desk, ensure all participants have name tags, and manage all other logistics around the conference. DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;%DFKHORUĆ V 'HJUHH SUHIHUUHG RU DQ\ FRPELQDWLRQ RI HGXFDWLRQ DQG H[SHULHQFH WKDW shows experience in an event planning/logistics environment Ć&#x2C6;([FHSWLRQDO FXVWRPHU UHODWLRQV VNLOOV Ć&#x2C6;$ELOLW\ WR RUJDQL]H SULRULWL]H DQG FRRUGLQDWH PXOWLSOH ZRUN DFWLYLWLHV LQ D IDVW SDFHG team environment and meet critical deadlines, as well as working independently

Ć&#x2C6;$ELOLW\ WR SUHSDUH Đ&#x2030;QDQFLDO UHSRUWV Ć&#x2C6;7HDP RULHQWHG

Ć&#x2C6;([FHOOHQW GDWDEDVH PDQDJHPHQW DQG SURĐ&#x2030;FLHQF\ ZLWK 0LFURVRĐ? 2Đ&#x192;FH VRĐ?ZDUH (Word, Excel, Power Point, Access, Outlook)

AGRIBUSINESS INTERNSHIP COORDINATOR

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Africa Lead is seeking a professional to identify private sector companies working in agribusiness and agri industry from â&#x20AC;&#x2DC;farm to forkâ&#x20AC;&#x2122; in eastern Africa to serve as hosts for interns from the EA region.

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REQUIRED QUALIFICATIONS Ć&#x2C6;0LQLPXP XQLYHUVLW\ GHJUHH

Ć&#x2C6;6WURQJ ZRUN HWKLF ZLWK DQ HQWKXVLDVWLF SRVLWLYH DWWLWXGH DQG WKH KLJKHVW OHYHO RI integrity

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AIRSHAW TRUCKING LTD

HEALTH AND SAFETY SUPERVISOR

TRUCK DRIVER

KEY RESPONSIBLITIES: Ć&#x2C6;5ROH UHTXLUHV KDQGOLQJ WKH ZRUN UHODWHG WR +6( 6XSHUYLVRU Ć&#x2C6;([SHULHQFH DQG NQRZOHGJH RQ VDIHW\ VHFXULW\ SURFHGXUHV Ć&#x2C6;/DERXU PDQDJHPHQW DQG GRFXPHQWDWLRQ Ć&#x2C6;.13& 3HWURFKHPLFDO 5HĐ&#x2030;QHU\ Ć&#x2C6;([FHOOHQW GDWDEDVH PDQDJHPHQW DQG proficiency with Microsoft Office software

Ć&#x2C6;0LQLPXP RI \HDUV ZRUN H[SHULHQFH LQ respective engineering/relevant position UHVSHFWLYHO\ LQ 2LO *DV SHWURFKHPLFDO UHĐ&#x2030;QHU\ project.

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Ć&#x2C6;([FHSWLRQDO FXVWRPHU UHODWLRQV VNLOOV Ć&#x2C6;$ELOLW\ WR RUJDQL]H SULRULWL]H DQG FRRUGLQDWH multiple work activities, as well as working independently

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Ć&#x2C6;$ELOLW\ WR HVWDEOLVK DQG PDLQWDLQ HĐ&#x20AC;HFWLYH working relationships with others and the desire to be part of a committed work team Ć&#x2C6;6WURQJ ZRUN HWKLF ZLWK DQ HQWKXVLDVWLF positive attitude, and the highest level of integrity

theEdition. Issue No.2

KEY RESPONSIBLITIES: Ć&#x2C6;5HFRUGV DOO PLOHDJH DFFXUDWHO\ WR HQVXUH SURSHU computations since all preventive maintenance is derived from the miles Fuel Truck Driver records on the official turned in at the end of each day

Ć&#x2C6;0DLQWDLQV DFFXUDWH UHFRUGV RI GLVSHQVHG IXHO DQG provides fuel accounting documentation directly to Transport Manager for entry into the Arishaw System

REQUIRED QUALIFICATIONS: Ć&#x2C6;*UDGXDWLRQ IURP KLJK VFKRRO Ć&#x2C6;0XVW SRVVHVV D FXUUHQW .HQ\D government commercial driverâ&#x20AC;&#x2122;s license with proper endorsements for the weight and type of vehicles operated as required by DMV and pass a DOT drug and alcohol test

Ć&#x2C6;5HVSRQGV WR RĐ&#x20AC; VLWH IXHO RXWDJHV DQG SURYLGHV needed vehicle services Ć&#x2C6;,V DZDUH RI DQG XQGHUVWDQGV SHUWLQHQW 26+$ requirements Ć&#x2C6;3HUIRUPV GDLO\ SUH WULS DQG SRVW WULS LQVSHFWLRQ RI vehicle to ensure safe operation

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TO APPLY: Suitable candidates will be called for client interview. Send detailed CV (With specific experience, mentioning email), copies of educational and experience certificates, 2 photos and ID copy by email immediately to arishawtrucking@gmail.com.

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DESIRED SKILLS & REQUIRED QUALIFICATIONS: Ć&#x2C6;$Q DSSURSULDWH XQLYHUVLW\ GHJUHH RU \HDUV LQ managerial position

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If you meet the above requirements and are interested in this position, send your CV in word format and an application letter to Ruth_Ndegwa@ africaleadftf.org no later than April 20th 2012. Only short listed candidates will be contacted

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Uganda House, Ground Floor, Standard Street P. O. Box 43698, 00100 Nairobi Kenya. Tel: 2224417 Fax: 2219906 E-mail: rupas@africaonline.co.ke

Sarit Center, lower Ground Floor, Westlands, Tel: 3741786, 0737 056 908 Fax: 3741786 E-mail: rupas.sarit@africaonline.co.ke

AWARD

Yaya Center, 2nd Floor, Hurlingham, Tel: 2728941

PLAQUES

WOOD ENGRAVING

GOLF TROPHIES CRYSTAL & ACRYLIC TROPHIES

CORPORATE GIFTS

AFRICAN ART theEdition. Issue No.2

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AUNT KEZIA My beloved Aunt Kezia unlike myself with a PhD in Anthropology from a top-notch university in the UK, has never set foot in a classroom. “She did not see chalk and a blackboard”, as Father is wont of saying, “No, she was busy picking coffee berries so that I could go to school and hopefully take care of the family when I was done”. Unfortunately Father’s PhD in History and passion for teaching rebellious students at the university has meant that he is not fiscally capable of looking after the extended family as comfortably as my grandfather had intended, but that is beside the point. Aunt Kezia, unlike father and I, is not given to terms like emotional vacuums, non-communicative teenagers, dysfunctional families, group therapy, fragmented societies, stop-gap measures, reconciliation, arbitration etc. But father calls her a master of metaphor! Over the years I have observed her study us and listen quietly while we debate on world topical issues, audaciously throwing around words that only a good education can afford you. Occasionally she says something that has

such insight and perspective it leaves us all confounded and usually in stitches with laughter. Recently, Father and I were deep in an intellectual discussion on the dysfunction of our streets and the mending of a broken country. We theorized, hypothesized and conjectured in vocabulary and terminology that can only be found in the centre pages of thesis scripts. Aunt Kezia sat by and listened carefully without interrupting us. When we had exhausted ourselves and had nothing more to say, Aunt Kezia quietly said, “This country is like one of those pot-holes in our roads, to repair it you must start from scratch -not just fill it with stones or earth! You have to widen it and dig deep, even if it means digging up the whole road. Then, you must use the best ballast and preferably cement to fill the hole, roll over it and let it set. Make sure you do not disturb it until it has set!”

The best thing to give your enemy is forgiveness To an opponent, tolerance To a friend, your heart To your child, a good example To a father, deference To your mother, conduct that will make her proud of you To yourself, respect To all men, charity Francis Balfour, 1851-1882

theEdition. Issue No.2

PLANNING BIG FOR 2012

jOHN SIBI-OKUMU

wish to share, with permission, extracts from some publicity material:

“In 2014, the rich culture of the peoples of Kenya will be

highlighted and celebrated at the Smithsonian Folklife Festival in Washington, D.C. The Festival will bring more than 100 Kenyans who will share the knowledge and creativity that shape and sustain their ways of life — from its Coast, amidst the pulse of its urban centres, and from the other regions that comprise Kenya’s exceptional cultural and natural landscapes. The Smithsonian Folklife Festival is a curated and people-focused ‘museum without walls’ devoted to improving understanding and appreciation for culture around the world. Over the past 45 years, it has featured the living traditions of approximately 100 countries, numerous regions, as well as every U.S. state. The Festival has been named the ‘Top Event in the United States’ by a committee of tour operators, and products from its programs have received Academy, Emmy, and Grammy awards.”

The Kenya program at the 2014 Smithsonian Folklife Festival is a partnership between the Smithsonian Centre for Folklife and Cultural Heritage and the Government of Kenya through the Kenya Cultural Centre (Ministry of National Heritage and Culture), with the support and participation of many other stakeholders. During the planning period (commenced late 2011), there will be many opportunities for Kenya’s diverse

communities to work together on developing The cost to bring Kenya to the National Mall in themes to be celebrated at the 2014 Festival in Washington, D.C. in 2014 and to support related Washington D.C. ancillary activities is approximately US$3 million. The Smithsonian and the Government of Kenya With more than one million people expected to have committed approximately US$2 million — visit the 2014 Kenya program— and millions more leaving US$1 million to be raised from interested exposed to it though print, broadcast and social individuals, foundations, corporations, and media — the opportunities resulting from such organisations. Contributions are tax-deductible to exposure are significant. the extent permitted by law, and contributors will be recognized for their generosity and support in Some of the benefits of being the featured country accordance with Smithsonian policy. at the Smithsonian in 2014 include: Linking Festival participants and visitors, So, we Kenyans find ourselves in much the same cultural institutions, government agencies, and situation as those cities that win bids to host the communities in projects of mutual interest that World Cup or the Olympic Games and then are renew respect for Kenya’s cultural life and identity. given so many years to get ready, or else. It seems Providing a major opportunity for Kenyan artisans to me that our Brand Kenya label can only gain and producers to market their arts and products in from participation at the prestigious Smithsonian the United States. Folklife Festival, 2014. One million US dollars, to be raised from sources besides the organizers Generating direct revenues that will be returned and the Kenya government, would be about one to Kenya while also opening new doors to future hundred million Kenya shillings. True, that’s business opportunities and relationships. quite a lot of money in our economy. However, I do hope that we shall rise to the occasion and that Contributing to Kenya’s plans to enhance its our chosen cultural ambassadors will eventually cultural and environmental tourism opportunities acquit themselves with distinction. and infrastructure for the future while protecting its rich cultural and environmental resources For additional information about the 2014 Kenya program and attracting governments, businesses, and at the Smithsonian and ways to get involved, please contact resourceful individuals for creative networking the Director of the Kenya Cultural Centre, Mr Aghan Odero Aghan: aghano@yahoo.com opportunities. theEdition. Issue No.2

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iz Ogumbo is a fashion designer, recording artists, writer and business owner with a global presence. From humble beginnings in Kisumu, Liz now owns businesses from Cape Town to L.A. She shares her story of building a unique brand. I am a creative entity! A global soul instrument, using my passion for fashion and music as a platform to elevate minds as I entertain and soothe souls by sharing my innermost sentiments and stories from my root and heritage to the rest of the globe. I view my passion for music and fashion more as a lifestyle than a career. Growing up, we sang together as a family, we sang every evening for prayer, when we lost loved ones, and when we worked. My mother was a tailor on the side and she dressed my brother and I in unique outfits that made us feel different from a young age. I began my modelling career 15 years ago. In 2004, after years spent on the world’s most prestigious runways, I incorporated Imani, a modelling agency in Los Angeles, California. Imani means ‘by faith’ in Kiswahili. My aim was to use this platform to offer a support network and represent struggling exotic models within the industry. Imani eventually became my backbone in the fashion business and in 2006, it was incorporated in Nairobi.

LIZ OGUMBO In 2007, ‘Liz Ogumbo’ the fashion brand was born and we now have Nairobi, L.A and Cape Town branches. My most recent exploration of my creativity is ‘KenSoul’, my debut album, which was released in 2010 by Gallo Records of South Africa with the support of Mi-Fone. I use my music and fashion to connect to people, particularly young women. I have used workshops, my music, as well as my business and book, “The Modelling Industry, Who is the Ideal Model?” to encourage all of us to believe in ourselves and that we are the ‘ideal’ in whatever we set out to pursue. The guiding principles that have contributed to my success include my ability to shake and move! I allow myself to dream and then work towards achieving each dream through hard work, faith and consistency. Don’t talk about it, be about it! I feel a sense of growth and motivation as I hope to hit more global platforms and collaborative partnerships that will allow me to consistently shine and enable others to shine even brighter.

My personal brand is about innovation and creation, and I have crafted it over the years through my sense of personal style, enthusiasm in my industry and by being authentic. My album title, ‘KenSoul’ also represents the story I want to tell about representing Kenya through my soul, and seeing Kenya develop and change every day.

“ My personal brand is about Creation and Innovation” My advice to other Kenyans trying to create their own personal brand and mark is: know who you are and let your light shine!! Take risks, risks and more risks! Smile even when you don’t feel like it! Feel the love, sing your soul in music and celebrate your own style – your look and image have everything to do with how you feel and how you roll.

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TRAVEL

2 DAYS IN JO’BURG

Johannesburg is large and sprawling. With 4 million inhabitants, it boasts a pleasing climate that rarely gets too hot or too cold. Just 4 hours flight time from Nairobi, choose any time of year and arrive in style at Oliver Tambo Airport.

DAY 1 Take a hop on the new Gautrain and ride swiftly to the northern parts of the city. ACCOMMODATION As you seek accommodation, avoid the CBD despite the fact that it is undergoing an encouraging make-over. Head for Sandton- the premier business district. Formerly a town, its name is a merger between the suburbs of Sandown and Bryanston. Choose one of the several hotels or serviced apartments in and around its pleasant environs: Sandton Sun and Towers, Michelangelo, Park Hyatt or The Grace in Rosebank. If you are seeking something more cosy, The Monarch, The Saxon, Fairlawns and Ten Bompas are great boutique hotels that cater to discerning tastes and comfortable pockets. All will set you back at $300 or so per night. ART Take the hotel cab service, as smooth local operators could take you for a ride, and visit the Apartheid Museum Notern Parkway and Gold Reef Road to be steeped in the history of the city and the country. You will emerge emotional. Head to the Everard Read for top quality contemporary art or the Goodman Gallery in Rosebank, and simply breathe in the variety of exceptional pieces of art on offer. Your soul will be uplifted and your pockets may be empty. RESTAURANTS AND THEATRE As the sun begins to descend, seek liquid sustenance to soothe the mind. Select from the many stylish drinking dens that will impress with their quality of aesthetic

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appeal. You may head to the Polo Lounge at Victorian-looking Westcliff Hotel and mingle with the bourgeois set that enjoy cognacs and cigars while speaking haughtily about their latest acquisitions and political escapades. Alternatively seek an aperitif at the other Polo Lounge at the cool Melrose Arch Hotel, that is so reminiscent of Miami, and enjoy the pumping sounds that emanate from omniscient speakers. The many great theatres such as Jo’burg Civic Theatre, Barnyard and Market Theatre, with their eclectic offerings will call for you. The, Coca-Cola dome may even be featuring Beyonce Knowles or Il Divo that night...however... maybe next time. You will be tempted by the many great restaurants in Johannebsurg, but resolutely, make your way to Moyo’s Restaurant at Melrose Arch, well known for its African- flavoured menu and great decor and simply drink in the night as you start your meal with delicious small breads inspired by several countries of Africa. Watch closely, your waiter may just be from your home land. Retire early. You still have a day.

DAY 2 Wake up early and enjoy breakfast in bed. You have a busy day ahead of you. SOWETO Seek out the facilitation of The Soweto Rhubuluza which promises “edutaiment experience of a lifetime” and explore Soweto, stopping at the all the famous sites, and shebeens. It is so important to understand context. Next time you will have time to stop in for lunch at Wandie’s, but not today. Time is of essence and shopping awaits in Sandton.

SHOPPING Descend with a good plan at Sandton Mall because you might get confused. Everything is here from well dressed posers to designer shops to Woolworths and Pick and Pay supermarket. Take your time and shop for goodies. They will all be there and they will be injurious to your pocket. Ensure that you purchase your outfit for the night. The place you are going to will demand that you look sharp. Complete your Mall tour by stopping in at Exclusive Books. Go for the big one in Sandton Square. You will enjoy the ambience and the many good reads on offer. Grab a coffee from Seattle Coffee shop and sit down to read through the books you wish to purchase. The caffeine will facilitate the plans ahead. NIGHT LIFE For your evening meal and entertainment tonight, there are several destinations to select from: Fashion TV Cafe on Maude Street; Latinova at 160 Jan Smuts Avenue, The Manhattan Club in Rivonia. Select Rosebanks’ Moloko. It is hot, hip and happening and the patrons will be very well appointed. Be sure to fit in with sartorial choices that blend well within the cool decor. You will that gyrate to African beats that reverberate. Illuminated by the glorious lights that will make you look great, you will dance to Kwaito music as you enjoy bubbly, cognacs and other heady beverages. Retire in the wee hours. Sleep in. Awake. Pack and take the hotel cab to the airport. What a time in Jozi! FLIGHTS: South African Airlines Kenya Airways

COST: $1500 Economy Class $2000 Business Class

REVIEWS.

FILM

THE IRON LADY

did not have the opportunity to watch The Iron Lady’s movie trailer and so cannot comment on its disconnect with the actual story. What I know is that the story was a disappointment, The Iron Lady teases us with few political tussles and too much time spent in nostalgia.

Margaret Thatcher (Meryl Streep), the central figure is the first and only woman prime minister of the United Kingdom. A famous and controversial living Englishwoman, Mrs Thatcher

FILM

THE HELP

is now a reclusive widow known to be in poor health and not entirely in command of her mental faculties. She spends her days reminiscing, sorting through closets, playing hide-and-seek with security and all the while talking to Denis (Jim Broadbent), the spirit of her dead husband. Nominated for two Oscars in the 2012 Academy Awards, The Iron Lady is also a love story and a slowly spooling tragedy about a powerful woman looking back.

he Help stars Emma Stone as Skeeter, Viola Davis as Aibileen and Octavia Spencer as Minny, three very different, extraordinary women in Mississippi during the 1960s, who build an unlikely friendship around a secret writing project that breaks societal rules and puts them all at risk.

Meryl Streep is a remarkable mimic and she deserved the Oscar for Best Actress . A master shape-shifter, her talent for voices and the breathy but stern quality she channels at the film’s finale is impressive. In a career full of great performances, this is surely one of her greatest: the changes in her voice and posture as she moves from youthful, fire-bellied politician to elderly stateswoman. As time passes, her voice slows and deepens, the corners of her mouth and eyes turn down, her walk loses speed but not purpose

every so often the roar of the outside world steals in like thunder, it doesn’t rattle your soul.

A remarkable sisterhood emerges from the improbable alliance of Skeeter, Aibileen and Minny, instilling all of them with the courage to transcend the lines that define them, and the realization that sometimes those lines are made to be crossed-even Based on Kathryn Stockett’s novel of the same if it means bringing everyone in town face-to-face title, the movie is about ironing out differences with the changing times. and letting go of the past and anger. It’s also about a vision of a divided America that while The Help Received three Oscar Nominations in consistently insulting and sometimes even the 84th Annual Academy Award: Best Picture, terrifying, is rarely grotesque. Inside all the Best Actress and Best Supporting Actress. Octavia different homes portrayed, black and white spencer walked away with the best supporting women tend to the urgent matters of everyday actress award. life, like the care and feeding of children. While theEdition. Issue No.2

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ANAGRAMS. AFRICAN COUNTRIES UNFAIR BOOKS (7,4) MAD CAR SAGA (10) SOOTY VICAR (5,5) THIN SEALANE (5,6) A NEWT HARASSER (7,6) HAT OF ICARUS (5,6) WIZ SANDAL (9) I GORE AQUANAUT ELI (10,6) SLY LEECHES (10)

ANSWERS: burkina faso/ madagascar/ ivory coast/ saint helena/ western sahara/ south africa/ swaziland/ equatorial guinea/ seychelles

SUDOKU.

Each box, column and row holds numbers 1 through 9. Fill in the gaps without repeating any numbers in the sequence.

JOBS

BREAK

WORDWISE.

FRAMER

CHEATER

MN!,

ODD, PQR,

N!S,

ODM, DPT,

P!D, TOU, M!S,

Which words can you form by combinding sequences of three boxes?

+,& ,-& -.& +/& -,& ..& 01& +2&

SALVO [SAL-voh] - Noun Something to save a person’s reputation or soothe a person’s feelings; An excuse or quibbling evasion; A simultaneous or successive discharge of artillery, bombs, etc; A round of fire given as a salute; A round of cheers or applause. Origin: Latin word salvus meaning ‘safe’.

IDEA

31& --& ,4& 5&

REMAIN

,-& +.& /1& +/&

KNAVERY [NEY-vuh-ree] - Noun

NAMELESS

OMNIBUS [OM-nuh-buhs] - Noun

A bus; A volume of reprinted works of a single author or of works related in interest or theme. Origin: Latin word meaning, ‘for all’.

APOCRYPHA [uh-POK-ruh-fuh] - Noun Various religious writings of uncertain origin

regarded by some as inspired, but rejected by most authorities; A group of 14 books, not considered canonical, included in the Septuagint and the Vulgate as part of the Old Testament, but usually omitted from Protestant editions of the Bible; Writings, statements, etc., of doubtful authorship or authenticity Origin: Greek apokryphos meaning “hidden, unknown or spurious.”

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REPAINT

REBUILD

TREASON

ANSWERS: baker/farmer/ teacher/ aide/ dealer/marine / painter/ builder/ sentaor/ salesmen

Unprincipled, untrustworthy, or dishonest dealing; trickery; Action or practice characteristic of a knave; A knavish act or practice. Origin: German word knabe meaning ‘boy or lad’, knavery has been used to imply deceitful intentions since the 1200s

LEADER

Which number completes the grid?

Find these words in our wordpuzzle... BRANDED CHARACTER IDENTITY OUTSTANDING PERSONALITY PLACEMENT UNIQUE

Pick it up at any of these drop points Supermarkets Chandarana Uchumi Nakumatt Tuskys

Malls

The Junction Sarit Centre Village Market Capital Centre Galleria Westgate

Sports & Social Clubs Parklands Club Nairobi Club Muthaiga Club Karen Country Club

Restaurants Le Rustique Lord Errrol Meditteraneo KFC Tamambo

Hospitals

Mater Misericordiae Nairobi Hospital Nairobi Hospital- Gigiri Karen Hospital Kenyatta National Hospital Aga Khan Hospital MP Shah

Bookstores

Corporate Organizations

Coca-Cola Safaricom United Nations Government Ministries ACTS ILRI Red Cross

Universities

University of Nairobi USIU Strathmore Daystar Mt Kenya University Methodist University JKUAT Kenyatta

Text Book Centre Sarit Centre Text Book Centre The Junction Bookstop

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