THe Edition ISSUE 2.pdf - Yookos

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Issue No.2
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Issue No.2
HPDA
st
21 Century Human Capital Solutions
WE
Solve
HR
Challenges
Human Performance Dynamics Africa
Po Box 1516 - 00621 Nairobi ; Cell: +254 716 624 932 | +254 716 584 611
Email: info@hpdafrica.com
www.hpdafrica.com
Recruitment & Selection
-Psychometric Assessments
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Organizational Effectiveness Consulting
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Performance Management
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Processes
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HR Capability Building
-HR Business Partner Training
-Interim HR Management
Training & Development Interventions
- Team Building
-Leadership Development
-Advancing Women
-Personal & Career Branding &
-More

26
Patricia
Ithau
IN THIS
ISSUE //
01
current
09 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
11 Your take on THE EDITION
We welcome all your comments!
12 Battling Middle Class Materialism
Speculating on our increased
purchasing power and its effect
on a public self
13 Franchising in Kenya
Is Franchising the preferred
model for Kenyan business
models?
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Issue No.2
contents
14 Entrepreneurship:
Ng’ang’a Wanjohi of Kaskazi
Network speaks about the joys
and challenges of running a
retail distribution service
3

contents
4
50 Liz Ogumbo
02
career
17 Fiscal Fitness
John Orapa zeroes in on the
planning factor as the key to
becoming a good financial
steward
18 Meetings
The do’s and don’ts for a
successful meeting
24 Define Yourself
Take the personal branding quiz
32 How Civil is Your Brand
Derek Bbanga on the ABCs of
personal branding
33 Professional Dress Sense
19-23
Feature
Article:
Creating
A Personal
Brand
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Issue No.2
Janet Adetu articulates how
dressing can enhance your
overall appearance
brand manife
03
culture
48 Musings
49 Planning Big for 2012
50 Liz Ogumbo
52 Travel
Joy Odera on Aunt Keziah’s
wisdom despite never having
seen chalk and blackboard!
John Sibi-Okumu presents the
case for the Kenya program at
the 2014 Smithsonian Folklife
Festival Festival
The creative entity tells us about
her commitment to use her music
and fashion to connect people
Two days in Johannesburg
53 Reviews
On movies, The Edition salutes
Oscar winners ‘The Iron Lady’ and
‘The Help’
04
features
26 Patricia Ithau
Confirms that by opening a Kenyan
subsidiary, the L’Oréal Group
is confident about the Region’s
growth potential
30 HR Leader
Susan Maingi talks about her
passion for people and her
strategic HR work as at Bamburi
Cement Ltd.
Cover
Illumination
See the light. Realize. Open your
eyes. Wake up.
“The Lightbulb man”,
represents realization that the
21’st Century is different.
Designed by
Max Ngari (bigbrands@brand2d.
com)
14 Ng’anga Wanjohi
Making moves two
wheels at a time.

6
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Issue No.2

editorial
Susan Wakhungu-Githuku
Founder, Publisher, Editor in Chief
Editorial Director
Alexandra Remsen
Hickok Smith
Administrative Coordinator
Photography
Design and Layout
Edition Team
Location Photograher
Head of Advertising
Janet Adetu
Derek Bbanga
Joy Odera
contributors
Publications Manager
Lucy Mwangi
Lillian Nandwah
Bobby Pall
James Ochweri (Reumac)
Max Ngari
Olivia Ambani
Kevin Mapesa
Christine Njambi
Steve Wakhungu
George Muiruri
Ruth Njuguna
Sellah Nyongesa
James Ochweri
Arnolda Shiundu
John Orapa
John Sibi-Okumu
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
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stand up ! stand out !
Alexandra Remsen
Hickok Smith
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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editor’s letter
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Issue No.2

What our Readers
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opinion
12
Battling
MIDDLE
CLASS
MATERIALISM
Does an increase in income levels for a small
percentage of the population help or hinder our growth?
A
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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Issue No.2
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?
Some 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
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making moves
14
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What exactly is Kaskazi Network?
We 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
“ Patience...
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.
Perseverance.
entrepreneurship
we speak to Ng’ang’a Wanjohi of
Kaskazi Network

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.
By: A.R.H.S
E
and Creativity
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“
15

16
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?
As 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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Issue No.2
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

Income
the Save to
Spend
FISCAL FITNESS
When 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/-
WHERE DO I
START ?
JOHN ORAPA
Savings
SAVINGS
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.
Short Term Savings
Long Term Savings
Emergency Savings
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 create wealth you need to look 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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Issue No.2
17

Some 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…
18
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Issue No.2
THE MEETING.
A love hate business
relationship
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.
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
restrictions. When out of the office make sure
you have extra stationery and all your necessary
technical equipment.
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.
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.
Appoint someone to take notes
Whether it’s a formal or casual meeting, little
progress will be made without notes for a unified
idea of priorities. A note-taker writes the minutes
and distributes them after the meeting so that
everyone is on the same page.
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.
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

2
brand manifesto.
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20
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Issue No.2
COVER STORY
SINE QUA NON
THE INIMITABLE ART OF
CREATING YOUR
PERSONAL BRAND.
Susan Wakhungu-Githuku

To 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:
• What is my Age?
• Am I married or single?
• Where did I go to school?
• What is my highest educational qualification?
• Do I drive? If so, what make of car?
• Where do I live?
• What is my profession?
• What organizations have I worked in?
• What employment cadre do I fit in: Entry Level, Middle
Management, Senior Management? Executive?
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, “Would you offer me a job
at Standard Chartered Bank based on what you have seen so far?” They
responded in unison and I carried on, “What compensation bracket
do you believe would entice me to accept your job offer?” 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: “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?”
“YES!” 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 people’s perceptions.
SINE QUA NON
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 ‘panel’ 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:
• The quantity and quality of your work
• Your speed of execution
• The promises you make and deliver or fail to deliver
• The attitude that you bring
• Your choice of clothing
• How you speak and sound
• The experience that people have when they interact with you
• The company you keep
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 – the panel. One
could exaggerate for effect and say that our destinies are therefore
in the hands of the perceptions we create and exude.
Career success, like branding is a game of perceptions
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.
‘Our destinies are in the
hands of the perceptions
we create and exude.’
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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22
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.
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.
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.
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!
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Issue No.2
OBAMA
PRESIDENTIAL
SINE QUA NON
‘If you are not a brand, you are a commodity.’ Philip Kotler
BEYONCE
CELEBRITY
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.
The extravagantly dynamic 21st century workplace is unique in three
clear ways that must challenge our desire for reticence:
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.
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.
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.
MOHAMMED ALI
GREATEST

Business success, like branding, is a matter of perceptions. If people think that you are a success, then you are.
Here are 8 Steps that will enable you to Create, Amplify or Refresh your career brand.
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 –
Myers Briggs Temperament Indicator
(MBTI) is one personality assessment
STAY on MESSAGE
While remaining relevant.
Your brand image lives in
your customers’ 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.
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.
8
1
7
SINE QUA NON
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.
Create your
personal Brand in
8 Steps
PACKAGE your brand
Can you concretize your Unique Value
Proposition?Your packaging should be
appropriate, representative of your service and
aligned to your authentic essence or it will not
connect emotionally with your target audience.
2
6
5
3
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?
4
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 — 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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Issue No.2
23

24
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Issue No.2
define
yourself.
take the personal branding quiz
Your 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 no PERSONAL STYLE yes no
Can you clearly state what a personal
brand really is?
When you think about yourself does
the image that comes to mind reflect
your career aspirations?
Can you name your 3 strongest career
attributes?
Do you know what others say your
greatest strength is?
Do you have an area of thoughtleadership
or specific point of
excellence that you are known for?
POSITIONING
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
no
Can you name the core elements
that define your personal brand?
Is your personal style consistent
with your personal brand?
Do you have a target audience in
mind where you brand yourself?
Do you know your competition
within the marketplace?
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?
YES= NO=
yes
no

Further Reading
U R a Brand!
How Smart
People Brand
Themselves for
Business Success
Catherine
Kaputa
The Brand
You 50:
Transform
Yourself from an
‘Employee’ into a
Brand That Shouts
Distinction,
Commitment, and
Passion! -
Tom Peters
Career
Distinction:
Stand Out
by Building
Your Brand
How to build
a professional
identity that
stands out.
William Arruda
& Kirsten Dixson
7 of the Best
Books on
Branding
BOOKS
Be Your Own Brand:
A Breakthrough Formula for
Standing Out from the Crowd
David McNally & Karl D Speak
The Brand YU Life:
Re-thinking who you are
through personal brand
management
Hajj E. Flemings
Me 2.0:
Build a Powerful
Brand to Achieve
Career Success
Dan Schawbel
The Brand Called You:
Create a Personal Brand That
Wins Attention and Grows Your
Business
Peter Montoya & Tim
Vandehey
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Issue No.2

MEET
PATRICIA
ITHAU.
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.
L’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. Softsheen-
Carson, 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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27

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.
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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Issue No.2
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.
‘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.
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?
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 talented
people thrive.
Ekapreta Sarapay
Through 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.
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.
3. They View the World as Half Full
Successful people view the world with more rose
tinted glasses than the rest of us. One could call
ENGAGING
• Voice
• Ownership
• Risk Taking
• Adaptability
MEANING
• Happiness
• Signature
strengths
• Purpose
Your Personal
& Professional
Context
CONNECTING
• Voice
• Ownership
• Risk taking
• Adaptability
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
typically have mentors and sponsors willing to
create opportunity to help a protégée. They have a
deeper sense of belonging than those who assume
MANAGING
ENERGY
•Minimising
depletion
•Restoration
•Flow
POSITIVE
FRAMING
• Self-Awareness
• Learned Optimism
• Moving on
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
29

30
theEdition.
Issue No.2
susan maingi.
H.r. Leader
One of the region’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.

“I enjoy the role of being both ‘provocateur’ and ‘corporate conscience’...”
As the Head of HR what do you do on a day to day basis?
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
work 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 next chapter has not been written yet…
‘The best HR
practitioners take
accountability for their
actions... typically they
have rich emotional
inteligence’
theEdition.
Issue No.2
31

32
theEdition.
Issue No.2
how civil is
your brand in
business?
DEREK BBANGA
I
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
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.

professional
dress sense.
janet adetu
Your Image is everything
A
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.
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.
Fitter than Fit
Size does matter. Clothing that is too
tight lessens people’s impression of your
value, while baggy clothing gives people
the impression you don’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
33

CONFIDENTLY
ADDRESSING THE TEE.
From 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 Africa’s Michiel Bothma walked
away with the prize.
34
theEdition.
Issue No.2
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.

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.
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.
EQUIPEMENT–Titleist *APPAREL-PUMA *COACH–David Rodt – RSP. TGSE (The Golf School of Excellence)
‘To be the
best in the world!’
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.
theEdition.
Issue No.2
35

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.
36
‘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.
theEdition.
Issue No.2
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.

HOW to Design:
The unique C.V
template
Academic...
how to
write the
ultimate c.v.
office life
Business Sleek...
A C.V is your most vital marketing tool during a job search. Its content,
design, and clarity represent your personality and your professional
style. Though every C.V should be different, for every person and every
potential job, there are essential elements within your Curriculum Vitae
(literally meaning the race of life from the Latin curricula, course, and
vita, life).
EVERY C.V. MUST HAVE
Personal details: Your name; address; telephone and email contact
Education: Begin with the most recent. Include high school; graduate;
and post-graduate qualifications. Mention grades unless poor!
Work Experience
• Use power verbs like, achieved, developed or launched to
describe your skills and emphasise your achievements
• Relate your skills to the job e.g. persuasion and negotiating
skills in a marketing role
Interests and Achievements
• Avoid clichés like ‘socialising with friends’
• Indicate a range of interests including those relevant to the job
to avoid coming across as narrow
• Previous evidence of leadership such as a school captain,
coach or chair of a student society
Business Twist...
Creative...
Skills
• Mention any languages that would increase your worth
• Special skills such as computer proficiencies necessary for the
position
References
• The norm is two or three referees (depending with the
company), one academic (perhaps a lecturer or a project
supervisor); an employer; and a social acquaintance
Expressing the Right Attitude
Remain completely professional when describing your experiences with
your previous employers. Focus entirely on your positive skills and
attributes without coming across as self-important. Potential employers
must not only recognise your achievements but also see your potential
to adapt to a new way of thinking. If you have held several different jobs,
highlight the variety of skills you have acquired to avoid appearing as if
you have lacked direction in your career.
Targeting your CV
• Tailor your CV according to the needs of the specific role to
which you are applying.
• Do your homework on the company.
• Highlight particular skills, experiences and attributes that the
company desires.
• Marry your understanding of the company and how your skills
relate to their specific requirements. Provide examples.
• Where possible, use relevant key words.
theEdition.
Issue No.2
37

career
opportunities
38
theEdition.
Issue No.2
jobs / jobs / jobs / jobs /

THE KENYA RED CROSS is growing...
[ ]
MISSION TO APPLY
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 – 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:
•Coordinating the development and
implementation of the annual national
strategies and programmes of work and
budget
•Coordinating the implementation of disaster
management programmes to respond to
drought, famine, flood, landslides, explosions,
fire, major accidents and other calamities
•Mapping risks and proactively assessing
vulnerabilities across all regions
•Ensuring effective resource mobilization
strategies
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 – COAST REGION
KEY RESPONSIBILITIES INCLUDE:
•Planning, budgeting, implementing and
evaluating disaster management
programmes
•Mapping and minimising vulnerabilities
and disaster risks by building the capacity
of communities to effectively prepare and
respond to the adverse impact of hazards
and disasters
•Coordinating the distribution of relief
supplies and food supplements to support
communities affected by disasters and largescale
emergencies
•Coordinating the activities of staff and
volunteers involved in recovery programmes
•Developing strategies for strengthening
collaborative partnerships and networks
with stakeholders
HEAD - DISASTER MANAGEMENT (LONGTERM) HEAD – MONITORING AND EVALUATION
KEY RESPONSIBILITIES INCLUDE:
•Coordinating the development of long-term
disaster management strategic plans
•Establishing, strengthening and supporting
disaster response teams at the community,
Branch, Regional levels Coordinating the
distribution of relief supplies and food
supplements to support communities affected by
disasters and large-scale emergencies
•Coordinating the establishment of logistic
systems for implementing emergency operations
•Undertaking Risk Mapping and Vulnerability
Assessment
•Coordinating mapping and vulnerabilities
capacity assessment
DESIRED COMPENTENCIES:
•Knowledge of humanitarian relief
issues, trends and goals
•Strong leadership, team building,
conflict resolution and ability
to deliver the Society’s strategic
objectives
•Strong interpersonal and crosscultural
skills including the ability
to build collaborative relationships
EDUCATION AND EXPERIENCE:
•Masters degree in Development
studies, Social Sciences or related field
•A minimum of 5 years experience in a
senor leadership role
Are you a flexible solutions provider and can lead effectively under
any emergency?
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.
DESIRED COMPENTENCIES:
•Broad knowledge of humanitarian
relief issues, trends and goals at all
levels
•Strategic agility and ability to
navigate complexity
•Programme and project management
expertise
EDUCATION AND EXPERIENCE:
•Degree plus relevant post-graduate
qualifications a relevant discipline
and ideally an MSc in Disaster
Management, Public Health (MPH) or
equivalent qualifications.
•Over 8 years experience in planning,
implementing and evaluating disaster
management programmes
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:
•Developing the M&E framework, systems tools
and work plans that will be utilized throughout
KRCS
•Implementing effective M&E systems
•Assisting program staff to develop systematic
and HEAD realistic monitoring – GROUP plans HUMAN
RESOURCES
DESIRED COMPENTENCIES:
•Broad knowledge of project management,
emergency and public health
management, humanitarian relief issues,
trends and goals
•Demonstrated ability to influence and
resolve differences and conflicts
EDUCATION AND EXPERIENCE:
•Relevant post-graduate qualification
such as BSc in Disaster Management or
equivalent qualification
•A minimum of 5 years experience in
implementing and evaluating disaster
management implementing programmes
in emergency/relief context
Do you have strong and demonstrable experience in monitoring
and evaluating projects?
Reporting to Deputy SG Knowledge/Programs, this role is responsible for
monitoring and evaluation (M&E) activities for all the KRCS programmes and
activities as well as ensuring data quality and capacity building for effective
monitoring and evaluation.
DESIRED COMPENTENCIES:
•Ability to monitor progress of projects
against milestones or deadlines and
double-check accuracy of information
•Strong written communication skills
and ability to compile meaningful
reports
•Providing support and oversee the collection EDUCATION AND EXPERIENCE:
and analysis of M&E data
•Msc or post graduate degree in M&E,
statistics, public health or equivalent
Are you a Senior HR Leader well
•Documenting M&E best practices and lessons
learnt versed in best in class human capital •At least 7 years experience in public
health projects or health management
management policies and practices?
•Coordinating and documenting periodic reviews information systems work
and evaluation of programme activities
Reporting to the Deputy Secretary
General – Corporate Services and
partnering with the Secretary
General and other leaders within the
organization to deliver strategic people
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39

KEY RESPONSIBILITIES INCLUDE:
•Providing informed and inspired leadership to the
KRCS’s key support functions: IT, Finance, Legal,
HR and Security and supporting them in developing
policies, procedures, service level agreements and
operational plans to support all areas of operations
•Ensuring that the day-to-day functional operations
are effectively and efficiently co-ordinated and
implemented and conducted within the policies and
operating guidelines agreed
•Prudently managing the organization’s resources
and providing prompt, thorough, and accurate
information for all internal and external
stakeholders including the Board Committees,
Donors and Strategic Partners
•Supporting the SG and other leaders to engender a
culture that reflects the organization’s values,
encourages good performance, and rewards
productivity
KEY RESPONSIBILITIES INCLUDE:
•Providing high level, proactive financial expertise
and leadership for both short and long term
financial planning
•Leading the design and implementation of the
structure of financial resources and all financial
operations
•Advising the Board, Secretary General, Deputy
Secretary Generals and other leaders on the
financial implications, of business/project activities
•Primary interface on all banking, board-level
finance presentations and relevant statutory
stakeholders
•Ensure that existing finance guidelines and related
administrative procedures are adhered to and that
all finances including grant finances are kept in an
exemplary state
40
THE KENYA RED CROSS is growing...
DEPUTY SECRETARY GENERAL - CORPORATE
SERVICES
Are you an experienced leader with demonstrated experience in
financial management and the desire and gravitas to lead a multifunctional
team of experts?
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.
GROUP HEAD – FINANCE
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Issue No.2
[ ]
DESIRED COMPENTENCIES:
•Ability to lead a team of senior
functional practitioners
•Understanding, experience and
knowledge of financial and people
management regulatory policies,
guidelines and environment risk
mitigation
Are you an experienced and senior Finance Manager?
MISSION TO APPLY
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.
EDUCATION AND EXPERIENCE:
•Masters degree in finance, accounting,
business management or related field
•Over 10 years experience gained in a
senior position in a large organization
with branch network countrywide
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.
DESIRED COMPENTENCIES:
•Demonstrated record of effective
financial management and
experience with large, complex
financial accounting systems
•Hands-on knowledge of international
and local accounting standards and
practices
EDUCATION AND EXPERIENCE:
•Master’s Degree in Accounting,
Finance, MBA, or equivalent,
and/or a CPA
•Seven (7) or more years of experience
with senior to middle management
responsibilities preferably in a
substantial not-for-profit or relevant
commercial field with a track record
of quality achievements
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 not later than April 20th 2012.
HEAD – GROUP HUMAN RESOURCES
Are you a Senior HR Leader well versed in best in class human
capital management policies and practices?
Reporting to the Deputy Secretary General (DSG)– Corporate Services
and partnering with the Secretary General and other leaders within
the organization to deliver strategic people solutions
KEY RESPONSIBILITIES INCLUDE:
•HR Functional Leadership through provision
of subject matter expertise
•Formulating comprehensive human capital
strategic plans, policies and procedures
•Providing policy guidance and interpretation
across all employee cadres
•Helping to engender a high performance
organization
•Using best in class talent management
systems and processes to coordinate
employee life cycle processes.
KEY RESPONSIBILITIES INCLUDE:
•Formulating and leading the execution of the KRCS
IT strategy to enhance the delivery of services
•Working with leaders to define IT strategies to
support KRCS’s strategic plans
•Developing appropriate policies, standards,
procedures and guidelines for the IT function
•Ensure compliance with IT regulations and
overseeing the administration and maintenance of
IT infrastructure;
•Ensuring IT security including user rights
assignment and access control
•Managing IT projects including working with
process owners in preparation of business cases
•Managing IT vendors and ensure that KRCS receives
value for money for equipment and services
•Supporting the Head of Communications on all IT
related Communication requirements
DESIRED COMPENTENCIES:
•The successful candidate will be a senior
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
EDUCATION AND EXPERIENCE:
•Masters degree in Human Resources
Management or MBA or relevant
qualifications plus membership to
relevant professional bodies
•Knowledge of laws governing
employment in Kenya
GROUP HEAD – IT
Are you a seasoned and talented IT Manager who can develop and
execute strategy?
Reporting to the DSG - Corporate Services this critical role is responsible
for all aspects of Information Technology planning, management and
implementation.
DESIRED COMPENTENCIES:
•Proven experience in IT Strategy
development and network
administration
•Good insight and experience in IT
Security related issues and
demonstrated understanding of
centralized administration
EDUCATION AND EXPERIENCE:
•Masters Degree in Information
Technology/ Computer Science
•Professional ICT qualifications such
as, Microsoft Certified Systems Engineer
(MCSE), CCNA or other equivalent and
recognized qualifications
•At least five years relevant leadership
experience in an IT role

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 – 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:
•Develop the organizational infrastructure that will
support anticipated growth and build a team of
seasoned experts
•Establish appropriate policies, systems and
procedures to guide the realization of stated plans
and objectives
•Forge strong partnerships with global and local
universities, sister organizations, bilateral and
multilateral donors and GOK to spearhead research
and innovation activities
•Lead a continent wide training agenda with a focus on
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
•Increase, strengthen and diversify the Centre’s
funding sources
•Increase ACIL’s visibility and influence with
legislators, stakeholders and other constituencies
DESIRED COMPENTENCIES:
•Demonstrated track record of
effectively leading an
organization of similar stature
•Well published and established
academic of international stature
•Strong fund development
experience
EDUCATION AND EXPERIENCE:
•Doctoral degree in a related
discipline
•At least 10 years post doctoral
management experience
Reporting to the Executive Director, the Director of Research provides the overall
intellectual leadership and guidance for the Research & Innovation Agenda. The
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:
•Providing leadership in the strategic
development and evolution of Research and
Innovation
•Initiating, innovating and developing activities
aimed at improving the scope and quality of
research
•Maintaining overall responsibility for the
management of the Research Department
including financial management of activities and
generally overseeing day to day activities
•Playing an active part in outreach activities
including the posting of information on the KRCS
website.
•Driving initiatives to ensure consistency and
integrity in all research areas
•Conducting curriculum related research on
emerging technologies and best practices in
KRCS thematic areas
•Assisting the Executive Director in fund-raising
generally and with specific reference to Research
•Championing the development of global and
regional partnerships
DESIRED COMPENTENCIES:
•Well proven research capability
•Demonstrated prowess and
ability to lead a research agenda
EDUCATION AND EXPERIENCE:
•PhD in a discipline of relevance
to the core activities of KRCS and
a track record in research
•Experience in teaching at the
graduate level and in leading
research projects
•A minimum of 8 years relevant
experience
DIRECTOR OF TRAINING (ICHA) HEAD – PUBLICATIONS (ICHA)
Do you have a desire to lead a ground breaking training
Do you desire to turn knowledge into published materials
agenda?
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.
KEY RESPONSIBILITIES INCLUDE:
•Leading the formulation of the training strategy
and ensuring that the annual Training calendar
is in place and executed flawlessly
•Ensuring that the right curricula are developed
for all course/program offerings and that they
meet international standards
•Ensuring that the various courses have
accreditations and meet international standards
•Supporting the Executive Director in the
identification and recruitment of trainers,
lecturers and academic leaders
•Marketing the Training offerings to potential
various publics in and outside the region
•Assisting the Executive Director in fund-raising
generally and with specific reference to Training
•Managing a team of senior academics and
administrators
DESIRED COMPENTENCIES:
•Teaching experience at university
level
•Strong leadership skills and
substantial experience and knowledge
relating to institutions of learning.
EDUCATION AND EXPERIENCE:
•PhD in a discipline related to the
mission of the Kenya Red Cross
•At least 5 years experience in
managing training, research and
outreach programs
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:
•Directing the end to end process of design,
implementation, production and editing of all
publications and publicity material to ensure
the quality
•Coordinating the establishment of editorial
standards, production standards and graphic
layout of Centre-wide publications
•Responding to requests from clients, media,
external stakeholders and internal staff for
information needs interventions
DESIRED COMPENTENCIES:
•Demonstrated experience in leading
Publications at recognized institutions
•Excellent writing, editing and
proofreading skills
•Ability to meet deadlines and juggle
multiple projects
EDUCATION AND EXPERIENCE:
•Post graduate qualification in
Journalism, Communications, Public
Relations or related discipline
•A minimum of 3 years of relevant
experience
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41

GENERAL MANAGER - WATER BOTTLING BUSINESS
Are you entrepreneurial, innovative and can create a business
from the ground up?
KEY RESPONSIBILITIES INCLUDE:
•Formulating a resounding strategic
blue-print for the short and medium term
42
THE KENYA RED CROSS is growing...
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
Society’s humanitarian efforts as well as requisite commercial activities.
•Hiring the team and overseeing the
implementation of objectives, policies,
procedures, and work standards
•Driving the achievement of sales targets and
maximizing profitability
•Researching, developing and exploiting new
business opportunities
•Managing and reporting on the Profit and
Loss portfolio
DIRECTOR - EXTERNAL RELATIONS AND RESOURCE
MOBILISATION
Do you have experience in fund raising and have managed
external communications?
KEY RESPONSIBILITIES INCLUDE:
•Taking the fund-raising strategy at the
Kenya Red Cross to the next level by
formulating an innovative strategy
•Overseeing the development and writing of
highly competitive grant proposals
•Maintain project tracking system and
ensure all donor funding requirements are
met
•Helping to refine, implement, evaluate
and continually improve KRCS’s
communications strategy
•Leading the external communications
agenda
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Issue No.2
[ ]
MISSION TO APPLY
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.
DESIRED COMPENTENCIES:
•Production processes, quality control
and techniques for maximizing the
effective manufacture
•Sales and Marketing - Knowledge of
principles and methods for showing,
promoting, and selling products or
services
•Commercial Acumen and Financial
management
EDUCATION AND EXPERIENCE:
•At least 8 years of manufacturing
or senior sales and/or marketing
management experience in high profile
FMCG companies.
•Prior general management experience
is a plus.
This new role reports to the Secretary General, and will be responsible for
managing on–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.
DESIRED COMPENTENCIES:
•Superior knowledge of best practices in
fundraising
•External Communications management
experience
•Proven negotiation skills
•Ability to forge global and local
networks with strategic partners
EDUCATION AND EXPERIENCE:
•Master’s degree in Marketing,
Communication, Fundraising,
Business Administration or related
discipline.
•A minimum of 5 years experience in
resource mobilization/fund raising and
proposal development
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 not later than April 20th 2012.
GENERAL MANAGER – 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:
•Leading the realization of a viable and profitable
enterprise in this new and ground breaking space of
emergency support
•Spearheading the development, communication and
implementation of effective growth strategies and
processes for E-Plus
•Overseeing operations to ensure efficiency, quality of
service and cost-effective management of resources.
•Ensuring that the organization has the requisite
human, material, financial and technical resources
necessary for effective operations
•Delivering on growth and revenue targets
HEAD – FUNDRAISING
DESIRED COMPENTENCIES:
•Knowledge of modern
administrative methods and
procedures
•Knowledge of general medical
services and systems
•Ability to build relationships
with key stakeholders
EDUCATION AND EXPERIENCE:
•Post graduate degree in business
administration or related
discipline
•At least 7 years progressive
experience in emergency
management
•Project management skills
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:
•Developing and implementing an effective
fundraising strategy
•Working closely with the supervisor to manage
funding proposals from start to finish, including
conceptualizing programs, developing budgets,
writing proposals and reports, managing
implementation and reporting on results
•Researching and applying for new funding
opportunities
•Supporting the establishment of mutually agreed
fundraising targets and implementing strategies
for individual donor development and acquisition,
legacies, community groups, trusts, major donors,
new initiatives, university and corporate support
•Maintaining all aspects of donor liaison and
public contact for the organization including with
individuals and with the corporate and private
sector
DESIRED COMPENTENCIES:
•Exceptional communication skills,
both written and verbal
•Fundraising management experience
•Strong at managing stakeholder
relationships
EDUCATION AND EXPERIENCE:
•Bachelor’s degree required; Master’s
degree preferred
•Knowledge of international
development
•5+ years of experience working
within and/or seeking funds from
institutional funders

The Zawadi
Africa Education
Fund
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.
TO APPLY
EXECUTIVE DIRECTOR FUNDRAISING MANAGER
KEY RESPONSIBLITIES:
•Collaborate with the Board and staff to define and
articulate Zawadi Africa’s vision and operational
strategies
•Oversee the recruitment and deployment of high
performance management team on an on-going
basis and maintain an employee value proposition
that delivers the best
•Take responsibility for overall financial performance
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
•Liaise with the board and staff to develop
programming, scholarship management strategies
and systems and ensure implementation of such
strategies
•Manage the selection of scholarship recipients and
oversee their placement and on-time completion
•Initiate and maintain strong, ongoing partnerships
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
PERSONAL ASSISTANT
IDEAL CANDIDIDATES SHOULD POSSES THE
FOLLOWING:
•An MBA
•A degree in any relevant field
•5 years extensive administrative and
secretarial experience
•Exceptional computer literacy
DESIRED SKILLS:
•Fiscal Management: Experience in
non-profit fiscal management
•Governance/Management:
Experience in working with boards
of directors providing professional,
accurate, and strategic advice
EDUCATION & EXPERIENCE:
•A Bachelor’s degree is required;
an MBA or advanced degree is
desirable
•Specialized training in fund raising
•Seven years of increasingly
responsible administrative
experience
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.
•Outstanding verbal and written
communication skills
•Confidence to liaise with all levels of
seniority
•Highly developed organizational skills
•Initiative and ability to meet to tight deadlines
•Maturity to handle a range of situations
•A meticulous and thorough nature
•Loyalty and high level of integrity
•Between 30 – 35 years old
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
“Application for the position
of a Personal Assistant” on
their application letters / email
submissions and must include three
referees, two of which can validate
field and technical expertise.
Only short listed candidates will be
contacted.
KEY RESPONSIBLITIES:
•Work with the Executive Director to develop and
deliver a fundraising strategy and operational
plan including identifying resource requirements,
researching funding opportunities, approaching
funders
•Responsible for increasing the corporate and
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
•Write and submit proposals, grants and scholarship
applications and reports
•Monitor and analyse fundraising activities against
agreed budgets
•Maintain restricted funding information systems
and records on donor intelligence
By Appointment
Africa
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.
DESIRED SKILLS:
•Strategic planning, project
management and financial
management
•A drive to cultivate and close
new and existing revenue
opportunities
EDUCATION & EXPERIENCE
•Degree in Business
Management/Marketing/
Administration or related
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Issue No.2
]
•At least five years experience in
fundraising
GUEST RELATIONS OFFICER JOB REF: SB/GR/4
Our client, an innovative new five star resort development located on
Kenya’s south coast is looking for an exceptional Guest Relations Officer
in charge of guests’ 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 guests’ welfare. This includes guests’
needs and complaints and their entertainment during their stay in the hotel.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•Degree or Diploma in Hotel Management.
•Minimum of five years experience in a similar
role.
•Excellent knowledge of hotel operations, guest
relations, front office and housekeeping.
•Must possess excellent Computer skills and have
experience in Fidelio.
•Possess excellent PR and Communication
skills.
•Be Proactive and Innovative.
•Excellence in written and spoken English.
•Excellent references essential.
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.
43

By Appointment
Africa
HOTEL GENERAL MANAGER (JOB REF: EKA/GM/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.
KEY RESPONSIBLITIES:
Reporting to the Managing Director, the primary role function will be to manage and
maximise the hotel’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,
Financial Performance, Cost Control, Staff Satisfaction and Property Management.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•University Degree in Hospitality
•A MINIMUM of three years working in an international hotel and five years experience in a
similar role.
•Conversant with Fidelio Systems
•Ability to perform critical analysis
•Extensive knowledge of hotel operations, food & beverage, front office and hotel financial
processes and analysis
•Excellent oral and written communication and presentation skills
•Ability to work effectively both independently and as a team
•Ability to manage multiple projects effectively under time and resource constraints
•Ability to effectively lead a team of professionals
SALES MANAGER (JOB REF: SB/SM/2)
Our client, an innovative new five star resort development located on
Kenya’s south coast is looking for an exciting Sales 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.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•Diploma or Degree in Hospitality Management or Public Relations.
•Minimum of Five years in a similar role in a management position
within the hospitality industry of an exclusive, high end product.
•Must have knowledge of at least one foreign language.
•Possess excellent Communication and PR skills.
•Be self motivated with a friendly and outgoing personality.
•Excellence in written and spoken English.
•Excellent references essential.
44
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Issue No.2
[
FINANCIAL CONTROLLER (JOB REF: SB/FC/1)
Our client, an innovative new five star resort development located on
Kenya’s south coast is looking for a highly qualified Financial Controller to
be based at the resort.
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.
In addition you will be responsible for the preparation of P&L statements, annual budgets,
monthly cash flow reports, management accounts and the filing of all statutory financial
records.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•Bachelor of Commerce Degree from a recognised accredited Institution and a
qualified CPA/ACCA finalist.
•Minimum of Eight years post qualification experience ideally with at least
five years in a management position responsible for operational controls in a
profit centre.
•Must possess excellent Computer skills and have experience in Fiesta Filosof,
Micros Fidelio and Front Office Fidelio.
•Possess excellent Communication and Administration skills.
•Must have a solid understanding of procedures and standards across all
departments.
•Excellence in written and spoken English.
•Excellent references essential
FRONT OFFICE MANAGER (JOB REF: SB/FOM/3)
Our client, an innovative new five star resort development located on
Kenya’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 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:
•Degree or Diploma in Hotel Management.
•Minimum of five years’ experience in a similar management role.
•Excellent knowledge of hotel operations, front office, housekeeping, sales and
marketing and financial reporting.
•Must possess excellent Computer skills and have experience in Fidelio or
Fiesta systems.
•Possess excellent PR and Communication skills.
•Have a proven record in Leadership
•Be Proactive and Innovative.
•Excellence in written and spoken English.
•Excellent references essential.
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.

Medecins
Sans Frontieres
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:
•Carrying out anaesthesia within the framework of MSF’s anaesthesia recommendations.
•He/She is expected .to pay particular attention to hygiene rules and management of pain.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•Nurse Qualification is a must
•Nurse qualification with diploma in anaesthesia, or minimum 1 year training on the job
by MSF.
•Proficient use of English.
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.
•Flexible and able to work in a demanding and challenging work environment.
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:
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 organization’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:
•Minimum of a master’s degree in a relevant
field such as business, human resource or
organization development
•At least five (5) years hands on experience
in human resource management and general
administration at senior management level.
•Post graduate Diploma in human resource
management.
•Should be a member of a recognised professional
body - Institute of Human Resource Management
•(IHRM) or Institute of Certified Public
Secretaries (CPS)
OTHER COMPENTENCIES:
•Strong self belief, drive and practical
ability to lead and motivate teams
•Good mentoring and coaching skills
•Quick decision making and problem
solving ability
•Strong public relations and networking
skills
•Excellent communication, report writing,
and negotiation skills
•Excellent business and people
management skills and good knowledge
of labour laws and current human
resource practices
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)
World Agroforesty
Center
ADMINISTRATIVE ASSISTANT- Climate Change
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 Centre’s work to bring tree-based solutions to bear on poverty
and environmental problems, researchers – working in close collaboration with partners – are
developing new technologies, tools and policy recommendations for increased food security
and ecosystem health.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•Bachelor of Business Administration/Social
Degree or relevant degree
•A Post Graduate Diploma in project management
will be an added advantage
•At least 3 years’ experience in project
administration
•Experience in an NGO or international
organization environment will be an added
advantage
•Good understanding of budgeting and financial
management procedures
•Experience interacting with scientists
•Proficient in following up issues and resolution
•Proficient in taking notes and minutes
•Excellent interpersonal communication and
good personal organisation skills required
•Excellent command of spoken and written
English
•Proficiency in database applications and MS
Office suite
•Exceptional attention to detail
•Team player and highly motivated
•Outstanding presentation of initiative
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 “Application for an Administrative
Assistant - Climate Change Research Unit”
on the application letter. Please note that
only short-listed applicants meeting the
above requirements 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 organization’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 KHRC’s policies and procedures.
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•A Bachelors degree in social science, business administration or its equivalent from a
recognized university
•A higher diploma in human resources management
•A minimum 4 years of related experience
•Good practical understanding of human resource functions, preferably in the NGO sector
•Understanding of human resource reporting and record keeping requirements
•Working knowledge of HRMIS is an added advantage
•Up to date knowledge of national and international labour laws governing employment
•Self motivated, organized, collegial and ability to work well under pressure
•Willing to take initiative and work independently with minimal supervision
•Ability to resolve conflicts
•Ability to maintain confidentiality, tact and discretion when dealing with people
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
45

Africa Lead
ACCOUNTANT
46
theEdition.
Issue No.2
MISSION
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:
•University degree or equivalent in accounting
•3 to 5 years work experience in the operational and financial management field,
preferably with USAID experience
•Fluency in English
•Excellent verbal and written communication skills.
•Computer literate with use of internet, Word, Excel and accounting softwares.
•Ability to prepare financial reports.
•Team oriented
AGRIBUSINESS INTERNSHIP COORDINATOR
Africa Lead is seeking a professional to identify private sector companies
working in agribusiness and agri industry from ‘farm to fork’ in eastern
Africa to serve as hosts for interns from the EA region.
REQUIRED QUALIFICATIONS
•Minimum university degree
•2 to 5 years practical experience
The Africa Leadership Training and Capacity-
Building Program (AFRICA LEAD) is a component
of the global hunger and food security initiative.
It directly addresses item number three in the
Africa Bureau’s FY 2010 Action List: “Build a cadre
of African Leader’s to design and implement food
security strategies and investment plans.”
LOGISTICS ASSISTANT
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 Ruth_Ndegwa@
africaleadftf.org no later than April 20th
2012. Only short listed candidates will
be contacted
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:
•Bachelor’s Degree preferred or any combination of education and experience that
shows experience in an event planning/logistics environment
•Exceptional customer relations skills
•Ability to organize, prioritize and coordinate multiple work activities in a fast paced
team environment and meet critical deadlines, as well as working independently
•Excellent database management and proficiency with Microsoft Office software
(Word, Excel, Power Point, Access, Outlook)
•Exceptional written and verbal communication skills
•Attention to detail and excellent proofreading skills
•Ability to establish and maintain effective working relationships with others and the
desire to be part of a committed work team
•Strong work ethic with an enthusiastic, positive attitude, and the highest level of
integrity
•Maintain regular and timely attendance
AIRSHAW TRUCKING LTD AIRSHAW TRUCKING LTD
HEALTH AND SAFETY SUPERVISOR
KEY RESPONSIBLITIES:
•Role requires handling the work related to HSE Supervisor
•Experience and knowledge on safety & security procedures
•Labour management and documentation
•KNPC-Petrochemical/Refinery
DESIRED SKILLS & REQUIRED QUALIFICATIONS:
•An appropriate university degree or 5 years in
managerial position
•Minimum of 2 years work experience in
respective engineering/relevant position
respectively in Oil & Gas/petrochemical/refinery
project.
•Sufficient computer knowledge
•Exceptional customer relations skills
•Ability to organize, prioritize and coordinate
multiple work activities, as well as working
independently
•Excellent database management and
proficiency with Microsoft Office software
•Exceptional written and verbal
communication skills
•Attention to detail
•Ability to establish and maintain effective
working relationships with others and the
desire to be part of a committed work team
•Strong work ethic with an enthusiastic,
positive attitude, and the highest level of
integrity
•Maintain regular and timely attendance
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.
[ ]
TRUCK DRIVER
KEY RESPONSIBLITIES:
•Records all mileage accurately to ensure proper
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
•Maintains accurate accounting of truck inventory
•Maintains accurate records of dispensed fuel and
provides fuel accounting documentation directly
to Transport Manager for entry into the Arishaw
System
•Responds to off-site fuel outages and provides
needed vehicle services
•Is aware of and understands pertinent OSHA
requirements
•Performs daily pre-trip and post-trip inspection of
vehicle to ensure safe operation
REQUIRED QUALIFICATIONS:
•Graduation from high school
•Must possess a current Kenya
government commercial driver’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
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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WOOD ENGRAVING
AFRICAN ART
theEdition.
Issue No.2
47

48
MUSINGS
theEdition.
Issue No.2
WITH
JOY ODERA
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
AUNT KEZIA
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
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!”

PLANNING
BIG FOR 2012
jOHN SIBI-OKUMU
I
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
themes to be celebrated at the 2014 Festival in
Washington D.C.
With more than one million people expected to
visit the 2014 Kenya program— and millions more
exposed to it though print, broadcast and social
media — the opportunities resulting from such
exposure are significant.
Some of the benefits of being the featured country
at the Smithsonian in 2014 include:
Linking Festival participants and visitors,
cultural institutions, government agencies, and
communities in projects of mutual interest that
renew respect for Kenya’s cultural life and identity.
Providing a major opportunity for Kenyan artisans
and producers to market their arts and products in
the United States.
Generating direct revenues that will be returned
to Kenya while also opening new doors to future
business opportunities and relationships.
Contributing to Kenya’s plans to enhance its
cultural and environmental tourism opportunities
and infrastructure for the future while protecting
its rich cultural and environmental resources
and attracting governments, businesses, and
resourceful individuals for creative networking
opportunities.
The cost to bring Kenya to the National Mall in
Washington, D.C. in 2014 and to support related
ancillary activities is approximately US$3 million.
The Smithsonian and the Government of Kenya
have committed approximately US$2 million —
leaving US$1 million to be raised from interested
individuals, foundations, corporations, and
organisations. Contributions are tax-deductible to
the extent permitted by law, and contributors will
be recognized for their generosity and support in
accordance with Smithsonian policy.
So, we Kenyans find ourselves in much the same
situation as those cities that win bids to host the
World Cup or the Olympic Games and then are
given so many years to get ready, or else. It seems
to me that our Brand Kenya label can only gain
from participation at the prestigious Smithsonian
Folklife Festival, 2014. One million US dollars,
to be raised from sources besides the organizers
and the Kenya government, would be about one
hundred million Kenya shillings. True, that’s
quite a lot of money in our economy. However, I
do hope that we shall rise to the occasion and that
our chosen cultural ambassadors will eventually
acquit themselves with distinction.
For additional information about the 2014 Kenya program
at the Smithsonian and ways to get involved, please contact
the Director of the Kenya Cultural Centre, Mr Aghan Odero
Aghan: aghano@yahoo.com
theEdition.
Issue No.2
49

50
theEdition.
Issue No.2

Liz 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.
theEdition.
Issue No.2
51

52
theEdition.
Issue No.2
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
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.
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

FILM
THE
IRON LADY
I
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
REVIEWS.
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.
The 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.
Based on Kathryn Stockett’s novel of the same
title, the movie is about ironing out differences
and letting go of the past and anger. It’s also
about a vision of a divided America that while
consistently insulting and sometimes even
terrifying, is rarely grotesque. Inside all the
different homes portrayed, black and white
women tend to the urgent matters of everyday
life, like the care and feeding of children. While
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
if it means bringing everyone in town face-to-face
with the changing times.
The Help Received three Oscar Nominations in
the 84th Annual Academy Award: Best Picture,
Best Actress and Best Supporting Actress. Octavia
spencer walked away with the best supporting
actress award.
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Issue No.2
53

SUDOKU.
Each box, column and row holds numbers 1
through 9. Fill in the gaps without repeating
any numbers in the sequence.
WORDWISE.
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’.
KNAVERY [NEY-vuh-ree] - Noun
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
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.”
54
Name Date
900200010033 (key # 1)
theEdition.
Issue No.2
Sudoku Puzzle
Fill in the grid so that every row, every column, and every 3x3 box contains the numbers 1 through to 9.
There is only one solution to the puzzle.
5 8 4
9 5 7 1
4 7 1
3 4
6 7
9 8 3 6
9 8
4 7 5
3 4 1 6 9 8
Difficult
BRAIN PAIN.
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
JOBS
BREAK
FRAMER
CHEATER
IDEA
LEADER
REMAIN
REPAINT
REBUILD
TREASON
NAMELESS
ANSWERS: baker/farmer/ teacher/
aide/ dealer/marine / painter/ builder/
sentaor/ salesmen
ION ATT EQU
ONS ATI TER
ENT RAP INS
Which words can you form by
combinding sequences of three
boxes?
12 23 34 15
32 44 60 19
70 33 28 ?
23 14 50 15
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
Text Book Centre -
Sarit Centre
Text Book Centre -
The Junction
Bookstop
o
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
theEdition.
Issue No.2
55

56
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Issue No.2