Posts tagged as: ceo

South Africa:Life Esidimeni – Family Learns of Man’s Death, More Than Six Months Later

The mother of one of the Life Esidimeni patients, who was moved to an unlicensed NGO, left the arbitration hearing sobbing, after testimony that the family was informed of his death more than six months later.

Daphney Ndhlovu, a social worker at the Cullinan Care and Rehabilitation Centre (CCRC), testified at the Life Esidimeni arbitration hearing on Monday that she had only made contact with Joseph Gumede’s family more than six months after his death.

“It was terrible news. When I went to tell them, the lady said, ‘I can kill you right now’ and I just said, ‘Mama, please don’t kill the messenger’,” Ndhlovu said.

Ndhlovu testified that she and other staff members had raised their concerns about how the centre was taking in more patients than it could handle.

“We did raise our concerns as a team, but our CEO said these are instructions and let’s do as we are instructed, because these are instructions from above,” Ndhlovu said.

“I feared [being accused of insubordination],” she said, adding that speaking out would have looked like the staff didn’t listen to the CEO.

Last week, the alternative dispute resolution hearing into the deaths of the Life Esidimeni patients heard that the number of patients who had died had risen from the initial 118 to 141 at the end of September, with another 59 patients still unaccounted for.

Ndhlovu testified how the CCRC took in 267 patients when it only had capacity for 150.

She denied that nearly doubling the patient intake at the centre was the reason why some had died, as a result of severe starvation and dehydration.

“There was food; there was water for the patients. We didn’t experience shortage of food after receiving all the patients,” she said.

Ndhlovu testified that patients, who were in the centre, had to be moved to two other NGOs – Anchor and Siyabadinga – which were on the same premises as CCRC, and that the criteria to move patients were based on who was mobile.

Ndhlovu told the hearings that a number of patients had arrived at CCRC without ID books, medical records, medicine or contact information for their families.

The hearings continue.

Source: News24

Ethiopia: Ethiopian Airlines Goes Fully Online

Photo: https://addisfortune.net/

The transition to a paperless system was marked by a paper burning ceremony held at the premises of the airline.

By Berhane Hailemariam

Ethiopian Airlines Group made the shift to a paperless system by digitalising all of its internal work processes. The digitalisation process has been taking place aggressively for the past seven years with an investment of 50 million dollars.

The company used Oracle, Sebir, SAP, Microsoft and IBM database management systems for the digitalisation process.

The Ethiopian Airlines started the digitalisation process two decades ago for ticketing, boarding and sales services. But it has begun the digitalisation process for the internal work such as flight operations, business, finance, human resource management (HRM), customer services and procurement for the past ten years.

The transition was marked by a paper burning ceremony held at the premises of the Airline. Before the ceremony, the CEO of the company, Tewolde Gebremariam signed the last approval letter on September 29, 2017.

“It will ensure cost-effective and efficient service provisions of the enterprise,” said Tewolde. “Customers can now get our services using their smartphones.”

Currently, the Airline’s online ticket sale has reached 12pc of total sales, and it is aspiring to reach to a global standard of 30pc with the new system, according to the CEO.

This does not mean that Ethiopian will completely avoid dealing with papers, especially for external communications as some of its partners and stakeholders like Ethiopian Civil Aviation Authority and Ethiopian Airports Enterprise still communicate with papers.

“We will assist them to convert to a paperless system,” said the CEO.

The digital system includes Enterprise Resource Planning (ERP), which integrates planning, purchasing, inventory, sales, marketing, finance and human resources, Application Service Provider (ASP), a computer-based service to attend to customers over a network without installing software on computers.

Recently, the company has shifted from ID card to biometric systems application, using the fingerprint identification to detect the person whose data is already registered in the system.

To avoid cyber attacks, the company tested its IT security systems. Furthermore, to prevent the system from man-made and natural disasters, the server is mirrored with a cost of 10 million dollars, according to Tewolde.

Three months ago, the Airlines merged with Ethiopian Airports Enterprise (EAE) to create the Ethiopian Airlines Group with a regulation ratified by the Council of Ministers (CoM).

The merger consolidated EAE, Passenger Airline, Cargo Airline & Logistics Company, Ethiopian Aviation Academy, Ethiopian In-flight Catering Services, Ethiopian Hotel & Tourism Services and Ethiopian MRO Services.

Founded in 1945, the national carrier Ethiopian Airlines flies over 95 international and 21 domestic destinations, earning a net profit of 6.1 billion Br in 2016.

Kenya: Bancassurance the Future for Banks, Insurance Firms – Manjang

By Margaret Njugunah

Nairobi — Banks and insurance companies will no longer need to offer their services separately as more companies work on consolidating their operations.

Standard Chartered Bank CEO Lamin Manjang says the companies will need to work together to offer their services driven by the need of a one-stop shop by the widening middle-class.

Manjang was speaking during the signing of a bancassurance partnership between the bank and non-financial service firm Sanlam Kenya, where they intend to offer general insurance products such as motor private cover and domestic insurance cover.

Bancassurance is an arrangement in which a bank and an insurance company form a partnership so that the insurance company can sell its products to the bank’s client base, an arrangement that can prove to be profitable for both parties.

“Kenya’s competitive financial sector coupled with regulatory changes has made the need for income diversification for banks. Bancassurance business has become a very key pillar in terms of our income diversification strategy. Standard Chartered Bank Kenya has experienced a significant growth in income from bancassurance and also wealth management product,” Manjang said.

Standard Chartered has been in the bancassurance industry for two years following its entry into the sector through its subsidiary Standard Chartered Insurance Agency Limited.

The entry of the duo into the bancassurance industry comes at a time when insurance uptake has reduced marginally which the regulator of insurance has credited to poor knowledge of the products.

Currently, insurance penetration in Kenya stands at 2.73 per cent, which is considered low compared with the world average of 6.28 per cent.

“Despite the low intake, Kenya’s middle-class is growing and the need for services such as the ones we are introducing today is critical. Our penetration is at 2.73 per cent which is still low. However, in the wider East African region, Kenya accounts for 70 per cent of all insurance products bought,” said Sanlam Kenya Group CEO Mugo Kibati.

Insurance in Kenya is mainly sourced through agents, brokers or directly by insurance companies with agents taking the lead by 46.3 percent.

Kenya

Duale to Seek MPs Approval of Sh11.5 Billion for Poll

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Safaricom Restates Commitment to Weeding Out the Tainted in Its Ranks

By Kennedy Kangethe

Nairobi — Safaricom on Wednesday launched its sixth Sustainable Development report with a promise to fight corruption and promote ethical behaviour at the firm.

At the launch Safaricom CEO Bob Collymore said Safaricom considers sound governance and ethical behaviour to be crucial to the success of the organisation.

He revealed that the firm axed 52 members of staff due to fraud in the period covered by the report.

He also said that 98 per cent of Safaricom’s suppliers are signatories of the Code of Ethics for Business in Kenya.

“We are keenly aware that if our business is not run in an ethical, transparent and accountable manner, we are likely to face increased legal and reputation risks,” he said.

Kenya

Duale to Seek MPs Approval of Sh11.5 Billion for Poll

Majority Leader in the National Assembly Aden Duale says he will be requesting MPs to approve the release of Sh11.5… Read more »

Malawi: Telecoms Giant Boss in New Job in South Africa’s Cell C

By Zawadi Chilunga

Telekom Networks Malawi (TNM)plc chief executive officer (CEO) Douglas Stevenson has stunned the company as he has joined South African telecommunications company, Cell C, as its new Chief Operations Officer (COO).

Cell C announced on Tuesday 26 September 2017 that the company has appointed Stevenson from TNM, where he served as CEO since October 2015.

TNM, with a subscriber base of three million, has since appointed Eric Valentine as acting CEO, according to a statement made available to Nyasa Times, signed by board chairperson George Patridge.

Stevenso, a telecommunications executive with more than 20 years’ experience in the sector, having served in various senior positions across Africa, including South Africa, Malawi, Tanzania and Mozambique is reported to have joined Cell C while his contract with TNM was still running.

But TNM statement said: “The board of directors of Telekom Networks Malawi Plc wishes to inform all stakeholders that Douglas Stevenson is no longer employed as chief executive officier.

“TNM will shortly make an announcement concerning appointment of a substantive chief executie officer.”

Steveson previous positions include Managing Director: Vodacom Business Africa Group, Chief Financial Officer: Business Africa Group/Enterprise Business Partner Vodacom South Africa, Financial Director: Vodacom Mozambique and Commercial Director and Financial Director at Vodacom Tanzania.

According to Cell C, their Stevenson is well versed in planning, execution and negotiation at various organisational levels, with a strong focus on strategic leadership.

“Douglas has played a pivotal role in all the businesses he has worked in before and I am confident his vast experience in this sector will stand him in good stead at Cell C. We are pleased to welcome such a distinguished executive to our ranks,” said Cell C CEO Jose Dos Santos while speaking on the appointment.

“Cell C is an extremely dynamic business and I look forward to putting my skills to work at a company that has been at the forefront of innovation for the past couple of years,” concluded Stevenson.

TNM , the Malawi Stock Exchange (MSE)-listed telecommunications service provider, has invested $150 million (K84 billion) in the past five years which has improved the company’s profitability and increased the subscriber base.

Malawi

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South Africa: What Private Health Care Might Look Like Under the National Health Insurance

Many private hospitals will be opening their doors to more patients but does that mean you’ll be stuck at the back of the queue?

The United Kingdom’s universal healthcare system, known as the National Health Service (NHS), had a problem: By the early 2000s, a growing number of elderly patients were waiting up to three years for sight-saving cataract services in the early 2000s.

But the government-funded healthcare scheme didn’t have enough beds. It did, however, have plenty of parking.

“All we needed was a parking lot and a connection to three-phase electricity,” remembers South Africa’s Netcare CEO Richard Friedland.

Netcare entered the UK market fifteen years ago. It operates more than 50 private hospitals in the country, but 43% of its patients come from the NHS through the service’s electronic “choose and book” appointment system: Patients elect where to go for care, and the NHS pays private providers like Netcare a nationally-set rate for service.

Through co-operating with the NHS, Netcare helped to drastically shorten the cataract waiting lists.

To do this, Netcare flatbed trucks travelled UK highways carrying a kitted out trailer for cataract operations. Two trailers each were dedicated to operating theatres, pre-operating wards and examination rooms. Netcare offloaded these trucks into 30 NHS parking lots around the UK where they became mobile cataract clinics as part of an NHS tender.

As the lorries cruised around six days a week and 50 weeks each year, pensioners tracked their progress online, mapping out when the trailers would be in their area and booking appointments.

Ultimately, Netcare’s cataract caravans had performed more than 40 000 surgeries over [five years. Patients were sent home the same day, and many had spent just 10 minutes under the knife as surgeons slashed operating time, says Friedland, who was speaking at this week’s South African Hospital Association (Hasa) conference in Cape Town.

“Eventually the doctors were doing 20 to 24 surgeries per day in these theatres, and they were finishing at lunchtime and going home,” testified Netcare’s director of strategy and healthcare policy Melanie Da Costa before the Competition Commission Health Market Inquiry in 2016.

The past, present and future of private health?

The UK’s past could be South Africa’s future.

In June, the health department released South Africa’s National Health Insurance (NHI) white paper. The document will guide the country’s move to universal healthcare coverage – giving everyone in the country access to the same health services, regardless of their income.

Under the NHI, the government will use public hospitals and clinics to provide healthcare, in addition to buying services from accredited, private providers for standard rates – much like the UK’s NHS. By doing this, the NHI will become the largest buyer of healthcare services in the country.

But the practicalities of this are still developing, and the heads of private hospital and insurance groups like Netcare and Discovery are already thinking about what private healthcare might look like in a post-NHI world – and how they may have to change to be a part of it.

The private sector could start by following Netcare’s lead in the UK, tackling waiting lists for cataracts or hip and knee surgeries, especially in rural areas, says Mediclinic Southern Africa CEO Koert Pretorius. He says a percentage of these procedures could be done at below cost prices if private hospitals could get medicines and even prosthetic limbs procured at state tender prices.

What will the NHI mean for you?

Can SA afford the NHI? And will you be able to keep seeing your doctor? Our Laura Lopez Gonzalez answers these and other questions.

Preliminary Hasa research shows that South Africa has about 525 private hospitals and most of these are independently run or, in other words, are not part of large groups. Pretorius says these facilities could help manage nearby clinics and even school health programmes under the NHI.

The country has screened more than 3.5-million learners since health minister Aaron Motsoaledi resuscitated school health programmes in 2014. One in three children were found to have at least one condition relating to their eyesight, hearing or teeth, the minister has said.

But NHI special advisor to the national health department Vishal Brijlal admits no one knows how many of these children ever received care.

Discovery CEO Jonathan Health CEO says this is a gap private medical aid administrators could help to mend.

He explains: “[The NHI] seeks to purchase services from a wide range of providers … that’s about procurement, about understanding cost-effectiveness and the cost and quality of services, analyzing data and purchasing effectively.

“I’m not exaggerating when I say that the medical aid scheme administrators of this country stand out in the world for their skills, systems, data analysis capacity and their health economics capabilities. You talk today about the need to urgently look at the school health programme… I can say to you within weeks, or a couple of months at most, the private funding and delivery side could arrange those services.”

But he says a lack of trust between the public and private health sectors has stalled collaborations and both parties are to blame.

“If we had a government that was willing to say let’s do 20 000 cataracts over the next [number] of months, that could be up and running in a few months. If that trust deficit could be bridged, we could benefit real people.”

Change, change, change

Trust isn’t the only thing that will have to change under the NHI.

In 2012, Netcare tried to recreate its success in the UK with mobile cataract services in the field of breast cancer with a mobile mammography unit in the Free State. Four years later, not a single patient had stepped through the van’s doors – a fact Da Costa blamed on inflexible regulations.

“We had written at least eight letters to the health professions council before we got a response and we have just had multiple, multiple requests for data, presentations, etc. To cut a long story short, we have now donated this trailer to the provincial department of health,” she told the Competition Commission in 2016.

Eleven pieces of legislation will have to be amended as the country introduces the NHI. Medical aids and private providers are also likely to see more regulation, which could help stem some fears about the universal health scheme.

Like South Africa, the right to health is enshrined in Brazil’s Constitution. Although the country has its version of an NHS, private medical aids still exist. Medical schemes are however subject to rules such as maximum waiting periods for doctors’ visits, exams and some forms of treatment for instance.

Denise Soares dos Santos is the CEO of Brazil’s Beneficência Portuguesa de São Paulo – a non-profit hospital that towers above one of Brazil’s most populous cities, São Paulo. Her hospital sees a mix of private and public patients. Dos Santos says maintaining a profitable mix has meant changing everything from what to offer, how they charge for it and how they talk about it.

Dos Santos’ hospital is contracted by the city to care for public patients. But that doesn’t mean the hospital provides all health to public patients.

She explains: “You have to provide what you do better. Our competency is in highly complex [illnesses] – cardiologists, neurologists, oncologists and orthopaedics. Other… hospitals wanted to do everything to everyone, and it’s not possible.

“We focus on what we do best, and as you are able to get [more patients in these areas], you achieve economies of scale. Then we are able to buy better from suppliers.”

The hospital is also increasingly shifting to “bundled billing”, or situations in which patients are billed for group of related services needed to treat one illness with the aim of, for example, reducing costs and promoting cooperation among medical teams. Brazil’s national public health service already uses this simplified billing system – a method that might be catching on in South Africa where many providers still bill for each service separately.

Recently, Dos Santos’ hospital changed its 158-year-old logo, a blue old-fashioned cross paired with grey lettering, for a new abbreviation “BP” in dramatic red and purple. It followed market research that showed a dearth of competitors with branding in a similar hue. It’s one of the ways that BP is changing the way it speaks about itself and who it speaks to: to both private and public clients. Public patients now make up 60% of its business. BP is also introducing sub-brands so that it can specially tailor messaging and education to an increasingly diverse patient pool.

People, she says, want quality health care but they also want care that can speak to them whether they are on medical aid or not.

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Polls Agency CEO Says He Won’t Resign

Photo: Dennis Onsongo/The Nation

IEBC CEO Ezra Chiloba and commissioners Roselyn Akombe and Yakub Guliye address the media at Bomas of Kenya in Nairobi.

IEBC chief executive Ezra Chiloba says he will not resign in the wake of opposition demos to force him out of office.

Mr Chiloba on Tuesday reiterated that he is focused on overseeing preparation of the repeat presidential poll set for October 26.

FAILURES

He spoke as National Super Alliance (Nasa) supporters demonstrated outside IEBC headquarters at Anniversary Towers.

The Raila-Odinga-led coalition has accused the CEO and his technical team of bungling the election in favour of President Kenyatta, a claim he has denied.

He said the errors the Supreme Court pointed out in its judgment annulling the August 8 poll were due to “systemic failures”.

“(The failures) date back to several years,” he said during an interview with KTN News.

UNDP

He said they were working to address the failures that affected the credibility of the election, including results transmission.

However, he maintained that Al Ghurair, the Dubai-based ballots printer that Nasa wants out of the repeat poll, would still print election materials.

The fresh procurement, he said, would be overseen by the United Nations Development Programme who had offered to help.

It is, however, still unclear if UNDP will foot the bill for the new ballot, with Mr Chiloba saying tals were still under way.

Kenya

Duale to Seek MPs Approval of Sh11.5 Billion for Poll

Majority Leader in the National Assembly Aden Duale says he will be requesting MPs to approve the release of Sh11.5… Read more »

South Africa: Mixed Reaction From Real Estate Industry to Sarb Decision

The decision by the SA Reserve Bank’s Monetary Policy Committee on Thursday to keep the repo rate unchanged at 6.75% received a mixed reaction from the real estate sector.

The decision means the home loan base rate will remain at 10.25%.

Samuel Seeff, chair of the Seeff Property Group, said he hoped to see a decrease of 25 basis points.

“At a time of poor business confidence and weak economic growth marred by political instability, a further rate cut would have been an important boost for consumers and the market,” said Seeff following the announcement by SARB governor Lesetja Kganyago.

“There was certainly every reason to expect a rate cut given the better than expected economic growth of 2.5% in the last quarter and the relative stability of the inflation rate in the targeted 3% to 6% range,” he said.

While the overall property market was still in a much better place than it was following the 2007/208 global housing crisis, Seeff said persistent weak economic fundamentals were having an impact.

“Much of the liquidity is now out of the market and it is becoming harder for agents to transact. Properties are taking longer to sell and buyers are hesitant” he said.

Andrew Golding, chief executive of the Pam Golding Property Group, agreed that SA’s housing market would have benefited from a repo rate cut.

In his view, a reduction would have given a boost to economic activity and growth in the residential property market.”Action is needed to help kick-start the economy and boost confidence in general. (A reduction) would have prompted many home buyers who are currently sitting on the fence to commit to purchase decisions,” he said.

Relief

Othe real estate agencies were more sanguine about the rate remaining stable.

Mike Greeff, CEO of Greeff Christies International Real Estate said the MPC’s decision to leave the current interest rate unchanged was a relief.

“We’re seeing a stock shortage, as well as a slight levelling off of house selling price growth, but demand is still high in the Western Cape and unlikely to drop, which means property values will continue to grow,” said Greeff.

“A drop in the repo rate would have been very welcome, but maintaining the status quo is also positive, as it sends a strong message of stability to the market, and this is very important in the current economic climate.”

Adrian Goslett, regional director and CEO of RE/MAX of Southern Africa, said that, considering the rates had only been cut three months ago, keeping them steady was a decision most would have expected.

With waning consumer confidence, he expected property transactions to remain constrained.

“Until there is improved economic growth and higher numbers of consumers with the required affordability ratios necessary to purchase property, the property market will remain restrained,” said Goslett.

Bruce Swain, CEO of Leapfrog Property Group, said he was heartened by the MPC’s decision, saying it would give home owners a little more breathing room.

“Our consistent message these owners continues to be ‘save, save save’. South Africa isn’t out of the red yet and home owners would be well advised to pay extra funds into their bonds, as and when possible to insure them against any unexpected increases going forward,” he said.

Jacques Fouché, CEO and founder of IGrow Wealth Investments, said even though the interest rate remained unchanged, it was still an excellent time to invest in buy-to-let property.

He said the SA property market remained resilient, offering a great return on investment,

Source: Fin24

Nigeria: Nigeria’s Construction Industry Hall of Fame to Induct Class of 2017

Nigeria’s Construction Industry Hall of Fame, an initiative designed to recognize outstanding practitioners, organisations and key players in construction, building, engineering, oil and gas and other related sectors, will host its 4th edition on the 15th of September 2017.

The event to be chaired by Engineer Otis Anyaeji, President, Nigerian Society of Engineers, will feature an interactive forum where knowledgeable professionals will address this year’s theme, ‘Local Content and the Economy, Building Capacity for Growth’.

Key speakers at the event will include, Engr. Samson A Opaluwah, FNSE, Group CEO, Khariz Group, Arc Obong Victor Attah, FNIS, PPNIA, former Executive Governor of Akwa Ibom State, Mrs. Adama Salihu Founder/CEO Clayfields & Harrow, Professor Oladele Osibanjo, FNES, President Waste Management Society of Nigeria (WAMASON) and Chairman/CEO, Jawura Environmental Services.

According to Mr. Kenneth Odusola – Stevenson the Chief Executive officer, Century 21 Systems Communications Ltd, the host of the event, this year’s event is focused on the need for exploring local content to its fullest and for local content to champion the economic revolution necessary for the diversification of the Nigerian economy, especially considering the current body language of the present administration that tilts towards growing local infrastructure at all sectors of the economy.

He further said that nominees for this year’s edition have started rolling in and proper scrutiny and selection process is on – going. He also assures the industry that this year’s edition will surely surpass the past editions.

Expected dignitaries to grace the occasion are His Excellency, Professor Yemi Osinbajo, Vice President, Federal Republic of Nigeria, Mr. Akinwunmi Ambode, Executive Governor of Lagos State, among others. The event is slated to hold at the Banquet Hall, Sheraton Hotels, Ikeja, at 9.00am.

Nigeria’s Construction Industry Hall of Fame is organized and managed by Century 21 System Communication Ltd and promoted by Construction and Engineering Digest (CED Magazine) a publication focused on information centered on the built environment in Nigeria and the world as related to Africa.

Nigeria

Unilag Postpones Post-UTME Examination

The University of Lagos has postponed its 2017 post-UTME screening exam earlier scheduled to start on September 18. Read more »

63 Entrepreneurs to Battle It Out in KCB’s Lions’ Den

Nairobi — KCB Bank’s leading entertainment and entrepreneurship show–the KCB Lions’ Den–to the screens on September, 5, 2017, pitting 63 entrepreneurs seeking growth opportunities for their businesses.

Much like Dragons’ Den or Shark Tank, the weekly Lions’ Den show, which will air on KTN every Tuesday at 8pm offers selected entrepreneurs an opportunity to get funding for their businesses.

Competing entrepreneurs will be expected to pitch their ideas and negotiate for the capital they need to catapult to take their enterprises to the next level in exchange for a stake in their business.

The financing will come from one or more of the five Lions–renowned Kenyan business gurus who are part of the panel who will be evaluating the ideas.

KCB Director of Marketing and Communications Angela Mwirigi said of the second season: “We are promising viewers a high quality shows with much more expectation than the first season because applicants had time to learn from Season One. We can tell from the quality of applications that the standards have changed so much for the better and we certainly have great applications that will without a doubt engage the Lions and the audience intensely.”

“Our desire as KCB Bank is to see young entrepreneurs connect with successful venture capitalist who have already cut their teeth in the business world, not only at the show but also SMEs out there watching the show,” said Ms Mwirigi.

The Show received at least 5,000 applications. After the rigorous vetting process, 63 successful contestants were chosen to face the Lions. Of the successful applicants, 32% of them were women and 68% were men with businesses cutting across agriculture, design, education, energy, ICT, health, publishing, food & beverages, manufacturing, environment, entertainment and service. At least 12 counties were represented.

The KCB Lions’ Den mainly seeks entrepreneurs looking for financial, social and intellectual capital for their new and innovative businesses in the country.

Audiences will engage with the contestants as they battle in the Den.

The Lions are Kenyan-based business moguls who have risen through the business world and established themselves as trailblazers in their respective industries in their journey to grow Kenya-based businesses.

Returning for season two are Myke Rabar, CEO Homeboyz Entertainment; Darshan Chandaria, Group CEO and Director of Chandaria Industries; Olive Gachara, Founder and Publisher of Couture Magazine Africa; Kris Senanu, CEO of Blackrock Entertainment and Wandia Gichuru, Co-Founder and MD of Vivo Activewear.

The TV show is part of the KCB Group 2Jiajiri programme expected to benefit at least 500,000 youth in a period of 5 years.

The programme, which also encompasses a business challenge for start-ups, will enable young entrepreneurs to submit their business ideas for funding.

“The KCB’s 2jiajiri initiative aims creating job creation opportunities for the youth and skilling them for self-employment while at the same time providing funding, nurturing and mentoring future entrepreneurs,” Ms. Mwirigi noted.

For the first season, over 5,000 applications were received from sectors such as agriculture, design, education, energy, ICT, health, publishing, food & beverages, manufacturing, environment, entertainment and service.

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