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Erastus Ouma: how mixing different chicken breeds brought me losses

Dressed in a beige shirt, grey trousers and white gumboots, Erastus Ouma walks into one of his chicken coops in Kandaria village in Nyakach, Kisumu County.

He opens the door of the pen only to find five cockerels hurdled in a corner, an indication that they are sick. “I called a vet last week and he treated them but it is clear they are still sick. I am afraid I will lose more birds,” he says almost in desperation.

He attempts to offer them some feeds but the birds are not interested. The previous week, Ouma, who keeps 400 birds of the Kenbro breed, 200 which are cockerels and 200 chicks, had lost 20 birds to coccidiosis.

“This disease started after I mixed some five birds kept under free-range system with the others in the pen. The new birds were infected, leading to an outbreak of this disease,” says the 26-year-old farmer who invested about Sh100,000 in the business after buying chicks at Sh100 each.

When he mixed the five birds that his mother was rearing with the rest, all was well at first.

Signs of trouble appeared after about a week. “The improved breeds started to die, at least one every day, despite me administering drugs that include Biotrim vet and Fosbac. I took away the indigenous chicken but it was too late,” he says.

Ouma, who keeps the birds mainly for meat, lost about Sh20,000 since he was to sell each of the four-month-old Kenbro cocks at maturity in six months at Sh1,000 each to traders and families in Nyakach.

CAUSES BLEEDING

Coccidiosis is caused by a microscopic parasite known as coccidia.

The parasite attaches itself to the lining of the gut, multiplies and becomes an oocyst, feeding on the digestive tract of the bird and making it bleed thereafter.

One of the symptoms of coccidiosis is that the chickens produce blood-stained droppings and they cough.

Coccidia is found in contaminated ground. It can be transferred through contaminated boots, clothing, feed sacks, insects and rodents and more often, birds are exposed to the parasite through their droppings, dirty drinkers and damp litter in their housing.

Amos Amenya, an agronomist at the Lake Basin Development Authority, advises against mixing free-range birds with those kept under the intensive system, especially improved breeds.

“Improved breeds like Kenbrow have low resistance to disease. On the other hand, free-range indigenous birds have high disease-resistance. However, when you want to mix them, ensure you treat or vaccinate the new birds, and isolate them for several days as you monitor them before mixing.”

But before the birds are isolated, the farmer should ensure the poultry house is fumigated and dusted using brooding dust.

“For chicks, gumboro vaccine should be administered when they are one week old. After 14 days, the chicken should be vaccinated against Newcastle. The third vaccine is gumboro followed by small pox.”

Amenya further warns that mixing mature birds with young ones may also lead to starvation. “The big birds are likely to fight the young ones while feeding and this could result in starvation and deaths,” he says, advising farmers to mix birds of the same age only.

He notes chickens should be dewormed after every three months. “If worms attack the birds, symptoms include diarrhoea. Whitish diarrhoea could be a sign of Newcastle while blood-stained dropping could be a sign of worm infestation.”
Ouma also engages in goat rearing, livestock keeping and horticulture farming.

He plans to use money he gets from farming to enrol for a degree course in animal husbandry at Egerton University.

Habil Odongo: gift that turned me into a succeeding poultry farmer

If there is any agribusiness venture I would recommend anyone to engage in without thinking twice, it is poultry farming. I find poultry keeping not labour intensive, but very profitable.

I keep various birds in my farm in Rarieda, Siaya County. They include turkeys, doves, penguins, guinea fowls and chicken.

I started with about 50 over one-month-old chicks back in 2008. The 50 birds, mostly chicken, were handed to me for free by a friend called David Kimathi.

Kimathi runs a poultry farm in Ngong, Nairobi. He was eager that I also engage in the same venture because it was profitable.

But before he gave me the birds, he advised that I undertake training in poultry from Kenchic, which I did for two days. The training was on vaccination, feeding and brooding.

I ferried the birds from Nairobi, where I live, to my rural home in Siaya. After six months, I sold about 30 birds to traders at Sh800 each.

I used the money to increase my brood by buying 300 one-day-old Kenbro chicks at Sh100 each from my friend Kimathi.

HAVE MULTIPLIED

The birds have now multiplied to more than 2,000 of various species, including doves, guinea pigs, guinea fowls and chicken. I have other farms where I grow crops, trees and keep fish.

Due to irregular supply of electricity in Rarieda, I incubate the eggs at home in Nairobi and after hatching, I ferry the chicks there. I have realised that the secret to minimise on the costs of feeds and other expenses is to import them from Uganda.

I buy my feeds from stockists in Uganda because there they are cheaper. A 90kg bag of maize germ in Uganda is Sh800 but here it is about Sh1,500.

Besides commercial feeds, I feed my birds on omena, sunflower and cotton cakes and maize germ, which I also buy cheaply in Uganda. I spend up to Sh40,000 a month on feeds.

I get about 2,000 eggs every day which go for between Sh10 and Sh30. I sell the other birds, turkeys and guinea fowls for between Sh1,500 and Sh4,000.

I advise fellow farmers not to venture into any kind of business without training because it may cost you much if you do not know what to do.

I am a firm believer in technology, hence the reason why I use it to run my poultry farm. I have installed two cameras on my farm to help me monitor the birds through my smart phone and for security purposes.

The technology is called Remote View Monitoring. It is able to take pictures of people coming in and out and relay them to my smartphone.

That means I walk with my farm in my pocket because I can tell everything that is going on there from wherever I am. To use the technology, one must have a good smartphone that has faster Internet connection and can host the software.

A US-based friend helped me buy the gadgets, which he uses at his home here in Kenya. I invested over Sh200,000 in the gadgets.

Through the technology, I can see from Nairobi what my workers are doing and how the birds are faring. I also keep tilapia and mud fish in 10 ponds. I embraced fish farming following the 2011 Economic Stimulus Package. I sell fingerlings and fish to traders in Siaya at between Sh5 and Sh300 each.

For trees, I grow blue gum and gravalia. My dream is to run my own saw mill. I bought the seedlings from Kenya Forestry research Institute at Sh10 each.

Esther Wanza: why I keep my 300 chicken in free-range system

The two cocks compete to crow as they look over the dozens of hens strutting around the compound in Kitengela, on the outskirts of Nairobi.

One cock runs to stop a fight between two hens, as if to remind them that it is in charge. The owner of this fine flock on the half-acre farm is Esther Wanza, who rears the chicken under the free-range system.

Esther, a theology lecturer at African Leadership University in Nairobi started keeping poultry in 2011 under the intensive system. However, about mid last year, she switched to free-range system.

“I began raising poultry commercially as a way of augmenting my salary since I was working as a part-time lecturer. I bought 500 Leghorn chicks which I was raising for eggs.”

Despite consulting veterinary officers and vaccinating the chicks, 340 of them succumbed to Gumboro, a highly contagious viral disease.

This decimated the number to 160 birds by week 10. Not one to give up, Esther purchased another 500 chicks, which survived. “These ones did not do badly. They were producing 300 eggs but production declined as they aged.”

She sold them for meat in 2012. It is then that she replaced them with 50 kienyeji chicken. “I had inquired from fellow farmers and veterinary officers who told me to rear kienyeji chicken because they are disease resistant.”

EXERCISE

She went into free-range after being advised that when raised under intensive system, kienyeji chicken don’t do well.

David Mutiso, a veterinary officer with FarmChem in Nairobi, says kienyeji chicken are best reared under free-range system since when they exercise, they produce quality meat and eggs.

“Walking helps the birds exercise thus their meat has good fibre. Again, free-range chicken are not prone to diseases like cocciodiosis that tend to affect birds under intensive system.”

The 50 birds Esther bought from Kenya Agricultural Research Institute have now grown to over 300, excluding chicks. “I hatch the eggs artificially. I buy roosters now and then, treat and use them to strengthen my brood.”

“The kienyeji chicks are good. They mature in six months and are highly resistant to diseases. They also have high egg productivity,” she adds.

The lecturer sells a day old chicks at Sh100, two to four weeks old chicks at Sh250 and mature hens at Sh500.

The cockerels go for between Sh1,000 and Sh1,500 while an egg at Sh15 to Sh20. A sack of manure, on the other hand, goes for Sh500.

“Raising kienyeji chicken under free-range requires astute planning just like any other form of farming. You need to have a business plan where you consider the land, capital, equipment and manpower that you shall require to successfully run your enterprise. The birds have better profit than the others.”

GOOD FEEDING

To keep pests at bay, she advises one must invest in a good fence.

“Free-range system requires adequate space for the chicken to forage for food and coops to shelter at night. Chicks younger than two months need to be placed in portable enclosures that allow them to bask in the sun without threat from hawks and other birds of prey. Then the birds should have places to perch and rest.”

Even though they are significantly less labour intensive, kienyeji chicken still require good feeding for optimal returns.

Esther counsels that getting quality chickens under the free-range system starts with proper construction of the pens.

“Then you have to feed them mixed diet and vaccinate against all preventable diseases.”

To cut the high cost of feeds, she feeds the chicken with maize germ, sorghum, millet, wheat, and sunflower or groundnut cake.

“I also give them weekly bone meal and salt. In addition, free-range chicken forage for insects and green plant matter.  This gives their eggs and meat a tasty flavour.”

The farmer promotes her products by word of mouth.

Placing an advert on her campus notice board also helps her advertise to a large group.

She has also approached several outlets, including supermarkets, which place regular orders.

“Initially, I would make a net income of about Sh10,000 in a month because of the high cost of production. But now the returns are higher because of the good prices the kienyeji chicks, hens, cocks and eggs fetch especially in April and December, during Easter and Christmas.”

Bitange Ndemo: KQ has no pricing strategy and isn’t bothered

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The following opinion was first published in the Business Daily.

Kenya Airways (KQ) is truly the Pride of Africa and Africa is its home. It is headquartered in Africa, flies to many African cities, and even non-Kenyans used to be proud of it.

Unfortunately, KQ appears to have adopted a self-defeating pricing strategy that has made the airline one of the most uncompetitive in the African skies.

Mother Teresa taught us that, “Love begins at home, and it is not how much we do… but how much love we put in that action.”

Recently, I have begun wondering how much love of Africa KQ has put into action when it comes to its pricing strategy. Four cases below elaborate how our love affair with the Pride of Africa may falter, and I know I am speaking on behalf of many Africans.

In the past one year, I have attended numerous conferences in African countries. I always request my sponsors to put me on KQ. Their policies, however, require that they use the best pricing possible, and, in virtually all cases, KQ has never fallen within that category.

At one point, I was to attend a conference in Mauritius. My sponsor put me on Emirates, meaning I would I fly to Dubai, then back to Mauritius. The entire journey would take 20 hours of my precious time instead of six.

After a protest, they gave me a second best option: South African Airways to Johannesburg then to Mauritius for a total of eight hours. I opted for this arrangement. KQ was fourth best after Ethiopian Airlines via Addis.

During another trip to Tanzania, I was told the best air ticket deal was Ethiopian Airlines, which would take me through Addis then back over the Kenyan airspace to Tanzania.

In other words, go north in order to go south. The proposed trip would take four hours instead of 56 minutes. I had to top up from my pocket for a direct flight to Dar es Salaam.

I faced a similar challenge while travelling to Abuja, Nigeria. Once more, KQ was nowhere in the top three for best pricing. I used Ethiopian Airlines.

I keep on asking myself: is it that KQ is not aware of its competitors? Is there a deliberate policy to be expensive at home? And if it is, why then is KQ making losses?

As I pondered on KQ’s strategic response to these questions, someone told me that the airline also lags behind in other products like cargo.

Their attempt to ship a three-tonne cargo from Accra to Nairobi via KQ failed because the cost was more expensive than shipping a similar cargo from China, a distance that is almost five times longer.

Another small enterprise wanted to ship horticultural products to Djibouti only to be confronted with a pricing that left them with no income.

Surprisingly, KQ flies to both Accra and Djibouti daily with its belly empty. One would think the airline would leverage on small and medium enterprises (SMEs) to grow its Africa market.

I can only think of two plausible explanations why KQ lacks a strategic response to competitors. The first is that perhaps KQ is still stuck in a monopolistic mentality, while the second is that KQ management is probably preoccupied with operational matters at the expense of strategy.

If this assessment is true, then we have a serious problem, considering the fact that KQ’s core sustained competitive advantage (SCA) lies in its primary market – Africa. It does not have the muscle to fight with the European giants or the emerging Middle Eastern behemoths.

Management scientist, Michael Porter, explained SCA as a firm’s ability to manage the cost drivers as well as differentiation drivers so as to produce a cost advantage or a differentiation advantage.

Other management experts define SCA as the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organisational resources and capabilities, value-creating products, technologies, processes and services that cannot be matched by competitors.

Global oil pricing, Ebola and travel advisories placed by some Western nations are just excuses that we must not entertain. If global oil pricing were the culprit, then Ethiopian Airlines would have suffered more considering that it has more networks in West Africa than KQ.

In fact, competition took more customers from KQ’s home turf than the combined number of passengers who would travel from West Africa and the tourists who cancelled their trips to Kenya.

Ultimately, we must look to value-creating products such as SMEs, manage cost drivers and complement that with building a pricing strategy that keeps competitors at bay as a strategy for exploiting Africa’s potential and give SCA to KQ.

How Fleckvieh breed will light up your dairy farm

Leonard Munga is an excited dairy farmer. He is happy because one of his cows is pregnant and will give birth in a few weeks’ time.

“I am expecting to get over 20 litres of milk each day from the cow,” says Munga, who is based in Kiambu County.

The cow is a crossbreed of Fleckvieh, a German breed that was introduced into the country few years ago.

“I went for the crossbreed because it was expensive to buy the 100 per cent Fleckvieh breed. My cows are a crossbreed of Friesian and Fleckvieh.”

According to him, the crossbreed is strong, resistant to diseases and eats less. The cow also endures years of milking, unlike the other breeds. Francis Kukutia, who is based in Kajiado County, is another farmer keeping crossbreeds of Fleckvieh, with Zebu, Boran, Friesian and Ayrshire.

Each of these cows give varying amounts of milk.  His crossbreed of Fleckvieh and Boran, for instance, yields eight to 10 litres of milk a day. “I keep the crossbreed because I wanted to be a breeder and supplier of beef in local butcheries,” said Kukutia.

“Boran is good for beef but the reason why I crossbreed is so that I can also get good quantity of milk,” he says. “I want to be a breeder and supplier of beef in local butcheries,” said Kukutia. Kukutia sells the crossbreed bull-calf at Sh150,000.

Fleckvieh was imported into the country from South Africa about three years ago.

It is a dual-purpose breed, meaning that it’s good for beef and milk.

Gerard Besseling, the managing director of Fleckvieh Genetics East Africa Limited, the firm which introduced the breed in Kenya, says the cow produces up to 10,000 litres of milk per lactation period.

He says most farmers prefer to crossbred Fleckvieh and other breeds to cut costs.

“Farmers crossbreed local breeds with Fleckvieh for extra yielding. Boran bulls, Jersey and Ayrshire are some of the cattle that farmers have crossbred with the German cow.”

The firm sells Fleckvieh semen at between Sh1,500 and Sh4,000.

According to him, the offspring carries 75 per cent of Fleckvieh genetics after artificial fertilisation. Fleckvieh experts consider this to be a high degree of gene transfer, 25 per cent more than normal breeds.

The economic benefits of Fleckvieh can be compared to the Sahiwal breed. Sahiwal is a Zebu breed that is mainly kept for milk and beef. “Farmers in South Rift are familiar with this breed. The animal is tolerant to heat and resistant to most cattle diseases,” he adds.

The Zebu cattle originally came from Punjab, near the India-Pakistani border. It was brought to Kenya in the late 1930s. Since then, it has become popular with local farmers, especially ranchers.

It is praised for its adequate milk production. In Kenya, the animal has been crossbred with other dairy cattle.

Although much research has been done on breeds like Sahiwal, extension officers and livestock breeders from Kenya Agricultural Research Institute (Kari) say they have no data to back the productivity of Fleckvieh breed. “Fleckvieh is a relatively new breed introduced in the country three years ago.

We are yet to conduct research on it,” says Dr Ndeiye Ilatsia, a livestock breeder at Kari.

The climatic conditions of some of the places where it’s being reared, like South Africa, may not match some locations in the country.

“The first point of concern is whether or not Fleckvieh might turn out to be antagonistic considering Kenya is hot, but a farmer can overcome such challenges with its crossbreeds.”

Limited land is another challenge for small farmers keen on capitalising on pure Fleckvieh for milk and beef production.

“Rearing a particular breed is an individual farmer’s choice,” said Dr Ilatsia “It’s however hoped that the uptake of Fleckvieh, Sahiwal, Normande and Girolando crossbreeds will go up as farmers absorb them.”

Honda CR-V vs Toyota Rav 4

The Honda CR-V and the Toyota RAV4 offer buyers many similar features. While lists of standard equipment are not identical, they both include most of the items that consumers look for in family-oriented vehicles. Cargo capacity? Nearly the same, with the RAV4 edging out the CR-V by about 3.5 cubic feet. Ease of driving? Both get good reviews for agile steering and ease of parking. Is there anything that sets one of these SUVs apart? We take a look to find out.

What the Honda CR-V Gets Right

Among the features owners like in the CR-V is its easy convertibility from a five-passenger vehicle with some cargo space to a two-passenger vehicle with a lot of cargo capacity. The rear seat comes equipped with an auto-fold mechanism that lowers the seat back with just a flip of a lever in the cargo bay. Inside the cabin, there are also numerous storage spots, including a front-seat center console large enough to hide a large purse.

Parents ferrying children to school and activities also appreciate the CR-V’s overall five-star rating in government crash tests, along with Honda’s long-standing reputation for reliability.

What the Toyota RAV4 Gets Right

Toyota gave the RAV4 a makeover in 2013 and added several of the newest safety technologies, including blind-spot warning and rear cross-traffic warning systems as available options on the top Limited trim level.

The redesign also switched the rear door to a liftgate and added a height-adjustable version as standard on the Limited trim.

Which Is Better?

These two SUVs are so similar that what makes one of them seem better to a buyer may boil down to brand preference. Some reviews say that the RAV4 still feels a bit more truck-like than the CR-V, so city drivers may prefer the Honda – although both handle urban driving with ease. On the other hand, the RAV4 offers some newer technology than the CR-V, as well as an available JBL sound system with 11 speakers.

Our Verdict: Honda CR-V

Honda’s reputation and the company’s ability to give most consumers exactly what they want propels the CR-V to the top.

Britam cuts off individuals from joint Safaricom insurance cover

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Britam is pulling the plug on an increasingly popular low-end cover for individuals launched with Safaricom in January last year.

The underwriter will no longer offer its Linda Jamii health insurance cover to individual customers though it will continue to sell the same to employees of firms and members of investment or social groups.

The listed insurance company said it had decided to change to a business model that goes after groups such as chamaas (investment clubs), small and mid-size enterprises (SMEs) as opposed to individuals to raise efficiency.

The firm said targeting customers who belong to the same work or social group would reduce the administrative burden associated with selling the micro-health cover and at the same time increase uptake of the products by selling to a wider pool.

“This will enable us scale our business very quickly and that way we can increase the penetration of our products,” said Britam general manager (micro-insurance) Charles Muyodi.

Individuals who bought the Linda Jamii covers will still continue to get the services until expiry but no new policies will be sold effective this month.

Analysts said the shift to groups from individuals is becoming a common industry practice also meant for insurance companies to manage their risks.

Insurance companies last year incurred huge costs from health insurance triggering enhanced vigilance and risk management.

Francis Mwangi, head of research at Standard Investment Bank, said by going after SMEs and larger companies, insurers are able to sell products based on the risk profile of the group.

“If there is a claim it affects the entire group that way it is easier to price premiums,” he said.

Mr Mwangi added that companies are better customers because they have more incentives to reduce their premiums and, therefore, take measures to reduce unnecessary claims.

Linda Jamii is a micro-health cover that was launched in January 2014 together with the telco and Changamka Microinsurance targeting the underserved low end of the market.

Insurance penetration stood at three per cent at the time and one reason cited for the low figure was a lack of infrastructure to make payments on premiums.

The micro-health cover had an entry price of Sh12,000 per year offering holders for in and out patient, maternity, dental, optical, a hospitalisation and income replacement benefit services worth Sh250,000.

Vacancies: British High Commission, Nairobi

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Working for British High Commission Nairobi

Information on job vacancies at the British High Commission-Nairobi

Head of UK Trade and Investment

Section: UK Trade and Investment

Grade: C4 (Full Time)

Salary Ksh 317,293 Per Month

Main purpose of job

This is an exciting, challenging and high profile opportunity at the British High Commission in Nairobi. BHC Nairobi is a large Mission whose officers perform a wide variety of functions across the spectrum of UK objectives; ten government departments are represented, working within Kenya and Somalia. This role is at the heart of the Mission’s commercial objective. It will involve some international travel.

You will lead your team to develop trade between the UK and Kenya, supporting British companies exporting to Kenya and Kenyan companies looking to set up operations or expand in the UK. You will have a challenging set of targets for business wins (providing significant support to a UK company to secure a contract, for example) and service deliveries (producing a programme to introduce a UK firm to the Kenyan market) which you will be expected to exceed. This will require you to deliver at pace, using project management skills and developing a systematic and focused approach to hitting results.

With your line manager based in Dar es Salaam, being self-sufficient and proactive, and able to drive your team without direct oversight, is hugely important. And, as the head of a team of five, being able to set your team’s direction and to delegate effectively is a must.

Hitting your targets is important, but it won’t be enough to excel. An important aspect of the team’s work is to contribute to the British Government’s broader economic and development agenda, by working alongside Foreign Office and Department for International Development colleagues through the Joint Africa Framework. In emergent markets such as Kenya, UKTI’s commercial agenda stands closely alongside the Foreign Office’s and DFID’s priorities, and you will be working with these departments to improve the business climate, in particular through the Growth and Prosperity Group. So you will need to be able to see the bigger picture of how your team’s work fits into a broader whole, and to collaborate closely with colleagues in other government departments.

You will be able to communicate confidently and with impact to senior figures in Post and externally. And you will need to be able to manage priorities, ensuring the UKTI office contributes corporately to the rest of the Mission’s work.

You will have experience of international/regional/Kenya trade and investment issues and possess demonstrable commercial expertise, with a track record of fostering business relationships in order to deliver a high standard to your customers. These will be backed up by excellent communication and networking abilities, particularly in our priority markets.

The Kenya UKTI team forms part of a regional East Africa UKTI network. You will have a responsibility to support the regional head (based in Dar es Salaam) and champion efforts to greatly strengthen regionalisation, an important change management programme which is a priority for UKTI Headquarters

Roles and responsibilities

Lead and manage the Nairobi UKTI team, while reporting to the head of UKTI East Africa (based in Dar es Salaam) and also to the British High Commissioner and Deputy Head of Mission. Responsibility for the UKTI budget.

Support the UK Government’s broader growth and prosperity agenda through robust analysis of the business climate and reform agendas and by working with FCO and DFID colleagues on improving the business climate in Kenya, through active participation in the Growth and Prosperity Group.

Lead on visits: trade missions, Ministerial and other VIP visits, as well as conferences and events.

Build and maintain an extensive network of contacts, especially in priority sectors (energy, infrastructure, financial services, agriculture, ICT), across Kenyan government ministries, relevant organisations/associations and the private sector.

Advise potential investors and businesses, highlighting commercial opportunities, developments and risks.

Support the British Chamber of Commerce;

Support the regional head of UKTI, and work to builder a stronger, more interconnected East African regional team. Be a corporate contributor to the High Commission.

Resources managed

4 staff: 2x Trade Development Managers B3, 2x Trade Officers A2

Key competences required

Seeing the Big Picture: having an in-depth understanding and knowledge of how your role fits with and supports organisational objectives and the wider public needs. It is about scanning the political context and taking account of wider impacts to develop long term implementation strategies that maximise opportunities to add value to the citizen and support economic, sustainable growth.

Making Effective Decisions: being objective; using sound judgement, evidence and knowledge to provide accurate, expert and professional advice. Leaders will be creating evidence based strategies, evaluating options, impacts, risks and solutions.

Collaborating and Partnering: creating and maintaining positive, professional and trusting working relationships with a wide range of people within and outside the High Commission to help get business done. It requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions.

Building Capacity for All: having a strong focus on continuous learning for oneself, others and the organisation. Being open to learning, about keeping one’s own knowledge and skill set current and evolving.

Managing a Quality Service: being organised to deliver service objectives and striving to improve the quality of service, taking account of diverse customer needs and requirements. People, who are effective plan, organise and manage their time and activities to deliver a high quality and efficient service, applying programme and project management approaches to support service delivery.

Delivering at Pace: focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. Working to agreed goals and activities and dealing with challenges in a responsive and constructive way. Building a performance culture to deliver outcomes with a firm focus on prioritisation and addressing performance issues resolutely, fairly and promptly.

Language requirements

Language: English, Swahili Level of language required: Fluency in both

The role requires fluent English, Non Swahili speakers are welcome to apply

Other skills / experience / qualifications: Essential on arrival: Strong understanding of Kenyan market

NOTE:

All applicants must be legally able to work in Kenya with the correct visa/status or work permit.

The British High Commission in Nairobi is an equal opportunities employer, dedicated to inclusivity, a diverse workforce and valuing difference.

Staff members recruited locally by the British High Commission in Nairobi are subject to Terms and Conditions of Service according to local Kenyan employment law.

Spouses/registered partners of UK Based Staff, are able to work within the BHC/BCG but their salary will be abated at the appropriate tax rates.

Reference checking and security clearances will be conducted.

If you have not heard from us 3 weeks after the closing date, please consider your application unsuccessful. Note: Any questions you may have about this position will only be answered during interview, should you be invited.

To Apply

All applicants should submit a short (1 page maximum) covering letter stating why they are a suitable candidate for the position along with a copy of their CV in English, by email to: [email protected]

External Application Form – C4 Head of UKTI (MS Word Document, 84.5KB)

Internal applicants should also submit the above, with a copy of their most recent 24 months of appraisal evidence (i.e. two full appraisals, or however many abridged appraisals, minutes etc to make up two years’ worth of evidence) to the same email address.

All candidates: Please quote in the subject line, of your email, the Vacancy Notice No: 13/15 NR, and position you are applying for.

Internal candidates, and spouses of diplomatic officers: Please quote in the subject line, of your email, the Vacancy Notice No: 13/15 NR, and position you are applying for, and also indicate that you are an internal candidate, or spouse of a diplomatic officer.

Only electronic applications will be accepted.

The closing date is 03 June 2015 and no further applications will be accepted after this date.

Head of Customer Service Help Desk (CSHD)

Section: Joint Corporate Services, Nairobi

Grade: B3 (L) (Full Time/Permanent)

Salary Ksh 192,867 Per Month

A vacancy has arisen at the British High Commission for a B3 (L) Head of Customer Service Help Desk (CSHD). The British High Commission Nairobi and British Embassy Mogadishu (Nairobi Office) consist of 350 employees with a wide variety of experience and job roles, representing 10 British government departments working within Kenya and Somalia.

The position is graded at B3 (L) for which the starting salary is Ksh. 192,867 per month before deduction of tax. Where the jobholder is not liable to Kenyan tax the scale will be abated under HM Treasury rules and starts at Ksh. 141,135 per month to take account of the tax they would have paid.

The Role

This is an exciting opportunity to lead the front line of Joint Corporate Services Team (JCST) activity. The successful candidate should have a good track record of Customer Service Management – including managing expectations and delivering difficult messages – and will need to demonstrate that they can work as part of a team, manage and motivate staff, delegate responsibilities and meet tight deadlines and targets. We will expect the successful candidate to become the Customer Service champion for the Mission. Outreach to the wider HMG Nairobi platform will be a key part of the job. The successful candidate will work closely with partners across government and should expect to spend a significant amount of their time helping them meet their corporate service requirements.

Key responsibilities

Working closely with the Section Heads within JCST, the successful candidate will need to deal with a range of contacts – both inside and outside the High Commission. S/he should therefore be able to provide support to the wider JCST while demonstrating excellent organisational skills. The key responsibilities are:-

Leading a team of 3 Customer Service Officers that provide a first class customer experience by communicating quickly and efficiently, and by seeking and acting upon constant feedback while adhering to HMG Nairobi policy;

Defining and delivering a JCST customer service strategy to ensure an excellent level of service is experienced across a diverse customer base, including staff coming to live and work in Kenya, and those locally employed;

Collation of qualitative and quantitative service performance data, and analysis of it to inform continuous improvements to the way services are delivered across JCST.

Duties and Responsibilities:

Responsible for the management, organisation and co-ordination of the day to day work of a team of customer service officers on the CSHD to deliver the highest standards of services to customers. Ensure the CSHD is adequately resourced by liaising with relevant staff and planning resources effectively;

Ensure that customer enquiries are dealt with in accordance with the performance and service standards as laid down by the Network Committee and Corporate Services charter, and any new Service Level Agreements between UK Government Departments. Personally deal with more complex enquiries, including complaints;

Maintain effective relationships with service colleagues (Technical Works Group and other JCST teams), key stakeholders (User Group, Network and People Committees), contractors (local and UK), hard to reach groups (spouses and new arrivals), the wider community (including responsible Departments in the Foreign Office and regional posts) and other organisations to ensure the effective delivery of customer services;

Challenge current methods of service delivery and identify, recommend and implement improvements to better meet agreed standards. Keep up to date with customer services best practice to improve customer satisfaction and reduce costs;

Ensure allocated jobs are tracked and that the team follow-up to ascertain jobs are completed within agreed service times. Ensure that customer service officers achieve the required performance targets and standards. Monitor and report progress and performance, provide feedback and take appropriate corrective action;

Maintain and develop a thorough and up-to-date working knowledge of all JCST services including procedures and guidance to deal with customer enquiries. Implement any changes to procedures, business processes and technology. Continually assess the effectiveness of the team, especially in terms of quality of service, and ensuring all guidance on SharePoint and on the DFID equivalent is kept relevant and up to date by the Customer Service teams and amended to cover new, regularly raised questions or concerns;

Monitor and co-ordinate management information relating to the work of the teams. Undertake an annual JCST customer survey, consultation, exit surveys and elicit feedback on services with a view to improving service delivery. Critically analyse information, monitor performance, identify trends and make recommendations for continuous improvement to meet targets. Prepare and present reports and management information relating to performance and any other aspect of the team’s work;

Ensure all relevant correspondence is answered within service targets. Ensure all complaints are answered in accordance with set procedures and guidelines. Monitor, track and analyse complaints making recommendations on trends and improvements that will reduce volume and pattern of complaints and improve quality of service;

Motivate, develop, coach, train, induct and formally appraise employees to set performance standards, recognise achievement and deal with performance;

Monitor and achieve appropriate customer outreach – by holding briefings with new arrivals and existing customer groups on different aspects of service offered and managing customers’ expectations, working closely with the CLO for UK-based staff. Liaise with teams across the mission to maintain an up to date list of arrivals and departures and coordinate a joined up Corporate Services response to ensure a positive customer experience.

Manage the handover of HR and Finance enquiries to Regional hubs, helping to ensure continuity of service while easing the resource burden on those teams.

Required Skills

Excellent communication skills, both spoken and written English

Strong IT skills (a working knowledge of Microsoft Excel, Access, PowerPoint and Word is essential)

Previous staff management experience

Customer service management experience

Strong team working skills

Key Competences

Seeing the Big Picture – having an in-depth understanding and knowledge of how your role fits with and supports organisational objectives and the wider public needs;

Making Effective Decisions – being objective; using sound judgement, evidence and knowledge to provide accurate, expert and professional advice;

Leading and Communicating – leading from the front and communicating with clarity, conviction and enthusiasm;

Collaborating and Partnering – People skilled in this area, creating and maintaining positive, professional and trusting working relationships with a wide range of people within and outside HMG Nairobi to help get business done;

Managing a Quality Service – being organised to deliver service objectives and striving to improve the quality of service, taking account of diverse customer needs and requirements;

Delivering at Pace – focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes

NOTE:

The British High Commission in Nairobi is an equal opportunities employer, dedicated to inclusivity, a diverse workforce and valuing difference.

Staffs recruited locally by The British High Commission in Nairobi are subject to Terms and Conditions of Service according to local Kenyan employment law.

All applicants must be legally able to work in Kenya with the correct visa/status/work permit.

The successful candidate will be subject to reference checking and security clearances checks.

If you have not heard from us 3 weeks after the closing date, please consider your application unsuccessful. Note: Any questions you may have about this position will only be answered during interview, should you be invited.

Application

All applicants should submit a short (1 page maximum) covering letter stating why they are a suitable candidate for the position along with a copy of their CV in English, by email to: [email protected]

External Application Form – B3 Head of Customer Service Help desk (MS Word Document, 84.5KB)

Internal applicants should also submit the above, with a copy of their most recent (last 24 months) appraisals to the same email address.

All candidates: Please quote in the subject line, of your email, the Vacancy Notice No: 14/15 NR, and the position you are applying for.

Internal candidates, and spouses of diplomatic officers: Please quote in the subject line, of your email, the Vacancy Notice No: 14/15 NR, and the position you are applying for, and also indicate that you are an internal candidate, or spouse of a diplomatic officer.

Only electronic applications will be accepted.

The closing date is 05 June 2015 and no further applications will be accepted after this date.

Estate Finance Officer

Section : JSCT

GRADE : A2

POSITION TYPE : PERMANENT

SALARY : Kshs.129, 949 PER MONTH

A vacancy has arisen at the British High Commission for an Estates Finance Officer. The British High Commission Nairobi consists of over 300 employees with a wide variety of experience and job roles, representing over 10 government departments working within Kenya and Somalia.

The position is graded at A2(L) for which the current salary scale starts at Kshs. 129,949/- per month before deduction of tax. Where the jobholder is not liable to Kenyan tax, the scale will be abated under HM Treasury rules and starts at Kshs. 97,356- per month to take account of the tax they would have paid. The anticipated start date is June 2015.

Main purpose of job:

The Estates Finance Officer will join the BHC Joint Corporate Services team providing support in budget oversight and day to day financial management of a substantial residential and office estate. The successful candidate will be responsible for managing a budget worth 40% of the overall post budget allocation, covering rent, utilities, security and property maintenance. She/he will be expected to work in conjunction with various teams to profile and forecast spends on budget lines.

Roles and responsibilities:

Work in conjunction with the Estates Manager to forecast and profile spends on budget lines, monitor expenditure and ensure value for money and compliance with procurement audit procedures;

Coordinate bid preparation for the Medium Term Financial Planning exercise on; rental budget, furnishings, maintenance, security and utilities budgets which run up to Ksh. 340 million;

Prepare requisitions or distribution sets detailing payments on utilities, rents and security due for submission to the Global Transaction Processing Centre in the UK;

Monitor expenditure on Technical Works Group projects and providing accurate reporting (including financial compliance monitoring);

Undertake regular financial housekeeping, including clearing invoices on hold and goods received but not invoiced, closing open purchase orders;

Preparation of requisitions and receipting of goods and services on accounting system PRISM;

Prepare and maintain the Post’s utilities data inventory on Pyramid (The High Commission Property Management system).

Key competences required:

Collaborating and Partnering – Working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions

Delivering Value for Money – Efficient, effective and economic use of taxpayers’ money in delivery. Seeking out and implementing solutions which achieve the best mix of quality and effectiveness for the least outlay. Taking decisions based on evidenced information and following agreed processes and policies, challenging these appropriately where they appear to prevent good value for money

Changing & Improving – Responsive, innovative and seeks out opportunities to create effective change. Open to change too, suggesting ideas for improvements to the way things are done, and working in ‘smarter’, more focused ways. Making use of alternative delivery models

Delivering at Pace – Focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes, working to agreed goals and activities and dealing with challenges in a responsive and constructive way

Other skills / experience / qualifications:

The successful candidate will require a background in finance work, in particular budget management and forecasting

Must have excellent IT skills

Good oral and written communication skills

They will also need to pay attention to detail and show initiative

Must have good customer service skills coupled with an ability to handle difficult customers.

NOTE:

All applicants must be legally able to work in Kenya with the correct visa/status or work permit.

The British High Commission in Nairobi is an equal opportunities employer, dedicated to inclusivity, a diverse workforce and valuing difference.

Staff members recruited locally by the British High Commission in Nairobi are subject to Terms and Conditions of Service according to local Kenyan employment law.

Spouses/registered partners of UK Based Staff, are able to work within the BHC/BCG but their salary will be abated at the appropriate tax rates.

Reference checking and security clearances will be conducted.

If you have not heard from us 3 weeks after the closing date, please consider your application unsuccessful. Note: Any questions you may have about this position will only be answered during interview, should you be invited.

To Apply

All applicants should submit a short (1 page maximum) covering letter stating why they are a suitable candidate for the position along with a copy of their CV in English and application form, by email to: [email protected]

External Application Form – A2 Estate Finance Officer (MS Word Document, 84.5KB)

Internal applicants should also submit the above, with a copy of their most recent (last 24 months) appraisals to the same email address.

All candidates: Please quote in the subject line, of your email, the Vacancy Notice No: 12/15 NR and the position you are applying for.

Internal candidates, and spouses of diplomatic officers: Please quote in the subject line, of your email, the Vacancy Notice No: 12/15 NR and the position you are applying for, and also indicate that you are an internal candidate, or spouse of a diplomatic officer.

The closing date is 10 June 2015 and no further applications will be accepted after this date. Only electronic applications will be accepted.

Project Officers (2)

Section: Counter Terrorism Department (Nairobi Office)

Grade : B3

Position type : Fixed term contract for 1 year

Salary : Ksh. 201, 161 Per Month

Two Project Officer Positions have arisen at the British Embassy in Mogadishu. The role is based in Nairobi but will require travel to Mogadishu, which could potentially include providing leave cover for the CT Programme Manager. The position is graded at B3 for which the current salary scale starts at Kshs.201,161/- per month before deduction of tax. Where the jobholder is not liable to Kenyan tax, the scale will be abated under HM Treasury rules and starts at Kshs.147,205- per month to take account of the tax they would have paid

Main purpose of job

To oversee specific CT projects using PPM skills to design proposals, manage implementation, monitor project expenditure, and deliver VFM within an overall Programme. Particular emphasis is on delivery via contract management skills and maintaining detailed project plans, developing and maintaining mechanisms to monitor spend vs. forecast.

Roles and responsibilities

Project Management:

Assisting in the drafting of programme bids and their security and justice assessments.

Initiate and complete procurement/tender processes.

Contract Management – drafting of contracts and ToRs, liaison with the FCO’s procurement team, implementers and stakeholders, monitoring and managing of budgets, ensuring guidelines are adhered to.

Design, management and monitoring of various work strands (quality, budget, risk, and timelines).

Financial management – including developing mechanisms to monitor spend vs. forecast, regularly reviewing spends, looking at Value for Money and challenging where necessary.

Document management – MOUs, contracts, sanctions process, gifting proformas, and amendments/additions to existing project documentation.

Project reporting as required.

Policy Management and collaboration

*Engagement with policy experts and colleagues on aspects of project delivery and ensuring collaboration between project strands.

Corporate:

Ensure project files are maintained in line with Information Management policies and procedures.

Ensure project finances are recorded and reported as required.

Resources managed

Two posts are advertised one of which will have line management of one A2 project assistant. Both posts are jointly responsible for financial management of a programme budget of c. £3.5M

Key competences required:

Delivering Value for Money

Changing and Improving

Making Effective Decisions

Collaborating and Partnering

Language requirements

The role requires fluency in written and spoken English

Other skills / experience / qualifications:

Essential on arrival: Experience of working in a project or programme environment particularly financial and budget management skills Desirable: Previous experience of project management would be an advantage.

Learning and development opportunities:

Opportunities for learning and development in this role include project and programme management qualifications along with SAFE+ training

Due to the nature of the role it is necessary that any applicant be security cleared to SC status, or demonstrate that they can easily obtain such clearance.’

Clearance is most easily obtained by UK nationals with at least 3 years residence in the past 10 years in the UK, USA, Australia, Canada or New Zealand. Nationals of the latter four countries may also be able to get clearance. Candidates must have a traceable history over the last 5 years

NOTE:

All applicants must be legally able to work in Kenya and Mogadishu with the correct visa/status or work permit.

The British Embassy in Mogadishu is an equal opportunities employer, dedicated to inclusivity, a diverse workforce and valuing difference.

Staff members recruited locally by the British High Commission and British Embassy in Nairobi and Mogadishu are subject to Terms and Conditions of Service according to local Kenyan employment law.

Spouses/registered partners of UK Based Staff, are able to work within the BHC/BCG but their salary will be abated at the appropriate tax rates.

Reference checking and security clearances will be conducted.

If you have not heard from us 3 weeks after the closing date, please consider your application unsuccessful. Note: Any questions you may have about this position will only be answered during interview, should you be invited.

To Apply

All applicants should submit a short (1 page maximum) covering letter stating why they are a suitable candidate for the position along with a copy of their CV in English, by email to: [email protected]

Internal applicants should also submit the above, with a copy of their most recent (last 24 months) appraisals to the same email address.

External Application Form – B3 Project Officer (MS Word Document, 84KB)

All candidates: Please quote in the subject line, of your email, the Vacancy Notice No: 15/15 NR, and the position you are applying for.

Internal candidates, and spouses of diplomatic officers: Please quote in the subject line, of your email, the Vacancy Notice No: 15/15 NR, and the position you are applying for, and also indicate that you are an internal candidate, or spouse of a diplomatic officer.

Only electronic applications will be accepted.

The closing date is 12 June 2015 and no further applications will be accepted after this date.

Temporary Trade Officer (4 months)

Section : UK Trade and Investment

Grade : A2 (L)

Position type : Full Time

SALARY : Ksh 129,949 PER MONTH (Before Tax)

A vacancy has arisen at the British High Commission (BHC) for a Temporary Trade Officer to provide assistance to British businesses looking to invest in Kenya for a period of 4 months beginning July 2015. The BHC consists of 360 employees with a wide variety of experience and job roles, representing 10 government departments working within Kenya and Somalia.

The Role

UK Trade and Investment (UKTI) is the United Kingdom Government’s international business development agency. The UKTI team in Kenya is charged with trade development between the UK and Kenya, assisting Kenyan companies looking to set up operations or expand in the UK and, informing British businesses about opportunities in Kenya. The team also contributes to Her Majesty’s Government’s work on the Prosperity agenda through providing high quality advice and analysis regarding the business environment and commercial potential.

The Trade Officer will be a highly motivated individual, have excellent communication skills, be well organized, able to use his/her own initiative and, effectively manage UKTI budgets.

The main duties include:

Support Trade Development Managers and Head of UKTI Kenya.

Focal point of contact for British Businesses, handle initial queries, provide advice on the business environment and company registration procedures

Undertake research and marketing activity, help the Trade Development Managers identify potential investors that would be interested in setting up or expanding their operations in Kenya.

Write and compile reports on specific topics relating to market developments, best routes to market, and potential Kenyan business partners for UK companies looking to enter the Kenyan market.

Compile visit programs and organise company meetings for UKTI. Attend meetings where appropriate and assist in management of client relationships

Provide operational and administrative support by maintaining UKTI Customer Data Management System (CDMS).

Assist with the planning and execution of international trade missions, industry focused seminars and other events to promote the UK.

Input into and manage a database of key contacts in the industry.

Identify public and private sector tenders and alert UK companies on the opportunities.

Desired skills

Understand international / regional / Kenyan trade and investment issues

Excellent research and report writing skills.

Attention to detail and good follow up discipline

Ability to produce good quality and accurate work, against tight deadlines

Ability to excel in a collaborative team environment.

Ability to prioritise, effectively manage and execute multiple tasks to a high standard

Educated to a degree level (University graduate or equivalent work experience) preferably in international business or marketing.

Fluency in English, written and verbal

Strength in MS Office, Excel, Access and Outlook

Proven online research skills.

Knowledge of UK and Kenyan domestic / foreign affairs is desirable

Key Competences

Making Effective Decisions: being objective; using sound judgement, evidence and knowledge to provide accurate, expert and professional advice. Leaders will be creating evidence based strategies, evaluating options, impacts, risks and solutions.

Collaborating and Partnering: creating and maintaining positive, professional and trusting working relationships with a wide range of people within and outside the High Commission to help get business done. It requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions.

Building Capacity for All: having a strong focus on continuous learning for oneself, others and the organisation. Being open to learning, about keeping one’s own knowledge and skill set current and evolving.

Managing a Quality Service: being organised to deliver service objectives and striving to improve the quality of service, taking account of diverse customer needs and requirements. People, who are effective plan, organise and manage their time and activities to deliver a high quality and efficient service, applying programme and project management approaches to support service delivery.

Delivering at Pace: focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. Working to agreed goals and activities and dealing with challenges in a responsive and constructive way. Building a performance culture to deliver outcomes with a firm focus on prioritisation and addressing performance issues resolutely, fairly and promptly.

Language requirements:

Language: English Level of language required: Fluency

NOTE

All applicants must be legally able to work in Kenya with the correct visa/status or work permit.

The British High Commission in Nairobi is an equal opportunities employer, dedicated to inclusivity, a diverse workforce and valuing difference.

Staff members recruited locally by the British High Commission in Nairobi are subject to Terms and Conditions of Service according to local Kenyan employment law.

Spouses/registered partners of UK Based Staff, are able to work within the BHC/BCG but their salary will be abated at the appropriate tax rates.

Reference checking and security clearances will be conducted.

If you have not heard from us 3 weeks after the closing date, please consider your application unsuccessful. Note: Any questions you may have about this position will only be answered during interview, should you be invited.

To Apply

All applicants should submit a short (1 page maximum) covering letter stating why they are a suitable candidate for the position along with a copy of their CV in English and Application form, by email to: [email protected]

External Application Form – A2 Trade Officer (Temporary) (MS Word Document, 84KB)

Internal applicants should also submit the above, with a copy of their most recent 24 months of appraisal evidence (i.e. two full appraisals, or however many abridged appraisals, minutes etc. to make up two years’ worth of evidence) to the same email address.

All candidates: Please quote in the subject line, of your email, the Vacancy 16/15 NR, and position you are applying for.

Internal candidates, and spouses of diplomatic officers: Please quote in the subject line, of your email, the Vacancy 16/15 NR, and position you are applying for, and also indicate that you are an internal candidate, or spouse of a diplomatic officer.

Only electronic applications will be accepted.

The closing date is 09 June 2015. No further applications will be accepted after this date.

Team Leader Sustainable Economic Development, Senior Private Sector Adviser

Division: DFID Kenya

A vacancy has arisen for a locally recruited A1 Team Leader for the Sustainable Economic Development team, who will also be the Senior Private Sector Adviser.

The jobholder will lead the DFID Kenya SED (Sustainable Economic Development) Section. The jobholder will have overall responsibility for the day to day management and implementation of the SED programme portfolio reporting to the Head of Office.

Major components of the SED programme include: business climate reform; a markets for the poor (M4P) programme; support to East Africa regional integration (primarily on trade, taxation, transport and ports,); financial sector deepening; a competitiveness programme including public private partnerships (PPPs), key sector development and other areas; and extractives and youth employment programmes; all with scale up planned for the next four years. The post supports and manages the climate adviser on an exciting environment programme, a new mini-grids programme and on the cross office implementation of the UK International Climate Fund (ICF).

The appointment will be under local terms and conditions and is subject to security clearance.

The salary for this position at A1 level is Kshs 918,737 per month before tax.

Check the links below for more information and details

Programme Management Competencies Framework (MS Word Document, 83.6KB)

Job Description – Sustainable Economic Development Adviser (MS Word Document, 273KB)

External Application Form – Sustainable Economic Development Adviser (MS Word Document, 83.5KB)

New Civil Service Competencies (PDF, 1.5MB, 46 pages)

If you are interested in applying for this position please email your BHC external completed application form and CV to: [email protected]

The closing date for applications is: June 21 2015. Applications will not be accepted after this date.

Any queries relating to this position should be directed in the first instance to Adrian Green

The appointment will be under local terms and conditions, and Kenyan employment law.

Candidates should have: a Masters, MBA, or PhD, a minimum of 15 years’ relevant work experience, and line management expertise or be able to demonstrate equivalent transferable skills (for example in a senior role in business, as an accountant, a banker or in an equivalent leadership role).

DFID is an Equal Opportunities employer. Applications are welcomed from all parts of the community, and we actively encourage interest from women, ethnic minority groups and those with disabilities. Selection is on merit

Direct High Commission link here

Sasini puts Nairobi property on sale for Sh. 600 million

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NSE-listed agricultural firm Sasini has put up for sale one of its prime properties in Nairobi’s central business district quoting a bottom price of Sh600 million. The building on Loita Street, whose main tenants are corporate firms, sits on 0.2159 acre piece of land. The sale is expected to raise cash for Sasini’s expansion plans.

“Prospective buyers can view the building during office hours and may send their offers to purchase the building in writing,” said an advert published by the company.

Sasini this year said it would sell 513.7 acres of its leasehold land, a transaction that is expected see the firm gain Sh1 billion to boost its cash flows.

GP Otieno, an official of Sasini, said the move would the company focus on strategic investments that add value to its shareholders.

“Real estate has never been our core business and we want to raise money that can fund our expansion in other sectors and help grow our subsidiaries,” he said.

The firm said the sale would be completed through the disposal of its subsidiaries Mweiga Estate and Wahenya Limited which hold 266.7 acres and 247 acres respectively.

Sasini made a net profit of Sh45.4 million in the year ended September.

The company’s net profit peaked at Sh993.7 million in 2010 when its turnover stood at Sh2.2 billion, underlining the falling margins over the years.

Sasini blamed the slow sales on reduced output and lower prices of its two key commodities — tea and coffee.

Businessman Nashaud Merali, who is a director and one of the big Sasini shareholders, recently sold part of his stakes in telco Airtel Kenya, Swift Global, Equatorial Commercial Bank  and Kenya Data Networks.

Why your cow MUST sleep on a mattress

Farmers who have used the cow mattresses have realised an increase in milk volume from their animals. It provides comfort and dry bedding that enhances hygiene standards in the cowsheds thereby controlling cases of mastitis infection.

Use of the cow mattress will save you money from losses related to mastitis infection.

It is more effective than the twigs, coarse sand, dried manure or saw dust. Such bedding materials do decompose, especially when cows urinate or dung on them, creating conditions that are not comfortable any more for the animals.

During decomposition, which may not be easily noted by the farmer, these materials allow for multiplication of harmful bacteria that later cause infection to the animals.

Proper mattresses are easier to maintain since they are easy to clean and disinfect. If cows lie on them, they feel encouraged to stand during defecation and urination, making them clean at all times. These maintain the high standards of hygiene required in your cowsheds.

They also offer long term comfort, giving cows maximum time for resting and relaxing; time that allows them to undergo natural body processes such as increased blood supply to the teats and the udder. This guarantees a higher milk yield and healthier animals that increase farmers’ profits.

The mattresses also protect the cows from physical injuries caused by rugged resting floors. This is a step ahead in saving you money from treating the animal.

Farmers do spend more on repeated inseminations resulting from poor heat detection; but with the cow mattresses, the cows feel secure hence show clearer strong heat signs.

This allows the farmer do proper timing of insemination and save on repeated insemination costs.

The soft nature of the mattresses allows them to absorb pressure, especially from the front knees and hocks of the cows during lying down and rising.

CHANCES OF LAMENESS

This, again, reduces chances of lameness in cows or getting injury-related stress. The healthy productive cows also remain long in the herd as premature culling is assured.

Increasing milk production is the desire of every dairy farmer as well as prevention of deadly diseases like mastitis, an infection of the mammary glands and udder tissue caused by poor housing, among other factors.

To earn more profits, farmers have put into practice every approach that can help them raise the yields of their cows. Now, farmers have a reason to smile because of the new cow mattresses; a technology borrowed from the developed countries, which comes as a major boost towards increasing milk production.

It works!

Cows, just like humans, give more if treated well. Treating your cows well does not necessarily mean you have to be an animal scientist professional for things to work right, it is simply being passionate in your dairy farming and learning from successful dairy farms to know what your animals require.

Many farmers have wondered how cow mattresses look like. They are mostly black in colour and are made from remains of rubber tyres, high quality enough to sustain your animal for long before replacing.

The recycled tires are treated with anti-fungal and anti-bacterial solutions that make them safe for the animals. They have a special texture pattern that ensures cows do not slip or fall, even when wet.

The mattresses are of varying thickness sizes, the most common ones being the 2-inch and the 4-inch thick sizes. Each mature cow should have her own mattress while the calves’ have theirs which are specifically designed for them and can be shared.

There are also mattresses made uniquely for other livestock like goats, sheep and even dogs.

They can be sourced from Menengai Agrovet in Nakuru and from the DeLaval Dairy Equipment Supplies.

With cow mattresses in your farm, you guarantee inexhaustible benefits to and from the animals; therefore, farmers have all the reasons to use them. When you invest in them, you enjoy your night while your cows also sleep safe and comfortably as you wait for more milk the following morning. All these translate to increased productivityf rom the cows and more profits to the farmer.