DD
MM
YYYY

PAGES

DD
MM
YYYY

spot_img

PAGES

Home Blog Page 6882

Nigeria’s Big Challenge: Curbing Crude Oil Theft

0

By Ackilis Charles

Curbing crude oil theft ‘a war that must be won collectively to save our future’.

Nigeria is the sixth largest oil producing country in the world with a capacity of 2.5 million barrels per day (bpd) and potentially the largest petroleum sector in Africa.

The sector is plagued with complex but interwoven challenges spanning across insecurity, regulatory, political and socio-economic exigencies. Of all these, crude oil theft has been one arduous problem with its impact being felt across the length and breadth of the country and thus, should be made a national priority.

Crude oil theft is a global epidemic that has bedeviled a lot of oil producing countries and hence, an aspect of global terrorism not just native to Nigeria. Unfortunately for us over here, we seem to be worse hit, as according to data gotten from oilprice.com, Nigeria in 2014 was ranked ahead of Mexico, Iraq, Russia and Indonesia on an index of top five countries mostly plagued by oil theft.

Crude oil theft evolved into a cottage industry in the early 2000’s, creating huge socio-economic problems and with global oil price rising above $100 per barrel, the illicit albeit booming enterprise reached its climax between 2011 – 2014. In 2016, reports suggest about N3.8 trillion losses were recorded by the international oil corporations (IOC’s) and government due to crude oil theft, pipeline vandalism and sabotage.

Therefore, crude oil theft poses a significant threat to the socio-economic stability of communities, states, and countries in which the menace is prevalent. Hence, a commiserate advocacy campaign is needed to heighten the level of consciousness of the host indigenous communities where this illicit business is being carried out.

Poverty, high rate of unemployment, poor governance, wide spread corruption in the system, neglect by the government and some IOC on environmental safety and effects of resource extraction in oil bearing communities has been argued by some as the driving factors and rationale behind involvement in crude oil theft.

Pipeline saboteurs bold enough to speak to the camera see their actions as economically rational, politically necessary, morally defensible and socially productive. They describe illegal oil bunkering as an entrepreneurial, free market response to local economic dysfunction, socioeconomic pressures, chronic fuel and energy shortages in the region and government’s failure to deliver basic public services.

As much as some of these listed inadequacies might be true, resorting to hydrocarbon theft is equivalent to trying to solve a problem with a problem, which is unacceptable in any sane society as anarchy can never be a solution to injustice. Instead it begets other vices that could have negative effects on the country.

There are several categories of crude oil theft in existence. Three of the most common are as follows;

  • Small scale pipeline tapping/well head theft
  • Large scale illegal bunkering
  • Over lifting/under declaration at export terminals

While the three types are not mutually exclusive, they however do have different sources, actors, markets and revenue streams. Some findings have highlighted the complicity and increased cooperation between militant elements, state actors, oil companies in some of these categories of theft, as there have been little deterrence from enforcement agencies.

Crude oil theft albeit lucrative comes with immeasurable environment and social degradation, economic and security instability, health hazards, destruction of energy infrastructure resulting in huge resources being expended on repairs, investor apathy and hence low developmental prospects.

Statistics of the volume of crude lost to theft and its direct bearing on the communities and general polity has been difficult to access, as the sectors dealing is shrouded in secrecy and thus unavailability of synchronized data that could be deemed reliable. Nevertheless, anecdotal evidences were used to arrive at estimates of the impact and effect of this hydra headed national conundrum.

Assessment by Nigeria Natural Resource Center (NNRC) reported that losses due to crude theft and pipeline infractions as of the first quarter of 2108 averages at about 300,000 bpd with about 200,000 potentially stolen while the remainder is lost to shut-ins from pipeline damage, downtime and differed productions.

The impact of such losses is enormous and translates to severe revenue shortage for the federal government with estimate putting it at around N995.2 billion per annum. This estimate is greater than the combined allocations for health and education in the 2018 budget. Environmental damage, security cost and loss of investment as a consequence of crude theft was estimated at around $55 billion over the last decade.

Owing to the combination of negative downturn in global crude prices and low production output (majorly due to resource theft and vandalism), national debt levels did soar as the country had to borrow to finance budget deficit due to revenue shortfall against budget projections.

With limited education and refining expertise, refining operations by locals involved in oil bunkering do contribute to large scale environmental damage as this is done in the creeks with no proper channels for waste disposal, hence polluting the delta, burning down plants life and so on. In addition, products from their artisanal firewood refineries are deemed to be substandard by state authorities and occasionally destroyed.

In situations where stolen crude was not refined locally for communal consumption or sales, the proceeds from this blacklisted but thriving enterprise could be a key source of funding to militants and other armed groups who trade them for ammunitions, thus, threatening the security and political stability of those regions.

IOC’s over the years have fallen short of international best practices stipulated to ensure minimal environmental degradation. This has somewhat led to oil spillage and seepages destroying vast kilometers of lands, farms, polluting the waters and thus, killing off the source to feeding and livelihood of the indigenes of the host communities. Also, gas flaring which has been a tradition for most of these IOC’s has been found to have negative effect on the atmosphere.

Efforts to curb this epidemic and address it root cause(s) and not just the symptoms have in most cases been poorly conceived, unsustainable and inadequately implemented. At federal level, government response to crude theft have been usually reactionary instead of precautionary.

In addition, weak government institutions and lack of political will to call some of the ailing IOC’s to order was highlighted when a Dutch appeal court seated at the Hague ruled that Shell could be held liable for oil spills in Nigeria despite the firms claim that it was caused by sabotage.

Sequel to a media chat by New Nigeria Foundation (NNF), a non-governmental organisation (NGO) championing an advocacy program against crude oil theft, participants present unanimously agreed that the media, elites and influential state actors have a very important role to play in curbing oil theft, as this is a war that must be won collectively in order to secure our future.

Information is a powerful tool when properly harnessed. This should be used to attract the attention of stakeholders (government, oil corporations, middlemen in the oil and gas value chain and indigenes of oil bearing communities) to the devastating effect of this illicit albeit booming business down south and the need to not embark or continue in sabotaging the economy of the nation and also endangering their lives.

The media do play an important role in forming public opinion and thus should be used as an avenue to educate the youths, our mothers and the elderly against either engaging in oil bunkering or shielding the perpetrators because of communal sentiment or angst against the government. Also, locals should be educated on the impact and effects of crude theft on their health, environment and posterity, as it could take decades to clean up and reclaim vast kilometers of land or water made and still being made inhabitable.

Detailed investigation anchored by both public and private media bodies, NGO’s and other interested data mining corporations should be embarked on, as it could help bring to the fore, the scale and depth of crude theft/illegal bunkering in the petroleum upstream and downstream sectors.

Also, the media should write, report and expose corruption in the petroleum and maritime sectors as those charged with the obligation to police and guard against some of these illicit activities are somewhat complicit and supposedly aiding or abating these economic saboteurs for personal/communal gains.

The media should provide an alternative platform to the voiceless in host communities suffering environmental hazards plus other costs that comes with petroleum exploitative activities. Majority of local inhabitants live in penury despite the huge amount of resources being lifted from there and this they attribute to neglect by the authorities.

Well lettered countrymen, elites in the bracket of community, state and federal ambassadorial positions, veterans and elder statesmen should engage the government and bodies responsible for the welfare, safety and security of these host communities on the need to govern better, initiate people friendly policies, purge itself of corruption, adequately man and secure our waters and pipelines.

Government at the federal level should also engage in bilateral agreements with neighbouring countries where stolen crude sales could be made in order to block supply channels and make crude theft less lucrative for persistent criminal elements.

Charles Maduabueke, BSc in geology and mining, wrote from Lagos.

Understanding The Anchors To Great Success: Your brand, Your Integrity, Your Promise

0

By Adebola Alabi

A promise is a commitment to do or not do something. People of high integrity keep their promises. As a manufacturer, your promise is to deliver quality products on time within schedule in a cost-effective manner. As a service provider, your promise to your customer is to provide top notch services that will keep your customer engaged and happy. As an employee, your promise to your employer is to add value to the company and in return your employer commits to paying for your time at the end of each month.

As a father, when you promise to take your son to a school night game, he expects you to keep your commitments. Healthy relationships are built upon foundation of promises of loyalty, trustworthiness, and show of love by both couples. If you are a credit card user or if you have a loan with a bank, to maintain your integrity with your financial institution, you must keep your promise of paying your loans as at when due.

Every year politicians all over the world also make promises to their citizens, they pledge to create more jobs, build infrastructures, deliver access to great healthcare, and make life a little bit better for the people. The ones that kept their promises are often rewarded with another term in the office and they are held in high esteem in the society after their time of service. Companies that keep their promises of providing high quality products and excellent customer services are rewarded with loyal customers and more business opportunities. Parents that keep their promises are well respected and loved by their children. Borrowers that keep their promise get rewarded with high FICO score and lower interest rate when they go to bank to apply for loans. Relationships where husbands and wives keep to their commitment last longer with both couples living together happily.

Our world today is filled with many broken promises. Politicians no longer care to honor their oath of office, they look after their own interest rather than those of the citizens. Marriages are crashing just as soon as they get started, forever ever after is becoming a tale in a world that is less caring about the affairs of others. Employees are no longer loyal to their employers, they jump from one company to another, because they do not feel that their employers care about their future in the company. Companies will lower quality and customer satisfaction just to make extra profits. Broken promises also imply lack of trust among people in our society.  It is crucial to restore trust, integrity, and honor so that the interdependent relationship among people in the society can continue to thrive to the benefits of humans.

Change begins with you. Are you keeping all your promises and commitments? Are you a person of integrity? If not, here are some things you should know about keeping promises so that you can build your brand:

  1. Under promise, over deliver: Most people over promise and then under deliver. I believe it is better to under promise and over deliver, this is a better way to manage people’s expectations. Most of the time, in order to get what we want, we are tempted to oversell or exaggerate what we can do and we soon realize that we are not able to deliver on our promises when given the opportunity. Politicians will typically promise heaven on earth only to get to office and then realize that there are no enough resources to provide what they had promised. Job seekers will portray themselves as fountain of knowledge during interview and some will be a big disappointment to the employer after they hired the candidate. The right approach is to know your capacity, understand the requirement and make your promise based on the information.
  1. Step up and stretch: It is likely possible to find yourself in over your head. You told the interviewer you can do what you know that you have little knowledge about. You have promised your customer to deliver their products on a certain date, but your production line has been plagued by various quality issues. The electorates are waiting on the politician to deliver his momentous promises and nothing seems to be going in the right direction. It is time to step up and stretch. You should work harder, learn as fast as possible and grow beyond your previous limitations to match up your promises. That way, you will be able to restore trust and confidence in you.
  1. Fess up and take responsibility: You suddenly realized that you have over promised, the right thing to do is to own up and take responsibility. Go to that customer explain why he should expect delays. Go to your constituents and tell the reality of governing, show them that you are responsible, show them the progress that you are making, explain your challenges to them and let them know that you are ultimately responsible for delivering the promises.

Closing Thoughts

Your reputation is your brand. It is your duty and mission to guard and protect it jealously. One awesome way of ensuring that you protect your reputation is by making sure you keep your promises both in your personal and professional life. To make sure that you have a stellar reputation and brand, you must be a trustworthy person with high integrity, a person whose promises is his/her bond.

Nigeria’s 7GW Power Generation Capacity Challenge

0

By Ahmad ANIFOWOSE

With over seven gigawatts (7GW) of current generation capacity, 26 power plants of which three of them are Hydro-electric namely; Kainji, Jebba and Shiroro, and the other 23 thermal (mainly gas), Nigeria has about 141 turbines that can generate over 12,340 MW and transmit about 7.2GW, and distribute over 5GW of power to her over 170 million people.

The one megawatts(1MW) for a thousand people rule of thumb for an industrial nation, if brought into perspective here, presents to the system operator and the eleven distribution companies very unappetizing menus, to choose between the rock, and a hard place as to where, and when to supply energy to consumers. As if the 7GW/170 million people ratio was not debilitating enough, the issues are further amplified by technical, commercial and collection problems.

Whether that West African country so named by Flora Lugard in 1914 today is an industrial nation is up for debate, but it is undebatable that we were on that path before, when Cocoa from Ondo and Cross-River dominated the international market, and Cocoa Industries in Ikeja was very much alive; when the textile companies countrywide were producing; and when the Naira-dollar rate was pretty much advantageous to us.

Clearly, 7GW cannot take us to those lofty heights we aim to attain, however, the Incremental, Steady, and Uninterrupted power strategy cannot be attained tomorrow even with the best of policies, minds and all the financial wherewithal on ground today.

This reality has further broken the hearts of many Nigerians perhaps because of our over-ambitious characteristic or our emergency approach to problems generally.

Very many people have wrongly likened the Electricity sector to Telecommunications, with lofty hopes that once “PHCN is privatized, then we should be able to freely choose between various Energy Suppliers” without thinking of the workability of such setting.

In some countries like the UK, US, Germany, Australia, etc., a Distribution Company and an Energy Supplier exists differently; one of them focuses on all the technicalities of distributing energy (Distribution Network Operator [DNO]) to customers and the other focuses on billing customers(Energy Supplier [ES]) who then pays the DNO some amount from the revenue from customers.

With this structure, there could be multiple Energy Suppliers using the assets of the DNO in that area, and the Energy Suppliers could come up with varying tariffs and other incentive, resulting in competition. Clearly, this is not the structure available here in Nigeria, and we are not alone as countries like France, South Korea, South Africa, and a host of others with in fact steady and considerably uninterrupted power utilize the same structure.

As much as we now have a government focused on steadily increasing generation (N701B payment assurance guarantee, 3,050MW Mambilla Hydro Electric plant, 700MW Zungeru Hydro Electric plant etc) and transmission (Ikot Ekpene Transmission Substation, various upgrades and maintenance in existing substations nationwide, etc.) capacity levels Megawatt by Megawatt, it is indeed necessary for us all to conserve the little energy available to us, for longevity and more equitable distribution. Also, the banks and other investment companies should shift their focus to this sector and realize that this goose is a golden one, a major linchpin of the Nigerian economy that would lay the golden eggs in the not too distant future.

Why Lagos Shouldn’t Be The Next Dubai

5

By Babajide Oluwase

Why play second fiddle when you can be the best version of you?

Lagos is arguably one of the best representations of what people can accomplish when a government does not have the resources to manage its growing population.

For the average Lagosian, life is hard and a round-the-clock hustle to meet basic needs such as food, electricity and housing. Despite these challenges, Lagosians keep the city alive by creating a pathway with processes that may be opaque to outsiders but serve the needs of its residents.

On the other hand, Dubai is a perfect example of a scenic view. Think Dubai and you picture the Burj Khalifa, world tallest building; spectacular coastline; jaw-dropping malls with indoor ski slopes, all connected by a monorail stretched across the city. To achieve liftoff of this global metropolis, according to Daniel Brook’s History of Future Cities, “Dubai just needed a spark. That spark would be the most devastating hijacking of them all: 9/11.”

Brook argued that “The anti-money laundering provisions of the Patriot Act, passed in the wake of 9/11, made investing in the United States less appealing to wealthy Gulf Arabs. And the subsequent American invasions of Afghanistan and Iraq helped raise the price of oil.” Thus, 9/11 both showered oil profits on the Gulf and ensured that those profits would be invested close to home. As the regional financial center, Dubai was the logical place to invest locally.

But what kind of city is developing in its increasingly segregated environment?

The focus of this piece is not particularly on the Dubai project, rather to establish why Lagos should look more inwardly for its development blueprint.

Touted as the emerging “Dubai of Africa”, Lagos is striving to build a city dotted with eye catching architectural edifices – record-setting skyscrapers, ski slopes and a stunningly urban furniture. While it’s economically sound that Lagos deserves its dream El Dorado, there is no shortage of critics of the project which is seen as an exercise in blockbusting voyage by a country that cannot even ensure five days of continuous power supply to its citizens. The problem is that the plans are in fact not radical enough. In an attempt to wrench a lagging region into the modern world, we have for so long modelled our development on others, without really understudying the underlying philosophies.

Lagos Island (source: Guardian)

Local cultural heritage represents a vital aspect of urban life, and it is the cities’ role to make sure that it remains attractive to diverse audiences. Cultural heritage is a powerful tool that contributes to building cities’ identities and increasing their attractiveness, and, when well-managed, cultural heritage can drive economic activities and become enabler for creativity and innovation, community interaction, and social integration.

Lagos: A Dystopia in the Making?

The EU Global Trends 2030: Citizens in an Interconnected Polycentric World notes that segregation and preserving humane living conditions will be a major challenge facing new mega cities, noting “Rapid urbanization will aggravate social exclusion and put intense pressure on public services” Lagos as we know is a megacity choking on heavy traffic, slums expansion, and residents barricaded in fear in their gated communities. With these unpleasant realities, what do we plan to do differently to deal with it in ways that fit into our socio-cultural fabric?

The Spirit of Lagos

Lagos is a city that shouldn’t work, with a population of over 20 million, infrastructure services for less than half of its residents, formal job creation at 5 per cent of all new jobs. But, it does. Kudos to the people’s resilience, “can-do” spirit, and the ability to adapt to whatever life jabs thrown around. For the continent to succeed as we embark on an urbanising century, there is a need to further distil how it manages to do so. Of the few modern cities in Africa that can best relay the struggle and triumph of the black race to the world, Lagos provides the most stateliness of such identity. Lagos should leverage this identity to build a city deep-rooted in its heritage.

Lagos 2.0: Beyond Real Estate

Lagos needs to look beyond iconic building developments by focusing more on sustainable and economically viable land use policies – a development plan to genuinely cater for the city’s burgeoning population – expected to triple by 2050.

As the fastest growing city in Africa, Lagos occupies a sweet spot to define how cities can create systems of self-governance in the absence of formal structures, as well as a cautionary tale of informal governance structures that provide more legitimacy than due process. It encapsulates the continent’s challenges in urban development, and presents templates on what drives change.

In conclusion, Lagos should strive to be the “Next Lagos”. Unlike Dubai that is developing in an increasingly segregated environment, Lagos needs to redefine its thinking construct to create more radical development approaches that hinge on the peculiarities of the City as well as respond to the yearnings of the increasing population. Cheers to Lagos 2.0.

Workplace Demographic Challenges in Africa: Insights from a Public Sector Organisation

By Dr. Nnamdi O. Madichie and Dr. Margaret Nyakang’o

This article highlights the need for a Strategic Workforce Plan in the public sector using a case illustration of a National Bureau of Statistics in a developing world context striving to confront an ageing workforce situation. The article is based on a 2016 DBA study which was consequently published in reputable journal on Employee Relations.

Significance

The challenge of an ageing workforce is not a common occurrence in developing countries especially those in youth populated geographies such as sub-Saharan Africa. Surprisingly, therefore, the manifestations of this observed, and arguably unusual occurrence in a public sector organisation of the clout of the Kenyan National Bureau of Statistics, warrants discussing – from changing the status quo to “nipping” the demographic timebomb in the bud, engendering employee relations to organisational learning.

Timeliness

This topic is timeless as the demographic profile in Africa, South of the Sahara is ever-changing with a bulging youth population being side-lined from public sector employment. Indeed, the matter has been trending and the momentum brewing across countries from those is West Africa, to those in East Africa and Southern Africa.

Multimedia

With headlines such as Aging Workforce Challenges: Trends, Statistics and Impact closely following a 2014 World Bank Report on Aging: A problem in Africa as well? It is not surprising that the matter cannot be swept under the carpet. Indeed, a 2018 report in the Guardian recognises the problem in the UK in an article that highlights the unexpected costs. However, while this may be readily explained, the same cannot be said for Africa. Indeed, a recent report by the World Economic Forum entitled raises some matters arising – i.e. burden vis-à-vis opportunity, which confirm the study being interrogated in this article.

Key Points

Interestingly there have been numerous debates and commentaries from personal blogs to reports by the likes of the IMF and the World Bank and yet other think tanks on the pros and cons of an ageing workforce for the global economy. This article seeks to articulate these observations from a rather surprising context with a teeming youth population and the ensuing pensions crisis.

The challenge of an ageing workforce is not a common occurrence in developing countries especially those in youth populated geographies such as sub-Saharan Africa. Surprisingly, therefore, the manifestations of this observed, and arguably unusual occurrence in a public sector organisation of the clout of the Kenyan National Bureau of Statistics, warrants eyebrow raising. Using an internally generated strategic workforce plan as a tool for changing the status quo, this study highlights the “situation,” and posits how to “nip” the demographic timebomb in the bud” – from managerial interventions and/ or realisations such as employee buy-in/ relations to organisational learning.

Londoner Sydney Prior, who worked at a home-improvement store until he was 96 (source: WEF)

Why is this important?

The purpose of this paper is to investigate the need for a Strategic Workforce Plan (SWP) in a public sector organization (PSO) confronting an ageing workforce situation. The study is based upon an action research protocol with a view to initiating change through SWP developed in-house at a PSO that is arguably the custodian of workplace diversity. The findings reveal a general consensus on the ageing workforce challenges at the PSO requiring the need to revisit the status quo on the recruitment and retention strategies as well as succession planning and talent management practices within the organization. In terms of implications, the study highlights the case of a PSO that has set about addressing the workplace demographic challenge by involving employees to become more reflexive in their engagement within the organization, which serves the dual purpose of “custodian” and “role model” for the country.

Is this business as usual?

Generally speaking, the challenge of an ageing workforce is not common occurrence in developing countries such as Kenya. However, the manifestations of this unusual occurrence, and attempts to “nip things in the bud”, using an internally generated SWP with a view to changing the status quo is a demonstration of organizational learning and employee buy-in.

Against the backdrop of a rapidly growing, and better educated youth population in SSA, the representation of the youth in the public sector has been marginal. This raises a number of concerns that form part of the research enquiry prompting the need to explore whether a Strategic Workforce Plan (SWP) would be accepted and implantable in order to mitigate the demographic challenges in the workplace of a Public Sector organization (PSO) that should be a role model for the public sector in Kenya. The study demonstrates the case of a PSO that requires addressing the workplace demographic challenge confronting organizations especially those in the public sector. In this particular case the need is even more pertinent considering that it should be seen as not just the custodian but also as a role model for workplace diversity. The study, therefore, sought to investigate the need for a SWP in a PSO confronting an ageing workforce dilemma.

Study Aims and Objectives

The main purpose of this study was to investigate organizational sub-groups at the Kenyan National Bureau of Statistics (KNBS) and tease out the multiple team perspectives of employees as experienced in their everyday lives within the organization. This involved encouraging employees to become more reflexive in their engagement at KNBS. As a reflexive study the three aims were to:

First, understand why staff have not been replenished regularly leading to mass exits. This would then improve the staff recruitment strategies.

Second, to identify strategies that would foster understanding between the older and younger generations. This will improve employee relations within the workforce and improve retention rates.

Third, to link the organization’s strategic objectives to the human capital challenges as well as the Government’s development blueprint, the Vision 2030.

The Organisational Challenge

The KNBS faces a looming workplace demographic deficit that would require research into understanding how best to replenish exiting staff, while improving on diversity of its workplace along all facets of the demographic – age, gender, education being the main elements. In the face of a new “constitutional dispensation” in Kenya, coupled with the country’s increasingly aware and educated populace the diversity of the workplace should be seen as central to the daily lives of those in the public sector of which KNBS is the legitimate custodian. It must be pointed out that KNBS is a microcosm of the general Kenyan economy where on average, 800,000 Kenyan youth join the labour market every year, chasing the half a million jobs available. What is intriguing, however, is that these jobs are mostly in the informal sector of the economy (only 10 per cent are in the formal sector). Indeed, official statistics such as those from the World Bank’s Economic Stimulus Plan suggests that an additional 300,000 jobs would have been created enough to hire all unemployed urban youths aged 15-34 years. Government spending government on jobs creation is expensive and the returns are not commensurate with the financial outlays.

What are the main findings of the study?

The main findings of the study lean towards the need for SWP emanating from the established ageing workforce at KNBS. The focus groups all pointed towards: A change in the status quo especially in the areas of existing recruitment and retention strategies; Matters related to talent management and succession planning. Indeed, a realization of the disconnect in the inter-generational workforce, which emerged out of the collective internally driven action research also testifies to the appropriateness of the adopted approach; Provides avenues for reflexive thinking and organizational learning being plugged into the SWP going forward – in other words the buy-in of employees going through a change process. Overall, the main purpose of this study was to explore the how, where and what the ageing workforce in Kenya’s public sector has been managed.

So, what do we conclude?

In order to reach the conclusions, an evaluation of the status quo within the ranks of the custodian of national statistics in the country was undertaken with a general consensus reached as to the need for changing existing practices. Considering that KNBS is perceived by the key informants in the study as a microcosm of the wider economy, the dilemma of an ageing workforce was deemed to be a clear and present danger, which is in need of public policy attention. As a consequence, the proposed SWP may be seen as a step in the right direction, as it proposes coping strategies to address the demographic challenge facing, not just KNBS in particular, but Kenya in general.

Undoubtedly the workplace, as we know it today, faces challenges, even with the best laid out plans. The proposition for a SWP against a fast dwindling older generation of workers brings into sharp focus the question of accession of younger generation into the workplace – especially in a context that is newly exposed to the situation of an ageing workforce.

This demographic diversity poses a challenge in terms of creating and managing harmonious workplaces, where each generation’s unique values and office expectations commingle. Indeed, research has pointed out that management should be aware of the characteristics of the different generations (notably Generation Y) even though it may also bring about inter-generational conflict in the workplace. In order to avoid such clashes, organizations should have clearly defined roles and responsibilities to all staff without discrimination to ensure that all employees work in harmony. Overall even though this study may be deemed a pioneering effort as exploring diversity issues in the workplace and specifically from the age discrimination rather than the usual suspects (e.g. gender and ethnicity) it must be acknowledged that prior studies have undertaken such endeavours – albeit from an SME perspective – exploring organizational commitment and talent management.

About the Authors:

Nnamdi O. Madichie, PhD, is currently External Examiner at the Liverpool John Moore’s University, UK. He is also Director of the Centre for Research and Enterprise at the Bloomsbury Institute London. His research interests straddle broad areas of marketing and entrepreneurship. Dr Madichie is also co-author of Digital Entrepreneurship in Sub-Saharan Africa published as part of the Palgrave Studies of Entrepreneurship in Africa. He is a Fellow of the Chartered Institute of Marketing (FCIM), a Fellow of the Chartered Management Institute (FCMI), and a Fellow of the Higher Education Academy for England and Wales. He can be contacted at nnamdi.madichie@bil.ac.uk

Margaret Nyakang’o is a Certified Public Accountant (CPA) and holds a Doctor of Business Administration from the University of Liverpool, UK (2016). Her experience spans over thirty years across Government institutions, Local authorities, State Corporations, Donor-funded programmes and Academia. She has recently completed her term in office as Director of Finance & Administration at the Kenya National Bureau of Statistics (2008-2018). Prior to this, she had worked with the Kenya National Audit Office as Principal Auditor. Dr Nyakang’o has just completed a six-year tenure as a Board Trustee with the KNBS Retirement Benefits Scheme and is currently Board member of the Institute of Pension Management, where she chairs the Strategy and Finance Committee and the Vet Labs Sports Club since January 2018 as Membership Director. She also sits on the Kenya National Commission for Human Rights Audit Committee as a member. She had been the Finance Director of Africa International University and currently shares her wealth of experience at KCA University bridging the practitioner with the academic world in business schools.