East Africa: Business for Disaster Management Roundtable (B4DM) - Nairobi, 27th August

1. East Africa: Business for Disaster Management Roundtable (B4DM)
The one-day event will increase awareness, facilitate information
exchange, and create opportunities for humanitarian actors and
business to strengthen collaboration. The day will foster the co-creation
of products and services for effective disaster management in East
Africa.
This event is a continuation of WorldVision’s Business for Disaster
Management engagement initiative, building on the success of a
Roundtable held in December 2014.
WorldVision aims to contribute to more consistent and strategic cross-
sector collaboration in East Africa. This recognises the global efforts
through theWorld Humanitarian Summit to improve the efficiency and
effectiveness of disaster management as a timely discourse for emerging
East African economies and fragile contexts.
A key topic will be“sustainable solutions” for displaced communities
considering the South Sudan, Burundi and ongoing Somalia crises with
massive and longer-term displacement.The average refugee is displaced
for 17 years according to UNHCR and yet hosting countries are faced
with evolving refugee government policy debates as is the case in Kenya.
Slow onset disasters and protracted crises tend to be less attractive to
corporates due to lack of media interest, as well as the risk that comes
with violent contexts.
TOPIC:
“# business4impact”
WHEN:
August 27, 2015
WHERE:
WorldVision East Africa Regional Office (EARO) complex in
Nairobi/ Karen, off Karen Road that also leads to the Karen
Inn - Prof. Mlay Hall, on the ground floor
WHO:
Representatives from UNHCR, UNICEF, UNOCHA, local
and multinational business,WV EAR National Offices, INGOs,
The Partnering Initiative, Institute for Human Rights and
Business, local community representatives.
WHY?
According to UNOCHA reports, 78% of the private sector
wants to engage with communities to address crises, but
very few are actually involved and over 60% of the relatively
limited ongoing partnerships are ad-hoc.
http://www.unocha.org/eastern-africa/maps-graphics/ocha-maps
Peace, Protection and Opportunity
Kigali
Asmara
Kampala
Juba
Khartoum
Nairobi
Djibouti
Mogadishu
Bujumbura
Addis-Ababa
SUDAN
ETHIOPIA
KENYA
SOMALIA
YEMEN
SOUTH SUDAN
UGANDA
TANZANIA
ERITREA
DEMOCRATIC
REPUBLIC OF
THE CONGO
BURUNDI
RWANDA
DJIBOUTI
1,360 3
15,950 3
2,314 3
50,124 3
9,024 4
1,737 4
8,046 4
1,486 4
15,745 4
125 4
32,418 3
16,896 3
8,220 3
10,590 3
55,000 3
Phase 3 and 4
No data
Phase 1 and 2
Integrated Food
Security Phase
Classification (IPC)
(July-September 2015)
1
Number of people displaced
Refugees and asylum-seekers (since Jan-15)
Refugee, returnee and TCN movement
xx
xx
xx
Returnees
Third Country Nationals (TCNs)
12.17 million1
11% food insecure people in Crisis and
Emergency phase (Apr-15)(since Feb-15)
(since Apr-15)
3%
(since Apr-15)
6.68 million2
people are displaced internally
(Jun-15)
2.44 million3
refugees in the region (Jun-15)
1%
*Map adapted from OCHA, June 2015

2. THE ROUND TABLE WILL INCLUDE
• Discussions on direct investment, engagement with Governments
in fragile contexts on policies of importance to their businesses
and customers; brand recognition, entry into new markets & taking
advantage of emerging vibrant local economic segments – as
showcased by the recent Global Entrepreneurship Summit held in
Nairobi
• Jointly identifying concrete collaborations and co-creation-
opportunities which are complementary to efforts of the
humanitarian industry in finding solutions to the humanitarian
financing challenges.
• Sharing of success stories and challenges
• Learning how new corporate entities are investing in humanitarian
issues – like the Ebola Response
• Exploring value-alignment with reference to human rights, child
protection and business practises based on UNICEF’s“children’s
rights and business principles” guidelines. Input from the Institute
for Human Rights & Business and others based in Nairobi will
contextualise this to East Africa.
• Recognising the cost of developing and maintaining partnerships,
there will be discussions on how to bring partnerships to scale and
create sustainability through local partners and ownership
WHO GIVES IT?
72%
US$ 3.9bn
FROM
INDIVIDUALS
2013
Trust and
Foundations
5%
Companies &
corporations
7%
National
societies &
communities
10%
Others
6%
The future of private
humanitarian assistance
The nature and role of private humanitarian
assistance is changing.
A growing number of private actors - particularly
companies - are moving beyond financial support
towards a“corporate partnership”approach,
providing a range of skills nd resources whose
financial value is unknown.
People
People
People
NGO
NGO
Business
NGO
Business
Business
Approach 1 Approach 2 Approach 3
Approach 1: Business provides goods, services, or money to NGO to
deliver assistance to people
Approach 2: NGO provides goods, services or money to people to
access goods or services from businesses
Approach 3: Business and NGO collaborate to enable people to
better access goods or services (provided by the business, others or the
state)
Approaches for INGOs and Business to
work together
*Source Global Humanitarian Assistance Report, Private
Funding 2015 – Humanitarian Assistance from Non-State Actors
Peace, Protection and Opportunity

3. THERE ARE OPPORTUNITIESTO PARTNER FOR
• Resource mobilization
• Implementation
• Innovation, learning and business development
• System coordination initiatives
• Advocacy
At a global level companies likeTNT, DHL, MasterCard are already
engaging. Closer to home in East Africa we have companies like
Barclays, Safaricom,Airtel and others engaging around cash and
voucher programming.Together various companies across sectors
are defining opportunities for meaningful engagement before, during
and after disasters.
POSSIBLE BENEFITS
• Children and their communities enjoy the benefits of
timely and efficient response, as well as of effective disaster
mitigation
• Brand building
• Improved public image
• Access to new markets
• Staff motivation
• Improved attractiveness to prospective employees
• Organisations themselves become resilient to disasters
• Corporate-humanitarian transfer of expertise can improve
preparedness
• Improved speed to deliver, support and respond to crises
• Strengthening of local businesses and economies when
goods and services can be procured locally, which can also
reduce transport and storage costs
Opportunities abound in infrastructure
consumer-facing and agricultural sectors
Two trends definingAfrica’s future growth path include rising
urbanization and growing consumer class. in line with thse
trends. FDI data reveals strong inflows int oth real estate,
hospitality and construction (RHC) in 2014.Three consumer
facing sectors - technology media and telecommunictions
(TMT); financial services; and consumer products and
retail (CPR) again attracted the largest share of investor
activity. Respondents to our survey are also excited about
prospects in the relatively under exploited agricultural sector.
*Source:Africa Attractiveness Survey 2015
Rising urbanization has
resulted in RHC becoming
the fourth most attractive
sector in Africa
A growing consumer class
in Africa continues to spel
opportunities for financial
services,TMT and CPR
31% of respondents expect
agriculture to drive growth in Africa
over the next two years
Peace, Protection and Opportunity

4. BACKGROUND:
Last year, the Roundtable event discussed the results of the cross-
sector collaboration landscape research for Disaster Management in
East Africa. Participants from 14 local and multinational businesses, UN,
WV met and discussed – and acknowledged that
• Increasing urbanization, continuously protracted fragile contexts
and the negative impact of recurring natural disasters such as
drought on vulnerable communities, in particular on children’s
wellbeing represent a new scale of humanitarian complexity that
cannot be addressed by traditional humanitarian actors alone
• Business in East Africa has unprecedented reach even into
war-torn Somalia, but at the same time, business as part of local
economy is affected by disasters (natural or conflict)
• There is a role for business in every phase of the Disaster
management cycle: Early warning Preparedness
Disaster Mitigation Response Recovery
Transition,
• Partnering modalities can take different shapes and forms
on the spectrum from transactional (philanthropic giving and
limited co-ownership) to transformational (co-creational,
longer-term accountability, mutual benefit), commercial or even
non-commercial.The goal of the B4DM initiative is to have
transformational relationships that also provide mutual benefit
for stakeholders, especially most disadvantaged children and their
families and communities prone to or affected by disasters
It was realized that …
There are fundamental differences between the corporates
and the humanitarian communities that need to be de-
mystified. Partnering with local business leverages local
economic recovery from disaster impact, based on competitive
advantage of local knowledge, networks, and strengthens local
ownership of co-created solutions, contributing to innovation
and sustainability. Business is willing to contribute but also
needs to see Return on Investment if the partnering approach
chosen goes beyond the philanthropic / Corporate Social
Responsbility - based support to humanitarian work.
ITWAS RESOLVED …
• That the first Roundtable was a good first step in shifting
the method of forming partnerships from“ad-hoc” to
“intentional” and more strategic engagement
• Pre-positioning (relationships) with local partners is crucial
for a successful
• Partnership in disaster management – more work on the
“value proposition”from humanitarians needed
• Readiness of partners; trust-building; establishment of a
more continuous platform
Peace, Protection and Opportunity
Dr. KathrynTaetzsch
Global Humanitarian and Emergency Affairs / Private Sector Lead
Mobile: +254 733 120 482
Twitter: #business4impact
Postal Address:WV, P.O.Box 133 - 00502, Karen, Nairobi, Kenya.
Skype: Kathryn_taetzsch
www.wvi.org/disaster-management/our-partners
LEARN MORE: www.wvi.org
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