APRIL 2018 || WORKING TOGETHER

The Good: This month we’re proud to see the average sales agent income has been maintained, meaning that across our branches, agents are earning a stable, safe and sustainable income. We’ve successfully launched partnerships with major agricultural and financial institutions with a national presence, and have already engaged with them in community-based market activations. These activities have opened up new possibilities and channels for our sales agents, and also promise long-term opportunities for continued partnership.

The challenge: Our revenue goal was higher than last month, but due to heavy rains across the country and some serious flooding in some parts, we didn’t hit that ambitious goal.  We’re still happy to see that all branches are adopting new strategies to market, approach groups, and work with local partners.

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 Stanford Alumni Day of Service, one of the many visits we had this month and the sales agents showed them the ropes of last-mile distribution of clean energy products!

Stanford Alumni Day of Service, one of the many visits we had this month and the sales agents showed them the ropes of last-mile distribution of clean energy products!

THE SISTERHOOD RISING #3: Women doing it for themselves, and for their communities

In celebration of International Women’s Day 2018, a group of outstanding organisations working to empower women within the energy access sector are collaborating on a series of articles. We will be sharing stories of women’s empowerment from around the globe over the coming weeks. In the third piece of our series Tania Laden and Claire Baker make a case for more active inclusion and leadership of women. Their organization, LivelyHoods, is a social business that creates job opportunities for Kenya’s youth and women in their own communities, transforming marginalized populations into clean energy distributors.

Kenya is a hub of social entrepreneurship and of tech innovation, where people from across the globe are flocking in pursuit of the next big thing to come out of the ‘Silicon Savannah’. However, it’s also a country where the majority of women are still confined to the kitchens, fields, and fireplaces of urban and rural homes. These women are locked out of the formal job sector and prevented from reaching their potential as professionals and leaders in their communities.

“When I cofounded LivelyHoods in 2011, we set out to tackle two issues which we saw as being barriers to development in Kenyan slums: youth unemployment and a distribution bottleneck for innovative, clean energy, products,” explains Tania Laden, LivelyHoods cofounder and Executive Director. “What we didn’t realize was that we were creating a powerful model for women, in particular, to earn an income and become community influencers by educating other women on the benefits of modern energy technologies, like clean cookstoves and solar lamps.”

Women and girls are disproportionately affected by the noxious health impacts of traditional cookstoves given their role in household cooking and fuel collection in Kenya. Traditional cooking and lighting technologies cause indoor air pollution that can be so toxic that respiratory illnesses kill more children than malaria in urban areas. Women working as clean energy sales agents fight back against dirty energy practices one sale at a time.

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LivelyHoods’ mission is to distribute life-changing products through a door to door sales force that creates jobs for talented youth and women in slums. It’s essentially the Avon model for clean energy products, for which the primary consumer is also women. To date, they have trained 1,500 women, and distributed over 26,000 clean energy products across 10 community branches throughout Kenya.

LivelyHoods operates 10 branches across Kenya, and the team grows all the time as new trainees and sales agents are brought on board.

Rachel became a sales agent in 2016. She was new to the Kenyan capital, Nairobi, and was at a loss for how to piece her life together after experiencing emotional trauma and financial stress.

“Before Joining LivelyHoods I was just from a broken marriage. I was confused because I was literally dependent on my husband for everything and anything. When my marriage broke down I was devastated. I moved to Nairobi without any plans on how to get a job, and life was hard trying to get people to host me. I had just moved to Nairobi, rented my own house (a single room) and the house was empty and I could barely get rent to pay for the house, leave alone food.”

Rachel is one of over 100 LivelyHoods sales agents going door to door in slums communities across Kenya every day. LivelyHoods continues to train hundreds of women each year through its network of branches. Once women complete the training program, they receive a revolving consignment of products, so that they can sell and earn a commissions-based income without taking on any financial risk.

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“Since joining LivelyHoods I now never have to worry about what to eat or where to get money for rent. The best thing that happened is that a few months after joining LivelyHoods I got money to claim my kids’ custody, which came through, and I’m now able to care for them and even pay their school fees and their upkeep. The fact that I can save with LivelyHoods gives me courage that my emergencies are catered for. I had never worked in a sales company and so I didn’t have any idea what I was doing, but I was given a chance here, given the skills I was missing, and it made me become one of the best sellers; I’m now a senior sales agent.”

There’s a global realisation in all sectors that without the inclusion and leadership of women, development can’t happen. A transition to clean energy can’t happen without women because women are often the decision makers for household energy. While Tania did not set out the with the intention of building a business that was women-led or focusing on women as customers and employees, it happened naturally because given the opportunity, women can become leaders, managers, influencers and breadwinners, often outselling their male counterparts 3:1. Women now make up 90% of the top 10% of sales agents, and are more likely to commit long-term to working as sales agents, growing their sales to up to $1,000 a month. This is proof that leaving women out of the equation, whether at the household energy level or in the larger conversations around development, is a huge missed opportunity.

The Authors

Tania Laden earned her B.S. from Stanford University, where she graduated with a degree in Science, Technology and Society with a focus on Management Science and Engineering. Tania joined LivelyHoods at the end of 2010, bringing her global business acumen and experience to the organization. Prior to LivelyHoods, Tania worked as a Financial Advisor with Morgan Stanley, where she focused on assisting non-profits and social ventures manage their assets and investments. As a Business and Technology Analyst at EZLearn, an educational technology start-up in Brazil, Tania assisted with managing the technology team and customer outreach activities for over 10,000 customers. After serving as an adviser and volunteer for two years with KITO International, Tania moved to Kenya to build and manage iSmart, the first social enterprise created by LivelyHoods.

Claire Baker leads fundraising, communications, and partnerships for LivelyHoods, and works closely with the operations team in project planning and monitoring. Since graduating from Durham University in England with a degree in Modern Languages, Claire has worked in the non-profit and social business sector in France, Spain and Tanzania, and has taught English in rural communities in Mexico. She worked for two years in operations and communications management to promote disability rights for Jaccede.com, an award-winning not-for-profit in Paris, and was part of a growing social business focused on access to solar energy in East Africa. She is based in Nairobi, Kenya.

MARCH 2018 || SPRINGING INTO ACTION

The good: One of our objectives is to pursue month on month growth, and this month we’ve achieved that for every single one of our KPIs. The most significant growth has been in the number of energy efficient products sold, with an increase specifically in terms of solar products, as we’ve developed a new partnership with D.Light, one of the world’s primary household solar manufacturers. We have this year rolled out a new remuneration structure for sales agents, which is designed to encourage goal setting and enhance retention of sales agents.

The challenge: We’re still a small way off our revenue goal as an organization, and we have a large discrepancy between the sales of our top branches and our lowest performing branches. The challenge now is to identify the specificities of each area and to adjust the product mix and marketing strategies for each. We also have some strategic financing and marketing partners with whom we are working in a number of branches, to boost the number of opportunities LivelyHoods agents have to make sales.

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THE SISTERHOOD RISING #2: Tipping the balance to making gender equity the company norm

 Amreen, and experienced 'Pollinator' showing a solar light to a customer in an informal settlement in Bangalore, India. 

Amreen, and experienced 'Pollinator' showing a solar light to a customer in an informal settlement in Bangalore, India. 

In celebration of International Women’s Day 2018, a group of outstanding organisations working to empower women within the energy access sector are collaborating on a series of articles. We will be sharing stories of women’s empowerment from around the globe over the course of this month. Today, Alexie Seller discusses the momentous efforts to reach gender parity within Pollinate Energy, a social enterprise in India that delivers life-changing products to families living in India’s slum communities.

In December 2016, I was sitting in a room at our annual retreat in Chennai, India. India’s Prime Minister Narendra Modi had just declared in a bold PR move that he was demonetising the Indian cash currency, and Trump had been declared President of the US. Obviously we were all feeling a little uncertain about where things were headed in this changing world, but we still had to focus on our organisational strategy for the coming year.

As I looked around the room at my team, something dawned on me. Although our organisation was founded by myself and five other Australians (four of us women), and had always been led by women, I was the only woman in the Pollinate Energy’s India team.

How could this happen? We, a female-led social enterprise focussing on improving lives of families (mostly women!!) in Indian slum communities, suddenly had no female staff. I was shocked. I realised the scale of the problem - if we couldn’t manage to create a workplace that enabled women to join us and develop into leaders, then what hope would any other commercial company have? In India, only 17% of business leadership roles are held by women!

That was the moment I decided to make a change to ensure that the balance was tipped back in favour of an inclusive and diverse workplace under my leadership as CEO. Our goal for 2017? Simply to hire more women as program staff and as sales people, whom we refer to as Pollinators. I figured that was the first step. Until we achieved better gender balance in our team, we couldn’t expect significant impact empowering women through our work in the slums. According to a McKinsey study on gender parity in India, gender equality in work is heavily linked to gender equality in society. Yet, in India more than 70 percent of women have not entered the formal labour force.

I managed to hire an exceptional candidate as our Pollinator Recruitment Officer, Rani, who was to champion our initiative to increase female representation amongst our sales team. Hailing from a village outside of Hyderabad, India, Rani was the youngest in a family of four. Her elder siblings are all married, have children and still live in the village they grew up in. Rani’s life could have looked like her siblings, except that Rani graduated at the top of her class in high school, which guaranteed her full government reimbursement for her post-secondary studies. After graduating, she worked as a senior development engineer, a field that few Indian women enter compared to men. When Rani’s parents fell ill, however, she had to make the difficult choice to put her rising career on hold and take care of them. It was during this challenging crossroads that she came across Pollinate Energy. Now Rani has a job where she is fulfilled, challenged and has opportunities for growth, while she is still able to stay close to her parents and care for them.

Under Rani’s leadership, we started the process of championing recruitment of women at Pollinate Energy. The end results speak for themselves - by the end of Rani’s first year, we had hired 8 women as sales representatives and 5 women as program staff members. We’ve gone from 7% to 42% female representation in our Pollinator team in the past year. We are excited about how far we have come on this journey, but it was definitely not easy and we are nowhere near done. Our next focus is on empowering more women to move into positions of leadership in our organisation, and on identifying new ways to impact women and children in the communities we serve. In essence, improving outcomes for women as our colleagues and as our customers is becoming a core element of how we operate as an organisation.

As the leader throughout this transition, I learned some important lessons about how to drive this kind of change at an organisational level:

1.     Make your team accountable, and accept that change takes time - Gender inclusion remains a huge problem, and without direct leadership and team accountability we were not going to achieve it. In this situation, it was important that I set targets for our team to recruit women, whilst acknowledging that this would prolong our  recruitment process to find a suitable candidate. By taking the pressure off how quickly we recruited and instead focussing on getting a quality candidate pool, we were able to find the right people for the roles.

2.     Call out the bias - We all have unconscious bias. One of the key roles I played was to regularly call out biased comments and use these as learning points for our whole team on how ingrained these perceptions can be, and also how this impacts women’s experience in the workplace. This served as a constant reminder for our team, who in turn started to call out their own bias.

3.     Make it topical - Naming our gaps in gender diversity and making it a topic that we discussed was half the battle. Suddenly male staff members who had never even mentioned gender to me before announced that their number one achievement last month was hiring a woman. It became a moment of celebration and achievement.

4.     Find a mentor - We partnered up with some incredible women leaders of social businesses doing similar work, like Anya and Sita from Empower Generation in Nepal. Who have built a women-led distribution network that is 99% women. They provided me with advice and mentorship, and were a shining example for our team to look to.

February 2018 || Women’s empowerment, price hikes and trainings galore

The good: We’re almost on target with our sales and income goals, and have significantly grown our sales agent numbers since last month, due to some extremely successful recruitments in four of our branches across Kenya. Our Women’s Empowerment program, in partnership with the Global Alliance for Clean Cookstoves, also fully kicked off this month, with a women’s-only recruitment in one branch, and targeted support to female sales agents.

The challenge: There was a dramatic price change for one of our most fast-moving clean cookstoves, and the major increase affected sales from the second half of the month. We have been adjusting this to find the most appropriate price point for customers, whilst still optimizing the profit margins for the sales agents and the organization. We have taken part in a number of market activations with partners and credit providers to lay the groundwork more sales in the coming weeks.

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How do we change lives?

Did you know, LivelyHoods has an official theory of change? 

We do. 

Below you'll see how we express our impact at several levels: people, planet, and profit, and how that applies to everyone that our work touches, from the individual cookstove user or trainee, to the household, and society as a whole. You'll see that we use this triple bottom line approach to talk about the difference that our training and distribution network makes in Kenyan communities. 

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The Sisterhood Rising: A series of stories of women empowering others

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In celebration of International Women’s Day 2018, we are collaborating with a group of outstanding organisations working to empower women within the energy access sector. We will be sharing stories of women’s empowerment from around the globe over the course of this month. Today we’re kicking it off with a piece from our friends at Empower Generation, a social enterprise in Nepal that empowers women to own and lead franchises that deliver life-improving products to rural communities. Empower Generation’s co-founder Anya Cherneff shares the story of her business partner and entrepreneur, Sita Adhikari.

The theme for this year’s International Women’s Day is #PressforProgress, a “call-to-action to press forward the progress of gender parity” and “to motivate and unite friends, colleagues and whole communities to think, act and be gender inclusive.” In veneration of International Women’s Day today, US Women’s History Month, and in recognition of all women everywhere, I’m telling stories of sisterhood: Women empowering others to rise up and cross physical, cultural, racial, religious and gender barriers to achieve success in business, at home and in their communities. I work for approximately one billion global citizens living without electricity, and over three billion who are cooking over an open fire to feed their families every day. The fact that women suffer the most from energy poverty is loudly touted within the impact sector. Commercial solutions that do not include women at all levels of business will fail, but how do you effectively recruit and provide a supportive environment for women and other underrepresented groups to thrive? These are the stories of the people I work for and it is my great privilege to share them with you.

 

In Nepal my partner, Sita Adhikari and I, are growing a network of franchises rooted in the rural communities where they work. Nepal ranks 144 out of 188 on the 2016 United Nations Gender Development Index (GDI). It has made some strides in instituting laws to reach gender parity, but rural Nepalese women still face many challenges in gaining equal access to economic opportunities due to lower education levels, an illegal but pervasive dowry system, a patriarchal society, and systematic poverty. Disturbingly, less than 7% of women are included in Nepal’s formally recognized workforce.

However, there are signs of hope. Rural Nepalese women are the most powerful activists progressing the gender equity agenda. They are providing for their families by working on their farms or in family-owned shops. They are active in their communities, leading community-based nonprofits, and extending support to marginalized people. Despite these contributions to the economy and their communities, the majority of this work is unpaid and unrecognized. This was the case with Sita Adhikari, Co-Founder of Empower Generation and CEO of the last-mile distribution company, Kalpavriksha, when I met her in 2010.

Sita grew up in a progressive rural family. She was encouraged to study in Nepal’s capital, Kathmandu, far away from her home and received her master’s degree in economics. Sita was also able to marry the person she fell in love with, which is very rare in Nepal with most marriages being arranged. Sita recognized her privilege to grow up in a family that believed in her, supported her education, and gave her freedom to choose her own husband.

When Sita finished her graduate studies, she went back to their village in Jhuwani, Chitwan. Sita managed her family’s fish farm and other entrepreneurial ventures that contributed to the family budget but she was never paid a salary or was recognized as the legal owner of a business. After she helped to build a community library in Jhuwani, Sita observed that most of the users were men. Sita created women’s reading groups and made it mandatory for the library to obtain a wide range of books so they would interest everyone. The reading groups she created developed into a public speaking club, and eventually into the Jhuwani Women’s Savings and Credit Cooperative, a women’s microfinance fund and the most successful program offered by the library.

 

 Anya, Empower Generation entrepreneur Runa Jha, and Sita 

Anya, Empower Generation entrepreneur Runa Jha, and Sita 

Based on her own experience and through many other women at the cooperative, Sita saw how difficult it was for women to earn money, independent from their husband’s or extended family’s income, regardless of whether they came from a progressive family.  She herself experienced how not earning her own income limited her personal decision making power in the household, and a lowered perception of her in society. She thought about the many rural Nepalese women who did not have an education or agency within their own families, and became motivated to find a way to improve their situation. A chance meeting I had with her launched her on her path to becoming an entrepreneur and using her business to empower more women to start their own businesses selling life-changing products such as solar lights, clean cookstoves, and water filters to remote customers.

Sita started her business, Kalpavriksha, in 2012 at the same time I was inspired to found Empower Generation, and a partnership between the two was a natural fit. Her vision was to employ at least 100 women in a company that she owned. Today, Sita is the sole owner of Kalpavriksha, a wholesale distributor of life-improving products and the manager of a franchise network of 20 businesses and their 300 sales agents. She has become a recognized expert on energy access and inclusive workforce development and is frequently the only women on a panel or in the room for high-level energy access meetings. As Empower Generation’s Country Director, Sita helped 23 women entrepreneurs launch 20 businesses and trained more than 1000 women and girls in sales and marketing. Providing entrepreneurial and employment opportunities to underserved groups by offering business skills training, mentorship, and capital, with Empower Generation’s support, continue to be Sita’s focus and passion. She says, “It is necessary for women to earn an income. Unless they have money in hand, women’s empowerment won’t succeed. They should not be seen as beneficiaries; they should be respected and promoted as stakeholders.”

On International Women’s Day, we honor women like Sita, who work everyday to advance gender parity. They do this by creating platforms for others to develop their voice and agency and by bravely leading through example of refusal to accept the patriarchal status quo.  Women helping women to rise in a united sisterhood is a theme we should all embody, not just on March 8, but consistently and continually throughout the year. Today, let’s all think about the people in our lives who are fighting for progress and could use an ally. Let them know we stand with them.

January 2018 || Small but mighty

The good:  The year 2018 is one that all of Kenya has entered into with a sigh of relief. The rollercoaster elections of August and October 2017 are behind us, the economy is starting to pick up again, and a fresh year brings fresh opportunities. For LivelyHoods, this means returning sales agents are full of energy and determination, and the new sales agents we’ve been training all month are raring to go. Though we have a smaller sales force than at the end of the year, due to some individuals not returning after spending the holidays in their rural homes, or moving on to other opportunities, this sales force has been doing great things.  Average agent income and total sales revenue are both well above our goals for this month.

We were also delighted to welcome two new team members in our Nairobi office. Dennis Ochieng is our new Country Director, who will be leading our operations in Kenya to even greater success in the coming years as we continue to expand. Gertrude Jonams is heading up our Women’s Empowerment work, to provide targeted support to female sales agents through mentoring and training.  Read more about our team on our website.

The challenge: January was a short month, as we resumed operations only in the second week, and so we had few days to hit our full month’s targets. Given this time constraint, we did extremely well and even trained 100 people! However, this required a lot of travel across the country and we pushed our training team to the limit, with people spread across all of our branches and going from one training straight into another. We were also excited but put to the test by some shifts in roles and responsibilities, with several team members evolving into new positions within the organization. This therefore requires new processes, structures, and getting used to being held accountable for new responsibilities.  As always, we’ve been blown away by the resilience and energy of the whole LivelyHoods team, and everyone is working towards the shared goal of creating jobs for youth and women in their communities.

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