Skip to main content

Boosting local entrepreneurship,the Nestle Way


Nestlé is providing locally made bamboo bikes to help child labour officers in Ghana monitor their work on the fields as part of its commitment to prevent and eliminate child labour from its supply chain.
The company has teamed up with Ghana Bamboo Bikes, a social enterprise in Bekwai in the Ashanti region, which aims to create employment opportunities and training for skilled and unskilled young people, especially women.
30 bamboo bikes will be given to 30 new community liaison officers with an additional 60 to be given to 60 officers, who are being trained to monitor child labour and carry out sensitization campaigns in Bekwai and Nsokoti in Ashanti, where two Nestlé Cocoa Plan farms are based in each village.
This is part of the launch of the Child Labour Monitoring and Remediation System (CLMRS) in Ghana on March 1, to reinforce the monitoring of child labour in cocoa-growing communities under the Nestlé Cocoa Plan.
Launched in 2009, the Plan is a holistic programme to improve the lives of cocoa farmers, by helping them to increase their income through a set of activities including training in good agricultural practices, providing new plants to farmers, and creating long-term relationships in its supply chain.
Action against child labour
Nestlé’s latest work in Ghana is part of its on-going efforts and pledge to eradicate child labour from its cocoa supply chain.
In 2012, it was the first company in the food industry to become an affiliate partner of the Fair Labor Association.
In response to the FLA report that mapped its cocoa supply chain in Côte d’Ivoire, Nestlé drew up the CLMRS with the International Cocoa Initiative.
The system includes working with community liaison officers chosen by local communities to gather data on whether child labour is evident.
By the end of 2015, Nestlé completed action plans to reduce child labour in its cocoa supply chain with over 44,600 farmers in Côte d’Ivoire, and sensitized more than 120,000 community members on child labour practices. It also built and renovated 42 schools to help children go to school.
Nestlé included about 80% of cooperatives in the CLMRS and targeted 100% by 2016.
Boosting local entrepreneurship
Ghana Bamboo Bikes, launched in 2008, offers young people practical lessons and technical expertise on building environmentally sustainable bicycles using native bamboo.
It also currently works with ten farmers in the country to boost employment and develop their bamboo plantations and harvest for use in production.
By using locally sourced bamboo, it is a suitable alternative to wood to help preserve Ghana’s decreasing forests, and reduces carbon emissions in comparison to the manufacturing of steel bicycle frames.
“We look to build capacity and create employment opportunities for skilled and unskilled youth and women,”
Bernice Dapaah, founder of Ghana Bamboo Bikes.
“Today we employ 50 people and have already sold thousands of bikes in Ghana and abroad. We will expand to the northern region of Ghana and diversify our product range in the future,” she added.

Comments

Popular posts from this blog

Mohammed Dewji: A Made in Africa success story

Mohammed Dewji has built his family business from a $26m  trading and distribution company importing goods into Tanzania  into a manufacturer of multiple products and one of Africa’s few companies with revenues of over $1bn. His next target is to generate $5bn of revenues by 2020 and employ 100,000 people across Africa. Dewji is unassuming and doesn’t seek the limelight. However, this quiet demeanour should not fool you. Dewji is direct and to the point. He was voted Business Leader of the Year at the African Business Awards in 2015 and headed the Institut Choiseul’s list of leading young African economic leaders in 2016. As one tracks his career it is obvious to see why. His major feat has been to oversee generational change in the family business and, along with this, its complete transformation, growing its revenues from $26m in 1999 to over $1.5bn last year. He acknowledges the head start he received from being born a Dewji. The family business was very succes...

Joycee Awosika,CEO ,ORIKI:Inspired by Nature, Fueled by Passion

Leaving her job with a Fortune 100 power company was not an easy decision to make but a necessary one to pursue her passion of exploring the Agro-beauty sector. Joycee Awosika is the MD/CEO of ORÍKÌ (a luxury skincare brand that fuses natural ingredients & scientific research to create extraordinary personal care products) and a 2015 Tony Elumelu Entrepreneur recently recognized on the YNaija 100 Most Influential Women. Her first visit to Nigeria in 2011, was the propelling force to starting ORÍKÌ, in her words “I couldn’t help being impacted by the evident abundance of human and natural resources. Nigeria is a colossal gold mine that has been largely untapped and I felt a connection to the potential that could be explored… Beauty manufacturers and corporations around the world exploit the natural ingredients grown abundantly in Nigeria and other African nations yet there are very few proudly indigenous brands that compete globally. A few months after this visit, ...

Property CEO talks about opportunities in the Kenyan market

  The Greenspan shopping mall in Nairobi In November 2015 the Nairobi Securities Exchange (NSE) listed its first real estate investment trust (REIT), the Stanlib Fahari I-REIT.  The fund currently owns three properties in Nairobi – the Greenspan shopping mall and two mixed office and light industrial properties. It is now looking for additional investments. How we made it in Africa  talks to Fahari’s CEO, Kenneth Masika, on introducing a new security to the market, as well as some of the opportunities he sees in Kenya’s property sector. Below are slightly edited extracts.  Is the fund mostly focused on commercial property or is it also looking at residential? At the fund we’ve got a strategy where we want to create a diversified portfolio of quality assets, and so we are looking into the main sectors of property – that is  retail , commercial, light industrial,  hospitality , and residential. But what we are doing, to start with as we...