responding to the covid-19 pandemic - pwc

Kenya Survey report

Responding to the Covid-19 pandemic

11 May 2020

PwC

Disclaimer

The information contained in this report is provided for general information purposes only, and does not constitute the provision of legal or professional

advice in any way. Before making any decision or taking any action, a professional adviser should be consulted. No responsibility for loss to any person acting

or refraining from action as a result of any material in this report can be accepted by PwC.

This report has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the

information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the

accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers Inc, its subsidiary and

associated companies and entities and their respective directors, employees agents and subcontractors do not accept or assume any liability, responsibility

or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this report or for any

decision based on it.

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1. Background and Context

2. Workforce Management

3. Incident Management Team

4. People initiatives to cope

5. Effects of compensation

6. Employee Engagement

7. Challenges of working from home

8. Preparing to return to work

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Table of contents

Background and context

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Background

The COVID-19 outbreak has been declared a public health emergency of international concern by the World Health

Organization, causing huge impact on people’s lives, families, businesses and communities. The introduction of

stringent measures to contain the spread of the virus in many countries has meant that many companies have had

to temporarily scale back their operations or close completely.

In Kenya the government has introduced various initiatives to help curb the spread of the virus. The resulting

financial uncertainty has left some businesses with a need to closely manage costs, and as a result, make

decisions about employee pay at an executive and/or workforce level.

PwC conducted this quick poll to understand, share experiences and find out how organisations are coping in

Kenya. Times of uncertainty are also times of opportunity. They can help your business grow in ways you may not

expect. This free report presents the results of this survey.

COVID-19 - Managing your cashpressures

PwC

PwC Kenya rolled out a Covid-

19 survey from 21st April 2020

to 28th April 2020 to assess

how organizations in Kenya

are coping during the

pandemic period.

The survey received a total of

122 respondents

organisations from different

sectors and sizes.

Most of the respondents have

between 100-500 Employees.

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COVID-19 Survey -Kenya

Respondents by number of employees

Figure 1: Respondents by number of employees


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Manufacturing, NGO and

Insurance sectors had the highest

number of participants with Trade

having the least.

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Respondents by sectors

Figure 2: Respondents by sector

4%

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Survey participants continued

8

No Organisation No Organisation

1 748 Airservices Ltd 21 Children of God Relief Institute2 AAR Insurance Kenya Limited 22 Chrsyal Africa Ltd3 Absa Kenya 23 COLAS East Africa Ltd4 Acacia Exploration Kenya Ltd 24 Corporate Insurance Company Ltd5 Action Africa Helo International 25 Digital Divide Data6 Africa Merchant Assurance Company Ltd 26 East Africa Breweries Ltd7 Africa Oil Kenya BV 27 East Africa Reinsurance Company Limited8 African Population & Health Research Center 28 Easyway Safety9 Amnesty International 29 Ecobank Kenya Limited10 APA Insurance Ltd 30 Enwealth Financial Services 11 Atlas Copco 31 Evidence Action Inc12 Azuri 32 Feed the Children13 Bamburi Cement Limited 33 Fidelity Insurance14 Base Titanium 34 First Assurance Kenya15

Booktalk Africa Limited

35 First Reinsurance Africa Brokers Ltd & Pacific Insurance Brokers (EA)

Limited16 Boresha Sacco 36 GA Insurance Limited17 Britam Holdings PLC 37 Ghana Reinsurance Company K Ltd18 Buhler Ltd 38 GIZ Kenya19 Cellulant 39 Gulf African Bank Kenya limited20 Centum Investment Company 40 Haki Centre

Table 1: Survey participants

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41 Halliburton 61 Lotus Kenya Action for Development Organization42 Hand in Hand Eastern Africa 62 LSG Sky Chefs Kenya Limited43 HF Group 63 Majid Al Futtaim44 Hilton 64 MILICON'S LTD.45 Intercontinental Nairobi 65 Mitsui & Co. Europe Plc, Nairobi Branch46 IRA 66 MMAN47 Jacaranda Hotels 67 Musoni Microfinance Limited48 James Finlay Mombasa Limited 68 MYDAWA49 JUBILEE INSURANCE 69 Nedbank50 JUBILEE JUMBO HARDWARE LTD 70 NIC BANK51 Juhudi Kilimo Limited 71 Njoro Canning Factory Ltd52 Juja Preparatory School Co. Ltd. 72 NSE53 Jumbo Nuts Ltd 73 Nzoia sugar company54 Kenya Electricity Generating Company PLC 74 Occidental Insurance Company Lts55 Kenya Ports Authority 75 Om Nom Ltd56 Kenya Red Cross Society 76 OSIEA57 Kenya School Of Government 77 Partners for Health and Development in Africa (PHDA)58 Kenya Wine Agencies Limited 78 Pathcare Kenya Ltd59 Lewa Wildlife Conservancy 79 Pembroke House School60 Libra.Consulting.co.ke 80 PFW Safaris Limited(Offbeat Mara Camp)


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81 Pioneer Insurance 101 Technical University of Mombasa82 Porsche Centre Nairobi Limited 102 The Monarch Insurance Company Limited83 Precision Agriculture for Development 103 TradeMark East Africa84 PricewaterhouseCoopers 104 Unilever Tea Kenya Limited85 Prudential Life Assurance Kenya 105 United Millers Ltd86 Quest Holdings Ltd 106 Vajas Manufacturers Limited87 Radisson Blu hotel Nairobi Upper Hill 107 Vintage Africa Limited Trading as Sense of Africa88 Real People Kenya Ltd 108 We Effect89 responsAbility Africa Ltd 109 Windle International Kenya90 Ritz Enterprises Ltd 110 Xplico Insurance Company91 Safaricom Plc92 Sahan Research Limited93 Sailesh Navsaria94 Sanlam Investment East Africa Limited95 Sanofi96 Sarova Hotels,Resorts & Lodges97 Sheffield Steel Systems Limited98 Simba Corporation99 Strathmore University100 Tata Chemicals Magadi Ltd (TCML)

We also had 12 (anonymous participants)

additional organisations that provided data

but requested anonymity.


Workforce Management


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In this section respondents

were asked to rank some of

the common issues faced

by organisations in the

order of the impact they

have to their organisations.

Workforce / people issues

had the highest score

meaning these would

impact the organization

more followed by decline in

sales or revenue.

This is particularly so

because of the various

government initiatives that

have seen employees work

from home.

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Severity of issues organisations are dealing with

Figure 3: Severity of issues

9%

6%

2%

16%


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The respondents

were asked to

respond with a YES

or NO to questions

about various

workforce

considerations.

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The workforce considerations

AIs a comprehensive set of people policies in place that address the risks identified by your scenario planning and any

local, legal or regulatory requirements?

BDo you have full visibility of your people (geography, nationality, visa, etc.) and the right processes and systems in

place to track your workforce, including those on business or personal travel and/or secondment?

C Have you identified the critical projects and established a plan to remediate risks related to key roles?

DHave you completed workforce profiling to understand where work levels are likely to decrease or increase due to

impact?

EHave you put risk mitigation around employees working whilst ill and causing further spread by considering the

ability to enforce policy changes quickly?

F Have you set up a hotline for your workforce to field questions and provide advice as needed?

GHave you enabled flexible working arrangements in the event of quarantine, and do you have the necessary

infrastructure in place?

HDo you have up-to-date and accurate information to make decisions on moving your workforce, if needed (e.g.

alternative locations)?

IHave you reviewed your HR policies (e.g. flexible working, immigration, travel, and other relevant policies and

regulations)?

JDo you have a system in place to monitor changing laws and regulations (e.g. travel restrictions) affecting your

workforce?

Table 2: Workforce considerations


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Organisations indicated as mostly

true to having enabled flexible

working arrangements in the event

of full lockdown, and have the

necessary infrastructure in place.

33% of organisations were yet to

review their HR policies to align

with the “new normal”.

31% of organisations are yet to

have comprehensive policies to

address the risks identified in

response to the pandemic

27% of organisations are yet to set

up hotlines where the workforce

can field questions and provide

advice as needed.

27% of organisations do not have

up-to-date or accurate information

to make decisions on moving their

workforce, if needed

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Responses to various undertaken

measures

81%

67%

73%

93%

73%

83%

79%

84%

86%

69%

19%

33%

27%

7%

27%

17%

21%

16%

14%

31%

J

I

H

G

F

E

D

C

B

A

Qu

estio

ns

YES

NO

Figure 4: Responses to measures taken

Clear

direction

• While much is unknowable in

the short term, the long-term

purpose of your

organisation still stands.

• Reiterating your vision and

commitment could provide

much-needed comfort - as will

clearly communicating what’s

not changed, what new

measures are being put in

place, and what you are doing

to help.

Support to

deliver

• With more people having to work

from home, virtual channels to

connect and deliver are more

important than ever before.

• If they do not have access to

specific apps and platforms,

consider using a dedicated page of

your website for audience-specific

updates.

• This should include sharing the

sources of support available to

them in difficult times.

Connect

with

purpose

• When usual channels such as physical

get-togethers and events are not

possible, it’s vital to create new ways

for people to continue connections

with the organisation they love.

• This can be anything from a multi-

person videoconference, to sending

something in the mail, to simply

picking up the phone to ask someone

how they are. (regular check ins)

Trust in

leadership

• Your staff, volunteers and

stakeholders will be looking to leaders

at this challenging time.

• They won’t expect you to have all the

answers in an evolving situation, but

will appreciate hearing that you’re

working on it - and that you continue

to care and appreciate them.

• Have clear, consistent messages

that address both your people’s

concerns and your organisational

needs

• Communicate regularly – even if

nothing has changed.15

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Principles for stakeholder engagement in these challenging times

Organisations should take affirmative steps to identify, assess and (as far as

reasonably practicable) control risks based on current public health advice, for

example;

• avoiding putting employees and other personnel at risk of exposure, by

directing and ensuring that persons self-isolate in accordance with government

advice;

• implementing practical measures to enhance personal and workplace hygiene

and safety, such as good ventilation, disinfecting commonly-used equipment,

providing hand soap and sanitizers, and directing employees and volunteers

experiencing relevant symptoms not to attend the workplace or interact with

clients or other third parties in connection with work.

• Additional infection prevention and control practices should be implemented

using best practice recommendations for workers that are at increased risk

from contact with suspected or confirmed cases of COVID-19 (e.g. the primary

health care workers or and aligned essential industries) or staff who may be

interacting with people that are particular vulnerable to COVID-19 (e.g.

immune-compromised persons or those in aged care);

• Reviewing your medical covers and getting in touch with the health providers to

understand what is covered and not and how to mitigate the same if

employees are infected.

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Health and safety measures

Have clear, consistent messages that address both your people’s concerns and your organisational

needs – making the complex simple.

Align the internal with the external for

your people

• Employees will be looking for internal and

external clues about what is going on.

• Assume that everything that goes internal will

go external, and vice versa.

• Communicate with both audiences in mind.

• Consider both business needs and the impact

on people. Balance factual information with

empathy, as needed for your audiences.

• Strong leadership is essential. Agree on

• who the appropriate spokespeople are for

your organisation. Less voices are preferred

to many.

Speak with a clear, single voice

• With COVID-19 dominating everything from

headlines and emails to socials, it is more important

than ever to be considered and consistent with

communications. A clear, single voice will give your

people confidence.

• Messaging always takes time to land with audiences

– now, more than ever, don’t assume one

communications touch point is enough for your

audiences.

• Ensure internal stakeholder alignment first.

• Communicate regularly – even if nothing has

changed.

• Messaging doesn’t need to be one dimensional – be

nuanced, but it must be clear and simple.

• Consider the appropriate tone of voice. Factual

communications should be precise and honest.

Communications about people should be empathetic.

Communicate with direction and

intention

• In a noisy environment, it can be hard to

know what messages take priority. Being

clear about what you want to elicit from your

communications will ensure they are

successful.

• Connect to the broader story, ensuring the ‘why’

is covered as much as the ‘what’ and ‘how’.

• If you want action, be clear about what that is,

and how your audiences (e.g. leaders and

employees) can be successful.

• Consider using headingles that communicate

the response you want e.g. for information or for

action.

• Write communications with the audiences in

mind, using a frame such as ‘think, feel, do’ for

what you want audiences to experience or

action as a result.

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Communicate with clarity

Concentrate on your purpose

Now is the time to be focusing on your

core business – doing what’s most

important to maximum effect.

People instinctively want to contribute

to something greater than themselves.

In times of uncertainty, your purpose

gives a strong focal point that people

can connect with and feel pride and

satisfaction in working towards.

Revist your purpose and articulate

what it means to your business during

the current circumstances. Consider

how the actions of your people can

contribute to achieving your purpose.

Using the purpose as a guide gives a

decision-making tool that can clarify

why particular tasks will be put on hold

for the time being.

Live your values

Values guide the way we act and the

cultural attributes we hold dear.

In times of uncertainty, fear and a

sense of a loss of control can take

over, causing people to experience

reinforcing cycles of negativity.

Your organisational values are

important in helping people to

feel in control and positive.

Focus on recognition and reward of

your people who demonstrate your

values in times of change.

Consider refreshing the behaviours

that underpin your values at a time

where people are likely to be working

remotely or in different patterns.

Team first Create and strengthen a sense

of community

Working distantly from one

another makes people feel

isolated. It’s important to give

people ways to feel part of

the team – even if the team

isn’t physically together.

Create regular check in

rhythms that let your team

connect – such as a virtual

daily standup, or regular

points throughout the day.

Consider which parts of your

work would be hardest to do

remotely, or in different

patterns, and establish new

ways of working that ensure

the feeling of a team remains

strong.

We’re all going through this together.

The stories that are shared directly impact

how people feel, creating connections between

people and reducing fear and uncertainty.

Create psychological safety so that people feel

that it’s normal to feel uncertain or anxious and

that it’s ok to talk.

Amplify messages about how your people

have positively responded to working in new

ways. Tap into people’s desire to help in a

crisis.

Share stories that instil pride and purpose –

building on the cultural strengths that already

exist in the organisation.

Don’t shy away from tough conversations. Be

prepared to speak authentically and vulnerably

about the challenges we are facing.

Feeling connected to a shared purpose and a sense of community, particularly in these isolating times, is vital to motivating teams.

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CConnect as a community

Incident Management Team


PwC

The purpose of this section

was to find out how well

organisations were

prepared for the pandemic

in terms of setting up an

incident management

team.

Respondents were tasked

to choose True or False

statements about various

preparedness measures.

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The measures were as follows

A

You have established cross-functional steering committee (Incident Management Team), led by a C-suite

member (senior representation from business divisions plus specialist leadership such as HR, Legal, IT,

Operations, Risk, Communications, Finance, Health and Safety, Procurement, Sales) to respond to the

Covid-19 Pandemic.

BYou have established and agreed on the process for decision making and agreed on critical milestones

during this pandemic.

CYou have determined reasonable worst-case scenarios that are informing planning assumptions to ensure

business continuity.

D You have mapped critical stakeholders and agreed communication strategies for them.

EYou have ensured alignment with organisation reputation, purpose and values (e.g. supporting the wider

community response).

FYou have managed communications to staff and stakeholders, and feedback loops ensuring balanced

transparency and preparedness with not wanting to appear to be over reacting.

G You have ensured business continuity plans include arrangements and processes for handling infections.

Table 3: Measures taken


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Organisations indicated as

mostly true, that they had

managed communications to

staff and stakeholders, and

feedback loops ensuring

balanced transparency and

preparedness with not wanting

to appear to be over reacting.

On the other hand, an area

that organisations can improve

on, is ensuring business

continuity plans include

arrangements and processes

for handling infections.

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Responses to various undertaken

measures

86%

96%

88%

90%

92%

94%

89%

14%

4%

12%

10%

8%

6%

11%

G

F

E

D

C

B

A

Percentage True or FalseM

ea

su

res

TRUE

FALSE

Figure 5: Responses to measures taken

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Set up an Incident Management Team to coordinate your response

The Incident Management Team should do the following;

▪ Set clear roles, accountabilities and objectives.

▪ Agree meeting cadence and team ways of working.

▪ Communications and stakeholder engagement strategy.

▪ Use approved sources of information to monitor the spread of the virus and emerging clusters of cases.

▪ Embed an incident reporting mechanism.

▪ Identify critical decision triggers to manage and contain the virus e.g. travel restrictions; office closing/work from home;

meeting restrictions/virtual solutions.

▪ Deploy a rapid response process for your own cases and develop employee recovery plans.

▪ Verify that technology infrastructure can support remote operations.

▪ Review supplier service availability and resilience.

People initiatives to cope


PwC

In this section respondents

were asked to select some of

the measures that their

organisations had taken so far

in response to the pandemic.

Respondents were allowed to

choose multiple responses.

Most Organisations had utilized

or were utilizing the annual

leave especially where staff

could not work remotely or

were not fully occupied.

Only 8% of organisations had

laid off staff and only 18% had

initiated or would initiate pay

cuts in the next few months.

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Responses to various undertaken measures

2%

8%

16%

18%

23%

31%

34%

36%

43%

59%

65%

65%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

None of the above

Staff lay offs

Unpaid leave taken

Pay cuts

Bonuses postponed

Mental Health interventions

Promotions frozen

Salary increments postponed

Working from home all days

Working in shifts

Hiring freezes

Working from home some days

Annual leave taken

ME

AS

UR

ES

Measures taken by various organisations

Figure 6: Measures taken by various organisations

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Measures taken by sectors in response to the Covid-19 pandemic

Mental

health

initiatives

have been

taken by

31% of

Organisatio

ns with

Manufacturi

ng,

Hospitality

and

Insurance

sectors

mostly

taking this

measure.

Table 4: Measures taken per sector

Sector

An

nu

al

lea

ve

tak

en

Un

pa

id

lea

ve

tak

en

Pa

y c

uts

Hir

ing

free

ze

s

Wo

rkin

g

fro

m h

om

e

all

da

ys

Wo

rkin

g

fro

m h

om

e

so

me

da

ys

Bo

nu

se

s

po

stp

on

ed

Pro

mo

tio

ns

fro

zen

Sta

ff l

ay o

ffs

Me

nta

l

Hea

lth

inte

rve

nti

on

s

Sa

lary

inc

rem

en

ts

po

stp

on

ed

Wo

rkin

g i

n

sh

ifts

No

me

as

ure

ha

s b

ee

n

tak

en

Base Total 71% 16% 18% 65% 43% 65% 23% 34% 8% 31% 36% 59% 2%

Manufacturing 13% 13% 7% 13% 12% 9% 13% 11% 6% 23% 13% 10% 33%

Tourism (Hospitality, Travel

and tours, Clubs, Game

parks etc.)

10% 24% 38% 13% 5% 9% 23% 15% 27% 2% 14% 10% 0%

Professional Services 10% 19% 17% 9% 15% 8% 13% 13% 18% 9% 12% 9% 0%

Banking 7% 0% 4% 8% 10% 9% 12% 8% 0% 7% 8% 10% 22%

Insurance 17% 10% 4% 15% 12% 20% 10% 14% 0% 19% 13% 19% 33%

Agriculture 5% 0% 1% 4% 2% 6% 5% 8% 3% 0% 6% 6% 0%

Trade 3% 3% 7% 3% 1% 3% 1% 4% 0% 0% 1% 3% 11%

Non-Governmental

Organisation12% 14% 0% 16% 17% 15% 3% 7% 12% 20% 9% 12% 0%

Construction/Energy/Oil&G

as/Telecommunications5% 0% 4% 4% 7% 4% 3% 4% 18% 6% 6% 7% 0%

Other 16% 17% 18% 16% 19% 16% 17% 17% 15% 12% 17% 14% 0%

The base total in the table below is the actual total response from respondents broken down vertically into various sectors (may not add up to exactly 100% because of rounding off effect)


PwC

The purpose of this section

was to find out if

organisations were

providing clarity to

employees and

stakeholders during the

Pandemic period.

Respondents were tasked

to choose True or False

statements about various

initiatives.

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The initiatives were as follows

AYou have created an internal and external stakeholder map for key communications (considering staff,

customers, suppliers, regulators etc.)

BYou have a clear communications strategy which has been implemented to protect your reputation and

maintain the trust of your stakeholders.

C You are constantly communicating with your employees.

D You are keeping employees regularly informed about the latest updates and guidance.

E You are providing reassurance and consistent messaging to all staff and showing a duty of care.

F Your crisis communications are aligned with your organisation’s culture and communications requirements.

G You have considered the tax and regulatory implications of moving people to alternative locations.

H You have systems and processes in place to monitor movement of your employees to different locations.

IYou have insurance policies and access to emergency insurance in relation to your scenarios (e.g.Covid-19

virus implications).

J Your IT infrastructure can support extensive remote access demands.

K You have assessed whether the changes in the IT environment would increase the risk of cyberattacks.

Table 5: Initiatives undertaken


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Organisations indicated to be

constantly communicating and

keeping their staff regularly

informed about the latest

updates and guidance.

Most organisations have not

yet considered the tax and

regulatory implications of

moving people to alternative

locations.

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Responses to various initiatives

77%

83%

65%

62%

45%

94%

92%

97%

97%

91%

86%

23%

17%

35%

38%

55%

6%

8%

3%

3%

9%

14%

K

J

I

H

G

F

E

D

C

B

A

Sta

tem

en

t TRUE

FALSE

Figure 7: Responses to various initiatives

Effects on compensation

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Non executive directors

28%

63%

Non-Executive directors’ pay-cuts

YES

NO

Respondents whose non-executive directors have

or have not taken or proposed to take a cut on their

fees and allowances.

Actual percentage cut taken or proposed to be taken by non-

executive on their fees and allowances.

Figure 8: Non-Executive directors’ pay-cuts Figure 9: Pay-cuts by Non-Executive directors in percentage

0%

1%

1%

1%

1%

3%

4%

4%

5%

7%

81-90%

51-60%

61-70%

71-80%

91-100%

0-10%

11-20%

41-50%

31-40%

21-30%

Pe

rce

nta

ge

Cu

t

Respondents

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7%

21%

14%

5%

9%

4%

6%

1%

6%

27%

16%

4%

10%

8%

18%

5%

1%

21%

6%

10%

Manufacturing

Tourism (Hospitality, Travel and tours, Clubs, Game parks etc)

Professional Services

Banking

Insurance

Agriculture

Trade

Non-Governmental Organisation

Construction/Energy/Oil&Gas/Telecommunications

Other

Non-Executive directors’ pay-cuts per sector

NO YES

Respondents whose non-executive directors have or have not taken or proposed to take a cut on

their fees and allowances by sectors

Figure 10: Non-Executive directors’ pay -cuts per sector

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Sector0-10%

11-

20%21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%

Base Total 3% 4% 7% 5% 4% 1% 1% 1% 0% 1%

Manufacturing 0% 0% 10% 10% 20% 0% 0% 0% 0% 0%

Tourism (Hospitality, Travel and

tours, Clubs, Game parks etc.)0% 38% 20% 29% 0% 0% 0% 0% 0% 100%

Professional Services 0% 25% 10% 14% 20% 0% 0% 50% 0% 0%

Banking 0% 0% 20% 0% 0% 0% 0% 0% 0% 0%

Insurance 0% 19% 10% 0% 20% 25% 0% 0% 0% 0%

Agriculture 0% 0% 10% 5% 0% 0% 0% 0% 0% 0%

Trade 8% 0% 0% 14% 20% 0% 0% 0% 0% 0%

Non-Governmental Organisation 8% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Construction/Energy/Oil&Gas/Tel

ecommunications25% 0% 0% 0% 0% 75% 0% 0% 0% 0%

Other 58% 19% 20% 29% 20% 0% 100% 50% 0% 0%

Non-executive directors’ actual or proposed percentage cuts on fees and allowances by sectors

for respondents who answered YES

Table 6: Non-Executive directors’ actual/proposed pay-cuts per sector

The Hospitality Industry has been hardest hit as well as the “other”. The “other” sector consists of private schools, family owned

businesses, and other small medium size organisations carrying out business in a number of sectors. The owners/ board directors have

taken the salary cuts to enable their businesses survive the pandemic.

The base total in the table below is the actual total response from respondents broken down vertically into various sectors (may not add up

to exactly 100% because of rounding off effect)

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Respondents whose executive directors have or

have not taken or proposed to take a cut on their

salary and allowances.

32

Executive directors pay cuts

33%

58%

YES NO 0%

1%

1%

2%

3%

3%

4%

4%

6%

7%

81-90%

61-70%

71-80%

51-60%

41-50%

91-100%

0-10%

11-20%

31-40%

21-30%

Pe

rce

nta

ge

Cu

t

The actual percentage cut taken or proposed to be taken by

executive directors on their salary and allowances.

Figure 11: Executive directors’ pay-cuts Figure 12: Percentage pay-cuts by Executive directors

PwC

Respondents whose executive directors have or have not taken or proposed to take a cut on their

salary and allowances by sectors

33

0% 5% 10% 15% 20% 25%

Manufacturing



Banking

Insurance

Agriculture

Trade



Other

Executive directors’ pay-cuts per sector

NO YES

Figure 13: Executive directors’ pay-cuts per sector

The hospitality sector and the “others” most of who are family owned businesses taking most of the salary cuts at executive director level.

PwC

Executive directors’ actual or proposed percentage cuts to be taken by sectors for those

respondents who answered YES

34

Sector 0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90%91-

100%

Base Total 4% 4% 7% 6% 3% 2% 1% 1% 0% 3%

Manufacturing 0% 17% 17% 0% 23% 0% 0% 0% 0% 17%


and tours, Clubs, Game parks

etc.)

0% 33% 20% 25% 0% 0% 0% 0% 0% 75%


Banking 0% 0% 10% 13% 0% 0% 0% 0% 0% 0%

Insurance 20% 33% 10% 0% 54% 0% 0% 0% 0% 0%

Agriculture 0% 0% 10% 0% 0% 0% 17% 0% 0% 0%

Trade 0% 0% 0% 17% 0% 22% 17% 0% 0% 0%

Non-Governmental

Organisation40% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Construction/Energy/Oil&Gas/

Telecommunications20% 0% 0% 0% 0% 33% 0% 0% 0% 0%

Other 20% 17% 13% 21% 23% 11% 67% 100% 0% 8%

Table 7: Executive directors’ actual/proposed pay-cuts per sector

The base total in the table below is the actual total response from respondents broken down vertically into various sectors (may not add up to exactly 100% because of rounding off effect)

PwC 35

Managers

31%

69%

Managers’ pay-cuts

YES

NO

0%

0%

1%

1%

1%

2%

2%

5%

7%

8%

0% 2% 4% 6% 8% 10%

71-80%

81-90%

51-60%

61-70%

91-100%

0-10%

41-50%

11-20%

31-40%

21-30%

Pe

rce

nta

ge

Cu

t

Managers’ percentage pay-cuts

Respondents whose managers have or have not

taken or proposed to take a cut on their salary and

allowances.

Actual percentage cut taken or proposed to be taken by

managers on their salary and allowances.

Figure 14: Managers’ pay-cuts Figure 15: Managers’ percentage pay-cuts

PwC 36

28%

4%

29%

13%

3%

12%

4%

5%

3%

3%

24%

63%

18%

0%

10%

9%

16%

5%

2%

20%

8%

12%

0% 10% 20% 30% 40% 50% 60% 70%

Base Total

Manufacturing



Banking

Insurance

Agriculture

Trade



Other

Se

cto

rs

Managers’ pay-cuts per sector

NO YES

Respondents whose managers have or have not taken or proposed to take a cut on their salary

and allowances by sectors

Figure 16: Managers’ pay-cuts per sector

PwC 37

Managers

Sector 0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%

Base Total 2% 5% 8% 7% 2% 1% 1% 0% 0% 1%

Manufacturing 0% 0% 10% 7% 0% 0% 0% 0% 0% 0%


and tours, Clubs, Game

parks etc.)

0% 29% 19% 33% 33% 50% 0% 0% 0% 100%


Banking 0% 0% 10% 0% 0% 0% 0% 0% 0% 0%

Insurance 33% 29% 13% 0% 0% 0% 0% 0% 0% 0%

Agriculture 0% 0% 10% 4% 0% 0% 0% 0% 0% 0%

Trade 0% 0% 3% 11% 22% 0% 0% 0% 0% 0%

Non-Governmental

Organisation33% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Construction/Energy/Oil&Gas

/Telecommunications0% 0% 0% 0% 0% 50% 0% 0% 0% 0%

Other 33% 14% 26% 22% 44% 0% 100% 0% 0% 0%

Actual or proposed percentage cuts to be taken by sectors for those respondents who answered YES

Table 8: Managers’ actual/proposed pay-cuts per sector



PwC 38

Other staff

20%

71%

Other staff’ pay-cuts

YES NO 0%

0%

0%

1%

1%

1%

2%

3%

5%

6%

51-60%

61-70%

81-90%

41-50%

71-80%

91-100%

31-40%

0-10%

21-30%

11-20%

Pe

rce

nta

ge

Cu

t

Other staff’ pay-cuts by percentage

Respondents whose other general staff have or

have not taken or proposed to take a cut on

their salary and allowances.

Actual percentage cut taken or proposed to be taken

by other general staff on their salary and allowances.

Figure 17: Other staff’ pay-cuts Figure 18: Other staff’ pay-cuts by percentage

PwC 39

20%

6%

33%

17%

0%

4%

5%

6%

0%

0%

28%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Base Total

Manufacturing

Tourism (Hospitality, Travel and tours, Clubs, Game parks…


Banking

Insurance

Agriculture

Trade



Other

SE

CT

OR

S

Other staff’ pay-cuts per sector

NO

YES

Respondents whose other general staff have or have not taken or proposed to take a cut on their

salary and allowances by sectors

Figure 19: Other staff’ pay-cuts per sector

PwC 40

Other staff

Sector 0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%

Base Total 3% 6% 5% 2% 1% 0% 0% 1% 0% 1%

Manufacturing 0% 13% 10% 0% 0% 0% 0% 0% 0% 0%


and tours, Clubs, Game parks

etc.)

0% 25% 57% 0% 100% 0% 0% 0% 0% 100%


Banking 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Insurance 25% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Agriculture 0% 0% 14% 11% 0% 0% 0% 0% 0% 0%

Trade 0% 8% 0% 33% 0% 0% 0% 0% 0% 0%

Non-Governmental

Organisation0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Construction/Energy/Oil&Gas/

Telecommunications0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Other 50% 29% 10% 22% 0% 0% 0% 100% 0% 0%

Other general staff’ actual or proposed percentage cuts to be taken by sectors for those respondents who answered

YES

Table 9: Other staff’ actual/proposed pay-cuts per sector



PwC

➢ Employer must analyze the best method to mitigate the impact of the pandemic.

➢ Communicate to employees the intentions and the reasons that have caused this action. Be transparent

➢ Consult with labour Unions if you have unionized staff and employees

➢ Obtain a written consent from staff and issue them with a letter that they can use to explain their new circumstances to interested parties

such as the banks

➢ Effect the changes and review the situation.

41

Adjusting terms of employment

The following process should be followed when instituting salary cuts or adjusting any other terms

of employment

Employee Engagement


PwC

In this section respondents were

tasked to rank what mattered the

most to them while working from

home during this Covid-19 period.

Respondents were asked to rank the

following choices;

• Good Wi-Fi connection provided

by the company;

• Work life balance; and

• Regular check ins by my

manager (at least once a week).

Good Wi-Fi provided by an employer

tops the list of the most important

things that matter when working from

home.

43

Take action to

protect the

position

Continuously

reassess

your

approach


Figure 20: Responses to important issues in percentage

Responses to various measures


PwC

Organisations were asked whether

they would still prefer their workforce

to continue working from home after

the COVID-19 Pandemic.

55% of Organisations would not like

their staff to continue working from

home post the pandemic. Reasons

here could be that certain roles may

not be performed while at home, but

also enabling systems may not be in

place to facilitate working from home.

The Insurance, Infrastructure and the

professional services would like their

staff to continue working from home.

44

Take action to

protect the

position

Continuously

reassess

your

approach


Responses to various measures

25% 27%

69%

57%

79%

10%

72%

22%

39%

75% 73%

31%

43%

21%

90%

28%

78%

61%

0%10%20%30%40%50%60%70%80%90%

100%

Ma

nu

factu

ring

Tou

rism

(H

ospita

lity, T

rave

l a

nd

tours

, C

lubs, G

am

e p

ark

s e

tc)

Pro

fessio

na

l S

erv

ices

Ba

nkin

g

Insura

nce

Ag

ricultu

re %

Co

nstr

uctio

n

Infr

astr

uctu

re (

En

erg

y &

tele

co

mm

un

ica

ton

s)

Non-G

overn

menta

l O

rganis

ation

Oth

er

Working at Home or not after COVID 19?

Yes 45% NO 55%

Figure 21: Responses per sector in percentage about working from home after covid-19


PwC

Organisations were asked to

rate the government’s directive

on covid-19.

Respondents could only

choose a single response for

each choice.

55% of Organisations rated the

government directives towards

the Covid-19 pandemic

favourably.

45

Take action to

protect the

position

Continuously

reassess

your

approach


Responses rating various measures taken

by the government

9%

18%

18%

55%

0% 10% 20% 30% 40% 50% 60%

0-40%

80-100%

40-60%

60-80%

Ra

tin

g

Figure 22: Responses in percentage rating various measures taken by the government

Challenges of working from home

PwC

Employers in the agricultural sector cited the following as their main

deterrents during this covid-19 pandemic;

➢ 50% of the employers cited internet connectivity as a main

issue. This is mainly an issue with the service providers shaping

their bandwidth to meet increased global demand.

Other issues affecting employers include;

➢ Maintaining clear and consistent communications with teams.

➢ Power black outs.

➢ Difficulty in monitoring how much time employees put on actual

work.

On the other hand employees cited the following challenges while

working from home;

➢ Their own discipline in accommodating the regime of working

from home.

➢ Lack of or insufficient data bundles.

➢ Poor infrastructure.

➢ Non-conducive working environment at home.

➢ Time management especially for employees with school going

children who have to multi-task between work and attending to

the children needs.

47

Agricultural sector

PwC

In the banking sector the following issues were cited by employers;

➢ 62.5% of the respondents cited productivity as a main issue,

this includes; Low productivity and challenges in monitoring and

maintaining productivity.

➢ Delay in feedback or response to issues escalated to

colleagues.

➢ Power outages in some areas.

➢ Too many meetings.

➢ Lack of initiative and self drive by employees.

➢ High use of virtual private network (VPN) requiring additional

bandwidth.

➢ Lack of control on work output.

➢ System access risks and cyber security considerations.

➢ Nature of work not being suitable for work from home in some

cases.

On the other hand employees in this sector cited the following

challenges while working at home;

➢ 37.5% cited poor connectivity especially during online meetings

and conference calls.

➢ 25% cited work-life balance disruptions.

➢ Lack of data bundles.

➢ Poor infrastructure.

➢ Non-conducive work environment.

➢ Customers failure to repay their loans.

➢ Fear of potential redundancies.

➢ Reduced support from line managers.

48

Banking Sector

PwC

Employers in the energy sector are encountering the following

challenges as their employees work from home;

➢ Unstable internet access for some staff.

➢ Technology challenges for the older staff.

➢ Some employees don't have the requisite discipline to work

from home and are thus unable to complete on time

assignments given.

Employees on the other hand are facing the following challenges;

➢ Interruptions especially for employees with young children.

➢ Non-conducive work environment.

49

Energy Sector

PwC

Employees in the insurance sector are facing the following challenges as they

work from home;

➢ 53% of the employees cited connectivity issues ranging from access to

internet, slow connectivity, internet instability and down time.

➢ 24% cited power outages since majority of them do not have back up

generators.

➢ Lack of appropriate working furniture causing back problems.

➢ Lack of working tools such as computers.

➢ Long working hours.

➢ Poor eating habits.

➢ Disrupted VPN.

➢ Poor communication causing delays.

➢ Inadequate physical exercises.

➢ Mental health issues.

➢ Feeling disconnected from their colleagues.

➢ Lack of electronic document management system especially where

handling of physical files is involved.

➢ Work-life balance especially for those with children.

➢ Pressure to deliver remotely.

➢ Anxiety as to what is happening out there.

➢ Delays in IT Support.

➢ Inadequate working space.

Employers in this sector cited the following challenges as a result of the new

norm of working from home;

➢ Monitoring of productivity and performance was cited as a challenge by

most employers.

➢ Power outages since majority of them do not have back up generators.

➢ Uncertainty of the safety of employees.

➢ Poor internet connectivity.

➢ Lack of people to talk to.

➢ Back problems .

➢ Non-core system functioning is limited.

➢ High cost incurred in purchasing equipment (laptops) and internet

connections.

➢ Poor quality of work.

➢ Mental health issues.

➢ Managing the movement of those required to be in the office.

➢ Not being able to meet with clients causing a negative effect on the

customer facing/business development teams.

➢ Random meetings can rarely be held.

➢ Delays in communication.

➢ Separation of personal time from official time.

➢ Employees not meeting targets because of home interferences.

50

Insurance Sector

PwC

Most of the manufacturing sector industries are still operational as

they try to observe the safety measures put in place by the

government. The few industries or departments working from home

have had employers encounter the following challenges;

➢ The regular weekly, monthly and scheduled communication

meetings can not be held.

➢ Network access challenges.

➢ The social aspect and social activities have been curtailed.

➢ Approvals have stalled; some hard copy documents have to be

signed physically and stamped.

➢ IT hardware damage for example broken laptops.

➢ Inadequate tracking of productivity and performance

management.

➢ Lack of accountability.

➢ Poor performance.

➢ Concern on physical and mental well-being of their employees.

➢ Expensive infrastructure including the software required to

monitor and follow up employees.

The employees in this sector on the other hand are experiencing

the following challenges;

➢ They feel detached from their fellow colleagues.

➢ Disruptions in the house while working from home. This maybe

from the kids, television and music systems.

➢ Missing out on important communications.

➢ Inability to consult with fellow colleagues.

➢ Burnout.

➢ Boredom.

➢ Internet connectivity issues.

➢ General anxiety of the impact of COVID-19 on employees’

lives.

➢ Inappropriate and inadequate physical work-space.

➢ Challenge of keeping a regular work schedule.

➢ Internet connectivity issues ranging from lack of internet

connectivity to unstable internet connectivity.

➢ Lack of proper infrastructure including proper work stations,

printers and scanners.

➢ Time consuming approvals for hard copy documents and

payments.

The nature of business in this sector means inconveniences to

working from home because some parameters are physically

inspected.51

Manufacturing Sector

PwC

Employers in this sector have faced the following challenges;

➢ The agreed upon workplans can not be implemented, thus

affecting output- for some employees it not clear what is

expected of them during this period.

➢ Unreliable internet connections.

➢ Plans to identify redundancies have faced a lot of opposition

from staff.

➢ Timely processing of documents that need uploading.

➢ Effectively integrating work and homeschooling responsibilities

during this period of working from home.

➢ Long working hours.

➢ Monitoring productivity and performance has become a

challenge.

➢ Employees compliance to Ministry of Health guidelines.

➢ Handling operational activities has become a challenge.

➢ Team check-ins procedures have become a challenge to

employees.

➢ Power cuts and outages.

➢ Work-life balance challenges.

➢ Unconducive working environments that include constant

distractions and interruptions.

➢ Sticking to work schedules.

➢ Increased expenditure on airtime, data and purchase of

laptops.

➢ Low productivity and deviation of goals.

➢ late submission of reports.

➢ Inadequate infrastructure such as laptops to facilitate working

from home.

➢ All field activities have been suspended.

➢ Donors are reluctant to enter into new contracts.

➢ Some jobs cannot be done from home.

➢ Delays in some essential processes.

➢ Absence of key government services.

➢ Absence of key partners on the ground on a regular basis.

➢ Mental health challenges such as fear and anxiety.

52

Non-Governmental Organisations

PwC

Employees on the other hand are having following challenges;

➢ Wellbeing related issues.

➢ Poor furniture infrastructure such as desks and chairs.

➢ Mental stress especially for those who are not able to cover

their time and are forced to take leave to just sit in the house.

➢ IT challenges and slow connectivity.

➢ Some jobs require physical presence at work.

➢ Too many online meetings.

➢ Work-life balance and integration.

➢ Working long hours.

➢ Electricity cuts/power outages.

➢ Some employees are locked out of their homes (out of Nairobi)

after movement in and out of certain counties was restricted.

➢ Increased airtime expenditure on purchase of internet bundles.

➢ Challenges in making quick adjustments to working remotely.

➢ Unconducive working environment that includes constant

distractions and interruptions.

➢ Challenges in prompt access and response to communication.

➢ Loneliness and need to interact with colleagues.

➢ Less cooperation from colleagues and the management.

➢ Difficulty in accessing files that are in the office.

➢ Uncertainty on future decisions.

➢ Low concentration.

➢ Inadequate office facilities.

➢ Lack of designated working areas.

53

Non-Governmental Organisations

PwC

Employers in this sector are facing the following challenges;

➢ Connectivity challenges.

➢ Power outages by their employees.

➢ Measuring productivity.

➢ Some issues are taking long to be resolved.

On the other hand employees have cited the following challenges;

➢ Low concentration resulting from the many demands at home.

➢ Connectivity challenges.

➢ Power outages at home.

➢ Work life balance.

54

Oil and Gas Sector

PwC

Employers in the professional services sector are facing the

following challenges;

➢ Challenge on accountability of work/assignments completed.

➢ Limited access to client/customer locations.

➢ Low staff utilization.

➢ Keeping staff engaged and working together as a team (team

cohesion).

➢ Uncertainty on whether employees are able to balance the

time they need to spend on work and also take rest and health

breaks.

➢ Power outages.

➢ Inadequate laptops.

➢ Productivity concerns.

➢ Supervision and monitoring of performance has become a

challenge.

➢ Data interference.

➢ Deadline adherence.

Employees in this sector are facing the following challenges;

➢ Occasional connectivity issues.

➢ Disruptions especially for employees with young children.

➢ Loss of face to face discussions with colleagues and clients.

➢ Lack of appropriate furniture.

➢ Insufficient computers or laptops.

➢ Power outages.

➢ Not having access to hard copy files or library books.

➢ Lack of internet bundles.

➢ Increased cost of internet and telephony.

Worth noting is that one organization cited an increase in

production from 10 to 20% as most of the transit time is now spent

on work output.

55

Professional Services Sector

PwC

Employers in the much affected tourism industry are experiencing

the following challenges;

➢ Complains of poor internet connectivity.

➢ Power outages.

➢ Lengthy turnaround periods for assigned duties.

➢ Tracking actual output for the team, measuring actual

performance for virtual teams.

➢ Ensuring that teams are engaged.

➢ Ensuring that work environment is conducive (home

environment).

➢ Monitoring productivity has been a challenge since employers

do not have remote means of identifying productivity.

Employees on the other hand face the following challenges while

working from home;

➢ Unreliable internet connectivity.

➢ Low concentration spans.

➢ Distraction by family members as the line between working

time and family time is very thin and blurred.

➢ Lack of Wi-Fi connections and bundles depleting really fast.


➢ Affordability of internet connectivity.

➢ Longer working hours as opposed to while working from the

office.

56

Tourism (Hospitality, Travel and tours, Clubs, Game parks etc.)

PwC

In the trade sector employers are facing the following challenges;

➢ Reduced efficiency as a result of reduced control on output.

➢ Inability to focus on the job due to interruptions.

➢ Internet instability and fluctuations.

➢ Limited movement.

On the other hand employees are facing the following challenges;

➢ Power Outages.

➢ Increased expenditure on purchasing internet bundles.

➢ Inability to focus on the job due to interruptions.

➢ Internet instability and fluctuations.

➢ Limited movement.

57

Trade

PwC

Employers in this category face the following challenges;

➢ Reduced efficiency.

➢ Lack of accountability.

➢ Power outage.

➢ Some employees have been rendered partially redundant as

their jobs require extensive travel within the region.

➢ Not everyone has the ability to work from home as many

operational roles still need to function from the office.

➢ A drop in productivity and quality of services rendered.

➢ Difficulty in coordinating cross-functional activities.

➢ Limited movement especially for aspects of business that

require constant engagement and physical visits.

➢ Disruptions especially from young children of an age range of 4

months to 5 years, loud music and neighbours.

➢ A challenge in work supervision and monitoring.

➢ A challenge on keeping employees motivated to deliver.

➢ A challenge with vendors who have not yet adapted to the

changing times.

➢ A challenge in work life balance.

➢ Managing work productivity especially for very administrative

role. Time sheets clock-ins are being implemented to improve

on this.

➢ Poor internet Infrastructure .

➢ Lack of human touch.

➢ Culture change.

➢ Reduction in productivity.

➢ Increased cost of connectivity.

➢ Some projects need a quick turn around which may not fully

achievable during this period.

58

Others

PwC

Employees in this sector face the following challenges;

➢ Power outage.

➢ Unreliable internet connectivity especially those with no home

Wi-Fi and are required to hotspot/tether.

➢ Disruptions especially from young children of an age range of 4

months to 5 years, loud music and neighbours.

➢ The sales force teams face challenges in reaching the key

stakeholders.

➢ Marketing and promotional activities (brand awareness) are on

a halt.

➢ Isolation and loneliness of employees.

➢ Minimal access to information on the critical issues.

➢ Low concentration and response time.

➢ Poor internet infrastructure.


➢ Remaining motivated to work.

➢ Team work ha greatly reduced

➢ Establishing suitable routines that work.

➢ Uncertainty of how long it will take for things to get back to

normal.

➢ Fatigue from the fast paced changes and implementations

expected of the employees to adapt to.

➢ Longer working hours.

59

Others

Preparing to return to work

PwC

The world has changed. The novel coronavirus (2019-nCoV)

has seen to that. Safeguarding and stabilising operations,

liquidity, people, supply chains and markets has been the

overwhelming first priority. Now, companies must start

thinking strategically about how they will adapt as the

pandemic and markets evolve.

As well as affecting countless lives, COVID-19 has

unleashed a devastating blow to the global economy,

disrupting supply chains while choking off demand.

Even for those who feel able to predict the passing of the

storm, counting on a quick return to business as usual is not

a viable strategy. The shock of the pandemic on previous

assumptions and future behaviour can’t be ignored even if

there is a sharp V-shaped recovery. A slower U-shaped

recovery or a longer L-shaped recession will have even

more profound implications. Whatever the path forward, the

world will be different and companies need to plan for a new

normal.

61

Returning to work

Accelerate new ways of working, automation and digitalisation

➢ The experience of COVID-19 will almost certainly accelerate

momentum towards new ways of working, automation and

digitalisation.

➢ Companies that are further along the curve in digitising their

operations have already benefited from greater built-in resiliency

during the crisis, reducing dependence on human resources.

➢ Greater investments in these areas will equip companies to

maintain better business continuity in their supply chains,

operations and customer management, reducing the load on their

workforces.

➢ Technological transformation will also have been given a boost by

the experience of virtualisation and new ways of working by staff

during the pandemic lockdown.

➢ It is likely to accelerate the move to a more mobile workforce, able

to work virtually and at distance.

➢ Companies will want to consider what worked well during the

crisis and look at the opportunities for future workforce productivity

and flexibility.

Organisations should take affirmative steps to implement the various public health

initiatives in preparation of offices opening

• Workplace health and safety laws (Occupational healthy and safety Act 2007

(OSHA) impose a duty of care on organisations conducting a business

undertaking to eliminate or minimise risks to health and safety so far as is

reasonably practicable

• This duty of care extends to all aspects of an organisation’s workplace and

applies to employees, contractors, and members of the public affected by the

organisation’s undertaking (including through products or services provided by

the organisation).It is the duty of the employer to provide personal protective

equipments (PPEs) for their staff. Determine the process of providing these.

E.g. masks.

• Determine if your office space will cater for social distancing.

• For workers that are at increased risk from contact with suspected or confirmed

cases of COVID-19 (e.g. the primary care and aligned health industries);

additional infection prevention and control practices should be implemented

using best practice recommendations of applicable industry bodies.

PwC 62

Return to work suggestions

Contacts

© 2020 PwC. All rights reserved.

In this document, “PwC” refers to PwC Kenya, which is a

member firm of PricewaterhouseCoopers International

Limited, each member firm of which is a separate legal

entity

Please see www.pwc.com/structure for further details.

Steve Okello

Partner and Head of Tax,

EMA

[email protected]

Direct:+254 (20) 2855116

Jane Kithela

Senior Manager People

Effectiveness, Kenya

[email protected]

Direct: +254 (20) 2855645

mailto:[email protected]

mailto:[email protected]

responding to the covid-19 pandemic - pwc

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