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Resilience and adaptation in times of insecurity: the battle of Niger’s women entrepreneurs (1/2)

  Nigerian women have always stood out for their resilience and survival instinct in an arid, hostile environment. Although written records of Africa’s traditionally oral history are relatively recent, as…

 

Nigerian women have always stood out for their resilience and survival instinct in an arid, hostile environment.

Although written records of Africa’s traditionally oral history are relatively recent, as early as the end of the 19th century they began to extol the courage of a warrior queen, a figure of resistance to the colonists – Sarraounia Mangou. 

From 1960 to 1974, Niger was back in the limelight thanks to its first “First Lady”, Mme Aïssa DIORI, who charmed not only with her great beauty, but above all with her unrivalled charisma and rare intelligence. Her prestige radiates around the world. “Rubbing shoulders with the greats of the world (Elizabeth II, Haile Selassie, Nasser, De Gaulle, Johnson…), Madame Diori commanded respect and admiration. At her husband’s side, she began the process of female emancipation through hard work and rigor in this Afro-Muslim region.”  She embodied resilience so well. So disturbed, in fact, that she was personally targeted and mortally wounded in the 1974 coup d’état.

In 1992, in addition to the world-famous March 8, Niger established a Nigerien Women’s Day to honor this resilience. Indeed, following the historic 1991 march by women to demand greater representation on the preparatory commission for the Sovereign National Conference, May 13 came to symbolize Nigerien Women’s Day, instituted by presidential decree.

 

As a reminder, here are a few aspects of this hostile environment. Although they represent 50.60% of the population, women have the highest illiteracy rate, at 78% (compared with 60% for men), and are also the poorest. Indeed, four out of five poor people are women, sinking under the weight of socio-cultural and economic barriers such as material dependence, characterized by low decision-making power, arduous work, and difficult access to basic services. Financial dependence, reflected in low monetization, laborious access to knowledge, jobs, and productive resources. 

Niger holds two sad records, both impacting women: the highest fertility rate in the world (6.2 children per woman in 2021 vs. 7.6 in 2012) and the highest rate of early marriage: 77% of our girls are married before the age of 18 and 28% before the age of 15. And these are just the official figures… many believe that the reality is even more alarming. 

In this context, women have been quick to realize that solidarity – in line with the now fashionable concept of sisterhood – is their only option, and female entrepreneurs are no exception to this trend.

 

Culturally, they are confined to a type of profession that is “acceptable” for women: sewing, beauty care, food processing or fruit and vegetable marketing and cooking, which are also low-margin, low-income sectors. And with low barriers to entry, competition is high and activities are often informal.

In cities, they run or invest in very small businesses and SMEs. They accumulate initiatives and jobs. When they have had access to training, they keep their salaried jobs and develop their VSEs at the same time. Insecurity doesn’t affect them much; they simply adjust their working hours and take precautions to avoid dangerous areas on the outskirts. 

In rural areas, they engage in IGAs – income-generating activities. In villages, women are traditionally involved in market gardening, raising poultry and small ruminants. This income enables them to help support their families. With insecurity, looting and attacks have deprived many of them of income, leading to higher market prices and the impoverishment of entire communes. Forced migration, rural exodus and the loss of fathers and sons at the front have increased the vulnerability of rural women as well as gender-based violence.

 

However, since 1992, they have been organizing themselves into a Union. This is an association or structure of women who have voluntarily decided to band together to defend common interests, but above all to build their financial autonomy through tontines – most often 100% female. Insecurity has further strengthened this solidarity. 

The financial system has also adapted, and is increasingly offering products to these groups, giving them access to savings and then credit, and freeing them from the guarantee or surety previously provided by a man. The dematerialization of traditional tontines also makes it possible to combat looting and secure the assets of these women’s unions.

Whether rural or urban, women entrepreneurs in Niger are organizing, building and maintaining their resilience. Groups dedicated to women entrepreneurs are springing up on social networks, as are professional associations and incubators dedicated exclusively to women. For over 20 years, one microfinance institution, MECREF, has taken up the challenge of catering to a clientele made up of 100% women. Indeed, in Niger as in the rest of the world, studies show that women entrepreneurs are better paid than men.

“Whether rural or urban, women entrepreneurs in Niger are organizing, building and maintaining their resilience”

 

However, the situation remains critical in many regions. Since the beginning of 2023, according to official figures, some 670,000 forcibly displaced persons have been registered in Niger, 52% of whom are women.

Nigerien women will have an increasingly important role to play in rebuilding peace in Niger. Military families are often left to fend for themselves. And just as we saw during the great world wars in Europe, women are now perfectly capable of heading these families and generating income to support the family.

Their resilience is still being tested by the coup d’état of July 26, 2023. Sanctions are taking their toll on households and women in particular, including rising food prices. Nigerien women are calling for peace and a diplomatic way out of the crisis, but they are also passionate about this historic page that the whole country is now writing.

“Their resilience is still being tested by the coup d’état of July 26, 2023”

 

So, more than ever, empowering women is part of economic development and must be a priority. This has a greater impact on health, education and economic development in general. And the fact that they are more involved and that we can provide them with more support will have an impact on safety across the board and at local level. 

Further reading: in our “Resilience and Adaptation” series, discover Mohamed Keita’s article, “Mali’s renewal will come through the private sector“.

 

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A conversation with Bachir Rockya Lahilaba, founder of Sahel Délices

The covid-19 pandemic has led to the implementation of lockdown measures in many African countries. These had a deep impact on economic activities, particularly on small and medium-sized enterprises. In…

The covid-19 pandemic has led to the implementation of lockdown measures in many African countries. These had a deep impact on economic activities, particularly on small and medium-sized enterprises.

In this context, I&P, FERDI and the Club Africain des Entrepreneurs are working together to produce a series of articles studying how African SMEs are coping with the health and economic crisis and the measures to be taken to help them overcome the crisis.

The first article in this series relates the story of Mrs. Bachir Rockya Lahilaba, founder of the Nigerien company Sahel Délices. Launched in 2015 Sahel Délices seeks to enhance the value of local agricultural resources. Juices based on local plants such as bissap or baobab are the flagship products of the company, which also produces herbal teas, spices and jams.

 

How did you get through the health and economic crisis of Covid-19 these last few months? What have been the impacts on Sahel Délices?

When the number of Covid-19 cases began to increase a few months ago, we quickly realized that this crisis would also directly affect the African continent. At first, everyone was afraid. We had to close Sahel Délices for a while to see how the situation would evolve. But gradually the fear was overcome, the shop opened again.  We decided to continue the activity, following the sanitary measures and all the instructions of the government.

Several difficulties emerged as the crisis unfolded:

The first difficulty was the supply of fresh ingredients. Niamey had been isolated from the rest of the country during lockdown, but all the fresh products come from rural areas. Women normally come from surrounding rural market to sell their products in the city, but they could no longer move around because there were no buses between the villages and the capital. This led to an increase in the price of commodities such as baobabs, tamarins, hibiscus, etc.

The supply of packaging was the second problem. The packaging we use comes from Nigeria, but the border was closed due to the pandemic, and the costs have risen sharply. Sahel Délices tried to adapt by buying bottles made here in Niger, but the local production does not have meet our usual quality standards, some customers were not satisfied.

Third problem: during the first two months (March, April), our deliverymen often forgot to wear masks and gloves. At the production level, there were no problems since masks and gloves were already mandatory, but we had to be very careful with the deliverymen because they were not used to it. Customers rejected the order if the deliverymen did not comply with these conditions.

In addition, Sahel Délices had to cope with a decline in sales. Our flagship products, the fruit juices, usually sell better during the hottest periods and during the month of Ramadan. The curfew, set at 7 pm, limited consumption time. Besides, most people had to cut back on their expenses, having spent so much in health supplies and provisions.

Gradually the fear was overcome, the shop opened again.  We decided to continue the activity, following the sanitary measures and all the instructions of the government.

 

Did you receive any support during the crisis?

Sahel Délices is financed by the fund Sinergi Niger since 2019, and this partnership has brought us a lot in terms of financing and support. We regularly hold management boards, which allow us to take full advantage of the team’s experience! These boards have always been maintained, even at the height of the crisis.

Sinergi helped us to acquire some new equipment. In 2015, our production was totally artisanal, but it is gradually being transformed into semi-industrial production. Before the arrival of the Covid, Sahel Délices had planned to launch a low-price range of juices to reach smaller consumers, but the crisis postponed the launch.

 

What kind of support do you need today, considering the context?

Sahel Délices is a company that started on equity capital thanks to our partners, Sinergi Niger and the French Embassy. Today, we would like to promote our products throughout the country and, in the medium term, in the surrounding countries. The solutions proposed by the government are not very adequate.

Financially speaking, we were able to benefit from subsidies and everything was fine in terms of loans and repayments before the covid-19 crisis. The government’s response to help the private sector mainly consists of granting credits to SMEs and large companies. But is credit a solution for SMEs? These companies are often already struggling to cope with prior debt. This option seems to deepen the problems rather than solve them.

As far as Sahel Délices is concerned, we are not really expecting subsidies or grants, but we need support to develop our sales and a marketing plan, including communication and marketing materials. This would really help the company get back on its feet!

 

A final word or concluding remark?

I would just say that this situation is difficult for everyone. 2020 is the hardest year experienced by Sahel Délices so far. We are well aware of the problems posed by this crisis. For the first time since its creation, Sahel Délices is unable to meet some of its commitments. But we should not give up. Solutions exist, we need to identify or create them. The most important is to put an end to the paralysis. The life of an entrepreneur is a constant struggle: the key is adaptation.

But we should not give up. Solutions exist, we need to identify or create them. The most important is to put an end to the paralysis.

 

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