akzente 1/2022 The GIZ Magazine akzente SPECIAL Change This way, please Keeping the dialogue going A visit to the GIZ country office in Ethiopia Twists, turns and transformation An essay by author and publicist Ilija Trojanow Tradition meets technology Apps for agriculture in Senegal

Editorial When the world is changing rapidly Change – the only constant inertia are often almost insurmountable, even when change would be advisable. It doesn’t matter how many people are des­ perate for change, a genuine transforma­ tion is always difficult to achieve. THE SAME PATTERN can clearly be seen with digitalisation and sustainability. Howev­ er, no matter how difficult it might some­ times be to embrace digitalisation, it offers us countless opportunities in almost every aspect of our lives. This is also the case in de­ veloping countries. At GIZ, we aim to help shape the digital world so that it benefits everybody, offering educational opportu­ nities, providing independent information, enabling people to form their own opinions, and fostering democratic participation. We still have our work cut out for us. The shift towards greater sustainability is another major change that we are experiencing. No matter how hard the transition, this is the only way to ensure our long­term survival. GIZ’s commitment in this area is particular­ ly strong; we are a constant source for new impetus. In this, our last printed issue of akzente, you can learn about all the things that are chang­ ing – at GIZ, in international coop eration, and beyond. Now and in future, you will find us online at akzente.giz.de. Pay us a visit and take a look! We hope you enjoy reading this fascinating issue. AN ISSUE DEDICATED TO CHANGE was chosen to mark a specific event: akzente magazine’s complete switch from print to digital. Most of our readers now predom­ i nantly get their information online. So that’s where we will meet you in future to provide our magazine’s content. You will find reports, interviews and background in­ formation about international cooperation and GIZ’s priority areas both on our website and on GIZ’s social media channels. THE SHEER SCALE OF GLOBAL CHANGE was something that we could not have pre­ dicted when selecting the topic. However, the war in Ukraine has demonstrated just how swiftly and dramatically things can change. A war of aggression in Europe. Refugee movements on a scale we have not seen since the Second World War. Sanctions that are unprecedented in their scope and severity. Arms exports and steps to strength­ en armies. Economic downturns in several countries. YET EVEN BEFORE the war in Ukraine, a lot was changing. The number of fragile states is on the rise. Two thirds of our partner countries are already marked by conflicts, violence or crises. The world’s poorest coun­ tries are also finding it increasingly difficult to cope with the consequences of climate change. In an interview with akzente, the new Federal Development Minister Svenja Schulze explains how she is addressing the changing situation in the world, and what priorities she is setting. An article by Tanja Gönner, Chair of the Management Board, looks at where GIZ stands today, ten years after it was founded, how it responds to global change, and why change is a nev­ er­ending process. And finally, publicist Ilija Trojanow considers why the forces of . ) 3 P ( L E G O V A I R A M / N E F A R G O T O F F O H E I . D , ) 2 P ( Z I G : S O T O H P akzente 1/22 3 SABINE TONSCHEIDT, Director of Corporate Communications sabine.tonscheidt@giz.de

Contents PERSPECTIVES Far away – and yet so near Three ‘GIZ couples’ in different countries demonstrate how diverse cooperation can be. p. 26 REPORT Keeping the dialogue going A day with Peter Palesch, GIZ Country Director in Ethiopia p. 36 W E I V R E V O E T N E Z K A , S K C I P L A T I G I D 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 C I H P A R G O F N I R E N G E W M I T , É S S I C A L L A T R A M O M , N A D I K E R B E G A T E G U L U M , R I H S A B A N Y I A S : S O T O H P REPORT Tradition meets technology Farmers in Senegal rely on tried- and-tested farming practices – and digital tools. p. 46 akzente 1/22 5 INTRODUCING Hallo from Cologne! Franziska Schmülling, social media specialist with Corporate Communications p. 52 akzente 1/2022 The GIZ Magazine akzente SPECIAL Change This way, please Keeping the dialogue going A visit to the GIZ country office in Ethiopia Twists, turns and transformation An essay by author and publicist Ilija Trojanow Tradition meets technology Apps for agriculture in Senegal DIGITAL AKZENTE Our magazine is also available online, with content optimised for mobile devices. akzente.giz.de/en

The interview at akzente.giz.de explains why we feel at home in the digital world, and where we go from here. Z I G © akzente 1/22 Healthy eating = greater opportunities That’s why we support educational establishments across Malawi. ReportTER – A PRECIOUS COMMODITY The solar-powered pump makes life easier for Odette Kpadonou. She now sees the value of using new agricultural methods.Solar power systemSolar power systemA solar pump at an agricultural training centre in Benin has made the donkey work of irrigating fields a thing of the past. TEXT AND PHOTOS KATRIN GÄNSLER SOLAR POWERSYSTEMFaces and storieslholder farmer from Namibia has taken part in several GIZ training courses on processing bush and promoting biomass value chains. The knowledge he has acquired has enabled him to use bush biomass to get his cattle through the most recent drought.You can find this and other ‘Faces and Stories’ online atwww.giz.de/storiesScan the code with your smartphone to watch the videoAM PROUD OF WHERE MY MING OPERATION IS GOING. SALOMO KAUARIThe COVID-19 pandemic is a setback for education almost everywhere in the world. What are some of the most serious conse-quences resulting from it?The pandemic has created the biggest dis-ruption to education that we have ever seen. At its peak, 1.6 billion children were out of school, nearly half of them in low-er-income countries. The world’s most vul-nerable children and youth have been the hardest hit by the pandemic, and we have seen how COVID-19 has already exacer-bated existing inequalities. Hundreds of millions of children who rely on school meals have been left without a reliable source of daily nutrition and the pandemic may push more than 100 million people into extreme poverty. We also know that the longer children are out of school, the more likely they are to never return. As many as 20 million girls are at risk of drop-ping out of school due to early marriage and teenage pregnancy, and millions more children may be forced into child labour to help support their families.What does that mean for the social cohe-sion of societies?Schools not only provide children with a safe, caring and conducive environment for learning. They can also provide them with critical thinking skills, the ability to work with others and solve problems – vital tools for success in an increasingly globalised world. In the long run, investing in educa-tion helps build peaceful and inclusive soci-eties. The stronger and more equitable a country’s education system, the more its children will learn now and earn in the fu-ture. For many children, school is far more than a place of learning. Beyond education, schools are lifelines that provide meals, health services, safety – and the hope of a brighter future. Are the objectives of Sustainable Develop-ment Goal (SDG) 4 still realistic? It is true that COVID-19 has had a major impact around the world, jeopardising all of the SDGs. That’s why we are working with partner countries to transform education systems and effect long-term change for children. If we want all children to complete free primary and secondary education, for example, the government needs a compre-hensive and inclusive education sector plan that aligns the efforts of all education part-Interview: Friederike Bauer‘Children are eager to return to school’Alice Albright leads the Global Partnership for Education, a fund that supports quality education in lower-income countries. She talks about the paramount significance of learning and why children everywhere cannot wait to get back to school. PHOTO: BRITTA PEDERSEN/DPA (P. 32)akzente 2/21Interview33From: Janina Marie Laurent ›To: all akzente readersAn exceptional journey in exceptional timesToday, 4:53 pm7:42 PMIakwe from the Marshall Islands!That’s how you greet people here, 13,000 kilometres from Germany. Getting to my workplace was a real adventure. I travelled part of the way – from Hawaii to Majuro, the capital of the country – on a cargo sailing ship. During the pandemic, this was the only option; all flights to the island nation had been cancelled. The sailing ship was built in Bremen in 1952 and had been used as a ferry between Hawaii and Kiribati before now being deployed in the Marshall Islands. A proper two-master, like you see in the pirate films. The advantage of this traditional means of transport is that its greenhouse gas emissions are minimal. For the Marshall Islands, a state spread across more than 1,000 islands, it is an ideal way of getting around – for goods and for people. My job is to support the government in developing solutions for low-emission shipping. This country has the third-largest shipping register in the world. As in other regions of the globe, a cargo sailing ship can be a useful alternative to ships powered by internal combustion engines. The government is very interested in climate-friendly solutions because the land lies no more than two metres above sea level. Shoreline reinforcement has already had to be put in place to prevent damage from heavy rainfall, rising sea levels and ever more frequent flooding. GIZ is also supporting Marshall Islands’ presence at the International Maritime Organization. The country already has a reputation there as being a strong advocate for climate action. In addition, we are training canoe build-ers so that they can pass on their knowledge as trainers. They are carrying on the age-old tradition of canoe building while at the same time offering an excellent alter-native to motorised boats used for fishing and transportation between the islands.The only drawback of this location that I can think of is the lack of fresh fruit. Fruit doesn’t grow on the atoll – it has to be imported. The staple food is fish, which is cooked in very tasty ways. I’m really enjoying my work and living on the Marshall Islands.Best regards,Janina Marie LaurentGIZ is always looking for experts for its projects. Why not visit our ‘Jobs and careers’ page:www.giz.de/careers.Introducingakzente 2/2150

Dangerous yet precious are young. Kuch knows all too well from the time he has spent in Asia the anguish this can cause, as well as tipping families into poverty if the breadwinner dies or becomes permanently unfit for work as a re- sult of amputations or other disabilities. For a long time, the devas- tating health and economic problems that snakebites pose for people living in rural parts of the Global South were not fully recognised. To- day, the World Health Organization has classed snakebite envenoming as a highest priority neglected tropical disease. After a morning spent at the Venom Research Centre, Kuch and Ghose walk across to the adjacent hospital. Every day, the hospital ad- mits victims of snakebites or poisoning – around 5,000 admissions a year in total. Chittagong Medical College Hospital serves a vast catch- ment area. The densely populated region is home to forty million peo- ple, almost a quarter of the country’s entire population. But snakebites are not the only cause of poisoning. The hospital also treats people who have tried to take their own lives using pesticides, often in de- spair at their poverty and family debts. Despite recording moderate economic growth, Bangladesh remains one of Asia’s poorest countries. CMCH treats everyone who seeks help. It now benefits from equipment procured under the hospital partnership, including mo- bile ultrasound equipment that can be used right at the patient’s bed- side. During a visit to the unit, Professor Ghose highlights the pivotal HOSPITAL PARTNERSHIPS AROUND THE GLOBE The Hospital Partnership programme of the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH encourages medical experts to take part in continuing professional development, supports them with innovative activities and promotes mutual learning and networking in 65 countries with a total of 2,900 actors. The aim is to strengthen health experts worldwide. The funding program- me was commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ) and is cofinanced by the Else Kröner-Fresenius-Stiftung. The part- nerships cover the entire spectrum of health care includ- ing anaesthesia, mental health, dental care, and everything in between. The programme responds to current crises like the coronavirus pandemic and the war in Ukraine with emergency measures and special calls for proposals. This made it possible, for instance, to stem transmission of SARS-CoV-2 and to provide targeted care for people who contracted the disease. The programme has already supported partnerships between five hospitals in Bangladesh and German hospitals and organisations. Contact: klinikpartnerschaften@giz.de BANGLADESH Capital: Dhaka / Population: 164.7 million / GDP per capita: USD 1,969 / Economic growth: 2.4 per cent / Human Development Index ranking: 133 out of 189 Source: World Bank Dhaka BANGLADESH Chattogram

Dangerous yet precious importance of this equipment and stresses how valuable it has been to receive support from Germany throughout the coronavirus pandem- ic. For patients with acute poisoning, in particular, transporting them anywhere for examination purposes is far too demanding. In these cas- es, the mobile ultrasound equipment works ‘like a magic wand’, say the doctors. Without having to move patients, the equipment deliv- ers precise data about their internal organs and helps identify effective treatment. ‘The hospital partnership programme made this urgent- ly needed modernisation possible and enabled us to train our health specialists to use the equipment,’ Aniruddha Ghose tells Kuch as they walk through the bustling unit to check on a patient who has just been examined in bed using the ultrasound equipment. CMCH has created space for a laboratory and a training centre to ensure that all doctors can work with the new equipment and use it in training. ‘This skill lab not only improves patient care. Medical specialists are also being trained in the use of modern methods,’ Ghose explains. ‘In future, this will help disseminate expertise throughout the country,’ Kuch adds. Both men are wholly dedicated to the part- nership, under which each side learns from the other on an interdisci- plinary basis. Experts share their knowledge and ideas. ‘CMC has es- tablished the first Venom Research Centre of its kind on the South Asian subcontinent, thanks in part to the financial support provid- ed by Bangladesh’s Government, the assistance of brilliant zoology graduates from the University of Chittagong, and successful coopera- tion with its German partners,’ stresses Ulrich Kuch. Discussions with colleagues from Bangladesh regularly give him food for thought – he learns more about the local snake population, for instance. The Bangladesh-German tandem already have their eyes set on the next goal. To manufacture affordable antivenom tailored specifi- cally to the local requirements, the country needs a larger facility than the modest centre at CMC. This is the only way to ensure that enough high-quality snake venom can be harvested in a controlled research laboratory using modern scientific methods. At the moment, the only antivenom available in Bangladesh is produced in India. The import- ed products are not very effective. ‘Our joint research has shown that venom from snakes like Russell’s vipers and cobras in Bangladesh con- tain quite different toxins to those in India,’ says Kuch. However, the Indian antidote is unable to neutralise these toxins. Meanwhile, back at the Venom Research Centre, an impressive Russell’s viper is being milked. The experts at Chittagong Medical College Hospital continue to work with their invaluable animals – which are both dangerous and precious. — Author AMINA NEYAMAT and photographer TAPASH PAUL work for the renowned agency Drik Images in Bangladesh’s capital city Dhaka. They had never got so close to snakes as they did when researching this article. akzente 1/22 15 Young scientists at the CMCH Venom Research Centre milk a spectacled cobra, one of the world’s most dangerous venomous snakes. Antivenom is still im- ported, but the team is aiming to produce regionally appropriate, specific and more effective antivenoms in Bangladesh.

Twists, turns and transformation ‘It doesn’t matter how many people are desperate for change, genuine transformation is always difficult to achieve.’ and are comfortable with. They are stiff and unyielding, leaving us with the impression that they are not made for us – they don’t fit or sit right. Who knows, they might even be dangerous. By its very nature, the language we are used to denounces radical alterna- tives. We all know that we cannot solve our problems by thinking in the same way that caused the problems in the first place, and for us homo sapiens, thoughts are generally expressed through language. As brutal as it may sound, the language we love and cherish also undermines the plausibility of alterna- tives, if we fail to question and change it. It doesn’t matter how many people are desperate for change, or how many peo- ple recognise the need for change, genuine transformation is always difficult to achieve. Unfortunately, it is easier to preserve the sta- tus quo, even if it is broken and even where it turns its back on the future. — ILIJA TROJANOW Author, publicist, translator and publish - er. His latest novel ‘Twin Track’ was published in 2020. A lot has been said about reform and revolu- tion, about ‘revolutionary reform’ and ‘refo- lution’. About the right degree of change. But regardless of which strategy is preferred by the individual (which is often a question of character, of patience or greed, of opti- mism or despair, rather than the outcome of any serious analysis), opportunity is a cru- cial component. To be progressive also means seizing the historic opportunity of our time with both hands. Because once change has happened, everything that has been achieved seems self-evident, and the preceding political inertia becomes hard to comprehend, as global experience with women’s rights in the 20th century demon- strated. Last year, this was illustrated im- pressively by the Women.Rights exhibition held by the Swiss National Museum in Zu- rich that explored the utopian vision of votes for women. Retrospectively, men can only be mortally ashamed for the massive protests and warnings of our fellow men as to where general suffrage for women would end. It took almost a century to achieve a change that today appears self-evident. What we also acutely lack is imagina- tion. That can be seen today most clearly when it comes to the mobility debate, and more precisely to private cars, especially in Germany with its reputation as the coun- try of philosophers and car drivers. Cars are taken for granted, and all other arguments are derived from this axiom. Life without a car is inconceivable, even when we close our eyes. And if anyone has the temerity to insist on discussing a fantasy world that does not revolve around cars, the debate quickly be- comes emotive, tempers rise, fuelled by the fear that something radical could change in the parameters of our own life, because a dif- ferent life – perhaps even a better life – is simply inconceivable. Where there is no im- agination, change appears to be something that will tip us into the void, and thus an attack on our very existence. We can see other competitive disadvan- tages of change in the language that has log- ically been developed to describe the status quo, making it ideally suited to reflect its strengths and weaknesses. Dreams and pos- sibilities, by contrast, are difficult to encap- sulate in the language we have ‘walked in’ N A B R U N N A S U S : O T O H P akzente 1/22 19

SVENJA SCHULZE Originally from the Rhineland, Svenja Schulze was German Environment Minister from 2018 to 2021. She was appointed Federal Minister for Economic Coop- eration and Development at the end of 2021.

Interview the 2030 Agenda for Sustainable Devel- opment, the Paris Agreement and the Addis Ababa Action Agenda on Financ- ing for Development. We can only achieve the objectives set out in these agreements by work ing together rather than everyone do- ing their own thing. and the effective reduction of poverty. This is clearly evidenced by international studies. Even in countries that have recently devel- oped along more autocratic lines, the pro- motion of democracy has had a clear and positive impact. Populations are demanding their rights more loudly than they used to. So what does that mean for the transition to sustainable economies? Sustainable economic development is a key prerequisite for vital social and environ- mental change. That is why we encourage private sector development. Private busi­ nesses are also essential partners when it comes to implementing the 2030 Agenda and the Paris Agreement. We need them to provide impetus and generate jobs in our partner countries. In particular, we are working to strengthen the economic position of women in their capacity as entrepreneurs, employees, managers and consumers. To make our partner countries more resilient to future shocks, we are also support ing digital development and green econom ic development. I’m thinking here, for instance, about support for a socially acceptable transition to a more sustainable energy mix and establishing vaccine produc­ tion in Africa. The pandemic has also clearly highlighted to us the fact that social safety nets are practically non­existent in poorer countries – that’s another challenge that we need to address together. Today, more than half of the world’s pop­ ulation live in countries that are not de­ mocracies. What does that mean for Ger­ man development cooperation? When democratic rules are breached, there is a threat of war and destruction. This is what we are currently witnessing with shocking clarity. That is why democratisa­ tion and a commitment to good gov ernance are more important than ever. They are also among the pillars that support values­based development policy. I am convinced that democratic structures foster sustainable eco­ nomic development, a more equitable dis­ tribution of the fruits of economic growth, R E L G U K N E F F E T S : O T O H P Some people see Afghanistan, or more precisely the end of international en­ gagement in Afghanistan, as the ‘fall from grace’ of development policy. Where do you stand on this? We cannot describe it as the end of international engagement. Our decision to engage militarily in Afghanistan always ‘I want to see a feminist devel­ opment policy, because gender equality is a key human right.’ went hand in hand with a responsibility at the civilian level, which the German Gov- ernment will continue to uphold following the end of the military assignment, particu- larly in these difficult times for the country. More than half the population face hun- ger, including 13 million children. The ed- ucation and health systems are close to col- lapse. The economy is in free fall. We have responded as an internation al community. Germany alone provided support worth EUR 600 million at the end of last year for humanitarian assistance, structural transi- tional aid and basic needs. Our engagement will continue to support people in future. But we will be working with non-govern- ment bodies, because we do not want to le- gitimise the Taliban regime. We will thus translate into practice the commitment set out in the Coalition Agreement: ‘Germany will continue its engagement for the people of Afghanistan.’ We are increasingly hearing the term ‘international structural policy’ rather than development policy. What’s the differ ence? International structural policy is a pol- icy that fosters global justice for sustain able development. The changed context makes this absolutely essential. Globalisation has brought the world ever closer together. The challenges of our time, like climate change, can only be addressed if we work together at international level. For this, we need a binding framework, structures that we need to put in place to enable our part- ners to act independently as equals. After all, they are the real drivers of the required social and environmental transformation on the ground. The primary features of this policy are a global, democratic framework, a fair system of world trade and glob al finance, and, wherever possible, efforts to step up multilateralism. All of these also boost our resilience to deal with crises. What role do you see for GIZ in this change? Many other states envy us because we have GIZ, and I am delighted that we have such an effective implementing or- ganisation. GIZ provides partners with very concrete support on the ground on our behalf. Over the last two years with the pandemic, GIZ has demonstrated im- pressively how swiftly and flexibly it can respond to new challenges, developing new approaches and instruments. The excep tional dedication and the high num- ber of GIZ staff in our partner countries make a huge contribution towards shap- ing a mod ern development policy to de- liver global justice. I am certain that GIZ will contin ue to work closely with BMZ to address the new development chal- lenges with its usual drive. — akzente 1/22 23

Much achieved, but still a lot to do organisation like GIZ. Yet we always try to achieve results and make a difference in a positive way, even if the impact is not al- ways immediately visible. Take the exam- ple of promoting agriculture in Mali, and thus helping to enhance food and nutri- tion security in a country shaken by fight- ing. Or training farmers in Nigeria to in- crease their harvests. Or improving health care in Yemen and organising schooling in refugee camps. Worsening instability frequently forces people to flee their homes and seek safety elsewhere. We can see this all too clearly at the moment with the war in Ukraine. Syr ia, Afghanistan and many other con- flicts have also triggered huge refugee flows, which has made the issue increas- ingly important for GIZ. Since 2015, we have been focusing on forced displacement and migration very closely – and repeat- edly due to new waves. The situation has been further aggra- vated by the COVID-19 pandemic, which has kept us in its grip for over two years now, exacerbating poverty and inequality, and posing an acute risk to development progress. Above all, vaccination rates in many developing countries are still alarm- ingly low, in contrast to the industrialised world. In Niger, for instance, just under nine per cent of the population have been vaccinated at least once – the figure in the Democratic Republic of the Congo is only two per cent. We are trying to address this by com- bining short-term support with the gen- eral strengthening of health systems. In the wake of the 2014 Ebola epidemic in West Africa, for instance, GIZ established the German Epidemic Preparedness Team (SEEG), which has also provided a valuable service during the COVID-19 pandemic. The SEEG is made up of mobile teams. These provide test kits, protective equip- ment and laboratory apparatus among other things, and also train health staff. As a general rule, the following applies: driving the worldwide vaccination cam- paign forward is still a major challenge, and German development cooperation is very actively involved. We must not lose sight of this, given that the alternative is the risk of mass poverty and hunger. Vicious circles like this must be broken at an early stage. It is important to ensure that developing countries have sufficient vaccine supplies. And in spite of all the major security is- sues we are currently dealing with, we must ‘We must not lose sight of the global vaccination campaign, given that the alternative is the risk of mass poverty and hunger.’ not lose sight of the Sustainable Develop- ment Goals (SDGs). GIZ sees itself as an advocate of the SDGs, which were adopted by the international community as a shared roadmap for the period up to 2030. Along with the Paris Agreement on climate change, they form the backbone of the in- ternational agenda for the coming years. It is already clear that the 2020s will have to be the decade of realising the SDGs. With the goals and standards in place, it is now a case of forging ahead with the transformation to bring about a more equi- table and a greener future. As has been the case over the last few years, GIZ is doing all it can to support change in this spirit. One third of our entire portfolio is now re- lated to climate issues. In Indonesia, for in- stance, we are promoting renewable energies and establishing and developing the recy- cling sector. But we don’t only pursue ambi- tious goals in our projects. They also apply to GIZ itself. And here too we are making considerable progress: since 2021, our op- erations inside and outside Germany have been climate neutral. That is an important milestone! The last few years have therefore brought many changes. Some were wel- come, others less so. But as an organisa- tion with worldwide operations, we need to be able to handle both. And that means that we must continue to evolve to ensure that we are able to cope with the constantly changing context. This is all the more rel- evant since the scope and volume of our work have increased significantly. Today we address more issues, have a higher turnover and more GIZ staff than we did ten years ago. Our workforce has grown by almost 7,000 since 2011. In total, around 60 per cent of staff are women. To allow us to adjust to this more tur- bulent world, we adopted a new Corpo- rate Strategy three years ago. It has made us faster, more flexible and more efficient. It provides for new ways of working and helps us move capacities quickly from A to B – all of these things are vital in volatile times. It also includes a new digitalisation boost, not only in our dealings with part- ner countries and in our projects, but also within GIZ itself. It has often been said, but that doesn’t make it any less true – if we fail to make greater use of digitalisation, we won’t come anywhere near achieving the SDGs. And without digitalisation, we would find it very difficult to operate at all, especially in fragile contexts. Remote management is the key in this regard. Here too, we are in the middle of a significant upheaval which we cannot avoid in either our private lives or professionally. When I look back today at GIZ over the years, it is true to say that the only con- stant has been change. There has hardly been a year – hardly even a month – in which some unforeseen event or another has not kept us on our toes. We look back with satisfaction at what we have achieved, but above all we see this as an incentive to equip ourselves well for the next ten years of international cooperation. There is more than enough to do – the world remains a turbulent place. - akzente 1/22 25

FAR AWAY – AND YET SO NEAR Diversity is more than just a buzzword at GIZ: almost 24,000 staff members of 155 different nationalities are working hard to achieve results in 120 countries. Here we introduce three ‘GIZ couples’ who hold very different posts, but all ensure that our work bears fruit. RECORDED BY: BRIGITTE SPITZ PHOTOS: TIM WEGNER, SAIYNA BASHIR AND NICHOLAS SEUN ADATSI

‘Our traveller is the trump card in our project.’ ISMAEL NOUNS (40), field staff member and manager of the SUFA Project in Lebanon ‘I’ve been working for GIZ in the Middle East for ten years – first in the water sector and then in education in Jordan and Lebanon. It is a blessing to have Stephanie Dehnz on board, because what was originally a small-scale school project mushroomed within a very short space of time, and we had to react quickly. The pressure on Lebanon’s education system is extreme. Since war broke out in Syria, Lebanon has taken in around 1.5 million Syrian refugees. Over 400,000 of them are school-age children. Since 2020, the situation has been further exacerbated by a se- vere economic crisis, political instability, the COVID-19 pan- demic, and most recently the disastrous explosion in Beirut. To strengthen the school infrastructure and give both refu- gee children and Lebanese schoolchildren a good learning envi- ronment, BMZ is supporting Lebanon as part of its Special Ini- tiative on Displacement. This includes online learning services, solar equipment and rainwater collection plants, barrier-free school buildings and newly designed and greened playgrounds. In spite of all the difficulties, we drove this forward even during the pandemic. Because the situation here is so difficult, most of the procurement was handled by Germany. Prices are rocketing in Lebanon, fuelled by hyperinflation and supply shortages. Stephanie Dehnz is completely at home in this complex field, and she has an excellent network of contacts at GIZ Head Office. She is able to resolve logistical problems swiftly, such as if we have no electric power or the internet is down but we need to contact the logistics centre in Hamburg by 18:00 because that’s where the pallets of tablet computers are. She has exactly the expertise that we would otherwise have really missed. She’s the trump card in our project.’ —

‘I believe that cooperation is the recipe for genuine success.’ STOYANKA STICH, cluster coordinator Energy and Climate Change in GIZ’s Pakistan country office ‘I took over as coordinator of the Energy and Climate Change cluster in August 2021. Here I head a number of different teams that consist of national staff, field staff like myself and counterparts at GIZ Head Office in Germany. The national colleagues are key for the overall implementation of projects. They bridge the gap between us and our partner organisations and open the door for us to Pakistani culture and society. We work hand in hand, with an appreciation of the skills and per- spectives that the other side brings. Furthermore, we are each convinced of the value that the other brings to development cooperation. I have worked for GIZ for more than twelve years now, and have held different posts in various regions, including South-East Asia, Mongolia and China. I believe that cooperation is the recipe for genuine success. To breathe life into this cooperation, a safe psychological environment is needed that fosters open discussion and a culture of learning from our mistakes. It’s not enough simply to employ talented individuals. They also need to be able to work together to achieve common goals. In lots of companies, people hold back, reluctant to speak out or do anything for fear of seeming stupid. That is why we, like our colleague Zubair Kamal, need to put in place safe spaces. Hard work and teamwork are effective where people feel that they are really well looked after. GIZ Pakistan is working on solutions that will help to create a working atmosphere that minimises fears and maxim- ises collective learning. In this way, everyone can contribute and feel appreciated, irrespective of their gender, age or nationality.’ — akzente 1/22 31

‘For me it’s important to be passionate about what you do and to have fun.’ ALF BREMER (52), component manager in the Governance for Inclusive Development programme (GovID) in Ghana ‘I worked for many years as a city planner in Berlin in the field of urban renewal. I ended up in Ghana for personal reasons as my wife is from here. I’ve been working for GIZ for almost eight years now and feel very much at home. For me it’s impor- tant to be passionate about what you do and to have fun. And it’s important to work with people who feel the same way. Peo- ple like Nana King. Our project works at three levels: national, regional and municipal. As a development worker, Nana King works on the ground in tandem with a Ghanaian staff member. I provide advice and support at national level and am responsi- ble for the domestic revenue component at municipal level. This focuses on taxes and fees that municipalities use as the ba- sis for development. Here’s an example to illustrate what I mean: we advised the Ministry of Local Government and Rural Development on guidelines about naming streets and number- ing buildings. There are still lots of municipalities in Ghana without street names or house numbers, which poses an obsta- cle to planning and raising taxes. The guidelines are now in ef- fect through out the country, and we advise 100 municipalities on how to produce the relevant land registers. A software pro- gramme has been developed specifically for this purpose and allows the authorities to zoom into the various districts and see, for instance, who still owes real estate tax and how much. With our partners we are introducing an app that can be used to col- lect taxes with full transparency. But the increased revenue is also coveted. It's an interesting topic.’ —

Rising turnover The range of GIZ’s work has increased enormously over the last ten years. This is evidenced not least by our turnover, which has risen by 80 per cent since 2011 in the public-benefit business area – from EUR 1.75 billion to EUR 3.2 billion in 2020. Robust growth In 2020, GIZ had a global workforce of almost 24,000 people. In 2011, we had only 17,000 staff members. This growth is an expression of the appreciation of the services we provide but also of the increased requirements placed on international cooperation. Focus on Africa More and more national staff members are working on our neighbouring continent. In 2011, local staff totalled just 2,750, but ten years later had risen to 6,400. This increase by a factor of 2.5 reflects our expanding commitment to Africa. Women in the majority More women than men work for GIZ, making up almost 60 per cent of our workforce. Contrast this with a decade ago when the corresponding figure was 54 per cent.2 2 with German employment contracts, without national employees

7:45 On their arrival at the GIZ office, a modern red- brick building with lots of glass, a porter first takes their temperature – COVID regulations. All clear! They walk up to the third floor. No mean feat given that Addis Ababa is the highest capital in Africa at an altitude of some 2,200 metres above sea level. Peter Palesch has been pushing for a lift for some time. He is optimistic that progress can be made on the proj ect this year. His main concern are staff members with physical disabilities. Some of them only manage the daily ascent with the help of colleagues. As soon as he makes it to the office, Palesch makes a beeline for his computer. He always dedicates the first hour of his working day to deal- ing with emails. 9:00 Peter Palesch meets briefly with the office management team, as he does every morning. His deputy would nor- mally attend, but she is currently on leave. The head of HR, the security advisor and the head of the adminis- trative and financial division complete the man agement team. Today they discuss reports of criminal attacks in Addis Ababa and what precautions should be taken. The short meeting also looks at how to get a larg er de- livery of goods through customs clearance. The long delays in issuing visas and residence permits for GIZ staff are another topic on the agenda. akzente 1/22 39

12:00 Peter Palesch and representatives of the Ethiopian Foot- ball Federation (EFF) meet in the conference room of the GIZ building for the official signing of a joint proj- ect. GIZ is to support the planned football academy in Addis Ababa. The support will target children, young people and local community to establish sport for de- velopment in the academy, the Center of Football Ex- cellence. GIZ undertakes to renovate the existing foot- ball pitch and also create training areas as well as a new pitch. 13:00 In an Italian restaurant near the German Embassy, Peter Palesch meets Benjamin Hecker, one of three economic cooperation officers at the Embassy. Palesch doesn’t usually stop work for lunch, but he makes an exception for working lunches like this one. With Hecker he discusses a GIZ regional project aimed at better managing migration in the Horn of Africa. The project was first launched in 2016 and is scheduled for completion this year, but an additional phase is planned. A GIZ delegation is currently in Addis Ababa to make the necessary preparations. Ideas on this are to be shared, including with the German Embassy. Peter Palesch and Benjamin Hecker begin this process and plan out the next meetings. akzente 1/22 41

‘We’re ready to go as soon as we can work again.’ Following the outbreak of armed conflict between the Ethiopian Government and the Tigray People’s Liberation Front (TPLF) in the northern Ethiopian region of Tigray at the end of 2020, BMZ suspended all projects in the region. GIZ’s focus in the area was on agriculture, food and nutrition security, and sustainable land use. The following interview with GIZ country director Peter Palesch looks at work under difficult circumstances. Mr Palesch, what do the hostilities in Tigray mean for GIZ staff in the area? Have they left the region? The projects have been temporarily sus- pended, but some 30 national staff remain on the ground. We are in constant contact with them to discuss the latest situation. How close is your contact? The Tigray team calls the project manag- ers in Addis Ababa once a week, usually by sat ellite phone. It used to be possible to use a normal telephone on occasion, but that hasn’t worked for some time now. Once a week I am also updated on the situation. Is there no longer any direct contact? Oh yes, we fly to Tigray from time to time, so that we can pay salaries – banks are no longer operating in the area. We are able to travel on the United Nations flights. But for that we need the authorisation of at least two ministries. On one occasion it took us four attempts to get the paperwork we needed. There are also restrictions on the amount of cash we can withdraw. We need an authorisation before we are able to withdraw any larger sums at all from the bank – to pay salaries for instance. It takes considerable time and effort, but is nev- ertheless very worthwhile. When we are in Tigray, we can also share project docu- ments and such like. Why don’t you just close the office in Tigray completely? Our staff on the ground are still in con- tact with their partners in Mekelle, Tigray’s cap ital, and in the villages. They keep an eye on what is happening. And that is im- portant. They can tell us about everyday life in Mekelle, for instance, and whether the people there need new support. Some- times other bodies, such as the Embassy, approach us with these questions. And of course, we want to ensure that we’re ready to go as soon as it becomes possible again. So we have a pretty good idea what is hap- pening and could modify the projects ac- cordingly. What is the situation in other parts of the country? Fighting has also been reported along the borders to the neighbouring regions – Afar and Amhara. And there are, of course, a whole series of other conflict zones: in the south along the Kenyan border and the border with Somalia, and in other parts of the country too. We have a map that clear- ly marks all conflict-affected areas as well as the areas where we are working. There are overlaps. We obviously can’t work in areas suffering acute violence, that’s clear. Our top priority is the safety of our staff. But we can work in fragile zones. In these cases, we observe the situation closely and decide at short notice when we can travel to the areas. Projects were halted in Tigray, but they are still ongoing in other critical re­ gions. How do you keep an eye on project progress there? We use photos and video footage from mo- bile phone for instance. Sometimes we ask other aid organisations that we know well and that we consider trustworthy to visit our projects on the ground for us. In Ethi- opia we have developed procedures like these, not just because of the security situa- tion. Sometimes it’s just more cost-effective if we don’t need to send somebody to the region every time. And because of the COVID-19 pandemic, we have all had a steep learning curve as far as remote man- agement and discussions are concerned. — akzente 1/22 43

The donor world in transition DEDICATED NORWAY For almost 50 years, Norway has earmarked a minimum of one per cent of gross national income for official development assistance. This figure exceeds the internationally agreed 0.7%, making it a major player among smaller donors. The Norwe- gian Agency for Development Cooperation (Norad) is attached to the Norwegian Ministry of Foreign Affairs and offers support primarily in the areas of education, health, private sector development, agriculture, humanitarian aid, climate action and environmental protection. Germany and Norway look back on a long history of cooperation based on mutual trust. SIMPLY SWISS SWITZERLAND Switzerland’s development cooperation is the responsibility of two ministries: the Swiss Agency for Development and Cooperation (SDC) within the Federal Department of Foreign Affairs and the State Secretariat for Economic Affairs (SECO) within the Federal Department of Economic Affairs, Education and Research. The fields of cooperation and partner countries are divided up between the two bodies. Switzerland is not one of the world’s largest donors (it is officially ranked 11th by the OECD), but its priorities in the fields of climate, migration, the rule of law and employment make for much common ground with GIZ. akzente 1/22 45 SUCCESSFUL SOUTH KOREA This South-East Asian country has made the transition from a recipient to a donor country over the last forty years and is now ranked 16th on the OECD’s international donor ranking list. KOICA, the govern- ment agency, is responsible for implementing development cooperation projects. Today, it runs its own offices in 44 countries with a regional focus on Asia and Africa. In terms of content matter, KOICA concentrates on educa- tion, health, rural development, technology, the environment, energy and governance.

particular, photos of the rice paddies. New photos are constant- ly being added, for instance when seeds are planted or the weed- ing done. The photos also document how the slender green stems grow little by little. Diop tells us that he found it odd at first that his fields were constantly being photographed. But all this offers an opportunity to contact financiers at last, and to become visible. It builds trust. The agCelerant platform, developed by Manobi Africa, makes it possible. Founder Daniel Annerose (65) calls the concept ‘phy- gital agriculture’, a combination of physical and digital farming, the coming together of technology and agriculture. The various parts fit together like cogs in a machine, he explains. Young peo- ple like Ibrahima Seck are trained as advisors and can work in new jobs. Farmers like Diop receive sound advice from them, are bet- ter able to hold their own on the market and are put in touch with larger buyers. Access to loans is crucial though, stresses Annerose. And the platform offers another benefit: since all the information about farmers’ harvests and so on is stored online, little by little a huge dataset is being compiled that will deliver findings about the development of agriculture. Another reason why this has become possible is the steady improvement of internet coverage in Sen- egal. Even in rural areas, 4G coverage is available almost every- where. There are very few dead zones. Alongside the platform and Above: Daniel Annerose and his company Manobi Africa relies on agriculture combined with digital technology. A platform supports smallholders so they can compete more effectively on the market. Left: Agricultural expert Ibrahima Seck visits farmer Diop on his land to docu- ment progress on his rice paddies using his smartphone.

the app, experts like Ibrahima Seck provide important support for the digital development of agriculture. He and 39 other Senegalese citizens attended training last year at Manobi’s Academy. GIZ sup- ported this upgrading measure on behalf of BMZ, along with the international research facility AfricaRice. A properly functioning agriculture sector is becoming increas- ingly important. On many occasions, Senegal’s President Macky Sall has underscored his conviction that, ‘Senegal can feed itself.’ Rice growing in the valley of the Senegal River, which snakes its way 1,086 kilometres through the north of the country, plays a pivotal role. This West African state, where rice is a staple part of every meal, is to become independent of imports from Asia and produce high-quality rice – an ambitious goal, given Senegal’s con- siderable population growth. Within 30 years, the country’s popu- lation has almost doubled to 17 million. With the growth has come high unemployment. According to the national statistics agency, joblessness stood at almost 25 per cent in the fourth quarter of 2021. Most jobs are created in and around Dakar, home to one in four of the country’s inhabitants. Rural areas are losing skilled workers. Ibrahima Seck, who had a master’s degree in environmental sciences before he trained in dig- ital agriculture, is bucking the trend and building his future here, where others are leaving. ‘I wanted to work here in agriculture,’ he stresses. He has been working as an independent advisor for some months now. All he needs is his motorbike and his smart- phone. He not only helps smallholders update their files, but also helps calculate how much seed and fertiliser they need and assists with filling in forms in French. The farmers pay him for these ser- vices. For every hectare harvested, he receives 80 kilogrammes of rice that he sells on. This gives him a monthly income equivalent to almost 460 euros, which is considered a good wage in rural ar- eas, where rent, food and transport are significantly cheaper than in the capital Dakar. Both sides are motivated. The farmers want to increase their harvests. Seck has a direct interest in providing his clients with the best possible support and gaining new clients so that he is respon- sible for more land. Agricultural tradition and modern technolo- gy clearly seem to complement one another very well. Assane Diop nods as Ibrahima Seck leaves. ‘He even boosted our first harvest by 20 per cent per hectare. That makes me more confident about the future.’ — WIN-WIN SITUATION In an effort to open the door to a better future, in particular for young people in African countries, the Special Initiative on Training and Job Creation of the Federal Ministry for Economic Cooperation and Development (BMZ) is supporting sustainable private investment. The aim of the Special Initiative, which op- erates under the banner ‘Invest for Jobs’, is to create more and better employment. It is therefore contributing to the im- plementation of the Marshall Plan with Africa and the G20 in- vestment partnership Compact with Africa. In Senegal, the Academy of the agCelerant platform was established with the company Manobi and the AfricaRice research centre to train young people with some prior knowledge to become digital agriculture experts. In 2021, 40 Senegalese citizens were trained in agricultural techniques, management and the use of digital technologies. Equipped with a diploma, they work as advisors in the Saint-Louis region in the north of Senegal. They are helping to improve the quality and yield of local rice production. The approach is set to be rolled out to cover the production of groundnuts and the processing of the leaves and flowers of the Moringa tree. The aim is to generate more jobs for young people, especially in rural areas. Contact: senegal@invest-for-jobs.com For more information see: www.invest-for-jobs.com SENEGAL Capital: Dakar / Population: 16.7 million / GDP per capita: USD 1,430 / Economic growth: 0.87 per cent / Human Development Index ranking: 168 out of 189 Source: World Bank KATRIN GÄNSLER lives in Benin and works as a freelance journalist in West Africa. The Senegalese photographer and cameraman MOMAR TALLA CISSÉ joined her on a visit to the fertile river valleys in northern Senegal. Dakar SENEGAL akzente 1/22 51

Editor’s DIGITAL PICKS Act! Now! CAMPAIGN Now is the time to act! #FLIPTHESCRIPT, the new campaign for the Sustainable Development Goals (SDGs), kicks off with this call to arms. It encour- ages young people to be an active part of societal debate, especially when the global situation seems to offer so little hope. The social media campaign skilfully plays on clichés. — act4sdgs.org/flip-the-script Global Plastics WEBSITE The sheer endless flood of plastics is becoming a global problem. To provide informa- tion and show what can be done, the OECD has its own dedicated website where you will find in-depth reports and interactive data as well as the organisation’s latest report, entitled Global Plastics Outlook. — www.oecd.org/environment/plastics Planted a tree yet today? SEARCH ENGINE Ninety-three per cent of Europeans use Google. If you’re look- ing for an alternative and want to help the environment, look no further than Ecosia. The company invests a percent- age of its turnover in projects to plant trees around the world. It reports monthly on how much money has gone to which countries. — www.ecosia.org Lucky charms REPORT In dark days more than at any other time it is essential that we do not completely lose sight of the positive. The World Happiness Report, which marks its 10th anniversary in 2022, is a step in the right direction. The accom- panying website contains articles about the biology of happiness, why sustaina- bility makes us happy, and how the coronavirus has changed our perception of goodwill, happiness and trust. — worldhappiness.report ) 3 5 . P ( A K T O H P / K C O T S E B O D A , G D S N U , ) 2 5 . P ( R E N G E W M I T : S O T O H P akzente 1/22 53 AKZENTE Publisher: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Registered offices Bonn and Eschborn, Germany Friedrich-Ebert-Allee 32 + 36, 53113 Bonn, Germany T +49 228 44 60-0, F +49 228 44 60-17 66 Dag-Hammarskjöld-Weg 1-5, 65760 Eschborn, Germany T +49 61 96 79-0, F +49 61 96 79-11 15 E: akzente@giz.de I: akzente.giz.de/en Sabine Tonscheidt, Director of Corporate Communications (GIZ) Responsible: Ute Schaeffer, Head of Media and Public Relations and Press Spokesperson (GIZ) Content concept and editing: GIZ: Nicole Annette Müller (editor in chief), Katharina Fischer Fazit Communication GmbH: Sabrina Pfost (project management), Friederike Bauer, Brigitte Spitz, Sofia Shabafrouz, Oliver Hick-Schulz (artistic direction, photo editing) Proofreading: textschrittmacher Graphic design/lithography: Fazit Communication GmbH URL links: Where links are included to external sites, responsibility for the content of these sites lies solely with the provid- er. GIZ explicitly dissociates itself from all such content. Maps: GIZ/Ira Olaleye The maps are for information purposes only and do not constitute recognition under international law of bounda- ries and territories. GIZ provides no assurance that these maps are up-to-date, correct or complete and accepts no responsibility for loss or damage arising directly or indirectly from their use. GIZ is responsible for the content of this publication. Articles by individual authors do not necessarily reflect the opinions of the publisher. Cover photo: Qi Yang/Getty Images Back cover: Westend61/Getty Images All images: GIZ unless otherwise stated Copy deadline: April 2022 Current issue: May 2022 Printed by: Kern GmbH, Bexbach Printed on: BalancePure, FSC-Standard ISSN: 0945-4497 akzente has received several awards for its high-quality journalism and design. In 2022, it won the Best of Con- tent Marketing Award in silver in the crossmedia and website categories.