«Ми привчаємо людей до отримання коштів ні за що, не зароблених коштів. І це дуже погано», вважає народний депутат
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Nairobi — Bioeconomy is the production, use, and conservation of biological resources to produce goods that sustain communities. A new report says the promotion of bioeconomy as a way to deal with climate change holds promise for rural areas in Africa and elsewhere.

As the world grapples with how to cope with the effects of climate change on the environment, food production, and people’s livelihoods, experts say the bioeconomy can offer solutions to those challenges and help achieve sustainable development.

Their conclusions are presented in a new report, The State of the Bioeconomy in East Africa Report 2024, authored by the Stockholm Environment Institute, the East African Science and Technology Commission, and the International Center of Insects Physiology and Ecology, or ICIPE.

The authors say the use of renewable biological resources, and the application of related knowledge, science and technology offers a chance to drive economic growth and — most importantly — boost food security while protecting the environment.

For example, Regina Muthama is a farmer who trains other farmers in her community in Eastern Kenya, where there is often a shortage of rain to grow food. She says she plants several types of crops and trees together to maximize the water supply, and so the trees can shade crops from the strong African sun.

“We are growing trees, which we integrate with crops so that when we water the trees, we can also water the crops that can give us food. The kind of trees we plant can mitigate climate change, prevent soil erosion, and give us good oxygen,” she said.

Experts say Eastern Africa is home to vast agricultural fertile lands, biodiversity, and a youthful population, which positions the region as a leader in bioeconomy innovation.

Abdou Tenkouano is the director general of ICIPE Kenya. Speaking at the Global Biodiversity Summit (GBS) this week in Nairobi, he said bioeconomy development needs to provide opportunities for young people, and develop ways to meet people’s food needs.

“We must also meet the employment needs of the youth, who are the largest demographic segment in Africa and the global south,” he said. “We are in a climate crisis, which is now an existential threat. We must adopt new ways of production and consumption that are sustainable. The bioeconomy offers this new model of sustainable economic growth.”

According to the Stockholm Environment Institute, more than 65 percent of people living in Eastern Africa depend on biological resources for food, energy, medicine, and other purposes.

Venter Mwongera is the chairperson of national and international engagements at the Intersectoral Forum on Agrobiodiversity and Agroecology in Kenya. She explains the benefits of embracing the bioeconomy.

“We can continue growing our economy, contributing to GDP and contributing to job creation because these industries that manufacture the produce or products we get from agriculture minimize the emission of greenhouse gases, which means that we will have a cleaner environment. It also means that jobs will be retained and more will be created, and there will also be sustainable food production,” said Mwongera.

The East African Community regional bloc has developed a bioeconomy strategy that aims to have sustainable industrialization, improve food and nutrition security, improve health, and create bio-based products which are derived from plants, animals and microorganisms.

Tenkouano says ICIPE is trying to show the way.

“We develop and deploy nature-positive solutions for insect pests and vector management. We also lead research in insects as alternative sources of protein for food and feed and agents of organic waste conversion,” he said.

Experts say the bioeconomy as a principle is winning supporters. However, a lack of financing, poor infrastructure, low agricultural productivity, and excessive government regulation still present challenges to broader adoption.
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MIAMI, FLORIDA — The last Kmart on the U.S. mainland sits at the west end of a busy suburban Miami shopping center, quiet and largely ignored.

All around it are thriving chain stores attracting steady streams of customers in sectors where the former box-store chain was once a major player: Marshalls, Hobby Lobby, PetSmart and Dollar Tree.

But at this all-but-last outpost of a company once famed for its “Blue Light Specials,” only an occasional shopper pops in, mostly out of curiosity or nostalgia, then leaves after buying little or nothing.

“I hadn’t seen Kmart in so long,” said Juan de la Madriz, who came to the shopping center on a recent weekday to buy dog food at PetSmart. The architect spotted the Kmart and wondered if he could find a gift for his newborn grandson. He exited 10 minutes later having spent $23 on a stuffed dog and a wooden toy workbench.

“It will be sad if it closes,” he said about the store, “but everything now is on computers.”

The last full-size Kmart in the 50 states closed Sunday in Long Island, New York, making the Miami store — now a fraction of its former size — the last operating in the continental United States. At its peak 30 years ago, Kmart operated about 2,500 locations. Today, four others remain: three in the U.S. Virgin Islands and one in Guam. There is also a website.

Transformco, the Illinois-based holding company that owns Kmart and what’s left of another former retail behemoth, Sears, did not respond to email requests for comment or allow the store manager to speak. The company’s plans for the Miami location are unknown — but there is no indication it will close soon.

The last outpost

If the Miami Kmart were a brand-new mom-and-pop retailer, a shopper might think it could eventually thrive with advertising and a little luck. Kmart long had a reputation for clutter and mess, but this store is immaculate, and the merchandise is precisely stacked and displayed.

The size of a CVS or Walgreens drug store, the branch occupies what was its garden section during its big-box days. A couple years ago, an At Home department store took over the rest of the space.

“Get it all! Must Haves. Wish Fors. Friendly Faces,” the sign next to the door reads.

Halloween and Christmas decorations line the entryway, next to the 30 shopping carts that no one is using. A robotic voice says “Welcome,” as does a cheery employee, one of three spotted in the store. A lone customer checks out the Halloween candy.

Straight ahead are a few dishwashers, refrigerators, washing machines and dryers: the appliance department. In the store’s main room, there is a large section of toiletries and diapers, a few hardware essentials and some cleaning and pet supplies. The toy department comprises a couple rows of dolls, action figures, games and squirt guns. Sun dresses, summer tops and sweatshirts make up the small clothing section. Oh, and there are snacks.

Also still present: a recorded voice intoning a once-familiar message over a loudspeaker.

“Attention Kmart shoppers,” it says, announcing that almost all items are on sale.

If there were only customers to hear it, like there used to be.

A fast rise and a slow death

Kmart was founded by the retailer S.S. Kresge Company in Michigan in 1962 and grew quickly, reaching 2,000 stores in 20 years. The company sold almost everything, from clothing to jewelry, TVs to dog food, appliances to toys to sporting goods. By the mid-1980s, it was the nation’s second-largest retailer behind Sears, and there were stores in Canada, Australia and New Zealand.

The roots of Kmart’s decline were laid during that decade when management bought Waldenbooks, Borders Books, Builders Square, Sports Authority and a stake in OfficeMax, thinking the company needed diversification. They were wrong. By the late 1990s, the company had sold those retailers yet still needed $5 billion in refinancing — the equivalent of $9 billion today.

In 2002, Kmart declared bankruptcy as Walmart and Target devoured its market share. Its website never took off, allowing Amazon to beat it in the e-commerce space. There were executive pay scandals, a purchase by a hedge fund manager who stripped it bare and a disastrous 2005 acquisition of Sears.

Mark Cohen, a former Sears Canada CEO and former director of retail studies at Columbia University’s graduate school of business, said Kmart would have thrived if not for the top executives who ran it into the ground. It could have been Walmart.

“It sold in its heyday things that people continue to buy in large quantities today,” Cohen said. “Kmart went down the drain because it was led by incompetent managers.”

Transformco bought Kmart and Sears out of another bankruptcy in 2019 for $5 billion — its critics say mostly for the stores’ real estate. There were 202 Kmarts remaining.

Over the past five years, the firm has kept closing Kmarts until all that’s left in the states is Miami Store #3074.

Nostalgia does not translate into sales

On the day that de la Madriz dropped in to buy his grandson’s gift, only a few customers trickled in and out of the store every hour.

College students Joey Fernandez and Wilfredo Huayhua spent five minutes inside before leaving empty-handed. They knew about the chain’s near-demise, spotted the store while in the shopping center and went in to reminisce. It seemed small, they said, compared to the Kmarts they remembered.

“We were bummed out — I spent a lot of my childhood at Kmart,” said Fernandez, 18. Still, he might be back — the store has good prices on the facial cleanser he uses.

Teacher Oliver Sequin had been entering Marshalls when he spotted the Kmart. That, too, triggered nostalgia but also reminded him he needed Band-Aids for his 5-year-old son. That was all he purchased.

“I remember when Kmarts were bigger,” Sequin said. “But, to be honest, I like this one better. It is clean and organized, not like they were.”
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