Performance Improvement Plan

A Performance Improvement Plan (PIP) is a structured system or tool used to progressively and consistently monitor the performance of employees who are below expectations to address their unsatisfactory performance. It is also used to protect employers against unfair dismissal claims.

Plans for performance improvement are regularly suggested as a result of performance appraisals. As a result, if an employer thinks that, after a performance review process, there is a gap between an employee’s actual performance and the expected level of performance, it should document performance difficulties and proceed to place the employee on PIP. Employers who do not manage employee performance, particularly through appraisals, lack the moral authority to inform employees that they have underperformed.

Before conducting any disciplinary proceedings related to performance issues, an employer must provide evidence such as performance appraisals, written warning letters, and performance improvement plans to substantiate allegations of poor performance.

The establishment and use of PIPs are not provided for in any legislation. The time limit in which PIP should operate is not laid down.

Courts in Kenya have underlined some conditions that must be met for PIPs to be valid and enforceable. These include:

  • Explain the unsatisfactory performance and what needs to be improved.
  • Give clear targets and specify the desired performance in terms of either quality or quantity.
  • Create an action plan that adheres to the SMART principles. PIP durations are either 90, 120, or 180 days and the period can be extended if the targets are not achieved.
  • Describe the tools at the employee’s disposal to help them achieve their goals, such as coaching or training.
  • Permit a periodic, objective review of performance, and inform the employee how their performance will be monitored.
  • Explain to the employee that further disciplinary action will be taken if the expected performance is not achieved.


The following indicators could point to an unjust PIP:

  • If you have a good track performance
  • Unclear targets
  • Poor relationship with your supervisor

Every meeting and communication that took place during the PIP should be documented by the employer. These documents are essential proof of whether the PIP process was successful or not. Employees should receive regular performance reviews from their employers, and the records should be kept and shared with them.



What is the difference between Service Pay, Severance Pay & Gratuity?

Service pay is payable upon the termination of a contract of service. The law does not specify the terms of service pay therefore this definition is reserved for contracts, internal policies or collective bargaining agreements. This payment is however not payable if an employer is registered in a pension scheme recognized by the Retirement Benefit Authority. NSSF is recognised as such a scheme. This then exempts most employers from making this payment. See section 35 (5) Section 35 (6) of the Employment Act.

Gratuity is a gift. There is no requirement in law for any employer to make any gratuitous payments. However, there are employers who provide for gratuity payment whether in their contracts, internal agreements and or collective bargaining agreements. Where such provisions exist, the employer then is bound by their internal documents that have provided for gratuity to make the payment as per their policy.

Severance pay is only payable in the event a redundancy has been declared. There is no other way of contract termination that has a legal requirement for payment of severance pay other than in cases of redundancy. The Employment Act in section 40 provides that at a minimum, upon the declaration of a redundancy an employer should pay severance pay at the rate of fifteen (15) days pay for every completed year of service. In addition, courts have ruled in favour of prorating this payment for years of service that one has worked but not completed. An employer is allowed to make a more enhanced provision here but cannot pay below the legal minimum.


Addressing Sexual Harassment at the Workplace.

The investigative documentary that was aired recently by BBC Africa Eye, titled “Sex for Work: The True Cost of Our Tea,” has revealed the degree of sexual harassment that takes place in work places. While the vice is abominable, the white-collar space is not spared either, with recurring stories of such incidences in media and other forums.

It behoves every person to take active steps to curb the situation.

Sexual harassment is defined in Black’s Law Dictionary, Tenth Edition as “a type of employment discrimination consisting in verbal or physical abuse of a sexual nature, including lewd remarks, salacious looks and unwelcome touching”.

Section 6 of the Employment Act defines sexual harassment as where an employer or a representative of the employer or a co-worker:

(a)  directly or indirectly requests an employee for sexual intercourse, sexual contact or any other form of sexual activity that contains an implied or express

(i)  promise of preferential treatment in employment; (ii) threat of detrimental treatment in employment; or (iii) threat about the present or future employment status of the employee;

(b) uses language whether written or spoken of a sexual nature;

(c) uses visual material of a sexual nature; or

(d)  shows physical behaviour of a sexual nature which directly or indirectly subjects the employee to behaviour that is unwelcome or offensive to that employee and that by its nature has a detrimental effect on that employee’s employment, job performance, or job satisfaction.

This definition, though broad, is very guiding on what would constitute sexual harassment in a workplace.

In addition, the same law requires that an employer with 20 or more employees to consult with the employees or their representatives if any, and to issue a policy statement on sexual harassment. Such a workplace policy should include among other matters a definition of sexual harassment; a statement that every employee is entitled to employment that is free of sexual harassment; a statement that the employer should take steps to ensure that no employee is subjected to sexual harassment; and a statement that the employer shall take disciplinary measures as they deem appropriate against any person who subjects any employee to sexual harassment. In addition to having a sexual harassment policy, the employer must ensure that the policy is implemented. Employers should and train their employees on the parameters of the policy as held in the case of Lydiah Mongina Mokaya versus St. Leornard’s Maternity Nursing Home Limited [2018] eKLR

Morrison J in Reed v Stedman (1999) IRLR 299 held that a characteristic of sexual harassment is that it undermines the victim’s dignity at work and constitutes a detriment on the grounds of sex, and that the lack of intent is not a defence.

It is the duty of the employer to protect all employees as held in the case of J W N versus Securex Agencies (K) Limited [2018] eKLR that;

The Court has also considered section 6(2) of the Act which imposed upon the respondent the duty, after consulting the employees or their representatives, to issue a policy statement on sexual harassment. Under section 6(3) such policy statement was to provide for definition of sexual harassment as provided for in the Act; employee entitlement to employment free from sexual harassment; steps taken to prevent sexual harassment; explain how to make or report to the employer complaints of sexual harassment; and non-disclosure of the complainant except for purposes of disciplinary process or investigating complaints.

Where a case of sexual harassment takes place, the employee is required to make out a prima facie case that there was sexual harassment at the work pursuant to section 47(5) of the Act and once this evidential burden is discharged the onus is on the employer to prove that there was no such conduct of sexual harassment and that there is a workplace policy which defines sexual harassment and employees are aware and can apply it to address any acts of sexual harassment against them at the workplace.

In the case of Lydiah Mongina Mokaya versus St. Leornard’s Maternity Nursing Home Limited [2018] eKLR the court in addressing an issue of sexual harassment of the employee at the shop floor held that;

Cases and instances of sexual harassment are extremely personalized and difficult to proof. More often than not, these would not be documented but comprise of overt and covert overtures by the offending party. It is therefore expected that when this arises, action should be taken towards reporting or raising the same with the powers that be, the employer or his agents. Sometimes the prevailing environment may not be facilitative of this. It would therefore be unreasonable to employ the standard burden of proof on this kind of matters. This is like in the present case.

Lack of proper systems to address the vice can be costly as was in the case of G M V versus Bank of Africa Kenya Limited [2013] eKLR where an award of ksh.500,000 was given.


The Redundancy Process in Kenya.

“Redundancy” means the loss of employment, occupation, job or career by involuntary means through no fault of an employee, involving termination of employment at the initiative of the employer, where the services of an employee are superfluous and the practices commonly known as abolition of office, job or occupation and loss of employment. (Employment Act, Section 2)

 Reasons for redundancy;

Reduction of workforce, close of business, mergers, acquisitions, operational requirements (occasioned by changes in business environment, legal framework, technology etc.)

Process of redundancy;

Notification to employee, labor office and trade union

  1. Where the employee is a member of a trade union, the employer should notify the union concerned and the labor officer in charge of the area of the reasons for, and the extent of the intended redundancy not less than a month prior to the date of the intended date of termination on account of redundancy.
  2. Where an employee is not a member of a trade union, the employer should notify the employee(s) personally in writing and the labor officer. The above communication is done through notice of intention to restructure letter.

Acknowledgement by labor office – The labor office shall acknowledge receipt by stamping a copy of the letter. They retain a copy of the letter while the employer retains another copy.

Termination on account of redundancy

Upon expiry of the 30 days’ notice as explained above, the employer may write to the employee termination letter on account of redundancy. The employer may give 1-month notice or pay 1 months’ salary in lieu of notice.

 Payment of terminal dues is as follows;

  1. Payment of 1 months’ salary. (only in lieu of notice)
  2. Payment of a minimum of 15 days’ salary for each year worked (severance pay)
  3. Payment of accrued leave days not taken
  4. Payment of any other dues applicable to the employee according to company policy.

Note: To identify whether the client has a redundancy policy in place.

Legal Steps to be followed.

2.0      Mandatory Conditions

The Employment Act 2007 (hereinafter “the Act”) sets out the following mandatory conditions to be fulfilled by an employer before effecting a redundancy:

  1. Where the employees are unionised, the trade union and the local labour officer should be notified of the reasons for, and the extent of, the intended redundancy. This notice should be issued not less than a month prior to the date of the intended date of termination on account of redundancy.
  2. An employer is also required to notify an employee in writing of the intended redundancy, this should be a mere proposal.  This notification should be given to the employee at least one month prior to the effective date of the redundancy and can be given to the employee at the same time that the labour office notification is being sent out.
  3. The law requires that in selecting the employees to be declared redundant, an employer should have due regard to seniority in time (last in first out principle) and to the skill, ability and reliability of each employee in the category of employees affected.
  4. Where leave is due to an employee declared redundant, the employer is required to pay off the employee in cash for the leave accrued but not taken.
  5. An employer is required to pay the employee declared redundant severance pay at a minimum rate of not less than 15 days pay for each completed year of service.

2.1      Where an employee’s contract of employment or the company’s HR Policy/Manual provides for a procedure, benefits and/or payment over and above what is set out in the law as above, the employer has to ensure compliance with the same.

2.2      Applicable Procedure

Our Employment and Labour Relations Courts have held that an employer should consult with an employee and the union before effecting a redundancy.  This is intended to prepare the employee for the inevitable loss of employment and to mitigate against the harsh effects of the redundancy.  In this regard, consultations with staff members are mandatory before a final decision is made and/or communicated to them.

2.3      In the case of: Kenya Union of Domestic Hotels Educational Institutions and Hospital Workers (KUDHEIHA) v Aga Khan University Hospital Nairobi [2015] eKLR (attached herewith), the court held as follows with regard to consultations:

The employer must invite the Claimant to negotiations and or consultations with an open mind as it were… As rightly noted by the Court of Appeal above cited, consultations should not be a charade. I will add, consultations should not be a means to justify an end or an end in itself. It should entail a process towards achieving a goal. Consultation should be held so as to achieve industrial peace and ensure fair labour relations… As noted above, redundancy is a process – once notice is issued, consultations follow, identification of issues is done, if such require re-organisation of employees such is addressed; where such reorganisation may require certain position be removed, a criteria is set out and where possible terminations are inevitable they are identified, and based on the pre-set criteria, affected employees are served with termination notices and the guidelines for the issuance of such notice is set out in law.” Unfortunately our Courts have not set out the mechanics or modalities for consultations.

 2.4   We set out the mandatory steps to be followed in this process as follows:

Step 1:
  1. We suggest that the initial general notice should be sent to all the employees.  To our knowledge the company does not have unionisable employees and therefore no notice is required.  This notice should be sent out as a mere proposal (for example using the terminology “proposed redundancy” will make this clear), and not as the notification of the termination of employment.  This notice should explain the reasons for and the extent of the proposed
  2. The County labour officer should also be notified of the reasons for and the extent of the proposed redundancy.
  3. The notice period should not be less than one month
Step 2:
  1. Within the one month period as set out in step 1 above, the employees (and the union, where applicable) should be invited to engage in consultations. The Court has indicated that at this stage, the employer should explain to the employees the circumstances in which the proposal has been made.  We propose that the first meeting should be held with all the employees, setting out the criteria and extent of the  proposed redundancy. As the process narrows down to the affected department and the employees likely to be impacted, we propose that the next consultation should be held with the individual employees. The idea is to assist the employees understand the basis of the proposal and to give them an opportuno9ity to make representations and/or raise concerns.  In effect, the company should explain the reason and the extent of the proposed redundancy as well as the criteria that will be applied in selecting the employee(s) to be declared redundant. The law provides that the “last in, first out” principle which takes into account the years of service of an employee should be applied as part of the selection criteria.  Other considerations such as the skill, ability and reliability of the employee can also be taken into account. Please bear in mind that the company must be able to prove its selection criteria.
  2. The company is required to give the employees a reasonable opportunity to constructively engage and the employees should be encouraged to express their views. In addition, it is required to consider any alternative proposals arising in the course of these discussions while bearing in mind that redundancy should be undertaken as a last resort.
  3. The consultations should also include individual sessions with each employee to give them an opportunity to express any views and/or concerns that they would like addressed at a personal level.
  4. The discussions should be documented and minutes taken and signed.  For group and individual sessions attendance should be recorded.
  5. In certain instances, employers have gone as far as to arrange for a third party counsellor or adviser to meet with the employees to assist them plan their finances and/or provide psychological counselling and support. The idea is to show that the decision was implemented reasonably and fairly with due concern of the effect of the redundancy upon the employees.
  6. During the consultation period, the company should consider whether there are any alternative employment positions that can be taken up by the employees likely to be affected.  The courts have held that in considering alternative positions, this can be either at the place of employment or where practicable in sister companies, subsidiaries or related organisations.
Step 3:

After the consultation period is at an end, if no viable alternative to the proposed redundancy is found the company can then proceed to announce its intention to declare redundancies.  it will then proceed to issue the affected employees with a written notice.  This notice will confirm the decision of the company identifying the employee’s position for abolition and indicate the effective date of the redundancy.  The effective date should not be less than one month from the date of this notice.

At the same time, a separate notice should be sent to the county labour office.  This notice will confirm the company’s intention to declare redundancies and the rationale for this decision.  It should state the name and positions of the affected employees.  In effect, the reasons, extent and criteria should be reflected.

Note that these notices should be issued not less than one month prior to the effective date of the redundancy.

Finally, an employer is required to issue an employee with a certificate of service upon termination. The certificate should contain the name of the employer and its postal address, the name of the employee, the date when the employment of the employee commenced, the nature and usual place of employment of the employee and the date when the employment of the employee ceased. The employer is however not bound to give the employee a testimonial, reference or certificate relating to the character or performance of that employee.

2.5 Based on the foregoing, the entire redundancy process will take a minimum of two months.

It is important to take minutes at every meeting that is held and record attendance.  Where possible, do a mapping for selection of the employees and for any redeployment.  This is so that if the objectivity of the process is challenged, you will be in a position to justify the same.

2.6 If an employer does not follow due process as set out above and/or if the grounds giving rise to the redundancy are successfully challenged, the court could make a determination that the redundancy was unlawful.

As a consequence, the employee could be reinstated and/or awarded damages at a maximum equivalent of 12 months’ salary.



Human Resource Policy and Procedures Manual

A comprehensive human resource policy handbook is a collection of policies, procedures, and expectations for employees of any organization. It aims to provide a framework for making consistent decisions and promoting equity in the way that people are treated.

Some of the synonyms for Human Resource Policy and Procedures Manual include:

  • Staff Policy Handbook
  • Employee Handbook
  • Staff Policy Manual
  • Human Resource Policy Manual

Policy manuals are developed to help staff and management teams run the organization. Policies play a strategic role in an organization. They are developed in light of the mission and objectives of the company and they become the media by which management’s plans, rules, intents, and business processes become documented and communicated to all staff. Carefully drafted and standardized policies and procedures save the company countless hours of management time. The consistent use and interpretation of such policies, in an evenhanded and fair manner, reduces management’s concern about legal issues becoming legal problems.

Some of the essential policies to be captured in the manual include but are not limited to:

The HR policies and procedures manual serve as the required sources of information to be followed to resolve any issues that may arise from either the employer’s or the employee’s perspective. This information is available for employees to use to familiarize themselves with organizational policies and practices on various topics, such as how leaves are sanctioned, various allowances, grievance procedures, etc. The HR manual should contain all such data, pertaining to the employment of the employees, in complete detail to ensure that employees can obtain all the required information in time.

The HR policies and procedures handbook should be written with the highest objectivity and clarity to ensure that the documents are uniform in approach, free of any complexity, and clear of any overlap. This is crucial to prevent any form of differential treatment from the company and to guarantee efficient and conflict-free internal operations.

Organizations can hire an HR Consulting Firm for the development of the HR manual. The HR Consultant can assist the organization in the:

  • Preparing a new HR policies and procedures manual for the organization
  • Revise certain aspects of the document or completely revise the HR policies and procedures manual
  • Check the documents for the ever-changing legal rules and regulations, and make the necessary changes
  • Audit the existing HR policies and procedures manual to make sure that the given details provided are relevant to the current industry

While developing or reviewing an HR policies and procedures manual, an HR Consultant should keep in mind the following important factors:

  • Organizational culture
  • Legal rules and regulations
  • Market trends
  • HR policies and procedures manual of the organization
  • Existing rules and regulations related to the employees in the organization
  • Legal compliances
  • Industry norms

An HR Consultant, on the call from the organization, may also guide and train the employees in implementing and complying with the policies and procedures.


How to maintain work-life balance

Work-life balance is the state of equilibrium where an employee equally prioritizes the demands of career and personal life. It is an aspect of well-being related to the ability to manage both personal and professional responsibilities with adequate time for rest and leisure.

Most employees are torn between juggling heavy workloads, managing relationships, family responsibilities, and squeezing in outside interests leading to an unhealthy work-life situation.

In a rush to get it all done at the office and at home, it’s easy to forget that as stress levels spike, productivity plummets. Stress can zap our concentration, make us irritable or depressed, and harm our personal and professional relationships.

Here are a few practical steps employees can take to loosen their grip and win back the balance in life.

At Work

  • Set manageable goals each day

Being able to meet priorities helps us feel a sense of accomplishment and control. The more control employees have over their work, the less stressed they are both at work and home. It’s good to be realistic about workloads and deadlines. Employees need a to-do list that aids in taking care of important tasks first.

  • Efficiency with timelines

When employees procrastinate, the task often grows in their minds until it seems insurmountable. In the instance of a big project, it is advisable to divide it into smaller tasks with small rewards upon each completion such as a five-minute break or walk. The less time spent procrastinating, the more time spent productively, or with friends and family.

  • Request for flexibility

Flex time and telecommuting are quickly becoming established as necessities in today’s business world, and many companies are drafting work/life policies. Upon request, an employer might allow you to work flexible hours or from home a day a week. Research shows that employees who work flexible schedules are more productive and loyal to their employers.

  • Take five

Taking a break at work isn’t only acceptable, it’s often encouraged by many employers. Small breaks at work or on any project will help clear an employee’s head and improve the ability to deal with stress and make wise work or life decisions.

  • Communicate effectively

Employees need to be honest with colleagues or their bosses when they feel they’re in a bind. They should not just complain but suggest practical alternatives.

At Home

  • Unplug

The same technology that makes it so easy for employees to do their jobs flexibly can also burn us out if we use them 24/7. By all means, it is good for employees to create time after working hours for social requirements such as bonding with family and friends.

  • Divide and conquer

Ensuring responsibilities at home are evenly distributed and clearly outlined enables avoidance of confusion and stress scenarios.

  • Get support

Chatting with friends and family can be important to your success at home or work and can improve your health. Employees with stronger support systems have more aggressive immune responses to illnesses than those who lack such support.

  • Stay active

Aside from its well-known physical benefits, regular exercise reduces stress, depression, and anxiety, and enables employees to better cope with adversity. It boosts immune systems and keeps employees out of the doctor’s office. It is a great idea to make time in your schedule for the gym or to take a walk during lunch as ways of exercising.

  • Healthy lifestyle

Being in good shape physically increases tolerance to stress and reduces sick days. In addition, eating right, exercising, and getting adequate rest. Employees need to avoid reliance on drugs, alcohol, or cigarettes to cope with stress as they only lead to more problems.

  • Get help if you need it

Don’t let stress stand in the way of your health and happiness. If you are persistently overwhelmed, it may be time to seek help from a mental health professional. Asking for help is not a sign of weakness, taking care of yourself is a sign of strength.


Benefits of work-life balance

If you can help create a healthy work-life balance for employees in your company, this will provide several benefits to your business, including:

  • Better staff retention
  • Increased productivity
  • Higher employee engagement
  • More profitability
  • Strong brand reputation & more applicants
  • Reduced absenteeism

Of course, it also benefits your employees in ways including:

  • Better time management
  • Personal growth
  • Better focus
  • Higher engagement
  • Personal health & wellbeing
  • Reduced stress


While we all need a certain amount of stress to spur us on and help us perform at our best, the key to managing stress lies in that one magic word, balance. Not only is achieving a healthy work-life balance an attainable goal but employees and businesses alike see the rewards. When employees are balanced and happy, they are more productive, take fewer sick off days, and are more likely to stay in their jobs.




How to achieve an effective onboarding process

Onboarding also known as Organizational Socialization refers to the process of introducing newly hired employees into an organization. This helps employees understand their new position and job requirements. It’s the process that helps them integrate seamlessly with the rest of the company. It may last anywhere from a few weeks to a year, but the most effective onboarding usually lasts at least three months. Ideally, employees feel confident and competent when the onboarding process is complete.

Onboarding activities include;

  1. Job offers
  2. Salary negotiation
  3. New hire paperwork
  4. Policy and culture training
  5. Job training
  6. Employee handbook training
  7. Benefits paperwork
  8. Benefits education
  9. Facility tours
  10. Executive introductions
  11. Team introductions
  12. Relational onboarding including setting expectations, building relationships with other employees, creating confidence and trust and creating a clear definition of roles and boundaries

The secrets of an effective onboarding process

  • Preboarding

Preboarding refers to the period between the moment an employee accepts a job offer and their first day at work. In reality, preboarding is a few thoughtful gestures that will help the new employee feel noticed and welcome. A recommended preboarding practice includes sending a welcome email and an overview of the onboarding program. HR software can be used to get some initial paperwork out of the way and send a few getting-to-know-you questions to break the ice.

  • Onboarding Kit

An onboarding kit is a curated package of gifts and office supplies that help introduce new hires to your company’s culture and brand. Usually, it includes contact information, an office map, basic company policies, the company structure and perks. Information regarding the surrounding area for employees who have relocated can also be included in the kit.

  • Pair new hires with a mentor

Assigning a mentor also known as an onboarding buddy is the most effective way to support new employees while they’re still trying to find their way around. A mentor helps the new hire understand how the company works and where their role fits. They also monitor the new employee’s progress, identify their strengths and weaknesses, and give them feedback. The role of a mentor is not only assigned to an employee with relevant experience and skills, but one who shows real enthusiasm for this task is even better. It is necessary to rearrange their workload accordingly so that they have enough time to dedicate to the new employee.

  • Get managers involved

 Managers reflect the company culture and work ethics best. They are the most suitable to discuss the company strategy and get new hires excited about it. Therefore, managers should get involved in the employee onboarding process. For instance, managers can take on the preboarding process, and send a welcome email to new hires. Later on, in an effective onboarding process, they can check in with the new employee to ask for feedback, discuss concerns, and ensure everything is on track.

  • Prioritize job specific over other types of training

A quick introduction to other types of training such as company policies won’t hurt. It gives new employees a better idea of your company culture, so it’s actually helpful. Training should be most of the time targeted toward job-related competencies. New hires practicing their new skills with on-the-job training and practical assignments is what will help them become productive and efficient.

Squeezing too much in will inevitably confuse and overwhelm even the most competent employees. Adjust the pace of the training based on the mentor’s feedback, and give the new employee time to adequately process information and establish skills before rushing them to the next training topic.


There are so many points to tick off your employee onboarding checklist, but it all boils down to the process beginning before the employee arrives and ends well after the official skills training is over. Skills and competencies can be learned quickly with the help of the right training platform, but adjusting in a new workplace takes longer. To facilitate employee integration, pair newcomers with a mentor and make sure managers are present, showing their support throughout the process.



Rights And Obligations Of Refugees In Kenya



Refugees are individuals who have fled their country of origin or habitual home due to well-founded fear of persecution for reason of race, religion, nationality, membership of a particular socio group, political opinion, events causing a public disturbance, external aggression, or occupation grounds among others. It is therefore of paramount importance that the international community and the host country accord
them protection and guarantee their human rights, and ultimately integrate them in the social and economic life of the host country.
The United Nations Convention on Refugees of 1951 and its Protocol of 1967 read together with a myriad other human rights conventions and treaties espouse the rights and entitlements of refugees. Kenya has ratified most of these conventions and treaties and has domesticated their provisions through the Constitution of Kenya, the Refugee Act, 2021 among other Acts of Parliament and enabling legislation. In this article we highlight the rights and obligations of refugees in Kenya.

  1. The right to not be refused entry into Kenya or be expelled or extradited from Kenya to any other country where the person would be subjected to persecution or where their life, physical integrity, or liberty would be threatened. This is subject to the individual in question not being a threat to the national security of Kenya.
  2. Right to identification and civil registration documents and other required documents sufficient to identify the refugee and grant them
    access to services from both the national and devolved levels of government in Kenya.
  3. The right to engage individually or in a group in gainful employment or enterprise or to practice a profession or trade where he/she holds qualifications recognized by competent authorities in Kenya. On this basis, a refugee is entitled to a class M work permit under and subject to the provisions of the Citizenship and Immigration Act, 2011 laws of Kenya.
  4. A refugee from the East African Community (EAC) partner states may voluntarily give up their refugee status to enjoy the right of establishment and residence of the citizens of the partner states within the EAC.
  5. The right to protection and special treatment and consideration of women, children, older persons, victims of trauma and persons with
  6. The right to voluntarily return to their country of nationality or from which they entered Kenya without any undue restrictions.
  7. The right to dignity and humane treatment in the host country through the provision of and access to necessary amenities for preservation of their fundamental human rights and dignity.

In the first instance, refugees have an obligation to avail themselves upon entry or within 30 days to the Commissioner of Refugee Affairs in Kenya (the “Commissioner”) and procure the prescribed identification documents. In line with the obligation to procure registration, refugees have a duty to abide by the directions of the Commissioner in respect of areas designated for their reception, transit and or settlement.
Refugees have an obligation to uphold and observe the laws of the host country. They must also keep peace and refrain from acts or
omissions injurious to the welfare and national security of Kenya whether criminal or otherwise.
Refugees have an obligation to integrate and contribute to the economic and social development of Kenya through gainful employment and ventures. Further refugees have an obligation to ensure sustainable and judicious use of resources and amenities allocated to them and refrain from activities that may have negative impact on the people, resources and environment of the host country

In case of any queries and or enquiries on this or any other immigration-related matter do not hesitate to contact us on info@hrfleek.com