Engaging Men for Gender Equality in Rwanda's Private Sector: Why It Matters Gender equality is no longer just a social justice issue—it is a business imperative. Across Rwanda, remarkable progress has been made toward promoting gender equality, yet significant barriers remain, particularly in the private sector. Women continue to face challenges in accessing leadership positions, equal pay opportunities, and safe, inclusive workplaces. Recognizing the critical role men play in transforming workplace cultures, the Engaging Men for Gender Equality in the Private Sector initiative was developed in partnership with GIZ to promote allyship, shared responsibility, and gender-transformative leadership in organizations across Rwanda. This initiative seeks to equip men with the knowledge, skills, and awareness needed to challenge harmful gender norms, support women's advancement, and contribute to more equitable workplaces. Why Engaging Men is Essential for Gender Equality Achieving sustainable gender equality requires the active participation of both women and men. While women have historically led efforts to advance gender rights, meaningful transformation occurs when men become advocates and allies. Men occupy many leadership and decision-making positions within organizations. Their support can influence workplace policies, hiring practices, promotion opportunities, and organizational culture. By actively championing gender equality, men help create environments where everyone can thrive regardless of gender. When men challenge discriminatory practices, speak out against harassment, and advocate for fairness, they contribute to workplaces that are more productive, innovative, and inclusive. Understanding the Five Layers of Gender Inequality Gender inequality operates across multiple levels of society. To effectively address it, organizations must understand how these layers interact: 1. Individual Level Personal beliefs, attitudes, and internalized stereotypes influence how people perceive themselves and others. 2. Interpersonal Level Relationships within families, teams, and peer groups shape expectations about gender roles and responsibilities. 3. Community Level Social norms and cultural expectations influence what behaviors are considered acceptable for women and men. 4. Institutional Level Organizational policies, procedures, and workplace cultures can either promote inclusion or reinforce inequality. 5. Structural Level Laws, economic systems, and governance frameworks shape broader opportunities and barriers for gender equality. Addressing all five levels helps organizations tackle both the symptoms and root causes of gender inequality. What is a Gender Transformative Approach? A gender transformative approach goes beyond simply acknowledging gender disparities. It actively seeks to challenge and transform the systems, norms, and power dynamics that perpetuate inequality. In the workplace, this means: Addressing power imbalances between men and women. Challenging gender stereotypes in recruitment and promotion. Promoting equal opportunities for career advancement. Creating safe workplaces free from harassment and violence. Encouraging respectful and gender-sensitive communication. Organizations that adopt gender-transformative approaches foster cultures where diversity, respect, and inclusion become part of everyday practice. Common Barriers Women Face in the Private Sector Despite progress, many women continue to encounter obstacles that limit their participation and advancement in the workforce. These barriers include: Cultural expectations that prioritize family responsibilities over careers. Unequal distribution of unpaid care and domestic work. Gender bias in recruitment, promotion, and compensation decisions. Limited access to leadership opportunities. Workplace harassment and unsafe working environments. Persistent stereotypes that associate leadership with masculine traits. Addressing these challenges requires both institutional commitment and individual action. The Business Case for Gender Equality Research consistently demonstrates that gender equality benefits businesses and economies alike. Organizations that embrace diversity and inclusion often experience: Increased innovation and creativity. Higher employee engagement and retention. Improved workplace morale and trust. Enhanced reputation among customers and stakeholders. Stronger financial performance. Studies have shown that companies with gender-diverse leadership teams are more likely to outperform their peers on profitability. Family-friendly policies and inclusive workplace practices also contribute to higher employee satisfaction and reduced absenteeism. Simply put, gender equality is not only the right thing to do—it is a smart business strategy. Men as Allies: Practical Actions That Make a Difference Creating gender-equal workplaces starts with everyday actions. Men can contribute by: Listening and Amplifying Women's Voices Ensure meetings and discussions provide equal opportunities for everyone to contribute. Challenge behaviors that silence or interrupt colleagues. Recognizing Unconscious Bias Reflect on assumptions that may influence decisions about hiring, promotion, task allocation, and performance evaluation. Promoting Fair Recognition Focus on performance and achievements rather than appearance or stereotypes. Give credit where it is due. Challenging Harassment and Discrimination Speak up against inappropriate behavior and support workplace mechanisms that promote accountability and safety. Supporting Flexible Work Arrangements Advocate for policies that recognize caregiving responsibilities and promote work-life balance for all employees. Sharing Power and Opportunities Create pathways for leadership development and ensure equitable access to career advancement opportunities. Building Safe and Respectful Workplaces International and national frameworks provide strong guidance for organizations seeking to promote gender equality. These include: ILO Convention 190 on Violence and Harassment in the World of Work. The Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). Sustainable Development Goal 5 on Gender Equality. Rwanda's Constitution and labor laws that prohibit discrimination and sexual harassment. By aligning workplace practices with these frameworks, organizations can foster environments where all employees feel safe, respected, and valued. A Shared Responsibility for Inclusive Growth Gender equality is not a women's issue—it is everyone's responsibility. Men have a unique opportunity to become champions of change by challenging harmful norms, supporting equitable policies, and modeling inclusive leadership. Through initiatives such as Engaging Men for Gender Equality in the Private Sector, organizations can move beyond awareness toward meaningful action. The result is stronger businesses, healthier workplace cultures, and a more inclusive future for Rwanda. As Rwanda continues its journey toward sustainable development, engaging men as allies will remain essential in creating workplaces where gender equality is not simply an aspiration, but a daily reality.

Rwanda Men's Resource Centre (RWAMREC) has unveiled its updated Strategic Plan, extending its 2022–2026 vision through 2028 with sharper priorities, a streamlined structure, and a renewed commitment to transforming masculinities and ending gender-based violence (GBV) in Rwanda and across the region. What Is RWAMREC and Why Does This Strategic Plan Matter? Founded in 2006 and legally established in 2008, RWAMREC is Rwanda's leading non-governmental organization dedicated to achieving gender equality by engaging men and boys as active allies in preventing gender-based violence. Operating across all 27 districts of Rwanda, RWAMREC has spent nearly two decades reshaping the conversation around masculinity, family health, and community safety. The newly released strategic plan — officially titled the RWAMREC Update 2022–2026 and Extension to 2028 Strategic Plan — is not simply a continuation of past work. It represents a thorough, evidence-based recalibration of the organization's direction, informed by a comprehensive mid-term review and consultations with over 30 stakeholders including staff, community members, donors, and government partners. From Six to Four: A Streamlined Strategic Framework One of the most significant changes in the updated plan is the consolidation of six Key Result Areas (KRAs) into four focused pillars. Two cross-cutting themes — Gender Justice and Diversity & Inclusion — have been mainstreamed across all areas rather than managed in silos. The four KRAs for 2025–2028 are: Community Empowerment and Sustainability Peaceful and Healthy Families Youth Mentorship and Child Support Institutional Capacity Development This streamlined approach reflects a strategic choice to go deeper rather than wider — concentrating resources and expertise where RWAMREC can drive the greatest, most lasting change. Key Result Area 1: Community Empowerment and Sustainability RWAMREC recognizes that gender-based violence is rooted in socially constructed norms. The first KRA targets these roots directly by raising awareness among key stakeholders, building community structures capable of identifying and responding to GBV, and strengthening local mechanisms for violence prevention. A notable addition in this plan is the integration of climate resilience into gender equality programming. RWAMREC will engage men and boys as partners in gender-equitable climate action — conducting community dialogues on how restrictive gender norms worsen climate vulnerability and promoting male-inclusive green livelihoods such as renewable energy and sustainable agriculture. Key Result Area 2: Peaceful and Healthy Families The family is both the site of some of the greatest harm caused by GBV and the most powerful arena for transformation. Under this KRA, RWAMREC will scale up its flagship Bandebereho program — a couples-based, gender-transformative initiative whose six-year Randomized Controlled Trial demonstrated a 45% reduction in intimate partner violence among participants. The updated plan targets 104,000 families through Bandebereho by 2027. Beyond this, RWAMREC will establish free, confidential counseling services for couples and families, promote male engagement in reproductive and maternal health, and strengthen survivor-centered GBV service delivery through standardized protocols and multi-sector referral systems. Key Result Area 3: Youth Mentorship and Child Support With over 40% of Rwanda's population under the age of 15, investing in young people is not optional — it is essential. This KRA focuses on promoting positive masculinities and femininities among adolescents and youth aged 10–24, with targeted programming to challenge harmful gender stereotypes before they become entrenched. RWAMREC's school-based initiatives — including Boys4Change, Girls Take the Lead clubs, and Youth4Change safe spaces — will be expanded and strengthened. The plan also addresses the crisis of teenage pregnancy, a concern underscored by UN Women data showing more than 17,000 cases nationally in 2017, with a 35.3% increase by 2019. Comprehensive reproductive health education and peer-to-peer education models are central to this KRA's strategy. Key Result Area 4: Institutional Capacity Development Transformative social change requires a strong, sustainable organization to drive it. This KRA addresses RWAMREC's internal growth priorities: building a centralized Monitoring, Evaluation, Learning and Impact (MELI) system; diversifying funding beyond traditional donor grants; strengthening communication and visibility; and establishing a regional training hub to build capacity across East Africa and generate sustainable income through fee-based services. The plan sets an ambitious fundraising target of USD 12,141,057 for the full strategic period, with goals to mobilize $10 million cumulatively by 2028 and establish at least five strategic partnerships through the regional hub by 2026. A Theory of Change Built on Evidence RWAMREC's updated Theory of Change is grounded in decades of field experience and rigorous research. It operates on the conviction that lasting gender equality requires change at multiple levels simultaneously — within individuals, households, communities, and institutions. By engaging men not as bystanders but as proactive allies — supportive fathers, equitable partners, and community change agents — RWAMREC creates a ripple effect: transformed men influence families, transformed families shape communities, and transformed communities shift institutions. Programs like Bandebereho, GEWEP, TINYUKA, and Wisigara Umugore exemplify this multi-level approach in practice. Vision and Mission: Unchanged, Unwavering At the heart of this strategic plan lies an unchanged vision: "A peaceful society where women and men share roles and responsibilities in raising families and governing society through equality and respect." RWAMREC's mission — to promote gender equality through transforming masculinities and femininities — is operationalized through awareness creation, advocacy, capacity development, movement building, and service delivery. Its core values of Safety, Equality, Empowerment, Systematic Change, and Partnerships anchor every program and decision. Standing Firm in Challenging Times RWAMREC's Board Chairperson, Rosette Uwizera Mukankomeje, captures the spirit of this moment in the plan's foreword: "At a time when the feminist movement and gender equality are under attack, we do not step back. We remain steadfast in our vision of a peaceful society where men, women, persons with disabilities, youth, refugees, and those not recognized in these categories share responsibilities in their families, communities, countries, and the world." Founder and Executive Director Fidéle Rutayisire echoes this resolve, acknowledging that RWAMREC's work would not be possible without the women who raise their voices, the men who step out of the "man box," and the young people who choose non-violence over replication of harm. What This Means for Rwanda and the Region Rwanda already ranks among the world's leaders in gender equality — placing 39th globally in the Global Gender Gap Index and consistently recognized for high levels of women's political representation. RWAMREC's work both builds on and advances this national commitment, aligning with Rwanda's Vision 2050, the National GBV Prevention Strategy, and the UN Sustainable Development Goals, particularly SDG 5 on Gender Equality. The plan's ambition to establish a regional training hub signals a shift in RWAMREC's role — from a nationally focused NGO to a regional thought leader and knowledge hub on masculinities, male engagement, and GBV prevention across East Africa and beyond. How to Engage With RWAMREC Whether you are a donor, researcher, civil society organization, government partner, or community leader, RWAMREC invites collaboration. The updated strategic plan outlines clear stakeholder engagement pathways — from policy dialogues and joint research to community outreach and survivor-informed program co-design. Contact RWAMREC: Address: KK 15 Ave, Yyusa Plaza, Kimironko, 2nd Floor, Kigali, Rwanda Email: info@rwamrec.org Website: www.rwamrec.org Phone: +250 788 381 183 / +250 788 315 140 Together, let us continue to transform masculinities, challenge harmful norms, and build a society that values equality for all.

From 9–13 March 2026, the Rwanda Men’s Resource Centre (RWAMREC) participated in the 70th Session of the Commission on the Status of Women (CSW70) at the United Nations Headquarters in New York. This year’s theme—Women and Girls’ Access to Justice—brought global attention to the urgent need for inclusive, effective, and community-driven justice systems. Represented by Executive Director Fidele Rutayisire, RWAMREC contributed to global policy dialogue, shared evidence-based approaches from Rwanda, and strengthened strategic partnerships to scale impact in gender equality and violence prevention. Positioning RWAMREC as a Leader in Engaging Men for Gender Equality At CSW70, RWAMREC highlighted its gender-transformative programming, particularly its work engaging men and boys as key actors in advancing women’s rights and access to justice. During the parallel event “Voices Across Borders: Women’s Solidarity Network,” RWAMREC emphasized that harmful social norms and unequal power relations remain critical barriers to justice. Drawing on successful models such as community-based couples’ dialogue and male engagement initiatives, RWAMREC demonstrated how shifting masculinities can: Increase reporting of gender-based violence (GBV) Reduce stigma and silence around abuse Strengthen trust in justice systems This evidence reinforces RWAMREC’s role as a regional and global thought leader in addressing the root causes of inequality. Bridging Legal Reform and Social Norm Change In a second high-level discussion on equality systems in Europe, RWAMREC underscored a key message: Access to justice is not only a legal issue—it is social, relational, and behavioral. While legal frameworks are essential, they must be complemented by: Community-level interventions Behavior change programming Engagement of men and boys Strengthening accountability within families and communities RWAMREC’s integrated approach reflects a growing global consensus that sustainable gender equality requires both institutional reform and social transformation. Strengthening Partnerships and Collective Action CSW70 provided a key platform for RWAMREC to engage with global actors and contribute to collective efforts advancing gender equality and access to justice. Throughout the session, RWAMREC connected with civil society organizations, international partners, and institutional stakeholders to exchange knowledge, share promising practices, and strengthen collaboration around gender-transformative approaches. These engagements emphasized the importance of collective action in addressing deeply rooted social norms and structural inequalities. Discussions also highlighted the need to scale community-based interventions that engage men and boys, promote positive masculinities, and address the intersections between gender, climate change, and peacebuilding. RWAMREC contributed its experience in implementing locally grounded solutions that have the potential to inform broader regional and global efforts. By actively participating in these dialogues, RWAMREC reaffirmed its commitment to building alliances, amplifying local voices, and contributing to global advocacy efforts aimed at creating more inclusive and equitable justice systems. Global Policy Outcomes and Relevance for Programming The adoption of the CSW70 Agreed Conclusions provides a global roadmap that strongly aligns with RWAMREC’s mission and programming priorities. Key priorities include: Eliminating discriminatory laws and practices Strengthening responses to violence against women and girls, including digital violence Promoting women’s economic rights and equal pay Expanding access to justice through digital innovation Recognizing the role of community-based justice actors and paralegals These outcomes validate RWAMREC’s long-standing commitment to community-driven, gender-transformative approaches. Key Insights for Advocacy and Action RWAMREC’s participation in CSW70 reinforces several critical priorities for advancing gender equality: Transforming harmful social norms is essential to improving access to justice Engaging men and boys is key to preventing violence and promoting equality Community-based approaches are central to reaching marginalized women Integrated strategies combining legal reform and social change are necessary for lasting impact Global solidarity is needed to address ongoing resistance and backlash against gender equality Looking Ahead: Sustaining Momentum for Gender Equality CSW70 reaffirmed the importance of sustained, coordinated efforts to ensure that women and girls can fully access and benefit from justice systems. RWAMREC will continue to advance this agenda by: Promoting gender-transformative approaches that engage men and boys Strengthening community dialogue and prevention initiatives Contributing to national, regional, and global advocacy efforts Supporting inclusive policies that address both structural and social barriers By combining grass-root experience with global engagement, RWAMREC remains committed to building a society where justice is accessible, responsive, and equitable for all.

Oxford, United Kingdom | April 20–24, 2026 RWAMREC's Executive Director, Fidèle Rutayisire, represented the organization at one of the world's most prestigious gatherings of social change leaders — the Skoll World Forum 2026 in Oxford, United Kingdom. Held from April 21–24, with a Pre-Forum day on April 20, the Forum brought together global social entrepreneurs, philanthropists, policymakers, and thought leaders committed to tackling the world's most pressing challenges through innovation and collaboration. RWAMREC's participation marked a significant milestone in the organization's journey toward global recognition — reaffirming its position as a leading voice in gender-transformative programming and male engagement for gender equality. Elevating the Voice of Men and Boys in Gender Equality Conversations One of the highlights of RWAMREC's participation came on April 20 at the Pre-Skoll Forum, where Fidèle Rutayisire took to the stage as a featured contributor in a high-level session titled: "Connected & Courageous: Investing in the Well-being of Boys and Young Men" (Organized by Futures Without Violence). This platform allowed RWAMREC to make the case — powerfully and with evidence — that lasting gender equality cannot be achieved without actively engaging men and boys as partners in change. Drawing on RWAMREC's flagship Bandebereho program, a pioneering, evidence-based fatherhood initiative that has demonstrated measurable reductions in intimate partner violence and increased participation of men in unpaid care work, Fidèle made a compelling argument for greater investment in boys and young men as part of comprehensive gender equality strategies. Contributing to the Forum's Key Thematic Sessions Beyond the speaking engagement, RWAMREC actively shaped conversations across multiple sessions throughout the Forum, consistently weaving in a gender-transformative and male engagement lens. Sessions where RWAMREC contributed include: From Classroom to Workforce: Building Women's Economic Power — sharing lessons on how engaging men is essential to expanding women's access to finance and economic opportunity. Engaging Men and Boys in Advancing Gender Justice — presenting Bandebereho as a replicable, scalable model for transforming fatherhood norms and reducing violence. From Pilot to Policy: Community Power in Public Systems — contributing insights on how community-driven models can inform national-level change. Innovative Funding Approaches for Sustainable Impact — exploring models that sustain gender equality work long-term. From Stories to Action: Thinking Like an Impact Producer — bringing storytelling and communications strategy into the gender equality space. Women Grow Our Future: Regenerative Food Systems — linking gender equity to food sovereignty and regenerative agriculture. Across all these engagements, RWAMREC carried a consistent and powerful message: transforming social norms and engaging men as allies is not optional — it is essential to achieving sustainable gender equality. Building a Global Network for Greater Impact The Skoll World Forum provided a unique opportunity to deepen relationships with existing partners and forge new connections with organizations working at the intersection of gender, development, and systems change. RWAMREC expanded its global network by building meaningful relationships with organizations including KickStart International, Intrepid Travel Foundation, Girls Not Brides, Lively Minds, and the World Justice Project, among others. Fidèle also participated in the Rotary Club of Oxford North, opening an additional avenue for global civic engagement and partnership. These connections lay the groundwork for future collaboration, joint advocacy, and shared learning across geographies and sectors. Media Spotlight: RWAMREC's Story Reaches Global Audiences RWAMREC's work attracted significant media interest at the Forum, with confirmed features and interviews with prominent outlets including The Guardian, Impact Entrepreneur, and Inside Philanthropy. These opportunities represent a powerful platform to: Amplify RWAMREC's story and impact to international audiences Shape global narratives around gender equality and the critical role of men and boys Attract new funders, partners, and allies to RWAMREC's mission Why Skoll 2026 Matters for RWAMREC's Mission RWAMREC's participation at the Skoll World Forum 2026 was more than a networking event — it was a strategic investment in the organization's global influence and long-term impact. The Forum reinforced RWAMREC's standing as: A scalable, evidence-based organization with proven programming A global leader in engaging men and boys as agents of gender equality A credible partner for systems change at community, national, and international levels In a world still grappling with deep-rooted gender inequalities, RWAMREC's presence at Skoll 2026 sent a clear signal: the work of transforming harmful social norms — starting with men — is central to any serious effort to build a just and equal world. About RWAMREC The Rwanda Men's Resource Centre (RWAMREC) is a Rwandan civil society organization dedicated to engaging men and boys in promoting gender equality, preventing gender-based violence, and transforming harmful masculinity norms. Through evidence-based programs like Bandebereho, RWAMREC works at community and policy levels to build a Rwanda — and a world — where all people can thrive free from violence and discrimination. To learn more about RWAMREC's work or to explore partnership opportunities, visit our website or follow us on social media.

Working at The Rwanda Men's Resource Centre (RWAMREC), with its role in promoting gender equality and transforming negative masculinity, was such an unforgettable experience in my life. Learning about engaging men and gender transformative approaches was one of the most memorable times I have ever had. While I was there, I witnessed and learned how men can become more involved in unpaid care work, especially in RWAMREC Bandebereho program that encourages men to be supportive partners to their expectant wives and to care about their children under five. There were times when we would film success stories from the field, of men who had actually transformed. I heard stories from men who had changed their attitudes towards unpaid care work, and taken steps to do their share at home. When I attended an event intended to introduce local leaders in Musanze to this program, I remember a man who shared how this change enormously improved relationships with his family and the wider community, and that he now sees its value. However, in the beginning, it was not easy: "We live in the same compound as my mother and one morning she saw me cleaning the dishes outside my house, which surprised her; she said married men don't do much, she kept saying that my wife had used some "traditional medicine on me," which was why I was acting strangely." He persistently maintained that it didn't stop him, but the wife was also attacked and blamed for not being “the good wife”. As a result, they were shunned by the community and their own family. "My wife and I did not stop until a team from RWAMREC kept visiting our village to offer some sessions to other couples, and most couples who thought of my behaviors as “strange” eventually got to understand that men should take part in unpaid care work," Let me just say the RWAMREC experience was quite beneficial, and it was inspirational to learn about how men's involvement in unpaid care duties can be a powerful tool to promote gender equality. By the way, while my spouse and I are talking today, I can obviously smell both the positive and negative aspects of masculinity in our own conversations, actions, and our daily routines. Personally, I think it is an amazing thing to be able to detect all that ha! RWAMREC’s work is clearly necessary for the health and well-being of families and the larger community, and I am confident that sustained efforts to encourage men in this area will benefit everyone. I was also able to work with the Rwanda Men Engage Network (RWAMNET), which is a network of different local NGOs applying the MEn Engage approach in their work, coordinated by RWAMREC. This allowed me to learn about the network's distinctive principles that it teaches men. I had the luxury of attending numerous community meetings and activities, and I developed a greater appreciation for the organizations that have joined forces to include men and young boys in the march toward gender equality. Through their interventions, I've seen how men and women work together to promote gender equality and the establishment of strong, healthy communities. But when it’s all said and done, one unsolved question will keep me interested in men and unpaid care work. The majority of these measures are working well in other provinces of Rwanda. Men in the city must still change some social standards. How will this be accomplished? What are our options? The city has the highest concentration of men who haven't gotten to the point of appreciating and taking part in unpaid care work. Can we intend to adapt and extend these programs to engage and reach the "urban guy", i.e. our own husbands? Moureen Mutiso

RWANDA MEN'S RESOURCE CENTRE (RWAMREC) RWAMREC is seeking qualified and motivated individuals to join a roster of certified Gender Transformative Approaches (GTA) trainers. Selected candidates will be invited to participate in a five-day Training of Trainers (ToT) and other trainings. Upon successful completion, they will be positioned to support RWAMREC's programs across Rwanda. WHO CAN APPLY Education: Bachelor's degree in social sciences, education, public health, gender studies, psychology, or a related field Experience: Demonstrated background in participatory facilitation and community-based training Community Skills: Ability to engage effectively with diverse groups, including youth, women, men, local leaders, and marginalized communities Language: Fluency in Kinyarwanda required; English or French is an advantage Age: The program particularly encourages applications from early-career professionals. HOW TO APPLY Submit your CV and a brief motivation statement (max. one page) before 5 PM, March 10th to: info@rwamrec.org  with subject line: EOI – GTA Trainer Roster – [Your Name] Please note that only applications submitted on time and with the correct subject line will be considered. APPLICATION DEADLINE:10 MARCH 2026 RWAMREC encourages applications from women and young people.   Kigali, Rwanda |   www.rwamrec.org

My name is Emmanuel , and together with my wife, Grace, we live in Kigali City, Gasabo District, where we are raising our three children. Our journey has not been easy. As non-native residents of Kigali, we relied for many years on domestic work, farming for others, and any job we could find to support our family. Grace and I started our life together in 2010. We were not in conflict, but life was full of challenges. We tried different farming and business activities—some succeeded, many failed. Each failure taught us patience, resilience, and the importance of finding solutions rather than giving up. In 2022, inspired by Grace’s ideas and determination, we decided to establish DUHINGE ISHIMWE COMPANY LTD , with the ambition of professionalizing and expanding our farming and livestock activities. At the time, our business decisions were driven mainly by profit. We paid little attention to the wellbeing of our workers or to the challenges they faced in their daily lives. Before the trainings, I believed that productivity mattered more than people. Pregnant and breastfeeding women were often seen as less capable, and some were dismissed simply because they worked more slowly or needed time off. “Before, we ran our business focusing only on profits, without considering our workers.” Everything began to change after we participated in RWAMREC’s gender equality and positive masculinity trainings . These sessions challenged my mindset and helped me understand that a business cannot grow sustainably without respect, dialogue, and inclusion. After the trainings, we started engaging our employees differently. We sat with them, listened to their concerns, and discussed challenges they faced both at work and at home. Our workplace slowly transformed from a rigid environment into a supportive and inclusive space. People began working with motivation, knowing that their workplace cared about their future. Grace also experienced a powerful shift. “After the training, I realized that pregnant and breastfeeding women are also capable. There are many tasks they can do within their capacity, and I no longer discriminate against anyone.” This transformation did not stop at work—it deeply changed our family life. I grew up believing that household chores were only for women. Through the trainings, I learned that sharing responsibilities creates peace, unity, and development. “I used to believe that household work was only for women, but after the training I realized that I could do it too.” For the first time, Grace and I began making decisions together. Before, I decided alone, and Grace often kept her ideas to herself. This lack of dialogue cost us dearly. Some of our houses were damaged by heavy rains, and because decisions were made unilaterally, they remained unrepaired and unproductive. After the trainings, we sat together, discussed our situation openly, and agreed to renovate the houses. Today, those same houses generate income and have strengthened our family’s economic stability. “What we have achieved is the result of dialogue.” My leadership style at work also changed. I no longer make decisions alone. I consult employees, ask what they consider urgent, and involve them in solutions. This participatory approach has improved efficiency and strengthened trust. We also faced criticism from our community. Some people mocked me for helping my wife at home. “Some neighbors said a man who helps his wife must have been ‘fed the porridge of submission.’” But we continued to engage them in dialogue. Slowly, some began to understand that cooperation brings peace and development. Beyond our household, we now support childcare centers attended by our employees’ children and provide vegetables to ensure children receive nutritious meals while their parents work. Our message is simple. Grace says: “Women entrepreneurs should plan well, keep records, and organize their work carefully.” And I add: “Men should stop believing they are the only ones capable. Sitting together, discussing issues, and making joint decisions is what leads to positive results.” Our journey shows that dialogue, gender equality, and collaboration  can transform not only households, but businesses and communities as well.

Through the RWAMREC–GIZ project Engaging Men for Gender Equality in the Private Sector , I was given the opportunity to reflect deeply on my beliefs, my leadership, and the way gender norms shape both workplaces and families. This journey transformed not only my business, but also my way of thinking and living. My name is Ruth . I am a mother of two girls and the manager of a bakery factory that I established in 2022. When I started this business, I believed that women were not capable of working in factory environments—especially in roles that require physical strength, such as lifting heavy materials or operating machinery. Because of this belief, I mainly relied on male workers and employed only two women, without fully trusting their abilities. Everything began to change after I participated in the gender equality and positive masculinity trainings offered through RWAMREC. Through these trainings, I came to understand that ability is not determined by gender, but by opportunity, skills, and the confidence one is given . When women are provided with equal opportunities, they prove that they can perform just as well as men. Following the trainings, I began offering women the same opportunities as men in the factory. What I witnessed surprised me—in the best way. Women and men performed equally well, producing high-quality work side by side. Today, our factory is a space where women and men work together without discrimination. We communicate openly, plan together, and collaborate to overcome challenges related to both work and daily life. One of the most important changes we introduced was the creation of a mother’s room  for employees with young children. This space allows mothers to leave their babies in a safe and caring environment, rest when needed, and return to work with peace of mind. Because of this, women no longer have to stop working due to childbirth—they continue contributing to the growth of the factory. The trainings also transformed my understanding of gender-based violence , particularly verbal and sexual harassment. I realized that many behaviors we had normalized were, in fact, forms of GBV. Becoming aware of this helped us change our mindset and build a safe and respectful working environment for everyone. Today, our factory has a Gender Committee  that helps prevent and address cases of GBV and discrimination, including unwanted physical contact, degrading language, abuse of power, and other harmful behaviors. GBV awareness posters are displayed throughout the factory to educate workers about different forms of harassment and their consequences. Before the trainings, women were excluded from certain tasks due to harmful cultural beliefs. One common myth claimed that if a woman looked into the oven, the bread would not rise. Through learning and reflection, we understood that this belief had no factual basis. Today, women operate machines and technical equipment confidently and competently, just like their male colleagues. The change did not stop at the workplace—it also reached my home. Before, my husband and I worked independently and rarely discussed our work, challenges, or goals. After attending couples’ trainings, we began sitting together, planning jointly, and supporting each other both at home and at work. We now share household responsibilities, make decisions together, and raise our children with the understanding that all children, regardless of gender, deserve equal opportunities . These transformations strengthened my confidence as a leader and improved collaboration, respect, and productivity in the workplace. They also brought unity and growth to my family. My message to other women is simple: do not be afraid to start a business . Start small, remain committed, keep learning, and be patient. I also started with very little—and today, I see the results. This journey was made possible through the RWAMREC–GIZ project Engaging Men for Gender Equality in the Private Sector , which equipped me with the knowledge and tools to challenge harmful gender norms and build a more inclusive and productive workplace. Today, at the project’s final celebration event, I was honored to receive an award for the gender-transformative initiatives I implemented in my company—recognized in front of other private companies, RWAMREC, GIZ, and MIGEPROF.  This recognition reaffirmed that change is possible, meaningful, and worth sustaining.

For Community, Television, and Digital Platforms (Itetero App) 1. Background and Rationale Rwanda Men’s Resource Centre (RWAMREC) is a non-governmental organization founded in 2006 with the objective of transforming harmful masculinity norms among men and boys to positively support gender equality in Rwanda and beyond. RWAMREC envisions “a peaceful society where women and men share roles and responsibilities in raising families and governing society through equality and respect.”  Its mission is to promote gender equality by transforming masculinities and femininities through awareness creation, advocacy, capacity development, movement building, and service delivery. RWAMREC, in partnership with the United Nations Children’s Fund (UNICEF)  and national institutions including the National Child Development Agency (NCDA) , Ministry of Gender and Family Promotion (MIGEPROF) , and Rwanda Broadcasting Agency (RBA) , is implementing the programme “Strengthening the Parenting Education Program through ECD Centers: Transforming Gender Norms through Edutainment and Men Engagement.” The programme aims to improve early childhood development (ECD) outcomes by promoting gender-transformative positive parenting , with a particular emphasis on increasing the meaningful engagement of fathers in caregiving. Despite strong national policies on ECD and gender equality, harmful social and gender norms continue to limit men’s involvement in parenting, contributing to unequal caregiving responsibilities and suboptimal child development outcomes. Evidence from RWAMREC’s Bandebereho  and related programmes demonstrates that well-designed, participatory, and culturally grounded edutainment approaches  can drive sustained behavior and social norm change. To support this objective, RWAMREC seeks to engage a qualified consultant to design, develop, and package interactive positive parenting education activities that: Facilitate joint engagement between parents and children Are usable in community-based settings (ECD centers, listening clubs, demonstration hubs, etc.) Can be broadcast through digital and traditional media channels Are adaptable for digital delivery via the Itetero mobile application  and related platforms 2. Objective of the Assignment The overall objective of this consultancy is to develop a coherent suite of interactive, gender-transformative positive parenting edutainment activities  that promote father engagement, equitable caregiving, early learning, and positive parent–child interaction, and that can be effectively deployed across community, television, and digital platforms . 3. Scope of Work The consultant will work under the technical leadership of RWAMREC, in close collaboration with UNICEF and the Itetero technical team. The scope of work includes, but is not limited to, the following: 3.1 Conceptual Design Review relevant programme documents, national parenting guides, and existing Itetero content Develop a clear pedagogical and Social and Behavior Change (SBC)  framework aligned with: National ECD and parenting frameworks Gender-Transformative Approaches (GTA) Early learning through play principles Define core behavioral objectives, key messages, and age-appropriate interaction models for parents and children 3.2 Development of Interactive Activities Design interactive parenting activities that promote: Parent–child communication and play Father engagement in caregiving and early learning Non-violent, responsive, and gender-equitable parenting practices Ensure activities are: Simple, low-cost, and suitable for community settings Adaptable for facilitation by ECD caregivers and male champions Inclusive of children with disabilities, where feasible 3.3 TV Edutainment Adaptation (RBA) Package selected activities into TV-friendly edutainment formats, including: Short dramatized segments Facilitated demonstrations Interactive prompts for at-home parent–child participation Develop scripts, outlines, and facilitation notes suitable for national broadcast, in alignment with RBA content standards 3.4 Digital Adaptation for the Itetero App Translate activities into digital interactive formats compatible with the Itetero mobile application, including: Guided activities Short videos or animations Simple interactive challenges or prompts Work closely with the Itetero team to ensure technical feasibility, usability, and alignment with the existing app architecture 3.5 Testing and Refinement Support pilot testing of selected activities in community and/or digital environments Integrate feedback from caregivers, parents, children (as appropriate), and implementing partners Refine content to ensure clarity, cultural relevance, and behavioral effectiveness 4. Deliverables The consultant is expected to deliver: Inception Report outlining methodology, conceptual framework, and workplan A set of interactive positive parenting activities (community version) with facilitation guides TV edutainment content package, including scripts and broadcast notes Digitally adapted versions of activities/content for the Itetero mobile app Support for organizing quarterly community engagement campaigns on gender and social norms and positive parenting Content adaptation matrix showing alignment across community, TV, and digital formats Final technical report summarizing outputs, lessons learned, and recommendations for scale-up All deliverables must align with national standards  and UNICEF safeguarding requirements . 5. Duration and Level of Effort The assignment is expected to commence on 16 February 2026  and will require an estimated total level of effort of 60 non-consecutive working days , comprising: 15 working days per quarter 10 days for content development 5 days for testing 6. Reporting and Coordination The consultant will report directly to the Director of Programs, RWAMREC Technical oversight will be jointly provided by RWAMREC and UNICEF Regular coordination will be required with UNICEF, RWAMREC, and the Itetero technical team 7. Required Qualifications and Experience The consultant should meet the following requirements: Preferably a Master’s degree, or a Bachelor’s degree with at least 5 years of relevant experience , in Education, Child Development, Behavioral Science, Communication, or a related field Minimum 5 years’ experience  in: Designing education or SBC interventions Positive parenting and/or ECD programming Gender-transformative approaches Demonstrated experience adapting content for multiple platforms (community, TV/radio, digital) Strong understanding of the Rwandan cultural context and parenting norms Experience working with UNICEF or similar development partners is a strong asset Ability to work collaboratively with creative teams, technical developers, and broadcasters Note: Applicants who are “only creative” without strong behavior change and systems-thinking experience will not be considered qualified. 8. Ethical Considerations and Safeguarding The consultant must adhere to UNICEF and RWAMREC policies on: Child safeguarding Prevention of Sexual Exploitation and Abuse (PSEA) Ethical engagement with children and families No direct data collection from children will occur without prior approval and appropriate safeguards. 9. Ownership of Materials All materials developed under this consultancy will be the intellectual property of RWAMREC and UNICEF , with full rights for adaptation, scale-up, and dissemination across platforms. 10. Application Process Applications must be submitted in one single PDF file  and include: A cover letter A combined technical and financial proposal (maximum 3 pages ) Applications must be submitted no later than midnight (CET) on 10 February 2026  to:📧 info@rwamrec.org Email subject line: Application to Develop Interactive Positive Parenting Edutainment Activities for Community, Television, and Digital Platforms (Itetero App) – Consultancy Services 11. Selection Criteria Evaluation Criteria Weight Technical Proposal 70% Financial Proposal 30% Total 100% Done at Kigali on 04 February 2026 Signed, RUTAYISIRE Fidèle Executive Director, RWAMREC

1. Background and Introduction Rwanda Men’s Resource Centre (RWAMREC) is a national non-governmental organization legally established in 2008 and committed to promoting gender equality through positive masculinities and male engagement approaches, particularly in the prevention of Gender-Based Violence (GBV). RWAMREC’s mission is to transform harmful masculinities and femininities by raising awareness, building capacities, advocating for gender-responsive policies, and engaging communities in inclusive and equitable service delivery. In partnership with The Fred Hollows Foundation (FHF) —an international public health organization dedicated to preventing avoidable blindness—RWAMREC is implementing the project titled “Health Systems Strengthening for Eye Health in Rwanda.”  The project seeks to promote equitable access to quality eye health services by integrating gender equality and disability inclusion, increasing community awareness, engaging men and boys, and strengthening local health systems to ensure sustainability. While community-based interventions and engagement with health managers are essential, mass awareness remains critical to influencing behavior change, improving health-seeking behavior, and ensuring that no one is left behind—particularly women and persons with disabilities. In Rwanda, radio remains one of the most accessible and trusted sources of information, reaching both rural and urban populations. To expand outreach and maximize impact, RWAMREC intends to conduct online- and radio-based awareness campaigns  using radio talk shows, radio dramas, and digital platforms to disseminate accurate information on eye health services while promoting gender equality and disability-inclusive health care. 2. Rationale Radio remains the primary and most accessible source of information for many Rwandans, particularly in rural areas. However, awareness of eye health conditions and available treatment options remains limited, with persistent myths and misconceptions influencing health-seeking behaviors. Women and persons with disabilities also face structural, cultural, and informational barriers to accessing health services. In this context, radio talk shows and dramas offer interactive, cost-effective, and proven platforms for shaping social norms and promoting positive behavior change. In addition, online streaming and social media amplification extend the reach of these programs, enabling meaningful engagement with youth, urban populations, and digitally connected audiences. Against this backdrop, RWAMREC seeks to contract a media house or company  to support the identification and engagement of experienced local radio stations. The selected entity will coordinate with community radio stations to negotiate lower broadcasting costs, facilitate engagement, provide follow-up support, and implement online and broadcast eye health awareness campaigns. 3. Purpose of the Terms of Reference The purpose of these Terms of Reference (ToR) is to engage a qualified media house or company to identify and support suitable radio stations for the implementation of online- and radio-based awareness campaigns on eye health services, with a strong emphasis on gender equality and disability inclusion . 4. Objectives 4.1 General Objective To raise community-wide awareness on eye health services, prevention, and treatment while integrating gender equality and disability inclusion through online- and radio-based campaigns. 4.2 Specific Objectives The selected company will act as a liaison between RWAMREC and radio stations to sensitize communities on the importance of early detection, prevention, and treatment of eye health conditions. Leveraging its influence and networks, the company will identify and engage experienced radio stations to mobilize and educate communities through platforms such as radio dramas, radio talk shows, and other mass media channels. The engagement will promote positive attitudes and behaviors that support gender equality in access to eye health services, while also raising awareness of the rights of persons with disabilities and advancing their inclusion in eye health care. Additionally, the initiative will provide platforms for health experts, policymakers, and community members to share information, experiences, and best practices. These efforts will complement community mobilization activities with mass awareness campaigns, ensuring broader national and local outreach. 5. Expected Outcomes The campaign is expected to: Increase community knowledge of eye health services, prevention measures, and available treatment options; Improve attitudes and practices that promote gender equality in access to health services; Enhance awareness of disability rights and inclusive eye health care; Increase demand for and utilization of eye health services at local health facilities; and Strengthen linkages between community awareness efforts and local health systems. 6. Scope of the Campaign The awareness campaign will address key thematic areas, including: Eye health prevention, early detection, and available treatment options; Promotion of gender equality and shared decision-making in health-seeking behaviors; Advancement of disability rights, accessibility, and inclusion in eye health services; Availability of eye health services at community and district levels; and Male engagement and supportive roles in family and community health care. The campaign will primarily target communities in Musanze and Karongi districts , with broader outreach achieved through online and digital platforms. 7. Methodology and Approach The campaign will adopt a mixed-media and participatory approach, including: 7.1 Radio Talk Shows Interactive radio talk shows featuring eye health professionals, RWAMREC staff, gender experts, representatives of organizations of persons with disabilities, and local leaders; Live call-in and SMS segments enabling community members to ask questions, share experiences, and provide feedback. 7.2 Radio Drama Broadcasting short radio dramas depicting real-life scenarios related to eye health, gender norms, disability inclusion, and access to services. 7.3 Online Streaming and Social Media Recording and sharing radio programs and dramas on platforms such as YouTube, Facebook, and community WhatsApp groups; Use of social media to amplify key messages, engage youth, and extend outreach beyond radio audiences. 7.4 Media Collaboration Collaboration with local FM and community radio stations in Musanze and Karongi to ensure broad coverage, audience engagement, and sustainability. 8. Deliverables Radio dramas (15–20 minutes each) produced and broadcast; One-hour radio talk shows organized; Radio talk shows and dramas recorded and shared on platforms such as YouTube, Facebook, and community WhatsApp groups; Key youth-focused messages disseminated through social media to amplify youth voices beyond radio audiences. 9. Duration The contract duration will be one (1) year . During this period: 16 radio talk shows  and 40 radio drama episodes  will be produced and aired; Radio dramas will be broadcast at a rate of one episode per week ; Programs will be aired on local community radio stations in Musanze and Karongi districts; Social media platforms (YouTube, Facebook, WhatsApp, etc.) will be used to disseminate eye health education messages to wider audiences. Please note that while the contract is for one year, services (radio talk shows, radio drama broadcasts, social media use, etc.) will be provided only upon the client’s request or through a purchase order . 10. Consultant’s Qualifications The consultant or media company should demonstrate: Proven experience in health communication, behavior change communication, or social and behavior change initiatives; Experience producing culturally sensitive radio and digital content, preferably in Rwanda or similar African contexts; Strong understanding of gender equality, social norms, and inclusion in health-related programming; Familiarity with eye health issues or capacity to work closely with public health experts; Ability to deliver high-quality content within agreed timelines; Employment of at least five (5) journalists , each with a minimum of ten (10) years of professional experience . 11. Evaluation Criteria Proposals will be evaluated based on the following criteria: Criteria Score Technical qualifications 60 Financial proposal 40 Total 100 The media house or company is expected to submit a detailed and itemized budget proposal , in Rwandan Francs (RWF) , taxes inclusive. 12. Application Requirements Interested applicants should submit: A detailed technical proposal; A financial proposal; At least two certificates of satisfactory completion  for similar assignments carried out within the past five (5) years; Evidence of staffing as outlined above. Applications should be addressed to the RWAMREC Executive Director  and submitted by email to:📧 info@rwamrec.org 🕔 Deadline:  18 February 2026 at 17:00Late applications will not be considered. Done on:  4 February 2026 Fidèle Rutayisire Executive Director – RWAMREC

Introduction to the RWAMREC Human Trafficking Policy RWAMREC reaffirms its unwavering commitment to human rights, gender equality, and the protection of vulnerable communities through the adoption of the RWAMREC Human Trafficking Policy . This policy provides a comprehensive institutional framework to prevent, identify, report, and respond to all forms of human trafficking across RWAMREC’s programs, partnerships, and operational contexts. Human trafficking is a severe violation of human rights and a persistent global challenge. Women, girls, children, refugees, and other marginalised groups remain disproportionately affected, particularly in contexts marked by poverty, unemployment, gender inequality, and irregular migration. The RWAMREC Human Trafficking Policy responds to these realities with a rights-based, gender-responsive, and survivor-centred approach. Why the RWAMREC Human Trafficking Policy Matters The RWAMREC Human Trafficking Policy  addresses both structural and contextual vulnerabilities that increase the risk of exploitation. RWAMREC works closely with communities, youth, and at-risk populations, including in displacement and refugee settings where protection systems may be weakened. By strengthening internal systems, staff capacity, and partnerships with specialised institutions, RWAMREC ensures that anti-trafficking measures are not only preventive but also practical, coordinated, and effective. This policy fills critical gaps by formalising procedures, integrating trafficking indicators into monitoring tools, and reinforcing referral pathways for survivors. Zero-Tolerance Approach to Human Trafficking and Exploitation RWAMREC adopts a strict zero-tolerance policy  toward all forms of human trafficking, including: Sexual exploitation Forced labour and domestic servitude Child trafficking and exploitation Organ trafficking and other forms of abuse The RWAMREC Human Trafficking Policy clearly states that any involvement in, facilitation of, or failure to report trafficking practices constitutes a serious breach of organisational standards and may result in disciplinary or legal action. Legal and Policy Framework Guiding the RWAMREC Human Trafficking Policy The policy is firmly grounded in international, regional, and national legal instruments, ensuring coherence with global and national anti-trafficking efforts. International and Regional Frameworks UN Palermo Protocol on Trafficking in Persons ILO Conventions on Forced Labour CEDAW and the Convention on the Rights of the Child African Union and East African Community anti-trafficking frameworks National Frameworks in Rwanda Law No. 51/2018 on the Prevention and Punishment of Trafficking in Persons Child Protection and GBV Referral Frameworks MIGEPROF Anti-Trafficking Guidelines This alignment ensures that the RWAMREC Human Trafficking Policy supports coordinated, lawful, and survivor-centred responses. Scope and Application of the RWAMREC Human Trafficking Policy The RWAMREC Human Trafficking Policy  applies to: All RWAMREC staff, consultants, volunteers, and contractors Partner organisations and collaborators Program participants and community engagements The policy governs all activities, including training sessions, research, advocacy, fieldwork, travel, service delivery, and online engagement. Program managers are required to conduct trafficking risk assessments and implement mitigation measures prior to project implementation. Guiding Principles of the RWAMREC Human Trafficking Policy All actions under this policy are guided by the following principles: Human rights-based approach  ensuring dignity, equality, and non-discrimination Gender sensitivity  recognising the disproportionate impact on women and girls Child protection  with enhanced safeguards for minors Confidentiality and informed consent Do No Harm  principle Survivor-centred and trauma-informed response Inclusivity , including persons with disabilities, LGBTQI+ individuals, and refugees Accountability and transparency Roles and Responsibilities in Preventing Human Trafficking The RWAMREC Human Trafficking Policy clearly defines responsibilities across all levels: Board of Directors and Executive Director : Strategic oversight and accountability Protection Focal Point : Case management, referrals, and coordination Human Resources : Ethical recruitment, staff vetting, and training Program Managers : Risk assessments and integration of prevention measures Staff, Volunteers, and Partners : Mandatory compliance and reporting This structured governance ensures consistent and effective implementation. Reporting, Referral, and Survivor Support Mechanisms The policy establishes clear, confidential, and accessible reporting channels , with mandatory reporting timelines. Suspected or confirmed cases must be reported within 24 hours to the Protection Focal Point and, where necessary, escalated to senior management. Survivors are referred to specialised services such as: Isange One Stop Centres Rwanda Investigation Bureau MIGEPROF and qualified civil society partners All responses prioritise survivor safety, dignity, confidentiality, and informed consent. Monitoring, Evaluation, and Accountability The RWAMREC Human Trafficking Policy  is supported by a robust Monitoring and Evaluation framework that ensures: Continuous data collection and case tracking Regular staff and partner capacity assessments Annual internal policy reviews External evaluations every two years Disciplinary measures, partner accountability clauses, and protection against retaliation reinforce RWAMREC’s zero-tolerance stance. Strengthening RWAMREC’s Leadership in Anti-Trafficking and Safeguarding Through the implementation of the RWAMREC Human Trafficking Policy , RWAMREC strengthens its leadership in promoting gender equality, positive masculinities, and human rights. By embedding anti-trafficking principles across all programs, RWAMREC contributes to national, regional, and global efforts to prevent exploitation and protect the most vulnerable.

Twubakane Season 2 – Randomized Controlled Trial (RCT) 1. Background NOVAH, in collaboration with RWAMREC, is implementing a large-scale Randomized Controlled Trial (RCT) to evaluate the impact of the Twubakane Season 2  radio drama on reducing intimate partner violence (IPV) across Rwanda. The study will involve approximately 2,400 households  across all sectors of Nyagatare District . To ensure that all participating households can reliably access and listen to the 12 episodes  of the Twubakane  radio drama, RWAMREC seeks to procure 2,400 solar-powered radios  suitable for rural settings where access to electricity is limited or inconsistent. This Terms of Reference (ToR) outlines the technical specifications, eligibility requirements, delivery expectations, and evaluation criteria  for interested suppliers. 2. Objectives of the Procurement The objective of this procurement is to purchase and distribute 2,400 durable, easy-to-use solar-powered radios  to the 14 sector offices of Nyagatare District  prior to the launch of the Twubakane Season 2  broadcast. The radios must: Enable weekly listening without reliance on grid electricity Provide clear FM reception for community radio stations airing Twubakane Have simple and intuitive controls suitable for users with varying literacy levels 3. Quantity and Technical Specifications Item Type / Brand Technical Specifications Quantity 1 Radio • Portable, rechargeable FM radio with built-in solar panel • Supports FM band (87.5–108 MHz) • Telescopic antenna for improved reception • Dual charging options: solar and USB • Durable plastic casing with handle or strap • Clear built-in speaker • Supplied with USB charging cable and user manual • Minimum one-year warranty 2,400 Unit cost:  Taxes inclusive (VAT) Distribution location:  Sector offices of Nyagatare District 4. Distribution Locations The radios will be distributed across the following 14 sectors of Nyagatare District : Gatunda, Karama, Karangazi, Katabagemu, Kiyombe, Matimba, Mimuri, Mukama, Musheri, Nyagatare, Rukomo, Rwempasha, Rwimiyaga, and Tabagwe. 5. Required Radio Features FM frequency coverage: 87.5–108 MHz  (must receive all major Rwandan community radio stations) Strong signal reception, including in remote rural areas Manual tuning knob Built-in speaker with adequate volume for household listening User-friendly design suitable for low-literacy populations 6. Warranty and After-Sales Support Suppliers must provide: A minimum six-month warranty  against manufacturing defects A clear procedure for replacement of faulty units Local availability for repair or return services, preferably within Rwanda 7. Delivery Requirements 7.1 Delivery Locations Radios must be delivered to the 14 sector offices of Nyagatare District  listed above. 7.2 Delivery Timeline Delivery must occur within three (3) days  of receipt of the official Purchase Order.The planned delivery window is 2–4 February 2026 , with flexibility for earlier delivery upon mutual agreement. 8. Supplier Eligibility Criteria Eligible suppliers must: Be legally registered in Rwanda Have demonstrated experience supplying radios or electronic equipment Provide at least two (2) past performance references Demonstrate capacity to deliver 2,400 units  within the required timeframe 9. Required Documentation Suppliers must submit the following: Company registration certificate and TIN certificate Detailed technical specifications of the proposed radio model(s) Photos of the radio(s) Warranty terms and conditions Unit price and total price in RWF (VAT inclusive), clearly separating: Unit cost per radio Total transportation cost Past client references Sample unit (upon request prior to contract award) Distribution plan referencing the specified sectors 10. Evaluation Criteria Proposals will be evaluated based on the following weighted criteria: Criteria Weight Company eligibility, past experience, and distribution plan 20% Compliance with technical specifications 40% Financial cost 40% Total 100% 11. Application Process Applications should be addressed to: The Executive Director RWAMRECYYUSSA Plaza, KimironkoTel: +250 788 315 140Email: info@rwamrec.org 📅 Deadline:   22 January 2026 at 5:00 PM (Kigali time) Late applications will not be accepted. Done at Kigali, 7 January 2025 Fidèle RUTAYISIREExecutive Director