Posta closes down 125 post offices to cut Sh1bn costs

The Postal Corporation of Kenya (Posta) is closing down 125 of its 625 post offices in the country to cut down on costs, in a restructuring bid meant to return the State parastatal to profitability.

Nearly half of the targeted branches have already been shut down and the rest will be closed by the end of June, effectively reducing the number of post offices by about 20 percent to 500, marking the first step in the company’s cost-cutting efforts.

The closure will reduce the Postman’s expenditure on commercially unviable branches, which it estimates currently stand at about 300, and cost it about Sh1.012 billion in expenses yearly.

‘Keeping all 625 open in their old form would have continued to drain capital away from the investment we need to make in courier, e-commerce, payments and addressing,’ said John Tonui, postmaster-general and CEO of Posta.

‘We are alive to the financial inclusion cost of the closures, particularly the loss of agency, that’s why we are not abandoning these locations, we are converting them into fulfilment hubs.’

Every region in the country has been affected by the closures. In Nairobi, post offices closed or targeted for closure include the ones at Village Market, Enterprise Road and Jamia in Nairobi CBD. Holders of post offices boxes in the closed offices will be moved to nearby ones, while other branches will be merged.

At the same time, Posta is cutting down its staff by 440 to 1,530, from 1,990, in similar cost-cutting efforts, as it strived to return to profit amid a changing technological environment that has challenged its business model. This comes after the Cabinet ordered the corporation to undergo restructuring to help it regain its footing.

Last year, Posta took the first steps in its restructuring efforts, it began the processing of selling stake in its courier arm to an e-commerce strategic investor, to raise Sh2.5 billion to recapitalise it and improve operations.

In the year to June 2025, Posta posted a profit of Sh488 million, up from a loss of Sh1.08 billion the previous year, marking a return to profitability after years of lossmaking.

Its profit last year was largely supported by a boost in revenue due to the recovery of a Sh1.54 billion debt it was owed by Huduma Kenya in rent arrears.

According to Mr Tonui, the postman is banking on the cost renationalization, reforms, and a strategic investor to rejig the company and sustain the profitability it returned to last year.

’Bloody Bonds’: Love, tribalism and corruption collide in church

The play begins, as so many tragedies do, with love. Two young people – David Mabula, a Sukuma by tribe, and Vanessa Siti, a Nyamwezi – fall in love and want a future together. What stands between them are their fathers, two men of God who have built entire careers preaching unity in public while perfecting the art of ethnic hatred in private.

Their fate is among the key subplots in ‘Bloody Bonds’ that will be staged at the Africa Inland Church (AIC) Milimani in Nairobi today (Friday, May 15) from 6pm. The play, scripted by Mark Munyao and directed by Eustace Muli, follows last year’s highly acclaimed staging of ‘She Said No’.

‘Bloody Bonds’ interrogates the violence concealed within bloodlines. The common proverb that blood is thicker than water is both the play’s starting point and its central accusation: that invoking kinship has become a license for cruelty, a shield behind which tribalism, abuse, and corruption shelter from scrutiny.

‘We always say that blood is thicker than water,’ Mr Muli, the director, tells the BDLife. ‘But what happens when we use that phrase to promote vices? When we practise cruelty against other people in the name of protecting ‘our people’ and no longer uphold the virtues the Bible teaches us?’

The play follows two religious households whose public righteousness is a near-perfect mask for private rot.

Pastor Edward Mabula and Pastor William Siti are influential, respected, and pulpit-ready. Behind closed doors, they are tribalists, manipulators, and abusers who will use bribery and spiritual intimidation to seize control of their church as its senior pastor retires.

Their wives, Florence and Emma, absorb the cost: one in sustained domestic violence clothed in religious language; the other in infidelity and deliberate neglect.

Their children inherit the wreckage. David teeters on the edge of becoming his father. His sister, Olivia, in one of the play’s most uncomfortable psychological portraits, defends the very abuse that is destroying their family.

The playwrights set the drama in Tanzania, among the Sukuma and Nyamwezi peoples.

The decision, the creative team said, was strategic. They reasoned that by stepping across the border, they would communicate that what the play depicts is not a Kenyan issue but a regional, even continental, condition; that is, the corruption of religious institutions by tribalism and patriarchy wherever communities place clergy beyond accountability.

‘They based it in Tanzania both to show that it is a universal experience and to bring diversity to the whole situation,’ says Molyn Kinuthia, a law student at Riara University who plays Vanessa Siti.

‘It has opened our eyes to see that this is actually a universal experience,’ she adds.

Mr Muli says ‘Bloody Bonds’ invites people in church circles to introspect.

‘For a very long time, religion has been viewed as the source of the moral compass; the one that unites people and guides them to live in love,’ he notes. ‘But there has been a twist in recent years. Religion is increasingly becoming a source of disunity. There are fights in churches, cases of bribery. We want to expose these truths and start the discussion.’

The production has been months in the making. Work on the script began in late 2025. Auditions followed, rehearsals began in January.

Mr Muli says the rehearsals have been happening every Sunday after youth fellowship, 5pm to 7pm, stretching to 9pm as the staging approaches.

For the cast, the material has demanded more than memorisation.

Jim Mwendwa, who plays David Mabula, is a professional actor, comedian, and content creator. He tells the BDLife that his role has pushed him beyond any previous assignment. In the play, he has to depict tribalism and gender-based violence, vices he is not too familiar with.

‘I have never experienced it personally. I come from a very loving family, and my dad and mum are the best,’ Jim says. ‘So, playing this role has stretched me. I had to research stories beyond my own setting to understand what it is like to grow up in such an environment: how do these individuals survive? How do they react to what is around them?’

He adds: ‘I will not lie; every time I come from the rehearsals, my heart is always heavy, but I tell myself that ‘fasihi ni kioo cha jamii’ (literature is the mirror of society) and these stories have to be told because they are happening in the churches and in the world at large.’

Asked about what the audience should expect, Jim says: ‘Viewers should expect to see what happens behind the curtains of religion: major emotional rollercoasters all through, a thorn in the flesh for many.’

Mollyne, who says she is making her debut on a production of this scale, is a gifted actress. In 2023, when she was in Form Three, she was crowned the best female actor in Uasin Gishu County.

She described the rehearsals as unlike anything she has encountered before. Besides Mr Muli, there have been professionals involved, including Mercy Mutindi, currently starring in the NTV television drama, ‘Noma’.

‘I feel like this is something that happens in an everyday house setting,’ Mollyne says of the play. ‘Maybe after seeing this, viewers will realise they are not the only ones in this type of predicament. Maybe it will help them go through a situation they are already going through at home, whether that is tribalism, corruption, or not being allowed to love someone because of class or tribe.’

Mollyne, who joined the church recently, says she was aware of the success of ‘She Said No’ last year and hoped that this year’s production will be better.

In last year’s play, she says, there was a character whose performance was so convincing that people in the congregation began to dislike the actor personally.

Being one of the two main characters, she says there is a heavy responsibility thrust on her shoulders.

‘I’m pretty excited about it. But I also feel overwhelmed because that means the play is kind of in my hands. So, I have to execute the character with utmost care. I have to depict her perfectly and to bring out every single emotion of hers,’ she says.

Mr Muli says that besides the acting, there will be some music.

‘We also have a musical enhancement, so the music team has also been doing the same, and we thank God for the far that we have come, and we are looking forward to staging the play,’ he says.

He reiterates his message that the play’s ultimate purpose is to start a conversation.

‘We want to ensure that we start the big question and have a change of this trend that is quite unfortunate,’ he tells BDLife. ‘Religion has become a source of tribalism, and tribalism is not only evidenced in politics. There is a lot of tribalism even in our churches.’

‘When the compass shifts and instead of going north it starts going south, do we let it continue in the name of ‘our people’ or should we have a discussion that redirects the ship to the right compass?’ Mr Muli poses.

KRA loses Sh3.3bn claim against former Java House owner

The High Court has allowed liquidation of the former owner of popular restaurant chain Java House despite opposition by Kenya Revenue Authority (KRA). The agency argued that the move was intended to escape a tax liability of Sh3.3 billion.

The court said ECP Kenya had tabled its financial statement for the year 2023 showing it had zero assets, Sh3.93 billion liabilities and massive losses, with auditors stating that the firm was no longer a going concern.

ECP Kenya is majority owned by US-based Emerging Capital Partners (ECP) and has been involved in a tax fight with KRA, part of which arose from the sale of the popular restaurant.

The court said in the ruling that KRA did not dispute the veracity or correctness of the firm’s financial statement. The court added that the evidence tabled was compelling as to the firm’s dire financial position.

KRA had suggested the company be placed under administration as an alternative to liquidation, but the court noted that administration is meant to rescue a viable business.

‘The company has not traded for over two years, has no staff, and no assets and I find that administration would be a futile expense,’ said the court.

The firm, through its director Carolyn Margaret Campbell, moved to court last year seeking voluntary liquidation, arguing that it can no longer be maintained as a going concern as there were no funds to sustain its operations.

She added that directors resolved on April 1, 2024 that it should be liquidated after a thorough evaluation of its financial standing and operational sustainability.

Ms Campbell added that the majority shareholder was also undergoing liquidation in the US.

The firm was involved in the collection of data from portfolio companies, process and collating the data to respond to various tasks assigned to it by parent company – ECP Manager LP

‘The company cannot be maintained as a going concern and there are no funds to sustain continued operations. It is therefore prudent to liquidate the company in accordance with section 425 (1) (a) of the Insolvency Act,’ she said, and asked the court to appoint the official receiver as the liquidator.

The court heard that the company had not traded since April 15, 2023, and closed its operations in the country in April 2024.

KRA had opposed the application arguing that the company did not provide proof to back up claims that it had no assets, employees, or funds, or that the US parent company is actually in liquidation.

The taxman further questioned why the company made no financial contingency for the massive tax liabilities before it decided to stop trading.

‘I have gone through the parties’ rival arguments in their pleadings and submissions and I come to the conclusion that the company has made out a credible, good-faith case that it is unable to pay its debts, and liquidation appears inevitable,’ said the court.

The court added that a company with no operations or income was enough proof that it was unable to pay debts.

The court also noted that the company had complied with the procedural requirements for a liquidation petition by filing the required forms on the Statement of its Affairs, Form 32D verifying affidavit accompanying the petition, Certificate of Compliance from the Official Receiver, and it advertised the petition in the newspaper.

‘Lastly, I note that the Company filed this petition 15 months after ceasing trade, just over two years after the tax assessments and voluntarily exposed its books to the Official Receiver. Further, no fraud has been alleged by KRA or any other creditor,’ said the court.

According to the court, all the above was a demonstration of good faith.

In 2021, KRA issued corporate tax of Sh773 million against the company but the firm objected. The appeal was dismissed by the tax appeals tribunal and a subsequent appeal to the High Court was equally rejected.

KRA issued another corporate tax on February 4, 2022, for Sh2.5 billion based on management fees received.

The firm filed an objection and an appeal before the tribunal but it was dismissed in November 2023.

The perfect lasagna recipe to light up your weekend

Most foods are best enjoyed fresh, but lasagna plays by its own rules. Many swear it tastes even better the next day. But why take anyone’s word for it when you can test that theory yourself?

Clare Karatu, self-taught home cook and host of NTV’s Pishi Bomba, shares a quick and easy lasagna recipe guaranteed to trigger that little happy dance we all do when food hits exactly the right spot.

Ingredients (Serves 4-5)

Lasagna sheets (pre-boiled in salted water for about five minutes)

Cooking oil

1 large white onion, chopped

600g minced meat

7 cloves garlic, minced

1 tsp grated ginger (optional)

3 tomatoes, crushed

½ tsp black pepper

1 tbsp oregano

Salt to taste

Fresh basil

¼ cup salted butter

3 tbsp flour

400g mozzarella cheese, grated

250g cheddar cheese, grated

500ml milk

1 tbsp sugar

Pour oil into a hot pan and add the chopped onions. Do not brown them; you want them soft and translucent.

As the onions cook, add the raw minced meat. Ms Karatu advises against boiling the meat beforehand.

‘Minced meat is already ground, so you do not need to worry about softness. You still want that chew in the texture. If you boil it, you lose a lot of flavour,’ she explains.

Adding the meat at this stage does not interfere with the onions softening. Instead, they continue cooking together, ensuring the onions do not retain the crunch of being undercooked.

As she folds the meat into the onions, Chef Karatu seasons the mixture with salt and black pepper.

‘You want every layer to have seasoning, so season from the beginning to avoid bland minced meat,’ she advises.

Once the meat is cooked through, she parts the mixture to one side of the pan, leaving a small well bubbling with oil and juices. Into this, she adds the garlic and ginger mixture.

‘Ginger is optional. Italians typically do not add it to this recipe, but I like the depth of flavour it gives the meat,’ she says.

Don’t let it brown

Using gentle circular motions, she stirs the garlic mixture into the meat without letting it brown.

‘You only want to cook it long enough to release the aroma,’ she says. ‘Then add the oregano and mix well.’

Next come the crushed tomatoes, followed by another pinch of salt, black pepper and the remaining oregano.

‘At this point, I add a tablespoon of sugar to cut through the acidity of the tomatoes,’ she says. ‘You can also use pureed carrots for natural sweetness.’

After stirring, she covers the pan, lowers the heat and allows the sauce to simmer for 20 to 25 minutes. The basil is added a few minutes before switching off the heat.

While the meat sauce simmers, Chef Karatu prepares the roux – the butter, flour and milk mixture that forms the base of the creamy white sauce layered through the lasagna.

‘The first thing to do is melt the butter,’ she says. ‘You want a generous amount, so do not be shy with it.’

Once melted, she adds the flour.

‘The amount of flour depends on how thick you want the sauce. More flour gives you a thicker sauce; less flour keeps it lighter while still creamy,’ she explains.

The flour magic touch

Cooking the flour in the butter helps eliminate the raw flour taste.

‘Some people brown it, but I prefer to cook it lightly before slowly adding the milk,’ she says.

Using a whisk, she continuously stirs as she pours in the milk. With each movement, the sauce thickens.

‘Add more milk until you achieve your preferred consistency,’ she says. ‘I like mine slightly runny because it thickens further in the oven and firms up even more when refrigerated.’

She seasons the cream sauce with salt and black pepper before adding half of the mozzarella and cheddar cheese, stirring until fully melted.

Chef Karatu then spreads a generous layer of minced meat sauce onto a rectangular glass dish before covering it with lasagna sheets. Over the sheets goes a thick layer of cream sauce, followed by a sprinkling of grated cheese. She repeats the process until the dish is fully layered.

The assembled lasagna is then baked until the cheese turns golden brown.

‘You can serve it hot, or refrigerate or freeze it and warm it later,’ she says.

KMRC green bond attracts 312pc oversubscription, exceeds target to hit Sh9.4bn

Kenya Mortgage Refinance Company (KMRC)’s inaugural green bond defied absence of a tax-free sweetener to attract bids worth Sh9.4 billion against the targeted Sh3 billion, representing a performance of 312.8 percent.

The mortgage refinancing company will use the billions to provide cheap loans for green buildings, which are designed to use natural sustainable materials, be energy efficient and reduce water use in efforts to minimise environmental impact.

The eight-year paper priced at 12.2 percent was on offer between April 28 and May 12, 2026 and is earmarked for listing on the Nairobi Securities Exchange (NSE) on May 25.

The performance underscores high appetite for environmentally conscious debt raise issuance, with Safaricom’s November 2025 note having attracted bids worth Sh41.4 billion against a Sh15.0 billion target, registering 276.0 percent performance.

This makes the second tranche of KMRC’s Sh10.5 billion bond programme, coming four years after its debut issuance in February 2022, during which it raised Sh1.4 billion through its inaugural corporate bond that attracted 480 percent oversubscription.

The mortgage refinancer’s green bond has a 5.1-year average weighted life, implying that note holders will have the principal amount of the issuance paid down gradually as opposed to a bullet payment at maturity.

Proceeds from the sustainability security are expected to provide a boost to KMRC’s loan book, which closed 2025 at Sh19.6 billion, having grown from Sh11.9 billion in 2024.

‘One hundred percent of the net proceeds will be allocated to refinancing eligible green home loans and eligible social home loans as defined in KMRC’s Sustainable Finance Framework dated March 2026,’ KMRC said in a note to investors.

‘Bond proceeds will be used alongside other concessionary funding at KMRC’s disposal.’

The company had planned to return to the capital markets in 2024 but was prohibited by a high-interest-rate environment that would translate into a higher cost of funds and undermine its agenda of pushing affordable mortgages downstream in the market.

East African Breweries Plc, in November 2025, also took advantage of the low-interest-rate environment and raised Sh16.76 billion in a five-year non-Sustainability Linked corporate bond issuance with the coupon set at 11.8 percent.

In the year ended December 2025, KMRC net earnings stood at Sh1.0 billion, having contracted marginally compared to Sh1.3 billion in 2024.

The mortgage refinancer’s performance was impacted by a decline in net interest income from Sh2.2 billion to Sh1.7 billion, while its expenses grew to Sh370.9 million from Sh341.2 million in 2024.

The lead arranger and placing agent of KMRC’s Sh3 billion note is NCBA Investment Bank, with Cygnum Capital and C and R Group serving as financial advisor and Registrar, respectively. KCB Kenya Ltd is the designated receiving bank, while Ropat Trust and Mboya Wangong’u and Waiyaki are the Note Trustee and Legal Counsel, respectively.

Africa’s tourism future is bright, but it has an integration problem

Africa does not need another conversation about its tourism potential. The case has already been made repeatedly and convincingly. What Africa needs is a more serious conversation about why, despite the language of growth, connectivity and African Continental Free Trade Area (AfCFTA), tourism remains unnecessarily difficult to move, build and scale.

For too long, the diagnosis has been that the central problem is visibility: better branding, stronger destination marketing, more persuasive storytelling.

All of that matters. But the issue is not branding alone; it is whether the product, infrastructure and policy environment can consistently deliver on the promise. Africa is not short of attractions, culture, heritage, creativity or hospitality.

The deeper challenge is that the continent still makes it difficult to experience tourism as one market. Africa’s tourism economy is trying to grow on top of fragmented systems, a serious constraint at a time when global demand is shifting in its favour.

The 2025 World Travel Market (WTM) Global Travel Report projects travel and tourism growth of 3.5 percent annually between 2025 and 2035, outpacing projected global GDP growth of 2.5 percent.

It also finds that 56 percent of travellers are more interested in visiting new destinations than they were two years ago. In 2024, the continent recorded 74 million international arrivals and strong growth in air traffic, outperforming global averages. Africa is not lacking momentum, but its systems are lagging its opportunity.

The constraint, then, is not demand. It is whether Africa has built the systems to convert that interest into seamless regional tourism.

Travellers and investors still face visa friction, costly, indirect routes, fragmented regulation and limited cross-border products. We market Africa as connected, but operate it as disconnected. That model is becoming costly.

Global travel choices are increasingly being shaped by expense and overcrowding. This should work in Africa’s favour. The continent can offer distinctive, culturally rich and less saturated experiences at a time when travellers are actively looking beyond the traditional tourism hotspots.

But that advantage cannot be fully realised if destinations remain hard to reach, hard to combine and hard to transact across. If AfCFTA is to matter for tourism, then tourism must be treated as more than marketing.

Start with movement. Too many immigration systems still behave more like gatekeepers than facilitators of tourism and services trade. That logic is increasingly out of place in a continent that seeks deeper services integration, stronger regional circuits and more intra-African commerce.

Then there is aviation. If visas are one side of the integration challenge, air connectivity is the other. Africa cannot credibly speak of a single tourism market while intra-African travel remains among the most expensive, inconvenient and indirect in the world. This is precisely why the Single African Air Transport Market (SAATM) matters.

Conceived as an African Union flagship under Agenda 2063, SAATM is intended to liberalise African skies and create a unified air transport market. It is, therefore, far more than an aviation reform; it is a tourism competitiveness reform, which will lead to easier, cheaper and more direct air access.

The digital market presents another challenge. Nearly 80 percent of travellers used digital platforms when planning and booking their last international trip, while around 90 percent say social media and virtual assistants influence their itineraries.

This should force a deeper conversation in Africa, not only about visibility, but about control. Who owns distribution? Who owns the customer relationship? Who captures the data? And how long can African tourism businesses rely disproportionately on external platforms to sell African experiences back to the world?

Integration must also work for smaller players. A tourism economy cannot become transformative if only large firms can navigate its complexity. SMEs cannot scale across borders when licensing is unpredictable, standards are uneven, payment systems are clumsy, and market intelligence is weak.

Communities cannot benefit meaningfully if they sit near tourism, but outside its value chains. Skills transfer, technology transfer and local enterprise participation matter just as much as investment headlines. Basic CSR is not structural inclusion.

There is also a confidence dimension beneath the policy challenge. Africa still too often underestimates Africans as travellers.

The premium travel imagination remains outward-looking, as though the most desirable experiences lie elsewhere. Yet the continent’s advantages are clear: heritage, landscapes, culture, creativity and differentiated destinations.

Building a single tourism market means taking intra-African demand seriously, making it easier, more affordable and more attractive for Africans to travel, spend and experience Africa.

After attending WTM Africa 2026, the question for me is whether Africa is ready to build the machinery that turns its tourism advantages into a seamless, competitive and inclusive market.

The continent’s tourism future will be won not by visibility alone, but by integration of policy, infrastructure, standards, investment and experience. AfCFTA has opened the door. Africa must now build the systems to walk through it.

Gideon Kipyakwai: From working with mice to being Metropol CEO

Gideon Kipyakwai once worked with mice. He made them glow. This is not a metaphor. At the University of Hawaii, he spent years in a laboratory learning how to introduce something foreign into a living system and watch it take hold. The protocol, he will tell you, was painstaking. You had to understand what the system wanted to become. Then you had to get out of the way. He has been doing the same thing ever since. Just not with mice. With people.

He has spent his career testing that theory. First in banking, then in county government. Today, Kipyakwai is the Group CEO of Metropol Corporation, one of Kenya’s most influential credit bureau, with six subsidiaries, operations in two countries, and a mandate that decides who gets to participate in the formal economy. It is a position that requires, above all else, the ability to read what something is actually worth beneath the surface. Which is, it turns out, exactly what a molecular bioengineer does.

The career between the laboratory and the 15th floor, where Metropol sits in Nairobi’s Upper Hill, is improbable enough to require a diagram. Seminary student. Civil engineering dropout. Biomedical Sciences First Class Honours. CPA. KCB corporate banker. University of Hawaii Master of Science degree. Talk show host on Kass FM, discussing economic empowerment from across the Pacific. ICT company CEO. Chairman of a county public service board at 31, the youngest man in a room full of retired MPs. Then, finally, Metropol.

Gideon Kipyakwai once worked with mice. He made them glow. This is not a metaphor. At the University of Hawaii, he spent years in a laboratory learning how to introduce something foreign into a living system and watch it take hold. The protocol, he will tell you, was painstaking. You had to understand what the system wanted to become. Then you had to get out of the way. He has been doing the same thing ever since. Just not with mice. With people.

He has spent his career testing that theory. First in banking, then in county government. Today, Kipyakwai is the Group CEO of Metropol Corporation, one of Kenya’s most influential credit bureau, with six subsidiaries, operations in two countries, and a mandate that decides who gets to participate in the formal economy. It is a position that requires, above all else, the ability to read what something is actually worth beneath the surface. Which is, it turns out, exactly what a molecular bioengineer does.

The career between the laboratory and the 15th floor, where Metropol sits in Nairobi’s Upper Hill, is improbable enough to require a diagram. Seminary student. Civil engineering dropout. Biomedical Sciences First Class Honours. CPA. KCB corporate banker. University of Hawaii Master of Science degree. Talk show host on Kass FM, discussing economic empowerment from across the Pacific. ICT company CEO. Chairman of a county public service board at 31, the youngest man in a room full of retired MPs. Then, finally, Metropol.

Gideon Kipyakwai once worked with mice. He made them glow. This is not a metaphor. At the University of Hawaii, he spent years in a laboratory learning how to introduce something foreign into a living system and watch it take hold. The protocol, he will tell you, was painstaking. You had to understand what the system wanted to become. Then you had to get out of the way. He has been doing the same thing ever since. Just not with mice. With people.

He has spent his career testing that theory. First in banking, then in county government. Today, Kipyakwai is the Group CEO of Metropol Corporation, one of Kenya’s most influential credit bureau, with six subsidiaries, operations in two countries, and a mandate that decides who gets to participate in the formal economy. It is a position that requires, above all else, the ability to read what something is actually worth beneath the surface. Which is, it turns out, exactly what a molecular bioengineer does.

The career between the laboratory and the 15th floor, where Metropol sits in Nairobi’s Upper Hill, is improbable enough to require a diagram. Seminary student. Civil engineering dropout. Biomedical Sciences First Class Honours. CPA. KCB corporate banker. University of Hawaii Master of Science degree. Talk show host on Kass FM, discussing economic empowerment from across the Pacific. ICT company CEO. Chairman of a county public service board at 31, the youngest man in a room full of retired MPs. Then, finally, Metropol.

Do I sacrifice personal development? Do I sacrifice work? Work is what supports the family. I don’t think about it as work-life balance. Work is part of life. Family is part of life. Personal space, hobbies, community – all of it is life. As a CEO, most of my work is not even in the office. I can wake up at 3am thinking about problems or ideas. It’s not an 8-to-5 job. I work all the time. So for me, it’s not work versus life. It’s how to balance all the dimensions of life.

What’s your fear now?

Poverty.

But you’ve never experienced poverty before…

I still fear it. In my circle, I sometimes feel like I’m the poor one. [Laughs] A lot of times, poverty is relative to your circles. Can you afford what everyone around you can afford? If your child asks for something or wants to go on a trip and you have to say, ‘No, maybe next year,’ does that count as poverty? That inability to access certain things? When I think about why I wake up before 5am every morning, it’s because I don’t want to be poor. I don’t want to reach a point where I can no longer afford my current lifestyle, even as I keep aspiring for the next level.

What do you wish your children knew about you that they don’t know?

My children think I’m a joker. They don’t think I’m professional at all because they never really see my serious side. At home, we play a lot. I never carry work home. I don’t even take this laptop home. That’s why I try to come to work early. To finish whatever I need to finish here.

When I study, I go to my home office, but they know that’s mostly for my PhD, not work. They also know I like reading. I buy about a book a month, and I try to get them to read as much as possible. So they know that side of me. But they don’t really know the serious, numbers-driven side that people at work see.

What’s the most important question in your mid-40s now?

My biggest concern today is post-retirement income. Can I maintain the same lifestyle I live today? Can I generate the same cash flow from passive investments? Can I create enough income to sustain my current lifestyle after retirement?

Are you happy?

I’m purposely pursuing happiness. I consciously try to block out bad news and negativity. I don’t even watch the news much anymore. Maybe that’s burying my head in the sand, but I deliberately pursue positivity and happiness.

Failure for me would first be family. If I didn’t have my wife and children, that would be a major failure. If I couldn’t provide basic needs for them, that would also feel like failure. Then there’s health. If I don’t take care of my health and end up creating problems for myself, I would consider that a failure too.

What’s your vice as someone who’s deeply involved in church and faith?

Drinking? [Chuckles]

You like your bottle?

Yeah, I like my gin. It’s actually one of the areas where I have conflict with my children because they really want me to stop drinking. And sometimes it’s not even just the drinking, it’s staying out late. Maybe one or two nights a week, I’ll get home after they’ve slept.

My children really like seeing me before bed, so when I’m not there, they notice immediately. Because most days I’m home helping them with homework and spending time with them. So the next morning they’ll come and ask, ‘Daddy, what happened? Why didn’t you come home early?’ So, yeah, I need to work on that.

Fuel shocker as pump prices hit Sh242 per litre

Pump prices have hit a historic high with a litre of diesel jumping by Sh46.29 to retail at Sh242.92 effective Thursday midnight as consumers take a hit from the US-Israel war on Iran.

A litre of petrol will jump to Sh214.25, reflecting a rise of Sh16.63 while that of kerosene remains unchanged at Sh152.78. Prices of diesel and petrol would have been higher had the State not applied the subsidy. The prices will be in place for a month to June 14.

The steep prices come despite a Sh15.67 subsidies per litre of diesel and Sh98.60 per litre of kerosene. Petrol prices have not been subsidised as the State opts to reduce the burden on an Exchequer already grappling with subsidy arrears estimated at Sh17 billion.

The surge in pump prices reflects the impact of the US-Israel war on Iran, which triggered a global rally in fuel prices in March and last month amid thinning supplies and the blockade of the Strait of Hormuz.

Prices of Brent crude hit a four-year high of $126.41 (Sh16,325.85) a barrel in April amid the escalation in the Middle East conflict. Brent crude is the global benchmark for prices.

The historic high pump prices are set to trigger fresh inflationary pressure and further drive the cost of services and goods. Inflation hit a high of 5.7 percent last month in the wake of costly fuel.

Diesel is the major fuel running the Kenyan economy and farmers, power producers, public service transporters and manufacturers of goods will factor in the increased fuel prices, in the final prices of their goods and services.

Kenya currently imports fuel under the Government-to-Government (G-to-G) and the suppliers had already warned of escalating prices of the fuel supplied.

Constrained supply in the global market coupled with a logistical nightmare following Iran’s blockade of the Strait of Hormuz triggered a surge in prices of fuel in the global market.

Aramco Trading Fujairah (ATF), which is one of the three suppliers to Kenya in the G-to-G had warned said that six cargoes of diesel will be priced at higher rates in the wake of supply disruptions from the Iran war.

‘Sourcing from these alternative locations will extend delivery timelines and when combined with the current elevated price environment will directly and materially affect the prices at which we source our cargoes,’ ATF said in a letter to the government of Kenya in a letter dated April 1, 2026.

‘We are of the view that the events constitute a ‘MAC Event’ as defined under the Master Framework Agreement. We would like to formally request that the prices of the following upcoming shipments be amended as follows.’

Abu Dhabi National Oil Company (Adnoc) and Emirates National Oil Company (Enoc) are the other Gulf oil majors supplying fuel to Kenya on a credit period of 180 days. The deal started in March 2023 and is expected to lapse in the first quarter of 2028.

ATF has been forced to source diesel, petrol and kerosene meant for Kenya from other sources including India in a bid to avoid the disruptions caused by the Iran war. The fuel was mainly sourced from ports in the Gulf region before the war broke out.

Iran blockaded the Strait of Hormuz in February, which coupled with attacks on major refineries in the Gulf region, have significantly disrupted fuel supplies to the rest of the world.

Nearly a quarter of the fuel meant for the global market passes through the Strait of Hormuz, highlighting why its closure has hit the fuel supply chains.

The skyrocketing global prices of fuel have forced most countries to temporarily waive taxes in a bid to cushion consumers from costly fuel.

Kenya was forced to halve the Value Added Tax (VAT) on fuel to eight percent last month as part of efforts to contain the prices.

But the latest prices are likely to spark public outcry over the heavy taxation of fuel even as other countries ease levies on the commodity.

Kenya charges seven levies and two taxes on fuel, making it one of the countries with the highest taxation on fuel in the world.

These are VAT, Roads Maintenance Levy of Sh25 per litre of diesel and petrol, excise duty, anti-adulteration levy of Sh18 per litre of kerosene, import declaration fee and railway development levy.

Others are the Petroleum Development Levy of Sh5.40 for every litre of petrol and diesel and Sh0.40 on kerosene, merchant shipping fee and petroleum regulatory levy.

South Africa suspended fuel levy for one month while Namibia halved taxes on the commodity for three months. Zambia suspended excise duty and zero-rated VAT on petrol and diesel for three months. The changes took effect on April 1.

Why global HR frameworks don’t always align with Kenya’s legal requirements

Many multinational employers operating in Kenya rely on global HR policies for good reason. These frameworks are designed to promote consistency, reinforce shared values, and support a common corporate culture across markets. On paper, they do exactly that.

The difficulty tends to arise in practice, particularly when issues of discipline or termination are involved. It is often only at this point that organisations are surprised to learn that a decision which complies fully with global standards can still be challenged and overturned under Kenyan law. When that happens, the cost in litigation, reputational exposure, and operational disruption can be substantial.

The fundamental issue is one that many global organisations overlook. In Kenya, employment is mainly regulated by law. The Employment Act and the Labour Relations Act establish minimum protections that internal policies cannot override, regardless of how widely those policies are applied elsewhere.

When disputes reach the courts, the question is not limited to whether an employer followed its own internal processes, but whether those processes met the requirements of Kenyan law.

This gap shows up most clearly in discipline and dismissal. Global HR frameworks often focus on efficiency, centralised escalation steps and decision-making at a regional or group level.

Those things matter. But Kenyan law approaches the process differently. Under the Employment Act, an employee must be clearly informed of the allegations against them, given a genuine opportunity to respond, and heard before any decision is made.

These are not just formalities; they are legal rights. An employer may feel it has done everything right under its internal policies, only to find that, in the eyes of the law, the process simply was not fair enough.

The challenge is that this misalignment is rarely obvious until a dispute escalates. In many cases, it only comes into focus once at that stage.

Local HR teams may be acting entirely in good faith, applying global guidance as intended, without realising that the framework does not fully align with Kenyan legal requirements.

By the time a matter reaches litigation, where claims such as unfair dismissal, reinstatement, or compensation are at stake, these gaps become significantly more difficult to manage.

Another complication is how HR policies are treated. Multinational organisations often assume their policies apply automatically. Kenyan courts don’t. They look at how the policy was introduced and whether it forms part of the employee’s contract.

This can create real uncertainty. Employees may see certain policy provisions as rights they can rely on, while employers may treat the same provisions as guidelines only.

When that line is blurred, the risk of dispute increases. The problem is made worse by frequent updates to global policies. Changes driven by regulatory or reputational pressures at head office are not always reviewed against Kenyan law before rollout.

As a result, local teams can find themselves applying frameworks that do not fully fit the local legal landscape, with the risk only becoming clear when a specific case brings it to light.

The answer is not to abandon global policies, but to be more thoughtful about how they are applied locally.

Looking at global frameworks through a Kenyan legal lens before rolling them out is a practical way to manage risk.

Where Kenyan law requires additional steps or protections, those need to be built in clearly. Employment contracts should also be clear on how policies apply and which rules take priority, so there is less room for confusion. Equally important, managers and HR teams need to understand not just what the policies say, but how Kenyan courts are likely to view them in practice.

From a risk and communications perspective, getting this alignment right early matters. Organisations that adapt global frameworks upfront are better positioned to manage disputes, and, in many cases, avoid them altogether.

In Kenya’s employment landscape, statutory protections take precedence over internal processes. For general counsel and senior leaders, the critical question is not whether a decision meets global standards, but whether it will stand up under Kenyan law. Getting that balance right early can prevent a manageable issue from becoming a costly and disruptive dispute.

Proactive alignment between global governance and local law is, at its core, a litigation risk management strategy. Organisations that do this work upfront are better placed to defend employment decisions when challenged, and in many cases to avoid disputes altogether.

For general counsel and senior leaders at multinationals operating in Kenya, the critical question when any employment decision is made is not whether it meets global standards, but whether it will withstand scrutiny under Kenyan law. Getting that answer right before a dispute arises is considerably less costly than finding it out in court.

Inside Nairobi’s specialty coffee boom where cups cost up to Sh2,000

Across most coffee shops in Nairobi, a cup of espresso usually costs between Sh300 and Sh600. But at a few speciality establishments, the experience is in a different league altogether.

At Cafe Amka in the city’s CBD, for instance, you could be looking at Sh2,200 for a small jar containing two cups. A high-end V60 pour-over costs around Sh550, while premium brews made with carefully selected whole or freshly ground beans range from Sh900 to Sh2,200.

According to Café Amka co-founder Wangui Ndegwa, these prices reflect the rise of Kenya’s speciality coffee culture, which is slowly emerging.

‘Unfortunately, most Kenyans don’t drink their best coffee, despite our country being one of the world’s top coffee producers,’ she tells us.

She adds: ‘Most of our finest beans are exported, packaged differently, and then sold at prices that many people cannot afford. As a result, many of us end up consuming low-quality coffee products like the sachets sold for Sh10 in shops and supermarkets.’

From the data she has gathered, only about 11 percent of Kenyans consume premium coffee, with just three percent of that group being urban, working class individuals.

Since opening Café Amka in 2022, Wangui says she has noticed a glaring gap in Kenya’s coffee scene and has decided to try to create the kind of coffee culture she experienced abroad.

“When I came back to Kenya from Asia in 2018, there were lots of coffee shops, but I struggled to find really good coffee. We don’t have a coffee culture in the true sense. We drink coffee for the caffeine kick. But coffee should be experienced in the same way as wine or whisky,’ she says.

She explains that the best coffees aren’t bitter; they’re layered and should be drunk at a temperature between 60 and 65 degrees celsius.

Depending on the roast, your nose should be able to pick up notes of dark chocolate, bright florals or juicy fruit from a well-made cup. She says that a slightly roasted bean brings out the best and most flavours.

“A good cup of coffee doesn’t need sugar because that alters the flavours of the drink. It should be flavourful, not bitter. Depending on how the beans are roasted, you should easily be able to identify the different flavours.’

Wangui’s knowledge deepened during her academic research. For her thesis, she spent several months in Ethiopia studying processing methods and immersing herself in a culture where coffee is not just a habit, but a ritual.

“In Ethiopia, coffee is more than just a drink. It’s a lifestyle. They consume nearly 50 percent of their own coffee,’ she says.

She later moved to China, where she founded an African coffee-themed café, before eventually returning home to Kenya. There, a few friends who had witnessed her passion for years finally encouraged her to open her own establishment.

Serious investment

Building Café Amka required serious investment. Among the equipment she purchased was the Sanremo Café Racer, a high-performance commercial espresso machine costing around Sh1.2 million.

She describes her coffees as ‘farm to table’ and personally visits farms to select the beans, curating what goes into each cup. She uses techniques such as carbonic maceration and anaerobic fermentation to coax more complexity and depth from the bean than conventional processing ever could.

‘It’s this experience that keeps people coming back. Even though we serve other cuisines, we’ve become known for our coffee more than anything else.’

‘A good cup of coffee doesn’t need sugar,’ she says, recalling how she often stops customers from reaching for the sugar sachets on instinct. “If you don’t understand the process behind the coffee, you miss the whole journey.”

Although the trend seems to be growing, aided by more coffee shops setting up and focusing on offering speciality coffee experiences, Wangui admits that Kenya’s coffee journey is only just beginning.

“When we started, speciality coffee houses were almost non-existent. Even the reputable ones offered commercial coffee. Now, more are appearing, and I have seen a few set up, which means that Kenyans are beginning to realise that they can actually have better coffee. We are seeing more curiosity now. People are starting to ask questions about the beans, the farms, and the flavours. However, we still have a very long way to go. Change starts with one customer at a time.

Wangui maintains that speciality coffee is not just about expensive beans. It’s about identity, traceability, and craftsmanship, which can only be achieved if more coffee houses in Kenya start serving competition-grade coffees recognised globally.

“Speciality coffee has an identity. You can trace it back to the farmer, the farm, and even the processing method. If a farmer called David uses carbonic maceration, for example, that process alone can completely transform the flavour of the coffee.’

She believes that the future of Kenya’s coffee culture can grow further if the market also begins to value farmers.

‘Most farmers have never tasted their best coffee. We must care about the farmers because that’s where the flavour of your coffee starts. If farmers are empowered and supported, they will continue to produce quality coffee instead of abandoning coffee farming altogether or cutting down the trees.’

Speciality coffee sits at the top of the hierarchy. At the bottom is commercial coffee, which is essentially mass-produced and inconsistent in terms of its structure and flavour. Above that is premium coffee, which is very good quality, clean and possibly single-origin, but without a deep, traceable story. Then, at the very top, is speciality coffee.

“Speciality coffee is bespoke. As I said, it is traceable. You can identify the farmer, the farm, the processing method, the terroir and even the pH of the soil, and how the coffee was harvested and dried. Every stage of production has a story,” she explains.

Speciality coffee is also scored.

“In a standardised global grading system administered by certified Q grader-tasters who have undergone rigorous training, the cup must score above 856 percent. The same cup sent to graders in Brazil, the UK and Nairobi should receive consistent ratings based on body, acidity, flavour and finish.’

Kenyan coffee, she says, is genuinely rare. “Because of its cup quality and the country’s unique highland terroir, it has historically been used to enhance blends, imparting depth and brightness to coffees from other regions. Pure, unblended Kenyan speciality coffee on the international market is highly prized. But there’s no sense of that here. No pride, no recognition.”

Although Wangui believes that the culture is slowly growing, the Agriculture and Food Authority disagrees.

According to the authority, local consumption has risen sharply, with the number of coffee houses increasing from just 14 in 2022 to over 800 today.

Felix Mutwiri, director of the Coffee Directorate at AFA, noted that this trend reflects Kenya’s evolving urban lifestyle, as well as the growing speciality coffee culture that has taken root in Nairobi and other cities and major towns.

According to Mutwiri, local coffee consumption remained stagnant at around three percent of the total crop for years, as most Kenyan coffee was exported.

However, around 2,000 tonnes of the beans are currently consumed locally, signaling a cultural shift in how Kenyans relate to coffee, he says.

‘Right now, we have over 800 coffee shops. That shows consumption is increasing,’ says Mutwiri.

He added that quality of coffee is deteriorating in many producing countries due to climate-related stresses, adding that Kenya can fill part of the resulting premium market gap thanks to its reputation for high-quality Arabica coffee.

‘We want to assure Kenyans and farmers that the government is committed to ensuring there is a market for their coffee,’ he said.