Category: Business Daily

The rapid growth of land prices in Nairobi’s satellite towns has cooled off on falling demand as middle-class home builders increasingly find it difficult to afford property whose average price per acre has now hit Sh33 million.

Analysis of Nairobi land prices by real estate firm HassConsult shows that in the year to March 2026, land prices in satellite towns grew by an average of 4.3 percent, down from 9.93 percent in the year to March 2025.

Over a five-year period, the average price per acre has risen by 50 percent, from Sh22 million to Sh33 million, and has effectively doubled from Sh16 million over a 10-year period.

This means a buyer seeking a quarter-acre plot to build a home now pays an average of Sh8.3 million in areas surrounding the city, up from Sh5.5 million in 2021 and Sh4 million in 2016.

Price pressure

Development of infrastructure such as roads, schools and shopping malls in these towns has contributed to the rise in demand for land over the past decade.

The availability of these amenities, coupled with previously affordable prices, attracted middle-class buyers seeking plots to build homes, alongside developers putting up apartments and related facilities.

‘The infrastructure-led uplift across many of Nairobi’s satellite towns that underpinned earlier growth is now largely priced into land values. Against a tighter economic backdrop, this has reduced affordability for self-build buyers, narrowing the addressable market,’ said HassConsult co-CEO and creative director Sakina Hassanali.

Highly sought-after locations such as Juja, Ngong, Mlolongo, Syokimau and Limuru, which recorded annualised land price growth of between 18 percent and 21 percent in 2023 and 2024, are now posting single-digit increases of between 0.8 percent and nine percent.

In Ngong, where annualised land price growth reached a high of 21.4 percent in December 2023, it contracted by 2.3 percent in the year to March 2026. An acre now costs Sh35.6 million, pushed up by improved access from the ongoing dualling of Ngong Road.

Mlolongo and Syokimau saw their average prices rise by 4.7 percent and 0.8 percent respectively in the year to March, down from 12.6 percent and 16.2 percent a year earlier. Their annualised land price growth had peaked at 18.5 percent and 18.1 percent in September 2024.

Ruaka remained the most expensive satellite town at Sh112.6 million per acre by the end of March, while Kiserian was the cheapest at Sh13.5 million per acre among the 14 towns surveyed by HassConsult.

Return shift

At their peak, some satellite towns were delivering returns that outperformed risk-free government bonds, whose annual interest rates reached 18.5 percent in early 2024.

The current average growth rate of 4.3 percent is now significantly below prevailing bond yields of between 11 percent and 13 percent, as well as the one-year Treasury bill rate of 8.3 percent.

In terms of availability, Kitengela and Ruiru led with 15 percent each of advertised land parcels, followed by Ngong at 14.6 percent, Ongata Rongai at 7.1 percent and Syokimau at seven percent.

Mlolongo had the least availability at 1.3 percent, followed by Limuru at three percent and Ruaka at 3.9 percent.

Satellite towns generally offer more land than the city’s suburbs, which are more densely developed and costlier to access.

The average price per acre in the 18 suburbs surveyed rose by 5.2 percent to Sh228.8 million in the 12 months to March 2026, putting these areas within reach of only deep-pocketed developers.

Upper Hill and Westlands recorded the highest prices at Sh561.1 million and Sh501.6 million per acre, respectively, followed by Parklands at Sh469.7 million.

The least expensive suburban land was in Karen at Sh77 million per acre, Lang’ata at Sh90.9 million and Ridgeways at Sh92.5 million.

Planning friction

The 5.2 percent growth in suburban land prices was largely driven by demand for space to develop detached and semi-detached units, whose prices have risen due to reduced supply as developers shift towards apartment construction.

However, HassConsult warns that suburbs are facing challenges related to planning approvals, as debate intensifies over permitted developments in various city zones.

‘Demand for land parcels for new suburban projects eased during the period (first quarter of the year), as developers continued to face uncertainty around planning approvals at county level, with some projects further delayed by resistance from resident associations,’ said Ms Hassanali.

In recent years, suburbs such as Kilimani, Kileleshwa and Parklands have shifted from predominantly single-dwelling units to multiple apartment blocks, driven by changes in zoning laws.

Some resident associations have pushed back, arguing that infrastructure, including roads, sewerage and water systems, has not been upgraded to support higher population densities.

Similarly, areas such as Westlands and Upper Hill have evolved from residential zones into commercial districts, adding pressure on infrastructure and amenities.

However, this commercialisation has driven sharp increases in land prices over the past decade, delivering significant gains to landowners selling to office developers.

Kennedy Osano embodies the most glittering Kenyan dream – the idea that you can move from promise to the promised land through sheer work ethic, belief and, sometimes, luck.

Brilliance, yes. But also resilience. It is a Faustian bargain with a ‘brutal trade-off’, as he calls it: ‘If I don’t work this hard, we can easily go back to the life of not having enough.’

He wanted to make something for himself. Out of himself. So he did. Now Director of African Business for British payments firm Ebury, he admits he has always chased bigger things. In Djibouti, he was given the entire 14th floor as his office. ‘I wanted the whole building,’ he says.

Fatherhood, he adds, became the oxygen that fuels his ambition. That also explains his affinity for golf. Why not? It is par for the course. He is where the big boys are.

Only one thing is certain – he understands that while the dream is free, the hustle is still sold separately. That is the natural order of things.

Is it fun to be you?

If I had another choice, yeah, I would still choose myself. It is fun to leave your title behind and just be anybody else in society. But it is also hard. Work is demanding, and the title comes with expectations. You cannot just be a father, a brother or a neighbour – you are expected to carry the title in a certain way.

Was fatherhood the spur to your ambition?

It is complicated. I grew up without my father, so I wanted to be present in a way I never experienced. I have two girls, and you want to be an example of a partner, a boss, a neighbour and create a better world for them, so they know how to treat men as much as how men should treat them.

Do you feel you missed out on your youth?

A lot. There is a 17-year gap between my daughters. I wanted to give my firstborn the world and got lost in that. I became an adult and a father too early. I first had alcohol in 2014. I did not even date properly, haha!

What is different about fatherhood now?

Children are now raised by the internet. You have to be present, share meals, be their mirror and their inspiration.

What tips do you have for surviving fatherhood?

Be available. Do not make fatherhood transactional, and do not carry expectations. If your expectations of your children are too high, you risk disappointment.

You were growing up as your daughter was growing up. What was that like when looking for a significant other?

It’s difficult because your child is aware. You cannot just bring anyone around. There is also competition – if you buy your girlfriend a handbag, you must buy your daughter one. So you focus on raising her first, then date later.

How are you raising them differently from how you were raised?

I raised my firstborn like a friend, but with boundaries that I’m also a parent. The younger one is actually a cartel; when she cries, everyone wakes up. I am definitely softer now than I was with the first one.

What are you proud of?

Raising my daughter to adulthood without sitting across her that she’s been expelled from school, has disciplinary issues or lacks. She has a good head on her shoulders.

I am also proud of mentoring people who have gone on to get promoted, even surpassing me.

I don’t meet a lot of people who were CEO and left the role to become a director, especially in a society obsessed with titles. What was your ‘why’?

Yes, I was the Regional CEO of GTXN in East Africa. At Ebury, I manage business relationships across Africa.

Trade in Africa is heavily affected by payments, forex and pricing. Many businesses struggle with financial knowledge and access to funding platforms. At Ebury, we solve that.

What has success made harder for you?

You become a victim of your own ambitions. It is never enough. You reach a level, and you want more. I went to Djibouti and thought, what country is this? They do not speak English, I do not speak French or Arabic, and they had given me the whole 14th floor as an office. But I was like, this is not what I wanted. I want more. Probably the whole building.

Success also takes away your time with family, and they might never understand why you are not home on time.

From the outside looking in, you’ve made considerable success. What are you chasing, or running away from?

Poverty. If you have tasted both sides, you know it is something quite disrespectful.

I do not just want financial security for my family. I want to create an ecosystem where people around me can succeed. Back then, the teacher was the richest person, with a bicycle and cooked chapati. Then you come to Nairobi and New York and realise there are bigger things to chase.

Are you someone people would like to get stuck with in an elevator?

Yes. The first thing that interests me is: how are you doing? Even here, I have staff who are 52 years old and some who are 21. I want to know, ‘How was your day? How can I make it easier? What can I learn from you today?’

I have learnt to unlearn things as well.

What small change made a big difference in your life?

I picked up golf [chuckles]. I am a serious football fan… Arsenal… but golf, for a long time, was seen as elitist.

When you walk from one hole to another, there is nothing else. It is you and the ball. You cannot blame anyone else if it does not go in.

You relate that to life – it is me and my ambitions. But it also opens your world. You meet CEOs, managers, caddies – and they can all teach you something. Golf teaches patience.

What kind of golfer are you?

I am competitive. I always say whatever I put my hands on must succeed. Sometimes it consumes me. But when I am stuck and need help, I ask for it.

What can you tell me about golf that nobody else can?

Golf is like parenting. Nobody is good at it, but you have to do it anyway.

From the outside, it looks elite, sporty, easy – but it is a game of angles and positioning. And if you do not play with the right people, you do not get value from it.

Do you feel like you belong to the elite now?

Maybe I have poverty trauma – the fear of going back to where you were if you fail.

You remember looking at a pair of sneakers and not being able to afford them. Or even a mandazi. And now you look at your daughter and see that same child you once were. It is very dehumanising for a child to ask for something you cannot afford.

Do you still have a point to prove?

Yes. To every child who doubts themselves, who thinks you must come from a certain background to succeed.

I went from a village school to the University of Cape Town with nothing but hope and dreams. I have done it. I want to prove it by writing my father’s name in foreign countries.

When you strip away the titles – father, brother, director – what remains?

A son of a very proud community. I go back to my local school, the one that gave me my dreams, because they never sent me home. And I see a man who helps people at the workplace through mentorship and giving opportunities, without looking at tribe or background. I believe in meritocracy. I am here because I was given a chance.

What do you admire in others that you feel you lack?

The ability to give up.

That’s such corporate speak.

Ha ha! Sometimes I wonder if I overdo things because of trauma, or because they are supposed to be done.

Sometimes I carry a big burden for other people. I do not always know if I am doing it for myself or because I feel I should. I just do not know how to give up on myself.

You seem to have figured out many things. Which area of your life needs more work?

Letting things go. Not everything or everyone is meant to succeed.

Some people just want a wife, a job, and a home. They do not want an office or a title. And sometimes, even when you believe in people, they do not believe in themselves, and there is nothing you can do.

What do you want that you cannot have?

That’s deep. A corporate world that is fair and based on merit, not who you know, but what you can do.

And personally?

Can I have my youth back [chuckles]? Can I just go to a club and not worry about somebody sleeping or crying at home?

What’s stopping you?

I cannot. I am almost a grandfather. It is her decision now, not mine anymore, haha! And you cannot tell her anything because you had a child at 17, and she is 21 now [chuckles]. I cannot have that life back.

And two, I wish I could call my parents and tell them I succeeded or failed today. Or just go home and sit with them. I would trade everything to have them back.

My condolences. Osano, what has success not fixed?

The void my parents left. Nothing can fix that.

Dad taught us to be competitive and believe success was within reach. Mum was warm, but could also turn and hit you with a table. Them not seeing what they built – that void has only been amplified by success.

What question would you ask them today?

I would ask my mum: ‘Is my partner the right woman to marry?’

And my dad: ‘Have we made you proud enough?’

What is the best lesson you picked from them?

My dad believed success was always on the horizon.

My grandmother, who raised me, taught me that God cannot fill a full cup. You have to empty into others to receive more. Give advice. Give a hand. Push someone forward. Let those who thank you be more than those who curse you.

In the absence of your parents, who calls you to order?

My brother Felix, the CEO of Nairobi Hospital, and Kevin, our eldest and the family glue.

But the person who has made sure we’ve succeeded is my aunt, my sister’s mother. She took us – my two brothers, two sisters and me – in when my mother died. And my siblings have never played the victim card.

Do you feel like you are always fighting for your voice – your brother is a CEO, you are the lastborn…

Haha! I have always tried not to outdo my brothers. I love them.

Even when I buy a car, I cannot buy one bigger than theirs. I know they’ll be proud of me, but I never want to be bigger than them.

Isn’t that selling yourself short?

No. Out here, I am a giant, but at home, I am a lastborn. They still send me to fetch sweaters.

And to be where I am, you cannot do it without their prayers. When I got my first job at DTB, my elder brother taught me how to put on a tie. I cannot outshine them.

What do you have that others don’t?

I believe in people. And I believe in good in any situation.

But I also have a strong ecosystem around the corporate space. I have great mentors, some of whom are not easily accessible, and that is a privilege I do not take for granted.

At home, I have guardians and prayers. When I call my brother about a situation, I am coming out with a solution.

What are you learning to say no to?

Jobs outside the country. I am no longer chasing money. I am chasing legacy.

It is very easy to rise to the top, but very difficult to remain there. For a long time, I was chasing the title.

I remember when I moved from DTB to Kingdom Bank [nee Jamii Bora Bank], someone asked me, ‘How do you leave such a big bank to go to a small bank?’

I told him I wanted to be a big man in a small bank. But in 38 days, I was gone, haha! I left Jamii Bora and went to Credit Bank.

I wanted to be seen. But now, I have a group of six people with whom we sponsor 24 children every year. That is the legacy I want to leave.

You are a risk-taker, but if I were to bet on you, what would swing the odds?

You can bet on me to tick every box. No doubt.

What kind of insecurities does a man like you have?

The voices in my head.

What are they saying?

Is this the right one or not? You never believe you are doing enough, even when you are staying up late. Funnily, people think you are doing enough – but you do not feel it. And then there is time. I am never home.

There was a month I was only home for two days. I kept wondering, will I come back and find my girlfriend gone? Am I good enough for these people? The insecurities are the compromises between the price and the place. Sometimes, you just throw money at it.

Your children are growing up without you due to your schedule. Do you feel guilt?

It is a brutal trade-off between the bad and the greater bad.

If you do not work, you cannot provide the life you want for them, and they go back to a life of not having enough. But if you work, you miss moments. You expose them to emotional gaps, not being there for milestones.

When my second daughter was being born, I was in the maternity ward, working.

What do you hope your daughters remember about you?

It is a difficult question. That I showed up.

My daughter has been in boarding school since class six or seven. Apart from one time when I was in Djibouti, nobody has ever picked her up from school. I pick her up mid-term, opening, and drop her.

I hope she remembers that dad is always there for her.

What have you come to terms with?

Nobody owes you anything. The world moves whether you struggle or succeed. Success has many relatives; failure has few.

What is the most difficult lesson you have learnt?

There is never enough. The more you get, the more you want.

Money has no rank. Whether you earn it digging or in an office, it serves the same purpose.

What do you consider a life well lived?

A life where my children have financial stability – but also the ability to multiply it.

They must be disciplined, kind, and respectful. And able to carry my name in a way that people can say their father was a good man.

How do you reward yourself?

I play golf. And I travel.

Which destination still has your heart?

Singapore. The order, the discipline – and the fact that such a small island can be that rich.

Do you remember your first salary?

Sh18,000 in 2009. They were paying me well [chuckles]. After a loan, I took home about Sh13,062.

What are you looking forward to this weekend?

Barbecuing. Nyama choma… goat. Calling friends over – work has been crazy.

And spending time with the little one. I have not seen her in two days because I get home at 1 am and leave at 6 am.

Who should we know?

Lilian Ngala. She is a gem. Many of my decisions – taking or declining jobs – have come from her guidance.

What do people often get wrong about you?

They think I come from a well-connected family. Or that I have it all figured out. Most of it works because I consult a lot. But I still struggle with decisions sometimes.

Give us some advice.

Nobody owes you anything – not a job, not an opportunity. You have to position yourself to add value – to society, to a company, to your family. People go for value.

The corporate world is brutal. If you do not adapt, unlearn and stay agile, nobody will need you in the next five years.

Trade-based money laundering (TBML) is rapidly emerging as one of the most complex and least understood threats to financial integrity in developing economies, particularly in trade-driven hubs such as Kenya.

Unlike conventional money laundering, which relies on cash transactions or financial system layering, TBML exploits the international trade system by manipulating invoices, quantities and pricing of goods to disguise illicit financial flows.

As Kenya expands its regional and global trade footprint, the risk of TBML correspondingly intensifies, placing greater responsibility on institutions such as the Financial Reporting Centre (FRC) to strengthen financial intelligence-gathering frameworks.

TBML flourishes on disintegration among customs authorities, financial institutions and regulatory bodies.

Criminal systems exploit these institutional silos by engaging in over- or under-invoicing, multiple invoicing, phantom shipments, falsified descriptions of goods and false documentation.

These schemes allow the transfer of value across borders without triggering conventional anti-money laundering (AML) controls.

Kenya has positioned itself as a regional trade and logistics hub, and failure to address TBML risks undermines both fiscal stability and international credibility.

Data integration

A citical starting point for the FRC lies in strengthening data integration and analytics, effectively enabling reconciliation of trade data with financial flows to facilitate real-time detection.

This requires linking customs declarations from KRA with banking transaction data and cross-border payment systems.

Through the deployment of advanced analytics and anomaly detection tools, the FRC could identify variances in pricing, volumes and trade patterns that signal potential illicit activity.

Adoption of real-time intelligence systems will reposition Kenya from a reactive to a proactive enforcement posture while enhancing inter-agency collaboration.

The scope of TBML goes beyond the financial sector and covers trade, taxation and criminal enforcement.

A synchronised framework involving the FRC, Central Bank of Kenya, Directorate of Criminal Investigations and customs authorities is essential.

Further, multi-agency frameworks, shared intelligence platforms and harmonised investigations could significantly reduce information gaps exploited by criminals.

Risk focus

A risk-based supervisory approach and appropriate coordination are necessary since all sectors present varying exposure to TBML.

In addition, high-risk areas such as precious metals and stones, import-export businesses and freight forwarding require enhanced scrutiny.

This allows for optimal deployment of resources by the FRC while maximising impact.

Banks and other reporting entities often struggle to identify TBML due to its technical nature, and practical guidance – such as identifying unusual price deviations or inconsistent trade documentation – could significantly improve suspicious transaction reporting.

Capacity building remains a critical pillar of any effective response, since small and medium-sized enterprises engaged in cross-border trade lack awareness of TBML risks and compliance obligations.

The FRC should therefore invest in targeted training programmes, working alongside development partners and industry associations to build a culture of compliance designed not only as a regulatory obligation but as a competitive advantage that enhances trust and access to international markets.

Tech tools

Deployment of modern technology such as machine learning, artificial intelligence, enhanced due diligence, transaction monitoring, blockchain technologies and automated name screening could enhance pattern recognition in large datasets, improve transparency and traceability in supply chains, as well as strengthen beneficial ownership transparency.

Although implementation costs may be significant, the long-term benefits in terms of risk reduction and efficiency are substantial.

Through the adoption of an integrated strategy incorporating intelligence, technology and collaboration, the FRC could significantly close gaps facilitating illicit financial flows.

Kenya’s exports to China collapsed to their lowest level in five years in 2025 as imports surged at double-digit rates, pushing the trade deficit with the Asian giant to an all-time high.

Fresh data collated by the Kenya National Bureau of Statistics (KNBS) shows that exports fell by 35.7 percent, the steepest rate in at least a decade, to Sh16.9 billion last year from Sh26.3 billion in 2024, reversing gains built over the previous three years.

In contrast, imports jumped by 16.5 percent to Sh671.2 billion from Sh576.1 billion, driven by strong demand for construction materials, industrial inputs and technology equipment, partly tied to expansion in infrastructure projects.

The combined effect saw Kenya’s trade deficit with China widen by 19.0 percent, growing from Sh549.8 billion in 2024 to a record Sh654.3 billion in 2025 – the largest imbalance on record.

Export slump

KNBS attributed the export slump largely to a decline in key commodities, particularly titanium ores and concentrates, as well as macadamia nuts, which have recently underpinned Kenya’s limited earnings from exports to China.

Titanium ores mined in Kwale since 2013 were exhausted in 2024, with the last consignment shipped in early 2025, marking the end of a key foreign exchange earner within the extractives sector.

The Agriculture and Food Authority, the sector regulator, also imposed a ban on the harvest and export of macadamia nuts, seeking to allow the crop to mature and protect Kenya’s premium quality reputation in global markets, including China.

The twin shocks exposed the fragility of Kenya’s export base to China, which remains narrow and heavily dependent on a handful of primary commodities.

Other leading exports to China during the year included copper waste and scrap, tea, coffee and manganese ores, underscoring the continued dominance of low-value and semi-processed goods.

Import surge

On the other hand, KNBS data paints a starkly different picture on the import side, with Kenya’s purchases from China dominated by high-value manufactured products and capital goods essential for economic activity.

Kenya’s import basket from China was dominated by flat-rolled iron and non-alloy steel products, alongside other steel products, electronics and telecommunications equipment, printed circuits, telephone and data transmission apparatus, as well as crushing and grinding machinery.

‘There were increased imports of crushing and grinding machines, chemical fertiliser, containers for compressed or liquefied gas, and iron and steel from China,’ KNBS wrote in the 2026 Economic Survey, published last Wednesday.

The jump in the import bill reflects heightened activity in the construction and industrial sectors, as well as investments by businesses expanding production capacity and upgrading technology.

Trade imbalance

The imbalance highlights the structural nature of Kenya’s trade ties with China.

KNBS data shows China accounted for 24.2 percent of Kenya’s total imports of Sh2.77 trillion in 2025, cementing its position as the country’s largest source of goods.

However, China absorbed a measly 1.15 percent of Kenya’s Sh1.12 trillion exports, illustrating the stark asymmetry that continues to define the bilateral trade relationship.

The deterioration in 2025 comes despite renewed efforts by the government to boost exports to China through improved market access and trade facilitation measures.

The latest figures, however, suggest that translating policy momentum into tangible export growth will likely take time, particularly given the structural constraints facing Kenya’s export sector.

Analysis of historical data suggests that a collapse in exports alongside surging imports in 2025 reflects both supply-side disruptions and entrenched demand for imported inputs critical to Kenya’s economic activity.

Standard Chartered Bank Kenya has cut its workforce to below 1,000, extending a long-running downsizing cycle that reflects its deepening shift to digital banking.

The lender’s latest annual report shows staff numbers fell to 942 at the close of last year, down from 1,001 in 2024, marking the 11th consecutive year of job cuts as automation reshapes operations.

The latest reduction came with redundancy costs of Sh112.27 million, down from Sh580.1 million spent in 2024, signalling a slower pace of layoffs even as restructuring continues.

Over the past decade, spending on redundancies totals Sh4.71 billion, with Sh2.67 billion incurred in the last six years.

Digital shift

The sustained downsizing underscores StanChart’s strategy to rely less on physical branches and front-office roles, as customers increasingly shift transactions to mobile and online platforms.

This contrasts with trends across the banking sector, where peers including KCB Group, Equity Group, Co-operative Bank of Kenya, Absa Bank Kenya, I and M Group and DTB Group have expanded their workforce to support branch growth and acquisitions.

Over the past decade, StanChart has more than halved its workforce from a peak of 2,048 employees in 2014, shedding more than 1,100 jobs in one of the longest retrenchment streaks in Kenya’s banking sector.

The cuts have persisted despite strong financial performance, highlighting a widening gap between profitability and employment in a sector undergoing rapid technological change.

StanChart’s total staff costs rose to Sh11.4 billion in 2025, up from Sh9.3 billion a year earlier, signalling higher pay for specialised roles as the bank retains fewer but more highly skilled employees.

In recent years, the lender has prioritised affluent and corporate clients, reducing reliance on mass-market, branch-based banking that traditionally required larger staff numbers.

It has also closed several branches over the past decade, focusing on high-traffic locations as it seeks to grow its retail client base while maintaining its position in corporate and affluent segments.

The bank operated 42 branches in 2016, but this fell to 33 in 2019, before a further drop in 2020 when it shut eight outlets as Covid-19 disruptions accelerated the shift to digital channels.

Industry shift

This transition has been driven by heavy investment in technology, with the bank channelling billions into digital platforms to automate routine services and improve customer experience.

StanChart previously disclosed it had spent more than Sh14 billion on digital capabilities over five years as part of a broader push to align operations with changing customer behaviour.

The Covid-19 pandemic accelerated this transition, forcing customers to adopt digital channels during lockdowns, a shift that has since become entrenched across the banking industry.

Industry data shows digital transactions now dominate the sector, with mobile banking, internet platforms and agency networks handling the bulk of customer activity.

The changes have reduced foot traffic in banking halls, weakening the case for large branch networks and the staff required to run them.

The share of caesarean section deliveries in Kenya has exceeded the upper limit recommended by the World Health Organisation (WHO), with surgical births now accounting for one in every five facility-based deliveries.

Latest official data published by the Kenya National Bureau of Statistics (KNBS) shows that C-sections accounted for 20.1 percent of total facility-based deliveries in 2025. This is well above the WHO’s recommended upper limit of 15 percent and significantly higher than the sub-Saharan Africa average of about 12 percent.

A caesarean section is a major surgical procedure performed to deliver a baby when vaginal delivery would put the mother or child at risk due to pregnancy, labour or delivery complications.

The WHO threshold was established at a meeting of reproductive health experts in Brazil in 1985, which concluded that there was no justification for any region to exceed it.

Rising trend

The survey shows that C-sections rose to 242,356 in 2025, up from 220,480 in 2024 and 201,493 in 2021 – an increase of 9.9 percent in one year and a cumulative rise of more than 40,000 procedures over four years.

During the same period, normal deliveries declined from 1,024,798 to 948,704 – a drop of 76,094 births (7.4 percent).

Meanwhile, the total number of facility-based deliveries has remained relatively stable at about 1.2 million per year. This suggests a substitution effect, where surgical delivery is steadily replacing vaginal birth rather than reflecting an increase in the number of women giving birth in health facilities.

‘Facility-based deliveries declined by 0.4 percent to 1.2 million in 2025, whereas caesarean section deliveries increased by 9.9 percent to 242,356, indicating a shift towards medical interventions. Normal deliveries and breech deliveries declined by 2.8 percent and 2.6 percent, respectively, in 2025,’ read the survey.

Experts attribute the rise in caesarean sections to greater access to surgical capacity in urban and private hospitals, as well as medico-legal pressures that encourage clinicians to intervene earlier.

Studies indicate that the likelihood of a vaginal delivery is about 20 percent lower in private hospitals than in public ones, with only 15 percent of first-time mothers delivering without intervention in private facilities.

Repeat procedures are accelerating the trend, with a previous C-section now the leading indication for subsequent operations. It is estimated that up to 80 percent of women who undergo the procedure will have a repeat C-section, creating a self-reinforcing cycle that steadily drives national rates higher.

Cost burden

Caesarean deliveries in private hospitals cost between Sh220,900 and Sh360,000, compared with Sh80,000 to Sh100,000 for normal deliveries. Under the Social Health Insurance Fund (SHIF), reimbursements are Sh32,600 for caesarean sections and Sh11,200 for normal deliveries, with hospital stays capped at 72 and 48 hours, respectively.

The WHO warns that caesarean sections performed without medical indication increase the risk of infection, haemorrhage and prolonged recovery for mothers. Newborns also face a higher likelihood of admission to neonatal units due to breathing complications.

A 2025 study by Karolinska Institutet, Sweden’s leading medical research university, also found a slightly elevated risk of certain childhood cancers, including acute lymphoblastic leukaemia, among children born via caesarean section.

‘Caesarean sections are absolutely critical in saving lives in situations where vaginal deliveries would pose risks, so all health systems must ensure timely access for all women when needed,’ said the WHO.

It is hard to take Mumbi Kagombe at her word when she calls herself an introvert, even when she insists on it.

Not on this chilly Nairobi morning, with the air still wet from last night’s rain. Mumbi is anything but quiet. She is a burst of motion and sound – loud, vibey, playful, almost electric – even as she dead-hangs on a calisthenics bar she built in her backyard in one of the city’s swanky neighbourhoods.

It is even harder to believe that beneath all that energy and aura, the well-toned, slim-thick (a compliment she affirms) 39-year-old – who turns 40 next month – is carrying grief.

About two weeks ago, she parted ways for good with a man in her life. Her favourite man. The one she says loved her deeply, so completely he could not have hidden it even if he tried – and whom she loved just as fiercely.

‘You would know he loved me from just how he looked at me. Genuine love, you always know when you see it. I saw it in his eyes every time. He never hid it. He just couldn’t,’ she says.

The laughter, bubbliness and mischief drain almost instantly when I ask what happened. Her voice softens, and then tears follow – slow and unhurried, tracing her cheeks.

‘My father died about two weeks ago. The love of my life. He was 85 and had been unwell. He was diabetic. This… this is how I choose to grieve him.’ She gestures towards the bar.

‘Working out has been incredibly cathartic for me during this difficult season. He loved that I did. He fully supported my addiction and always encouraged me to stay strong, mobile, flexible, healthy,’ she adds quietly.

Memory keeper

The man she called dad was no ordinary man. Dr Maina David Kagombe was one of Kenya’s most respected archivists – a keeper of memory – fittingly, a former director at the Kenya National Archives.

Even at 85, ailing Dr Kagombe still enjoyed having a front-row seat to his daughter’s fitness obsession.

‘When I wanted to build the calisthenics setup at my parents’ home, my mum was against the idea. So I went to my dad, and permission was granted,’ she says, managing a faint smile.

She pauses, then adds, almost laughing through the ache:

‘He loved the noise I make, especially on Saturday mornings during my kickboxing session. He would hear me and enjoy it. He even had Kikuyu names for the moves – ngudi for a punch, teke for a kick.’

Even as Mumbi prepares to carry on with her fitness ritual without her number one cheerleader, her body tells its own story. You cannot miss it. The discipline, the years, the quiet war she has waged with gravity.

Coach Joseph Oloo, whom many regard as Kenya’s master of the craft, has walked by her side to date.

‘At some point in my career, I worked in Juba and built my calisthenics gym there, too. I would train with Jos online. I have never had an excuse. I am a creature of habit, and that is what helps me stay consistent with my workouts.’

Body work

The evidence is written all over her. Her back is sculpted and feminine, carved by countless reps targeting the lats and rear delts, giving her that clean V-taper and upright posture.

Her abs are sharply defined – the kind that would hold their own even in a men’s bodybuilding competition. The rest of her frame follows suit: lean, toned, balanced. All of it earned, rep by rep, on bars and calisthenic rings.

And then there is the quiet flex. Even with a shoulder injury, Mumbi still knocks out 10 pull-ups with ease – a move that would trouble many fit men.

But the story of how she got here did not begin in a backyard like this. She was about 18 when her aunt, a fitness enthusiast, took one look at her and decided something needed to be done.

‘My aunt is actually the one who dragged me to the gym because my hips were getting… let’s say, very generous. I am bottom-heavy, you know, and at that age, I was filling up really well because I did not care about what I ate. I ate everything,’ she says with a grin.

Mumbi became consistent at 21.

‘Since then, I have been working out all those years.’

She became disciplined with the gym and weights, and also formed a serious running habit – one that once had her clocking 30 kilometres on Saturday long runs through Tigoni, the Arboretum and ‘just about every road in Nairobi worth running’.

Then Covid-19 happened. The gyms closed. Her brother, who had at one point reached 150 kilos before losing a remarkable 60 kilos over three years through lifestyle change, introduced her to calisthenics coach Oloo.

That was the beginning of something that would quietly take over her life.

‘When I went for my first calisthenics session, I thought I was strong. I thought I was fit, flexible, everything. But that one session humbled me, and I knew I had no idea.’

She now trains with him four times a week, adds two kickboxing sessions on weekends, and maintains the routine even when she travels outside the country for work.

Deep discipline

‘For me, it is a privilege we take for granted, that you can wake up and move your body. Not everyone can. I saw that with my father as he grew weaker, every day, until he could no longer walk by himself without help. There are people who struggle to get out of bed. So for me, it is also a way of thanking God for the body I have. You only get one. You have to maintain it. There are no spare parts.’

Over time, her routine sharpened into discipline.

‘People want a microwave body. But muscles you cannot buy. Getting to the weight or physique you want, that is actually the easy part. Maintaining it, that is where most people disappear.’

That is why her lifestyle is as structured as her physique. She eats deliberately – a self-described pollo-pescatarian, a semi-vegetarian eating pattern that includes poultry and seafood while excluding red meat and pork. Sugar is also out of bounds, though she allows herself the occasional indulgence: a cake today, perhaps a soda next month.

‘I eat like an old person. Lots of omena, njahi, eggs, smoked salmon, dark greens, chicken – plenty of protein,’ she laughs.

Alcohol is off the table too. It has been a year and a half – a decision shaped partly by the realities of approaching perimenopause and the changes it brings.

‘The hot flashes, the moodiness – it is not comfortable. You feel like you have a thermostat inside you and it has some personal vendetta against you. You are sweating in the cold, your sleep is affected. So I had to adjust.’

For Mumbi, the motivation to keep going is now beyond aesthetics. It runs deeper. It is personal.

With her late father diabetic and later developing hypertension, she watched – up close and over years – what lifestyle diseases can quietly take from a person.

‘I saw it firsthand,’ she says quietly. ‘I saw how his muscles just wasted away. If you do not use it, you lose it. And I do not want that for myself. He knew it – and that is why he became my greatest motivator.’

Health hedge

Some people, she admits, often wonder how she keeps it up. They cite children, schedules, husbands, and life. She listens, understands – and then gently pushes back.

‘I may not be married or have any children. But working out – at least you owe yourself that. And you owe it to the people who love you and depend on you. They need you well. For you to be well, you need to be strong. And how else can you be if you cannot challenge your body? Making excuses is always the easiest thing to do.’

Her non-negotiable is simple: she will be in bed by 9.30 pm and up by 5.15 am. Everything else arranges itself around that. Her family knows. Her friends know.

‘Even my four-year-old niece, whom I sometimes train with – and who already knows how to perform a handstand – knows that Tata Mumbi and her workout are a package deal.’

Kenya Reinsurance Corporation (Kenya Re) plans to expand into the asset management business in a bid to diversify its revenues and reduce reliance on its core reinsurance operations amid stiff competition from regional players.

Asset management involves investing money on behalf of clients, including corporates, institutions and individuals, to help grow their wealth while mitigating risk. Asset managers charge service fees.

The firm is already recruiting consultants to conduct a feasibility study on the planned entry into the asset management business, signalling its intention to formalise the expansion into fee-based investment services.

The reinsurer, long known for underwriting risk, now wants to enter an arena dominated by banks, fund managers and insurance-backed investment arms. It hopes that securing a seat at the table of money managers will turn its pools of capital into a stream of fees.

The feasibility study is expected to assess market opportunities, regulatory requirements, capital needs and potential business models for the new venture. Kenya Re is open to options such as setting up the business from scratch as an asset management subsidiary or acquiring an existing fund manager.

‘The corporation is seeking to engage a consultant to undertake a comprehensive feasibility study and advisory services for the establishment of an asset management subsidiary,’ the reinsurer said in a disclosure.

‘This initiative is part of the corporation’s strategic objective to diversify revenue streams, enhance shareholder value and expand into the financial services sector, specifically in fund and wealth management,’ it added.

Kenya Re is entering a space that already has several major insurance groups offering asset management services through subsidiaries, which focus on pension schemes, unit trusts and high-net-worth portfolios. Major banks also offer asset management services through subsidiaries or wealth management desks.

Market entry

The consultant will be required to determine the commercial, financial and strategic viability of establishing an asset management subsidiary and advise on the optimal market entry strategy.

In addition, the consultant will identify and profile potential acquisition targets and provide transaction advisory services, including valuation and acquisition support, should Kenya Re opt for a buyout instead of a greenfield setup.

The feasibility study will also explore competitive dynamics in the asset management industry, which is currently dominated by banks, fund managers and a growing number of independent investment firms.

If implemented, the shift would see Kenya Re move beyond its traditional role of underwriting risk for insurers to actively managing funds, potentially leveraging its large investment portfolio and balance sheet strength to generate additional income streams.

The move could also position Kenya Re to better utilise its investment expertise, as reinsurers typically hold significant financial assets to back their underwriting obligations.

Earnings pressure

Kenya Re’s push into asset management reflects a broader trend among insurance and reinsurance firms globally, which are increasingly turning to investment-related services to stabilise earnings.

Asset management services allow insurers and reinsurers to earn recurring fees while also deepening relationships with institutional clients such as pension funds and corporates.

Kenya Re has maintained a Sh839.94 million dividend despite net profit retreating by 11.6 percent to Sh3.92 billion in the financial year ended December 2025.

The reinsurer attributed the drop in profitability to underperformance in the company’s international treaty business and its operations in Zambia and Côte d’Ivoire.

Kenya Re, which is 60 percent owned by the Kenyan government, serves over 80 markets through its head office in Kenya, as well as three subsidiaries in Côte d’Ivoire, Zambia and Uganda. It said last year it was planning to set up a subsidiary in Tanzania and an office in India.

As interest rates continue to fall, bond prices have risen, opening a window for investors to take profits. But is this the right time to sell?

Christine Gatakaa, Head of Fixed Income Trading at Capital A Investment Bank, explains the relationship between interest rates and bond prices. She also breaks down how secondary bond markets work and what investors should consider before deciding whether to sell.

Revenue generated by the Konza Technopolis fell sharply in 2025, largely due to reduced land leasing and delayed payments for cloud services.

New data from the Kenya National Bureau of Statistics (KNBS) shows that the State-owned technology hub recorded a 19.6 percent drop in revenue to Sh202.9 million in 2025, down from Sh252.4 million the previous year.

The decline came despite total investment rising by 19 percent to Sh99.38 billion, with the number of investors increasing to 78 from 70 a year earlier.

Income from leasing land parcels, a key revenue stream for the development, declined to Sh49.8 million in 2025 from Sh76.1 million in 2024, due to low uptake in the Phase II and Phase III sections of the city.

The number of parcels leased dropped to 21 from 33, as available plots rose to 78 following lease revocations and the surveying of additional land.

‘The total revenue generated by the Technopolis declined from Sh252.4 million in 2024 to Sh202.9 million in 2025,’ KNBS said in its 2026 Economic Survey.

‘Revenue generated from the lease of land parcels declined from Sh76.1 million in 2024 to Sh49.8 million in 2025, largely due to low uptake of parcels in Phase II and Phase III of the Technopolis.’

Revenue from the Konza Cloud also fell by 16.4 percent to Sh126.7 million, weighed down by outstanding bills from client institutions, pointing to cash flow pressures despite increased utilisation of digital infrastructure.

Usage rise

Still, the Konza National Data Centre recorded a 27.6 percent increase in the number of hosted clients to 171, while storage capacity utilisation doubled to 50 percent following an infrastructure expansion.

‘Available cloud server memory, however, declined from 28 percent in 2024 to 24 percent in 2025, while available virtual central processing units reduced from 62 percent to 56 percent, reflecting increased uptake and utilisation of the data centre,’ the statistics bureau said.

Konza Technopolis is a 5,000-acre smart city project aimed at positioning Kenya as a regional technology and innovation hub under the State’s Vision 2030 plan.

Located along Mombasa Road, 80 kilometres south of Nairobi city centre, the development hosts a data centre, research institutions and digital innovation hubs, offering a special economic zone for technology businesses.

Some of the companies that have set up operations in the Technopolis include Kenya’s largest telco, Safaricom, and Chinese tech giant Huawei.