Category: Business Daily

Choosing the right plant to gift a loved one requires more than just picking something pretty. It’s about matching the gift to the person, the moment, and the message you want to send.

The most meaningful plant gifts are those that stand out. They are rare enough to surprise, unique enough to leave a lasting impression, and accessible enough to thrive in the recipient’s care.

Shivani Devani, a plant specialist with a collection of unique plants at her shop in Karen, and Betty Kinya, who owns a nursery on James Gichuru Road, share their expertise with the BDLife on how to select extraordinary plants that transform ordinary moments into unforgettable gestures.

Plants that are easy to care for but have great impact

When gifting someone new to plant care, Betty outlines that snake plant stands out for its resilience and visual appeal.

“Nothing beats the snake plant,” she says. This resilient beauty is so easy to maintain. You can neglect it, and it will still survive. What makes it even better is that snake plants can tolerate low or bright light, making them adaptable to various living situations.

“Anthuriums were once some of the hardest plants to find in Kenya, but they’re now fairly popular and incredibly easy to take care of,” adds Shivani.

According to Shivani, this plant makes a wonderful gift because it comes in a wide variety of colours, requires minimal care, and blooms for most of the year.

“This means the recipient enjoys vibrant, flowering beauty almost year-round. Anthuriums currently range from Sh3,500 to Sh5,000 depending on variety and size,” she says.

Now, for recipients living in smaller spaces like windowsills or office desks, Betty notes that succulents make a perfect gift for them.

They are compact, colourful, and require minimal attention, making them the ideal low-maintenance companion. This category has the ficus varieties, which equally make excellent beginner plants, offering visual appeal without demanding constant care.

Plants with meaningful challenge

While some plants are forgiving, others demand more attention but carry deeper significance.

“Most definitely! Orchids would be at the top of that list,” Shivani says. Compared to many plants, orchids require more attention, but they are deeply appreciated when given as gifts because they symbolise strength, love, and admiration. Their elegance conveys respect for the recipient’s grace and resilience.

For flowering plants, Betty notes that most of them tend to be quite sensitive.

“Lilies, for instance, require careful watering and good lighting, and they attract insects if neglected.” However, she adds, “when well cared for, these plants grow beautifully and make stunning gifts.”

Rubber plants are another example. Once they start struggling, they take time to recover, but their bold presence makes them worth the effort for committed plant parents.

Plants that carry messages

Like all thoughtful gifts, certain plants speak specific languages. Shivani agrees that understanding symbolism enhances the gifting experience.

She says that lucky bamboo is extremely easy to care for and known to bring good luck, prosperity, and positive energy. “They make excellent gifts for both personal and professional occasions,” she notes.

Monstera, on the other hand, represents milestones and growth. According to Betty, this plant, with its striking split leaves and climbing nature, is perfect for gifting graduands, those promoted, or those embarking on new beginnings.

String of hearts is “perfect for romantic occasions,” trailing delicately in the language of love with its cascading heart-shaped leaves, while jade plant is “ideal for housewarmings,” says Betty, because “they are hardy and easy to adapt to new spaces.”

Cactus symbolises endurance and the willingness to keep a relationship strong-tough on the outside but capable of producing beautiful blooms. Meanwhile, ZZ plants are low-maintenance, calming, and ideal for condolences with their glossy, upright foliage that requires minimal fuss.

“My personal favourite plant to gift is the ZZ Raven,” says Shivani. “It’s incredibly resilient and represents endurance, mystery, and sophistication. Its deep, dark foliage gives it a unique and elegant appearance, making it a meaningful gift with strong symbolic value.”

Understanding the occasion

There’s real importance in matching plants to specific moments and relationships.

Shivani’s approach is conversational and intuitive.

“We start by asking a few questions to understand the occasion, the relationship, and the message the customer wants to communicate. Whether the plant is for a loved one, a colleague, or simply a gesture of gratitude, we interpret the intention and guide them toward plants that best represent their sentiment.”

Meanwhile, Betty believes every plant carries meaning. “A plant is a message on its own,” she says. “It must resonate with the person receiving it.” She considers personality and lifestyle first. “Plants need time and attention-watering, pruning, wiping leaves, so the plant must match the person’s lifestyle.”

For those seeking something different, there’s always something unique waiting to be discovered.

Bromeliads are Shivani’s pick for adventurous gift-givers. “They are relatively low-maintenance and thrive both indoors and outdoors. They also ‘give back’ by producing pups that can be propagated, making them a gift that keeps growing, literally.” Their colourful, architectural flowers are also stunning and make a bold, memorable statement.

Bonsais are gaining traction in Betty’s nursery. “People are ordering a lot of bonsais, especially for corporate gifting. These are easy to maintain and make elegant, lasting gifts.” These miniature trees, when carefully pruned and shaped, bring a sense of peace and sophistication to any space.

Miniature anthuriums, especially the purple, pink, and red varieties, are Betty’s current bestsellers for those seeking something visually striking yet manageable. Their compact size and jewel-toned blooms pack a punch without taking up much room.

Festive season selections

With celebrations approaching, there are also alternatives to traditional holiday plants.

“Poinsettias are usually very popular. However, we do not stock them as we’ve had difficulty keeping them alive in the past,” Shivani explains. “Instead, we focus on plants that still carry the festive spirit like the red anthuriums and red or white kalanchoes, which make beautiful, long-lasting gifts for the season.” Kalanchoes are priced at Sh1,500, making them accessible festive options.

Betty adds recommendations based on space. “If you have a balcony with good lighting, lemon cypress, crotons, or anything with vibrant colour works well.”

For those with hanging spots such as bathrooms, balconies, or stairways, ferns, with their delicate, feathery fronds, asparagus plants, and certain purple trailing plants are great choices that add life to vertical spaces.

First-time gift givers

When someone walks in unsure of what to choose, the experts ask strategic questions. “The first thing we ask is whether they know the recipient’s level of experience with plants,” Shivani explains.

“If the recipient is knowledgeable, we may recommend a medium- to high-maintenance plant. If the customer is unsure, we always guide them toward easy-care plants to ensure the gift remains a joy rather than a challenge.

It’s always in the giver’s best interest to match the plant to the recipient’s skill level,” she says.

Betty’s advice is equally straightforward. “Understand the lifestyle of the person you’re gifting. Plants are not like cut flowers that you just display. You grow with them. They require daily or weekly interaction. Choose something they can live with and enjoy over time.”

Gender preferences

Betty has noticed distinct patterns in plant preferences over the years.

“Men prefer bold, structured, low-maintenance plants” like ZZ plants, with their thick, waxy stems and glossy leaves, snake plants with their upright, architectural form, and jade plants.

“Lately, men have also shown interest in fiddles, rubber plants, monstera, and umbrella trees,” she notes.

On the other hand, women are more drawn to colour and variety, so they lean toward lilies, dandelions, colourful succulents in various hues and shapes, and anything visually expressive that brings a pop of personality to their space.

Plants to approach with caution

Some plants carry cultural considerations or practical challenges that are worth keeping in mind.

For someone grieving, Betty advises caution. “For grieving individuals, avoid plants that need too much maintenance. These people need something simple and comforting that won’t add to their burden.”

How to make these plants personal

Customisation can transform a plant from a gift into a gesture that truly resonates.

Shivani suggests several thoughtful approaches for gift-giving.

Start by choosing a decorative pot that matches the recipient’s style or home décor. Include a handwritten note that explains the plant’s meaning or the reason you selected it. Provide care instructions that are suited for beginners or busy lifestyles.

For an added touch, consider pairing the plant with an accessory like a plant stand, basket, or small gardening tool. It’s also important to select a plant that has a symbolic meaning corresponding to the occasion, such as love, luck, growth, resilience, or new beginnings.

“We customise pots using different materials, like clay, fibreglass, ceramic, and concrete,” Betty explains. “Terra-cotta, clay, and fibreglass can be painted in any colour. We also offer personalised art, scribbles, or messages on pots to make them more meaningful.”

The government is considering setting up the National Infrastructure Fund without a law to back it, raising concerns about safety of hundreds of billions of shillings that the fund will manage.

The National Treasury says it is toying with the idea of either establishing the fund through a budgetary process or a Parliamentary legislation, and expects to have it in place by early 2026.

‘National Infrastructure Investment Fund programme doesn’t really have to be a Bill. We are still looking at modalities of setting up the fund without the Bill. It can be through parliamentary legislation or a budgetary process,’ said Treasury Cabinet Secretary (CS) John Mbadi.

The government plans to privatise a number of state corporations and use proceeds from the sales to support budget implementation.

During the current fiscal year, ending June 2026, Treasury projects to get Sh149 billion from privatisation of the entities, including KPC.

‘What we are thinking at the moment is having about 10 percent (of proceeds) going to the sovereign wealth fund and the rest going to the National Infrastructure Investment Fund. The details will be communicated once we form it up because even the Cabinet has to approve that,’ CS Mbadi said, adding that the government wants to have the fund in place by early 2026.

The National Infrastructure Fund first came into the limelight last month, when President William Ruto, during his state of the nation address in Parliament, indicated that it will be at the core of implementing a Sh5 trillion development dream over 10 years.

President Ruto laid down a plan to implement projects in health, education, energy and infrastructure, noting that the fund, together with the Sovereign Wealth Fund would provide seed funding.

The Treasury last week indicated that proceeds from the sale of the government’s 15 percent stake at Safaricom would be deposited at the National Infrastructure Fund. The Sh244.5 billion windfall is likely to be the first investment into the kitty.

‘The National Infrastructure Fund will be helping us in converting the privatised assets into commercially viable public infrastructure projects such as roads that would be dualled and tolled,’ CS Mbadi said.

He said the government projects to invest about 20 percent of a project’s value and leave the private sector to fund the remaining 80 percent.

The Treasury expects the government funding to de-risk projects will give confidence to the private sector to put its money into dams, airports, roads and electricity transmission projects deemed commercially viable.

Proceeds from the State’s portion of investment into the public private partnership projects would then be used to fund other projects that may not be commercially viable such as countryside roads, Treasury says.

The PS for Foreign Affairs, Dr Abraham Korir Singoe’i, and the Resident Representative of UNDP, J. L. Stalon, recently published an op-ed on ‘Financing Kenya’s Future amid Shrinking Development Aid.’

Their reflections speak to a pivotal moment. The shift from development assistance to trade and investment is becoming one of the most important developments in relations between the Global North and the Global South.

The world is changing rapidly and profoundly. In this region, one of the most consequential shifts is the rethinking of the development relationship between North and South. We are at an inflection point in global development.

For decades, Official Development Assistance (‘ODA’) was regarded as a necessary, irreplaceable, and noble engine of progress. But the world has changed.

Developing economies are no longer defined by deficits or dependency, but by potential, by market size, and by sovereign ambition. At the same time, developed countries are questioning the level of responsibility they carry for development beyond their borders.

Shift already underway

Belgium has decided to reduce its overall development budget by 25 per cent before 2029. Others have taken similar decisions, cutting development assistance by 30 or 50 percent or transferring a percentage of GDP from the development budget to the security budget. Under different circumstances, this would be seen as an existential crisis.

Yet geopolitics itself is in flux. On both sides of the debate, this shift is increasingly viewed not as a crisis but as a catalyst.

Earlier this year, public reactions in Kenya to the USAid funding announcement revealed how much attitudes have evolved. Former President Uhuru Kenyatta remarked, ‘Why are you crying? It is not our money,’ a comment that captured a growing sentiment about national responsibility.

Another Kenyan, surprised to learn how long the PEPFAR programme supplied free condoms, asked, ‘All those years? How were we not paying for that ourselves?’ These reactions, although informal, illustrate a wider realisation that reliance on external funding cannot remain the default path.

A watershed moment

The moment to reset the relationship is now. North and South are facing a watershed in their relations. Before long, former colonies will have been independent longer than they were under colonial rule.

Around the same time, the heads of State in these countries will belong to a generation born after independence. This watershed moment is happening as we are resetting our development partnership.

Growth and economic development will increasingly be driven by a growing middle class and participation in international trade and investment flows, rather than continual dependence on systems that perpetuate external determination of what is right or necessary.

This does not diminish the place of solidarity and ‘traditional’ cooperation. Europe’s post-war generations rebuilt their nations through institutions that reduced inequality, including free education, social security, and healthcare.

Later generations embedded these mechanisms globally and turned that historical responsibility into the ODA systems we know today.

The limits of philanthropy

However well-intentioned, it is now becoming clear that the modern development challenge cannot be solved by philanthropy alone. The capital needed to meet the Sustainable Development Goals amounts to trillions, and private finance is necessary to close this gap.

However, this level of demand requires institutions capable of effectively navigating between public and private capital.

Among others, Development Finance Institutions (DFI’s) possess these abilities. They provide patient and catalytic capital, facilitate early-stage risk-sharing, and craft blended finance arrangements that draw private investment into sectors vital to long-term development.

So, private capital will play a central role in the reset we mentioned earlier. Private capital that is scalable, efficient, and self-sufficient. And that is precisely the DNA of the private sector.

Our new environment, therefore, calls for three shifts. First, there must be a stronger focus on risk mitigation rather than risk avoidance.

Development agencies should pivot their instruments from grants to guarantees and from direct aid to co-investment, to reduce the real and perceived risks that often prevent institutional and corporate capital from flowing into emerging markets. This shift will be essential in attracting the volumes of capital required and DFI’s will have a central role to play.

Second, there must be an investment in systemic solutions rather than isolated projects. We need enabling environments that include infrastructure, digital literacy, and regulatory reform, as well as regional platforms that support cross-border trade.

The African Continental Free Trade Area offers a historic opportunity to build shared production hubs, create competitive regional value chains, and expand markets that attract global investors.

Third, there must be a commitment to local ownership and long-term sustainability. The ultimate measure of success is not how much aid was disbursed, but how quickly the local economy rendered that aid unnecessary. Development is an integral part of sovereignty, and each country carries that responsibility.

Africa’s emerging foundations

Africa is not starting from zero.

The continent’s demographic advantage, entrepreneurial energy and rapidly growing innovation ecosystems in fintech, agritech, climate technology and health systems are already shaping a new era of value creation.

As local industries deepen and regional markets integrate, Africa moves closer to a development paradigm defined by partnership rather than dependency.

Belgium and her European partners remain committed to Africa’s economic aspirations, because this partnership is grounded in shared values of innovation, sustainability and inclusivity. Development finance is not disappearing. It is transforming from direct provision to catalytic enablement.

The question is not whether partners will remain present, active and engaged. They will. The question is how we use modern instruments to drive sustainable development and to support the private sector and the middle class. This is a pragmatic and mature era of cooperation, shaped by leaders who recognise that historical models have reached their limit.

We should view the contraction of traditional aid not as retreat, but as an impetus to unlock a future defined by competitive industries, resilient societies, and a protected planet.

Our prosperity will be determined not by aid flows, but by the partnerships we build, the industries we scale, and the confidence we place in our own capacity.

Kalahari Cement has taken formal control of East African Portland Cement Company (EAPCC) after the National Social Security Fund completed the sale of its 27 percent stake to the Tanzanian tycoon-owned firm for Sh1.6 billion.

The stake transfer, confirmed on Monday, followed approvals from the Capital Markets Authority (CMA), the Competition Authority of Kenya (CAK) and the Ministry of Mining, giving Kalahari a 68.7 percent controlling interest in the listed cement maker.

The National Social Security Fund (NSSF) offloaded 24.3 million shares at Sh66 each. Kalahari had last month announced signing a share purchase agreement with the State-run pension fund.

Kalahari, which is ultimately owned by Tanzanian tycoon Edhah Abdallah Munif through Mauritius-based Pacific Cement Limited and Comercio Et Consiel Limited, has been raising its stake in EAPCC following a separate deal with Swiss multinational Holcim.

Holcim last month sold its 29.2 percent holding at Sh27.30 per share -representing a 46.2 percent discount to EAPCC’s share price at the time.

The contrasting valuations between the Holcim and NSSF disposals underscore the volatility around EAPCC’s pricing in recent months, with the firm’s current market capitalisation standing at Sh7.5 billion against a June 2024 net asset value of Sh20.4 billion.

The completed deal lifts Mr Munif’s effective exposure in the Kenyan cement market, adding to his 12.5 percent interest in EAPC held through Bamburi Cement, which he acquired through Amsons Group in December 2024.

Amsons said in its statement that it intends to inject fresh capital into EAPCC following the transaction and plans to increase production capacity significantly, including building an additional clinkerisation plant.

‘We see so much potential in the cement market in Kenya, and we are committed to growing it even more. We plan to make a significant investment in EAPCC with the aim that we triple production capacity in the next three years,’ said Munif.

EAPCC has struggled with persistent losses for more than a decade, only issuing a dividend this year due to proceeds from land sales rather than improved operations.

The new majority ownership now places responsibility for the turnaround on Amsons, whose ongoing projects include a 5,000-tonne-per-day clinker facility in Kwale being developed by Bamburi Cement at a cost exceeding $300 million (Sh38.8 billion).

The number of mobile subscribers connected to the fast fifth-generation (5G) network grew 19.96 percent during the three months to September, rising to 1.5 million up from 1.2 million in the preceding quarter ended June.

The growth in the review period was faster than the 5.4 percent recorded between April and June, indicating accelerating uptake of the new-generation mobile technology in the country.

The Communications Authority of Kenya (CA) defines 5G subscribers as users with enabled devices who are consistently connected to the network, reflecting active adoption rather than mere device ownership. High-end smart devices and expensive data bundles remain a barrier to widespread 5G adoption, limiting access primarily to urban centres and higher-income consumers across Kenya.

Telecom companies Safaricom and Airtel have driven growth through aggressive network expansion and targeted marketing strategies to attract high-speed mobile data users in major towns.

‘Mobile data remains to be a fundamental drive for internet connectivity in the country fostering socioeconomic development and expanding access to services and information,’ noted CA.

‘Mobile data subscriptions were recorded at 60.2 million by the end of the first quarter of the current financial year, of which 78.3 per cent were on mobile broadband.’

Safaricom launched 5G commercially in October 2022 after trials that started in March 2021 in Nairobi, Mombasa, Kisumu, and other urban areas with high data traffic.

Airtel Kenya joined the 5G rollout in mid-2023, initially surpassing Safaricom in the number of sites, before Safaricom expanded to 803 sites in March last year against Airtel’s 690.

4G remains the most widely used technology, growing 7.5 percent during the quarter to 39.98 million from 37.2 million in June, as consumers continue to upgrade from 3G and 2G networks. Subscriptions on 3G networks fell 22.8 percent to 5.7 million, while 2G users grew only by a marginal 2.5 percent to 13.1 million, reflecting a clear migration toward faster and more reliable mobile broadband technologies.

Overall mobile data subscribers across all networks increased 2.9 percent to 60.2 million from 58.6 million in June, driven by growing reliance on internet connectivity for work, study, and entertainment.

Mobile broadband consumption rose 12.8 percent to 674,240.3 terabytes, with the average data used per subscriber increasing to 14.3 gigabytes during the three-month period.

‘The average mobile broadband consumption per broadband subscription was 14.3 GB with 5G users recording the highest consumption at 40.0 GB followed by 4G at 14.1 GB,’ wrote CA.

5G adoption is expected to continue growing as operators expand coverage to secondary towns and offer more affordable bundles, making high-speed connectivity accessible to a wider segment of the population.

The number of mobile subscribers connected to the fast fifth-generation (5G) network grew 19.96 percent during the three months to September, rising to 1.5 million up from 1.2 million in the preceding quarter ended June.

The growth in the review period was faster than the 5.4 percent recorded between April and June, indicating accelerating uptake of the new-generation mobile technology in the country.

The Communications Authority of Kenya (CA) defines 5G subscribers as users with enabled devices who are consistently connected to the network, reflecting active adoption rather than mere device ownership.

High-end smart devices and expensive data bundles remain a barrier to widespread 5G adoption, limiting access primarily to urban centres and higher-income consumers across Kenya.

Telecom companies Safaricom and Airtel have driven growth through aggressive network expansion and targeted marketing strategies to attract high-speed mobile data users in major towns.

‘Mobile data remains to be a fundamental drive for internet connectivity in the country fostering socioeconomic development and expanding access to services and information,’ noted CA.

‘Mobile data subscriptions were recorded at 60.2 million by the end of the first quarter of the current financial year, of which 78.3 per cent were on mobile broadband.’

Safaricom launched 5G commercially in October 2022 after trials that started in March 2021 in Nairobi, Mombasa, Kisumu, and other urban areas with high data traffic. Airtel Kenya joined the 5G rollout in mid-2023, initially surpassing Safaricom in the number of sites, before Safaricom expanded to 803 sites in March last year against Airtel’s 690.

4G remains the most widely used technology, growing 7.5 percent during the quarter to 39.98 million from 37.2 million in June, as consumers continue to upgrade from 3G and 2G networks.

Subscriptions on 3G networks fell 22.8 percent to 5.7 million, while 2G users grew only by a marginal 2.5 percent to 13.1 million, reflecting a clear migration toward faster and more reliable mobile broadband technologies.

Overall mobile data subscribers across all networks increased 2.9 percent to 60.2 million from 58.6 million in June, driven by growing reliance on internet connectivity for work, study, and entertainment.

Mobile broadband consumption rose 12.8 percent to 674,240.3 terabytes, with the average data used per subscriber increasing to 14.3 gigabytes during the three-month period.

‘The average mobile broadband consumption per broadband subscription was 14.3 GB with 5G users recording the highest consumption at 40.0 GB followed by 4G at 14.1 GB,’ wrote CA.

5G adoption is expected to continue growing as operators expand coverage to secondary towns and offer more affordable bundles, making high-speed connectivity accessible to a wider segment of the population.

The sale of the government’s 15 percent stake in Safaricom has elicited healthy debate. Some critics of the deal argue that the State is giving up a strategic asset and could be undervaluing the future earnings prospects of the firm.

Some reports have stated that the government would be leaving up to Sh15 billion worth of future dividend payments on the table by cashing out an upfront payment of Sh40.2 billion from Vodacom.

However, the trends and developments in the technology sector and the company’s planned investments in cutting-edge technology in the short to medium term provide a dynamic projection for future earnings.

In 2021, Safaricom paid out Sh36.8 billion in dividends. The following year, investors got Sh30 billion, which further fell to Sh24 billion in 2023 before rising to Sh26 billion in both 2024 and 2025.

Over the same period, the global economy has gone through a pandemic, a supply chain crisis, trade and tariff wars.

Dividend payments, which are anchored to the overall earnings companies make annually, vary year-on-year based on performance.

These can be volatile as a company’s performance in the market, particularly one that is as enmeshed in the global economy as a telecommunications firm, is subject to numerous trends and risks.

By opting for the initial Sh40.2 billion payment from Vodacom, the State is banking on the present time value of money, at an opportune moment for the country and the strategic telco.

Further, the government will still collect tax expenses from Safaricom, long considered among the largest corporate taxpayers in the country.

In 2025, Safaricom paid up Sh46 billion in income tax expense to the Treasury, up from Sh41 billion paid in 2024.

The funds from this transaction will further be seed capital for the National Infrastructure Fund and the Sovereign Wealth Fund, a boost to national development and future investment.

During his State of the Nation address last month, President William Ruto said the government would create the two funds to help marshal budgetary funds for infrastructure development and future investment.

The funds will be administered by the Treasury, with part of their objectives including providing a savings base for future generations when mineral and petroleum resources are exhausted. A portion of all royalties from natural resources and a portion of the proceeds of the privatisation of national assets will be invested in the fund.

The sell-off will aid the government in its efforts to raise domestic revenue in the face of a growing debt burden, which has seen Kenya’s public debt cross Sh11 trillion this year.

The government’s ceding of its stake in the telco will also broaden the company’s innovation wheel, now unhindered by bureaucratic red tape. This is expected to propel the firm’s growth at a time when international tech giants, including Meta, Alphabet, and Starlink, are making significant inroads into the region’s consumer tech market.

Family businesses are curious beasts. They begin with a patriarch’s sweat and vision, then morph into dynasties that either implode under the weight of entitlement or soar into the stratosphere of global capitalism.

Today, we explore two families who have left indelible marks on industry: the Quandt family of Germany, which is the majority owner of the luxury car brand BMW, and the Tatas of India.

BMW’s story begins in 1916, born from aircraft engine makers Rapp Motorenwerke and Gustav Otto’s Flugmaschinenfabrik. The company thrived in aviation during World War I, but the Treaty of Versailles clipped its wings, forcing BMW to pivot to motorcycles in the 1920s and cars in the 1930s.

The war years were darker: BMW produced aircraft engines for the Nazi regime, a legacy that still haunts its reputation. After 1945, Allied restrictions left BMW crippled, its factories bombed, and its future uncertain.

By the 1950s, BMW was struggling to find its footing. Its luxury sedans were too expensive, its microcars too quirky, and losses mounted. By 1959, Daimler-Benz was poised to swallow BMW whole.

And then came Herbert Quandt, who refused to let BMW vanish into the embrace of Mercedes. Already an existing shareholder, Herbert increased his stake, restructured finances, and set BMW on the road to becoming a global powerhouse.

Fast forward to today: Herbert’s children, Stefan Quandt and Susanne Klatten, own nearly half of BMW. Stefan holds about 23.6 percent and currently serves as Deputy Chairman of BMW’s supervisory board, a role he has held since 1999 after joining the board in 1997.

Susanne, with 19.1 percent, is Germany’s richest woman, diversifying into pharmaceuticals and advanced materials while anchoring her influence at BMW as a board director since 1997.

Now let’s pivot to India. Jamsetji Tata founded Tata Sons in 1868. His successors over the years have included his two sons, Dorabji and Ratanji Tata, followed by his nephew J.R.D. Tata, who led the business for an astonishing 53 years from 1938 to 1991.

Under J.R.D.’s stewardship, Tata expanded into airlines, steel, chemicals, and IT, embedding Tata into the fabric of modern India.

Jamsetji’s great grandson, Ratan Naval Tata, took over after J.R.D. and led the business for 21 years (1991-2012). Ratan modernised Tata, globalised its operations, and orchestrated acquisitions like Jaguar Land Rover and Tetley Tea.

It is notable that Ratan came from an adopted line of the Tata family: his father, Naval Tata, was adopted by the widow of founder Jamsetji’s son, Sir Ratan Tata.

This detail underscores that Tata leadership was guided more by values and stewardship than by strict hereditary bloodlines. That’s five family members in direct leadership across more than 150 years.

But the transition to non-family members was not without its fair share of Bollywood drama. Before his appointment as the first non-Tata family chairman in 2012, Cyrus Mistry had already been part of Tata Sons’ inner circle.

In 2006, he joined the Board of Tata Sons as a director, representing the interests of the Shapoorji Pallonji Group, which is the single largest non-trust shareholder in Tata Sons (owning about 18 percent).

This board seat gave Mistry a front-row view of Tata’s governance and strategic decisions for six years before he ascended to the chairmanship. His presence was not incidental: it reflected the delicate balance between Tata Trusts’ majority control and the Pallonji family’s significant minority stake.

When Ratan Tata retired in 2012, Mistry’s board experience and shareholder backing made him the natural choice for succession, at least until the relationship soured.

But by 2016, the honeymoon was over. Mistry was abruptly ousted as chairman, sparking one of India’s most high-profile corporate governance battles.

Mistry revealed what he described as inordinate influence from the family trusts that collectively owned 66 percent of Tata Sons. He argued that the trusts exercised disproportionate influence, undermining board independence and accusing the board of opaque decision-making, particularly around legacy projects and debt-laden acquisitions.

His dismissal led to years of litigation, with India’s Supreme Court eventually upholding Tata Sons’ decision to remove him.

The saga unfortunately exposed fissures in Tata’s governance model, raising questions about how a trust-controlled conglomerate balances philanthropy with modern corporate accountability. It reminds us that even philanthropy-anchored governance can stumble when trust structures collide with boardroom realities.

So, what do we learn from this tale of two dynasties? The Quandts exemplify the classic European model: family ownership, professional management and wealth preserved for heirs. The Tatas flipped the script: family leadership for a few generations, then a deliberate handover to professionals, with ownership vested in trusts that serve society.

One family saved a car company. The other built a conglomerate that doubles as a philanthropic machine. Both models work, but they reveal different cultural priorities: wealth preservation versus a legacy of impact.

When former Family Bank Managing Director Peter Munyiri Maina refused to take the Sh30.6 million awarded to him by the Employment and Labour Relations Court over six years ago, he had set his sights on growing the money by 86.1 percent to Sh57.06 million.

That was on June 14, 2019. Fast forward to November 28, 2025, and the Court of Appeal has delivered its verdict: it remains Sh30.6 million. The gist of the legal battle centred on the rate the bank used to calculate his five-year gratuity.

While confirming the Sh30.6 million gratuity, the court also declined to award him any interest. In essence, inflation has undercut the economist and career banker, serving him a stark reminder of the time value of money-a shilling today is worth more than a shilling tomorrow. Or, as the old adage goes, a bird in the hand is worth two in the bush.

‘It was the appellant’s (Mr Munyiri) view that he was entitled to interest at court rates from 14th July 2016 when the gratuity became due and payable or, in the alternative, at the ruling rate of interest of Treasury bonds, where he could have invested the money,’ the Court of Appeal said.

Mr Munyiri joined Family Bank on July 15, 2011, as the Managing Director and CEO on a five-year contract and exited on July 14, 2016, at the end of the contract, entitling him to gratuity. However, he differed with the lender over the applicable rate.

While he was pushing for a gratuity of 31 percent of gross pay, Family Bank pegged it at 18 percent. The legal battle was first decided in 2019, but Mr Munyiri appealed seeking a higher rate, award of costs of the suit, and interest.

Family Bank told the court that it could not have paid Mr Munyiri gratuity in 2016 because the gratuity due ‘had neither been settled nor agreed upon’ and that he ‘hurriedly’ filed the claim while they were trying to establish and agree on the applicable rates.

Mr Munyiri’s tenure saw the tier II lender’s performance rise before being shaken by the Sh791 million National Youth Service scandal of 2015. The lender was forced to part ways with nine managers and fined over the handling of the bulk of the money.

In the Munyiri legal battle with his former employer, the Court of Appeal sided with the bank, with the judge saying that the two parties had not agreed on the applicable rate of gratuity and therefore there was no basis for calculating the interest.

‘In these circumstances, it cannot be said that the respondent (Family Bank) wrongfully denied the appellant the money he was entitled to. In terms of rule 29(3) of the Employment and Labour Relations Court (Procedure) Rules, there was also no basis for awarding interest for the period before the filing of the suit,’ said the judge.

The Court of Appeal reminded Mr Munyiri of a 2018 High Court case, which stated the principles for awarding interest, including a requirement that the parties must have agreed on the rate of interest.

The court’s refusal to award interest means that inflation has eroded the real value of Munyiri’s payout over the six years.

In practical terms, the money he might have hoped to grow has lost significant purchasing power now.

Mr Munyiri’s stake in Family Bank was 10.22 million shares or 0.82 percent of the lender at the end of 2015, which marked his last full year at the bank.

When he took over, the bank had a net profit of around Sh391 million and assets of Sh20.2 billion. By 2015, before the NYS scandal, the bank’s net profit had surged to Sh1.98 billion before falling to Sh352.3 million the following year.

Customer deposits had grown from Sh21 billion in 2011 to Sh62.7 billion in 2015 before falling to Sh41.39 billion as the NYS scandal shook the confidence of depositors.

‘During my tenure as Family Bank MD, I managed to change it to be Kenya’s fastest-growing bank and created its new business model anchored on key growth pillars,’ he once said.

Mr Munyiri has worked for several big banks in Kenya. He is the former deputy group chief executive of KCB Bank Kenya, and also once served as the general manager of Co-operative Bank of Kenya. He has also held executive positions at Standard Chartered Bank and Barclays Bank of Kenya (now Absa Bank Kenya).

He holds a Head of State Commendations and an Order of the Golden Warrior for his contributions to the growth of the Kenyan banking industry and the transformation of small businesses in East Africa through financial intermediation.

Mr Munyiri holds a BA Honors degree in Economics from the University of Nairobi and an executive MBA from Jomo Kenyatta University of Agriculture and Technology.

He is an associate member of the Chartered Institute of Bankers UK, a fellow of the Kenya Institute of Bankers, and an alumnus of several institutions, including Oxford University and Strathmore Business School.

He was appointed chairperson of the National Standards Council- the policy-setting body of the Kenya Bureau of Standards-by the President.

Mr Munyiri ventured into politics and contested to become the Nyeri County governor in the 2022 elections, drawing on his banking background and promise of economic transformation. However, he did not win.

In June 2023, President William Ruto appointed him the chairman of the National Standards Council- the policy-setting body of the Kenya Bureau of Standards – up to last year.

Kenya is set to begin the second phase of its vaccine manufacturing programme after the World Bank endorsed the completion of Phase One at the BioVax Institute’s facility in Embakasi, Nairobi.

Phase One focused on enabling works – the essential groundwork required before installing specialised vaccine production machinery.

This included structural renovations, installation of clean water and effluent-treatment systems, power stabilisation units, and a fully integrated Heating, Ventilation, and Air Conditioning (HVAC) system designed to maintain the sterile conditions critical for vaccine production.

The World Bank’s assessment confirms that the facility now complies with biosafety and environmental standards and aligns with the World Health Organisation’s Good Manufacturing Practices (GMP) for sterile production.

‘Launch of the Final Feasibility Report for the Smart Vaccine Manufacturing Facility Project marks a pivotal step toward establishing a modern end-to-end vaccine manufacturing ecosystem in the country,’ said Dr Charles Githinji, chairperson of the Kenya BioVax Institute Board.

‘Building on last year’s interim report, the final study reflects extensive consultations across policy, research, academia, and industry. It outlines a clear roadmap for developing a facility capable of producing safe, effective, and affordable vaccines for Kenya and the region.’

With Phase 1 complete, the institute will now install high-precision fill-finish machinery and establish advanced quality-control laboratories-essential upgrades to produce vaccines that meet international standards and ensure Kenya can operate a globally competitive manufacturing facility.

The equipment will enable the facility to package vaccines in sterile conditions and conduct rigorous testing to guarantee product safety and efficacy.

Meanwhile, backed by an Sh8 billion World Bank package, the Institute will begin trials of locally made pneumonia and typhoid vaccines by 2027.