Local content as a catalyst for inclusive growth in Turkana

For decades, the vast natural wealth of Turkana County has coexisted with deep poverty and exclusion. Long viewed through the lens of hardship and remoteness, the region has often featured in national conversations as a symbol of developmental failures.

Devolution has begun to shift that narrative by placing decision-making closer to communities and opening new pathways for inclusive growth to communities that waited too long on the fringes.

The near ratification and rollout of the Field Development Plan (FDP) for the South Lokichar oil fields, led by Gulf Energy and grounded in Kenya’s regulatory framework, marks a watershed moment for Turkana.

We stand on the verge of demonstrating what inclusive, locally rooted resource development can achieve. This project represents more than oil extraction; it signals the possibility of transforming resource discovery into shared prosperity within a short and narrowing window of opportunity.

This urgency is real as investments in fossil fuels, particularly in frontier markets, are rapidly dwindling in favour of renewable energy options.

Where tens of investors once sought to partner with us, today, only Gulf Energy E and P BV remains the sole entity willing to commit resources to our oil potential.

This moment is, therefore, the result of years of firm, consistent advocacy by county leadership to ensure that natural resource development creates value at source.

The recent passage of the Turkana County Local Content Act 2024 was a deliberate milestone toward that goal. It ensures that locals receive not only revenue, but meaningful participation across the value chain, from employment and supply of goods and services to enterprise growth and technology transfer.

Across Africa, extractive industries have often been dominated by external actors, with benefits flowing outward faster than opportunities reach local communities.

When designed and enforced with integrity, local content policies can reverse this pattern, as seen in Ghana, where thousands of direct jobs and new petroleum sector enterprises have emerged.

Lessons abound, reminding us that resource wealth, underpinned by robust local content frameworks, translates into skills, opportunities, and durable economic strength for local communities. Without clear frameworks and accountable enforcement, the promise of prosperity hangs in the air.

Turkana has chosen this alternative path with local content embedded in county law; we require credible partners to effect and uphold these commitments.

Projections within the FDP, aligned with our county legislation, indicate that between 2026 and 2050, Turkana and its communities could receive approximately $216 million in direct allocations under the national revenue-sharing model.

Added to taxes, levies and other fiscal inflows, these resources will be channelled into long-term investments in infrastructure and human capital capable of sparking generational transformation.

Revenue alone will not define our success, and true local content requires dedicated, ring-fenced quotas that guarantee business opportunities for local enterprises across employment and procurement.

The Gulf Energy Local Content Plan (LCP) outlined in the FDP must, therefore, be implemented progressively, consistently, and with full transparency.

We welcome investors to explore Turkana’s vast potential, the cradle of humanity, and to contribute meaningfully to our development agenda by expanding opportunities and deepening the participation of our people.

To us, the FDP is more than a technical document; it signifies a long-term partnership between investors, national and county governments, and most importantly, the people of Turkana.

Our duty as leaders is to ensure that this partnership results in shared prosperity, strengthens economic foundations and creates a future where every Turkana child can grow, learn, work and thrive with dignity.

Decision making: Profiting from randomness

“No matter how sophisticated our choices, how good we are at dominating the odds, randomness will have the last word,” wrote Nassim Nicholas Taleb

Is the business world inherently chaotic, or is randomness simply a result of human ignorance regarding hidden, complex variables? Is your organisation ordered and predicable, or does the unseen hand of randomness influence success or failure? In physics, in quantum mechanics, particles behaviour is inherently random. Doesn’t the same logic apply in business?

Can one recognise randomness for what it is and actually profit from what may appear a chaotic state of affairs?

Reading Nassim Nicholas Taleb’s provocative thinking in The Black Swan, Fooled by Randomness and Antifragile will shake any Kenyan manager’s worldview, causing one to think again about uncertainty and the chances of accurate prediction.

Title of the book comes from the past belief that all swans where white, where it turns out a rare Black Swan was spotted in Australia.

Black Swan events as defined by Taleb are an outlier, lying outside regular expectations, where nothing in the past can point to it’s possibility – where the event carries an extreme impact.

Strangely enough, as he points out, the Black Swan phenomena is a fact that we tend to ignore, because we don’t even recognise it exists.

Alexander Fleming was a meticulous researcher. However a set of random events, a messy lab, a vacation and a contamination, a series of highly improbable coincidences, led to his 1928 discovery of penicillin, that has saved millions of lives.

Discovery of penicillin is a classic example of a “Black Swan” event in science-an unexpected, rare occurrence with extreme impact, often rationalised in hindsight.

Value what you don’t know

Taleb is a Wharton trained financial economist who makes you think, the kind of paperback where you go back a few pages to make sure one really understood his ideas. Black Swan logic makes what you don’t know, far more relevant than what you do know.

His thesis is that ‘contrary to social science wisdom, almost no discovery, no technologies of note came from design and planning – they were just Black Swans.’

Taleb is brash and pulls no punches when he writes: ‘Go ask your portfolio manager for his definition of risk and the odds are that he will supply you with a measure that excludes the possibility of the Black Swan – hence, one that has no better predictive value for assessing the total risks than astrology .. dressed up intellectual fraud with mathematics.’

Mediocre or extreme

Taleb writes about the land of Mediocristan [type 1 randomness] and Extremistan [type 2 randomness] where Black Swan social phenomena lie.

For instance, if you randomly got 100 people to line up shoulder to shoulder on a street in Nairobi, you would get an excellent [statistically correct] picture of the average height of Kenyans.

Even if you brought in the tallest person in Kenya, who is say more than eight feet tall it would not significantly affect [by less than 1 percent] the average height of the group.

In other words, when your sample is large, no single instance will significantly change the aggregate, the total, or the overall average. In other words, in Mediocristan [a place of physical measures] a single event does not contribute much individually, only collectively.

In the land of Extremistan, filled with mostly social phenomenon where the Black Swan events lie things are totally different.

Take another randomly selected group of 100 hard working Kenyans and compute their average income, now bring in the richest individual in the country. It is not hard to see that the affluent person’s earnings would be many times the income of the total group combined.

‘In Extremistan, inequalities are such that one single observation can disproportionately impact the aggregate or total’ notes Taleb.

Lesson for Kenyan managers is to know how to make the distinction between the two worlds of man-made social events and the physical world [like measuring waistlines].

Stop trying to predict everything and recognise [and hopefully be able to take advantage of] uncertainty. Maybe we can even come to the shocking self-awareness that we not even aware, we [often] don’t learn.

Was that luck or skill?

Taleb’s core thinking is that we massively underestimate randomness. Managers often see patterns where none exist and risk attributing success to skill, when luck played a major role. Then, to explain what we think happened we create neat stories after the fact.

Problem with not seeing randomness in business is that we have an overconfidence in forecasts, celebrate ‘star performers’ without adjusting for luck, and tend to copy approaches that worked once in unique conditions. Truth may be that many business successes are not repeatable formulas, they are a result of partly (or largely) random events.

Risk is that we confuse survival with skill, seeing only the survivors. The startup that made it, fund manager with a winning streak, or the CEO who ‘beat the odds’. What we don’t see, and may choose to ignore is the thousands who used the same approach, and failed.

Taking advantage of randomness

So how does one turn Taleb’s randomness into a competitive advantage? When you accidently drop a fragile china plate on the kitchen floor it shatters. Taleb’s suggestion to profit from randomness is to build in antifragility.

For instance, when you exercise a muscle, it is stressed, yet with time it becomes stronger. Or a manager that went from a bordering on fatal stressful set of events in a failed merger, may come out a broader more informed perspective, developing a sense of Solomon like wisdom.

Taking an antifragile approach may mean avoiding leverage that can wipe you out, diversify revenue streams even if it looks inefficient, and prefer modular systems over tightly linked ones. Better to be slightly inefficient than fatally fragile.

Makes sense to pilot projects instead of big-bang transformations and make small experiments across multiple ideas. Many small failures plus one big success beats one grand ‘big bet’ plan.

Helps to always look for the ‘asymmetric upside’ that has a limited downside, with a big potential gain. Building partnerships across various sectors, is a smart ‘spread the bets’ approach.

Precise but irrelevant

Taleb is known for criticising how some professionals handle risk, including accountants. He argues that accountants often focus on ‘precise but irrelevant numbers’ versus a broader understanding of uncertainty. Risk management is often based on past data that can be fatally flawed.

Taleb thesis is that we massively underestimate the impact of randomness, often confusing skill with luck, an insightful investor with a lucky idiot, and market out performance with a survivorship bias.

And, in ‘always on’ designed to distract social media — do we confuse signal for noise? Last word: randomness always wins.

Absa eyes Kenya buyout in race for retail market

South Africa’s Absa Bank is exploring plans to buy another Kenyan lender in a move that would help it grow its share of the retail banking market.

The bank is actively looking at several acquisition options to expand its lending capacity, targeting households and small businesses, in the race to reclaim its former top position.

‘We are always on the lookout for opportunity be they organic or inorganic, but the regulatory environment must be conducive and positive for that. Fortunately, Kenya and many of the countries in East Africa have a very conducive environment for us to be looking at inorganic growth,’ Kenny Fihla, the Absa Group CEO, told the Business Daily in an interview during his ongoing Kenya visit. ‘We have not yet come across anything, but we continue to look, we continue to explore and at the right time we will do what is necessary to ensure that our business grows.’

Absa joins a growing list of South African banks, including Nedbank, Standard Bank, and FirstRand Bank, trying to find new avenues to grow and diversify their regional footprint via buyouts.

If Absa closes a transaction, it will be the latest in Kenya’s banking sector where a tenfold increase in the minimum core capital requirements for commercial banks to Sh10 billion is expected to trigger deals and tie-ups.

Absa Group will seek to close the deal through its Kenyan subsidiary, where it has a 68.5 percent stake.

The move is part of an effort by the bank to diversify its income further under a fresh strategy that is marked with increased pursuit of the retail market, which Absa has been slow on since 2016.

Absa’s renewed push for the retail market started in 2024, when it increased its branches for the first time since 2016.

It

It added two branches to 121 outlets in 2016. But the bank soon after began a cutback that saw the outlets reduced to 91 in 2017 and 83 in 2023. In 2022, it added three branches to 86.

In recent years, commercial banks in Kenya have increased their use of mobile and internet technologies to increase efficiency and reduce the costs of running a branch network.

Mr Fihla said Absa sees opportunities for growth in Kenya’s and East Africa’s retail market, and that the lender will be looking to widen its scale on that front.

‘Ultimately, we want to be a scale player because banking is about scale. If you are too niched, your relevance to the economy and your ability to make a big impact tend to be limited and so we would want to grow on scale,’ he said.

‘We understand that we cannot get there overnight and have to be selective around which client segments we want to play in and then create scale within a defined area before using that platform to move to the next set of opportunities.’

Top banks asset base (Sh bn)

Table with 5 columns and 7 rows. (column headers with buttons are sortable)

2007 2024

Barclays 157.93 KCB 1277.77

KCB 112.21 Equity 1027.68

StanChart 91.25 Co-op 687.82

Co-op 65.70 NCBA 588.70

Equity 53.13 Absa 506.13

Citibank 47.30 Stanbic 414.87

National Bank 41.41 I and M 414.87

Absa’s previous cutback in the retail space coincided with rivals-Equity, Cooperative and KCB-increasingly targeting the market.

This saw Absa lose its position as Kenya’s largest lender by assets to the three rival banks and the NCBA Group.

In 2007, Absa was Kenya’s largest bank with Sh157.9 billion assets ahead of KCB, with Sh112 billion, according to the Central Bank of Kenya (CBK).

The tables turned, and in 2024, Absa had been relegated to the fifth position with assets of Sh606 billion against KCB’s Sh1.27 trillion, Equity’s Sh1.02 trillion, Cooperative Bank’s Sh687.8 billion and NCBA’s Sh588.7 billion.

Absa’s strategy of widening its footprint in the retail market is hinged on gathering cheap deposits from households and small businesses.

The cheap deposits could ultimately be deployed into areas that could generate higher returns, such as corporate lending.

‘The retail market is very attractive to Absa Bank for several reasons. First, it helps us to gather liabilities or liquidity that is required for us to lend to clients,’ said Mr Fihla.

‘That liquidity is viewed favourably by regulators and consequently makes it easier for us to lend cheaply. That is the reason why everyone would want to access that segment of the client base.

‘Secondly, you cannot call yourself an African bank if you are not relevant to the people who live in Africa and make sure that people have access to the financial system.’

Mr Fihla is on a three-day tour of Kenya that started on February 3.

His visit came just a week after Standard Bank’s Sim Tshabalala visited the country, underlining South African banks’ interest in Kenya and East Africa.

Standard Bank lost the race to acquire NCBA Group after its South Africa rival, Nedbank Group, agreed a deal to buy the Kenyan bank in a cash-and-stock transaction as part of the lender’s ambitions to expand in East Africa.

Nedbank, like most South African and Nigerian lenders, views East Africa as strategically important, citing strong macroeconomic fundamentals, a large and growing population and the region’s role as a trade corridor linking Africa with the Middle East, India and Asia.

Nigeria’s second-largest bank by asset base and market capitalisation, Zenith Bank, has also inked an agreement to acquire Kenya’s Paramount Bank.

Charged phone is key to accessing opportunities in digitalised world

The ability to charge your phone at home is something many of us take for granted. Yet for millions of Kenyans, this simple act is not possible.

Recently, I was in Naivasha with MPs as they discussed the priorities in their legislative calendar, and their most pressing ask was how to facilitate robust electrification. It was not a surprise to hear that there are constituencies in Kenya where less than 10 percent of households are connected to the national grid.

In such places, the development conversation is very different.

At the weekend, I was in the village attending a function where our MP was present. I was struck when a middle-aged woman spoke passionately about the same issue.

She vehemently told the MP to stop prioritising the construction of more schools or water projects the community wants electricity first.

This illustrates how electricity has become central to every other aspect of development. The quest for power is no longer just about lighting; it is now a matter of inclusion in the modern world. Every human being has a strong desire to seek truth and happiness.

Electronic gadgets, especially communication devices, support this need. With powered gadgets, people can access information that promotes dignity, freedom, opportunity, and full participation in modern life.

Without power, individuals and households are cut off from the digital world that increasingly defines how we learn, work, transact, and relate.

Any parent of teenagers or young adults understands the mood in a home without Wi-Fi. The absence of Internet brings gloom, frustration, and isolation. But beyond inconvenience, a lack of electricity cuts people off from essential services.

Statistics show that more than 99 percent of financial services are transacted through digital channels-from mobile money to online banking. These transactions require powered devices. Anyone without access to electricity is excluded from this economic flow.

E-commerce, which also supports the creative economy, relies on platforms powered by electricity. Artists upload content, traders market products online, and freelancers serve global clients-all enabled by power.

Grid connection is, therefore, not optional; it is imperative for unlocking economic potential. Cottage industries and Jua Kali artisans also need power to operate various machines. Productivity and income rise dramatically once it is available.

Education is another area where electricity transforms lives. Just as irrigation extends farming beyond rainfall, electric light extends learning beyond daylight. Without electricity, students depend solely on natural light, which switches off religiously at around 7pm.

Relationships, too, are now digital. Families stay connected through video calls, messaging apps, and social media. Without power, people live with a constant fear of losing out-on information, opportunities, and connection.

The world today is digital. The government, through Parliament, should treat connecting every household to electricity as a national strategy for inclusion.

An inclusive country is one where citizens are not excluded simply because they live beyond the reach of the grid.

With electricity, we create equitable access to jobs, markets, education, and government services, including opportunities in the international arena. For all Kenyans to thrive in the 21st century, universal access to power must be treated as a priority.

How travel claims dispute linked to KPLC manager’s daughter cost employee job

A dispute over official travel and per diem claims involving a senior Kenya Power manager’s daughter led to the dismissal of a long-serving employee, a decision that has seen her awarded Sh3.2 million compensation for unfair sacking.

The Employment and Labour Relations Court in Nakuru ruled that Kenya Power unfairly terminated Catherine Mwangi, an ICT manager with 37 years of service, following a disciplinary process deemed procedurally and substantively flawed.

Ms Mwangi, who joined Kenya Power in 1983 as a technician apprentice, rose through the ranks to become Functional Head for ICT in the North Rift before transferring to the Central Rift as Regional ICT Head.

Her role covered seven counties with extensive fibre infrastructure, requiring frequent emergency travel. Scheduled to retire in 2024 at age 60, she was dismissed in February 2021 over allegations of misusing a company vehicle and irregularly approving per diem and mileage claims.

Ms Mwangi sued, alleging her termination stemmed from nepotism after she refused to approve undeserved travel requests for a top manager’s daughter.

Court records indicate the dispute began in 2020 when she faced increasing pressure over travel approvals. She testified that the manager’s daughter repeatedly demanded inclusion in official trips and reacted angrily when denied allowances, escalating to hostility and threats.

However, Kenya Power denied any improper influence, insisting her dismissal was purely disciplinary.

The company cited a forensic audit that allegedly uncovered irregularities in vehicle use, work ticket approvals, and per diem claims.

The audit accused Ms Mwangi of authorising fictitious claims, improperly delegating approvals, and irregularly claiming Sh75,600 in per diems and Sh18,029 for mileage while using a company car.

On January 4, 2021, she received a notice to show cause and was given 72 hours to respond. Ms Mwangi stated she was never provided the audit report or supporting documents.

Despite this, she submitted a written defence explaining that disputed trips involved her personal vehicle, while the company car was used by technicians transporting equipment.

A disciplinary hearing on January 26, 2021, was described as tense and disorganised, conducted without key documents.

‘The hearing was hostile and unfair, resembling a shouting match, with the outcome seemingly predetermined,’ she told the court, claiming she was denied a fair chance to defend herself.

She was dismissed on February 2, 2021, with the letter repeating allegations but offering no explanation for rejecting her defence. Her appeal on February 24 received a delayed response, ultimately upholding the dismissal.

In court, Kenya Power maintained it followed due process under the Employment Act, arguing that Ms Mwangi, as a senior officer, bore responsibility for transport management and provided unsatisfactory explanations.

However, the court identified significant gaps in Kenya Power’s case, ruling violations of Article 47 of the Constitution, the Fair Administrative Action Act, and the Employment Act.

The internal auditor admitted that Ms Mwangi was not given the audit report before the hearing and acknowledged that weaknesses were ‘largely systemic issues within the transport department.’

The auditor also conceded that no driver testified about alleged vehicle misuse and could not confirm fictitious payments.

The human resources officer admitted that the transport policy cited was circulated after the audit and lacked documentary proof of fictitious claims.

The court noted confusion within Kenya Power over transport controls, with management witnesses unclear on approval authority.

“There was no clear strategy on the transport policy and approval of work tickets. The respondent witness, the internal auditor, was not crystal clear who was to sign the work ticket and also the Human Resource Manager was not certain about the applicability of the transport policy,” the court observed.

The judge ruled Kenya Power failed to prove termination was justified, violating Sections 41, 43, and 45 of the Employment Act.

The court emphasised that disciplinary fairness requires both valid reasons and fair procedure. It faulted Kenya Power for failing to supply the audit report, denying the employee a meaningful opportunity to defend herself.

While no direct evidence proved nepotism influenced dismissal, the court found allegations unproven and the termination process fundamentally unfair.

Ms Mwangi was awarded one month’s salary in lieu of notice and 12 months’ compensation totalling Sh3.2 million, plus costs and 14 percent interest.

Kenya lags behind South Africa in AI-able data centres

Kenya has only two artificial intelligence (AI)-capable data centres against South Africa’s five, highlighting a growing infrastructure gap that could lock the continent out of the most valuable cornerstone of the generative technology economy.

An analysis from Data Centre Map, a global data centre directory, shows that South Africa leads Africa with 60 data centres, followed by Nigeria with 22 and Kenya with 19. But most of these centres lack AI capabilities.

South Africa only has five, which are AI-capable, while Nigeria has one.

While AI promises to be a powerful tool in boosting productivity, Africa is being left behind because it lacks the digital infrastructure, including connectivity in the form of fast fibre-optic broadband.

The lack of connectivity is compounded by a shortage of the heavy-duty data centres needed to crunch the masses of data required to train large language models and run the AI-powered applications that could boost Africa’s economic growth.

These days, much of the content and processing needed to keep websites and programmes running is held in the cloud, which is made up of thousands of processors in physical data centres.

Yet Africa has far fewer of these than any other major continent.

Fifteen of Kenya’s 19 data centres, mostly light-duty, are located in Nairobi.

Data Centre Map indicates that Kenya is ahead of Morocco (14) and Egypt (13), as well as Tanzania (11) and Angola (10).

Globally, there are 10,793 data centres listed across 174 countries.

The United States alone hosts nearly 40 percent of them, cementing its position as the engine room of the AI economy. The UK follows the US with 498, while Germany comes third with 470.

The AI infrastructure race is dominated by countries with deep capital markets and established hyperscale cloud ecosystems. These markets are also home to the largest cloud and chip players, which means they control not only the software layer of AI but also the hardware, from GPUs to specialised data-centre networking.

Without such infrastructure, African firms and governments are forced to rely on overseas cloud regions, meaning the continent risks becoming mainly an importer of AI services rather than a producer of the technologies that will shape future productivity and competitiveness.

Peak power output capacity falls by 119.1MW on thermal plant closures

Kenya’s maximum electricity generation under ideal conditions (installed capacity) has shrunk by 119.1 megawatts in three years, amid heightened efforts to reduce the use of dirty thermal power, even as it grapples with a power generation crisis.

An analysis of the official data shows that installed capacity stood at 3,192 megawatts as of June 2025, compared to 3,199.9 megawatts a year earlier and 3,311.10 megawatts in June 2023, with the decline attributed to the retirement of thermal power plants.

But while the exit of the dirty and costly thermal plants is timely, failure to plug in new plants amid a freeze on new power purchase agreements has left Kenya exposed in the wake of a fast-rising demand for power.

Peak demand for electricity jumped by 290.06 megawatts to 2,439.06 megawatts as of December 2025 from 2,149 megawatts in June 2023, leaving insufficient reserves to ensure the stable operation of the national grid.

This has left Kenya to increasingly rely on imports from Ethiopia and Uganda to avoid widespread power rationing when demand outstrips supply.

‘Kenya will be positioned as a net electricity importer if these two factors (fall in installed capacity and a fast-growing consumption) are not abetted by adequate and timely pipeline energy projects in the medium and long term,’ the Energy ministry recently warned.

The data shows that installed capacity for thermal plants fell from 681.9 megawatts in June 2023 to 564.8 megawatts in June last year due to the retirement of the Kipevu 1 and Garissa Thermal plants.

Installed capacity of solar also declined from 212.6 megawatts to 210.3 megawatts, while that for wind fell from 436.1 megawatts to 435.5 megawatts over the same period.

The 119.1-megawatt decline in installed capacity is the equivalent of three wind power plants, bar the 310-megawatt Lake Turkana Wind Power, which is currently linked to the national grid.

A big installed capacity is critical in ensuring a reliable supply of power by providing enough buffers to cover maintenance, unexpected outages and variability in wind and solar generation.

Injection of new power plants for clean energy was expected to plug the gap created by the exit of the thermal plants and avert a significant drop in the local production of electricity.

But a freeze on new PPAs, that had been in place since 2018 denied Kenya Power this chance, forcing the utility to turn to hydropower from Ethiopia and Uganda to shore up the supply and meet a fast-rising demand.

Kenya Power signed a 25-year PPA to import 200MW electricity from Ethiopia from 2022. The utility is also pushing for a similar deal with Uganda to ship up to 100MW.

The ban was lifted in November last year, paving the way for Kenya Power to resume negotiations with investors keen to build power plants in the country.

How flash disk mix-up cost China firm Sh29bn railway contract

A flash disk mix-up during submission of tender documents for the construction of the Nairobi Railway City Central Station has cost the Chinese firm that built the standard gauge railway (SGR) a Sh29.5 billion contract.

The procurement regulator ruled that China Road and Bridge Corporation (CRBC) erred after placing two flash disks containing its technical and financial bids in a single envelope, drawing protests from rival Chinese bidders.

The firms were expected to first table technical bids for evaluation before presenting their financial proposal to build the rail city, which was initially designed to include an eight-platform central rail station and a public space that would anchor commercial and residential developments on a 425-acre site that would host the railway transit hub.

The Public Procurement Administrative Review Board (PPARB) reckons that CRBC’s presentation of its technical and financial bids together breached mandatory tender requirements.

Rival bidders complained that the earlier tabled financial bid could have influenced the tender committee to award CRBC higher scores at the technical evaluation of the bids.

Three Chinese firms bid for the multi-billion shilling project, with CRBC getting a technical score of 87.1 against 100, beating rivals China Civil Engineering Construction Corporation (CCECC) and a consortium of China Overseas Engineering Group Company Limited and China Railway Group Limited that had 80.8 and 81.7 marks respectively.

CRBC was eventually awarded the tender after a financial bid of Sh29.5 billion, while CCECC quoted Sh22.9 billion and the consortium tabling a Sh32.5 billion plan.

The board termed the award of the tender to CRBC an illegality after declaring the company not to have qualified, nullifying the process and ordering Kenya Railways’ management to re-evaluate the two other parties for award within 21 days.

‘Having established that the interested party’s (CRBC) bid ought not to have progressed for further evaluation at the financial evaluation stage, we find that the scoring of the financial proposals by the procuring entity’s evaluation committee as indicated in the evaluation report on 22nd December 2025 to have been erroneous and misguided for having considered the interested party’s non-responsive bid,’ the PPARB stated.

‘The 1st Respondent (Kenya Railways MD) is directed to complete the procurement process, including the making of an award, in the subject tender within 21 days of this decision taking into consideration the findings of the board herein.’

The PPARB verdict could save taxpayers Sh6.55 billion should the Kenya Railways award the tender to CCECC, the highest-scoring qualifying bidder, which quoted Sh22.98 billion.

The Nairobi Railway City Project was conceived in 2020 when the President Uhuru Kenyatta and then UK Prime Minister Boris Johnson met at the UK-Africa Investment Summit in London, where the UK offered support to help Kenya take it forward.

British engineering firm Atkin Global was tapped to design the rail city while KPMG, the global consulting firm, was to lead the hunt for investors into the segments of the project with commercial viability, including office towers, residential homes and multi-storey car parks.

Upon completion, the project was expected to handle about 30,000 passengers in an hour during rush hours and overall handling movements of about 1.5 million Nairobi residents, easing up congestion on the roads.

With Chinese firms bidding for the projects and a new administration under President William Ruto, it remains unclear if the UK and its development arm CDC Group are partnering with Kenya to build the new rail hub.

Fights over the project’s contract started on January 5, 2026, when CCECC and the consortium of CRCEG-COVEC filed separate cases before the PPARB, faulting Kenya Railways for awarding the tender to CRBC despite the mix-up in its tender submissions.

‘Counsel submitted that it can be inferred that the proposals were opened simultaneously, occasioning a significant procedural irregularity as it compromised the fairness and objectivity of the technical evaluation by potentially exposing evaluators to the financial information prematurely since the proper procedure ensures that the technical merit is assessed without price bias and promotes a level playing field for all bidders and increases confidence in the procurement process,’ PPARB documents state.

In a separate case, the CRCEG-COVEC Consortium said CRBC failed to submit the flash disk containing its financial proposal at the required tender evaluation stage, thus rendering its bid non-responsive.

Kenya Railways defended its award of the tender to CRBC, terming the failure to attach the flash disk with the financial proposal correctly ‘a minor error’, an argument the PPARB differed with.

‘It is evident that a procuring entity cannot waive a mandatory requirement or term it a ‘minor deviation’ since a mandatory requirement is instrumental in determining the responsiveness of a tender and is a first hurdle that a tender must overcome in order to be considered for further evaluation,’ the board said.

The PPARB said the committee was supposed to eliminate the Chinese State firm at the technical evaluation stage and should not have proceeded to consider its financial proposal.

The night sky turning into a major tourist attraction in Samburu

It is midnight in Samburu. I lie on a star bed set deep in the wilderness. No walls; just a bed surrounded by rocks, acacia trees and mountains, wind moving through.

Above me, almost every inch of the sky is draped in stars, too bright perhaps.

In Samburu, the skies are clear. The nights, although hot, get utterly dark. In this pitch blackness, clean air, you feel like the world has stopped. Unlike the day, when hundreds of birds roam, some chirping, others strange and cooing, at night, there is only silence; deep silence.

It is these very dark night skies and a blanket of stars that are increasingly attracting a new kind of tourists to Samburu: stargazers, some international, a few Kenyans. The star bed is set on a rock cliff in Saruni Basecamp, a luxury lodge in Kalama Conservancy that covers about 200 acres.

In this bed, you feel so tiny, in a dry land full of rocks and leafless, dry acacia trees that stretch as far as the eye can see.

Far ahead, there are many small mountains, the big, sacred Mt Ololokwe and peaks that look like silhouettes against the night sky.

I lie awake until 3am watching stars, as the wind brushes softly against my body. I try to spot Pisces. Twin Brothers. The Zodiac light. The Nine Sisters. The dog. The Orion’s Belt. The Milky Way.

Not that I knew much about astronomy, or even remembered my Geography lessons, but Benson Oldapash, the Basecamp Samburu manager, had just shown me a universe I did not know existed.

‘Stargazing in Samburu is hardly a modern discovery and selling it as a destination for the stars felt almost effortless,’ Mr Oldapash told BDLife.

‘From a young age, Samburus have been using stars to tell when it would rain; during the drought season, because some stars brighten during a prolonged drought. When the people saw a lunar eclipse, no one slept. The next morning, we’d all shave our heads in readiness for a funeral, because that meant that someone might be dead somewhere. For instance, when we spot the Seven Sisters [a star cluster which you can easily spot without a telescope], it always means that the rain is coming soon,’ he said.

Hotels in Samburu are now courting hobbyists and tourists seeking away-from-the-crowds destinations, and some are going as far as flying in astrophotographers to help tourists better appreciate the Samburu sky: see the celestial things they cannot see with the naked eye by taking night photos.

The hotels organise stargazing by the fire in the evenings, nature walks after dinner, where guests all go to a rock or the star bed.

‘Some of the constellations in the Samburu night sky that fascinate tourists include Scorpio, Sagittarius, the Southern Cross and the Nebula clouds,’ Mr Oldapash said.

During one of the stargazing nights, he pointed at Orion, a constellation of stars that hangs in the sky like a man who knows he is being watched. A hunter, the seasoned stargazers said.

Strong, armed with a bow and arrow, his dogs always nearby, guarding him even in the dark. The night sky was also full of Orion’s lovers, scattered around him like unfinished stories. There was ‘Merope’, one of the ‘Seven Sisters’, a quiet beauty who kept her light low. And then there was ‘Cassiopeia’, she shines, yes, but she never rests, turning endlessly in a W or an M, depending on the season.

‘You’d find tourists who are stargazers visit Namibia, but they rarely come to Samburu. They’re not familiar with the Samburu’s beautiful skies, yet it’s one of the most ideal destinations for stargazing,’ he said.

I asked Rositsa Dimitrova, an astrophotographer who had travelled to Samburu to teach tourists how to shoot the night sky, what the most exciting thing to spot in Samburu is.

‘The Majellanix Clouds [two irregular dwarf galaxies that orbit the Milky Way] and the Gum Nebula [a faint, pinkish glow stretching across the constellations] glow pink in the sky, but you need a good camera to truly be awed by them,’ she said. ‘The most interesting things are inside the Milky Way and Orion’s constellation.’

One morning, we went out to spot the Milky Way Core. Waking up early while on holiday can feel unnecessary, until 4am arrives, and the thrill of a drive in the wilderness and stargazing becomes oddly difficult to ignore. This is what makes Samburu more fun, compared to other safari destinations.

From the tour van, we hoped to catch the peering eyes of ‘Ugali’, the leopard that frequents Kalama Conservancy. The previous night, ‘Ugali’ had been spotted near my tent. But I had been assured that leopards are shy; they see you and hide. If I were lucky, I might catch “Ugali” and her cub, “Sukuma”, staring at me in the darkness, wondering what I was.

On that night drive to find the best spot to watch stars, we never saw ‘Ugali’. The next day we did, at around 8.30am. But stars, we saw, lined up around the core of the Milky Way, while the red heart of the Scorpion star shone faintly in the dark.

Rositsa, an avid traveller and astrophotographer, has built a career touring many countries to shoot the stars, and sometimes the moon.

Before this, she was an accountant. ‘I started with my phone, then a very simple camera, and it just didn’t work. I signed up for different photography courses, and then one summer I found myself at an astrophotography workshop. This was about seven years ago. The moment I snapped my first photo of the Milky Way, and the moment I saw the image on my camera, I was in love. You can see much with the naked eye, but what the camera captures is so beautiful,’ she said.

This was her second time in Samburu. ‘I live in Europe, and in Europe, we don’t have dark skies. Here, I saw the Milky Way in all its glory. From 8pm, the Milky Way core is very horizontal, which is rare to see,’ she said.

We took a few shots and headed back to another hotel, Saruni Basecamp, the second hotel in Samburu, selling stargazing as a tourist attraction. The journey up the rocks to the hotel is breathtaking.

The tour van wound over rocky hills, each rock distinct in shape, colour and texture. The hotel is built atop a rock. When you sit outside your cliff room, you watch another world below; it is like you are touring the Samburu wilderness on a low-flying Cessna.

There are boulders and boulders of rocks heaped, haphazardly, but like a work of art. There is an outside bathroom. A gecko stares. Baboons with their babies on back walk by, unbothered by a human’s nakedness. Here, apart from just sitting and staring at the dramatic landscape, nights are for stargazing.

Other stargazing destinations

Travel adventures focused on photographing the stars and other things in space can happen in Tenerife and La Palma in Canary Islands, Namibia, and India. ‘Light pollution is the main reason we can’t see the stars from cities. I’ve even heard of blackouts in US cities where people called 911, thinking something strange was happening in the sky, and it turned out to be the Milky Way.’

Of the 35 countries that Rosistsa has travelled to for astrophotography, her top destinations with the most beautiful skies are Samburu, Bolivia and Chile, because of the incredibly high-altitude skies, and Socotra in Yemen, for its remote, dark skies. “These are some of the few places in the world free of light pollution.”

On the Bortle scale, which measures darkness, Samburu ranks among the few skies with minimal light and exceptionally clear views of the Milky Way, stars and celestial events. Kenya also sits at the equator, which offers visibility of constellations from both northern and southern hemispheres, a rare gift for sky-watchers.

On another early morning stargazing outing, at 4.41am, Rositsa spotted the Carina Nebula-rarely visible to the naked eye-and everyone burst into excited shouts.

‘Stargazing is very therapeutic, very interesting,’ Rositsa said, adding, ‘Looking through a camera lens, you almost see God’s creation more vividly than anyone else.

The best times to do stargazing? ‘When skies are clearest and wildlife sightings are exceptional. That is in June to October and December to March, seasons that have dramatic skies. You can see the meteor shower, when the sky briefly fills with shooting stars, flashing and vanishing almost as quickly as they appear. Some tourists came here and saw the meteor shower, they were in awe,’ Mr Oldapash said.

If you are new to stargazing, where should you start?

‘Begin with the planets. Look for bright, steady lights in the sky, these are usually planets. Once you spot a planet, try to identify the constellations nearby. For example, on your first evening, you might see Jupiter and then notice constellations like Orion nearby. You can also look for Pisces (the Fish) and Aquarius (the Water Bearer); Aquarius is easy to spot because of its long, distinctive ‘spout’ shape,’ he added.

Bankers seek 5pc tax cut for all employees, capped at 30pc

The banking industry is lobbying the government to cut pay-as-you-earn (Paye) tax rates by five percentage points across all income bands, arguing that the move would restore workers’ purchasing power, support economic growth and strengthen tax revenues.

In a proposal submitted to the Treasury, the Kenya Bankers Association (KBA) said the uniform reduction should be accompanied by a cap on the top Paye rate at 30 percent, in line with the National Tax Policy approved in 2023, which states that personal income tax rates should not exceed the corporate tax rate.

This comes a day after Treasury Cabinet Secretary John Mbadi revealed a plan to zero-rate Paye for workers earning up to Sh30,000 a month, saying it would provide timely relief as households grapple with rising living costs.

Bankers, however, argued that limiting relief to low-income earners would not go far enough to address the growing tax burden faced by workers and employers across the board.

The lobby group pointed to the ongoing phased increase in National Social Security Fund (NSSF) contributions, which will see employers and employees contribute up to six percent of pay by February 2026.

It said the cumulative effect of higher statutory deductions risks squeezing disposable incomes, particularly for workers and firms without occupational pension schemes.

‘Without complementary tax relief measures through Paye for all workers, the burden on both employees and employers will continue to rise,’ the bankers said.

Earnings of up to Sh10,000 a month are subject to 10 percent income tax, while the next Sh8,333 per month, or Sh100,000 annually, is subject to 25 percent Paye. Workers earning up to Sh467,000 a month pay 30 percent; those earning up to 767,000 pay 32.5 percent and the rest pay 35 percent.

Under the proposal, the five percent cut would apply to all existing Paye bands, with the highest rate capped at 30 percent.

The industry said this approach would increase disposable income, boost household consumption and stimulate growth in productive sectors such as manufacturing and agriculture.

Banks also argued that easing the tax burden on labour would broaden the tax base and deliver more resilient government revenues over time, through higher collections from value-added tax, excise duty and corporate income tax, rather than continued heavy reliance on taxing wages.

Bankers further argued that the tax cut could help reinvigorate economic activity ahead of the next general election, a period that has historically been marked by business slowdowns, weaker investment and softer revenue performance.