How hospitals will be licensed under new SHA rules

Kenya is changing the way health facilities contract with the Social Health Authority (SHA), with the new rules tying reimbursement to the specific services that a facility is licensed to provide.

These changes form part of the 2026-2029 contracting cycle, which coincides with the expiration of the current contracts on October 14, 2026.

However, the changes come amid concerns from healthcare providers regarding contracting requirements, claims processing, tariffs, pre-authorisation and delayed reimbursements.

What exactly will change under the new SHA contracting rules?

The 2026-2029 SHA contracting cycle will introduce changes to the way health facilities participate in the public health insurance system.

Facilities will only be contracted to provide services for which they hold the necessary licences and regulatory approvals. The new process will also use a digital contracting platform.

The new framework introduces a 90-day timeline for paying clean claims, a digital contracting platform, and a conditional compliance period for facilities that have met most requirements but are still obtaining some statutory documents.

The new arrangements also provide a conditional compliance period for facilities that have met the other contracting requirements but are still obtaining specified statutory documents.

Does the 90-day payment rule mean that hospitals will receive their SHA funding within three months?

The 90-day requirement applies to clean claims and does not guarantee that every claim submitted to the SHA will be paid within three months.

A clean claim is one that meets the requirements and has no outstanding issues requiring clarification or correction. Under the new framework, clean claims will be processed in the order they are received and paid within 90 days.

If insufficient funds are available to settle a clean claim within this timeframe, the unpaid amount will be recognised as a certified liability and carried forward for settlement within the same financial year, provided the necessary funds are available.

Why is the SHA making individual service licences part of the contracting process?

This new requirement means that the SHA will link a facility’s contract to the specific services that it is legally authorised to provide. While a facility may be licensed to operate as a health facility, it may still require separate regulatory approval for particular services. For example, laboratories, pharmacies and imaging services are subject to regulation by their respective statutory bodies.

This requirement is therefore intended to ensure that facilities are contracted for, and reimbursed for, services that fall within their approved regulatory scope.

‘The national and county governments reaffirmed their commitment to ensuring that eligible public health facilities complete the contracting process on time and continue to provide quality, accessible, uninterrupted services to SHA beneficiaries,’ said Aden Duale, Health Cabinet Secretary.

What happens if a hospital has a SHA contract but lacks a licence for one of its services?

The hospital does not necessarily lose its entire SHA contract. It can be contracted for services for which it meets the required regulatory conditions.

Therefore, the facility would remain contracted for its compliant services, but would not be able to claim SHA reimbursement for services it is not authorised to provide.

‘Facilities will only be contracted for services for which they are duly licensed,’ said Mr Duale.

What other issues are providers concerned about under the new contracts?

Several aspects of the SHA’s contracting and reimbursement system have been raised as concerns by providers, including tariffs, claims processing, pre-authorisation, empanelment, payment delays, and the digital systems used to manage services and claims. These issues impact the conditions under which facilities provide care to SHA beneficiaries and seek reimbursement from the Authority.

Could the new contracting requirements affect patients?

They could affect where patients obtain particular services. If a facility is not contracted to provide a particular service because it lacks the necessary regulatory approval, SHA beneficiaries may have to obtain that service from another contracted facility.

What will happen to facilities that have not completed the new contracting requirements by October 14?

Current SHA facility contracts have been extended to October 14, and the government has confirmed that they will not be extended again.

This means that facilities must complete the new contracting requirements within the transition period. If a facility has not met the requirements by the end of the current contracting period, its existing contract will not be extended simply because it has not completed the new requirements.

However, facilities that have met the other contracting requirements but are still awaiting specified statutory documents have been granted a conditional compliance period of 30 days to submit these documents.

These documents are required from the National Social Security Fund, the National Environment Management Authority, the fire safety authorities, the National Council for Persons with Disabilities and the Office of the Data Protection Commissioner.

Why investors can’t finance what is vague

African businesses seeking capital are often encouraged to sharpen their pitch, improve the deck and explain the opportunity more clearly. All of that matters, but investment readiness also depends on understanding how investors engage with a business, what they assess and why they ask certain questions.

Businesses may not always know where their own gaps lie. Management teams can overestimate their readiness for external capital or assume that a strong business plan and a convincing pitch are enough.

The World Bank has documented cases where entrepreneurs had received business-planning and pitching support but were still surprised by investors’ expectations around issues such as shared ownership and exit.

It concluded that investor engagement needed to become part of entrepreneurship training. This is relevant in Africa, where the challenge is not simply the absence of capital.

African financial institutional investors manage around $4 trillion across pension funds, insurers, banks and sovereign wealth funds, according to FSD Africa. Yet only 2.7 percent of institutional assets are invested in infrastructure and other productive sectors.

Unlocking more of that capital will depend on many things, from regulation and risk allocation to market depth and the availability of investable opportunities. But at the level of an individual business, the story, financials, governance and management team also need to align.

Investors compare what management says with what the financial model, accounts and due-diligence materials show.

Take audited financial statements, for example. To a business owner, repeated requests for accounts may feel like another hurdle between the company and the capital it needs. For an investor, however, the accounts help answer more fundamental questions about growth, earnings, cash flows and the outlook for the business.

Understanding why the questions are being asked is an important part of becoming investment-ready. Businesses need to understand what an investment committee is trying to establish before approving capital, why certain information matters and what credible evidence looks like.

Banks, development finance institutions, investment funds and other providers of capital already support businesses through accelerators, mentorship programmes, financial literacy initiatives and technical assistance. There is an opportunity to make understanding the investment process a bigger part of that support.

But before information can be communicated well, it has to exist. If a business does not understand its margins, communication cannot invent them. And if management cannot explain where cash is going, how much capital it needs or where the biggest risks to the business sit, those are management and financial-information issues first.

For a smaller business with limited resources, hiring an investor-relations or communications adviser may therefore not be the starting point. Strengthening the business’s financial reporting, governance, planning and management information may be more important. Once those foundations are in place, investor relations and communications can help the business prepare for scrutiny that comes with raising capital.

The objective is not only to make the company sound more attractive but to create a clear line between what the business is doing, what the numbers show and what management is telling investors.

That means helping management explain the business consistently across investor presentations, financial information and due-diligence discussions; anticipating the questions investors are likely to ask; providing context around performance; and ensuring that the opportunity, risks and use of capital are clearly understood.

Management may know that the decline was caused by delayed customer orders that were completed the following month. The role of communication is not to obscure the decline, but to provide the context needed to assess it properly. That discipline should continue after the capital has been raised.

The business still needs to report against agreed milestones, explain changes in performance and show how management is responding when things do not go according to plan. Investors need visibility not only when performance is strong, but also when expectations change.

None of this suggests that better investor relations or communication will solve Africa’s financing gap. It will not remove currency risk, deepen capital markets, reduce the cost of capital or make a business with weak fundamentals investable. But information is still part of the infrastructure that allows capital to move.

Investors cannot properly assess risks they cannot see, and businesses will struggle to meet expectations they do not understand. If more African businesses are to become genuinely investment-ready, support cannot stop at helping them tell a better story. It also needs to help them understand the questions investors are trying to answer.

Share of women CEOs in Saccos increases to 37pc

The share of women CEOs in Saccos rose to 36.9 percent in 2025, a bright spot in the financial sector that is dominated by male executives.

Latest data from the Sacco Societies Regulatory Authority (Sasra) shows women’s share of CEO posts within regulated Saccos rose from 33.33 percent in 2024, while their share of board seats edged up marginally to 25.5 percent from 25.44 percent.

The increase puts saccos ahead of listed companies, with women accounting for about 14 percent of CEO positions among companies listed on the Nairobi Securities Exchange (NSE).

The broader corporate sector is also struggling with the gender gap, with the Kenya Institute of Management (KIM) finding that women occupied 32 percent of CEO positions nationally in 2025, leaving men with over two-thirds.

Chief executives in banks is also a male affair, with women taking only five of the top job in Kenya’s 38 banks.

‘There was a marginal increase in the aggregate proportion of female CEOs in the regulated sacco industry to 36.9 percent in 2025 from 33.33 percent in 2024, thus ensuring that the regulated sacco industry employment demographic remained compliant with the constitutional one third gender rule,’ said Sasra.

In corporate Kenya, leadership progression is often tied to access to networks, capital and mentorship, areas where women have historically been underrepresented.

Sasra data came as the number of regulated saccos increased from 355 in 2024 to 357 in 2025, while directors rose from 3,019 to 3,047, with women taking nine of the 28 additional seats and men taking the remaining 19.

Women board directors increased from 768 to 777 over the year, while their male counterparts rose from 2,251 to 2,270, leaving men with 74.5 percent of board seats at the end of 2025.

This means that women remain 7.83 percentage points below the one-third benchmark, with approximately 239 additional women needed to reach that share if the total number of directors remains unchanged.

The slow movement in board representation contrasts with the increase in female CEOs, whose share rose by more than three percentage points in one year.

Among deposit-taking saccos, women accounted for 29.05 percent of chief executives in 2025, up from 24.29 percent in 2024, but held only 21.63 percent of board seats which was virtually unchanged from 21.64 percent.

These institutions are generally larger and more complex than non-withdrawable deposit-taking saccos, with Sasra saying they need targeted interventions to raise women’s board representation toward the levels recorded among their peers.

Non-withdrawable deposit-taking saccos recorded a higher female share of both CEO positions and directorships, although their boardrooms also remained below the one-third threshold.

Women accounted for 45.14 percent of CEOs in this segment in 2025, compared with 43.21 percent in 2024, while their share of board seats increased marginally from 29.44 percent to 29.58 percent.

Sasra places the responsibility for appointing CES with sacco boards, subject to the regulator’s prior approval.

Directors are accountable jointly to sacco members and the regulator for matters including records, internal controls and provisions for losses, making board compositions central to institutional oversight.

The Sasra report shows that the gender imbalance is more pronounced in the chairperson’s office, which remains dominated by men across both categories of saccos.

Among deposit-taking saccos, women held 14 of 179 chairperson positions in 2025, representing 7.82 percent, up from 11 positions or 6.21 percent in 2024.

In non-withdrawable deposit-taking Saccos, the number of women chairpersons fell from 20 to 19, reducing their share from 11.24 percent to 10.73 percent over the same period.

Women also lost ground in the vice-chairperson’s office among deposit-taking Saccos, where their representation fell from 18.39 percent in 2024 to 13.71 percent in 2025.

Saccos cautioned on high-risk investments as portfolio nears Sh100bn

The State Department of Co-operatives has cautioned saccos against aggressive expansion into specialised investment schemes such as special funds and offshore placements even as the sector’s investment portfolio nears Sh100 billion.

Principal Secretary for Co-operatives Patrick Kilemi warned sacco managers and directors against deploying members’ money into investments promising higher returns but potentially carrying greater risks than traditional instruments such as government securities.

‘When members ask ‘Where is our money?’ they must see that you (management) made a prudent decision,’ Mr Kilemi said.

‘I am a Mansa (investor in Standard Investment Bank’s Mansa-X, a special collective investment scheme product), but I would not approve of saccos making decisions about people’s money to go and do the kind of things we do out there with our personal money,’ he said.

The warning comes as Sacco Societies Regulatory Authority (Sasra) data showed financial investments by regulated saccos rose 63 percent to Sh99.81 billion in 2025, up from Sh61.21 billion a year earlier.

The increased portfolio was driven partly by a rise in collective investment schemes, which include money market funds and unit trusts. Sacco holdings in these vehicles more than tripled to Sh19.55 billion in 2025 from Sh5.52 billion in 2024, taking their share of the investment portfolio to 19.79 percent from 9.02 percent.

Collective investment schemes pool money from investors into assets such as government securities, fixed-income instruments, equities and other approved investments.

On the other hand, special funds can target more specialised or alternative assets and may offer higher returns. The special fund invests according to the asset manager’s strategy and is unconstrained. However, the potential for higher yields can also come with higher investment and liquidity risks.

Mr Kilemi said sacco officials should distinguish between decisions they make with their personal money and those involving members’ funds.

‘As a CEO or director, you can go offshore, even in the Cayman Islands. But when it comes to sacco funds, it is a question of responsibility and having control,’ he said.

The Capital Markets Authority in July cautioned investors against funds making promises of abnormal returns, amid growing interest in alternative investment products. The special funds accounted for a 23.9 percent share of collective investment schemes as of the end of March 2026, with Sh203.5 billion packed into them.

Government securities remained the largest single traditional investment class, with saccos’ holdings rising to Sh23.64 billion in 2025 from Sh21.35 billion. The regulator said their continued popularity reflects their relatively low risk and liquidity.

However, the strongest growth outside collective investment schemes was recorded in sacco-linked investments. Placements in national co-operative organisations (NACOs) rose to Sh25.68 billion from Sh14.33 billion, while sacco shares in NACOs increased to Sh29.99 billion from Sh19.31 billion.

Sasra attributed the increased placements in NACOs to higher inter-sacco collaboration, improved confidence in co-operative institutions, liquidity management needs and the desire to strengthen ownership within the movement.

Mr Kilemi said the sector needed to strike a balance between public oversight and private decision-making, particularly when members’ savings are at stake.

‘The question about saccos is a pendulum that keeps swinging between public and private. What we see as government is that when there is a problem, the pendulum moves a lot towards public, but when thriving, it is very private. Let the pendulum be in the middle,’ he said.

Airtel’s virtual card to rival M-Pesa GlobalPay

Airtel Money is planning to launch a virtual card in Kenya that will allow customers to make international online payments directly from their mobile money wallets, setting up a new challenge to M-Pesa’s GlobalPay service.

The Airtel Money Global Pay Card, offered in partnership with Mastercard, is a virtual card number (VCN) that allows customers to transfer funds from their Airtel Money wallets and use them to pay for goods and services on international e-commerce platforms such as Amazon and eBay.

Airtel Money’s Netherlands-based parent firm Airtel Mobile Commerce N.V. said it plans to introduce the card in Kenya as it expands digital payment services across its African markets.

It will put Airtel in direct competition with Safaricom’s M-Pesa GlobalPay, a virtual Visa card linked to the M-Pesa wallet that has been available to Kenyan customers since 2022.

‘The Group plans to launch the card in DRC, Gabon and Kenya,’ the company said in regulatory disclosures seen by the Business Daily.

The firm has not revealed timelines for the planned rollout.

VCNs are digital equivalents of debit or prepaid cards, enabling online payments without the need for physical cards.

They can be used for payments on international websites and digital subscription services such as Netflix and Amazon Prime.

The Airtel card has already been introduced in Uganda, Zambia and Tanzania, where the group says it has issued more than 875,000 cards since its launch in 2025.

The virtual card will complement Airtel Money’s existing bill and merchant payment services, giving its customers another way to pay on international websites without requiring a traditional bank card.

It comes as mobile money operators expand usage beyond person-to-person cash transfers and agent withdrawals, with digital commerce emerging as a growing source of revenue.

Airtel Money operates in 13 African markets, including Kenya, Malawi, Rwanda, Tanzania, Uganda, Zambia, DRC, Gabon, Madagascar, Niger and Seychelles.

The multinational said average transaction values for merchant payments in one of its operating companies increased from $20 (Sh2,593) in the year ended March 2022 to $74 (Sh9,595) in the year to June 2026.

East Africa was the group’s largest revenue contributor in the year ended March 2026, covering Kenya, Tanzania, Uganda, Rwanda, Zambia and Malawi.

Airtel Money revenues from the region rose to $1 billion (Sh129 billion) from $747 million (Sh96.8 billion), reflecting increased use of digital financial services.

In Kenya, the new card would challenge M-Pesa GlobalPay, which allows customers to make international online payments through Visa’s network using funds held in their M-Pesa wallets.

Safaricom recently said global payments revenue, which includes international money transfers, virtual cards and Google Play Store payments, grew 22.3 percent to Sh4.8 billion in the year ended March 2026.

The growth came as customers increasingly adopted cross-border transfers and digital commerce services.

Overall M-Pesa revenue increased 13.4 percent to Sh182.7 billion during the year, with consumer payments accounting for the largest share of the growth.

Kenyan consumers are increasingly using mobile wallets for online shopping, subscriptions and other services that traditionally required debit or prepaid cards.

These include music apps such as Spotify and Apple Music, purchasing apps from the Google Play Store and Apple’s App Store, as well as computer software from firms like Adobe and Microsoft.

This is driven by a surge in smartphones and mobile money subscriptions. The country’s smartphone penetration stood at 98 percent in June 2026, with 54 million mobile money subscriptions, according to data from the Communications Authority.

To rent or to buy? The costs Kenyans foot to live abroad

Esther Njuguna, 30, lives in a rented apartment in Jylland, Denmark. When she moved to Denmark in 2016 as an au pair, a programme where a young person lives with a host family and helps around the house while learning the language and culture, she never thought one day she would even afford her own home in a foreign country.

‘When I started, I’d be given about Sh70,000,’ she says of the au pair contract in Denmark, which usually runs for two years and is only open to people between 18 and 29 who are not married and have no children.

When the programme ended, she got married to a Danish man. In Denmark, marrying a native is not an outright route to getting the dream home.

‘When a Danish marries an African, he has to pay around Sh2 million to the government, but if the spouse can speak the language, it’s cheaper; one pays around Sh50,000,’ she talks of the wait for a residence permit through family reunification.

With her CPR number, the Danish social security number, and residence permit, she enrolled in college to study caregiving. She later got a job earning from Sh3,500 to Sh5,900 an hour.

While searching for a dream home, every landlord who reviewed her application would ask the same three things every time. ‘Where’s your work contract? How much do you earn? You show them your monthly salary for three months,’ she says.

‘I now stay in a two-bedroom house, which is 105 square metres, and I pay around Sh140,000,’ Esther says of her current home, a family-designated apartment with two toilets, a laundry space and a glass-covered balcony she can use through winter.

Buying a home in the UK

Phoebe Gathoni is a Kenyan in her 40s living in the UK. She started by renting before buying property there. On renting, she explains that the search begins through property apps where estate agents list available houses.

‘You then book a viewing,’ she says.

Once a tenant decides on a home, the paperwork begins in earnest.

She lists identification, proof of the right to rent issued by the Home Office to confirm legal status in the country, a reference from a previous landlord or, for newcomers without that history, a letter from an employer instead, and an address history covering three to five years.

‘If you’re new to the country, this can be problematic, so usually a letter from your employer will do,’ she says.

A holding deposit secures the property while those checks are completed, and only once everything clears does the real deposit come due.

‘Once all those things go through, you then pay a deposit that’s usually one and a half months’ rent,’ she says, adding that the sum is held by a government-backed scheme.

‘When you move out, if there are no issues, it is returned to you,’ she says.

Buying a home, she says, is a far longer road. It starts the same way; browsing listings, booking a viewing and making an offer, but she stresses that the real work begins before an offer is even made.

‘It is advisable to sort out a Mortgage in Principle before you start looking,’ she says, a document a mortgage broker helps secure after a credit check and a review of six months of bank statements, six months of payslips, identification, and, for anyone without permanent status, proof of legal residence from the Home Office.

‘Mortgage brokers deal with the banks once you have done your credit checks and given all your documents,’ she says. Once a price is agreed, a solicitor takes over.

‘You need a solicitor, a lawyer, who does the conveyancing, the legal bits,’ she says, ‘who also costs a minimum, I think, starts from Sh223,500.’

From there, the bank runs its own deeper check on the buyer. ‘The hard search includes the bank going to view the property through a surveyor, and they check if the house is valued as the buyer has said,’ she says, a step that takes at least a month and can still end in a mortgage being declined even after a Mortgage in Principle was granted.

For her, her solicitor was still running council searches on the property’s history and any developments nearby, a process she says ‘can take from two weeks to many months depending on how quickly the council responds.’

Buyers must also arrange their own structural survey. ‘Surveys cost from Sh200,000 to Sh515,000,’ she says, and any concerns it raises get passed back and forth between solicitors for months until both sides are satisfied.

Once everything clears, contracts are exchanged, and a deposit is paid straight to the buyer’s own solicitor. ‘Minimum 5 percent but usually 10 percent,’ she says of the deposit, ‘and at this point there is no turning back, all parties are locked in.’

On completion day, the bank sends the mortgage funds to the buyer’s solicitor, who passes them to the seller’s side, and the keys are handed over soon after.

Looking back on her own purchase, she sums up the scale of the process in one line. ‘We bought it, and it took about nine months in total,’ she says.

Renting in Germany

Monica Wanjiku is another Kenyan who found a home in Germany. But securing a place was not easy. Her search coincided with the start of the war in Ukraine, which drove more people into Germany’s rental market and further tightened an already limited supply of housing. But even with fewer homes available, rent increases in Germany are not simply a matter of landlords’ discretion.

‘It’s not like in Kenya, where a landlord can raise the rent whenever they feel like it,’ she says. ‘Here, rents are regulated by the government.’

Growing up in an orphanage, Monica moved to Germany in 2019 on a family reunion visa after meeting a German partner at the Kenyan coast. She settled in a small German town where she was often the only Black person around. ‘I felt out of place; I felt like an alien,’ she says.

To settle fast, she studied the language, got a driving licence, then enrolled in a nursing school. She graduated in 2026 from Akademie fr Beruf Gesundheit Schule and moved straight into work as a nurse, earning about Sh3,000 an hour.

Getting the perfect house meant she had to hand in her personal documents almost every time.

‘Normally, they want to know who you are. Alongside identification, applicants must show they can keep up with rent, and a work contract is the clearest proof of that,’ she says.

In addition to identification and proof of income, many landlords also ask for a police clearance certificate before handing over a lease.

‘I pay around Sh132,000 rent a month,’ she says of her current home, which is a three-bedroom apartment of 94 square metres near Dusseldorf and Cologne. ‘That includes the water and electricity bills.’

One thing that stood out to her was the 10pm house rule. In Germany, breach of estate rules carries real consequences. ‘No noise should come from your house past 10pm,’ she says, and breaking that rule more than once can cost a tenant their home entirely.

‘The penalty is you’ll be kicked out of the house. Your lease will be terminated,’ Monica says.

She finally received her German citizenship in July, seven years after arriving in the country.

Homeownership in the US

How much they pay in rent is one of the financial burdens Kenyans in the diaspora grapple with.

Tabby Mbeky, 32, a Kenyan who sells homes in the US, says that in Dallas, for instance, a one-bedroom apartment in a rougher part of town might cost around Sh129,700 a month in rent, while a decent one-bedroom in a better area climbs to about Sh194,500.

‘For anyone seeking a nicer, more upscale unit, be ready to spend at least Sh324,250 every month,’ she says.

She says understanding the credit system is the single most valuable lesson for someone seeking to own or rent a house. Once a bank account is opened, every payment links back to a social security number and slowly builds a financial record.

‘You need to work on your credit first. And then once that’s done, everything else is going to be straightforward,’ she says.

Her own strategy was disciplined and simple. She used credit cards but cleared the balance immediately every time. ‘I was using credit cards, but if I use it, I paid them off immediately,’ she says. ‘So I was able to build my credit very fast and have a very solid credit too.’

For those without any credit history, she outlines two practical routes. The first is finding a cosigner, someone with strong credit willing to vouch for a lease or loan. ‘A cosigner can be anybody,’ she says, provided their financial profile is solid. She found hers without much difficulty. ‘I just approached a friend, and the friend was willing to cosign me.’

The second option is being added as an authorised user on a relative’s credit account. ‘If their credit profile is already at 800, if they add you on that, you’re now also getting a good credit,’ she says.

She believes this kind of guidance rarely reaches the people who need it most. ‘A lot of information is needed in our community,’ she says.

Once she felt ready to invest, she made a deliberate choice to avoid debt entirely. ‘I came here and decided to stay away from debt,’ she says. ‘So everything I was buying, I was paying cash.’

She began with investment properties before purchasing anything for personal use, and she opened a business to separate her company’s credit from her own. ‘I was able to protect my personal credit from being overleveraged,’ she says.

For those looking to pick mortgages in the US, she says two central factors matter most: income and debt. She uses a simple example, someone earning Sh518,800 a month, to show how lenders calculate what remains after other bills before approving a mortgage payment. Though lenders set an upper limit on borrowing power, she chose to borrow less than she qualified for.

‘I went lower because I prefer to stay with as little debt as possible,’ she says. She explains that a mortgage payment folds together four elements; principal, interest, taxes and insurance, on top of the separate costs of a down payment and closing fees.

For buyers still living abroad, she says the process differs but remains manageable.

‘You don’t necessarily need to have anything like here,’ she says. A foreign buyer can apply for a Form W7, which functions much like a social security number for tax purposes. Down payments, however, run considerably higher for non-residents.

‘Your down payment as a foreigner might be anywhere between 25 percent to 30percent,’ she says.

Banks also require valid passports, visas, proof of income drawn from home country tax records, and bank statements covering anywhere from 12 weeks to 12 months, all meant to reassure lenders that mortgage payments will be met through the first year.

World Bank buys Quickmart stake after Naivas exit

The World Bank’s private investment arm is buying a 6.5 percent stake in Quickmart through the retailer’s initial public offering (IPO) for Sh1.94 billion ($15 million), making a return to the local retail sector four years after selling a minority stake in Naivas Limited.

Quickmart says it has secured the investment from the International Finance Corporation (IFC)-the World Bank’s private investment arm- as a cornerstone investor in the Sh15 billion IPO, which has valued Quickmart at Sh30 billion.

This new bet on the retail sector will see the IFC acquire 258.67 million shares in Quickmart, representing about 13 percent of the offer shares, and an ultimate stake of 6.5 percent in the company.

For the IFC, this is not the first equity investment in a Kenyan retailer, having participated in a consortium that bought and sold a 31.5 percent in Naivas between 2020 and 2022 for a tidy profit.

IFC is hoping for a similar outsized return from Quickmart upon its exit, on the back of the retailer’s expansion plans and steady dividend payouts.

The retailer paid its shareholders a dividend of Sh1.65 billion, representing a payout ratio of 109 percent and is aiming to distribute at least 80 percent of its earnings to shareholders in the coming years.

The IFC is making a similar investment of $90 million (Sh11.7 billion) in the ongoing Airtel Money IPO on the London Stock Exchange (LSE) that is targeting Sh90.5 billion, highlighting its appetite for backing large capital market issuances through minority equity stakes.

Airtel Money is the fintech arm of telecommunications firm Airtel Africa, which operates in 14 African countries including Kenya.

In Quickmart’s IPO, current owners who include Mauritius-registered private equity fund Adenia Partners founders of Quickmart and Tumaini supermarkets and the retailer’s chief executive officer Peter Kang’iri are offloading two billion shares, equivalent to a 50 percent stake.

Their shares are held through an investment vehicle known as Sokoni Retail Kenya Limited (SRKL).

‘As Adenia, we are committed to staying on board and supporting Quickmart management through its next phase, and look forward to welcoming on board our incoming new shareholders, with a special mention to IFC, who are our cornerstone investor,’ said Martha Osier, a partner at Adenia, during the formal launch of the IPO on Tuesday.

Cornerstone investors are institutional or high net worth investors who agree in advance to buy a specific stake in an IPO, signaling confidence in an offer to other buyers.

The IFC, however, said its participation in the sale is not an endorsement or recommendation to other investors to participate in the IPO.

The IFC’s decision to invest in the Quickmart IPO, pending approval by its board, is its first such commitment in recent public offers in Kenya dating back to the 2000s.

Other large institutional investments in Kenyan IPOs have come in after offers open, and not through pre-sale public commitments such as the one seen from the IFC.

Some large buyers have also opted to keep their investments secret through nominee accounts in banks and stockbrokers.

In Naivas, German fund DEG, the IFC and private equity firms Amethis and MCB Equity Fund bought the stake in Naivas for Sh6 billion in 2020 through the investment vehicle Amethis Retail Limited.

The cash injection gave the supermarket growth capital to fuel its aggressive expansion across the country, while also diluting the stake of the retailer’s founding family of the late businessman Peter Mukuha Kago from 100 percent to 68.5 percent.

In the transaction, the IFC invested $15 million, equivalent to Sh1.8 billion at the dollar exchange rate at the time, a commitment that is matched by its proposed investment in Quickmart shares.

The DEG-led group subsequently sold the stake for $119.68 million in June 2022 to another consortium that was led by Mauritian conglomerate IBL Group and French sovereign wealth fund Proparco-more than doubling their original investment from two years earlier.

DEG also participated in the second consortium, simultaneously exiting its initial investment in Naivas and re-entering the retailer’s shareholder list as part of the new ownership.

The IBL consortium further increased its Naivas stake to 51 percent by purchasing additional shares from the Mukuha family, which ended up with a minority 49 percent stake in the retailer.

Similarly, Quickmart’s founding family of the late businessman John Kinuthia was left with a minority stake when it sold a 51 percent stake in the business to Adenia in 2019.

The PE fund had earlier in 2018 acquired a 55 percent holding in Tumaini Supermarket from its founders Moses Nditika, Joram Njoga and Elijah Okello, before merging the two retailers in 2020 under the Quickmart brand.

Going into the listing, Adenia holds a 50.79 percent stake in SRKL, the Kinuthia family 31.83 percent, the Tumaini founders 12.02 percent and Mr Kang’iri 5.36 percent.

Presuming the offer is fully subscribed, Adenia’s stake will drop to 25.4 percent, with the stakes of the Quickmart and Tumaini founders falling to 15.9 percent and 6.01 percent, respectively. Meanwhile, Mr Kang’iri’s holding will halve to 2.68 percent.

This means that the IFC will go into the business as the third-biggest shareholder behind Adenia and the Kinuthia family after the offer.

The IPO could, however, usher in other large investors into the business, given the allocation criteria that sets aside 35 percent of the offer shares for Kenyan institutional investors, equivalent to an ultimate holding of 17.5 percent of the company’s issued shares.

Local retail and foreign investors have been allocated 20 percent each, East African Community investors 12 percent, and the IFC 13 percent. These limits can be adjusted depending on subscription levels per investor category.

Quickmart is now the second largest retail chain in Kenya behind Naivas by store count and turnover, with an estimated 15 percent share of the market. The company has a current store count of 72, in 16 counties.

In the year ended December 2025, Quickmart reported a 33 percent growth in net profit to Sh1.51 billion. Sales rose by 9.3 percent to Sh50.43 billion in the year.

CMA okays Dangote refinery Kenya share sale after delay

The Capital Markets Authority (CMA) has finally approved the sale of ongoing Dangote Petroleum Refinery shares via the Nairobi bourse using a special financial instrument.

The approval of the instrument, which is technically known as global depository receipts (GDRs), would allow local stockbrokers to market Dangote’s initial public offering (IPO) locally and list a copy of the shares at the Nairobi Securities Exchange (NSE).

The local sale of the Dangote shares was expected to start Monday morning, but the CMA had delayed the approval due to undisclosed pending issues.

The nod now allows local investors to buy the shares for as little as Sh49 a piece.

Dangote IPO, which is Africa’s biggest ever, was approved and issued in Lagos, and could not be marketed and sold in Kenya without the CMA nod.

‘The CMA has approved a short form prospectus for a global depository receipt (GDR) submitted by Renaissance Capital, enabling eligible Kenyan investors to participate in the initial public offering of Dangote Petroleum Refinery and Petrochemicals (DPRP),’ CMA said in a statement.

‘In the case under review, Renaissance Capital (Kenya) Limited will put in place appropriate custodial arrangements for funds received from investors. At the close of the DPRP IPO and confirmation of the allocation of DPRP shares, Renaissance Capital (Kenya) Limited will structure GDRs which will be listed on the Nairobi Securities Exchange (NSE).’

CMA, however, noted that the listing of the GDRs remains subject to obtaining relevant approvals from Nigeria’s Securities and Exchange Commission (SEC).

Renaissance Capital, which is behind the Dangote GDRs, was expecting to get the CMA approval last Friday and allow it to sell the shares between October 5 and October 13, matching the close of the IPO in Nigeria.

The GDRs are bank certificate that represents ownership of a specific number of shares in a foreign company, allowing investors to trade on stock exchanges outside the issuer’s home market.

Dangote IPO, which is Africa’s biggest ever, was approved and issued in Lagos, and it cannot be marketed and sold in Kenya.

Under GDRs, which will represent the underlying Dangote shares being listed on the Nigerian Stock Exchange (NGX), Kenyan investors can buy the share at Sh49 a piece and trade the certificates at the Nairobi bourse.

Besides the GDR route, CMA says firms including CPF Capital and Advisory, SBG Securities/Stanbic Bank, Francis Drummond and Co Limited, National Bank of Kenya, Sterling Capital, Kestrel Capital and AXYS Investment Bank are facilitating access to the Dangote IPO through partner relationships in Nigeria.

Stanbic Bank is expected to serve as the custodian in the GDRs deal, directly purchasing the Dangote shares, which will then be packaged into receipts and offered to local investors who can then trade the units at the NSE.

The GDRs, whose offer price is expected to closely mimic the Sh49 per share offer in Nigeria, are expected to allow more investors to access the Dangote IPO in contrast to the alternative.

Licensed firms have been offering the Dangote shares at a costlier rate, with some brokers placing the minimum subscription as high as Sh259, 520 ($2,000).

The IPO, which seeks to raise Sh207.5 billion, runs up to October 13.

The sale is offering 4.1 billion ordinary shares, equivalent to a 3.4 percent shareholding of the Dangote Petroleum Refinery.

GDRs work like derivatives by mirroring the change in price of the underlying asset, which in this case is the Dangote shares listed in Nigeria.

Dangote, as the issuer of the IPO, is expected to deposit shares with the Nigerian custodian bank (Stanbic Bank), with the lender then expected to confirm receipt and deposit the units purchased with its Kenyan peer.

Stanbic Bank Kenya will subsequently issue the GDRs alongside Renaissance Capital, matching the units to the number of shares in its vault.

CMA’s nod allows the distribution of the GDRs to investors up to October 13, when the respective IPO closes in Nigeria.

Investors in the offer will be allotted units/receipts on November 11, while the transfer of proceeds and crediting of the units in investors’ CDSC accounts will happen between November 12 and December 2.

The GDRs will be admitted on the Nairobi bourse on December 8.

CMA says it has already granted the green light to Renaissance Capital (Kenya) Limited to seek the listing subject to the successful fund raise and subsequent allocation of the requisite shares that will facilitate the listing of the GDRs.

The markets regulator notes the transaction to be the first since the issuance of the policy guidance note on global depository receipts and global depository notes in Kenya.

The sponsoring broker, Renaissance Capital, has touted GDRs as the most effective vehicle for bringing Dangote shares to the public, as a cross-listing of the company remains off the cards until a future date.

Electricity bill savings hit Sh8bn as more firms shift to off-peak operations

Electricity bill savings have hit Sh8billion in five years as more industrial and business consumers shifted production to off-peak hours, lured by a discounted consumer tariff.

An analysis of official data shows firms saved Sh1.87 billion on their electricity bills in the year ended June 2026 through the off-peak preferential tariffs, adding to the Sh6.26 billion they slashed between July 2021 and June 2025.

The preferential tariff, technically referred to as Time of Use (ToU), provides eligible commercial, industrial, and e-mobility customers with a 50 percent discount on energy charges during off-peak hours.

The ToU covers weekdays from 10 pm to 6 am, Saturdays from 2 pm through midnight to Sunday at 6 am, and the whole day on Sundays and public holidays.

More firms have increasingly turned to the preferential tariff in a bid to keep a lid on their electricity bills, with 2,614 businesses benefiting from the tariff in the year to June 2026 compared to 2,339 a year earlier and 1,2482 firms in the year to June 2022.

ToU allows firms to get discounts on their base electricity tariffs once they meet consumption targets, significantly lowering their power bills despite increased electricity use.

Costly electricity is a major headache for businesses in Kenya, with the World Bank estimating the average cost of a kilowatt-hour (kWh) at $0.23 (Sh29.8), which is significantly higher than in neighbouring economies.

Steep power prices have ballooned production costs for businesses and ultimately led to pricey goods and services as the firms pass these high costs to consumers.

‘Kenya’s electricity prices are among the highest in the region, materially increasing production costs for formal, quality-compliant producers,’ the World Bank said in a review of Kenya’s private sector last month.

‘Industrial tariffs average US$0.18-US$0.23 per kilowatt-hour, compared with about US$0.03-US$0.05 per kilowatt-hour in regional comparators such as the Arab Republic of Egypt, Ethiopia, and Morocco,’ the Bretton Woods institution added in the review.

Businesses continue to grapple with costly electricity, a scenario that led to the introduction of ToU in December 2017 to encourage increased electricity consumption by commercial and industrial customers during off-peak hours.

The preferential tariff was later extended to small commercial and electric mobility customers in April 2023. ToU allows industries and big consumers of the national grid to use more electricity, especially when demand is low, at cheaper rates and in turn boost their production, besides driving Kenya Power’s electricity sales.

The tariff aims to flatten the demand curve, thereby enhancing grid stability and optimising the utilisation of available generation capacity.

The base tariff has been reducing year on year since 2023 in line with gazetted prices, but the marginal drops have done little to ease pressure on Kenya Power’s commercial and industrial clients.

Commercial and industrial clients are charged between Sh12.28-Sh18 per kWh in the base tariff compared to a range of Sh12.28-Sh20.18 in 2023. Base tariff, also referred to as consumption charge, is the single component of a power bill, with the others being fuel surcharge, Value Added Tax of 16 percent, forex adjustment, and energy regulatory levy.

The components of an electricity bill are the Rural Electrification Programme levy, Water Resources Management Authority levy, and a levy for the energy sector.

When a CEO is still on the payroll but locked out of office, court weighs in

Chief executives are sometimes pushed out long before their contracts formally expire. Boards may strip them of responsibilities, cut off access to company systems or place them on leave while a successor takes over, creating an awkward period in which an executive remains employed but is effectively out of the job. Can they sue?

That is what unfolded at the Kenya Tea Development Agency (KTDA), where CEO Wilson Muthaura Mathiu was locked out of the workplace months before his contract was due to end.

Mr Mathiu was still under contract in January 2026 when his work email was deactivated. He was also removed from official work and board WhatsApp groups, and another executive took over his duties, effectively rendering him an employee without a workplace.

His driver and other benefits attached to the CEO position, including the daily newspapers, were also withdrawn. This was before his contract expired on April 20, 2026, triggering a labour dispute with KTDA and ending with a mixed judgment.

The Employment and Labour Relations Court said the agency could send him on terminal leave because he had 29.5 accrued leave days. But it found KTDA breached his contract by cutting off workplace access and benefits before employment ended.

On January 16, KTDA board directed Mr Mathiu to proceed on terminal leave pending retirement and replaced him with Francis Miano as acting Group CEO. At the time the notice was issued, the petitioner had three months remaining on his employment contract.

KTDA announced Mr Miano’s appointment on January 17, saying he would provide continuity and noting his more than 30 years of professional experience and long service within the agency.

Mr Mathiu had held senior management positions, including Group General Manager-HRA, before becoming acting CEO on June 22, 2021. He was confirmed as CEO under a three-year contract dated October 7, 2021, later renewed to April 20, 2026, with a monthly salary of Sh1.9 million.

He was on approved leave when the January 16 terminal leave letter referenced termination of employment was issued. He said the leave was ending on January 21.

In his court papers, Mr Mathiu said he learned about the termination through social media platforms and had not been personally served with the letter.

He said the move went beyond using accumulated leave. His email and access to SAP, Chaiweb and Informax were deactivated.

The former CEO said that while on leave, he was removed from all official work, board, management and employment-related WhatsApp groups. He said he was denied his office, while the acting CEO occupied it.

The monthly salary was not paid.

“These acts prevented the petitioner from performing his duties, resulting in unfair labour practices and violations of rights under the Employment Act (the Act). The imposed leave and lockout were not justified,” he told the court.

Constructive dismissal

He sued, claiming constructive dismissal and sought more than Sh40 million in compensation. His claim included three months’ notice pay, 29.5 accrued leave days, 16 board sitting allowances, vehicle deductions and 12 months’ compensation.

The forced terminal leave was thus an act of compelling the petitioner to leave employment without justification, the court heard.

KTDA disputed that account. Group Director for Human Capital, Performance and Culture Charles Kireru said the board had acted under its human resource policy after reviewing the former CEO’s accumulated leave.

He said terminal leave was an accepted workplace practice and that Mr Mathiu continued receiving his full salary and related benefits.

KTDA also disputed that Mr Mathiu was denied access, saying security records showed no attempt to visit the office and be turned away. The agency said he retained the company vehicle and its fuel card while on leave.

Further, it said the driver was assigned to the CEO’s office, not Mr Mathiu personally. It said newspapers were attached to the office, not him. “No salary reduction, suspension, or penalty was imposed, as alleged,” the defendant said.

In its judgment dated September 30, 2026, the court accepted part of KTDA’s position. Justice Monica Mbaru said taking accrued annual leave before a fixed-term contract ended was lawful. It noted that he had applied for 20 days from December 22, 2025 to January 21, 2026, and KTDA approved it.

By January 16, he had 29.5 days remaining. The judge said failure to allocate those days could have resulted in encashment. ‘The option to take such earned leave was the most reasonable measure in view of the term contract,’ she said.

Drawing the line

But the court drew a line between being on leave and losing practical rights attached to employment. Although Mr Mathiu was away, his contract continued until April 20.

‘The only difference in this case was the respondent’s conduct of blocking the petitioner from his workplace systems and platforms while employment subsisted. Such action was unnecessary,” the judge said, finding that KTDA breached Mr Mathiu’s right to fair labour practices.

She added: ‘Locking out the petitioner from the workplace by replacing him in his role, recalling his driver, and deactivating the systems to deny him access was unjustified.’

The judge concluded that “it thus became an unfair labour practice to subject the petitioner to a hostile transition period, even where the process should have been smooth”.

The court did not find constructive dismissal because Mr Mathiu was on lawful terminal leave and had not resigned. The judge distinguished his circumstances from cases where employees resigned after employers created intolerable working conditions.

Sh1.9 million award

The court held that terminal leave did not end his contractual rights before that date. It awarded him one month’s salary of Sh1.9 million as general damages for the contractual breach. It also awarded Sh14,740 for the newspapers.

His claims for three months’ notice pay, accrued leave, 16 board sitting allowances, vehicle deductions and 12 months’ compensation were not granted. The court held that the employment had ultimately ended through expiry of the fixed-term contract.

The episode unfolded as KTDA prepared for a leadership change. The agency advertised the Group CEO position on January 19, 2026, three days after Mr Mathiu was placed on terminal leave.

KTDA is farmer-owned, with its shareholding historically structured around 54 tea factory companies and individual smallholder farmers. KTDA says its operations serve more than 600,000 smallholder farmers.