Category: Business Daily

British telecoms giant Vodafone Group wants the hearing of a case filed by a former Safaricom distributor stopped, arguing that it was not properly joined to the case.

Goodweek Inter-Services Limited accused Safaricom of switching it off from the dealer trading portal without notice after the firm failed to sign a new framework agreement.

Kenya’s earnings from tea exports fell in the financial year ended June 2025, marking the first drop in seven years, largely weighed down by reduced orders from the country’s biggest buyer, Pakistan, and a firmer shilling that eroded the value of export receipts.

Analysis of official data shows total tea export earnings dropped by 13.41 percent to Sh176.76 billion in the financial year 2024-25, down from a record Sh204.14 billion the previous year.

A small group of eight State entities will spend more than half of the Sh4.6 billion set aside by the government for the purchase of vehicles for 189 public agencies, revealing a continued heavy spending on cars amid pressure to cut purchases for leasing.

The eight State departments and agencies plan to splash Sh2.5 billion on vehicles and accessories during the year ending June 2026, new disclosures on procurement plans for the year have disclosed.

Travel and tourism are a vital part of Kenya’s heartbeat. They keep businesses running, create jobs, and open doors for global connections.

According to the Tourism Research Institute’s 2024 report, Kenya received about 2.39 million international visitors, earning roughly Sh452 billion.

The World Travel and Tourism Council estimates that the sector now contributes close to seven percent of Kenya’s gross domestic product and supports nearly two million jobs.

Still, behind those impressive numbers lies a growing concern. The way people book travel has changed.

Almost everything happens online now, and while that brings convenience, it also opens the door to rogue operators and online fraud. Many travellers have lost money to fake agents or suspicious online intermediaries who disappear once payment is made.

Each such case chips away at the trust that keeps the industry alive.

For this reason, strong regulation should not be seen as a burden but as a safeguard. A clear framework ensures that only licensed, stable, and professionally run agencies operate. It protects consumers while giving legitimate businesses the space to grow.

As Kenya Association of Travel Agents (KATA) has observed, many travellers fall victim to unregistered intermediaries every year, and rebuilding that lost confidence requires firm and transparent oversight.

Outbound travel is also rising fast. The Tourism Research Institute recorded about 1.42 million outbound travellers in 2024, a sign that more Kenyans are venturing abroad for work, study, and leisure. With more bookings being handled through digital platforms, protecting consumer data and ensuring accountability in cross-border transactions have become urgent priorities.

KATA collaborates with the Tourism ministry and the Tourism Regulatory Authority to improve compliance and raise professional standards. Regulation should evolve alongside technology, not against it.

Proper oversight encourages innovation, rewards professionalism, and ensures travellers can book trips with confidence.

A well-regulated industry also strengthens Kenya’s reputation globally.

Airlines, investors, and international partners prefer working in markets that demonstrate transparency and integrity. When rules are fair and consistently applied, trust grows, and so does business.

Strong regulation is not about restricting opportunity. It’s about protecting it. When the system works, everyone wins. The traveller, the business, and the economy.

The writer is a Membership and Communications Officer at Kenya Association of Travel Agents (KATA)

After the ceremony, the body will be escorted to his Karen residence for an overnight vigil, where close family and associates will gather for private prayers.

On Saturday morning, the body will be flown from Nairobi to Kisumu for a public viewing at Moi Stadium from 9am to 3pm.

From there, a motorcade will escort the body to Bondo, Siaya County, where the late statesman will spend his final night at his rural home.

‘The final burial ceremony will take place on Sunday, October 19, in Bondo, in a ceremony that will combine State protocol and ACK traditions,’ Prof Kindiki affirmed.

‘The burial will be conducted according to the traditions of the ACK Church, which the late Prime Minister faithfully belonged to.’DP Kindiki and Senator Oburu Oginga, Odinga’s elder brother, are co-chairing the funeral committee.

The body will arrive from India on Thursday morning at 8.30 am aboard a Kenya Airways aircraft, escorted by a delegation led by Prime Cabinet Secretary Musalia Mudavadi.

President William Ruto and the Odinga family will receive the remains at JKIA before the procession to Lee Funeral Home.

‘We have decided to move with speed in accordance with the family’s wishes and the late Prime Minister’s desire,’ Prof Kindiki said after a committee meeting in Karen.

Public farewell

Odinga’s body will lie in state at Parliament Buildings from 12pm to 6pm Thursday for public viewing.

Public grieving spaces will be set up nationwide, with live broadcasts of key moments.

‘We want every Kenyan who ever walked, dreamed or marched with the Prime Minister to feel part of this farewell,’ DP Kindiki said.

State funeral service

The Anglican Church of Kenya will lead the service at Nyayo Stadium on Friday.

The event will feature full military and State honours and is expected to draw regional and global dignitaries.

‘This will be a State event befitting the stature of the Right Honourable Raila Odinga,’ Prof Kindiki said.

After the Friday service, Odinga’s body will return to Lee Funeral Home overnight before being transported to Bondo for interment on Sunday.

Kenya has taken a bold leap into the digital finance frontier with the passage of the Virtual Asset Service Providers (Vasp) Bill, 2025 into law.

For a country where millions already trade cryptocurrency informally, this legislation is long overdue. But as the ink dries, the real question emerges: does this new act merely regulate the present, or does it boldly anticipate the future?

The law introduces a multi-agency framework involving the Central Bank of Kenya (CBK), Capital Markets Authority (CMA), and Communications Authority (CA). These institutions will now license crypto exchanges, custodial wallet providers, and token issuers. They will enforce anti-money laundering rules, monitor cybersecurity standards, and protect consumers from fraud and asset loss.

Token launches, referred to as Initial Virtual Asset Offerings (IVAOs), will be treated like securities, requiring full disclosures and regulatory approvals. This clarity is welcome. For years, crypto entrepreneurs operated in a fog of regulatory uncertainty, while consumers faced scams and volatility without recourse.

The bill’s provisions on IVAOs align Kenya with global best practices and could help the country exit the Financial Action Task Force (FATF) greylist. The reduction of digital asset tax from three percent to 1.5 percent is also a smart move to encourage compliance and growth.

Yet for all its strengths, the law has blind spots that deserve attention.

First, it leans heavily toward compliance, potentially stifling innovation. There’s no mention of regulatory sandboxes, safe zones where startups can test new ideas, or tiered licensing for small-scale innovators. In a space where agility is key, this could deter the very talent Kenya hopes to attract.

Second, it is silent on decentralised finance (DeFi), a fast-growing realm where users trade, lend, and borrow without intermediaries. Nor does it define how to regulate or tax non-fungible tokens (NFTs), which are unique digital assets used in art, music, gaming, real estate, and education.

Globally, NFTs are used to verify land ownership, certify academic credentials, and reward loyal customers. Kenya’s law doesn’t yet clarify whether NFTs are collectibles, securities, or intellectual property, and that matters.

Third, the law remains domestically siloed. Crypto is borderless, but the law doesn’t link to African Continental Free Trade Area (AfCFTA) protocols or global frameworks like the EU’s MiCA. Without cross-border alignment, Kenyan crypto firms may struggle to scale regionally or attract foreign investment.

Fourth, it misses a chance to connect with Kenya’s broader digital transformation agenda. There’s no integration with the Maisha Namba digital ID system, nor with the Central Bank’s own exploration of a Central Bank Digital Currency (CBDC). These links are crucial for building a seamless digital economy.

So, what’s the global picture?

According to the IMF and World Economic Forum, crypto has already reshaped parts of the global economy. El Salvador made Bitcoin legal tender in 2021, boosting tourism and attracting over $250 million in crypto-related foreign direct investment.

Nigeria, Africa’s largest crypto market, saw over $3 billion in crypto transactions in 2022, helping bypass costly remittance channels. The UAE and Singapore have used crypto-friendly policies to attract billions in fintech investment, positioning themselves as global hubs.

These examples show that crypto can drive financial inclusion, foreign investment, and digital innovation,but only with smart, forward-looking regulation.

Kenya’s VASP law is a strong foundation. But to truly lead, we must go further. Amend the law to include NFTs and DeFi. Create a sandbox for innovators. Align with global standards. And educate the public to build trust and understanding.

Crypto is not just a trend, it’s a new layer of the economy. Kenya must not just regulate it. We must shape it.

You may be familiar with the age-old story of the bamboo tree, a symbol of patience and resilience. In parts of Asia, for years after planting, the bamboo tree shows no visible growth, nothing above the soil.

But beneath the surface, it’s developing a complex root system. Then, almost overnight, it shoots up to 90 feet tall. The lesson? Real growth, like real innovation, starts underground, invisible, and cultural.

In today’s fast-paced business world, innovation is the buzzword on everyone’s lips. From Silicon Valley boardrooms to emerging tech hubs in Africa, Asia, and Latin America, it’s often equated with flashy apps, billion-dollar valuations, or cutting-edge research and development labs. But this view misses the mark. True innovation isn’t about how much money you throw at a problem. It’s about how people think, interact, and take risks. In short, it’s about culture. Culture is the silent architect of how organisations behave, solve problems, and adapt. It shapes how people speak, collaborate, and make decisions.

In a world of shrinking margins, rapid digital transformation, and global competition, it’s not capital that will determine who leads and who lags. It is about culture.

Consider this: a small startup in Jakarta, Lagos, or Nairobi with a bold, agile team and limited funding can outpace a well-funded multinational bogged down by bureaucracy. Why? Because culture, not cash, enables experimentation, agility, and learning.

Let’s explore the key cultural pillars that truly drive innovation:

1. Psychological safety-creating space to speak up

Innovation begins when people feel safe to ask questions, share ideas, and challenge the status quo without fear of ridicule or punishment.

In many hierarchical workplaces around the world, respect for authority can stifle open dialogue. But breakthrough ideas often come from those who dare to question the norm. Leaders must create environments where all voices are heard, especially the dissenting ones.

2. Agility-speed over structure

In a world where market conditions shift overnight, the ability to pivot quickly is essential. Yet many organisations still operate like 20th-century bureaucracies, with rigid hierarchies and endless approval chains.

To innovate, businesses must empower teams to make decisions and test ideas in real time. Agility beats bureaucracy – every time.

3. Inclusivity-innovation is everyone’s job

The best ideas don’t always come from the boardroom. They often come from the frontline, retail clerks, customer service reps, and warehouse staff.

These are the people closest to the customer experience. Organisations that listen to all employees, regardless of title, tap into a much richer vein of innovation.

Read: Nairobi up 24 places on startup-friendly city log

As management guru Peter Drucker famously said, ‘Culture eats strategy for breakfast.’ In today’s hyper-competitive world, it may also decide who gets to stay for dinner. For that reason, let’s create a culture that promotes innovation in our workplaces, and we will reap the fruits of competitive advantage.

4. Tolerance for failure: Learning beats blaming

Fear of failure is innovation’s silent killer. In many cultures, mistakes are stigmatised, creating a climate of risk aversion. But global innovation leaders like Google and Pfizer embrace a ‘fail-fast’ mindset, treating failure as a steppingstone to success. To follow suit, organizations must shift from blame to learning.

5. Long-term thinking: Play the long game

While quarterly results matter, sustainable innovation requires long-term commitment. In tough times, innovative budgets and training programs are often the first to go. But history shows that countries like South Korea and Singapore became innovation powerhouses by thinking decades ahead. Organisations must learn to invest in tomorrow even when today feels uncertain.

6. Leadership consistency: Walk the talk

Culture is shaped not by what leaders say, but by what they do. If leaders preach innovation but punish mistakes, the message is clear: play it safe.

Leaders must model the behaviors they want to, rewarding bold ideas, supporting experimentation, and being honest about their own failures. Innovation must be visible right from the top.

Global Innovation Opportunity

Across the globe, the ingredients for an innovative-driven future are already in place: youthful populations, digital connectivity, entrepreneurial energy, and consumers hungry for better solutions.

What’s needed now isn’t imported frameworks or expensive consultants. It’s a cultural shift; one that empowers people to think differently, take initiative, and collaborate openly. Innovation isn’t an event. It’s a mindset. A way of working. A way of being.

As management guru Peter Drucker famously said, ‘Culture eats strategy for breakfast.’ In today’s hyper-competitive world, it may also decide who gets to stay for dinner.

For that reason, let’s create culture that promotes innovation in our workplaces, and we will reap the fruits of competitive advantage.

‘Judge a person by their questions, not their answers,’ advised Voltaire, the French historian and philosopher, almost three centuries ago. Is there nothing new under the sun?

What is the value of the right answer to the wrong question? If you change the questions, does the business problem shift? Is the idea of strategic planning, bordering on a hoax? What can one learn from the agile Napoleon in taking a sprint approach to insightful business strategy?

The Nairobi Hospital has announced that it has restored full insurance coverage of services at its facilities, ending more than two months of strained relations with major underwriters that disrupted its operations.

In a joint statement released after a meeting with stakeholders on Wednesday, the hospital’s Chief Executive Officer, Felix Osano, said that the hospital and its insurance partners had reached a mutual agreement after weeks of discussions aimed at rebuilding trust and ensuring uninterrupted access to care.

This development comes as a relief to patients who have been affected by the standoff, some of whom have been forced to seek treatment elsewhere midway through their care, and others who have had to pay in cash.

‘This favourable resolution demonstrates our shared commitment to ensuring continuous, high-quality healthcare access for our clients,’ said Mr Osano. ‘Our relationship with insurers goes beyond healthcare transactions; it is strategic and purpose-driven, unified in service to our patients. Through collaboration, transparency, and operational efficiency, we will continue to strengthen claims processes and enhance the overall patient experience.’

‘This positive outcome affirms what can be achieved when we approach challenges with openness, shared purpose, and a commitment to long-term partnership,’ added Dr Barcley Onyambu, chairperson of the Kenya Hospital Association (KHA) Board.

‘It is important that we communicate with one voice to reassure clients that coverage has been fully reinstated and that our joint efforts remain focused on patient welfare, trust, and service excellence.’ The resolution follows weeks of negotiations between hospital management and insurance executives, which were prompted by disputes over new hospital tariffs that led to a suspension of coverage in August.

The standoff began in early August when Nairobi Hospital introduced new service charges, including higher rates for imaging, diagnostics, and accommodation, provoking sharp criticism from insurers, who described the changes as abrupt and unsustainable.

In turn, eight major insurance companies, including Madison Insurance, First Assurance, Minet, Old Mutual, Britam, AAR Insurance, CIC Group, and Pacis Insurance, jointly suspended medical services for their clients at the hospital.

The companies accused the hospital of implementing the price changes without sufficient consultation, warning that the increases would make healthcare unaffordable for thousands of policyholders.

In response, Nairobi Hospital temporarily suspended the new pricing structure and invited insurers to negotiate. While maintaining that the tariff adjustments were necessary to cover rising operational costs, inflation, and investments in modern medical equipment, the hospital acknowledged the importance of reaching a consensus.

Approximately 81 percent of healthcare facilities across the country are dissatisfied with the Social Health Authority’s (SHA) digital system, revealing frustration over frequent downtime, delayed reimbursements, and unreliable integration, which have disrupted service delivery and strained hospital cash flow.

The nationwide assessment, conducted by the consortium of healthcare providers comprising the Kenya Healthcare Federation the Kenya Association of Private Hospitals (Kaph), the Rural and Urban Private Hospitals Association (Rupha), and the Christian Health Association of Kenya (CHAK) shows that, one year after replacing the National Hospital Insurance Fund (NHIF), the SHA digital platform remains unstable.