Category: Business Daily

Kenya, the ‘Silicon Savannah’; a title that is well-deserved and worn with pride. It reflects the global success of M-Pesa in driving financial inclusion, the strength of our innovation ecosystem, the presence of regional technology headquarters, and the confidence with which Kenya shows up at global digital forums. Kenya sees herself, and is often seen, as a continental, nay global, innovation leader.

Yet nearly two years ago, the Worldcoin saga exposed a disquieting gap between this brand and the institutional machinery behind it. It was a moment that forced the country to stop, look in the mirror and ask, ‘Who, exactly, was in charge?’

Contrary to public memory, the story did not begin with the viral queues at KICC. It began a year earlier, when orb-like devices appeared in shopping malls; a kind of sci-fi décor that no one had ordered. While most people walked past with curiosity, the Office of the Data Protection Commissioner (ODPC) was already acting, issuing directives, and asking the questions no one else seemed to be asking: Who is this entity? What data is being collected? On what legal basis? There were no cameras then, no online outrage, just a small, thinly staffed regulator tracing an unfamiliar activity.

Once tokens-for-cash hit the scene and the KICC queues formed, the matter shifted from technical inquiry to national spectacle. Media descended, Parliament leapt into action, ministries contradicted one another, and Kenya realised that a global biometric token project had embedded itself in the country.

Claims flew, from exploitation to fears that iris capture could somehow ‘switch off our eyes.’ Exaggerated? Maybe, but it resonated as no institution appeared visibly in control.

Much of the blame landed on the ODPC. Only a few acknowledged that the Data Protection Act was never designed to give the regulator sweeping powers over complex, cross-sector technology initiatives. The Act empowers enforcement; it does not grant authority over multi-domain projects touching finance, identity, security, and consumer protection.

As the public outcry grew, multiple agencies intervened. Parliament conducted hearings with dramatic flair. Later, the High Court upheld the government’s suspension of Worldcoin’s activities. The judgment offered legal clarity, but it also confirmed that the institutional fragmentation on display was not imagined. Regulators had acted; the system had not.

Two parallel realities had existed: early regulatory work conducted quietly, and a later, noisy political scramble. In between, speculation flourished. Concerns about surveillance, allegations of exploitation, and stories of eye discomfort filled the void left by the absence of coordinated, authoritative communication.

The narrative settled into the public imagination, remaining unresolved and unchallenged.

This saga revealed an uncomfortable truth: Kenya does not suffer from weak regulators; it suffers from a fragmented regulatory architecture.

To be clear, the relevant institutions did not fail to perform their role. However, if an objective grade were to be given based on singularity of purpose, the score would be an F.

Technology does not respect institutional boundaries. It does not pause while agencies negotiate jurisdiction, and citizens should not be left to guess which regulator is responsible at the very moment their rights, identity, or financial security may be affected.

Kenya urgently needs a permanent Cross-Regulator Digital Council, not a crisis-era taskforce, but a standing, well-resourced mechanism for horizon scanning, joint risk assessment, coordinated enforcement, and unified public communication.

Today, Kenya has no multi-agency sandbox for emerging technologies, no formal mechanism for managing cross-cutting digital risks, and no clear process for determining institutional leadership when innovations span several domains. Everyone has a mandate; no one has the mandate to connect them.

This is not only a governance problem; it is a business problem. Fragmented regulation undermines investor confidence, heightens compliance uncertainty, and exposes the country to reputational risk.

Kenya’s digital economy contributes nearly 10 percent of GDP and continues to attract significant domestic and international capital.

For the Silicon Savannah to retain its credibility, the next breakthrough technology must encounter a coordinated state, not one navigating its digital future in the dark and discovering the scale of the challenge only after Kenyans begin queuing.

Allan Kilavuka has left Kenya Airways after six years at the helm, creating a dual leadership vacuum at the national carrier after its board chairman of nine years also departed earlier this year.

Mr Kilavuka proceeded on terminal leave effective December 16, ahead of the expiry of his tenure in April, making him one of the carrier’s longest serving chief executives.

Mr Kilavuka was brought in at one of KQ’s most turbulent times, shortly after his predecessor Sebastian Mikosz -who had been brought in from Poland to help turnaround the carrier after years of loss-making- resigned.

Added to the woes that had kept the flag carrier in the red at the time, the Covid-19 pandemic heightened the heavy assignment Mr Kilavuka would have to deal with at KQ, and as he leaves, the board seems satisfied with what he’s done.

‘Allan served with commitment, dedication, honour and diligence, steering the company through the turbulent Covid-19 period which affected the aviation sector negatively,’ reads a notice published by the KQ board announcing his exit.

‘He subsequently oversaw the growth of revenues and freight volumes, reaffirming the operational viability of the airline.’

The board announced that chief operating officer George Kamal will assume the role of interim chief executive, as the process of recruiting a substantive successor gets under way.

It did not indicate how long the recruitment process is expected to take or whether internal candidates will be considered alongside external applicants.

Mr Kilavuka has led KQ since April 2020, shortly after the outbreak of Covid-19 pandemic, which triggered an unprecedented collapse in global air travel. Under his leadership, Kenya Airways navigated prolonged grounding of fleets, border closures and severe revenue losses that further strained an already fragile balance sheet.

The airline returned to profitability in 2024, posting a net profit of Sh5.4 billion, its first annual profit in nearly a decade. The turnaround followed years of sustained losses and came after a period of capacity recovery, route optimisation and a rebound in passenger and cargo demand.

It is not yet clear how much of the 2024 performance was driven by operational improvements, restructuring measures or exceptional items, but the carrier has issued a profit warning -a sure sign that the profit will not be sustained this year.

Before his appointment as KQ chief executive, Mr Kilavuka served as CEO of Jambojet, the airline’s low-cost subsidiary, from January 2019. Prior to that, he was head of sub-Saharan Africa at aerospace firm General Electric.

Mr Kamal, who steps in as interim chief executive, is a pilot by training and an aviation executive. He holds a master’s degree in aviation management and a PhD in business administration.

Before joining KQ, Mr Kamal served as chief operations and executive officer at Iraqi Airways. He previously held senior operational roles at Air Arabia and Etihad Airways, where he was also head of quality operations. He began his aviation career as a pilot with EgyptAir and later flew for Etihad.

‘The Board commits to support Captain Kamal as he takes over the organisation’s executive leadership during this interim period,’ the directors said.

His tenure at Kenya Airways was not without disruption. In November 2022, the airline was hit by one of its most disruptive pilots’ strikes, which led to widespread flight cancellations and stranded passengers after members of the Kenya Airline Pilots Association downed tools over pay and working conditions.

The strike was later declared illegal by the Employment and Labour Relations Court, and several pilots were suspended or dismissed, prompting political intervention and government-led mediation.

Kenya’s economy thrives on the vibrancy of its small and medium-sized enterprises (SMEs), with family businesses forming a significant portion of this ecosystem. These enterprises, ranging from retail shops to agricultural ventures, are often the backbone of local communities, providing jobs and fostering economic resilience.

Family businesses are a dominant force in Kenya, with estimates showing they contribute up to 80 percent of the country’s gross domestic product (GDP). This large share represents the core of the nation’s entrepreneurial spirit and economic growth.

The Kenya National Bureau of Statistics showed a 5 percent GDP expansion in the first quarter of 2024. This growth was driven by sectors often populated by family businesses, including agriculture, real estate and financial services. Despite facing numerous headwinds, Kenyan SMEs, which are largely family-owned, demonstrated resilience in 2024. A Mastercard survey found that in 2025, 66 percent of these businesses are expected to achieve the same or higher revenue compared to the previous year.

Despite this remarkable success, a number of family-owned businesses still face legacy challenges which can be easily overcome if the right remedy is applied.

That is why it is imperative that our local financial service providers prioritise the adoption of innovative, empathetic and sustainable strategies to support family businesses struggling to stay afloat, by balancing financial prudence with economic empowerment.

Unlike corporate entities, some of these businesses lack formal governance structures, financial expertise and succession plans, while some are managed informally, with blurred lines between personal and business finances, leading to mismanagement or unexpected cash flow disruptions.

External factors, such as economic downturns, unpredictable weather patterns affecting agriculture or supply chain disruptions, further exacerbate their vulnerability. For instance, the lingering effects of global economic shocks, like those from the 2020 pandemic, continue to strain family businesses reliant on sectors like hospitality or retail.

When these businesses default on loans, banks face a dilemma which is whether to pursue aggressive recovery tactics that may destroy the business or adopt supportive measures that preserve both the borrower and the lender’s interests.

Owing to the unique socioeconomic system in which family businesses operate, it is important for Kenyan banks to prioritise alternative and creative solutions to the challenges these businesses face. This could for instance come in the form of loan restructuring tailored to the realities of family businesses.

Restructuring could involve extending repayment periods, reducing interest rates or offering grace periods during periods of distress. For example, a family-owned agribusiness hit by drought could benefit from a temporary moratorium on principal repayments, allowing it to stabilise before resuming payments.

The Central Bank of Kenya (CBK)’s 2023 guidelines on credit risk management encourage such flexibility, yet many banks remain hesitant, fearing increased risk exposure. By embedding empathy into their risk assessment models, banks can differentiate between temporary distress and chronic mismanagement, ensuring that viable family businesses receive a lifeline rather than a death sentence.

Banks should also invest in financial literacy and capacity-building for family business owners. Many Non-Performing Loans (NPLs) among such businesses stem from poor financial management. To fill this gap, banks can offer workshops on budgeting, cash flow management and succession planning.

By equipping owners with skills to formalise their operations such as maintaining separate business accounts or adopting digital bookkeeping tools, banks can reduce the likelihood of future defaults. Such initiatives also build trust, fostering long-term relationships that benefit both parties.

Our banks can also explore alternative collateral options to ease the pressure on family businesses. Many NPLs arise because family businesses pledge personal assets, like homes or land, as collateral, only to lose them during foreclosure.

This not only destroys livelihoods but also erodes community trust in the banking system. Banks could adopt innovative approaches, such as accepting movable assets or future cash flows as collateral, as piloted by some local banks. The CBK’s movable property security rights framework, introduced in 2017, provides a legal basis for such arrangements.

Supporting family businesses in distress is not just about salvaging debts, it’s about safeguarding Kenya’s economic fabric. Challenges facing family-owned businesses like lack of finance and market access, inflation, credit decline and climate change are not cast in stone and can be turned around using simple yet innovative banking solutions.

By embracing restructuring, education, mentorship, digitisation and technology, banks can reduce the NPL ratio and boost profits.

Policymakers must also incentivise this shift, ensuring banks prioritise empathy especially for outfits that find themselves on a slippery slope. Ultimately, thriving family businesses mean a prosperous Kenya, where generational legacies fuel national progress rather than lost opportunities.

Kitui, Kajiado and Kakamega are top spenders on domestic and foreign travel by county officers and MCAs, a new report has shown.

The report by the Controller of Budget Margaret Nyakang’o revealed that 36 counties spent more than 500 million in domestic and foreign travels in the first quarter (between July and September 2025) of the current financial year ending June 30, 2026.

The report also revealed that preferred foreign destinations for the globetrotting county officers are the United States, the United Kingdom and the Middle East, while Tanzania tops in the continent.

Kitui County spent more than Sh106 million on domestic travel with the county assembly spending Sh38.57 million and Sh68.10 million by the county Executive. Kajiado used Sh89.9 million on domestic travel comprising Sh43.81 million spent by the County Assembly and Sh46.17 million by the county Executive. The county spent Sh3.49 million on foreign travel.

Kakamega ranked third with Sh75 million spent on domestic travel with the county assembly accounting for Sh70.45 million and Sh4.62 million by the Executive. Expenditure on foreign travel amounted to Sh12.18 million.

On the flipside, some eight counties did not engage in either domestic or foreign travels during the period under review. They are Baringo, Garissa, Nairobi, Narok, Nyandarua, Siaya, Trans Nzoia and Turkana.

The county governments budget implementation review report released on Monday did not have data for Kilifi, Elgeyo Marakwet and Wajir counties on domestic and foreign travel. Samburu County was one of the high spenders spending Sh77.24 million on domestic travel.

Nyeri spent Sh70.1 million on domestic travel with Sh43.45 million spent by the assembly and Sh26.7 million by the Executive. There was no foreign travel in the assembly during the period under review.

Kiambu only recorded domestic travel expenditure of Sh56.94 million with the assembly accounting for the lion’s share of Sh42.80 million and the Executive Sh14.14 million. Vihiga reported Sh45.7 million as expenditure on domestic travel and Sh10.1 million on foreign travel.

Busia County spent Sh47 million on domestic travel with the assembly accounting for Sh22.48 million and the Executive Sh24.61 million. Lamu spent Sh26.1 million on domestic travel and Sh16.8 million on foreign travel, when 29 assembly officers went to Tanzania for a workshop on gender mainstreaming and institutional effectiveness.

West Pokot County’s expenditure on domestic travel amounted to Sh42.04 million with the assembly blowing up Sh39.13 million and Sh2.92 million by the Executive. Nyamira reported Sh42.83 million on domestic travel while Bomet’s expenditure totaled Sh38.52 million. For Bomet, expenditure on foreign travel amounted to Sh17.88 million.

Homa Bay spent Sh36.8 million on domestic travel, all of which was incurred by the County Assembly. Taita Taveta spent Sh31.65 million on domestic travel while foreign travel amounted to Sh0.21 million.

Migori County spent Sh31.60 million on domestic travel while foreign travel amounted to Sh3.17 million when a team from the Executive went to the US for a national business league conference. Uasin Gishu County reported Sh31.4 million as domestic travel while Kisii spent Sh30.86 million on domestic travel.

For Kericho, expenditure on domestic travel amounted to Sh29.66 million, incurred by the County Assembly, while foreign travel expenditure was Sh3.26 million incurred when a team of three officers traveled to the United Kingdom between September 14 and 19 for a legislative summit.

Kwale County had Sh28 million as domestic travel expenditure with the County Executive accounting for Sh24 million, while Kisumu County reported an expenditure of Sh21.7 million on domestic travel and Sh3 million on foreign travel by county executive officers.

Nakuru County spent Sh16.95 million on domestic travel and Sh11.9 million on foreign travel. Isiolo reported Sh27.5 million as expenditure on domestic travel with the assembly accounting for Sh26.46 million. Expenditure on foreign travel was Sh5.30 million all by the County Assembly.

Laikipia spent Sh14.8 million on domestic travel by the County Assembly and Sh12.1 million on foreign travel.Makueni County spent Sh23 million on domestic travel, Tana River Sh24.9 million on domestic travel by the County Assembly, while Machakos reported spending Sh22.3 million on domestic travel, exclusively for the County Assembly.

Embu County had Sh22 million as domestic travel expenditure comprising Sh15.85 million spent by the County Assembly and Sh6.22 million by the County Executive.

Bungoma County reported spending Sh20 million on domestic travel and Sh0.39 million by the County Assembly when a team of five officers went to Uganda for the second Umukuuka 111 Royal Anniversary dinner between August 29 and 30, 2025 spending Sh388,759.

Counties that reported less than Sh20 million are Kirinyaga-Sh15.3 million on domestic travel, Murang’a Sh16.4 million, Nandi-Sh13.35 million on domestic travel and Sh5.99 million on foreign travel, and Tharaka Nithi spending Sh14.2 million on domestic travel. Mombasa spent Sh13.1 million on domestic travel and Sh1.95 million by the County Executive on foreign travel.

Least spenders wereMandera with Sh8.29 million, incurred by the County Executive on domestic travel, Meru with Sh2.55 million on domestic travel, and Marsabit Sh0.80 million on domestic travel.

Workers exiting State entities on a voluntary basis swelled the government’s separation bill by 73.8 percent to Sh1.57 billion in the year ended June 2025, signalling a rise in early exits from public service.

Consolidated financial statements of 570 State corporations, semi-autonomous government agencies and public funds show the voluntary retirement scheme liability rose from Sh905.88 million in the previous year.

The amount has been booked under employee benefit obligations meaning that it represents benefits that the State entities have committed to pay employees who agreed to retire early but had not yet been settled as at the end of last June.

Voluntary retirement is used in the public and private sector to cut payroll pressures, restructure departments or eliminate duplicate roles without resorting to compulsory layoffs.

Staff who take up the offer are entitled to severance packages calculated based on years of service, salary levels and other negotiated benefits.

The Treasury report did not give details on the number of employees who exited the State entities during the review period. The retirement age varies between 60 and 70 depending on disability status and sector but there is a provision for voluntary early retirement.

Public officers exit service in various ways including resignations, retirements, dismissals, and deaths. Public Service Commission data up to the end of June 2024 showed few (3.6 percent) officers left service with most exits arising from retirements and end of contract.

The PSC report showed 8,411 officers out of 231,830 quit the service in the year ended June 2024, with 5,260 leaving the work through various forms of retirements and end of contracts while 3,138 exited through resignations, dismissals and deaths.

The highest number of officers who exited the service were from State corporations (4,505) followed by Ministries and State Departments (2,129) and public universities with 1,160.

The rise in voluntary exit costs comes against a backdrop of sustained efforts to rein in the public wage bill, which remains one of the largest recurrent expenditures.

The Treasury document shows the State entities spent Sh223.47 billion on employee costs in the year ended June 2025 compared with Sh211.12 billion in the previous financial year.

The spending on basic salaries of permanent employees rose to Sh168.44 billion from Sh160.83 billion while personal allowances hit Sh10.69 billion from Sh9.34 billion. Basic wages to temporary staff hit Sh2.59 billion from Sh2.54 billion.

The Sh1.57 billion appears as a liability on the balance sheet. Many entities usually opt to stagger the actual cash payments to reduce strain on the cash position.

Treasury data shows the overall employee benefit obligations also include accrued salaries, leave, bonuses and long-term defined benefit pension commitments.

The employee benefit obligations amounted to Sh22.05 billion in the year under review from Sh20.82 billion, highlighting the scale of future cash outflows tied to current and former public servants.

A pile-up of the benefit obligations points to the difficulties of containing employee costs through natural attrition and retrenchment while managing the financial burden of exit packages.

Treasury data shows that nearly a third (165) of the 570 State entities closed June 2025 in a deficit position, meaning their expenditures exceeded their revenues during the review period.

For many Kenyans mapping out their festive season travel, the decision is no longer just about chasing the latest social trend. Festive travel has become more intentional compared to previous years. But, for many, it’s all about understanding the mood they want to create, the people they are travelling with and the kind of experience they want for themselves.

The Business Daily stepped out to different tours and travelling companies to understand the leading destinations that have emerged this year.

As Stellamaris Miriti, Marketing Director at Stejos Tours and Travel, explains, the smartest travellers this year are weighing the ‘vibe’ against the reality. A destination may look glossy online, but factors like December weather, crowd levels, and whether the place truly suits your travel style matter far more. ‘Ask yourself if you want quiet relaxation or a high-energy adventure,’ she says. Visa logistics are another major consideration for 2025. With shifting global entry rules such as new ETA (Electronic Travel Authorisation ) systems, Stellamaris advises travellers to start with the basics. ‘Check entry requirements before anything else. Ease of entry is a huge factor this year.’

She points out restrictions such as the current rule in the UAE, where visitors under 40 years may not be admitted unless travelling with family.

On budgeting, she cautions against confusing price with value. ‘While bargain deals can be tempting, what matters is what you actually get. An all-inclusive resort may look costly at first glance, but can end up saving you from the steep food and drink prices that often accompany the festive rush,’ Stellamaris says.

Standout destinations

Based on this year’s booking patterns at the company, several international destinations are standing out for Kenyan travellers. ‘Turkey is having a moment, especially the Istanbul shopping experience paired with the famous Cappadocia balloon rides. Singapore and Malaysia are also rising sharply, driven by their combination of affordability, luxury, and visa-free access.’

However, Dubai is still a favourite for its shopping festival and family-friendly attractions. Locally, Diani continues to dominate, though Stellamaris notes growing interest in Samburu and Ol Pejeta from families who want a less crowded bush alternative to the Mara.

Planning, she says, is non-negotiable. Ideally, travellers should book three to four months in advance by August or September. ‘By early November, flight prices for festive dates typically jump by 30 to 50 percent,’ she notes, adding that anyone booking this late will need to stay flexible or prepare to pay more.

The most common mistakes travellers make are surprisingly avoidable. ‘One is attempting to replicate long online itineraries into much shorter trips, which leaves little room to rest or enjoy the moment.’

Another is overlooking travel insurance, something Stellamaris stresses is essential amid rising reports of cancellations and medical emergencies abroad. ‘Hidden costs, such as transfers, park fees, and city taxes, also catch many by surprise,’ she adds.

Balancing cost, convenience, and experience, she explains, is often about strategy rather than sacrifice.

‘Flexibility with dates makes a difference; flying on Christmas Day, for instance, is often cheaper than flying two days earlier. Travellers should consider using a curator or tour agent. Agencies often have negotiated rates and blocked hotel rooms that are not available on public booking platforms. And mixing high and low options, such as a short luxury stay followed by standard accommodation, allows for comfort without overspending.’

Different types of travellers should prioritise different things when choosing destinations. Families benefit from direct flights and hotels with children’s Clubs, along with easy access to medical facilities.

‘Couples prefer adults-only wings or resorts where privacy feels like a luxury in itself. Solo travellers should place safety at the top of their list, while group tours are great for meeting people, and destinations like Bali or Cape Town offer strong solo-friendly cultures,’ Stellamaris says.

She also points to destination gems that remain underrated. ‘Locally, Meru National Park is a standout, wild, beautiful, and far quieter than its more famous counterparts. Western Kenya, too, is emerging as an exciting festive destination with lakeside resorts and rich cultural experiences.’

Internationally, Albania is fast becoming the ‘Maldives of Europe’ at a fraction of the cost of Italy or Greece. ‘And for those seeking a quieter slice of Zanzibar, Pemba Island offers all the beauty without the crowds of Nungwi,’ she adds.

Urbanus Mbili Ngao, the founder and CEO of Urbann Vacations, says Kenyan travellers are becoming far more deliberate about where they go and why. He notes that the decision often begins with four simple but decisive considerations: how well a destination fits one’s needs, safety and how much the overall trip will cost.

The Asia appeal

From his point of view, the pattern in recent bookings reveals a strong shift toward Thailand, Malaysia, Singapore, Bali, Vietnam and Cape Town.

‘Their appeal comes down to convenience and peace of mind. Many of these places are visa-free for Kenyans, are widely regarded as safe for women and children, and also offer lively nightlife scenes that travellers find attractive,’ he explains.

He recommends planning six months before travelling, ideally between June and September, to secure reasonable prices and preferred hotels before demand spikes.

Urbanus points out that people sometimes choose destinations simply because they are trending or because someone else enjoyed them, without checking whether the experience aligns with their own interests.

‘Others miscalculate the full cost of travel, end up in hotels that are not a good fit, or expect more than the property can realistically offer. The idea that a cheaper option always guarantees better value is a mistake that often leads to disappointment.’

Different types of travellers have different needs. ‘Thailand may not be ideal for families with young children because of the nudity and sex-related activity visible in some areas. Couples should look for places that match the occasion, whether it is an anniversary, honeymoon, or birthday, while families benefit most from hotels that are genuinely child-friendly,’ he notes.

Solo travellers, meanwhile, he says, tend to enjoy destinations that offer a good mix of activities.

Emerging local gems

Looking beyond international hotspots, Urbanus believes travellers should also pay attention to emerging local gems. ‘Kajiado and Machakos counties are seeing new resorts that make for convenient short-drive getaways, and the Coastal region continues to introduce new properties that work well for families.’

For Maurine Kabu, the Managing Director of Adequate Safaris, choosing a festive season destination in 2025 begins long before tickets are booked. She believes the first step is to understand the kind of holiday mood you want, because it should guide the destination you settle on.

‘Travellers should also pay attention to what a destination offers over the festive period, especially for those who enjoy experiencing local Christmas traditions,’ she says, adding that the travel and tour company you choose plays a key role in whether the journey unfolds smoothly.

She says current booking trends reveal a clear pattern in how Kenyans are travelling this year.

Tourism activities tend to begin in central Kenya, which acts as the logistical hub. Interest is also spreading more widely to Western Kenya, she says.

Parts of northern Kenya, including Lewa Conservancy, Laikipia and Samburu National Park, are also drawing more attention. ‘Meanwhile, southern Kenya continues to attract steady traffic, offering views of Mount Kilimanjaro before leading travellers toward the south-eastern coast.’

When it comes to timing, Maurine notes that festive travel requires more than simply securing a flight and hotel room.

‘Planning should be approached carefully, especially for travellers hoping to tick off specific experiences. The ideal timeline varies depending on the type of trip; most agencies advise travellers to book their destinations and accommodation three to six months in advance,’ she says. This window not only gives time to make clear decisions, but also allows travellers to consult a travel company if they are unsure about where to go.

Women and solo travels

Maurine says many solo travellers are women who make up eleven percent of the travel market. Destinations such as the Maasai Mara National Reserve, Diani Beach and Amboseli National Park are among those they might consider.

Other underrated local destinations that are worth considering this festive season include Lake Chala, also known as the ‘Secret Crater Lake’ between Kenya and Tanzania. ‘Maralal dubbed ‘The Wild North’s Best-Kept Secret’ always feels like stepping into a different world each time you visit the place,’ she says. ‘Nguruman Escarpment, Lake Bogoria and Chyulu Hills are a hidden paradise for adventure.

She adds that some international destinations continue to grow in popularity, with Dubai, Malaysia and Singapore standing out as places Kenyans should consider this festive season.

Kenya has placed a representative in the Pan-African financial institution Shelter Afrique Development Bank, raising its bargaining power as it targets to raise billions of shillings to fund the affordable housing.

Shelter Afrique on Tuesday announced that former Benin Prime Minister, Lionel Zinsou has been elected as its chair of the Board, while Kenya’s Tourism Secretary Said Athman Mtwana will be the vice-chairman.

Mr Zinsou replaces Nigeria’s Chii Akporji while Mr Mtwana replaces Ahmed Belayat, Shelter Afrique said. The elections were concluded during the 149th Meeting of the Board of Directors held on 11 December 2025,’ it said in a statement.

Mr Zinsou is an economist, seasoned investment banker, and former Prime Minister of the Republic of Benin (2015-2016).Mr Mtwana, on the other hand, has been elected to represent Group 1 Member States in the development bank.

His election comes as the government positions itself to tap more funding from Shelter Afrique as it transitions from a Housing Company to a development bank, as revealed during recent presentations in Parliament.

‘I look forward to working closely with the Board and Management to deepen ShafDB’s impact, advance innovative urban development solutions, and uphold the governance needed to deliver lasting, inclusive growth across our Member States,’ Mr Mtwana said.

Shelter Afrique Development Bank Managing Director, Thierno-Habib Hann, said the two leaders would be instrumental during Shelter Afrique’s transition to a development bank.

‘As we deepen our transformation into a fully-fledged Pan-African Development Bank, their guidance will be instrumental in advancing innovative housing finance solutions, strengthening partnerships, and accelerating inclusive, climate-resilient urban development across our Member States,’ Mr Hann said.

Kenya’s Ministry of Foreign Affairs in a recent presentation to parliament revealed that the government was banking on the revamped Shelter Afrique to fund its affordable housing project (AHP), amid disclosures that no developer has sought State backing to seek loans from local banks. ‘The partnership is expected to strengthen intra-African trade in building materials and financial services and support the Government’s affordable housing agenda,’ the Ministry said.

At least 44 African countries, the African Development Bank (AfDB) and the African Reinsurance Corporation (African-Re) are shareholders at Shelter Afrique.

The company has funded projects valued $319.5 million (Sh41 billion in current exchange rates) through project finance, lines of credit and equity investments since 1993, the government says.

As organisations pause this December to acknowledge their achievements and challenges, leaders face a critical choice: to treat this moment as a ceremonial close or as a strategic inflection point. While financial rewards have their place, one of the most enduring gifts leadership can offer is the deliberate cultivation of a workplace culture that becomes a sustainable source of competitive advantage.

Culture is not an artefact of corporate rhetoric; it is the lived experience that determines whether an organisation attracts exceptional talent, retains institutional memory, and sustains performance under pressure.

December offers a rare strategic pause; a moment when the tyranny of operational urgency yields to reflection. This is when leaders must ask not just what was delivered, but how it was delivered. In retrospect, was excellence achieved through collaboration or coercion? Was capacity intentionally built or was effort merely extracted? Is the environment one that people choose to return to, or one they endure out of necessity?

These reflections matter because culture is fundamentally about choice. In an era where talent is mobile and institutional loyalty has thinned, organisations compete not only on compensation but on meaning, respect and growth.

More so for public sector institutions, the competition must be on something deeper: the promise of purpose-driven work within environments that honour people’s contributions and potential.

The psychological contract between employer and employee has evolved. Today’s workforce seeks authenticity over hierarchy, transparency over opacity, and empowerment over control. They expect leaders who model the values they espouse, acknowledge mistakes without defensiveness, and create space for diverse perspectives.

When this contract is honoured, organisations unlock discretionary effort, the difference between compliance and commitment, between adequate performance and excellence.

Deeper truth

December also surfaces a deeper truth about shared humanity. Employees navigate complex realities beyond their professional roles: family obligations, financial pressures, personal aspirations, and the accumulated fatigue of sustained performance.

Leadership that acknowledges these dimensions; through flexibility, genuine appreciation, or simply compassionate communication, builds social capital no policy manual can manufacture.

For example, at the Kenya Revenue Authority, culture carries additional weight. As stewards of national resources and guardians of public trust, we must embody the same integrity and accountability that we expect across the tax ecosystem.

By prioritising respect, transparency, and service excellence in every interaction, we are cultivating an institutional ethos that strengthens compliance, enhances credibility and reinforces our role as a trusted partner in national development.

Looking into 2026, three strategic imperatives come into sharper focus for organisations.

First, leaders must treat culture as a daily discipline, not an annual conversation.

Second, organisations must institutionalise reflection by creating structured spaces for teams to pause, learn, and realign without the noise of crisis.

Third, leaders must measure what truly matters: not only outputs, but the health and sustainability of the systems, relationships, and behaviours that make those outputs possible.

The festive season offers a natural opportunity to reset these commitments. Ultimately, the true measure of leadership is not found in December’s celebrations but in January’s energy, visible in whether teams return renewed with belief, or quietly resigned.

This season, therefore, let us give the gift that endures beyond festivities: a culture where people feel valued not only for their contribution but for their humanity.

In 2020, while in his fourth year pursuing a degree in agribusiness management Jimmy Aluvisia made a decision that has since redefined his career path.

What began as a small student project rooted in curiosity, opportunity, and a desire to solve agricultural challenges, has since grown into a thriving strawberry supply and jam-processing enterprise that today serves supermarkets, hotels and bakeries across several counties.

The youthful entrepreneur from Kakamega recalls that the idea first took shape during his attachment at the Kenya Plant Health Inspectorate Service (Kephis).

He was tasked with activities related to plant propagation, exposure that opened his eyes to a gap in the strawberry value chain.

‘While working at Kephis I realised that strawberries are high-value fruits, yet only a few farmers in the country grow them,’ he says.

He says the demand is high, but access to quality seedlings is the biggest barrier.

Armed with this insight, he set up a small nursery shortly after resuming his studies at Great Lakes University, Kisumu.

His goal was simple: produce clean, climate-resilient strawberry seedlings and supply them to farmers across Nyanza and Western Kenya.

According to Aluvisia, the nursery quickly gained traction. He supplied farmers with quality and reliable seedlings. Additionally, he supplied NGOs that support farmers.

The turning point

However, the business soon exposed its limitations. ‘Most farmers I worked with relied heavily on rain-fed agriculture. Seedling demand peaked only during the rainy season, leaving me with little income during the dry months,’ he recalls.

‘I realised that I was making money only when the rains came. I needed something that could sustain me throughout the year,’ he adds.

The challenge became the turning point that pushed him deeper into the strawberry value chain.

If farmers could produce fruits, he reasoned, then there was room to supply and even process them. That marked the birth of Aluvision Farm Enterprise, his now fully registered agribusiness focused on fresh fruit supply and jam production.

With the expansion of his vision, came the need for consistent fruit supply. Today, Aluvisia works with five contracted farmers from Central and Rift Valley regions who deliver fresh strawberries on a weekly basis. Depending on the prevailing market price, he pays between Sh400 and Sh500 per kilogramme.

The fruits are sorted into grades. ‘Grade one goes to the supermarket outlets, while Grade two is for value addition into jam,’ he explains.

The clientele

Aluvision Farm Enterprise now supplies fresh strawberries to more than 25 supermarket chain outlets across the country.

On average, the enterprise delivers over 600 kilogrammes of strawberries every month to the supermarkets.

‘Urban high-end supermarkets sell a kilo for up to Sh1,500. That gives you an idea of the value and what suppliers like myself earn,’ he notes.

He tells the BDLife that the business, whose starting capital was slightingly over Sh80,000, was financed partly through savings and contributions from family and friends.

Aluvisia’s venture into jam processing began in 2023 after attending several agribusiness exhibitions where he interacted with processors, researchers and potential clients.

The conversations opened his eyes to the unmet demand for authentic strawberry products particularly among hotels, bakers, and households seeking natural spreads.

Production capacity

He says he started small, producing just 20 kilogrammes of jam per month.

Today, production has surpassed 200 kilogrammes monthly, with clients spread across Nyanza, Western and Rift Valley regions.

Aluvision Farm Enterprise customises orders depending on customer preferences, with a kilogramme retailing at Sh1,000.

‘Strawberries are highly perishable. When you value-add them, you extend their shelf life and earn much more compared to selling them fresh,’ he explains.

Aluvisia says the enterprise currently produces three jam varieties, namely; sugared, sugar-free and fully organic-made using natural sweeteners like honey.

To maintain quality, he has employed a food science specialist who oversees production and adherence to standards.

Value addition procedures

Despite its commercial scale, Aluvisia describes jam processing as a relatively straightforward activity-one that relies more on precision than heavy machinery.

Most of the equipment used is typical of any well-equipped kitchen: sufurias, blenders, stirring spoons, sieves and weighing scales.

‘Once the strawberries arrive, they are sorted to remove damaged fruits, then cleaned thoroughly to remove dirt and impurities,’ he says.

The cleaned berries are blended into a smooth puree, which forms the base ingredient for the jam.

For sugared variants, sugar and approved food-grade preservatives are added. Sugar-free jams rely on natural sweetness and alternative preservatives.

About 80 percent of the mixture consists of pure strawberry puree, with the remaining made up of sugar and preservative components, ratios that he says must be calculated accurately to achieve the ideal texture, taste and shelf stability.

The mixture is then boiled while being stirred continuously until it attains the desired consistency. Once ready, it is cooled slightly, poured into sterilised jars and sealed tightly.

He credits the Kenya Industrial Research and Development Institute (KIRDI) as a key partner in his journey. ‘KIRDI has supported me through training and capacity-building programmes on value addition,’ he says.

Major challenges

Just like many young entrepreneurs and start-ups, Aluvisia’s journey has not been without challenges.

Access to capital was among his biggest early challenges. Marketing his products beyond his immediate networks also required persistence, branding and customer education.

The most difficult hurdle, however, has been dealing with the bureaucracies of supplying supermarkets. Payment delays, sometimes stretching for weeks or months, often strained his cash flow.

‘At one point I almost gave up. But I had to learn how to budget and operate sustainably even with delayed payments.’

He has since streamlined his operations, expanded his client base, and built a network of reliable partners to ensure continuous supply and sales.

He offersentrepreneurship lessons. ‘You should never burn bridges in business. Social capital and networking are key to thriving,’ he says.

Allan Kilavuka is retiring as the chief executive officer of the Kenyan flag carrier Kenya Airways (KQ) after six years at the helm, marking the end of a tenure defined by crisis management, debt restructuring and a gradual post-pandemic recovery.

The KQ board has announced that Mr Kilavuka will proceed on terminal leave ahead of the expiry of his term in April, with the airline’s chief operating officer George Kamal set to take over in an interim capacity effective Tuesday as the recruitment of a substantive successor begins.

Mr Kilavuka has led the airline since April 2020, steering it through some of its most turbulent years and guiding it to a profit of Sh5.4 billion in 2024, its first in nearly a decade.

‘Allan served with commitment, dedication, honour and diligence, steering the Company through the turbulent Covid-19 period which affected the aviation sector negatively,’ the KQ board said in a statement.

‘He subsequently oversaw the growth of revenues and freight volumes, reaffirming the operational viability of the airline.’

Before joining KQ, Mr Kilavuka was chief executive of the carrier’s low-cost subsidiary Jambojet from January 2019. Prior to that, he served as head of sub-Saharan Africa at aerospace firm General Electric.

His tenure at the national carrier was marked by upheavals that threatened the airline’s survival, including one of the most disruptive pilots’ strikes in 2022, the global pandemic-induced slump in aviation and, more recently, a severe shortage of aircraft parts that significantly constrained capacity.

Mr Kilavuka took over from Sebastian Mikosz, who resigned in June 2019 after less than two years in charge, citing government interference in the running of the airline.

Mr Kamal, who will take over from Mr Kilavuka on an interim basis, is a pilot and a seasoned aviation executive, holding a master’s degree in aviation management and a PhD in business administration.

Before joining KQ, he was chief operations and executive officer at Iraqi Airways.

He previously served as head of operations at Air Arabia, head of quality operations at Etihad Airways, and worked as a pilot at Etihad and EgyptAir, where he began his career.

‘The Board commits to support Captain Kamal as he takes over the organisation’s executive leadership during this interim period,’ the directors said.